The Seven Wastes in any organization…!
The seven wastes were initially identified almost 50 years ago by Taiichi Ohno during the development of the Toyota Production System. Waste exists at every level of the organization. The training should begin by providing employees with a basic understanding of the seven wastes.
- Overproduction
- Wait time
- Transportation
- Over processing
- Inventory
- Motion
- Defects/rejects
Only two types of work accountabilities exist in manufacturing:
value-added and non-value added work. Value-added is defined as work that the customer is ready to pay for. An operator assembling parts into a product on the assembly line is an activity the customer cares about. However, if the operator has to walk 5 meters to a shelf, spend three minutes searching for parts, walk back to the workstation, and then stand around & looking for the appropriate exact tool, this costs the company money in that the customer will not pay ingle penny for it.
Walking to the shelf: 10 seconds
Searching for parts: 120 seconds
Walking back to the workstation: 10 seconds
Searching for tool: 15 seconds
Installing the part: 5 seconds
Total Time 160 seconds
Total value-added time 5 seconds
Total no-value-added time 155 seconds
Overproduction:
Overproduction is probably the most common form of waste in a manufacturing industry. Producing more than what is needed, faster than necessary, and before it is needed, is a bad and non required practice. Batch processing can create problems for the assembly line in every industry.
Many companies either have a poor preventive maintenance program or continually purchase equipment that is cheap and unreliable. Rather than fixing the equipment issues, operators prepare for possible equipment malfunctions by producing more product than is required, “just in case.” Typically, the same unreliable machines are unable to yield the required tolerances for fit, form, and function, so rework and scrap become standard procedures
Wait Time:
Waiting time only occurs when all manufacturing processes are out of synchronization & causing an operator to be idle. Lack of parts, work content imbalances, inaccurate standards and methods, long setup times, bad equipment, poor communication, and rejects all create wait time. Whether an operator is installing a part or waiting for that part to arrive at their workstation, you are still paying them. Wait times exceeding two hours due to unreliable machinery and communication systems that were unable to efficiently inform the maintenance department of issues on the line.
Transportation:
It is important to note the domino effect that results: one waste will create another. Overproduction will cause wasted transportation. Building product beyond requirements creates false indicators in inventory control that stimulate the movement of material out of inventory unnecessarily. Material movement requires manpower, forklifts, paperwork, and, of course, money. Wasted transportation can also contribute to inaccurate inventory. An operator built more wire harnesses than were required for that hour’s production. Wasted transportation can also be caused by poor planning and scheduling. Inefficient plant layouts in which material handlers have to walk long distances to locate parts and deliver them back to assembly lines is another cause of wasted transportation.
Over processing:
Over processing is very much similar to overproduction in that it is an extra effort adding no value to the produced product. Over processing is common in a fabrication department where sanding, polishing, grinding, and deburring, can be overperformed. Part protection is another activity where over processing can be seen. Protecting parts continuously may seem to be a good practice to scrap reduction. However, packaging and unpackaging of a part repeatedly is over processing also.
Inventory :
If you want to reduce cost in your organization, reduce the amount of wasted inventory. Excessive inventory is generally associated with what is kept in the stores of the company may inside or outside gemba. Most organizations hold much more than is needed due to inefficient processes in the gemba and unreliable inventory control ERP’s. It is important to accurately and precisely assess the rate at which operators build final product and assembles, as well as the appropriate length of the assembly line to ensure efficiency & effectiveness.
Motion:
Nothing bothers much in an organization more than wasted motion. If an operator has to move more than a designed in reach steps for a part, implement kaizen instantly. Wasted motion is any movement that does not add value to the product and customer will not pay for it. Wasted motion does not only apply to the production; moving equipment or assets, looking for parts and tools, confusing standards, walking to and from maintenance rooms, poor visual management systems, plant layouts, and improper work content order are all wasted motions.
Defects/Rejects:
Defects are often hidden thing of WIP generated by overproduction on the gemba floor. Product defects are caused by a lack of 5S system, poor line flow and plant layout, overproduction by people/equipment, insufficient training & development, inaccurate sop’s and instructions, and the inability to hold people responsibility & accountable for continuous mistakes. Poorly manufactured products can cause undue situations to the production line, as well as potentially damage customer relationships.
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