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Muda Continuous Improvement Toolkit . www.citoolkit.com The - - PowerPoint PPT Presentation

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Continuous Improvement Toolkit Waste Analysis Muda Continuous Improvement Toolkit . www.citoolkit.com The Continuous Improvement Map Managing Selecting & Decision Making Planning & Project Management* Risk PDPC Break-even Analysis

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Continuous Improvement Toolkit . www.citoolkit.com

Continuous Improvement Toolkit Waste Analysis

Muda

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Continuous Improvement Toolkit . www.citoolkit.com The Continuous Improvement Map

Check Sheets

Data Collection

Process Mapping Flowcharting Flow Process Charts** Just in Time Control Charts Mistake Proofing Relations Mapping

Understanding Performance**

Fishbone Diagram Design of Experiment

Implementing Solutions*** Group Creativity

Brainstorming Attribute Analysis

Selecting & Decision Making

Decision Tree Cost Benefit Analysis Voting

Planning & Project Management*

Kaizen Events Quick Changeover

Managing Risk

FMEA PDPC RAID Log* Observations Focus Groups

Understanding Cause & Effect

Pareto Analysis IDEF0 5 Whys Kano KPIs Lean Measures Importance-Urgency Mapping Waste Analysis** Fault Tree Analysis Morphological Analysis Benchmarking*** SCAMPER*** Matrix Diagram Confidence Intervals Pugh Matrix SIPOC* Prioritization Matrix Stakeholder Analysis Critical-to Tree Paired Comparison Improvement Roadmaps Interviews Quality Function Deployment Graphical Analysis Lateral Thinking Hypothesis Testing Visual Management Reliability Analysis Cross Training Tree Diagram* ANOVA Gap Analysis* Traffic Light Assessment TPN Analysis Decision Balance Sheet Risk Analysis* Automation Simulation Service Blueprints DMAIC Product Family Matrix Run Charts TPM Control Planning Chi-Square SWOT Analysis Capability Indices Policy Deployment Data collection planner* Affinity Diagram Questionnaires Probability Distributions Bottleneck Analysis MSA Descriptive Statistics Cost of Quality* Process Yield Histograms 5S Pick Chart Portfolio Matrix Four Field Matrix Root Cause Analysis Data Mining How-How Diagram*** Sampling Spaghetti ** Mind Mapping* Project Charter PDCA

Designing & Analyzing Processes

Correlation Scatter Plots Regression Gantt Charts Activity Networks RACI Matrix PERT/CPM Daily Planning MOST Standard work Document control A3 Thinking Multi vari Studies OEE Earned Value Delphi Method Time Value Map** Value Stream Mapping** Force Field Analysis Payoff Matrix Suggestion systems Five Ws Process Redesign Break-even Analysis Value Analysis** Flow Pull Ergonomics

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 Waste is anything that doesn’t add value from the customer’s

perspective.

 It includes activities and resources beyond what is needed to

meet customer requirements.

  • Waste Analysis
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 Waste Analysis involves identifying, quantifying, eliminating

and preventing waste.

 It involve manufacturing, service and office environments.  Many Lean tools focus on continually identifying and eliminating

these wastes.

 This is one of the core principles of Lean

thinking.

  • Waste Analysis

Lean Thinking

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 Waste takes many forms.  It can be found at any time and in any place.  There are many classifications of waste.  One of the most basic and widely used is the Seven Wastes.

  • Waste Analysis

Wasted Motion Waiting Overproduction Over Processing Defects and Errors Excess of Inventory Unnecessary Transportation

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 Many lean practitioners have added an extra waste to the

  • riginal seven wastes, which is the waste of human skills.
  • Waste Analysis

Wasted Motion Waiting Overproduction Over Processing Defects and Errors Excess of Inventory Unnecessary Transportation Wasted Human Skills

The Eight Wastes

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  • Waste Analysis

Transport Inventory Motion Waiting Overproducing Over Processing Defects Skills

TIM WOODS

If there are too many wastes, your process will be DOWNTIME

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 One of the main principles of Lean.  One of the easiest ways an organization can improve its

  • perations.

 Benefits:

  • Improved productivity.
  • Increased flexibility.
  • Reduced costs and lead times.
  • Improved quality and safety.
  • Improved morale and pride in workplace.
  • A products and services that meet customer expectations.
  • Waste Analysis
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Remember:

 Wastes are non-value add activities as they do not help

transform the product into the customer requirement.

 All forms of waste can be present in service environments and

  • ffices as well as in production areas.
  • Waste Analysis
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Unnecessary Transportation:

 The unnecessary movement of products, materials or supplies

from one place to another.

 While product is being transported,

it is not being worked on and no value is being added to it.

 It normally results from poor system

design or layout.

  • Waste Analysis
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Unnecessary Transportation:

 Moving things:

  • Costs money and time.
  • Causes production delays.
  • Bay include the risk of loss or damage.

 Unnecessary transportation is clearly visible in old-fashioned

production lines, where work-in-process parts are pushed from

  • ne area of a factory to another.
  • Waste Analysis
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Unnecessary Transportation:

 Examples:

  • Storing raw materials far away from production lines.
  • Building a storage area and a loading area at opposite ends.
  • Building a dining room and a kitchen at opposite ends in a

restaurant.

  • Delivery of supplies in an office.
  • Waste Analysis
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Unnecessary Transportation:

 Simple ideas to reduce or eliminate unnecessary

transportation:

  • Find ways to reduce the distance between work areas.
  • Relocate items to be closer to where the work is performed.
  • Introduce standard sequences for transportation.
  • Waste Analysis
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Excess of Inventory:

 Inventory can be:

  • Raw materials and work-in-process.
  • Finished goods awaiting sales.
  • Merchandise inventory in stores.
  • Office supplies.
  • Physical reports and manuals that are not immediately required.
  • Waste Analysis
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Excess of Inventory:

 Inventory is harder to see in an office or transactional

environment, but it is there.

 Some inventory is necessary, but most processes can be

managed differently to minimize inventory.

  • Waste Analysis
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Excess of Inventory:

 Creates the need for more manpower and equipment.  Takes up valuable working space.  Ties up money that could be used for other things  Have a significant impact on working capital and operational

costs.

 Slows down the speed of production.  May hide problems such as line

imbalance and quality defects.

  • Waste Analysis
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Excess of Inventory:

 Examples:

  • Storing raw materials ahead of requirements.
  • Archiving documents that are not required or will never be used in

the future.

  • Computer programs stored on

hard drives which will never be used in the future.

  • Clothes brought back at the

end of vacation not worn.

  • Waste Analysis
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Excess of Inventory:

 Simple ideas to reduce or eliminate inventory:

  • Keep track of your inventory levels.
  • Reduce unnecessary comfort stocks.
  • Don’t buy in bulk unless you are sure you will use all of it.
  • Apply line balancing and Kanban.
  • Waste Analysis
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Wasted Motion:

 It refers to the movement performed by people that is not

required and will not add value to the product or service.

 It describes the situation when we have to physically move

more to perform our jobs.

 Or when we are not efficient in using our hands to do our jobs.

  • Waste Analysis
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Wasted Motion:

 Consumes time and uses up energy.  Increase health and safety issues.  Affects the reliability of operations.

  • Waste Analysis
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Wasted Motion:

 Examples:

  • Moving too much or travelling farther than necessary to

accomplish tasks.

  • Walking between work stations to get tools (especially when they

are heavy).

  • Having to bend or twist because of poor

ergonomic design.

  • Placing the refrigerator outside the kitchen.
  • Waste Analysis
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Wasted Motion:

 Simple ideas to reduce or eliminate wasted motion:

  • Evaluate the flow and layout to identify chances to streamline the

processes.

  • Relocate the required tools at the point of use.
  • Implement time and motion principles.
  • Waste Analysis
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Waiting:

 Refers to the idle time that occurs when there are unnecessary

delays within the process.

 Occurs when a product is not in transport or being processed.  Or when a person is waiting for a work to get completed.

  • Waste Analysis
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Waiting:

 Waiting costs time and money.  Any time a person or a product is waiting:

  • There is no value being added.
  • Lead times are increased.
  • Wasted time is transferred to the customer

through increased costs.

  • Waste Analysis
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Waiting:

 Examples:

  • Waiting for the maintenance department to repair a line

breakdown.

  • Waiting for the size changeover to be completed.
  • Experiencing poor computer system performance.
  • Waiting for a meeting to start.
  • Arriving an hour early for a meeting.
  • Waiting in line at the grocery store.
  • Waiting in the doctor's waiting room.
  • Waiting for lab results.
  • Waste Analysis
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Waiting:

 Simple ideas to reduce or eliminate waiting:

  • Observe what keeps your people waiting.
  • Measure waiting and make it visible.
  • Allocate more resources at the bottleneck

areas to increase their capacities.

  • Rebalance activities so that time can be

filled productively.

  • Waste Analysis
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Overproduction:

 Making more of something than is

required by the customer.

 Occurs when a process produces more

than the next process can use right away.

 Or when making things before they are

required (early production).

  • Waste Analysis
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Overproduction:

 Increases lead times.  Consumes more materials.  Promotes a batch and queue

system.

 Hides quality problems.  May prevents other activities

from taking place.

  • Waste Analysis
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Overproduction:

 Examples:

  • Producing faster than customer demand.
  • Printing multiple versions of the same publication hoping that you

will distribute all.

  • Buying vegetables for one month on your weekly shopping trip.
  • Waste Analysis
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Overproduction:

 Simple ideas to reduce or eliminate overproduction:

  • Produce only what customers want and when they want it.
  • Produce as close to the schedule as possible.
  • Implement Pull and Kanban.
  • Waste Analysis
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Over Processing:

 Processing beyond what the customer specifies.  Providing more value than what he is paying for.  It is generally unnecessary steps that do not add value to the

end product or service.

 Often a result of poor product or service design.  May result from internal standards that do not reflect true

customer requirements.

  • Waste Analysis
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Over Processing:

 Examples:

  • Duplication of work.
  • Using tools that are more precise.
  • Completing reports in a level of detail not required.
  • Painting areas that will never

be seen.

  • Stirring a mixed cup of coffee.
  • Waste Analysis
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Over Processing:

 How many bolts are there?

  • Waste Analysis
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Over Processing:

 Simple ideas to reduce or eliminate over processing:

  • Challenge yourself to find ways to do less and to use less.
  • With every task try to just "do it once“.
  • With every document try to just “touch it once”.
  • Provide clear standards for every process.
  • Waste Analysis
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Defects:

 Occurs when a process or service does not serve the purpose it

was created for.

 It is failure to meet the “do it right the first time” expectation.

  • Waste Analysis
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Defects:

 Whenever defects occur during a production process, extra

costs are incurred reworking or scrapping the parts.

 And if they passed on to the customer, the poor quality can

reduce profit in the form of lost sales and negative reputation.

  • Waste Analysis
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Defects:

 Examples:

  • A manufacturing faulty parts that require rework or need to be

scrapped.

  • Dealing with guest complaints in hotels.
  • Spelling mistakes in an office memo.
  • Missing information or incorrectly

completing an application.

  • Waste Analysis

X X X

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Defects:

 Simple ideas to reduce or eliminate defects:

  • Find where the errors occur.
  • Analyze root causes.
  • Solve the problem as early as possible (the 1-10-100 rule).
  • Avoid multitasking.
  • Waste Analysis
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Unused Human Skills:

 Can be described in several ways:

  • Unused creativity.
  • Wasted ideas and talent.
  • Wasted human potential.
  • Waste Analysis
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Unused Human Skills:

 Not using the potential and creativity of

employees is a waste.

 Many companies now realize that their

biggest assets are their employees.

 It is only by capitalizing on employees’

ideas and skills that companies can reduce the other waste forms and improve their performance.

  • Waste Analysis
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Unused Human Skills:

 Simple ideas to reduce or eliminate defects:

  • Be creative.
  • Ask questions.
  • Challenge the status quo.
  • Implement an idea system.
  • Encourage employees to make improvement

suggestions.

  • Ensure that the ideas are well heard.
  • Show respect and confidence for everyone by letting them solve

their daily problems as process owners

  • Waste Analysis
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Other Types of Waste:

 Wasted space – a waste as the customer will not pay for.  Wasted energy – a hidden shared cost to all of us.  Pollution – the producer is increasingly being made to pay for it.  Excessive resources – whether they are people, equipment,

materials or facilities, they only increase costs and add no value.

  • Waste Analysis
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Other Types of Waste:

 Capital waste (or wasted money):

  • Throwing money at problems instead of addressing the real root

causes.

  • Example - building a warehouse to store extra inventory).
  • Waste Analysis
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 It is not enough to just identify the waste.  Reducing or eliminating waste is one of the fundamental

  • bjectives of Lean.

 Lean provides the methodology, tools and techniques to

identify and reduce waste from processes.

  • Waste Analysis

Identify Possible Waste Reduce or Eliminate Waste

Declare War on Waste! Lead times and costs reduce as waste is eliminated

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 To identify waste, you may use:

  • Waste walks.
  • Waste recording forms and waste logs.
  • Opportunity process map.
  • Value matrix.

 To eliminate waste, you may use:

  • Targeted Kaizen events.
  • Team based problem solving.
  • 5S and visual management.
  • Ownership by operational team.
  • Regular improvement meetings.
  • Waste Analysis

Reduce or Eliminate Waste Identify Possible Waste

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Waste Walks:

 Used to quickly identify waste within an area or in a process.  Allows walkers to understanding how the process really works.  Helps them quickly identify waste and identify continuous

improvement opportunities.

  • Waste Analysis

Observe the process with an eye towards waste

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How to Conduct a Waste Walk:

 Clearly describe the objective of conducting the waste walk.  Select the process or area and define the boundaries.  Prepare an observation form to collect the desired information.  Get permission from the process owner or supervisor to conduct the

walks and talk to the people there.

 Walk the flow of the process and look for each

  • f the eight types of waste.

 Collect data, observe actual practices, interview

people and ask questions.

 Identify opportunities to eliminate waste.  Prioritize improvement actions as appropriate.

  • Waste Analysis
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Waste Recording Form:

 Helps identify and record wasteful activities.  It usually contains a place to classify the waste according to the

eight wastes.

 It may also contain a place that encourages the team to propose

priority areas for action.

  • Waste Analysis

Process Waste Category Description Possible Cause Proposed Action

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Exercise:

 List examples of waste from your own work.  Use the waste recording form.  Add extra categories if this is helpful.  Prioritize your wastes based on the impact (or on the expected

ease to correct).

  • Waste Analysis

Time allowed: 15 minutes

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Further Information:

 The more visual you make a process, the more waste visible.  Learn to think in terms of the eight wastes.  It doesn’t really matter which category you assign it to.  Issues associated with information waste include manual

checking, reentering data, converting formats, data errors, and data safety issues.

 Location of wastes:

  • Value stream (stagnation).
  • Process (motion).
  • Facility (transportation).
  • Waste Analysis
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Further Information:

 A waste can be described by the Japanese

word Muda.

 It means "waste" or “wasteful activity”.  It is closely related to the terms:

  • Mura - (variation or inconsistency).
  • Muri - (excessive stress and strain required to perform a task).

 From a statistical standpoint, it is recommended to reduce

process variation first, and then eliminate Muda and Muri forms

  • f waste.
  • Waste Analysis

Muda

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Further Information:

 Common Causes of Waste:

  • Misunderstanding of the customer’s true requirements.
  • Variability in processes or machinery.
  • Pressure to maximize production to justify expensive equipment

and technology costs.

  • Outdated or inappropriate policies.
  • Lack of training.
  • Poor management work-force relations.
  • Waste Analysis
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Further Information:

 Helpful Questions to Identify Waste in Production Areas:

  • Are we producing too much or too soon?
  • Are operators waiting for parts to arrive or for

a machine to finish a cycle?

  • Are we over-processing parts?
  • Do we keep on the workstation more parts and

components than the minimum to get the job done?

  • Do we avoid the need for rework or repairs?
  • Waste Analysis