Types of Waste Unit 58

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EAL Level 3 Diploma In Advanced Engineering

AMEDK3-058

Types of waste

EAL Level 3 Diploma In Advanced Engineering

AMEDK3-058

BAE Apprentice Programme Roadmap

Unit 1

Unit 2

Unit 3

Unit 4

Unit 5

Unit 6

Unit 7

Assessment 1

Assessment 2

Assessment 3

EAL Level 3 Diploma In Advanced Engineering

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LO 2 Understand the methods used to identify and eliminate waste

2.1 Demonstrate ways to determine the amount of waste in a work activity

2.2 Demonstrate the use of cost-effective ways to eliminate the waste

PowerPoint 1: Types of waste

Learning Objectives:-

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Complete the worksheet on Lean Manufacturing

• TIMWOODS Acronym

• Spot The Waste

• Quick Check

Starter Activity

This is a quick knowledge checker so don’t worry if you cant answer all the questions

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A wide range of activities might be needed to produce a product:

• buying materials

• machining (turning, milling, drilling, casting, moulding, forming… plus many others)

• moving materials between machines and workshops

• packaging products

• shipping. Transportation to various sites

Manufacturing activities

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Cost of manufacturing

All of these activities involve some form of cost – this could be:

• Materials, buying and rebuying if needed

• tools and equipment (replacing old for new)

• space needed for manufacturing and storage workshops, warehousing etc…

• time (including wages).

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What is waste?

By reducing the amount of non-value-added activities, companies can reduce their costs – and cut prices or make more profit.

The car manufacturer Toyota was the first to refer to non-value-added activities as ‘waste’.

They classified waste into different types ….

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Value-added activities

All manufacturing activities can be divided into two types:

• value-added

• non-value-added.

In a 100% efficient, 100% effective manufacturing company all activities would be value added.

In the real world this has never yet been achieved!

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Value-added activities

Value-added activities improve the product in some way, increasing what it is worth to the manufacturer or the customer.

Machining or Precision Work: Cutting, shaping, or refining materials to meet specifications

Assembly: Combining components to create a finished product

Customisation: Tailoring products or services to meet specific customer needs

Quality Control: Inspections or tests that directly improve product reliability or functionality

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Non-value-added activities do not change what the product is worth to the manufacturer or the customer.

Non-value-added activities

For example: moving products in a factory using a fork-lift truck is non-value added, as it doesn’t change the material or product in a way that makes it more valuable.

• Waiting Times

• Rework or Corrections

• Searching for Tools

• Unnecessary meetings

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Toyota’s seven wastes

• transportation

• inventory

• motion

• waiting

• overproduction

• over-processing

• defects.

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Waste of transportation

• transportation is the movement of materials

• movement of materials costs labour time (and wages)

• it can also need equipment such as cranes, forklift trucks and conveyor belts – which must be bought

• any unnecessary movement of materials is the waste of transportation.

For example: moving parts to a holding area after machining, then moving them again to the next machining process. Why not just move them directly to the next process?

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• Put processes next to each other – so parts flow from one process to another

• Plan (and manage) manufacturing so there is no waiting time between processes

• In high volume manufacturing, automate the movement of parts using conveyor belts or robotic delivery vehicles (RDVs) – these only reduce cost when the cost of labour to move parts is less than the cost of the automated equipment.

For example: it can be cheaper to buy one forklift truck and pay one forklift driver, rather than pay ten workers to carry the parts.

Methods to reduce the waste of transportation

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Waste of inventory

• Inventory is any materials that a company has – including raw materials, work in progress and finished goods

• These materials cost money – and they also need space to be stored, which also has a cost

• Having any materials more than are needed for customer orders is the waste of inventory.

Steel

Copper

Aluminium

Plastic

Electrical wiring

For example: buying 10% extra materials in case there are quality problems during machining, welding

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Methods to reduce the waste of inventory

• Implementing just-in-time (JIT) manufacturing – so materials only arrive when they are needed

• Only make the exact amount that is needed/ordered by the customer.

Note: if there are delivery delays or quality issues and there is no ‘excess’ inventory, this can stop production and result in failures to meet customer orders.

• Eliminate any risk of making scrap or defective parts, so excess inventory is not required

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Waste of motion

• Motion is any movement by workers – this takes time and effort

• If workers have to make any unnecessary movements, that is the waste of motion.

For example: bending, twisting or having to reach for parts.

Hunting for tools that have been ‘borrowed’ or misplaced

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Methods to reduce the waste of motion

• Effective process design and management, so parts arrive and depart where minimum operator motion is needed.

• For example, in high-volume manufacturing, conveyor belts or jigs are used to ensure parts are correctly located, and automatic machine loading/unloading is used.

• Ensuring that all equipment needed is available to hand

For example: using visual management tools such as shadow boards to ensure that all tools are where they are supposed to be for ease of use.

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Waste of waiting

• The waste of waiting is where materials have to spend time between processes

• This means there are more materials within the company than there need to be – so there is more inventory, which requires more space and therefore cost.

For example: after a machining operation, a pallet of parts has to wait for the next process, as it is being used to machine a different product.

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Methods to reduce the waste of waiting

• Implementing flow manufacturing, so materials move directly from one process to the next

• Managing production, so that minimal time is needed on each process to change which product is being machined.

For example: having dedicated production lines that only make one type of product, so there is no requirement to changeover between products.

Reduce changeover times by applying set-up reduction techniques or sequencing batches of products so that only small changes are needed between consecutive batches.

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Waste of overproduction

• The waste of overproduction means making more products than are needed/ordered by the customer

• This means there are more materials within the company than there need to be. These parts will often end up sitting on shelves in stores – so there is more inventory, which requires more space and, therefore, cost

For example: making 10% extra parts in case of quality issues

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Methods to reduce the waste of overproduction

• Only make the quantity of products needed/ordered by the customer

• Ensure all processes can not make defective products, so no ’spares’ to account for quality problems are needed.

For example: eliminate quality issues - ensure that all processes can achieve the required tolerances all the time (process capability).

Regular preventative maintenance, to ensure that all processes are working correctly all of the time.

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Waste of over-processing

• The waste of over-processing means producing parts or products that contain features that do not add value for the user

• Overprocessing = more labour time or machine time = more cost.

For example: working to narrow tolerances on features that do not have to fit together or producing a high-quality surface finish on an internal part that doesn’t need it.

Including unnecessary features that the customer doesn’t value – such as a microphone on an electric screwdriver.

Using a material with properties far higher than needed, when a cheaper/easier to process material could have been used instead.

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Methods to reduce the waste of over-processing

Understand the customer’s needs for the product - and do only what is needed to meet those needs.

For example: at the design stage, finding out in detail what the customer needs and how the customer uses the product.

Applying broader tolerances to some features, so they are easier/quicker to make.

Be ‘just good enough’ - use materials that just meet the requirements, rather than more expensive/harder to process materials that exceed the minimum requirements.

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Waste of defects

• The waste of defects is where there are any features or properties of a product that do not meet the expectations of the customers

• It takes labour time to inspect products for defects and to fix defects

• Defects = labour costs for inspection and rectification + replacement materials = more cost!

For example: parts that don’t fit together (when they should).

Sharp edges/burrs that could cut a user (unless that is the purpose of the product!).

Cracks that could cause a product to fail prematurely

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Methods to reduce the waste of defects

• Make the product right first time!

For example, quality assurance involves implementing procedures such as operator training, standard operating procedures, and incoming materials checks to prevent defects.

Ensure that all processes can achieve the required tolerances all of the time (process capability).

Regular preventative maintenance, to ensure that all processes are working correctly all of the time.

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The acronym ‘TIM WOOD’ can be used to remember the 7 wastes.

Some people also add an 8th waste – skills, representing unused talent in the workforce. They use the acronym TIM WOODS.

TIM WOOD