Apply quick changeover procedures

This unit of competency covers the skills and knowledge required to apply quick changeover procedures in an organisation implementing competitive systems and practices.


This unit applies to individuals in an organisation which is implementing competitive systems and practices and is pursuing quick changeover as one of its competitive operations tools. The unit can apply to quick changeovers of equipment, processes, batches or product type.

This unit covers the carrying out of these quick changeovers and also recommending improvements within the scope and authority of the individual’s job.

Particular technical skills may also be required in some operations sectors and for some jobs. These skills should be gained from the Training Package relevant to the individual’s industry and occupation.

This unit requires the application of skills associated with applying quick changeover procedures, including the planning and organising of own work, identifying problems and making suggestions for improvement of procedures.

This unit may not be applicable to a totally continuous operation producing only the one product, or simultaneous range of products. The unit is also not applicable to a maintenance/PVI shutdown as experienced by the continuous process manufacturers. However, where there is continuous operation on a campaign basis, it may be applied to the changeover between campaigns or similar changeovers.


Not applicable.

Elements and Performance Criteria


Prepare for changeover


Determine when changeover will be required


Review plans and instructions for quick changeover


Identify role of others in quick changeover


Obtain all required tools/parts/materials for changeover


Organise process and tools/parts/materials ready for changeover


Make quick changeover


Plan changeover according to quick changeover principles


Liaise and work with relevant people in quick changeover


Complete changeover according to procedures


Check output meets specification


Debrief with all relevant stakeholders


Note any steps which cause a problem


Recommend changes to problematic steps


Improve occupational health and safety (OHS)


Identify hazards to self or others in all steps/actions


Determine risks from each hazard


Identify actions which may be performed in a more ergonomic manner


Recommend changes to improve OHS

Required Skills

Required skills

Required skills include:

determining/predicting when a changeover will occur through knowledge of products and processes in own work area

communicating with others to clarify scope and procedures for quick changeover and contributing suggestions for improvement

planning own tasks in quick changeover

identifying and working to target changeover time

working as part of a team

setting up quick changeover using appropriate tools, process skills and procedures

following OHS procedures and regulatory requirements and notifying risks

Required knowledge

Required knowledge includes:

principles of quick changeover, including:

setting of target time for changeover

conversion of internal set-up time to external set-up time, where appropriate

simplification of changeover steps

monitoring and continuous improvement of changeovers

relevant operational procedures

target time for changeover

relevant OHS regulations and requirements

purposes/requirements of changeover

methods of recommending changes

quality requirements for products and processes

minimisation of changeover waste (e.g. scrap and energy )

Evidence Required

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Critical aspects for assessment and evidence required to demonstrate competency in this unit

A person who demonstrates competency in this unit must be able to provide evidence of the ability to:

identify the scope and equipment to be used in a quick changeover implemented in their work area

identify the target time

understand the difference between internal and external changeover steps

identify own tasks and responsibilities in a quick changeover

identify problems in quick changeovers

contribute suggestions for improvement.

Context of and specific resources for assessment

Assessment of performance must be undertaken in a workplace using or implementing one or more competitive systems and practices.

Access may be required to:

workplace procedures and plans relevant to work area

specifications and documentation relating to planned, currently being implemented, or implemented changes to work processes and procedures relevant to the assessee

documentation and information in relation to production, waste, overheads and hazard control/management

reports from supervisors/managers

case studies and scenarios to assess response to contingencies.

Method of assessment

A holistic approach should be taken to the assessment.

Competence in this unit may be assessed by using a combination of the following to generate evidence:

demonstration in the workplace

workplace projects

suitable simulation

case studies/scenarios (particularly for assessment of contingencies, improvement scenarios, and so on)

targeted questioning

reports from supervisors, peers and colleagues (third-party reports)

portfolio of evidence.

In all cases it is expected that practical assessment will be combined with targeted questioning to assess underpinning knowledge.

Where applicable, reasonable adjustment must be made to work environments and training situations to accommodate ethnicity, age, gender, demographics and disability.

Guidance information for assessment

Assessment processes and techniques must be culturally appropriate and appropriate to the oracy, language and literacy capacity of the candidate and the work being performed.

Range Statement

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Competitive systems and practices

Competitive systems and practices may include, but are not limited to:

lean operations

agile operations

preventative and predictive maintenance approaches

monitoring and data gathering systems, such as Systems Control and Data Acquisition (SCADA) software, Enterprise Resource Planning (ERP) systems, Materials Resource Planning (MRP) and proprietary systems

statistical process control systems, including six sigma and three sigma

Just in Time (JIT), kanban and other pull-related operations control systems

supply, value, and demand chain monitoring and analysis


continuous improvement (kaizen)

breakthrough improvement (kaizen blitz)

cause/effect diagrams

overall equipment effectiveness (OEE)

takt time

process mapping

problem solving

run charts

standard procedures

current reality tree

Competitive systems and practices should be interpreted so as to take into account:

the stage of implementation of competitive systems and practices

the size of the enterprise

the work organisation, culture, regulatory environment and the industry sector


Changeover may refer to:

an exchange of equipment (often dies or tools (traditional))

a change between products/batches or between campaigns or processes. It may be any quantum change to produce a different product or undertake a different process

In competitive systems and practices equipment-based quick changeover techniques in manufacturing can often be referred to under different names, for example:

single minute exchange of die (SMED) – The term originated with die changeovers but now often refers to the ability to perform any set-up activity in a minute or less of machine or process downtime

single-digit set-up – performing a set-up activity in a single-digit number of minutes (i.e. fewer than ten)

one touch exchange of die (OTED) – literally, changing a die with one physical motion, such as pushing a button; broadly, an extremely simple procedure for performing a set-up activity


Set-up can be divided into two types:

internal set-up (work that can be done only when the machine or process is not actively engaged in production)

external set-up (work that can be done concurrently with the machine or process performing production duties)

The same distinction can be applied to non-production equipment-based work areas where changeovers of processes or operations can be:

internal (requires work to stop, be reset, computers restarted, and so on)

external (where work can continue during the changeover)

Set-up time

Set-up time includes:

the work time required to change over a machine or process from one item or operation to the next item or operation


Procedures may include:

work instructions

standard operating procedures


batch sheets

temporary instructions and similar instructions provided for the smooth running of operations, processes, plant and equipment

good operating practice as may be defined by industry codes of practice (e.g. good manufacturing practice (GMP) and responsible care) and government regulations

Procedures may be:

written, verbal, computer-based or in some other format


Unit sector

Competitive systems and practices

Employability Skills

This unit contains employability skills.

Licensing Information

Not applicable.