Packaging material changeover loss reduction

Author: | Posted in Autonomous Maintenance, Blog No comments

Due to decreased warehouse space, consumer packaging goods companies are forced to have shorter production runs, which leads to increased number of changeovers.

Agenda

Training Objectives and Expectations

  • To reduce C/O time by at least 50%;
  • To develop training material to roll out across all production areas.

Six major equipment losses

  • Major Stops
  • Minor Stops
  • Changeover Loss
  • Startup/Shutdown Loss
  • Speed Loss
  • Quality Loss

Definition “Changeover”

The time from when the last case of a run was produced to the first case of the next run.

Note: C/O loss and Start-Up Loss are closely related

Measure:  Time (mins)

Definition “Startup and shutdown loss”

The time required to reach ‘normal’ running condition after a changeover or beginning of the week, or after PM.  (Shutdown is the time taken to ramp down during a shutdown for C/O, PM, or end-of week).

Note:  ‘Normal’ running condition is when production machine reaches average efficiency.

Measure:  Time (mins)

Changeover vs. startup

Categories of changeover

 

External vs. internal

The 3 Components of C/O

7 Steps for Focused Improvements – Changeovers

Step 1: Form C/O Team

Step 2: Understand Present Status (Check)

Step 3: Time & Operation Analysis (Analyze)

Step 4: Plan Improvement Items (Plan)

Step 5: Implement Improvements (Do)

Step 6: Standardization

Step 7: Training

Step 1: Form C/O Team

  • Define the team members of the Focused Improvement (FI) team
  • Set targets for C/O time reduction (50%)
  • Agree on plan for C/O FI activities (who, what, when, where)

Step 2: Understand Present Status

  • Record actual Changeover on video for review in boardroom
  • Use the “Time & Operation Analysis” worksheet to describe the actual (current) Changeover procedure
  • Use a stopwatch in a boardroom to review tape while filling in worksheet

Step 3: Time & Operation Analysis

Step 3: Analyze Problem

  • Identify Internal changeover operations which can be performed during External changeover activities
  • Apply the SEND methodology to all steps on the “Time & Operations Analysis” worksheet

SEND Methodology

Definition:

  • SEND is a tool to help facilitate improvement (reduction) in Changeover time

  ______Simultaneously

 ______ Easier

Eliminate Number of Operations (or Steps)

Eliminate Distance between Operations (or Steps)

Simultaneously

Definition:

  • Perform tasks in parallel that were once done in series (ie. At the same time vs. separately)
  • Examples:
    • Tightening two thumb screws at the same time
    • Bring all change-parts to the line simultaneously (on a cart for instance) vs. one-by-one

Easier

Definition:

  • Modify a task such that it takes less time, materials/tools, or thought to perform.
  • Examples:
    • Eliminate the need for screwdrivers by using thumbscrews
    • Colour code change-parts so it is clear which part goes with which size
    • Etch or Mark a change-over setting

Eliminate Number of Operations

Definition:

  • Reduce the total number of tasks (operations) that are performed during the change-over
  • Examples:
    • Replace six (6) bolts with one (1) quick-release
    • Use a change-over cart (all change-parts and tools required for the job are on the cart)

Eliminate Distance Between Operations

Definition:

  • Reduce the physical distance between tasks (operations) to eliminate unnecessary walking time
  • Examples:
    • Ensure all bolts or thumbscrews are physically accessible from one side of the equipment
    • Use a change-over cart to minimize walking back and forth from change-part storage location

SEND Summary

Note:

  • Often many tasks can be combined to achieve several components of SEND (ideal):
  • Example:  Changeover Cart
    • Simultaneous because all parts are brought out at the same time
    • Easier because cart is on wheels and parts don’t have to be carried
    • Number of steps reduced because obtaining change-parts is now a single step (vs. multiple trips)
    • Distance reduced because only need to make one trip for change-parts

Step 4: Plan Improvement Items

  • Develop improvement implementation plan (who, what, when, where)
  • These are the actions resulting from the SEND analysis on the “Time & Operations Analysis” worksheet

Step 5: Implement Improvements

  • Execute the improvement plan
  • Verify actions are effective
  • Collect detailed setup information (to be used in Step 6)

Step 6: Standardization

  • Develop standard set-up sheets
  • These sheets are to be used each time when performing the change-over
  • Specific information, documenting change-over steps, settings, locations (where the cart can be found), colour-schemes, etc.
  • Measure “after” changeover times and compare with “before” situation

Step 7: Training

  • Develop activity board
  • Provide training sessions for new changeover process (track training records)

 

Add Your Comment