Even the Weather Couldn’t Beat the Team
Recently, I facilitated a Changeover Reduction (SMED) Kaizen event for a leading whiskey bottler and distiller at their facility in Indiana. Their goal was to reduce changeover time by 50 percent or more, while improving safety and not negatively impacting quality or customer service.
As this was the first Kaizen event in the plant’s history, I prepared the team leader and sponsor for what was to come. Essentially, they would have to be flexible enough to perform changeovers when we requested them on Days 1 through 4. The first day, it would be performed by the crew and observed by the team. Days 2 and 3 would be performed by the team. On Day 4, after all improvements were implemented by the team, the crew would execute the changeover using the new procedures and tools we provided to them.
After Lean and Changeover Reduction training on the first day of the Kaizen event, the team walked out to the production line, prepared to observe a changeover. We gathered the crew, explained what we were going to be doing, and reminded them to execute the changeover as they normally would. We wanted them to be safe and tried to stay out of their way as much as possible. For almost seven hours, we watched the crew struggle with the changes required to go from one size bottle to another. It was painful to watch, but we had to understand the current process. Following the changeover, we went back to the meeting room to review our observations and generate ideas to make things better the next day.
After a really long day, I sent the team home. Once everyone was gone, I was told an ice storm was forecasted later in the week. I was hopeful it would be a non-event and not disrupt our plans. I also hoped I would be able to fly home on Friday evening.
Based on six months of data, our baseline for changeovers was just over seven hours. Following each changeover, it took days for the line to get stable. We had to get better. Our goal was to reduce changeovers to just over 3 ½ hours.
On the morning of the second day, the team broke into four sub teams and worked diligently on four key projects:
1. Parts and equipment preparation
2. Visual standard work
3. Resource coordination
4. Specialized equipment changeover programming
By lunchtime, we were ready to try our first improvements. With the crew and part of the team observing, team members executed the changeover in just over 2 ½ hours. This was a big win and we were amazed at how much simpler the changeover was to execute. We identified more improvements to make. Back in the meeting room, the team planned out improvements for the morning of the third day.
The weather forecast was getting worse. The ice storm was now predicted to dump a ½ inches of ice on Thursday. I tried to be optimistic, but I knew we had to plan accordingly. We had a discussion, and the team was so excited by their progress they essentially ignored the weather report. No one wanted to stop the progress.
On Day 3, the team executed the improved changeover process and completed it successfully in just over 2 hours and 20 minutes. They knew they had something repeatable and sustainable. But would the crew be able to repeat our success on Day 4? The team set to work following the changeover to ensure nothing would keep them from winning. The weather report was still predicting Day 4 would be a problem. Team members reaffirmed their commitment to be there on Thursday. This was the day that the crew would perform the changeover. We’d soon find out if the crew was as committed as the team.
Early Thursday morning, the sleet started coming down. The plant manager called a meeting with his staff and developed a plan for the employees’ safety. They would be allowed to leave anytime during the day, without penalty. Only one of our team members left. He had a long distance to travel home. Most of the other employees went home. We wondered if anyone would be left to try our improved changeover.
We worked on improvements until lunchtime and did a survey of people remaining at the plant. Only two from the line we were helping were willing to stay. This wasn’t enough to truly test our changes. We surveyed other lines and got three more to join us. Two of them had never participated in a changeover of any kind on any line. This would be our ultimate test.
We spent an hour pairing up team members with crew members. Team members would give training and coaching on the new procedures to their assigned crew members. They weren’t allowed to do the work for their partner, but they could remind them of the new procedures and tools to help them execute the changeover in the improved way.
Once the training and coaching was completed, we started the changeover. It flowed so smoothly. Even those unfamiliar with the line were able to easily follow the new procedures and use the tools created for their benefit. The coaches made sure the crew followed the procedures as written and kept reminding them of the next steps and how to do them safely and efficiently. Two hours and three minutes later, the changeover was complete, and the line was running.
The team was amazed. All their hard work had paid off. Due to the weather, they got the best test they could have asked for. We reconvened quickly in the meeting room and then sent everyone home, hoping things would clear up enough for them to return for the final day of the Kaizen. I drove through the ice storm to my hotel. Waffle House was the only restaurant open. I was happy to be inside and have a warm meal.
On Friday, the roads were clear and the team reconvened. They were so proud of their results and determination to beat the weather and their goals. They implemented the Wheel of Sustainability to lock in all of the improvements. At the report out, attendees were amazed at the huge amount of time reduction achieved, while improving the safety and simplicity of the changeover. The team proved their new method was easily taught and trained and the rest of the plant could apply what they learned. Their determination to win was stronger than the ice storm.