In the first three phases of the REDUCE methodology, required data is established, the value stream is engaged for a deeper understanding and internal and external activities are differentiated or separated as defined in the SMED system. The first two phases are largely gathering information and analysis while the second begins to separate tasks and define what can be done while the machine is running and what can be done while the machine is stopped.
The video above is from Lean Strategies International LLC's Quick Changeover with REDUCE Course.
Of all the steps in a setup or changeover reduction, separating internal and external activities may in fact be the most important as well as the simplest steps you can take. In the most general sense, performing activities like preparing tools, kits and materials as well as transporting items while your line is running can reduce setup time by as much as 50%.
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Before improving anything in a setup, we must first consider the current state or common problem areas of what we are improving. In the case of setups, changeovers or turnarounds there are traditionally 4 basic steps where problems and opportunities fall. Those steps are:
If you travel into any machine shop, office or hospital facility in the world guaranteed you have seen a changeover before. The changeover occurs in between the last good part or service until the next good part or service. Some examples would be: