《Integrating The Lean Enterprise》ENTERPRISE LEVEL WASTE.pdf_大学文库

ENTERPRISE LEVEL WASTE Joe Mize, MIT Alexis stanke. MIIt The elimination of waste" is one of the fundamental tenets of " lean thinkin Waste"may be defined as"any action, process or activity that consumes resources and does not directly add value for a stakeholder. We will first review how waste is traditionally viewed when value stream maps are developed within production operations. We will then consider comparable wastes considered when performing enterprise- level value stream mapping and analys must be within information systems. There are other wastes at the enterprise level that must be Waste in Production Operations Traditional value stream mapping efforts have been performed primarily production operations. The developers of the Toyota Production System identified se basic categories of waste condition caused by(1)a production operation waiting for maintenance, for material/parts from previous operation, tooling, operator readiness, etc, or(2)production parts waiting in a queue(perhaps in batches) Transportation: Excessive movement of materials/tools between production operations, between facilities, or to and from storage Over-Processing: Using oversized equipment or equipment not designed for the task at hand, thereby requiring excess running time and costs; using equipment that has not been properly maintained, thereby requiring excess processing Excessive Inventory: Maintaining stocks of raw materials in excess of current production requirements; or stocks of finished goods in excess of current demand; or stocks of work in progress as buffers between un- ynchronized production operations Unnecessary Motion: Human actions/motions beyond the minimum required to achieve the task at hand, i. e, tasks which, in themselves, do not add value Defective Products: Parts, materials, sub-assemblies or products that do not meet specifications and which must be scrapped or reworked to bring into conformance Overproduction: Producing more than is required or producing before required any work performed which is not" pulled"by the next stakeholder in the value stream Enterprise Level Waste 10/20/200

ENTERPRISE LEVEL WASTE Joe Mize, MIT Alexis Stanke, MIT The elimination of “waste” is one of the fundamental tenets of “lean thinking”. “Waste” may be defined as “any action, process or activity that consumes resources and does not directly add value for a stakeholder”. We will first review how waste is traditionally viewed when value stream maps are developed within production operations. We will then consider comparable wastes within information systems. There are other wastes at the enterprise level that must be considered when performing enterprise-level value stream mapping and analysis Waste in Production Operations Traditional value stream mapping efforts have been performed primarily in production operations. The developers of the Toyota Production System identified seven basic categories of waste: • Waiting: A condition caused by (1) a production operation waiting for maintenance, for material/parts from previous operation, tooling, operator readiness, etc., or (2) production parts waiting in a queue (perhaps in batches). • Transportation: Excessive movement of materials/tools between production operations, between facilities, or to and from storage. • Over-Processing: Using oversized equipment or equipment not designed for the task at hand, thereby requiring excess running time and costs; using equipment that has not been properly maintained, thereby requiring excess processing. • Excessive Inventory: Maintaining stocks of raw materials in excess of current production requirements; or stocks of finished goods in excess of current customer demand; or stocks of work in progress as buffers between unsynchronized production operations. • Unnecessary Motion: Human actions/motions beyond the minimum required to achieve the task at hand, i.e. tasks which, in themselves, do not add value. • Defective Products: Parts, materials, sub-assemblies or products that do not meet specifications and which must be scrapped or reworked to bring into conformance. • Overproduction: Producing more than is required or producing before required; any work performed which is not “pulled” by the next stakeholder in the value stream. Enterprise Level Waste 10/20/2002 2

See Table C.1 in Appendix C for examples and associated causes of each of these production waste categories. In general, these seven categories of waste have proven to be sufficient for dealing with efforts to convert production operations to “lean”. When engaged in mapping the value stream of a product family, these categories of waste are the primary targets for elimination or reduction. As efforts have been made to apply value stream mapping outside production operations, these seven categories have been found to be lacking. We will first consider how we may use these categories for categorizing wastes found in information systems, then we will move to the enterprise level and explore additional categories of waste needed. Seven Types of Information Waste Clearly, waste also occurs outside production operations. An important enterprise element in which significant waste can occur is the information system of the enterprise. The seven types of information wastes discussed in this section are analogous to the seven types of manufacturing wastes for any environment where there is not a physical product involved. The handling, exchange or transportation, and processing of information has some unique and some common characteristics with the handling, transportation, and processing of physical material. • Waiting: Idle time due to unavailable information. • Transportation (unnecessary movement): (In the case of information, this waste category is the same as Excess Processing, below.) • Excess Processing: Processing information beyond requirements, e.g. unneeded precision. • Inventory: Information that is unused or is “work in progress”. • Unnecessary Motion: Any human movement necessitated by poor Information System design. • Defects: Any element of data, information or intelligence that is erroneous. • Overproduction: Producing and distributing more information to more people than is needed. See Table C.2 in Appendix C for examples and associated causes of these information waste categories. Enterprise Level Waste 10/20/2002 3

Enterprise Level wastes More broadly, waste occurs at the enterprise level in a wide variety of contexts Many of these wastes can be mapped into Toyoto's seven fundamental categories. Some, however, are unique and require additional categories Waiting/Delays: Idle time due to late decisions, cumbersome and excessive approvals, and unsynchronized enterprise processes Excessive Transportation: Unnecessary movement(including electronically) of administrative paperwork; multiple approvals and handoffs nappropriate Processing/neffectual Effort: Effort expended which does not increase value to any of the enterprise's stakeholders, can occur within the workforce, within management ranks, or across the entire enterprise Inventory: Unnecessary levels of any enterprise resource: capacity, space workforce, suppliers Excessive Motion: Any human effort that does not increase stakeholder value Defects/Rework: Erroneous results from enterprise processes and decisions Overproduction: Any creation of enterprise outputs which does not increase stakeholder value In addition, two other categories are added to accommodate waste categories at the enterprise level Structural Inefficiencies: Waste resulting from inappropriate organizational structure, policies or business model structure Opportunity Costs: Wastes resulting from lost opportunities, e.g., untapped talent in the workforce See Table C 3 in Appendix C for examples and associated causes of each of these enterprise level waste categories. Also, see Table C 4 in Appendix C for a Taxonomy of Enterprise Wastes Enterprise monuments Another aspect of faulty enterprise design is that of"monuments", which can be considered another factor contributing to waste. Books focusing on Lean Manufacturing stress that“ monuments” need to be eliminated. Womack defines a“ monument” as any machine or process which is too large to be moved to accommodate dynamic reconfigurations as the value stream changes and whose scale requires operating in a batch and queue mode. a" right-sized tool, on the other hand, is a design, scheduling or production device that can be fitted directly into the flow of products within a product family so that production no longer requires unnecessary transport, storage and waiting Example of monuments are huge presses, centralized paint booths, etc Analogous enterprise monuments are Centralized command and control structure Centralized, tightly coupled Highly bureaucratic rules, regulations and procedures Enterprise Level Waste 10/20/200

Enterprise Level Wastes More broadly, waste occurs at the enterprise level in a wide variety of contexts. Many of these wastes can be mapped into Toyoto’s seven fundamental categories. Some, however, are unique and require additional categories. • Waiting/Delays: Idle time due to late decisions, cumbersome and excessive approvals, and unsynchronized enterprise processes. • Excessive Transportation: Unnecessary movement (including electronically) of administrative paperwork; multiple approvals and handoffs. • Inappropriate Processing/Ineffectual Effort: Effort expended which does not increase value to any of the enterprise’s stakeholders; can occur within the workforce, within management ranks, or across the entire enterprise. • Inventory: Unnecessary levels of any enterprise resource: capacity, space, workforce, suppliers. • Excessive Motion: Any human effort that does not increase stakeholder value. • Defects/Rework: Erroneous results from enterprise processes and decisions. • Overproduction: Any creation of enterprise outputs which does not increase stakeholder value. In addition, two other categories are added to accommodate waste categories at the enterprise level. • Structural Inefficiencies: Waste resulting from inappropriate organizational structure, policies or business model structure. • Opportunity Costs: Wastes resulting from lost opportunities, e.g., untapped talent in the workforce. See Table C.3 in Appendix C for examples and associated causes of each of these enterprise level waste categories. Also, see Table C.4 in Appendix C for a Taxonomy of Enterprise Wastes. Enterprise Monuments Another aspect of faulty enterprise design is that of “monuments”, which can be considered another factor contributing to waste. Books focusing on Lean Manufacturing stress that “monuments” need to be eliminated. Womack defines a “monument” as any machine or process which is too large to be moved to accommodate dynamic reconfigurations as the value stream changes and whose scale requires operating in a batch and queue mode. A “right-sized tool”, on the other hand, is a “design, scheduling or production device that can be fitted directly into the flow of products within a product family so that production no longer requires unnecessary transport, storage and waiting.” Example of monuments are huge presses, centralized paint booths, etc. Analogous enterprise monuments are: • Centralized command and control structure • Centralized, tightly coupled information systems • Highly bureaucratic rules, regulations and procedures Enterprise Level Waste 10/20/2002 4