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Waste Walk / Audit“Structured process to eliminate waste with the appropriate Lean Tools” Anand Subramaniam
“Dont waste good iron for nails or good men for soldiers.” - Chinese Proverb 2
Transport Waste Causes Counter Measures• Moving parts in and out • Safety • Kanban of storage • Storage • Flow lines• Moving material from one • Push production • Pull system workstation to another • Over production • Value Stream• Capital Expenditure • Functional layout • Supply chain • Increases damage management • Batch production • Multiple staging points 3
Excess Inventory Waste Causes Counter Measures• Raw materials • Lack of flow • Build to order• Finished goods • Long set-ups • Internal kanban• Work in process • Long lead-times • External kanban• Consumable supplies • Over production • Set-up reduction• Purchased components • Paperwork in process • One-piece flow• High levels of safety stock • Lack of ordering lines Supplier procedure development • Long queues in service operations • Large deposits of material at each operation 4
Excess Motion Waste Causes Counter Measures• Non ergonomic moves • Unsafe • 5S• Reaching for tools • Cycle time • One-piece flow• Lifting boxes of parts • Inefficiency • Workstation• Sorting through materials • Missing items design• Searching for BOMS, • Unsafe work area • POUS parts, tools, prints, work • Disorganised • Water Spider (one instructions, etc. workplace who performs a • Poor workstation wide range of tasks design – stocks the line) • 3P (Production Preparation & Process) 5
Waiting Waste Causes Counter Measures• Waiting for parts • Lack of priority • TPM• Waiting for prints • Work imbalance • Jidoka• Waiting for machines • Push production • Office Kaizen• Waiting for inspection • Order entry delays • Downstream pull• Waiting for information • Centralised • In-process gauging• Waiting for machine inspection • Takt time repair • Lack of production communication 6
Overproduction Waste Causes Counter Measures• Producing more to avoid • Forecasting • TPM set-ups • Long set-ups • Set-up reduction• Producing product to • Poor Communication • Pull system stock based on sales • “Just in case” for scheduling forecasts breakdowns • Heijunka -level• Batch process resulting in loading extra output• Working on the wrong parts at the wrong time• Making more parts than your customer needs 7
Overprocessing Waste Causes Counter Measures• Inspection • Push system • 3P• Paperwork • VOC not understood • 5S• Over-tight tolerances • Unnecessary approvals • Flow lines• Multiple cleaning of parts • Redundant processes • Lean Design• Awkward tool or part design • Delays between • Office Kaizen• Consumes valuable processing • One-piece pull resources • Opportunity for more• Designs “thrown over the defects wall” • Processing beyond specification limits or customer requirements • Unnecessary record retention 8
Defects Waste Causes Counter Measures• Scrap • Process failure • 3P• Defects • Mis-loaded part • Jidoka• Rework • Batch process • Six Sigma• Variation • Inspect-in quality • Poka Yoke• Correction • Incapable machines • Built-in quality• Field failure • One Piece Flow• Missing parts• Wrong parts from supplier 9
Under Utilised Talent Waste Causes Counter Measures• Poor quality • Mistrust • Kaizen• High turn over • Lack of goals • Job rotation• High Absenteeism • Poor training • Cross training• Poor job satisfaction • Poor communication • Empowerment • Lack of • Problem Solving empowerment • Idea • No control over implementation situations • Lack of feedback on ideas 10
Waste Audit How will we know we Possible Cause Proposed Action were successful?TransportationExcess InventoryExcess MotionWaitingOverproductionOverprocessingDefectsUnder Utilised Talent 11
Waste Measures By numbers: Loads Contents By observation: Survey Photos (before and after) By impact: Problem solved (through Improvement Idea) 12