8 Forms of Waste

8 Forms of W aste

Intellect Transportation Inventory Motion Waiting Overproduction Orocessing Defects

Memory Jogger: I, TIM WOOD

8 Types of Waste Summary

Intellect
Any failure to fully utilize the time and talents of people

Transportation

Defects
Any HFI, spoilage, rework/scrap

Distance between value added activities forces build-up of parts/line flow and material transport devices to maintain

Overprocessing
Over-design for process needs, too much variation, changes made that are transparent to customer

Inventory
Excess parts or productjust-incase

LEAN: Look Everywhere And Notice!

Motion Overproduction
Too many pallets produced, product produced too early Excessive reaching, turning, bending, stretching, walking

Waiting
Waiting for: parts to arrive, a machine to be operational, or people/skills

Waste of Intellect
W aste of Intellect

Definition:
 Any

Failure To Fully Utilize The Time And Talents of People

Characteristics:
 Few

Causes:
 Change

Improvements  99.9% is Good Enough  Doing My Job  Lack Of Employee Involvement  Lack Of Accountability  Etc.

The Person, Not The

Process  Focusing On Who Made The Error, Not Why The Error Occurred  Hide The Problems  Status Quo Never Challenged  Poor Suggestion Program

Opportunities:
 Improvement

Teams, Suggestions, Project Involvement, Performance Accountability/Tracking, Providing Feedback, Participation, etc

Waste of Transportation
W aste of Transportation

Definition:
 Distance

between value added activities forces build-up of parts/ line flow and material transport devices to maintain

Characteristics:
Fork Trucks  Multiple Storage Locations  Incorrect Inventory Counts  Opportunity for Damage/Floor Loss  Costly, Inflexible Conveyors and Fork Trucks  Etc.
 Extra

Causes:
Lot Processing  Long Change Over Times  Lack of Work Place Organization  Improper Facility Layout  Lack of Demand Driven Manufacturing System  Etc.
 Large

Opportunities:
 SMED

Improvement Teams, Flexible Line Flow, Pull System, Visual Management, 5S/Workplace Organization, Leveled Scheduling, etc

Waste of Inventory
W aste of Inventory

Definition:
 Excess

parts or product just-in-case

Characteristics:
Response to Changes in Customer Demands  Low Inventory Turns  Extra Space on Receiving Dock  First-In Still Here (FISH) instead of First-In, First-Out (FIFO)  Massive Rework Campaigns When Problems Surface  Difficult to Locate Parts/Supplies
 Slow

Causes:
Processes  Long Changeover Time  Supply Chain Volume Pricing Decisions  Local Optimization Keep Machine Running, Regardless of Need  Long Lead Times Parts Waiting Instead of Getting Value Added
 Incapable

Opportunities:
 5S/Workplace Organization,

Visual Management, Pull System, Leveled Scheduling, Standardized Work Practices, etc

Waste of Motion
W aste of Motion

Definition:
 Excessive reaching,

turning, bending, stretching, walking

Characteristics:
to Find Tools  Excessive Reaching/Bending  Machines/Material too Far Apart (Walk Time)  Shuttle Conveyors Between Equipment to Carry Parts  Confusing Motion with Work  Searching for Parts or Supplies
 Looking

Causes:
Office & Plant Layout  Lack of Work Place Organization  Poor Machine/Operator Effectiveness  Inconsistent Work Methods  Large Batch Sizes  Disregard for Ergonomics
 Equipment,

Opportunities:
 5S/Workplace Organization,

Standardized Work Practices, Ergonomic Analysis, Tool Boards, SMED, Pull System, etc

Waste of Waiting
W aste of W aiting

Definition:
 Waiting

For: parts to arrive - a machine to be operational - people/skills

Characteristics:
 Operator

Causes:
Work Methods  Long Change Over Times  Poor Machine/Operator Effectiveness  Lack of Training/Skill Needed  Poor Preventative Maintenance Program  Late or Missed Part/Supply Deliveries  Inadequate Operation Scheduling
 Inconsistent

Waiting for Machine  Machine Waiting for Operator  Operator Waiting for Mechanic  Lack of Concern for Equipment Breakdowns  Unplanned Equipment Downtime  Incorrect Inventory  Complex Scheduling System

Opportunities:
 TPM,

Pull System, Training/Skills Effectiveness, Standardized Work Practices, SMED, Leveled Scheduling, etc

Waste of Overproduction
Definition:
 Too

many pallets produced or product produced too early

Characteristics:
Stockpiles/Build Ahead  Unbalanced Material Flow  Extra Racks/Dunnage  Extra Manpower  Complex Inventory Management  Too Much Available Space  Unmanaged Capacity  Poorly Coordinated Changeovers
 Inventory

Causes:
Processes  Lack of Communication  Low Uptimes/Insufficient P.M.  Lack of Consistent Schedules  Focus on Expectation (Forecasted Sales) Versus Customer Demand (Consumption)  High Changeover Times
 Incapable

Opportunities:
 SMED

Improvement Teams, TPM, Pull System, Visual Management, Process Capability Improvement, 5S/Workplace Organization, Leveled Scheduling, etc

Waste of Overprocessing
W aste of Overprocessing

Definitions:
 Over-design

for process needs, too much variation, changes made that are transparent to customer

Characteristics:
or Unknown Bottlenecks  Lack of Boundary Samples or Clear Customer Specs  Endless Refinement/No S.O.P.s  Redundant Approvals  Testing/Inspection Equipment to Sort out Defects
 Moving

Causes:
New Technology Misapplied  Poor Decision Making Process  Ineffective/Missing Policies and Procedures  Lack of Customer Input Concerning Requirements  Lack of Error Prevention System


Opportunities:
 Standardized

Work Practices, SPC/Capability Analysis, Line Flow evaluation, Competitive Benchmarking, Design and Process FMEAs, Quality Function Deployment, Value Analysis, Operation Excellence Teams, etc

Waste of Defects
W aste of Defects

Definition:
 Any

HFIs, spoilage or loss from the process - any additional processing required because it couldnt be done properly the first time

Characteristics:
 Extra

Causes:
 Incapable

Manpower to Inspect, Rework, or Repair  Missed Shipments/Deliveries  Poor Customer/Supplier Relations  Lower Profits Due to Rework, Scrap, Premium Freight  Organization Becomes Reactive (Firefighting, Expediting vs. Prevention Orientation)

Processes  Error Proofing not Utilized  Insufficient Training/Skills  Inadequate or Improperly Maintained Tools/Equipment  High Inventory Level  Ineffective Quality System  Insufficient Follow-up or Data Analysis

Opportunities:
 Spoilage/HFI

Reduction Teams, Use of Problem Solving-Root Cause Analysis, Standardized Practices Across All Crews, Skills Training, Maintenance, etc

3 Contributors to Waste

Overburden Unevenness Process Issues

Contributors to Waste:
Contributor-Overburden

Overburden

Definition:
 Occurs

When People, Processes or Machines are Pushed Beyond Their Natural Limits or Capacity

Characteristics:
 High

Causes:
Inflexible Processes  Lack of Total Planned Maintenance  Poor Equipment Utilization  Improper Employee Education & Training "At All Levels"  Poor Planning
 Utilizing

Levels of Stress, Low Morale  Frequent Major Breakdowns  Increased Accidents, Decreased Safety  Reactionary Management  Poor Attendance

Opportunities:
 Spoilage/HFI

Reduction Teams, Use of Problem Solving-Root Cause Analysis, Standardized Practices Across All Crews, Skills Training, Maintenance, etc

Contributors to Waste:
Contributor-Unevenness

Unevenness

Definition:
 Fluctuations

in work load creating process imbalance

Characteristics:

Causes:

Large variations of in-process quality Temporary inventory stockpiles Temporary material shortages Frequent premium shipments Exaggeration of bottleneck impact Workers do not keep steady pace Heavy reliance on overtime
Opportunities:
 Spoilage/HFI

Forecast Fluctuation Lead Time too long for good Forecasts Poor Customer/Supplier Relationships Lack of Planning or Poor Execution of
the Plan Incapable Processes Lack of Standardization

Reduction Teams, Use of Problem Solving-Root Cause Analysis, Standardized Practices Across All Crews, Skills Training, Maintenance, etc

Contributors to Waste:
Definition:
 The

Process Issues

Contributor-Process Issues

use of Processes or Methods (without improvement), because they currently exist

Characteristics:
Unchanged for Extended Periods Same Old Problems Reoccurring Extra Effort or Machines Needed to "Make It Fit" Low Percentage of Adopted Suggestions Current Processes are Inflexible Reliance on Innovation Alone Status Quo Never Challenged

Causes:

Machines or Procedures Left

Environment Not Established  Lack of Employee Involvement  Poor Problem Solving/Root Cause Analysis  Ignorance/Unaware of Need to Improve

 Poor Management Practices  Poor Suggestion Program  Continuous Improvement

Opportunities:
 Competitive

Benchmarking, Design and Process FMEAs, Quality Function Deployment, Value Analysis, Operation Excellence Teams, etc

Utilize Kaizens, Suggestions, Teams, or Whatever Works For Your Plant to Get Started or Accelerate the Pace of Progressto Improve Performance Where It Is Needed!