Quick Changeover Benefits

Changeover
CONFIDENTIAL Document Number : GBE-KPO-2-023-00

Revision Number : 06
Effective Date : 28 March , 2013
Document Title : Document # : Revision
GBE-KPO-2-023-00 06
Changeover
Document Owner :
Asoga Tannimalay
REVISION HISTORY
Revision Description of Change Writer/Reviser Effective Date
02 Document formatted as per DMS policy Asoga Tannimalay Mar 26, 2010
03 Package complete reviewed Asoga Tannimalay June 14, 2011
04 Complete review of document Asoga Tannimalay January 16, 2012
05 Document updated with the latest template Chandran Bendaiya September 06, 2012
06 Complete review of document Asoga Tannimalay March 28, 2013
COMPANY Changeover
CONFIDENTIAL Printed copies are uncontrolled copies.
2 GBE-KPO-2-023-00
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Table of Contents
Contents Slide(s) Contents Slide(s)
Overview & Scope 4 Quick Changeover Rules 38
Objective 5 Quick Changeover mindset 39
Definition of Changeover 6 Avoid the Large Batch Vicious Cycle 40
Purpose of Quick Changeover 7 Lean Mentality 41
Impact from Quick Changeover 8 External Activities from Flextronics Operations 42
How to go about Quick Changeover? 9 Quick Changeover Benefits 43
Before Quick Changeover 10 Quick Changeover & Impact to Operations 44
Quick Changeover in Action 11 Quick Changeover & Impact to OEE 45
Quick Changeover in Formula 1 12 Ideas for improvement 46

Systematic Approach to Quick Changeover 13
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Overview and Scope
Overview
 Changeover is a process of converting or transiting a line, machine or materials from one condition or
system to another.
 It happens when there is a transition from one product or module to another.
 Quick changeover is measured by the time gap between the ending time of the last good piece produced
from the previous model and the beginning time of the first good piece produced from the next model.
 Quick changeover minimizes equipment’s idle time and thereby helps respond much faster to the
customer needs.
Scope
 Changeover time
 Quick changeover
 Quick changeover process step
 Impact on OEE
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Objectives
 Reduce internal activities by converting them to external activities
 Reduce the changeover related downtime
 Reduce the cost and effort required to perform a changeover
 Extract the benefits of quick changeover from all the related areas of the production system
Changeover
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Definition of Changeover
 Changeover is a process of switching machinery between two states.
Operating last good piece Operating first good

of the ‘A’ model Down time / piece of the ‘B’ model
Idle time
T1 T2
 Changeover is defined by the time gap between ending time of the last operating piece
produced from the previous model ‘A’, say T1, and the beginning time of the first operating
piece produced from the next model ‘B’, say T2.
Therefore, changeover time = T2 – T1
Changeover
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Purpose of Quick Changeover
Why should production changeover time be reduced?

Production facilities are challenged to changeover the production of one product to another
in a timely and cost effective manner.
This is driven by the desire to:
1. Improve the flexibility to drive smaller lot sizes (reduce WIP/Inventory)
2. Improve the Overall Equipment Effectiveness (OEE)
3. Reduce or shorten lead times
4. Increase production capacity
5. Reduce CAPEX or CAPEX Avoidance
6. Increase the flexibility by reducing lot sizes
Faster changeovers can lead to either more frequent setups or an increase in the available
production time, and both these can substantially improve factory performances.
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Impact of Quick Changeover
Support s Pull System Implementation: Reduces Inventory :
Quick changeovers facilitate small lot production and Dramatic cost improvements
this in turn facilitates pull systems Reduces Lead Time:
Improves Quality: Shrinks the time it takes to deliver the product to a
Quicker feedback from customer or customer process customer
and reduced process variability Improves Flexibility:
Increases Capacity: Changes in customer demands are easy to
Improved capacity for the bottleneck equipment accommodate without any excess inventory
•  Inventory
Allow Smaller Batches Improve Capacity Enable Just-In-Time
(Flexible Production) and Quality Manufacturing •  OEE
•  Flexibility
OPERATIONS •  Manufacturing
SUPPLY CHAIN Lead time
•  Productivity
Reduce Inventory Shorter Material Improve On-Time •  CAPEX
(Lower Capital Cost) Lead Time Delivery
•  Warehouse
Improve Safety : Simpler setups = Safer setups
Changeover
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How to go About Quick Changeover?
 Key to quick changeover is to convert as many internal activities as possible to external
activities.
 An internal activity is a task that can only be executed when the machine is stopped or in an idle
mode.
 An external activity is a task that can be done before or after setting up the machine, without
impacting any of the current operations or stopping the machine.
 Longer changeover time. Last good piece First good piece of

 Internal and external activities are of product A product B
performed during changeover process. Machine Machine
 Require the machine to be stopped or Running Internal and External Activities Running
in an idle mode.
Changeover Time
 Shorter changeover time. Last good piece First good piece of

 External activities are performed before of product A product B
and/or after the changeover takes place. External Activities External Activities
 Do not need the machine to be stopped Internal
Machine Machine
or in an idle mode to perform external Activities
Running Running
activities.
Changeover
Time
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Before Quick Changeover
• How long does it take to change a tire of your car on your own?
• How long does it take to change a tire in a tire workshop?
Typical changeover: 30mins - 2hrs

Changeover
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Quick Changeover in Action
Changing a tire in a car takes anywhere from minutes to hours
because of the number of operations involved in it. You might
have noticed people changing all the four tires of the race car
within few seconds. How is it possible? Here are some of the
differences:
 The people who change the tires are well prepared
 They use the right tools
 There is only one bolt per tire
 People involved in this task receive continuous training
 It is a cumulative experience, and so on
Quick changeover: 20 – 30 seconds
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Quick Changeover in Formula 1
Typical changeover: less than 12 seconds

Changeover
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Systematic Approach to Quick Changeover
• Quick changeover principles can be used and applied in almost all operations or processes.
• In most cases, if the quick changeover principles are followed, drastic reduction in the setup time can be
obtained.
Study Current Separate Internal Convert Internal Streamline Internal Standardize

Changeover and External Tasks to and External Tasks and Document
Activities Tasks External Tasks the Procedure
• Video shoot a • Identify activities • Convert internal • Simplify internal and • Standardize systematic
changeover process done before activities that could be external activities steps involved and
changeover performed before with good solutions document them
• Watch and analyze it
changeover
• Identify activities • Conduct training for
• Identify • Sequence the
done during • Internal activities may sustenance and audit
improvement
changeover require modification to changeover process periodically to assure
opportunities steps to minimize the
transfer to external adherence
activities time involved
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Step 1: Study Current Changeover Activities
Tasks Involved
a) Video shoot a changeover process
b) Watch and analyze it
c) Identify improvement opportunities
What must be achieved at the end of the activity?
a) Identify internal and external elements (Review the
video multiple times)
b) Identify the total lost production time
c) Observe the variances from the standard process
Activity
a) Record the total time between the production of the
last good part from one run to the first good part of the
These activities are
next run
conducted for the purpose of
observing the activity, and not
the person.
Changeover
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Step 2: Separate Internal and External Tasks
Analyze the changeover by breaking it into steps and categorize it as:
Internal elements:
Operations that must be performed after the machine or process is stopped (Examples: Fine -tune, adjust
and clean, etc.)
External elements:
Operations that can be performed while the machine or process is running (Examples: Tools and jig
preparation, pre-heating the mold and extensions etc.)
A high percentage of operations are usually external steps that could be performed before or
after the changeover process.
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Step 2: Separate Internal and External Tasks
What must be achieved at the end of this activity?
a) Internal activities: These are b) External activities: These are

process steps that occur during process steps that could be
the changeover and can only be performed during production
performed when the (They can be performed before Machine is
production is shut down (They or after the changeover) operating
must be performed only during
the changeover) • Cleanup
• Tool preparation and
• Removal of dies retrieval
• Change of blades or tooling • Assembly of subparts
• Loosening/tightening of critical • Paperwork
bolts
Activity : Determine the steps that could be performed outside the actual changeover process.
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Step 3: Convert Internal Tasks to External Tasks
Move as many steps as possible outside the changeover process.

Examples of external steps that may be moved outside the changeover process:
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What steps can actually be performed before or after the changeover?
Internal steps can be moved to external steps:

 For a quick changeover, some internal operations can be transferred to external operations under the
current setup conditions, without any major modifications or expenses.
Before converting internal operations to external operations, you need to consider the following points:
 Internal operations may require some modifications of the current setup conditions before you transfer them
to external operations
 There may be internal operations that cannot be transferred to external operations after any
reasonable modifications to the current setup conditions
 Some external operations can be easily performed while the machine is running under the current
setup conditions. For example, hand tools and fixture preparation, fixture repair, time reports, etc.
 Some external operations can be performed while the machine is running, but may require some
modifications to the current setup conditions. For example, fixture adjustments, die preheating, part
adjustments on the fixture, etc.
Changeover
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Current changeover step Suggestion for improvement

• Retrieve die from the die storage area • Stage the die at the press before the
changeover begins
• Heat die to an operating temperature after • Pre-heat the mold before the changeover
installing the machine begins
• Gather tools, bolts, connectors, etc. • Pre-stage all materials necessary ahead
of time
• Clean the die from the last run before removal • Clean the die in the die shop between
runs
• Do the paperwork for the last run
• Wait until the run begins to complete the
paperwork
• Contact the changeover personnel when the • Perform changeovers to a planned schedule and
production is complete and wait for them to contact the personnel before the production
arrive stops, or train operators to perform their own
changeovers
Activity
d. Standardize settings
a. Eliminate searching
e. Make visual marks
b. Arrange tools and materials ahead of time
f. Eliminate trial runs
c. Complete the pre-work before starting the changeover
g. Postpone the “put away” work
Changeover
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Changeover External Process – Readiness
SMT: Kit Ready for Changeover SMT: Offline Component Verification SMT: Paste Printing Machine Changeover Cart
• Completed kit ready for pull to • Eliminate line down situation due to Cart is prepared with:
changeover component marking issues • Stencil • Setup template
• Assure quality of components feed to the • First article paper
• Feeders verified and arranged in a • Solder paste
line • SMT fixtures and other tools (as
correct sequence • Online Inquiry System linked • Squeegees
needed)
SMT: Floor Marking with Dance Steps SMT: Multi Feeder Unit (MFU) Movement SMT: Communication Board
• Use floor markings, standard work and Marking • Early signal for the preparation team to
visual management to ease the • Feeder preparation areas are marked in get ready before the changeover start
changeover process details to facilitate smooth MFU • Standard procedure display
movement
Changeover
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Source : Operation, NPO
Lean in Operations – Mechanical Best Practice
Release 3-22
Site Name : Mechanical Singapore
Title: SGA Kaizen on External Setup Time Reduction

Operations/
Problem Action Taken Results Method for Sustaining
Station
Long external setup Segregate low and Savings
% Improved
Before
time due to searching high usage. Inventory
After
Metrics Hard Soft
of bending tools Fix tool storage /AR/AP
Soft Tool (UOM) (USD/ (USD/
(USD/
Hardware Installed & Visual
location. Apply color month) month)
month) aids to detect abnormality.
codes of tool. Display
tool profile on rack for Picking time
Customer per tool 6 1.5 75% 180
easy identification of Implementation Start Date
unique tool. (Minute)
28-Feb-08
All 100% Implementation Plan
2-Mar-08
Tools Used Goals X Lead-Time x 1/2 Cost saving Potential Savings/Month
X Lean Defect x1/10 Energy x 9/10
USD 180/month after 100% Implementation
Inventory /
Inventory x1/2 Scrap x1/10 Hard Soft
Six AR/AP
Sigma Productivity x2 Space x1/2 US$0.18K US$XXK US$XXK
Before Kaizen After Kaizen
Site Yokoten
Implementation Status:
Guide: 81% ~ 100%
Changeover
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Source : SGA
Lean in Operations – Mechanical Best Practice
Release 7-67
Site Name : Juarez
Title: Change Over in Lego Molding

Operations/
Station
Long time taken to out Implementation of Savings
% Improved
Before
and in the mold during extra electric crane to Inventory
After
Metrics Hard Soft
change over ( Critical have ready next mold ( /AR/AP
Molding (UOM) (USD/ (USD/
(USD/ Standard work
internal activity ) part of the complete month) month)
month)
activity move it from
Customer internal to external) CO Time
15 9 40% 190
( Min) Implementation Start Date
1-Apr-09
Lego 100% Implementation Plan
5-Apr-09
Tools Used Goals X Lead-Time x 1/2
Potential Savings/Month
X Lean Defect x1/10 Energy x 9/10 after 100% Implementation
Inventory /
Six AR/AP
Sigma Productivity x2 Space x1/2 US$0.19K US$XXK US$XXK
Site Yokoten
Guide: 81% ~ 100%
Changeover
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Step 4: Streamline Internal and External Tasks
Shorten the time required to perform tasks during the changeover.
Changeover
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a) Streamline Internal Task

Current method Improved method
• Loosen attachment bolts • Use fewer or shorter bolts
Fastening • Use manual tools (wrench, screwdriver, etc.) • Use air tools
• Use bolts and nuts • Use quick (1 turn) fasteners
• Manually adjust the position to center • Use center pins and guides
Positioning • Manually adjust the front-to-back position • Use stop-blocks to ensure proper position
• Use different die heights in the same press • Standardize the die heights
• Manually adjust temperature and speed • Set temperature and speed at pre-determined
Adjustments (using trial and error) standard
• Manually set programs for automated • Pre-load programs
equipment
Parallel • Perform independent tasks in serial • Perform simultaneous actions for independent
Activities and sequence. task (work balancing if performed by multiple
Streamlined • Need to travel a long distance to retrieve or person)
Movement store tools, gauges, fixtures • Store related documents, tools, gauges,
fixtures close to the changeover area
Changeover
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"Core Internal" steps should be shortened, simplified, or orchestrated to minimize the

time involved
Simple attachment: T-
slots
Faster tools –
Specialized loading – Example: air wrenches
Example:
Dedicated sleds, hydraulics,
etc.
Less traveling distance to
Fail-safe positioning of search or retrieve tools
major components or parts
Less time
Less fastening points, fewer threads,

Quick material clamps, etc.
cleanout. Example:
Air or vacuum tools
Less adjustment with a better fit
Simple measurement with
high-speed, accuracy tools
Changeover
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b) Streamline External Task

This stage involves streamlining the external steps that are performed before or after the
changeover.
Some examples of external steps that can be improved are listed below:
Current method Improved method
• Storing tools in a central storage area • Storing tools in the local area near the equipment
where they will be used often
• Searching for or retrieving materials that are required • Ensuring that proper materials are provided in all the
to perform a changeover areas of the plant
• Performing uncoordinated preparation activities • Using a standardized preparation checklist

before the changeover begins
Machine is operating External work is

with the new die organized and made
more efficient
Changeover
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Changeover options framework Limited speed gain;

X make efficient
Eliminate Make External Make Faster Make Parallel

a) Checklists a) Stage all necessary
X X
b) Pre-position all tools and tools and equipment
Stage material close and complete close, while the machine
c) Organize for sequential use is running
a) Eliminate excess fastening a) Remove or attach non-critical a) Reduce threads a) Use extra manpower
points parts externally b) Specialized tools b) Automation
b) Redesign for natural-gravity fit b) Modular subassembly c) Air wrench
with no fasteners d) Clamps
Fasten
e) T/U slots
f) Magnetics
g) Hydraulics
a) Improve access to critical a) Bolsters a) Roller beds, air beds

parts to avoid nonessential b) Subassembly a) Forklift/crane loading
load/unload c) Guide rails, loading
Load/Align
b) Separate critical subparts for d) Man-aids
minimal action e)Jigs/Floor marks
f) Fail safe alignment
a) Fix machine to eliminate a) Pretest or prefit on "mock" a) Quick measuremet
Test source of variance unit devices
b) Raise fittingtolerances b) Clamping b) Visual marks for fit
a) Protective cover a) Pretreat a) Specialized clean/prep

Surface preparation b) Preclean tools. Example: air or
c) Preheat vacum tools
Changeover
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Streamline Internal Changeover Process
Top Bot
1 2
Mark point 1. x:0 y:0 1: x:0 y:0

2: x:0.584 y:255.879 2: x:9.625 y:253.238
3: x:-168.833 y:255.752 3: x:175.006 y:260.477
Inkpoint 1 2
Ink point 1 and 2 have diferent coordinate on PCB
SMT: Chip Placer SMT: Top and Bottom Assemblies Together SMT: Paste Printing Machine
• Auto-change nozzle during • Auto recognition of the Top and Bottom sides • New squeegee attached to reduce internal
production using the PCB mark time
• Machine auto recognizes the side and selects
the program
Mechanical: Stamping Die Adjustment Mechanical: Soft tool – Bending Process Mechanical: Fabrication Process
• Fixation block to easily fix the die • Specially designed four in one combo tool • Multi model setup
• Place the die on machine and push to the to reduce internal task time • Common tools setting eliminate internal task
required location – No adjustment needed
Changeover
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Best Practice
Lean in Operations – Mechanical Release 8-64 Source : Internal
Site Name: FMTS
Title : Metal Stamping Machine Down Time Reduction
Operations/
Station
1) Operators to clear 1) Designed slip plane Savings
% Improved
Before
out machine waste of waste material to Inventory
After
Metrics Hard Soft
material & Take long replace manual cleaning /AR/AP
Molding (UOM) (USD/ (USD/
(USD/ Standard work
time. process and eliminate month) month)
month)
2) Long time for die cleaning time & scratch.
setup & Location 2) Designed & installed
Customer adjustment die locking jig to reduce
CO Time
45 25 44%
3) High defects caused die setup time.
3-May-09
All by waste material, high 3) Setup die location
Down time 100% Implementation Plan
mold broken rate. fixture to eliminate 4.5 0.5 89%
(Hrs/Day) 25-May-09
adjustment
Tools Used Goals X Lead-Time x 1/2 Defects 6% 1% 83%
X Lean X Defect x1/10 Energy x 9/10 Crew 8 0 100% 2000 after 100% Implementation
Inventory /
Six AR/AP
Sigma X Productivity x2 Space x1/2 US$2.0K US$XXK US$XXK
Cleared out by
automation;
Long down time Site Yokoten no down time
to clear out Implementation Status:
Guide: 81% ~ 100% Die lock Jig
Changeover
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Best Practice Source : Internal Kaizen
Lean in Operations – Mechanical Release 8-71 Site Name: Mech Shanghai
Title: Turret Die Change Over Preparation

Operations/
Station
When the common dies When common dies are Savings
% Improved
Before
are using at other shortage, Engineer Inventory
After
Metrics Hard Soft
machine, Operator need modify the program on /AR/AP
Soft tool (UOM) (USD/ (USD/
(USD/ Standard work
to modify the program computer in advance, month) month)
month)
on machine during when copy to machine
changeover. when changeover.
Customer CO Time
15 0 100% 3267
9-Jun-09
All 100% Implementation Plan
9-Jun-09
Inventory /
Six AR/AP
Sigma X Productivity x2 Space x1/2 US$3.27K US$XXK US$XXK
Before Kaizen Modify the program on

After Kaizen
machine Modify the program on
computer advance
Site Yokoten
Guide: 81% ~ 100%
Changeover
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Source: Internal Kaizen
Lean in Operations - Mechanical Best Practice
Release 4-22
Site Name: FTM1 (PTP, Malaysia)
Title : KME Support Pins Quick Set-up

Operations/
Station
1) Set up time too long 1) Use soft rubber Savings
% Improved
Before
as support pin are support block instead of Inventory
After
Metrics Hard Soft
FTM 1- inserted one at a time. pins for quick setup. (UOM)
/AR/AP Change support pin to
(USD/ (USD/
PCA 2) Potential crack 2) Achieve Zero Defect month) month)
(USD/ support block for all KME
month) CM88
components on bottom by using the Poka Yoke
side at board due to im- rubber support block to
Customer proper support pin set- eliminate crack
CO Time
83 20 76% 3267
( Sec) Implementation Start Date
up. component on bottom
9-Jun-09
HP side of board.
<0.5 100% Implementation Plan
Defects 0 100%
% 9-Jun-09
X Lean X Defect x1/10 Energy x 9/10 after 100% Implementation
Inventory /
Six AR/AP
Sigma
Before Kaizen
Productivity x2 Space x1/2
After Kaizen
100% Defect
US$3.27K US$XXK US$XXK
Improvement
Site Yokoten
Implementation Status
Guide: 51% ~ 80%
Changeover
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Lean in Operations – Productivity Best Practice Source : Internal
Site Name : Infra Guadalajara North
Release 7-40
Title: Increase in Number of CO with Super Load
Operations/
Station
There is and excess of A super load for SMT Savings
% Improved
Before
wip for ceramic that contains all Inventory
After
Metrics Hard Soft
PCBA's because they ceramic units is /AR/AP
SMT (UOM) (USD/ (USD/
(USD/
Standard work for water
run in big lots once per developed. month) month)
month) spider
week.
Customer # of CO 0.16 5 3025% 1900
Implementation Start Date
9-Feb-09
Motorola CO Time 100% Implementation Plan
90 4 96% 17800
( Min) 9-Jun-09
Inventory /
Six AR/AP
Sigma Productivity x2 Space x1/2 US$XXK US$19.7K US$XXK
1 KIT / 1 MODEL 1 KIT / 6 MODELS
Site Yokoten
Guide: 81% ~ 100%
Changeover
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Lean in Operations – Productivity Best Practice
Release 8-17
Source : SGA
Site Name: Nanjing
Title: SMT change squeegee method improvement

Operations/
Station
1) Squeegee C/O time 1) Enhance the base of Savings
% Improved
Before
long because the setup squeegee with 2 slots and Inventory
After
Metrics Hard Soft
require 4 screws . fixed 2 permanent screws on /AR/AP
SMT (UOM) (USD/ (USD/
(USD/ Standard work
2) 1st internal C/O was the squeegee to be locked in to month) month)
month)
reduce by using magnet the base and prevent drop of
for quick change over. during operation.
Customer However during 2) The locking is further
CO Time
26 10 62% 66
( Sec) Implementation Start Date
operation, the squeegee strengthen with the magnetic
9-May-09
Alcatel drop ( average 7X per effect between the base and
Drop Times 100% Implementation Plan
hour) squeegee . 7 0 100% 240
(Times/Hr) 9-Jun-09
X Lean X Defect x1/10 Energy x 9/10 after 100% Implementation
Inventory /
Six AR/AP
Sigma X Productivity x2 Space x1/2 US$XXK US$0.3K US$XXK
Before Kaizen After Kaizen Design safety slot

Second Kaizen
Before First Kaizen
Fix Screw MagnetSite Yokoten

Guide: 81% ~ 100%
Changeover
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Focus on Changeover Break Through
Changeover Time
Basic steps in a changeover activity Average proportion of time
Preparation activities 30%
Mounting and removing tasks 5%
Measurements, settings, and calibration 15%
Trial Run (Sample), test, adjust activities 50%
Adjustment is a major source of downtime due to changeover. It is closely associated with

conversion of internal tasks to external tasks where the adjustment is done externally.
To eliminate adjustment:
• The preassembled component must be adjusted externally or all assemblies must be
standardized so that no adjustments are required.
• Equipment must be supported with preventive maintenance initiative and Cpk improvement
(Cpk > 1.33). This will reduce or eliminate the trial run adjustment.
Changeover
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How it Works
Step 1: Study the

Current Changeover E I E I E I E I E I E I Run
Activities I = Internals E = Externals
Step 2: Separate
Internal and External
Externals Internals Run
Tasks

Step 3: Convert Trial Run (Sample), Test
Internal Tasks to and Adjust Activities
External Tasks Micro Machine
Externals Internals Stoppages Run
Step 4: Streamline
Internal and External
Tasks
Changeover
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Step 5: Standardize and Document the Procedure
• Standardize systematic steps involved and document them.

• Conduct training for sustenance and audit periodically to assure adherence.
Example: Changeover Standard Procedure Sheet*
Planned time Actual time
Number Step Minutes Minutes Remarks
1 Shut down machine 2:00 1.75
2 Remove die 1:00 1.00
3 Input computer settings 2:25 3.00 Difficulty inputting 1 setting

4 Insert new die 1:00 1.00
5 Unload old material 0:50 1:00 Slight feeder jam
6 Load new material 1:25 1.00
7 Restart machine 1:50 1.25
8 Start production 0:75 0.50
Totals ---------------------------------- 10:25 10:50
* Ideally this activity will be codified in a Standardized Work Chart
Changeover
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Step 5: Standardize and Document the Procedure
The standardization step should include tracking the performance of the fast changeover
program to ensure that the new process generates the expected performance output.
USE TARGETS TO MAINTAIN AND IMPROVE THE RESULTS OF THE WORKSHOP
Target
Average
May changeover times for Line 23
Minutes
70 Targets must
60
Analysis address the
changeover time
50 and the man-hours
First trial
40
per changeover to
Second trial Target ensure that the
30 expected benefits
are being realized.
20
10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Day
Changeover
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Quick Changeover Rules
• Always remember that the rapid changeover begins and ends with the 5S concept.
• Be sure that most of the suggested improvements are free of cost.
• Never forget that bolts are our ‘Enemies’. Eliminate or turn them less than once.
• Eliminate walking.
• Establish a process that does not rely on experts.
• Error-proof and standardize all the changeover operations.
• Keep in mind standards are standard, and they are NOT flexible.
Changeover
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GBE-KPO-2-023-00 Rev. 06
Quick Changeover Mind Set
There is no magic involved in reducing the changeover time.
Most improvements involve common sense and changes in our basic attitudes.
Changeover
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GBE-KPO-2-023-00 Rev. 06
Avoid the Large Batch Vicious Cycle
Changeover Takes
a Long Time
Don’t Learn Better Run Large

Techniques Batches
Don’t Changeover
Often
Changeover
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GBE-KPO-2-023-00 Rev. 06
Lean Mentality
 Inventory does not add value so the physical space it occupies is a waste.
 Inventory requires extra pallets and racks, manpower to track, count, transport and store.
 Large lots create long lead times.
 Waste is generated from obsolete inventory accumulated due to inaccurate order forecasting.
 Large lots drive higher scrap and rework rates.
 Standardized changeovers improve safety through job simplification and standardization.
Changeover
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GBE-KPO-2-023-00 Rev. 06
External Activities from Flextronics Operations
External activity includes all tasks that can be done before or after setting up the machine, without impacting the current
operations or stopping the machine. Examples from our manufacturing are as below.
Bending Machine
Nurse
Doctor
Common reflow oven profile for PCBA for

‘Doctor and Nurse’ method eliminates searching and Kit-to-Exact mobile trolley to cater direct
similar size or density.
handling time during the changeover. loading into the assembly point.
PCBA bottom support foam is used in the Injection mold heating time is reduced by partially
chip placement machine to eliminate the pre-heating the mold outside the machine. Common test platform provides avenue for
relocation of the support pin. multi-model testing.
Goal is to convert internal steps into external steps and reduce both
Changeover
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GBE-KPO-2-023-00 Rev. 06
Quick Changeover Benefits
Quick changeover allows production in smaller batches to enable just-in-time (JIT)
manufacturing and faster feedback on quality.
This results in a leaner

supply chain, shorter
lead-time and 100% on-
time delivery to the
customer with an optimal
total cost of ownership.
Changeover
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GBE-KPO-2-023-00 Rev. 06
Quick Changeover and its Impact to Operations
Successful implementation and sustained quick changeover in a factory provides multiple benefits to
manufacturing. Here are the examples from the various business processes.
PCB Assembly Mechanical System Assembly

 Changeover time reduction by 80%  Changeover time reduction by 70%  Changeover time reduction by 99%
 OEE improvement by 65%  OEE improvement by 75%  OEE improvement by 80%
 Productivity improvement by 50%  Productivity improvement by 85%  Productivity improvement by 40%
 Lot size reduction by 50%  Lot size reduction by 65%  Lot size reduction by 70%
 WIP reduction by 70%  WIP reduction by 75%  WIP reduction by 80%
 Total down time reduction by 60%  Total down time reduction by 65%  Total down time reduction by 85%
 Manufacturing lead time reduction  Manufacturing lead time reduction  Manufacturing lead time reduction
by 45% by 55% by 67%
 Scrap reduction by 30%  Scrap reduction by 75%  Scrap reduction by 80%
 On-time delivery improved to 100%  On-time delivery improved to 100%
Changeover
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GBE-KPO-2-023-00 Rev. 06
Quick Changeover and its Impact to OEE
• OEE evaluates and indicates how effectively the manufacturing equipment is performing.
• OEE performance is categorized into three measurable components:
Availability
Performance
Quality
Quick changeover is a key contributor to improve availability.
Changeover
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GBE-KPO-2-023-00 Rev. 06
Ideas for Improvement
Ideas for Improvements
Seeking for solution: Key-holes “Only the last turn tightens a nut or bolt, and the first one loosens
it”.
Option 1: Use key-holes. Option 2: Eliminate tools and bolts.
Fasten
here
Attach and remove

plate here
Single rotation to lock Single clamp to hold the object

and unlock and vice versa
Changeover
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GBE-KPO-2-023-00 Rev. 06
Seeking for solution: Dies are of different heights, and the operators have to change the
clamping bolts.
Solution: Application of Shim (Spacer)
Shim the If centre height Shim and cassette-type holders with a fixed-
smaller die to of the tool is position holder on the machine
equalize the important,
height shim top and
bottom
Changeover
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GBE-KPO-2-023-00 Rev. 06
Recommended solutions to increase the changeover efficiency by reducing both internal
and external time.
Power tool is used to reduce the tightening and Digital display is used to eliminate the
removal time adjustment.
Shadow board is used to eliminate searching Scale and pointer are used to eliminate
adjustment.
Changeover
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GBE-KPO-2-023-00 Rev. 06
Thank you
For further information, please visit :

http://intranet.flextronics.com/gbe/default.aspx
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Changeover

CONFIDENTIAL Document Number : GBE-KPO-2-023-00

Revision Description of Change Writer/Reviser Effective Date

03 Package complete reviewed Asoga Tannimalay June 14, 2011

04 Complete review of document Asoga Tannimalay January 16, 2012

06 Complete review of document Asoga Tannimalay March 28, 2013

Overview & Scope 4 Quick Changeover Rules 38

Objective 5 Quick Changeover mindset 39

Definition of Changeover 6 Avoid the Large Batch Vicious Cycle 40

Purpose of Quick Changeover 7 Lean Mentality 41

Impact from Quick Changeover 8 External Activities from Flextronics Operations 42

How to go about Quick Changeover? 9 Quick Changeover Benefits 43

Before Quick Changeover 10 Quick Changeover & Impact to Operations 44

Quick Changeover in Action 11 Quick Changeover & Impact to OEE 45

Quick Changeover in Formula 1 12 Ideas for improvement 46

 Reduce the changeover related downtime

 Reduce the cost and effort required to perform a changeover

 Changeover is a process of switching machinery between two states.

Operating last good piece Operating first good

Therefore, changeover time = T2 – T1

Why should production changeover time be reduced?

Improve Safety : Simpler setups = Safer setups

 Longer changeover time. Last good piece First good piece of

 Shorter changeover time. Last good piece First good piece of

Typical changeover: 30mins - 2hrs

Quick changeover: 20 – 30 seconds

Typical changeover: less than 12 seconds

Study Current Separate Internal Convert Internal Streamline Internal Standardize

Analyze the changeover by breaking it into steps and categorize it as:

What must be achieved at the end of this activity?

a) Internal activities: These are b) External activities: These are

Move as many steps as possible outside the changeover process.

What steps can actually be performed before or after the changeover?

Internal steps can be moved to external steps:

Current changeover step Suggestion for improvement

Title: SGA Kaizen on External Setup Time Reduction

Before Kaizen After Kaizen

Title: Change Over in Lego Molding

Before Kaizen After Kaizen

Shorten the time required to perform tasks during the changeover.

a) Streamline Internal Task

"Core Internal" steps should be shortened, simplified, or orchestrated to minimize the

Less fastening points, fewer threads,

b) Streamline External Task

• Performing uncoordinated preparation activities • Using a standardized preparation checklist

Machine is operating External work is

Changeover options framework Limited speed gain;

Eliminate Make External Make Faster Make Parallel

a) Improve access to critical a) Bolsters a) Roller beds, air beds

a) Protective cover a) Pretreat a) Specialized clean/prep

Mark point 1. x:0 y:0 1: x:0 y:0

Ink point 1 and 2 have diferent coordinate on PCB

Before Kaizen After Kaizen

Title: Turret Die Change Over Preparation

Before Kaizen Modify the program on

Title : KME Support Pins Quick Set-up

Before Kaizen After Kaizen

1 KIT / 1 MODEL 1 KIT / 6 MODELS

Title: SMT change squeegee method improvement

Before Kaizen After Kaizen Design safety slot

Fix Screw MagnetSite Yokoten

Adjustment is a major source of downtime due to changeover. It is closely associated with

Step 1: Study the