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THE 7 WASTE

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WASTE AWARENESS
THE 7 WASTE

BUSINESSES
IMPROVEMENT TOOL

3`C The Elimination Of Waste Is The Most

Effective Ways To Increase Profitability In
Business.

In Order To Eliminate Waste,

It Is Important To Understand
What Waste Is And Where It Exists Within
Your business

THE VISION

PROFITABLE GROWTH

TAYLOR MADE
TRAINING &
TRANSFORMATION
PLAN

Cost's Are Within Your Control

CONTACT INFO

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 3`C THE VISION TAYLOR MADE TRAINING & CONTACT INFO
TRANSFORMATION PLAN

Culture change
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PROFITABLE
GROWTH

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 SWIMTOO
Continuous Improvement

Business Improvement &

Lean Consultants
07513205675
 ABOUT US

HOME PAGE
WASTE AWARENESS
THE 7 WASTE
BUSINESSES IMPROVEMENT
TOOL
ABOUT US
3`C The Elimination Of Waste Is The Most
Effective Ways To Increase Profitability
In Business.

In Order To Eliminate Waste,

PROFITABLE GROWTH It Is Important To Understand
THE VISION What Waste Is And Where It Exists
TAYLOR MADE TRAINING & Within Your business
TRANSFORMATION PLAN
CONTACT INFO
Cost's Are Within Your Control
 WASTE AWARENESS
THE 7 WASTE

ELIMINATE THE CORE WASTE,

THEN WORKING TO IMPROVE & WHERE REQUIRED
RE-DESIGN RE-ENGINEER OUR CURRENT PROCESSES
TO IMPROVE THE SEVEN KEY PERFORMANCE MEASUREMENT
Poor Process Discipline Inadequate Training, Poor Design Of Facilities And Equipment,
Poor Levels Of Process Stability & Capability, Careless Handling Of Material
Can All Contribute To Forms Of Waste.

S = Scrap / Defects
Right First Time
W = Waiting
People Productivity
I = Inventory
Stock Turns
M = Motion
Delivery Schedule Achievement
T = Transportation
Overall Equipment Effectiveness
O = Over processing
Value Added Per Person
O = Over production
Floor Space Utilization

BETTER BEFORE BIGGER

 WASTE AWARENESS THE 7 WASTE
What Is Waste?
There are 7 wastes of lean manufacturing that are commonly referenced. Before considering these 7 types of
waste though, it is important to consider what is meant by the term waste. Waste can be defined as any activity
that consumes resources but creates no value for the customer. It is an activity that the customer is not willing to
pay for. Within most business processes, the activities that actually create value as perceived by the customer
make up a small percentage of the total activities.
Your paying for this waste every hour of the working day

Reducing the number of these wasteful activities represents a significant opportunity for businesses to improve
their performance. Elimination of the 7 wastes of lean can reduce costs, increase profits, improve employee
engagement, reduce rework and improve delivery time Muda means “waste,” specifically any human activity which
absorbs resources but creates no value: mistakes which require rectification, production of items no one wants so
that inventories and remaindered goods pile up, processing steps which aren’t actually needed, movement of
employees and transport of goods from one place to another without any purpose, groups of people in a
downstream activity standing around waiting because an upstream activity has not delivered on time, and goods
and services which don’t meet the needs of the customer
 WASTE AWARENESS THE 7 WASTE

Waiting
Waiting is perhaps the most obvious of the 7 wastes of lean manufacturing. It is easily identifiable as lost time
due to poor flow: parts shortages, bottlenecks, and equipment breakdowns. In an office based environment,
this may take the form of slow software loading times or waiting for an important phone call. This is also
frustrating for the employees involved, which can lead to reduced morale.

Over Production
Over production is the most important of the 7 types of waste. It is building more of a product than the customer ordered or wanted. Remembering that waste is
anything for which the customer is not willing to pay, it is easy to see why over production is a waste. However over production actually drives all of the other six
types of waste as well. The excess product now has to be stored somewhere which means excess motion, transportation and inventory. Also, over production
means that if a reject is found, there will be more units that need to be reworked.

Scrap / Rejects / defects

Parts that do not comply with the specifications of the customer lead to rework. Worse still they can lead to scrap and the necessary production of new
parts. Usually, rejects have to be sent back down the production line again to be put right. This consumes valuable production time. Sometimes a separate
rework area is required, which increases labour and duplicates tooling.

Motion
This is wasted movement that is made while working. It could take the form of having to walk to another area to collect a tool, part or document. It also covers
searching for things in a messy environment. A classic example is sorting through piles of paperwork to find the one form required at that moment to complete
the job.

Over Processing
This is work that adds no value for the customer or business. This usually takes the form of over engineering a product: unnecessary features that the customer
does not use, but that increase the cost to the business. This could be maintaining paint finish or other tolerances, more tightly than is required by the
customer. Another example is building a product that will last for five years when the customer is going to replace it after two.

Excess Inventory
Excess material, work in process or finished goods. Excess inventory represents cash tied up in the form of material, which is difficult to turn into cash
quickly. Inventory also takes up space. It has to be managed, stored and can become obsolete leading to scrap. The quality of inventory can deteriorate over a
period of time, especially perishable items such as food or rubber seals.

Transportation
Unlike motion which is wasted movement of people, transportation is excess motion of work in process. This can be at the process level or the value stream
level. At the process level, excess transportation can be having machines too far apart so that parts need to be moved on a fork lift truck. At the value stream
level, excess transport can be moving finished parts or components between facilities and not consolidating the transport.
Swimtoo
 HOME PAGE
WE WILL WORK
ALONG SIDE YOU
& YOUR STAFF
The Importance Of Waste Identification &
ASSESSMENT
Elimination
& PLAN
Many Businesses Have Overall Levels
Of Waste Of Up To 90%

LEAN
TOOLS

CULTURE
CHANGE

CUSTOMER
& COST

JUST DO IT
GETTING DIRTY
 SWIMTOO
Continuous Improvement
BUSINESSES IMPROVEMENT
TOOLS
THE LEAN BUSINESS
SYSTEM IS A
PERFORMANCE IMPROVEMENT TOOL
THAT FOCUSES ON ENHANCING
QUALITY, COST, DELIVERY & PEOPLE CONTRIBUTION
PROVIDES CONTINUOUS IMPROVEMENT
IMPROVES COMPETITIVENESS
WORKS ON THE CULTURE & THE SYSTEM OF YOUR BUSINESS
DELIVERS COST REDUCTION THROUGH WASTE ELIMINATE
CREATES WORLD CLASS PROCESSES DELIVERS
RESULTS FAST THROUGH
THE APPLICATION OF SIMPLE BUT
WORLD CLASS BUSINESS PRINCIPLES

REMOVE THE WASTE TO THEN IMPROVE YOUR PROCESSES

ALL ASPECTS OF WASTE COST`S TIME & MONEY

 THE VISON

What Lean Means To Us

Transformation plan
Value Added Process
Flow
Waste Elimination

Seeing Our Organisation From A Process Perspective.

Daily Gemba Management Culture

• Assembly Lines • Right first Time • Teams work • Targets To Improve • Lean Accounting
• Workplace Safety
• Fast Flexible Flow Quality • Andon • 5`S / Kanban • Cost Centres
• Order & Cleanliness
• Std: Work • In production & • Flexible Work • ABC FIFO OEE • Continuous
• Visual Management
• Single Piece Flow office Areas • Force • VSM Current & Improvement
• SQCDP Data
• Takt Time • Problem Solving • Sustainment Future State Maps Culture

Products are built The Goal to Production teams Visual management There is a relentless
A place for everything to track kpi pursuit of perfection
just in time to achieve Six sigma are empowered to
& everything in it's performance in all areas of the
process only to quality in make key decisions
place 5`s Linking processes business
Customers all processes Based upon data
demand Across the Focus on
business Cost reduction

1. Productivity 2. Problem Solving 3. Continuous Improvement

ABOUT US MR JEFFREY TAYLOR PROFILE & EXPERIENCE

ISET PIC
ABOUT US MR JEFFREY TAYLOR PROFILE & EXPERIENCE

Car Type BMW R50 Mini Factory in England

ISET PIC

Fuel Sender Module Process Improvement Team

 ABOUT US MR ANDRE PHILLPS PROFILE & EXPERIENCE

MR ANDRE PHILLIPS
 3`C

Superior Competitive Culture of

Customer Cost Continuous
Experience Structure Improvement

• Quality • Spend • Period over

• Productivity
• Information period
• Innovation • performance
• improvement
 PROFITABLE GROWTH

Current State £100_ Continuous Improvement In Action

Profit Margin% Waste Reduction
Profit To invest Profits to achieve allows you
To invest In staff Quality Delivery & to give
In New Training & Management Price reduction.
You Are Paying Continuous
Equipment Targets While still making a
For This Waste Improvement
Every Hour Of
Every Day £80_ You are
Profit £
• POOR PROCESSES
•
•
MANUFACTURING DELAYS
HIGH INVENTORY
Passing
• WAITING, RE-WORK
• LONG LEAD TIMES These
• OVER TIME
•
•
SCARP / DEFECTS
DOUBLE HANDLING OF
Cost on To
•
•
PRODUCTS.
POOR QUALITY our
• NOT WORKING ON
•
•
ROOT CAUSE
POOR PRODUCTIVITY
Customers
• CUSTOMER RETURNS ETC.
Less Margin% Your
Customers
For Not Your prices
Much Longer Reflect our process

Lean in action
£30_
CUSTOMER'S
CUSTOMER STANDARD MINUTE WILL NOT PAY FOR
THE COST £ THE COST
PAYS FOR VALUE YOUR POOR
OF LABOUR OF
RIGHT FIRST TIME MATERIALS PROCESSES
VALUE ADDED ON TIME DELIVERY

£0_
 TOYOTA VISON

1. Productivity
2. Problem Solving
3. Continuous Improvement

Perfection

Pull

Flow

Value Stream

Value From Customers Perspective

FIVE LEAN TOYOTA PRINCIPLE'S

 TAYLOR MADE TRANSFORMATION PLANS

8 Stage Change Process

1. Establishing a Sense of Urgency

2. Creating the Guiding Coalition
3. Developing a Vision and Strategy
4. Communicating the Change Vision
5. Empowering Employees for Broad-Based Action
6. Generating Short Term Wins
7. Consolidating Gains and Producing More Change
8. Anchoring New Approaches in the Culture

TAYLOR MADE PROCESS IMPROVEMENT PLAN FOR

YOUR BUSINESS & YOUR
REQUIREMENTS
LETS US ASSIST YOU IN YOUR COST CUTTING STRATEGIES
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KEY WORDS

7 WASTE

LEAN

BUSINESS

CONTINUOUS
IMPROVEMENT

COST REDUCTION