Achieving Changeover Flexibility
Brigham Young University
Prepared by: Kortney J. Jurado
What will be covered…
• Changeover Flexibility Defined
• How can this help our firm?
• Real world example
• How do we get there?
• Exercise
• Summary
Changeover Flexibility Defined
The ability to switch from making one product
to another one without incurring high setup
times
Production Lead Time
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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
Brainstorming Exercise
How will our company benefit from achieving
changeover flexibility?
Current Market Demands
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Less costly
Higher quality
Shorter lead times
Increase in average mix
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
Real World Example:
• Dr. Shigeo Shingo’s success at Toyota with
“single digit setups”
Single Minute Exchange of Die
(SMED)
1. Identify internal and external setup
activities
2. Determine internal events which can be
converted to external activities
3. Reduce time it takes to perform those
internal and external events
4. Repeat the process
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
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
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?
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?
Applying Shingo’s Method to
Our Setups
• Split into groups and take a setup through
Shingo’s four steps
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?
Another Tool: 5-S
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Sort
Simplify
Scrub
Standardize
Sustain
Sort
• Separate items that are used daily from
those that are used occasionally
– Remove little used items from your workspace
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
Scrub
• Clean the work area
– You will not need to be cleaning during a
changeover
Standardize
• Sort,
• Simplify,
• And Scrub DAILY
• Make it a habit!
Sustain
• Continue to continue
• There will be changes over time
• Start from the beginning again and again
Exercise
- Divide into groups
- Create a plan to run your work area through
the 5-S process
- Discuss your plan with your teammates
What did we learn?
• How does 5-S affect changeover flexibility?
• How can our setup times benefit from the
use of this tool?
Evaluation
1. List and explain the steps to SMED
2. List and explain the steps in 5-S
Summary
• Changeover Flexibility =
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Profits
Competitive Advantage
Greater responsiveness to market demands
Increased capacity
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), 159174. Retrieved April 12, 2010, from ABI/INFORM Global.
(Document ID: 891741341).