9 TYPE OF WASTE - · PDF fileMUDA of OVERPRODUCTION...
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1. When manufacturing processes of products being
examine through customer’s perspective, we will be able
to identify 2 types of processes, the Value-Added and
Non-Value Added.
2. The later is “WASTE”” or “MUDA” because this is
1. When manufacturing processes of products being
examine through customer’s perspective, we will be able
to identify 2 types of processes, the Value-Added and
Non-Value Added.
2. The later is “WASTE”” or “MUDA” because this is
P6 – WASTE ELIMINATION
INTRODUCTION
2. The later is “WASTE”” or “MUDA” because this is
what customer does not pay for.
3. Employees must be trained to look for waste as
well as eliminate waste .
2. The later is “WASTE”” or “MUDA” because this is
what customer does not pay for.
3. Employees must be trained to look for waste as
well as eliminate waste .
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Over
production
Processing
Transporta-
Un-used
Staff
creativity
Inventory
P6 – WASTE ELIMINATION
9 TYPE OF WASTE
Note: Waste – “ Muda” in Japanese
Defect
Transporta-
tion
Motion
Waiting
creativity
Unnecessary
investment
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MUDA of OVERPRODUCTION
MUDA of OVERPRODUCTION – result INVENTORY!!!
Always shortage of storage space, more stores, manpower,
reduce cash flow.
WHY?
1. Production not based on TAKT TIME
MUDA of OVERPRODUCTION – result INVENTORY!!!
Always shortage of storage space, more stores, manpower,
reduce cash flow.
WHY?
1. Production not based on TAKT TIME1. Production not based on TAKT TIME
2. Cycle time HIGH,
3. Are there frequent breakdown in the line,
4. Is it large batch production,
5. FEAR of delayed deliveries,
6. Poor production leveling.
1. Production not based on TAKT TIME
2. Cycle time HIGH,
3. Are there frequent breakdown in the line,
4. Is it large batch production,
5. FEAR of delayed deliveries,
6. Poor production leveling.
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MUDA of WAITING
MUDA of WAITING – result loss of production, efficiency,
utilization
Types of WAITING
1. Waiting for material – No supply, shortage, no information
2. Waiting for man – Absenteeism, shortage, low outputs,
MUDA of WAITING – result loss of production, efficiency,
utilization
Types of WAITING
1. Waiting for material – No supply, shortage, no information
2. Waiting for man – Absenteeism, shortage, low outputs,2. Waiting for man – Absenteeism, shortage, low outputs,
bottlenecks
3. Waiting for machine – Breakdown, long changeover, long
processing line, unbalance line, batch process.
2. Waiting for man – Absenteeism, shortage, low outputs,
bottlenecks
3. Waiting for machine – Breakdown, long changeover, long
processing line, unbalance line, batch process.
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1. Genchi Genbutsu – being at the actual
place and see what and where is the waste.
2. Identify “Waste”.
2.1 Ask why problem occurs – 5 WHY.s
P6 – WASTE ELIMINATION
EMPLOYEE RESPONSIBILITIES
2.1 Ask why problem occurs – 5 WHY.s
2.2 Solve problems.
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P6 – WASTE ELIMINATION
INITIATIVES
1. Value Stream Mapping (VSM)
2. First In First Out ( FIFO)
3. Continuous Line Balancing and Cycle timeImprovement
1. Value Stream Mapping (VSM)
2. First In First Out ( FIFO)
3. Continuous Line Balancing and Cycle timeImprovementImprovement
4. Ergonomics / Motion Study
5. Capital Investment Study
Improvement
4. Ergonomics / Motion Study
5. Capital Investment Study
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1. VSM is a tool used to map the value (and non-value) stream of
processes, material or information flows for any manufacturing or
administrative process.
2. VSM enables to identify and eliminate waste, thereby streamlining
work processes, reducing lead times, reducing costs, improving
space utilization and increasing product quality.
P6 – WASTE ELIMINATION
VALUE STREAM MAPPING
RM Store
Stamping
WIP Store StagingStaging
Welding Painting Assembly
FG Store
Inspection
Value-added time
Non-value-added time (Waste)
Finished GoodsRaw Material Throughput Time
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Calculate the takt time based on customer demand:
Takt = Available time per period (second) / Customer demand per period (piece)
Identify waste for improvement opportunities and select the lean initiatives or tools to
eliminate or reduce waste from the value stream including but not limited to :
Kanban 1 pc Flow Work Cell
Small Batch Production Leveling Workplace Organization
Information Flow Improvement
P6 – WASTE ELIMINATION
METHODOLOGY
The future state map represents a significant change compared to the current processes.
When developing the future state map, set the throughput time and lead times goals and
prioritize the improvement items. The most urgent needs typically can be accomplished in a
short time with utilization of appropriate resources. Create action plan for improvement.
Implement the action plan for improvement and progress is monitored and reviewed
periodically until the set goals are met. Adjustment is made whenever required. The VSM is
recommended to be carried out continuously as part of continuous improvement program.
Small Batch Production Leveling Workplace Organization
SMED
Autonomation Total Productive Maintenance5 S
Poka Yoke Multi skilled Workforce
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Continuous
Improvement
4) Develop future state map
5) Implement improvement
3) Identify improvement opportunities
2) Analyze current state map
1) Develop current state map
P6 – WASTE ELIMINATION
DEVELOPING VSM
Prior to conducting VSM, establish products and services matrix. Choose product/service or
a family of products/services that can be immediately transformed. When mapping the
current state of material or information flow, it is best to walk and draw a visual presentation
of actual path of flow on a layout known as “spaghetti diagram”. During the VSM at gemba,
measure cycle time and distance traveled and counting inventory (if available) for each
process.
Conduct an analysis on the data collected on current state map.
The Value-Added Ratio (VAR) for current state can be calculated using this formula:
VAR = Value Added Time / Throughput Time
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Current State
P6 – WASTE ELIMINATION
VSM MAP
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Future State
P6 – WASTE ELIMINATION
VSM MAP
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P6 – WASTE ELIMINATION
VSM MAP
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1. FIFO (an acronym for First In First Out) means what is received first
shall be used first.
2. A tool for inventory management.
What is FIFO ?
P6 – WASTE ELIMINATION
FIFO
3. There are three types of inventory (stock) that a business can hold:
a) Stocks of raw materials (inputs brought from suppliers waiting
to be used in the production process)
b) Work in progress (incomplete products still in the process of
being made)
c) Stocks of finished products (finished goods of acceptable
quality waiting to be sold to customers)
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� To rotate stock so that it remains in good condition for the
consumers.
� To reduce returns and inventory write down.
Benefit of FIFO
� Implementing FIFO will prevent:
P6 – WASTE ELIMINATION
FIFO
Figure 12.0
� Implementing FIFO will prevent:
1. Use of obsolete parts
2. Non-moving / dead stocks
3. Quality degradation due to
inactive use
4. Poor traceability of parts
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FIFOFIFO
A A A A A A
First In First OutFirst In First OutAdd more
beneficial pix /
samples
P6 – WASTE ELIMINATION
FIFO
A A A A A A
B B B B B B
D D D D D D
C C C C C C
E E E E E E•FIFO - Push out•Store according to product lines•Sliding transport
Figure 13.0
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Continuous Line Balancing and Cycle time Improvement
A balanced line:
• Promotes one piece flow
• Avoids excessive work load in some stages
P6 – WASTE ELIMINATION
• Avoids excessive work load in some stages
(overburden)
• Minimizes wastes (over-processing,
inventory, waiting, rework, transportation,
motion)
• Reduces variation
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Unbalanced Line
P6 – WASTE ELIMINATION
Work
Station 1Work
Station 2
Work
Station 3
Work
Station 4
Undesirable waiting
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B a l a n c e d L i n e
P6 – WASTE ELIMINATION
Work
Station 1Work
Station 2
Work
Station 3
Work
Station 4
• Promote one piece flow• Avoids overburden• Minimizes wastes• Reduces variation
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L i n e B a l a n c i n g p r e r e q u i s i t e s
Prior to balancing a line we must:
• Determine the required workstation cycle
time (or TAKT time), matching the pace of
P6 – WASTE ELIMINATION
time (or TAKT time), matching the pace of
the manufacturing process to customer
demand
• Standardize the process
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Ergonomics and Work MethodsErgonomics and Work Methods
�� Ergonomics is the study of the Ergonomics is the study of the interface between man and interface between man and machinemachine
P6 – WASTE ELIMINATION
machinemachine
��Often called human factorsOften called human factors
�� Operator input to machinesOperator input to machines
�� Feedback to operatorsFeedback to operators
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Ergonomics and Work MethodsErgonomics and Work Methods
�� The work environmentThe work environment
�� IlluminationIllumination
P6 – WASTE ELIMINATION
��NoiseNoise
��TemperatureTemperature
��HumidityHumidity
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Job Design and KeyboardsJob Design and Keyboards
P6 – WASTE ELIMINATION
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