Total 5 out of 6/7 Questions to be solved:> > 1)Productivity(One Question) > In any Service Organisation name the Input,Output

& Productive Measures. > 2) Types of Production->Project type,Job type,Batch type,Mass type. > 3) Different types of Layout?Difference between Product & Process Layout? > 4) Numerical problem on EOQ, EBQ? > 5) What are various Selective Control techniques? > 6) Numerical problem on Inventory Control? > 7) What is Lean Manufacturing Elimination of waste?What are various waste(TaichiOhno)? > 8) Cost of quality due to Internal failure,due to appraisal? > 9) Numerical Problem on CPM & PERT? > 10)TQM-FlowChart-Short Note >

The Seven Wastes

The 7 Wastes
1. Waiting

Some Related Questions

Can some tasks be done in parallel rather than in series? Can the process be configured to move product to the next operations (rather than have people do the moving)? Can some tasks be combined or eliminated? What aids, such as fixtures, new equipment, or special tools, could speed up the process? Where can mistake-proofing be used to eliminate or reduce errors or rework? Is WIP (inventory) needed just-in-case or can we operate without it? Can the operation produce to order rather than produce for inventory?

2. Transportation

3. Processing Itself

4. Motion

5. Poor Quality 6. Inventory 7. Overproduction

In a broad sense, waste can be considered as any activity or resource in an organization that does not add value to an external customer.

The seven wastes can be applied to a warehousing situation, an office (substituting documents for products), transactional or support service activities, and many other work functions that are not necessarily manufacturing or operational in nature.

Seven Types of Deadly Waste

Overproduction Overproduction occurs when operations continue after they should have stopped. The results of overproduction are; Products being produced in excess of whats required Products being made too early Excess inventory carrying costs

Waiting Also known as queuing, waiting refers to the periods of inactivity in a downstream process that occur because an upstream activity does not deliver on time. Idle downstream resources are then often used in activities that either dont add value or result in overproduction. Transport This is unnecessary motion or movement of materials, such as work-in-process (WIP) being transported from one operation to another. Ideally transport should be minimized for two reasons; It adds time to the process during which no value-added activity is being performed. Handling damage could be incurred Extra Processing This term refers to extra operations, such as rework, reprocessing, handling or storage that occurs because of defects, overproduction or excess inventory.

Inventory This refers to inventory that is not directly required to fulfill current Customer orders. Inventory includes raw materials, work-in-process and finished goods. Inventory all requires additional handling and space.

Motion This term refers to the extra steps taken by employees and equipment to accommodate inefficient process layout, defects, reprocessing, overproduction or excess inventory. Motion takes time and adds no value to the product or service.

To move and add value is called work. To move and not add value is called motion. Motion, then, means moving without working, moving and adding cost.

Visual Syste Gwendolyn D. Galsw

Defects These are products or services that do not conform to the specification or Customers expectation, thus causing Customer dissatisfaction.

The 7 Manufacturing Wastes

August 29,

2003

Waste elimination is one of the most effective ways to increase the profitability of any business. Processes either add value or waste to the production of a good or service. The seven wastes originated in Japan, where waste is known as muda." "The seven wastes" is a tool to further categorize muda and was originally developed by Toyotas Chief Engineer Taiichi Ohno as the core of the Toyota Production System, also known as Lean Manufacturing. To eliminate waste, it is important to understand exactly what waste is and where it exists. While products significantly differ between factories, the typical wastes found in manufacturing environments are quite similar. For each waste, there is a strategy to reduce or eliminate its effect on a company, thereby improving overall performance and quality. The seven wastes consist of: 1. Overproduction. Simply put, overproduction is to manufacture an item before it is actually required. Overproduction is highly costly to a manufacturing plant because it prohibits the smooth flow of materials and actually degrades quality and productivity. The Toyota Production System is also referred to as Just in Time (JIT) because every item is made just as it is needed. Overproduction manufacturing is referred to as Just in Case. This creates excessive lead times, results in high storage costs, and makes it difficult to

detect defects. The simple solution to overproduction is turning off the tap; this requires a lot of courage because the problems that overproduction is hiding will be revealed. The concept is to schedule and produce only what can be immediately sold/shipped and improve machine changeover/set-up capability. 2. Waiting Whenever goods are not moving or being processed, the waste of waiting occurs. Typically more than 99% of a product's life in traditional batch-and-queue manufacture will be spent waiting to be processed. Much of a products lead time is tied up in waiting for the next operation; this is usually because material flow is poor, production runs are too long, and distances between work centers are too great. Goldratt (Theory of Constraints) has stated many times that one hour lost in a bottleneck process is one hour lost to the entire factorys output, which can never be recovered. Linking processes together so that one feeds directly into the next can dramatically reduce waiting. 3. Transporting Transporting product between processes is a cost incursion which adds no value to the product. Excessive movement and handling cause damage and are an opportunity for quality to deteriorate. Material handlers must be used to transport the materials, resulting in another organizational cost that adds no customer value. Transportation can be difficult to reduce due to the perceived costs of moving equipment and processes closer together. Furthermore, it is often hard to determine which processes should be next to each other. Mapping product flows can make this easier to visualize. 4. Inappropriate Processing Often termed as using a sledgehammer to crack a nut, many organizations use expensive high precision equipment where simpler tools would be sufficient. This often results in poor plant layout because preceding or subsequent operations are located far apart. In addition they encourage high asset utilization (over-production with minimal changeovers) in order to recover the high cost of this equipment. Toyota is famous for their use of low-cost automation, combined with immaculately maintained, often older machines. Investing in smaller, more flexible equipment where possible; creating manufacturing cells; and combining steps will greatly reduce the waste of inappropriate processing. 5. Unnecessary Inventory Work in Progress (WIP) is a direct result of overproduction and waiting. Excess inventory tends to hide problems on the plant floor, which must be identified and resolved in order to improve operating performance. Excess inventory increases lead times, consumes productive floor space, delays the identification of problems, and inhibits communication. By achieving a seamless flow between work centers, many manufacturers have been able to improve customer service and slash inventories and their associated costs. 6. Unnecessary / Excess Motion This waste is related to ergonomics and is seen in all instances of bending, stretching, walking, lifting, and reaching. These are also health and safety issues, which in todays litigious society are becoming more of a problem for organizations. Jobs with excessive motion should be analyzed and redesigned for improvement with the involvement of plant personnel.

7. Defects Having a direct impact to the bottom line, quality defects resulting in rework or scrap are a tremendous cost to organizations. Associated costs include quarantining inventory, reinspecting, rescheduling, and capacity loss. In many organizations the total cost of defects is often a significant percentage of total manufacturing cost. Through employee involvement and Continuous Process Improvement (CPI), there is a huge opportunity to reduce defects at many facilities. In the latest edition of the Lean Manufacturing classic Lean Thinking, Underutilization of Employees has been added as an eighth waste to Ohnos original seven wastes.Organizations employ their staff for their nimble fingers and strong muscles but forget they come to work everyday with a free brain. It is only by capitalizing on employees' creativity that organizations can eliminate the other seven wastes and continuously improve their performance. Many changes over recent years have driven organizations to become world class organizations or Lean Enterprises. The first step in achieving that goal is to identify and attack the seven wastes. As Toyota and other world-class organizations have come to realize, customers will pay for value added work, but never for waste.

Although Lean was developed by a large production manufacturer, Toyota, it has many relevant applications to job shops employing 1 to 1000. 1. 6S (NTMA Program) This is a technique to create a workplace environment that is clean, well organized and efficient. The goal is to effectively organize our work areas to eliminate large amounts of time spent looking for things. An organized workplace is one that complies with the "30-second rule." This rule states that anyone should be able to find anything within 30 seconds (think whether you and your co-workers can do this now). The 5S system of workplace organization (sort, set in order, shine, standardize, sustain, and safety) emphasizes removal of what is not used and employment of shadow boards, signs, areas boundaries, labels, and more to help everyone find what is used. 2. SMED Single Minute Exchange of Die This in essence is a quick changeover, or setup reduction method. It is a systematic means of reducing the time a piece of production equipment is down, when changing from one product to the next. Changeover time is defined as the time from the completion of the last good piece of one job, to the first good piece of the next job. The main components of changeover time are 1) Preparation (clean up the work area and get paperwork, materials, tools and so on); 2) Removal and mounting of parts, tools, fixtures and equipment; 3) Measuring and setting the equipment; and 4) Making trial pieces and adjusting where necessary. By watching and analyzing current changeover procedures, we can find ways to reduce each of these components and minimize equipment down time during the process. 3. Standardized Work Procedures When we are talking about standardized work procedures, we mean that tasks are organized in the best sequence to ensure products are being made the best way every time. Standardized work procedures bring consistency (and as a result, better quality) to the workplace, and therefore they should be documented and given to anyone charged with completing the task. 4. Cellular Manufacturing Cellular, or flow, manufacturing is when all of the resources required to complete the product are grouped together. Cellular manufacturing is the opposite of the traditional departmentalized layout, in which all machines of the same type are grouped together. In a cellular arrangement, a company may have equipment such as CNC lathes, milling machines, grinders, vibratory finishing machines and parts washers all located in the same area. Furthermore, assembly operations are often completed within a cell. A cellular layout can more easily accommodate a single piece flow by eliminating the handling and queue times inherent to a traditional departmentalized layout.

5. KanBan-Pull Scheduling System This emphasizes replenishment of what has been consumed. A pull system typically uses some type of visual signal, such as a card, an empty box, open space, or flashing light to initiate the part replenishment process. A pull system will control and balance the resources required to produce a product and is effective in reducing non-value-added activities such as excess inventory or not having inventory when you need it. Somebody took the last ? dia. end mill; you need one. Sound familiar? 6. Inventory Reduction Improve cash flow, reduce work in process inventory and improve deliveries by implementing complete part off production methods. Use indexers or multiple vices in one machine to get a completed part from each machining cycle. As important as the "science" of lean manufacturing is, the cultural changes inherent in the lean transformation are even more important. Everyone in an organization is on the lean journey together; no one can be left behind and no one can stand aside and watch. Thus, the top leadership in an organization must not only support the lean transformation enthusiastically, but also they must be actively involved in it. The CEO has to be a believer and a participant. He or she must be as obsessed with customer value as the workforce on the shop floor is.

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