Waste Elimination Techniques

• SIMPLFY, COMBINE, ELIMINATE

– First we need to “Learn to See” the waste.
– We want to do our work easier, faster,
cheaper, better and safer.
– A basic approach for doing this is to
– Simplify
– Combine
– Eliminate
Standardize Work/Standard WIP
• Standardized Work:
• The best practice method of performing a process to
meet your takt time requirements in the most
efficient way focusing on value-adding activities.
• Standardized WIP:
• A predetermined maximum amount of work-in-
process allowed between process.
• In the ideal world it’s one piece!
One-Piece Flow
• One-Piece Flow:
– The condition in which each work piece
passes through the production process by
itself.
– Also known as flow production
• Key things to address are:
• Flow of the process
• And the waste that stops the flow
Overview of Manufacturing Cells
 Definition: Work Cells
• Self-contained units including several
value-adding operations
• Equipment and personnel arranged in
process sequence
• Perform operations necessary to
complete a product or a major
production sequence
 Principles of Cell Layout
• Sequential arrangement
• Counterclockwise flow
• Machines close together (caution!)
• Last operation close to first
• U or C shape
• Similar products/processes in a cell to
avoid radical change in setup
• Basic elements of Cell Design:
Three Phases:
• Understand the current condition
• Analyze and make the conversion
• Continuously Improve the process
 Understanding the current state:
1. Look at the basic facts about the
manufacturing area.
2. Use the Custom Profile Data Collection
Forms to understand how the process is
currently working.
• Custom Profile Collection Forms will be
reviewed later in this session.
• Documenting the Current State:
1. Basic facts on the current state (e.g. floor space,
WIP, etc)
2. Product focus and quantity
3. Area/Process Mapping
4. Time Observation
5. Takt Time
• These five steps of documentation give you a lot of
information about how the process currently runs.
Next we’ll work on improving it through cell design.
 Analyze and Make the Conversion:
1. Determine cell opportunities
• Review data; consider possible new plans as
well as issues
1. Design the cell
• Make a plan, do the conversion, document it
for operators
1. Verify (move into cell)
• Make the move, summarize the changes
• Questions:
• How many operators does the process require?
• Could it run with fewer people by eliminating the
non-value added work?
• Is anyone currently cross-trained to operate more
than one machine or station in the process?
• What kind of training might be needed to make a
cell run smoothly?
Custom Profile Waste Elimination Data
Sheets:
• Area Map/Process Map:
– This form is used to document the process flow.
• Process mapping gives another picture of the
workflow in an area.
• How are these forms going to be used at
Custom Profile?
– They’ll be used to flowchart the process in an
area. Which will allow you to document the
current state.
Custom Profile Area Map Example
• Filling out the Area Map/Process Map:
• Machine/activity layout sequence
– Process and material flow
• Location and Quantity of WIP
• Safety precautions
• Quality checks
• Number and location of employees
• Caution!!! Complete this in Pencil, the point is
to understand flow, not to be an artist!
• This does not have to be to scale, to speed the
process of developing the Area Map.
• Raw Material Inventory:

• Inventory of material that has not

undergone processing at a facility.
• The point of observing raw material is to
minimize the amount in the
manufacturing area.
• Time Observation Sheets:
– Is a tool for documenting the time required for
each operation in the process.
– Which includes:
• Waiting time
• Walking time
• Loading/Unloading
• Un-wrapping
• Installing
• Etc…
• Filling out a Time Observation Form:
– Video tape a minimum of five samples of each
operator involved in the process.
• Trying to obtain this detailed information will be very
difficult without videotaping.
• If possible try to tape different times of the day and different
operators performing the same operations.
List all the operations in the proper sequence under
Description of Operation.
– Record each of the five time samples (in seconds) of
each operation under #1-5. Take the average and
record this number (in seconds) under AVG.
Make sure to record any tasks that don’t
occur at every cycle.
 Examples:
• Machine Set-Ups
• Un-packaging raw materials
• Preventative Maintenance
• Movement of Kanbans etc…
Mark down the average number of seconds of
each operation which is value added time, Non
value added and any machine cycle times.
• Examples of value added time:
– Assembling, welding, machining, drilling, any function adding value,
Non value added and any machine cycle times.
• Examples of non value added time:
– Unwrapping, wrapping, loading, unloading, movement of parts,
inspecting, delays, operators watching machines operate,
reworking, reassembling, any functions not adding value for the
customer.
• Machine cycle time is the time from when the ON button is
pushed to when the machine stops its final movement. Loading
and unloading are not included.
Custom Profile Time Observation Example
Process Analysis Sheet:
• Floor Space used (sq. ft.)
• Total Part Path (Linear Feet)
• # of People
• WIP
• Value added/Non-Value added
Custom Profile Process Analysis Example
• Filling out a Work Balance Sheet:
1. Heading Information:
• Part #: Fill in the part number for the process
being documented.
• Process Name: Fill in the description of the
operation being performed here.
• Analysis Date: Place the date when this work
balance sheet was analyzed.
• Cell: Place the name of the cell that this
operation is part of here.
• Quantity per shift: This is the amount of the part number listed
in 1-a that will be made in a shift. (This number was needed to
calculate the Takt Time for the Work Balance Sheet.)
• TAKT Time: This is the rate at which this part/assembly must be
in order to meet customer daily demand.
• (Gap): This is difference between the operator’s cycle time and
the TAKT Time for the part/assembly. (It must be a positive
number if this sequence is to be able to supply the quantity
required per day/shift.)
• Operator: Just as each machine is to be numbered, so are the
operators. Place the number of operator here.
2. Sequence Number:
• Fill in the sequence number assigned to each
specific component task that has been
assigned to this operator in this column.
3. Description of Operations:
• In as detailed as possible, enter the
description of the sequenced activity.
• Use expressions made up of a present-tense
verbs and its direct object. (e.g. “press
button”)
• Add in the machine number if it is available.
4. Time Elements:
– Manual: Manual Work Time is the amount of operator activity time
for this sequence step as shown on the Time Observation Sheet.
– Auto: Automatic machine cycle time is the amount of unassisted
machine cycle time. If the operator must attend the machine this
should be consider manual time.
– Walk: Walking time is the it takes for the operator to move from one
station to the next station. You should not distinguish between
whether or not the operator is carrying anything or not. Round it off
to the nearest second. Leave this space blank if there is no walking
time assignable to this step.
– Total: Enter the total manual and walk times at the bottom of each
column.
5. Cumulative Operating Time: (in secs.)
• Indicate manual work time by a solid line.
• Indicate machine time by a dotted line.
• Indicate walking time by a wavy line.
• Indicate waiting time by a double line.
6. TAKT Line:
• Draw a red line vertically where the TAKT
Time is on the chart that is the same value as
the TAKT Time in the header marked for this
value.
Cycle Time Reduction/Setup Time
Reduction
• STR/CTR
• Set-Up Time: Is the time between the last good
part off one model/run and the first good part off
the next model/run.
• Cycle Time: Is the amount of time required to
progress from one defined point in a process to
another. As long as a beginning and an end are
specified.
• In a later session, we will be covering additional
techniques for Set-Up & Cycle Time Reduction.
• TPM: Total Productive Maintenance
– Is a technique for maximizing a production
systems efficiency (overall effectiveness).
– It is a technique that aims at the elimination of
all accidents, defects, and breakdowns.
– Equipment Downtime, Total Employee
Involvement