Changover Guidines

Donuts Varieties Manufacturing
(Changeover Guidelines)
BY, Hamed Ali Mohamed

SULTANATE OF OMAN 11/28/2023
DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES)
Tabel Of Contents
➢ What’s a Changeover…………………………………………………………………………………………………………………….3
➢ Doughnuts Changeover Sequence…………………………………………………………………………………………………3
➢ Reasons For Different Doughnuts Changeover Times…………………………………………………………………….3
➢ Doughnuts Changeover Matrix………………………………………………………………………………………………………4
➢ Doughnuts SKUs Changeover Wheel……………………………………………………………………………………………..6
➢ How to create SKUs Sequence……………………………………………………………………………………………………….6
➢ Improving & Optimizing the doughnuts changeover Sequence……………………………………………………..8
➢ Prioritizing the sequenced production jobs……………………………………………………………………………………8
➢ Set a Products wheel capacity……………………………………………………………………………………………………….9
➢ Options for Prioritizing………………………………………………………………………………………………………………….10
➢ Doughnuts Changeover wheel Planning………………………………………………………………………………………..11
➢ Make to Order VS Make to Stock…………………………………………………………………………………………………..12
➢ Where to start your Doughnuts changeover wheel……………………………………………………………………….13
➢ What’s SMED…………………………………………………………………………………………………………………………………14
➢ SMED Steps……………………………………………………………………………………………………………………………………14
➢ SMED Modeling…………………………………………………………………………………………………………………………….14
➢ Changeover Phases……………………………………………………………………………………………………………………….17
➢ Work Spent on Changeover…………………………………………………………………………………………………………..18
➢ Types of Changeover techniques…………………………………………………………………………………………………..18
➢ Off-line Changeover techniques…………………………………………………………………………………………………….19
➢ On-line Changeover techniques…………………………………………………………………………………………………….19
➢ Performance Comparison……………………………………………………………………………………………………………..19
➢ Changeover Summary…………………………………………………………………………………………………………………..20
➢ Changeover Benefits…………………………………………………………………………………………………………………….20
DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

Introduction
Some machines have the same changeover time regardless of which product you change from and which product you change to. More commonly, however,
is that at least some changeover durations vary depending on which product you come from and which product you go to.
Changeover Sequencing
Dark Chocolate Milk Chocolate Cherry Raspberry Strawberry
Green Tea Pistachio Blue Moon White Chocolate Glaze Chocolate
Reasons for Different Changeover Times

Material-Related Changeover Differences
Dark Chocolate White Chocolate

In some cases, the reason for a different changeover time is related to the material. Let’s stick with the Donuts example.
If you are changing from dark chocolate Donuts to white chocolate Donuts, you must make sure the system is very carefully cleaned. Any smudge of dark
chocolate remaining will stand out in the white Donuts. The other way around, however, will not be as much of a problem. Even if there is a bit of white
chocolate left, it will not be noticeable in the mass of dark chocolate.
You always try to go from a light color to a darker color to reduce cleaning effort and to allow a faster changeover.
Green Tea Pistachio

Color may be only one product-related aspect here, and – depending on your product – there may be many more. Again, let me use the Donuts example. If
you change from green tea Donuts to pistachio, the color does not matter much.
However, pistachio is a nut, and many people are allergic to nuts. Hence, when changing from pistachio to green tea, you again must clean extra carefully so
as not to contaminate the green tea Donuts with nut allergens. The other way around is usually much less of a problem. While allergy to green tea exists, it is
very rare. Of course, the machine is still cleaned, but a small oversight is unlikely to lead to a medical emergency.
Machine-Related Changeover Differences
Raspberry Donuts Ring Strawberry Donuts Berliner

Probably more common than material-related changeover differences are machine- or tool-related changeover differences. For some very similar products,
you may have to change a few tools/adjust few settings, or none. Likely, the more different the products are, the more tools must be changed.
Again, Donuts: Changing raspberry to strawberry or the other way round is usually very simple. Just flush out the remaining old berry Donuts, fill up with the
new berry, ensure the product coming out at the end meets specifications, and you are done.
It is, however, probably more difficult to change the Berliner type. Even going from raspberry to raspberry, changing the Berliner may require a different tool
as well as more extensive adjustments of the settings. Hence, this changeover may take longer due more to the tool change than to a simple change of the
Donuts type.
A Note on Flexibility
Be flexible! Overall, you try to arrange your changeovers in a sequence that allows faster and easier changeovers. Using such a changeover-optimized
production sequence will reduce your changeover time. However, it will also reduce your flexibility! You can no longer produce any product anytime, but
you are constrained by this sequence.
Usually, this sequencing constraint may require slightly more inventory to cover the increased inflexibility. Details again depend on the situation on your shop
floor, but my but feeling is that in many cases you may need slightly less material than before.
When Things Go Wrong: Fight

If there is an urgent product needed out of your predetermined sequence, you either must wait for this product to come up again in this sequence (or the
next if it is too late already). Doing it out of sequence will potentially cause higher changeover durations when changing to the urgent product.
Additionally, you may have higher changeover durations afterward too when you change back to the next product in normal sequence. Yet, this second
longer changeover is usually better than completely rescheduling all the upcoming production to match the new point in the sequence. The details again
depend on the situation on your shop floor.
The Changeover Matrix

To optimize your changeover sequence, you would first need to understand the relation between changeovers. This can be done in a changeover matrix.
The image below shows a simple example with three Donuts flavors – chocolate, raspberry, and milk. As discussed above, changing from light to dark is easier
than the other way round. The longest changeover time is from chocolate to milk, and the shortest from milk to chocolate.
If there are truly only three options, this gives us the full picture of the changeovers. But already, it may be difficult to decide what your best strategy is. For
example, if you always change to the next flavor with the shortest changeover time, you may never get around to doing milk Donuts. It is easier to change
from chocolate to raspberry and from raspberry to chocolate than from either to change to milk Donuts.

Since this example above is very simple, it is easy to get a better solution: Always go from white to raspberry to chocolate and repeat. However, few
changeovers are that simple. Below are the options if we add two types of Donuts (Berliner and Ring), and we now have five times as many options, from 6
changeover options to 30. If we had 10 flavors and 3 Shapes of Donuts, there would be 870 changeover options. You can easily see how the number of
follow-up products increases exponentially.
When changing from chocolate to raspberry Ring Donuts, you do not need to change the tool for the Ring Donuts. However, when you next change from
raspberry Ring Donuts to Raspberry Berliner the tool change depends on if the previous Raspberry Donuts had a round or Ring Donuts. Hence, the
changeover may not only depend on the previous product, but also on the products before that (and potentially the products before that and even earlier).
KISS – Keep It Simple, Short!

I recommend you to go for a solution that may not be perfect but is quick and easy, good enough, and at least better than before. There is no point in you
spending a week on optimizing the changeover sequence for the plant to save only thirty minutes in changeovers per year.

The Changeover Wheel
A set of changeover sequence! This is also called a changeover wheel. All the products that you could possibly produce at this process are listed in sequence.
The sequence should be optimized to reduce the total changeover time, which may also be subject to the product mix. For complex systems it may be
difficult to find the true optimum. As stated above, try to get the best result for the time and effort you put in.
The planner takes the products that must be produced in the next period and simply arranges the products in this sequence. Any product that is not
produced is simply skipped in the sequence. At the end of the period, the production sequence starts again. For our Donuts example, it would be Milk
Berliner – Raspberry Berliner – Chocolate Berliner – Milk Ring – Raspberry Ring – Chocolate Ring, and repeat.
Creating a Sequence
The changeover wheel is a visualization of a good changeover sequence. Now I will go deeper on how to use such a changeover sequence in planning your
production sequence. The concept itself is simple, but there are still some pitfalls in using it.
I will go into more details on the changeover wheel, an illustration of the changeover sequence. Let’s continue with the Donuts example, but this time let’s
make it a bit more complex. Let’s assume you have a machine that can make different types of Donuts. There are three different variables that can be
influenced:
• The Donuts: Is it a Berliner, a Ring, or a Timbits?
• The flavor: White chocolate Glaze, raspberry, or chocolate
• The size: Small, medium, or large
This gives us, for this example, a total of 3x3x3=27 different products, assuming all combinations are produced. In industry, you often find similar systems
with multiple variables (decorations) that influence your product like injection, drizzling, sprinkling. The product could even have more variables. It could
require two different tools to change, using different diameters of wire, or using different glues or different components. I’ll stick with the Donuts example
here since it provides a very nice visualization.
How to Create the Sequence

You should include all products that you may produce on this system. The goal is to have a sequence with the least total changeover time that includes all
products. Usually, we measure the time since it is easiest, but what we really want is the cost. In some cases, looking at cost may lead to different sequences
than if you look only at time. For example, changing the flavor takes less time, but it does waste some Donuts Decoration Materials that is washed down the
drain. Is this wasted Donuts Materials more relevant than the longer time for the Donuts changeover? It could be. In my example, it is not. But your
changeover may not be as simple as this Donuts Decoration Materials example here.

Now you can take all the products and arrange them in a sequence. especially if you have many different product variants. I find it easier to go by variables.
Take the most type of changeovers and arrange them in a sequence. In my example, the most change is the change of the Donuts type. You would have to
remove a mechanical tool from the machine, add the new tool into the machine, adjust all the settings, bring the tool to the right operating temperature, and
you are ready to go. Hence, we first sort our product groups by the Donuts type.
Ring Donuts Berliners
Timbits
The sequence of the Donuts in our example does not really matter. Changing from a Berliner to a Ring and vice versa is very similar. Changing from a Berliner
or Ring to a Timbits or vice versa requires more time. But since we have only three Donuts, the Timbits is always preceded or followed by a Berliner or Ring,
and hence the sequence does not really matter. If we had two different sizes of Timbits, however, we should keep the Timbits together. Again, the goal is to
have a (in our case, Donuts) changeover sequence with the least total changeover time.
Chocolate Raspberry
Milk
The second most complex variable in our example is the flavor. Changing the flavor requires exchanging the tanks with the Donuts Decoration Materials and
requires cleaning of the machine. Here the sequence matters quite a bit. In many changeovers involving color, the change is from light to dark. A speck of
white chocolate Glaze Donuts won’t be noticeable in Dark chocolate Donuts, but a speck of Dark Chocolate Glaze will stick out quite a bit in white chocolate
Glaze Donuts. Hence, going from light to dark often requires less cleaning effort. Therefore, we would like to always change the flavors from white chocolate
Glaze to raspberry to Dark chocolate. After chocolate we have white chocolate Glaze again, although this changeover requires more cleaning effort.
Finally, there is the size of the Donuts. In our example, Changing the size requires changing the cutting tools size and Plungers type (Cake donuts).
The entire changeover wheel could look like something below.

Improving the Sequence

For a truly good sequence, you need to spend some more time optimizing the sequence. Try to get a better sequence, even though it is impossible to find the
perfect solution even for a moderate number of products. I also give a suggestion on how to visualize a changeover wheel in Excel.
Optimize the Changeover Sequence

Sequencing one variable after the other sounds straightforward, but the devil is in the details. There are often more complications. What if the slowest
changeover in the second largest variable takes longer than the fastest in the largest variable? What if, in our example, changing from chocolate to white
chocolate Glaze takes longer than changing from a Berliner to a Ring? What if a smaller variable influences the time it takes for a longer variable to change?
Also important: If you change two variables at once (e.g., changing both the Donuts and the flavor), is this in parallel or consecutively? In other words, is the
changeover duration the sum of the two individual changeovers, or is it the longest of the two individual changeovers? Do you change the flavor while also
changing the Donuts shape, or do you first change the Donuts shape and then the flavor?
Even if one variable change is independent from another variable change, there is probably still quite a bit of potential to improve. Below on the left is the
basic, non-optimized changeover wheel. Now compare it with the changeover wheel on the right. It still has all the 27 product types, it still has all the same
sequences for each variable, but it has much fewer changeovers. For example, in the first wheel above we changed flavors a total of nine times. In the wheel
below, we have only six changeovers for the flavor. The number of changeovers has been reduced by one-third, saving time, effort, and wasted Donuts for
cleaning during changeover!
Similarly for the size of the Donuts. In the first wheel, we changed the Donuts size a total of 27 times. In the second, optimized changeover wheel, we
changed the size only 18 times.
Again, your goal is to get the sequence that takes the least time for the changeover effort. To be more precise, it should take the least cost for the
changeover effort, including not only time but also energy, people involved, wasted material, and any other cost that goes into the changeover effort. There
is an optimal solution out there. If you have some variables where the sequence does not matter or where the changeover time is zero, then you probably
have multiple optimal solutions. The challenge is finding it.
A Note on Visualizing the Changeover Wheel

Creating the changeover wheel is not easy. Visualizing it is not easy, either. Creating multiple overlapping circular graphs is a bit tricky in Excel. There is one
chart option called “sunburst,” which looks like it is perfectly suited to create changeover wheels. The sunburst below is a display of a calendar year including
quarters, months, weeks, and days.
Prioritizing Jobs
You must fit prioritized production into the sequence. The idea is simple, but there are some tricks to make it easier.
A Brief Recap
A Donuts maker with three types of Donuts, three flavors, and three sizes. This gives us a total of 27 different products, which we fit into a changeover wheel.
The following explanations will use this changeover wheel for examples too.

Products (Shape):- Ring Donuts Berliners Timbits
Flavors: - Dark Chocolate Milk.Ch Raspberry
Size: - Small Medium Large
Set Capacity of the Wheel

The first step is to define the capacity of the wheel, or – more precisely – how many hours should the wheel cover. This is directly related to reducing
fluctuations. The more frequently you “turn the wheel,” the less time until you produce a product again, and the smaller the fluctuation.
Assume you have defined the changeover sequence. You could now just stuff every possible demand or order into the wheel and start producing. However,
this would create a lot of headaches later. If your demand fluctuates over time, sometimes it will take a lot of time to turn the wheel (if customers order a
lot), and sometimes you turn it quickly (if customers order little). If you have demand for 100 tons of Donuts, it will take a long time until the wheel is turned,
and you can produce a product again. You need large inventories to buffer these large fluctuations in production (make a lot of one product, and then
nothing of this for a long time).
So, how many hours’ worth of production should your wheel have before you turn it again? A smaller size (a quicker turn) creates less fluctuations and allows
you to reduce buffer inventory. A larger size (a slower turn) requires less effort for changeover since you produce more per changeover. These two factors
decide how big a changeover wheel should be (i.e., how many hours of production should go in before you turn the wheel again). This question is closely
related to the question of a good batch size for changeover. Be aware that sometimes shop floor people go overboard with large wheels to reduce the
changeover effort.
Fill by Priority
Now you simply take the possible orders for production and sort them by priority. If your most urgent job is a batch of medium white chocolate Glaze
Berliners, you place this one first. But if you have additional open jobs for batches of the same medium white chocolate Glaze Berliners, you should not also
place them just because they are the same type as the most urgent job. These additional jobs should wait until it is their turn, even if it is the same product.
This is also shown in the example below. We have eleven possible batches that could be produced, which were sorted by priority. The most urgent batch is
a medium white chocolate Glaze Berliner. So we place this one first on the wheel. We have the same medium white chocolate Glaze Berliner in the list twice
as many (Indicated with Donuts Berliner in the list for your convenience). However, we do not simply place them all merely because it fits the changeover
sequence. It also must fit the priority! If you place these additional two batches right away, you may delay a more urgent batch, leading to a stock out.
Priotitized Production Batches
Medium White Chocolate Glaze Berliner Prio 1
Medium Rasberry Glaze Donut Ring Prio 2
Wheel Capacity

Medium White Chocolate Glaze Timbits Prio 4
Large Rasberry Glaze Timbits Prio 5
Small Chocolate Glaze Donut Ring Prio 6
Large Chocolate Glaze Berliner Prio 7
Small White Chocolate Glaze Donut Ring Prio 9
Next Turn

Medium Chocolate Glaze Donut Ring Prio 12

As it happens, the third most urgent batch is again the medium white chocolate Glaze Berliner, so it gets placed on the wheel too. After placing the nine most
urgent jobs, we have filled the capacity of the wheel. The last instance of the medium white chocolate Glaze Berliner, however, is only prioritized on position
11, and hence must wait for the next turn of the wheel. Same applies to the large raspberry Timbits, which made it on priority positions 5 and 8, but priority
13 must wait for the next turn.
Options for Prioritizing

A Brief Recap
The Donuts maker with three types of Donuts, three flavors, and three sizes. This gives us a total of 27 different products. We created a changeover
sequence (the changeover wheel) and added production jobs in sequence of priority.
Flavors: - Dark Chocolate Milk.Ch Raspberry
Size: - Small Medium Large
Adjust to Reduce Changeover Time

My recommended way is to fill the changeover wheel simply by priority of the jobs. However, there is also a modification possible. Out of all your possible
and prioritized jobs, there are some that you must do during the next turn of the changeover wheel. These are necessary, and if you don’t do them, you may
run out of Donuts, However, there are other possible jobs that are less urgent, and you either could do them this turn or wait for the next turn.
Priotitized Production Batches

Mandatory
Medium Rasberry Glaze Donut Ring Prio 2

Wheel Capacity

Large Chocolate Glaze Berliner Prio 7
Optional

Small Chocolate Glaze Donut Ring Prio 6
Next Turn
Small White Chocolate Glaze Donut Ring Prio 9

Medium Chocolate Glaze Donut Ring Prio 12
Obviously, you must fit the necessary jobs in your wheel. (If you can’t, then you may have capacity issues, which is a different problem from the sequencing).
But among the other jobs, you may pick and choose which ones fit best in your sequence. In the example above, I have moved Prio 11 and Prio 13 up since I
am doing these product types anyway. To ensure I do not overload the capacity of the wheel, I moved jobs 6 and 9 down. Jobs 6 and 9 are optional, and I can
do them this turn or during the next turn of the wheel. By doing them next turn, I save some changeover effort, since I go directly from raspberry Timbits
(jobs 5, 8, and 13) to raspberry Rings (job 2) without ever having to switch the flavor to chocolate or white chocolate Glaze. Much less wasted Donuts
Decoration Materials.

Always Plan an Entire Changeover Wheel
You should always plan an entire changeover wheel or sequence! Do not plan only segments of the wheel. This is tied to the different parts of the wheel
having different workloads. If you decide to fill jobs for only part of a wheel, as shown here, it will be tricky to decide how much capacity (jobs or production
hours) to allocate for this part of the wheel. This is difficult.
, “If your entire wheel is 9 hours of production, then each one-third segment should be 3 hours.” This sounds logical, but it is not! How do you know that the
demand of the customer distributes evenly around the wheel? It can be that your first third are all slow runners, and you are wasting your precious capacity
with jobs that you need only far in the future. When you finally get to the second or third segment with all the urgent high runners, you may lack the capacity
to produce them. You produced a lot of goods that you need only much later, but you are now short on the products that you need soon. Hence, always plan
an entire changeover wheel or changeover sequence! Never plan only part of a changeover wheel.
On the other hand, you can without problem plan multiple wheels ahead of time. For example, if your wheel is 8 hours, and you have 24 working hours per
day, you can without problem plan 3 changeover wheels in one full running day (one per shift) and be done for the day. This may reduce planning effort and
is also more flexible on the planner’s agenda since he must do it only once every 3 turns instead of planning every turn. On the other hand, it reduces your
flexibility a bit, since changes in demand for the 2nd, 3rd turn are not taken under consideration.

Re-Planning
The more often you plan, the quicker you can adjust to changes in demand. But always plan an entire changeover wheel! However, it is possible to plan more
frequently than a turn of the wheel. This is illustrated here, where the managers re-plan for every change of the Donuts type (i.e., they re-plan three times
per turn of the wheel. But again, they MUST plan the entire wheel). They only choose to change the plan when they redo the planning. This is necessary to
make sure the available capacity is indeed used for the most important products.
Important Notes
The Donuts maker with three types of Donuts, three flavors, and three sizes. This gives us a total of 27 different products. We created a changeover sequence
(the changeover wheel) and added production jobs in sequence of priority.
Flavors:- Dark Chocolate Milk.Ch Raspberry
Size:-
Make-to-Order vs. Make-to-Stock.

For many organizational tasks, it does make a difference if a product is produced for inventory (make-to-stock) or for a specific customer order (make-to-
order). Does this make a difference for the changeover wheel? Probably not. You have your list of possible jobs ordered by priority. It is possible that a make-
to-order job has a higher priority, but other than that it is simply put in the list of open jobs.
When filling the changeover wheel with orders, you simply put in the job where it fits best when its priority comes up. There may be a minor extra effort if
your make-to-order job is so special and rare that this type of product is not yet on the changeover wheel. In this case, you must see where it fits in best in
the current sequence. Here is a suggestion like making all make-to-order jobs first, and then using the normal changeover sequence for the make-to-stock
products. This would accelerate the make-to-order jobs slightly but will generate a lot of additional changeover effort. Usually, this is not worth it, unless the
job is ultra urgent and must be done right away. On a side note, if all (or most) of your jobs are ultra urgent and must be done right away, then don’t bother
with the changeover wheel, since the ultra-urgency defeats any other sequencing approach like changeover optimization.

Freeze Sequence as Needed for Logistics and Preparation
When you plan your production, your logistics and other processes (e.g., preparing tools) need time to get ready. If you decide right now to produce large
chocolate Ring Donuts, your production will be unable to do so right away. There will be a lag, where logistics gets the raw materials, and your workers get
the right tool from the storage. Only after these preparations can they do the setup and produce your product. I am sure your shop floor already has
something similar. In effect, you should make your plan long enough beforehand to give logistics and other processes time to prepare.
Depending on your shop floor, such a freeze of the production plan can take hours, days, or sometimes even weeks. You should not change production during
this period, as logistics will not have time to react. The example shown here is for a three-hour production plan freeze so logistics can do their thing.
Also, make sure to freeze enough time for logistics to do their job reliably. If there is an emergency, logistics can hurry up, and in your factory surely, they
have done so in the past. However, this does not mean that they can always hurry up. If you always cut the logistics time to the bone, then you will get hurt!
Be aware that this period for the production plan freeze is measured in hours. The changeover wheel is merely a sequence, and depending on your demand
fluctuations, the same period could cover a smaller or larger segment of the changeover wheel. It is not the number of slots that are relevant, but the time
needed to cover the slots for this turn of the wheel. This time can be different both for different parts of the wheel and for different turns of the wheel if the
customer demand changes.
Where to Start the Wheel?

Another common question is where to start the wheel? There are two feasible approaches. First, you can start the changeover sequence where the last
sequence ended, as shown below. This is the easiest way. In the example below, the first possible product in the sequence is always a large raspberry Ring.

Alternatively, you prioritize your jobs and fill the wheel normally. Then you start the changeover sequence with the highest priority job you have in the
wheel. This is shown below with both the original and the adjusted wheel. This way you can accelerate the production of the highest priority job … but at the
cost of delaying the other jobs that are at the end of this updated changeover sequence. In the example below, we start the sequence not at the large
raspberry Ring, but start with the medium white chocolate (Vanilla) Glaze Berliner, since this is our highest priority job we have available for the next wheel.
This would accelerate the production of this medium white chocolate (Vanilla) Glaze Berliner, since it is now next in line.
While this is nice for the Prio 1 job, it is not so hot for the job at the end of the revised changeover sequence. The large chocolate Berliner, which normally
would have been first in the sequence, is now the last in the sequence. This product must wait additionally for almost an entire changeover sequence. If this
is okay, then you can do that. If not, then you may have a problem later with this product. Plus, you have a bit of additional decision-making overhead.
I personally would prefer to just start the sequence at the same spot every time, as this is the easiest. Adjusting the start should be reserved for
emergencies, as it has additional problems like running out of stock that is now at the end of the sequence. If you change the start of the sequence once, you
then must always start the sequence again at the new spot, or also face additional possible problems if you change the start of the sequence back to the
original start after the emergency. It is possible but can be messy.
After filling the sequence with jobs, you can start at the first actual job, and skip all products that have no jobs associated with it for this turn of the wheel. In
the example shown below, we would skip the start from the large raspberry Ring to the large chocolate Berliner. However, this makes no difference
whatsoever. If you start the sequence as originally planned with the large raspberry Ring, it will also just skip the products without jobs, and the first job is
the large chocolate Berliner anyway. This is the same if you change the start of the sequence. Honestly, it makes no difference, and is just wasted
management effort.
What to Do with SMED: Reduce Lot Size or Increase Work Time?

SMED (Single Minute Exchange of Die) is a very useful tool to reduce changeover time. Reducing changeover time will free up time for other uses. Western
management often wants to use this time to produce more goods. However, the rule of thumb at Toyota is to use this newly available time to
do more changeovers rather than more products. This increase in changeover has the potential to significantly reduce the lot size, which often has much
larger benefits than the additional work time.
SMED Steps
SMED (Single Minute Exchange of Die) is a structured approach to reduce changeover time. The seven steps are:
1. Observe and Measure changeover times.

2. Identify internal and external elements.
3. Try to move as many elements as possible to external.
4. Shorten internal elements.
5. Shorten external elements.
6. Streamline, improve and standardize and maintain new procedures.
A Simple Model
SMED can reduce your changeover time. You can use this time either to free up time or to do more changeovers (or anything in between). To illustrate the
effects, I use a simple system with a few parts. For simplicity, all parts have an equal share of the production time, and all changeovers take the same time.
Production and consumption are also constant. I also assumed we need no safety stock. This is, of course, not quite realistic, but it makes the picture easier
to understand, while still allowing valid conclusions for real-world situations.

Initial Situation, Two Parts
In the first example I have two parts, part A and part B. As shown in the graph, we start to produce A, do a changeover, then produce B and do another
changeover. After the second changeover, we again produce part A and repeat the cycle.
The inventory of parts A increases during production of A and decreases during all other times. This is similar for part B. Hence, we need enough inventory to
cover all other times. When the production run of part A has finished, we need to have enough parts to last us for two changeovers and the production run of
part B before we get any more parts A.
Initial Situation, Three Parts
A similar picture can be drawn in three parts. The production run of part A must last until we produce more of part A again. This will be after three
changeovers and the production runs of part B and part C. The behavior is again similar if you have four or more parts; you always must cover the time until
you produce part A again.
Half Changeover Time after SMED

Now assume we did a SMED workshop and would have been able to reduce the changeover time by half. Now the changeover takes only half the time as it
did before. This gives us two options.
Free Up Time
The first option is to free up time. The picture shows the initial sequence of production and changeovers on the top, and the new sequence with the
changeover time reduced by half at the bottom. This would free up time equal to one initial or two current changeover times.
We can now use the time to produce more parts, or to send workers home, or to do maintenance, and so on. However, let’s also look at the recommended
option to do more changeovers.

Do More Changeovers
If we use more changeovers, we can do exactly twice as many changeovers as before since we reduced the changeover time by half. The picture again shows
the initial situation on top, and the current situation with two production runs at the bottom. Each part is now produced twice during this period. For clarity I
only show the inventory of product A over time.
The amazing thing here is the inventory! With the more frequent changeovers, you now need only half the inventory. The image shows the initial inventory
with the dashed line, and the current inventory with the solid blue line. Both the peak inventory and the average inventory have been halved. As lean experts
you surely know the value of reducing inventory, which quite often exceeds the value of the freed-up time.
A More Detailed Look

Putting this on a more general basis, there are two main variables that can be varied:
• What percentage of the total time is used for changeovers (i.e., the ratio of the sum of all changeovers divided by the total time). For example,
if you have a 8-hour shift, and during that shift you had a total of 1 hour of changeovers, then you would have 1/8th or roughly 12%
changeovers.
• How many different part types do you produce? This could vary from 2 to infinity (with 1 being a special case: if you have only one part, you
will never have a changeover).
For simplicity I assumed that all changeovers and also all production runs for parts are of identical length. Looking again at the example from above, there are
two parts A and B, with an equal production duration and two equal changeovers. The changeover time was 32% of the total time. Each changeover took 16%
of the total time, and each production run took 34% of the time. For the example with three parts, it was three times 22.6% production time and three times
10.6% changeover time.
Total of 10% Changeover Time

Let’s start with the graph that shows the relation for an initial total of 10% changeover time (i.e., the sum of all changeovers is 10% of the time). Why 10%?
Because We believes that our production lines should have changeovers for 10% of the time. However, while this works for us, it does not mean that this
works for everybody, so don’t go rushing out telling your guys to do 10% changeovers. If you have not done anything to your changeover, then you would
need a maximum inventory reach of 55% of the time.
In other words, after producing part A for 45% of your cycle, you would need two changeovers with 5% of the time each plus the 45% time to produce part B.
Hence, you would need to cover 55% of the time between the beginning of a production run for part A and the next beginning of a production run for part A.
This increases if you have more part types, approaching a inventory reach of 100% of the time between the beginning of a production run for part A and the
next beginning of a production run for part A.

If you now start to improve your changeover time, this inventory reach goes down. If for example you could reduce your changeover time by 50%, you would
be able to have twice the number of changeovers, and hence every production run would need to be only half as long. The time you would need to cover
would also be reduced by half. Instead of an inventory reach of 55%, you would need only an inventory reach of 27.5% of the time between the beginning of
a production run for part A and the next beginning of a production run for part A.
Summary
Overall, the picture is very clear. If you reduce your changeover duration and put the gained benefits in more changeovers, then your inventory needed to
cover the changeovers can be reduced by the same percentage that you reduced your changeover time.
For example, if you reduced the changeover duration by 50%, then you can reduce your inventory needed to cover these periods also by 50%. If you reduce
changeover duration by 75%, then you need 75% less inventory. If you manage to reduce the changeover duration to zero, then you need no inventory at all
to cover for changeovers.
The Phases of a Changeover

A changeover is changing the set-up of a process from one product to the next. Reducing changeover times is a common and popular way to decrease
inventory or to increase available work time. Ideally, the changeover time should be zero, allowing true one-piece flow. However, it is often not zero.
You may think that the duration of a changeover is simple. At one point you stop the process and the changeover starts. A bit later you start the process
again, and your changeover ends. While there are processes that have such changeovers, there are also many more processes where the changeover is more
complicated.
The changeover duration is from the last part at full quality and production speed to the first new part at full quality and production speed.
Second, you spend additional work on the changeover that your people could have used otherwise. You must prepare, do the actual changeover, wrap up
afterward, and potentially do more work on quality checks after the changeover.
Loss of Production
First look at the parts that could have been produced but were not due to the changeover. The image below shows the overview of these phases. Please note
that not all processes and not all changeovers go through all these phases. Please also note that I simplified the ramp down and ramp up as a linear change,
whereas the line may be more curved or even have erratic peaks and valleys.
Ramp Down
Initially, the process is running at full speed and quality. Depending on the details of the process, the changeover can start with a ramp down of the process.
In most cases this will go rather quickly. However, there are also situations where it could take more time. It is possible that the production rate decreases
slowly. It is also possible that the quality problems may go up during the ramp down because the process is no longer operating at full capacity.
Stopped
The main part of the changeover is the time when the process is stopped. During this time, nothing is produced.
Ramp Up
The ramp up is more common than the ramp down. It often will take some time before the process produces good parts at full speed again. This may be for
several different reasons. production lines to need time to fill up again. Hence, when the line starts working again, it will take some time until the first part
exits the line again.

Work Spent on Changeover

We can also see the changeover from the point of view of the work needed for the changeover. As per the SMED approach, you should do as much as you
can before or afterward so that the actual changeover and the actual number of non-produced parts is minimal. An overview of the different tasks is shown
in the image below.
Preparation
During the preparation phase, the changeover is prepared. You should have all the tools, the equipment, and the needed manpower ready before you start
to ramp down.
Changeover
The actual changeover is commonly measured as the time from the last part at full quality and production speed to the first new part at full quality and
production speed. This includes the ramp downs and ramp ups.
Wrap Up Changeover
After the process is running good parts at full speed again, the changeover is completed, and we can now wrap up the changeover. Return tools and
equipment to their storage places, maybe do the maintenance on them, or set them up already for the next changeover – these are all things you can do
after the machine is running again.
Quality Checks
What many people often overlook, but what is also often necessary, is an increase in quality checks to make sure the process runs smoothly again and
produces good parts. These quality efforts usually start when the machine is not yet at full speed, but when the machine just started to produce the first part.
This actions often go hand in hand with the changeover to fine-tune the process settings. The increased quality checks may also extend beyond the duration
of the changeover to catch quality problems caused by the changeover but happening infrequently. The details depend on your actual process, and again not
all processes have this increased quality check phase.
Summary
Overall, there are quite a few steps during the changeover. To reduce waste and unevenness, you can look at all of them for improvement. The image below
is the combination of the two graphs above, showing both the phases causing loss of parts and the work steps for the changeover. And again, not all
changeovers go through all phases.

Off-line Changeovers
Parallel Changeovers
For a production-line changeover, the “easier” approach is to do all changeovers while the line is stopped. The sequence of steps is shown below:-
1. Empty the line of all products (i.e., the ramp down).

2. Change over all machines.
3. Fill the line with products again (i.e., the ramp up).
Sequential Changeovers
More realistically, you may not have the manpower to change all machines simultaneously. Rather, you change the machines one by one.
Sequential changeover while line is stopped is Depending on your manpower or your level of automation, you can also imagine situations that are a mix of
the two above. The changeovers could overlap without being fully parallel. For example, an oven could heat up on its own as part of the changeover while
the mechanic is working on the changeover of the next process.
Online (Running) Changeover

The improvement idea should be obvious by now. You simply do the changeovers one machine after another while the line is running. This is called a running
changeover.
Functional Requirements
First, it makes sense only in a flow line (or flow shop). There must be a clear sequence of processes that the parts follow. In comparison, in a job shop there
is no clear sequence, and hence the changeover cannot “run” along the line.
A running changeover may also require the parts to stay in a process longer than normal. In other words, if the changeover takes longer than a process cycle,
the parts in the previous process must wait until the changeover is completed. This is often no problem for steps such as milling or assembly. It is, however, a
problem for any kind of heat treatment (for example). If a changeover makes your bread wait in the oven three times the normal time, then you will not get
nice bread but a burnt loaf. Therefore, the parts must be able to wait in the process longer than normal, or the changeover process must be reliably faster
than a cycle time.
Performance Comparison
Parallel Changeover while Line Is Stopped
the changeover where all processes are changed at the same time while the entire line is stopped. The total time lost consists of two parts:
1) The longest changeover time of the processes, and 2) the ramp-up time to fill the line until the first new part leaves the system again.
Mathematically speaking, if we have n processes, all with a cycle time CTi and a changeover time COi, then the total delay time T would be as follows (not
including fine-tuning and adjusting while the line is running):-
T=Max(CO1,…COi,…COn)+∑i=1nCTi
Sequential Changeover while Line Is Stopped
Of course, this differs when the changeover times are not parallel, but sequential. Here is the animation again for reference.
Mathematically speaking, this would be the sum of all changeover times COi plus the sum of all cycle times CTi for the ramp up.
T=∑i=1nCOi+∑i=1nCTi
Running Changeover
Finally, we look at the running changeover, where all processes are changed in sequence while the line is running.
Mathematically speaking, the total time between the last part and the first new part T is a bit more complex. It also depends on whether the line is
a pulsed or continuously moving line, or a more flexible unstructured pacing system where the pieces move individually.
If the line is a pulsed or continuously moving line, then you lose at least one cycle time CTPulse due to one “empty slot” on the pulse line being used for the
changeover. If all changeover times COi are faster than the CTPulse, you would not lose any additional time. Only if a changeover time COi is slower than the
slowest cycle time CTPulse does this extend the “pulse” and slow down the line even more. In this case the additional time T is calculated as follows.

T=CTPulse+∑i=1nMax(COi–CTPulse;0)
If the line has an unstructured pacing, the flow of the material through the system is very similar, except that the pulse speed is now the largest cycle
time CTMax.
CTMax=Max(CT1,…CTi,…CTn)
T=CTMax+∑i=1nMax(COi–CTMax;0)
Please be aware that these equations are an approximation and may also depend on buffer sizes and random fluctuations.
Overall, at best you may lose only one cycle time CTMax or CTPulse for the changeover. At worst you may lose one cycle plus the sum of all changeover times
more than this one cycle. If your changeover times are very long, the total duration may even exceed the duration of a parallel changeover.
Summary
Depending on your situation, any of the above changeover approaches for production lines may be the best.
A sequential changeover while the line is stopped may be best if :-
1) you cannot do all changeovers at the same time (i.e., not enough manpower or not a fully automatic changeover).
2) the changeover durations would cause unacceptable waiting times for the products in a running changeover.
To improve this situation, it may be an idea to solve the issues that prevent you from a running changeover.
A parallel changeover while the line is stopped may be the best if you:-
1) can do all changeovers at the same time (either with manpower available or automatic changeover).
2) this would be faster than a sequential changeover.
To improve this situation, you may simply reduce changeover times, and possibly check if a running changeover may be better afterward.
A running changeover while the line is running may be the best if :-
1) additional delay from a longer changeover time will not cause problems for the products or processes or there is no additional delay.
2) it is faster than the parallel changeover.
To improve this situation, reduce changeover times, ideally starting with the longest changeover times that exceed your cycle time.
And finally, I would like to say that “Best Changeover is Not to have a Changeover” As Changeover Time is a wasted Time (Lost Time or Lost Capacity).

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Changover Guidines

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Donuts Varieties Manufacturing

BY, Hamed Ali Mohamed

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

Dark Chocolate Milk Chocolate Cherry Raspberry Strawberry

Green Tea Pistachio Blue Moon White Chocolate Glaze Chocolate

Reasons for Different Changeover Times

Dark Chocolate White Chocolate

Green Tea Pistachio

Machine-Related Changeover Differences

Raspberry Donuts Ring Strawberry Donuts Berliner

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

When Things Go Wrong: Fight

The Changeover Matrix

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

KISS – Keep It Simple, Short!

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

The Changeover Wheel

How to Create the Sequence

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

Ring Donuts Berliners

The entire changeover wheel could look like something below.

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

Improving the Sequence

Optimize the Changeover Sequence

A Note on Visualizing the Changeover Wheel

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

Products (Shape):- Ring Donuts Berliners Timbits

Flavors: - Dark Chocolate Milk.Ch Raspberry

Size: - Small Medium Large

Set Capacity of the Wheel

Medium White Chocolate Glaze Berliner Prio 3

Medium White Chocolate Glaze Berliner Prio 11

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

Options for Prioritizing

Products (Shape):- Ring Donuts Berliners Timbits

Flavors: - Dark Chocolate Milk.Ch Raspberry

Size: - Small Medium Large

Adjust to Reduce Changeover Time

Priotitized Production Batches

Medium Rasberry Glaze Donut Ring Prio 2

Medium White Chocolate Glaze Berliner Prio 3

Large Rasberry Glaze Timbits Prio 13

Small White Chocolate Glaze Donut Ring Prio 9

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

Always Plan an Entire Changeover Wheel

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

Products (Shape):- Ring Donuts Berliners Timbits

Flavors:- Dark Chocolate Milk.Ch Raspberry

Make-to-Order vs. Make-to-Stock.

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

Freeze Sequence as Needed for Logistics and Preparation

Where to Start the Wheel?

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

What to Do with SMED: Reduce Lot Size or Increase Work Time?

1. Observe and Measure changeover times.

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

Initial Situation, Two Parts

Initial Situation, Three Parts

Half Changeover Time after SMED

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED

A More Detailed Look

Total of 10% Changeover Time

DONUTS VARIETIES MANUFACTURING (CHANGEOVER GUIDELINES) BY, HAMED ALI MOHAMED