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The main causes of waste of time in production are 8 mudas :
overprocessing
overprodcution
motion
defects
waiting
inventory
transportation
non utilized talent
Thank you for the invitation.
Waste is any substance which is discarded after primary use, or is worthless, defective and of no use. Examples include municipal solid waste (household trash/refuse), hazardous waste, wastewater (such as sewage, which contains bodily wastes (feces and urine) and surface runoff), radioactive waste, and others. Types of solid waste. c) Biomedical waste or hospital waste as infectious waste. Municipal solid waste consists of household waste, construction and demolition debris, sanitation residue, and waste from streets.
Overproduction. ... Like the production of Defects and subsequent Excess Processing, Overproduction can also lead to the generation of additional lean manufacturing wastes such as Waiting, Inventory, and Motion, consuming vast amounts of time and resources.
The seven wastes consist of:
The Waste of Waiting. Waiting is one of the seven wastes of lean manufacturing (or7 mudas), it is the act of doing nothing or working slowly whilst waiting for a previous step in the process.
There are five basic principles of lean thinking highlighted by Womack and Jones.
www.maskell.com/lean_accounting/.../lt_the_principles_of_lean_manufacturing.html
1. Value. Value is always defined by the customer’s needs for a specific product. For example, what is the timeline for manufacturing and delivery? What is the price point? What are other important requirements or expectations that must be met? This information is vital for defining value.
2. Value stream. Once the value (end goal) has been determined, the next step is mapping the “value stream,” or all the steps and processes involved in taking a specific product from raw materials and delivering the final product to the customer. Value-stream mapping is a simple but eye-opening experience that identifies all the actions that take a product or service through any process. That process can be in design, production, procurement, HR, administration, delivery, or customer service. The idea is to draw, on one page, a "map" of the flow of material/product through the process. The goal is to identify every step that does not create value and then find ways to eliminate those wasteful steps. Value-stream mapping is sometimes referred to as process re-engineering. Ultimately this exercise also results in a better understanding of the entire business operation.
3. Flow. After the waste has been removed from the value stream, the next step is to be sure the remaining steps flow smoothly with no interruptions, delays, or bottlenecks. “Make the value-creating steps occur in tight sequence so that the product or service will flow smoothly toward the customer,” advises LEI. This may require breaking down silo thinking and making the effort to become cross-functional across all departments, which can be one of the greatest challenges for lean programs to overcome. However, studies show that this will also lead to huge gains in productivity and efficiency, sometimes as high as-percent improvement or more.
4. Pull. With improved flow, time to market (or time to customer) can be dramatically improved. This makes it much easier to deliver products as needed, as in “just in time” manufacturing or delivery. This means the customer can “pull” the product from you as needed (often in weeks, instead of months). As a result, products don’t need to be built in advance or materials stockpiled, creating expensive inventory that needs to be managed, saving money for both the manufacturer/provider and the customer.
5. Perfection. Accomplishing Steps1-4 is a great start, but the fifth step is perhaps the most important: making lean thinking and process improvement part of your corporate culture. As gains continue to pile up, it is important to remember lean is not a static system and requires constant effort and vigilance to perfect. Every employee should be involved in implementing lean. Lean experts often say that a process is not truly lean until it has been through value-stream mapping at least half a dozen times.
Making It Last
Lean can be infectious. Customers will notice big improvements as you implement lean and likely want to be part of your process. This collaborative thinking will also extend to your suppliers as well, who will want to use lean themselves to generate their own improvements.
The core idea behind lean is maximizing customer value while minimizing waste,” states LEI. “Simply put, lean means creating more value for customers with fewer resources.”
A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste. “Lean accomplishes this,” adds LEI, “by changing the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.”
Thanks for invitation,
In my opinion, the main reasons of waste of time in production is the staff lack / shortage of efficiency and effectiveness.
may be lack of experince
irresponsibility
Non supervision
Absence of punishment and reward
I would like to shorten it in 7 reasons 1 Over stocking2 inadequate or absolete manufactring procces 3 over productin 4 low quality goods5 time wastage due to lack of informations flow 6 wastage of resources 7 lach of traceability
correct, inspect, scrap or reworks are waste of time in production.
