carlo scodanibbio presents: achieving quick change-overcarlo scodanibbio presents: ... total...

1

achieving quick achieving quick

changechange--overover

Carlo Carlo ScodanibbioScodanibbio presents:presents:

a training event organised by:a training event organised by:

the the ““secretsecret”” of Flow Production andof Flow Production and

the key that opens the door to Lean Manufacturingthe key that opens the door to Lean Manufacturing

clients are monstersclients are monsters……..

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manufacturingmanufacturingyesterdayyesterday today/tomorrowtoday/tomorrow

Approach:Approach:

Make good products Make good products

cheaply and quicklycheaply and quickly

The present market cake is not

growing much larger, but varietyvariety is,

due to diversity of customers’ needs.

Besides, customers request and

expect shorter delivery schedulesshorter delivery schedules,

higher qualityhigher quality, and high reliabilityhigh reliability.

This dictates a “higher varietyhigher variety--small small

lotslots” style of production, featuring

high quality, speedy delivery and

assured safety/reliability.

PQCDS approachPQCDS approach(diversified PRODUCTS, of high (diversified PRODUCTS, of high

QUALITY, at low COST, with QUALITY, at low COST, with

speedy DELIVERY and assured speedy DELIVERY and assured

SAFETY/RELIABILITY)SAFETY/RELIABILITY)

QCD approachQCD approach(Quality (Quality -- Cost Cost -- Delivery)Delivery)

SellerSeller’’s Markets Market BuyerBuyer’’s Markets Market

Costs associated Costs associated

with with WasteWaste could could

be built into be built into

ProductProduct’’s prices price

Clients are no Clients are no

longer prepared to longer prepared to

subsidise subsidise

manufacturersmanufacturers’’

costs associated costs associated

with with WasteWaste


3

Factory Management Factory Management

determines Production determines Production

CapacityCapacity

Costs + Profit = Selling PriceCosts + Profit = Selling Price

(Product(Product--Out approach)Out approach)

Customers determine Customers determine

Production Capacity Production Capacity

Selling Price Selling Price -- Profit = CostsProfit = Costs

(Market(Market--In approach)In approach)

(Estimate(Estimate--based Levelling)based Levelling) (Reality(Reality--based Levelling)based Levelling)


Profit is something that Profit is something that

comes naturally out of comes naturally out of

the manufacturing and the manufacturing and

marketing processmarketing process

Profit is something Profit is something

that must be created that must be created

and earned through and earned through

hard workhard work

Manufacturing Cycle Manufacturing Cycle

TimeTime

>> Selling Cycle Time>> Selling Cycle Time

Manufacturing Cycle Manufacturing Cycle

Time Time

--> = Selling Cycle Time> = Selling Cycle Time


4

ManufacturingManufacturing

is the businessis the business

of makingof making

productsproducts

ManufacturingManufacturing

is a is a

SERVICESERVICE

INDUSTRYINDUSTRY


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VAMVAM

VALUE ADDING VALUE ADDING

MANAGEMENTMANAGEMENT

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the VAM approach to the productive processthe VAM approach to the productive process

process process

time time

analysisanalysis

homework ?homework ?

..oh, yes !!!..oh, yes !!!

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SEWSEWSYSTEMATIC SYSTEMATIC

ELIMINATION OF WASTEELIMINATION OF WASTE

VALUE!VALUE!

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SUMMARY OF THE MAIN TYPES OF WASTESUMMARY OF THE MAIN TYPES OF WASTE

��OverproductionOverproduction

��TransportationTransportation

��Waiting/idlingWaiting/idling

��DefectsDefects

��ControlControl

��MotionMotion

��UnUn--needed processing stepsneeded processing steps

��StockStock

WASTE WASTE –– THE TABLE OF EXCUSES THE TABLE OF EXCUSES -- OLDOLD1) That's the way we have always done it1) That's the way we have always done it

12) I wasn't hired to do that12) I wasn't hired to do that

11) I thought I told you11) I thought I told you

10) I'm so busy I just can't get around to it10) I'm so busy I just can't get around to it

9) I didn't think it was very important9) I didn't think it was very important

8) I forgot8) I forgot

7) Wait till the boss comes back & ask him7) Wait till the boss comes back & ask him

6) That's his job 6) That's his job -- not minenot mine

5) I am waiting for an OK5) I am waiting for an OK

4) No one told me to go ahead4) No one told me to go ahead

3) That's not in my department3) That's not in my department

2) I didn't know you were in a hurry for it2) I didn't know you were in a hurry for it

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WASTE WASTE –– THE TABLE OF EXCUSES THE TABLE OF EXCUSES -- NEWNEW1) That's the way we have always done it1) That's the way we have always done it

12) All machines eventually give problems12) All machines eventually give problems

11) We must control quality or clients will complain11) We must control quality or clients will complain

10) Set10) Set--up time cannot be reduced furtherup time cannot be reduced further……..

9) We need stock: it9) We need stock: it’’s a good investments a good investment

8) Impossible8) Impossible

7) You mean we are stupid the way we do it???7) You mean we are stupid the way we do it???

6) Managers and consultants6) Managers and consultants……. Only able to mess us up. Only able to mess us up

5) We have tried in the past, and it didn5) We have tried in the past, and it didn’’t workt work……

4) Why change? We are already so busy4) Why change? We are already so busy……..

3) This way we know it works3) This way we know it works……..

2) There is no better way, believe me2) There is no better way, believe me……..

spot the waste!spot the waste!Manufacturing IndustryManufacturing Industry

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PUSH and PULL PRODUCTION METHODSPUSH and PULL PRODUCTION METHODS

the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions

12





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BATCH (PUSH) PRODUCTION vs. BATCH (PUSH) PRODUCTION vs.

CONTINUOUS FLOW (PULL) PRODUCTIONCONTINUOUS FLOW (PULL) PRODUCTION

the productive process in manufacturingthe productive process in manufacturing

ONON--TIME DELIVERY RATE (OTDR)TIME DELIVERY RATE (OTDR)Degree of reliabilityreliability of any upstream operation to release in due time its output

to a downstream operation.

A Flow System may compound problems and reduce considerably the overall

process’ OTDR unless the entire process is improved/streamlined:


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““batch productionbatch production”” vs. vs.

““oneone--piece flowpiece flow””

LEAN MANUFACTURING LEAN MANUFACTURING

and FLOW PRODUCTIONand FLOW PRODUCTION

the target:the target:

p i p e l i n e f l o wp i p e l i n e f l o w

c o n t i n u o u s f l o wc o n t i n u o u s f l o w

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Lean Manufacturing uses less of everything Lean Manufacturing uses less of everything

compared with mass production:compared with mass production:

half the human effort in the factory, half the half the human effort in the factory, half the

manufacturing floor space, half the investment manufacturing floor space, half the investment

in tools, half the engineering hours to develop in tools, half the engineering hours to develop

a new product in half the time. a new product in half the time.

Also it requires keeping far less than half the Also it requires keeping far less than half the

needed inventory and results in fewer needed inventory and results in fewer

defectsdefects……....

the the ““SOCOSOCO”” (5S) approach(5S) approach

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a a socosoco storystory

a a socosoco factoryfactory

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HEAVY MECHANISATION / HEAVY MECHANISATION /

AUTOMATIONAUTOMATION

LEAN MANUFACTURING LEAN MANUFACTURING

and TPMand TPM

TOTAL PRODUCTIVE MAINTENANCETOTAL PRODUCTIVE MAINTENANCE

THE 6 BIG LOSSESTHE 6 BIG LOSSES

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ACHIEVING QUICK CHANGEACHIEVING QUICK CHANGE--OVEROVER

changechange--over timeover time

= interval of time elapsed between = interval of time elapsed between

production of production of last defectlast defect--free itemfree item

(product, by(product, by--product, workproduct, work--piece....) piece....)

of of previous lotprevious lot, and , and first defectfirst defect--free free

itemitem of of next lotnext lot

definitionsdefinitions

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1. Changing1. Changing--over efficiently over efficiently

and effectively requires a and effectively requires a

high level of knowledge high level of knowledge

and ability, which areand ability, which are

the result of long the result of long

training and experiencetraining and experience

OBSOLETE, TRADITIONAL ASSUMPTIONS ON C/OOBSOLETE, TRADITIONAL ASSUMPTIONS ON C/O


2. Producing in large lots2. Producing in large lots

mitigates the effects andmitigates the effects and

counterbalances the costscounterbalances the costs

of long c/o timesof long c/o times

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3. Producing with the 3. Producing with the

criterion of "economic lot criterion of "economic lot

size" does also size" does also

counterbalance the cost counterbalance the cost

of (large) inventory, of (large) inventory,

consequent to largeconsequent to large--lotlot

productionproduction


E.L.S. (ECONOMIC LOT SIZE) = E.O.Q. (ECONOMIC ORDER QUANTITY)E.L.S. (ECONOMIC LOT SIZE) = E.O.Q. (ECONOMIC ORDER QUANTITY)

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large lot result: mitigation of negative effects large lot result: mitigation of negative effects

of (long) setof (long) set--up times and associated costsup times and associated costs

EXAMPLE 1

SETUP

TIME

LOT

SIZE

PRINCIPAL

OPERATION

TIME (PER ITEM)

OVERALL OPERATION TIME

(PER ITEM)

%

IMPR

%

%

IMPR

%

3 hrs 100 1 min 1 min + (3 x 60)/100 = 2,8 min 100 /

3 hrs 1.000 1 min 1 min + (3 x 60)/1.000 = 1,18 min 42 58 100 /

3 hrs 10.000 1 min 1 min + (3 x 60)/10.000 = 1,018 min 36 64 86 14

EXAMPLE 2

SETUP TIME

LOT SIZE

PRINCIPAL

OPERATION TIME (PER ITEM)

OVERALL OPERATION TIME (PER ITEM)

%

IMPR %

%

IMPR %

6 hrs 100 1 min 1 min + (6 x 60)/100 = 4,6 min 100 /

6 hrs 1.000 1 min 1 min + (6 x 60)/1.000 = 1,36 min 30 70 100 /

6 hrs 10.000 1 min 1 min + (6 x 60)/10.000 = 1,036 min 23 77 76 24



considerationsconsiderations

�increasing the size of a small lot brings a

substantial improvement to the (unit) overall

operation time - but with further lot size increases,

the rate of improvement decreases

��increasing the size of a small lot brings a increasing the size of a small lot brings a

substantial improvement to the (unit) overall substantial improvement to the (unit) overall

operation time operation time -- but but with further lot size increaseswith further lot size increases, ,

the rate of improvement decreasesthe rate of improvement decreases

�the longer the set-up time, the more effective the

benefits of increasing lot size

��the the longer the setlonger the set--up timeup time, the , the more effective the more effective the

benefitsbenefits of increasing lot sizeof increasing lot size

�in any case, with traditional approach to set-up

activities, large-lot production apparently is the

best method to reduce and even minimise the

negative effects of set-up

��in any case, in any case, with traditional approach to setwith traditional approach to set--upup

activities, largeactivities, large--lot production apparently is the lot production apparently is the

best method to reduce and even minimise the best method to reduce and even minimise the

negative effects of setnegative effects of set--upup

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common assumption: changecommon assumption: change--over time cannot be over time cannot be

drastically reduceddrastically reduced

BUT IT CAN !!BUT IT CAN !!


if a 3 hrs setif a 3 hrs set--up time can be reduced to 3 minutes, up time can be reduced to 3 minutes,

producing in large lots would be meaninglessproducing in large lots would be meaningless

�and days of limited product variety

and large-scale mass production are

gone forever ....!!

��and days of limited product variety and days of limited product variety

and largeand large--scale mass production are scale mass production are

gone forever ....!!gone forever ....!!

MAIN TYPES OF CHANGEMAIN TYPES OF CHANGE--OVER OPERATIONSOVER OPERATIONS

1. EXCHANGING DIES & BLADES1. EXCHANGING DIES & BLADES: dies, moulds, drill bits, : dies, moulds, drill bits, sawbladessawblades

and other tools, silkand other tools, silk--screening plates, etc. screening plates, etc. -- also: cleaning and replacing also: cleaning and replacing

filters (ex. in plastic extruders) and similar operations which filters (ex. in plastic extruders) and similar operations which cause a cause a

temporary halt to production.temporary halt to production.

2. CHANGING STANDARD PARAMETERS2. CHANGING STANDARD PARAMETERS: in NC machines, dairy : in NC machines, dairy

processes, chemical processes.....processes, chemical processes.....

3. "SWITCHOVER" or "RE3. "SWITCHOVER" or "RE--TOOLING"TOOLING": :

in assembly lines in assembly lines -- includes exchanging supplies of components and includes exchanging supplies of components and

materials, assembly jigs and equipment, etc.materials, assembly jigs and equipment, etc.

in certain machines in certain machines –– includes new material feed to machine (includes new material feed to machine (f.if.i. new . new

rolls of paper in winders, or new rolls of paper/material/plastirolls of paper in winders, or new rolls of paper/material/plastic films in c films in

printers, etc.printers, etc.

4. GENERAL SET4. GENERAL SET--UPUP prior to manufacturing: arranging the equipment, prior to manufacturing: arranging the equipment,

assigning tasks, checking drawings & work schedules, etc.assigning tasks, checking drawings & work schedules, etc.

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1. PREPARATION, CHECKING OF PARTS, TOOLS & 1. PREPARATION, CHECKING OF PARTS, TOOLS &

MATERIALS, AND AFTERMATERIALS, AND AFTER--PROCESS ACTIVITIESPROCESS ACTIVITIES

4. TRIAL RUNS AND ADJUSTEMENTS4. TRIAL RUNS AND ADJUSTEMENTS

3. MEASUREMENTS, SETTINGS AND CALIBRATIONS3. MEASUREMENTS, SETTINGS AND CALIBRATIONS

2. REMOVING AND MOUNTING PARTS, DIES, TOOLS, 2. REMOVING AND MOUNTING PARTS, DIES, TOOLS,

MATERIALS......MATERIALS......

4 BASIC STEPS IN THE CHANGE4 BASIC STEPS IN THE CHANGE--OVER PROCESSOVER PROCESS

every setevery set--up operation generally includes:up operation generally includes:

effects of long seteffects of long set--upsups

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��INTERNAL CHANGEINTERNAL CHANGE--OVER OPERATIONSOVER OPERATIONS

Those that cannot be implemented unless the Those that cannot be implemented unless the

process is stoppedprocess is stopped

��WASTEWASTE

Inessential operations (not necessary, or Inessential operations (not necessary, or

operations that could be avoided or eliminated) and operations that could be avoided or eliminated) and

wasteful operations inherent in the two classes wasteful operations inherent in the two classes

above. Examples: waiting for a forkabove. Examples: waiting for a fork--lift, searching lift, searching

for jigs and tools, unfor jigs and tools, un--necessary adjustments.......necessary adjustments.......

��EXTERNAL CHANGEEXTERNAL CHANGE--OVER OPERATIONSOVER OPERATIONS

Those that can be implemented independently of Those that can be implemented independently of

the processthe process

today's classification of changetoday's classification of change--over operationsover operations

INTERNAL CHANGEINTERNAL CHANGE--OVER TIMEOVER TIME

throughout this time throughout this time no no

value is added to productsvalue is added to products

Interval of time during which Interval of time during which the productive the productive

process stopsprocess stops: this : this should beshould be the real and proper the real and proper

changechange--over timeover time, that begins when the current , that begins when the current

lot process finishes, and ends when the next lot lot process finishes, and ends when the next lot

process produces the 1st defectprocess produces the 1st defect--free item.free item.


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EXTERNAL CHANGEEXTERNAL CHANGE--OVER TIMEOVER TIME

part of this time may elapse before Internal part of this time may elapse before Internal

ChangeChange--Over Time, and part afterOver Time, and part after

Interval of time during processing (of previous Interval of time during processing (of previous

and next lot), during which and next lot), during which changechange--over related over related

activitiesactivities (like transport, preparation, etc.) may (like transport, preparation, etc.) may

and and should beshould be implemented by various implemented by various

personnel (fitters, workers, operators....).personnel (fitters, workers, operators....).


OVERALL CHANGEOVERALL CHANGE--OVER TIME OVER TIME = = Internal ChangeInternal Change--Over Time + Over Time +

External ChangeExternal Change--Over Time.Over Time.


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objectivesobjectives

streamlinestreamline (essential) (essential) external c/o activitiesexternal c/o activities

eliminateeliminate/minimise /minimise adjustmentsadjustments

minimise timeminimise time required for (essential) required for (essential) internal c/o activitiesinternal c/o activities

make make easyeasy all c/o operations, so that they can be implemented all c/o operations, so that they can be implemented

by medium/lowby medium/low--skilled workersskilled workers

eliminate eliminate wastewaste


objectivesobjectives

streamlinestreamline (essential) (essential) external c/o activitiesexternal c/o activities

eliminateeliminate/minimise /minimise adjustmentsadjustments

minimise timeminimise time required for (essential) required for (essential) internal c/o activitiesinternal c/o activities

make make easyeasy all c/o operations, so that they can be implemented all c/o operations, so that they can be implemented

by medium/lowby medium/low--skilled workersskilled workers

eliminate eliminate wastewaste

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flow production and quick changeflow production and quick change--overover

the missing link...the missing link...Charlie Rev. 0 Charlie Rev. 0

22 minutes22 minutes

traditional improvement traditional improvement

vs. AQCO improvementvs. AQCO improvement

30

6 PRACTICAL STEPS FOR ACHIEVING QUICK CHANGE6 PRACTICAL STEPS FOR ACHIEVING QUICK CHANGE--OVEROVER

STEP 1.STEP 1. FORM a QCO IMPROVEMENT TEAMFORM a QCO IMPROVEMENT TEAM

STEP 6.STEP 6. STREAMLINE EXTERNAL C/OSTREAMLINE EXTERNAL C/O

STEP 5.STEP 5. STREAMLINE REMAINING INTERNAL STREAMLINE REMAINING INTERNAL

C/OC/O

STEP 4.STEP 4. TRANSFORM INTERNAL C/O INTO TRANSFORM INTERNAL C/O INTO

EXTERNAL C/OEXTERNAL C/O

STEP 3.STEP 3. GET RID OF WASTEFUL OPERATIONS GET RID OF WASTEFUL OPERATIONS

(eliminate most of them with the SOCO method)(eliminate most of them with the SOCO method)

STEP 2.STEP 2. ANALYSE CURRENT C/O OPERATIONS ANALYSE CURRENT C/O OPERATIONS

(and categorise them: internal (and categorise them: internal -- external external -- waste)waste)





C/OC/O







handle handle aqcoaqco as as

a project!a project!

31



key pointskey points

Primary Team + subPrimary Team + sub--TeamsTeams

CoCo--ordination!ordination!

Pilot Project?Pilot Project?

AQCO Project Manager + subAQCO Project Manager + sub--Project ManagersProject Managers





PRELIMINARY ANALYSISPRELIMINARY ANALYSIS

••list all current c/o operationslist all current c/o operations

••establish most critical ones and assign priorities to the establish most critical ones and assign priorities to the qcoqco team team

by using aby using a

changechange--over summary tableover summary table

32





PRELIMINARY ANALYSISPRELIMINARY ANALYSIS

••if necessary, or in case of large discrepancies between if necessary, or in case of large discrepancies between

c/o durations (for the same c/o code), analyse further c/o durations (for the same c/o code), analyse further

certain c/o operations using acertain c/o operations using a

changechange--over timetable & comparison chartover timetable & comparison chart

34





ININ--DEPTH ANALYSIS OF C/O OPERATIONSDEPTH ANALYSIS OF C/O OPERATIONS

••using VCR extensively, analyse in detail c/o operation using VCR extensively, analyse in detail c/o operation

with awith a

changechange--over operations analysis chartover operations analysis chart

36





ININ--DEPTH ANALYSIS OF C/O OPERATIONSDEPTH ANALYSIS OF C/O OPERATIONS

••Brainstorming: team members to fill an appropriateBrainstorming: team members to fill an appropriate

changechange--over improvement listover improvement list

38







••Kill Kill ““Preparation WastePreparation Waste”” & & ““Cleanup WasteCleanup Waste”” using theusing the

SOCO methodSOCO method


39

CHANGECHANGE--OVER CHECKOVER CHECK--TABLETABLE

C/O SOCO CHECKC/O SOCO CHECK--TABLESTABLES

dedicated diededicated die--change cartchange cart

40

C/O SOCO CHECKC/O SOCO CHECK--TABLESTABLES

external drillexternal drill--bits changebits change--overover

back to Charlieback to Charlie……

rev. 1rev. 1Charlie Rev. 1 Charlie Rev. 1

4 minutes4 minutes

42



C/OC/Okey pointskey points

••kill waste in internal c/o operations kill waste in internal c/o operations

ADJUSTMENT ADJUSTMENT

WASTEWASTE

REPLACEMENT REPLACEMENT

WASTEWASTE

bolts fighting!bolts fighting! pokapoka--yoke!yoke!

boltsbolts--fighting checkfighting check--listlistA) AVOID THE NEED (= ELIMINATE)A) AVOID THE NEED (= ELIMINATE)

••Can we go for any other type of fastener?Can we go for any other type of fastener?

••Can we use a (mechanical, hydraulic) clamp?Can we use a (mechanical, hydraulic) clamp?

••Can we rather use a vice?Can we rather use a vice?

••What else can be used instead of bolts (& nuts, screws...)?What else can be used instead of bolts (& nuts, screws...)?

••Can we eliminate bolts altogether?Can we eliminate bolts altogether?

••Can we rather use a wedge, a taper pin, a knockCan we rather use a wedge, a taper pin, a knock--pin, spring and pin, spring and

checkcheck--pin, spring and cam.......pin, spring and cam.......

••Can we possibly use a magnet? And vacuum suction?Can we possibly use a magnet? And vacuum suction?

••How can we create an interlock?How can we create an interlock?

••May be with a groove and checkMay be with a groove and check--spring?spring?

••What about going for a "snapWhat about going for a "snap--in" cassette style method?in" cassette style method?

43

boltsbolts--fighting checkfighting check--listlistB) IMPROVEB) IMPROVE

••Do we really need all these bolts, or can we reduce their numberDo we really need all these bolts, or can we reduce their number??

••Can we reduce the time spent to tighten and fasten bolts?Can we reduce the time spent to tighten and fasten bolts?

••Can we do without tools?Can we do without tools?

••Can we build a tool into the bolt (nut, screw......)Can we build a tool into the bolt (nut, screw......)

••Can we reduce the number of turns of this bolt?Can we reduce the number of turns of this bolt?

••Can we make bolts shorter?Can we make bolts shorter?

••Can we do it with only three turns? And one only? And 1/3 only?Can we do it with only three turns? And one only? And 1/3 only?

••Can we avoid to remove nuts and washers?Can we avoid to remove nuts and washers?

boltsbolts--fighting checkfighting check--listlistB) IMPROVEB) IMPROVE

••Can we use a "slipCan we use a "slip--off" bolt (the "Uoff" bolt (the "U--slot" method)?slot" method)?

••Can we avoid to remove bolts? Can they stay there?Can we avoid to remove bolts? Can they stay there?

••Can we go for a "pearCan we go for a "pear--shaped" hole method?shaped" hole method?

••Can we use the "C" (or "U") washer method?Can we use the "C" (or "U") washer method?

••Can we use sliding bolts with sideCan we use sliding bolts with side--slots/groves slots/groves

(The Split(The Split--Thread Method)?Thread Method)?

44

pokapoka--yokeyoke

45

MISTAKEMISTAKE--PROOFING IN EVERYDAYPROOFING IN EVERYDAY’’S LIFES LIFE


46


POKAPOKA--YOKE APPLICATIONSYOKE APPLICATIONS

47

POKAPOKA--YOKE APPLICATIONSYOKE APPLICATIONS



2 minutes2 minutes

49



1,4 minutes1,4 minutes

50



10 seconds10 seconds

52

from SMED to OTEDfrom SMED to OTED

Charlie Rev. 5 Charlie Rev. 5

1 second1 second

is it possible?is it possible?

7 RULES FOR AQCO7 RULES FOR AQCORULE 1.RULE 1. C/O BEGINS AND ENDS WITH THE C/O BEGINS AND ENDS WITH THE SOCO METHODSOCO METHOD

RULE 2.RULE 2. TRANSFORM INTERNAL C/O INTO EXTERNAL C/O, TRANSFORM INTERNAL C/O INTO EXTERNAL C/O,

AND AND ONLY THENONLY THEN IMPROVE REMAINING INTERNAL C/OIMPROVE REMAINING INTERNAL C/O

RULE 3.RULE 3. BOLTS ARE OUR ENEMYBOLTS ARE OUR ENEMY

RULE 4.RULE 4. IF YOU HAVE TO USE YOUR HANDS, MAKE SURE IF YOU HAVE TO USE YOUR HANDS, MAKE SURE

YOUR FEET STAY PUTYOUR FEET STAY PUT

RULE 5.RULE 5. ELIMINATE THE NEED FOR SPECIAL FINEELIMINATE THE NEED FOR SPECIAL FINE--TUNING TUNING

SKILLSSKILLS

RULE 6.RULE 6. STANDARDS ARE STANDARDSSTANDARDS ARE STANDARDS, MEANT TO BE , MEANT TO BE

KEPT AND RESPECTEDKEPT AND RESPECTED

RULE 7.RULE 7. STANDARDISE C/O OPERATIONS IN SUCH A WAY STANDARDISE C/O OPERATIONS IN SUCH A WAY

THAT THAT ANYBODYANYBODY CAN IMPLEMENT THEMCAN IMPLEMENT THEM

53

2 BEST RULES FOR AQCO2 BEST RULES FOR AQCO

do not spend money on do not spend money on

aqcoaqco, use your brain!, use your brain!

do it right now!do it right now!

a QCO casea QCO casepositioning jig for automated positioning jig for automated

robotrobot--welding of silencerswelding of silencers

54

QCOQCOdream or reality?dream or reality?

AQCO and PEOPLEAQCO and PEOPLE

and: the importance of Top Management commitment and: the importance of Top Management commitment

in implementing an AQCO programin implementing an AQCO program

55

a practical model for TEIa practical model for TEI

56

achieving quick changeachieving quick change--overoverA course presented by Carlo A course presented by Carlo ScodanibbioScodanibbio

Organised by:Organised by:

CREDITSCREDITS

The documentary material of this course is based on papers and wThe documentary material of this course is based on papers and works of:orks of:

and on personal experience and development by Carlo and on personal experience and development by Carlo ScodanibbioScodanibbio

MUSIC BYMUSIC BY

Bach Bach –– Barry Barry -- Beethoven Beethoven –– Grieg Grieg –– HaydinHaydin -- Mozart Mozart –– MuffatMuffat –– Paganini Paganini -- Ponchielli Ponchielli ––

RimskyRimsky--Korsakov Korsakov -- Rossini Rossini –– R. Strauss R. Strauss -- Verdi Verdi -- Vivaldi Vivaldi –– Wagner & othersWagner & others

Copyright Copyright ©© Carlo Carlo ScodanibbioScodanibbio 20092009

57

achieving quick achieving quick

changechange--overover

““““““““a cultural revolutiona cultural revolutiona cultural revolutiona cultural revolutiona cultural revolutiona cultural revolutiona cultural revolutiona cultural revolution””””””””

ACHIEVING QUICK CHANGE-OVERPower Point Presentation by Carlo Scodanibbio

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