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    7 Wastes

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    abinayanagaraj427

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    7 Wastes

    Uploaded by

    abinayanagaraj427
    4 views12 pages

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    7 wastes

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    4 views12 pages

    7 Wastes

    Uploaded by

    abinayanagaraj427

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    © All Rights Reserved
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    Value Stream Analysis

    Kaizen Training
    What you can Expect
    • “Value Stream Analysis Kaizen Training” contains what you need to
    know to get the job done, not everything you need to know to be an
    expert.
    • Part 1
    • Lean concepts and terminology
    • Part 2
    • The process by which we create future states
    Lean Thinking
    • Value in the Eyes of the Customer
    • The Value Stream
    • Flow
    • Pull of the Customer
    • Perfection
    Value Added
    • Value is added any time we physically change our product
    towards what the customer is buying
    • If we are not adding value, we are adding cost or waste
    • Lean Manufacturing drives the systematic elimination of
    waste

    Value-Added Time : Minutes


    Time in Plant : Weeks
    ORDER CASH

    KEY QUESTION – Are my customers willing to pay for this ????


    Value Added vs. Non-Value Added
    Value added
    LEAN = ELIMINATING THE 7 WASTES

    5% • Overproduction
    • Waiting
    • Transportation
    • Non-value added
    processing
    • Excess inventory
    • Excess motion
    Non-value added
    • Defects

    Typically 95% of Total Lead Time is Non-


    Value Added!!!
    WAITING OVERPRODUCTION
    TRANSPORTATION

    PROCESSING
    7
    Wastes DEFECTS

    MOTION INVENTORY
    7 Basic Types of Waste (Toyota)
    • Overproduction – producing more than what is demanded
    by the customer
    • Inventory – Storing more than the absolute minimum
    needed
    • Transportation – the unnecessary movement of materials
    • Waiting – waiting for the next process step
    • Excess processing – due to poor tool or product design
    • Wasted motion – unnecessary reaching, walking, looking for
    parts, tools, prints, etc
    • Defects – scrap and rework
    What is Flow ?
    • Producing and moving one item at a time (or a small and consistent
    batch of items) through a sequence of process steps as continuously
    as possible, with each step making just what is requested by the next
    step.

    TRADITIONAL CONTINUOUS FLOW

    Lean Lexicon Version 1 p9


    Continuous Flow – More Efficient & Faster

    Traditional Batch Layout Continuous Flow Layout


    Supermarket Pull System
    “Production” KANBAN “Withdrawal” KANBAN

    Supplying
    process Customer
    process

    A B
    product product

    Mike Rother
    Learning to See
    SUPERMARKET
    CUSTOMER PROCESS goes to supermarket and withdraws what it
    needs when it needs it.
    SUPPLYING PROCESS produces to replenish what was withdrawn.
    PURPOSE: Controls production at supplying process without trying to
    schedule. Controls production between flows.
    Takt Time
    Takt time paces production to the pace of customer
    requirements.
    Total daily operating time
    Takt Time =
    Total daily customer requirement

    Operating time = 1 shift x 8 hours – (2) 20-min.


    breaks = 440 mins/day
    Customer 880 units/month
    = = 44 units/day
    Requirement 20 days/month
    440 mins/day
    Takt time = = 10 mins/unit
    44 units/day

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