The 7 Deadly Wastes + 1

Need to Eliminate ALL WASTE of starting with:

1. Overproduction
2. Transport
3. Delay
4. Processing
5. Inventory
6. Motions
7. Defects

8th Deadly Waste is the Misuse of People

(Intellect, Skills, Communication, Buy-in, Creativity)
1. Waste of Overproduction – Root of All Waste

Producing more than needed

Producing faster than needed

EQUIP.
LONG COST
SETUPS

LOT SIZES
2000 2000 2000
GOOD: If Demand
= 1000 units/day
SUPER
A B PRESS C
BAD: If Demand
Press Capacity = 300 units/day
1000 units/day
What Can Happen When I Overproduce?

• Documents can be lost

• Files can be damaged
• Data needs review due to length of time since
item was completed
• Documents sit around and wait
• Wrong documents get expedited

Multiple turnbacks can happen when we overproduce something

for the next step in the value stream.
Other Business Process Waste
• Scatter
– Varying priorities
• Discarded Knowledge
– Best practices not adhered to
• Barriers To Communication
– Do not listen to subordinates’/co-workers’ ideas
• Wrong Tools
– Need to make a spreadsheet but use PowerPoint
• Handoffs
– Turnover work to others (Why??)
• Rework
– review / correct / re-do
2. Waste of Transport

Dept. Dept.
A B

Dept.
C
Dept.
D

Any Unnecessary, Non-Value-Added

Material Movement
 3. Waste of Delay
WASTE OF DELAY

Human, Equipment, or Material Idle Time That Is Caused by Not

Having All Things at the Right Place at the Correct Time. This Leads
to Longer Lead Times for Customers.

NOTE: If a product has 100 independent parts and all 100 parts have 99% on-
time reliability, then what is the probability of successful production? =
(.99) 100
Example - Delay and Transport Wastes

DEPARTMENTAL LAYOUT
BATCH LOTS
Dept. B
Inspection

Lot Delay

CENTRAL STORES
Queue Delay

Dept. A
ORDER KITTING

Queue Delay

Lot Delay
4. Waste of Processing
• Excessive scrap
• Breakdowns
• Running out of materials
• Excessive tool wear
• Poor yield
• Inadequate process control
Step Change
20

16

12

0
1 4 7 10 13 16 19
 5. Waste of Inventory
INVENTORY ON-HAND INVENTORY REQUIRED

PARTS PARTS PARTS PARTS PARTS

PARTS PARTS PARTS PARTS PARTS PARTS PARTS

PARTS PARTS PARTS PARTS PARTS PARTS PARTS PARTS

Potential Problems with Excessive Inventory:

• Carrying cost
• Warehouse space
• Obsolescence
• Hidden quality problems
 Inventory Hides Waste

Finished Product
to Customer
Raw Material

Sea of Inventory
“What Waste?”
 Inventory Hides Waste
Finished Product
to Customer
Raw Material

Hidden
Wastes $ $
$ LONG
SET-UP
$$ $ $
TIME
POOR
FORECASTING COMMUNICATION
MACHINE PROBLEMS
BREAKDOWN

$ QUALITY
PROBLEMS
ABSENTEEISM
LONG
LINE
$ LACK OF
HOUSEKEEPING
SUPPLIER
DELIVERY
IMBALANCE
LEADTIME
 Inventory Hides Waste
Finished Product
to Customer
Raw Material

$ $ LONG $ $
POOR
SET-UP
TIME
$ Sea of
FORECASTING COMMUNICATION Inventory
MACHINE PROBLEMS
BREAKDOWN

QUALITY
PROBLEMS ABSENTEEISM LONG
LINE LEADTIME
LCK OF IMBALANCE
HOUSEKEEPING SUPPLIER
DELIVERY

Reducing Inventory Without Working on Waste

Elimination Will Eventually Sink Your Business
6. Waste of Motion
Machines
or Tools

Excessive
Walking

Assembly
Point

Movements which do not

add value to the product or
service
7. Waste of Defects

Repair
Area

Scrap

Repair or scrap of a product or service

Muri (Overburden) People & Machines
• In some respects the opposite of muda
• Pushing a machine beyond its limits causes breakdowns, defects and
injuries
• Pushing material through the process with long starts and stops and
drastic volume shifts can hide the impact of this waste
Mura (Uneveness) and Heijunka
• Mura (Uneveness) causes Muri (Overburden) which
results eventually in Muda (Waste)
• Results from irregular production scheduling or
fluctuating production volumes
• Can be caused by not leveling the schedule, or not
addressing internal problems such as downtime,
missing parts, or defects
• If this waste is not addressed, the process needs to
have the ability to meet the peak demand rather than
the average demand
Do You Have Waste in Your Process?
Exercise No. 2
• List some of your problems
– Link these problems to the seven (7)
wastes
 Types of Flow
Ordinary (Batch) Production
1. Separate work areas
2. Work-in-process conveyed
to the next process
3. Requires many work-in-processes

“Fake” flow production

1. Batch flow

Flow production
1. Workers placed together
2. Each works on a single unit
(One-by-one production)

Shingijutsu Co., Ltd.

 Batch Vs. Flow
Ordinary (Batch) Job Shop: Continuous Flow Shop:
Like driving through city traffic with Like a highway with
stoplights, detours and delays. smooth-flowing traffic.

The movement of documents / parts in a smooth & visual

manner throughout the process. (Ideal = 1 piece flow)
 Layouts - Job v. Flow
Batch Production - Job Shop (Departmental) Layout
Press Shop Paint Dept. Assembly Department

Hobber Shipping &

Receiving
Lathe Machine
Shop
Finish Grind Hones Mill Cut, Form, and Weld

Flow Shop Sequence (Product) Layout

Press
Machining
Weld Paint Assembly
Mill Turn Grind
Cut and
Form
Flow Is Nothing New: Highland Park, 1914
Running
Commutators Front Axles
Boards

Assembly

Radiators Gas tanks Rear Axles

250,000 Vehicles Per Year, One Model

 The idea of flow is nothing new:
Ford Motor Plant – Highland Park - 1914

Running
Commutators Front Axles
Boards
Who said
“You can have any color you want
Assembly
as long as it is black”

Radiators Gas tanks Rear Axles

250,000 Vehicles Per Year, One Model

But We Lost Our Way: GM The Rouge

Annealing Stamping Painting

Assembly

Washing Welding Brazing

2.5 Million Vehicle Kits Per Year, Many Models

Totally Lost: Spaghetti World

Assembly Components Piece Parts Process

 Spaghetti Chart - Before

Part Flow  Measures the travel distance of the

Before products and the travel distance of
the operator in order to highlight
Product unnecessary travel waste.
Cell
NORTH HAVEN FACILITY - 1st Floor

Why is there an
impact on lead time
with shorter travel?

PW4000 2nd STAGE HPT VANE

PROCESS CENTERS FLOW
 Modular Production
Moldings Gaskets Wiper
Brakes Dashboards Modules

Assembly

Fuel
Seats Glass
Systems Tubes Screws

250,000 Units Per Year, 5 Models, Five Days!

27
 Kaizen: Enabler To Our Vision
– 13 Work Steps
Cell Layout Standard Work
2.50

X
12
Achieving Our Vision
4th S - Standardize
11 10
3rd S - Shine
9 8
Employees
Revenue
(Indexed to 2003)


Facility area
Std Combo Capacity Analysis Takt Time &
Layouts
(7
options/Model)
& Std Work
Sheets
New products
Operations
(# People & #
Bar Chart
Machines)
Future Info &
Material Flow
2.00

2nd S - Straighten
5th S - Sustain
Target
13
 Aftermarket growth
6th S – Safety
Current
plan
Information &
Material Flow
7

1.50


Progress & Built In Whole 2004 LE
Newspaper
Sourcing strategy
Process Spaghetti
Chart
6

1.00
Team
Members &
Charter Info

Photos
products and
process
Employee
PQ
Analysis
skill transition
Process Matrix &
Process At
(X Map) – Part
A Glance
Families

 2
ERP1 S - Sort
st
3 4 5
0.50
00 01 02 03 04E 05E 06E 07E 08E

Comprehensive enterprise footprint with corresponding

The ACE Office, Sikorsky Aircraft Kaizen Overview– Cell Design

cost and lead time to implement

1. Kaizen 2. Eliminate Waste 3. Enable Flow Factory and office 4. Achieve Vision
 Team Charter - Eyes for Waste - Types of FlowACE Gold - Continued ACE Tools
Lean
 Team Building - 7 Flows
6S standards
 Kaizen Overview - Ideal Production System
There’s a Way to Build the House
- Kaizen Expectations 1. Philosophy – Growing People
- Kaizen Event Forms 2. Makes Things Visible
3. Stabilize & Standardize
- Target Progress 4. Level Mix & Load
5. Plan for Customer Demand/Takt
- Kaizen Newspaper 6. Create Continuous Flow
- Shingi Guidelines 7. Pull Where You Can’t Flow
8. Stop When there Are Problems
- EH&S Standard Work - Non-Negotiable Principles
- Part Families
- PQ Analysis
- Process Razing
-Process Matrix
- Spaghetti
- Process At A Glance
- Value Stream Mapping
- Cell Design
- 3P
- Specific Training
Every Lean process design must consider how to manage
the 7 flows that create any product/service.
Do You Believe This Can Happen at UTC?
Exercise No. 3
Standard work: Double click link. After video
appears hit alt and enter at the same time on the
keyboard to blow up picture on screen.

How many Flows can you Identify in these videos?

Video # 1 - Pratt & Whitney Canada
Video # 2 - Hamilton Sundstrand
Video # 3 - Carrier East Texas
 Flow #1 Product / Finished Goods
• What is the main Feeder lines
product?
• How is the product
being made? Crew
• What are the key loading
transformational
steps?
• How do we make the
product flow 1 piece at
a time at the lowest
cost?
Without a clear understanding of the product
backbone, you can’t have flow.
Flow #2 Components / Sub-Assemblies /WIP

• Where are they coming

from?
• Can they be located beside
the backbone?
• Do we need kits?
• How are they handled and
returned?
• How are they pulled by the
main process on demand?

Manufacture or storage of these anywhere

but point of consumption is NOT IDEAL!
 Flow #3 Raw Material

• Where does it come from?

• How is it handled or
transported?
• How many times does it
stop before getting to the
point of use?
• What is the minimum
amount needed?
• How do we pull it into the
process on demand?

It is IDEAL to have raw

material stored & demanded point of use.
 Flow #4 Information
• Where is the schedule and work
instructions?
• How is the process visual? (can
abnormalities be detected at a
glance?) ANDON
• Introduce information and schedule
only at ONE place
• Information should travel with the part
down the line.
• How does the process know how,
which, and when to make?
• What QA data needs to be captured?
How? Why?
• What type of production control boards
do we need?

Information should always be

one step ahead of production.
 Flow #5 People

• How many people are

required in the process?
• Where are they needed?
• What skills are necessary?
• What is the standard work?
• Are machines working for the
people or are people working
for the machines?

If people are not flowing there is a problem.

Flow #6 Tools/Equipment, Jigs & Fixtures
• Are machines, tools and
equipment located at point
of use?
• What is the current 6S
score?
• Does the location of
equipment support one
piece flow?
• How is the product moved
along the backbone of the
flow?
• Are special jigs or fixtures
required?
• Anything that impedes flow
must be addressed

Ideally, the goal is to have minimal

impact to the process flow.
 Flow #7 Engineering/Built-In Quality
• What can be done in the
process design to build
quality in?
• What mistake-proofing can Automatic Unload
be built into the critical to
quality steps? Clamping
Self-Aligning
• How do we make the Adjustable Sensor on
Locator
product defect-free? Tailstock
Clamp
• What are the applicable
design and workmanship Color Coded Plastic
standard? Rough Locator with Sensor

• How are they

communicated to the
people in the process?
Ideally the product is being made according
to the design in a cost efficient manner.