9 TYPE OF WASTE - · PDF fileMUDA of OVERPRODUCTION MUDAofOVERPRODUCTION–resultINVENTORY!!! Alwaysshortageofstoragespace,morestores,manpower, reducecashflow. WHY? 1. Production not

1. When manufacturing processes of products being

examine through customer’s perspective, we will be able

to identify 2 types of processes, the Value-Added and

Non-Value Added.

2. The later is “WASTE”” or “MUDA” because this is

1. When manufacturing processes of products being

examine through customer’s perspective, we will be able

to identify 2 types of processes, the Value-Added and

Non-Value Added.


P6 – WASTE ELIMINATION

INTRODUCTION


what customer does not pay for.

3. Employees must be trained to look for waste as

well as eliminate waste .


what customer does not pay for.

3. Employees must be trained to look for waste as

well as eliminate waste .

Over

production

Processing

Transporta-

Un-used

Staff

creativity

Inventory


9 TYPE OF WASTE

Note: Waste – “ Muda” in Japanese

Defect

Transporta-

tion

Motion

Waiting

creativity

Unnecessary

investment

MUDA of OVERPRODUCTION

MUDA of OVERPRODUCTION – result INVENTORY!!!

Always shortage of storage space, more stores, manpower,

reduce cash flow.

WHY?

1. Production not based on TAKT TIME

MUDA of OVERPRODUCTION – result INVENTORY!!!

Always shortage of storage space, more stores, manpower,

reduce cash flow.

WHY?

1. Production not based on TAKT TIME1. Production not based on TAKT TIME

2. Cycle time HIGH,

3. Are there frequent breakdown in the line,

4. Is it large batch production,

5. FEAR of delayed deliveries,

6. Poor production leveling.

1. Production not based on TAKT TIME

2. Cycle time HIGH,

3. Are there frequent breakdown in the line,

4. Is it large batch production,

5. FEAR of delayed deliveries,

6. Poor production leveling.

MUDA of WAITING

MUDA of WAITING – result loss of production, efficiency,

utilization

Types of WAITING

1. Waiting for material – No supply, shortage, no information

2. Waiting for man – Absenteeism, shortage, low outputs,

MUDA of WAITING – result loss of production, efficiency,

utilization

Types of WAITING

1. Waiting for material – No supply, shortage, no information

2. Waiting for man – Absenteeism, shortage, low outputs,2. Waiting for man – Absenteeism, shortage, low outputs,

bottlenecks

3. Waiting for machine – Breakdown, long changeover, long

processing line, unbalance line, batch process.

2. Waiting for man – Absenteeism, shortage, low outputs,

bottlenecks

3. Waiting for machine – Breakdown, long changeover, long

processing line, unbalance line, batch process.

1. Genchi Genbutsu – being at the actual

place and see what and where is the waste.

2. Identify “Waste”.

2.1 Ask why problem occurs – 5 WHY.s


EMPLOYEE RESPONSIBILITIES

2.1 Ask why problem occurs – 5 WHY.s

2.2 Solve problems.


INITIATIVES

1. Value Stream Mapping (VSM)

2. First In First Out ( FIFO)

3. Continuous Line Balancing and Cycle timeImprovement

1. Value Stream Mapping (VSM)

2. First In First Out ( FIFO)

3. Continuous Line Balancing and Cycle timeImprovementImprovement

4. Ergonomics / Motion Study

5. Capital Investment Study

Improvement

4. Ergonomics / Motion Study

5. Capital Investment Study

1. VSM is a tool used to map the value (and non-value) stream of

processes, material or information flows for any manufacturing or

administrative process.

2. VSM enables to identify and eliminate waste, thereby streamlining

work processes, reducing lead times, reducing costs, improving

space utilization and increasing product quality.


VALUE STREAM MAPPING

RM Store

Stamping

WIP Store StagingStaging

Welding Painting Assembly

FG Store

Inspection

Value-added time

Non-value-added time (Waste)

Finished GoodsRaw Material Throughput Time

Calculate the takt time based on customer demand:

Takt = Available time per period (second) / Customer demand per period (piece)

Identify waste for improvement opportunities and select the lean initiatives or tools to

eliminate or reduce waste from the value stream including but not limited to :

Kanban 1 pc Flow Work Cell

Small Batch Production Leveling Workplace Organization

Information Flow Improvement


METHODOLOGY

The future state map represents a significant change compared to the current processes.

When developing the future state map, set the throughput time and lead times goals and

prioritize the improvement items. The most urgent needs typically can be accomplished in a

short time with utilization of appropriate resources. Create action plan for improvement.

Implement the action plan for improvement and progress is monitored and reviewed

periodically until the set goals are met. Adjustment is made whenever required. The VSM is

recommended to be carried out continuously as part of continuous improvement program.

Small Batch Production Leveling Workplace Organization

SMED

Autonomation Total Productive Maintenance5 S

Poka Yoke Multi skilled Workforce

Continuous

Improvement

4) Develop future state map

5) Implement improvement

3) Identify improvement opportunities

2) Analyze current state map

1) Develop current state map


DEVELOPING VSM

Prior to conducting VSM, establish products and services matrix. Choose product/service or

a family of products/services that can be immediately transformed. When mapping the

current state of material or information flow, it is best to walk and draw a visual presentation

of actual path of flow on a layout known as “spaghetti diagram”. During the VSM at gemba,

measure cycle time and distance traveled and counting inventory (if available) for each

process.

Conduct an analysis on the data collected on current state map.

The Value-Added Ratio (VAR) for current state can be calculated using this formula:

VAR = Value Added Time / Throughput Time

Current State


VSM MAP

Future State


VSM MAP


VSM MAP

1. FIFO (an acronym for First In First Out) means what is received first

shall be used first.

2. A tool for inventory management.

What is FIFO ?


FIFO

3. There are three types of inventory (stock) that a business can hold:

a) Stocks of raw materials (inputs brought from suppliers waiting

to be used in the production process)

b) Work in progress (incomplete products still in the process of

being made)

c) Stocks of finished products (finished goods of acceptable

quality waiting to be sold to customers)

� To rotate stock so that it remains in good condition for the

consumers.

� To reduce returns and inventory write down.

Benefit of FIFO

� Implementing FIFO will prevent:


FIFO

Figure 12.0

� Implementing FIFO will prevent:

1. Use of obsolete parts

2. Non-moving / dead stocks

3. Quality degradation due to

inactive use

4. Poor traceability of parts

FIFOFIFO

A A A A A A

First In First OutFirst In First OutAdd more

beneficial pix /

samples


FIFO

A A A A A A

B B B B B B

D D D D D D

C C C C C C

E E E E E E•FIFO - Push out•Store according to product lines•Sliding transport

Figure 13.0

Continuous Line Balancing and Cycle time Improvement

A balanced line:

• Promotes one piece flow

• Avoids excessive work load in some stages


• Avoids excessive work load in some stages

(overburden)

• Minimizes wastes (over-processing,

inventory, waiting, rework, transportation,

motion)

• Reduces variation

Unbalanced Line


Work

Station 1Work

Station 2

Work

Station 3

Work

Station 4

Undesirable waiting

B a l a n c e d L i n e


Work

Station 1Work

Station 2

Work

Station 3

Work

Station 4

• Promote one piece flow• Avoids overburden• Minimizes wastes• Reduces variation

L i n e B a l a n c i n g p r e r e q u i s i t e s

Prior to balancing a line we must:

• Determine the required workstation cycle

time (or TAKT time), matching the pace of


time (or TAKT time), matching the pace of

the manufacturing process to customer

demand

• Standardize the process

Ergonomics and Work MethodsErgonomics and Work Methods

�� Ergonomics is the study of the Ergonomics is the study of the interface between man and interface between man and machinemachine


machinemachine

��Often called human factorsOften called human factors

�� Operator input to machinesOperator input to machines

�� Feedback to operatorsFeedback to operators

Ergonomics and Work MethodsErgonomics and Work Methods

�� The work environmentThe work environment

�� IlluminationIllumination


��NoiseNoise

��TemperatureTemperature

��HumidityHumidity

Job Design and KeyboardsJob Design and Keyboards


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AMS 9 PRINCIPLES

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LONG TERM BUSINESS THINKING 1

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Documents

9 TYPE OF WASTE - · PDF fileMUDA of OVERPRODUCTION MUDAofOVERPRODUCTION–resultINVENTORY!!! Alwaysshortageofstoragespace,morestores,manpower, reducecashflow. WHY? 1. Production not