WSM: Operations Analysis 01

• Muri

  Unreasonableness
• Mura


  Inconsistency
• Muda


  Activities that do not add any customer value (The 7 Wastes)
• LEAN MANUFACTURING CONCEPT

  • Waste elimination

  Improving QCD (Quality, Cost, Delivery)

  By value stream
• VALUE


  A measurement of the worth of goods or services (products), by a customer based on it's usefulness in satisfying customer needs
• VALUE


  An activity, process, or operation that changes the product from one form to another in order to get it closer to the customer's specifications
• VALUE


  It is something that the customer is willing to pay for
• WASTE


  Represents unproductive resources
• WASTE


  Any activity that adds costs or time but does not add value
• WASTE


  Consuming more resources (time, money, space, etc.) than are necessary to produce the goods, or services, that the customer wants
• Over-production


  Producing more than what the customer needs
• Waiting


  Employees waiting for another process or a machine/tool
• Motion


  Extra physical/mental motion that doesn't add value
• Transportation


  Moving product from one place to another
• Inventory


  Building and storing extra services/products the customer has not ordered
• Defects


  Scrap, reworking, retesting and re-inspection
• Over-processing


  Adding excess value when the customer does not require it
• Intellect


  Not using employees full intellectual contribution
• Defects / Quality

  • Defective or scrap materials
  • Cost of inspecting defects
  • Responding to customer complaints
  • Rework or re-inspection of questionable materials
• Defects are caused by:

  • Inadequate training
  • Skills shortage
  • Incapable suppliers
  • Operator error
  • Excessive stock
  • Transportation (Material handling)
  • Process design/equipment
  • Lack of standard work
• Overproduction


  Supplying the process with more than is needed to meet order requirements, sooner and faster than it is needed, causes almost all other types of waste
• Overproduction


  This is the worst waste of all, because it helps cause all the others
• Overproduction is caused by:

  • Large batch sizes
  • Unreliable processes
  • Unstable schedules
  • Unbalanced cells and departments
  • Inaccurate information not actual demand
  • Producing more than is required tomake up for yield loss
• Defects/Quality

  Right first time avoids scrap & rework
• Overproduction 


  Avoid overproduction by balancing supply to demand
• Waiting


  Operator waiting for machines to run or cycle
• Waiting


  Machine waiting for operator

  Waiting for parts, instructions, approval, information, maintenance, decisions...
• Waiting


  Waiting time results from failure to synchronise activities
• Non- standard / Over-processing


  Doing more than is necessary to produce an effectively functioning product
• Non- standard / Over-processing


  Extra setup steps, over-specification of the process, extra processing steps
• Over-processing results from:

  • Lack of standard work or processes
  • Equipment over designed
  • Process not updated with technology changes
  • Lack of effective problem solving
• Non- standard / Over-processing


  Clear, standardised instructions avoid over-processing
• Transportation


  Double or triple handling, moving in and out of storage areas and warehouses
• Transportation


  Material can get damaged if it's moved too much
• Transportation


  It adds no value and is often used to get the extra inventory out of the way
• Transportation waste is caused by:

  • Poor plant or office lay-out
  • Poor understanding of process flow
  • Extra Inventory
  • Excessive distance between operations
• Intellect / People's Skills


  Employees are seen as a source of labor only, not seen as true process experts
• Intellect / People's Skills


  People are told what to do, and asked not to think
• Intellect / People's Skills


  Employees are not involved in finding solutions, opportunities to improve our process are missed
• Intellect waste is caused by:

  • Management does not involve employees in problem solving
  • Narrowly defined jobs and expectations
  • Old school management, worker relationships
  • Lack of information or best practice sharing across the organization
  • Mismatched work functions with skill sets