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| Implementing a Quick Changeover / SMED ProgramDecember 31, 2003 As many organizations begin their journeys toward a lean enterprise, they are finding the road to be difficult and filled with obstacles. The question that is most asked is where to begin. While the market is increasingly demanding more customized
products, manufacturers are under constant pressure to reduce costs.
Non-fulfillment of orders more frequently results in losing business to the
competition. Combine these factors with the high cost of inventory and the need
to increase productivity, and it becomes obvious that mastering quick changeover
is essential to an organization’s survival. As an organization begins a Lean implementation, its ultimate
goal is to produce according to customer demand (takt time) while utilizing
”one piece flow.” For this to happen, machines need to be set-up more often,
highlighting the need to reduce set-up time. Reducing set-up time results in
increased production, better quality parts, and a more flexible workplace. SMED / Quick Changeover, like other Lean tools, requires a
committed effort from within the organization. One of the major pitfalls
organizations fall into is the desire to rush in to a changeover program with
very little or no upfront planning. With limited time and resources, the program
is doomed for failure. The other common mistake is failure to document and
standardize the process. Finally
and most importantly, management must demonstrate a full commitment to the
program. If the changeover program is not a high priority to management, then it
will not be a priority to anyone else. Preparing for Analysis As an organization prepares for the program, it must first ask
the question: why are we doing this? The obvious reason is always to reduce
costs, but cost reduction and improved profitability will come as a result of
inventory reduction, smaller batch sizes, increased plant capacity, quicker
response time to customers, and better use of employees.
Goals for each of these need to be set and reported to the entire
organization. This early preparation will greatly benefit a changeover
implementation. Also a critical step, the organization must determine which area
or process will be attacked first. Value stream mapping is an effective
technique for identifying bottlenecks and prioritizing areas of improvement. The next step is to form an implementation team. The
composition of the team is very important to its success. Determining factors
should include knowledge, interest, ability to work with others, and, of course,
enthusiasm. The team will have
regular members that attend every meeting and are directly involved with the
changeover: set-up technicians, line mechanics, operators, supervisors, and
manufacturing and quality engineers. The other members will consist of
representatives from other departments within the organization. They will not
have to attend every meeting but will have a role to play, especially when their
areas are being addressed. Some
examples (but not a comprehensive list) of other areas to be represented include
Finance, Human Resources, Manufacturing, Materials, Purchasing, and Planning. After the team is formed, each member needs to be trained in
the principles of SMED / Quick Changeover, basic problem solving, root cause
analysis, and (often overlooked) proper procedures for conducting meetings.
A well-developed training program that includes interactive exercises is
beneficial for the team as it begins to meet regularly and to analyze the
changeover process. When the daily meetings begin, ground rules need to be set.
Every meeting will have a leader and an agenda; tasks will be assigned and
minutes taken. Structured, well-run meetings will reduce the implementation
time and will increase participation and the quality of ideas. Analysis The first step in the analysis is to videotape every detail of
the entire changeover process from cleanup to set-up.
The only exceptions are normal breaks such as lunch.
It is important that the changeover being filmed is a normal changeover.
If anything abnormal occurs, the changeover needs to be refilmed. (NOTE: A simple setup of a camcorder on a tripod is
sufficient. You won’t need to bring Steven Spielberg in on this one.)
. The next step is to create a baseline of the process. Each
detail of the changeover process must be identified and listed.
The video should be reviewed several times until the team is sure that
they have identified and listed everything that takes place. After every detail is documented, the team members will
conduct a brainstorming session in which each element on the list will be
analyzed and classified into one of four categories. Eliminate - Is the step really
necessary? Externalize - Remember, the key
is not so much reducing the total amount of labor as reducing the length of time
the line is down. One way to reduce downtime is to externalize tasks to the
maximum extent possible. “Externalization” means performing changeover tasks
either before or after the changeover, “externally” to the changeover time.
One common activity that takes place during changeover is that the operator will
collect the various change parts required. If this is done during the
changeover, it will extend changeover time. This is something that can be done
ahead of time so that all the required parts are available the moment they are
needed. Simplify
- Any elements that cannot be eliminated or externalized need to be simplified
where possible. This will include the elimination of tools, use of slots and
keyholes, quick connectors, and the like. As
part of simplification, all adjustments must be made measurable. This may be
done with digital position indicators, scales, or scribe marks.. Gauges also may
be used, but these are “tools” and should be avoided wherever possible. No Change
- Finally, there will be many elements for which no improvements are possible.
This is okay, but they need to be identified as such. Periodically, they should
be re-examined in case process changes, new ideas, or new technologies allow
improvement. Once each step has
been classified, they then need to be prioritized. A good method to follow is to
classify each one as an A, B, or C. A items can be done immediately.
B items require a bit more time to implement for varying reasons. C items
are the long-range items such as new equipment. This is the point at
which some organizations end the process. When organizations go this far and do
not implement any of the ideas, they are in essence adding a ninth waste to the
8 wastes of manufacturing. Instead of walking away with nothing more than
improvements on paper, the team should now develop an action plan with each task
assigned to team members with a due date. Status of every item should be
reported at each meeting. The new process
should then be documented and each operator trained. The new procedure will
become standard for that set-up. The SMED / Changeover program should also have a SOP
generated for the next event. As the organization improves each setup after
this, new members should be brought in and trained until everyone in the
organization has been trained in changeover process improvement. Eventually, the
organization will be become a true Lean Enterprise where everyone routinely
contributes to process improvements. Though the high cost of downtime always justifies changeover reduction, the process can be a very painful and daunting one. Many times companies have tried and failed to develop a successful SMED / Quick Changeover program. Using the ideas and steps outlined in this article will certainly improve the likelihood of success. Click here to subscribe to our free e-newsletter Learning to Lean and receive three articles like this one each month. About
the Author David McBride is co-founder of EMS Consulting Group (http://www.emsstrategies.com), a Carlsbad, CA based engineering and management consulting firm. David has a BS in Mechanical Engineering from Ohio State University. He has a successful track record in the development and implementation of FMEA and Design for Manufacturability programs at several organizations and has greatly reduced Manufacturing costs through the utilization of Lean Manufacturing, Kaizen Events, and Manufacturing System Analysis. He has also been highly successful at developing and executing New Product Introduction processes, and Staffing and Capital Equipment Plans. | |||||||||||||||||
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