Changeover Optimizer Chart

CHANGEOVER OPTIMIZER TOOL VERSION 3.
00
Copy write - Zarpac Inc. 2011, all rights reserved

Paul J. Zepf P.Eng. M.Eng. CPP
Zarpac Inc. 1185 North Service Road East,
Oakville, Ontario, L6H 1A7, Canada
Tel: 905-338-8880 Ext. 131
Fax 905-338-3521
pzepf@zarpac.com
Free use for customers and product manufacturers within their organization
GUIDELINES
In present status worksheet - observe and sequentially itemize the tasks and get their times (approximate is fine for first go through to get started)Time or estimate present internal, external, parallel, eliminate and simplify aspects and potentials.
In present status worksheet - Prioritize the task steps that are critical, problematic and use excessive time. For Internal, External, Parallel, Eliminate and Simplicity make the values negative.
Action plan duplicates over present status. Adjust numbers in yellow (add to negative values) as your best estimate of the time saved if you improvements were done.
Action plan duplicates over action plan. Adjust numbers in yellow (add to negative values) as to the actual results documented.
To add more task lines, highlight task row 38 on row marker 46 and insert row and add the task. Make sure task numbers are corrected where required. Chart will adjust to the added rows.
To delete a task line or reduce tasks to a number less than 38, highlight task row 38 on row marker 46 and delete row. To delete more rows, highlight row 45 (Task 37) and delete. Continue to get the required tasks. Chart will adjust to the deleted rows.
Priority Column - Rate 1 for must do, 2 for do after 1s done. 3 for non time benefit. 4 nice to do.
Task Column - Describe the task with sufficient detail that someone superficially familiar with the machine could accomplish the task. Break tasks up into micro not nano detail. See examples given.
Comments - Notes and watch outs. Also set points and references that would be handy to know to eliminate guessing.Also what to do if you have off spec materials.
Persons - Number of people required to do this task safely and efficiently.
Present Task Time - Time to do this task from start to finish.
Internal - This time is for part of the task that can only be done on the machine when down and in the locked out changeover mode. Can it be reduced in time? How? How much? See simplify.
External - This time is for part of the task that could be done at anytime on or off the machine or on or off the line. Make it a negative value. Therefore it is a prime candidate for reduction or elimination.
Parallel - This time is for part of the task that could be done by someone else as one is doing any other task. This task is not sensitive to being done sequentially. Could be done at anytime by any person free while someone else is doing sequential tasks.
Eliminate - This time could be eliminated, such as looking for tools, using a tool, combining tasks, changing part to eliminate a task, etc. If task is eliminated it should show as a zero value on the graph.
Simplify - This task is internal, but could be reduced or made easier to accomplish, such as reduced components, no fasteners, lighter weight, no exposed sharp edges, etc.
Difficulty of doing Task - Ergonomics - On a subjective but reasonable approach, how awkward, unsafe, tiring, noisy, sweaty of a task is it. Score 1 to 10 with 10 being a snap to do and 1 unbearable to do.
Negative values are activities that could and should be eliminated first or if not then reduced. Internal activities should be reduced if possible.
OTHER TIPS
Develop a program to double gang (double crew) changeover with support staff, using available mechanical, electrical & supervisory resources.
Personnel that are on call but waiting in the plant or have time availability. Post all changeovers for available people to converge on line with changeover and report to line supervisor or lead hand.
Every changeover needs to have a lead person to direct and command.
Eliminate the use of tools or fasteners as much as possible.
Write up procedures and STIs. See report on how to do STI (Sequential Task Instructions).Training is ineffectual without STI. Pictorgrams or marked photos are better than text.
Mentoring and hands on is critical. Practice is key and coordination with others a must.
Classification: Restricted
#
Plant XYZ Food Company
Line line B2L3
Product 350 ml Salad Dressing
Date Monday, October 03, 2011
Step Priority Task to be done
Run out product to holding tank or drain
1
Flush out with pigging
2 1
Clear the line or machine of previous product and
3 inputs.
Dispose of garbage and previous product.
4 2
Remove turret guide neck pedestals on place on
5 dolly
Loosen & move discharge back guide rail forward to
6 clear discharge star.
Remove discharge star and place on dolly
7 3
Remove centre guide and place on dolly
8 3
Get wrench to remove feed screw
9 3
Remove feed screw and place on dolly
10
Loosen and move forward the feed screw back up
11 guide to clear infeed star wheel
Remove the infeed star wheel and place on dolly
12
CIP Lines
13 1
Clean floor and machine areas of product and
14 cleaning fluids
Clean exposed machine areas
15
Move previous change parts on dolly to storage
16 1 area.
Tag for inspection and cleaning.
17
Get required change parts for next run
18
# Classification: Restricted
Check that all change parts are there and in order
19
Move dolly with change parts to the point of use.
20 1
Review Set Up Instructions (STI)
21
Install each turret neck pedestal one at a time.
22
Install the discharge star wheel
23
Adjust the back guide rail back to new product
24 position
Install the center guide unit
25
Install the infeed star wheel
26
Adjust the back guide rail back to the new product
27 position
Install the feed screw
28
Get wrench to install feed screw
29
Feed new product into lines to filler
30 2
Test product clearances with product sample and
31 test sensors
Fill surge tank with new product
32
Stage inputs to the line
33
Queue or feed products to the feed screw
34 2
Run a turret sequence out of filler
35
Inspect and measure fills
36
Sign off and give clear signal to run
37
Run production
38
Table for Changeover Optimizer Chart COC
Present
Comments Persons Task Time Internal External
1 5.00 5.00
Do during task 1. Improve pigging
procedures. 1 4.75 0.00
Do during task 1.
1 3.75 0.00
Simplify and eliminate lost time and do
during task 1 1 2.75 0.00 -2.75
Eliminate fasteners with locking pin
1 9.75 5.50
1 0.75 0.75
1 0.50 0.50
1 0.50 0.50
Eliminate need for wrench. Tooless
requirement. Simple change design. 1 0.50 0.00
1 0.50 0.50
1 0.25 0.25
1 0.25 0.25
1 24.00 20.25
Improve the effectiveness and efficiency of
the cleaning, but keep the same time. 1 8.75 5.75
Do in step 14.
1 4.25 2.00
Do this during task 13 or CIP lines.
1 7.00 1.25 -5.75
1 0.75 0.00 -0.75
1 1.50 0.00 -1.50
1 0.75 0.00 -0.75
1 3.25 1.00 -2.25
1 0.50 0.00 -0.50
1 9.75 7.25
1 0.50 0.50
1 0.25 0.25
1 0.25 0.25
1 0.25 0.25
1 0.25 0.25
Change procedure and improve
attachment mechanism. 1 1.25 0.75
1 0.50 0.00
1 6.50 5.25
1 0.50 0.50
1 1.75 1.75
Do during task 30.
1 3.75 0.00 -3.75
1 4.00 2.75
1 1.00 1.00
1 1.75 1.75
1 0.25 0.25
0.00 0.00
Minutes 112.50 66.25 -18.00
Percent 100.0% 58.9% -16.0%
rt COC Graph of Changeove
Difficulty of 3
Only input into yellow cells Doing Task
Parallel Eliminate Simplify Ergonomics 2
3.00
2
-4.75 5.00
2
-3.75 2.50
2
1.00
-3.50 -0.75 6.50 2
8.00 Time For Task in Minutes 1
7.00 1
7.00
1
-0.50 8.00
1
6.00
1
8.00
7.00
-3.75 6.00
-3.00 3.00
-2.25 1.00
6.00
8.00 1 2 3 4 5 6
-
7.00
-
-
#
1 2 3 4 5 6
-
8.00 -
7.00 -
9.00 -
-2.50 4.00
-1
7.00
8.00
7.00
7.00
Estimated Potenti
8.00
-0.50 7.00
-0.50 8.00
30.00
-1.25 1.50
5.00 25.00
7.00
20.00
1.00 T
i
m
-1.25 6.00 e
f 15.00
o
6.50 r
t
6.00 h 10.00
e
T
3.00 a
s 5.00
0.00 k
i
n
-10.75 -4.50 -13.00 M
-9.6% -4.0% -11.6% i 0.00
n 1 2 3 4 5 6 7 8 9
u
t
e
s
#
i
n
M
i 0.00
n 1 2 3 4 5 6 7 8 9
Difficulty Factor = 5.84 u
Median = 7.00 t
e
s
aph of Changeover Task Activities by Type Internal Activity External Activity Par
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 2
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 2
Present Changeover Time = 112.50 Minutes
Estimated Potential Time Savings = 46.25 Minutes
Estimated Potential Changeover Possible = 66.25 Minutes
Percent Reduction = 41.1%
Present Time for Tasks
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
Task Step
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
Task Step
Free use for customers and product m
al Activity Parallel Activity Eliminate Simplify
23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38
23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38
Zarpac Inc. 1185 North Service Road East,
pzepf@zarpac.com
4 25 26 27 28 29 30 31 32 33 34 35 36 37 38
4 25 26 27 28 29 30 31 32 33 34 35 36 37 38
omers and product manufacturers within their organization
Use this spreadsheet to work out you plan, ideas and expectations
Change the numbers by adding to the negatives (reducing Internal, Parallel, Eliminat
Line line B2L3
1 0
2 1
Clear the line or machine of previous product
3 0 and inputs.
4 2
5 0 dolly
Loosen & move discharge back guide rail
6 0 forward to clear discharge star.
7 3
8 3
9 3
10 0
Loosen and move forward the feed screw back
11 0 up guide to clear infeed star wheel
Remove the infeed star wheel and place on
12 0 dolly
CIP Lines
13 1
14 0 cleaning fluids
15 0
16 1 area.
17 0
18 0
Check that all change parts are there and in
19 0 order
Move dolly with change parts to the point of
20 1 use.
21 0
22 0
23 0
24 0 position
25 0
26 0
Adjust the back guide rail back to the new
27 0 product position
28 0
29 0
30 2
Test product clearances with product sample
31 0 and test sensors
32 0
33 0
34 2
35 0
36 0
37 0
Run production
38 0
zer Chart COC
you plan, ideas and expectations
ives (reducing Internal, Parallel, Eliminate, Simply) to fit the expectations of improvement act
Some tasks may still have external, parallel, eliminate, simplify aspects. For another day.
Planned Only input into yellow cells

Comments Persons Task Time Internal External Parallel
0
1 5.00 5.00 0.00 0.00
procedures. 1 1.00 0.00 0.00 -3.75
Do during task 1.
1 0.00 0.00 0.00 -3.75
during task 1 1 0.00 0.00 -2.75 0.00
1 5.50 5.50 0.00 0.00
0
1 0.75 0.75 0.00 0.00
0
1 0.50 0.50 0.00 0.00
0
1 0.50 0.50 0.00 0.00
requirement. Simple change design. 1 0.00 0.00 0.00 0.00
0
1 0.50 0.50 0.00 0.00
0
1 0.25 0.25 0.00 0.00
0
1 0.25 0.25 0.00 0.00
0
1 20.25 20.25 0.00 0.00
the cleaning, but keep the same time. 1 5.75 5.75 0.00 0.00
Do in step 14.
1 2.00 2.00 0.00 -2.25
1 2.25 1.25 -4.75 0.00
1 0.00 0.00 -0.75 0.00
1 0.00 0.00 -1.50 0.00
1 0.00 0.00 -0.75 0.00
1 1.00 1.00 -2.25 0.00
1 0.00 0.00 -0.50 0.00
0
1 7.25 7.25 0.00 0.00
0
1 0.50 0.50 0.00 0.00
0
1 0.25 0.25 0.00 0.00
0
1 0.25 0.25 0.00 0.00
0
1 0.25 0.25 0.00 0.00
0
1 0.25 0.25 0.00 0.00
attachment mechanism. 1 0.75 0.75 0.00 0.00
0
1 0.00 0.00 0.00 0.00
0
1 5.25 5.25 0.00 0.00
0
1 0.50 0.50 0.00 0.00
0
1 1.75 1.75 0.00 0.00
Do during task 30.
1 0.00 0.00 -3.75 0.00
0
1 2.75 2.75 0.00 0.00
0
1 1.00 1.00 0.00 0.00
0
1 1.75 1.75 0.00 0.00
0
1 0.25 0.25 0.00 0.00
0
1 0.00 0.00 0.00 0.00
Minutes 68.25 66.25 -17.00 -9.75
Percent 100.0% 97.1% -24.9% -14.3%
Graph of Changeover Task
3
improvement actions.
other day.
2
Difficulty of
Only input into yellow cells Doing Task 2
Eliminate Simplify Ergonomics
0.00 0.00 3.00 2
0.00 0.00 5.00 2
0.00 0.00 2.50

2
Time For Task in Minutes
0.00 0.00 1.00

1
-3.50 -0.75 6.50
0.00 0.00 8.00 1
0.00 0.00 7.00

1
0.00 0.00 7.00

1
-0.50 0.00 8.00
1
0.00 0.00 6.00
0.00 0.00 8.00
0.00 0.00 7.00
0.00 -3.75 6.00
0.00 -3.00 3.00
0.00 0.00 1.00
0.00 0.00 6.00

1 2 3 4 5 6 7 8
-
1 2 3 4 5 6 7 8
0.00 0.00 8.00
-
0.00 0.00 7.00
-
0.00 0.00 8.00
0.00 0.00 7.00 -
0.00 0.00 9.00

-
0.00 -2.50 4.00
-1
0.00 0.00 7.00
0.00 0.00 8.00
0.00 0.00 7.00

Estimated Potential Time Savings Left f
0.00 0.00 7.00
Estimated Potential Chang
0.00 0.00 8.00
Percent Reduction
0.00 -0.50 7.00
-0.50 0.00 8.00

30.00
0.00 -1.25 1.50
0.00 0.00 5.00 25.00
0.00 0.00 7.00 T

i
m 20.00
0.00 0.00 1.00 e
f
0.00 -1.25 6.00 o
r
t 15.00
0.00 0.00 6.50 h
e
T
0.00 0.00 6.00 a 10.00
s
0.00 0.00 3.00 k
i
n
M 5.00
i
n
# Classification:
u Restricted
t
0.00
T
a
s 10.00
k
i
n
0.00 0.00 0.00 M 5.00
i
-4.50 -13.00 n
u
-6.6% -19.0% t
0.00
Difficulty Factor = 5.68 e
1 2 3 4 5 6 7 8 9 10 11
s
Median = 6.75
f Changeover Task Activities by Type Internal Activity External Activity Parallel Activit
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
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
Negative values are activities that could and should be eliminated or reduce
Present Changeover Time = 112.50 Minutes
al Time Savings Left for another day = 2.00 Minutes
ated Potential Changeover Possible = 66.25 Minutes
Percent Reduction Still Available = 1.8%
7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 3
Task Step
Parallel Activity Eliminate Simplify
25 26 27 28 29 30 31 32 33 34 35 36 37 38
25 26 27 28 29 30 31 32 33 34 35 36 37 38
liminated or reduced.
Zarpac Inc.
Oakville, Ontario, L6H 1A7 1185 North Service Road East,
pzepf@zarpac.com
Action Plan Times for Tasks
26 27 28 29 30 31 32 33 34 35 36 37 38
Change the numbers by adding to the negatives (reducing Internal, Paralle
Line line B2L3
1 0
2 1
Clear the line or machine of previous product
3 0 and inputs.
4 2
5 0 dolly
Loosen & move discharge back guide rail
6 0 forward to clear discharge star.
7 3
8 3
9 3
10 0
Loosen and move forward the feed screw back
11 0 up guide to clear infeed star wheel
Remove the infeed star wheel and place on
12 0 dolly
CIP Lines
13 1
14 0 cleaning fluids
15 0
16 1 area.
17 0
18 0
Check that all change parts are there and in
19 0 order
Move dolly with change parts to the point of
20 1 use.
21 0
22 0
23 0
24 0 position
25 0
26 0
Adjust the back guide rail back to the new
27 0 product position
28 0
29 0
30 2
Test product clearances with product sample
31 0 and test sensors
32 0
33 0
34 2
35 0
36 0
37 0
Run production
38 0
zer Chart COC
negatives (reducing Internal, Parallel, Eliminate, Simply) to fit the actual improvem
Some tasks may still have external, parallel, eliminate, simplify aspects. For another day.
Planned Only input into yellow cell

Comments Persons Task Time Internal External Parallel
0
1 5.00 5.00 0.00 0.00
procedures. 1 1.00 0.00 0.00 -3.75
Do during task 1.
1 0.00 0.00 0.00 -3.75
during task 1 1 0.00 0.00 -2.75 0.00
1 5.50 5.50 0.00 0.00
0
1 0.75 0.75 0.00 0.00
0
1 0.50 0.50 0.00 0.00
0
1 0.50 0.50 0.00 0.00
requirement. Simple change design. 1 0.00 0.00 0.00 0.00
0
1 0.50 0.50 0.00 0.00
0
1 0.25 0.25 0.00 0.00
0
1 0.25 0.25 0.00 0.00
0
1 20.25 20.25 0.00 0.00
the cleaning, but keep the same time. 1 5.75 5.75 0.00 0.00
Do in step 14.
1 2.00 2.00 0.00 -2.25
1 2.25 1.25 -4.75 0.00
1 0.00 0.00 -0.75 0.00
1 0.00 0.00 -1.50 0.00
1 0.00 0.00 -0.75 0.00
1 1.00 1.00 -2.25 0.00
1 0.00 0.00 -0.50 0.00
0
1 7.25 7.25 0.00 0.00
0
1 0.50 0.50 0.00 0.00
0
1 0.25 0.25 0.00 0.00
0
1 0.25 0.25 0.00 0.00
0
1 0.25 0.25 0.00 0.00
0
1 0.25 0.25 0.00 0.00
attachment mechanism. 1 0.75 0.75 0.00 0.00
0
1 0.00 0.00 0.00 0.00
0
1 5.25 5.25 0.00 0.00
0
1 0.50 0.50 0.00 0.00
0
1 1.75 1.75 0.00 0.00
Do during task 30.
1 0.00 0.00 -3.75 0.00
0
1 2.75 2.75 0.00 0.00
0
1 1.00 1.00 0.00 0.00
0
1 1.75 1.75 0.00 0.00
0
1 0.25 0.25 0.00 0.00
0
1 0.00 0.00 0.00 0.00
Minutes 68.25 66.25 -17.00 -9.75
Percent 100.0% 97.1% -24.9% -14.3%
Graph of Changeover Task
ctual improvements.
other day. 3
Difficulty of 2
Only input into yellow cells Doing Task
Eliminate Simplify Ergonomics 2
0.00 0.00 3.00
2
0.00 0.00 5.00
2
0.00 0.00 2.50
0.00 0.00 1.00 2

Time For Task in Minutes
-3.50 -0.75 6.50

1
0.00 0.00 8.00
1
0.00 0.00 7.00
1
0.00 0.00 7.00
-0.50 0.00 8.00 1
0.00 0.00 6.00 1
0.00 0.00 8.00
0.00 0.00 7.00
0.00 -3.75 6.00
0.00 -3.00 3.00
0.00 0.00 1.00
0.00 0.00 6.00

1 2 3 4 5 6 7 8 9
-
-
0.00 0.00 8.00 1 2 3 4 5 6 7 8 9
-
0.00 0.00 7.00
0.00 0.00 8.00 -
0.00 0.00 7.00 -
0.00 0.00 9.00

-
0.00 -2.50 4.00
-1
0.00 0.00 7.00
0.00 0.00 8.00
0.00 0.00 7.00

Potential Time Savings Left f
0.00 0.00 7.00
Potential Chang
0.00 0.00 8.00
Percent Reductio
0.00 -0.50 7.00
-0.50 0.00 8.00

30.00
0.00 -1.25 1.50
0.00 0.00 5.00 25.00
0.00 0.00 7.00 T

i
m
0.00 0.00 1.00 e 20.00
f
0.00 -1.25 6.00 o
r
t 15.00
0.00 0.00 6.50 h
e
T
0.00 0.00 6.00 a
s 10.00
0.00 0.00 3.00 k
i
n
M
i 5.00
n
# Classification:
u Restricted
t
T
a
s 10.00
k
i
n
0.00 0.00 0.00 M
i 5.00
-4.50 -13.00 n
u
-6.6% -19.0% t
Difficulty Factor = 5.68 e 0.00
s 1 2 3 4 5 6 7 8 9 10 11
Median = 6.75
Changeover Task Activities by Type Internal Activity External Activity Parallel Activity
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
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
Negative values are activities that could and should be eliminated or reduce
New Changeover Time = 112.50 Minutes
al Time Savings Left for another day = 2.00 Minutes
Potential Changeover Possible = 66.25 Minutes
Percent Reduction Left Possible = 1.8%
7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 3
Task Step
Free use for customers and product m
Parallel Activity Eliminate Simplify
25 26 27 28 29 30 31 32 33 34 35 36 37 38
25 26 27 28 29 30 31 32 33 34 35 36 37 38
liminated or reduced.
Zarpac Inc.
Oakville, Ontario 1185 North Service Road East,
pzepf@zarpac.com
Actual Time for Tasks
26 27 28 29 30 31 32 33 34 35 36 37 38
omers and product manufacturers within their organization
JUSTIFICATION - Return On Investment Capital and
Plant - Product -
Conditions or State the Stoppage condition and detail as to: 1. whether it is a planned or unplanned event. 2. The nature
and people. 4. The impact on qualtiy and the customer. 5. The impact on schedule and distribution.
Opportunities -
Root Cause -
Solution -
DATA ENTRY
S 1 Number of shift operations per day
sh 8 Number of hours per shift
wd 5 Number of work days per week
wk 50 Weeks worked per year
COn 0.5 Present Number of Changeovers per shift
COt 112.50 Present Average Time for Changeover in minutes
COan 0.5 Anticipated Number of Changeovers per shift after improvements
COat 68.25 Anticipated Average Time for Changeover in minutes after improvements
wcp 178 Present Number of equivalent wasted products as a result of Changeover
wca 70 Anticipated Number of equivalent wasted products as a result Improvements in Changeover
wb 180 Speed of Production Line at Steady State
v $ 0.5000 Cost of material & invested value of each product. Variable Cost per unit.
pr $ 0.1460 Profit per unit produced.
Mc $ 225,000 Price of solution. Includes all capital, installation and expense costs.
Line Allocated Fixed Overhead

$ 2,890,000 ANTICIPATED
RESULTS
Present Producing Line Cost/hr $ 6,750 Annual cost savings resulting from solution
$ 7,811 $ 99,363 Annual cost of Potential profits
$ 198,822 Annual cost savings in Improved Changeo
Present Cost/Product $ 304,935 Total annual cost savings of solution, inclu
$ 0.6997 $ 10,466,284 Annual total costs to run production line
0.74 Return on solution in years
Anticipated New Cost/Product 8.85 Return on solution in months
$ 0.6907 2.91 Percent of total savings to total fixed + var
$ 7,308 New Producing Line Cost per hour in dolla
Anticipated new Fixed Cost/hr OEE From
$ 2,018
Free use for customers and product manufacturers within their organization
ent Capital and Annual Cost Savings Analysis
Product - Line - Date -
d or unplanned event. 2. The nature and detail of the condition. 3. The impact on machinery Comments:
on schedule and distribution.
CALCULATIONS
2000 Potentail available production hours
125 Present number of Changeovers per year
234.38 Present Changeover Time per year in hours
125 Anticipated Number of Changeovers after Improvements
142.19 Anticipated Changeover Annual Time after Improvements
92.19 Planned Downtime Saved in Changeover Improvements in hours
13,500 Annual equivalent reduced scrap for all Changeovers
1340 Maximum Present utilized annual production hours
92.19 Adjusted production hours available from Changeover Improvements.
mprovements in Changeover 1,432.19 Adjusted new annual production hours available from and Changeover Improvements.
21,600,000 Total Present Theortical Output Possible
14,472,000 Total Present output after OEE considerations
15,152,569 Anticipated new production annual output.
680,569 Annual increase in products produced due to all Modifications and Improvements.
$ 2,157 Process line production rate cost per hour inFixed overhead
Copywrite - Zarpac Inc. 2011, all rights reserved
Paul J. Zepf P.Eng. M.Eng. CPP Recommended Start Date:
Zarpac Inc. 1185 North Service Road East, __________________________________
pzepf@zarpac.com Target Completion Date:
st savings resulting from solution reducing product waste __________________________________
st of Potential profits
st savings in Improved Changeover
ual cost savings of solution, including reduction of product waste & speed increases __________________________________
tal costs to run production line Total Fixed + Variable costs. Drawn Up By:
solution in years Date: _________________________
solution in months
f total savings to total fixed + variable production costs.
ucing Line Cost per hour in dollars __________________________________
0.670 To 0.702 Anticipated Improvement Approved By:
Date: _________________________
Only input into yellow cells
Date -
s:
60 min/hr
r Improvements.
and Changeover Improvements.
fications and Improvements.
nded Start Date:

__________________________
mpletion Date:
__________________________
__________________________
_________________________
__________________________
_________________________

Changeover Optimizer Chart

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Changeover Optimizer Chart

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CHANGEOVER OPTIMIZER TOOL VERSION 3.

Copy write - Zarpac Inc. 2011, all rights reserved

Present Task Time - Time to do this task from start to finish.

-3.50 -0.75 6.50 2

8.00 Time For Task in Minutes 1

Present Changeover Time = 112.50 Minutes

Estimated Potential Time Savings = 46.25 Minutes

Estimated Potential Changeover Possible = 66.25 Minutes

Percent Reduction = 41.1%

Present Time for Tasks

Copy write - Zarpac Inc. 2011, all rights reserved

Paul J. Zepf P.Eng. M.Eng. CPP

Zarpac Inc. 1185 North Service Road East,

Oakville, Ontario, L6H 1A7, Canada

Present Time for Tasks

omers and product manufacturers within their organization

Planned Only input into yellow cells

0.00 0.00 3.00 2

0.00 0.00 5.00 2

0.00 0.00 2.50

0.00 0.00 1.00

0.00 0.00 8.00 1

0.00 0.00 7.00

0.00 0.00 7.00

0.00 0.00 8.00

0.00 0.00 7.00

0.00 -3.75 6.00

0.00 -3.00 3.00

0.00 0.00 1.00

0.00 0.00 6.00

0.00 0.00 7.00 -

0.00 0.00 9.00

0.00 0.00 8.00

0.00 0.00 7.00

-0.50 0.00 8.00

0.00 0.00 5.00 25.00

0.00 0.00 7.00 T

Present Changeover Time = 112.50 Minutes

al Time Savings Left for another day = 2.00 Minutes

ated Potential Changeover Possible = 66.25 Minutes

Percent Reduction Still Available = 1.8%

Present Time for Tasks

Copy write - Zarpac Inc. 2011, all rights reserved

Paul J. Zepf P.Eng. M.Eng. CPP

Oakville, Ontario, L6H 1A7 1185 North Service Road East,

Action Plan Times for Tasks

Planned Only input into yellow cell

0.00 0.00 1.00 2

-3.50 -0.75 6.50

-0.50 0.00 8.00 1

0.00 0.00 6.00 1

0.00 0.00 8.00

0.00 0.00 7.00

0.00 -3.75 6.00

0.00 -3.00 3.00

0.00 0.00 1.00

0.00 0.00 6.00

0.00 0.00 8.00 -

0.00 0.00 7.00 -

0.00 0.00 9.00

0.00 0.00 8.00

0.00 0.00 7.00

-0.50 0.00 8.00