WAR ON WASTE

WASTE
IS
OUR ENEMY

COME LET US FIND THEM

AND ELIMINATE THEM
JS/CWCM
 WASTE ELIMINATION
Waste exists in several forms.
It exists in KNOWN form and also in UNKNOWN form
The UNKNOWN form is far higher than the KNOWN
form
Waste also is obvious sometimes and not so Obvious
many times

The KNOWN and the OBVIOUS forms of Waste are

like the tip of the iceberg.

JS/CWCM
 WHAT IS WASTE ?

• Anything other than the Minimum amount of equipment, Material,

Parts and working time absolutely essential to Production.’
• ‘Anything other than the absolute Minimum resource of Machines,
Manpower, Material, etc..... required to add value to the Product.’

JS/CWCM
WASTE ELIMINATION
( Look For Waste)

• Every Plant has a hidden

plant. (Producing Waste
Rejects/Defects/ Reworks)
• Also a hidden office ?

JS/CWCM
 …... ALSO “HIDDEN OFFICES”

“ LET’S FACE IT. THE EASIEST TO COMMIT, HARDEST TO FIND, AND

MOST EXPENSIVE TO FIX ERRORS HAPPEN OUTSIDE THE
MANUFACTURING AREAS. SERVICE, EXECUTIVE, ADMINISTRATIVE,
AND OTHER PAPERWORK FUNCTIONS PROVE EVERY DAY THAT THE
PEN IS MESSIER THAN THE SOLDERING IRON”.

ITT “Quality Ideas”

January, 1977
JS/CWCM
 Layers of Waste

Actual Work
ONION ANALOGY - Layers of Wasteful activities over the core activity

JS/CWCM
 VISIBLE WASTE

INVISIBLE WASTE

ICE BERG ANALOGY: > 90 % WASTE INVISIBLE

JS/CWCM
 VALUE

Value is that perception of the customer about the Product or service for
which he is willing to pay
E.g... Cooking, Dyeing,Bleaching,Spinning,Weaving,
Teeth cutting,Reaction, invoicing,finishing,painting
assembly, Forming etc....

Please list a few value adding activities which you perform:

JS/CWCM
 NON VALUE ADDING ACTIVITIES
ALSO KNOWN AS ‘ MUDA’

Those activities which do not in any way contribute to the main

process of converting the inputs to Goods or Services which meets
the Customer needs.
NVAs are those activities which do not add value but add
substantially to Cost. The customer is certainly not willing to pay for
these costs.
E.g... Inspection, Rejection,Rework/Reprocessing,Material Handling,
Transportation, Inventory to name a few major NVAs .
Could you list a few of the activities that you perform which is non
value adding ?

JS/CWCM
 Value Adding

Material
Defects
Handling
Inventory Inspection

Over

Down Time Production

Others

NON VALUE ADDING ACTIVITIES

JS/CWCM
 TYPICAL MAJOR NON VALUE ADDING
ACTIVITIES

• Inspection, 100% Inspection.

• Rework / Reprocessing.
• Rejects.
• Inventory (RM, WIP, FG) holding, handling, transporting.

JS/CWCM
 VALUE ADDING /
NON VALUE ADDING ACTIVITIES

S no ACTIVITY VA NVA
1. Point out contained to be retrieved
(to the handling equipment operator)
2. Retrieve the container and place it on
Floor
3. Transfer to issue container after
Counting
4. Move to electro plating section
5. Waiting for electro plating operation
6. Electro plating operation
7. Move to stores
8. Wait for the reach truck
9. Retrieve the storage container
10. Transfer the electro plated components
into storage container after weighing
11. Put the storage container back on
JS/CWCM
the rack.
 IDENTIFICATION OF NVA
Dept..: Section: Job:
Description of activity frequency Customer

JS/CWCM
 CAN 100 % INSPECTION GUARANTEE
ZERO DEFECT ???

NO
DON’T AGREE ? THEN CHECK OUT.
Please find out the total number of the letter ‘e’
in the following text.
Defective goods will surely cost money in one of three ways, 1) The product
must be re worked to correct the defect,in which case the rework labor and
material costs represent waste 2) It may be scrapped, in which case the entire
thing is a waste 3)it may be sold to customers who on discovering that the
product is defective return it for repair under warranty and may be
dissatisfied to the extent that they may never buy again.Warranty costs
represent waste and the potential for a lost customer is a future loss of
sales.In a traditional factory it is possible to produce large quantity of defects
before they are discovered and corrected.Lines are kept running even when
defects are produced.But in a JIT factory, defects are never permitted.The
line is stopped when defect occursJS/CWCM
and resumed only after correcting it..
NON VALUE ADDING ACTIVITIES

• FIRST TRY TO ELIMINATE

• LOOK FOR IMPROVEMENTS ONLY IF CANNOT BE
ELIMINATED.

JS/CWCM
 DEMING’S SAYINGS

• DEFECTS ARE NOT FREE.SOMEBODY MAKES THEM AND

GETS PAID FOR MAKING THEM
• ROUTINE 100 % INSPECTION TO IMPROVE QUALITY IS
EQUIVALENT TO PLANNING DEFECTS

JS/CWCM
 TAICHI OHNO’S SAYINGS

• DON’T CONFUSE ‘VALUE’ WITH ‘PRICE’

• IF YOU RAISE YOUR PRICE BUT THE ‘VALUE REMAINS THE
SAME, YOU WILL QUICKLY LOSE YOUR CUSTOMER
• MANPOWER IS SOMETHING THAT IS BEYOND
MEASUREMENT.CAPABILITIES CAN BE EXTENDED
INDEFINITELY WHEN EVERYONE BEGINS TO THINK.
• TRANSFORM MERE MOTION INTO WORK.
• OVERPRODUCTION CREATES COUNTLESS NUMBER OF
WASTES.

JS/CWCM
 LOOK FOR
WASTES
IN DIFFERENT FORMS

JS/CWCM
 CONCEPT OF 3 “MU”S
3 “MU”S

MURI - STRAIN
MURA - INCONSISTENCY
MUDA - WASTE

THE WORDS STRAIN, INCONSISTENCY AND

WASTE ARE EXPRESSIONS OF PROBLEMS

1. MURI: - EXCESSIVE EFFORT, EXERTION OR

TENSION

- EXCESSIVE DEMAND ON ONE’S

EMOTIONS

JS/CWCM
 MURA -
Inconsistency, Variability,
Lack of Uniformity,

No consistency.
MUDA-
Non Value Adding Activities,
Material Handling,
Waiting, Queuing, Delays,
Inspection, Rejection,
Rework,Inventory

JS/CWCM
WRITE DOWN ONE EXAMPLE FOR EACH

1) MAN - MURI
MURA
MUDA
2) MACHINE - MURI
MURA
MUDA
3) MATERIAL MURI
MURA
MUDA
4) METHOD MURI
MURA
MUDA
JS/CWCM
 12 Types of Waste
( MUDA sub categorisation)
MUDA can be found in the following
• 1) Over Production
• 2) Waiting
• 3) Conveyance
• 4)Unnecessary Processing
• 5) Inventory
• 6) Motion
• 7) Defect
• 8) Unnecessary Placement
• 9) Communication & Administration
• 10) Untidiness
• 11) Bottlenecks
• 12) Timing
JS/CWCM
ADDITIONAL 5 CATEGORIES OF WASTE

• Inspection
• Administration
• relabelling
• Waste of elapsed time
• Waste of Customer Goodwill

JS/CWCM
 SOURCES OF WASTE
1. Material : Scrap, Energy, Poor Supplies, Untrained
Suppliers, Material Waste (No matter
where it happens - on way to customer,
on way from suppliers, in supplier’s
plants - everywhere

2. Capital: In Inventory, Receivable, Excess

Equipment

3. Time of: Right from top to bottom most person

People working on things that count

4. Lost : All gross margin from all sales that did not take Sales place, but
would have, if everything was right Reasons for lost sales often include late shipment
poor factory quality,poor design, sales people not calling on the right person, poor
marketing plan
JS/CWCM
 CHRONIC SPORADIC WASTE
WASTE

• Latent or Hidden • Highly Visible and

• Cause and Effects attention seeking.
relationship unclear. • Cause and Effect
• Occurs repeatedly within a relationship relatively easy
certain range of to link.
distribution. • Sudden outbreak that goes
• Innovation required to beyond the normal
eliminate this. distribution.
• Restoration of ideal
conditions required for
eliminating
JS/CWCM
Losses obvious not so obvious
Hidden

1) Sporadic breakdowns *
2)Chronic breakdowns. *
3)Setup and adjustment. *
4) Speed. *
5) Sporadic Quality Defects. *
6)Chronic Quality Defects. *

JS/CWCM
 CHRONIC WASTES

• Latent/Hidden
• Low loss per occurrence but cumulative loss is significant.
• Occurs frequently/continuously
• Is very difficult to overcome and calls for cross functional
inputs.
• Generally taken for granted and does not come up for serious
attention..
• Are difficult to quantify.
• Must be detected through comparison with optimal
conditions.

JS/CWCM
 WHY CHRONIC WASTES ARE NEGLECTED ?

• The Cause is Unknown.

• A Cause is Known but Action taken is Inappropriate.
• Remedial Action is Incomplete.
• Underestimation of losses.
• Incorrect assumptions.
• Mind set that it is minimum and un avoidable

JS/CWCM
 20
SPORADIC RISE
P
E
R
C
E 10
N
T GAIN
CHRONIC
A
G
E

0
TIME JS/CWCM
SOME TYPICAL HIDDEN
WASTES IN INDUSTRIES

JS/CWCM
SOME TYPICAL CHRONIC WASTES IN FACTORIES

1) More moisture for drying

2) Idle running of equipment
3) Chip carrying/Crusher conveyor
running intermittently empty.
4) Residual loss in Drums/Carboys
5) Excess boiler blow downs
6) Excess dosage of chemicals
7) Blending to manage off spec items
8) Derated machines
9)repacking of damaged bags
10) Unnecessary blending
JS/CWCM
SOME TYPICAL CHRONIC WASTES IN FACTORIES

11) Re dyeing
12) Re winding of Yarn
13) Multiple counting,weighing,handling,stacking.
14) Over flow from Water tank
15) Engaging full time for sweeping floor spillage of Product.
16) Fork Lift idle running for 5 minutes in every cycle of 12
minutes for filling bulk bag
17)FG Trucks waiting for loading as Document is not received
18) Mixed up bobbins being sorted regularly
19) Molasses pump running continuously even when not
needed.

20) Trolleys needing minor repairs lying in scrap yard

JS/CWCM
SOME TYPICAL WASTES IN OFFICE OPERATIONS
1) Poor Communication :people turning up but meeting postponed
2) Frequent followups
3) Multiple copying,filing
4) reworks
5) Rejects
6) Waiting time
7) Duplication
8) Searching for documents,Files
9) Frequent processing of same information
10) Office equipment failures

JS/CWCM
 CASE EXAMPLES HIGHLIGHTING
IDENTIFICATION AND ELIMINATION OF
HIDDEN WASTES

JS/CWCM
A CASE OF CHRONIC THROUGHPUT LOSS IN A
PROCESS PLANT:
The process involved crystallisation of a solution in a Vacuum evaporator
which was of batch type. The feed material is prepared in batches after a
series of treatments and filtration..The evaporator had a capacity of 5.5Cum
but was underloaded to 5 Cu M always.The problem became hidden as over
the years the original capacity was forgotten.
The trigger was provided when the need for expansion
arose. It was then found that the root cause for the underloading was the
restriction imposed by the Pre mix tank which was of capacity 5 Cu M only
due to the ceiling height restriction imposed by the building.
The design of the tank was then changed and the ceiling height constraint
was overcome by cutting opening a hole on the roof allowing the tank
agitator motor to project outside.A Canopy was provided above the
projection
JS/CWCM
A CASE OF CHRONIC LOSS IN THROUGHPUT LEADING TO
EXCESS CONSUMPTION OF
EXPENSIVE CHEMICALS AND UTILITIES.
The Process involved reconstitution of powdery material into slurry of
particular solid concentration which was further processed in cookers
and reaction vessels,evaporators and so on.
The input solid was hovering around 31% while the standards was 34
%. The process parameters throughout was designed on the basis of 34
%.
The root cause was attributed to the packing of the powdery raw
material. The material was being received in 50 Kg HDPE woven
sacks.Every batch required 68 bags to be charged and atleast 10
batches are prepared in a shift.
In the given manual charging system it was just not possible for the
operators to count the exact number. Moreover, some material
remained inside the bags mostly adhering to the walls.
Are usable jumbo bag of capacity 500 kg was introduced and the
problem was solved. There wereJS/CWCM
other savings too due to reduction in
handling,spillage loss elimination
A CASE OF MOISTURE IN THE FINISHED PRODUCT BEING
LESS THAN STANDARD

The process involved flash drying of a crystalline material The moisture

was controlled by temperature controllers by a bank of electrical
heaters and controlling the flow rate.
The moisture was consistently found to be much below the standard
prescribed.Tthe reason attributed was that it is better to play safe rather
than risk rejection in international market.
The process capability issue was not even considered.
The process was studied and SOP was prescribed to ensure moisture
conformity within acceptable range.
Chronic loss due to a play safe attitude was eliminated.

JS/CWCM
A CASE OF CHRONIC LOSS DUE TO EXCESS EVAPORATION
LOAD
The process involved evaporation of a feed solution from 34 %
concentration to 60 % concentration.
The symptom was the Plant struggling to meet the capacity.The
evaporators were becoming bottleneck.The concentration of the feed
solution
was increasing.
The problem solving focus got initially diverted to the performance of
evaporator itself such as scaling, temperature,cooling tower
efficiency,vacuum leak etc...
However, it was found that the problem was increasing dilution of the feed
solution.The root cause was identified as excess washing in the previous
stage of operation.
The problem was then solved by installing flow meters to control the
quantity of water used for washing.
JS/CWCM
A CASE OF CHRONIC LOSS IN A SHEETING CONVEYOR IN A
CONTINUOUS CHOCOLATE MAKING PLANT
The operation involved layering of two types of material one over the
other in a sheet form on a conveyor. The sheet of two layers is then slit into
16 strips in a a gang slitter which is mounted along the travel direction of
the conveyor.The gang slitting operation resulted in ribbon waste or trim
waste on either side which was collected in trolleys. The trim waste
quantity itself was varying.
The rejection due to this was nearly 20 % of the throughput. The material
was recycled and hence not much a matter of worry. It became a chronic
problem and hence became a hidden waste.
The problem was taken by a Cross functional team.The team analysed the
cause for the trim waste which was considered as inevitable.The argument
was, ‘ You cannot produce a sheet of width exactly equal to the width of
16 bars.Some trim waste is inevitable.
The problem was compounded by the tracking of belt which caused
shifting of the layer of material with respect to the slitter. Anti belt tracking
devises reduced the trim waste from 20 % to 10 % levels.
JS/CWCM
A CASE OF CHRONIC LOSS DUE TO BLENDING OF LIQUID
MATERIAL.
A plant was producing a liquid product of standard concentration of 70
%. There were 50 Cu M storage tanks to hold the finished stock.
Nevertheless the tanks were not not available now and then.
it was found that the tanks were holding slightly off spec ( from the
concentration point of view) which was then blended by pumping from
one tank to another.
The practice which started as a salvage measure became a standard
operation and therefore the tanks were not adequate . After all post
manufacture blending is not a standard operation and was not planned for.
The emphasis was then placed on finding out the root cause for variation
in the finished product concentration rather than correction through
blending.

JS/CWCM
A CASE OF CHRONIC LOSS DUE TO DE RATED MACHINES

The operation involved twist wrapping machines used for wrapping candy
in a confectionery manufacturing firm.
The machines were rated for a speed of 600 Units per machine. But the
quality of wrapping material prevented the machine from being operated
beyond 500 Units per minute.
Attempts to operate beyond 500 Units per minute resulted in poor
wrapping.
However, over period of time wrapping material was changed but the
machines continued at 500 Units per minute as the operating capacity
became the standard capacity.
A team approach solved the problem which involved restoring the basic
operating conditions.
The machines then started operating at 600 Units per minute.

JS/CWCM
A CASE OF CHRONIC LOSS DUE TO EXCESS QUANTITY OF
SAMPLE PRODUCED

In a Textile Plant manufacturing dyed yarn, small quantities have to be dyed

to be sent to customers as sample.
The Vessel used for Dyeing the sample quantity could hold 500 gms which
was the quantity dyed everytime. The excess was a waste.
A solution by installing a small adapter basket inside the vessel reduced the
quantity of sample. The waste was thus reduced..

The savings due to elimination of the waste is about Rs 4 Lakhs per annum

JS/CWCM
A CASE OF CHRONIC OVER FLOE OF CHILLED WATER IN A
HUMIDIFICATION PLANT

The process involved chilling of water through vapour absorption

chillers.The chilled water is stored in a tank and thereafter pumped to the
humidification plant.
The problem was analysed through 5 Why analysis
The immediate cause was motor tripping due to pump failure. It was found
that the root cause is the jamming of the impellers of the pump by the
small plastic spray nozzles which were getting dislodged from the
humidification plant.
As an immediate measure, strainer was installed in the line to prevent
ingress of these nozzles into the impeller.
However, another study to find out the root cause as to why the small
plastic nozzles were getting dislodged was then referred to another team..
The loss of chilled water due to overflow
JS/CWCMcontrolled.
A CASE OF REDUCTION OF CONE WEIGHT VARIATION
LEADING TO REWINDING IN A YARN MANUFACTURING
PLANT:
The Standard weight of a cone of cone is 1.9 Kg with an allowable
margin of 100 gms on either side
However, variation beyond this range happens and therefore, a separate
section for rewinding of such cones exists. The whole operation being
non value adding.
A study was conducted on one of the winding machines to analyse the
problem.
The analysis revealed the problem being restricted to a particular winding
machine.
A cause and effect analysis was done.
Operators were trained to carryout autonomous checking of cone weight
and make adjustments.
Sops were provided to prevent wrong practices such as premature
opening of doffs.
JS/CWCM
Rewinding work eliminated by nearly 80 %..
 A CASE OF WASTE DUE TO CHRONIC UNDERLOADING OF
GENERATOR

The Case involved two D G sets of rating 700 KW rating each.

One of the DG set was operated at 510 KW and the other operated at 633
KW.
The reason for the derating is excess temperature of water at engine outlet.
The cooling water flow was in adequate due to choking of line because of
scale formation.
Sop developed for weekly cleaning of strainer of cooling water line
Schedule for cleaning of heat exchanger made.
The saving potential by proper operation of the Dg sets is in the range of
Rs 1500 to Rs 3300 per day due to peak hour operation..
.
JS/CWCM
A CASE OF frequent JAMMING OF TAIL PULLEY IN CRUSHER
CONVEYOR LEADING TO BREAKDOWNS

The Tail pulley of the main conveyor in a ore crusher plant gets jammed
due to spillage of the lumps.The spilt material has to be cleared after
stopping the conveyor as otherwise the conveyor cannot run.
The chronic waste was eliminated by modifying the length of the
secondary conveyor to eliminate the spillage.

The Non value adding activity of frequent clearing of the spilt lumps and
the stoppage of the conveyor got eliminated.

JS/CWCM
BASIC WORK CONTENT APPROACH
TO
WASTE IDENTIFICATION

JS/CWCM
 A

TOTAL WORK
CONTENT
TOTAL TIME OF B
OPERATION
UNDER EXISTING
CONDITIONS C

D TOTAL
INEFFECTIVE TIME

E
JS/CWCM
BASIC WORK CONTENT APPROACH
 BASIC WORK CONTENT

IS THE IRREDUCIBLE MINIMUM REQUIREMENT OF THE NEEDED

RESOURCES.

THAT IS MINIMUM OF OR NIL MATERIAL REMOVAL, MINIMUM TIME OF

MACHINE,MANPO AND FACILITIES.

MINIMUM MOVEMENT OF MATERIAL ETC..

IT IS CERTAINLY A THEORETICAL CONCEPT BUT GIVES A REFERENCE TO

WORK OUT WASTES WHICH ARE ADDED ON TO THE BASIC WORK
CONTENT.

JS/CWCM
 ACTUAL WORK CONTENT

THE ACTUAL OPERATION TIME IS MUCH MORE THAN BASIC WORK CONTENT
DUE

A) WORK CONTENT ADDED DUE TO EXCESSIVE DESIGN OR SPECIFICATIONS

WHICH ARE NOT MEETING THE CUSTOMER NEEDS.

B) WORK CONTENT ADDED DUE TO INEFFICIENT METHODS OF MANUFACTURE

OR OPERATION

C)INEFFECTIVE TIME DUE TO SHORTCOMINGS OF MANAGEMENT

D) INEFFECTIVE TIME WITHIN THE CONTROL OF EMPLOYEES.

JS/CWCM
A ) WORK CONTENT ADDED DUE TO EXCESSIVE
DESIGN.SPECIFICATIONS

A 1) BAD DESIGN OF PRODUCT WHICH PREVENTS USE OF MOST ECONOMIC PROCESS

A 2 ) LACK OF STANDARDISATION WHICH PREVENTS USE OF HIGH PRODUCTION

PROCESSES.

A 3) INCORRECT QUALITY STANDARDS WHICH CAUSE UNNECESSARY WORK.

A 4) DESIGN WHICH DEMANDS REMOVAL OF EXCESS MATERIAL

JS/CWCM
TECHNIQUES TO ELIMINATE EXCESSIVE DESIGN/SPECIFICATION
LEADING TO BUILT IN WASTE.

1) VALUE ANALYSIS

2) PRODUCT DEVELOPMENT

3) SPECIALISATION AND STANDARDISATION

4) MARKET, CONSUMER AND PRODUCT RESEARCH

JS/CWCM
B ) WORK CONTENT ADDED DUE TO INEFFICIENT METHOD OF
MANUFACTURE/PROCESS

B 1) WRONG MACHINE

B2)PROCESS NOT OPERATED CORRECTLY OR IN DETERIORATED CONDITION

B 3) IN APPROPRIATE TOOLS USED.

B 4) IMPROPER LAYOUT CAUSING WASTED/LONGER MOVEMENT.

B 5 ) IMPROPER WORKING METHODS.

JS/CWCM
B ) WORK CONTENT ADDED DUE TO INEFFECTIVE
METHODS/PROCESS
TECHNIQUES TO ELIMINATE

1) PROCESS PLANNING

2) PROCESS CAPABILITY STUDIES

3) METHODS STUDY

4) WORK INSTRUCTION & TRAINING

5) STANDARD OPERATING PROCEDURES AND COMPLIANCE MONITORING

6) POKA YOKE SYSTEMS

JS/CWCM
C) INEFFECTIVE TIME DUE TO OPERATING SYSTEMS AND
WORK CULTURE

C 1 ) LACK OF STANDARDISATION OF TOOLS, PRODUCTS .

C 2) HIGH SET UP TIME

C 3) LACK OF PLANNING

C 4) PLANT BREAKDOWNS

C 5) PLANT IN BAD CONDITION

C 6) IMPROPER WORKING CONDITIONS

JS/CWCM
C) INEFFECTIVE TIME DUE TO OPERATING SYSTEMS
AND WORK CULTURE

C 7) UNSAFE CONDITIONS

C 8) LARGE BATCH SIZES AND FUNCTIONAL LAYOUTS

C 9) DEPENDENCY ON INSPECTION FOR QUALITY

C 10 ) LACK OF EMPLOYEE INVOLVEMENT

C 11) REWORK/REPROCESSING

C 12) HIERARCHICAL STRUCTURE LEADING TO DELAYS IN

COMMUNICATION

JS/CWCM
TECHNIQUES TO ELIMINATE INEFFECTIVE TIME DUE TO SYSTEMS,
AND WORK CULTURE
1) CREATE EMPLOYEE INVOLVEMENT THROUGH SELF MANAGED HIGH
PERFORMANCE TEAMS.
2) CREATE SENSE OF OWNERSHIP IN ALL EMPLOYEES
3) INSTALL HIGH RESPONSE PLANNING SYSTEMS
4) ADOPT JIT APPROACH TO PROCUREMENT OF MATERIALS
5) REVIEW LAYOUT AND ADOPT CELL BASED PRODUCTION SYSTEMS.
6) FOLLOW AUTONOMOUS MAINTENANCE, PLANNED MAINTENANCE, QUALITY
MAINTENANCE TO ELIMINATE BREAKDOWNS AND IMPROVE OVERALL
EQUIPMENT EFFECTIVENESS.
7) PRACTICE HOUSE KEEPING TO ELIMINATE WASTE AND REMOVE UNSAFE
CONDITIONS.
PROVIDE CONTINUOUS TRAINING TO EMPLOYEES ON PROCESS/PRODUCT AND

OPERATIONS .
JS/CWCM
D ) INEFFECTIVE TIME WITHIN THE CONTROL OF THE
EMPLOYEES

D 1) ABSENTEEISM, LATE COMING AND IDLE TIME

D 2 ) DEVIATION FROM SOP LEADING TO SCRAP, REWORK

D 3) UNSAFE ACTS LEADING TO ACCIDENTS

JS/CWCM
TECHNIQUES TO ELIMINATE INEFFECTIVE TIME WITHIN THE
CONTROL OF EMPLOYEES

1) EMPLOYEE EMPOWERMENT

2) FOSTER TEAM BASED STRUCTURE

3) SENSE OF OWNERSHIP TO THE TEAMS

4) EQUIP THE TEAMS WITH TOOLS AND TECHNIQUES IN AUTONOMOUS PROBLEM

SOLVING.

5) INSTALL RECOGNITION AND REWARD SYSTEMS AND FOSTER HEALTHY COMPETITION

AMONGST THE TEAMS.

JS/CWCM
SYSTEMATIC WASTE ELIMINATION
PROGRAM

TO ELIMINATE CHRONIC WASTES

JS/CWCM
 THE 3 MORTAL MANUFACTURING
SINS.

THE 4 Ms

E
MATERIALS L
MURI(STRAIN)
I
MACHINES MURA(VARIABILITY) M
MAN I
MUDA(WASTE)
N
METHODS A
T
IMPROVEMENT STRATEGY E

JS/CWCM
ORGANISED WASTE ELIMINATION PROGRAM
PRE REQUISITES

• COMMITMENT OF TOP MANAGEMENT

• CONTINUOUS INVOLVEMENT OF EVERYONE
• PROVIDE TRAINING INPUTS FOR PROBLEM SOLVING
• CROSS FUNCTIONAL APPROACH
• ‘TOTAL’ APPROACH

JS/CWCM
 PROJECT PRIORITISATION

• RETURN ON INVESTMENT
• SCOPE FOR POTENTIAL IMPROVEMENT
• URGENCY
• EASE OF TECHNOLOGICAL SOLUTION
• HEALTH OF THE PRODUCT LINE
• PROBABLE RESISTANCE TO CHANGE

JS/CWCM
 ANALYSIS OF SYMPTOMS
( The outside evidence that something is wrong)

DIAGNOSTIC REMEDIAL
JOURNEY JOURNEY
• FROM SYMPTOM TO • FROM CAUSE TO REMEDY
CAUSE • FIND THE SOLUTION THAT
• FIND THE ROOT CAUSE ( WILL GET RID OF THE
Do not stop with the immediate PROBLEM TYPE
cause) EVIDENCED BY THE
SYMPTOM

JS/CWCM
 WHY SPLIT THE TWO JOURNEYS ?

• THEIR PURPOSE IS DIFFERENT

• THEY REQUIRE DIFFERENT SKILLS
• COMPLICATION IS DIFFERENT
• MAY BE CARRIED OUT BY DIFFERENT PEOPLE

JS/CWCM
SOME COMMON DIAGNOSTIC TOOLS

• TALLY SHEETS
• FREQUENCY DISTRIBUTION
• PROCESS CAPABILITY
• PARETO ANALYSIS
• ISHIKAWA DIAGRAM
• TIME TO TIME ANALYSIS
• CORRELATION

JS/CWCM
 TESTING OF THEORIES

• ANALYSE IN HOUSE DATA

• STUDY OF CURRENT OPERATIONS
• PROCESS CAPABILITY ANALYSIS
• STREAM TO STREAM ANALYSIS
• TIME TO TIME VARIATION
• BY ‘CUTTING NEW WINDOWS’
• DESIGN OF EXPERIMENTS

JS/CWCM
 THE REMEDIAL JOURNEY

• OPTIMISE TOTAL COSTS, NOT DEPARTMENTAL COSTS

• PLAN FOR QA/EARLY WARNING SYSTEMS
• DESIGN FOR ACTUAL RATHER THAN INTENDED USE
• DESIGN REVIEW
• FOOL PROOF OPERATIONS

JS/CWCM
 HOLDING THE GAINS

• CONTROL THE PROCESS

• ESTABLISH OPERATING STANDARDS
• CONTROL PRIOR, DURING AND AFTER OPERATIONS
• QUICK DETECTION OF CHANGE AND TROUBLE
SHOOTING
• AUDIT AND REVIEW

JS/CWCM
 CONTINUOUS IMPROVEMENT CULTURE

• CHRONIC WASTES ARE IDENTIFIED

• ANNUAL IMPROVEMENT IS A WAY OF LIFE
• EARLY WARNING/CONTROL SYSTEMS EXIST
• INNOVATION & BREAKTHROUGH ARE ENGINEERED
• TOTAL EMPLOYEE INVOLVEMENT

JS/CWCM
SOME PROVEN WASTE ELIMINATION
TECHNIQUES

JS/CWCM
 WASTE ELIMINATION TECHNIQUES

• PRINCIPLES OF 5 S
• VISUAL CONTROL
• ANDON/JIDOKA/POKA YOKE
• OEE/AM/PM
• SPC TECHNIQUES
• SET UP TIME REDUCTION
• CELL BASED SYSTEMS
• JIT PURCHASING
• PULL BASED SYSTEMS
• PLANT LAYOUT & MATERIALS HANDLING

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 VALUE ANALYSIS

is an advanced

WASTE ELIMINATION TOOL

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AN EXAMPLE OF VALUE ANALYSIS ELIMINATING WASTE

BEFORE AFTER

A cylindrical wooden rod was being used for supporting the bobbin used for
winding the cellulosic film in an Industry. Application of Value analysis
resulted in the understanding of the function of the wooden rod. which was
simply supporting the bobbin.
The wooden rod was substituted with a wooden cross strip of same
dimension but at much less cost.

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 Principles of 5 S

• 1 S - SEIRI - SEGREGATION:Sort out all the items,separate out

wanted from unwanted.Include all
material,tools,documents,furniture,pipelines etc... in such an analysis.
• 2 S - SEITON - ARRANGEMENT : Organise proper storage for each
item after identifying frequency of uasge.Every item should have a
place and every item should be in its place.
• 3 S - SEISO - CLEANING : Eliminate all dust, dirt and other foreign
material from the work place.
• 4 S - SEIKETSU - STANDARDISATION : Establish Systems with
SOP for adherence to 1S , 2S and 3 S.
• 5 S - SHITSUKE - Discipline : Strict adherence to the Standards.Make
it a habit to follow with rigor.

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SOME TYPICAL WASTES ELIMINATED BY
PRACTICING 5 S

– Time spent in searching in the place of work. On an average 15 %

of the working time is spent in searching something or some one.
– Eliminating unwanted documents help in quick access to wanted
documents.
– Proper storage with labels help in immediate access.
– A vital spare part not located in the stores causes, prolonged down
time of equipment and urgent expensive purchase - Double waste

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THE AVERAGE TIME SPENT SEARCHING IN A
DAY

(Based on a quick response method from Participants)

UNIT TIME IN MINUTES

Place of Work Home
A 40 12
B 50 12
C 40 16
D 55 13
E 120 NA

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 PROBLEM EXPOSED BY 5 S
in a Electrical Workshop, several rotors were lying all over the floor.
The Dept. was asking for the sanction of a rack to store them..
The segregation was carried out.
None of the rotors were having matching stators..
Why Why Analysis was carried out.
The root cause identified was that most of the cases the matching
rotor/stator was lying for rewinding in the Stores.
There was no system to monitor and hence the motors which were supposed
to be spares were not available

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 Waste eliminated through 5 S
1) Simplex machine Gear Studs which were not available in the stores was
salvaged from Mechanical Workshop during the segregation exercise.
2)Useful spares such as Machine pulleys,Ring frame top rollers,bobbins
were found mixed up in Electrical Stores room and were found out during
the Segregation exercise ( 1 S)
3)15 % of space saved in the QC Lab due to segregation
4) Critical bearings of Turbo Generator was located at the Office during
segregation.
5) File racks were labeled with the list of documents during,
‘Arrangement’ ( 2 S)
6) Unwanted pipe lines and electrical cables removed during segregation
and re used else where..
7) A Conference room was needed in a factory for meetings. The
management through 5 S cleared one full room which was then converted
to conference room JS/CWCM
 Waste identified through 5 S

In an Engineering Stores, the implementation of 5 S was carried out.

While 1 S, segregation was being done, several spares of Material handling
equipment which were long since disposed were found out.
The value of the spares were Rs 12 Lakhs.
Immediate steps were taken to dispose of the spares and realize money.
The spares would have become totally useless if allowed to lie without
being disposed to those who can find a use. for them.

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 WASTE ELIMINATED THROUGH VISUAL
CONTROL
1) Indicator lamp installed to alert operator when power resumes to enable
quick starting of machine. There used to be delay in starting the machine much
after the resumption of power due to lack of such an indication.
2) Manager movement Board to avoid the need to search for .
3) Progress of completion of Export orders for timely corrective action.
4) Coding of Keys in the Electrical interlocking systems.
5) Cable size marking for easier identification.
6)Spare gear of lathe on a peg board near the machine.
7) Visual display of statutory renewals/reports to avoid the need for penalty
and defaults.

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 WASTE ELIMINATED THROUGH VISUAL
CONTROL
8)Marking on Floor for Trolleys.Avoids accidents
9) Colour coded bobbins , prevents mix ups of yarn of different quality.
10) Display of repair status of Heavy earth moving machinery enables for proper
planning and uniformity of communication.
11) Display of priorities in the shop floor, avoids the non adherence to
established priorities due to communication problems.
12) Tank level status alerts operator and prevents wrongful loading into tanks
resulting in spillage.

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 ANDON
(TROUBLE
LIGHT)

AUTOMATIC
AUTOMATIC EJECTION
FEED

JIDOKA:OBSOLETE OPERATOR IS ASSIGNED TO A

GREATER CHALLENGE JS/CWCM
 JIDOKA
• REDUCING DEPENDENCE ON HUMAN
PRESENCE/SUPERVISION
• AUTONOMATION- Evolution :1) operator is assigned large part of
parts handling work. 2) Operator is assigned to watch the machine
operation most of the time for detection of malfunctioning. 3) With
autonomation,operator is assigned to more challenging tasks.

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 ANDON

A VISUAL INDICATION TO STOP

WORK/LINE OPERATION IN CASE OF
ANY PROBLEM

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 WASTE IN PROCESS

REJECTIONS, REWORK, RE PROCESSING, CUSTOMER

RETURNS,SORTING

PROCESS CAPABILITY STUDIES

POKA YOKE

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 WASTE DUE TO POOR VENDOR QUALITY

INCOMING SUPPLY REJECTION,IN PROCESS REJECTION,

DELAYS, BREAK IN PRODUCTION, SORTING ,CUSTOMER
RETURN

RELIABLE SUPPLY
JIT PURCHASING

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WASTE IN MANPOWER UTILISATION

Waiting time e.g.: Production operator waiting for maintenance man.

Ware house operator waiting for Fork lift operator

MULTI SKILLING
SELF MANAGEMENT through AM, JIT

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 WASTES DUE TO INVENTORY

Hides problems and inefficiencies,Space, Manpower, Unnecessary handling

and usage of handling equipment, leads to searching etc....

CELLULAR MANUFACTURING SYSTEM

SMALL BATCH PRODUCTION/SET UP TIME REDUCTION
JIT PURCHASING
DEMAND PULL SYSTEM OF PRODUCTION

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 WASTE DUE TO WAITING, QUEUING,
SEARCHING

Searching for tools, material, papers, documents, co employees

Employees waiting for information, instruction

Transparent workplace
Visual Control Systems
Application of 5 S principles

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 WASTES DUE TO EQUIPMENT FAILURES

Down times causing idle resources, delivery delays,Quality defects due

to equipment/ Process mal operation, under utilisation of equipment,
frequent failures and increased consumption of spares

IMPROVE EQUIPMENT EFFECTIVENESS

PLANNED MAINTENANCE
INITIAL FLOW CONTROL
AUTONOMOUS MAINTENANCE

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 3
LINE STORAGE
2
1
4
LIFT

LINE 3 STORAGE

2
empty pallets
4
LIFT

1) Fork lift movement to Storage to pick up an empty pallet

2) Fork lift moves to Line with pallet
3) Fork lift moves product to storage from Line
4) Empty fork lift returns to Lift center.
IMPROVEMENT: By locating empty pallet storage near the Lift center, idle movement No 1 has been
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eliminated.
WASTES DUE TO MATERIAL HANDLING &
TRANSPORTATION

Unnecessary handling
long distance movement

FLOW DIAGRAM ANALYSIS

PLANT LAYOUT PRINCIPLES
CELLULAR LAYOUT
SIMPLE HANDLING DEVICES
USAGE OF GRAVITY
UNIT LOAD CONCEPT

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 TEAM EXERCISE
ON
WASTE IDENTIFICATION
AND
ELIMINATION

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THE TEAMS WILL OBSERVE THE FOLLOWING POINTS IN
THE AREA ALLOCATED FOR THE EXERCISE:
1) MUDA Excess Production
2) MUDA in Waiting
3) MUDA in Conveyance
4) MUDA in Processing
5) MUDA in Inventory
6) MUDA in Motion
7) MUDA in Defects
8) MUDA in Tentative Placement
9) MUDA in Communication & Administration
10) MUDA in Untidiness
11) MUDA in Bottlenecks
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12) MUDA in Timing
The Following Information should be Gathered by the Teams to
assist them in the Exercise:

Work in Progress
Targets and Achievements
Operation standards
Prescribed inventory and actual stock
Shelf life of items
Inventory Procedures
Material yield
Plant Efficiency
Inspection
Rejects and reprocessing levels
Customer complaints
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 WASTE SPOTTERS GUIDE
TYPE SYMPTOMS
MUDA in Excess Piles of WIP

Production Targets vague

Material all
over
MUDA in Waiting Waiting for
Instruction
M/C Idle

MUDA IN
Conveyance trolleys,excess
conveyors
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MUDA in No coherence and
Processing Co ordination
Standards and actuals
widely different
MUDA in Stocks are higher
Inventory than stipulated
Storage beyond shelf life
Complicated procedures
MUDA in Items not within easy reach
Motion multiple handling
back & Forth movements
Equipment widely spaced
Heavy traffic
MUDA in poor Yield
Defects Excess efforts for inspection
Huge rejects/Reprocessing
Customer complaints

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MUDA in No 5 S Practice
Tentative Placement Searching
Rehandling of material
Temporary storage
No Clear unloading
instruction
poor workplace design
MUDA in Commn Poor inf flow
and ADM Excess controls
Delays,No traceability
MUDA in messy offices,Poor house
Untidiness Keeping,low outputs
MUDA in Product accumulation
Bottlenecks low Productivity
Idling
MUDA in Slow Process, Mis match
Timings and imbalance
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 WASTE IDENTIFICATION FORM
TYPE SYMPTOM
over Production
Waiting
Conveyance
unnecessary
Processing
Inventory
Motion
Defects
tentative Placement
Commn & Adm
Untidiness
bottlenecks
Timings JS/CWCM
 THE TIME I SPEND IN SEARCHING IN
A TYPICAL DAY
At Place of Time in At Home Time in
Work Minutes Minute
Documents Keys
Files Family members
Co Employees Wallet
Tools Dress/Socks
Materials Wallet
Writing Matls Watch/Pen
Any other Documents
Pl Specify Any other
Pl Specify

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 WASTE

• AS LONG AS SOME ONE KNOWS THAT

SOMETHING CONSTITUTES WASTE , HE WILL GET
RID OF IT.THE BIG PROBLEM IS NOT NOTICING
THAT SOMETHING REALLY IS WASTEFUL -
SHIEGO SHINGO
• ‘ELIMINATE WASTE ’ SLOGAN TO BE CONVERTED
TO ‘FIND WASTE’

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