OREY
Client 1/Changeover standard, packaging lines
01Define
02Collect
03Deliver
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What we found

23 interviews · 7h 12m of conversation · 5 sites · 9 practices
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Where to start
Deploy at Glasgow first. Packaging is the constraint there and it holds the largest prize on the smallest effort

Use one sequence per line, prepare before the stop and assign every deviation an owner

Glasgow maturity 0.6 of 4, group 1.8. 2.1 line hours a week at stake, no capex
Biggest single gap
Four of five sites begin the work only once the line is stopped

Preparation starts after the line stops, and maintenance is called too late

Raised unprompted by 11 operators and shift leads
What the strongest site does
Where a deviation gets a named owner, changeovers run 38 min faster

Antwerp leads on ownership and advance notice, but its method is not yet standard

Cross checked against changeover logs
Estimated impact
6.5
line hours per week

Recoverable if the other sites reach Antwerp's level, with no capex

Based on reported changeover frequency

Maturity by practice and site

Scored on what the interviews evidenced, not on what the document says Expand a practice to compare sites
Practice ANTWERPLYONPOZNANBERGAMOGLASGOW
Documented sequence with role cards
4
3
2
2
1
Standard time per step
3
2
2
1
0
Internal vs external steps split
4
2
1
0
0
People notified ahead of the stop
3
2
1
1
0
Kitting and tooling staged before the stop
4
2
1
n/a
1
Time measured per changeover
4
3
2
2
1
Deviation reviewed in the daily meeting
4
2
2
2
0
Action with a named owner and date
4
1
1
0
0
Logbook kept per line
3
3
2
1
2
Maturity scale 0Not present 1Ad hoc 2Defined 3Followed and measured 4Best in class n/aNot applicable

Where to deploy first

Gap against the standard, weighted by line hours at stake
1
GlasgowUK2.1 h / week
0.6 / 4
StrengthOperators keep a usable logbook without being asked
OpportunityNothing measured, nobody called ahead. Start from the sequence
2
BergamoIT1.8 h / week
1.1 / 4
StrengthChangeover already sits on the daily meeting board
OpportunityNo step times, so the meeting has no number to react to
3
PoznanPL1.4 h / week
1.6 / 4
StrengthThe sequence is known and partly followed on every line
OpportunityDeviations are discussed but never leave with an owner
4
LyonFR1.2 h / week
2.2 / 4
StrengthEvery changeover is timed and logged per line
OpportunityPreparation still waits for the line to stop
B
AntwerpBEInternal benchmark
3.7 / 4
StrengthOwner rule and 50 minute call ahead. Neither is in the standard
OpportunityStep times exist for only two of nine steps

Where the value is

Line hours released if each gap closes to the Antwerp level 14 lines · 4.2 changeovers per line per week · 48 operating weeks · 1,950 EUR contribution per line hour · Edit assumptions
6.5
line hours per week
0.61m
EUR contribution per year
0.4
shifts per line per week
Split across the three gaps
60%25%15%
GapSites affectedHours / weekEUR / yearEvidence
Work only starts once the line is stopped Glasgow, Bergamo, Poznan 3.9365k Maintenance arrives when the line is already stopped. That is twenty minutes gone before we start6 of 23 · 3 sites
No changeover number in the daily meeting 4 sites, all but Antwerp 1.6150k Our OEE looks fine because changeover is booked as planned downtime, so nobody asks about itChecked against KPI export
Deviations leave the meeting without an owner 4 sites, all but Antwerp 1.094k The standard is in the folder. What we actually do is whatever the shift lead remembers9 of 23 · 4 sites

Where to start

Ranked by hours recovered per week of effort
01

Split the sequence at Glasgow and Bergamo

3.9 h / weekNo capex4 weeksSite OE lead
02

Put one changeover number on every daily board

1.6 h / week4 sites2 weeksHeads of manufacturing
03

Write the owner rule into the group standard

1.0 h / weekGroup wideImmediateGroup OE