JIT - Vol 2 - Wastology

JIT : WASTOLOGY
(Just In Time : Volume 2)
HM3H - ENGINE ASSEMBLY (L3&4)
PRADEEP PATEL 01-Apr-2022

(HOSHIN)
Content
Topic Slide Number

JIT Introduction 3-4
Wastology Introduction 5-6
Type of Waste 7-37
Discovering Waste 38-51
Removing Waste 52-66
Waste Prevention 67-71
Key points to remember 72
Be the Future of Mobility Create | Collaborate | Inspire 2

Introduction to JIT (Just-In-Time)
JIT Implementation manual by Mr. Hiroyuki Hirano
We will learn “Wastology : The total elimination of waste” which is a part of Volume 2 of JIT Implementation
manual by Hiroyuki Hirano.

What is Just In Time (JIT) Production System ?
 When someone has an intellectual grasp of the JIT Production System
“Making just what is needed, just when it is needed and in just the amount needed.”
 When someone has both physical and intellectual grasp of the JIT Production System
“Total elimination of waste.”
JIT means ideas and techniques for the total elimination of waste.

Wastology
 What is Waste :
 Any activity that does not process anything, nor does it add any value.
 For example :
– In a screw fastening activity, only value-adding part of this whole operation is the function of fastening
two work-pieces so that they will not become separated.
– Everything that does not directly serve this function is waste.
Function : Fastening two

workpieces so that they
will not become separated

Why does waste occur ?
 Waste occur due to incorrect responses to
problems that crop up from time to time.
 Evasive and short term responses to
problems are major contributors of waste.
 For example :
– There’s no place to put those things, so let’s
put them down there for the time being.
– We are receiving too many quality complaints,
so let’s add more inspectors for the time
being.
– This process has been turning out some
defectives, so let’s increase output for the
time being to make sure we produce enough
good ones.
Keyword : For the time being How Waste

Takes Root

Types of Waste :
 Waste Classification System :
WASTE
3 Mu 5MQS Production JIT 7 Types

Waste Waste Factor Waste of waste
Transport
Waste (Muda) Man Retention
(Conveyance)
Inconsistency Machine Conveyance Inventory

(Mura)
Irrationality Motion (Operation

Material Processing
(Muri) Related Waste)
Waiting (Idle Time

Method Inspection
Waste)
Management Overproduction
Quality Over processing
Safety Defects

Types of Waste : WASTE
 The 3 Mu’s are the three main types of waste

5MQS Production JIT 7 Types of
3 Mu Waste
Waste Factor Waste waste
1) Waste (Muda) = Capacity exceeds the load. This is a waste of capacity.

2) Inconsistency (Mura) = Capacity sometimes exceeds the load and the load sometimes
exceeds the capacity. Here, the problem is one of variation.
3) Irrationality (Muri) = Load exceeds capacity. Capacity is overtaxed by an unreasonable
load.
Waste as Seen within the

JIT Production System.

JIT 7 Types of
 5MQS waste classification :
5MQS Production
3 Mu Waste
 5M
› Man
› Material
› Method
› Machine
› Management
Q
› Quality
S
› Safety
5MQS Classification
of Waste

 5MQS waste classification – Examples : 3 Mu Waste

5MQS
Waste
Production
Factor Waste
JIT 7 Types of
waste
 Walking Waste : In JIT production, the basic policy is that everyone stands (or walks) while
MAN RELATED WASTE

working, But such multi-process handling requires that the workers “walk” at least a few steps as
a kind of secondary operation to their main processing operations.
 Watching Waste : Most abundant in factories that have automated equipment; operator sets up
the workpiece, pushes a switch, and then watches the machine do its work without any value to
the process in between.
 Searching Waste : Generally while there is changeover, searching for tools is evident.
MACHINE RELATED WASTE

 Waste of Large Machines : When material is processed in large lots.
 Conveyor Waste : waste related to moving things to and from the conveyor and “idle time waste”
resulting from an imbalance among operations.
 Waste in Machines That “Process Air” : Often, after the operator presses the “start” button, the
machine does nothing but “process the air” for a few seconds before actually machining or
otherwise processing the workpiece. Cutter blades spin without cutting anything but air and
presses move without pressing anything but air.


5MQS
Waste
Production
Factor Waste
JIT 7 Types of
waste
MATERIAL RELATED WASTE

 Waste of Parts: look at the basic functions of the parts and materials used in the product and
then apply value analysis (VA) and value engineering (VE) techniques to eliminate waste.
 Waste of welds : Excessive amount of welding when less welding can also provide same strength
metal joint.
 Waste of fasteners : Excessive amount of unneeded bolts and washers.
MANAGEMENT RELATED
 Waste of Materials in Management : Unneeded data and files.
 Waste in Meetings: In many of the meetings, the participants either meet without really
discussing anything or discuss something without really making any decisions.
WASTE
 Waste in Communication: Same communication from different hierarchies of a department.


5MQS
Waste
Production
Factor Waste
JIT 7 Types of
waste
METHOD RELATED WASTE

 Shish-Kabob Production Waste: This production system has many disadvantages ie Lengthens
lead-time, Increases inventory, Increases defectives, Eats up space, Slows capital turnaround etc.
 Waste in Picking Up and Setting Down Workpiece : Often, workpieces must be picked up, set
down, and counted at each process in the line. This repeated process adds up in material
handling waste.
 Waste in Making Defective Goods: Waste is generated and cost is incurred for every defective
SAFETY & QUALITY

piece produced, even when part can be recycled. We need to find ways to prevent people and
RELATED WASTE
machines from making defect-causing mistakes in the first place.
 Waste in Disaster Prevention Measures: Accidents and injuries are a clear sign of truly excessive
waste in the factory, and are the kind of “social waste” that people should regard as Public
Enemy No. 1. Safety guidance and assurance must be a key underlying factor in any campaign to
rid factories of waste.

 Production Factor Waste

3 Mu Waste
 Finding waste in “flow of goods” in production system.

 4 Key flow factors where waste can be found :
• Retention • Processing
• Conveyance • Inspection

 Retention : 3 Mu Waste
5MQS
Waste
Production
Factor Waste
JIT 7 Types of
waste
 Retention is stopping the flow of goods without adding any value to them.
 Every time we have retention, we have some kind of inventory.
Types of Inventory

 Reasons of Retention :
3 Mu Waste
 Capacity Imbalances : When there is capacity  Centralized Process: When goods flow from
imbalance between upstream and downstream several processes in other lines to just one
processes, inventory tends to accumulates. process, they tend to pile up at the point of
convergence. Conversely, good pile up when
 3 Conditions : they are sent from one process to several
› Synchronized (Upstream = Downstream)
others.
› Inventory (Upstream > Downstream)
› Shortage (Upstream < Downstream)

 Reasons of Retention :
3 Mu Waste
 Anticipatory manufacturing :
 Avoiding changeover : The processing department hates having to replace dies, blades, etc., it tends to
minimize changeover in assembly, which causes retained goods to pile up.
 After-sales service part requests : The manufacturer keeps an inventory of spare parts to be able to
respond quickly to service part requests.
 Anticipatory buying
 Opportunistic buying : Manufacturers that buy materials whose prices fluctuate widely or that have
long lead-times try to buy these materials a little more cheaply by entering annual procurement
contracts or using other anticipatory buying tactics.
 Anticipatory manufacturing and Anticipatory buying are two major causes of retention.
 JIT by definition, tries to attack on these two factors by producing what is needed, in exact quantity it is
needed, and at the right time it is needed.
 Retention adds to costs without adding anything to value. It is useful only as a “cushion” against problems
such as shortages. Because inventory acts as a cushion, people tend to think of it as a solution to production
flow problems. The truth, though, is that inventory merely evades problems and does not solve them.

JIT 7 Types of
 Conveyance (Transport):
5MQS Production
3 Mu Waste
 Conveyance can be defined as an occurrence whenever

goods are being moved without having any value added.
 “Conveyance” between two retention points is
sometimes done by hand, but when there is enough
volume to warrant it, we usually employ a conveyance
machine such as a conveyor, cart, or forklift to do the
work.
 Movement between retention point and a process is
called “material handling.”
 In view of the entirely negative effect of conveyance, we
should not be content with just shortening conveyance
distances and times. We need to make a radical
improvement by getting rid of conveyance entirely.
 Since conveyance occurs wherever retention occurs; If
we can get rid of retention completely by linking Difference between Conveyance and Material
processes together, conveyance can be eliminated. Handling.

JIT 7 Types of
 Significance of Conveyance:
5MQS Production
3 Mu Waste
 Now look at the example we saw earlier and find out number of retention and conveyance points.
 Conveyance always happens wherever retention points occurs.

No. of value-adding process : 1
No. of retention points : 6
No. of conveyance points : 3
JIT 7 Types of
 Conveyance waste elimination strategy:
5MQS Production
3 Mu Waste
 Example:
Scenario 1:
Scenario 2:
Retention Points Conveyance

Points
Scenario 1 10 5
Scenario 2 6 3
 Reduction of 4 retention points and 2 conveyance points by linking of processes and

conversion into one-piece flow in a 3-machine setup

JIT 7 Types of
 Steps of conveyance waste elimination strategy:
5MQS Production
3 Mu Waste
Step 1 Step 2 Step 3 Step 4
• Begin by having • Change the • Add casters to • Start linking

one person process equipment layout make hard-to- processes and
workpieces one to accommodate move equipment eliminating
piece at a time. “one-piece flow.” more mobile. conveyance and
retention points
• This will teach • People will find out • People will begin to wherever possible
people how poorly how mobile the understand what
the equipment is equipment really is. real improvements
laid out. are.

 Processing :
3 Mu Waste
 Processing means adding value to a workpiece as it proceeds through the production line. It is
the work that goes into the workpiece.
 There are two main methodologies for process improvement
 Ideal Model
 Analytical Model


3 Mu Waste
 Ideal Model of process improvement :  Analytical Model of process improvement :

 Need to find out what the essential functions of  Need to study the various processing operations and
the process are, then ask how can the process then improve efficiency of those operations.
best fulfils those functions.  Accepts the current processing arrangement and
 For example : Changing hole drilling, tread tapping then tries to make it work a little more efficiently.
and screw fastening to adhesive based part  Inductive approach
joining.
 This approach lends itself to technology-specific
 Deductive approach improvements and to breaking up and combining
 Two types of approach : processing operations.
 VA/VE Improvement
 Technology Specific improvement

JIT 7 Types of
 Inspection :
5MQS Production
3 Mu Waste
 Identification and elimination of defectives from the production flow.

 Inspection does not add any value.
 Some people may think inspection does add value and is “defect-finding behaviour” but is far from
accurate.
 While it is true that finding defects is an effective way to reduce defect complaints from customers, it does
nothing to reduce the number of defective goods being produced on the line.
 Keeping a large inspection staff to minimize customer complaints gives the manufacturer a false sense of
security while defective goods continue to be produced and inspection costs continue to climb.
 We have to change the concept of inspection from “finding defects” to “reducing defects.” JIT dictates
complete prevention on defect recurrence altogether.
 In JIT we focus on change in mind-set of from “finding defects” to “reducing defects.”
 JIT requires a three-step progression from “finding defects” to “reducing defects” and finally “preventing
defects.”

JIT 7 Types of
 Types of Inspection :
5MQS Production
3 Mu Waste
 Sorting Inspection :
 In sorting inspection, defect-finding inspectors sort’s non
defective processed workpieces from defective ones and
rejects the defective ones.
 This inspection may reduce complaints from customers, but
it will not do anything to reduce the number of defects.
 Information Inspection :
 This type of inspection reduces defects. When a defect occurs,
the related data are used to find the process where it occurred
and to correct the defect-causing problem.
 Three ways to perform information inspections are:
 Quality control method
 Downstream process control method
 Independent quality control method
 Information Inspection :
3 Mu Waste
 Quality control method

 This is also known by the acronym SQC (Statistical Quality Control). After taking detailed statistical data
of the conditions at each process, any defect can be traced back to the process where it occurred and
then can be corrected.
Information Inspection Using

the Quality Control Method.

3 Mu Waste
 Downstream process control method

 To make inspections as objective as possible, the inspectors inspect every workpiece and use statistical
data for feedback at each downstream process to check up on the previous process.
Information Inspection Using

the Downstream Process
Control Method.

3 Mu Waste
 Independent quality control method

 This method requires process equipment operators to conduct their own quality inspections of goods
processed at their own stations to provide faster information feedback for the downstream process
control method.

 Back-to-the-source inspection :
3 Mu Waste
 This is a defect-preventing approach in which we find the error leading to defects,

distinguish among the resulting defects, and then make improvements that prevent
defects from occurring even if the same error occurs again.
 The two main methods used in this type of inspection are poka-yoke and human
automation.

 Severity of our vigilance against waste:

3 Mu Waste
 The severity of our vigilance against waste determines whether our

improvements will be revolutionary, incremental, or just empty gestures.
Retention Conveyance Processing Inspection
Highest Severity    
2nd Highest Severity    
2nd Lowest Severity    
Lowest Severity    
 At highest severity, we look at all 4 waste factors and may carry waste-removing improvements all
the way upstream to the design stage.
 When severity is at 2nd lowest level, our improvement efforts will probably not go beyond material
handling.
 At lowest severity, we “solve” retention problems by establishing new places to pile things or by
building new shelves. Likewise, we “solve” conveyance problems by bringing in more carts or
introducing an automated transfer system. All such improvements are actually nothing but empty
gestures.
JIT 7 Types of
 JIT’s Seven Types of Waste
5MQS Production
3 Mu Waste
 In JIT, we classify waste into seven types.

JIT 7 Types of
 Transportation(Conveyance) Waste
5MQS Production
3 Mu Waste
 This is the unnecessary movement of products, materials or

information.
 Conveyors and material handling systems takes heavy toll on
productivity and also eats up valuable space in the factory.
 The things necessary to do the job should be at hand so you
don’t have to go get them or take them to where they are
needed.
 Factory layouts often can be the fundamental cause of excess
transportation.
 Appropriate re-laying out the machines within a factory from a
functional to a cellular layout has been found to help not only
reduce transportation waste — but also reduce WIP and
waiting.
 Take away the conveyors and minimize the amount of material
handling for further improvement

JIT 7 Types of
 Inventory Waste
5MQS Production
3 Mu Waste
 Inventory means whatever is being retained at

retention points inside or outside the factory.
 Finished products, parts and supplies kept in
inventory are pure cost, not value; they add
additional cost by requiring space, additional
facilities and equipment to handle and move
them, and they can become scrap if they
exceed shelf life or are of no demand..
 Inventory waste will stay put unless people
firmly believe in No Inventory.
 Keeping inventory piles here and there is an
easy way to avoid all sorts of problems. But we
need to realize through and through that
inventory avoids but never solves problems.

JIT 7 Types of
 Motion Waste (Operation-Related Waste)
5MQS Production
3 Mu Waste
 Unnecessary movements of man or machine which do not

add any value in the product.
 In fact, the vast majority of the typical worker’s labor is
“movement” and very little indeed is actually “work.”
 Operation-related waste can be created by poor
equipment layout or by poorly placed parts, jigs, and tools.
 To improve such waste, we begin by trying to eliminate the
operation altogether.
 If it turns out that the operation does serve a legitimate
function, we then get to work in reducing the amount of
movement required by the worker to do the operation.
 In order, we start with feet movement, then proceed to
hips, shoulders, arms, hands, and fingers.

JIT 7 Types of
 Waiting Waste (Idle Time Waste)
5MQS Production
3 Mu Waste
 Waiting is the waste of people and machine time when

they have to wait for a part, materials or information
they require to perform their work or make decisions.
 Possible Causes may include :
 Obstruction of flow
 Poor equipment layout
 Problems at upstream processes
 Capacity imbalances
 Large-lot production
 Possible Solutions may include :
 Production leveling
 Product-specific layout
 Poka-yoke or Human automation
 Changeover within cycle time
 Over Production Waste

3 Mu Waste
 Producing what is unnecessary, when it is

unnecessary, and in an unnecessary amount.
 Overproduction waste is like a wedge that opens the
door for various other kinds of waste.
 It contributes to retention and inventory waste.
More inventory naturally leads to more conveyance.
 This happens when workers and machines have
excess capacity.
 To counter this we can use devices such as kanban
and the “full work system” to tie production
processes together in a flow, after which we can
synchronize the worker and machine cycle times
with product cycle times.
 This may require some leveling, worker hour
reductions, or equipment downsizing.

JIT 7 Types of
 Over Processing Waste
5MQS Production
3 Mu Waste
 Over-processing is doing more than the

customer wants and pays for the product or
service,
 Sometimes, Over processing waste generates
due to inappropriate technique, oversized
equipment, working to tolerances that are too
tight, perform processes that are not required
by the customer, inadequate information
sharing between departments etc.
 Examples:
 When lathe machine is sufficient then also
processing with CNC machine.
 Proofreading e-mails multiple times before
sending.
 Drilling screw holes even after ECN from
screws to welding.

JIT 7 Types of
 Defect Production Waste
5MQS Production
3 Mu Waste
 Human errors invite defects and defects are the watershed

for a long cascade of events. Customer complaints
increase. Rising customer complaints lead to beefed up
inspection staff. May even lead to lost customers
 When processes produce defects, costs of scrap and
rework increases, productivity decreases and upsets a
synchronized set of processes.
 It takes less time to make something right than it does to
make it poorly only to have to correct it later.
 Switching from sorting inspection that just separates the
defectives from the non defectives to back-to-the-source
inspection that builds quality at each process.
 Better training and more standardized work methods to
help minimize human errors, adopting defect-prevention
methods, such as poka-yoke and human automation are
some of the ways of defect-prevention.
How to Discover Waste?
 JIT provides three methods to identify waste :
DISCOVERING WASTE
Using “Back-Door Using “One piece By “Analyzing current

Definition flow” condition”
Arrow Diagram
Operations Analysis
Table
Standard Operation
JIT means the total elimination of waste. But we cannot eliminate waste
unless we first identify it.

How to Discover Waste? DISCOVERING WASTE
 Finding waste according to its “ Back-door definition”

 Back door definition dictates stop

looking for waste when it is hard to find
and start looking for work. Work is much
easier to identify. Everything else is
waste.
 After identifying waste, use 5W1H
methodology to dig beneath “surface
waste” to discover the “true, deep-down
waste.”

 Finding waste according to its “ Back-door definition”

 Example : Screw fastening operation  Example : Screw fastening operation

› What is this operation doing? › why must the operator take a step each time he picks up a
› screw-fastening process screw?
› “Why do they need a screw-fastening process here?” › Box of screws is kept three feet from operator’s work position.
› Function : To fasten two parts together › “Why is the box of screws kept three feet away from the
› fastening agents : machine screws operator?”
› “What is the value adding part in the process?” › Continue asking “why” till the real cause is found. (5W)
› The second or two during which the final turn of the › Then start making improvement plan by asking “How?”
machine screw is made to actually fasten the two parts
together.
› “What are the waste in the process?”
› Everything else—picking up the screw and screwdriver,
inserting the screw, and so on.
› “What are the waste in the process?”
› Everything else—picking up the screw and screwdriver,
inserting the screw, and so on.
› Further we need to start asking “why?”

 Bringing Latent Waste to the Surface with “One-Piece Flow” Definition flow” condition”
 One-piece flow offers an effective technique for manifesting the waste that is latent within current
conditions.
 Simply switch to one-piece flow and analyze waste that becomes noticeable.
 Example :
100 Hundred-fold Helps in
lot at-a-time, when switched to one-piece flow
In a operation that processes 100 workpiece
Conveyor movement that movement will increase in conveyor determining how to

brings 100-unit lots of be required to use makes conveyor efficiently transfer
workpieces bring 100 waste noticeable. workpiece one at a
workpieces time.
Machines are placed 5m 100 times Unnecessity of

apart and trolley is used movements in that Transport waste trolley will be
to move 100 piece lot 5m spaces to will be visible visible
transfer workpieces
Stocking shelves Unnecessity of

Inprocess material will be and carts will be Inventory waste shelves and carts
either 100 or more required to place will be visible will be visible
that inventory

 Analyzing Current Conditions to Discover Waste

 JIT approves usage of these 4 IE tools for analysis of current condition that are less time taking yet
highly effective
• Finding Waste in the Flow of Goods

• The places within the flow of goods where waste is found
Arrow Diagrams
in greatest abundance are at the retention and
conveyance points.
• Finding Waste in People’s Actions

Operations • Operations analysis tables are analytical tools that help us
Analyzing Analysis Table bring the waste inherent in worker operations to the
Current surface.
Conditions
to Discover • Finding Waste by Combining People, Goods, and
Waste Standard Machines
Operations • Finding the most efficient operational combination of
people, goods, and machines
Waste-Finding • Finding and record the types and magnitudes of waste at

Checklists each process to make waste readily apparent.

 Arrow Diagram
 Arrow diagrams can be applied against the factory’s equipment layout diagram by marking the points in the diagram,
then analyze the arrow diagram to find problem points. Once the big problem points have been identified and
illustrated this way, it is easier to make improvements.
 Arrow diagram makes the current flow of goods more obvious and comprehensible in graphical representation.
 Symbols used in Arrow Diagram

 How to create Arrow Diagram
Step 1 Step 2 Step 3 Step 4 Step 5
• Recognize the • Select the product • Prepare a factory • Do a flow analysis • Write up a
analytical purpose to be analyzed layout diagram summary chart of
• Flow analysis must be flow analysis
• The purpose is not to • Select a single • This diagram should done at shop floor
create an arrow product at a time for contain the entire while watching what • After completing the
diagram. The analysis. factory’s layout, and actually goes on arrow diagram, we
purpose of the • It is very useful when should indicate the there should draw up a
analysis is to discover applied to products positions of all summary chart of the
major forms of waste. for which a large machines, work flow analysis and
To actually remove output is needed. tables, and other enter the relevant
the waste, the • It also is useful with equipment. volume and distance
equipment layout will products that tend to information under
have to be changed, encounter a lot of the “before
superfluous problems along the improvement”
operations production flow. columns.
eliminated, and other
improvements made.

 Example of an Arrow Diagram

 Operations Analysis Table:
 Not everything workers do adds value to the workpiece.
 On the contrary, almost everything the typical worker does is mere “movement” that adds no value at all.
 Operations analysis tables are analytical tools that help us bring the waste inherent in worker operations to the surface.
Step 1 Step 2 Step 3 Step 4 Step 5
• Fill it out at the • Everything that is • Look for the nitty- • Once you finish • Eliminate waste
factory not value-adding gritty details. filling out the table, from everything
must be counted as set an improvement except “work”
• Look at the real waste • Look for as much goal.
situation in the detail as you can • After making an
factory as you fill out • Always look as spot, then write all • Go over all of the analysis to
the table. critically as you can those details on the observation based distinguish
to distinguish work table. data, including work “movement”
from movement as • Detailed ,movement, goods operations from
you observe the understanding movement, idle time, “work” operations,
worker’s actions. requires detailed and inspections. carry out
observation. • Then set an improvements to
improvement goal. eliminate as much of
the “waste” as
possible.

 Example of an Operations Analysis Table
Operations Analysis Table:

Aluminum Casting
Deburring Operation.

 Standard Operations Combination Chart:
 Finding Waste by Combining People, Goods, and Machines
 Standard operations provides a method for finding the most efficient operational combination of people,
goods, and machines to safely produce high-quality products at low cost.
Example :
› We need a cycle time of 54 seconds,
whereas the current cycle time is 89
seconds.
› A production shortage is inevitable
unless we bring in extra equipment or
resort to overtime work to make up
the difference.
› However, We can also use this
combination chart to discover waste
in the current combination of people,
goods, and machines, and then we
can make improvements to realize a
more efficient (cycle time reducing)
combination.

 Waste-Finding Checklists:
 Waste-Finding Checklists are used to record the types and magnitudes of waste that we find at each process
to make such waste readily apparent.
 There are two kinds of waste-finding checklists:
 Workshop-specific
 Process-specific
Workshop-
Workshop Process-specific
specific Ranking Improvement
Inspection checklist
checklist
• For finding major • Determine ranking • To discover • Brainstorm

forms of waste of improvements smaller, more improvement
• To find types and according to their subtle forms of ideas and carry
magnitudes of waste magnitude waste. them out.
waste within a totals and thereby • When probing
certain workshop’s obtain a priority- deeper into the
processes. based sequence major forms of
for improvement. waste that have
• Observe the first already been
process to be identified at
improved. certain processes.

 Example of Waste-Finding Checklists (Workshop-specific):
fig. - Waste-Finding Checklist

(Workshop Specific) and
Five Levels of Magnitude

 Steps & Example of Waste-Finding Checklists
(Process Specific):
Fill in every minor manifestation of waste you can find and

enter it under the most appropriate of the seven types.
Check up on your waste observations by having another

look.
If you see the waste again, check the YES column to

confirm it. If not, check the NO column.
Any items that receive a check in the YES column need to

be rated for magnitude
Go back to the processes concerned with the people who

work there and start looking for the causes of all this
waste; After finding causes start brainstorming for
improvement ideas.

How to Remove Waste?
 Waste removal strategy has been classified into 3 parts based on the focus area:
 Removing waste from the movement of goods
 Removing waste from the actions of people
 Removing waste from the combination of people, goods and machines
Waste Removal Strategy

Movement of Actions of Combination of people, goods
goods people and machines
Waste in flow Improvement in Use of Serial Operation

of Goods body
Retention Workplace layout

Waste Parallel Operation
Improvement
Jigs, Tools, and

Process Wait Machinery
Improvement
Lot Wait

How to Remove Waste? Waste Removal
Strategy
Movement of
Actions of people Combination
 Removing waste from the movement of goods :

goods
 As we have seen, Arrow diagrams are good tools for finding major forms of waste within the movement of
things. They are easy to create and bring major waste to the surface so that anyone can recognize it.
 Standard operations provides a method for finding the most efficient operational combination of people,
goods, and machines to safely produce high-quality products at low cost.
 Making arrow diagrams is a good way to bring the retention and conveyance steps into focus. But the
question is how to remove this waste once we have it in focus.
 The only way to effectively remove this kind of waste is to eliminate the retention and conveyance itself.

Strategy
Movement of
 Example of Removing waste from the movement of goods :

goods Actions of people Combination
Example : (Before Improvement)
› A flow diagram of the same printed circuit

board factory we had discussed earlier.
› Total 24 retention points, 16 conveyance
points and 3 inspection points.
B › Multiple shelving without any stages in
A
between (Point A)
› Complex goods flow at Point B with
multiple retention and conveyance points.
C
› Material moving from 1st dip to inspection
then cleaning and again to inspection
(Point C).
› 3 Inspections points overall with excess
retention points at all inspection points
D (Point C).
› Overall a complex flow of goods which is
not streamlined

Strategy
Movement of
 Example of Removing waste from the movement of goods :

 A flow diagram of the same printed circuit board factory we had discussed earlier
(Retention – 24 Conveyance – 16, Inspection – 3) (Retention – 14 Conveyance – 8, Inspection – 1)

Strategy
Movement of
 Eliminating Retention Waste :

 Retention is when a workpiece remains in one place for any length of time, waiting for the next production
step to occur.
 “Waiting” is the key word here, since it is a visible phenomenon that always goes hand in hand with retention.
 There are two kinds of waiting and two separate strategy to eliminate them :
 Process waiting : Workpiece is at a process waiting its turn to be processed.
 Lot waiting : Workpiece is waiting to join the rest of the lot that is being processed.
 Lot waiting happens for only one reason: lot processing

Strategy
 Eliminating Retention Waste - Process waiting :

Movement of
TYPES CAUSES IMAGE IMPROVEMENT POINT
• Synchronization
Upstream process needs to be synchronized with
down-stream process.
Waiting for • Unbalanced processes due
machines and/or to capacity gap between • Pull Production
people previous and next process Need a device or system to keep the previous
process from producing in excess of the next
process’s capacity.
• Accumulation/dispersion
• In-line layout (flow production)
of processes
Processes where workpieces accumulate are like large
islands apart from the rest of the line. They need to
Waiting for • Occurs when work-pieces
be brought back into a closely linked line.
machines and/or for the same product are
people gathered at certain
• Use smaller equipment
processes and spread out
Smaller machines that fit more easily into a closely
at others.
linked line can be built inexpensively

Strategy
 Eliminating Retention Waste - Process waiting :

Movement of
TYPES CAUSES IMAGE IMPROVEMENT POINT
• Vendor guidance (Outside Vendor)

Need to provide guidance and training in JIT and re
evaluate the vendor’s delivery system.
• Reorganization (Outside Vendor)

• Operations delayed by Need to reorganize based on number of orders and
Materials waiting
missing materials or parts vendor evaluation.
• Address the ultimate cause (Inhouse)

Address the improvement to the ultimate cause—
defects, machine breakdowns, insufficient capacity, or
whatever.
• In-line formation
Redesign the scattered processes into an in-line
• The factory is understaffed formation.
and workers are processing
Operation lots at more than one • One-piece
method waiting process station. Switch from shish-kabob production to one-piece
flow.
• Multi-process handling
Develop operations into multiprocess handling.
Strategy
 Eliminating Retention Waste - Lot waiting :

Movement of
CAUSES IMAGE IMPROVEMENT POINT
• In-line formation of machines

• Processes are Line up the equipment according to the process sequence.
separated • One-piece flow
Switch to one-piece flow.
• Cycle time
• Equipment is mainly
One-piece production must be in accordance with cycle time.
designed for high
• One-piece production
output and cannot
Don’t gather workpieces into batches for processing, always process just one at a time.
handle one-piece
• Use smaller equipment
flow.
Smaller machines that fit more easily into a closely linked line can be built inexpensively.
• Changeover within cycle time
Changeover of parts, jigs, and so on should be able to be finished within the cycle time.
• Product changeover
• Sequence feed or marshalling
takes too much time
Parts should be fed to the line according to the assembly sequence.
• Improve changeover to enable zero changeovers.
• SOS system
Balance the line immediately and without further planning.
• Operations are hard • Baton touch zone method
to balance Perform each operation at a prescribed pitch, then move directly to the next one.
• Multi-process handling
Train workers to handle all processes on the line, from start to finish.

Strategy
 Removing Wasteful Movement by People (Operations Improvement):

Movement of
 Operations improvement refers to the activity of removing the wasteful motions that workers make. This
includes torso motions, foot motions, hand motions, and every other motion that workers make, all of which
contain waste.
 Each motion is actually a combination of various motions, and we need to see what goes into these
combinations before we begin removing wasteful ones.
 There are two ways to approach operations improvement.

 Improving the actions: Removing waste from within the motions that comprise the operation
 Improving the point of the operation: Re-evaluating the entire operation to find a more sweeping improvement that
serves the same purpose.
 “Principles of economy of motion” is a tool used for improving the motions of workers to remove waste from
human actions.
 There are 17 principles are grouped into three sets of principles relating
 Use of the body
 Layout of the workplace
 Jigs, tools, and machines.

Strategy

Movement of
 Principles relating to the Use of the body

 Apply these principles when attempting to eliminate or minimize body motions.
Principle
Principle Description
Number
Start and stop manual operations • When a manual operation requires the use of both hands, both hands should
Principle 1
using both hands at once move in unison to start and stop the operation.
Keep arm motions simultaneous • Arm motions should follow the principle of the breast stroke in swimming:
Principle 2
and symmetrical Move with the same timing but in opposite directions, symmetrically.
• We need to minimize movement beginning with the largest motions (feet)
and then gradually work down to smaller motions, going from hips, to arms,
wrists, and finally fingers.
• For example : If the parts are kept behind the workers, the workers must
Principle 3 Minimize leg and torso motions move their legs to get them. If kept at their sides, they need to move their
hips to twist aside for them. If kept in front of them but up on a shelf, they
need to move their shoulders to reach up for them. If kept at chest level in
front and just to the right and left of the shoulders, they only need to move
their arms, wrists, and fingers.
Use gravity instead of muscle • The more we use our muscles, the more tired we get. Whenever possible, put
Principle 4
power the force of gravity to work in moving things.

Strategy

Movement of
 Principles relating to the Use of the body

 Apply these principles when attempting to eliminate or minimize body motions.
Principle
Number
Avoid motions that zigzag or • Try to keep motions smooth along continuous curves.
Principle 5
turn sharply • Avoid “hairpin turns” and complicated zigzag patterns.
• Motions without an easy, natural rhythm often lead to defects or injuries.
Principle 6 Make motions rhythmic
• Find a rhythm that fits the cycle time and that is easy to steadily maintain.
• Having to bend over a work table that is too low or strain the arms and
Ensure easy posture and easy
Principle 7 shoulders to work at one that is too high will only make work
motions
uncomfortable, which can only lead to waste.
• The feet can also be put to work without strain, such as in pressing foot
Principle 8 Use the feet, too
switches

Strategy

Movement of
 Principles Relating to Workplace Layout

Principle Number Principle Description
• The points at which the worker must reach to pickup and/or replace
Keep all materials and tools
Principle 9 materials and tools should be kept in front and as close to the worker as
in front and close
possible to minimize the worker’s motions.
• Place all materials and tools within easy reach and arrange them to follow
the sequence of the manual operation. This will not be possible unless we
Lay out materials and tools in
Principle 10 make the parts layout as compact as possible by feeding only a few parts
their order of use.
at a time to the work table and by thoroughly implementing the 5S’s to
keep things neat and orderly.
• Use inexpensive types of mechanical power to extract and feed materials
Principle 11 Use inexpensive types of power
to processes.
Keep the work tables and
• Make sure that the work tables and other equipment are not too high or too
Principle 12 equipment matched to the
low, as this will cause undue stress and fatigue.
worker’s height.
• Operations will go more easily and smoothly if such environmental factors
Make the work environment as
Principle 13 as lighting, ventilation, and temperature are controlled for maximum
comfortable as possible.
possible comfort.
• Many switching operations can be comfortably handled by the feet, thus
Principle 14 Let the feet work, too
freeing the hands for other work.

Strategy

Movement of
 Principles Relating to Jigs, Tools, and Machinery
Principle
Number
Integrate tool • Sometimes, a single tool can cleverly combine

functions to the functions of two or more other tools. This
Principle 15
minimize tool saves space and simplifies tool organization
variety. and handling.
• Keep all materials and parts in front of the

All materials and
worker and lower than chest level, so that they
Principle 16 parts should be
can be picked up easily. All containers should
easy to pickup.
also be within easy reach.
All handles and • If possible, the operator should be able to

knobs should be in reach all handles and switches without having
Principle 17 convenient places to shift or bend his or her torso. The position
and in an easy-to- and shape of these things should be designed
use shape for maximum operability and efficiency.

Strategy
 Removing Waste in way People, Goods, and Machines are combined :

Movement of
 There are 3 major factors involved in operations : Man, Materials, and Machines. Our objective is to combine these factors
in the way that is most efficient and “flows” most easily.
 The two ways in which people and machines can work together are :
 Serial Operations
› The worker and the machines take turns adding value to the product.
› After the worker’s standard operations is complete then it is the machine’s turn to begin working.
 Parallel Operations
› The worker and the machine work alongside each other, which is to say that they work together to add value
 Full parallel operations : The worker and machine are able to work completely in parallel.
 Partial parallel operations : The worker is in parallel with the machine only part of the time

Strategy
 Removing Waste in way People, Goods, and Machines are combined :

Movement of
 In serial operations, we should try to mechanize the overall operation to simplify and facilitate the worker’s
share of it.
 In parallel operations we should try to keep the worker as separate from the machine as possible.
 Start brainstorming ways in which the machine can take over more and more of the worker’s tasks,
especially simple tasks such as pressing switches.
 We must address the need to separate workers from the materials.
 No matter how completely we separate workers from the machines, it will do no good if the worker is still tied down
to handling the workpieces.
 The way to do this is by having machines handle single workpieces by themselves and automatically send them to
the next process.

How to prevent waste generation?
 In factories, we can never even hope to be permanently get rid of waste. The successful factories will be
those whose workers strive day in and day out to eliminate waste.
 There are two “secrets” for not creating waste in the first place.
1. Take preventive measures against waste by thoroughly implementing standard operations and
developing the discipline to maintain such operations. Consistently deal with waste at its very
source.
2. Follow up on these source-deep measures by looking out for abnormalities and problems that occur
whenever there are gaps or loopholes in our anti waste measures. We can use these abnormalities
as “symptoms” pointing us back to the source of waste in order to enact further waste-removing
measures.
 Following 3 methods are used to prevent waste from generating :

 Thorough standardization and standards maintenance
 Visual control and auditory control
 The 5W1H sheet

 Waste prevention thorough Standardization:
 Standardization basically means establishing procedures so that anyone assigned to carry them out can easily understand
and do them in a consistent manner.
 Standardization makes it easier for anyone to identify the abnormalities and problems that are the first symptoms of
waste.
 Major advantage of standardization is the ability to identify abnormal conditions.
 Standardization is not a one-time goal; standards must be meticulously maintained for waste to be minimized.
 Each and every worker must have both training and discipline if waste is to be continually reduced.
 However, the foundation for strong training and discipline will always be to “catch them in the act.”
 Once anyone finds the 5S’s being ignored or standard operations being bent toward personal inclinations, he or she must
alert the supervisor and have the transgression dealt with immediately.

 Waste prevention thorough Visual Control and Auditory Control:
 Even when everything is being operated according to the latest standards, abnormalities and problems will inevitably crop up occasionally.
 In view of this fact, we must bring such problems to the surface and immediately devise improvements to correct them before they first
develop into habits, and then into an established part of “how we do things here.” The best methods for doing this are visual and auditory
control. We use our eyes and ears as measurement instruments that alert us to problems immediately so we can make an immediate response.
 Following are the tools that can be used as part of a system for visual and auditory control :
Tools Description
Red Red tag teams take a cold, hard look at the factory and stick red tags on everything they judge to be currently unnecessary. This
Tagging enables anyone to recognize unnecessary items.
Signboards We use signboards to clearly indicate what things are, where they belong, and how many of them there should be.
Putting outlines around the standardized places for keeping things—from tools to work-in-process, machines, carts, and so on—
Outlining shows anyone exactly where they belong. Outlining is especially useful for indicating the place and amount of unprocessed and
processed workpieces at each production station.
Andon are alarm lights (usually accompanied by buzzers or bells) that immediately inform us when an abnormality or other problem
Andon
occurs on the production line.
Kanban are small signs that we use to maintain Just-In-Time production. When these signs are still attached to work-inprocess, they
Kanban are referred to as kanban. As soon as they have been removed from the work-in-process, they serve as order forms, work
instructions, or some other kind of voucher.
Pitch and Pitch buzzers or pitch horns can help maintain the pitch of assembly operations, and so forth. During inspection, inspection buzzers
Inspection or horns sound whenever an inspector finds a defect, and this auditory recognition helps reinforce visual recognition of defects.
Buzzers

 Waste prevention thorough The 5W1H Sheet:
 The 5W1H sheet is a very good tool to use for following up on problems we have discovered through visual and auditory
control.
 Our follow-up is to continually ask “Why?” until we find the problem’s root cause. Then we can ask “How?” to correct the
problem.
 The 5W1H (five “Whys” and one “How”) sheet provides a format and procedure for performing these follow-up tasks.
 If we neglect to make good use of 5W1H sheets, chances are that whatever improvement we make will only scratch the
surface of the problem and will not be a lasting improvement.
# Key Concept Description

Look with the Eyes of a Never cease to look at machines, people at work, material on the move, and everything else in the factory
1 Child with the pure and unclouded eye of a child. all improvements begin with that initial “wondering why.”
Remember the 1. Go to the workshop

2 Three Essentials for 2. See the abnormalities and problems first-hand
5W1H 3. Confirm the facts based on their own observations
3 Be a Walker managers must get up on their feet and do take a walk around of the factory and be vigilant while doing so.
Break Down the Walls of When we ask “Why?” over and over about the same phenomenon, we reach a point where we run out of
4 Fixed Thinking “known” answers. That dead end is where we meet a wall that protects and defines our fixed ideas and
taught assumptions. We need to think beyond these fixed ideas and assumptions
5 Do It Now once you have found the root cause; head straight for the work shop and put your idea into practice

 Waste prevention thorough The 5W1H Sheet - Example:

Wastology
 Key Points to remember:
 Goal of JIT Production system is to arrive at a rational balance where capacity and load are about
equal by total elimination of waste.
 No factory is without waste.
 Anything that does not somehow add value to the product is only waste.
 All types of waste can be worked upon for elimination or reduction.
 We must always remember that the basic act of inspection contributes nothing to higher added
value.
 Conveyance needs to be eliminated in order to reduce retention points.
 Cost associated with warehousing and maintenance of inventory must be taken into account
before anticipatory purchasing due to low raw material cost.
 Inventory only hides problems, it does not solve them.
 Standards must be easy to understand.

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JIT : WASTOLOGY

(Just In Time : Volume 2)

HM3H - ENGINE ASSEMBLY (L3&4)

PRADEEP PATEL 01-Apr-2022

Topic Slide Number

Be the Future of Mobility Create | Collaborate | Inspire 2

JIT Implementation manual by Mr. Hiroyuki Hirano

Be the Future of Mobility Create | Collaborate | Inspire 3

Be the Future of Mobility Create | Collaborate | Inspire 4

Function : Fastening two

Be the Future of Mobility Create | Collaborate | Inspire 5

Keyword : For the time being How Waste

Be the Future of Mobility Create | Collaborate | Inspire 6

3 Mu 5MQS Production JIT 7 Types

Inconsistency Machine Conveyance Inventory

Irrationality Motion (Operation

Waiting (Idle Time

Quality Over processing

Be the Future of Mobility Create | Collaborate | Inspire 7

 The 3 Mu’s are the three main types of waste

1) Waste (Muda) = Capacity exceeds the load. This is a waste of capacity.

Waste as Seen within the

Be the Future of Mobility Create | Collaborate | Inspire 8

Be the Future of Mobility Create | Collaborate | Inspire 9

 5MQS waste classification – Examples : 3 Mu Waste

MAN RELATED WASTE

MACHINE RELATED WASTE

Be the Future of Mobility Create | Collaborate | Inspire 10

 5MQS waste classification – Examples : 3 Mu Waste

MATERIAL RELATED WASTE

Be the Future of Mobility Create | Collaborate | Inspire 11

 5MQS waste classification – Examples : 3 Mu Waste

METHOD RELATED WASTE

SAFETY & QUALITY

Be the Future of Mobility Create | Collaborate | Inspire 12

 Production Factor Waste

 Finding waste in “flow of goods” in production system.

Be the Future of Mobility Create | Collaborate | Inspire 13

Be the Future of Mobility Create | Collaborate | Inspire 14

Be the Future of Mobility Create | Collaborate | Inspire 15

Be the Future of Mobility Create | Collaborate | Inspire 16

 Conveyance can be defined as an occurrence whenever

Be the Future of Mobility Create | Collaborate | Inspire 17

 Conveyance always happens wherever retention points occurs.

Retention Points Conveyance

 Reduction of 4 retention points and 2 conveyance points by linking of processes and

Be the Future of Mobility Create | Collaborate | Inspire 19

Step 1 Step 2 Step 3 Step 4

• Begin by having • Change the • Add casters to • Start linking

Be the Future of Mobility Create | Collaborate | Inspire 20

Be the Future of Mobility Create | Collaborate | Inspire 21

5MQS Production JIT 7 Types of

 Ideal Model of process improvement :  Analytical Model of process improvement :

Be the Future of Mobility Create | Collaborate | Inspire 22

 Identification and elimination of defectives from the production flow.

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 Quality control method

Information Inspection Using

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