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(+)+(+) S.M.I.L.E(sm)
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(+)+(+) 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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### DECEMBER 2006
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NOW AVAILABLE-A NEW EDITION OF "MY LIFE AND WORK" by HENRY FORD
WITH AN INTRODUCTION BY JOHN R HENRY
Click here to order
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If you have not yet ordered your copy of the Quick Changeover
Packaging report by Brian Wagner and myself, do it now! Visit
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I will be speaking at InterPhex in San Juan on February 2, 2007. My topic
will be "Designing a Lean Changeover Program". Full details can
be found at
www.interphexpuertorico.com
=============================================================
SOME THOUGHTS ON...
DO IT NOW!
There is a process to be followed in developing a lean changeover
program. This includes developing the rationale for having the program,
forming the team, analyzing the problem and developing solutions. This is
all fine but it is not enough. As Peter Drucker said: Without
implementation, the best laid plan is nothing more than a good intention.
Implementation is important for two reasons:
First, an investment has been made in getting to this point, there needs
to be a payoff to recover it. Absent implementation, there will be no
benefits to offet the costs.
Second, the team has been fired up and motivated. They have made good
suggestions that everyone agrees make sense. Now they have to wait while
their ideas work their way through the approval and budgeting process. As
they are waiting, the fire and enthusiasm wears off. If implementation
never takes place, they will see it as simply another example of TYNY
(This Year’s New Thing) Most of us have been down that road. A new
program is implemented, enthusiasm is generated and then it peters out.
Then the next program comes along and it looks like just another
exercise. Don’t let this happen to your Lean Changeover program.
In order to prevent this, it is important to identify some improvements
that can be made immediately and do them. It is not important that these
be the multi-million dollar savings. What is important is that they be
visible and give the team as well as others in the plant the feeling that
something is happening.
In one plant there was a washing up process. Machine parts were brought
to the wash room on a cart and cleaned in a sink. The habit of the
operators was to place the cart so that for each part, they had to turn
180 degrees from the sink, take 2 steps, pick up the part, turn 180
degrees back, take 2 steps and place the part in the sink. Nobody seemed
to know what the reason for all this motion was. We instructed the
operator to place the cart beside the sink. This allowed the to pick the
parts off the cart without having to move from in front of the sink.
In another case conveyor guide rails required a wrench to adjust.
Handlevers costing less than $5 each could be purchased without specific
justification in the maintenance budget. A quantity of handlevers were
purchased and during a routine changeover, the bolts were replaced.
At another plant the labeler at the discharge of the case packer had to
be adjusted for each size case to center the label. Some research found
that the only requirement was that the label be on the side of the case.
There was no requirement for centering, it was done simply out of habit.
The label position was relocated from to the lower leading edge of the
case regardless of case size, eliminating labeler adjustment.
None of the above examples by themselves are exactly earth shaking in
their impact. They do have one thing in common: They could be done with
minimal or no cost and minimal or no red tape. People could see
improvement happening right now. These minor “victories” built an
enthusiasm for more, better and bigger “victories”.
Victories, by themselves, are not the whole story either. They need to be
publicized. They need to be publicized within the group. We, as
individuals, should be able to pat ourselves on our own backs when we
accomplish something. We should be able to. In reality, most of us need
some external reinforcement. This can come in many forms such as the
plant manager stopping by and saying thanks for the efforts, posting of
graphs and charts showing results and general review of team
accomplishments. Quantify them. Show the costs of the improvements and
show the benefits as well.
The victories need to be publicized externally too. Let everyone know
about it. Articles in the company newsletter, recognition at events and
the like. People must have a sens of pride in what they are doing or else
they will find ways to stop doing it. One company I work with has a hall
of fame in one of their main corridors. This has graphic charts, updated
frequently, that show plant performance. Changeover initiatives are up
there as well.
So stop talking the talk and start walking the walk, as John Wayne used
to say. Do something now!
TIP OF THE MONTH...
GRIPE SHEETS
During operation, cleaning or disassembly of machinery operators and
mechanics may notice items that need attention. These may be minor things
that do not merit stopping the line such as an unusual, but not critical,
noise. They may be more serious issues that caused a stoppage and a
temporary repair. They might be things noticed in disassembly such as a
cracked weld or a stripped bolt. In other words, things that may not seem
urgent right now but if left unattended could cause a major breakdown
later.
The tendency in too many cases is to either make a temporary repair and
continue on or to ignore it completely if possible. Both actions will
lead to trouble later.
Suppose a stripped bolt is noted in the disassembly of a capping machine.
That has no effect on disassembly. There is probably time, while cleaning
and other activities are taking place, to fix it.
But that assumes that someone knows it needs fixing.
Otherwise it is going to have to be fixed during reassembly and will
delay getting the line up and running again.
One way to improve this situation is to borrow a page from aviation. They
use a “gripe sheet” which is filled out at the end of each flight. The
pilot notes anything that was not 100% right with the plane. The sheet is
turned in and action is immediately taken to address the important
issues. For other, non-critical issues, a work order will be generated
and the repair scheduled.
An alternative way to do this is to have a “Gripe Log” where all gripes
are noted. This then needs to be reviewed routinely to make sure they are
being addressed.
Remember the adage that “It is not written down, it does not exist.”
Reporting problems in writing does not guarantee they will be taken care
of in a timely. On the other hand, not reporting it in writing may
guarantee that it is not.
|
Mon Dec 18, 2006 11:17 am
John Henry <johnhenry@...>
johnhenry@...
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