The aim of the thesis was to develop a method to be used to improve changeover work at Sandvik Coromant. The work method was designed for use by production managers and operators, it was introduced to them in a training session. The manufacturing is based on customer orders, and batch sizes vary between 2 and 500 pieces. The small batch implies frequent changeover and a need for short changeover times. The method for changeover was designed to be easy to learn and use.The project work began with two weeks practice together with operators. The close contact with operators was valuable for forthcoming interviews and user participation.We have based our method for changeover work on existing tools and methods. These were modified, adapted and combined to an integrated method. A thorough literature review was performed, from which interesting methods and tools were chosen for further investigation. The number of methods and tools were reduced after evaluation with assistance of a requirement specification, which was designed with criteria established after interviews and observations. The final work method includes value stream mapping, force field analysis, hierarchical task analysis, and single-minute exchange of die. Value stream mapping is used to investigate where in the system an improvement contributes the most to the total productivity. A changeover improvement team is established. They use the force field analysis method to highlight hindering and supporting issues and the SMED method for the detailed development of the improved changeover procedure. The project is carried out intensively with three full days of training and intermediate practical work within a period of 6-9 weeks.The work method was tested and evaluated through a pilot project. The pilot project was conducted live in a real situation in a representative department in the Gimo plant. We took the role as project leader in the pilot project instead of the production manager. Acting as project leader gave valuable feedback on the proposed method and developed training materials. The pilot project was carried out during six weeks and was assessed as successful. Due to the successful pilot project training sessions were also performed with managers and other interested persons.