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    Introduction to Lean Principles.pdf

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    131 views2 pages

    Understanding the 8 Areas of Waste in Lean Principles

    Uploaded by

    Viswanathan Srk

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    of 2

    Understanding8AreasofWaste:

    IntroductiontoLeanPrinciples WAITING:
    Systemdowntimeorresponsetime
    History: Approvalsfromothers

    ProcessFlow: Informationfromcustomers
    HenryFordcreditedwithstartingoriginal Lookatprocessthrough Meetingsstartinglate
    DownstreamFlow
    movement thecustomers Latereports,paychecks,orprojects
    KiichiroToyodaandTaiichiOhno:1930s Task TaskB TaskC perspectiveandidentify INVENTORY:Toomuchofanythingandanyformofbatch
    developedtheToyotaProductionSystem. wasteintheprocess. processing
    PopularizedbyJimWomack,authorofLean Excessiveofficesupplies
    Upstream Fullinboxes(electronicorpaper)
    Thinking,TheMachinethatChangedtheWorld
    Computerfilesneverused
    andLeanSolutions
    UNDERUTILIZATIONOFPEOPLE

    Limitingemployeeauthorityandresponsibilityfortasks
    WhyUseLean? Inadequatebusinesstoolsavailable
    Delayingimplementationofcomputersystemcomponents
    Leanprincipleshelptoexaminebusinessprocesses Restrictingornotofferingtrainingontechnicalresources

    andfocusonminimizingunnecessarycosts,reducing
    wasteandimprovinginefficientprocedures. CORRECTION/REWORK:Correctionofanyerror
    Orderentryerrors
    Benefits: Grammarandpunctuation

    Identifiesproblemareasandbottlenecks Inaccuratereportsordata
    Lackofstandardizedwork
    Increasesbusinessefficienciesmakesurestaff
    Incompletecommunications
    timeisspentonvalueaddedactivities.
    OVERPRODUCTION:Producingmoresoonerorfasterthanis
    Savemoneyreduceoverheadinpaperwork requiredforthenextprocess
    Simplifyprocesses
    Printinghardcopiesofforms
    Purchasingitemsjustincasetheyareneeded
    Conformtorules&regulationsandcodesof Processingpaperworkbeforethenextpersonintheprocessis
    conductstandardizingprocessesusingLean ready
    Preparingreportsthatarenotusedorread
    WhatisLean? MOTION:Unnecessaryphysicalmovement

    Copymachinetoofarawayfromusers
    Leanconsistsofproventoolsandtechniquesthat Diggingthroughstacksofpaper

    focusonminimizingwastefulactivityandadding Reachingforcommonlyusedtools

    valuetotheendproducttomeetcustomerneeds. Misplacingequipment/items
    LeanTerminology/Metrics: Usingtoomanylayersforelectronicfolders
    The8areasofwastecanbeusedtounderstandthe
    inefficiencies: Nonvalueadded:Activitiesoractionstakenthataddnoreal KaizenPhilosophy:Japaneseforimprovementorchange MATERIALMOVEMENT/TRANSPORTATION(transporting,sorting,

    Waiting Inventory Under


    Correction/ valuetotheproductorservice,makingtheactivityoractiona forthebetter.Frequentsmallimprovements,thecycleis: orarrangingitemsunnecessarily)
    Rework Filingpapersthatwillneverbeusedagain
    formofwaste.
    Standardizeanoperation Stockpilingsuppliesfarfromtheirpointofuse
    Material Valueadded:Activitiesoractionstakenthataddrealvalueto Measurethestandardizedoperation
    Buryingextrasuppliesindrawersorstorerooms
    Extra
    Overproduction Motion Movement/ Gaugemeasurementsagainstrequirements
    Processing theproductorservice. Requiringmultipleapprovals
    Transportation Innovatetomeetrequirementsandincreaseproductivity
    Standardizethenew,improvedoperations
    HandDelivery
    IncidentalWork:Activitiesneededtostayinbusinesslegally. Latereports, paychecks,orprojects
    AmappingmethodcalledValueStreammappingis LeanMetrics:
    InternalCustomer:Receiveroftheproductorserviceinside EXTRAPROCESSING:Extramentalorphysicalnonvalueadded
    typicallyusedtocapturethecurrentstateprocess, 1. ProcessTime(P/T)actualtouchtimeofoneworkitem;exclude
    theorganization,oftentheindividualdownstreamprocess. interruptions steps
    includingboththevalueaddedandnonvalueadded
    2. DelayTime(D/T)timeworkitemisdelayedornottouched Producingrepetitivedocumentsfromscratch
    steps.Valuestreammappingprovidesanoverall ExternalCustomer:Receiveroftheproductorserviceoutside
    3. LeadTime(L/T)starttimetofinishtime;L/T=P/T+D/T Poorfilingsystem
    viewofbusinessprocessesastheyarenow,mapping theorganization. 4. %CompleteandAccurate(%C/A)%ofworkenteringaprocessthatis Lackofvisualcontrols
    completeandaccurate.
    thematerialandinformationflowsandcanbeused Toomanyapprovalsrequiredforaction
    tocreatethefuturestateprocessafterthe Unclearreports/memospublished
    DesignedbyAlexisNaiknimbalkar,CSUQualityInitiatives,
    leaninghastakenplace. permissionrequiredforduplicationoutsideoftheCSUsystem(anaik@calstate.edu)
    Reviewingadocumentmultipletimestodetermineaction
    Meetingswithoutagendasforaction


    WASTEWALK 5SORGANIZATIONSYSTEM

    Auditquestionstodeterminepainpointsin TooltoorganizespacesandintroduceLeanconcepts

    Auditquestionsfor5Sarea.
    anareatobeLeaned Descriptionofconducting5S
    Ratings:Noproblems0,1problem1,2problems2,
    improvement:
    3problems3,and4ormoreproblems4.
    WAITING OVERPRODUCTION Sort,SetinOrder,Shine,Standardize,Sustain Goalistohavealowtotalnumber.Correctproblemsimmediately.
    1. Aremakingextracopies,morethanneeded?
    1. Arethereexcessivesignaturesorapprovalsrequired?
    2. Areweprinting,faxing,emailingmorethanwhatis Excess/unneededequipment,tools,furnitureinarea
    2. Istheretoomuchdependencyonotherstocompletea
    needed?
    SORTWhenindoubt,sortitout!
    task? Askquestionsaboutuse ___Unneeded/outdateditemsonwalls
    3. Areweenteringrepetitiveinformationonmultiplework
    3. Aretheredelaysinreceivinginformation? SetCriteriaforsorting
    documentsorforms? ___Itemsarepresentinaisleways,corners,etc.
    4. Aretherecomputerprogramversionproblemscausing Placeitemsinholdinguntilallhavehadachance
    4. Areweorderingmoretestsorservicesthanwhatis
    delays? toreviewitemsbeingdiscarded ___Excess/unneededinventory,supplies,materialinarea
    requiredbythecustomer?
    5. Systemdowntimeorresponsetimecausingdelays?
    5. Arewepurchasingitemsjustincasetheyareneeded?
    6. Aretherecrossdepartmentalresourcecommitment
    6. Arewepreparingreportsthatarenotusedorread?
    issues?
    7. Arewehavingmeetingswithoutthenecessary
    informationforaction? SETINORDERAplaceforeverythingand ___Correctplacesforitemsarenotclearlymarkedorlabeled
    INVENTORY
    everythinginitsplace! ___Itemsarenotmarkedorlabeledwithreturnaddresses
    1. Arefiles(orwork)awaitingexcessivesignaturesor MOTION Identifylocationforitems ___Aisleways,workplace,equipmentlocationsarenotmarked
    approvals? Relocateditems
    1. Areyousearchingforcomputerfilesonyourdesktopor
    2. Arefilesawaitingtaskcompletionbyother? ___Itemsarenotputawayimmediatelyafteruse
    usingtoomanylayersforelectronicfolders? Usevisualcontrolslabels
    3. Aretheredelaysinreceivinginformation? 2. Areyousearchingforworkdocuments(files)incabinets Logicaldesignflow ___Heightandquantitylimitsarenotclearlymarked

    4. Arewepurchasingexcessivesuppliesofanykind? and/ordrawers?

    5. Dowehaveanyobsoletefiles(electronicorhardcopy)in 3. Areyouconstantlyreviewingthesamemanualsfor
    information?
    thearea?
    6. Dowehaveobsoleteequipmentinthearea? 4. Areyouhandcarryingpaperworktoanotherprocessor SHINEInspectionthroughcleaning! ___Floors,walls,stairs,andsurfacesaredirty
    departmentregularly?
    7. Istherebatchprocessingoftransactionsorreports? Clean ___Equipmentisdirty
    5. Areyoumisplacingequipment/items?
    Organizeloosecords ___Appropriatecleaningmaterialsarenotavailableinarea
    6. Areyoureachingforcommonlyusedtools?
    Replacedamageditems
    UNDERUTILIZATIONOFPEOPLE ___Lines,labels,signs,etc.aredirtyandhardtosee
    Placesmallitemsontraysforeasycleaning
    MATERIALMOVEMENT/TRANSPORTATION ___Othercleaningproblemsarepresent
    1. Areweinpositionsweweretrainedtodo?
    2. Canweassistotherareaswhenworkisslowinanarea? 1. Areyoudeliveringdocumentsthatarenotrequired?
    3. Canwebetrainedtodomorewithintheorganization? 2. Areyoudoingexcessivefilingofworkdocumentsorfiling
    STANDARDIZEEverythinginastateof ___Standardstomaintainsortandsetinorderdonotexist
    4. Arethebusinesstoolsadequateforthejob? documentsthatwillneverbeusedagain?
    readiness! ___Checklistforallcleaningandmaintenancejobsdonotexist
    5. Areyourestrictingornotofferingtrainingontechnical 3. Areyourequiringmultipleapprovals?
    resources? Rulestomaintainandcontrolsystem(checklist,audits, ___Standardsarenotvisibleintheareaandknowtoareastakeholders
    4. Areyouhanddeliveringitemsthatcanbesentin andvisualcontrols)
    6. Areyoudelayingimplementationofcomputer ___Quantitiesandlimitscannoteasilybeseen
    componentsorsoftware?
    interofficemail? Minimumandmaximumlimits
    Quickreferencechecklist ___Itemsneededtodojobfunctioncannotbelocatedin30seconds
    EXTRAPROCESSING
    CORRECTION/REWORK
    1. Areweproducingrepetitivedocumentsfromscratch?
    1. Dowehaveanydataentryerrors?
    2. Dowehaveapoorfilingsystem? SUSTAINTraining,reinforcementand ___Workersinareahavenotbeentrainedin5S
    2. Dowehavepricing,quoting,billing,orcodingerrors?
    3. Istherealackofvisualcontrols? measurement! ___Daily5Swasnotdonethisweek
    3. Doweforwardpartialdocumentation?
    4. Arewetoomanyapprovalsrequiredforaction? Communicateimportance ___Personalbelongingscannotbeeasilystored
    4. Doweeverlosefilesorrecords?
    5. Areweenteringrepetitiveinformation? Trainonrules
    5. Doweeverencounterincorrectinformationona ___5Schecklist/standardsarenotavailableoruptodate
    document? 6. Arewedoingmoreworkthanisrequiredforthat Sharesuccessinmeetings
    ___Scheduled5Sauditshavenotbeencompletedthisweek
    6. Istherealackofstandardizedwork? process? Effectivevisualcontrols

    DesignedbyAlexisNaiknimbalkar,CSUQualityInitiatives,
    permissionrequiredforduplicationoutsideoftheCSUsystem(anaik@calstate.edu)

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