8 Wastes

Finding the Waste The 8 Wastes Workshop By Harold Philbrick

Objectives
Understand what waste is
Be able to identify waste on the shop floor
Generate some ideas on how to address waste
Change how we see the work we do

Agenda
Purpose of Lean Manufacturing
Define value and waste
How is waste created?
Review the 8 types of waste
How we can identify and address waste
Recap

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 from our process so that we can flow at the rate of customer demand

How Will Lean Help Us?
Reduce Lead Time to our customers by eliminating waste from our system
Reduce frustrations by removing barriers to doing our jobs
Encourage everyone to get involved in improving the process
Increase customer satisfaction
Optimally utilize resources while meeting our customer’s needs

What is Value?
A measurement of the worth of a product, or service, by a customer based on it’s usefulness in satisfying a customer need
An activity, process or operation that changes the product from one form to another in order to get it closer to the customer’s specifications
It is something that the customer is willing to pay for

What is Waste?
Any activity that adds costs or time but does not add value
Consuming more resources (time, money, space, etc) than are necessary to produce the goods, or services, that the customer wants
Pure Waste : Actions that could be stopped without effecting the customer
Incidental Waste : Actions that need to be done based on how the current system operates but do not add value

The 8 Types of Waste
Overproduction
Inventory
Transportation
Motion (Operations)
Processing
Defects / Quality
Waiting
People’s Skills

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

Inventory
Common causes:
Overproduction
Poor equipment layout
Long changeover times
Defective, or questionable, parts
Mismatched production speeds
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

Inventory Hides Waste Sea of Inventory Employee Availability Finished Goods Raw Materials Long Transportation Communication Problems Machine Downtime Poor Scheduling Quality Problems Line Imbalance Long Setups Supplier issues House Keeping Employee Availability

Reducing Inventory Uncovers Opportunities to Improve, Opportunities That Must Be Addressed! Employee Availability Poor Scheduling Long Setups Long Transportation Communication Problems Machine Downtime Quality Problems Line Imbalance Supplier issues House Keeping Employee Availability

Transportation
Common causes:
Extra Inventory
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 it’s moved too much
It adds no value and is often used to get the extra inventory out of the way

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

Processing
Common causes:
Lack of standard work or processes
Equipment over designed
Process not updated with technology 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

Defects / Quality
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 defects
Responding to customer complaints
Rework or re-inspection of questionable materials

Waiting
Common causes:
Mismatched production rates
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…

People’s Skills
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, not seen 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

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 way even if the limitation has been removed
Build it into our processes
Root cause of problems is not addressed or a band aid solution is implemented

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

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 don’t want to find waste it will be impossible to root it out and remove it

Waste – the simpler part…
Being Able to See IT!
(once we know what it is)
The Real Challenge … knowing how to properly remove it!

How Do We Remove It?
All of the lean tools are designed to remove and identify waste
5S
Standard Work
Quick Changeovers
Mistake Proofing
Kanban
One Piece Flow
Kaizens

Value Defined
Value-Added Activities
Transforms or shapes material or information
Customer wants 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 by process 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

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, in the quantity it is needed by our customer
The relentless identification and elimination of waste from our process so that we can flow at the rate of customer demand

Attitude is Critical
“ If you think you can or you think you can’t, you’re right.” Henry Ford

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8 Wastes

by Harold Philbrick

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8 Wastes

by Harold Philbrick

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8 Wastes Presentation Transcript

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