Skip to main content

The 7 Wastes (Muda) of Manufacturing

 

The 7 Wastes (Muda) of Manufacturing: Are You Guilty of These?

In Lean Manufacturing, "Waste" (or Muda in Japanese) isn't just trash on the floor. Waste is any activity that consumes resources but adds no value to the customer.

Taiichi Ohno, the father of the Toyota Production System, identified 7 specific types of waste. As an Engineering Manager, your job is to hunt these down and eliminate them.

The "TIM WOOD" Acronym

 

An easy way to remember the 7 Wastes is the acronym TIM WOOD.

1. Transportation (T) Moving parts unnecessarily.

  • Example: Moving raw material from Warehouse A to Warehouse B, then back to the machine.
  • Fix: Place the machine closer to the warehouse.

2. Inventory (I) Storing more products than you need.

  • Example: Buying 1,000 screws because they were on "sale," but you only need 100 this month. The other 900 are taking up space and rusting.
  • Fix: Just-in-Time (JIT) ordering.

3. Motion (M) Unnecessary movement of people.

  • Example: An operator has to bend down 500 times a day to pick up a tool because the table is too low. This causes fatigue and slows them down.
  • Fix: Ergonomic workstations.

4. Waiting (W) People or machines doing nothing.

  • Example: An operator standing idle because the previous machine broke down, or waiting for a manager's signature.
  • Fix: Balance the production line.

5. Over-processing (O) Doing more work than the customer asked for.

  • Example: Polishing the inside of a car engine block. The customer will never see it, and it doesn't improve performance.
  • Fix: Define quality standards clearly.

6. Over-production (O) The worst waste of all. Making products before you have an order.

  • Example: Making 100 cars when you only have orders for 50, just to "keep the machines running." Now you have to store and protect those extra 50 cars.
  • Fix: Make only what is pulled by the customer.

7. Defects (D) Making scrap or products that need rework.

  • Example: A plastic part comes out of the mold with a crack. You have to melt it down and do it again.
  • Fix: Poka-Yoke (Mistake Proofing).

💡 Manager’s Insight: "Walk your shop floor for 30 minutes today. Don't look at the machines; look at the people. Are they walking too far? Are they waiting? Are they bending? That is where your efficiency is hiding. You don't need new expensive robots to increase profit; you just need to stop paying for 'TIM WOOD'."

 

Labels:

Comments

Post a Comment

Popular posts from this blog

Quality Improvement vs Productivity Improvement in a Manufacturing Company

Quality Improvement vs Productivity Improvement in a Manufacturing Company In today’s competitive manufacturing environment, companies constantly strive to produce more, faster, and better . Two of the most discussed approaches to achieve this are quality improvement and productivity improvement . Although these terms are often used interchangeably, they are not the same . Understanding the difference—and the relationship—between them is crucial for manufacturing managers, engineers, and business leaders. This article explains quality improvement vs productivity improvement , their objectives, differences, tools, and how both can work together in a manufacturing company. Understanding Quality Improvement Quality improvement focuses on reducing defects, variations, and customer complaints while ensuring that products meet or exceed customer expectations. It is not just about inspection—it is about building quality into the process . Key Objectives of Quality Impro...
Post a Comment
Read more

GD Topic: MNCs vs. Startups – Stability or Growth?

  Group Discussion (GD) - Topic 01 MNCs vs. Indian Startups/ Corporates – Where Should Freshers Join? This is a favorite topic for recruiters because it tests your priorities: are you looking for brand value and structure (MNCs), or growth and ownership (Indian companies)? Arguments For Joining MNCs (Multi-National Corporations): Structured Learning: MNCs usually have well-established training programs and standard operating procedures (SOPs), which is great for building a strong foundation. Global Exposure: You get opportunities to interact with global teams, understand international work cultures, and potentially travel onsite. Work-Life Balance: Generally, established MNCs offer better defined working hours and perks compared to aggressive Indian startups. Doing less is more:  In MNCs the freshers learn more and do less initially, as the well structure organizations focus on training the young minds for their future. Arguments For Joining Indian Origin Companies (Startup...
Post a Comment
Read more

The 80/20 Rule (Pareto Principle): How Engineers Can Work Smarter, Not Harder

​We have all been there. You spend 10 hours working on a project report, obsessing over the fonts and the cover page, only to realize you spent 2 hours on the actual data analysis—the part that actually gets you the grade. ​This is the classic efficiency trap. And the solution to it is a 100-year-old concept called the Pareto Principle , or the 80/20 Rule . ​As an Engineer or Manager, understanding this rule is the difference between "being busy" and "being productive." ​ What is the Pareto Principle? ​Vilfredo Pareto, an Italian economist, noticed a strange pattern in 1896: 80% of the land in Italy was owned by only 20% of the population. ​He soon realized this imbalance was everywhere: ​20% of the peapods in his garden produced 80% of the peas. ​ In Business: 80% of sales come from 20% of clients. ​ In Engineering: 80% of software crashes are caused by 20% of the bugs. ​ The Lesson: The majority of results come from a minority of causes.   ​ How to ...
Post a Comment
Read more