Reducing Changeover Time Reveals Hidden Capacity and Drives Productivity with the Equipment You Already Have

For many manufacturers, the fastest path to higher throughput isn’t buying another machine or expanding the facility—it’s improving how they run the machines they already have. As WMEP Consultant Jay Jochman explains, “Most Wisconsin manufacturers run a wide variety of products, so every changeover means downtime. They’re realizing that the real opportunity lies in reducing that downtime to keep machines running longer.”

The Hidden Cost of Changeovers

Every changeover is predictable downtime—and it adds up fast. “If a line changes over ten times a shift, saving just one minute per changeover adds up quickly,” Jay says. “That’s ten minutes per shift, thirty minutes per day, and over the course of a year, that’s weeks of extra production—without adding equipment or people.” For many companies, the motivation is clear: they want more capacity but don’t have the floor space or budget for new machines. “Sometimes manufacturers tell me, ‘We need a new building,’” Jay adds. “But when we dig in, we usually find that efficiency—not space—is the real issue.”

Start with the Facts, Not Assumptions

Every improvement begins with facts. Establish a baseline and a simple charter—a clear plan that defines the goal, scope, and targets for improvement. “The baseline is critical because many companies don’t actually know how long their changeovers take,” Jay says. “They just know the machine goes down and starts up again when the operator says it’s ready.” When measured correctly, true changeover time is often eye-opening. “It doesn’t end when the operator hits start,” Jay explains. “It ends when the machine is running at full speed and full quality.” But numbers alone don’t tell the full story. Real learning happens on the shop floor through observation and documentation. “When you watch the work and dive deep, you see where time is wasted or where two steps could happen in parallel,” he adds.

Standard Work Creates Stability and Consistency

After identifying improvements, next is developing standard work—a defined, documented best way to perform the changeover. The documentation can be as simple as a clear and thorough checklist, and it’s not just about about efficiency—it also strengthens training and teamwork. “When you have three shifts, everyone tends to do it a little differently,” Jay says. “Standard work creates predictability. Managers can now plan around consistent changeover times instead of guessing.”

Making Change Stick

Even the best process won’t last without buy-in from the people who do the work. “If a manager and I come up with a new plan and hand it to operators, it won’t stick,” Jay says. “That’s why the operators have to be part of the change from the start—and they often have the best ideas.” When operators identify improvements themselves, the process becomes collaborative and builds ownership. As Jay puts it: when people create the solution, they believe in it. That engagement quickly turns skepticism into enthusiasm.

Track and Sustain the Gains

Once a new process is in place, visual management helps ensure improvements last. “You have to track it—every day,” Jay emphasizes. “Whether it’s a whiteboard at the machine or a simple spreadsheet, you need to see the trend.” Without that visibility, it’s easy to lose ground. “I visit manufacturers who say, ‘We did this ten years ago and it worked great.’ But the workforce changed, the products changed, and now the numbers are bad again,” he says. “Continuous improvement means revisiting what worked and keeping it current.”

The Payoff: More Uptime, More Throughput

For most companies, the return is immediate. “One manufacturer’s average changeover time was about six minutes,” Jay recalls. “We found one minute to remove, which doesn’t seem like a lot. But it added up to 30 extra minutes of production every day across three shifts. That’s significant capacity without buying anything new.” The benefits go beyond efficiency. Teams communicate better, training becomes easier, and morale improves when work runs predictably. Jay emphasizes that reducing changeover time isn’t just about speed—it’s about making the process simpler, safer, and more controlled.

Bottom Line: Make the Work Easier, and Performance Follows

For manufacturers chasing productivity, cutting changeover time is one of the most direct—and sustainable—ways to create capacity. “If the machine runs and operators aren’t scrambling, everyone wins,” Jay says. “That’s the point: make the work easier, increase the machine up time, and the throughput goes up.”

WMEP is a nonprofit consulting organization with a simple mission: help Wisconsin manufacturers succeed. Our advisors bring real-world industry experience and deliver practical solutions across three key focus areas: Growth, Operations, and People. Contact us to help you reduce changeover time and increase machine uptime.