How can you eliminate inefficiency and waste in your process using the 8 wastes framework?

1. Overproduction: 2. Inventory: 3. Defects: 4. Motion: 5. Transportation: 6. Waiting: 7. Overprocessing: 8. Unused Talent: Steps to Eliminate Waste: 1. Identify the Wastes: 2. Prioritize Waste Elimination: 3. Implement Solutions: 4. Measure and Monitor: 5. Continuous Improvement:

Redbin meeting Gamba On job training Sensitization to operator's Finding big sources Brain storming sessions Daily 3-3 activity, DD 20, monozukuri Rejection monitoring operator wise Thinking out of Box for design, setup , Ergonomics, VSM , VATI layout How to accelerating flow of information and materials Weekly reviews SGA

I systematically analyze our processes using the 8 wastes framework (Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, and Extra-processing), conducting regular gemba walks and team feedback sessions to identify specific pain points and bottlenecks. I prioritize addressing the most impactful wastes first, such as reducing waiting time between handoffs by implementing standardized workflows and eliminating unnecessary approval steps that don't add value. I empower my team to identify and suggest improvements by creating a culture of continuous improvement, where we regularly review metrics and celebrate successful waste reduction initiatives while ensuring we maintain focus on delivering customer value

**Transportation**: Minimize unnecessary movement of materials or information. **Inventory** Reduce excess stock to save resources. **Motion** Eliminate unnecessary physical or equipment movements. **Waiting** Cut down on idle time or delays in workflows. **Overproduction** Produce only what's needed when needed. **Over-processing** Avoid extra work; simplify processes. **Defects** Reduce errors through quality control. **Underutilized Skills** Tap into your workforce's expertise.

Gemba walks are the most powerful, seeing the process for yourself is by far the best way to see what is actually happening rather than perception from a process map in an office. Delivering training and awareness of the 8 wastes for your team working on the process will help create awareness and implementing daily Kaizen events will help create a culture that will reduce these wastes.

In my opinion, often, we don’t identify with the waste because we see not. Putting a frame on it by identification - which means to train the eye to see, is the differentiator. Many lean practitioners will say it’s about building the skill set and training the eye to see waste, is what helps them to then take those steps on reducing/eliminating them. And once you’re transformed, you will always be one that will drive waste out from the system. The skill can be enhanced by different application and industry - but a waste is a waste no matter where it is.

1. Go and See or Gemba walks are the most powerful collaborative activities that can be done to improve the visibility of various tasks and asks in a process. 2. Follow it up with a Value Stream or Information Stream Mapping exercise to associate the observations from the Gemba walk with real time numbers. 3. Find the opportunities in the value stream to focus improvements initiatives and implement changes. The above steps can be repeated multiple times, depending on budget and operational needs. However, the bottom line is, the culture of operations excellence needs to be cultivated in a team/organisation. Gembas shouldn't be viewed as invasive and proper training/coaching should be provided before such activities happen.

The most common and obvious way to spot wastes is to engage in 'Gemba Walk'. Gemba means real place where work is carried out. A careful walk by the concerned members around the Gemba will reveal a lot wastes- defective parts lying on floor; stacked materials waiting to be processed in front of machines; operators waiting for materials, tools or instructions; unnecessary movement of people due to poor lay out; excess inventory of raw materials/parts not being used are all classic examples of wastes those can be uncovered. In TPM, Initial Cleaning step may help in identifying wastes pertaining to Equipment. Apart from these, PFD and VSM may provide Visual and Analytical Insights in spotting waste in terms of NVA, Waiting time, Lead time.

A common and simple way to kick-start all the above methods would be to do a Gemba walk, work on a L1 process map along with a spaghetti diagram to identify bottlenecks. Using TOC principles along with lean techniques has proven to be a great combination in my personal experience.

1,Use Value Stream Mapping to optimize material flow, reducing unnecessary transportation. 2.Implement Just-In-Time (JIT) systems and Kanban to minimize excess stock. Optimize inventory levels through demand forecasting. 3. Deploy 5s Methodology. 4. apply Single-Minute Exchange of Die (SMED) for quicker changeovers, reducing downtime. 5.Implement Heijunka (production smoothing) and demand-driven scheduling.Streamline processes to minimize idle time. 6. Implement Poka Yoke wherever necessary. 7.Cross-train employees and utilize their skills effectively. 8.Implement quality control measures like Six Sigma to minimize defects, reducing rework and scrap .

All of these options are beneficial, but I have found the one that require minimal effort and quick results are 5S. Placing equipment, tools, and people in their proper place will minimize downtime. Along with process mapping, 5S will provide a facility manager and team quick successes and immediate improvements.

Examples of how to eliminate inefficiency and waste in a process using the 8 wastes framework: Transportation: Move materials and products closer to where they are needed. Use a just-in-time inventory system to reduce the need to transport materials and products. Use a conveyor belt system to transport materials and products automatically. Inventory: Reduce inventory levels by using a just-in-time inventory system. Implement a kanban system to track inventory levels and ensure that only the necessary materials are on hand. Use cross-docking to transfer materials directly from incoming trucks to outgoing trucks, without the need to store them in a warehouse.

1. Value Stream Mapping (VSM): This tool helps to identify and visualize the entire production process, including areas of waste 2. 5S: This method focuses on workplace organization and cleanliness 3. Just-in-Time: JIT aims to produce items only when needed, in the required quantity, and at the exact time they are needed 4. Kanban: It helps manage and control inventory levels and flow 5. Poka-yoke: It refers to mistake-proofing techniques that prevent or detect errors before they occur or reach the customer 6. Standardized Work: This method involves documenting and optimizing the best-known way to perform specific task or process 7. Kaizen: Continuous improvement, a structured approach to making small, incremental improvements to processes

Few points to reduce the waste from your mfg. processes: 1) Train your Shop floor team on 8 Wastes. Mainly on how to see & identify the waste. They are the key people who face problems and can identify the Muda or waste. 2) Optimize production scheduling to minimize downtime. 3) Implement Just-In-Time inventory systems. 4) Continuously monitor and improve quality control. 5) Eliminate bottlenecks through process redesign. 6) Reduce setup & changeover times. You may use the SMED approach. 7) Analyze data to identify waste patterns. 8) Create a CFT and make a checklist with respect to 8 wastes. 9) Make a plan and do the audit as per the decided frequency. Encourage the shop floor team to give suggestions for waste reduction & Improvements.

It’s usual that we will look at solution within the same industry. However, expand our horizon and interact with those from other industries. Try to solve their problems and you might see your solution within those they might have already implemented. Cross pollination helps us to see things from another perspective. When a perspective doesn’t work, solving things from that itself will not make much changes to the problem.

One of the hardest parts of a Lean Six Sigma project is actually finding/identifying the waste, not reducing or even eliminating it. 👁 You need to know all types of waste really well, and get out to the work floor to observe things during the GEMBA walk.🚶 An experienced Lean Six Sigma person will be better at quickly spotting those hidden wastes. So YB 🟨or GB 🟩professionals stick with BB.⬛ It takes some effort, but it's considered a CSF for your improvement project.🔝

Gemba walk and fish bone diagram are best simplified approaches to identify the waste and once it is identified based on the nature of waste suitable approach can be used like 5S, kanban, JIT etc..