How to Reduce Changeover Time in Manufacturing in 5 Steps

Imagine this: your current changeover takes 90 minutes and happens four times a week. That’s 6 hours of downtime every week—or over 300 hours a year. With a production value of $750 per hour, those changeovers are quietly costing you $225,000 annually. That’s not just a scheduling hiccup; it’s a revenue leak big enough to make anyone sit up and rethink their processes.

The good news? Changeovers don’t have to be a time sink. By optimizing your processes, eliminating bottlenecks, and digitizing your shop floor, you can take back those hours and turn them into productive, revenue-generating time.

In this article, we’ll explore what changeover time really means, the factors that slow it down, and how to speed it up. From SMED to skill development and continuous improvement, we’ll cover practical steps to help you make the most of every minute on your shop floor.

What Is Changeover Time in Manufacturing?

Changeover time is the interval it takes to switch gears on the production floor, from finishing one product run to starting the next, all while hitting the mark on quality standards. Think of it as the pit stop of manufacturing: cleaning, setting up, adjusting, and ensuring everything is ready to roll for the next batch.

This includes all activities involved in switching from one product to another, such as cleaning, setup, adjustments, and testing. However, it’s important to distinguish changeover time from downtime (unplanned stoppages) and setup time (preparing equipment for a new run). Changeover includes the entire transition process, combining elements of both.

It’s a clear indicator of how efficient and productive your shop floor is. Ideally, you’d want changeover time to be as short as possible. The shorter, the less time is wasted, and the more smoothly production flows. It’s not just about saving minutes, it’s about creating a system that’s flexible, responsive, and ready to meet demand without skipping a beat.

Factors Affecting Production Changeover Time

Several factors shape the efficiency of a changeover process, and understanding them is key to spotting improvement opportunities:

• Complexity: The more complicated the process, the greater the chance of delays, making simplification a top priority.
• Operator skill and training: Without familiarity with the process, equipment expertise, or strong problem-solving skills, transitions become prone to delays, errors, and inefficiencies.
• Equipment design: Machines built with changeovers in mind can save significant time. Features like quick-release fixtures or modular components simplify swaps and reduce the need for complex adjustments.
• Work environment and layout: A tidy, well-organized workspace makes a big difference. Logical layouts, easy access to tools, and minimal clutter can cut down the time spent searching or maneuvering during a changeover.
• Lack of standardization: Clear, standardized procedures help ensure consistency and reduce the risk of mistakes. Documenting the process also simplifies training for new operators and highlights areas that can be optimized further.

These factors work together to create a more flexible, responsive production process. By addressing them systematically, you can achieve shorter changeover times.

SMED (Single-Minute Exchange of Die) in Manufacturing

The go-to method for trying to shorten changeover times is SMED or single-minute exchange of die. It’s a proven framework that not only speeds up transitions but also brings clarity and structure to the entire process.

SMED Meaning

SMED, or single-minute exchange of die, is a methodology developed by Japanese engineer Shigeo Shingo to minimize changeover times. The focus is on completing as many tasks as possible while equipment is still running, reducing downtime and enabling faster transitions between production runs.

Rooted in lean manufacturing principles, SMED aims to eliminate waste and boost efficiency. Its name highlights the goal: reducing changeover times to under 10 minutes, or “single-minute.” Originally designed for tool or die changes, SMED’s principles now apply widely, helping to streamline processes and keep production flowing.

SMED in Manufacturing

In SMED, the changeover process is broken down into individual steps, or elements. The goal is to reduce as many of these elements as possible by either separating them or converting them into tasks that can be done while the equipment is running. Any remaining steps are then streamlined to make the process as efficient as possible. Simplified, SMED follows three steps:

1. Separate
   The first step in the SMED process involves categorizing changeover tasks as either internal or external. Internal tasks are those that can only be performed when the equipment is stopped, while external tasks can occur while the equipment is running. Identifying these categories helps prioritize tasks that can be shifted to external, reducing downtime.
2. Convert
   The next step focuses on converting internal tasks into external ones where possible. For every listed internal task, you should look for a way to make it external.For instance, tasks like preparing tools or materials can often be done ahead of time. Techniques such as using duplicate jigs enable preparations for the next production run to take place simultaneously with the current one, making transitions more efficient.
3. Streamline
   For internal tasks that cannot be converted to external ones, the focus shifts to optimizing and simplifying the process. Streamlining aims to eliminate inefficiencies and ensure each step is as smooth and straightforward as possible. This can refer to simple changes on machine-level, such as reducing adjustments through modular components or pre-set configurations.

Ultimately, the real impact is felt on the shop floor. Streamlining operations and workflows at this level is what truly drives improvement. This means organizing workspaces effectively, standardizing procedures, building a skilled workforce, tracking shop floor data, and tackling bottlenecks that hinder smooth transitions.

5 Steps to Reduce Changeover Time in Manufacturing

By focusing on key strategies, you can streamline their processes and minimize downtime. Here are five practical steps to help you achieve faster, smoother changeovers.

1. Standardized Work Procedures

Consistency is key, even more so when it comes to smooth changeovers. Establishing a process that follows the same steps every time is less prone to delays, errors, or forgotten tasks. That’s what standardized procedures are all about.

SOPs and step-by-step guides keep everyone on track, ensuring operators follow a fixed procedure, complying to company and industry standards. Add in visual aids like photos, diagrams, or videos, and you’ve got a recipe for clarity and efficiency.

Digital Work Instructions

To do this, paper-based documents have long been the standard, but they lack flexibility and efficiency that are needed when dealing with changeovers. The industry has moved forward with digital work instructions. These interactive, easy-to-access guides can be pulled up on tablets or screens right at the workstation, giving operators everything they need in one place.

With features like instant updates, multimedia support, and clear, step-by-step guidance, digital instructions are purpose-built for the speed and precision required on today’s shop floors.

This way, digital work instructions cut down on mistakes, keep everyone aligned, and when changed are needed, they can be updated in a few clicks, ensuring consistency across different production lines and shifts.

Plus, they eliminate time wasted searching for missing information, so operators can focus on what really matters, getting the changeover done quickly and correctly. It’s an easy-to-implement, simple yet powerful way to bring consistency and speed to the shop floor.

2. Empowering Skill Development

Standardized work instructions set the stage for efficient changeovers, but it’s the skills of the workforce that truly drive success. To ensure smooth transitions, you’d want a team that is both highly capable but also adaptable to switch between machines, setups, and production lines. Developing highly-skilled operators who can transition seamlessly not only simplifies changeovers, but enhances overall operational efficiency.

Upskilling

Start by building on what your workforce already brings to the table. Evaluating their current skills and tracking development helps you focus on their strengths and pinpoint where growth is needed. With tools like a skill matrix, managers can visualize team competencies and strategically plan training, ensuring broader coverage of critical skills and addressing gaps where they matter most.

Upskilling takes this further by refining those skills and preparing operators to handle advanced techniques or new equipment—both of which can make a big difference in reducing changeover times. Tailored training paths ensure your team’s development aligns with what the shop floor needs most, keeping efforts focused and effective.

On-the-job training plays a key role here, letting operators learn and apply new skills directly in their work environment. It’s practical, impactful, and fits seamlessly into daily operations, ensuring the training has an immediate payoff.

And it’s not just your current team that benefits. Onboarding new employees with customizable training paths and centralized skill tracking ensures they gain confidence and competence quickly, making them valuable contributors to efficient changeovers from day one.

By leveraging tools like a skill matrix and focused training strategies, you’re setting the stage for smoother, faster transitions and a more capable workforce overall.

Cross-Training

Secondly, cross-training builds on upskilling by creating operators who are proficient in multiple tasks and machine setups, fostering greater flexibility. This approach eliminates bottlenecks caused by over-reliance on specific individuals. With tools like a skill matrix, managers can visualize team competencies and strategically plan training to ensure broader coverage of critical skills.

During a changeover, if the usual operator is unavailable, a cross-trained team member can seamlessly step in to keep the process on track. Skill tracking not only monitors competency levels but also identifies alternative team members best suited to handle the task or who needs to be trained on a certain skill.

Integrate Skill Management and Work Instructions

Combining digital work instructions with skill management tools elevates training to a new level. With Azumuta, digital work instructions adapt to an operator’s skill level. Operators who are more experienced with a task receive instructions with fewer, simplified steps, while those less familiar are provided with detailed, step-by-step guidance.

This ensures clear, tailored instructions that align with each operator’s needs, improving both efficiency and accuracy during changeovers.

3. Optimized Checklists

When it comes to reducing changeover times, checklists are a tried-and-true tool that can make a big difference. They provide operators with a clear, step-by-step guide to follow during changeovers, reducing the chances of missed tasks or errors.
From setting specifications to preparing tools and confirming adjustments, they help streamline the process and keep everything running smoothly.

Digital Checklists

However, just like digitized work instructions have outpaced their paper counterparts, digital checklists bring even more advantages to the table. Accessible at workstations, digital checklists allow operators to tick off tasks in real-time while automatically logging data. This centralization is especially valuable in environments with frequent product changes, ensuring every operator has up-to-date guidance at their fingertips.

Beyond simplifying the process, the data collected from digital checklists tells you a lot about the changeover processes. Detailed logs of task completion times and recurring issues enable teams to pinpoint inefficiencies and refine procedures.

4. Insightful Data Collection

The data gathered during and after changeovers is a goldmine for improving efficiency. By tracking every step of the process, you’re able to identify patterns, bottlenecks, and recurring inefficiencies that may otherwise go unnoticed.

For example, data logged through digital checklists or quality control tools can reveal trends, such as which steps regularly cause delays, where errors most often occur, or how long certain tasks typically take.

This information is invaluable for driving targeted improvements. If a specific task consistently slows down the process, adjustments can be made, such as refining instructions, reallocating resources, or automating repetitive steps. Similarly, recurring errors might point to a need for additional training or clearer instructions for operators.

By analyzing this data, you can prioritize the most impactful changes, ensuring efforts are focused where they’ll yield the greatest results. Over time, this data-driven approach not only reduces changeover times but also fosters a culture of continuous improvement, where decisions are backed by measurable insights rather than guesswork.

5. Continuous Improvement

Reducing changeover time is not a one-and-done effort—it requires ongoing evaluation and refinement.

Regularly analyzing changeover data provides valuable insights into task completion times and recurring bottlenecks. These insights can guide adjustments to work instructions, tool organization, or equipment configurations. Feedback loops further support improvement by encouraging operators to suggest refinements, such as simplifying steps or updating training materials to reflect real-world conditions.

Even small changes, like improving standardized procedures or refining digital work instructions based on operator feedback, can add up to significant time savings. Continuous improvement keeps changeover processes efficient, dynamic, and responsive while empowering teams to contribute actively to better performance.

For example, in Azumuta, operators can use a ticketing system to log issues like unclear instructions or recurring delays in tool setup. This ensures problems are documented and addressed quickly. Additionally, progress on tickets can be tracked, providing visibility into resolution timelines and fostering continuous improvement.

Advantages of Reducing Changeover Time

Let’s take the example we mentioned earlier. Say that your current changeover takes 90 minutes and occurs 4 times per week. This means approximately 6 hours of production time are lost weekly, translating to over 300 hours of downtime annually. At an estimated production value of $750 per hour, these changeovers represent $225,000 in potential lost revenue.

By implementing targeted reduction strategies that could halve changeover time to 45 minutes, you could reclaim 150 hours of productive time, potentially generating an additional $112,500 in annual revenue.

Beyond lower costs and increased production time, reducing changeover time brings several other valuable benefits:

• Smaller batch production: Smaller batch sizes allow you to respond more quickly to changing customer demands, seasonal variations, or market trends.
• Enhanced inventory management: Faster changeovers allow for smaller production batches, reducing the need for large inventories and freeing up valuable storage space.
• Better product quality: A well-optimized changeover process reduces the risk of errors, ensuring that products meet quality standards right from the first run. Standardized procedures and skilled operators help maintain consistency and minimize defects.
• Competitive advantage: When you’re able to switch smoothly and quickly between production lines, you can close gaps your competitors struggle to fill. Faster changeovers enable quicker delivery times, higher customer satisfaction, and staying ahead of competitors.

Turning Changeovers Into Opportunities

Reducing changeover time isn’t just about cutting downtime; it’s about building a smarter, more adaptable manufacturing process. Every strategy, whether it’s SMED, skill development, or digital tools, plays a role in shaping a production floor that’s not only efficient but also equipped to handle the challenges of today’s dynamic market.

But the real power lies in turning changeovers into an opportunity for growth. By addressing inefficiencies, empowering operators with the right tools and skills, and creating a culture of continuous improvement, changeovers become more than a necessary step—they become a catalyst for innovation.