Module 9

WASTE MANAGEMENT
LEAN MANUFACTURING
 Lean Manufacturing is a systematic methodology that
identifies and eliminates all types of waste or non-value-
added activities; not only in production or manufacturing
operations, but in the service industry as well.
 Lean concepts are purely about creating more value for
customers by eliminating activities that are considered
waste. Any activity or process that consumes resources,
adds cost or time without creating value becomes the
target for elimination.
LEAN MANUFACTURING CONCEPTS
 • 5S
 • Kaizen
 • Value Stream Mapping
 • Quick Changeover/SMED
 • JIT/Kanban
 • Poka Yoke & Mistake Proofing
 • Total Productive Maintenance
5 S HOUSKEEPING

5 “S” Japanese English

Sort out unnecessary items in the workplace and
1S Seiri
discard them.
2S Seiton Arrange necessary items in good order.
Clean your workplace thoroughly so that there is no
3S Seiso
dust on floors, machines and equipment.
Maintain high standards of housekeeping at
4S Seiketsu
workplace at all times.
Train people to follow good housekeeping
5S Shitsuke
disciplines.
KAIZEN
 "Kai" means change, and "Zen" means good (for the
better). Basically kaizen is for small improvements, but
carried out on a continual basis and involve all people in
the organization.
 Kaizen is opposite to big spectacular innovations. Kaizen
requires no or little investment.
 The principle behind is that "a very large number of small
improvements are more effective in an organizational
environment than a few improvements of large value.
VALUE STREAM MAPPING
 It is often part of a kaizen event. In its true form the value
stream map documents all parts of the manufacturing
process from the time the order is taken until it is
delivered to the customer
 Special type of flow chart that uses symbols known as
"the language of Lean" to depict and improve the flow of
inventory and information.
QUICK CHANGEOVER OR SMED(Single-
minute exchange of die)
 SMED efforts attempt to reduce the number of steps and
the time it takes to perform each during a change in the
manufacturing process.
 It provides a rapid and efficient way of converting a
manufacturing process from running the current product
to running the next product. This rapid changeover is key
to reducing production lot sizes and thereby improving
flow (Mura).
JIT
 The concept originated in Japan and adopted by many
companies in India.
 As a concept, JIT means materials arrive on time and no
inventories are held at any time either in raw materials,
WIP or finished goods. Materials are pulled in to the
system.
 JIT system ensures great efficiency in production.
 Monden (1981) defines JIT as a production system to
produce the kind of units, at the time needed and in the
quantities needed.
 KANBAN
 One of the most important tools in a pull system is kanban.
 Based on a proven Japanese model, kanban is a visual
approach to production control, using simple tools like
returnable containers, cards, or even empty spaces to “pull”
products from “producing” workstations or suppliers
toward “consuming” workstations or businesses.
 In this context, “a kanban” is a sign or visual aid indicating
that a work center has finished a process, requires work, or
needs more materials. Kanban enable work centers to track
supplier or customer needs and respond quickly and
appropriately.
POKAYOKE
 Poka Yoke is a quality management concept developed by
a Matsushita manufacturing engineer named Shigeo
Shingo to prevent human errors from occurring in the
production line.
 Poka yoke (pronounced “poh-kah yoh-kay”) comes from
two Japanese words – “yokeru” which means “to avoid”,
and “poka” which means “inadvertent errors.”
 Thus, poka yoke more or less translates to “avoiding
inadvertent errors”.
TOTAL PRODUCTIVE MAINTENANCE

 TPM is a support function promoting high machine time

availability and effectiveness.
 As companies increase the use of LEAN techniques
wasted steps are eliminated in the manufacturing process
to provide more time processing material and making
products customers want.
JIT

 JIT can be defined as an integrated set of activities

designed to achieve high-volume production using
minimal inventories (raw materials, work in process, and
finished goods). JIT also involves the elimination of waste
in production effort.
 Toensure a good JIT system the following are
essential:
 Reliablesuppliers
 Good processes with least rejections
 Break downs of equipment to be very less
 Continuous flow of materials with no bottle necks
 Low set uptimes
BENEFITS OF JIT
Cost Savings
Revenue increases
Investment savings
Workforce improvements
Uncovering problems
WASTE MANAGEMENT
 Waste or muda is anything that does not have value or
does not add value. Waste is something the customer
will not pay for.
 Muda – wasteful or unproductive activity
 Mura - unevenness
 Muri – overburden, unreasonableness high workload
 https://theleanway.net/muda-mura-muri
SEVEN TYPES OF WASTES

 1.Waste from overproduction

 2. Waste from waiting times
 3. Waste from transportation and handling
 4. Waste related to useless and excess inventories
 5. Waste in production process
 6. Useless motions
 7. Waste from scrap and defects
7 Types of Wastes

T – Transportation
 E – Excess production
 A – Added processes
 M – Motion
 W – Waiting
 I – Inventory
 N – Non-conformance
Overall Equipment Effectiveness (OEE)
 Overall Equipment Effectiveness (OEE) measures total
performance by relating the availability of a process to its
productivity and output quality.
 OEE was first used by Seiichi Nakajima, the founder of
total productive maintenance (TPM), in describing a
fundamental measure for tracking production performance.
 He challenged the complacent view of effectiveness by
focusing not simply on keeping equipment running
smoothly, but on creating a sense of joint responsibility
between operators and maintenance workers to extend and
optimize overall equipment performance.
OEE addresses all losses caused by the
equipment, including
 Not being available when needed because of
breakdowns or set-up and adjustment losses
 Not running at the optimum rate because of
reduced speed or idling and minor stoppage
losses
 Not producing first-pass A1 quality output
because of defects and rework or start-up
losses.
 Overall Equipment Effectiveness
OEE is the way to measure how effectively machine / equipment hours are used (Value
Adding)

OEE is lost due to:

Total time
e.g. 480 min. (1 shift)

Planned - breaks, planned

Available time maintenance, training
Downtime
- breakdowns, repairs
Running time - changeover
Downtime - adjustment
- start up

Productive time Performance - machine speed

- short stoppages
Losses - lower yield

- scrap
Effective time Quality Losses - reject
- rework
 Calculation of LOSSES

Total time
e.g. 480 min. (1 shift)

Available time Planned - breaks, planned

maintenance, training
420 min. Downtime
- breakdowns, repairs
- changeover
Running time Downtime - adjustment
340 min. - start up

- long cycle time

Productive time Performance - minor stoppages
270 min. Losses - reduced yield

- scrap
Effective time Quality Losses - rework
- rejects
250 min.

Total losses = 170 min / shift

 Calculation of OEE

 OEE takes into account all three OEE

Factors, and is calculated as:

OEE = Availability x Performance Rate x

Quality Rate
(OEE = A x P x Q)
 Calculation of OEE
Available time - Downtime
Running Efficiency/Availability =
Availability
OEE (in %) =
420 min - 80 min
=
420 min
factor 81%

Productive Performance=
Running time - Performance loss X
Running time

340 min – 70 min

=
340 min
factor 79.4%

Quality =
Productive time - Quality loss time X
Productive time

270 min - 20 min

=
270 min
factor 92.6%

Overall Equipment Effectiveness = 59.6%

 How to increase OEE ?
Data collection is the very important basis to increase OEE

Collect data for all downtime Data analysis and Make improvements
and losses on the machine visible measure visible and implement

35
Analysis
Repairs 30
25
Autonomous Mainten.
20
Change over, Adjustm. 15
10 Preventive Maintenance
5

Tool change Changeover reduction

Repair Changeover Tool change Scrap Minor Stopp.

Minor stoppages 33 26 16 7 3
Standardize tooling
Scrap, rework OEE Trend
Improved machine
Target 2003
reliability
Standardisation
J F M A M J J A S O N D
Kaizen