1 / 44

Quick Changeover Basics

Quick Changeover Basics. This material is provided by Industrial Solutions, Inc. and is intended for internal use only. Any reproduction or re-use outside of the purposes described must be authorized by Industrial Solutions, Inc. Industrial Solutions, Inc., 2010.

kuame-marks
Download Presentation

Quick Changeover Basics

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Quick Changeover Basics This material is provided by Industrial Solutions, Inc. and is intended for internal use only. Any reproduction or re-use outside of the purposes described must be authorized by Industrial Solutions, Inc Industrial Solutions, Inc., 2010

  2. The time between the last good piece off the current run and the first good piece off the next run. Definition of Changeover Time

  3. Traditional Changeover Before improvements, basic setup tasks and related time breakdowns: Percent of time of changeover Preparation, after-process adjustment, checking, storing, and moving materials, parts, and tools 30% Removing and mounting parts and tools 50% 5% Machine measurements, settings, and calibrations 15% Trial runs and adjustments

  4. The Best Changeover is No Changeover

  5. Traditional Changeover and the Wastes of Lean Eight Wastes

  6. Changeover Improvement Process Document Analyze Lean Basics Standardize Implement

  7. Traditional Changeover Hours Day 1 Day 2 Day 3 Day 4 Day 5

  8. Traditional Changeover 2-Hour Changeover (CO) Weekly CO time: 10 hours Run time: 30 hours Available time: 0 hours Hours A B C D E 2 hours 2 hours 2 hours 2 hours 2 hours Day 1 Day 2 Day 3 Day 4 Day 5

  9. Quick Changeover 3-Minute Changeover Hours Day 1 Day 2 Day 3 Day 4 Day 5

  10. Quick Changeover 3-Minute Changeover A A A A A B B B B B Weekly CO time: 75 minutes Run time: 30 hours Available time: 8.75 hours Hours C C C C C D D D D D E E E E E Day 1 Day 2 Day 3 Day 4 Day 5

  11. What Does Quick Changeover Involve? • Planning • Practice • Innovation • Standardization • Continuous Improvement

  12. Impact of Quick Changeover Improved On-Time Delivery Key Benefits Flexible Response to Customer Needs Reduced Lead Time Decreased Costs, Increased Capacity Increased Accuracy, Improved Quality

  13. Document the Current Changeover • Document all the tasks or elements that make up the current changeover • Capture and visually organize data about the changeover • Identify changeover improvement priorities Document Analyze Lean Basics SMED Standardize Implement

  14. How Do We Improve • A systematic approach is needed • Single Minute Exchange of Die (SMED) • Developed in the 1950’s in Japan • The goal is to get every changeover under 10 minutes (single digit) • You can not get there in one step or one event

  15. The SMED Approach • Identify internal vs. external changeover tasks • Analyze each task’s real purpose and function • Focus on no/low cost solutions • Aim to eliminate changeover time

  16. Three Stages of SMED • Separate Internal and External Setup • Convert Internal Setup to External Setup • Streamline Internal and External Elements Setup Reduction

  17. SMED: Separate Internal and External Setup • Separate Internal and External Setup • Develop and implement changeover checklists. • Perform function checks on parts and tools. • Reduce transportation of tools, parts, and materials. • Convert Internal Setup to External Setup • Streamline Internal and External Elements Setup Reduction

  18. SMED: Separate Internal and External Setup Develop and Implement Changeover Checklists • Develop specific checklists for every piece of equipment and major process. • What is needed? • Where is it needed? • Who needs to do what? • How long should it take? • What are the proper operating conditions? • What are the correct settings for the next operation? • Keep checklists up-to-date and visible to all. • Use checklists consistently prior to every changeover.

  19. SMED: Separate Internal and External Setup Perform Function Checks on Parts and Tools • Are all of the changeover materials in good working order? • Tools • Parts • Jigs • Fixtures • Have all materials been checked far enough in advance to allow time for repairs?

  20. SMED: Separate Internal and External Setup Reduce Transportation of Tools, Parts, and Materials • Reduce non-value added movement of changeover parts, tools, and materials • Transport changeover materials before the machine shuts down • Focus on no/low cost solutions

  21. No/Low Cost Solution: Reduce Transportation

  22. SMED: Convert Internal Setup to External Setup • Separate Internal and External Setup • Prepare operating conditions in advance • Standardize functions • Use intermediary jigs • Convert Internal Setup to External Setup • Streamline Internal and External Elements Setup Reduction

  23. SMED: Convert Internal Setup to External Setup Prepare Operating Conditions in Advance • Preheat parts and tools to required temperature before they are needed • Achieve correct pressure levels before start-up • Position materials near point-of-use

  24. SMED: Convert Internal Setup to External Setup Standardize Functions • Eliminate time-consuming adjustments • Focus on functions such as dimensioning, securing, gripping, and centering • Replace the fewest possible parts by changing the way we perform the function

  25. No/Low Cost Solution: Standardize Functions Die Plate Adjusts Shut Height

  26. SMED: Convert Internal Setup to External Setup Use Intermediary Jigs • Design and build standard-sized, removable plates or frames • Externally attach and adjust die/parts • Eliminate internal adjustments to individual parts during changeover

  27. SMED: Streamline Internal and External Elements • Separate Internal and External Setup • Implement parallel operations • Eliminate the need for adjustments • Use functional clamps • Mechanize functions • Convert Internal Setup to External Setup • Streamline Internal and External Elements Setup Reduction

  28. SMED: Streamline Internal Elements Implement Parallel Operations • Divide changeover tasks between two or more people. • Maintain detailed changeover procedures. • Who’s doing what? • Sequence of tasks • Required time for each task • Reduce wasted motion, avoid confusion, and ensure worker safety.

  29. SMED: Streamline Internal Elements Eliminate the Need for Adjustments • Use visual marks to indicate correct settings • Create “quick set” mechanisms to handle different functions • Install fixed stops to indicate where a part should be positioned

  30. No/Low Cost Solution: Use of Numerical Scales Numerical Scale

  31. No/Low Cost Solution: Use of Positioning Pins Positioning Pins Positioning Pins

  32. Setup Reduction Tools • Cartridges • Standard work (dance cards) • Quick release handles • Off line setups • Water spider (pit crew) • Setup documentation • Improved machine reliability

  33. SMED: Streamline Internal Elements Use Functional Clamps • One-turn methods • One-motion methods • Interlocking methods

  34. No/Low Cost Solution: One-Turn Methods Pear-Shaped Hole Method Tighten Here Attach and Remove Here

  35. No/Low Cost Solution: One-Turn Methods Wing Nut Method

  36. No/Low Cost Solution: One-Motion Methods Cam Method

  37. SMED: Streamline Internal Elements Mechanize Functions • Use to fine tune, not significantly reduce, setups • Consider only when changeover reaches the three-minute range • Focus on no/low cost solutions

  38. SMED: Streamline External Elements • Separate Internal and External Setup Maintain a Visual, Organized Workplace • Convert Internal Setup to External Setup • Streamline Internal and External Elements Setup Reduction

  39. Three Stages of SMED • Separate Internal and External Setup • Convert Internal Setup to External Setup • Streamline Internal and External Elements Setup Reduction

  40. Analyze Analyze Changeover Tasks and Identify Improvements • Distinguish between internal and external setup tasks. • Identify and apply proven techniques to convert internal to external setup tasks. • Develop streamlined processes for internal and external setup tasks. • Create an improved changeover process. Document Analyze Lean Basics SMED Standardize Implement

  41. Applying SMED Analyze Changeover Tasks Identify Improvements • Complete Setup Analysis Chart. • Develop no/low cost solutions. • Streamline, streamline, streamline! • Create an improved changeover process.

  42. Implement Implement Improvements and Monitor Results Document Analyze Lean Basics SMED Standardize • Implement Quick Changeover improvements • Monitor and document results Implement

  43. Standardize Standardize the Improvements • Develop a plan to standardize improvements Document Analyze Lean Basics SMED Standardize Implement

  44. Benefits of Quick Changeover Improved On-Time Delivery Key Benefits Flexible Response to Customer Needs Reduced LeadTime Decreased Costs, Increased Capacity Increased Accuracy, Improved Quality

More Related