151 kinds of waste that team leaders can improve

Thread Content

151 types of waste that team leaders can improve. Many factories waste millions of dollars every year, most of which can be saved. Although the management should bear the main responsibility, it must have the support of all employees. The cooperation of team leaders is the main key to efficiency. The 151 causes of waste are listed below. Team leaders should take immediate improvement actions and check themselves frequently. At the same time, they should pay more attention to the impact of waste, efficiency, and poor performance on corporate profits. 9.1 Waste of time: 1) Lack of proper planning, causing maintenance personnel to wait when changing specifications, or stopping work for materials 2) Front-line supervisors fail to fully understand the orders and instructions they receive 3) Lack of understanding of the full-day work content 4) Unclear orders or instructions from front-line supervisors 5) Failure to clearly supervise that tools, materials, small devices, etc. should be placed in certain places 6 ) Work that should not be done overtime, resulting in overtime work 7) Failure to check whether appropriate tools and equipment are provided for each job 8) Allowing subordinates to deliberately avoid the work they can do 9) Insufficient required personnel 10) Keeping too many redundant personnel 11) Failure to fill in reports and various application forms 12) Indulging class members in the habit of chatting, leaving work without permission, and wasting time* Habits 13) Failure to inquire and correct the reasons for temporary absenteeism and leave of class members 14) Failure to require class members to start work on time, lax supervision 15) Delay in decision-making 16) Unnecessary requests for leave and lateness or unpunctuality of front-line supervisors 17) Late submission of reports 18) Failure to immediately investigate the reasons when repairs are needed 19) Unnecessary conversations and inquiries at work 20) First-line supervisors cannot arrange their work and time appropriately 9.2 Waste of creativity 1) Failure to listen to subordinates' suggestions 2) Failure to encourage subordinates to make more suggestions 3) Failure to listen to subordinates' opinions on various issues 4) Failure to conduct extensive research on methods related to one's own work and business 5) Failure to ask new employees about their past work experience to obtain useful opinions 6) Failure to fully consult other departments (such as biotechnology, etc.) 7) Failure to consider or designate appropriate personnel to handle all useful proposals 8) Failure to obtain useful opinions from front-line supervisor meetings 9) Poor management function 9.3 Waste of materials and supplies 1) Poor supervision, resulting in waste of materials a. Insufficient guidance to new people b. Insufficient guidance when assigning new work c. Blueprints or sketches are damaged, difficult to understand, misunderstood, standards are not corrected in time, or self-initiated d. Mechanical failure or failure to adjust e. Failure to check the use of materials at each workstation (standard and difference analysis) 2) Failure to let subordinates understand the value of materials or supplies 3) Unclear orders and instructions 4) Condoning poor material handling 5) Failure to pay attention to the eyesight and health of subordinates, resulting in defective products 6) Lack of discipline, allowing careless or improper work 7) Allowing subordinates to use inappropriate materials , such as too good or too bad 8) Failure to track the origin of bad work, so that it cannot be corrected 9) Unable to apply it appropriately, especially to newcomers 10) Requesting too many materials, but not returning excess materials 11) Not requesting the correct materials, using the wrong materials 12) Failure to check whether the materials are arranged Neat and correctly placed 13) Failure to use steam, water, gas, electricity and compressed air to check for insulation damage, cracked valves and pipes 14) Allowing subordinates to use oil, compressed air, small tools, chemicals, etc. for personal purposes 15) Allowing bad materials to flow in as good products Process 16) Lack of effective systems to prevent materials from flowing out, loss or theft 17) Reusable materials are treated as waste 18) Condoning waste or abuse of the following supplies: brooms, stationery, tarps, light bulbs, water pipes, etc. 19) Failure to stop production immediately when defects occur 9.4 Waste of machines and equipment 1) Lack of work planning, so that all available machines are not fully and appropriately utilized 2) Neglect to inspect machines to keep them in good condition and avoid breakdowns 3) First-line supervisors lack the knowledge to use machines correctly and do not understand the capabilities of various machines 4) Failure to regularly inspect-rope , belts, chains, conveyor belts, lubrication systems, etc. 5) Use a machete to kill chickens, use big machinery for small jobs 6) Lack of coordination with the maintenance department in maintenance, repair, and painting work 7) Idle machines are not maintained and are exposed to moisture, dirt, dust, rust, etc. 8) Lack of regular cleaning, the machine is unclean 9) All rotating parts are not checked for proper lubrication. 10) Repairs that should be repaired are not done immediately. 11) The machine does not have appropriate operating instructions. 12) Lack of good discipline to avoid abuse of the machine and equipment. 13) Connivance to subordinates to use "improper methods" to repair the machine. 14) Front-line supervisors do not know the machine. and the latest model of equipment 15) Failure to prompt subordinates to pay attention to the value and condition of the machine 16) Abuse of small machines for heavy work 17) Machines that should be scrapped are still repaired, which costs more than buying new machines 18) Machines that can be repaired are scrapped 19) There is no data for efficiency management (mechanical efficiency) 9.5 Waste of manpower 1) Unable to control personnel changes of capable subordinates due to the following reasons: a. Failure to assess the direct and indirect costs of employee changes; b. Too much "management" and too few smart leaders; c. "Too strict" or "too loose" discipline requirements d. A "promise" that can be fulfilled but not kept e. Promising a "promise" that cannot be fulfilled, such as a salary increase or a promotion f. Dismissal without sufficient reasons should not be used as a punishment g. Forcing a subordinate to stay in a job that he extremely dislikes h. Treating subordinates unfairly i. Taking sides when subordinates quarrel j. Commenting on one subordinate to another subordinate k. Failure to find out the reason why a subordinate voluntarily resigned l. Failure to correct the subordinates Explain the company's goals and policies m. In terms of salary increase adjustment, the front-line supervisor does not have the scope and policy of the job n. The authority and posture of the front-line supervisor are not good 2) Unable to enable new employees to fully exert their productivity a. Failure to accept new employees in a friendly and helpful manner b. Failure to provide safe work guidance to new employees c. Failure to let new employees understand the full-day work and other contents d. Failure to select qualified people to cooperate with the work e. * Slow people have no patience f. Failed to encourage other subordinates to show a friendly and helpful attitude towards newcomers g. Failed to get as close as possible to newcomers h. Failed to inform newcomers about factory life conditions and plans, such as safety, pay dates, toilets, drinking water, bathrooms, etc. i. Failed to arrange a complete training plan 3) Failed to enable subordinates to do their best: a. Failure to guide subordinates on how to do a good job b. Failure to explain the work as much as possible to make them interested c. Failure to show concern for the progress and personal life of subordinates d. Failure to tolerate the mistakes of subordinates e. Failure to pay attention to the strength and personality of subordinates and assign work appropriately f. Failure to study the differences of subordinates to maximize their potential g. Indulge in the existence of subordinate factions or the formation of small circles h. Only focus on evaluating a person Qualifications, race, religion, relationship i. Knowing that someone is psychologically or physically unsuitable, but not transferring him j. Still letting a subordinate work when he is sick k. Not providing needed assistance l. Not giving promotion when possible and appropriate m. Not considering issues affecting salary and working conditions n. Not training a replacement 4) Lack of concept of standard working hours instruction 5) Lack of data on personnel efficiency management 9.6 Accidental waste: 1) Failure to realize that preventing accidents is part of the job 2) Failure to thoroughly explain safety matters to all subordinates 3) Failure to install safety guards on machines and ensure that they are effective 4) Connivance in the abuse of safety guards in the workplace 5) Failure to mark hazard signs in appropriate places and keep them clean and legible 6) Failure to fully understand the indirect costs of accidents 7) Poor placement of materials 8) Not understanding the causes of accidental hazards 9 ) Failure to keep accident records, but failure to analyze and apply them 10) Failure to establish good safety practices 11) Failure to conduct regular and practical safety inspections 12) Failure to implement safety rules on a sustained basis 13) Indulgence of necessary safety equipment for workers: such as gloves, welding shields, etc. 14) Front-line supervisors did not recognize their safety responsibilities and accident responsibilities 15) Failure to inspire and maintain the safety awareness of subordinates to prevent accidents 16) Failure to communicate with * * Or the cooperation of the safety inspector of the insurance company 9.7 The waste of lack of cooperation; 1) Failure to cooperate with other front-line supervisors or departments; failure to cooperate with affairs staff, engineers, salesmen, human resources, etc. 2) Failure to fully understand company policies and explain them to subordinates 3) Unable to handle rumors intelligently 4) Shifting the responsibility to other first-line supervisors, subordinates or supervisors 5) Failure to appropriately reflect the opinions of subordinates to supervisors 6) Indulging dissatisfied employees in inciting rebellion against the company The company's practices 7) Front-line supervisors failed to fully support company rules that are not yet popular 8) Failed to inspire an atmosphere of friendship and cooperation among subordinates 9) Front-line supervisors rashly criticized company policies and individuals within the department 10) Failed to fully cooperate with management in the company's educational activities, including apprenticeship training, bulletin boards, proposal systems, etc. 9.8 Waste of space 1) Improper discharge and storage of materials 2) Inadequate attention to the route planning of materials in the factory 3) Incorrect placement of machinery and other permanent equipment 4) Allowing subordinates to leave hand tools, ladders, trolleys, etc. in the aisles and failing to keep the aisles clean 5) Waste materials are not scrapped 6) Cupboards, oil drums, material supply stations, etc. are placed in inconvenient places 7) Allowing unused machines and equipment to occupy important space 8) By The floor slabs, roofs, etc. are not repaired in time and the required space is not used. 9) Insufficient lighting, forming black spots and blind spots. 10) Poor layout in the unit and failure to maintain order. 11) Unnecessary materials in the workplace, and the warehouse and the workshop are not separated. 12) Failure to pay attention to the importance of organization. 13) Failure to cultivate and supervise the placement of items after use. 14) Failure to thoroughly implement regular (daily, weekly, monthly) cleaning projects to permanently maintain them.