An assessment of the role of design in the improvement of changeover performance

Abstract

Discusses the derivation of current changeover improvement methodologies from the work of the Japanese engineer/consultant Shigeo Shingo. Argues that under the interpretation and widespread adoption of the single minute exchange of dies (SMED) philosophy, substantive design‐based solutions are being overlooked in favour of incremental, low cost, team‐based approaches which emphasize organizational changes to the changeover. Identifies difficulties which can arise with existing approaches to changeover improvement and the relative merits of emphasis on design or organization are discussed. Pays particular attention to the problems which have been observed in sustaining levels of improvement.