Lecture 9-Analysis of Waste

AGILE AND LEAN MANUFACTURING
IM-515
LECTURE – 9
Dr. M Fahad
Associate Professor (IMD)
Lean Manufacturing Concepts
2
Analyzing current condition

 Traditional Industrial Engineering approach:
 Analyzing current conditions to improve efficiency (Inductive)
 Reliable, leads to higher efficiency
 Does not question the existing system
 Lean Approach:
 Analyzing current conditions and deducting an ideal situation
 The gap between ideal and current is minimized
 Questions the existing system
Lecture Presentation by Dr. M Fahad

Waste Detection and Elimination
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Arrow Diagrams: Finding Waste in the Flow of Goods

 Arrow Diagrams are applied:
 against the factory’s equipment layout diagram
 by marking the major problem point in product flow
 to identify four major flow factors:
1) Processing 2) Inspection 3) Conveyance 4) Retention
 Are a good tool in flushing out the major sources/types of

waste in production

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Arrow Diagrams
 Process analysis Factors and Corresponding Symbols
Analysis
Symbol Description
Factor
Altering the shape/properties of the WIP in

Processing
a way that adds value to it
Checking the quality of the product to ensure
Inspection that the product fulfills its function and meets
the standards/specification
When the position of the WIP is changed
Conveyance
(most often between retention points)
When WIP is held/stored without being
Retention immediately involved in processing,
inspection or conveyance
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Arrow Diagrams: How to create

1. Recognize the analytical purpose
2. Select the product to be analyzed
3. Prepare a factory layout diagram
4. Do a flow analysis
5. Write up a summary chart of flow analysis

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Before Improvement

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After Improvement

Before Improvement
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=3 =7 =3 Distance = 130 ft
After Improvement
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=3
=7
=3
Distance = 43 ft
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Summary Chart
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Operation Analysis Table: Finding Waste in People’s Actions

 Operation analysis table is an analytical tool that helps us
bring the waste inherent in worker operations to the surface
 Not everything workers do adds value to the product
 Almost everything a typical worker does is mere
“movement”

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Operation Analysis Table: Five key points to remember

when using Operation Analysis Table
1. Fill it out at the factory
2. Everything that is not “work” (value adding) must be
counted as waste
3. Look for the nitty-gritty details
4. After finishing the table, set an improvement goal
5. Thoroughly eliminate waste from everything except “work”

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Waste Finding Checklist

 Good tool to have when inspecting workshops for waste
 Records the type/magnitude of waste at each process
 Two types of checklists are used:
1. Workshop Specific
2. Process Specific

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Eliminating Retention Waste

Retention is when the workpiece remains in one place for
any length of time
1. Process Waiting
The workpiece is at a processing station waiting for its turn to
be processed
2. Lot Waiting
The work is waiting to join the rest of the lot

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Eliminating Retention Waste

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Process Waiting
Three kinds of Process Waiting are:
1) Machine/People (Capacity) Waiting
Workpiece are ready for processing but they must wait because the machine
and/or the operator are busy.
2) Material Waiting
When we have everything for processing – except for one part for some
reason or other is not on hand
3) Operation Method Waiting
When one lot is being processed at more than one process stations
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Process Waiting
Waiting for Machines/People
Cause Improvement Expected Resistance
Synchronization
Unbalanced processes •This workshop is different,
Upstream process needs to be
Unbalanced due to gap it’s impossible here!
synchronized with downstream
between previous and next •The gap is due to different
process.
process. skill levels, so there’s nothing
Pull Production
we can do about it.
Need a device or system to keep the
•So let’s tell the previous
previous process from producing in
process to ease up a little.
excess of the next process’s capacity.

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Process Waiting
Waiting for Machines/People
Accumulation/ •This machine is stuck here,
dispersion of processes so we can’t have an in-line
In-line layout (flow production)
This occurs when layout!
Processes where workpieces
workpieces for the same •I’ve never seen a small
accumulate are like large islands,
product are gathered at machine that can do this
apart from the rest of the line. They
certain processes and process.
need to be brought back into a
spread out at others. •If we do that, we’ll lose
closely linked line.
efficiency.
Use smaller equipment
•They don’t make machines
Smaller machines that fit more easily
like that.”
into a closely linked line can be built
•We’ll have to spend a
inexpensively.
fortune buying new
equipment!
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Process Waiting
Materials Waiting
Parts from outside vendors •No, the vendor is a bigger
Vendor guidance company than we are.
Operations delayed by Need to provide guidance and training •Sure, we can try to help
missing materials or in JIT and re-evaluate the vendor’s them, but it won’t do any
Parts delivery system. good.
Reorganization •It’ll cost us more if we ask
Need to reorganize based on number them to deliver more
of orders and vendor evaluation. often.
In-House Manufactured Parts •There’s no way to avoid
Address the ultimate cause having those few
Address the improvement to the defectives.
ultimate cause—defects, machine •Machines break down
breakdowns, insufficient
Lecture Presentation by capacity,
Dr. M Fahador because they’re machines
whatever. —it’s inevitable.
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Process Waiting
Operation Method Waiting
Caravan operations
The factory is understaffed In-line formation
and workers are processing Redesign the scattered processes into •We have no choice—we’re
lots at more than one an in-line formation. short of workers right now.
process station. Multi-process handling •One-piece flow sounds like
Develop operations into multiprocess one big hassle. It wouldn’t
handling. work.
One-piece Flow

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Lot Waiting
Reasons for Lot Production
 The processes are separated
 Mass production equipment
 Product changeover takes too much time
 Operations are hard to balance

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Lot Waiting
Lot Waiting
•That machine can’t be

In-line Formation moved over here.”
Process is separated Line up the equipment according to •That is a very high-precision
the process sequence. machine. It shouldn’t be
One-piece flow moved.
Switch to one-piece flow. •One piece at a time? What
are you talking about?

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Lot Waiting
Lot Waiting
Mass-production Cycle time
equipment One-piece production must be in
•Making things one at a
Equipment is mainly accordance with cycle time.
time had got to result in
designed for high output One-piece production
lower efficiency.
and cannot handle one- Don’t gather workpieces into batches
•I’ve never even heard of
piece flow. for processing, always process just
a machine built for
one at a time.
one-piece processing.
Use smaller equipment
•It’ll get expensive if we start
Smaller machines that fit more easily
changing the equipment.
into a closely linked line can be built
inexpensively.
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Lot Waiting
Lot Waiting
Assembly
Changeover within cycle time
Changeover of parts, jigs, and so on
should be able to be finished within the •There are just too many
Product changeover
cycle time. parts. It can’t be done.
takes too much time
Sequence feed •If we do that, we’ll need
Parts should be fed to the line too much labor on the line.
according to the assembly sequence. •Changeover time can’t be
Processing made any shorter than this.
Changeover
Improve changeover to enable single
changeover orPresentation
Lecture even zerobychangeover.
Dr. M Fahad
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Lot Waiting
Lot Waiting
SOS system
Balance the line immediately •Stop the line? You must be
and without further planning. crazy!
Operations are hard Baton touch zone method •If we ever forget to touch
to balance Perform each operation at a the baton, there’ll be lots
prescribed pitch, then move directly of defectives.
on to the next one. •Frankly, I don’t think I
Multi-process handling could learn to handle so
Train workers to handle all processes many processes.
on the line, from start to finish.

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Eliminating Wasteful Movements by People
Improving Actions
Improving
Operation Improving Point of Operation

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Principles Relating to the Use of the Body:

1. Start and stop manual operations using both hands at once.
2. Keep arm motions simultaneous and symmetrical.
3. Minimize leg and torso motions.
4. Use gravity instead of muscle power.
5. Avoid motions that zigzag or turn sharply.
6. Make motions rhythmic.
7. Ensure easy posture and easy motions.
8. Use the feet, too.

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Principles Relating to the Use of the Body:

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Principles Relating to the Workplace Layout:

1. Keep all materials and tools in front and close (maximum
proximity of use points).
2. Lay out materials and tools in their order of use.
3. Use inexpensive types of power.
4. Keep the work tables and equipment matched to the worker’s
height.
5. Make the work environment as comfortable as possible.

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Principles Relating to Jigs, Tools and Machinery:

1. Let the feet work, too.
2. Integrate tool functions to minimize tool variety.
3. All materials and parts should be easy to pickup.
4. All handles and knobs should be in convenient places and in an
easy-to-use shape.

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Before After

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Before After

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Before After

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Before After

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Before After

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Before After

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Before After

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Before After

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Before After

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Before After

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Before After

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Before After

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Before After

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Before After

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Waste Assessment Model

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Overproduction
O_I Over-production consumes and needs large amounts of raw material causing stocking of
raw material and producing more work-in-process that consume floor space, and are
considered as a temporary form of inventory that has no customer (process) that may
order it.
O_D When operators are producing more, their concern about the quality of the parts
produced will decrease, because of the sense that there exists enough material to
substitute the defects.
O_M Overproduction leads to non-ergonomic behavior, which leads to non-standardized
working method with a considerable amount of motion losses.
O_T Over-production leads to higher transportation effort to follow the overflow of
materials.
O_W When producing more, the resources will be reserved for longer times, thus other
customer will be waiting and larger queues begin to form.
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Defects
D_O Over-production behavior appears in order to overcome the lack of parts due to
defects.
D_I Producing defective parts that need to be reworked means that increased levels of WIP
exist in the form of inventory.
D_M Producing defects increases the time of searching, selection, and inspection of parts,
not to mention that reworks are created which need higher training skills.
D_T Moving the defective parts to rework station will increase transportation intensity
(back streams) i.e. wasteful transportation activities.
D_W Reworks will reserve workstations so that new parts will be waiting to be
Processed.
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Inventory
I_O The higher level of raw materials in stores can push workers to work more, so as to
increase the profitability of the company.
I_D Increasing inventory (RM, WIP, and FG) will increase the probability of becoming
defected due to lack of concern and unsuitable storing conditions.
I_M Increasing inventory will increase the time for searching, selecting, grasping,
reaching, moving, and handling.
I_T Increasing inventory sometimes block the available aisles, making a production
activity more transportation time-consuming.
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Motion
M_I Non-standardized work methods lead to high amounts of work in process.
M_D Lack of training and standardization means the percentage of defects will increase.
M_P When jobs are non-standardized, process waste will increase due to the lack of
understanding the available technology capacity.
M_W When standards are not set, time will be consumed in searching, grasping,
moving, assembling, which result in an increase in waiting parts.
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Transportation
T_O Items are produced more than needed based on the capacity of the handling system
so as to minimize transporting cost per unit.
T_I Insufficient number of material handling equipment (MHE) leads to more inventory that
can affect other processes.
T_D MHE plays a considerable role in transportation waste. Non-suitable MHE can
sometimes damage items that end being defects.
T_M When items are transported anywhere this means a higher probability of motion waste
presented by double handling and searching.
T_W If MHE is insufficient, this means that items will remain idle, waiting to be
transported.
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Over Processing
P_O In order to reduce the cost of an operation per machine time, machines are pushed
to operate full time shift, which finally results in overproduction.
P_I Combining operations in one cell will result directly to decrease WIP amounts because of
eliminating buffers.
P_D If the machines are not properly maintained defects will be produced.
P_M New technologies of processes that lack training create the human motion waste.
P_W When the technology used is unsuitable, setup times and repetitive downtimes will
lead to higher waiting times.
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Waiting
W_O When a machine is waiting because its supplier/operator is serving another customer,
this machine may sometimes be forced to produce more, just to keep it running.
W_I Waiting means more items than needed at a certain point, whether they are RM, WIP,
or FG.
W_D Waiting items may cause defects due to unsuitable conditions.
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Waste Assessment Model: Questions

Question Weight
(1) Does i produce j :
Always 4
Sometimes 2
Rarely 0
Question Weight
(2) What is the type of relationship between i and j :
As i increases, j increases 2
As i increases, j reaches a constant level 1
Random, depends upon conditions 0
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Question Weight
(3) The effect of j due to i :
Appears directly and clearly 4
Needs time to appear 2
Not often appears 0
Question Weight
(4) Eliminating the effect of i on j is achieved by:
Engineering methods 2
Simple and direct approach 1
Instructional solution 0
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Question Weight
(5) The effect of j due to i mainly influences:
Quality of products 1
Productivity of resources 1
Lead time 1
Quality and productivity 2
Productivity and lead time 2
Quality and lead time 2
Quality, productivity and lead time 4
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Question Weight
(6) In which degree does the effect of i on j
increase manufacturing lead time:
High degree 4
Medium degree 2
Low degree 0
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Waste Assessment Model: Results Tabulation

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Waste Assessment Model: Results Tabulation

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Waste Assessment Model: Waste Relationship Matrix

 Helpful in identifying major sources of waste
 Enables to rank the significance of each type of waste
and their interrelationship
 Each row indicates the effect of a certain waste on the
other six wastes
 Each column indicates to what extent a certain type of
waste is affected by other six wastes
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Ten “Arguments” against Improvement

1. Lean improvements won’t do any good
2. It sounds like a good thing but we still don’t want to do
it
3. Looks good on paper only
4. Costs are already as low as they can possibly get
5. But we’ve already been doing things that way

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Ten “Arguments” against Improvement

6. We don’t want people looking over our shoulders and
telling us what to do
7. We can’t lower costs any more without lowering
quality
8. Everything is going just fine now. Why change it?
9. That’s a lousy idea! We already tried it 15 years ago
10.We understand this stuff better than anybody (so
don’t tell us what to do)
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Ten “Basic Spirit” Principles for Improvement

1. Throw out all of your fixed ideas about how to do
things
2. Think of how the new method will work – not how it
will not
3. Do not accept excuses. Totally deny the status quo
4. Do not seek perfection (a 50% implementation rate is
fine as long as it is done on the spot)
5. Correct mistakes the moment they are found
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Ten “Basic Spirit” Principles for Improvement

6. Do not spend money on improvements
7. Problems give you a chance to use your brain
8. Ask “Why?” at least five times until you find the
ultimate cause
9. Ten people’s ideas are better than one person’s
10.Improvement knows no limits

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AGILE AND LEAN MANUFACTURING

Analyzing current condition

Lecture Presentation by Dr. M Fahad

Arrow Diagrams: Finding Waste in the Flow of Goods

 Are a good tool in flushing out the major sources/types of

Lecture Presentation by Dr. M Fahad

Altering the shape/properties of the WIP in

Arrow Diagrams: How to create

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Operation Analysis Table: Finding Waste in People’s Actions

Lecture Presentation by Dr. M Fahad

Operation Analysis Table: Five key points to remember

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Waste Finding Checklist

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Eliminating Retention Waste

Lecture Presentation by Dr. M Fahad

Eliminating Retention Waste

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

•That machine can’t be

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Eliminating Wasteful Movements by People

Lecture Presentation by Dr. M Fahad

Principles Relating to the Use of the Body:

Lecture Presentation by Dr. M Fahad

Principles Relating to the Use of the Body:

Lecture Presentation by Dr. M Fahad

Principles Relating to the Workplace Layout:

Lecture Presentation by Dr. M Fahad

Principles Relating to Jigs, Tools and Machinery:

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Lecture Presentation by Dr. M Fahad

Waste Assessment Model

Waste Assessment Model

Waste Assessment Model

Waste Assessment Model

Waste Assessment Model

Waste Assessment Model

Waste Assessment Model