3. Makers (09) Packers (09)
Case Packer (3), Transit (4), Filtromat (2),
FLT (1) and Checker (1)
ODMS and Filter Feeding (3)
KDFs
KDFs (4)
Cleaning and waste collection (3)
Crew Positions in SMD
ODMS
Filtromat
CIGRATTE
STOCK
FILTROMAT
FILTER
STOCK
Line01
Line02
Line03
Line04
Line05
Line08
Line10
Line07
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CASE
PACKER
TRANSIT
CONFERENCE
ROOM
TL
OFFICE
WASHING
BAY
TEAM
ROOM
QUALITY
LAB
Office TOILETS
EXIT EXIT
Filtromat
Master technicians (3)
Closed
OFFICE
4. • Study the Brand change Overs & Format change overs.
• Change Overs Downtime Analysis.
• RCO Deployment for reducing changeover downtime.
5. • Analysis of Data Starting from 1st January, 2016 till July end.
• Analyse the downtime of different changeovers shift wise and brand
wise.
• Driving the conclusions to select target areas for RCO.
6. • Late shift has mostly less downtime than early & night shifts.
• Change Over from CBPM to PG.
8. • Change Overs from PG-CBPM
• Total Number of Change Overs = 14
• Minimum Downtime = 0:15
• Maximum Downtime = 6 :00???
• Average Downtime = 1:55
9. • RCO stands for Rapid change over.
• Each element of the changeover is analyzed
to see if it can be eliminated, simplified,
moved or streamlined.
• NASCAR Pit Crew a simple demonstration
of RCO.
12. • The target area for the pilot SMED program is selected. Ideal line have
the following characteristics.
• Duration
• Variation
• Opportunities
• Familiarity
13. • Analyzing all the steps of changeover. (Process Mapping)
• Change Overs time can be nearly cut to half with this step only.
• Examples: Retrieval, Inspection, Cleaning, Quality.
14. • Advance preparation.
• Modularize.
• The remaining elements are tried to simplify.
• Following techniques could be used: release, Motion, Parallel
operations.
15. • Always keep looking for further improvements
• New Technologies.
• New people-New Ideas.
• New premises or changes to layout.
18. Step 3: Organizing External Elements
• The blanks could reach before the process stop.
• The cleaning of surrounding could be done before stopping.
• The quality check could be done either after running the machine. To stop the
machine was not a good idea.
• There was a jam and operators were not technical so it took time to clear the
jam.
19. Step 4: Convert Internal Elements to External
• Removing wastes from the surroundings of machine.
Step 5: Streamline remaining elements
• Use two code & date printers.
Step 6: Continuous Improvement
• Keep analyzing to make improvements.
21. • After process mapping separation of activities was done.
• Separating activities in the categories like Value Added, Not Value
added nut required, delay etc.
• Time optimization of different activities.
• Separating external & Internal activities.
• Streamlining internal activities.
22.
23. • Proper Preparation.
• Eliminating delay like discussions during work, remaining
Idle, Long lunch and tea breaks.
• Training Operators specifically for changeovers.
• Standardize all necessary nuts, bolts etc.
• Give timelines to workers.
• Moving Internal activities to external.
24. • Changes in methods. Like segregating external and internal,
Eliminating delays etc.
• Changes in methods are not expensive and can generate significant
reductions in setup time.
• Once the benefits have been realized from the methods
improvements mechanical modifications can be explored.
25. • Area sorted and cleaned.
• Use of shadow boards for hand tools.
• All necessary tools nearby.
• Incoming and outgoing areas are clearly defined.
• Dedicated tool or tie carts for each machine station and worker.
• Visual flow of work through the area.
26. • Machine Operators.
• Setup Crew.
• Mechanic/Maintenance.
• Quality.
• Planning.
• Others as needed.
Anyone touched or affected by setup times should be involved!!!
27. • The Changeovers downtime can be significantly reduced by deploying
RCO.
• More than 40% setup time can be reduced by eliminating delays,
proper planning, Segregating external and internal activities.
