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Waiting is one of the seven wastes of lean manufacturing (or 7 mudas), it is the act of
doing nothing or working slowly whilst waiting for a previous step in the process. How
many times have you seen operators stood waiting for a previous operation, a delivery of
products to arrive or just slowly working so as not to highlight that they have run out of
materials.
-idle time created when material, information, people or equipment is not ready
-waiting for parts, prints, inspections, machines, information and machine repair
Causes
-Push Production - Push Production Planning
Push production planning involves deciding how many units to manufacture by working
from historical data, such as past sales levels or orders from retailers. The manufacturer
decides in advance how much to make and then hopes that this proves sufficient without
leading to oversupply.
-Work Imbalance -
-Order Entry Delays- This is a process of recording an order into the company's entry
system. Once an order has been entered, the company can view information about this
order and make necessary changes for the entry.
-Lack of Priority - Most often, a lack of time—time pressures, rushing, scrambling to
finish things, busyness
Countermeasures
-Pull system - In its purest form, pull production planning means no work is done on
production until the manufacturer has received a specific order. When pull production is
taken to this extreme, and distribution is organized perfectly, the company will never
have inventory.
-Takt time production - Takt time is the maximum amount of time in which a product
needs to be produced in order to satisfy customer demand. The term comes from the
German word "takt," which means "pulse." Set by customer demand, takt creates the
pulse or rhythm across all processes in a business to ensure continuous flow and
utilization of capacities (e.g., man and machine).
- Jidoka highlights the causes of problems because work stops immediately when a
problem first occurs. This leads to improvements in the processes that build in quality by
eliminating the root causes of defects.
The implementation of a TPM program creates a shared responsibility for equipment that
encourages greater involvement by plant floor workers. In the right environment this can
be very effective in improving productivity (increasing up time, reducing cycle times, and
eliminating defects).
- Office Kaizen-Staff members are often asked to fill out two kaizen suggestion forms per
month as part of their monthly reporting requirements. Managers check the employees`
suggestions. It is then management`s responsibility to implement the suggestions or
explain why they cannot be implemented. This managerial responsibility is also
standardized.
Written Report
In
Special Problems in
IE
Submitted by:
Jerome Dalisay
Submitted to:
Prof. Catherine R. Amboni