Post on 21-Apr-2018
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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
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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