Changing from one shift to another was creating long periods of
low or no production. Since this was a three shift operation with
shift changes averaging 30 minutes three times per day, this
became a costly and destructive routine. Cell "purging"
(consuming all WIP without leaving work "in cue" for
the next shift), was also a common practice to meet or exceed
each shift's specific production goals.
Lean Solutions:
Working with the teams (across all 3 shifts), we devised a
changeover process that would minimize downtime and allow for
adequate cleaning and maintenance of equipment in the work area.
Procedures were agreed upon, posted, trained, and adopted. The
new procedure required all employees to spend the first 10
minutes of his or her shift cleaning the work area they would be
working in, servicing equipment (where possible), and
communicating with the operator they would be replacing regarding
special concerns or critical information. All of these duties
were performed while the operator from the earlier shift
continued to run the equipment or complete work processes
assigned. "Purging" the cell was discontinued so that
in-coming operators could begin at each work station with work
already waiting for them. Out-going operators would finish
paperwork and minor cleaning only after their replacement was in
position and working. Very appropriately, we referred to this new
shift change methodology as the "Tap On The Shoulder Shift
Change."
Lean Impact/Results:
Adding 1 1/2 hours of production up-time to a high velocity
manufacturing plant yields incredible and powerful results.
Streamlining the shift change process in this one cell increased much needed
capacity by more than $1 million annually. This process was
adopted as the official, plant-wide, shift change protocol. We
never calculated the plant-wide impact of implementing the
"Tap On The Shoulder Shift Change," but experience
tells us that many of the other 45 cells were enduring similar
losses in production prior to its implementation. It was common
speculation that this one change in procedures was worth tens of
millions to the company annually.
