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(+)+(+)
(+)+(+) S.M.I.L.E(sm)
(+)+(+)
(+)+(+) Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+) The Lean Changeover e-letter
(+)+(+)
(+)+(+) Published monthly by Changeover.com
(+)+(+)
(+)+(+) Written by John R Henry, CPP
(+)+(+)
(+)+(+)
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### SEPTEMBER 2006
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PackExpo will be taking place in Chicago from Sunday, October 29 to
Thursday, November 2. If you are not planning on going, you should.
It is the premier show at which you can see all the new as well as
classic packaging and automation technologies.

I will be there all week. If you are there, call me on my cell at
787-550-9650 and we can meet up somewhere.

SOME THOUGHTS ON...
CHANGEOVER DEFINED

Stop me if youv'e heard this...

Seriously, from time to time I think it is a good thing to revisit
the definition of changeover. This is a word whose meaning everyone
knows but for which many different definitions exist. Some people
define changeover as only the physical changing or adjustment of a
machine. Others define it as including cleaning but not including
other ancillary operations such as line clearances by quality or
release of materials from the warehouse.

I think that it is critical in any organization to have a single,
consistent, definition of changeover. As important as I believe the
correct definition to be, I think that it is even more critical to
have a definition that everyone agrees to and works from. Too often
this is not the case. Too often people assume that others are working
from the same definition when they are not.

It is always better if, in addition to a consistent definition,
everyone is using the correct definition so let me state it here:

"Changeover is the total process of converting a machine or line from
running one product to another."

It is EVERYTHING that is involved. I break changeover into what I
call "The 3 Ups".

CLEAN-UP

This is the process of removing all previous materials, components
and product from the line. In some cases, this may be very simple and
elementary. If a company runs the same product under various brand
names, cleanup may consist only of changing the labeling. This is a
fairly rare case. Most of the time there will be a number of
components to be removed. Additionally, it will usually be necessary
to clean hoppers, tanks, pipes and so on to remove previous products.
Cleaning or wiping down of machines is often performed along with
cleaning of floors. In extreme cases such as a sterile pharmaceutical
product, cleaning will include complete disassembly of the machinery,
washing with detergent, rinsing with pure water and sterilization via
autoclave. This cleaning may extend to the room as well with washing
and sterilization of walls, floors and other surfaces. In some cases,
cleaning may be the major time component of changeover.

SET-UP

The term "setup" is sometimes used synonymously with "changeover". It
should not be. Setup is a component of changeover and refers to the
process of adjusting or changing a machine from one product to
another. This can include adjusting components such as guide rails.
It can include changing settings on controls such as speeds,
temperatures or pressure. It can also include changeout of components
such as timing screws or starwheels. Usually it will be some
combination of all three.

Other tasks will also need to be performed that may not be thought of
as setup. Documentation such as filling out of log books and
inspections is one typical example, Bringing the materials and
components for the next product to the area is another. Other plants
may have other tasks as well. These tasks may not be under the
control of the people with primary responsibility for changeover. No
matter. They do affect it and must be addressed.

START-UP
Changeover does not end when the line restarts. All too frequently
there is a period of time between when the line restarts and when it
"settles down" and runs normally. This period of time, called
startup, is typified by frequent jams, damaged product, marginal
product, shutdown for adjustments and general tinkering. In some
cases this startup period can last as long as 10-16 hours! In my
experience, most lines take at least a couple hours to settle down.

The reason for startup can be encompassed in a single word,
"Variation". This may be variation in the product or components. If
caps are being supplied slightly oversized, the capper will give
problems until the right set point has been achieved by trial and
error. More often the variation is in the setup and perhaps even in
the cleanup. to eliminate this variation there are two things that
need to be done: First, all adjustments and setpoints need to be
measurable. That is, they must be to a number, gauge, mark or other
indicator. The proper setpoints for each adjustment must be
identified and documented. Second, there must be a good SOP in place
that describes exactly how to achieve these setpoints.

Startup time is difficult to measure since it is often hard to see
the point at which the line is finally running right. A SCADA line
management system can show it very clearly. There are other ways to
determine it as well. It is important that it be measured. Otherwise,
there may be a tendency to do a quicker than optimal cleanup and
setup which will look like changeover times have been improved. If
startup times suffer because of this, there has really been no
overall improvement.

The goal with cleanup and setup needs to be to reduce them. Seldom if
ever can they be eliminated. The goal for startup should be
elimination. In the real world this goal may never be achieved. That
does not mean we should not constantly strive toward it.

The dividing lines between the categories above are not written in
stone. The line clearance documentation certifying that they line is
clean and ready for setup could be considered part of cleanup or part
of setup. It is not really important. The main function of the
divisions is to break changeover into smaller, more manageable components.

I feel that the above definitions of changeover are the correct one
in most cases. On the other hand, I do recognize that each plant has
its own peculiarities and may need to use a different definition.
That is fine, provided at a single, common, plant-wide definition is adopted.

As the saying goes, if you don't know where you are going, you are
unlikely to get there. Ditto changeover. If you can't define it, you
can't improve it.

TIP OF THE MONTH...
BOLTS

Bolts are pretty common and you use them every day. But how much do
you know about them? Do you know what the markings on the head mean?
Do you know what a properly formed US Standard thread looks like and
why? Do you know what a metric thread looks like and why?

A good website with lots of useful information is www.boltscience.com
Look at the links at the left side of the page and you will find
glossary, software, tightening sequences and more.

Bolt Science also offers training programs as well as software on bolting.

Interesting stuff.


Best,

John R Henry CPP
Best,

John R Henry CPP