QUALITY MANAGEMENT COURSES

EXPLANATION AND EXAMPLES OF 8 LEAN

MANUFACTURING WASTE QUIZ

Compiled by Group 3 :
Ilham Firdaus Bambang Puja Sena (2001011)
Lintang Novia Ramadhani (2001017)
Muhammad Saktya Wijaya (2001018)
Nanda Vito Piero (2001033)
Salsabilytia Vierometha Putri (2001035)
Ahmad Azhari (2001038)
Faradilla Nur Chairunnisya (2001044)
Farel Zikra Gunawan (2001045)
Latifatul Ngazizah (2001047)
Rifka Fadillah Ahmad (2001055)
Tri Delfi (2001058)
Wilanda Tasya (2001060)

CHEMICAL TECHNOLOGY STUDY PROGRAM

POLITEKNIK LPP YOGYAKARTA
2022
 TABLE OF CONTENT

TABLE OF CONTENT.............................................................................................................ii

CHAPTER I...............................................................................................................................3

A. Background.....................................................................................................................3

B. Problem Formulation.......................................................................................................3

C. Purpose............................................................................................................................3

CHAPTER II..............................................................................................................................4

1. Defects.............................................................................................................................4

2. Overproduction................................................................................................................5

3. Waiting............................................................................................................................6

4. Non – Utilized Talent......................................................................................................7

5. Transportation.................................................................................................................8

6. Inventory.........................................................................................................................9

7. Motion...........................................................................................................................10

8. Extra Processing............................................................................................................11

CHAPTER III...........................................................................................................................13

A. CONCLUSION.........................................................................................................13

B. SUGGESTION..........................................................................................................14

REFERENCES.........................................................................................................................15

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 CHAPTER I
INTRODUCTION

A. Background
One of the most fundamental criteria for developing a successful firm is
eliminating unproductive tasks (wastes). This concept is a key component of Lean
thinking, and it can help to boost profits. The seven wastes (Muda) were developed by
Taiichi Ohno, the Chief Engineer at Toyota, as part of the Toyota Production System
(TPS). The seven wastes are Transportation, Inventory, Motion, Waiting,
Overproduction, Overprocessing, and Defects.

When the Toyota Production System was adopted in the Western world in the
1990s, the 8th waste of untapped talent or workers' 'Skills' was introduced. As a result,
the eight wastes are known as TIMWOODS. This paper will discuss each of these
wastes in depth in the next section.

B. Problem Formulation
1. What is 8 Lean Manufacturing Waste ?
2. What are the examples of 8 Lean Manufacturing Waste ?

C. Purpose
1) To know the meaning of 8 Lean Manufacturing Waste.
2) To know an example of 8 Lean Manufacturing Waste.

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 CHAPTER II
DISCUSSIO
N

LEAN MANUFACTURING AND WASTE ACTIVITY

Taiichi Ohno was a Japanese industrial engineer who created the seven wastes as part of
the Toyota Production System. His methodologies have been adopted worldwide under the
lean manufacturing banner and are commonly used today both within and outside the
manufacturing sphere. As lean manufacturing principles and methodologies gained traction
over the last few decades, an eighth waste was added; non-utilized talent. The acronym
“Downtime” is often used to remember the 8 wastes. The concept of 8 wastes is simple;
identify waste activity, remove it, and experience transformations in productivity across the
business.

In a lean manufacturing environment, time spent gathering and collating the information
is necessary, but it is also one of the 8 wastes. Therefore, spending less time gathering the
data and more time acting on it is a critical part of running an effective factory floor. By using
a combination of simple visual controls along with digital data, information can be
communicated much more effectively and efficiently to those who need it, when they need it.

THE 8 WASTES :

1. Defects
The defect is the waste of a product when it fails to meet customer expectations.
Defect waste is defined as the loss of value due to the scrap, repair, or rework of a
product that deviates from specifications. Defects affect time, money, resources, and
customer satisfaction. Any aberrations of a product found during the inspection, cause
that product to be scrapped completely or sent back for rework. Defects represent non-
productive time, and reducing them allows for that saved time to be spent on value
added activities. Excessive variation in production processes, high inventory levels,
inadequate tools or equipment, incompatible processes, insufficient training, or
transport damage due to poor layouts and unnecessary handling can all lead to quality

4
defect waste. the result of sugar production is defective, so the sugar produced is not
good and does not meet the grade of ICUMSA.

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 Specific causes of defects include :

a) Quality control (QC) is required at the production level.

b) Bad engine repair.
c) Lack of proper documentation.
d) Lack of process standards.
e) Does not understand the needs of customers.
f) Inaccurate inventory levels

2. Overproduction
Overproduction is defined as producing more than is needed, faster than needed,
or before it’s needed. This form of waste is most commonly seen in a "push system"
supply chain. Automation in the wrong places, lack of communication, local
optimization, low uptimes, poor planning, and a just-in-case reward system can cause
overproduction waste.

Overproducing leads to other types of waste also. It will lead to excess inventory,
which will result in increased material handling and increased man hours and working
costs. Sometimes even extra resources will be required to store or move this material.

For example, in the food industry where the products must reach consumers as
soon as possible to avoid high waste of finished goods because they have entered the
expiration period. Another example is factory does not pay attention to market
demand, resulting in excessive production activities and products that run very
quickly so that there is a build-up of products in the warehouse.

Excess work in the process is one of the major causes of many quality related
issues. FIFO (First In/First Out) will become difficult with the extra inventory and this
could cause further problems. Most of the time it will end up with poor handling when
it has excess inventory and it creates the most basic but most common problems,
stains, and dirt marks.

Overproduction creates an excess of work in progress (WIP), which has many

negative impacts on the factory floor :

a) Storage containers and trolleys must be purchased to store WIP

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 b) Space must be found to store the WIP trolleys, which take up valuable
manufacturing space
c) Quality problems that could have been detected much earlier if the product
moved on to downstream processes are instead detected when larger volumes
of products are built. This results in higher scrap costs than necessary
d) Over producing hides virtually every other type of waste activity by
camouflaging their impact on the manufacturing floor
e) Build-up of work in process awaiting access to shared equipment (due to poor
planning and lack of a First In First Out process)

Production managers may be tempted to “build ahead” in order to cover up the many
causes of over-production, such as:

a. Unreliable processes (build as much as we can in case the process breaks

down)
b. Inaccurate forecast and demand information (we thought the customer needed
it)
c. Unpredictable production schedules (poor planning)
d. Long changeover times (build in bulk to minimise batch changeovers)

Implementing pull systems, setting max work in process levels and balancing out
the work content between each process step are common methods to minimise the
build-up of work in process. Improving process stability is a very useful strategy to
build confidence associated with unreliable processes. Stopping over production does
take courage as you are, in effect, removing a safety net in order to make things more
efficient.

3. Waiting
Waiting is a waste of time spent waiting for the next step in production to occur.
The waiting waste refers to any idle time that occurs when codependent events aren’t
fully synchronized. Waiting can include people, material equipment (the previous run
was not completed), or idle equipment (mechanical downtime or over-replacement
time). All the waiting costs that the company has in terms of direct labor dollars and
additional overload costs can be incurred in terms of overtime, speeding up costs, and
spare parts. Waiting can also trigger additional waste in the form of defects if waiting

7
 triggers a flurry of activities to "catch up" which causes standard work not to be
followed or shortcuts to be taken.

In many ways, waiting is the opposite of overproduction. However, it can be

mitigated or eliminated with many of the same remedies. Waiting is often the result of
poor process design and can be addressed through proper measurement of takt time
and the creation of standard work.

Common causes of waiting for include:

a. Downtime or unplanned equipment.

b. Long or delayed setup time.
c. Poor process communication.
d. Lack of process control.
e. Producing to estimate.
f. Disruptive equipment.

Examples of this waste include idle operators waiting for equipment, production
bottlenecks, production waiting for operators, and unplanned equipment downtime.
Waiting can be caused by inconsistent work methods, lack of proper equipment or
materials, long setup times, low man/machine effectiveness, poor equipment
maintenance, or skills monopolies. For example in the food industry, there is a
cooking process by roasting or streaming, where during the waiting process
employees can carry out others activities that have more added value. Another
example is because something happened, the boiler did not work properly so there was
no pressure and it resulted in the production of cooking sugar in the cooking pan at the
cooking station being hampered and even stopped

4. Non – Utilized Talent

Non – Utilized Talent is underutilized talents, skills, and knowledge of
employees. This type of manufacturing waste occurs when management in a
manufacturing environment fails to ensure that all of their potential employees are
utilized. This extravagance is added to enable organizations to incorporate staff
development into the lean ecosystem. As a waste, it can result in assigning employees
the wrong task or tasks that they have not been trained properly. It may also be the
result of poor communication management.

8
 By engaging employees and incorporating their ideas, providing training and
growth opportunities, and involving them in the creation of process improvements
that reflect the realities they experience and the skills they possess, overall operational
effectiveness is enhanced. Elimination of this type of Waste can improve everything
else.

One example is a person who has been at a station for 5 years. They are a diligent
worker, but there is an ongoing issue with not meeting production rates which have
resulted in OT. Management finally asks the employee why they think they cannot
make the established rate. They point out a problem with the fixture that takes them
extra time. This leads to fixing the fixture versus blaming the employee for something
out of their control.

Example of Non-Utilized Talent:

a) Poor communication
b) Failing to involve people in workplace design and development
c) Lack of inappropriate policies
d) Incomplete action
e) Bad management
f) Lack of team training

5. Transportation
Transportation is a waste manufacturing of time, money, and resources to move
products and materials. Poor factory design can lead to wastage in transportation. It
can also lead to other wastes such as waiting or moving and impacting on overhead
costs such as higher fuel and energy costs and higher overhead labor in the form of lift
drivers as well as added wear and tear on equipment. It may also be the result of a
poorly designed process or a process that has not been changed or updated as often as
needed.

Value Stream Mapping (VSM) and partial or complete changes in plant layout
can reduce transportation waste. It is a complete documentation of all aspects of the
production flow and not just a mapping of a specific production process. This results
in changes to reduce or eliminate transportation waste.

Common types of transportation wastes:

9
 a. Poor layout of the long distance between operations
b. Long material handling system
c. Big Batch Size
d. Various storage facilities

One example is that the layout of the plant is built over time, but as the machine is
added, the old one is not moved with respect to the flow. Several round trips had to be
made to complete the flow. Rearranging them based on need can reduce the time it
takes to complete a section.

6. Inventory
Inventory is an excess of unprocessed products and materials. Inventory is
considered a waste because of the associated storage costs. This applies to raw
materials, and finished goods. Over-purchasing or poor forecasting and planning can
lead to wasted inventory. It can also signal a broken or poorly designed process link
between manufacturing and purchasing/scheduling. Lean Manufacturing does not
only focus on factories but also requires process optimization and communication
between support functions.

Purchasing, scheduling, and forecasting can have standardized versions of jobs in

defined minimum and maximum forms and order points mapped according to process
flow and takt time. Purchasing raw materials only when needed and eliminating or
narrowing the definition of "safety stock" will reduce this type of waste. Any supply
in excess of one-piece flow or the areas that hold raw materials and/or Finished
Goods. Space is needed to hold overproduction (Work-in-Process and Finished
Goods), as mentioned earlier, leading to space that could be better used.

An example is that 20 over-produced parts now have to be moved to storage,

adding up to 20 separate trips. Now one needs to manage excess materials and it takes
up space that could be used for other products.

Common causes of Inventory Waste include:

a) Overproduction of goods due to poor planning (more finished goods than

customer demand)
b) Delays in production or 'wasting time waiting

1
 c) Inventory Defect
d) Excessive transportation

There is a lot that can be done to minimize inventory waste, including :

1) Defining min and max levels of raw materials and finished goods. If min and max
levels are adhered to, this will indicate when to trigger a re-order or a re-build
(min level reached) or when to stop ordering or building (when the max level is
reached). Labeling storage containers and marking out spaces on the factory floor
can act as visual cues if inventory reaches the max level. Another aspect of this is
to stop purchasing storage containers, trolleys, and racking for holding the excess
inventory. Chances are there is already an abundance of storage solutions in
place.
2) Implementing flow between processes eliminates the need to store expensive
inventory. If there is a storage area there and the principles of flow are not
implemented, they will be filled with more inventory. If a product cannot flow
from one process to the next (e.g. bulk loading of products into an oven),
implement a FIFO (First In First Out) system instead
3) Purchase raw materials only when needed (just in time). This saves the time and
space of storing materials that may or may not be needed in the coming weeks and
months
4) Make a strategic decision not to stockpile inventory, just in case it is needed. This
is a management decision that requires courage, strong will, and determination

7. Motion
Motion waste is defined as any movement of people that does not add value to the
product. Examples include moving equipment, reaching out or bending, or collecting
tools more than necessary, as well as unnecessarily complicated procedures. Motion
waste is often caused by ineffective plant layout, lack of visual control, poor process
documentation, or poor workplace organization. Motion costs money. All unnecessary
movements generate non-value-added time and increase costs.

For example, the placement of a component that is far from the operator's reach, so it
requires a stepping movement from its working position to pick up the component.

1
 The great waste of motion is easily recognizable and is often eliminated through
common sense. When the layout of the working area is too large, often as a by-
product of overproduction, the distance increases, which leads to more wasted
movement

Resources are wasted—when workers have to bend over, reach out, or walk long
distances to do their jobs. Can be seen many examples when walking on the floor
Cutting, production, or finishing. Disorganized tool rooms or non-indexed accessory
stores are the best examples of motion waste.

Common causes of motion waste include:

a. Poor layout of workstations (e.g. equipment is placed out of convenient range)

b. Joint equipment and installation (for example, the operator must walk to the
designated area for shared equipment)
c. Poor product design or process (e.g. excess movement of parts to assemble
components together)
d. Poor work instructions (e.g. operators create their own methods for solving tasks
with over movement)

Much of this motion waste can be removed by working with the production operators:

a) Analyse how much the operator, product, materials, and tools move within each
individual workstation and identify opportunities to reduce each motion
b) Process map each line or cell and identify opportunities to re-layout the factory
floor to reduce the movement of people and products
c) Implement standard work for each process that describes the sequence of steps
that must be followed when carrying out a task. This eliminates operators from
creating their own techniques

8. Extra Processing
Over-processing refers to any redundant effort in production or communication
that does not add value to a product or service. By adding work that is not required,
over- processing costs you money with regard to the time of the workforce. These
costs can amount to a considerable sum over a period of time, they will also reduce
the output due to reduced efficiencies. Over-processing waste includes endless
product or process refinement, excessive information, process bottlenecks, redundant
1
reviews and

1
approvals, and unclear customer specifications. It is caused by decision-making at
inappropriate levels, inefficient policies and procedures, lack of customer input
concerning requirements, poor configuration control, and spurious quality standards.

Examples are the repeated inspection process, the approval process that has to go
through a lot of people, and the cleaning process. All Customers want a quality
product, but the most important thing is not the repeated inspection process that is
required but how to guarantee product quality at the time of its manufacture. All we
have to do is find the root cause of a problem and take countermeasures that match
the root cause.

There are many examples of extra processing waste that happen every day, including :

a) Reworking products because they were not produced correctly the first time
b) Storing work in process (WIP) in containers and then removing them later on for
processing
c) Shipping the wrong product to customers resulting in handling returns and re-
shipping the correct products
d) Re-sending emails or re-printing information due to missing attachments or

typos Causes of extra processing waste include :

a. Poor product design or unstable manufacturing processes that produce

excessive defects
b. Production lines not set up to facilitate flow, resulting in storage of work in
process offline
c. Poor communication between departments resulting in incorrect shipments
d. Not adhering to email prompts that detect typos or missing attachments

Designing products with manufacturing in mind (design for manufacture or

DFM) is a very useful strategy for ensuring extra processing waste is minimized
during the development of new products and processes. Also, defining the optimal
workflow helps identify unnecessary process steps. Once identified, steps can be
taken to remove unnecessary processes. In addition, six sigma methodologies can
radically improve the stability of processes, thereby eliminating costly rework
processes.

1
 CHAPTER III
CLOSING

A. CONCLUSION
Lean manufacturing waste is broadly defined as anything that doesn’t add value (what
a customer is willing to pay for) to a product.
The 8 wastes of lean manufacturing include:
1) Defects: waste from a product when it fails to meet customer expectations.
Excessive variation in production processes, high inventory levels, inadequate
tools or equipment, incompatible processes, insufficient training, or transport
damage due to poor layouts and unnecessary handling can all lead to quality
defect waste.
2) Over-production: waste from making products above and beyond customer
demand. For example, in the food industry where the products must reach
consumers as soon as possible to avoid high waste of finished goods because
they have entered the expiration period.
3) Waiting: waste time spent waiting for the next step in production to occur. For
example in the food industry, there is a cooking process by roasting or
streaming, where during the waiting process employees can carry out others
activities that have more added value.
4) Non-utilized talent: Underutilization of employee talents, skills, and
knowledge. One example is a person who has been at a station for 5 years.
They are a diligent worker, but there is an ongoing issue with not meeting
production rates which have resulted in OT. Management finally asks the
employee why they think they cannot make the established rate. They point
out a problem with the fixture that takes them extra time. This leads to fixing
the fixture versus blaming the employee for something out of their control.
5) Transportation: Wasted time, money, and resources moving products and
materials. One example is that the layout of the plant is built over time, but as
the machine is added, the old one is not moved with respect to the flow.
Several round trips had to be made to complete the flow. Rearranging them
based on need can reduce the time it takes to complete a section.

1
 6) Inventory: Excess products and materials that aren’t processed. An example is
that 20 over-produced parts now have to be moved to storage, adding up to 20
separate trips. Now one needs to manage excess materials and it takes up space
that could be used for other products.
7) Motion: Wasted time and effort from unnecessary movements by people. For
example, the placement of a component that is far from the operator's reach, so
it requires a stepping movement from its working position to pick up the
component.
8) Over-processing: Using more work or higher quality than is required.
Examples are the repeated inspection process, the approval process that has to
go through a lot of people, and the cleaning process. All Customers want a
quality product, but the most important thing is not the repeated inspection
process that is required but how to guarantee product quality at the time of its
manufacture. All we have to do is find the root cause of a problem and take
countermeasures that match the root cause.

B. SUGGESTION
At the time of the creation of the paper we realized that there were so many mistakes
and far from perfection. With an accountable guideline from many sources we will
improve the paper. Therefore, we expect his criticism and suggestions regarding the
discussion of the paper in the conclusion above.

1
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Dutt,Prakarsih.8 Wastes of Lean Manufacturing 'TIMWOODS' – Apparelscience. Acessed Friday,

October 29, 2022 at 10:39 a.m.

Gay,Christina.8 Wastes of Lean Manufacturing | MachineMetrics. Accessed Friday, October 29, 2022
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[Link] manufacturing and the 8 wastes - Kyzentree. Accessed Friday, October 29, 2022 at
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Techsolve.8 Wastes of Lean Manufacturing - TechSolve. Accessed Friday, October 29, 2022 at 8:54
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