Lean
Measuring waste on the shop floor before we start removing it.
I start with data from the shop floor, not with ready-made tools. I measure where the process loses time and resources, and on that basis I propose the changes with the greatest impact.
Scope of work
- What I do
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- current-state and future-state value stream map (VSM)
- analysis of material flow and work in progress (WIP)
- SMED: shorter changeovers
- layout of workstations and the shop floor
- standardised work and 5S
- Price
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Quoted after a site visit and a conversation about the scope.
- Not included
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The analysis concerns the workstation and the course of the process, not people. I am developing a tool for vision-based workstation analysis as part of R&D.
What you get
A value stream map: current and future state.
A list of losses with an estimate of their scale, based on measurements.
An action plan with an implementation sequence.
Where does a process lose time and resources?
Eight types of waste. Below, not only the definition but also what can actually be measured.
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Inventory and work in progress
Material waits between operations. It takes up space, extends lead time and ties up capital.
What we measure: WIP, throughput time, inventory turnover.
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Waiting and downtime
The workstation is ready to work, but material, a decision or an available machine is missing.
What we measure: downtime duration, frequency and causes.
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Internal transport
Raw materials and semi-finished products are in transit between workstations for longer than the process requires.
What we measure: routes, distances and number of moves.
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Overproduction
Production runs ahead of orders or the sales plan. The surplus takes up space and ties up capital, and after a product change it is often reworked or scrapped.
What we measure: batch size against orders, age of finished-goods stock, takt time and actual production rate.
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Over-processing
Operations, inspections and approvals go beyond what the customer and the specification require. They use machine and labour time without increasing the value of the product to the customer.
What we measure: operation cycle time, number of inspections and approvals per product, tolerances applied against those required.
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Unnecessary motion
At the workstation, people have to reach, walk or look for tools and material. This lengthens the operation cycle and adds actions that do not change the product.
What we measure: distances and number of movements in the operation cycle, time spent looking for tools and material.
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Defects and rework
A product does not meet requirements and goes to rework, re-inspection or scrap. This uses material and working time, and reworked batches disrupt the production plan.
What we measure: number of defects and reworks by operation and cause, time and material spent on rework.
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Unused skills
The knowledge and experience of the people working on the process do not reach decisions about changing it. The same problems return, and reported improvements wait for a decision or are not implemented.
What we measure: number of reported and implemented improvements, and time from report to decision.
Which types of waste do you see in your operations?
Please select at least one type of waste to prepare the message.
Email mrugala@engileanai.com
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