What are the different types of lean production waste?

different types of lean production include material waste, downtime avoidance and time unnecessary through unproductive activities. Overproduction is another form of waste. Other types of waste may arise from an inaccurate comparison of resources to tasks or perform unnecessary movements in the workplace. Sometimes these defects arise from machines that have not been properly maintained or used in an inappropriate way. During these phases of production, there may be another type of lean production waste where the raw material is shaped or cut for a specific purpose. If this process is scary due to error, then the piece must often be discarded because waste. When the assembly line is idle - for example due to equipment failure - then underestimating this source sleeks slim production waste. Untilized downtime usually creates more waste than planned weaning. An ordinary reason is the lack of time to plan a controlled production stop.

For example, if the assembly line is closed at a time when full operations were planned, and both materials and people were placed to engage in productive work, this event is likely to create a large amount of unnecessary time. On the other hand, if the outage is planned, then production managers usually ensure that the number of staff in the device is the smallest number of staff on the device. Such preliminary planning usually reduces wage costs.

Inaccurate adaptation of resources to tasks is another type of lean production waste. Sometimes this may include clicking on the skills of a highly trained person to perform a task that one could do with less training. Other times, this may include the equipment between the equipment and the task. For example, if the worker tries to complete the task with a machine that is not particularly suitable for this task, this may result in unnecessary time.

unproductive activities may also include the performance of unnecessary tasks and can be ejectedtie in several ways. First, the person who performs the task may be involved in other proposals that are not necessary to complete the task, and secondly, the task may not be part of the planned production routine introduced by the manufacturer. For example, if a worker must regularly transport a certain number of partially completed materials, he may choose to involve another employee in an interview at another workstation. Although this may seem almost an insignificant factor in lean production waste, when this activity is repeated several times a day or a week, the costs of unproductive time are added up.