THE 7 WASTES

What are they?

THE 7 WASTES
I
T
S

* Over Production

D
O
O
M

* Waiting
* Transportation
S
W
I
M
T
O
O

* Over Processing
* Inventory
* Scrap /Rework
* Motion

OVERPRODUCTION
*

Overproduction occurs when product is

manufactured in excess of customer demand or
in advance of customer demand.

Overproduction :-

- Uses resources unnecessarily

(people, material and machines)
- Creates unnecessary inventory
- Contributes to other forms of waste

Machine maintenance and improvement activity

cannot take place whilst machines and
associates are overproducing.

TRANSPORTATION
*

The transportation of material or parts

adds no value but requires :- extra resources (in terms of
people material and equipment)
- management
- temporary storage locations.

The more a part is handled the more

likely it is to be damaged.

Transportation of material leads to

increased inventory & delays
elsewhere in the manufacturing
process.

WAITING
*
Waiting occurs when either material
or operators wait for machines to
complete cycles of work.
*

Modern machines generally do not

require associates to watch them
whilst in automatic operation.

Utilise waiting time by combining

operations, carrying out subassembly operations, quality checks,
feeding material to colleagues etc.

Call for help if you have to wait for

material or machine breakdowns.

Any waiting time in an assignment

means there is a need to improve the
process and review the work balance.

INVENTORY
*

Inventory is any quantities of

parts or material held within the
system which are not being
worked on.

Covers for unresponsive and

unreliable processes

Increases lead time.

Longer to introduce engineering

changes and improvements.

Takes up floorspace, requires

management, ties up cash.

FIFO becomes difficult, material

can become obsolete.

Product can become damaged

or contaminated.

OVERPROCESSING

MORISEIKI

*
that

Where resource or effort is applied to a product or process

adds cost but no value for the customer.

All product characteristics should have customer derived

specifications and acceptance criteria.

All process equipment should be specified to be

capable of consistently satisfying customer
requirements - not substantially exceeding them.

Any process with subjective acceptance criteria should have

pictorial standards displayed lineside.

SCRAP / RE-WORK REWORK

SCRAP

Any manufactured product which does not meet

customer requirements after the normal process, is
waste.

Poor process discipline, inadequate training, poor

design of facilities and equipment, poor levels of
process stability & capability, careless handling of
material, can all contribute to this form of waste.

Rework is often viewed as a lesser evil but, within the

KPM system, the time spent reworking defective parts
means the loss of further good parts from the process.

All management & associates must adopt the view that

defects are not inevitable, they can and must be avoided.

MOTION

* Any motion by operators or machines

when carrying out cycles of work which

does not add value is waste.
* Even the best processes require some
motion by operators or machines which
does not strictly add value - this is also
waste, but is referred to as incidental
motion.
* Incidental motion is that which is
necessary within the current process
design, such as taking parts from a pallet,
loading & unloading, machine start, etc.
* Any other motion, such as walking,
reaching, lifting & lowering is total waste.
* All motion must be minimised.

Chart Showing Waste in Motion

Total waste
Non value added
motion

Value added motion

Activity that changes
the form or shape of
the component in a
desirable way

Incidental motion
Necessary motion
under present job
conditions

WASTE IDENTIFICATION & ELIMINATION

Re-balance

Map the
Process

ELIMINATING WASTE
Standardise
Process

Identify
Waste

Re-design
Process

A Five Stage Approach to Waste Elimination

1.

Map the process.

2.

Identify the areas of waste.

3.

Re-design the process, reducing or eliminating the waste.

4.

Standardise the process.

5.

Review the work balance for further improvement.

PROCESS MAPPING

TRANSPORT

VALIDATION
PROCESS
STORE
DELAY

Map Process

All elements of the process

are closely studied and
allocated one of these ASME
symbols.
The process map helps to
identify what is value added
activity and what is not.
From a customer viewpoint,
Process is the only element
which adds value, the rest are
waste.
Some of the activity within
Process will also be waste.

Process Mapping / Waste Identification - Before

37

1m

6s

5
Hubs

1m
Hoist

Torque
overcheck

4m

4m
Hoist

Map Process

37
Driveshafts

3m

3m
Carry
D/shaft

4s

2s

Fit
D/shaft
to hub

Start
Nut

Summary of Process

Stakenut
Mark nut

2s +
(12s)
StartAuto
Nut-runner
& Torque
overcheck
1Part

6s

4m

Total manual time 96 secs

Total WIP

34 parts

Lead time

51 mins

Distance travelled 33 m
Value Add Ratio

5/19 = 26%

12s

Fit
D/shaft
To Engine

4m

21

17m

4m
Hoist

21 Parts

17m
Trolley

7
Parts

4m
Hoist

Process Mapping /
Waste Identification Sheet
Activity : Timesheets
Flow Chart
Description

No.
1.

Collect sheets

2.

Put into envelope, label, and aside

3.

Take envelope to post room and return to Payroll

4.

Time sheets posted to each manager

5.

Manager opens mail and asides sheets

6.

Manager completes and returns sheets for dept.

7.

Walk to post room, collect post, return to Payroll

8.

Sort and open post, place sheets in pending tray

9.

Get authorisation signature from senior manager

Owner

Dept : Payroll

Map Process

Measure

Comments

10. Sort into order and check data

11. Transfer onto PC
12. File sheets for future reference
COLUMN TOTAL

(A)

TOTAL No. SYMBOLS

12

(B)

VALUE ADDED RATIO = (A) =

(B)

17 %

Process Mapping / Waste Elimination - After

37

1m

2m

1
1Part

2m
Hoist

3s

2s

Fit
D/shaft

2s +
(12s)

Start
StartAuto
Nut off Nut-runner
& Torque
overcheck
1Part

37

Identify

Parts

Waste

1m
fetch d/shaft
ready to fit

6s

Stakenut
Mark nut

4m
4m
Hoist

Summary of process

Before

After

Improvement

Total manual time

96 secs

56 secs

41% reduction

Total WIP

34 parts

2 parts

94% reduction

Distance travelled

33 m

7m

79% reduction

Value Add Ratio

26%

42%

61% increase

16s

Fit
D/shaft
To Engine
Torque
overcheck

Re-design the Process - Stage 1

Re-design
Process

BEFORE - high level of waste

B

AFTER - reduced waste

START

C
F

FINISH

Re- design the Process - Stage 2

Re-design

Parallel Line Construction

Process

BEFORE

AFTER

Wasted motion

F

Wasted
motion

Minimal wasted motion

Increased labour flexibility

Standardise the Process

Standardise
Process

Work Instruction Chart

XY2

SECTION
WORK NAME
NO.

PROCESS

OP 10

MACHINE NO.

CL 342

ROUGH TURN BOTH ENDS

WORK DESCRIPTION

KEY POINTS
ENSURE MACHINE CYCLE HAS
BEEN COMPLETED

REMOVE COMPONENTS AND PLACE TO THE

SIDE OF THE MACHINE

ENSURE FLANGE FACES HAVE

BEEN MACHINED

OBTAIN RAW MATERIAL AND PLACE IN

CHUCK

LOCATE
CLAMPS

CLOSE MACHINE
DOORS

PRESS START
BUTTONS

REVISION

TRANSFER COMPONENTS TO THE NEXT

STAGE

DATE

KNACK

ISSUED
BY

DAVE
WILLIAMS

ANDREW
SMITH

SKETCH

OPEN MACHINE
DOOR
ROTATE THE CHUCK UNTIL CLAMPS ARE
RELEASED

APPROVED
BY

ENSURE HANDS ARE CLEAR OF

CLAMPS

USE RIGHT HAND & TWIST TO

SEAT IN CHUCK
ENSURE HANDS ARE CLEAR OF
CLAMPS

ONE

APPROVED BY A.B

SAFETY

REVISED BY

QUALITY

19.10.95

B.C

SHEET NO. ONE

DATE

19.10.95

Rebalance

Re - Balance the Process

Loading Operators to Required Cycle Time (Takt Time)

BEFORE

AFTER

Op.1
30 sec

Op.2
10 sec

Op.3
5 sec

Op.4
20 sec

Op.1
30 sec

Op.2
10 sec

Op.3
5 sec

Op.4
20 sec

Op.8
10 sec

Op.7
5 sec

Op.6
10 sec

Op.5
20 sec

Op.8
10 sec

Op.7
5 sec

Op.6
10 sec

Op.5
20 sec

80

80
70

Seconds

50

50

55 s

55 s

40

20

Process Time
Saved

Process Time
Saved

40
30
20

10

10

Operator
2

Takt = 70
secs

70s

60

Seconds

60

30

70

Takt = 70
secs

40 s

Loaded to
Takt

Operator
2

Look for alternative operation sequences to load as many operators as

possible to Takt Time, to prevent over-production - which is waste.
This also accumulates waiting time (waste) and makes it more visible.

Waiting
Time

Summary
Importance of Waste Identification & Elimination
Is the core activity at the heart of Lean
Manufacturing
Every element of Lean Manufacturing
pursues waste elimination.

Waste Elimination

Many western businesses have

overall levels of waste of up to 50%.
World class businesses have levels of
waste of 20% or less.
Lean Manufacturing makes waste
continuously visible.
All associates must continuously
pursue waste elimination.