Seven Waste

Things which do not add value are waste for production.

“Just-in-time” and “automated systems” are the two pillars of the Toyota production
system. Their standard work, flow operation and visual management are an efficient
system and tool for detecting waste. The waste detected with the system have been
categorized into seven types. These are called “Seven waste.” The following chart
outlines the seven waste from production systems.

Processing Waste from processing Refer to [6-15].

Inspections Waste from defects Refer to [6-18].

Manufacturing
processes
Conveyance Waste from conveyance Refer to [6-14].

Waste from Refer to [6-12].

overproduction
Delay
Production Waste from inventory Refer to [6-16].

Preparation and (Set-up changes) Refer to [6-18].

clear-up
Operations Main operations Waste from motion Refer to [6-17].

Spare time Waste from waiting Refer to [6-13].

Basic actions against the waste are as follows.

1) Make work sites easy to identify waste (4S).
2) Set up standard work and have these firmly observed.
3) Introduce the Kanban system to prevent processes from becoming ahead of
planned schedules.
4) Clearly indicate work areas on conveyor lines and prevent starting work earlier than
planned schedules.
5) Devise tools which facilitate visual management.
Waste from Overproduction

Of the seven waste, this has the highest priority. This will occur when you produce
products earlier than planned schedules assuming that they will be used before long, or
produce products more than necessary allowing for defectives.
The waste will cause waiting or waste from conveyance. Products in process or
inventory will increase causing lack of storing places or leading to a debt increase.

Following work will cause overproduction.

* Operation ahead of planned schedules and anticipated or speculative production
* Make extra move because there is spare time in work.
* Seek individual work disregarding the efficiency of overall operations.
* Pile up inventory because machines have spare capacity.

When you complete standard work or

planned production, don’t do work based on
anticipation or do another work without a
direction or permission but keep waiting
(same for machines).
Waste from Waiting

This occurs against someone's will in various steps of production such as processing,
conveyance or inspections. This includes waiting for products from the former process,
monitoring machines performing automatic processing, breakdown of equipment,
waiting caused by overproduction. We need to take waiting of operators more seriously
than the rate of machine operation.

* When waiting occurs, do nothing but just wait

(for ease of identifying that you are free).
* Review the load and performance balance between
Operators A and B.
Waste from Conveyance

Moving goods accompanies every work. However, conveyance itself does not create
added value so it is considered as waste.
Unnecessary or long-distance conveyance, such as bringing materials and components
from warehouses and temporarily placing or transferring products in process to be
handed over to the next process.
This waste occurs due to unorganized layouts, line set-ups and process organization.
First of all, you need to change layouts to reduce conveyance. After that you should
improve moving systems.

Every conveyance within a

process is waste. Hard job
indeed!
Waste from Processing

This will be caused when you regard the current accustomed procedures are as the best.
Unnecessary processes or work which will not improve the finished quality of processing,
which are being carried out as if they are necessary are waste from processing.

Examples are as follows.

* Setting-up, releasing or holding products in process.
* Monitoring
* Burr removing
* Restarting operation after momentary stop

It is necessary to prioritize VA/VE improvements thinking why you produce the product or
why this processing method has been employed rather than speeding up the speed of
machining products.

To eliminate unnecessary
monitoring, put a “fully-
automatic operation” sign
He is not monitoring but idling. on machines which do not
need full-time attendance
of operators. The sign
shows that the machine
does not need monitoring.

Am I sleepy.
Waste from Inventory

Manufacturers have inventory of materials, components, products in process and

products. Inventory has value as assets but too-much inventory reduces liquidity of
funds and requires wasteful spending such as interest on borrowing or storing fees.
Inventory may become obsolete or degraded.
Overproduction causes this type of waste.
* Overproduce products while waiting.
* Continue production while machines are in good condition.
* Produce products regarding anticipated work as a good system.
To stop these practices, hang a signboard clearly shows the aim and volume of the
inventory.
* Designate the volume of products in process, inventory and stock in hand. Have a
system that will allow check of excessive inventory at a glance.
* Facilitate identification of no-marking or excessive inventory.
* Introduce the single-step set-up for quick response to changes in demand.

[Frequency of use] [Explanation] [Storing rules (examples)]

Unusable Unusable
/no need to defectives or dead Throw away.
use storage
Inventory
reduction Store the inventory away from
Occasional use Once or twice a year
the production sites as long-
term retained inventory.
Usable
/need to Sometime use Once per one or two Store the inventory
use months within the process area.

Frequent use Once per week Store the inventory within the
work area.
Every day or Store the inventory within the
hour motion range.

Up to three tiers Inventory

assures
smooth
operation.
Waste from Motion

In manufacturing, motion of operators, equipment and machines which will not create
added value are called waste from motion. Work sites have factors which will cause
overburden or waste at any time. The following are examples.
* Waste from setting aside which accompanies too-speedy assembly tact time
* Overburden work (principle of motion economy)
* Preparation for work: alignment or arrangement

Check waste from motion for the following points.

* Are there set-aside products in process or excessive stock in hand?
* Are there any isolated job sites? Does the layout allow cooperation?
* Are operators using both hands?
* Does idle walk occur frequently?

It is important to thoroughly seek the concept of “having only one component in hand
when it is necessary.”
Waste from Defects

Waste from defects are the waste of producing or continuing the production of defects.
* Fundamental solution has not been implemented and only first-aid action is taken
(insufficient awareness)
* No efforts of improving process performance have been made (repetition of sorting
and correction has been accepted).

When any defects have been identified,

* Stop the line.
* Keep the defect on public display (develop each operator’s awareness).

Inspections should
be made not for
detecting defects but
for preventing them.
For this aim, stop
sampling inspections
and introduce time-
saving 100%
inspections.
Key Points for Identifying Waste (Motion of Operators)

It is important to identify every waste to be addressed. For this purpose, it is necessary

to provide work environment which facilitates waste detection and to make a close
observation, focusing on a single motion. Key points for identifying waste are as follows.

Motion of legs Motion of goods

* Idle walk * Vertical or horizontal

* Return a half step motion
* Walk a step further * Reverse
* Stop * Change directions
* Set aside

Motion of hands Motion of legs

* Vertical or horizontal * Search

motion * Choose
* One hand is idle * Check
* Hold things * Difficult to see
* Change hands something
* Repeat * Aim something
* Difficult to reach something * Be careful about
you need something
* Difficult to do work * Be irritated by something
* Time when releasing
something

Motion of body

* Look back
* Bend down
* Stretch oneself
* Big motion
* Move heavy things
* Pull something
* Unsafe motion