2 ◾ Achieving Lean Changeover: Putting SMED to Work
Wastes or TIM WOOD, as the acronym has it. Lean manufacturing and lean
changeover both focus on eliminating wasted transportation, inventory, and
materials (TIM) as well as waiting, overproduction, overprocessing, and
defects (WOOD). Focusing on waste elimination rather than speed, per se,
helps stimulate a more positive attitude. The end result is that changeover
time is reduced, but on a sustainable rather than a temporary basis. The end
result is that teammates see themselves as part of an effort of which they
can be proud, rather than being pushed harder by management.
Years ago, Robert Heinlein wrote a short story called “The Man Who Was
Too Lazy to Fail.”
The story is about a “lazy” boy growing up in Appalachia.
In his laziness, he reasoned that it was easier to go to school than work in
the ﬁelds with his father. In his laziness, he decided to go to college rather
than work in the coal mines. Laziness pushed him to become a navy pilot
rather than other options requiring harder work. Because he was lazy, he
invented an autopilot making it easier to ﬂy the plane. Because he was lazy,
he led a very successful life. (Need citation)
The tagline of the story is: “All progress is made by a lazy person looking
for an easier way.” The goal of lean changeover is laziness. Not laziness in the
sense of leaving tasks undone, and not laziness in the sense of sloppy work.
The goal is laziness in the sense of ﬁnding an easier, better way to accomplish
changeover. When this is done, when changeover is made easier and better,
the amount of time required will shrink as surely as day follows night.
Changeover made ESEE
Heinlein, R. (1973). The man who was too lazy to fail. In R. Heinlein, Time Enough for Love
(pp.54–77). New York: The Berkely Publishing Group.