STM Quality
Limited
7 Wastes
TOTAL QUALITY MANAGEMENT
7 Wastes
©©ABSL
Power Solutions
STM Quality
Limited 2007
Waste
STM Quality
Limited
How often have you used the
expressions:
“That was a waste of time!”
or
“That was a waste of money!”
or
“That was a waste of effort!”
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Wasted Time
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Just imagine if
we could collect
all the time
together that we
have wasted in
the past How much time
would that be?
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Wasted Money
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Limited
Just imagine if
we could collect
all the money
together that we
have wasted in
the past How much
money would
that be?
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Wasted Effort
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Limited
Just imagine if
we could collect
all the effort
together that we
have wasted in
the past How much effort
would that be?
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The Problem With Waste
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Limited
The problem with wasted time, money &
effort is:
When it’s gone…
- it’s gone!
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Eliminating Waste
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Limited
 So what can we do to eliminate
waste?
 We first need to identify what is &
is not waste, then we can look at
ways of eliminating or at least
reducing waste.
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Identifying Waste in the Workplace
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Operational Activity
Value added Operations
 Any process that changes the nature,
shape or characteristic of the product in
line with customer requirements
 e.g. Pressing, welding, heat treatment.
This is where we make a profit!
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Identifying Waste in the Workplace
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Operational Activity
Non-Value added Operations
 Work carried out which is necessary under
current conditions, but does not increase
product value.
 e.g. Inspection, tool change, maintenance.
This is where we make a loss!
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Value Added and
Non-Value Added operations
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Limited
 The objective is to raise the ratio of Value
added operations to non-value added
operations and eliminate waste.
OPERATOR TIME
WASTE
NON-VALUE ADDED
VALUE
ADDED
ELIMINATE
MORE TIME FOR
OTHER ACTIVITIES
NON-VALUE
ADDED
VALUE
ADDED
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7W – The Elimination of Waste
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Limited
 So, now we understand the difference in
value added & non-value added
operations, what are the benefits in
eliminating all waste?
• Reduced costs
• Greater Capacity
• Bottlenecks are identified
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7W – 7 Types of Waste
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Limited
 1 Over-production
 2 Inventory
 3 Transportation
 4 Process
 5 Idle Time
 6 Operator Motion
 7 Bad Quality
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7W – 1. Over-production
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 Over-production
 Producing more than is needed hides a
multitude of problems. Excessive set-up times,
machine faults, risk of producing obsolete
stock.
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7W – 2. Inventory
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 Inventory
 Carrying stock attracts cost & storage
problems. Storage leads to stacking, racking,
sophisticated computers, bar coding &
automation, all for an activity that adds no
value to the product.
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7W – 3. Transportation
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 Transportation
 This may appear unnecessary but does add
value. Large transport is easily identified but
small transport such as manual labour may not
be so noticeable. These can be improved by
changes to the work environment.
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7W – 4. Process
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 Process
 Adds cost but no value - e.g.trimming &
moulding to a level that is beyond the required
standard adds extra time that customers do
not want to pay for.
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7W – 5. Idle Time
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 Idle Time
 Typically, waiting for products & services from
preceding operations, waiting for work from
their previous set-up or waiting for cycles to
finish, or meetings to start.
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7W – 6. Operator Motion
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 Operator Motion
 Typically, single handed operations where
both should be used, stretching unnecessarily
or awkwardly and walking between things. All
of these take time or use time poorly, none add
value.
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7W – 7. Bad Quality
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 Bad Quality
 Rejects are always produced by systems and
procedures created by management. If
operators fail it is because the process allowed
them to fail through inadequate training or
because the process was not capable in the
first place.
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7W – The Elimination of Waste
STM Quality
Limited
 So, now we understand the 7 wastes, we can:
• Produce only what is needed;
• Carry only essential stock;
• Use transportation more wisely;
• Produce work to the standard required;
• Plan our production processes;
• Put our efforts to the best possible use;
• Train to make quality work every time!
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