waste elimination
Post on 20-Jan-2015
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7 TYPES OF WASTES1.Motion 2.Transportation3.Waiting time4.Overproduction5.Processing time6.Defects 7.Inventory
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TRANSPORT WASTE MOTION WASTECharacteristics:• Extra carts, fork lifts, dollies• Multiple Storage Locations• Extra Material Racks• Complex Inventory
Management• Extra Facility Space• Incorrect Inventory Counts• Damaged Material
Causes:• Large Lot Processing• Unleveled Schedules• Lack of 5 S’s• Lack of Visual Controls• Improper Facility Layout• Large Buffers and In Process
Kanbans
Characteristics:• Looking for Tools• Excessive Reaching or
Bending• Material Too Far Apart (Walk
Time)• Equipment for Moving Parts• Extra “Busy” Movements
While Waiting
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Causes:• Equipment, Office & Plant Layout• Lack of 5 S’s• Lack of Visual Controls• Inconsistent Work Methods (Standardized Work)• Large Batch Sizes
Waiting timeWaste that results from customer orders,
inventory, or completed products waiting in queue for a process to begin.
High inventory encourages higher product waiting time
Operator waiting time implies under-utilization and poor control of workflow
Reduces value for customersIncreases delay to obtain financial return on the
product
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Waiting time continued…Characteristics:• Man Waiting for Machine• Machine/Materials Waiting
for Man• Unbalanced Operations
(Work)• Lack of Operator Concern
for Equipment Breakdowns• Unplanned Equipment
DowntimeCaused due to: Inconsistent work methods Long machine change over
timeLow man/machine
effectiveness
Results :Long lead timesWasted floor space Increased damagePotential obsolescenceMisplaced itemsDemoralized workforce Ineffective use of time Ineffective production
planning
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OVERPRODUCTION The production of goods in excess of absolute consumer
requirements Manufacturing too much or too early or “just in case” Discourages a smooth flow of goods and services Leads to excess inventory Producing more than needed, producing faster than neededCharacteristics: Inventory Stockpiles• Extra equipment/oversized equipment• Unbalanced Material Flow• Extra Part Storage racks• Extra Manpower• Batch Processing• Complex Inventory Management• Excessive Capacity/Investment• Excessive ObsolescenceCauses: Incapable processes Just in case reward system Lack of communication Automation in the wrong places Low uptimes www.a2zmba.com
Processing time Effort Which Adds No Value To a Product or Service. Results from steps in production processes that do not contribute
value or create too much cost
Characteristics:• Process Bottlenecks• Lack of Clear Customer Specifications• Endless Refinement• Redundant Approvals• Extra Copies/Excessive Information
Causes:• Engineering Changes Without Processing Changes• Decision Making at Inappropriate Levels• Inefficient Policies and Procedures• Lack of Customer Input Concerning Requirements
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DefectsReduce or discourage
customer satisfactionDefects have to be rectifiedRectification costs money
with regard to time, effort and materials
Loss of customers
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Inventory wasteWaste that consists of excess inventory over and above that which is
necessary. It increases costs and lead times Reduces quality and flexibility
Characteristics:• Extra Space on Receiving Docks• Material Between Processes• Stagnated Material Flow• LIFO instead of FIFO• Extensive Rework When Problems Surface• Long Lead Time for Engineering Changes• Additional Material Handling Resources (Men, Equipment,Racks, Storage Space)
Causes:• Incapable Processes• Uncontrolled Bottleneck Processes• Incapable Suppliers• Long Change Over Times• Management Decisions• Local Optimization
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The Toyota Production System was adopted bymany Japanese companies in the aftermath of the 1973 oil shock
“Waste” Elimination Philosophy:“.. Above all, one of our most important purposes was increased
productivity and reduced cost. To achieve this purpose, we put our
emphasis on the notion of eliminating all kinds of unnecessaryfunctions in the factories. Our approach has been to investigate
one byone the causes of various "unnecessaries" in manufacturing
operationsand to devise methods for their solution, often by trial and
error ...”
Taiicho Ohno, Former Vice President, Toyota Motor Corp., Former President, Japan Industrial Management
Association; Former Chairman, Toyoda Spinning and Weaving Co., Ltd.
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IDENTIFICATION AND ELIMINATION OF WASTE
PhilosophyIdentification and elimination of waste is the central
theme of a lean manufacturing production systemLean manufacturing is a dynamic and constantly
improving process dependent upon understanding and involvement by all employees
Successful implementation requires that all employees must be trained to identify and eliminate waste from their work
Waste exists in all work and at all levels in the organization
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The Five Elements of 5S
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Systematic Systematic Organization- Identifying what items are required and which are not.
Sorting Visual Placement- Items should be easily retrievable, easy to get, and visual-easy to see.
Self-Discipline/Control-Ensuring that Systematic Organization, Visual Placement & Cleanliness are maintained.
Scrubbing Clean-Keep the area free from debris, dirt, oil, items not needed.
Standardizing Control- Maintain and continually improve the previous improvements.
5 S Element Waste/ Improvement Item Deliverable
Systematic Organization
Elimination of finding. Reduction of part selection errors.
Reduced Costs Improved Quality Increased Product Options
Sorting-Visual Placement
Elimination of finding. Elimination of nonconformances. Elimination of motion. Reduction of part selection errors.
Reduced Costs Increased Safety Improved Quality Increased Product Options.
Scrubbing Clean Increased safety. Preventive maintenance. Increased equipment knowledge.
Increased Safety Improved Quality
Standardization Control
Increased equipment life. Higher morale. Clean environment. Increased visibility of nonconformances.
Improved Quality Consistent Delivery Improved Safety
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WASTE IDENTIFICATION MAP
Purpose Used to create a visual picture of a work area to assess waste in work place organization, office/cell layout and crewing. Shows the type of each waste in section/division of the organization. Also utilized to indicate equipment type, size, and distances within each work area.
When To Use
The Waste Identification Map should be used after the 5S “To Do” plan is completed. A map should be developed for each department or focus area of the 5S program. Do not attempt to develop a single Map for an entire organization, it will become too busy to be effective.
Who Should Use It
The Waste Identification Map can be used by anyone involved in continuous process improvement.
Expected Benefits
The Waste Identification Map will provide information about work waste in each department, work sequence, equipment layout and distances. The Waste Identification Map not only provides actual waste, but also provides a visual layout of the interrelationship of the waste.
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