The document describes the seven types of lean wastes in a hotel and automobile workshop. It then provides a case study on how the PDCA cycle was implemented in a manufacturing organization to improve the production process of picture frames. The company identified defects and scorches as problems. Potential causes were analyzed and solutions planned and implemented, such as adjusting pigment amounts. Checking showed a 60% reduction in defects, meeting the goal. The solutions were then standardized to continuously improve the process using PDCA's repetitive cycle of plan, do, check, act.

1. MEE 1016 Lean Enterprises and New Manufacturing Technology
Digital Assignment 2
Name: A.Santhosh
Reg. No.: 15BME2079
Slot: G2
1. Identify the seven types of lean wastes in a Hotel
Defects. This includes all time spent doing some dishes or cooking incorrectly and inspecting or overcooking for
fixing taste. One example of defect waste is the time spent looking for an item like ingredients use to put in the
cooking.
Over-production. This includes doing more than what is needed by the chef or doing it sooner than needed. A
broad example of this is cooking dishes more than required before the customer gives his/her order and cooking
dishes for lunch and dinner in advance then when it is actually needed.
Transportation. Unnecessarily moving dishes cooking utensils or materials throughout a system is wasteful.
This type of waste is evident when the kitchen and entire hotel has a poor layout, such as a work table located a
long distance from the gas range.
Waiting. Waiting for the next event to occur or the next work activity can eat up time and resources. Customers
waiting for giving an order is a sign of waste, as is employees waiting because their workloads are not level.
Inventory. Hotel create waste when they incur excess inventory costs, storage and movement costs, spoilage and
waste. One example is letting supplies like cold drinks, bakery items, vegetables etc expire and then disposing of
them, including out-of-date food packages.
Motion. Do cooks and waiters move from room to room, floor to floor and building to building more than
necessary? That accounts for one type of waste. Cooks, waiters and sometimes customer may walk miles per day
due to a poor hotel layout, for example.
Over-processing. This describes work performed that is not valued by the customers or caused by definitions of
quality that aren't aligned with customer’s needs. One example is extra data stamps put onto forms, but that data
never being used.
Human potential. This waste is caused when cooks and waiters are not engaged, heard or supported. They may
feel burnt out and cease sharing ideas for improvement.
2. Identify the seven types of lean wastes in an automobile workshop
Defects. One of the most easily recognizable wastes in lean manufacturing is the production of Defects. Examples
of Defects in automobile workshop include waste such as scrap parts, products that require rework, or assemblies
that are missing details. Defects are often considered to be one of the most significant automobile workshop
wastes because they can actually lead to the generation of additional wastes such as Overproduction,
Transportation, and Excess Processing.

2. Over-production.
Of all the wastes in automobile workshop, Overproduction has, by far, the most negative impact on success.
Overproduction occurs any time more parts or products are produced than the customer is willing to purchase.
Like the production of Defects and subsequent Excess Processing, Overproduction can also lead to the generation
of additional lean manufacturing wastes such as Waiting, Inventory, and Motion, consuming vast amounts of time
and resources.
Transportation.
Moving product costs money, which is why Transportation is classified as a manufacturing waste category. Unless
value-added transformation is performed to the product or material during transport, the Transportation of a
product or material is wasteful activity. Great amounts of resources and time are consumed moving material while
no value is being added to sell to the customer. Transportation leads to increased Motion lean waste because
resources are required to move without generating value.
Waiting. Waiting is a reference to inaction that adds cost to a product being produced for a customer. This occurs
because overhead costs continue to increase during the time the product waits to be transformed. When product
waits, no value is being produced but the cost of overhead operations continues to grow, which strips potential
profit from the sale. Waiting not only destroys material and information flow, but also generates excess Inventory.
Inventory is a automobile workshop waste because it is value that is being held at a cost. In the most literal sense,
Inventory is valuable product or material that is waiting either to be sold to the customer or further transformed
into something of greater value. The entire time a product sits in Inventory, its profit margin is reduced because
overhead must be paid to maintain the product in Inventory. Maintaining Inventory requires the addition of
Motion and Transportation wastes.
Motion. When Motion occurs, value is not added to a product or material being used in automobile workshop.
Motion can be either people or machine, but is most often a human resource whose effort and time are being
wasted. Inefficient shop floor layouts, and improper equipment can contribute to unnecessary motion. The
employee’s efforts are not only being wasted, but Motion can also result in physical injury to employees which
results in even greater cost to the business. Motion waste is closely related to wasted employee potential,
commonly referred to as Non-Utilized Talent.
Over-processing. When products do not conform to a customer’s requirements, the products must be repaired or
remanufactured to satisfy the customer’s needs. If the customer’s requirements are not clear, more work may be
performed during the creation of the product than is actually required, (such as fine polishing surfaces so they
look shiny), even though the customer did not request it. Repairing, remanufacturing, and over processing are
examples of lean manufacturing waste referred to as Excess Processing.
Human potential. The only lean manufacturing waste that is not manufacturing-process specific, but rather
automobile workshop related, is Non-Utilized Talent. This type of manufacturing waste occurs when management
in a manufacturing environment fails to ensure that all of their potential employee talent is being utilized. In
relationship to Motion waste, if an employee is aimlessly moving material around the production area without
adding value their efforts are being wasted where they could be performing value-added activities instead. Non-
Utilized Talent also refers to management’s ability to utilize the critical thinking and continuous improvement
feedback from employees to improve a lean manufacturing process. If management does not engage with
manufacturing employees on topics of continuous improvement and allow employees to influence change for the
better, it is considered manufacturing waste.

3. 3. Explain how, when and where PDCA cycle can be used? Go through a case study of
PDCA implementation in a manufacturing / service organization and give your
understanding of the same explain why and how it has been done. Also mention the
results obtained through the PDCA implementation.
PDCA (Plan Do Check Act)
PDCA (plan-do-check-act, sometimes seen as plan-do-check-adjust) is a repetitive four-stage model for
continuous improvement (CI) in business process management.
How PDCA cycle is used?
Plan: Define the problem to be addressed, collect relevant data, and ascertain the problem's root cause.
Do: Develop and implement a solution; decide upon a measurement to gauge its effectiveness.
Check: Confirm the results through before-and-after data comparison.
Act: Document the results, inform others about process changes, and make recommendations for the problem to
be addressed in the next PDCA cycle.
When PDCA cycle is used?
PDCA cycle is used in any company or a institution when there is a need of improvement in the output of a
company or an institution and to fetch the following qualities by the institution: 1) Process Improvement, 2)
Quality Management, 3) Project Control, 4) Performance Management, and 5) Organizational Competitiveness
through Agility.
Why PDCA cycle is used?
Process Improvement
The PDCA methodology is a continuous loop of planning, doing, checking or studying, and acting. This makes
PDCA the ideal model for:
Continuous improvement: The repeated PDCA cycle drives forward process improvement irrespective of the
goals and shuts the door on complacency
Implementation of new projects or processes: The inbuilt plan, test, and feedback mechanism of PDCA allows
fixing snags and improving things at the process implementation stage, without putting entire resources or
reputation at stake.
Process trails: The PDCA cycle entails checking the implemented changes for consistency before adopting it
across the board
Utilizing the plan-do-check-act cycle allows breakdown of a project into small manageable steps and allows
gradual incremental improvements.
Change Management
PDCA not only encourages development of innovative and breakthrough changes to ensure quality and
performance improvement, it also help manage change effectively.

4. The PDCA model incorporates what needs changing to the methodology of continuous improvement. The change
process under PDCA entails incorporating the parameters that require change in the planning component (plan),
implementation of a prototype (do), the review of the prototype for suitability and performance (check or learn)
and widespread implementation or successful implementation of the prototype (act). This contributes to
integrating the change management process within the normal day-to-day organizational activity, making the
change process seamless.
Quality Management
One of the major uses of this process is for quality management. The continuous feedback loop of PDCA allows
analysis, measurement, and identification of sources of variations from customer requirements and enables taking
corrective action.
PDCA cycle as a part of continuous improvement in the production company a case study
There is a company from the sector of small and medium-sized enterprises (small, employing up to 49 people)
engaged in the production of decorative elements made of plastic. Its basic assortment mainly includes mainly
picture frames and paintings in a variety of shapes and colours, as well as gift baskets also available in different
colour combinations and different dimensions. The company also produces containers for small items and gadgets
for individual orders (e.g. key chains, pens, lighters). The main customers are wholesalers and shops with
ornaments and souvenirs, as well as the company contracting specific gadgets. The company has a machine park
consisting of injection molding machines, pad printers machines and robots. The production takes place in the
slots and it can be described as small lot production.
In order to improve the process and quality of products, the research company has implemented a quality
management system according to ISO 9001:2015. Given the increasing demands of customers and the presence
of competition on the market the company is also trying to improve every element of its business through the use
of selected tools and methods of quality management and lean management techniques.
In Step I - Planning (P) : A company focuses on the detailed identification of the problems which occur during
the production of picture frames, and determines the order. It was noticed that problems were connected with
discoloration on the surface of frames (because if it a frame did not look appropriate as its colour was not
distributed evenly, in some places there were bright red streaks) and scorches (black and brown lines and tracks).
After identifying, "naming" these problems, the next step was to collect data about the process. Discrepancy
resulting from discolorations on the surface of the frame occurred during the process of mixing the pigment and
was visible on the front of the frame, and at its top. While the scorches appeared in one location in the frame
which proved that they do not result from the drying process, but they probably during the injection material into
the mold. In order to determine the causes of such a situation and to minimize the probability of discrepancies,
the analysis of the causes of problems was necessary, as was the need to devise a plan to implement solutions.
In the "Machine" group there were causes identified which can be associated with the occurrence of retention in
the plasticizing unit and the nozzle sealable a needle and with a small diameter nozzles and improper adhesion of
the injection machine nozzle. The "Material" group specified the following causes which may affect the scorches
on the surface of the photo frame: different size of pellets, too high content of regrind, and insufficient resistance
of the polymer to thermal loads. "Technology" causes are related to a very high speed injection molding, high
temperature of the cylinder and a high channels temperature. Last group - "structure" (form) revealed the
following causes: incorrect construction of channels, too large differences in temperatures on the hot zones
channels and too small channels diameter in the form. After identifying the causes which might have affected the
problems, the working group also began searching for potential solutions by means of brainstorming. A plan to
implement solutions was devised and made visible on the shop floor, in the form of a clear and explicit for each
employee. In the plan (created as a table) found an accurate description of the solutions could be found, the place

5. of the implementation, the person responsible for the execution of those tasks and the planned beginning and end
of these activities. The plan how to implement the solutions also included a description of the possible outcomes.
Step II - Doing (D): which is connected with implementing the elaborated plan was associated with the removal
of the causes of problems happening during in the production of photo frames. An action scheme to help in
accomplishing the designed task was created. In the case of discrepancy connected with discolorations on the
surface of photo frames, the following actions were undertaken: the pigment dispenser was checked in terms of
its size and accuracy. A small failure which could contribute to irregularity, and uneven pigment distribution was
noticed. There was no excessive static electricity of the pigment. Slightly raised temperature of the alloy and the
injection speed was increased. It was checked whether the pigment is appropriately adjusted to the material and
size of the granules of the tested material and pigment. The analysis of the causes of discrepancy related with
scorches on the surface of the photo frame focused on the injection machine nozzle, checked diameter and
adhesion, as well as the retention space in the plasticizing unit. Similarly, in the case of the reasons that could
affect the discolorations of the surface of the frame, a verification of the size of the granules was done. Adequate
resistance of polypropylene on included in the process heat load was certified. The temperature channels were
slightly exceeded and there were differences in temperature on the hot zones channels. Consequently, the
temperatures were corrected.
In step III - checking (C) it was checked, if the applied actions brought expected effect of minimizing the number
of discrepancies of the photo frames. The results, presented in the implementation plan, assumed a reduction in
the number of nonconformities number by 60% after the first implementation of solutions. After measuring, using
control charts by number of nonconformities np, a decrease in the number of faulty products by more than 60%
was shown. The objective set in I step of Deming cycle was reached which made it possible to proceed to final
step IV - act (A).
Step IV - act (A) uses the implemented solutions. After the step III proved that they had brought the expected
result which started their standardization and monitoring of their activities. In the production hall instructions for
employees were displayed in a visible and comprehensible form. Moreover, improvements to the existing
procedures for the injection process of the photo frames were introduced. In these procedures, besides fixed
points, were precisely characterized ways to solve problems and persons responsible for their implementation
were specified.
Result
PDCA is contained in a circle and endless which allows to consider all the implemented and applied solutions an
indicator for further improvement activities.
The company has achieved its objective, which reduced the number of discrepancies by more than 60%, but this
should not lead to a halt in the improvement of the production process of photo frames.
The next step should include development of a new action plan, or reusing Deming cycle as a cycle for
improvement, by which the number of faulty photo frames is reduced compared to that achieved in the shown
example.
The case study presented in relation to the company from the SME sector proves that the PDCA cycle is a series
of versatile, simple to implement and can be successfully used in any company that uses or intends to apply the
principle of continuous improvement in respect to some or all areas of its business.
It helps to overcome internal barriers resulting form, for example, wrong management and to minimize the impact
of external barriers.