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Quick ChangeoverPitstop cartoon

Key Objectives

• Provide a common understanding of Quick Changeover (QCO) and its linkage to Process Improvement

• Explore methods for a successful deployment of QCO

The Process Improvement Fit

I. Culture change and new thinking

II. Dramatic improvement in safety

III. Create latent capacityIV. Value creation and

cycle time

Strategic Priorities

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Year 1 Year 2 Year 3

FOUNDATION POWER UP SCALE UP

SOFT SKILLS, ISO, 5S, PVR, 8D

AUTONOMOUS MAINTENANCE

TPM

TQM

JIT

•P88

•SPC

•COMPETE

•POKA YOKE

•PREDICTIVE M.P.

•DFM

•BENCHMARK

•QFD

•6 SIGMA

•CELL FLOW

•LEAN MFG.

•CYCLE TIME

•KANBAN

The Roadmap to World ClassWorld Class

Quick Changeovers

Trouble with Large-Lot Production

They make great paper-

weights!

What are we going to do with all

this inventory?

Trouble With Large-lot Strategies

• Inventory waste• Delay• Declining quality• Working capital• Valuable factory space

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Benefits of Shortening Changeover Time

Quick Changeover Metrics

418 1/3 hours

1 2/3 hours254

minutes420

hours3

401 1/4 hours

18 3/4 hours2545

minutes420

hours2

220 hours

200 hours258

hours420

hours1

Available Production

Time

Total Changeover Time/Month

Number of Changeovers/

Month

Average Changeover

Time

Scheduled Time/MonthCase

Benefits of QCO for Companies

• Flexibility• Quicker delivery• Better quality• Higher productivity

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Benefits of QCO for Employees

• Safer changeovers• Less clutter in the workplace• Fewer tools to keep track of

Performing setup operations in under ten minutes – a number of minutes expressed in a single digit

The QCO Goal

…and to mirror a pit crew

Conceptual Stages of QCO

Preliminary

Internal and external setup

not differentiated

3

Improve all elemental operations

2

Shift internal to external setup

1

Separate internal and

external setup

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Preliminary StageInternal and External Setup Not Differentiated

Ext

Int

Ext

Int

Ext

Stage 1Separate Internal and External Setup

Ext

Int

1. Checklists2. Function checks3. Improved

transport of parts and tools

Stage 2Convert Internal Setup to External

Setup

Int

Ext1. Advance

preparation of operating conditions

2. Function standardisation

3. Intermediary jigs

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Stage 3Streamline All Aspects of Setup Operations

Ext

Int

1. Improved storage and management of parts and tools

1. Parallel operations2. Functional clamps3. Eliminating

adjustments4. Mechanisation

Two Types of Setup Operations

Internal SetupCan be performed only

when machine is shut down

External SetupCan be done while machine is running

The Goal

Shift as many internal setup operations as possible to external setup operations

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How Operations Relate to Processes

Phases of a ProcessStorage/raw materials or components

Transport

Processing

Storage/waiting for a process

Transport

Inspection

Storage

Operations

• Essential operations:the actual value-adding work on the materials

• Setup operations:preparation and adjustment performed before and after each lot

Production ActivitiesA Network of Processes and

Operations

Process – a continuous flow by which raw materials are converted into finished goods

Operation – any action performed by man, machine, or equipment on raw, intermediate, or finished products

Manufacturing ProcessesFour Distinct Phases

StorageTransportationInspectionWork

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Completion of first good

item

Definition of Setup Time

• Includes run time and adjustment time until a good item is produced. If good product is produced with no adjustments, run time is considered part of machine process time.

Final adjustment Test run

Attachment /adjustment

of new pieces

Tool, instrument,

material location

Completion of last good

item

S e t u p T i m e

Setup OperationsFour Basic Steps

Adjustments

Checking settings and calibrations

Mounting and removing tooling and parts

Preparation, after-process adjustments, checking of materials and tools

Typical Basic Setup Steps

50%Adjustments

15%Checking Settings and Calibrations

5%Mounting and Removing Tooling and parts

30%Preparation, After-Process Adjustments, Checking of Materials and Tools

Proportion of Setup Time Before QCO

ImprovementsSteps in Setup

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Exercise

• List the setup steps in your environment, and the number of minutes required for each activity

Number of Minutes Required to Complete StepSteps in Setup

Preparation, After-Process Adjustments, Checking of Materials

and Tools

• Ensures that all parts and tools are where they should be and that they are functioning properly

• Should be done as an external step

Mounting and Removing Tooling and Parts

• Removal of parts and tools after one lot is processed, and the attachment of the parts and tools for the next lot

• Generally internal setup

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Checking Settings and Calibrations

• All the measurements and calibrations made to perform operation

• Internal setup• Prepare while the equipment is still running

Makeready and Adjustments

• Adjustments made after a test piece is machined

• QCO teaches ways to eliminate this step completely

Analyzing Setup Operations

Planning How to Implement QCO Improvements

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Videotape the Entire Setup Operation

• Focus on the hand, eye, and body movements

• Use the camera’s time and date function

Show the Video

• Show video to all people involved with the equipment

• Setup person describes what he or she is doing

• Group discusses operation

Study the Video in Detail

• Note the time/motions involved in each step of setup

• Use pause and rewind functions as needed

• Use stopwatch if necessary

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Typical DelaysWalking

Waiting

Searching

Missing tools

Poor schedule information

The Three Stages of QCO

Stage 1: Separating Internal and External Setup

Stage 2: Converting Internal Setup to External Setup

Stage 3: Streamlining All Aspects of the Setup Operation

Stage One

Separating Internal and External Setup

Ext

Int

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Stage 1Techniques

Improved transportation of key elements

Function Checks

Checklists

Checklists

• List everything required to set up and run the next operation– Tools, specifications, workers required– Proper values for operating conditions – running

speed, etc.– Correct measurements/dimensions required for

operations – trim measurements, colour levels, ink settings, etc.

Sample Checklist

SOP 003 (cleandown)SOP 001 (changeover)Standard Operating procedures to follow

vacuum hose, towels, brushed for cleandownPlates

BlanketsParts needed

rolling carthex wrench

Tools needed

Kyle B.Elizabeth B.

Jody M.Colleen R.Employees trained for setup and operation (need 2 people)

Operation Checklist effective 11/01

Equipment: K&B 125Operation: Changeover to Job 3452Date: 12/01/01

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Checklist Hints

• Check items off the list before the machine is stopped

• Establish a specific checklist for each machine/operation

Function Checks

• Tell you whether parts are in perfect working order

• Should be done well before set begins

Improved Transport of Parts and Tools

• Transport done during external setup• New parts delivered before machine is

shutdown• Old parts taken away once machine has

started back up

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Stage 2

Converting Internal Setup to External Setup

Int

Ext

Stage 2

2 Steps1. Look at the true functions/purposes of

each operation in current internal setup2. Find ways to convert internal steps to

external steps

Allow yourself to look at your current internal setup as if you are seeing it for

the first time

Shifting Internal Setup Tasks to External

• Prepare operating conditions in advance

• Standardise essential functions

• Use intermediate parts to ease in transitions

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Advance Preparation of Operating Conditions

• Getting necessary parts, tools, and conditions ready before internal setup begins

• Many conditions may be prepared externally, while machine is running

• Make sure that tools and parts are properly labelled and stored for easy locating

Function Standardisation

• Standardise only elements essential to setup

• Might apply to dimensioning, centering, securing, expelling, gripping, etc.

Implementing Function Standardisation

1. Look at each function in the setup process and decide which can be standardised

2. Look at these functions and decide which can be made more efficient by replacing the fewest possible parts

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Intermediary Jigs

• Plates/frames of standard dimension that can be removed from the machine

• Can be used to set up workpieces and machine tools

Stage 3

Streamline All Aspects of Setup Operations

Ext

Int

Streamlining External Setup

• Includes streamlining storage/transport of parts and tools

• Ask the questions:– What is the best way to

organise these items?– How an we keep these

items maintained in perfect condition and ready for the next operation?

– How many of these items should we keep in stock?

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Streamlining Internal Setup

• Include implementing parallel operations, using functional clamps, eliminating adjustments, and mechanisation

Implementing Parallel Operations

• Divide the setup operations between two or more people

• Important to maintain reliable and safe operations while minimising waiting time

Procedural Chart for Setup

• Indicates:– Sequence of tasks each

worker will perform– Time needed for each

task– When safety signals are

to be given

130 seconds

410 seconds

335 seconds

215 seconds

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Using Functional ClampsBecause Nuts and Bolts Take Too Long

• Bolts– Get lost– Get mismatched– Take too long to tighten

• Functional clamps holds objects in place with minimal effort

One-turn Functional Clamping Methods

fasten here

attach and remove here

clamp washer stays attached

bolt threads cut away

Pear-shaped hole method U-slot method

Clamp method C-shaped washer method Split thread method

One-motion Functional Clamping Methods

Cam clamp

machineworkpiece

cam

leverspring

groove

check pin

Spring stops

Taper pins, wedges Magnets, vacuum suction

air

rubber

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Interlocking Methods

Fitting and joining two parts together without the use of a fastener

Eliminating Adjustments

• Three practical techniques for eliminating adjustments:

1. Using a numerical scale, making standardised settings

2. Making imaginary center lines/imaginary center planes visible

3. Using the Least Common Multiple (LCM) system

Fixed Numerical Scale

• Rely less on intuition and more on constant numerical values for machine settings

• Use graduated scales with marks indicating various settings

• Use gages or shims to set distance reliably• Use colour-coded cards to easily set colour

levels

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Graduated Scale

Marks indicate various settings

-10

-5 -4 -3 -2 54321

Moving Part

Stationary Part

Least Common Multiple (LCM) System

Two basic principles:1. Leave the mechanism

alone and modify only the function

2. Make settings, not adjustments

Avoid Adjustments with LCM

Before Improvement

After Improvement1 2 53 4

current switch

limit switch

current switch

limit switch

Example: Install a limit switch at each position to avoid adjustments

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Mechanisation

• Only after streamline steps • Use for fine tuning, not for dramatic

reduction

With this new robot, our adjustments will be

completely mechanised

We shouldn’t have to MAKE adjustments

Keys to Success with QCO

• Commitment/follow -through at a company-wide level

• MD sets expectations and promotes recognition program

• Complete a team building workshop with all project participants

• Don’t just make one round of improvements and stop. Keep looking for ways to improve the process.

• Keep it simple!

Champion TrainingTrain the Trainer

Team buildingPilot line selection

Core Training

Sustaining the momentum

Sharing lessons learned

Propagation of QCO throughout

the company

Certification

QCO Process – A Bird’s Eye View

Performance Improvement Metrics

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QCO Certification Process MapPre- Week One Week 1 Week 2 Week 3-4 Week 5-6 Week 7-10

CI Model StageQCO Activity Define Workplace

PreparationSeparate Internal

and External SetupShift Internal to External Setup

Improve All Operations

Sustain

Department Selection Team Building (4-8 hrs)

Checklist for each setup operation

Improve storage and management of parts and tools

Continue Auditing of QCO standards

Resource Assessment

QCO Core Training (2 days )

Develop function checks for all parts

Function Standardization of essential setup elements

Institute parallel operations

QCO Champion Training

Team QCO Charter Improve transport of all parts and tools

Adjustment processes eliminated

Take "after" photographs of the QCO line

Procure QCO Supplies

Mechanize appropriate systems

Continue sharing QCO information across the division

Create QCO Process Maps and videotape changeover on the line

Begin Instituting regular QCO meetings

Erect QCO Visual display board

Take "before" photographs of the line

Ownership CI, Department Manager

CI, Department Manager

CI, QCO Lead/ Coordinator

CI, QCO Lead/ Coordinator, Staff

CI, QCO Lead/ Coordinator, Staff

CI, QCO Lead/ Coordinator, Staff

Tools Prelaunch Action Assignment Checklist

QCO Charter, Video Analysis Guide

Checklist template QCO Audit Checksheet, QCO meetings, "Before/After" Photographs, QCO Display Board, Office Communications, QCO Audit Points

Metrics and Reports QCO Project Selection Criteria Checklist

Prelaunch Checklist, QCO Audit Checksheet

QCO Audit Checksheet

QCO Process Maps (as-is vs. could-be), QCO Audit Checksheet

QCO Audit Checksheet

QCO Audit Checksheet, trendchart

Objective and Deliverables

QCO Certification Audit PointsQuick Changeover Process Certification Audit Points

Revision 0.0

Audit By: xxx KEY

Date: xx/xx/xx Indicator Status detail

Office: xxx P Pass- Item found to be compliant

Manager: xxx C Condition- Item needs some improvement

Project Team Leader: xxx F Fail- Item not done, or not done correctly

Department: xxxK&B

Conformance Additional CommentsObjective Evidence Needed Level

Major

Major

minor

Major

Major

Major

Major

Major

minor

minor

Major

Major

Major

1. QCO Charter

2. Champion Training

Attendance by key leadership at

Champion Training

3. Pilot Line SelectionApplies to first line at division- Line Selection criteria sheet utilized

4. Team Building Session prior to Core training

Measurements and documentation of measurements, goals

7. Area mapping and videotapingMaps and videotapes of pilot area (before and after)

6. Baseline Measurements and Goal Documentation

5. Core Training

Attendance roster, involvement of support

staff

12. OEE Audit Checklist

Score: xxx = xx% .

5S Items to Audit

1. Audit Checklist Scores from regular Audits tracked- trend chart

10. Motion Metrics

elimination of wasted motions- before/after comparison, graphical representation

11. Management WalksOpportunity/Recognition Cards distributed, Schedule for Walks

9. Process Checksheets

8. Analysis of maps, videotapes

Internal Audit Status

Corporate Audit Status

2. Score of 85% on Certification Audit

Attendance roster

QCO Charter displayed

Documentation of processes and

respective time requirementsChecksheets developed for standard processes on line

What Managers/Leaders Can Do

– Make Lean Manufacturing part of the culture

– Make QCO part of job descriptions

– Reward and recognise good work

– Provide resources– Be visibly interested– Make frequent visits

to the work area– Allow time for QCO

improvement activities

– Ask for regular progress presentations at staff meetings

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Pilot Line Selection

• Try to find a line:– with high visibility to surrounding areas– where you are likely to see high ROI– in which the supervisors and crew are capable of and

excited for change– which is 5S-certified and has completed AM training– in which changeover time is a major cause of low

OEE

Where to Begin• Select pilot area• Establish baseline and goals for improvement• Form QCO team, start team-building • Provide QCO Training• Videotape changeover on pilot line• Analyze videotape and flowchart

– Look for opportunities to eliminate, streamline, integrate steps• Develop checklists for changeover - function & regular• Implement changes• Retake video and record time• Track and report metrics• Continuously improve• Share lessons learned• Practice, practice, practice