So where are we up to? Well, we've had a look at why we might want to change something. We've talked about doing a current state analysis where we gather data and do some root cause analysis. And now we've looked at how we might define our goal, to increase the efficiency, remove waste, get better at whatever it might be creating a SMART goal, and aligning that goal to things that are bigger than it. So how does that go? How does that project aligned to the business level goals and objectives?

Now, as you can see, once you get to this stage, you've got a pretty decent understanding about a gap. If you look at current state analysis, in comparison with define goal, what you've got there is a gap analysis tool. So we know what it's currently like, because we've measured it, we've got a flow to see. We've done a root cause analysis. We know how often happens when it happens, what's causing it. And we know what we want.

We've identified how we're going to measure that what the difference is going to be. So that's going to help us know identify what we need to do to close that gap to get to own today. So what we're gonna do is just use a very simple case study. Now this is actually a a real life case study where we worked at a printing plant. Initially, we were asked to come in and just do a bit of spread training. So if you've not heard of SMAD spread is just another word or another term or changeover reduction really, it stands for single minute exchange of dye, which I won't go into.

But it really comes from the car manufacturing industry. But the principle of spread is now applied to all sorts of things. Anytime, whether it be in your restaurant, in your catering facility, in your office, in your factory anytime when you have to do a changeover which means that while you're doing that changeover, your equipment is not being used. is a good opportunity to do some change or reduction or a Smith project. So initially, we were asked to come in and do some smart training. But actually what we ended up doing with them was helping them with their project.

So we worked with their team to reduce their changeover times. So when we arrived, there was a an awful lot of transport motional waiting within their changeovers. So there was lots of people walking around with bits of materials with ink with parts for the printing that they'd have to put into the machine and then go affect something else. Move that across and then go and take the initial proof for the first few runs to somebody to get it checked. And so there's a lot of moving around a lot of non productive time. There were low levels of machine efficiency.

And there were lots of important cost savings identified a plenty of reason why And there was a need to do something about change. So what we did to start with is we work with the team to help them record their changeover process, so that she did a process flow. They carried out an activity analysis, and they identified value added and non value added activity. The way they actually did that was they recorded themselves on video whilst they did a changeover. So it was great that they did it because it meant that they didn't feel we were spying on them. They actually video, recorded it themselves, identified what they were doing, how long they were spending, doing things that weren't really adding any value.

So every time they walk over there to fetch something, every time they walk back, every time they're waiting for something that was all added up and recorded. So one of the other things as well that was identified was how much internal and external activity was going on during the change. So what we're trying to do is identify things that could be done Outside of the change over time, so this would be things that you could get ready in advance was the printing press was merrily producing, you could get on and get stuff prepared. So you could new things that were internal activities into external. So they wanted to identify opportunities where they could move things from internal to external. We then work with them to identify a goal.

And they had a very specific SMART goal, they wanted to reduce that average change over time by 50%. Now, that sounds like a lot, and it was a lot. So there was a lot of opportunity there. And it was really clear that there was lots of time being wasted there and lots of waste within that process. So they had a SMART goal to reduce that change over time. They also had a an O II figure, which again, I won't go into lots of details on that, but that was around the overall efficiency of the equipment.

So there was a number that they had that they wanted to increase that efficiency number