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Maximizing Changeover Flexibility for Business Success

Learn how achieving changeover flexibility can boost profits, increase responsiveness, and gain competitive advantage. Dive into real-world examples, exercises, and tools like SMED and 5-S. Discover steps to enhance setup times for greater market adaptability.

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Maximizing Changeover Flexibility for Business Success

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  1. Achieving Changeover FlexibilityBrigham Young University Prepared by: Kortney J. Jurado

  2. What will be covered… • Changeover Flexibility Defined • How can this help our firm? • Real world example • How do we get there? • Exercise • Summary

  3. Changeover Flexibility Defined The ability to switch from making one product to another one without incurring high setup times

  4. Production Lead Time • Queue: Time waiting before the operation begins • Setup: Time getting ready for operation • Run: Time performing operation • Wait: Time waiting after operation ends • Move: Time physically moving between operations

  5. Brainstorming Exercise How will our company benefit from achieving changeover flexibility?

  6. Current Market Demands • Less costly • Higher quality • Shorter lead times • Increase in average mix

  7. The Why… • Customers increasingly demand more customized products • Reducing setup times allows us to be more responsive to customer needs • If setup times are reduced at the bottleneck, capacity increases • Able to convert runs into smaller lot sizes

  8. Real World Example: • Dr. Shigeo Shingo’s success at Toyota with “single digit setups”

  9. Single Minute Exchange of Die (SMED) • Identify internal and external setup activities • Determine internal events which can be converted to external activities • Reduce time it takes to perform those internal and external events • Repeat the process

  10. Identify Internal and External Events • External: can be done while machine is running previous job • Ex: staging materials, getting specs and drawings • Internal: require the use of the machine • Ex: removal of the die

  11. Determine Internal Events That Can Be Converted to External Activities • What changes can we make to our process or machinery? • Example: A company modified the machine so that the mount and the die could be removed as one piece

  12. Reduce Times for Both Internal and External • Internal tasks will remain our constraint • Why do we need to reduce the time on our external activities?

  13. Repeat the Process • What else can be removed from internal setup? • Can reduce a task by a few more seconds? • What else can we do to reduce our setup times?

  14. Applying Shingo’s Method to Our Setups • Split into groups and take a setup through Shingo’s four steps

  15. What did we learn? • How can setup time be reduced? • What can we do to make it easier, simpler, and safer? • Can we do something more?

  16. Another Tool: 5-S • Sort • Simplify • Scrub • Standardize • Sustain

  17. Sort • Separate items that are used daily from those that are used occasionally • Remove little used items from your workspace

  18. Simplify • Set in order • Arrange items so they are easy to see, use, and put away • Ex: carpenter’s shop • If tools are used sequentially, place them in that order

  19. Scrub • Clean the work area • You will not need to be cleaning during a changeover

  20. Standardize • Sort, • Simplify, • And Scrub DAILY • Make it a habit!

  21. Sustain • Continue to continue • There will be changes over time • Start from the beginning again and again

  22. Exercise • Divide into groups • Create a plan to run your work area through the 5-S process • Discuss your plan with your teammates

  23. What did we learn? • How does 5-S affect changeover flexibility? • How can our setup times benefit from the use of this tool?

  24. Evaluation • List and explain the steps to SMED • List and explain the steps in 5-S

  25. Summary • Changeover Flexibility = • Profits • Competitive Advantage • Greater responsiveness to market demands • Increased capacity

  26. Readings List • Vivek Sharma. (January 2001) Circuits Assembly. Vol. 12, Iss. 1; pg. 62, 5 pgs • Kathryn Martin.  "Packaging line changeovers: Flexibility means profit. " Food Engineering  1 Jun 1999: ABI/INFORM Trade & Industry, ProQuest. Web.  12 Apr. 2010. • Spada, S.. (2007, October). Packaging equipment goes mechatronic. Machine Design, 79(19), S10.  Retrieved April 12, 2010, from ABI/INFORM Global. (Document ID: 1368586341). • Cheryl Gaimon, & Alysse Morton. (2005). Investment in Facility Changeover Flexibility for Early Entry into High-Tech Markets. Production and Operations Management, 14(2), 159-174.  Retrieved April 12, 2010, from ABI/INFORM Global. (Document ID: 891741341).

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