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This document discusses the seven wastes of lean manufacturing: transportation, inventory, motion, waiting, overprocessing, overproduction, and defects. It provides examples of each waste and explains how eliminating waste can help businesses deliver higher quality products to customers on time at a lower cost. The document concludes that companies should focus on identifying value from the customer's perspective and making value-adding processes flow efficiently to truly eliminate waste, rather than just making non-value-adding processes more efficient.
This document discusses the seven wastes of lean manufacturing: transportation, inventory, motion, waiting, overprocessing, overproduction, and defects. It provides examples of each waste and explains how eliminating waste can help businesses deliver higher quality products to customers on time at a lower cost. The document concludes that companies should focus on identifying value from the customer's perspective and making value-adding processes flow efficiently to truly eliminate waste, rather than just making non-value-adding processes more efficient.
This document discusses the seven wastes of lean manufacturing: transportation, inventory, motion, waiting, overprocessing, overproduction, and defects. It provides examples of each waste and explains how eliminating waste can help businesses deliver higher quality products to customers on time at a lower cost. The document concludes that companies should focus on identifying value from the customer's perspective and making value-adding processes flow efficiently to truly eliminate waste, rather than just making non-value-adding processes more efficient.
PONCE PONCE MARÍA LOURDES VINCES MACÍAS ROMINA ANDREINA
2018-2019 (1) “HAVE YOU SEEN TIM WOOD?” WHAT EXACTLY IS WASTE?
“Something that adds no Value.”
These wastes are included within the cost of
your products, either inflating the price you pay or reducing the profit of the company. WHY REMOVE WASTE?
Your customers want on time delivery, perfect
quality and at the right price. Something that you cannot achieve if you allow the 7 wastes to persist within your processes. 1. THE WASTE OF TRANSPORT
Transport is the movement of materials from one location
to another, this is a waste as it adds zero value to the product
The waste of Transport can be a very high cost to your
business, 2. THE WASTE OF INVENTORY Inventory costs you money, every piece of product tied up in raw material, work in progress or finished goods has a cost and until it is actually sold that cost is yours.
In addition to the pure cost of your inventory it adds many
other costs; inventory feeds many other wastes
• Inventory has to be stored
• It needs space • It needs packaging • It has to be transported around • It has the chance of being damaged during transport and becoming obsolete.
The waste of Inventory hides many of the other wastes in
your systems. 3. THE WASTE OF MOTION
Excessive travel between work stations, excessive machine
movements from start point to work start point are all examples of the waste of Motion.
All of these wasteful motions cost you time (money) and
cause stress on your employees and machines, after all even robots wear out 4. THE WASTE OF WAITING
We tend to spend an enormous amount of time waiting
for things in our working life (and personal life too), this is an obvious waste.
The Waste of Waiting disrupts flow, one of the main
principles of Lean Manufacturing, as such it is one of the more serious of the seven wastes or 7 mudas of lean manufacturing. 5. THE WASTE OF OVER-PROCESSING The waste of Over-processing is when we use inappropriate techniques, oversize equipment, working to tolerances that are too tight, perform processes that are not required by the customer and so forth.
All of these things cost us time and money.
One of the biggest examples of over-processing in most companies is
the “mega machine” that can do an operation faster than any other, but every process flow has to be routed through it causing scheduling complications, delays and so forth.
In lean; small is beautiful, use small appropriate machines where they
are needed in the flow 6. THE WASTE OF OVERPRODUCTION The most serious of all of the seven wastes; the waste of overproduction is making too much or too early.
This is usually because of working with oversize batches, long lead
times, poor supplier relations and a host of other reasons.
Overproduction leads to high levels of inventory which mask many
of the problems within your organization.
Overproduction is caused by large batch sizes, unreliable
processes, unstable schedules, unbalanced cells or departments.
The aim should be to make only what is required when it is
required by the customer, the philosophy of Just in Time (JIT), however many companies work on the principle of Just in Case. 7. THE WASTE OF DEFECTS
The most obvious of the seven wastes, although not
always the easiest to detect before they reach your customers.
Quality errors that cause defects invariably cost you far
more than you expect. Every defective item requires rework or replacement, it wastes resources and materials, it creates paperwork, it can lead to lost customers.
The Waste of Defects should be prevented where
possible, better to prevent than to try to detect them, implementation of pokayoke systems and autonomation can help to prevent defects from occurring. ADDITIONAL WASTES Waste of Talent; failing to make use of the people within your organization. We still tend to operate within a command and control environment and take little real notice of what our employees really think and what they can contribute. Your employees are your greatest asset by far and can help you to drive out many of the other wastes.
Waste of resources; failure to make efficient use of electricity, gas,
water. Not only does this waste cost you money it is also a burden on our environment and society as a whole. Wasted materials; too often off-cuts and other byproducts are just sent to landfill rather than being utilized elsewhere. ELIMINATING THE SEVEN WASTES Eliminating the seven wastes is something that can be done through the implementation of Lean and the various lean tools, however the focus of your implementation should not be to identify and remove waste. Instead you should use the principles of lean manufacturing to identify value according to the customer and make those value adding processes flow through your organization at the pull of the customer. This approach helps you to make your value adding processes more efficient and causes the waste to literally “dissolve.”
Approaching lean from a perspective of removing the 7 wastes
rather than making value flow however usually ends up with us making non-value adding processes more efficient and we get better and better at doing things that the customer does not want. To eliminate the 7 wastes of lean we have to focus on the lean principles and value as perceived by our customers.
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