Source
The Lean Six Sigma Black Belt Handbook: Tools and Methods for Process Acceleration
Frank Voehl, H. James Harrington, Chuck Mignosa, Rich Charron
CRC Press, 09-Jul-2013 - Business & Economics - 621 pages
https://books.google.co.in/books?id=EHcVk4K6HcEC
Chapter 3. Waste Identification
Understanding, controlling, and limiting process variation is a primary goal of any LSS practitioner.
The entire study of variation is an endeavor to quantify and chart process behavior. At the beginning of our value-added processes, we can quantify and chart our process input variables. These include the 5M’s: materials, machines, manpower, methods, and measurements. The objective here is to minimize variation in our supply chain inputs to our value-added processes.
How Do We Chart Variation?
One of the most common process output variables in an LSS environment is process lead time.
Why Is Understanding and Controlling Variation So Important?
Understanding
variation and decreasing variation is the fundamental underlying foundation of all LSS organizations.
WHAT IS WASTE?
Defining the Value-Added Work Components
Definitions of VA, NVA, and NVA but necessary
Value-added is an activity that transforms or shapes raw material or information to meet customer requirements.
• No-value-added is an activity that takes time, resources, or space, but does not add to the value of the product or service itself from the customer perspective.
• No-value-added but necessary is an activity that does not add value to the product or service but is required (e.g., accounting, health and safety, governmental regulations, etc.). In the business process management methodology this is called business value-added.
HOW DOES WASTE CREEP INTO A PROCESS?
THE POWER OF OBSERVATION
This approach (observation and experimentation), which has been used by science for hundreds of years, is the key to advancing knowledge and improving our understanding of our surroundings. We must be able to accurately observe our surroundings, document what we see, investigate and analyze our observations to find out what is causing what we see, and ultimately take effective action to improve our environment.
SEEING WITH NEW EYES
Traditionally, Lean has classified waste into seven major categories.
The nine waste categories given in the book are:
1. Overproduction
2. Excess inventory
3. Defects
4. Extra processing
5. Waiting
6. Motion
7. Transportation
8. Underutilized people
9. Employee behavior
Detailed discussion on each waste is there in this chapter of the book
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