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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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