Conclusion
Gotek Northwest is facing global changes in the packaging market, which is prompting the company to create an efficient production system in order to produce more, better quality and on time with the internal resources it has at its disposal. Fortunately, Gotek meets the challenges of the market and implements lean production tools that will create a big competitive advantage for the company in the future. Gotek Northwest has very complex productions system that produces huge variety of products that need different equipment on the production lines. The SPO 1 production line is a bottleneck and slows down the entire production flow due to the high number of changeovers, human error and wear and tear on the equipment. The SMED analysis revealed the following problems:  Operators work chaotically, uncoordinated and do not follow a set algorithm of actions  In the initial version of the changeover map, there are actions that are performed during the machine stop, thereby slowing down the changeover   The initial changeover maps do not take into account the real time of tasks in the working sections, which results in an uneven workforce In general, it was possible to meet all the objectives of the paper:  The theoretical aspect of the SMED tool and the principles of lean production in general was studied Qualitative and quantitative data were collected, and it was possible to visit the manufacturing plant personally during the changeover of the production line SPO 1,  The collected data made it possible to practically apply the SMED, i.e. to go through all 5 steps of this tool  The new changeover maps were made and at the end a theoretical assessment of the proposed recommendations on the OEE indicator was carried out.  During the SMED analysis the work has been done on transferring some internal actions to external ones, on analyzing and creating a new algorithm of actions for each operator to reduce the impact of destructive behavior patterns and on reassessing the initial time spent by each work section. As a result, the SMED conducted in this paper allowed to develop a set of recommendations that led to creation of new changeover maps that can save 7.9 hours of operating time, which is a step towards eliminating the bottlenecks in the production system. After calculating the theoretical impact of SMED on changeover time, the OEE increased by 1.19% to 64.39%, which is a relatively good result, considering the work already done by Gotek management in implementing lean tools. As a result, the goal of the paper was achieved - to develop recommendations to improve the efficiency of the SPO 1 production line with the help of the SMED tool.  Of course, in order to do SMED most effectively, testing in a real environment and further analysis is necessary. And in general, creation of a levelled production flow that will allow the company to produce at lower costs, with high quality and on time, i.e. meet all of the company's business objectives, will require analysis of the entire system - from procurement department to warehouse logistics. Gotek therefore needs to continue to work on implementing lean production tools, creating its corporate culture based on lean principles, and constantly improving its production system.
Gotek Northwest, the one of the world's leading luggage firms, has been engaged in the latest developments in lean production tools. The paper discusses how the SMED tool can help improve the efficiency of the SPO 1 production line, which slows down the entire production flow due to the numerous changeovers, human error and wear and tear on the equipment. The SMED analysis also reveals the problems that have been discussed - uncoordinated operators, chaotic changeovers, and the maps of changeover are not taking into account the real time of tasks in the working sections. The paper also provides the recommendations to create new changeover maps that can save 7.9 hours of operational time.