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ClarityVM Workshops

Single – Minute Exchange of Die

Following on from Value Stream Mapping workshops, this very often identifies the need to improve the capacity of the equipment employed within the e2e Value Stream as well as reducing inter-operational stock (WIP).

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Very often management will duck the issue of change overs and instead run large batch quantities to reduce the number of change overs; however, this is not optimal and leads to Inventory Waste and unnecessary additional storage space that could be gainfully employed to Add Value.

In order to support reduced batch quantities there is a need to increase the number of equipment change overs and this leads to a need to reduce the time taken to carry this out. By carrying out QCO methods, this starts to free up available production time which can now be used for production outputs and hence increased capacity.

Just like a F1 Pitstop – changeovers need to be coordinated, orchestrated, with clear roles using smooth  standardised steps

QCO Workshop:

  • Identify machine for study (prior to engagement)
  • Identify support team/stakeholders (prior to engagement)
  • Video of process (suggest this is carried out prior to engagement due to the long cycle times)
  • Present SMED/ QCO Workshop
  • Review 8 Wastes
  • Carry out analysis/study of ALL activities for change over (Video footage) and “Go Look See”
  • Prepare activity chart
  • Define Direct/Indirect work
  • Identify improvement plan using 3C sheets
  • Produce Standard Operating Procedure (SoP)
  • Implementation will be carried out by the client – post workshop or as part of 4 Day Workshop
  • Standard Work & QCO templates
  • Handouts of Presentation

Delegates will finish their workshop with an understanding of Standard work and line balance techniques.  They should have enough knowledge to:

  • Consider each element of the changeover is analysed to see if it can be eliminated, moved, simplified, or streamlined.
  • Establish Direct & Indirect working
  • Increase equipment availability with reduced change over times
  • Reduces production batch size which will increase production flexibility
  • Reduces stock levels (reduce WIP and overstock from large batch size runs)
  • Introduces SOP’s for changeovers

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Discover how Clarity workshops ignite business success. Just fill in the form below and we will contact you to discuss a booking.

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Visual management tends to fall within 6 key purposes…

The work Clarity has done for our site has revolutionised the way we operate our lines; staff are actually communicating with one another and we’re all using the data and hard facts shown in the KPI boards to make decisions.

Paul Mann - Hub Operations Manager, DPD

Working with Clarity as a partnership really works for me; you’re open to different challenges and the team that I work with have been really responsive, they’ve also come up with some ideas which I’d not thought of. I see myself as an expert in visual management but you guys have still managed to teach me some things.

Craig Wilkinson – Network Rail

Thanks to Clarity, we follow all our KPI’s through visual management. Alongside the manufacturing successes we’re seeing with Clarity’s visual management, we’ve also seen a 30% reduction in our general waste and are saving £40,000 a year on one part of our waste management visual solutions through standardising our processes.

Steve Lomax – Crown Paints

Clarity’s solutions have played an important part in our visualisation success in Network Rail’s LNE, and are essential to the programme. Clarity supported us to reduce our Operations and Maintenance expenditure from £180,000,000 to £166,000,000. That’s a £14,000,000 saving! We also saw a 20% reduction on workforce and irregular working accidents and general performance across operators on the East Coast Mainline has improved.

Phil Verster, Managing Director of LNE

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