Case study · Automotive stamping
Eighty nine minutes to change a die. Seven weeks later, forty six.
An automotive metal stamping plant.
Results at a glance
89 to 46
Minutes of changeover, baseline to engagement average, a 50% improvement.
66
changeover observations timed on the floor, which is what the standard was built and corrected from.
300 plus feet
of forklift travel taken out of every die move.
The brief
One problem, seven weeks, and nothing else touched. The work started on the floor, timing changeovers as the crews actually ran them, 66 observations in all.
What we did
One standard went in and was then run the same way on every shift: a pre flight checklist, written instructions, parameter verification, a shift handoff protocol, and a changeover audit so the standard gets checked rather than assumed. A die staging area put the tooling where the press needed it. Hour by hour boards went up with downtime code groups, so lost time got a name on the shift it happened in.
What it reports
There is no dollar figure attached to this one. The engagement measured minutes, so minutes are what it reports.
The result
Every figure, and how it was confirmed.
89 to 46
Minutes of changeover, baseline to engagement average, a 50% improvement.
Every week
of the program beat the baseline, so the gain held instead of spiking once.
66
changeover observations timed on the floor, which is what the standard was built and corrected from.
300 plus feet
of forklift travel taken out of every die move.
As reported by the principal
How we report valueWhat they kept
At the close the floor had the written changeover standard, the checklist, the parameter verification, the handoff protocol and the changeover audit, with the die staging area and the hour by hour boards in place.
Next step
If this company sounds like yours, ask us what a discovery would look at in your numbers.
You do not have to be ready to buy anything. One of the three of us will answer the question ourselves.