The document discusses the concept of waste in processes, emphasizing the eight types of waste, which include overproduction, inventory, transportation, motion, processing, defects, waiting, and people's skills. It explains that waste adds costs and time without contributing value, and outlines methods to identify and eliminate waste using lean tools and employee engagement. Understanding customer value is crucial to differentiate value-added activities from waste, and a proactive attitude is necessary for effective waste removal.

1. PRESENTED BY – KRISHNA HEDAFinding the WasteThe 8 Waste

2. 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 needAn activity, process or operation that changes the product from one form to another in order to get it closer to the customer’s specificationsIt is something that the customer is willing to pay for

3. What is Waste?Any activity that adds costs or time but does not add valueConsuming more resources (time, money, space, etc) than are necessary to produce the goods, or services, that the customer wantsPure 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

5. The 8 Types of WasteOverproduction

6. Inventory

7. Transportation

8. Motion (Operations)

9. Processing

10. Defects / Quality

11. Waiting

12. People’s SkillsOverproductionSupplying the process with more than is needed to meet order requirements, sooner and faster than it is needed, causes almost all other types of wasteThis is the worst waste of all, because it helps cause all the othersCommon causes:Producing more than is required to make up for yield lossScheduling production to forecasted demandLong changeovers or avoiding changeovers lead to large lot production

13. InventoryRequires people, processes and time to count, Process, execute, store and maintain itIf we do not get orders the items processed will not be useful and would be waste of time and effort.Inventory is often used to help hide other wastesCommon causes:Overproduction/ over processingLong changeover times b/ween processesDefective, or questionable itemsMismatched production speeds

14. Inventory Hides WasteMachineDowntimeSupplierissuesQualityProblemsPoor SchedulingLineImbalanceLongSetupsHouseKeepingEmployeeAvailabilityCommunicationProblemsLong TransportationRaw MaterialsFinished GoodsSea of InventoryEmployeeAvailability

15. Reducing Inventory Uncovers Opportunities to Improve,Opportunities That Must Be Addressed!MachineDowntimeSupplierissuesQualityProblemsPoor SchedulingLineImbalanceLongSetupsHouseKeepingEmployeeAvailabilityCommunicationProblemsLong TransportationEmployeeAvailability

16. TransportationDouble or triple handling, of documents.It adds no value and is often used to get the extra inventory out of the way Common causes:Extra InventoryRetention points before and after operationsExcessive distance between operations (layout)Single skill focused operations

17. Motion (Operators)Walking without working (away from workstation) Searching for documents, tools, materials or informationReaching, bending or unnecessary motion due to poor housekeeping or workplace layoutProcess is not designed with employees in mindCommon causes:Poor workstation layoutIsolated operationsShared toolsFatigueWorkstation congestion

18. ProcessingDoing more than is necessary to produce an effectively outputExtra setup steps, over-specification of the process, extra processing stepsCommon causes:Lack of standard work or processesEquipment over designedProcess not updated with technology changesLack of effective problem solving

19. Defects / QualityDefective or DefectsCost of inspecting defectsResponding to customer complaintsRework or re-inspection of questionable matterCommon causes:Emphasis on downstream inspection; questionable matter passed onLack of standard workInfo/docs handling (transportation)Process design/Procedures

20. WaitingAssociates waiting for the work to come in..process waiting for completion of a certain activityWaiting for Docs, instructions, approval, information, maintenance, decisions…Common causes:Mismatched production ratesPoor layout, co-ordinationLack of coordination between processesOurs or upstreamInsufficiently staffed

21. People’s SkillsEmployees are seen as a source of labor only, not seen as true process expertsPeople are told what to do, and asked not to thinkEmployees are not involved in finding solutions, opportunities to improve our process are missedCommon causes:Management does not involve employees in problem solvingNarrowly defined jobs and expectationsOld school management, worker relationships

22. How Does Waste Get There? Forget to change solutions when we change the processFail to understand why we do something a certain way, so we continue doing that way even if the limitation has been removedBuild it into our processesRoot cause of problems is not addressed or a band aid solution is implemented

23. How Can We Find It? Find the value added work, everything else is wasteGo out there and see itObserve our processes as if you do not know itTalk to the operators so you can understand why we do things the way we doWhat is the operation about? Why is it necessary?

24. How Can We Find It? Introduce itImplement one piece flow into the process and waste will rise to the surfaceHave the right attitudeWaste 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

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

26. How Do We Remove It? All of the lean tools are designed to remove and identify waste 5SStandard WorkQuick ChangeoversMistake ProofingKanbanOne Piece FlowKaizens

27. Value DefinedValue-Added ActivitiesTransforms or shapes material or information

28. Customer wants it

29. Done right the first timeIncidental WasteNo value created but required by current technology

30. No value created but required by current thinking

31. No value created but required by process limitations

32. No value created but required by current process Pure WasteConsume resources but creates no value for the customer

33. Could be stopped and it would be invisible to the customerAttitude is Critical“If you think you can or you think you can’t, you’re right.”Henry Fordkrishnaheda@gmail.com