Reduction in

Changeover/Stabilization Time and

Improvement of Asset Utilization

By
Code : 307
Aakancha Raj Tewari
Summer Intern
Colgate Palmolive Pvt Ltd

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2. Project Scope

Project is aimed at reducing the downtime caused because of ineffective changeover

practises. Therefore project scope is limited to standardizing these practises and developing a
way of measuring the Changeover performance. Project does not deal with unplanned
breakdowns and Downtimes coming post to line Stablization.

2.1 Need of Project

Manufacturing and industrial environments today are becoming increasingly dynamic and
competitive. Companies are competing on a global scale in a fast moving world with
customers demanding reliable delivery dates and high quality products and services as well as
quick response to market changes. Suppliers are expected to deliver on time in increasingly
small batches. To respond to these demands, businesses need to increase productivity and
efficiency. This can be achieved through lead time and set-up time reduction, through the
implementation of rapid changeovers. Reduced changeover time ensures: Increased uptime,
improved flexibility and responsiveness to customers, Reduced Economic Batch quantities,
Reduced Stock Levels, Reduced Stock Carrying Costs, improved availability.

Figure 7

2.2 Objective:

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 • To reduce the time required for the changeover at the same time increase the
effectiveness by sustaining the performance of production lines post changeover

• Reduction in Changeover time > 10 %

• AU > 75% post changeover shift

• Clearly defined pre and post changeover list

3 Literature Review

3.1 Changeover can be divided into the 3 Ups:

Clean-up

Clean-up includes removal of previous product, materials and components from the line. It
may range from minor, if only the label of a package is being changed to major, requiring
complete disassembly of the equipment, cleaning and sterilizing of the line components in the
case of an injectable pharmaceutical product.

Set-up

Set-up is the process of actually converting the equipment. This may be achieved by
adjusting the equipment to correspond to the next product or by changing non-adjustable
"change parts" to accommodate the product. Typically it will be a combination of both.

Start-up / Ramp Up

Start-up is the time spent fine tuning the equipment after it has been restarted. It is
characterized by frequent stoppages, jams, quality rejects and other problems. It is generally
caused by variability in the clean-up and set-up or by variability in the product or its
components.

The most interesting part of auto racing is the pitstop and I am always amazed at how much is
accomplished in such a short time. In a 15 second NASCAR pitstop the car gets fuel, 4 new
tires, a windshield change, suspension adjustment and a drink of PowerAde for the driver.
Formula I racing, with different rules, does it in half that time.

Changeover is the process of changing a machine or process from running one product to
another which many manufacturers do daily. It must be done with a pitstop mentality.
The reason for rapid pitstops and changeovers is the same on the track or in the plant:
Money! Each second in the pits costs the racecar 250-300 feet in position. The difference
between 1st and 2nd place is often inches and a hundred thousand dollars or more.

Each second lost to changeover can cost each hour lost to changeover typically costs the
manufacturer $1 to $10 ($5-50,000/hr) or more. Even at $5,000/hr, slashing 30 minutes a day
from changeover dead time will generate $600,000/yr of additional profit. More importantly,

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no product is produced during changeover. Some plants will never be able to replace this lost
production, sending customers to the competition.

3.2 Prerequisites for Effective Changeover

Preparation – When the car arrives in the pits, all the materials have been staged and are
ready to go. There is no time lost going back to the warehouse to fetch materials or part.
Instead of being loose, lug nuts are glued to the wheels. Instead of cleaning the windshield,
they apply several layers of film that can be quickly peeled off in the pits. Most importantly
the pit team is in position and raring to go when the car arrives.
Compare this to a changeover. When the production run finishes, the line may sit idle waiting
for the changeover to begin. When the team shows up, they may not know what product they
are to change to or need to go fetch materials, tools or parts. Much time is wasted just getting
started.

Training and teamwork – In the pits, each person has an assigned task and knows the best
way to perform it. No time is lost deciding who will do what. No time is lost because a team
member is not sure what to do or how to do it. No task is duplicated or left undone. In a plant,
improvement begins by identifying the changeover best practices. Once identified, these must
be documented via SOP‘s and checklists. Once documented, the team members must be
trained to carry them out. Each team member needs to know their job before, not after, the
line stops.

Proper tools – The pit crew has the proper tools to perform their tasks. Not just the right
tools but specialized tools such as quick-lift jacks to maximize their effectiveness. Only the
required tools are present minimizing confusion and the risk of using the wrong tool.
Changeover teams must be sure they have the right tools. When appropriate, they need
specialized tools. Best of all is to simplify changeover so that no tools at all are required.

Precision – Quality is defined as the absence of variation. Pit crews do quality pitstops by
performing them precisely the same way time after time after time. The changeover team
needs to perform precisely as well. In some plants, the longest part of changeover is not the
time the line is dead, it is the time the line is running inefficiently after it restarts. This start-
up or ramp-up time is largely due to imprecision in changeover and must be eliminated.
Every adjustment must be capable of being set to an identified setpoint and must be made to
that setpoint.

Management support – The pit crew has the support of its management which realizes how
critical this is. The changeover team needs the same support. Management must make
reducing changeover dead time a primary goal. It must provide the resources and
encouragement to achieve it.

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3.3 Single-Minute Exchange of Die (SMED)

SMED is one of the many lean production methods for reducing waste in a manufacturing
process. It provides a rapid and efficient way of converting a manufacturing process from
running the current product to running the next product. This rapid changeover is key to
reducing production lot sizes and thereby improving flow

SMED is the term used to represent the Single Minute Exchange of Die or setup time that can
be counted in a single digit of minutes. SMED is often used interchangeably with ―quick
changeover‖. SMED and quick changeover are the practice of reducing the time it takes to
change a line or machine from running one product to the next. The need for SMED and
quick changeover programs is more popular now than ever due to increased demand for
product variability, reduced product life cycles and the need to significantly reduce
inventories.

The successful implementation of SMED and quick changeover is the key to a competitive
advantage for any manufacturer that produces, prepares, processes or packages a variety of
products on a single machine, line or cell. SMED and quick changeover allows manufacturers
to keep fewer inventories while supporting customer demand for products with even slight
variations. It also allows manufacturers to keep expensive equipment running because it can
produce a variety of products. SMED has a lot of hidden benefits that range from reducing
WIP to faster ROI of capital equipment through better utilization.

To understand how SMED can help we have to look at the changeover process. Typically
when the last product of a run has been made the equipment is shut down and locked out, the
line is cleaned, tooling is removed or adjusted, new tooling may be installed to accommodate
the next scheduled product. Adjustments are made, critical values are met (die
temperature,accumulators filled, hoppers loaded, etc.) and eventually the startup process
begins – running product while performing adjustments and bringing the quality and speed up
to standard. This process takes time, time that can be reduced through SMED.

Effective SMED programs identify and separate the changeover process into key operations –
External Setup involves operations that can be done while the machine is running and before
the changeover process begins, Internal Setup are those that must take place when the
equipment is stopped. Aside from that, there may also be non-essential operations.

3.3.1 Effects of implementation

 SMED has a lot of other effects which come from systematically looking at
operations; these include:
 Stockless production which drives inventory turnover rates,
 Reduction in footprint of processes with reduced inventory freeing floor space
 Productivity increases or reduced production time
 Increased machine work rates from reduced setup times even if number of
changeovers increases

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  Elimination of setup errors and elimination of trial runs reduces defect rates
 Improved quality from fully regulated operating conditions in advance
 Increased safety from simpler setups
 Simplified housekeeping from fewer tools and better organization
 Lower expense of setups
 Operator preferred since easier to achieve
 Lower skill requirements since changes are now designed into the process rather than
a matter of skilled judgment
 Elimination of unusable stock from model changeovers and demand estimate errors
 Goods are not lost through deterioration
 Ability to mix production gives flexibility and further inventory reductions as well as
opening the door to revolutionized production methods (large orders ≠ large
production lot sizes)
 New attitudes on controllability of work process amongst staff

3.4 Ideas for Reducing Changeover Time

 Move internal items to external by doing the following:

 Using pre-setup activities
 Tools cleaned and sharpened
 Gages preset and supplies ready
 Materials transported and sequenced
 Tools, fixtures, and supplies positioned
 Paperwork organized and prepared
 Using post-setup activities
 Clean, inspect, return, and repair tools, materials, and fixtures
 Store all items in assigned locations

Improving organization by the following. Note that 75% of the reduction

can come from organization and 5S

 The area is sorted and cleaned

 Place all necessary tools nearby. Use shadow boards for hand tools
 Post paperwork and checklists in the area
 Visually identify all stages of production through the work through area. Clearly
identify incoming and outgoing lots near the area
 Use dedicated tool or die carts for each machine

Organize people in the work area before a changeover:

 After a changeover begins, the participants should never leave the area
 Everyone and everything involved with the setup is waiting for the machine to shut
down
 All operators follow a routine

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  Make someone accountable for preparing changeover kits prior to the changeover.

Reduce or remove elements in the changeover by doing the following:

 Using one-touch equipment exchange (no adjustments, only touch the equipment
once)
 Using clamps or quick-release devices to attach tools, fixtures, air and water leads,
and so on

Eliminate adjustments and trial runs: Adjustments and first articles can account for
as much as 50% of changeover time. Strive to eliminate them completely, not just reduce the
time taken to perform the adjustment.

 Break the practice of running equipment, testing it, adjusting, running more trial
product, and so on. Spoil product during setup.
 Replace infinite adjustments with mechanical stops. Design fixtures, tools, and
associated equipment so that they are self-positioning.
 Using digital readouts instead of dials and manual measuring tools when adjustment is
absolutely necessary.

Standardizing the area with the following:

 Determine which entities run on the machine, then evaluate the equipment to see if it
can be modified to serve each without changeover.
 Determine the tools, tool holders, and supplies being used. Then evaluate each to see
if one can replace several.
 Standardize size often. This allows the use of common fixtures, dies, and tools.
 Standardizing all fasteners (size and type) on all fixtures.
 Determining if gauges used can be standardized or simplified.

Simplifying the area by the following:

 Using fewer parts during setup by combining functional pieces.

 Make it obvious when the setup is complete and correct (stops, gauges, and so on).
 Create pre-kits of all non-standard tools and store in staging area.
 Ensure tool kits are clearly marked with part numbers.
 Ensure information on supplies sheets are up to date.
 Simplify mounting and removal of dies, fixtures & chucks.

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  Arrange all tools and supplies at point of use, by frequency of use. Operators should
not have to move or turn frequently for tools.

Implement mistake proofing

 Use colour coding and marking on all standardized tools, fixtures, jigs for identification.
 Use pins, blocks, or stops for quick alignment.
 Use preset stops, limit switches, light switches, and proximity switches
 Use total productive maintenance principles to ensure that all tools, dies, materials, and
supplies are defect free and working properly

To reduce the Ramp up or start up time changeover process should be very effective. All
the elements of process should be standardized. Modern manufacturing strategy aims to make
product to order. If the manufacturer is in a JIT supply chain this is even more critical.
Properly done, this approach improves productivity, reduces inventory and cuts lead time.

Startup time increases production costs and overhead while not adding any
value. Excessive startup time results in:

 Reduced yields - While the operators are stabilizing the process it is not making
usable product. The scrapped product is a complete loss.
 Poor manpower and equipment utilization - Costs sunk into the make-ready cycle are
not retrievable and are added to the total production costs.
 Non-productive cycles - If operators need to frequently stop and start the line, each
episode reduces line availability and production throughput.
 Reduced OEE - Startup times have a strong negative impact on the Overall
Equipment Effectiveness (OEE) rating of the production line. Each of the parameters
in the OEE KPI (quality, uptime and throughput) is heavily impacted by startup and
changeover time.

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4. Methodology:

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 • Define the problem statement
Define • Define the expected deliverables and goals

• Used Shop Floor Reporting software, Manual

observations, shop floor peoples
• Determine number of changeovers on each line
Measure • Line with Most ineffective changeover
• Identify line with high downtime post
changeover

• Analyze and observing data to choose a pilot

line
• Observe and note current changeover process in
plant
• Record Timre taken by each station in
Analyse changeover process
• Focus on First Time Right
• Identify station which require adjustments
• Focus on Efforts rather than Time
• Focus on Tool usage
• Focus on Man idle timeApplied
• Separate & Convert internal to external setup
operations
• Adopt parallel operations
• Eliminate adjustments
Improve • Use of Latest tools, functional clamps and
Fasteners
• KAIZENS to improve process and to ensure
right execution of above mentioned points

• Suggest procedures to sustain the improvements

Control • Implementation of Job Cards to improve and
standardise the Changeover process

5. Define:

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 Time Distribution

Production Time

CO

UPDT

Planned DT

Figure 8

5.1 Comparison of the actual time taken with the standard time of
Changeover Process:

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 Figure 9

6. Measure

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 Average CO time (min)
140
120
100
80
60
40
20
0
N1 N2 N4 N5 N6 N7 N8 N9

Figure 10

Prod time (min)/dozen

0.12
0.1
0.08
0.06
0.04
0.02
0
N1 N2 N4 N5 N6 N7 N8 N9

Figure 11

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Next Shift Asset Utilization for finishing lines:

Figure 12

7. Analysis:

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Reasons for High CO/Stabilization Time:

Figure 13

7.1 Analysis of existing Changeover Process

Types of Changeover:

Size Product All

• When only the
• When only the size of product changes • When both product
the SKU changes while the size and size changes
• Ex. CDC 200 to CDC remains same • Ex. CDC 100 to
50 • Ex. CDC 100 to CSPR 25
Herbal 100

Figure 14

Standard Time:

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 Size 70 min
Product 60 min
All 120 min
Table 2

Standard Sequence:

Filler Cartoner Bundler Case Taping

Filler: Responsible for filling of the Empty tubes and coding

Cartoner: Responsible for putting tubes in cartons
Bundler: Produce a stack of tubes and wrap them in film roll
Case Taping: The stacks are kept in cardboard boxes to be shipped

7.2 As-Is Process Mapping of the Changeover Process

 Study of CO process and mapping the As-Is Analysis for Size + Product CO on N2
 Observing the CO of critical assembly of Filler

Figure 15

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Figure 16

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 Figure 17

7.3 As-Is Analysis of the Critical Assembly in Filler

Figure 18

8. Improvement suggested for Critical Assemblies in:

 Pre-Changeover

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  During Changeover

 Post Changeover

8.1 Pre-Changeover Process:

 Observed the pre changeover process

 Documented the gaps observed

 Interacted with the line team to understand the current problems being faced

 Taking in the line teams suggestions

 Devising action points

 Preparation of Offline Readiness for line wise SKUs

8.1.1 Improvements Suggested:

Figure 19

8.2 During Changeover Process:

Critical Assemblies:

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 40
30
20
10
0

Figure 20

8.2.1 Time Saved by Parallel Activities:

8.2..2 Time saved by removing Non-Value adding Activities:

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 Figure 21

8.2.3 Suggested Improvements:

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 Figure 22

8.2.4 Reduction in time During CO Process:

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 160
140
120
100
80
60 Before

40 After

20
0
Filler (N6) Filler Cartoner Bundler
(Other
N2002)
Figure 23

8.2.5 Benefits
Overall reduction in time During Changeover Process (in mins) :

Line Filler Cartoner Bundler

N2 25 10 5

Other N2002 15 10 5

Table 3

Overall increment in CO shift Asset Utilization (AU):

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 Line Mins Saved Tubes Dozens Inc in AU
Produced

N2 25 5000 416 6-8%

Other N2002 15 3000 250 3-5%

Table 4

Other Benefits:
 Quick CO process

 Reduction of Non-Value adding activities

 Skilled labour requirement being shifted towards unskilled labour requirement

 Better knowledge about the CO parts and their Standard Condition

8.3 Post-Changeover Process:

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  Study of Post CO process and finding out the Critical Assemblies

 Analysis of the Critical Assemblies

 Devising the Action Points

 Suggesting sustainable approach to control the improvements in the CO process

8.3.1 Critical Assemblies:

35
30
25
20
15
10
5
0

Figure 24

8.3.2 Suggested Improvements:

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Implementation of Locking Handles:

Cartoner
 IJP Station
 Gluing
Station

Cartoner
 Top Rail
Guide
 Flap
Closing

Cartoner
 Teflon
Guide

Filler
 Rejection
Station
 Pressing
Cone

Table 5

8.3.3 Other Improvements:

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 Figure 25

8.3.4 Reduction in Post-Changeover Time:

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 100
90
80
70
60
50
Before
40
After
30
20
10
0
Filler (Other Cartoner Bundler
N2002)
Figure 26

8.3.5 Benefits:
Overall reduction in Post Changeover Activities (in mins) :

Line Filler Cartoner Bundler

N2002 Lines 10 20 25

Table 6

Overall increase in the next shift AU Post CO:

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 Line Mins Saved Tubes Dozens Inc in AU
Produced

N2002 Lines 25 5000 416 6-8%

Table 7

Other Benefits:
 Standardization of the complete Changeover Process by introduction of Job Cards

 Skilled Labour requirement will shift towards Unskilled Labour requirement

 Complete database of every SKU

 Ensuring the sustainability of the CO system

 Better knowledge about the CO parts and their Standard Condition

9. Control:

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Sustainable Approach
 To Sustain the process the Changeover Process has to be Standardised

 Designing of Job Card for every line wise SKU

 Segregation of all the information related to the concerned SKU ( Change parts,
Offline settings, Online formats and settings etc)

 Job Card to be used for the CO process (Pre + During + Post)

 Stickering at various stations on Filler, Cartoner and Bundler to be done

9.1 Job Card Description: It comprised of several sheets, each sheet dedicated to a
specific function

Specifications and Formats: Contains all the information about the specific SKU on a
particular line

Figure 27

Change Parts and Filling Pump Assembly: Contains the list of all the change parts required
during the changeover of the specific SKU for the specific line. The change parts are
distinguished on the basis of Stickers that are of different colour and denominations to
facilitate the offline preparation for the changeover process.

Online Settings: Contains all the Standardised Settings for the different
assemblies like Filler, Cartoner, Bundler and Case Taping.

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The Standard Settings that are pre recorded during the last changeover help in
adjusting the changeover parts of different assemblies and reduce the Ramp Up
time by minimizing trial runs and fine tuning .

Given below is the sample setting table for Filler. Similar tables were designed
for Cartoner, Bundler and Case taping assemblies.

Figure 28

Figure 29

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 Figure 30

9.2 Stickers designed for various stations at Filler, Cartoner and Bundler:

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Filler and Cartoner:

Figure 31

Bundler:

Figure 32

10. Additional Assignments:

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  Study of Cream Flow Mechanism and finding out the Critical Reasons for
Cream Weight Variation

Figure 33

 Preparation of the Training Video for the Step 3 of the AM Weekly

Training Module

 Documentation of the recent Kaizen Activities

11. References

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  Books

Introduction to Work Study (ILO), Fourth edition

Improving Changeover performance by R. I. Mcintosh, S. J. Culley
Kaizen for quick changeover by Kenichi Sekine, Keisuke Arai

 Websites

http://www.aleanjourney.com/2010/08/quick-changeover.html#comment-form
http://findarticles.com/p/articles/mi_m0UQX/is_6_66/ai_89159232/
http://www.superfactory.com/articles/featured/2010/1008-henry-pitstop-changeovers.html
http://www.nwasoft.com/resources/information-center/case-study/start-time-reduction
http://www.changeover.com/
http://en.wikipedia.org/wiki/Single-Minute_Exchange_of_Die
http://www.vorne.com/solutions/improvement/reduce-changeover-time.htm
http://www.reliableplant.com/Read/8667/setup-time-reduction


 Research Papers & Other Downloads

Implementation of Kaizen and Poka-yoke to Enhance Overall Equipment Performance - A

case study by Anil S. Badiger, R. Gandhinathan, V. N. Gaitonde, Rajesh S. Jangaler
Achieving quick changeover using SMED by ABB

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