The Real Challenge … knowing how to properly remove it! Waste is easy to see, once you know what you’re looking for, the hard part is removing it.

1. PRESENTED BY – KRISHNA HEDA Finding the Waste The 8 Waste

2. What is Value? A measurement of the worth of a product, or service, by a customer based on it’s usefulness in satisfying a customer need An activity, process or operation that changes the product from one form to another in order to get it closer to the customer’s specifications It is something that the customer is willing to pay for

3. What is Waste? Any activity that adds costs or time but does not add value Consuming more resources (time, money, space, etc) than are necessary to produce the goods, or services, that the customer wants Pure Waste: Actions that could be stopped without effecting the customer Incidental Waste: Actions that need to be done based on how the current system operates but do not add value

6. Inventory

7. Transportation

8. Motion (Operations)

9. Processing

10. Defects / Quality

11. Waiting

13. Inventory Requires people, processes and time to count, Process, execute, store and maintain it If we do not get orders the items processed will not be useful and would be waste of time and effort. Inventory is often used to help hide other wastes Common causes: Overproduction/ over processing Long changeover times b/ween processes Defective, or questionable items Mismatched production speeds

14. Inventory Hides Waste Machine Downtime Supplier issues Quality Problems Poor Scheduling Line Imbalance Long Setups House Keeping Employee Availability Communication Problems Long Transportation Raw Materials Finished Goods Sea of Inventory Employee Availability

15. Reducing Inventory Uncovers Opportunities to Improve,Opportunities That Must Be Addressed! Machine Downtime Supplier issues Quality Problems Poor Scheduling Line Imbalance Long Setups House Keeping Employee Availability Communication Problems Long Transportation Employee Availability

16. Transportation Double or triple handling, of documents. It adds no value and is often used to get the extra inventory out of the way Common causes: Extra Inventory Retention points before and after operations Excessive distance between operations (layout) Single skill focused operations

17. Motion (Operators) Walking without working (away from workstation) Searching for documents, tools, materials or information Reaching, bending or unnecessary motion due to poor housekeeping or workplace layout Process is not designed with employees in mind Common causes: Poor workstation layout Isolated operations Shared tools Fatigue Workstation congestion

18. Processing Doing more than is necessary to produce an effectively output Extra setup steps, over-specification of the process, extra processing steps Common causes: Lack of standard work or processes Equipment over designed Process not updated with technology changes Lack of effective problem solving

19. Defects / Quality Defective or Defects Cost of inspecting defects Responding to customer complaints Rework or re-inspection of questionable matter Common causes: Emphasis on downstream inspection; questionable matter passed on Lack of standard work Info/docs handling (transportation) Process design/Procedures

20. Waiting Associates waiting for the work to come in.. process waiting for completion of a certain activity Waiting for Docs, instructions, approval, information, maintenance, decisions… Common causes: Mismatched production rates Poor layout, co-ordination Lack of coordination between processes Ours or upstream Insufficiently staffed

21. People’s Skills Employees are seen as a source of labor only, not seen as true process experts People are told what to do, and asked not to think Employees are not involved in finding solutions, opportunities to improve our process are missed Common causes: Management does not involve employees in problem solving Narrowly defined jobs and expectations Old school management, worker relationships

22. How Does Waste Get There? Forget to change solutions when we change the process Fail to understand why we do something a certain way, so we continue doing that way even if the limitation has been removed Build it into our processes Root cause of problems is not addressed or a band aid solution is implemented

23. How Can We Find It? Find the value added work, everything else is waste Go out there and see it Observe our processes as if you do not know it Talk to the operators so you can understand why we do things the way we do What is the operation about? Why is it necessary?

24. How Can We Find It? Introduce it Implement one piece flow into the process and waste will rise to the surface Have the right attitude Waste is hard enough to find when you want to find it, if we don’t want to find waste it will be impossible to root it out and remove it

25. Waste – the simpler part… Being Able to See IT! (once we know what it is) The Real Challenge … knowing how to properly remove it!

26. How Do We Remove It? All of the lean tools are designed to remove and identify waste 5S Standard Work Quick Changeovers Mistake Proofing Kanban One Piece Flow Kaizens

28. Customer wants it

30. No value created but required by current thinking

31. No value created but required by process limitations