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Rapid Change-Over

The ability to achieve rapid change-overs is not just an aide to improved productivity, but an essential element in a company’s cost-leadership strategy.  There are specific techniques which can achieve dramatic improvements in set-up and change-over times.  There is evidence that companies have applied these techniques and reduced the change-over times by 90%.  The international benchmark for change-overs is now measured in seconds, not hours or days.  Companies which are able to understand these techniques and integrate them into their manufacturing strategy can reap huge rewards in terms of cost savings, increased productivity, and technical leadership

Achieving such dramatic improvements however requires the company to develop skills in process analysis & design so that existing change-over procedures can be improved, and new more effective processes created. Studies indicate two standpoints from which this objective can be achieved.  One assumes that the elements of work in the change-over cycle are essentially sound. In this case, detailed process analysis is required to identify improvements. This approach calls for regular evaluations and demands that small constant improvements are made.

The other approach is more radical. It challenges whether the existing methods are still appropriate and may call for a complete re-design of the change-over process.   This approach is inherently more risky, yet still popular because the potential process improvements are dramatic and can transform business efficiency from mediocre to world-class in very short timescales. Accordingly it must be undertaken under a robust and well-managed framework

This course will clearly define and explain the principles and practice of established set-up reduction techniques like SMED, parallel processing, change-over analysis and design.

The course will be ‘highly practical’ in nature.  It will present current thinking and trends and delegates will work through ‘live’ case studies drawn directly from the personal ‘food industry’ experience of the tutor, who has not only designed and installed food process lines, but has achieved change-over reductions of 85%.

Delegates will be expected to work in teams and make presentations on both their understanding of the principles presented and how they will apply to the Saudi Snacks business.

Course Objectives 
By the end of this course, participants will be able to:

  • Differentiate between Process Efficiency and Process Effectiveness
  • Differentiate between Evolutionary and Revolutionary process Analysis
  • Understand the principles and practice of process analysis and design
  • Understand link between both evolutionary and revolutionary process analysis  & international standards of excellence like ISO
  • Understand the concept of SMED change-over reduction and how it can be used to dramatically improve processes.
  • Understand the principles of Process Re-engineering, and the dramatic results it can achieve and the implications on the operating culture in companies that use it. 
  • Understand how to set up, run and analyse a ‘minute’ change-over study.
  • Understand how to use ‘parallel processing’ to reduce set-up times.
  • Under stand the technique of Poke Yoke, and its relevance to Changeovers.

The delegates, in teams, will have considered a number of case studies and created and presented an Implementation Strategy for showing how the ‘learnings’ can be directly applied to the Saudi Snacks organisation.

Content:

Day One

  • The routemap
  • Introductionto Change-over Reduction. What can be achieved?
  • Internationalbenchmarks for change-over times.
  • Evolutionary& Revolutionary change-over reduction.
    • Efficiencyversus Effectiveness
    • The twofundamental approaches to Change-over reduction.
  • Theprinciple of Discontinuity and Process design.
    • CaseStudy: The Puncture
    • 4T Change-overdesign
  • Basic process design Exercise : System 38
  • SMED system of change-over reduction and itsapplication.
    • The power of ‘mining’ (5-Why technique)
    • The standing 10 technique
  • Case Study  – Lion Foods.  Mars Line. 85% Change-overreduction.

Day Two

  • Review and team challenge
    • AAA analysis (Awareness, Analysis, and Applicationof Day 1 ‘learnings’.
    • The Team Challenge Quiz
  • Parrallel Process analysis
  • Case Study  – PAXAR food packaging. Applying 4T using 'RAT' Teams.
  • Poke yoke design exercise
  • Team exercise – Project Saudi Snacks
  • Team Presentations
  • Commitment to action – Next steps

 

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