WASTE WASTE ELIMINATIONELIMINATION

ANURAG RAI

WRIDHI DHAR

ALVITA

RESOURCESRESOURCES

Resource Person : Mr. Sandeep Singh ,Manager (Planning)

Textual source: Productivity solutions Solutions4productivity.com

Management training article: The 7Ws – Taiichi Ohno’s Categories of Waste

Material Source: Toyota Training Handouts

PRESENTATAION PRESENTATAION STRUCTURE STRUCTURE What is waste ?Lean concept of waste

elimination ?Need for waste elimination ?3 MU’s7 W’s of Elimination ?TOOLS of Waste Elimination ?Examples, Conclusion ?

Waste is anything that does not Waste is anything that does not add value to the end product or add value to the end product or service and something for which service and something for which the customer is not willing to pay. the customer is not willing to pay.

REMOVAL OF REMOVAL OF INEFFECIENCYINEFFECIENCYINCREAMENT OF UTILISATIONINCREAMENT OF UTILISATION

WasteWaste

Things to Remember about Waste• Waste is really a symptom rather than a

root cause of the problem

• Waste points to problems within the system (at both process and value-stream levels)

• We need to find the address causes of waste

• The elements of process that add no value to the product

• Waste only adds cost and time

lean conceptslean concepts

5S Continuous Improvement One Piece Flow ( Cell concept)Poka Yoke Visual Controls

Waste Elimination Zero Defects

Need for Elimination of Waste (Waste)

What is Waste

Operation = Work + Waste

Work = Increases value of production

Waste = Increases cost of productionKaizen (Improvement)

Total amount of labor

No Change

Labor Density Effectiveness =

Work

Work + Waste

To 100%

= Work

Waste

Waste

Working

Reduce Cost

Material Cost

Energy

Cost

Processing Cost

Over Head cost

Cost Price

ProcessingConveyance

Inspection

Stagnation

Useful Job from customer point of view

Waste

Worthless Job does not increase value to the process

Decided by manufacturing method

Actual movement for Reducing Cost

Remove Waste

MURI – STRAIN

MURA – INCONSISTENCY / IMBALANCE

Muda – WASTE

3 MU’s

Waste

MuraMuri

Achieving such a balance everywhere in the company is one of the primary aims of the Toyota production system. Elimination of the “3Ms” is always in the Toyota employee’s mind, as everyone tries to keep waste down without causing overburden.

X 3 = NO 3M’s

X 2 = MURI(over burden)

MURA(unevenness)

X 2 = MURI(waste)

Capacity : 4tons

12 TONS1 ton

What is Muri & Mura

7 W’S OF ELIMINATION7 W’S OF ELIMINATIONDEFECTS OVERPRODUCTI

ONWAITINGTRANSPORTATIO

N MOVEMENTINVENTORYINAPPROPRIATE

PROCESSING

Defects Defects Quality defects

prevent the customers from accepting the defected product.

Defects Lead to waste of Money (costs escalate the longer they remain undetected),

decrease in throughput and in some instances loss of customers.

Solutions: Prevention prior to detection, Failure Mode Effects Analysis, Building

Quality at source, Root Cause Analysis and Error Proofing.

Over ProductionOver Production- Making too

much, too early or “just-in-case” (most serious of all

waste). Over Production Leads to

a) Long lead times b) Long storage times c) Defects may

Solutions: Implement Pull Systems and Supermarkets where required. Supermarkets

are storage locations for WIP but with controlled stocks using minimum and maximum

stock levels.

Waiting -Waiting -Anytime

materials or components are seen to be not moving in other

Waiting Leads to Long lead times and Money not being processed

Solutions: Reduce queue size, Point of Use Storage, deployment of Visual Systems,

Improving Planning and Load Levelling.

Non-Effective Use of Staff Non-Effective Use of Staff TalentsTalents- Under

utilisation of Expertise, Skills, Creativity,

Non-Effective Use of Staff Talents leads to lack of ownership by the staff and

frustration.

Solutions: Empowerment and giving the responsibility to the staff to manage their

work areas.

TransportationTransportation- Movement of

materials and information.

Transportation Leads to, Increase in lead times, Money for transportation source,

Solutions: Small-wheeled containers should replace forklifts, U shaped cells in place

of long assembly lines where possible etc.

InventoryInventory– Producing more

than what’s needed by immediate customer or a down

Inventory leads to Low quality and low productivity due to a) Increase in lead times,

b) Slow identification of problems, c)Increase in space thereby discouraging

Solutions: Adjusting the pace of production with demand, using Kanbans, moving to

one piece flow etc.

MotionMotion– Unnecessary

Movement of people which does not add value and refers to

Motion leads to improper utilisation of productive time, health & safety issues thereby

operators becoming the victim.

Solutions: Introduction of work-cells, shadow boards etc.

Excessive ProcessingExcessive Processing - Doing more than

required which doesn’t add value from a

Excessive Processing leads to Unnecessary $$$, Discourages operator ownership,

Solutions: Think “small is beautiful”. Smaller machines avoid bottlenecks, improve

flow, can be maintained at different times, and may improve cash flow and keep up

with technology. Also challenge every step, activity and process to ascertain the need

to have it and if everyone agrees that, it is superfluous eliminate it without

compromising quality.

TOOLSTOOLS

  Just-in-Time (JIT).Individual Efficiency vs. System

EfficiencyIsolated Operations verses Group

operationPoka – Yoke,Kaizen,KAN BAN ,Mixed

LoadingElimination of Muda, Mura and Muri The Operator Balance Chart-Using

the Balance Chart to Design a Flow

Individual Efficiency vs. Individual Efficiency vs. System EfficiencySystem Efficiency

Isolated Operations verses Isolated Operations verses Group operationGroup operation

Poka – Yoke/JITPoka – Yoke/JIT

Supermarket & KanBan Supermarket & KanBan ConceptConcept

SUPER MARKET

SUPER MARKET WAREHOUSE

FACTORY & WAREHOUSESU

PP

LY

FR

OM

FA

CTO

RY

REP

LEN

ISH

WA

REH

OU

SE

TO

RA

CK

Supply chain ManagementSupply chain Management

Parts Supply Schematic

Flow

Buffer Area

Receiving area/line side direct supply

No Separate Stores

Supplier

Customer

TAKT TIME :OPERATORS TAKT TIME :OPERATORS BALANCE CHARTBALANCE CHART Takt Time (TT)

The customer demand rate

Planned Cycle Time (PC/t)A production rate that is different from the actual customer demand rate.

Operator Cycle Time (Oc/t)Time an operator requires to go through all of his or her work elements one time.

Lead Time (L/T)The time it takes one piece to move all the way through a process or a value stream; from start to finish. (Envision timing a marked part as it moves from beginning to end.)

Op 1 2 3 4

The Operator Balance The Operator Balance ChartChart

• Represents one continuous flow

• line = Takt time

• Each bar show the per-cycle work elements for one operator

• Bars go from bottom to top

• Your line/cell layout, equipment requirements, and parts delivery build right off this operator balance chart

takt time

time (in

seconds)

Op 1

Op 2

Op 3

Op 4

WASTE ELIMINATION WASTE ELIMINATION BY………......!BY………......!

- Reduce office paper waste - available electronically.

- Improve product design to use less materials.

- Redesign packaging to eliminate excess material while maintaining strength.

- Work with customers to design and implement a packaging return program.

- Switch to reusable transport containers.

- Purchase products in bulk.

REUSE……………………………REUSE………………………………!…!

- Reuse corrugated moving boxes internally.

- Reuse office furniture and supplies, such as interoffice envelopes, file folders, and paper.

- Use durable towels, tablecloths, napkins, dishes, cups, and glasses.

- Use incoming packaging materials for outgoing shipments.

- Encourage employees to reuse office materials rather than purchase new ones.