WASTE

ELIMINATION

ANURAG RAI
WRIDHI DHAR
ALVITA
 RESOURCES
Resource Person : Mr. Sandeep Singh
,Manager (Planning)
Textual source: Productivity solutions
Solutions4productivity.com
 Management training article: The
7Ws – Taiichi Ohno’s Categories of
Waste
Material Source: Toyota Training Handouts
PRESENTATAION
STRUCTURE
What is waste ?
Lean concept of waste
elimination ?
Need for waste elimination ?
3 MU’s
7 W’s of Elimination ?
TOOLS of Waste Elimination ?
Examples, Conclusion ?
Waste is anything that does not
add value to the end product or
service and something for which
the customer is not willing to pay.

REMOVAL OF INEFFECIENCY
INCREAMENT OF UTILISATION
 Waste
• The elements of process that add no value
to the product
• Waste only adds cost and time

Things to Remember about

Waste
• Waste is really a symptom rather than a
root cause of the problem
• Waste points to problems within the
system (at both process and value-stream
levels)
• We need to find the address causes of
lean concepts

• 5S
• Continuous Improvement
• One Piece Flow ( Cell concept)
• Poka Yoke
• Visual Controls

•Waste Elimination
• Zero Defects
Need for Elimination of Waste (Waste)
What is Waste
Operation = Work + Waste
Work = Increases value of
production
Waste = Increases cost of
production
Kaizen Wast
(Improveme = Wast e
nt) Work e
Workin
g

Total amount of No
labor Change

W
Labor Density Effectiveness ork To
= Work + 100%
Waste
 Reduce Cost
Decided by manufacturing
method

Processin Useful Job

g from
Conveyanc customer
Materia e point of
Waste
l Cost view
Processi Worthless Job
Inspection
ng Cost does not
Stagnation increase value to
Energ the process
y Remove Waste
Cost Over
Head
cost Actual movement for Reducing
Cost Cost
Price
 3 MU’s

MURI – STRAIN
MURA – INCONSISTENCY / IMBALANCE
Muda – WASTE

Waste

Muri Mura
 What is Muri & Mura
12 TONS

X 3 = NO 3M’s
1 ton

X 2 = MURI
(waste)

X 2 = MURI
(over burden)

Capacity MURA
: 4tons (unevenness)

Achieving such a balance everywhere in the company is one

of the primary aims of the Toyota production system.
Elimination of the “3Ms” is always in the Toyota employee’s
mind, as everyone tries to keep waste down without causing
overburden.
7 W’S OF ELIMINATION
DEFECTS
OVERPRODUCTI
ON
WAITING
TRANSPORTATIO
N
MOVEMENT
INVENTORY
INAPPROPRIATE
PROCESSING
Defects
 Quality defects  Solutions:
prevent the Prevention prior
customers from to detection,
accepting the Failure Mode
defected Effects Analysis,
product. Building
 Defects Lead to  Quality at source,
waste of Money Root Cause
(costs escalate Analysis and Error
the longer they Proofing.
remain
undetected),
 decrease in
throughput and in
some instances
loss of customers.
Over Production
- Making too  Solutions:
much, too early Implement Pull
or “just-in-case” Systems and
(most serious of Supermarkets
all where required.
 waste). Over Supermarkets
Production  are storage
Leads to locations for WIP
 a) Long lead but with
times b) Long controlled stocks
storage times c) using minimum
Defects may and maximum
 stock levels.
Waiting -
Anytime Solutions:
materials or Reduce queue
components size, Point of
are seen to be Use Storage,
not moving in deployment of
other Visual
Waiting Leads Systems,
to Long lead Improving
times and Planning and
Money not Load Levelling.
being
processed
Non-Effective Use of Staff
Talents
- Under Solutions:
utilisation of Empowerment
Expertise, and giving the
Skills, responsibility
Creativity, to the staff to
Non-Effective manage their
Use of Staff work areas.
Talents leads
to lack of
ownership by
the staff and
frustration.
Transportation
- Movement of Solutions:
materials and Small-wheeled
information. containers
Transportation should replace
Leads to, forklifts, U
Increase in shaped cells in
lead times, place
Money for of long assembly
transportation lines where
source, possible etc.
Inventory
– Producing  Solutions:
more than Adjusting the
what’s needed pace of
by immediate production with
customer or a demand, using
down Kanbans,
 Inventory leads moving to
to Low quality  one piece flow
and low etc.
productivity due
to a) Increase in
lead times,
 b) Slow
identification of
problems,
c)Increase in
Motion
– Unnecessary  Solutions:
Movement of Introduction of
people which work-cells,
does not add shadow boards
value and refers etc.
to
 Motion leads to
improper
utilisation of
productive time,
health & safety
issues thereby
 operators
becoming the
Excessive Processing
 - Doing more than  Solutions: Think
required which “small is beautiful”.
doesn’t add value Smaller machines
from a avoid bottlenecks,
 Excessive Processing improve
leads to Unnecessary  flow, can be maintained
$$$, Discourages at different times, and
operator ownership, may improve cash flow
and keep up
 with technology. Also
challenge every step,
activity and process to
ascertain the need
 to have it and if
everyone agrees that, it
is superfluous eliminate
it without
 compromising quality.
TOOLS
  Just-in-Time (JIT).
Individual Efficiency vs. System
Efficiency
Isolated Operations verses Group
operation
Poka – Yoke,Kaizen,KAN BAN ,Mixed
Loading
Elimination of Muda, Mura and Muri
The Operator Balance Chart-Using
the Balance Chart to Design a Flow
Individual Efficiency vs.
System Efficiency
Isolated Operations verses
Group operation
Poka – Yoke/JIT
 Concept
SUPER MARKET

WAREHOUS
REPLENISH

TO RACK
SUPER MARKET WAREHOUSE

E
FACTORY
SUPPLY
FROM

FACTORY & WAREHOUSE

Supply chain Management
 Parts Supply Schematic

Flow
Suppli
er

Buffer Area
Customer

Receiving area/line side

direct supply
No Separate Stores
 TAKT TIME :OPERATORS
BALANCE CHART
 Takt Time (TT)
The customer demand
rate
 Planned Cycle Time (PC/t)
A production rate that is
Op 1 2different
3 4 the actual
from
customer demand rate.
 Operator Cycle Time (Oc/t)
Time an operator
requires to go through
all of his or her work
elements one time.
 Lead Time (L/T)
The time it takes one
piece to move all the
way through a process
or a value stream; from
start to finish. (Envision
timing a marked part as
it moves from beginning
to end.)
 The Operator Balance
Chart
• Represents one
continuous flow

takt • line = Takt time

time
• Each bar show the per-
cycle work elements for
time one operator
(in
seconds) • Bars go from bottom to
top
• Your line/cell layout,
equipment
Op Op Op Op requirements, and parts
1 2 3 4 delivery build right off
this operator balance
chart
WASTE ELIMINATION BY…
……......!
- Reduce office paper waste - available
electronically.

- Improve product design to use less materials.

- Redesign packaging to eliminate excess

material while maintaining strength.

- Work with customers to design and

implement a packaging return program.

- Switch to reusable transport containers.

- Purchase products in bulk.

REUSE……………………………
…!
- Reuse corrugated moving boxes
internally.

- Reuse office furniture and supplies,

such as interoffice envelopes, file
folders, and paper.

- Use durable towels, tablecloths,

napkins, dishes, cups, and glasses.

- Use incoming packaging materials

for outgoing shipments.

- Encourage employees to reuse

office materials rather than purchase
new ones.