What are the seven waste in manufacturing?

TIM WOOD (Transportation, Inventory, Motion, Waste, Over-production, Over-Processing, Defects) 

The 8 wastes are the root of  unprofitable activity and all the lean tools used  to eliminate get rid of those waste. These wastes can be remembered easily as ,

D= Defects

O= Over production

W=waiting 

N=Not engaging all

T=Transportation

I=Inventory

M=Motion

E=Extra Processing 

starting from

1 inventory

2 process flow

3 wait time 

4 conveying 

5 over processing 

6 rework

7 over production / more stock

The Seven Wastes of Lean Manufacturing are;

1.Transport

2.Inventory

3.Motion

4.Waiting

5.Over-Processing

6.Overproduction

7.Defects

1- inventory

2- work flow

3- transportation

4- motion

5- over process

6- over production

7- waiting

The seven waste in manufacturing as following:

1- Overproduction

2- Inventory

3- Extra Processing Steps

4- Motion

5- Defects

6- Waiting

7- Transportation 

Seven waste in manufacturing.

1.  Getting bad quality of raw material

2.  Not Manufacturing / producing the product in time. or Over manufacturing of the product.

3.  Defective products manufactured

4.  Wastage of manufacturing is dumped.

5.  Timely transportation.  i.e., delivery to the customers in time. and also movement of materials from one place to another place for the further step...consumes time.

6.  Skip / Missing the work flow of the job order.

7.  Cleanliness and space of the machine should be place well.  So no confusion of materials places of job order.

Hello Team,

The seven wastes of Lean Manufacturing are what we are aiming to remove from our processes by removing the causes of Mura and Muri as well as tackling Muda directly. But what exactly are the seven wastes of Lean Manufacturing (or 7 Mudas)? The Seven Wastes of Lean Manufacturing are;

• Transport
• Inventory
• Motion
• Waiting
• Over-Processing
• Overproduction
• Defects

For a more in depth discussion of each waste including causes, examples, and potential solutions click the links within each description.

Regards,

Saiyid

Waste can be more than seven, so I will suggest first understand what is waste. The "Waste is anything that happens to a product that does not add value from the customer’s perspective"

Now focus on non value added activities, one need to identify those activities which are broadly categorized into 7 or 8 waste, which has already explained by many people.

Waste ( Muda) Types

Simply put, overproduction is to manufacture an item before it is actually required. Overproduction is highly costly to a manufacturing plant because it prohibits the smooth flow of materials and actually degrades quality and productivity. referred to as “Just in Time” (JIT) because every item is made just as it is needed.

Whenever goods are not moving or being processed, the waste of waiting occurs. Typically more than 99% of a product's life in traditional batch-and-queue manufacture will be spent waiting to be processed. Much of a product’s lead time is tied up in waiting for the next operation; this is usually because material flow is poor, production runs are too long, and distances between work centers are too great.

Transporting product between processes is a cost incursion which adds no value to the product. Excessive movement and handling cause damage and are an opportunity for quality to deteriorate. Material handlers must be used to transport the materials, resulting in another organizational cost that adds no customer value.

Often termed as “using a sledgehammer to crack a nut,” many organizations use expensive high precision equipment where simpler tools would be sufficient.

Work in Progress (WIP) is a direct result of overproduction and waiting. Excess inventory tends to hide problems on the plant floor, which must be identified and resolved in order to improve operating performance.

This waste is related to ergonomics and is seen in all instances of bending, stretching, walking, lifting, and reaching. These are also health and safety issues, which in today’s litigious society are becoming more of a problem for organizations. Jobs with excessive motion should be analyzed and redesigned for improvement with the involvement of plant personnel.

Having a direct impact to the bottom line, quality defects resulting in rework or scrap are a tremendous cost to organizations. Associated costs include quarantining inventory, re-inspecting, rescheduling, and capacity loss. In many organizations the total cost of defects is often a significant percentage of total manufacturing cost. Through employee involvement and Continuous Process Improvement (CPI), there is a huge opportunity to reduce defects at many facilities.