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(+)+(+) S.M.I.L.E(sm)
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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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=============================================================
Paul Zepf is widely known for his expertise and writings on packaging
lines and efficiencies. One of his major contributions has been the
development of the Zarpac Performance Index for analyzing line
performance. See http://pi.zarpac.com/ for more info. His company,
Zarpac at www.zarpac.com is a leader in this field. He was good
enough to contribute the following article for this month's newsletter.

Paul is also the author of a 4 volume book on packaging line
changeover "How to Implement a Quick Change Program in Production
Processes". It is excellent and should be read by anyone with an
interest in the field. See
http://www.zarpac.com/education_pub_quick.htm to order.

SOME THOUGHTS ON....


How to Set Up a Current Best Approach (CBA) Program

By

Paul Zepf
Zarpac Inc

CBAs are detailed step by step instructions or sequential task
procedures of how to accomplish a given task in the safest and most
efficient way considering ergonomics, education, skill level,
machinery and plant environment. To maintain an efficient operation
CBAs of even a basic level are a must to get a handle on training
personnel and running, changing and maintaining machinery. CBAs shine
the most in changeovers and change outs of machines and packaging
lines from one product to another. Below is an overview of how to set
up a CBA program in your plant.

1. Visually study the operators and line operations and the observed
sequence and procedures used. Make general notes, observations and
list of questions.

2. Discuss with the Production Supervisor(s), mechanics, electricians
and operators what problems and comments they have with the line
(machines) and products under review.

3. Have the best mechanic write down in simple English the existing
procedure for assembly and disassembly for each machine; the tasks
that are required to be done and basic detail to explain each task
and why this way.

4. Management (with operator and mechanic input) agree to the CBA
type and the exact format.

5. Approach for the first rough draft CBA:

" Break down the CBA by machine and/or products.

" Get supply and logistics, safety and lockout tasks up front and verify.

" Do an existing input functional mapping or process mapping of the
line for each product.

" Do an initial top line FMECA and start up a To Do List and Action Plan.

" Where are all the tools located and what tools or aids are used.

" Review scheduling (present and anticipated); production
requirements; degree and effectiveness of training; level of skill
required and actual skill and employee stability on the packaging line.

" Following a change out of the line, write all the steps that the
mechanic is required to do for each machine and each product (as he
is doing them is best) and asking questions regarding sequence,
thinking and effort.

6. After typing up the rough CBA draft, go back to the line and
review the rough procedures with another mechanic on the line. It is
better to actually physically do the steps, but standing in front of
the machine and physically pantomiming the change out is also
effective. This latter technique could be done with the line running.

7. Review and mark up the rough CBA draft steps with this mechanic
and later reconcile differences, but highlight these areas for easy
identification later.

8. If possible have another mechanic different from the first two go
through the revised draft CBA and follow items 6 and 7.

9. Distribute the second revision to all personnel who may have to
undertake these tasks and ask them to review and comment. Call a
general meeting of all these personnel and get alignment and
approval. Complete revisions and follow up suggestions and then
publish and use the first draft CBAs and prove it correct.

10. Audit and verify the published CBAs, using the following items as
guidelines:

" No errors in settings and instructions.

" Task results are consistent and correct.

" Task steps are complete (no assumptions).

" Task steps are in the proper sequence.

" Each task description is in simple language.

" Terms and Language are consistent.

" Eventually, can an operator do this effectively?

" Can we eliminate this step? How?

" Can we modify this step? How?

" Is there an inherent safety issue in this step?

" If tools are used, can we eliminate them? How?

" Can we eliminate the skill level required? How?

" Can a qualified new employee get this task done in 1.5X normal
speed, after one week on the job.

" Is this CBA complete and can form the core of the training program?
If not, adjust it so can be. Basically the full format CBA is the
training material.

" Fix as many variables as possible to minimize errors and time
losses on the machines. Error proofing.

11. Revise and approve the updated CBA as changes are completed and
verified. Destroy all old copies. This forms part of an ongoing
continuous improvement program and simplification of tasks.

12. Monitor and audit the CBAs and improvements a least semi-annually
to insure compliance and effectiveness.

13. Convert the full CBA to a short one page quick reference list of
task sequences, short descriptors, set points and key points for on
line use by qualified personnel.

Within this program, useful and effective elements of lean sigma,
error proofing, FMECA, Condition, Cause, Solution (CCS), Automated
Line Performance Monitoring, Quick Change Process (QCP) and
Technology, Transfer and Training (TTT) are used where applicable,
along with government regulations on safety, labor, cGMP, SOPs and
other regulatory compliance based onpublished and use region or country.


TIP OF THE MONTH
NON-SCRIBE SCRIBE MARKS

I was recently at Diageo's Baltimore plant and one of the mechanics,
Chris Hunt, showed me a neat idea. It is one of those things I slap
myself on the head for not having thought about 20 years ago.

But I didn't, and Chris did.

One of the most important factors in reducing changeover times is
having measurable setpoints to adjust to. I've long recommended
rulers or scales, permanently mounted to the machine to do this. Of
course, they then have to be calibrated and the setpoint values
listed in an SOP or chart.

In many plants the mechanics will make a scribe mark for each setup
and adjust to that. that works fine except that after a while a
number of scribe marks, some in use, some obsolete, will accumulate.
Machine adjustments will also change rendering the scribe mark not
quite accurate.

Chris has come up with a way to get the best of both worlds. He marks
the appropriate setpoints on a strip of paper. He then neatly
identifies each mark by the product it corresponds to. The paper
strip is then laminated in plastic and mounted in the correct
position on the machine. When a mark is no longer useful, it is a few
minutes work to make and laminate a new template.

Thanks, Chris, for the tip of the month.




Best,

John R Henry CPP

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