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Waste
Presented by: Armando Cepeda Tamez
Monterrey, Mexico September 2010
Anything that does not add value
Value
Unnecessary
waste
Necessary
waste
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INCIDENTAL ACTIVITIES
WASTE
WORK
Moving pallets.Check parts.Record production.Walk to next machine.Stock Audits.Making goods thatare not required.
Assembling partsPackagingWeldingPaint and plate
Machining
Wait for partsWait for handlingBend to pick up from floorDefect or Rework partsCarrying partsCounting stockWait for paperwork
ADD VALUE
WASTE
Waste is any activity that does not add value
Waste
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Activities that absorb resources but add no value.
Defined as:
Muda = Waste
Mura= Irregularity
Muri= Difficulty
Inconsistent methodsVarying lot sizeEquipment out of place
Parts hard to fitPoor lightingHeavy lifting
Waste
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New
Lead Time
Lean tools help us identify and eliminate waste fromour processes, leading to: Reduced costs Reduced lead time Faster response Improved quality Reduced inventory Reduced floor space Better predictability
No sepuedemostrar la imagen en estemomento.
Lead TimeWaste Waste
The Ultimate Goal Eliminate Waste
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The Toyota 7 Wastes
1 Over production
2 Waiting
3 Transport4 Over process
5 Inventory
6 Rework
7 Motion
Transport
Inventory
Motion
Waiting
Over production
Over processing
Defects
TIMWOOD
the wasteman
Part moves long distance
Stock cost, handling, loss, hide problems
180 deg body turns, pick up from floor
For; Materials, Handlers, Tools, etc.
Work you cannot sell, extends lead-time
Tighten & torque check,
Strip and rebuild, NRFT
7 Wastes
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Balance processes to TAKT where capacity exceedscustomer requirement, use MIN & MAX levels.
Over production, making parts the customer will notpay for causes other wastes (waiting, motion,
transportation, inventory, defects)
Over Production
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Causes: Inventory is viewed as security (just in case)
Process not capable or not reliable
No standard practices, lack of adherence
Poorly performing suppliers Long setup times
Lack of workplace organisation
Seasonal peaks and troughs in demand
Poor forecasting and production planning/scheduling Producing to speculative demand (forecast)
Departmental layouts
Lack of training
Overproduction = Extra inventory, Extra handling, Extra space to store it,Extra quality problems, Extra lead-time, Extra bins, Extra paperwork and Extracommunication
Over Production
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Waiting is usually the easy waste to see
Dont have operators waiting for machines, fit auto
stops and andon to free operators for other work
Waiting
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Idle time any idle time such as watching equipment, waitingfor inspection, waiting for raw material, waiting for maintenance,
waiting for paper work Causes:
- When two dependent activities are not fully synchronized
- Insufficient storage containers
- Poor layout- Poor work balance
- Unreliable equipment
- Resources stretched
Waiting
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All forms of transportation are waste !
Connect processes and eliminate material between.Deliver direct to point of use, no decant or double
handling. U-shape cells close gap between ends.
Transport
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Material movement and handling adds cost not
value. Transportation, must be eliminated orminimised. Causes:
- Poor layout / distance between operations
- Layout in process specific work areas- Inflexible workforce
- Batch processing
- Large lots / long changeovers
- Remote storage areas
Transport
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Are we doing too much ?Task frequency ?Is touch-up or polish really necessary ?Are protectors really needed ?Do we need a stud & nut would a bolt be adequate?
Is all that packaging necessary?
Over processing
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Effort and enhancements which are invisible to thecustomer.
Work which is made redundant by subsequent process.
Causes:- Thats the way weve always done it- Improper fixtures, tools, jigs
- No standard work- Temporary fix that becomes permanent- Mistakes in process- Excessive checking- Lack of training- Poor layout
Over processing
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Turn product into CASH, reduce inventory,minimize buffers
RentRates
SecurityAuditHandlingDegradation
Out of dateLoss
Inventory
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Causes:
Acceptance ofoverproduction
Relying on MRPsystems/forecasting
Inventory is comforting
Long changeovers
Buffer against downtime
instead of addressing rootcause
Excessive raw materials, WIP, or finished goods are waste.
Inventory exist as :
Buffer between processes of dissimilar cycle times or availability.
Satisfy customer demand inside the lead-time to manufacture.
Security against process/supply failures.
Inventory
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REMEMBER INVENTORY
HIDES PROBLEMS
DEFECTSATTENDANCEMACHINE
RELIABILITYMATERIAL
AVAILABILITYSET UP
TIME
HIGH STOCK LEVEL
AVAILABILITY
HELLO
RECENTFLOATATION
Inventory
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Take the work to the operator notthe operator to the work
Eliminate walking, use chutes and slides.Eliminate stretching, everything within reach, one by one.Eliminate bending, everything at working height.Eliminate fiddling, orientate parts for use.
Motion
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Any movement of people, or machines, which does not addvalue to the product or service is waste and tiring. Typically,bending to pick up from floor level, turning to pick up frombehind.
Causes:
- Poor work arrangement
- Poor work layout
- Poor facilities
- Lost items (searching)
- Poor standards- Poor tool design
Motion
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Right first time means prevent defects
Prevent defects with pokayoke and source inspection.Detect problems early with self inspection, successiveinspection, informative inspection, pokayoke.
Spend as much time eliminating root cause as on repairs
Defects
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Scrap / Rework from a poorly running process, set-up scrap,repair of a product or service to meet customer requirements.Warranty, Customer returns
Cause:
- Poor methods
- Damaged goods
- Lost goods
- Poor/no training- Misunderstandings
- Storage concerns
Defects
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Wastes
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Order Delivered
Lead-time
Order Start to make
Start to make Packed
Packed Delivered
Manufacturing Lead-time
Order Lead-time
Delivery Lead-time
Lead-time defined
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95-99% Waste 1-5% Added Value
Traditionally focus is on reducing processing (value added) time
Lean focus on the Waste
Order Delivered
Order Delivered
Lead-time waste
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Manufacturing lead-time
Processing Actual production time Transportation and Incidental work
Stagnation Material Information
Start to make Packed
Manufacturing Lead-time
Lead-time waste
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P = STACKED LEADTIME = Order + Manufacturing + Delivery
6 wks
D = CUSTOMER DEMAND (Often best in market)
2 wks
P:D Ratio = 6/2 = 3
P:D ratio of 1 means the manufacturer has to build to forecast, and supply fromstock. This results in high inventories, a characteristic of traditional organisations.
Use MIFA & Process Mapping techniques to understand what the
lead-time (P) is composed of and to highlight areas of waste
The P:D Ratio
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1
8
7
6
5 4
2
3
SOBREPRODUCCION
INVENTARIOS
ESPERA
MOVIMIENTOTRANSPORTE
DEFECTO
SOBREPROCESO
Producir mas de lo que el cliente
necesita en ese momento
Todo inventario
por encima del
inventario minimo
necesario para la
produccion o
distribucion
Movimiento de
los productos
que no
agregan valor
Movimiento de
de personas
que no
agregan valor
Los tiempos en que una pieza debe
esperar a otra para continuar su
procesamiento. Tiempos que no
agregan valor .
La necesidad de
eliminar o retrabajar
partes en proceso o
productos terminados
Los errores en materia de diseo tanto
de obra como de los procesos para su
construccin originan fuertes costos
producto del desarrollo de actividades
sin valor agregado.
TALENTO
HUMANO
No utilizar su creatividad e inteligencia. Por
falta de capacitacin, perdiendo tiempo, ideas y
oportunidades de mejora.
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Lean Status
Value
Unnecessarywaste
Necessarywaste
months
dayshoursminutesseconds
1 2 3 4 5
Where do we are?
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Waste
Any Questions ?
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