F3. The Eight Wastes of Lean (DOWNTIME)
Summary
TLDRTaiichi 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
🔧 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.
🚚 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.
Mindmap
Keywords
💡Taiichi Ohno
💡Lean Manufacturing
💡Waste
💡Defects
💡Overproduction
💡Waiting
💡Non-Utilize Talent
💡Transportation
💡Inventory
💡Motion
💡Extra Processing
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
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