This document discusses quick changeover techniques to improve process efficiency. It begins by outlining an 8-step process improvement methodology. It then defines changeover times and differentiates between traditional and lean thinking regarding changeovers. The key steps to reducing changeover times are identified as separating internal and external changeover activities, converting internal activities to external where possible, and reducing all remaining activities through techniques like parallel operations and automation. The goal is to standardize and simplify changeovers to allow for smaller batch sizes and increased flexibility.

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National Guard
Black Belt Training
Module 45
Quick Changeover
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CPI Roadmap – Improve
8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
Define Measure Analyze Improve Control
TOOLS
ACTIVITIES
•Brainstorming
• Develop Potential Solutions
•Replenishment Pull/Kanban
• Develop Evaluation Criteria
•Stocking Strategy
• Select Best Solutions
•Process Flow Improvement
• Develop Future State Process Map(s)
•Process Balancing
• Develop Pilot Plan
•Standard Work
• Pilot Solution
•Quick Change Over
• Develop Full Scale Action/
•Design of Experiments (DOE)
Implementation Plan
•Solution Selection Matrix
• Complete Improve Gate
•‘To-Be’ Process Mapping
•Poka-Yoke
•6S Visual Mgt
•RIE
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO 2

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Changeover Definition
The amount of time taken to change
equipment from the Last Good Part of a
process to the First Good Part of the
next process
Clock Time, not Labor Time!
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Traditional vs. CPI Thinking
 Traditional Thinking
 Changeovers cause downtime
 Changeovers cause poor utilization, defects & scrap
 Big Batch Size desirable - “The Bigger, the Better”
(less changeovers)
 CPI Thinking
 Quick changeovers decrease downtime
 Well designed changeovers decrease waste
 Quick changeovers (with small batches) Increases
Flexibility
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Why Quick Changeover?
Shorter Changeover Times
More Frequent Changeovers
Smaller Batch Sizes
Shorter Lead Times
Increased Combat Capability!
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Internal vs. External
The first task is to recognize that there
are two essentially different components
of any changeover, Internal Activities
and External Activities.
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Changeover Activities
 Internal Activities
 An activity that must be performed while the machine
or process is turned off (no product)
 Example – Refuel plane on the ground
 External Activities
 An activity that can be performed while the machine or
process is turned on (producing product)
 Example – Refuel plane in the air
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Improvement Steps
1. Identify changeover activities and document the
process (time each step).
2. Separate Internal activity from External activity
External Internal External
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Internal vs. External Quiz
Possible CT Scan Changeover Steps: Which are
1. Machine is turned off as scan ends Internal &
2. IV is removed from the patient
3. Patient is moved off of scan bed
Which should
4. Patient is removed from CT scan room be External?
5. New Patient is identified off of CT scan schedule
6. New Patient is brought into CT scan room
7. Patient identification is verified
8. CT Scan procedure is explained to patient
9. Type of Scan is verified from Physician Orders
10. IV is started on new Patient
11. Patient is placed on CT scan bed
12. CT Scan machine is turned on and scan begins
Adapted from “A Lean Guide to
Transforming Healthcare”, Zidel, 2006
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Internal vs. External Quiz
Possible CT Scan Changeover Steps: Internal
1. Machine is turned off as scan ends External
2. IV is removed from the patient
3. Patient is moved off of scan bed
4. Patient is removed from CT scan room
5. New Patient is identified off of CT scan schedule
6. New Patient is brought into CT scan room
7. Patient identification is verified
8. CT Scan procedure is explained to patient
9. Type of Scan is verified from Physician Orders
10. IV is started on new Patient
11. Patient is placed on CT scan bed
12. CT Scan machine is turned on and scan begins
Adapted from “A Lean Guide to
Transforming Healthcare”, Zidel, 2006
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Improvement Steps
1. Identify activities and document the process.
2. Separate Internal from External activity
3. Convert Internal to External
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Converting Internal to External
 Prepare operating conditions prior to changeover
 Preheat molds or dies
 Prepare Patient or Care-givers
 Prepare service materials or providers
 Pre-adjust parts
 Use intermediary sets
 Preset tools
 Position dies
 Standardize necessary functions
 Change the fewest parts possible
 Minimize or eliminate adjustments
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Improvement Steps
1. Identify activities and document the process.
2. Separate Internal from External activity
3. Convert Internal to External
4. Reduce all remaining activities.
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Reduce All Remaining Activities
 Perform Parallel Operations
 Improve Clamping Mechanisms
 One turn clamps
 One motion methods
 Eliminate all adjustments
 Numerical Settings vs. “Feel”
 Automate activities where appropriate
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Pit Stop Photo
Team with Pre-assigned Tasks Placement Clearly
Defined
Quick Connect & Tools Properly Positioned Prior
Disconnect Devices to Arrival
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Takeaways
 Remember Safety at all times!!!
 Change internal to external then reduce all
activities
 Standards are standards, they are not flexible
 Standardize all changeover operations
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What other comments or questions
do you have?
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