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Template Of A Changeover Presentation

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Changeover Process

Transcript: What is the ChangeOver Process? Located at http://thetank/ourorganisation/Engineering/OperationsMaintenance/OCC/OCC%20Changeover%20Checklist Incoming shift needs to be aware of what is happening Incoming shift needs to understand threats and priorities So that it does not negatively impact current tasks Crucial to have a complete view of current issues that are impacting the business and OCC role Ensure consistent operating performance  confined spaces  current outages  Key Accounts currently impacted  IVR messages  Are systems running properly  Incomplete jobs?  Are there tasks to be completed by who/ by a certain time? I.e. confined space The OCC is a 24 hour team made up of different shifts Outgoing shift replaced by incoming shift Gives the knowledge and capability of confidently producing the necessary information to roll out to the next shift team The Process Information to be passed on... Why is it important? ChangeOver Process

Changeover

Transcript: Pilot This introduces one part of the company to a new system. They will test it and if everything goes well then the system will roll out to the rest of the company. For example an aircraft trying out a new radar machine. Advantages: If anything goes wrong it will only affect a minor part of the company, therefore there is damage limitation. This gives you the chance to test out the issue. Disadvantages: It will take a long time for it to be tried and tested. . Parallel Changeover is moving from one system to another. There are four types of changes which are direct, pilot, phased and parallel :))) Changeover In this scenario people are concerned about loss of data so both systems run independently for a while until all the bugs are out of the new system. For example, a criminal records system. Advantages: No data is lost if the new system breaks because you can rely on the old system. Disadvantages: Time and effort is wasted entering data into both old and new systems. Changeover Phased This way you stop using the old system completely and swap over to using the new system. For example, a small buseinss that needs a simple swap to a new system. Advantages: Switching to a new system can be very simple, cheap, and effortless. Disadvantages: You are completely dependent on the new system which means if something goes wrong then you can't do anything about it/you're stuck. A system is introduced feature by feature, slowly taking over from the old system. For example, an online store. Advantages: If one part of the system fails it is easy to revert back to the old system. Disadvantages: Will take a long time for the system to be completely installed and working, by which time the first part of the system might be out of date. Direct P .

changeover

Transcript: PRESENTATION TITLE SUBTITLE TEXT HERE ABOUT PROJECT OVERVIEW Personal or Business? PRODUCTS & SERVICES Present the Details CONCLUSION & QUESTIONS Question Time CONTACT INFORMATION Contact Information

Changeover Switches

Transcript: Suitable for mounting in DB Fuse Changeover Range: 125A to 2000A Control Supply Voltage: 240V ac or 24V dc Consists of two changeover contacts Site convertible Fuse Changeover Switch Staggered terminals Prevents accidental touching of terminals Isolates two incoming supplies Can be fitted easily Range: 63A to 2000A, AC 23A Inter changeable dual shaft position Motorised Changeover Upto 3 pad locks of Ø5 to Ø7 mm Inbuilt Auxiliary Contacts Provision of Manual Handle No change in the panel area with respect to Manual Switch Auto / Manual Selection Versatile Handle No Load Line Bias Two hand type flip-able handle above 400 A Spare Fuse Holder For easy inspection of terminals Phase Barrier Fuse Mounting kit Changeover Switch Open Execution Version Source Separator Auxiliary contact kit Fuse kit Range: 63A to 800A Changeover Switch Adequate space for Cable Termination 8 module width Sheet Steel Enclosure Version Terminal Shroud Universal Mounting Arrangement Eliminates possibility of flash over Pre-wired with terminal blocks Pad Lock Side operated manual switch Eliminates possibility of inter phase short circuit Frame 1: 63A & 100A Door interlock and door defeat

Rapid Changeover

Transcript: Hang parts - refers to the removal of used parts and installation of “new” parts (clean, clean and 2nd size), component or equipment during the changeover. Base Condition – original (intended) condition of the unit op or equipment. Restart - occurs when the system is “told” to run Shutdown - equipment or unit op ceases to operate or it is “told” to stop operating. Ramp up - transition period when the equipment or unit op is being restarted on its way to “going”. Typically equipment speed gradually rises and often sellable product is not made during the ramp up (this is not always true). Preperation Understanding the Situation Maximizing External Effort Optimizing Internal Effort Optimizing External Effort Eliminating adjustment points Standardize Consolidate Gains + Reapply What is Rapid Changeover + Why are we doing it? Does NOT mean to go faster! Tools and methodologies Team effort Increase in flexibility Maximize External Efforts Optimize Internal Efforts Rapid Changeover 8 Step RCO Process Step 1

Changeover Ceremony

Transcript: A lot has been accomplished over the course of a year... Storefront Contest Winners Almost New Store Kinsmen Expo 2015 New Chamber Benefits! Change-over Ceremony and a year in Review

Changeover Optimisation

Transcript: E.C.R.S. Define the current process Why improve changeovers? "This is how we do it" Shift internal to external operations More capacity means that we can plan efficiently & optimise our production Document it Put the new method into practice Changeover Optimization Put improvements into practice! What can you do to shift internal to external? Develop an improvement culture Analyse the motion Internal - processes that can only occur when the machine is stopped - ie change filler parts Challenge the current changeover time Better planning = easier changeovers (like products grouped with like products) This results in even better OEE and we achieve our KPI's Pre set components using jigs Mark set points or add rulers and pointers Quality Right First Time = Setup Right First Time We need our customer to want to buy from us "This is the only way" Streamline internal processes By having better changeover we can schedule more effectively Gives us time to work on the business tomorrow rather than just in the business today Eliminate internal processes "it wont work" Less time in changeover = more time to run production / improve the business "But its always taken this long" Eliminate the need for tools, or at least make provision for one tool to do everything. Video a changeover and review Develop Standard work Major gains can be made by completing external activities whilst the machine is running - getting equipment, staging dry goods Our customer does not want to pay for changeover - only good wine Improve the improvements Implement But what actually IS changeover? SMED Better changeovers = better setup = fewer quality problems Keep reviewing and improving the processes Each changeover takes xx mins, therefore total time in changeover on a typical week is xx hours. if we reduce the changeover by 54 mins, we get an additional XX hours to make product Remember...... Aim to complete several improvement exercises per year in each area Identify internal and external activities record and compare the results (video the changeover) Cost of rework re-setup, on the fly adjustments, micro stops $$$$$ Changeover improvement is not 'magic' Pre heat components if needed Eliminate unnecessary work Combine activities Re-arrange activities Simplify activities Train out We need to act profitably. Therefore we MUST reduce our costs. Faster changeovers allow us to build capacity and achieve our KPI's Good changeover can only occur if all the lean foundations are also met. 5S and Standard Work especially Start by doing what's necessary; then do what's possible; and suddenly you are doing the impossible Don't forget to control the new methods Non value added time. Develop SOP's Single Minute Exchange of Die Changeover Optimization methods Example of the benefits of changeover improvement Customer Pressure, Business Expectations! Follow the process Make Standard Multiple changeover improvement events are required to deliver significant gains External - processes that can occur when the machine is running 'Big shots are just little shots who keep shooting' Document and control the new method We complete XX type XX changeovers per week. How does this fit into the CI House? xx hours multiplied by the number of available weeks, multiplied by maximum run speed equates to an additional xx 9LE equivalent capacity Is the process necessary? can it be combined, re-arranged or simplified? Time the phases Establish a changeover team & culture Changeover improvement is not a one off event "This is the best way"

changeover 3

Transcript: Cairo University Fourth year Mechanical Design- Faculty of Engineering-Mechanical Design and Production Graduation Project - First discussion Z W APPLYING LEAN MANUFACTURING TOOLS to IMPROVE PRODUCTION at LEGRAND FACTORY X h e e Supervised by / Prof. Tamer Abdelmaguid 4 Team Members : Sondos Khalid Ahmed Maiada Sobhy Said Marehan Adel Hassan S K 5 kbolkl Overview Overview Industry Engneering Factories LEAN There was almost 2 months between sending the proposal and the date of the meeting. How did we start ? Preparation Meeting Project Proposal : Other Companies: Legrand Factory About Legrand Legrand operates on a global market, with facilities in nearly 90 countries and products sold in nearly 180. Sadat City 200 Km Products Some Legrand Products : Production Main Departements Injection Station Assembly Station 21 Machine G-6 G-3 Dies G-4 G-5 Mold warehouse Injection Machine Changeover Benefits of changeover time reduction Better flexibility Better quality Last Good Next Good Change Material Lower cost Better worker utilization Less process variability Changeover is the time it takes to go from the last good part of one product run to the first good part of the next product run. 4 Main Processes for injection Molding Machine changeover The Machine Inspection Take old Mould off machine place new mold inside the machine According to Size of Die Suitable accessories About Machine Strategy Analysis Measure Improve Define Control DMAIC 1) Setup Observation Analysis Worksheet: Recording Video for changeover 11 Changeover[G-5] Waste Setting Parameters Change Material unnecessary Activities Searcing for tools Trials unusual Issues Crane Preparation Pareto Chart G-6 G-3 G-4 21 Machines G-5 Using Pareto Chart to selecting improvement area Recording 8 Changeovers During first 3 weeks ( as a Sample ) FBD Setting Parameter waste Process Setting parameters takes longer than it should Too Many Trials People Wrong inputs Workers are not able to detetmine the accurate parametyers without testing FBD Trials waste Material Workers are not knowlegable enough in order to set exact parameters Numerous trials in order to reach desired quality Different depending on the product Workers resort to trials in order to reach specific parameters Not enough knowlege on the different cyclic parameters for each material Take too much time to change the material Material Process Products with different material on the same machine FBD Change Material waste Material Drainage old material manual Different materials on the same machine Take much time to heat the material Take much time setting paramters Method No codded pragram ( manual method) Machine No Storehouse (same material) for every machine (automatic and continuoes suction) FBD Change material waste Root Cause FBD Trials waste 1- Lack of knowledge of the required accurate parameters. 2- Lack of communication because no schedule has been published showing the timing of the changeover Root Cause 1. Different materials on the same machine 2. Waiting for drying or heating the material up Root Cause 1. Different materials on the same machine 2. Waiting for drying or heating the material up Improve Corrective action plan Corrective Action Plan Action 1 : Change Material Internal feeding system Parallelization method Don't change material Parallelization Method Action 2 : Setting Parameters Manual entry Software System & Worker training Action 3 : Searching for tools / Equipment 5S Hoses spare with different lengths and types Unify the clamps type Action Plan Electric Nut Tightening Change material process Results Before After Comparison of wasted time before and after implementation (min) 30% 97% 51% 36% Flow Chart Change material only Change mold & material Change mold only Store Project Mold Store 166 Molds Rack Selection ABC analysis 96 molds in set A 36 molds in set B 34 molds in set C Mold Store Layout Decision Matrix arrange the molds in the rack Searching Time Corrective Action Plan Arrangement the molds in the rack 2) Roll out racks 1) The Vertical Carousel Rack Design Codification System Radio Frequency Identification (RFID) System RFID microchips type RFID Reader Gantt chart P Discussion

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