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Finding the WasteFinding the Waste

The 8 Wastes Workshop

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Objectives

Understand what waste is Be able to identify waste on the

shop floor

Generate some ideas on how toaddress waste

Change how we see the work

Give Everyone Lean Eyes

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Agenda

Purpose of Lean Manufacturing

Define value and waste

How is waste created?

Review the 8 types of waste

How we can identify waste Recap

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What is Lean Manufacturing?

The optimization of value in

our process so that we have

the ability to make exactly

what is needed, when it is

needed and in the quantity it is

needed by our customer

The relentless identification

and elimination of waste fromour process so that we can

flow at the rate of customer

demand

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How Will Lean Help Us?

Reduce Lead Time to our customers byeliminating waste from our system

Reduce frustrations by removingbarriers to doing our jobs

Encourage everyone to get involved inimproving the process

Increase customer satisfaction

Optimally utilize resources whilemeeting our customers needs

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What is Value?

A measurement of the worth of a product, or

service, by a customer based on its

usefulness in satisfying a customer need

An activity, process or operation thatchanges the product from one form to

another in order to get it closer to the

customers specifications It is something that the customer is willing to

pay for

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What is Waste?

Any activity that adds costs or time but doesnot add value

Consuming more resources (time, money,

space, etc) than are necessary to producethe goods, or services, that the customerwants

Pure Waste: Actions that could be stopped

without effecting the customer Incidental Waste: Actions that need to be

done based on how the current systemoperates but do not add value

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50%

40%

10%

Pure Waste

IncidentalWasteValue

Typical Work task Breakdown

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Th 8 Typ of

Defects / Quality

Overproduction

WaitingNon-Value Adding Processing

Transportation

Inventory

Motion (Operations)

Employee Underutilization

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Defects / Quality

Look for:

Repair Stations

Excessive Scrap

Excessive Inspection

Standards notunderstood by all

Work-Arounds

Common causes: Emphasis on downstream

inspection; questionable

material passed on

Lack of standard work

Material handling(transportation)

Process design/equipment

Defective or scrap materials

Cost of inspecting or sorting defects

Responding to customer complaints

Rework or re-inspection of questionable materials

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Overproduction

Common causes: Producing more than is

required to make up for yield

loss

Scheduling production to

forecasted demand Long changeovers or avoiding

changeovers lead to large lot

production

Supplying the process with more than is needed to meet order

requirements, sooner and faster than it is needed, causes almost all

other types of waste

This is the worst waste of all, because it helps cause all the others

Look for: Part build ups before next

process step

Raw Material Shortages

Last minute schedule

changes

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Waiting

Look For: Operators leaving

their stations.

Crossword Puzzles

Part Batching

Busy Work

Common causes: Mismatched production

rates-Line Imbalances

Poor layout

Machine breakdowns

Ours or upstream

Insufficiently staffed

Operator waiting for machines to run or cycle

Machine waiting for operator

Waiting for parts, instructions, approval, information,

maintenance, decisions

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Non-Value Adding Processing

Look For: Part Polishing

Excessive

Inspection

Standards not

Understood Schedules not met

Operator Fatigue

Common causes: Lack of standard work or

processes

Working to Look Busy

Equipment over designed

Process not updated withtechnology changes

Lack of effective problem

solving

Doing more than is necessary to produce an effectively

functioning product

Extra setup steps, over-specification of the process, extra

processing steps

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Transportation

Look For

WATCHOUT!

Lots of Beeps

Pallets

Shelving

Common causes:

Extra Inventory

Batch Processing

Retention points before and

after operations Excessive distance

between operations (layout)

Single skill focused

operations

Double or triple handling, moving in and out of storage

areas and warehouses

Material can get damaged if its moved too much

It adds no value and is often used to get the extra inventory

out of the way

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Inventory

Common causes: Overproduction

Poor equipment layout

Long changeover times

Defective, or questionable,parts

Mismatched production

speeds

Unreliable Equipment

Look For: PARTS!

Requires people, equipment and space to count, transport,

store and maintain it

If we do not get orders the material will become obsolete,

and be thrown away

Inventory is often used to help hide other wastes

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Inventory Hides Waste

Sea of Inventory

LongTransportation

Communication

Problems

MachineDowntime

EmployeeAvailability

PoorScheduling

QualityProblems

LineImbalance

LongSetups

Supplierissues

HouseKeeping

EmployeeAvailability

FinishedGoods

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Reducing Inventory Uncovers

Opportunities to Improve,Opportunities That Must Be Addressed!

PoorScheduling

LongSetups

LongTransportation

Communication

Problems

MachineDowntime

EmployeeAvailability

QualityProblems

LineImbalance

Supplierissues

HouseKeeping

EmployeeAvailability

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Motion (Operators)

Common causes:

Poor workstation layout

Isolated operations

Shared tools

Fatigue

Workstation congestion

Walking without working (away from workstation)

Searching for tools, materials or information

Reaching, bending or unnecessary motion due to poor

housekeeping or workplace layout

Process is not designed with employees in mind

Look For:

Carpal Tunnel

Back Strains

Golden Retrievers

Sweat

Excessive Breaks

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Employee Underutilization

Common causes:

Management does not

involve employees in

problem solving

Narrowly defined jobs and

expectations

Old school management,

worker relationships

Employees are seen as a source of labor only, notseen as true process experts

People are told what to do, and asked not to think

Employees are not involved in finding solutions,

opportunities to improve our process are missed

PLEASE CHECK BRAINAT DOORBEFORE GOING TOWORK!

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How Does Waste Get There?

Forget to change solutions when we change

the process

Fail to understand why we do something a

certain way, so we continue doing that wayeven if the limitation has been removed

Build it into our processes

Root cause of problems is not addressed ora band aid solution is implemented

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How Can We Find It?

Find the value added work, everything else

is waste

Go out there and see it

Observe our processes as if you do not know it

Talk to the operators so you can understand

why we do things the way we do

What is the operation about? Why is it necessary?

Spaghetti diagrams

Map the flow of materials on a plant layout

Identify storage points, transportation, etc

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How Can We Find It?

Introduce it

Implement one piece flow into the process and

waste will rise to the surface

Have the right attitude Waste is hard enough to find when you want to

find it, if we dont want to find waste it will be

impossible to root it out and remove it

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Waste the simpler part

BeingA

ble to See IT!(once we know what it is)

The Real Challenge

knowing howto properly

remove it!

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How Do We Remove It?

All of the lean tools are designed to removeand identify waste

5S

Standard Work

Quick Changeovers

Mistake Proofing

Kanban

One Piece Flow

Kaizens

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RECAP

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Value-Added Activities

T ansfo ms o shapes material or information

Customerwants it

Done right the first time

Incidental Waste

No value created but required by current technology

No value created but required by current thinking

No value created but required byprocess limitations

No value created but required by current process

Pure Waste

Consume resources but creates no value for the customer

Could be stopped and it would be invisible to the customer

Value Defined

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What is Lean Manufacturing?

The optimization of value in ourprocess so that we have the ability to

make exactly what is needed, when it

is needed, in the quantity it is neededby our customer

The relentless identification and

elimination of waste from our processso that we can flow at the rate of

customer demand

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Attitude is Critical

Ifyou think you can or you think youcant, youre right.

Henry Ford