F3. The Eight Wastes of Lean (DOWNTIME)

Summary

Taiichi Ohno, the father of the auto production system, developed a lean manufacturing framework focused on preserving value and eliminating waste. The script discusses the eight wastes in processes: defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and extra processing. It suggests solutions like standardized work, quality control, and empowering employees to reduce waste, leading to faster processes, lower costs, and improved customer satisfaction.

Takeaways

• 😀 Taiichi Ohno is recognized as the father of the auto production system and the creator of the lean manufacturing framework.
• 🔧 The core of lean manufacturing is to preserve value and eliminate waste that doesn't add value from the customer's perspective.
• 🚫 The eight wastes in the manufacturing process are defects, overproduction, waiting, non-mutant eyes, pallet transportation, inventory, motion, and extra processing.
• 🛠️ Defects are mistakes that require additional resources to fix and can be limited by standardized work and quality control.
• 🚫 Overproduction is a flaw where more is produced than needed, causing a tie-up of resources and can be addressed by establishing a reasonable workflow.
• ⏱️ Waiting is a waste caused by various reasons such as imbalanced work loops, long setup times, and insufficient staffing.
• 💡 Non-utilization of talent occurs when people's skills and knowledge are underutilized, which can be mitigated by empowering employees and improving communication.
• 🚚 Transportation waste is the unnecessary movement of materials, which can be reduced by simplifying processes and optimizing physical layouts.
• 📦 Inventory waste happens when there is more supply than actual demand, often due to overproduction or poor monitoring systems.
• 🔄 Motion waste is any excess movement by employees or machines that doesn't add value to the product or service and can be reduced by improving workstation layouts.
• 🛠️ Extra processing waste is the result of creating unnecessary steps or processes, which can be eliminated by streamlining and standardizing processes.

Q & A

Who is Taiichi Ohno and what is his contribution to the manufacturing industry?

Taiichi Ohno is considered the father of the auto production system. He created a lean manufacturing framework based on the idea of preserving value and eliminating waste that doesn't increase value in the customer's eyes.

What are the eight wastes in the lean manufacturing framework?

The eight wastes are defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and extra processing.

Why are defects considered a waste in the manufacturing process?

Defects are considered waste because they require additional time, resources, and money to fix, and they involve mistakes such as defective parts that need to be removed.

What are some causes of defects in manufacturing?

Causes of defects include poor quality controls, poor repair, poor documentation, lack of standards, weak or missing processes, misunderstanding customer needs, uncontrolled inventory levels, poor design, and undocumented design changes.

How can defects be limited in a manufacturing process?

Defects can be limited by applying standardized work plans, implementing more stringent quality control at all levels, fully understanding work requirements and customer needs, and using simple job aids such as checklists.

What is overproduction and why is it a flaw in an organization?

Overproduction is the act of producing more than is needed or before it is required, which can tie up significant working capital and is especially common in manufacturing.

What are some causes of overproduction?

Overproduction may occur due to 'just in case' production, unclear customer needs, long setup times, engineering changes, and poorly applied automation.

How can an organization address the issue of waiting as a waste?

Addressing waiting as a waste involves providing adequate staffing to handle the workload at bottlenecks, improving work balance, reducing setup times, and enhancing communication.

Why is non-utilized talent considered a waste in an organization?

Non-utilized talent is considered waste because it can have a detrimental effect on an organization, as it fails to recognize the value of skills and improvement ideas from all levels of the business.

What are some solutions to reduce transportation waste in a manufacturing setting?

Solutions to reduce transportation waste include simplifying processes, improving physical layouts, handling products less often, and minimizing distances between steps.

How does inventory waste occur and what are its causes?

Inventory waste occurs when there is supply in excess of real customer demand, which can mask real production issues. Causes include overproduction, poor monitoring systems, mismatched production speeds, unreliable suppliers, and misunderstood customer needs.

What are typical causes of motion waste in a manufacturing process?

Motion waste is caused by poor process design and control, poor workstation or workshop layout, shared tools and machines, workstation congestion, isolated and siloed operations, and lack of standards.

How can extra processing waste be addressed in an organization?

Extra processing waste can be addressed by examining and mapping the organization's processes to identify and eliminate unnecessary documentation, standardize processes, empower employees, and reduce unnecessary processes and meetings.

Outlines

00:00

🔧 Lean Manufacturing and the Eight Wastes

Taiichi Ohno, the father of the auto production system, introduced a lean manufacturing framework aimed at preserving value with minimal work. The concept identifies eight types of waste that should be eliminated to increase efficiency. These wastes include defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and extra processing. Defects involve mistakes that require additional resources to fix, while overproduction ties up resources unnecessarily. Waiting is caused by various factors such as imbalanced work or long setup times. Non-utilized talent occurs when employees' skills and ideas are not effectively utilized. Transportation waste is the unnecessary movement of materials, inventory waste is excess supply beyond demand, motion waste is excess movement not adding value, and extra processing is the unnecessary complexity in tasks. The solution to these wastes involves standardizing work, improving quality control, establishing reasonable workflows, empowering employees, and simplifying processes.

05:00

🚚 Addressing Transportation and Inventory Wastes

This paragraph delves into the specifics of transportation and inventory wastes. Transportation waste is identified as the unnecessary movement of materials, which can increase costs, waste time, and damage products. It can be caused by poor layout or process design. The solution includes simplifying processes and optimizing physical layouts to reduce the distance and frequency of handling products. Inventory waste occurs when there is an excess of supply over real demand, often due to overproduction, poor monitoring, or unreliable suppliers. It can be mitigated by aligning production with actual demand and improving supplier reliability. The paragraph emphasizes the importance of analyzing and mapping organizational processes to identify and fix inefficiencies, leading to faster processes, lower costs, higher quality, and increased satisfaction for both workers and customers.

Keywords

💡Taiichi Ohno

Taiichi Ohno is recognized as the father of the Toyota Production System, which is a revolutionary approach to manufacturing efficiency. His work is foundational to the concept of lean manufacturing, which is the main theme of the video. The script mentions him as the progenitor of the lean manufacturing framework, emphasizing his significant role in shaping modern production practices.

💡Lean Manufacturing

Lean Manufacturing is a philosophy that focuses on maximizing value while minimizing waste. It is the central theme of the video, which discusses the elimination of waste in production processes. The script outlines the framework created by Taiichi Ohno, which aims to preserve value with less work, highlighting the importance of lean principles in modern industry.

💡Waste

In the context of the video, waste refers to any activity that consumes resources but does not add value from the customer's perspective. The script identifies eight types of waste that should be eliminated for a more efficient process. Understanding and addressing these wastes is crucial for lean manufacturing practices.

💡Defects

Defects are mistakes that require additional resources to fix, as mentioned in the script. They are considered a type of waste in lean manufacturing because they do not add value and instead incur costs. The video discusses the importance of quality control and standardized work to minimize defects.

💡Overproduction

Overproduction is identified as a waste in the script, where more is produced than is needed or can be effectively used. It ties up resources and can lead to inefficiencies. The video suggests establishing reasonable workflows and understanding customer needs to address this issue.

💡Waiting

Waiting is a form of waste that occurs when processes are halted due to various reasons, such as waiting for materials or approvals. The script points out that this can be caused by imbalanced work loops or poor communication, and it suggests providing adequate staffing and improving processes to reduce waiting times.

💡Non-Utilize Talent

Non-Utilize Talent refers to the underutilization of people's skills and knowledge within an organization. The script discusses this as a waste because it can lead to disengagement and reduced productivity. It emphasizes the importance of empowering employees and effective communication to maximize talent utilization.

💡Transportation

Transportation waste is associated with the unnecessary movement of materials or products, which increases costs and time without adding value. The script mentions this as a type of waste that can be reduced by simplifying processes and optimizing physical layouts.

💡Inventory

Inventory waste occurs when there is an excess of supply over real demand, which can mask underlying production issues. The script identifies overproduction and poor monitoring systems as causes of this waste, and it suggests that understanding customer needs and production speeds is key to managing inventory effectively.

💡Motion

Motion waste is any excess movement by employees or machines that does not contribute to the value of the product or service. The script points out that poor workstation layout and process design can lead to motion waste, and it recommends rearranging layouts to minimize unnecessary movement.

💡Extra Processing

Extra Processing refers to unnecessary steps or complexity in processes that do not add value. The script lists this as a waste, which can be caused by poorly designed processes or lack of standards. It suggests streamlining processes and eliminating redundant tasks to reduce extra processing waste.

Highlights

Taiichi Ohno, considered the father of the auto production system, created a lean manufacturing framework based on preserving value and eliminating waste.

Eight types of waste in processes were identified: defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and extra processing.

Defects are mistakes that require additional resources to fix and can be limited by standardized work plans and quality control.

Overproduction ties up resources and occurs when producing more than needed, often due to just-in-case production or unclear customer needs.

Waiting waste occurs when processes stop due to bottlenecks, breakdowns, or lack of materials, and can be addressed by providing adequate staffing and improving communication.

Non-utilized talent waste occurs when people's skills and knowledge are underutilized, which can be mitigated by empowering employees and improving training.

Transportation waste is caused by unnecessary movement of materials or information, which can be reduced by simplifying processes and optimizing layouts.

Inventory waste occurs when excess supply masks real production needs, often due to overproduction or poor monitoring systems.

Motion waste involves excess movement by employees or machines that doesn't add value, which can be minimized by rearranging layouts and improving workstation design.

Extra processing waste happens when tasks or processes are more complex than necessary, often due to poorly designed processes or lack of standards.

Eradicating all forms of waste is impossible, but significant reductions can be achieved through standardized processes and employee empowerment.

Systematic elimination of waste leads to faster processes, lower costs, higher quality, happier workers, and ultimately, happier customers.

Poor quality control, lack of documentation, and weak processes are common causes of defects in manufacturing.

Overproduction can be addressed by establishing reasonable workflows and ensuring well-established procedures for every process.

Waiting can be reduced by providing adequate staffing to handle workload at bottlenecks and improving communication.

Non-utilized talent waste can be mitigated by recognizing the value of skills and improvement ideas from all levels of the business.

Transportation waste can be caused by poor plant or office layout, unnecessary steps in the process, and misaligned process flow.

Inventory waste masks real production needs and can be due to overproduction, poor monitoring systems, or mismatched production speeds.

Motion waste can be caused by poor process design, workstation congestion, and lack of standards.

Extra processing waste often occurs due to the creation of multiple versions of the same task, long-winded processes, or poorly designed processes.

Transcripts

taiichi ohno considered the father of

the auto production system created a

lean manufacturing framework which was

based on the idea of preserving value

with less work anything that doesn't

increase value in the eye of the

customer must be considered waste and

every effort should be made to eliminate

that waste the following discussion will

give you an overview of what are the

eight ways that we want to eliminate in

our processes this eight wastes are as

follows defects overproduction waiting

non-mutant eyes pallet transportation

inventory motion and extra processing

let's start with defects these are

mistakes that require additional time

resources and money to fix in a

manufacturing process a defect might

involve a defective part that has to be

removed some causes are as follows poor

quality controls poor repair poor

documentation lack of standards weak or

missing processes misunderstanding

customer needs uncontrolled inventory

levels poor design and undocumented

design changes completely eradicating

any form of waste is impossible but

defects can certainly be limited by the

application of standardized work plans

more stringent quality control at all

levels a full understanding of work

requirements and customer needs and

simple job aids such as checklists paste

number two overproduction in some

organization workers just blindly keep

producing even when those who receive

their output either aren't ready yet for

it or don't need it this is a big flaw

as it can tie up significant working

Vitaliy it's especially common in

manufacturing but it can occur in any

workplace situation in which there's a

bottleneck overproduction may occur due

to just in case production and clear

customer needs producing to a forcas

long setup times engineering changes

poorly applied automation the solution

to overproduction is establish a

reasonable workflow for the benefit of

the Osterberg be sure that there are

well established procedures in place for

every process in your organization and

if necessary implement new processes to

keep work from backing up behind

particular bottlenecks in the

organization waste number three waiting

this of course will never work has to

stop for some reason because the next

person in line is overwhelmed because

something broke down because you're

waiting for approval or materials or

because you've run out of something

causes of waiting include and balance

work loops and planned downtime long

setup times producing - if forecasts

insufficient stuffy

work absences poor quality process poor

communication whatever the cost some

workers have to beat for a bottleneck to

be cleared one way to address this is

the need to provide adequate staffing to

handle the workload at the bottlenecks

which some managers may target as a

source of monetary base waste number 4

non utilize talent not or underutilizing

people's talents skills and knowledge

can have a detrimental effect on an

organization companies can experience

great benefits when recognizing the

value of skills and improvement ideas

from all levels of the business can

suffer when not effectively engaging in

the process this can typically be seen

with assigning staff to run tasks with

full admin tasks poor communication lack

of teamwork poor management instead

training if the above list sounds oddly

familiar it should many of these

feelings are the same ones that result

in a lack of employee engagement which

can hamstring and organization's

productivity key solutions include

empowering your employees stop

micromanaging and increase training

waist number five transportation waste

caused by moving things around this is

less of a problem in a business office

than a manufacturing plant since most of

white collar workers transport can be

sent by email for example otherwise too

much transportation thanks to increase

cost waste time increases the likelihood

of product damage and deterioration and

can result in poor communication in

general transportation waste can be

caused by poor plant or office layout

unnecessary or excessive steps in the

process misaligned process flow poorly

designed systems limiting transportation

waste can easily be addressed by

common-sense efforts such as simplifying

processes preparing physical layouts

handing products less often and making

distances between steps a short as

possible

waste number six inventory this waste

occurs when there is supply in excess of

real customer demand which masks real

production causes include overproduction

and buffers poor monitoring systems

mismatch production speeds unreliable

suppliers

long setup times misunderstood customer

needs waste number seven motion any

excess movement whether by employees or

machines that doesn't add value to the

product service or process typical

causes include poor process design and

control poor workstation or workshop

layout shared tools and machines

workstation

congestion isolated and siloed

operations lack of standards the

solution here is to rearrange layouts to

decrease the distance between stations

and make it easier to reach things that

are often news ways number 8 extra

processing this often occurs due to the

creation of multiple versions of the

same task process more than that is

required or long-winded poorly designed

processes examples include excessive

reports multiple signatures pre entering

data and duplicated data lack of

standards

poor communication over design equipment

misunderstanding of the customer needs

human error all of this unnecessarily

increase your cost time and resources

you must first examine and map your

organization to analyze the processes in

order to fix them standardized processes

empower employees and eliminate

unnecessary documentation sign of

processes and meetings systematic

elimination of this waste to result in

faster processes lower costs higher

quality happier workers and most

importantly happier customers