Clase 2 Monclova Los Siete Desperdicios (1)

7/28/2019 Clase 2 Monclova Los Siete Desperdicios (1)

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Waste

Presented by: Armando Cepeda Tamez

Monterrey, Mexico September 2010

Anything that does not add value

Value

Unnecessary

waste

Necessary

waste


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INCIDENTAL ACTIVITIES

WASTE

WORK

Moving pallets.Check parts.Record production.Walk to next machine.Stock Audits.Making goods thatare not required.

Assembling partsPackagingWeldingPaint and plate

Machining

Wait for partsWait for handlingBend to pick up from floorDefect or Rework partsCarrying partsCounting stockWait for paperwork

ADD VALUE

WASTE

Waste is any activity that does not add value

Waste


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Activities that absorb resources but add no value.

Defined as:

Muda = Waste

Mura= Irregularity

Muri= Difficulty

Inconsistent methodsVarying lot sizeEquipment out of place

Parts hard to fitPoor lightingHeavy lifting

Waste


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New

Lead Time

Lean tools help us identify and eliminate waste fromour processes, leading to: Reduced costs Reduced lead time Faster response Improved quality Reduced inventory Reduced floor space Better predictability

No sepuedemostrar la imagen en estemomento.

Lead TimeWaste Waste

The Ultimate Goal Eliminate Waste


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The Toyota 7 Wastes

1 Over production

2 Waiting

3 Transport4 Over process

5 Inventory

6 Rework

7 Motion

Transport

Inventory

Motion

Waiting

Over production

Over processing

Defects

TIMWOOD

the wasteman

Part moves long distance

Stock cost, handling, loss, hide problems

180 deg body turns, pick up from floor

For; Materials, Handlers, Tools, etc.

Work you cannot sell, extends lead-time

Tighten & torque check,

Strip and rebuild, NRFT

7 Wastes


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Balance processes to TAKT where capacity exceedscustomer requirement, use MIN & MAX levels.

Over production, making parts the customer will notpay for causes other wastes (waiting, motion,

transportation, inventory, defects)

Over Production


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Causes: Inventory is viewed as security (just in case)

Process not capable or not reliable

No standard practices, lack of adherence

Poorly performing suppliers Long setup times

Lack of workplace organisation

Seasonal peaks and troughs in demand

Poor forecasting and production planning/scheduling Producing to speculative demand (forecast)

Departmental layouts

Lack of training

Overproduction = Extra inventory, Extra handling, Extra space to store it,Extra quality problems, Extra lead-time, Extra bins, Extra paperwork and Extracommunication

Over Production


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Waiting is usually the easy waste to see

Dont have operators waiting for machines, fit auto

stops and andon to free operators for other work

Waiting


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Idle time any idle time such as watching equipment, waitingfor inspection, waiting for raw material, waiting for maintenance,

waiting for paper work Causes:

- When two dependent activities are not fully synchronized

- Insufficient storage containers

- Poor layout- Poor work balance

- Unreliable equipment

- Resources stretched

Waiting


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All forms of transportation are waste !

Connect processes and eliminate material between.Deliver direct to point of use, no decant or double

handling. U-shape cells close gap between ends.

Transport


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Material movement and handling adds cost not

value. Transportation, must be eliminated orminimised. Causes:

- Poor layout / distance between operations

- Layout in process specific work areas- Inflexible workforce

- Batch processing

- Large lots / long changeovers

- Remote storage areas

Transport


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Are we doing too much ?Task frequency ?Is touch-up or polish really necessary ?Are protectors really needed ?Do we need a stud & nut would a bolt be adequate?

Is all that packaging necessary?

Over processing


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Effort and enhancements which are invisible to thecustomer.

Work which is made redundant by subsequent process.

Causes:- Thats the way weve always done it- Improper fixtures, tools, jigs

- No standard work- Temporary fix that becomes permanent- Mistakes in process- Excessive checking- Lack of training- Poor layout

Over processing


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Turn product into CASH, reduce inventory,minimize buffers

RentRates

SecurityAuditHandlingDegradation

Out of dateLoss

Inventory


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Causes:

Acceptance ofoverproduction

Relying on MRPsystems/forecasting

Inventory is comforting

Long changeovers

Buffer against downtime

instead of addressing rootcause

Excessive raw materials, WIP, or finished goods are waste.

Inventory exist as :

Buffer between processes of dissimilar cycle times or availability.

Satisfy customer demand inside the lead-time to manufacture.

Security against process/supply failures.

Inventory


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REMEMBER INVENTORY

HIDES PROBLEMS

DEFECTSATTENDANCEMACHINE

RELIABILITYMATERIAL

AVAILABILITYSET UP

TIME

HIGH STOCK LEVEL

AVAILABILITY

HELLO

RECENTFLOATATION

Inventory


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Take the work to the operator notthe operator to the work

Eliminate walking, use chutes and slides.Eliminate stretching, everything within reach, one by one.Eliminate bending, everything at working height.Eliminate fiddling, orientate parts for use.

Motion


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Any movement of people, or machines, which does not addvalue to the product or service is waste and tiring. Typically,bending to pick up from floor level, turning to pick up frombehind.

Causes:

- Poor work arrangement

- Poor work layout

- Poor facilities

- Lost items (searching)

- Poor standards- Poor tool design

Motion


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Right first time means prevent defects

Prevent defects with pokayoke and source inspection.Detect problems early with self inspection, successiveinspection, informative inspection, pokayoke.

Spend as much time eliminating root cause as on repairs

Defects


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Scrap / Rework from a poorly running process, set-up scrap,repair of a product or service to meet customer requirements.Warranty, Customer returns

Cause:

- Poor methods

- Damaged goods

- Lost goods

- Poor/no training- Misunderstandings

- Storage concerns

Defects


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Wastes


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Order Delivered

Lead-time

Order Start to make

Start to make Packed

Packed Delivered

Manufacturing Lead-time

Order Lead-time

Delivery Lead-time

Lead-time defined


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95-99% Waste 1-5% Added Value

Traditionally focus is on reducing processing (value added) time

Lean focus on the Waste

Order Delivered

Order Delivered

Lead-time waste


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Manufacturing lead-time

Processing Actual production time Transportation and Incidental work

Stagnation Material Information

Start to make Packed

Manufacturing Lead-time

Lead-time waste


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P = STACKED LEADTIME = Order + Manufacturing + Delivery

6 wks

D = CUSTOMER DEMAND (Often best in market)

2 wks

P:D Ratio = 6/2 = 3

P:D ratio of 1 means the manufacturer has to build to forecast, and supply fromstock. This results in high inventories, a characteristic of traditional organisations.

Use MIFA & Process Mapping techniques to understand what the

lead-time (P) is composed of and to highlight areas of waste

The P:D Ratio


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1

8

7

6

5 4

2

3

SOBREPRODUCCION

INVENTARIOS

ESPERA

MOVIMIENTOTRANSPORTE

DEFECTO

SOBREPROCESO

Producir mas de lo que el cliente

necesita en ese momento

Todo inventario

por encima del

inventario minimo

necesario para la

produccion o

distribucion

Movimiento de

los productos

que no

agregan valor

Movimiento de

de personas

que no

agregan valor

Los tiempos en que una pieza debe

esperar a otra para continuar su

procesamiento. Tiempos que no

agregan valor .

La necesidad de

eliminar o retrabajar

partes en proceso o

productos terminados

Los errores en materia de diseo tanto

de obra como de los procesos para su

construccin originan fuertes costos

producto del desarrollo de actividades

sin valor agregado.

TALENTO

HUMANO

No utilizar su creatividad e inteligencia. Por

falta de capacitacin, perdiendo tiempo, ideas y

oportunidades de mejora.


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Lean Status

Value

Unnecessarywaste

Necessarywaste

months

dayshoursminutesseconds

1 2 3 4 5

Where do we are?


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Waste

Any Questions ?

Date post:	03-Apr-2018
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Clase 2 Monclova Los Siete Desperdicios (1)

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