Last issue we looked at creating the "Kaizen and Kaikaku". As we continue to work our way down through the lean tools, in this issue we will look at Quick Change Over or what frequently is referred to as SMED (single minute exchange of dies).

Done	Value stream mapping
Done	5S
Done	Visual factory
Done	Kaizen and Kaikaku
Current	Quick change over (SMED)
	Monuments & remedies
	Lean performance measurements
	Six Sigma

As we continue to create flow in the Initial Application Area (IAA), we need to continually overcome obstacles. Obstacles to flow are referred to as monuments (monuments will be addressed in detail next issue). However, for now we shall examine one such monument. That is to say the machine that requires inordinate amounts of time to change over.

Machines are frequently required to produce various part numbers or variations. Therefore, it becomes necessary to change the machine tools and set-up for the necessary modification. This activity is referred to as a change over. The longer the process takes, the less "up-time" on the machine. When a machine is not producing products, that is just what it is doing, "not producing". This is a colossal waste of time.

It is no wonder that quick change over is a "mission critical" activity in any Lean deployment. To this end, it is most useful to employ a Kaizen Team. The team should undertake all and any activities necessary to reduce the set-up time and improve the up-time. This will increase the OEE (over-all equipment effectiveness) and generate significant bottom line savings. The costs incurred during the Kaizen Event pale quickly when compared with the benefit.

The team should always be looking for "external set-up" possibilities. That is to say what can be done to facilitate the set-up while the machine is still producing product. Many newer machines are designed so external set-up is the norm. Additionally, 5S initiatives will greatly improve set-up activities.