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(+)+(+) Setup Minimization Improves Line Efficiency
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(+)+(+) The Lean Changeover e-letter
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(+)+(+) Published monthly by Changeover.com
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(+)+(+) Written by John R Henry, CPP
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### JUNE 2007
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This newsletter is a free service of Changeover.com. Visit our website at
http://www.changeover.com or contact us at
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Interested in learning how to reduce changeover downtime? Let me present my workshop "Achieving Lean Changeover" in your plant. It is available in ½, 1 and 2 day versions or can be custom tailored to your needs. For more information e-mail me at johnhenry@... or call 787-550-9650
Some of you may think you missed last month's newsletter. You did not. Due to press of work and travel there was not one. (HINT: I could use some help. Guest essays are always welcome.)
SOME THOUGHTS ON...
PIT STOPS IN YOUR PLANT
The most interesting part of auto racing, to me at least, is the pitstop. I am always amazed at the amount accomplished in such a short time. A typical NASCAR pitstop takes about 15 seconds. During that time they not only get a full tank of gas, they may also get 4 new tires, a windshield change, suspension adjustment and a drink of water. In Formula I racing, due to different rules, it takes about half as long.
Pitstops are really what you do in your plant between products even if you call them changeover.
First let's look at motivation. Why do they do them so quickly?
They do it because they have to. If you ever watch auto racing on TV you know that the pit stop is probably the most important single part of the race when it comes to determining winners and also-rans. At a track speed of 200 miles per hour, one extra second in the pits results in 300 feet of distance on the track. In most races, the distance between the winning and second place cars is a dozen feet or less.
In other words, they do it for the same reason you need to speed up changeover in your plant: FOR THE MONEY! A manufacturing plant is only making money when it is producing. When it is not producing, it is spending money. Eliminating downtime from changeover will produce more profit.
The "why" is pretty easy. The "how" of a quick pit stop is much tougher and requires some thinking. A few of the things that go into a successful pit stop include:
Elimination-Only useful work is performed during the pit stop. All tasks have been examined and if they are not required, they are eliminated.
Externalization-All tasks that can be externalized are. For example, in NASCAR the lug nuts are glued to the wheel rim. This externalized placement means that the tire changer doesn't have to place the nuts during the pit stop. Fuel is pre-measured so that it does not have to be measured during dispensing.
Training-Each member of the pit crew has a specific task assigned and knows exactly how to carry it out. The jackman is responsible for placing the jack, lifting the car and releasing it when the tire changer is ready.
Staging-All tools, components such as tires and materials such as fuel are pre-staged and ready to go when the car pulls into the pits. No time is wasted looking for the tires. They are in the hands of the tire changer who already has one fot on the wall ready to go.
Tools-To the greatest extent possible, tools are eliminated. When tools are used they are specialized for the required purpose.
Scheduling-When to pit is an important part of race strategy. Pitting too early or late can cost valuable position.
Sound familiar? The same techniques will work in your plant.
Elimination-Are you performing unnecessary tasks during your changeover? If they are not required, eliminate them.
Externalization-What tasks can be performed either before or after the changeover? Remember, the total staffhours involved in changeover are nowhere near as important as the elapsed time that the line or machine is stopped.
Training-It is essential to determine optimum way to perform the changeover and document it. You must then train your people to assure that they know exactly what they are supposed to do as well as how and when they are supposed to do it.
Staging-All components and materials must be staged close to the line prior to commencement of changeover. Don't waste time looking for things that you already know will be needed.
Tools-The goal in changeover must be to eliminate tool usage. You can find a number of ways to do this in past newsletters in the "Tip of the Month". Typical examples include replacing nuts and bolts with handknobs, toggles, pins etc. Where tools cannot be eliminated, make sure that you have the proper tools readily available at the point of use.
Schedule-When we do changeovers will have an impact on how much time we lose to them. For example, if we are running red and white wines, we may be able to reduce cleanup times by running the white wine first. If we have two products in the same container, we can reduce changeover time by running them back to back.
Changeover must be viewed not only as a tactical requirement but as a strategic imperative for long term growth and survival. It is too important to leave to chance. If you don't do it right, your competition will.
One of my popular talks is "Pitstops in your plant" which describes why and how to make your changeovers more like pitstops. The PowerPoint for this talk has a number of illustrations of techniques I have used successfully. You are welcome to download it. at www.changeover.com/pitstops.ppt
TIP OF THE MONTH...
PIT CREW TRAINING
For those who want the experience of a real pitstop, Strategic Work Systems has a several workshops that combine hands-on pit experience with lessons on how this can be applied to lean manufacturing. For more info visit
http://www.swspitcrew.com/workshops
Tell them the changeover wizard sent you!
John R Henry CPP
www.changeover.com
787-550-9650
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