PRESENTED BY – KRISHNA HEDA<br />Finding the Waste<br />The 8 Waste<br />
What is Value?<br />A measurement of the worth of a product, or service, by a customer based on it’s usefulness in satisfy...
What is Waste?<br />Any activity that adds costs or time but does not add value<br />Consuming more resources (time, money...
The 8 Types of Waste<br /><ul><li>Overproduction
Inventory
Transportation
Motion (Operations)
Processing
Defects / Quality
Waiting
People’s Skills</li></li></ul><li>Overproduction<br />Supplying the process with more than is needed to meet order require...
Inventory<br />Requires people, processes and time to count, Process, execute, store and maintain it<br />If we do not get...
Inventory Hides Waste<br />Machine<br />Downtime<br />Supplier<br />issues<br />Quality<br />Problems<br />Poor <br />Sche...
Reducing Inventory Uncovers Opportunities to Improve,Opportunities That Must Be Addressed!<br />Machine<br />Downtime<br /...
Transportation<br />Double or triple handling, of documents.<br />It adds no value and is often used to get the extra inve...
Motion (Operators)<br />Walking without working (away from workstation) <br />Searching for documents, tools, materials or...
Processing<br />Doing more than is necessary to produce an effectively output<br />Extra setup steps, over-specification o...
Defects / Quality<br />Defective or Defects<br />Cost of inspecting defects<br />Responding to customer complaints<br />Re...
Waiting<br />Associates waiting for the work to come in..<br />process waiting for completion of a certain activity<br />W...
People’s Skills<br />Employees are seen as a source of labor only, not seen as true process experts<br />People are told w...
How Does Waste Get There? <br />Forget to change solutions when we change the process<br />Fail to understand why we do so...
Upcoming SlideShare
Loading in …5
×

Types of waste - lean Concept Krishna Heda

11,511 views
11,367 views

Published on

The Real Challenge …
knowing how to properly
remove it!
Waste is easy to see, once you know what you’re looking for, the hard part is removing it.

Published in: Education
0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
11,511
On SlideShare
0
From Embeds
0
Number of Embeds
30
Actions
Shares
0
Downloads
113
Comments
0
Likes
4
Embeds 0
No embeds

No notes for slide

Types of waste - lean Concept Krishna Heda

  1. 1. PRESENTED BY – KRISHNA HEDA<br />Finding the Waste<br />The 8 Waste<br />
  2. 2. What is Value?<br />A measurement of the worth of a product, or service, by a customer based on it’s usefulness in satisfying a customer need<br />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<br />It is something that the customer is willing to pay for<br />
  3. 3. What is Waste?<br />Any activity that adds costs or time but does not add value<br />Consuming more resources (time, money, space, etc) than are necessary to produce the goods, or services, that the customer wants<br />Pure Waste: Actions that could be stopped without effecting the customer <br />Incidental Waste: Actions that need to be done based on how the current system operates but do not add value<br />
  4. 4.
  5. 5. The 8 Types of Waste<br /><ul><li>Overproduction
  6. 6. Inventory
  7. 7. Transportation
  8. 8. Motion (Operations)
  9. 9. Processing
  10. 10. Defects / Quality
  11. 11. Waiting
  12. 12. People’s Skills</li></li></ul><li>Overproduction<br />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<br />This is the worst waste of all, because it helps cause all the others<br />Common causes:<br />Producing more than is required to make up for yield loss<br />Scheduling production to forecasted demand<br />Long changeovers or avoiding changeovers lead to large lot production<br />
  13. 13. Inventory<br />Requires people, processes and time to count, Process, execute, store and maintain it<br />If we do not get orders the items processed will not be useful and would be waste of time and effort.<br />Inventory is often used to help hide other wastes<br />Common causes:<br />Overproduction/ over processing<br />Long changeover times b/ween processes<br />Defective, or questionable items<br />Mismatched production speeds<br />
  14. 14. Inventory Hides Waste<br />Machine<br />Downtime<br />Supplier<br />issues<br />Quality<br />Problems<br />Poor <br />Scheduling<br />Line<br />Imbalance<br />Long<br />Setups<br />House<br />Keeping<br />Employee<br />Availability<br />Communication<br />Problems<br />Long <br />Transportation<br />Raw Materials<br />Finished Goods<br />Sea of Inventory<br />Employee<br />Availability<br />
  15. 15. Reducing Inventory Uncovers Opportunities to Improve,Opportunities That Must Be Addressed!<br />Machine<br />Downtime<br />Supplier<br />issues<br />Quality<br />Problems<br />Poor <br />Scheduling<br />Line<br />Imbalance<br />Long<br />Setups<br />House<br />Keeping<br />Employee<br />Availability<br />Communication<br />Problems<br />Long <br />Transportation<br />Employee<br />Availability<br />
  16. 16. Transportation<br />Double or triple handling, of documents.<br />It adds no value and is often used to get the extra inventory out of the way <br />Common causes:<br />Extra Inventory<br />Retention points before and after operations<br />Excessive distance between operations (layout)<br />Single skill focused operations<br />
  17. 17. Motion (Operators)<br />Walking without working (away from workstation) <br />Searching for documents, tools, materials or information<br />Reaching, bending or unnecessary motion due to poor housekeeping or workplace layout<br />Process is not designed with employees in mind<br />Common causes:<br />Poor workstation layout<br />Isolated operations<br />Shared tools<br />Fatigue<br />Workstation congestion<br />
  18. 18. Processing<br />Doing more than is necessary to produce an effectively output<br />Extra setup steps, over-specification of the process, extra processing steps<br />Common causes:<br />Lack of standard work or processes<br />Equipment over designed<br />Process not updated with technology changes<br />Lack of effective problem solving<br />
  19. 19. Defects / Quality<br />Defective or Defects<br />Cost of inspecting defects<br />Responding to customer complaints<br />Rework or re-inspection of questionable matter<br />Common causes:<br />Emphasis on downstream inspection; questionable matter passed on<br />Lack of standard work<br />Info/docs handling (transportation)<br />Process design/Procedures<br />
  20. 20. Waiting<br />Associates waiting for the work to come in..<br />process waiting for completion of a certain activity<br />Waiting for Docs, instructions, approval, information, maintenance, decisions…<br />Common causes:<br />Mismatched production rates<br />Poor layout, co-ordination<br />Lack of coordination between processes<br />Ours or upstream<br />Insufficiently staffed<br />
  21. 21. People’s Skills<br />Employees are seen as a source of labor only, not seen as true process experts<br />People are told what to do, and asked not to think<br />Employees are not involved in finding solutions, opportunities to improve our process are missed<br />Common causes:<br />Management does not involve employees in problem solving<br />Narrowly defined jobs and expectations<br />Old school management, worker relationships<br />
  22. 22. How Does Waste Get There? <br />Forget to change solutions when we change the process<br />Fail to understand why we do something a certain way, so we continue doing that way even if the limitation has been removed<br />Build it into our processes<br />Root cause of problems is not addressed or a band aid solution is implemented<br />
  23. 23. How Can We Find It? <br />Find the value added work, everything else is waste<br />Go out there and see it<br />Observe our processes as if you do not know it<br />Talk to the operators so you can understand why we do things the way we do<br />What is the operation about? Why is it necessary?<br />
  24. 24. How Can We Find It? <br />Introduce it<br />Implement one piece flow into the process and waste will rise to the surface<br />Have the right attitude<br />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<br />
  25. 25. Waste – the simpler part…<br />Being Able to See IT!<br />(once we know what it is)<br />The Real Challenge …<br />knowing how to properly<br />remove it!<br />
  26. 26. How Do We Remove It? <br />All of the lean tools are designed to remove and identify waste <br />5S<br />Standard Work<br />Quick Changeovers<br />Mistake Proofing<br />Kanban<br />One Piece Flow<br />Kaizens<br />
  27. 27. Value Defined<br />Value-Added Activities<br /><ul><li>Transforms or shapes material or information
  28. 28. Customer wants it
  29. 29. Done right the first time</li></ul>Incidental Waste<br /><ul><li>No value created but required by current technology
  30. 30. No value created but required by current thinking
  31. 31. No value created but required by process limitations
  32. 32. No value created but required by current process </li></ul>Pure Waste<br /><ul><li>Consume resources but creates no value for the customer
  33. 33. Could be stopped and it would be invisible to the customer</li></li></ul><li>Attitude is Critical<br />“If you think you can or you think you can’t, you’re right.”Henry Ford<br />krishnaheda@gmail.com<br />

×