This document discusses quick changeovers in manufacturing lines. It defines a changeover as starting production of a new style after finishing the current style. Quick changeovers finish the current style and start maximum output of the new style in the shortest time possible. The document lists benefits of quick changeovers like higher production and reduced costs. It provides tips for reducing changeover times like preparing in advance, having necessary materials ready, and starting new processes as soon as old ones finish. Finally, it emphasizes that quick changeovers require coordinated efforts across departments.

1. PLEASE KEEP YOUR PHONE SLIENT !

2. "Nothing Will Change Unless You Change Yourself."

4. What Is Change Over?
 At the end of the production of a style in a line, it means to start the
production of a new / repeated style.
&
 Style changeover time is the time between the last output of a
line's current style and the first output of a new style.

5. What is Quick Change Over?
 A quick changeover is when a line
achieves the latest output of the
current style and the first output of a
new style in a relatively short time.
 Simply put, finishing a style and
ensuring maximum output of a new
style in the shortest possible time is
called quick changeover.

6. A Classic Quick Changeover Example

7. Problems That Occur When Change Overtime Is High-
 The output comes out late.
 Man of the line will sit longer. As a result
the loss time of the line increases.
 The defect rate is higher.
 The average performance of the line is
poor. If the order is small and urgent, the
shipment is likely to fail.
 Above all the costing of the line increases.

8. Benefits Of Quick Change Over
DAY
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Avg
A 10% 15% 20% 25% 30% 40% 45% 55% 60% 65% 70% 75% 75% 75% 75% 70% 76% 77% 78% 79% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 64%
B 20% 30% 35% 40% 45% 50% 50% 55% 60% 70% 75% 75% 75% 75% 75% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 68%
C 40% 50% 60% 70% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 77%
 Smart incentives / bonuses will be
available.
 Production will be higher.
 Defect rate will be reduced.

9.  The capacity of the company will
increase.
 Costs will be reduced.
 Maximum use of man, machine,
material etc. will be possible.
 It will be possible to give timely
shipment to the buyer.
 The more production, the more
income there will be.

10. What’s Our Benefit
Day
Basic – 0 to 20 Min Semi Critical - 20.01 to 30 Critical - 30.01 & above
Remark
s
Ach% Operator
Hel/Iro
n/QI/
Input
Man
Ach% Operator
Hel/Iron
/QI/
Input
Man
Ach% Operator
Hel/Iron
/QI/
Input
Man
1 40% 40 TK 30 TK 35% 40 TK 30 TK 30% 40 TK 30 TK
2 50% 40 TK 30 TK 45% 40 TK 30 TK 35% 40 TK 30 TK
3 60% 40 TK 30 TK 55% 40 TK 30 TK 45% 40 TK 30 TK
4 70% 40 TK 30 TK 65% 40 TK 30 TK 55% 40 TK 30 TK
5 80% 40 TK 30 TK 75% 40 TK 30 TK 65% 40 TK 30 TK
6 80% 40 TK 30 TK 75% 40 TK 30 TK
7 80% 40 TK 30 TK
200 TK 150 TK 240 TK 180 TK 280 TK 210 TK
(For New Style: Operator, Helper, Iron Man, QI, Input Man)

11. For Line Staff In Case Of New Style
(Line Chief, Quality Controller, Supervisor, Line Mechanic, Line Technician, IE Executive)
Day
Basic – 0 to 20 Min Semi Critical - 20.01 to 30 Critical - 30.01 & above
Remarks
Ach%
Staff-
MS/NMS
Ach%
Staff-
MS/NMS
Ach%
Staff-
MS/NMS
1 40% 200 35% 200 30% 200
2 50% 200 45% 200 35% 200
3 60% 200 55% 200 45% 200
4 70% 200 65% 200 55% 200
5 80% 200 75% 200 65% 200
6 80% 200 75% 200
7 80% 200
1000 TK 1200 TK 1400 TK

12. For Common Staff In Case Of New Style
(Mechanic In charge, IE Manager, APM, PM, Quality Manager / QC Team)
Day
Basic – 0 to 20 Min Semi Critical - 20.01 to 30 Critical - 30.01 & above
Remarks
Ach%
Staff-
MS/NMS
Ach%
Staff-
MS/NMS
Ach%
Staff-
MS/NMS
1 40% 100 35% 100 30% 100
2 50% 100 45% 100 35% 100
3 60% 100 55% 100 45% 100
4 70% 100 65% 100 55% 100
5 80% 100 75% 100 65% 100
6 80% 100 75% 100
7 80% 100
500 TK 600 TK 700 TK

13. How To Reduce Change Over / Quick
Change Over Time?
 5/6 days before entering the new style line, everyone related
to the line should be informed about the new style.
 The process layout of the line should be prepared in advance
and adequate and suitable man power and machine should be
fixed according to the layout. At the same time all the
necessary guides, folders and attachments should be
prepared.

14.  If there is a difficult or completely new process in the new style,
then the operator of the line has to inform the process in advance,
if necessary, training has to be arranged.
 Before entering the new style line, all kinds of patterns have to be
made and all kinds of approval issues including samples have to be
kept right.
 As soon as any one of the input processes in the line is completed, the
process of the new order should be started without waiting for all the
processes of the previous order to be completed. Thus, whenever a
process is finished, a new process of new order has to be started. In this
case, if the type of machine changes, the mechanic must also be ready.

15.  All inputs of the line (such as fabric, thread, zipper, button,
lace, label, drawstring, tape, etc.) should be adequately
prepared so that no process of the line is stopped for any
input after the line starts.
 As soon as the process starts, you have to check the line
quality 5/6 pieces to ensure the quality of the process.
 Above all, a concerted effort by everyone can make a quick
changeover a success.

16. Whose Combined Efforts Can Make A Quick Change Over Successful
Department Task
Planning
Input Date
Style
Style Details
Fabric
Trims
Sample
Size Set
Initial Status
Bulk Cutting
IE
Operation Bulletin
Inform the maintenance team about the
required machines
Required Folder

17. Department Task
Maintenance
Machine Ready
Folder Ready
Quality
Sample
Trim Card
PP Meeting
Store
The planner will check everything's, so keep
everything's ready.
Technical
Pattern Ready
Technical Sample
Discuss critical processes
Production
Operator Placement
Trims Arrangement

18. QCO Check List
SL What Who When
1 Plan Cut Date-Confirmation Factory Planner D-7
2
OP break down & Special Attachment
requirement
IE ex D-5
3 M/C Availability & the Arrangement IE ex D-5
4 Pilot/Size set Completion
Sample Room In
charge
D-5
5 Sealer Sample Factory Planner D-4
6 Technical sample Technician D-4
7 Training Cut From Actual fabric Factory Planner D-4
8 Operator Allocation Sheet IE D-3
9 PP Meeting & Brainstorming Factory Planner D-3
10 Trim Card Readiness Factory Planner D-3

19. QCO Check List
SL What Who When
11 Critical Machine Readiness Mechanic In charge D-3
12 New Operator's training Allocated Technician D-2
13 Bulk Cut Work Readiness Cutting M D-2
14
QCO Review Meeting with Critical Operation
Evaluate
Technician D-2
15 WIP Report/Close-Up Plan & Feeding Plan IE Officer D-1
16 Build-up Plan & the incentive communication IE Officer D
17 Style Change Over(PSD) Respective Team D
18
Reflection Meeting (1St 5 Pcs
Feedback/Improvements & Production Plan
with Incentive)
Respective Team D
19 Feeding Analysis discussion Respective Team D

20. Result: Everyone Is Happy

21. Thanks All.