(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)
             (+)+(+)                                   S.M.I.L.E(sm)
             (+)+(+)
             (+)+(+)            Setup Minimization Improves Line Efficiency
             (+)+(+)
             (+)+(+)                   The Quick Changeover e-letter
             (+)+(+)
             (+)+(+)                 Published monthly by Changeover.com
             (+)+(+)
             (+)+(+)                       Written by John R Henry, CPP
             (+)+(+)
             (+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                         ###############################
                                         ###############################
                                         ###
                                         ###         SEPTEMBER 2001
                                         ###
                                         ###############################
                                         ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us
at                 johnh@... or visit us on the web at
www.changeover.com

We offer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@yahoogroups.com

Past issues are indexed and archived at www.changeover.com/newsletter.htm

=============================================================

If you are visiting PackExpo in Las Vegas next week, don't forget that I
will be speaking on Quick Changeover on Tuesday morning. For more info
visit www.packexpo.com

I also have an article in the September issue of Food and Drug Packaging
magazine on package coding and some fixes to common problems. Visit
www.fdp.com The article should be available on the site in the next couple
of days.

SOME THOUGHTS ON...
Benchmarking

How does a fish know that it is wet? This is an old Zen riddle. The fish
does not know it is wet because it has no frame of reference. It does not
know any other condition.

Many manufacturers face a similar problem. That is, how do they know if
they are doing a good job? There are some objective measurements that one
can use. These would include such things as costs, downtime, labor
utilization rates, capacity utilization rates, inventory levels and
changeover times. Once we measure changeover time, how do we know if 4
hours is good, bad or indifferent?

It is easy to take it a step further and compare to past data. For example,
if we look at changeover times for the past 2 years and find that it has
been reduced steadily from 6 hours to 4 hours we will know we are improving.

Comparing past to present fits within the definition of benchmarking but it
is far from the whole story.

Benchmarking can be defined as "The process of comparing practices in your
own organization with practices in another organization." Ideally, the
organization with which the comparison is being done should be successful.
We want to see what works. We should also pay attention to what does not
work. We can learn as much, sometimes more, from failure as from success.

Generally we think of benchmarking organizations similar to ours and this
makes a lot of sense. A food canning company can learn a lot about best
practices from other food canning companies. Benchmarking should not be
limited to similar companies, though, there is much that a canning plant
could learn from, say, a brewery.

An article in Management Today described how Southwest Airlines benchmarked
refueling practices with other airlines. They found that they were on the
cutting edge of the industry but, at 40 minutes, felt that refueling times
were till too high. They went outside their industry and benchmarked F1
autoracing pit stops. They now have their refueling times down to 12 minutes.

I work in a lot of different plants in a lot of different industries. I am
amazed, though probably shouldn't be, at the parochialism that I find. Most
of it is not willful, I seldom see people who say, "That is a beverage
practice, it won't work in food." What I do see is a lack of awareness of
practices in other industries which might have applicability. This is due
mainly to the fact that food people tend to hang out with other food
people, participate in food conferences and attend food trade shows.

I feel strongly that benchmarking must compare a plant not only to similar
plants but also to different plants and different industries which may have
things to teach us. The whole key to benchmarking is to discover best
practices which can be implemented to improve our plant operations. I don't
think it matters a whit where the practices come from.

While benchmarking is a good thing to do, it can also cause some problems.
Chief among these is the idea that if we are better than our competitors,
that is good enough. Benchmarking may lead us into complacency and the
principle of continuous improvement may go by the boards. It is never
enough to strive to be the best, relative to the competition. We must
always strive to be the best, in absolute terms, through continuous
improvement.

Another problem with benchmarking is that we need to take a holistic or
systems approach. Components of another plant's process which may look very
promising by themselves may not integrate with our process. For example, a
sophisticated process control system might have significant benefits for us
but if our technical staff does not have the sophistication to use and
maintain it, the system may cause more problems than it solves.

Benchmarking information is available from a variety of sources. Some of
these are public such as journals, magazines and trade associations (The
PMMI publishes a bi-annual report on changeover practices). While these
sources are very good starting points, the information they contain will
get from them will be general and limited.

The best place to get benchmark info is directly from other companies which
we feel are models we would like to emulate. We might do this directly in
return for giving them access to our plant and practices. Some companies
might feel that this would let proprietary information out of the bag. In
this case, several companies might join together and use a consultant or
other third party to collect the information. The information would then be
anonymized and shared with all members of the group.

Benchmarking is a powerful tool. It can tell us what we are doing wrong and
what we are doing right. It will also tell us what we can do better.

TIP OF THE MONTH...
Countersunk Fasteners

During cleanup it is often necessary to wipe down a machine. If the machine
is constructed, as is typical, with exposed boltheads and nuts, the cleaner
then has to carefully wipe around each one. These bolts should be converted
to flathead, countersunk, style wherever possible. This will leave the
surface flush and a sponge or wiping cloth can be easily passed over with
no "detailing" necessary. There will be a recess for the hex wrench of
screwdriver which can be a dirtcatcher. A little dab of silicone caulk will
take care of this.






Best,


John R Henry CPP

Visit the Quick Changeover website at http://www.changeover.com

Subscribe to the Quick Changeover Newsletter at
http://www.changeover.com/newsletter.htm



Best,

John R Henry CPP

Visit the Quick Changeover website at http://www.changeover.com

Subscribe to the Quick Changeover Newsletter at
http://www.changeover.com/newsletter.htm

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)
             (+)+(+)                                   S.M.I.L.E(sm)
             (+)+(+)
             (+)+(+)            Setup Minimization Improves Line Efficiency
             (+)+(+)
             (+)+(+)                   The Quick Changeover e-letter
             (+)+(+)
             (+)+(+)                 Published monthly by Changeover.com
             (+)+(+)
             (+)+(+)                       Written by John R Henry, CPP
             (+)+(+)
             (+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                         ###############################
                                         ###############################
                                         ###
                                         ###                    AUGUST 2001
                                         ###
                                         ###############################
                                         ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us
at                 johnh@...

We offer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@yahoogroups.com

To unsubscribe send a blank e-mail to:
quickchangeover-unsubscribe@yahoogroups.com

Past issues are indexed and archived at www.changeover.com/newsletter.htm

Comments and feedback as well as article and tips are gratefully appreciated.

=============================================================

First, a couple of announcements:

PackExpo in Las Vegas is coming up in about a month. I will be one of the
featured speakers and will be giving a presentation (Tuesday, 9/11) on
"Understanding and Implementing S.M.I.L.E. (Setup Minimization Improves
Line Efficiency) I will cover some of the basic elements of developing a
changeover reduction program. If you are there, come and say hello. I'll be
at the show most of the week so if anyone would like to get together, let
me know and we can arrange something. For more information on the
conference program, visit www.packexpo.com or
http://ntsrv4.cendex.com/pelv2001/ Click on the link to the conference
program.

I have compiled the newsletters from May 99 through June 2001 in a single
book. This book has the complete newsletter plus I have added pictures and
illustrations as appropriate. I am sure that this will clarify some of the
"Tips of the Month". The book is available for $19.95 plus $4.95 shipping
and handling, US. Please send your check or PO to:

Changeover.com
PO Box 1128
Fajardo PR 00738

Purchase orders may also be faxed to 787/860-7040

Some Thoughts On...
Evaluating Training

The most wonderful changeover reduction program will accomplish nothing
unless it is successfully implemented. As Peter Drucker says in "The
Effective Executive": "Unless a decision has 'degenerated into work' it is
not a decision; it is at best a good intention". This holds true of a
changeover program as well, until it has been put into action, it is only a
good intention.

A quick changeover program will generally be implemented, in large part, by
the line operators and mechanics. In order for them to do this, they must
be trained. They must know what they are supposed to do and how they are
supposed to do it. They do not get this knowledge by osmosis, it must be
taught.

One good way of training on changeover is by having the mechanics and
operators involved in developing the improvements. In this way, they will
be in on the ground floor and will understand the reasoning behind the
improvements. Two other advantages are that they usually have a lot of
knowledge that can useful in developing the program and, by being on the
development team, they get a feeling of "ownership".This will translate
into improved motivation when it comes time to implement.

Even if they are involved in the program development, additional training
will probably be required.

One of the key areas of training is to be sure that the training fulfilled
it's purpose of implementing changes in the way things are done. Donald
Kirkpatrick, in 1979, developed a 4 level model for evaluating training:

Level 1-Reaction-This is the most basic and can be defined as how well the
attendees liked the training. One might say that whether they liked it or
not is unimportant. In one sense, this is right, we are paying people to be
trained. If they don't "like" the training, in the sense that they find it
interesting and useful, there will be several negative effects. The most
important of these is that they will simply turn their minds off. No
learning will take place. In the worst case, they may form a strongly
negative view of the entire reason behind the program. Eg; They don't
"like" the trainer, thus the whole concept of changeover has to be a dumb
idea. This negativity can have a terrible effect not only on the person
themself but on those around them.

It is important that training programs be developed in such a way that they
catch and hold the interest of the attendee.

Level 2-Learning-Did the attendee actually learn anything new from the
training? Are they more knowledgeable coming out that they were going in?
If we are training them on a new way to set up a filling machine, for
example, do they understand how it is supposed to be done?

Level 3-Behavior-Ok, so they went to the training and it was interesting
enough to keep them awake. We have interviewed or tested them and find that
they actually assimilated the knowledge. We are satisfied that they now
know the new and improved method of filling machine set-up. This knowledge,
in and of itself, does not do us much good unless it is put into practice.
The question we must answer is "Is the trainee using the new technique?" If
not, the training may have been a waste of time.

There are a number of reasons why, although they know and understand the
new method, they stick with the old one. These reasons may include internal
ones such as simply being resistant to change or not believing that the new
method is better or they may be external. If we do not supply the tools to
implement the new techniques, the trainee will be forced to continue as
before. When we find that training has not resulted in a change in
behavior, we must find the reasons for this and correct them.

Level 4-Results-When we train people on new techniques, it is because we
believe that the new techniques will be better in some way. Continuing with
the example of setup of the filler, we have developed a new technique which
should reduce the amount of downtime. There will be cases where, the
trainee has gone through the training, understood and implemented it, and
yet we find that downtime was not reduced by the expected amount.

This is probably not the trainee's fault. They are doing just what we
trained them to do. The problem is that our ideas were wrong for some
reason. Naturally, the thing to do in this case is to find out why the
techniques we developed are not giving the results we expected.

What I really want to point out, which I think people sometimes lose sight
of, is that we do not train for the sake of training. We train to achieve a
certain goal, i.e.; reduced set-up time. We must "close the loop" on the
training cycle by assuring that we have achieved the results we expected.

For more on Kirkpatrick's 4 levels model, there is an interesting article
at http://home.att.net~nickols/evaluate.htm

Tip of the Month
Multiple Sprockets

I did a workshop at a food plant a few months back. One of their products
is a pouch, which is then placed in a carton. They have a pouching machine
tied to a cartoner with a lineshaft to keep them in sync. During
changeover, they need to change the gear ratio between the two machines.
Depending on the number of pouches to the carton, the poucher needs to run
at a 1:1, 1:2 or 1:4 ratio to the cartoner.

The poucher and cartoner lineshafts are parallel and overlapped, connected
via roller chain. Gear ratios are changed by replacing sprockets and
chains. An idea we came up with for simplification was to stack 3 sprockets
on the poucher shaft and 3 on the cartoner shaft. (Think of the gears on a
multi-speed bicycle) A section of roller chain would be cut long enough for
the largest set and a spring loaded chain tensioner would automatically
adjust it.

To change ratios, the tension is relieved and the chain is moved over to
the desired sprocket pair. Tension is reapplied and you're off to the races.








Best,


John R Henry CPP

Visit the Quick Changeover website at http://www.changeover.com

Subscribe to the Quick Changeover Newsletter at
http://www.changeover.com/newsletter.htm



Best,

John R Henry CPP

Visit the Quick Changeover website at http://www.changeover.com

Subscribe to the Quick Changeover Newsletter at
http://www.changeover.com/newsletter.htm

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)
             (+)+(+)                                   S.M.I.L.E(sm)
             (+)+(+)
             (+)+(+)            Setup Minimization Improves Line Efficiency
             (+)+(+)
             (+)+(+)                   The quickchangeover e-letter
             (+)+(+)
             (+)+(+)                 Published monthly by Changeover.com
             (+)+(+)
             (+)+(+)                       Written by John R Henry, CPP
             (+)+(+)
             (+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                         ###############################
                                         ###############################
                                         ###
                                         ###                    JULY 2001
                                         ###
                                         ###############################
                                         ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us
at                 johnh@...

We offer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@yahoogroups.com

To unsubscribe send a blank e-mail to:
quickchangeover-unsubscribe@yahoogroups.com

Past issues are indexed and archived at www.changeover.com/newsletter.htm

=============================================================

                      SOME THOUGHTS ON...
                      SUPPORTABILITY

I am a technology geek. I have always been enamored by new gadgets,
concepts and ideas. Technology is great but can be overdone.

When considering new technologies, processes or procedures in our plant, we
need to be sure that they will work. There are two elements to this. One
component is fairly obvious: Will it do what it is supposed to do? This is
reasonably straightforward and can be determined by benchmarking other user
of the technology, testing, relying on the vendors track record etc. In
other words, what we are probably already doing.

The other element is perhaps a bit more obscure. I call it
"supportability". Supportability is the ability to support, operate and
maintain the equipment. It is a combination of factors related to the
interplay between vendor and user. A machine that is very supportable in
one environment may not be supportable in another. Machinery that is not
capable of being supported will not provide satisfactory service and will
be a continuing source of frustration.

Supportability requires the convergence of a number of factors:

People-Is the labor force adequately trained to operate and maintain a
machine? I find this frequently when a plant is scaling up from a small,
manual/semi-automatic and/or slow speed operation to higher levels of
automation. They may not have any mechanics at all relying on operators to
provide maintenance and minor repairs. They may have mechanics but the
mechanics may not have the level of sophistication required to work with,
say, a PLC based machine.

The problem is with neither the machine or the people, the problem is with
the match. This can be cleared up by either selecting machinery that is
perhaps a bit less advanced technically, providing additional training to
existing people or even hiring new, more skilled people.

Products-"Automation processes require automation grade products" I've
heard this as long as I've been working with automation yet am constantly
amazed by companies that try to upgrade their processes without upgrading
their components.

If one is assembling cartoned products by hand, minor imperfections in the
carton can be dealt with by the operators during assembly. It may not be a
big issue. However, if that same carton is to be run on an automated
cartoner, the minor imperfections will likely cause the machine to jam. The
downtime associated with these jams can quickly mount to be more than the
savings from automation.

External support-Can the manufacturer support the machine? Preferably this
support should be local but the key is whether the support is available at
all. In the 70's the company I worked for at the time had some suppository
strip packaging machines that had been purchased from a German firm. I
don't know the rational, as they were there when I took the job but they
never did run anywhere near right. Manuals were in German. When we brought
a technician over (from Germany) he only spoke German so we could not
explain the problems and he could not explain how to fix them. Overall, the
machines were very unsatisfactory and we limped along with them for 6-7
years, never getting them to run correctly.

At the same company, when I started, all equipment was purchased out of
corporate by a very competent equipment engineer. However, he would
purchase based on the local service he got at the home plant. This usually
had no relation to the level of service we could get in Puerto Rico. We
finally got permission to select our own machinery and local service was
generally an important criteria.

Plant infrastructure-Can the plant support the technology? For example, if
upgrading to a machine with sensitive electronic controls, is the plant's
electric power supply suitable? That is, is it stable and reliable? Is
backup, UPS power available if required?

What about the ambient conditions? Is a heat sensitive machine going to be
placed in an area exposed to swings in temperature? One plant I did some
work for used a paint-like product which had to be applied very precisely.
It was stored in a non-temperature controlled warehouse so in the summer
the viscosity would be lower than in winter. Needless to say, this
variability in viscosity caused problems in application.

If compressed air is to be used, is it clean and dry? Is it available in
sufficient quantity and pressure?

All of the above may seem obvious to many of us yet it never fails to amaze
me how often we overlook this concept of supportability. If a technology
implementation is to be successful, we must be sure we have the tools to
make it work.

              TIP OF THE MONTH

              SANITARY CONVEYORS

When working with liquids, powders or other products that can spill,
remember that if they *can* spill, they *will* spill. When they do, they
will filter through the conveyor chain and contaminate the inside of the
conveyor. This means that periodically, the chain must be removed and the
conveyor cleaned and inspected.

One way to avoid this is through the use of "Sanitary' conveyors. Most
conveyors consist of two vertical side plates or channels with the chain
riding on top and between. A sanitary conveyor is formed as a single "U"
shaped channel with the open side down. On the top of the channel, raised
about 1" are a pair of rails supported by spacers. The conveyor chain rides
on top of these rails.

When (not if!) a spill occurs, the product will run down on the top of the
channel and then either puddle or run offf the sides to the floor. The key
is that it will not enter the conveyor frame. Cleanup consists of a wash or
wipedown. When specifying sanitary conveyors be sure that the chain is
elevated enough so that a person can get their hand in with a rag for wipedown







Best,


John R Henry CPP

Visit the Quick Changeover website at http://www.changeover.com

Subscribe to the Quick Changeover Newsletter at
http://www.changeover.com/newsletter.htm



Best,

John R Henry CPP

Visit the Quick Changeover website at http://www.changeover.com

Subscribe to the Quick Changeover Newsletter at
http://www.changeover.com/newsletter.htm

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)
             (+)+(+)                                   S.M.I.L.E(sm)
             (+)+(+)
             (+)+(+)            Setup Minimization Improves Line Efficiency
             (+)+(+)
             (+)+(+)                   The quickchangeover e-letter
             (+)+(+)
             (+)+(+)                 Published monthly by Changeover.com
             (+)+(+)
             (+)+(+)                       Written by John R Henry, CPP
             (+)+(+)
             (+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                         ###############################
                                         ###############################
                                         ###
                                         ###                    JUNE 2001
                                         ###
                                         ###############################
                                         ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us
at                 johnh@...

We offer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@egroups.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@egroups.com

Past issues are indexed and archived at www.changeover.com/newsletter.htm

=============================================================

SOME THOUGHTS ON...

PIT STOPS

When we stop at the Gas 'n Go on the way home, we probably spend between 5
and 10 minutes getting a tank of gas.

When a racecar driver stops for a tank of gas, they take about 18 seconds.
Not only do they get a full tank of gas in that time, they may also get 4
new tires, a windshield change, suspension adjustment and a drink of water.

Why?

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 almost winners. 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 couple dozen feet or less.

The "why" is pretty easy. The "how" of a quick pit stop is much tougher and
requires a great deal of thought. Some 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.
Pit stops make a very useful model for our line changeovers. As with a
race, any time we spend on a changeover is lost time. It is time we are not
producing which, if we can make it up at all, can only be made up with
difficulty.

As with a pit stop, lengthy or improperly done changeover will damage our
competitive position. It will do this not only by reducing output, it will
also drive up our costs and reduce our responsiveness to our customers.
When these conditions are met, it provides the perfect opportunity for our
competition to swoop in and take our customers away from us.


Some of the areas we need to examine in applying the pit stop model to
changeover include:

Elimination-We may be performing unnecessary tasks during our changeover.
If they are not required, eliminate them.'

Externalization-What tasks can we perform 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-We must determine the optimum way to perform the changeover and
document it. We then must train our people to assure that they know exactly
what they are supposed to do and how they are supposed to do it.

Staging-All components and materials must be staged close to the line prior
to commencement of changeover. We do not want time wasted looking for
things that we already know we need.

Tools-My goal in changeover is 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 canot be eliminated, we need to make sure that we
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 we don't do it right, our competition will.

TIP OF THE MONTH

INKJETS

It's just a fact of life that inkjet coders are messy. I've been in plants
that have actually placed black floor tiles in the area of the inkjet. The
reasoning was that if they could not eliminate the mess, at least they
could hide it.

One neat solution which helps confine the mess was on a line designed and
assembled by Luciano Packaging Technologies. The customer wanted a an ink
jet code on a carton. LPT designed a station on the discharge conveyor
where the end of the carton was extended past the edge of the conveyor. A
stainless steel drip pan was then placed under the coding area. This keeps
ink off the machine and conveyor. The pan slides out for easy cleaning







Best,


John R Henry CPP

Visit the Quick Changeover website at http://www.changeover.com

Subscribe to the Quick Changeover Newsletter at
http://www.changeover.com/newsletter.htm



Best,

John R Henry CPP

Visit the Quick Changeover website at http://www.changeover.com

Subscribe to the Quick Changeover Newsletter at
http://www.changeover.com/newsletter.htm

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)
             (+)+(+)                                   S.M.I.L.E(sm)
             (+)+(+)
             (+)+(+)            Setup Minimization Improves Line Efficiency
             (+)+(+)
             (+)+(+)                   The quickchangeover e-letter
             (+)+(+)
             (+)+(+)                 Published monthly by Changeover.com
             (+)+(+)
             (+)+(+)                       Written by John R Henry, CPP
             (+)+(+)
             (+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
             (+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                         ###############################
                                         ###############################
                                         ###
                                         ###                   MAY 2001
                                         ###
                                         ###############################
                                         ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us
at                 johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@egroups.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@egroups.com

Past issues are indexed and archived at www.changeover.com/newsletter.htm

=============================================================
SOME THOUGHTS ON...
KNOWLEDGE PLUS SKILL EQUALS COMPETENCE

I think we can all agree that one of the key traits we want, in ourselves
and the people we work with, is “competence”. What we may find hard to
define is just what competence is.

Competence is made up of two components, skill and knowledge. Skill refers
to a persons technical ability. For example, a mechanic may be skilled in
the sense that they can quickly and competently replace a component or make
an adjustment on a machine.

We commonly think of knowledge as referring to thinking ability but it
really refers more to the ability to store information rather than use it.
The engineer who has recently graduated with a BSME has a lot of
information about how to calculate, say, the size of a heat exchanger given
certain temperature and other requirements. This knowledge, by itself, does
not necessarily translate into anything useful

We have all probably seen engineers who have wonderful theoretical
knowledge but do not know how to apply it. The recent BSME graduate may be
able to do the heat exchanger calculations but may not have the skill
required to determine what calculations to make or even if the heat
exchanger is necessary. This illustrates knowledge without skill.

Another problem may be that if an error in assumption or calculation is
made, the engineer may wind up with some totally unrealistic results.
Without skill they may not be able to say “Hmmm... Something looks wrong
here.” and the error may pass on down the line.

With regard to skill, we have all seen mechanics who can replace parts but
when the machine breaks, this is all they can do. They do not know how to
analyze what went wrong and logically think through how to fix it. Their
approach is to simply keep replacing parts until the machine works again.
While they may eventually get to a solution, it may take a considerable
amount of time and waste parts by replacing perfectly good ones
unnecessarily. This is an example of skill without knowledge.

Skill is usually gained via experience while knowledge is generally
acquired in a classroom or, in the old American phrase via “book larning”.

Competence requires a combination of both, skill to allow the knowledge to
be applied and knowledge which makes the skill efficient.

It is important to keep this concept in mind in developing a changeover
reduction program. If we tell our mechanics and operators to reduce
changeover times, they will probably be able to make many improvements,
they will do this based on experience and skill. However, if we do not give
them the tools, or theoretical knowledge to understand why they are
reducing changeover and a good logical framework for how to reduce
changeover, they will never be fully successful.
Please note that I in no way mean to diminish the contribution these people
can make. They possess a vast wealth of skill which we, as management,
cannot leave untapped.

If we rely on engineers to implement the changeover program, they may come
up with theoretical solutions that don't really work in the real world.
Again, I do not mean to diminish the engineers or their contributions
either. Their knowledge is invaluable.

What I do mean to say is that to build competence on both sides of the
aisle, we need to combine both the knowledge that comes from the
theoretical and the skill that comes from the practical. Only then will we
achieve true competence. Only then will we be able to unlock all the
opportunities that are available through changeover reduction.

My thinking, and what I do in my seminars is to combine all sides and allow
for an open exchange of information. I train the operators/mechanics in the
theory (knowledge) and the engineers/managers in the practical (skills). I
do this together so each gets the benefit of the other. I can see no other
way to get the desired results.


TIP OF THE MONTH

CAMS

I recently had the opportunity to present my “Achieving Quick Changeover”
seminar/workshop at a client who had several Bartelt pouch forming
machines. For those not familiar with them, there are several sets of arms
which must be moved linearly. These arms operate off of cams on the machine
mainshaft. As the arms are moved, the cams must also be moved along the
shaft so that they align with the cam followers.

The client eliminated the need to move the cams by refabricating them. The
diameter and profile remain the same but the cam is now about 4" long
rather than the typical ˝" or so. The cam follower can ride anywhere on the
cam as determined by the linear position of the arm.

When I saw this, I immediately thought of other applications, specifically
in a case packer and in blister packing machines.

Best,


John R Henry CPP

Visit the Quick Changeover website at http://www.changeover.com

Subscribe to the Quick Changeover Newsletter at
http://www.changeover.com/newsletter.htm



Best,

John R Henry CPP

Visit the Quick Changeover website at http://www.changeover.com

Subscribe to the Quick Changeover Newsletter at
http://www.changeover.com/newsletter.htm

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
                  
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
                   (+)+(+)
                   (+)+(+)                                   S.M.I.L.E(sm)
                   (+)+(+)
                   (+)+(+)            Setup Minimization Improves Line
Efficiency
                   (+)+(+)
                   (+)+(+)                   The quickchangeover e-letter
                   (+)+(+)
                   (+)+(+)                 Published monthly by Changeover.com
                   (+)+(+)
                   (+)+(+)                       Written by John R Henry, CPP
                   (+)+(+)
                   (+)+(+)
                  
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
                  
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                                     
###############################
                                                     
###############################
                                                      ###
                                                      ###
APRIL 2001
                                                      ###
                                                     
###############################
                                                     
###############################
                   ============================================================

                   If you are interested in reducing changeover downtime,
please contact us at
                   johnh@...

                   We offfer a range of services to assist you in improving
changeover.

                   Services offered include training seminars and workshops,
evaluation of
                   existing practices and recommendations for improvement,
auditing of
                   procedures, development of procedures and documentation
and more.

                   Please feel free to forward this newsletter to anyone you
think might be
                   interested

                   To subscribe send a blank e-mail to:
quickchangeover-subscribe@egroups.com

                   To unsubscribe send a blank e-mail to:
quickchangeover-unsubscribe@egroups.com

                   Past issues are indexed and archived at
www.changeover.com/newsletter.htm

                   =============================================================
+++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
INDUNIV is an industry/Government/University consortium with particular
emphasis in the pharmaceutical and electronics industries. On May 8-11 it
will be holding it's annual "Forum for Innovation" conference at the
Cerromar Hyatt hotel in Dorado Puerto Rico. There is a stellar panel of
speakers lined up, including yours truly speaking on changeover and lean
manufacturing.

For more information, visit their website at
http://www.induniv.org/conferences.htm If you attend, I hope you will take
a moment to stop and say hello.
++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++

WHERE DO IDEAS COME FROM?

Most of the things we do to improve changeover are fairly straightforward.
Once we know what to do, implementation is usually fairly easy. The real
problem is coming up with new ideas.

One of the problems that we often face is the tendency of industries to be
insular to some degree. That is, there may be solutions in common use in
the beverage industry that would have applications in pharmaceuticals.
Since people in the pharmaceuticals seldom talk to beverage people, there
is very little cross-pollination. Not only don't they talk, they don't
attend the same meetings or read the same magazines.

One example of this is a project I did for a company that applies ink lines
to a plate. They had problems with consistency of the line thickness and
asked my advice. They thought it was a unique problem. Actually they were
using an Ivek filler for the application and, except for the fact that the
ink went on a plate instead of into a bottle, it was no different from the
liquid filing applications I work with on a daily basis.  I was able to
give them advice which resolved the problem.

On a more micro level, I find that even within industries, there is often
not as much communication between companies or even between divisions of
the same company as I think there should be.

Sometimes this is due to lack of opportunity for communication. Other times
it may be due to a "not invented here" attitude. Believe it or not, there
are some people who resist ideas that come from outside.

I'm not talking about trade secrets here. Obviously that is information
that can't be shared. What I am talking about is just routine practices.
Often it may be something mundane but applied in an ingenious way.

I guess I was lucky to be born with an inquisitive mind. I always like to
know how everything works so perhaps I am more attentive to these things
than other people are. Of course, given what I do, it is also my job. I am
also lucky in that my work takes me into all types of companies in all
different industries so I get to see a lot of different things.
There are a number of things we can do to stimulate innovation:

I think the most important thing is to cultivate a culture that rewards
creativity. Not everything we try will be successful. It is important to
reward the failures as well as the successes. If we punish failure, we will
quickly train our people not to try anything other than the same things we
have always done in the past.

Create an atmosphere that breaks down the insularity that may be keeping
one department from talking to another. In setting up changeover sessions,
I encourage my clients to include people from different departments. For
example a typical class might include mechanics, operators, QA inspectors,
engineers, supervisors etc. It is typical that I will get an operator, for
example, saying that they have a problem with inspections delaying the
changeover process. The QA inspector will often reply that they had no idea
it was a problem and we can usually brainstorm some potential solutions on
the spot. Communication is key. We have to get everyone talking to each other.

Get out and see different things. If you are in the food industry, perhaps
visit a pharmaceutical plant to see how they do things. If in beverages, go
see how circuit breakers are made. Doing this will stimulate your mind in
different directions and get you thinking along new lines.

Read. There are literally thousands of magazines out there dealing with all
industries and phases of manufacturing. Read some from other industries.
You may find some useful information in the most unlikely places. I tend to
subscribe to any magazine which will let me. Although I have cut back some
in recent years, at one point I got about 40 magazines a month dealing with
such diverse subjects as packaging, automation, assembly, valves and
pneumatics, office automation and more. I didn't find something useful in
every magazine every month. On the other hand, you would be surprised how
much useful stuff I did find.

Attend trade shows and conferences and network with your peers both within
your own industry and in other industries. You'll be surprised how many
times the wheel has been invented.

Keep an open mind, you never know where you will find ideas. The
Engineering Manager at Chase-Logeman once told me that he got the idea for
their quick change cap chucks while watching Bob Vila advertise Sears'
Quick-Lock drill chucks.

Finally, remember what Einstein said: "Imagination is more important than
knowledge", if you can imaging it, you can probably do it. The trick is to
apply your imagination and never be shy about what may, at first blush,
appear to be "off the wall"

TIP OF THE MONTH

Radio Frequency Identification (RFID) is a technology which has fascinated
me for a long time as an identification tool for changeparts. While the
technology was interesting, it was limited in it's usefulness in this type
of application by lack of range and interference from metal parts.

Recent advances from companies like Marconi may mean that it is now ready
for use in these applications.

What I envision, and they tell me is now possible, is to have each part
tagged with an RFID tag. As the part leaves the toolroom it would be
automatically tracked by a reader. Additional readers could be located at
the line to show exactly where the particular part was at any given moment.

The RFID tag could be embedded in the part and potted in place and would
thuse be immune to mechanical damage or damage from cleaning chemicals.

I have talked with people who have attempted this using barcodes. It seems
to work well except that the barcode tags are prone to damage and after a
while become unreadable. RFID may be a good alternative.

If anyone out there is using RFID for this or similar purposes, I would be
interested in hearing from you. You can contact me privately at
johnh@... or we can discuss it on the changeovertalk list at
http://groups.yahoo.com/group/changeovertalk



Best,


John R Henry CPP

Visit the Quick Changeover website at http://www.changeover.com

Subscribe to the Quick Changeover Newsletter at
http://www.changeover.com/newsletter.htm



Best,

John R Henry CPP

Visit the Quick Changeover website at http://www.changeover.com

Subscribe to the Quick Changeover Newsletter at
http://www.changeover.com/newsletter.htm

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    MARCH 2001
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@egroups.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@egroups.com

Past issues are indexed and archived at www.changeover.com/newsletter.htm

=============================================================

First a shameless plug:

Interphex 2001 is right around the corner. The show will be held in
Philadelphia this year from March 20 through 22. One of the outstanding
features will be a 1/2 day executive briefing I will be giving on "Quick
Changeover as a Competitive Strategy" on Tuesday afternoon. This briefing
is aimed at upper management and will discuss the trend towards "mass
customization" and "Lean Manufacturing" and the critical role that quick
changeover plays in their successful implementation.

Reed Expo is offfering a special 2 for 1 deal on the show conferences. I
have posted a letter they have put out on this at www.changeover.com/deal.doc


Now for some meat and potatoes..


This month I am happy to present a very interesting article on pucks
written by Andy Olsen of State Mfg & Engineering Co. Andy is the go-to guy
for pucks, pucking/de-pucking equipment and general puck system design. He
can be reached at statemfg@... or visit their website at
www.statemfg.com

If interested in the possibilities of using pucks to eliminate changeover,
you might also wish to check out the March 2000 newsletter. This discussed
a line installed at Merck by The Automation Partnership which produces
pharmaceutical products in lot sizes of one at speeds of 60BPM. Pucks form
an integral part of the scheme. Go to www.changeover.com/newsletter.htm and
click on the link for the March 2000 newsletter.



Some Thoughts on...

Le' Pucks

	 Pucks are becoming accepted as the best solution for solving the problems
associated with slow and expensive changeovers. Pucks allow for quick
changeover, and since they are injection molded, they offer a low cost
solution. Changeover is simply accomplished by removing one set of pucks
and replacing them with another set of pucks.

	 A puck is a can be thought of as a carrier for a container as it
progresses down the packaging line. After the container is filled, capped,
labeled, and weight checked, it is removed from the puck and the puck is
returned to the start of the packaging line for insertion of a new empty
container. There may be 100 or over 10,000 pucks on a line depending on the
size and speed of the line.

	 There are several benefits of using pucks. The principle benefits are the
speed and lower cost of changeover. Most packaging lines need to have the
flexibility to run more than one container size and shape. Unless pucks are
used, changeover schemes may include guide rail adjustments, star wheel and
timing screw change outs, filling nozzle and capper adjustments, and
conveyer changes. All these changes represent down time, expensive change
parts, and missed schedules.

	 Pucks are designed for a packaging line such that the outside geometry of
the puck enables its use with the existing packaging line configuration.
The puck interior is custom designed to accommodate a particular container.
For a given packaging line, a set of pucks would be designed for each
container to be run on that line The outside geometry would remain a
constant for each set of pucks. Typically the puck is designed in such a
way as to have the container neck opening centered within the puck and
parallel to the conveyer. The result is an identical neck opening location
for each set of pucks. These design considerations allow for one set of
pucks to be removed and another set put on the line without the previously
mentioned changeover problems and with a centered container opening. In
other words, the only requirement to change from one container to another
for a given line is to switch out the pucks.

	 Other benefits of using pucks include filling hard to handle containers
such as toddle bottles or hook bottles, enabling the filling of bottom fill
deodorant canisters, and preventing the containers from getting scuffed.

	 There are many puck shapes. Outside geometry's include squares,
rectangles, round, or some combination of the above. When needed, the
outside of the puck provides for orientation by the guide rail. In
rectangular or square pucks this js of course inherent. In the case of
round pucks, flats are molded in at either the top or the bottom of the puck.

	 The interior of the puck is designed to hold the container centered and
upright. Interior designs include solid ribs, pocket style, or flexible
ribs. Generally speaking, there are two types of fit. Slip fits and
interference fits. Slip fits are used extensively in perfume and personal
care applications. Slip fits are designed to allow the container to be
dropped in the puck while minimizing movement within the puck. Interference
fits are used in the aerosol industry and some special applications.
Interference fits are accomplished using flexible ribs. As the container is
placed in the puck, these ribs flex and grip the container. In the aerosol
industry, this fit coupled with a molded in ferrous washer allow for the
canister and puck to travel down a magnetic conveyer line into a water bath
for seal inspection. The gripping prevents the can from floating up.
Another emerging application for the interference fit is when the bottle is
to be labeled in the puck. In this case the bottle is supported high in the
puck and the flexible ribs center and stabilize the bottle. Profile
clearance is provided so that the labeler can sweep the label on the
bottle. A final application for flexible ribs is for use in tube filling
machines where the location of the tube is critical.

	 There are several parameters involved in a well designed puck. The most
important of these is to chose a puck outside geometry to accommodate the
largest foreseeable container. The reason is so that the line can be set up
for the chosen puck size and any subsequent puck changeovers can be
accomplished without any of the changeover headaches. Some other
considerations include tolerance requirements of the pucks, both
dimensionally and weight if used in conjunction with a check weigh,
tolerance of the container, the application, cap torque requirements, lead
in, and color assignments.

	 Puck prices vary depending on design considerations and quantity with the
average cost of around $2.00 ea.. Because tooling charges vary widely, it
would not be appropriate to estimate an average. State Mfg. has a vast
array of tooling available to fit most applications. In order to get
pricing for the pucks and if necessary tooling, send us a sketch or
container. After the receipt of a purchase order, a tool will be made and a
prototype puck sent for approval prior to running the balance of the order.

	 Pucks are a low cost solution to realize quick and easy changeovers. They
are designed to operate on existing packaging lines so that no line
preparation needs to take place to convert to them. They are easy to get
and make the world and packaging line go round.


Tip of the month..

Pins

As you are casting about looking for simpler fasteners and ways to
eliminate tools, consider pins. Pins come in all different shapes, sizes
and configurations. We normally think of them for holding parts where the
forces are in shear but they can sometimes be used to hold parts in
tension. (Be careful in your selection when doing this)

A type of pin I like a lot is the quick-release, ball-lock style. These
have a ball at one end which, when a plunger at the other end is pressed,
retracts into the pin allowing insertion and removal. When the plunger is
released, the ball extends and locks the pin in position. This gives it a
more positive grip than it's cousin in which the pin is merely on a spring.

Another type of pin I like is the plunger style. This pin consists of an
outer housing, a spring and the pin itself. It is permanently mounted, for
example to housing of a timing screw drive. In this application it will
extend through the housing into a groove on the shaft. To remove the screw,
the pin is retracted and the shaft pulled out. When using these pins look
for the type which will stay in the retracted position. This allows it to
be locked in the retracted position freeing both hands to remove the shaft
or other part.


Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The Quick Changeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    FEBRUARY 2001
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@egroups.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@egroups.com

Past issues are indexed and archived at www.changeover.com/newsletter.htm

=============================================================
SOME THOUGHTS ON...
Changeover SOP's (Part II)

Last month I talked about SOP's and why we need them. This month I want to
talk about how to write them.

The best people to write the SOP are the people who actually perform them.
This may sound counterintuitive at first but makes a lot of sense for two
major reasons:

1) They are the people most familiar with the equipment.

2) They are the people most familiar with the changeover process.

3) If they write the SOP they will have a sense of "ownership" in it.

Where there are multiple people performing the changeover, they should all
play a part in writing the SOP. We will probably need to provide some
support to assist with writing style.

We should develop a uniform format for the SOP to assure ease of use. As I
mentioned last month, some of the items that an SOP should include are the
following:

Description of the SOP

This should be a brief description of the SOP. For example "This SOP
describes how to changeover a Kaps-All capper.

Scope of the SOP
This section describes the machines covered by the SOP. It can be a
separate item or it may be part of the description. As with all these
elements, if we are going to use it on one SOP, we should use it on all to
maintain uniformity.

Who is to perform the SOP
This is a description, by function, of who is responsible for carrying out
the SOP.

Tools to be used
List all tools to be used. This allows them to be pre-staged prior to the
changeover.

Parts, supplies or components to be used
List all changeparts or other components normally used in the changeover.
It may be that no parts are used. If so, this section should still be
included and identified as "not applicable", "There are no parts used in
this changeover" or similar language.

Setpoints for all adjustments
All adjustment points should be identified and their settings noted. These
should be as specific as possible. For example, "Lower capper head to 1/16"
above cap" or, even better, when digital indicators are used, "Lower cap
head until a reading of 23125 is achieved." Note that the direction of
movement is included. On a turret style capper, for example, we may get
slightly different settings if we raise the head to a setting than if we
lower the head to the same setting. This hysteresis occurs in many machines
and can be avoided by specifying from which direction we approach the
setpoint.

Additional reference materials
Provide references to additional materials including machine manuals,
drawings, related SOP's and the like.

Documentation
If there is documentation associated with the changeover that must be
completed, this should be detailed in the SOP.

Drawings and pictures
In this age of digital cameras, there is no reason not to have pictures of
the changeover included in the SOP. These are very helpful in allowing the
changeover person to corrrectly identify machine components. These pictures
can be annotated with circles and arrows and comments to make them even
more self explanatory. Drawings can also be used.
An excellent approach is that taken by Serpa Packaging. They provide a
layout drawing of the machine with each adjustment point identified. On the
drawing is a table showing the setpoint or the change part required.

Estimated time for completion
Provide an estimate of the required time for performance of the SOP. This
aids in both scheduling and helps the changeover person pace themself.

Detailed, step by step, directions for carrying out the changeover
These should be as explicit and as detailed as possible. They need to cover
all steps and should never assume that a step is self-apparent.

Checklist
Finally, there should be a checklist of the SOP. This should be a 1-2 page
condensation of the full SOP with the major points simplified. Each point
should refer back to the appropriate section of the main body of the SOP in
the event clarification is required.

Written/approved by
The person(s) who wrote the SOP as well as the person(s) who reviewed and
approved it should be identified.

Writing the SOP

While we could sit down and write a theoretical SOP using machine manuals
and general knowledge, an easier and better way is to observe an actual
changeover and then document it. Video is an excellent tool for doing this
as it allows us to observe the changeover at our leisure and stop the
action as we document each step.

It may be that the changeover we observe is not perfect. This is OK as long
as we do not include the imperfections in our SOP.

Once we have written the draft of the SOP, we should validate it by taking
it to the machine and performing a changeover from it. This should give us
a pretty good idea of it's usability.

The process sounds complex and time consuming and it certainly can be. The
results will be worth it.



TIP OF THE MONTH

At the Pack Expo show in Chicago last November, one of the trends I noticed
was the use of PC rather than PLC based controls on many machines. RA
Pearson showed a case packer with PC controls in which they had all the
machine manuals, parts lists and schematics. It would be a simple matter to
add internal SOP's to the PC.

Adding SOP's at the machine interface would insure that they are readily
and easily available to the changeover person. It would eliminate the need
to search for the SOP manual. Adding a printer and the ability to print out
a time stamped hard copy would give the mechanic a paper copy they could
carry around instead of having to refer back to the control panel.

The machine PC could be connected to an internal network with the SOP
residing on a central server. This would mean that as it was updated, it
would only have to be loaded once.

A scheme like this would avoid the dual conflict of accessability vs
control. The SOP would be readily available at the machine at all times yet
control over the SOP would also be maintained at all times by controlled
access to the master copy residing on the server.


Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The Quick Changeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    JANUARY 2001
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@egroups.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@egroups.com

Past issues are indexed and archived at www.changeover.com/newsletter.htm

=============================================================

First a couple of comments:

I recently published an article in the Journal for Packaging Professionals
titled "Measuring Changeover". This article addresses the importance of
making all changeover adjustments measurable. It is now available at my
website at www.changeover.com/articles.htm I will be interested in any
comments or feedback.

I would also like to mention that I will be presenting a half-day executive
briefing titled "Quick Changeover as a Competitive Strategy" at InterPhex
2001. InterPhex is the International Pharmaceutical Exposition sponsored by
the International Society of Pharmaceutical Engineers. It will be held this
year in Philadelphia from March 20-21. More details can be found at
http://interphex.reedexpo.com/interphex/index.htm


Some thoughts on...
SOP's (Part I)

In the US, "SOP" stands for "Standard Operating Procedure" and is used to
refer to written documentation detailing how an operation is to be
performed. SOP's may detail how a product is to be mixed, maintenance
procedures, manufacturing documentation or changeover procedures, among
other things. In this article, I am going to confine myself to discussing
SOP's as they relate to changeover.

The only way to assure that changeovers are correctly and consistently
performed is to have a written SOP. The alternative is to rely on the
mechanic's skill, experience and judgement. There are a couple of problems
with relying on this skill:

-While most mechanics may have the skills and training to perform a
changeover, there is no guarantee that this is true in all cases.

-Different mechanics, or even the same mechanic on different days, will
have differing opinions of the best way to perform the changeover.

-If we rely on skill and experience, we force ourselves to use more highly
skilled persons than might otherwise be necessary. For example, with some
training, many changeovers could be performed by operators. However, if we
are going to use less skilled people, they will need guidance.

-Many people when in doubt are shy about asking for guidance or
clarification, especially from a supervisor. If we can put as much of the
guidance as possible in the SOP, it removes this problem.

-Changeover adjustments MUST be measurable. However, making them measurable
does not do us any good unless we have documented somewhere what the
measurements should be. The place to document machine settings is in the SOP.

-When training new mechanics in changeover, the SOP helps assure that they
are trained correctly.

-Finally, in the event of a production problem or acccident, it may be
impossible to determine whether a setup was correctly done without an SOP.

So, given these reasons why we need to have an SOP, why do so many
facilities not have them?

The main reason is that they are viewed as a royal pain in the neck. They
are time consuming to write, they are troublesome to distribute and control
and they are often not used by the people who should be using them.

Still, the benefits outweigh the difficulties.

What information should be in an SOP? In a word, everything. The SOP should
be complete and comprehensive. Typically the SOP should include:

Description of the SOP
Scope of the SOP-What machines/processes are covered
Who is to perform the SOP
Tools to be used
Parts, supplies or components to be used
Setpoints for all adjustments
Additional reference materials eg; machine manuals
Documentation required to be completed (if applicable)
Drawings and pictures are helpful
Estimated time for completion
Detailed, step by step, directions for carrying out the changeover

If the above sounds like it is a lengthy document, it certainly can be. The
goal should be to have an SOP that is so detailed that a person with
minimal training can work their way through and carry it out successfully.

There is a downside to this type of SOP, though. If it is too thorough, the
mechanic or operator will use it 2-3 times then begin doing the changeover
from memory rather than from the SOP. Each time they do it from memory,
they will differ more and more from the written SOP.

The answer to this is to have a checklist as an appendix to the SOP. The
checklist will condense the entire SOP into no more than 2 pages. It will
give a simple, one sentence description of each operation to be performed.
It will also refer back to the SOP to allow for clarification.

An example I use is adjustment of the photoeye on a labeler. This
adjustment is part of the changeover and this particular section consists
of 8 steps. Each of the steps is described in detail in the SOP.

Setup of the photoeye is pretty intuitive and once someone has done it once
or twice, they can pretty well do it from memory. The checklist item
therefor consists of the simple statement "Check photeye sensitivity and
adjust as necessary. (See Section 3.2 for details)"

Next month, in Part II, I will discuss how to develop and write a
changeover SOP.


Tip of the month...
Power Tools

Anyone who knows me knows that one of my prime goals is to eliminate tool
usage as much as possible. I am not an absolutist on this, though, and at
PackExpo 2000 I saw an interesting application.

IMA is an Italian manufacturer of blister packaging, cartoning and other
machinery. At PackExpo they had a blister machine with perhaps 25-30
adjustment points. Each adjustment point had a digital indicator to allow
for it's precise setting. Setpoints for each were available at the
touchscreen machine control.

>From both a time and ergonomic standpoint there has to be a better way than
turning 25 cranks and IMA found it. Each adjustment is fitted with a female
hex socket. At the main control of the machine, IMA has mounted a
charger/holder for a battery powered screwdriver. The screwdriver has the
appropriate male hex drive. To perform the changeover the operator uses the
power screwdriver.

I had done this before for a client with a bottle unscrambler where they
needed to remove and replace 48 setscrews. However, this is the first
commercial application I've seen.


Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    DECEMBER, 2000
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@... or visit the changeover website at www.changeover.com

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

Past issues are indexed and archived at www.changeover.com/newsletter.htm

=============================================================

SOME TOUGHTS ON...

SEASON'S GREETINGS


If your loved ones are like mine, about now they are asking "What do you
want for Christmas?" And if you are like me, you may mumble "I dunno, just
get me a tie or something." So once again I can help solve the problem with
my annual book list. Just print this out and give it to whoever asks.

This is a list of books I have read in the past year which I feel might be
of interest to subscribers. If it made the list, you can take it as a
recommendation. I've read it and think it is useful and/or interesting.
Except as noted all the books are in print and should be readily available
through Amazon.com or other good bookstores.

HELP!!

Obviously I can't give this list to my loved ones. I am a voracious reader
and always looking for new books. Please send reading suggestions to me at
johnh@...

Various books from Packaging Machinery Manufacturers Institute (PMMI) Order
from www.pmmi.org

PMMI publishes a number of books in what they call their "Operations
Series". These books each deal with a certain area of packaging machinery
and gives a very good background on the different types of machines in that
area and how they work. They also have a very good series of books on
packaging machinery components (bearings, hydraulics etc) as well as a new
series of training courses.

I've not had a chance to see all of the books but have read some and find
them very well done and useful.

"Pocket Ref", Sequoia Press-This is a pocket size reference manual which
has pretty much any reference data that an engineer might need. It is well
organized and encyclopedic. I recently saw one on a client's desk and
leafed through it. I ordered copies for my daughter and myself. At about
$8.95 it looks like a real bargain.

"What Were They Thinking?", 1999, Robert McMath-Companies come out with
really weird and stupid products all the time. Many of the stupidities
involve packaging. Robert McMath has a museum of failed products and, in
this book writes about a number of examples, why they failed, how they
might have been successful and how people should have known beforehand.
While not about manufacturing per se, it is of interest to operations
oriented people because we wind up living with the mistakes and trying to
manufacture them.

"The Total Package", 1995, Thomas Hine-Again, this book deals with the
design rather than the operations side of packaging. It is an interesting
book in that it gives a history of packaging, some good basic information
on package design concepts and some ideas for improving package design. I
found it interesting because I like to know why things are done the way
they are and this book helped me understand this. It is written in a
popular, as opposed to technical, style.

"The Design of Everyday Things", 1988, Donald A. Norman-Again, this is a
book which deals with design aspects rather than actual manufacturing
aspects. It is useful because shows how relatives simple changes in design,
of machines, say, can make them safer and easier to use.

"Mass Customization", 1993, B. Joseph Pine-This book looks at the growing
trend toward mass customization or the production of custom/semi-custom
products in a mass production fashion. It addresses the trend toward more
and more different variations of a similar product such as Tylenol or
Coca-Cola with each having around a hundred variations of essentially the
same product.

"The Goal". 1984, Eliyahu M. Goldratt-I had been hearing about this book
for years and finally got around to actually reading it. I am only sorry I
had not read it before. It is an excellent book on the theory of why we
have bottlenecks in our plants. It should be required reading for all
managers. It is actually written in the form of a novel and is easy to read
on that level. In the meantime you will be amazed at how much you learn.

I also recommend Goldratt's "Critical Chain" and "The Haystack Syndrome:
Sifting Information out of the Data Ocean"

"The Basics of Process Mapping"1996, Robert Daniels-This is a short but
practical book which shows how to draw process maps (A/K/A flowcharts,
though there are major differences). Lots of diagrams and illustrations.

"Human Competency:Engineering Worthy Performance", 1996, Thomas F.
Gilbert-This book is written more for human resource managers and is
largely about motivational theory. I've taught various HR course for the
past 18 years and still learned some new and interesting things about
working with people from this book. I think that most people who need to
manage others can benefit from this book.

"World Class Manufacturing:The Next Decade", 1996, Richard J.
Schonberger-Schonberger's original "World Class Manufacturing", published
about 15 years ago was a seminal influence in my thinking about
manufacturing management, changeover and competitive strategies. This is
sort of an update of the original book but is not a rewrite. Read both
books. The original WCM is still valuable.

I hope you will find this list helpful. If you have trouble locating any of
the books, let me know and I will get you complete bibliographic info. I'm
also interested in any comments or suggested additions to the list. Just
e-mail me at johnh@...

TIP OF THE MONTH

RANDOM CASE AND CARTON SEALERS

At PackExpo last month I saw a number of companies offering random case
sealers. These sense the size of the case as it enters and automatically
adjust to suit. Where a plant is making many relatively small runs of
different cases, these might be useful as a means of eliminating changeover.

I also say a random case forming/sealing system from Levimatic which was
something new for me. This system looks good for packaging things like
books, CDs etc where there are many different shipment sizes. Products are
collated onto a conveyor and wrapped in corrugated.


Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    NOVEMBER, 2000
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@egroups.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@egroups.com

Past issues are indexed and archived at www.changeover.com/newsletter.htm

=============================================================


This month we have a guest essay from Dr Richard McIntosh, University of
Bath, England.

Dr McIntosh has also asked that I post the following request:

"The University of Bath is investigating problems of sustaining gains in
changeover performance.  The University is seeking industrial partners for
this research.  Contact Dr Richard McIntosh: ensrim@... or telephone
+44 (0) 1225 826826, extension 5366."


SOME THOUGHTS ON...

CHANGEOVER AND MAINTENANCE

There are many known techniques to improve changeovers.  One that can be
less well appreciated is that of maintenance.  In fact, the possible
inter-relationship between maintenance activity and changeover activity can
raise a number of potentially very important opportunities.

Three particular issues might be raised :
· The focused use of maintenance to improve changeovers.
· Conversely, the use of changeover improvement techniques to improve
maintenance.
· 'Integrating' maintenance and changeover activity.

The similarity of changeover and maintenance tasks
Changeovers take many forms.  The most common perception of a changeover is
that of setting up for the manufacture of an alternative product.  Other
activities can also be referred to as changeovers.  For example, coiled
feedstock might need to be changed over (when the coil material runs out).
Or, is the exchange of cutting tools in an automated machining environment
a changeover ?

At a more specific level, many changeover tasks are likely to involve the
substitution of machine components.  Equally, some components might simply
need to be adjusted, without being replaced.  In either case process
equipment is likely to have to be stopped and at least partially
dismantled.  Other changeover activity can also occur.  In some instances,
for example for CNC machining, manual changeover tasks can be substituted
by fully automated tasks.

For the most part what hapens during changeover is closely analogous to
what happens during on-machine maintenance.  Both changeover and
maintenance can entail dismantling to gain access, removal of the component
or assembly in question, replacement and then adjustment to reinstate the
desired level of equipment performance.  In fact maintenance activity might
reasonably be described as changeover from the manufacture of product 'A'
back to manufacture of product 'A'.

There are published guidelines that describe how design modifications can
assist maintenance.  Yet this guidance is by no means exhaustive.
Alternatively, description of preparing for maintenance - in the way of
preparing for rapid changeovers - is rare.  It would seem to make sense to
apply changeover improvement knowledge and expertise to reduce maintenance
downtime.

Can focused maintenance activity contribute to better changeovers ?
If changeover expertise might be applied to reduce maintenance time, can
focused maintenance effort, conversely, contribute to better changeovers ?

The answer certainly is yes - and the impact of focused maintenance can be
considerable.  The following situation is a case in point:

Changeover of small die sets was required at a German factory.  The die
sets were used in a process whereby plastic bottles were 'highlighted' with
solid gold or silver colour (effectively affixing foil to the bottle
surface).  Changeover of these die sets was an unexpectedly laboured
process.  The die sets were small and easy to handle manually. Location
plates (fixed stops) were permanently fixed to the machine, against which
all die sets were positioned by means of a common machined datum surface on
the die set.  Access was also good.  Thus the physical exchange of the die
sets was quick and simple.  Yet, it was still difficult - and time
consuming - to get the process to work satisfactorily.  In particular it
was found that adjustment was an issue, where both the upper and lower die
shoes sometimes had to be very carefully relocated (away from their fixed
stops).

This situation had been endured for a long time, probably because those who
conducted the work did not complain about it and management were unaware of
it.  The problem was simply that the dies sets were sorely in need of
maintenance.  This applied to the pins and bushes that aligned the two die
set halves.  Equally importantly, die set handling and storage had been
sub-optimal.  The surfaces that should have ensured accurate, swift
mounting of the die sets against the location plates were frequently found
to be damaged.

This is just one example.  Experience has shown that such situations are
commonplace, where wear or damage can significantly hinder the completion
of a changeover.  The products that are manufactured are also likely to be
of poor quality when the process is finally running.

'Integration' of maintenance and changeover
'Integration' here refers to jointly conducting maintenance and changeover
tasks.  Potentially benefit can be derived by exploiting the access
afforded by a semi-dismantled machine - during changeover - for maintenance
purposes.  Or, if personnel can be organised to do so, parallel changeover
and maintenance tasks might be conducted upon entirely remote areas of the
production equipment.  The objective in either case is to reduce the
overall equipment downtime.

Working in this way can require careful planning.  Moreover, in many
factories, the same technical staff undertake both maintenance and the
changeovers.  In this case training will often be required to ensure that
other staff can become involved.  The most efficient use of resources is
likely to arise when the operators themselves can conduct changeover (or
maintenance) tasks on the equipment.

Further options to integrate maintenance and changeover can also exist.
Condition monitoring of key machine components might be conducted more
frequently (in other words, the maintenance programme might be stepped up).
  Alternatively, design could be used to alleviate maintenance requirements
of items involved during a changeover.  For example, for the die sets
reported above, hardened plates might be used in place of the machined cast
iron datum surfaces.



TIP OF THE MONTH

A while back I was in a milk bottling plant and saw an interesting approach
to conveyor adjustment.

This plant runs plastic milk bottles in 1/2 and 1 gallon sizes. The
conveyor system has two sets of rails. The set for gallons is fixed and
never moves. A second set for narrower 1/2 gallon bottles is mounted on
hinges so that it can swing out of the way. Any operator can now reset the
conveyors in less than a minute by simply swing the movable rails in or
out. There is no adjustment as it is built into the rails.



Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    OCTOBER, 2000
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@egroups.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@egroups.com

Past issues are indexed and archived at www.changeover.com/newsletter.htm

=============================================================

SOME THOUGHTS ON...

MACHINE ADJUSTMENT AND RIGIDITY

In a previous newsletter I spoke of the need for repeatable measurement and
suggested the use of things like scales and various digital indicators to
establish setpoints.

These are good ideas and I encourage their use but what happens if the
machine is not rigid? If a precize digital indicator is mounted but the
machine itself can bend, it will be impossible to re-establish the setpoint
except by the old means of trial and error.

Thus a rule which needs to be implemented for quick changeover is to be
sure that we have solid, unyielding machinery, particularly in those parts
calling for adjustment. This is an issue that is best addressed in the
selection and purchase phase of equipment. I know of at least one engineer
who considers total machine weight as a decision factor in machinery
purchase. He feels that all other things being equal, the heavier a machine
is the better service it will give. (There are other factors besides
changeover, of course, such as freedom from damage during movement, lack of
vibration, lifespan, etc)

If we are going to be implementing quick changeover on existing machinery,
we are stuck with working with what we have. We should review the machine
and it's movable components for rigidity. If we find components which can
move or bend, we should strengthen or replace them.

Some adjustable components may have a mating component which, while not
normally adjusted, is movable. A conveyor is a common example. I recommend
adjusting only one rail on conveyors wherever this is feasible. If this is
done, the adjustment may be quantified with various types of guiderail
bracket which use a spacer block or other means of setting to an exact
position. If the opposite rail is adjustable, even though the procedure
calls for it to remain fixed, someone will invariably move it. Once it has
been moved our repeatable, quickchange setting on the other rail becomes
useless. If we do not want the rail moved, we must make it immovable. This
can be done by using fixed brackets or (not as good but a cheaper a
solution)replacing handknobs with socket head bolts. I can't guarantee they
won't be moved but at least we can make it as difficult as possible.

Another example of a part which might be moved but which shouldn't be is
the peeler plate on a pressure sensitive labeler. Usually these are mounted
so that they can pivot. Usually, they do not need to be adjusted from one
label/container to another. If some one does move it, any calibration we
may have done on the in-out position of the labeler head flies out the
window. If the peeler plate does not normally require adjustment, we must
make sure that it is difficult to move.

All mechanical components have play, even when new, though it may be
negligible. This play must be taken into account during changeover. For
example if we are adjusting the height of a capper turret, from a lower to
a taller setting we might get a slightly different setting than if we are
adjusting from a taller to lower setting. This play can sometimes be enough
to cause problems with machine setup.

Adjustments must always be made from the same direction. that direction
should also be against the natural forces. In the capper turrret example,
if we adjust from a taller to lower setting, we may find that, even though
we get the setpoint correct initially, the turret may move down over time
due to vibration. It can move down by the amount of play in the height
adjustment. To avoid this we should always adjust up, against gravity. If
going from a taller to a lower setting, go below the setpoint and then come
back up to it. This assures the play is above, rather than below the
setpoint.

TIP OF THE MONTH

PANEL SIMPLIFICATION

I have seen machines which require the removal of 10-15 fasteners to remove
an access panel. I grant that there are circumstances where this may be
necesary such as an explosion proof machine or a panel containing high
voltages. If routine access for changeover is required, I can almost
guarantee that half the fasteners will go missing fairly quickly. This may
not be a bad idea but should be taken on the basis of analysis rather than
simple laziness in not replacing the screws. Other options for easing the
removal of panels include the use of quarter turn fasteners (such as Dzus
screws mentioned in an earlier newsletter), latches in various styles and
the like.

Panels might also be mounted using keyholes over permanently fixed screws.
Another alternative is to allow the panel to rest in grooves so that no
fasteners at all are required.

Be creative.


Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    SEPTEMBER, 2000
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@... or visit our website at http://www.changeover.com

We offfer a range of services to assist you in improving changeover
including training seminars and workshops, executive briefings evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@onelist.com

To unsubscribe send a blank e-mail to:
quickchangeover-unsubscribe@onelist.com

Past newsletters are available at http://www.changeover.com/newsletter.htm

=============================================================

                                        SOME THOUGHTS ON....

                                        MASS CUSTOMIZATION

Henry Ford had the right idea on changeover.

Don't do any.

For almost 20 years he made the Model T with little variation. The customer
could have it in any color they wanted, he said, as long as they wanted
black. This dedication to a single product allowed Ford to achieve great
efficiencies in his operation and constantly drive the price of a Model T
down to as low as $260.00

Michael Dell took the opposite approach. He believed that every PC should
be unique. To that end he designed his process so that PC's could be made
efficiently in lot sizes of a single unit. Essentially they do a changeover
for every unit.

Few of us have either the luxury of a single, unvariable product or the
need to make totally individualized products.

Most of us have products which are somewhere in between.

Much as we might like to go back to the days of Henry Ford, we are being
inexorably driven toward Michael Dell. The driver is the marketplace. Our
customers want what they want, when they want it and exactly the way they
think they want it. If we won't supply it to them, our competitors will.

One example is Tylenol. A fairly simple analgesic tablet, it is available,
in my local Walgreens in 41 different presentations. You can get 2, 12, 24,
30, 50 and 100 Tylenols in tablet, or caplet format, in bottles, blisters
and strip packs. They come in regular, extra strength, night-time,
childrens and other formulations.

Coca-Cola is another example. When I was a kid it was available in 6oz
glass bottles. Period. Now it comes in plastic, glass and aluminum. It
comes in 12, 16, 20oz, 2 and 3 liters and each size comes in classic, diet,
caffeine free, cherry etc.

An engineer from Nabisco once told me that 20 years ago Oreo cookies came
in a single size packed in 3 different packages. Now, he told me, they have
several different Oreo cookies packaged in a large number of different
formats.

This process of making many different varieties of a product is called
"Mass Customization". This may sound like an oxymoron but it means that we
are mass producing somewhat individualized products.

I have been hearing and using the term for a number of years now but never
knew where it came from. I think that now I might.

Last semester, one of my Operations Management students reviewed "Mass
Customization: The New Frontier in Business Competition" by B. Joseph Pine
II (Harvard Business School Press, 1993) Based on their review, I ordered a
copy from Amazon and recently finished reading it.  I would like to
recommend it to all of you. You may not like getting more products to make
and you may not like additional complexity, but it is going to happen and
this book will at least explain why and how it will benefit you.

The book begins by discussing just what is meant by mass customization.
They move to a brief historical perspective on mass production.

In Chapter 3 they begin discussing how we came to need mass customization
and focus on the concept of "market turbulence" as a driving force.
Essentially, if markets are stable, producing products year after year with
little change, we can predict the future and gear up to large runs of
standard items. "Market turbulence" occurs as a result of new firms, new
products, new countries/producers and shifting consumer wants.

The fact of market turbulence means that we will need to be flexible to
respond to constantly changing forces.

The balance of the book goes on to discuss management approaches and
strategies and case histories of companies/products which have become mass
customizers.

The book was published in 1992 so it is not up to date on the latest
developments and trends. Don't let that throw you off, though, there is
still a lot of very good information and I highly recommend it.

                                          TIP OF THE MONTH

                                            PARTS COUNTING

In the pharmaceutical industry it is necessary to verify the number of
tablets in a bottle. This is often done the same way corner pharmacist does
it by pouring them into a tray and counting them one by one. A more
accurate method is an electronic counter. It does the same thing but
automatically. The problem with both methods is that it takes a minute to a
minute and a half to perform the count. If a machine is filling 20 bottles
up, this might mean 20-30 minutes to approve the line for startup.

A simpler way is to use a counting box. This is simply a plastic box with
recesses drilled in the bottom. The bottle is dumped into the box, swirled
around and, if there are neither empty recesses or extra tablets, the count
is correct. An operator can count a bottle in seconds rather than minutes.

Commonly this check is done by the Quality inspector. It doesn't matter who
does the job, it still holds up line restart and it is manufacturing's job
to help them be more efficient.

This same concept would also work in other industries where a quantity of
parts needs to be verified. For example, counting 36 nuts in a bag.



Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    AUGUST, 2000
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@onelist.com

To unsubscribe send a blank e-mail to:
quickchangeover-unsubscribe@onelist.com

Past newsletters are available at
http://www.egroups.com/group/quickchangeover

=============================================================

A couple of news items first:

Beverage World magazine published my article "Tweaking Changeover" in their
June 2000 issue. This article includes about a half dozen quick, cheap and
effective ways to reduce changeover times which can be implemented this
week. If anyone would like a copy, please drop me a note with your PO
address and I will be happy to send one.

I would also like to announce that I have been chosen to speak on
changeover at the InterBev show and conference to be held in New Orleans in
December. If any of you are attending, please stop and say hello.



                                              SOME THOUGHTS ON....
                                                    VIDEO ANALYSIS

As I have discussed in previous newsletters, one of the first steps in
improving changeover times is to find out exactly what is currently being
done. This can be done by observing a changeover and writing down the
various elements. This is usually difficult to do as there may be several
things happening at once.

A better way is to videotape the changeover.

Videotaping the changeover allows us to zero in on a particular element and
view it over and over until we are sure we have captured it all.

The videotape does not need to be an Academy Award presentation. The main
goal is to capture all the activities on tape. It is a fair assumption that
the people viewing the tape will know what is being shown and it thus
becomes more of a memory jogger.

To make a videotape, there are a few basic rules to follow:

1) The entire changeover must be taped. This includes the whole process
starting with cleanup through setup and startup. The tape must be left
rolling the entire time to allow determination of the actual changeover
time. In other words, if the changeover people go off to look for a part,
leave the tape rolling. The only exception would be if a normally scheduled
break such as lunch occurs. At this time the camera should be shut off
until the team returns.

2) The camera may be mounted on a tripod with a good overview of the line
or machine being analyzed. It may be necessary to get in close to film some
details but generally, if the camera shows, say,  a mechanic removing the
chucks from a capper, someone on the team will be able to flesh out exactly
what is happening.

3) The on-screen clock on the camera should be on. This allows precise
timing of each element.

4) It may be necessary to use several cameras or video several changeovers
to capture the entire process.

5) The changeover being taped must be a normal changeover. If abnormal
events occur during the process, the changeover should be refilmed.

Once the changeover has been taped the team should take it to a conference
room for frame by frame analysis. This analysis will take some time,
perhaps more time that the changeover itself took. The changeover must be
broken down into the smallest possible elements and each element listed.
The smaller the element, the easier it will be to eliminate or improve it.

In addition to the elements shown on the tape, the team should be alert to
the possibility that there may be some elements which should have been
performed but were not. These elements must be listed as well.

After listing all the elements the team should go back and closely examine
each one. They should ask three questions: Can it be eliminated? Can it be
externalized? Can it be improved? Assuming that it can be, the team should
then note any ideas for improvement.

At this stage of the process, it might be a good idea not to go too deeply
into the development of the ideas. There are two reasons for this: One is
that it can bog down the process. The other is that many elements are going
to interact. It may be that improvements to another element will allow
elimination of the earlier one. My feeling is that it is best to get a
broad overview of where we are and where we are going before getting too
far into the details.

After all elements have been examined, we need to go back and develop more
fully our ideas for improvement. A step that I recommend is to classify
each as an A, B or C priority. A items are things that can be done
immediately at relatively low cost with little approval required. For
example, replacing bolts with handknobs. B items are things which may
require more funding, a change in procedures or processes or the like. For
example, if Quality is holding up the changeover because of their line
clearance or approval process, it may take time and politics to get them to
change their ways. C items are long term, perhaps big budget items. An
example might be replacing an old, problematic capper with a newer one
designed for quick changeover.

Finally, a plan needs to be developed AND IMPLEMENTED to put into practice
those improvements we have identified. After implementation, we need to
review the new changeover times and determine how much improvement we have
made then make this known to management.

I will be happy to share the form I use for video analysis. Just drop me a
note. It's in WordPerfect format but should import well to MS-Word.

TIP OF THE MONTH

If you need to remove panels to clean inside a machine, it is often
necessary to remove a number of screws or bolts. Obviously, one way to
improve this is to use thumbscrews or handknobs to eliminate tool usage.

An even better way is to use quarter turn fasteners. These are often called
Dzus fasteners though Dzus is a specific brand name. They come in a variety
of sizes and styles for virtually any application. They are commonly used
in aircraft so don't worry whether they are sturdy enough for a packaging
application. (Assuming they are properly selected)

They are available from a variety of sources including Reid Tool Supply and
McMaster-Carr. Their US distributor is DFS International and they have a
website at http://www.dfsintl.com


Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    JULY, 2000
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures  and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@onelist.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@onelist.com

Past newsletters are available at http://www.egroups.com/group/quickchangeover

=============================================================

				 THE 5W's


If you are like me, you may have forgotten much of what you learned in Ms
Smith's junior high school English class.

One thing I do remember is the 5W's. These were called the honest
servingmen and can continue to serve us in our quest for reducing
changeover times. The 5W's were why, when, where, what and who. They are
excellent questions to ask today on the production line. They give us an
analytical tool which simplifies the process and makes it manageable.

"Why" must always be the first question.

I like to tell the story of the family which was gathered for Thanksgiving
and the wife and daughter were in the kitchen preparing the ham. The mother
first cut about 1" off the end before placing it in the roasting pan. The
daughter asked why and she was told "Because that's how my mother taught me"

The daughter is puzzled and calls in grandma to ask why. Grandma says
"Because that's the way *my* mother taught me."

Great-grandma is out in the living room so the daughter goes out and asks
her. "Why honey" she replies, "I always did it because my roasting pan was
too short."

How many of us are continuing to do something only because that's the way
it's always been done?

We need to look at each element of our changeover process and make sure we
really need to do it. If it is not necessary, we should stop today.

A very simple example is a conveyor running round products. Most likely the
rails are being adjusted for each container size. Depending on the range,
this may not be necessary. It may be possible to permanently adjust for the
largest size. The smaller containers may overlap but as long as they do not
jam, this is not a problem except right at machine entrances.

Mechanics also love to center the container on the line. Is this really
necessary? If not, conveyor adjustment can be cut in half by adjusting only
one guide rail rather than both.

Identify and eliminate. This must be the first step. There is no point in
wasting time and effort externalizing or simplifying something we should
not be doing in the first place.

"When" is the changeover being done?

Is it possible to schedule changeovers when the line would normally not be
running? For example, can they be done on a second shift or during meal
breaks? It may be difficult to do this, especially in a plant which does
many changeovers but if opportuinties exist, they need to be identified.
This is an externalization item.

"Where" is the changeover being done?

Again, this is an externalization item. Changeover elements should be
relocated to get them out of the changeover time. One example would be
cleaning of filler pumps. If multiple sets of pumps are available, they can
be changed out very quickly and the line restarted. They can then be
cleaned and reassembled and ready for the next product. Time between
products is minimized.

Another example would be the setup of the type on a hot stamp coder. If
only one cassette and set of type exists, it must be done while the machine
is shut down. If an additional cassette and type are available, the
cassette can be loaded prior to commencement of changeover. It then takes
about 15 seconds to slip the old cassette out and the new one in.

"What" is being done (and how)

Once all possible elements have been eliminated and externalized, we need
to look at the remaining, core, elements of the changeover. The first thing
to look at is the SOP (Standard Operating Procedure). Is there one? Is it
viable and is it being followed? If the answer to those questions is no,
one needs to be written. It is important that changeovers be done the same
way every time. This is impossible without an SOP.

Setup adjustments must be examined to be sure that they are measurable and
repeatable. If not, scales, digital indicators, gauges and whatever must be
employed to make them so. If they are not measurable, they will not be
repeatable.

Tool usage must be eliminated and the entire process simplified,
simplified, simplified what is being done. Changeover must be made fool proof.

"Who" is doing the changeover

Are the most appropriate people being used? If mechanics are doing it, ask
if that much expertise is really necessary. Could operators be trained to
do some or all of the it? They may be available and able. My experience is
that the more involved they are, the better operators they will be
(generally).I've been in one plant where an outside contractor supplied a
changeover team.

In any event, we need to make sure we have the best people, whoever they
may be. We then need to make sure they are well trained.

The 5W's have served me well by allowing the changeover process to be
broken down into smaller elements. The smaller the element we are
examining, the easier it will be to find a way to eliminate, externalize or
simplify it.

				 TIP OF THE MONTH

			 Absolute vs relative positions

I use the term "absolute" position to refer to an element which is always
in the same fixed location regardless of container size. "Relative"
position refers to a position which is always the same relative to the
product.

It is easier to describe than to define.

A typical example would be a corrugated shipper. Many manufacturers place a
ID/barcode label on the case. I have found that many manufacturers place
the label in the center of the case regardless of case size. This would be
a relative position. It will require adjustment of the labeler, generally
horizontally and vertically, whenever a different case is run. This is a
relative position. It is always centered relative to the edges of the case.

If on the other hand, a location can be found which is common to all cases,
regardless of size, no adjustment will be required. For example, if the
label can always be 1" from the leading edge and 1" from the bottom of the
case, no labeler adjustment will ever be necessary. This is an absolute
position.

Another example would be on a soda bottle. They are commonly coded using a
laser or inkjet near the neck of the bottle. As the bottle height changes,
the coder position needs to be adjusted. Coding all bottles near the base
would eliminate this adjustment.

Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    JUNE, 2000
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@onelist.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@onelist.com

Past newsletters are available at http://www.egroups.com/group/quickchangeover

=============================================================

                   CARE AND IDENTIFICATION OF CHANGEPARTS

Change parts are defined as those parts required to convert a machine from
running one product to another. They are specifically made to fit a
particular product and provide a means of rapidly customizing a machine.
They differ from spare or replacement parts in that they are repeatedly
mounted and demounted.

These are precision parts. Even minor damage can have a serious effect on
machine efficiency. For example, a timing screw with a nick on the thread
could cause a bottle to bobble going into a labeler. This could then cause
a skewed label.

In addition to being precision parts, change parts are often fabricated
from plastic or aluminum for ease of manufacture. As such, they also tend
to be somewhat delicate. Further, some change parts, for example, the
fingers used on a cartoner, may have weaknesses built in so that they will
break in the event of a jam rather than the machine itself.

Change parts can be quite expensive. On a bottling line belonging to one of
my bottling clients, a complete set of change parts for a different bottle
size may cost over $50,000.

It never ceases to amaze me that in many plants little attention is paid to
the proper storage of these parts. They will often be jumbled together into
a large bin. This kind of improper storage is almost guaranteed to produce
damage.

If parts are all jumbled together, not only will damage occur but it will
also be difficult to locate the proper parts. One has to dig through many
to find the ones needed. This increases the error that the improper part
may be selected.

I strongly recommend dedicated storage facilities for change parts. There
should be a separate section, drawer, rack etc for each size set for each
machine. Parts, even similar parts, should never be mixed. For example, in
a large plant we might have several starwheel-centerguide sets for a
particular model capper and the same bottle. These sets are generally
machined together and mixing a starwheel from one, with a centerguide from
another might well cause problems.

I have been in some facilities where specialized, portable, carts are used.
Each cart contains a complete set of change parts for a specific
machine/bottle. Each part has it's on place. There are only enough specific
places for the required parts. This allows an easy visual determination of
whether the set is complete. It also, at the end of the changeover, allows
for visual verification that all parts have been mounted. The portability
of the cart allows it to be wheeled right up to the machine for ease of
installation.

Whether we use dedicated, specially designed carts or more general purpose
carts, the change parts need to be gathered and moved to the machine prior
to changeover. Time spent looking for parts is something that is easily
externalized.

Identification of changeparts is also a critical issue. We need to make
sure we have the proper parts on the proper machine. Each part needs to be
readily identifiable as to line, machine and product. There a a number of
ways to do this. The simplest way would be to make up plastic tags with
this info and permanently attach them to the part. The information could
also be engraved directly onto the part.

Color coding is very effective because it gives a rapid visual indication
that the correct parts are mounted. The ideal is to have all plastic parts
fabricated from unique colored material. If this is done as parts are made,
it adds very little to their cost. It might be cost prohibitive to
refabricate parts sets just to get colors. A low cost alternative is to
bore holes in parts and insert colored plastic plugs.

One of my clients is considering the idea of placing barcodes on parts.
This would allow them to be easily checked in and out of the storage room.
A logical follow-on after thsi has been implemented would be a system to
verify that as each part is checked out, it is the correct one for the
change set requested.

One of my recommendations on this has been the use of a 2-D code such as
IDMatrix rather than a barcode. The principle would be the same but 2-D
codes seem to be much more rugged and can contain more information.

I have also looked at radio frequency ID tags which I find interesting
because they are passive and require no special scanning.


                                       TIP OF THE MONTH

I welcome ideas from subscribers for tips useful for inplementing quick
changeover. Full credit will be given. I might not be able to make you rich
but I can make you famous.

This tip is specific to those who use slat type tablet fillers but it may
have applications for others. In a Lakso or Merrill tablet filler a large
number of slats must me mounted for each tablet size and count. There are
usually 2-5 different types of slats in a set and they must be mounted in a
very specific order.

The typical process seems to be to collect the appropriate slats in the
storeroom, load them on a cart and bring them to the machine. The operator
then uses a setup sheet which tells him which slats and in which order they
are to be placed. It can be time consuming in that he may need to paw
through the entire set to find the right slat.

One idea I have seen which externalizes the setup, at least partially, is a
wire rack on which the slats are placed in the storeroom. In this case, the
slats are selected and placed on the rack in the order they will be mounted
on the filler. This is done prior to changeover. When changeover begins,
the rack is at the filler and the mechanic needs only pick the slats from
the rack and place them on the machine in the same order.


Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    MAY, 2000
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@onelist.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@onelist.com

Past newsletters are available at http://www.egroups.com/group/quickchangeover

=============================================================

I'd like to take this opportunity to remind everyone that there is a
companion list to Quickchangeover. Changeovertalk is an unmoderated list
for discussion of all issues related to quick changeover. you may subscribe
by sending a blank e-mail to changeovertalk-subscribe@onelist.com or by
visiting http://www.egroups.com/group/changeovertalk

Recently we have been discussing written changeover procedures (SOPs) and I
would be interested in hearing thoughts from others. Are they more trouble
than they are worth? Should they be complex or simple? I have heard of
companies which have put their SOP's on a network then placed terminals at
each line, allowing mechanics and others to call up and print out SOP's on
demand. I have always found this concept very interesting but have no
direct experience. I would be particularly interested in hearing from
anyone about this.

If you feel uncomfortable about sharing info in public, I would still be
interested in discussing this privately. e-mail me directly at
johnh@...

We are free to discuss anything else as well.


                                                         Some thoughts on...

                                                                Cleaning

In keeping with the idea of Elimination, Externalization and
Simplification, last month I discussed a few ways in which cleanup elements
might be eliminated. This month I want to talk about externalization and
simplification.

In the cleanup phase, externalization generally requires that we have
duplicate sets of the items to be cleaned. This can be expensive and may
sometimes seem hard to justify. Nevertheless the high cost of changeover
makes it imperative that we try.

Some companies have tried to reduce cleanup times via clean in place
systems. As a general comment, I like CIP systems. They save a lot of work
and, properly designed, they do a better and more consistent job than
manual cleaning. But they can be expensive. Expensive to buy, expensive to
operate and expensive to maintain. Worst of all, they do not do all that
much for reducing cleanup time. A CIP system is still, generally, an
internal operation. From a changeover viewpoint, the money invested in a
CIP system for a tank might better be invested in a second tank to allow
cleaning (albeit slower) of one tank while the second is in use.

Simplification

This is an area where we often find tremendous opportunities for
improvement. Line cleanup doesn't have to be hard, though one might not
know it from what I have seen out there in the real world.

As I mentioned last month, machine design has a big impact on cleanup, both
from the standpoint of minimizing the amount necessary and from the
standpoint of making it as easy as possible. Components to be cleaned
should be as smooth as possible. This means not only surface smoothness but
construction as well. Machines will often be constructed with nice flat
panels punctuated by nuts and bolts holding it together. Instead of a nice
flat surface to wipe down, now one has to clean around each obstruction.
How about replacing those bolts with countersunk ones? Where joints and
crevices exist, fill them in. Silicone caulk will work nicely. Again, it
allows cleaning via wipedown rather than trying to get down into the crevice.

Where panels need to be removed for access, make them easy to get off. Use
quarter tun screws or latches. Many panels should be removable rather than
merely openable, allowing better access.

When changing over it is usually necessary to remove the components
(bottles, caps, inserts etc) used by the previous product. Ideally, we
should try to plan as we get to the end of the run to keep the number of
components left to a minimu but there will always be some. Ive seen to many
cases of people climbing a ladder to manually scoop caps from a sorter. An
easier way is to build in a quick dump. Depending on the machine there may
be several ways to do this. One easy way is to simply put a trap-door in
the cap track. The door is opened, a bag or box placed under it and the
sorter turned on. Caps are quickly and thoroughly removed.

Depending on the product and process there will be many opportunities to
improve the cleanup phase of changeover. The key is to be out there looking
for them. Once the opportunity has been identified, it must then be
implemented. A great idea without implementation is nothing at all. Worse
than nothing, really, as resources have been expended for no no end result.


                                                   Tip of the month

Last September I wrote about various conveyor bracket systems which are
designed to facilitate conveyor rail adjustment. Earlier this year I ran
across what I think may be the slickest idea yet.

Innopaq Inc. of Clearwater FL has developed a bracket system which allows
long sections, up to 50 feet or so,  of conveyor rail to be adjusted from a
single location. The brackets are mounted on normal centers and are
connected to a central adusting station via a shaft. Turning handwheel on
the central station rotates the shaft moving all brackets in and out by the
same distance. The addition of a digital indicator allows the rails to be
precisely repositioned time after time. A unique system allows this
adjustment to be applied even around conveyor curves.

For more information contact Peter Perkins at Innopaq, Inc, 3641-130 Ave
North, Clearwater FL, 33762. Phone 727/572-6881 or e-mail him at
peperk@...


Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    APRIL, 2000
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@onelist.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@onelist.com

=============================================================

Some thoughts on...

REDUCING CLEANUP TIME

When we think of changeover, we often think only of the physical
adjustments to the equipment. We need to bear in mind that cleanup is part
of changeover as well. A significant portion of changeover time is often
spent cleaning up the line and work area. Since changeover time is the
TOTAL time between two products, we need to spend as much effort reducing
cleanup as we do on the rest of the changeover.

The same general principles we use for reducing setup times can also be
applied to cleanup. That is, eliminate, externalize and simplify in that
order.

ELIMINATION

We may thing that it is difficult to eliminate cleanup steps without
running the risk of crossover contamination. This is not always true.

For example, we might have a bottling plant which bottles both juice and
water. We do not need to do the same cleanup going from water to juice as
from juice to water. Other examples are paints where cleanup from a lighter
to darker color will not be as critical or wines, changing between reds and
whites. In these cases, we might be able to provide sufficient cleaning
simply by draining and flushing.

In a Proctor & Gamble hair care products plant pigs are used to clean the
lines between products. A pig is a flexible ball or cylinder which is
forced through the line. As it passes through, it forces residual product
ahead of it. Although it can be pushed by cleaning solutions, water or
compressed air, in this case it is pushed by the next product to be filled.
The pig has a metal core and metal detectors sense it's passage signaling
valves to open and close to control flows.

Machine design can reduce or eliminate the amount of cleaning necessary.
For example:

Some pharmaceutical manufacturers remove chains from conveyors to clean
inside the frame between lots. The concern is that tablets or parts of
tablets have fallen inside. Sanitary style conveyors have a raised chain
bed and a closed frame. Even if a tablet does get under the chain, it
cannot enter the frame. It is easily seen and removed.

Liquid fillers, no matter how well designed and operated, will occasionally
spill liquid. Many designs simply allow the liquid to run off the machine
and onto the floor. Some of the better designs, such as the Fogg Rotary
Filler are designed so that any spills are contained within the machine.
Product can be captured and run to a drain or catch tank causing minimal
mess.

Klockner does something similar for solid products with their flow wrappers.

Cyanoacrylic adhesives such as Krazy Glue, are very tough to clean. One
manufacturer has eliminated cleaning of the filler by using a peristaltic
pump and simply disposing of the tubing at the end of each lot.

If one has a product that does not deteriorate, it may be possible to
simply cap off the supply hoses until the next time they are used.

Some packagers still use glue sealed inner cap liners on their bottles.
Typically this involves a machine which applies a wet glue to the top of
each bottle just prior to the capper. These applicators will drip glue on
the conveyor necessitating removal of the chain for cleaning.

In order to minimize this cleaning for one of my clients, we designed a
short (3') section of conveyor with a mounting platform for the applicator.
The conveyor belt is made of Teflon for ease of cleaning. The entire
conveyor is waterproof to allow for washdown.

The conveyor attaches to the side of the mainline conveyor with toggle
clamps. In operation, bottles make a side transfer onto the sealing
conveyor, receive the glue then side transfer back to the main conveyor. At
the end of the lot, the entire conveyor and applicator is wheeled off to a
washroom for cleanup with a hose. This not only eliminated cleaning of the
entire main conveyor but simplified cleaning of the application conveyor.

Next month: Externalization and simplification of cleanup.

TIP OF THE MONTH

Proximity sensing lane positioners

There are many applications which require a single lane of product to be
divided into multiple lanes. I have seen many different ways of doing this
but one of the slickest I've seen was on a Hartness drop packer.

The machine had bottles coming down a single lane being divided into 4 or 6
lanes for packing, Photoeyes on each lane called for more bottles as
required and a servo motor moved a swing lane to send bottles to the
appropriate lane.

Instead of programming a stepper motor to stop in a particular position, a
proximity sensor was mounted on the swinging lane. A ˝" bar sat in a
bracket above the multiple lanes. The bar had shaft collars on it which
were then sensed by the proximity sensor. The shaft collars told the
swinging lane where to stop. There was a separate bar/collars for each
product size.

Changeover from one product to another consisted of changing the bar. No
programming or physical adjustment hassles.


Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    MARCH, 2000
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@onelist.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@onelist.com

=============================================================
Some thoughts on...

			 ELIMINATION OF CHANGEOVER

Can we eliminate changeover time completely? If we could, we would be able
to run a lot size of 1. While this kind of "Just In Time" manufacturing is
currently used in some industries, it is hard to see how it might be done
in a continuous flow process like a packaging line.

The Automation Partnership http://www.http://www.autoprt.com has built a
line that does just this. The line can run a variety of pharmaceutical
tablets in 3 bottle sizes, 1 unique bottle at a time. This line may take
the concepts to an extreme for a rather specialized purpose but we can
still learn some useful things from it for a more typical line.

The main secret to the line is the use of pucks. Pucks are plastic carriers
into which the bottles are inserted for their trip through the packaging
line. In this case the pucks have several unique features.

The most interesting to me is the use of radio frequency ID chips molded
into the puck. These chips allow each puck and the bottle it contains to be
uniquely identified at any point on the line. As the bottle/puck enter the
line, the chip is read and correlated to the production order. It then goes
to one of 7 fillers where the appropriate tablets and quantity are
inserted. It then goes to a capper and then to a labeler. The labeler reads
the chip and prints and applies a label specific to that bottle.

Bottles then go to a collation accumulator where the chip is again read and
the bottles are collated by order and depucked for packing in shipper
cases. Pucks then return to the head of the line for reuse.

As I said, this rather specialized line has rather limited utility for
general packaging applications. Some of the individual concepts we might
use are:

Radio Frequency ID-After discussing this in my seminar I had an attendee
come to me who told me that they use carrriers or pallets in the production
of yarn. He thought the RFID chips were just the key for tracking the yarn
through the production process. Another client of mine is looking at the
use of RFID chips for tracking change parts.

Multiple fillers-If we use multiple fillers, each dedicated to a particular
product, we can eliminate changeover and simply select the appropriate one.
Another alternative is to have 2 fillers with one in use and the other
being cleaned. After cleaning, the second filler could be rolled up to the
line to a docking station while still running the first filler. At the end
of the run, the line can be restarted with the second filler and then the
fist filler removed for cleaning.

Print and apply labelers-If we have a variety of products in the same size
containers we can develop a single generic label. This generic label can
have all common information such as logos, company name etc printed as
always. The variable information such as product name, dosage instructions,
lot/date code can be printed at the time of application. No changeover
other than label programming is required. Use of a common label also
simplifies inventory, reconciliation and control of the labels.

Pucks-Pucks have been used for decades in the cosmetic, aerosol and other
industries, mainly for unstable containers. They can be used to eliminate
most changeover. If puck are used which have a common OD and container neck
height, there is no need to adjust conveyor rails. There is no need to
change height of nozzle spacing on fillers. There is no need to change
timing screws, starwheels and other components on cappers. Changeover will
mostly consist of removing one set of pucks and placing another on the line.

We need to rethink the so-called conventional wisdom. While doing things
the same way we have always done them may be safer, it will also never give
us the competitive edge we need. Don't be afraid to break out of the box.
Look at what other industries are doing and see if their ideas can be
applied in ours.


				 TIP OF THE MONTH

				     VACUUM MOUNTING

Looking at a tooling catalog such as Carr-Lane or Reid Tool we will see a
variety of pneumatic and hydraulic clamping devices which can be used for
quick mounting change parts.

Vacuum can also be used to hold parts in place. Vibratory feed bowls often
need to be changed to accomdate different parts. In the past, this has
meant that bolts had to be removed and then retorqued. If the botls are not
correctly tightened, it can affect the running of the bowl and can even
damage the bowl.

Chase-Logeman Corporation http://www.chaselogeman.com has developed a
vacuum mounting system for vibratory bowls. The bowl is permanently mounted
to a flat plate. A matching plate is permanently mounted to the drive unit.
Both plates are slightly dished and have an "O" ring seal and vacuum port.
Guides assure that both plates are aligned.

A venturi style vacuum generator then pulls a 20-25" vacuum between the
plates. On a 12" bowl, this generates over half a ton of holding force.
removal of the bowl is easily facilitated by simply tuning off the vacuum
generator.



Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
                  (+)+(+)
                  (+)+(+)                                   S.M.I.L.E(sm)
                  (+)+(+)
                  (+)+(+)            Setup Minimization Improves Line
Efficiency
                  (+)+(+)
                  (+)+(+)                   The quickchangeover e-letter
                  (+)+(+)
                  (+)+(+)                 Published monthly by Changeover.com
                  (+)+(+)
                  (+)+(+)                       Written by John R Henry, CPP
                  (+)+(+)
                  (+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    FEBRUARY, 1999
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
                 johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@onelist.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@onelist.com

=============================================================


          			 +=+=+ANNOUNCEMENT+=+=+


Up to now this list has been a one way newsletter. As of a few days ago,
this has changed. There is now a companion discussion group called
"Changeovertalk" for the discussion of issues related to packaging and
manufacturing lines in general and changeover in particular.

My feeling on moderating is to do as little as possible. If you send a note
to the list, it will be posted automatically. I have a pretty broad view of
what constitutes "on topic" but if we get too far off topic, I will steer
us back.

If you wish to post a note but, for whatever reason, wish to remain
anonymous you may send the note to me at johnh@... and I will be
happy to post it for you.

Comments and suggestions may be either posted to the list or sent to me
privately.

To subscribe to Changeovertalk, simply send a blank e-mail to
changovertalk-subscribe@onelist.com (note the hyphen) or visit
http://www.onelist.com/community/changeovertalk and follow the instructions.

Once you have joined, you may post by directing a regular e-mail note to
changeovertalk@onelist.com Please be sure to put a subject.


                                               Some thoughts on...

                                      Setup Minimization Priorities

One question I am asked is how to attack the setup minimization. At the
risk of oversimplifying, let me say that I use a 3 step approach as one of
my tools. I look for opportunities to eliminate setup, externalize or
improve changeover elements, in that prioritized order.

Elimination

It may be that there are elements of the changeover we are performing
simply because "That's the way we've always done it". For example, I once
had a client who always put the shipper label in the middle of the case.
This meant that each time they changed case size, they had to readjust the
labeler to get the label centered on the case. Not a big deal but still, it
took 5 minutes or so and always remember that time is money. If changeover
downtime costs 50cents/second, changing the labeler costs $150.00. In most
cases the position of the shipper label is not critical. It is centered
usually because someone decided it "looked nice". In this case, there was
not even a requirement for centering the label. To make a long story short,
the label position was changed to be 1" in from the leading edge and 1" up
from the bottom on all cases. This eliminated the need to change the
labeler other than to enter the new label information on the PC.

A bottler may run both fruit juice and water. If they run the juice first
and then the water, they must do a thorough cleaning between runs as even a
trace of juice will give an off taste to the water. On the other hand, no
cleaning at all is necessary when going from water to juice. A simple
change in the way production is scheduled eliminated a changeover.

Elimination of unnecessary changeover steps has to be our first priority.
It makes no sense at all to externalize or improve a step that should not
even be done.

Externalization

Our primary goal with changeover is the reduction of the total time between
the end of one run and the start of the next. If we cannot eliminate
changeover elements, can we externalize them? That is, can we do them
either before the line is stopped or after it is restarted? A very simple
example would involve a liquid filler. If we have only a single set of
fluid path components (piston, nozzles, hoses etc) then the changeover
process is delayed while they are disassembled, cleaned and reassembled.

If we have multiple sets of parts, the process can be speeded up
considerably. The used set is removed and the second set, previously
cleaned and reassembled, is installed. The cleaning process has been
removed, or externalized from the changeover downtime.

If a hot stamper is used to imprint lot/date codes on the label a second
cassette will allow a new code to be set up ahead of time. Changing codes
now takes a second or two to simply swap out the cassette. The cassette
which has been removed can now have the code for the subsequent product
made up at leisure while the line is running.

It may be possible to externalize the times of the changeover. In the case
of the water/juice filler mentioned above, it might be possible to fill
water in the morning, juice in the afternoon and then cleanup and
changeover in the evening (when the line would not normally be running)

It may take more time to do the changeover offline than on. I am all for
reducing labor hours wherever possible. However, the cost of labor hours,
is almost always going to be significantly less than the cost of line
downtime.

Improvement

If we cannot eliminate or improve a changeover element, we must do all we
can to improve it. We must make it simpler, more foolproof. We must
eliminate tool usage to the greatest extent possible. And we should make
all changeover elements measurable and repeatable.

In other words, if we are going to have to shut the line down to do
something, we need to make sure we can do it as quickly as possible. We
also need to make sure that in addition to doing it quickly, we do it RIGHT
the first time.

This is not to say that we should not improve the externalized elements
wherever possible. We should. Our biggest payback is likely to come from
improving the elements we cannot externalize and this is where our efforts
should be first concentrated.

Finally, there will be elements which cannot be eliminate, externalized or
even improved. We will need to live with them but I would suggest that they
be identified and listed. We should then review the list periodically and
we may find that new technologies, marketing practices or new ideas will
allow us to do something about them.




                                                     Tip of the Month

Many times changeparts will require multiple pneumatic connections. For
example, a filling nozzle might have 2 connections, one to open and one to
close. A palletizer gripper might have 4-8 connections for it's various
functions. It should not be necessary to suggest that all pneumatic
connections should be quick connect and all hoses color coded.

It should be taken a step further, though. Where multiple connections are
required, multi-tube connectors should be used. These save time though
having a single connection point for all tubes, they also reduce the chance
of erroneous connection. Colder Products Inc. has a very nice line of
multiple tube connectors in a variety of configurations.

PHD Inc. also has a nifty fitting which they call the Pneu-Change. This
combines up to 6 pneumatic/vacuum connections and 15 electrical contacts in
the same, quick-connect, fitting.





Did you find this newsletter interesting and, more important, helpful? I'd
like to hear from you. What can we do to make it better? What subjects
would you like to see discussed in the future?

Let me know at johnh@...


Best,

John R Henry, CPP

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                   ###############################
                   ###############################
                   ###
                   ###                    JANUARY 2000
                   ###
                   ###############################
                   ###############################
=============================================================

If you find this newsletter interesting and helpful or have comments or
suggestions, I would like to hear from you.

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.
Services we offer include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please forward this newsletter to anyone you think might be interested


=============================================================
					 Some thoughts on...
                                                            PRODUCT DESIGN

I have a client who packages several hundred similar products on chipboard
cards.

I have another client who packaged a medical device in 5 & 10cc glass vials.

What do they have in common?

In both cases they spend significant time on changeovers which could have
been easily avoided if the package designers had thought about the impact
of the design on changeover.

The first manufacturer has 2 different cards. (I am speaking of physical
size here, not graphics) One card is about 1-1/2 by 3". The other one is
essentially the same by 1/8" longer. A trivial difference in terms of
marketing and shelf presence. Nobody seems to know why this difference
exists. They realize it is a problem and are engaged in replacing the
longer card with a standard size. In the meantime, manufacturing must spend
15 minutes 6-8 times a day resetting the machine between the long and short
card.

The glass vials appear the same except for height on first glance. Closer
inspection reveals that one is slightly larger in OD. Instead of a simple
height change on the filler and capper, they now need to change over the
entire packaging line. Think how much simpler life would be if the package
designer had chosen 2 vials with the same OD.

Many companies apply a label on shipping cases. Often the spec requires
them to be placed in the senter of the side panel. If running various size
cases, this means readjusting the labeler for every case. If the label
could be placed in the same relative position, ie; 1" from leading edge and
1" from bottom, changeover, except for the label itself, would be eliminated.

Usually by the time we have to start making the package or even by the time
we have to start slelecting machinery, the design has been locked in and it
is too late to do anything about it.

There are many good reasons why designers design the packages they do. I do
not want to impinge on their creativity. However, there are many instances
where minor changes in design could have significant positive impact on
downtime due to changeover.

It is important that package designers be conversant with the problems and
constraints of the packaging floor.

                                                 TIP OF THE MONTH

Many case packers have lane guides which need to be adjusted to provide the
appropriate spacing of the product. The spacing is often provided by
individual spacer blocks. A typical setup might require 15-20 separate
blocks (changeparts)

The number of changeparts can be reduced by making a single piece with
spacers to replace the individual blocks. This simplifies storage as well
as placement.

An even better idea is to combine several sets of blocks into one. This can
be done (for one model of packer, anyway) by machining a series of slots on
the appropriate spacing into one side of a plastic block. Slots for another
spacing combination can me machined into the other side. Up to 4 different
sets of change parts can be combined into one.


Best,

John R Henry, CPP

Subscribe to the monthly quickchangeover newsletter at
http://www.onelist.com/community/quickchangeover

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
                  (+)+(+)
                  (+)+(+)                                   S.M.I.L.E(sm)
                  (+)+(+)
                  (+)+(+)            Setup Minimization Improves Line
Efficiency
                  (+)+(+)
                  (+)+(+)                   The quickchangeover e-letter
                  (+)+(+)
                  (+)+(+)                 Published monthly by Changeover.com
                  (+)+(+)
                  (+)+(+)                       Written by John R Henry, CPP
                  (+)+(+)
                  (+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                                    ###############################
                                    ###############################
                                    ###
                                    ###                    DECEMBER, 1999
                                    ###
                                    ###############################
                                    ###############################
============================================================

If you are interested in reducing changeover downtime, please contact us at
                 johnh@...

We offfer a range of services to assist you in improving changeover.

Services offered include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please feel free to forward this newsletter to anyone you think might be
interested

To subscribe send a blank e-mail to: quickchangeover-subscribe@onelist.com

To unsubscribe send a blank e-mail to: quickchangeover-unsubscribe@onelist.com

=============================================================


          			 +=+=+ANNOUNCEMENT+=+=+


Up to now this list has been a one way newsletter. As of a few days ago,
this has changed. There is now a companion discussion group called
"Changeovertalk" for the discussion of issues related to packaging and
manufacturing lines in general and changeover in particular.

My feeling on moderating is to do as little as possible. If you send a note
to the list, it will be posted automatically. I have a pretty broad view of
what constitutes "on topic" but if we get too far off topic, I will steer
us back.

If you wish to post a note but, for whatever reason, wish to remain
anonymous you may send the note to me at johnh@... and I will be
happy to post it for you.

Comments and suggestions may be either posted to the list or sent to me
privately.

To subscribe to Changeovertalk, simply send a blank e-mail to
changovertalk-subscribe@onelist.com (note the hyphen) or visit
http://www.onelist.com/community/changeovertalk and follow the instructions.

Once you have joined, you may post by directing a regular e-mail note to
changeovertalk@onelist.com Please be sure to put a subject.


                                               Some thoughts on...

                                                     Christmas

Every year most of us get Christmas presents that we cannot really use. How
about something different this year. How about some books?

There are not many books dealing with changeover but I thought I would put
together a list of books which I have found helpful. You can give this list
out to anyone asking you what you want for Christmas. Except as noted, I
have read all of the books listed and will be happy to discuss them further
either in Changeovertalk or privately.

I have organized the list by source for ease in obtaining more information.

"A Revolution in Manufacturing: The SMED System"-Shigeo Shingo, 1985

If you can only have one book, this is the book to have. It explains why we
need to reduce changeover times and how to go about it. Although it is
aimed more at heavier manufacturing, the concepts can be applied anywhere.



"Quick Changeover for Operators: The SMED System"-Productivity Press Team,
1996

This is from Productivity Press' Shopfloor Series. It is essentially a
condensation or simplification of Shingo's book. If you have read the SMED
book you will find nothing new here. It is valuable as a training tool to
introduce others to SMED.

As a general comment, I have had a chance to review a number of the
Shopfloor Series books and find them very good, if a bit basic.



"Kaizen for Quick Changeover: Going Beyond SMED"-Kenichi Sekine and Keisuke
Arai, 1992

Kaizen is Japanese for Continuous Improvement. This books discusses ways of
improving changeover processes with lots of illustrations and practical
tips. It also discusses costs of changeover. Again, more for heavier
manufacturing than typical packaging but very useful with many ideas which
can be translated to a smaller scale.



"Poka-Yoke: Improving Product Quality by Preventing Defects"-NKS Factory
Magazine, 1988

Poka-Yoke means "mistake proofing. While this book is not about changeover
per se, it has many good ideas for simplifying setups and making them
mistake proof. This will ultimately help in reducing changeover times as
well. Lots of good illustrations.



"The Visual Factory: Building Participation through Shared
Information"-Michel Greif, 1991

This book is about how to present information and physically organize a
manufacturing plant. A lot of the information can be used to help make
documentation of changeovers and procedures more readily available and use
friendly.



"Becoming Lean: Inside Stories of US Manufacturers"-Edited by Jeffrey K.
Liker, 1998

Lean manufacturing is a culture or a process of fully utilizing the
resources available and minimizing waste in manufacturing. Quick changeover
is one important part of lean manufacturing in that it reduces downtimes
and allows us to run smaller lots. I just got this book and am only about
1/3 of the way into it. It is a series of case studies of different
industries by different authors and seems very interesting.



"Quick Response Manufacturing: A Companywide Approach to Reducing Lead
Times"-Rajan Suri, 1998

I just got this book and have only looked at the table of contents so far
but it looks like it will be interesting. It deals with ways to reduce
manufacturing cycle times. Ask me about it in a month or two.

"Today and Tomorrow"-Henry Ford, 1926

I just got this also and spent much of the weekend reading it. It is
absolutely fascinating to read Henry Ford's ideas on how an industrial firm
should be organized and why. It has absolutely nothing to do with
changeover. Henry Ford made a single car, the Model "T" in essentially one
model for a number of years. He believed in dedicated products and
dedicated machinery. He had the luxury of almost never having to perform a
changeover. But the ways he wrung costs out of the automobile still has
lessons for us 75 years later.


All of the above books (and much more) are available from Productivity
Press in Portland OR. their website is http://www.productivityinc.com don't
forget to tell them where you heard of them.



"Set-Up Time Reduction"-Jerry W. Claunch, 1996, Irwin Press (Available from
Amazon.com or Barnes & Noble)

This is an excellent book specifically about reducing setup times. It take
a holistic approach and covers a number of areas. You can learn a lot from it.



"PI: How to Optimize Packaging Line Performance"-Paul J. Zepf, CPP, 1996,
Institute of Packaging Professionals http://www.iopp.org/bookstore

This book deals specifically with packaging lines and covers a lot of
ground on how to optimize performance in a number of areas. One key area,
too often ignored, is actually measuring performance. There is an excellent
chapter on "Quick Change Process (QCP)"

Enjoy and may all the best of the holiday season be yours.

				 Tip of the month

Many case packers use spacer blocks to separate the lane guides. Typically,
these spacers have been loose but there is no reason for this.

It should be relatively easy to manufacture a mounting bracket which will
hold all of the blocks in position so that 4-6 parts may be reduced to one.
Alternatively, a single piece of Delrin or UHMW can be machined with slots
to perform the function of spacer blocks.

An even better idea is to mount multiple sets of blocks on the same
bracket. This allows the set-up person to simply flip the assembly over.

With this, or any other tip, if you have questions or are unclear, let me
know. I'll be happy to e-mail you a sketch of what I am describing.


Best,

John R Henry, CPP

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                   ###############################
                   ###############################
                   ###
                   ###                    NOVEMBER, 1999
                   ###
                   ###############################
                   ###############################
=============================================================

If you are interested in reducing changeover downtime, please contact us at
johnh@...

We offfer a range of services to assist you in improving changeover.
Services we offer include training seminars and workshops, evaluation of
existing practices and recommendations for improvement, auditing of
procedures, development of procedures and documentation and more.

Please forward this newsletter to anyone you think might be interested


=============================================================
					 Some thoughts on...

						 Quality

One of the areas we need to address in reducing changeover time is the
elimination of "startup". Startup is the time we spend tinkering and
tweaking the line after all setup adjustments have been made and the line
has been restarted. Startup time is that time in which the line is running
at less than normal efficiency. This may be due to having to run the line
at a slower speed, frequent stops for fine tuning, or a higher than normal
rate of defective production (rejects).

While we need to work to reduce cleanup and setup times, we need to
eliminate startup time. One way we do this is by developing good, well
documented procedures and training our people to do setups correctly.
Another way we do this is to make all of our setup adjustments qualitative
and measurable. In short, we want to make sure we determine the optimum
setup and then achieve it every time.

But even if we do this successfully, we may still have "startup" time due
to variations in the quality of the product and/or components. It seems to
me that we need to rethink our views on "quality".

In a manufacturing environment, "quality" is usually defined as "fitness
for use", "meeting applicable standards", "within specifications" or
something similar. These definitions are not adequate if we want to reduce
startup time.

For example, I have a client who uses a plastic dropper tip on a 2oz
bottle. Their capper ran fine at 75CPM. One day they called me in to say
that they could not run faster than about 40-50CPM because the caps would
not feed. To make a long story short, they had changed to a different cap
supplier. The new caps met all specifications. They weighed the same, had
all the same dimensions as the other, same material (though perhaps not the
same resin from the same manufacturer). In short, we could find no
difference between the caps.

They met all specifications.

But they would not run.

After considerable head scratching we found that the balance point on the
new cap was slightly different. This prevented the cap sorter from
orienting them properly. This was relatively easy to fix but if we did
that, the old cap would not run correctly.

In John McConnell's outstanding book on quality "Safer than the Known Way"
he tells us that our old view of quality will no longer serve. He says we
should define quality as "Absence of variation".

It is probably clear to most everyone that we need to eliminate variation
in the setup of our line. What may not be so clear is the need to eliminate
it in the materials we run on the line.

The two go hand in hand. If we do not KNOW that we have done a good setup,
when we have startup problems we will not know whether the problem is due
to setup or materials. We will then continue to tinker and tweak and lose
valuable production. If we know we have a good setup, we can then identify
the materials as the source of the problem and perhaps bring pressure to
bear to correct them.



				 Tip of the month

Speaking of measurability, do you monitor machine speeds? How about
conveyor speeds? Line balance is critical to smooth operation and you can't
balance a line if you don't know what the speeds should be and what they are.

I recommend tachometers on every piece of equipment on a line.

Tachometers are available in a variety of types and styles. One I have
found useful is from Dart Controls. Their MD-II series integrates an SCR
speed control and tachometer. Speeds are set directly on the tachometer and
the control than assures that the speed is held. It is programmable and can
be setup to read directly in FMP, RPM, products/minute etc.

Dart (and others) also make a line of programmable digital tachometers with
readout only.

Of course, tachometers by themselves are merely decorations. We need to
determine the optimum speeds for each piece of equipment and make it
available as part of the setup procedure.


Best,

John R Henry, CPP

Web sites managed:

http://www.changeover.com  Quickchangeover of production lines
http:www.changeover.com/shute For fans of Nevil Shute

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                   ###############################
                   ###############################
                   ###
                   ###                    OCTOBER, 1999
                   ###
                   ###############################
                   ###############################
=============================================================

IF YOU ARE INTERESTED IN REDUCING CHANGEOVER DOWNTIME, PLEASE CONTACT US.
WE OFFER A RANGE OF SERVICES TO ASIST YOU IN IMPROVING CHANGEOVER. SERVICES
WE OFFER INCLUDE TRAINING IN CHANGEOVER EVALUATION, AUDITING OF EXISTING
CHANGEOVER PROCESSES, DEVELOPMENT OF CHANGEOVER PROCEDURES AND MORE.

Please forward this newsletter to anyone you think might be interested

To subscribe, mailto:quickchangeover-subscribe@ONElist.com (blank message)

To unsubscribe, mailto:quickchangeover-unsubscribe@ONElist.com (blank message)

Comments, submissions or questions mailto:johnh@...

=============================================================

				 SOME THOUGHTS ON...

		 MEASURABILITY AND REPEATABILITY OF SETUP

If I had to pick one single thing as most important to changeover, it would
be repeatability of adjustments. And the key to repeatability is
measurability.

There are a number of reasons why measurability/repeatability is so critical:

There will always be one, single, optimum position for any machine
adjustment. If there is no objective way to determine what that position is
and no objective way to reestablish that position time after time. It will
be set subjectively by the setup person. This setting will be based on
skill, experience and feel. If we have 3 different people performing
setups, we probably will have at least 3 different settings. Obviously not
all of them can be optimum and machine performance will suffer.

If we are going to set the machine subjectively by skill and feel, we will
need to have more highly skilled and trained people performing the setup.
This may preclude the use of operators for setup and force us to use
mechanics who could be used more efficiently elsewhere.

Subjective setup will take longer to achieve. Where we have precise
measurement of the adjustment, it is much simpler, quicker and easier.

Finally, subjective setup leads to the need to "tweak" the adjustments
after the line starts running. This causes two problems. First it causes
downtime when we shutdown to make adjustments. Second, it can cause damaged
or rejected product. It has been my experience that it make take several
hours to get a line "settled down" and producing at maximum efficiency
after a changeover. In the case of a short run product, it may take longer
to get the line settled down than the actual production run. Thus all
production is made at something less than optimal efficiency.

There are a number of ways to make setups measurable and repeatable. One
way is to eliminate all adjustment by using change parts. With this
approach, the setup is built into the changeparts for each size product.
Other than assuring that the parts are mounted correctly, there is no
adjustment required. The downside to this approach is that it may be
impossible to make the minor adjustment which may be required due to
product variation. Changeparts can also be expensive and may have long
delivery lead times. In other words, while improving repeatability of
setup, they reduce flexibility.

If we have adjustable machine components we gain flexibility but we need to
make sure that we do not lose repeatablity. We can do this by adding
indicators to the machine to show where the correct setpoints are. These
may be as simple as scribing a line showing correct position. Better would
be to mount scales and pointers. The correct position is determined and a
setup chart developed. Digital indicators such as those made by SIKO and
others can give extremely precise indications of position, both rotary and
linear. For measurement in hard to reach areas, Mitutoyo (and others) makes
a version of their digital caliper which can be remotely mounted.

Don't forget to supply indications of machine speeds either. The balance of
machine speeds in a line is critical to smooth operation yet it is often
done by eyeball. Consider tachometers on all machines in the line,
including conveyors. Dart Controls makes a very nice SCR drive controller
which has a digital readout for both setpoint and speed.

Remember, the golden rule of management is, "If you can't measure it, you
can't control it." I would add to this, for those of us working with
production lines, "If you don't measure it, you won't repeat it.


				 TIP OF THE MONTH

			 USING MULTIPLE PHOTOEYES

Many machines use photoeyes to control various functions. These eyes often
need to be adjusted for different size parts. This adjustment may be fairly
simple or may be very touchy. In either event, it takes time to physically
reposition the eye.

Photoeyes are relatively inexpensive and multiple eyes be mounted to
eliminate this adjustment. A separate eye is mounted for each part or
product size and properly adjusted. The eyes are then led back to a
selector switch which is used to select the appropriate eye for each part.

Setup is now reduced from physical movement of the eye to a simple turn of
a selector switch.







===================================================================

Please visit our website at http://www.changeover.com

All comments and submissions shall be considered for inclusion in future
newsletters with attribution unless otherwise requested.

This newsletter and all contents are copyright 1999 by changeover.com
unless otherwise noted. Circulation and redistribution is encouraged
provided that proper attribution is included.

S.M.I.L.E. and "Setup Minimization Improves Line Efficiency" are
servicemarks of Changeover.com and may not be used without permission.


Best,

John R Henry

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                   ###############################
                   ###############################
                   ###
                   ###                    SEPTEMBER, 1999
                   ###
                   ###############################
                   ###############################
===================================================================

Please forward this newsletter to anyone you think might be interested

To subscribe, mailto:quickchangeover-subscribe@ONElist.com (blank message)

To unsubscribe, mailto:quickchangeover-unsubscribe@ONElist.com (blank message)

Comments, submissions or questions mailto:johnh@...

===================================================================

			 SETUP MINIMIZATION: PROJECT OR PROCESS?

Should a program to reduce changeover time be an ongoing, perpetual process?

Or would it be better treated as a one time project?

There are merits and demerits to both approaches.

TQM and related programs stress the need for "continuous improvement". That
is, once we start, we can never stop. In theory, I concur 100%. It is only
by continuously striving to improve our processes that we can keep ahead of
our competitors.

On the other hand, I have been around long enough to see a number of these
programs implemented. (Anyone remember "quality circles" from the 70's?)
Each one seems to be introduced as the solution to all ills and as the last
new program to be introduced. "This will solve all of our problems and we
will live by it forever."

Until next year.

Then a new program comes along and we start the whole cycle all over again.
There is even an acronym for this phenomena, "TYNT" for "This Year's New
Thing". Needless to say, as people cycle through several of these programs
their level of skepticism increases and enthusiasm wanes.

Another problem is that even in the best of programs, people who were very
interested and motivated at their inception get bored and stale or develop
other priorities and the program just sort of peters out.

When they work, and they sometimes do, continuous improvement programs are
great. Too often they fail, in part due to the reasons I mentioned above.

I would like to suggest an alternative approach. I think that we should
look at reduction of changeover time as a project. Before beginning the
project we set specific goals and a specific time limit. In most plants a
reasonable goal would be 6/50. That is, in six months we will reduce
changeover time by 50%.

There are a couple of advantages to this approach:

Peopls respond better when they can see a fixed and measurable goal. If we
have established a 50% reduction as the goal, it is easy to see if it has
been met. Further, it is relatively easy to see, whether we will be able to
meet the goal.

At the conclusion of the project, it is possible to positively reward
people for their contribution towards meeting the goal. This might take the
form of a dinner, reward or some other recognition. Recognition is always
most effective whan it is tied to some *specific* performance or event.

Once the goal has been set, it is possible to determine what resources will
be required to meet it. In a continuous program, with no specific goal, it
may hard to justify the diversion of resources. We may wind up simply
trying to do the best we can with what we have.

In different phases of setup minimization, different people may need to be
involved. For eample, the first time we do this, there will be a lot of
realtively easy and simple opportunities. these would include such things
as eliminating tools, simplifying adjustments, developing or improving
procedures etc. In other words, things that can be done primarily by the
people on the line.

Once we have gotten the easy things done, and it may well be possible to
achieve 50% just through the easy things, we need to move to other areas.
For example, machinery design might be an issue. This might involve
modifying or replacing equipment. This would require a higher level focus,
probably at the engineering department level. Or perhaps the actual product
design presents opportunities for improvement. In this case the marketing
or package engineering department might play the primary role.

If we treat setup minimization as a project, it gives us a means to focus
on a particular area.

the project approach does not mean that at the six months we cheer our 50%
reduction and forget about it. If we do, we will quickly lose any gains. We
need to do two things: We need to continuously monitor the changeover times
to assure that we hang onto our gains and do not backslide.

We also need to immediately implement another "project". Staying with the
same 6/50 goal is probably a good idea. People now have some experience how
to reduce changeover. They will have also, by participating in a successful
campaign, have developed some self-confidence. And of course, the second
50% reduction is really only a 25% reduction from the original starting point.

I do not disagree for a second with the supporters of "continuous
improvement" we MUST engage in it. I think the project model I discussed
above achieves very similar results. We are really talking more about
implementation than philosophy.


			 TIP OF THE MONTH


Dan Pollock of Roe Inc. calls conveyors "sophisticated bridges between
islands of automation." If you are like me, for too long we have thought of
conveyors as the dumbest part of our line, meriting little attention.

But they are not, they are critical to a line's success or failure and they
often take considerable time to change over. There are number of things we
can do to reduce this.

1) Do we really need to adjust rails at all? If running round bottles, can
we simply set the rails for the largest bottle and leave it? Smaller
bottles will overlap, but is this a problem? NOTE: We will still need to
adjust rails at machine infeeds to assure proper feeding.

2) If we do need to adjust rails, do we need to adjust both sides?  Many
times I see both rails adjusted for no other reason than to center the
bottle on the belt.

If we have decided leave one or both sides fixed, we should then replace
handknobs with bolts or, preferably, Allen head setscrews. this is to
discourage un-needed adjustment.

3) Simplify required adjustments by making sure that the guide rail
brackets are easy to use and have hand levers to obviate the need for tools.

4) There are several companies making quick adjust brackets. Valu-Guide,
Fenner Drives and Bottling Development all make springloaded guide rails
with spacers. The rail is pushed in and a spacer inserted to bring the rail
to the proper position for a given bottle. If using this style bracket,
make sure that the spaced are permanently attached to the bracket to
prevent them being lost.

5) Roe Inc. has a system which allows for the adjustment of all rails, to a
repeatable setting, from a single location. Up to 100' of rail can be
adjusted by the simple movement of a lever. A pin locates the correct
adjustment for each bottle size.

6) I was recently in a plant where only two guide rail positions were
required. They had mounted the rails on pancake pneumatic cylinders. To
adjust rails in, a toggle valve was thrown, extending the cylinders. For
the large bottles, the cylinders were retracted. Again, this allows setting
of all rails from a single location. A conveyor change that might take 45
minutes to an hour was reduced to 5 seconds or less.

In short, don't ignore conveyors. They represent more opportunities than
might be apparent at first glance.


===================================================================

Please visit our website at http://www.changeover.com

All comments and submissions shall be considered for inclusion in future
newsletters with attribution unless otherwise requested.

This newsletter and all contents are copyright 1999 by changeover.com
unless otherwise noted. Circulation and redistribution is encouraged
provided that proper attribution is included.

S.M.I.L.E. and "Setup Minimization Improves Line Efficiency" are
servicemarks of Changeover.com and may not be used without permission.





Best,

John R Henry CPP
Changeover.com

Subscribe to the monthly Quickchangeover newsletter. Send a blank e-mail
to; quickchangeover-subscribe@ONElist.com

WEBSITES MANAGED:
http://www.changeover.com  Info on quick changeover for manufacturing
http://www.changeover.com/shute Information about Nevil Shute Norway
http://www.packinfo-world.org/iopp/tech/pep IOPP PEP Committee

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                   ###############################
                   ###############################
                   ###
                   ###                    AUGUST, 1999
                   ###
                   ###############################
                   ###############################
===================================================================

Please forward this newsletter to anyone you think might be interested

To subscribe, mailto:quickchangeover-subscribe@ONElist.com (blank message)

To unsubscribe, mailto:quickchangeover-unsubscribe@ONElist.com (blank message)

Comments, submissions or questions mailto:johnh@...

===================================================================

WHO SHOULD BE INVOLVED IN SETUP MINIMIZATION?

The answer to this question is not as obvious as it may seem at first blush.


The first people we think of are the packaging and production types. These
are the people who are actually doing the changeover and they should have a
primary responsibility. It is important to include in this group not only
managers and supervisors but the actual operators and mechanics as well.
They are often left out and their considerable experience and creativity
ignored.

But there are others who have an impact on changeover and we need to bring
them into the process as well.

	 QUALITY CONTROL/QUALITY ASSURANCE

In many cases, before the line can be restarted after a changeover QC/QA
needs to give a line clearance. This may require that they complete all
records from the previous production. If our current changeover is 2 hours
and they take 2 hours to do this, fine. But if we now reduce our changeover
time to 1 hour, yet they still need two hours for paperwork, we have
accomplished nothing.

If after cleanup, we need to wait for them to inspect, it is time lost.

If they need to perform checks such as tablet counts, we may be able to
help them speed this up.

In short, they are part of the process and need to be involved in reducing
the time involved.

	 VALIDATION

It may be possible to eliminate some of the line clearance items. If we can
validate our changeover, it may be possible to restart with no line
inspection.


	 PACKAGING ENGINEERING/MARKETING

Packages are sometimes designed with (apparently) little or no thought to
how they will run on the line and what problems they may cause. For
example, I have a client who runs a product in 5 and 10ml glass vials. The
vials have the same neck finish but one is 0.060" larger OD than the other.
If vials of the same OD had been chosen, changeover would be rather simple,
requiring only an adjustment to the height of the filler and capper.
Changeover might take 2 minutes. Due to the different OD, a much more
elaborate changeover is required, taking almost an hour.

The difference in OD is not even noticable to the eye and it is likely that
marketing (or whoever) simply selected a stock vial from a catalog without
even realizing the problems it would cause.

We need to get the people in product/package design involved so that they
will understand our problems.

	 FINANCE/ACCOUNTING

I have spoken of the need to justify investments in setup minimization. It
will cost money though it will almost always pay back very well. But we
still need to be able to say that X dollars in expense will return Y
dollars in savings. We can only do this if we know how much our downtime
costs. We, in operations, can come up with a figure but it may not be
accepted and, as I noted in previous newsletters, there are a variety of
models which need to be considered. The finance/accounting types are the
ones who have to come up with the number we use for justification.

	 MATERIALS DEPARTMENT

Even if we get our changeover process down pat with no variation in machine
settings we may still experience problems on restart. These problems may
mean that we spend time tweaking the setup to get the equipment to run
correctly. If all the setups are done correctly, the culprit will almost
always be variability of materials or product. We need to get the materials
department involved and show them the problems which variablity causes.

In some cases our product may come from an inhouse production department.
For example, if we ae packaging pharmaceutical tablets, we may be getting
them from compounding/compressing department. The same comments apply. They
have to eliminate variability in product.

	 SCHEDULING

It may be that by varying the production schedule, we can eliminate or
minimize the need to make some changeovers. For example, if we are bottling
a liquid product in .5 liter and 1.5 liter sizes, we might see if we can
work with scheduling to combine all the .5l products together and then run
all the 1.5l products.

	 HUMAN RESOURCES/LABOR ORGANIZATION

We may find that the best way to improve changeover involves changes in job
classifications or work requirements. If we do this, we need to work with
the human resources department to assure that we do this within the
guidelines of company personnel policies.

If we have a union, we will need to coordinate with the union to assure
that we remain within the terms of the contract.

	 TOP MANAGEMENT

As with any program of this type, we need to be sure that we have the
support of top management. If we do not, the program will never generate
the enthusiasm and support required at lower levels and will fail.


	 CHAMPION

Finally, we need a champion who will grab the setup minimization program
between his or her teeth and refuse to let it go. This will probably be
someone in the packaging department since they are the ones who stand to
benefit most. Teams and committees are good and useful. Probably even
necessary. But without the strong committment of a champion, they will not
be effective.


The point I am trying to make here is that setup minimization is not a task
which can be undertaken successfully by a single department. It requires
the efforts of every group which has anything to do with the
packaging/production line.


				 TIP OF THE MONTH

Tools can slow down a changeover significantly. They may not be readily
available, time may be lost looking for the right tool. In some cases, the
right tool may not be found and the wrong tool used. We've all seen people
using pliers to remove bolts with the typical result that the head gets
rounded and a wrench will never work again.

If we have parts which need to be removed we need to eliminate nuts and
bolts. There are a number of ways to do this. In a previous newsletter I
showed you how to use toggle clamps to replace bolts.

We should look at our changeover procedure and inventory the steps which
require the use of tools. We should then replace all those fasteners which
cannot be operated by hand.

The most common replacements are handknobs and handlevers. These are
available from a variety of sources in a variety of styles, shapes and
sizes. I recommend that we follow the rule of using levers where only
loosening is required and handknobs where removal is required. There are
two reasons for this recommendation. One is that levers are somewhat less
handy to remove and replace than handknobs where complete removal is
required. The other is that if we follow this guideline consistently it
provides an aid to the technician as to what action they should take. The
mnemomic is "REMOVE ROUND KNOB, LOOSEN LEVER"




===================================================================

Please visit our website at http://www.changeover.com

All comments and submissions shall be considered for inclusion in future
newsletters with attribution unless otherwise requested.

This newsletter and all contents are copyright 1999 by changeover.com
unless otherwise noted. Circulation and redistribution is encouraged
provided that proper attribution is included.

S.M.I.L.E. and "Setup Minimization Improves Line Efficiency" are
servicemarks of Changeover.com and may not be used without permission.





Best,

John R Henry CPP
Changeover.com

Subscribe to the monthly Quickchangeover newsletter. Send a blank e-mail
to; quickchangeover-subscribe@ONElist.com

WEBSITES MANAGED:
http://www.changeover.com  Info on quick changeover for manufacturing
http://www.changeover.com/shute Information about Nevil Shute Norway
http://www.packinfo-world.org/iopp/tech/pep IOPP PEP Committee

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                   ###############################
                   ###############################
                   ###
                   ###                    JULY, 1999
                   ###
                   ###############################
                   ###############################
===================================================================

Please forward this newsletter to anyone you think might be interested

To subscribe, mailto:quickchangeover-subscribe@ONElist.com (blank message)

To unsubscribe, mailto:quickchangeover-unsubscribe@ONElist.com (blank message)

Comments, submissions or questions mailto:johnh@...

===================================================================

CHANGEOVER COST CALCULATIONS

Last month I discussed the effect large lot sizes (to minimize changeovers)
on inventory costs. this month we look at some other components of
changeovr costs.

When a plant is running at or near full capacity, any downtime means the
loss of sales. If we are not making product, we cannot sell it. This can be
a significant cost and is easy to calculate. It is simply the amount of
product normally made per minute times the number of minutes that the line
is not running times the margin per unit.

If we have a production line running at 250 products per minute (PPM), a
changeover time of 60 minutes and a margin per unit of $1.00 our cost of
changeover is:

		 250PPM X 60 minutes X $1.00 = $15,000.00

If we are doing 1 changeover per day, 240 days per year our total annual
cost will be $3.6 million dollars. I don't know of any company in which
this would not be a significant amount.

If the normal capital investment hurdle requires a 2 year payback it would
be easy to justify investing as much as $3.6MM for a 50% reduction in
changeover time. Yet seldom will that kind of investment be required. In
most plants, unless a serious setup minimization program has already been
implemented, a 50% reduction can be had for relatively small amounts of
money.

I need to caveat the above model. In some cases it may be possible to make
up the lost production by implementing a second or third shift or
contracting out production. In those cases the model needs to be adjusted
to reflect those costs.

Another model for calculating cost is to look at the direct labor involved.

If we use 3 mechanics with a labor cost of $25/hr to perform the changeover
and it takes, using our example above, 60 minutes, our cost per changeover
will be:

			 3 X $75 X 1hr. = $75

In addition to the tangible dollar costs arising from changeover downtime,
there are some other costs which may be harder to quantify. If we are
running at full, 3 shift capacity, we will be unable to fulfill additional
without building new plant. If we have a capacity of, say, 50MM units per
year and need to supply the market with 55MM our only alternative might be
to spend $millions$ on new facilities.

Reducing the amount of downtime from changeover may result in enough
additional production to make up the shortfall without additional invstement.

Reduced changeover downtime will also, as I discussed last month, allow us
to run smaller lot sizes more frequently. This allows us to be more
responsive to our customers demands. I think we would all agree that any
time we can improve customer service it will be good for the bottom line
although it may be hard to put a dollar amount to it.

While calculating the cost of downtime may be difficult, and different
models and combinations of models will apply to each plant, it is important
that we do so. It is only by knowing how much we can save that we can
justify the investment in improving changeover times.

I would further suggest that when we get into doing the cost calculations
we involve the finance/accounting department. These are the people who have
the expertise. Or at least they are the people who are viewed as having the
expertise within the organization. This means that where management may
take our numbers with a grain of salt they are more likely to accept
numbers from finance. Management acceptance of the costs makes our
justification much much easier.

TIP OF THE MONTH

Keyholes and slots can speed mounting of changeparts when compared to
standard holes. With a slot or keyhole, we do not need to remove the
fastener completely. We need only loosen it to remove the part.

In addition to reducing time spent removing the fastener, leaving the
fastener in place can make it easier to place the part.

One popular brand of case packer has a 40lb "gate" assembly which must be
changed for each pack pattern. This gate is held in place by 4 bolts with
mounting holes. It required 2 people to change the gate with one person
required to hold the gate in position while the other removed or replaced
the bolts.

Changing the upper holes to slots and the center holes to keyholes allows
the gate to be set in place by a single person. The lower bolts were fixed
in position so they do not need to be touched. The uppur bolts were
replaced with ratchet handles to eliminate tool usage.

For an illustration, see http://www.changeover.com/keyhole799.htm

===================================================================

Please visit our website at http://www.changeover.com

All comments and submissions shall be considered for inclusion in future
newsletters with attribution unless otherwise requested.

This newsletter and all contents are copyright 1999 by changeover.com
unless otherwise noted. Circulation and redistribution is encouraged
provided that proper attribution is included.

S.M.I.L.E. and "Setup Minimization Improves Line Efficiency" are
servicemarks of Changeover.com and may not be used without permission.





Best,

John R Henry CPP
Changeover.com

Subscribe to the monthly Quickchangeover newsletter. Send a blank e-mail
to; quickchangeover-subscribe@ONElist.com

WEBSITES MANAGED:
http://www.changeover.com  Info on quick changeover for manufacturing
http://www.changeover.com/shute Information about Nevil Shute Norway
http://www.packinfo-world.org/iopp/tech/pep IOPP PEP Committee

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                   ###############################
                   ###############################
                   ###
                   ###                    JUNE, 1999
                   ###
                   ###############################
                   ###############################
===================================================================

Please forward this newsletter to anyone you think might be interested

To subscribe, mailto:quickchangeover-subscribe@ONElist.com (blank message)

To unsubscribe, mailto:quickchangeover-unsubscribe@ONElist.com (blank message)

Comments, submissions or questions mailto:johnh@...

===================================================================

THOUGHTS ON EFFECT OF LOT SIZE ON COSTS

In last month's newsletter I mentioned that two major reasons for reducing
changeover times were responsiveness to customers and cost. This month I
want to elaborate a bit on both of these.

Changeover is a fixed cost. That it, it costs the same to change a line
whether our production run is 1 product or 1 million. In order to keep our
per unit costs down, we have a tendency to want to make our production runs
as large as possible. For an example of how this affects unit costs let us
assume:

Changeover cost = $400
Variable production cost = $1.00/unit
Annual production = 500,000 units


LOT SIZE = 20,000  LOT SIZE = 80,000
Variable cost = $20,000 Variable cost = $80,000
Fixed cost = $400  Fixed cost = $400
Total cost = $20,400  Total cost = $80,400
Unit cost = $1.020 each  Unit cost = $1.005 each
($20,400/20,000)

Saving per unit, large lot = $0.015

Total annual saving, large lot = $7,500
(500,000 X $0.015)

From the above it seems obvious that we can save money by expanding our lot
size. There are two reasons we will not want to. One is that the larger our
lot size, the less responsive we will be able to be to our customer. The
second is that the larger the lot size, the larger our average inventory.

For an example of inventory costs assume:

Carrying cost = 30%
Unit cost = $1.020 (small lot)
Unit cost = $1.005 (large lot)

LOT SIZE = 20,000  Lot size = 80,000 units
Avg.Inv = 10,000 units Average inv. = 40,000 units
Avg.inv. value = $10,200 Average inv. value= $40,200
Annual inv. cost= $3,060 Annual inv. carrying cost = $12,060

Total annual saving, small lot = $9,000
($12,060 - $3,060)

In addition, smaller lot sizes may allow us to carry smaller raw material
inventories, saving money on that end as well. The above numbers are for
illustration and take an admittedly simplified view of inventory modeling.
They are indicative of the costs incurred with large lot lot sizes but, as
they say on the TV, "Your mileage may vary". The example above is for a
single product so savings would need to be calculated for each to obtain
the total cost.

Reducing changeover time, and cost, allows us to maximize manufacturing
flexibility while reducing inventory costs.


+++++++++++++++++++++++++++++++++++++

TIP OF THE MONTH

In most plants where I have observed labeler setup, label position is
verified by eye. In some of the more sophisticated plants, they will use a
scale to measure label position relative to a reference point (ie; the
bottom of the container). It seems that what usually happens is that the
mechanic sets up the labeler, calls the line inspector over to verify that
it is OK to run. The line inspector then says that the label is slightly
too his or low or crooked and asks that the labeler be readjusted.

A nifty way to remedy this problem is to use a Poke-a-yoke gauge to verify
label position. A very simple gauge can be made from a scrap piece of
plastic in a few minutes in the maintenance ship. The plastic is bored out
so that the labeled container enters easily but with a minimum of play. A
window is then milled in the plastic in the position of the label and
slightly larger.

The labeled bottle is placed in the gauge and if the label lines up with
the window edges, it is OK. If not, adjustment is required. This eliminates
the discussion about label position as well as multiple adjustments.

To see a sketch of this gauge, visit http://www.changeover.com/pokayoke.htm

Thanks to Juan Sevillano of Combe Products who originally showed me this a
number of years ago.

===================================================================

Please visit our website at http://www.changeover.com

All comments and submissions shall be considered for inclusion in future
newsletters with attribution unless otherwise requested.

This newsletter and all contents are copyright 1999 by changeover.com
unless otherwise noted. Circulation and redistribution is encouraged
provided that proper attribution is included.

S.M.I.L.E. and "Setup Minimization Improves Line Efficiency" are
servicemarks of Changeover.com and may not be used without permission.





Best,

John R Henry CPP
Changeover.com

Subscribe to the monthly Quickchangeover newsletter. Send a blank e-mail
to; quickchangeover-subscribe@ONElist.com

WEBSITES MANAGED:
http://www.changeover.com  Info on quick changeover for manufacturing
http://www.changeover.com/shute Information about Nevil Shute Norway
http://www.packinfo-world.org/iopp/tech/pep IOPP PEP Committee

(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)
(+)+(+)                                   S.M.I.L.E(sm)
(+)+(+)
(+)+(+)            Setup Minimization Improves Line Efficiency
(+)+(+)
(+)+(+)                   The quickchangeover e-letter
(+)+(+)
(+)+(+)                 Published monthly by Changeover.com
(+)+(+)
(+)+(+)                       Written by John R Henry, CPP
(+)+(+)
(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)
(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)(+)+(+)+(+)+(+)+(+)+(+)

                   ###############################
                   ###############################
                   ###
                   ###                    MAY, 1999
                   ###
                   ###############################
                   ###############################
===============================================================

Please forward this newsletter to anyone you think might be interested

To subscribe, mailto:quickchangeover-subscribe@ONElist.com (blank message)

To unsubscribe, mailto:quickchangeover-unsubscribe@ONElist.com (blank message)

Comments, submissions or questions mailto:johnh@...

===============================================================

Changeover: The Key to Productivity

Changeover is defined as the process of changing or adjusting a machine to
run a different product.

Changeover time is defined as the elapsed time between the last good
product, AT FULL LINE EFFICIENCY of the previous product run to the first
good product, AT FULL LINE EFFICIENCY, of the succeeding product.

Note the emphasis on "full line efficiency". It is typical at the end of a
production run to have the line slow down and the number of rejected
products rise. It is also typical that once the line restarts there will be
a period during which it is "tweaked" into running at normal efficiency. We
must consider these phases as part of the total changeover time and strive
to reduce them.

If we have a dedicated production line running a single product, changeover
is not as much of an issue. It is still something of an issue, especially
if our product is food or pharmaceutical, since we still have to shut down
between periodically clean the line. Cleanup must be considered part of
changeover.

There is really only one reason why we need to worry about changeover. That
is $money$. Changeover is very expensive and in a subsequent newsletter I
will discuss various models for calculating costs. Suffice to say here that
they can often be measured in dollars per second.

A subsidiary reason is that we are facing a trend to what has been called
"mass customization". "Mass customization" is the practice of mass
producing products which can be customized for the individual end user.
Some companies have taken this to the extreme. Allen-Bradley has a
production line for electrical components which produces various switches,
selectors, indicator lights etc in a lot size of one. The Automation
Partnership has built a pharmaceutical production for a major American
pharmaceutical manufacturer in which each bottle coming down the line gets
a different product/count and label customized for the individual end user.
Several book publishers have developed printing processes which allow them
to economically produce books on demand in quantities of one.

While most of us do not need to go this far, market pressures are forcing
us int he same direction. I went to my local Walgreens a while back and
looked at pain relievers. I counted 41 different Tylenol products not
including liquids. There were 24 count bottles and 30 count bottles,
Tylenol for daytime and Tylenol for nighttime. Caplets and tablets,
blisters and bottles. You get the idea, lots of variations on the same
theme. Some of the differences were important, some seemed pretty minor.
Twenty years ago, we might have found perhaps 5 different products.

Last year at a conference I chaired on quick changeover I met an engineer
from a nationally known bakery. He was explaining to me that 15 years ago
they made their famous brand cookie in one size and 3 packages. Now they
make the same cookie in 27 varieties of size and package.

While this is great for us as consumers, it will drive us nuts as
manufacturers. We don't do it because we want to , we do it because our
customers force us to. We have two choices, offer a diverse product line or
lose our customer.

This leads us directly to the problem of changeover. Our customers are
forcing us to change our lines more frequently and, at the same time, they
are asking us to lower our prices.

If we think that changeover is unsolvable, we are wrong. If we attack the
problem in a rational and systematic way, we CAN reduce changeover times
dramatically. It is possible to reduce them from hours to minutes.

In future issues I will be discussing ways and means of addressing the
problem. I will discuss specific analytical tools and techniques which have
proven helpful.

So welcome aboard. I hope you find this newsletter interesting and I invite
your participation with questions, suggestions and comments.

TIP OF THE MONTH

TOGGLE CLAMPS

To reduce changeover time, we need to eliminate the use of tools. There are
many ways to do this but this month I will focus on toggle clamps.

There are several manufacturers but the one I am most familiar with is
De-Sta-Co. they have a website and online catalog showing a variety of
clamps at http://www.destaco.com

Toggle clamps are available in a large variety of sizes and configurations.
They can frequently be used to replace bolts or screws. Generally, the way
to do this will be to replace the bolt with a permanently mounted stud or
pin. This serves as a locator to position the machine part and prevent
lateral movement.

A toggle clamp of appropriate size is then used to hold the part in position.

A popular make of bottle orienter has a vertical chute to for the bottles.
This chute is held in place by 2 bolts at the top and 2 at the bottom. We
removed the bolts and rethreaded them backwards through their holes. They
now serve as locator pins. We then mounted 2 toggle clamps at the top and 2
more at the bottom to hold the chute in place. Now, the clamps are simply
flipped open, the chute removed, the new one placed in position and the
clamps closed. The chute is now ready for use.

A sketch of this may be seen at http://www.changover.com/toggle.htm

SAFETY!!! SAFETY!!! SAFETY!!!

In implementing this and other Tip of the Month ideas it is critical that
the individual application be evaluated to assure safety. While toggle
clamps are reliable, they can fail. We need to make sure that if they do,
they will fail safely. That means that we would use them in addition to
gravity or normal applications of force, not against. If the track shown
was suspended so that it would fall on clamp failure, this would not be a
good application.

SAFETY of our people, equipment and product must ALWAYS be our primary
concern. All else is secondary.

Do you have an idea for a Tip of the Month? If so, send it in and, if we
use it, we will send you a compact travel alarm clock. Please be sure to
state whether we can use your name and affiliation.

===============================================================

Please visit our website at http://www.changeover.com

All comments and submissions shall be considered for inclusion in future
newsletters with attribution unless otherwise requested.

This newsletter and all contents are copyright 1999 by changeover.com
unless otherwise noted. Circulation and redistribution is encouraged
provided that proper attribution is included.

S.M.I.L.E. and "Setup Minimization Improves Line Efficiency" are
servicemarks of Changeover.com and may not be used without permission.





Best,

John R Henry CPP
Changeover.com

Subscribe to the monthly Quickchangeover newsletter. Send a blank e-mail
to; quickchangeover-subscribe@ONElist.com

WEBSITES MANAGED:
http://www.changeover.com  Info on quick changeover for manufacturing
http://www.changeover.com/shute Information about Nevil Shute Norway
http://www.packinfo-world.org/iopp/tech/pep IOPP PEP Committee

Best,

John R Henry CPP
Changeover.com

Subscribe to the monthly Quickchangeover newsletter. Send a blank e-mail
to; quickchangeover-subscribe@ONElist.com

WEBSITES MANAGED:
http://www.changeover.com  Info on quick changeover for manufacturing
http://www.changeover.com/shute Information about Nevil Shute Norway
http://www.packinfo-world.org/iopp/tech/pep IOPP PEP Committee