Professional Documents
Culture Documents
Chapter 16
Chapter 16
Eliminate Waste
Seven Wastes:
1. Overproduction: producing more than customer orders
2. Queues: idle time, storage, waiting
3. Transportation: moving materials more than once
4. Inventory: materials that add no value
5. Motion: movement of equipment or people that add no value
6. Over processing: edits on a product that add no value
7. Defective Product: returns, warranty claims, rework, scrap
5Ss
1. Sort/Segregate: keep what is needed
2. Simplify/Straighten: arrange and use method analysis tools to improve
work flow and reduce motions
3. Shine/Sweep: Clean daily
4. Standardize: remove variations from the processes by developing standard
operating procedures and checklists
5. Sustain/Self-Discipline: review periodically to recognize efforts and to
motivate to sustain progress
Remove Variability
Variability is any deviation from the optimum process that delivers the perfect
product on time.
Most variability is caused by tolerating waste or by poor management. Among the
many sources of variability are:
Poor production processes that allow employees and suppliers to produce
improper quantities or late non-confirming units
Unknown customer demands
Incomplete or inaccurate drawings, specifications, and bills of material
Improve Throughput
Throughput is the time it takes to move an order from receipts to delivery.
Manufacturing Cycle Time is the time between the arrival of raw materials
and the shipping of the final product
Pull systems pull units to where they are needed just as they are needed. By
pulling material through the system just as it is needed eliminates waste and
inventory. Push systems dumps orders on the next downstream workstation
disregarding timeliness.
JIT Layout
Distance Reduction
Putting work cells in U-shapes so they are closer together.
Group technology codes help identify components with similar
characteristics so we can group them into families.
Once families are identified, work cells are built for them. The cells produce
one good unit at a time after a customer orders
Increased Flexibility
Modern work cells are designed so they can easily be rearranged to adapt to
changes in volume, product improvements, of even new designs.
Impact on Employees
Employees working together can tell each other about problems and
opportunities for improvement.
When layouts provide for sequential operations, feedback can be immediate.
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𝑄𝑝∗ = √
𝑑
𝐻[1 − (𝑝 )]
D= Annual Demand
S= Setup Cost
H= Holding Cost
d= daily demand
p= daily promotion