WASTE ELIMINATION

ANURAG RAI WRIDHI DHAR ALVITA

RESOURCES
Resource

Person : Mr. Sandeep Singh ,Manager (Planning) Textual source: Productivity solutions Solutions4productivity.com  Management training article: The 7Ws – Taiichi Ohno’s Categories of Waste Material Source: Toyota Training Handouts

PRESENTATAION STRUCTURE
What

is waste ? Lean concept of waste elimination ? Need for waste elimination ? 3 MU’s 7 W’s of Elimination ? TOOLS of Waste Elimination ? Examples, Conclusion ?

Waste is anything that does not add value to the end product or service and something for which the customer is not willing to pay. REMOVAL OF INEFFECIENCY INCREAMENT OF UTILISATION

Waste
• • The elements of process that add no value to the product Waste only adds cost and time

Things to Remember about Waste
• Waste is really a symptom rather than a root cause of the problem • Waste points to problems within the system (at both process and value-stream levels) • We need to find the address causes of

lean concepts
• 5S • Continuous Improvement • One Piece Flow ( Cell concept) • Poka Yoke • Visual Controls

•Waste Elimination
• Zero Defects

Need for Elimination of Waste (Waste)
What is Waste Operation = Work + Waste Work = Increases value of production Waste = Increases cost of production Kaizen
(Improveme nt)
= Work
Wast e Wast e

Workin g

Total amount of labor Labor Density Effectiveness = W ork Work + Waste

No Change To 100%

Reduce Cost
Decided by manufacturing method Useful Job from customer point Waste of view Worthless Job Inspection does not Stagnation increase value to the process Remove Waste Processin g Conveyanc e
Processi ng Cost

Materia l Cost

Energ y Cost

Over Head cost Cost Price

Actual movement for Reducing Cost

3 MU’s
MURI MURA Muda – – – STRAIN INCONSISTENCY / IMBALANCE WASTE

Waste

Muri

Mura

What is Muri & Mura
12 TONS
1 ton

X 3 = NO 3M’s X 2 = MURI
(waste)

X 2 = MURI
(over burden) Capacity : 4tons

MURA
(unevenness)

Achieving such a balance everywhere in the company is one of the primary aims of the Toyota production system. Elimination of the “3Ms” is always in the Toyota employee’s mind, as everyone tries to keep waste down without causing overburden.

7 W’S OF ELIMINATION
DEFECTS OVERPRODUCTI

ON WAITING TRANSPORTATIO N MOVEMENT INVENTORY INAPPROPRIATE PROCESSING

Defects
 Quality

defects prevent the customers from accepting the defected product.  Defects Lead to waste of Money (costs escalate the longer they remain undetected),  decrease in throughput and in some instances loss of customers.

 Solutions:

Prevention prior to detection, Failure Mode Effects Analysis, Building  Quality at source, Root Cause Analysis and Error Proofing.

Over Production
-

Making too much, too early or “just-in-case” (most serious of all  waste). Over Production Leads to  a) Long lead times b) Long storage times c) Defects may

 Solutions:

Implement Pull Systems and Supermarkets where required. Supermarkets  are storage locations for WIP but with controlled stocks using minimum and maximum  stock levels.

Waiting Anytime Solutions:

materials or components are seen to be not moving in other Waiting Leads to Long lead times and Money not being processed

Reduce queue size, Point of Use Storage, deployment of Visual Systems, Improving Planning and Load Levelling.

Non-Effective Use of Staff Talents
-

Under utilisation of Expertise, Skills, Creativity, Non-Effective Use of Staff Talents leads to lack of ownership by the staff and frustration.

Solutions:

Empowerment and giving the responsibility to the staff to manage their work areas.

Transportation
-

Movement of materials and information. Transportation Leads to, Increase in lead times, Money for transportation source,

Solutions:

Small-wheeled containers should replace forklifts, U shaped cells in place of long assembly lines where possible etc.

Inventory
–

Producing more than what’s needed by immediate customer or a down  Inventory leads to Low quality and low productivity due to a) Increase in lead times,  b) Slow identification of problems, c)Increase in

 Solutions:

Adjusting the pace of production with demand, using Kanbans, moving to  one piece flow etc.

Motion
–

Unnecessary Movement of people which does not add value and refers to  Motion leads to improper utilisation of productive time, health & safety issues thereby  operators becoming the

 Solutions:

Introduction of work-cells, shadow boards etc.

Excessive Processing

- Doing more than required which doesn’t add value from a Excessive Processing leads to Unnecessary $$$, Discourages operator ownership,

Solutions: Think “small is beautiful”. Smaller machines avoid bottlenecks, improve flow, can be maintained at different times, and may improve cash flow and keep up with technology. Also challenge every step, activity and process to ascertain the need to have it and if everyone agrees that, it is superfluous eliminate it without compromising quality.

TOOLS
 Just-in-Time (JIT). Individual Efficiency vs. System Efficiency Isolated Operations verses Group operation Poka – Yoke,Kaizen,KAN BAN ,Mixed Loading Elimination of Muda, Mura and Muri The Operator Balance Chart-Using the Balance Chart to Design a Flow
 

Individual Efficiency vs. System Efficiency

Isolated Operations verses Group operation

Poka – Yoke/JIT

Concept
SUPER MARKET

SUPER MARKET WAREHOUSE

SUPPLY FROM FACTORY

FACTORY & WAREHOUSE

REPLENISH WAREHOUS E TO RACK

Supply chain Management

Parts Supply Schematic Flow
Suppli er

Buffer Area

Customer

No Separate Stores

Receiving area/line side direct supply

TAKT TIME :OPERATORS BALANCE CHART
Op 1
Takt Time (TT) The customer demand rate  Planned Cycle Time (PC/t) A production rate that is 2 3 4 different from the actual customer demand rate.  Operator Cycle Time (Oc/t) Time an operator requires to go through all of his or her work elements one time.  Lead Time (L/T) The time it takes one piece to move all the way through a process or a value stream; from start to finish. (Envision timing a marked part as it moves from beginning to end.)

The Operator Balance Chart

takt time

Represents one continuous flow line = Takt time Each bar show the percycle work elements for one operator Bars go from bottom to top Your line/cell layout, equipment requirements, and parts delivery build right off this operator balance chart

• •

time (in seconds)

• •

Op 1

Op 2

Op 3

Op 4

WASTE ELIMINATION BY… ……......!
- Reduce office paper waste - available electronically. - Improve product design to use less materials. - Redesign packaging to eliminate excess material while maintaining strength. - Work with customers to design and implement a packaging return program. - Switch to reusable transport containers. - Purchase products in bulk.

REUSE…………………………… …!
- Reuse corrugated moving boxes internally. - Reuse office furniture and supplies, such as interoffice envelopes, file folders, and paper. - Use durable towels, tablecloths, napkins, dishes, cups, and glasses. - Use incoming packaging materials for outgoing shipments. - Encourage employees to reuse office materials rather than purchase new ones.

Sign up to vote on this title
UsefulNot useful