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8 Types of Waste Identifying & Eliminating MUDA

World-Class Standards & Best Practices of Operational Excellence

World-Class Standards & Best Practices of Operational Excellence

© Lean & Mean Consulting. All rights reserved. 2016

LEAN Management Academy - Outline Knowledge & Expertise / Editable Training Presentations / 16 Modules

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Contents

What Is Waste? Paradigms, Continuous Improvement Principles

a) Value, Non-Value Added, NVA But Necessary

b) Rules to Determine Value Added Activities

How Does Waste Take Root?

Benefits Of Identifying and Eliminating Waste a) Relationship of Waste and KPI’s

8 Types Of Waste (Manufacturing) a) Definition And Examples Of Each Type Of Waste

b) Causes Of Each Type Of Waste

c) How To Eliminate The Waste

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Identifying & Eliminating MUDA

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Paradigm: A set of rules and regulations that establish boundaries and help solve problems within the boundaries. Paradigms dramatically affect our judgment and our decision making by influencing our perceptions.

.

Paradigm Effect: We constantly select from the world of data that best fits our rules and regulations and try to ignore the rest. What may be perfectly obvious to a person with one paradigm may be totally imperceptible to someone with a different paradigm

. Paradigm Paralysis: The belief that there is and can only be one way to do things, and there is no other or better way. We lock ourselves into one specific way of solving problems.

Going Back to Zero Rule: When a paradigm shifts, everyone goes back to zero. Your past success guarantees nothing in the future of paradigms.

Paradigm Example:

Driver side sliding door No driver side sliding door

Paradigms

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“Everything that can be invented has been invented.”

-Charles H. Duell, Director, US Patent Office, 1899

“Who the wants to hear actors talk.”

-Harry M. Warner, Warner Bros. Pictures, 1927

“Heavier than air flying machines are impossible.”

-Lord Kelvin, President, Royal Society, 1895

Challenge the Paradigm

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What Is Value-Added?

Value-Added:

Is any activity that increases the market, form, or function of the product/service: the activity must be done right the first time

These are things the customer is willing to pay for: Customer must recognize the value!

An activity that transforms or changes raw material or information to meet customer requirements: the product must physically change during the process

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Traditional Distribution Of Activities

Non Value Added

(Necessary) 38%

Value Added 2%

Non-Value Added (Waste)

60%

VA activities NVA activities

• Moving Material to a workstation

• Processing / assembly

• Load, Unload, Start

• Batching in between operations

• Inspecting

• Shipping

• Batching in between operations

• …

• Moving parts between workstations

• Restocking (by operators)

• Changeover / setup

• Waiting / idling

• Reworking

• Excessive inspecting

• …

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Waste Takes Root When We Accept Temporary Improvement

A Problem Occurs

Evading the problem

“For the time being, let’s…”

Talking about, not doing

“Let’s find ways to work around it.”

A habit of mind

“We’ve always done it like this.”

Justification for doing it…

“No one has any objection to the way we do this now.”

Provisional solution (a stopgap)

Ask “why” until root cause is understood

Real Improvement

Apply best solution

Problem is solved

Standardize and Communicate Solution

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Relationship Of Waste And KPI’s Examples

Examples Of KPI’s Examples Of Type Of Wastes

Scrap Defects, over-processing

Freight Transportation

Inventory Over-production, motion, waiting, people

Sorting, Containment Defects

Overtime Defects, waiting, over-production

Lean People

Launch People, defects, over-production, over-processing

etc. etc.

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Identifying & Eliminating MUDA

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8 Types Of Waste (Manufacturing)

Motion

Extra physical / mental motion that doesn’t add value

Waste

Waiting

Employees waiting for another process

or information

Over production

Producing more than what the

customer needs

Intellect

Not using employees full

intellectual contribution

Over processing

Adding excess value when the customer does not require it

Defects

Reprocessing, or correcting work

Inventory

Building and storing products the

customer has not ordered

Transportation

Moving from one place to another

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Transportation

More inventory naturally leads to more transportation

Transportation refers to any conveyance of materials, parts, assembly parts, or finished goods, from one place to another for any reason

Transporting parts and materials around the plant

Material handling is one part of transportation

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Motion Waste

Any movement of people or machines that does not add value to the product or service

Motion waste is similar to processing waste but relates more closely to the discrete movements of operators themselves

Motion waste refers to movement that is not really needed to perform an operation

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Causes Of Motion Waste

Isolated operations:

Poor work layout

Lack of training

Underdeveloped skills

Bad parts presentation

Instability in operations:

Increase in staff or worker hours

Working ahead

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Re-stocking & walking Bending Pick-up / Return

Risk of a hit Crouching Reach up high!

Examples Of Motion Waste

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How To Eliminate Motion Waste

Gradually switch to flow production:

Create U-shaped cell layout of equipment

Make standardization thorough all operations

Increase training

Increase operator’s motion awareness

Improve part presentation based on operators input

Use gravity to our advantage

Use both hands at the same time

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How To Eliminate Motion Waste

Example: Ergonomics Ace

• Observation-based tool (qualitative)

• Identify ergonomic issues and improvements

• 10 easy to remember items

• Useful as Posture technique coaching tool

• Check For…

– 4 simple solution strategies

– Remember Ergonomics-Manufacturing System Wastes

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8 Wastes Summary

Transportation

Inventory

Motion

Intellect (Not Utilizing)

Waiting

Over-production

Over-processing

Defects

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Eyes For Waste

“Just do it”

Others

Visible Not Visible

Be Open Minded

Help others to see the

opportunity

Breakthrough opportunity

You

Visible

Not Visible

VA-NVA/Safety Observation Sheet

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Identifying & Eliminating MUDA

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The Three MUs

Meaning in English

Explanation (using example of Capacity versus Load)

Muda • Waste • Capacity exceeds Load

Mura • Unevenness • Inconsistency • Variation

• Capacity sometimes exceeds the Load

• Load sometimes exceeds the Capacity

Muri • Overburden • Irrationality

• Load exceeds Capacity

Explanation of the Three MUs

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Classifications Of Waste

5M&QS Waste Classification

Material Waste • Of parts • Of bolts • Of welds • Of function • Of Retention

Method Waste • Lots production • Inventory • Conveyance • Pick up and setting down work pieces

Man (People Related Waste) • Walking • Watching • Searching • Operating • Invisible

Management Waste • Materials • Meetings • Management/Control • Communications

Safety Waste • In disaster prevention methods • In fixing defects • “Safety first” requires removing all waste that can lead to accidents and/or injuries

Machine Waste • Of large machines • Of general purpose machines • Of conveyors • Of machines that “process air” • Created by breakdowns • In machine handling

Quality Waste • In making defective goods • In fixing defects • In making mistakes • In Inspection • In quality control

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Classifications Of Waste

Production Factor Waste Classification

Considering the “flow of goods” in production as the basis for finding and eliminating waste.

• Retention

Stopping flow of goods without adding any value to them. This type of waste creates inventory in different forms: warehouse and in-process inventory.

• Conveyance

Occurrence whenever goods are being moved without having any value added.

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Classifications Of Waste

• Processing

Related to altering and/or attaching parts or material

• Inspection

Identification and elimination of defectives from the production flow.

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Identifying & Eliminating MUDA

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1. Using the back door

2. Bringing latent waste to the surface

3. Analyzing current conditions

Three Approaches To Discover Waste

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1. Look at the three real things: The factory

The facts

Work-in-process

2. Ask “What?” Ask what the operation is about

3. Ask “Why?” Ask why the operation is necessary

Five Key Points For Discovering Waste Through The Back Door

4. Everything that is not work is waste Once you have found out what the

operation’s essential function is, you can properly identify as waste everything in the operation that does not directly execute that function

5. Ask “Why?” at least five times to find root causes Ask why at least five times

concerning each wasteful part of the operation. This will lead you to the real waste

Draft an improvement plan. Ask “How?”

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Analyzing Current Conditions

There are many tools you can use to analyze current conditions quickly and effectively.

In this section, a brief outline of three of the following tools are presented:

Value Stream Mapping

Value-Added Flow Chart

Flow Analysis Chart

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Identifying & Eliminating MUDA

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1. Adopting the necessary attitude for removing waste

2. Removing waste in the movement of goods

3. Removing waste in the actions of people

4. Removing waste in the way people, goods and machines are combined

Guidelines for Removing Waste

Removing Waste in the Way People,

Goods & Machines Are

Combined

Identifying & Eliminating MUDA

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Removing Waste in the Way People, Goods & Machines Are Combined

Remove anything that does not harmonize with production flow by designing the combination of people, materials and machines so that they work in optimum relationship to each other

There are three ways that people and machines can work together

Serial

Partially parallel

Parallel

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Serial Operations

In serial operation, the worker and machine take turns adding value to the materials

Worker’s operations Machine’s operations

30 seconds 40 seconds

Completion time: 70 seconds

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Partially Parallel Operations

In a partially parallel operation, worker activity and machine activity overlap:

Worker’s operations

Machine’s operations

30 seconds

40 seconds

Completion time: 50 seconds

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Parallel Operations

In parallel operation, worker and machine work side by side at the same time

Worker’s operations

Machine’s operations

30 seconds

40 seconds

Completion time: 40 seconds

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Identifying & Eliminating MUDA

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How to Prevent Waste

There are six important methods for maintaining a waste-free production environment:

Standardization

Visual controls

Auditory controls

5W + 2H

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Standardization

Standards are required for:

Machines

Operations

Defining normal and abnormal conditions

Clerical procedures

Procurement

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Standardization

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Visual & Auditory Controls

In a factory, you need to be responsive to changes in the environment so that problems can be quickly addressed:

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Visual & Auditory Controls

There are six visual and auditory tools you can use:

Red-tagging

Signboards

Outlining

Andons

Kanban

Pitch and inspection buzzers

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5W & 2H

Remember three essentials for fact-finding:

Go to where the problem occurred

See the problem first-hand

Confirm the facts based on your own observations

Be a walker and an observer:

Supervisors and managers must continually walk through the factory to see that standards are being followed and to practice seeing waste

Operators need to continually examine their own operations and be alert for new problems and new ideas

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Waste Finding Format Examples

Process Name Tran

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Improvement Ideas

WASTE FINDING CHECKLIST

46 © Lean & Mean Consulting. All rights reserved. 2016