Medical Materials Manufacturer Reduced Changeover Time By 66% With GLSS
Connecticut
Manufacturing
Operations
66%
- The problem: Frequent production changeovers were causing long equipment downtime, slowing productivity and increasing pressure to meet customer demand.
- By applying the skills learned in GLSS Green Belt Training & Certification, the team reduced changeover time from 133 minutes to 45 minutes—a 66% improvement.
A leading medical materials manufacturer has built its reputation on precision, reliability, and innovation. The company produces specialized materials used in critical healthcare applications, supporting manufacturers of life-saving devices around the world. In an industry where quality and timing are essential, maintaining efficient production processes is just as important as maintaining strict regulatory standards.
As the organization continued to grow, leaders recognized an opportunity to improve one of their production processes: equipment changeovers between product runs. These changeovers were taking longer than expected, creating unnecessary downtime and slowing overall production flow.
To address the issue, the company turned to GLSS’s Lean Six Sigma Green Belt Training & Certification. The program provided a structured, practical framework for improvement through the DMAIC methodology. Guided by GLSS principles and the philosophy of Ethical Efficiency™, the project team focused on improving productivity in a way that respected people, processes, and long-term sustainability.
In medical materials manufacturing, delays can ripple across the entire supply chain. Hospitals and healthcare providers rely on consistent production schedules, and even small inefficiencies can affect delivery timelines.
At this manufacturer, each time production switched from one product to another, machines remained idle for an average of 133 minutes. While changeovers are a normal part of production, the extended downtime was creating several challenges:
- Reduced equipment utilization
- Longer production lead times
- Increased pressure on teams to meet customer orders
These delays not only slowed productivity but also made it harder to maintain predictable schedules. For a company operating in a highly regulated and competitive industry, improving changeover efficiency became a critical priority.
Using the structured approach taught in GLSS Green Belt Training, the team began investigating what was causing the extended downtime and where improvements could be made.
Through careful observation and analysis, the team uncovered several key factors contributing to the slow changeovers.
- First, utility operators were frequently assigned to multiple responsibilities at the same time. This created inconsistent staffing during changeovers and caused delays when operators were not immediately available.
- Second, team members had limited training on specific tasks, such as setting timers on material dryers. Small uncertainties during these steps often added unexpected time to the process.
- The team also discovered that a helpful internal guideline—avoiding breaks during active changeovers—was not consistently followed. When key team members stepped away, the process slowed significantly.
- Finally, tools and parts were not organized in a standardized way. Screws, equipment, and supplies lacked designated storage locations, and the existing tool cart was not designed with operator workflow in mind.
Using techniques like the 5 Whys, the team was able to move beyond surface-level symptoms and identify the deeper operational issues driving the delays.
With the root causes clearly identified, the team focused on practical improvements that could make the changeover process faster and more consistent.
- A redesigned tool cart was created using feedback directly from operators. The new layout ensured that the most frequently used tools were easy to access and transport.
- Workstations were also reorganized to improve visibility and organization. Screws and small parts were labeled and stored in clearly marked locations, and a consistent restocking plan was introduced to prevent shortages.
- Additional training helped ensure that every team member understood key steps in the changeover process, particularly when working with material dryers.
- Leadership also reinforced the guideline of avoiding breaks during active changeovers so the team could maintain momentum until the process was complete.
Each improvement was simple but impactful, creating a smoother workflow and reducing unnecessary delays.
The results were significant. The team reduced average changeover time from 133 minutes to 45 minutes, eliminating 88 minutes of downtime per changeover. This represents a 66% improvement in the overall process.
With faster changeovers, machines return to production sooner, which helps:
- Increase overall productivity
- Shorten production cycles
- Improve delivery timelines
- Reduce unnecessary material waste
The improvement also created a more organized and predictable work environment for the production team.
with GLSS
This project demonstrates how the right training combined with a motivated team can deliver powerful results.
Through GLSS Green Belt Training & Certification, the organization gained a clear, structured path to solving operational challenges. The program’s practical tools, real-world examples, and easy-to-follow instructional design helped the team quickly identify root causes and implement effective solutions.
Just as important, the project reflected the principles of Ethical Efficiency™. By improving processes while supporting employees with better tools, clearer systems, and stronger training, the company created a more efficient operation without placing additional strain on its workforce.
With a streamlined changeover process now in place, the manufacturer is better equipped to meet growing demand, maintain high standards of quality, and continue advancing innovation in the medical materials industry. The success of this project also strengthens the company’s culture of continuous improvement—positioning the team to tackle future challenges with confidence.
*We value our clients’ confidentiality. While we’ve changed their names, the results are real.
