We will consider transportation waste through the 5S lens. When I say transportation, I mean to move the material between point A and point B. Therefore, we can imagine that this could mean conveying materials on the conveyor. Or it could mean moving materials from one state to another. We are not talking about human locomotion, we are doing mechanical and physical activity in phases and batches.

 

    When sorting and transporting garbage, we need to stratify the transport into the transport that needs and does not need. Excessive protection of upstream and downstream processes from the variability of the accumulator is not necessary. The waste of this material will only aggravate the problem of excess inventory. In fact, because our local processes are independent and efficient, we can often prove the accumulation of automation. The book looks good.

 

    Do we agree that no red priority is required when sorting and transporting garbage? This is a good indicator of wasteful activity: mark red overnight delivery priorities because they hit the dock. By doing so, we can measure the time between the label and the actual use time. It is not uncommon to find that the actual delivery cycle between receipt and use is longer than the normal delivery time, and that the cost of transportation is greatly reduced. The same is true for goods to be delivered. Work with your customers, distribution centers and sales teams to really figure out what is shipping first and what isn't.

 

    In order to set up transportation problems, we design the process without accumulation, and sometimes eliminate the conveyor completely. For example, we can often significantly shorten the conveyor belt to maintain the necessary parts localization automation. In some cases, this means we need to improve TPM practices. In other ways, we need to improve our standardized work practices. In any case, we need to understand why batteries first appear - and design with reliable, reliable processes. The reason we do this is to force the identification process to waste and force the leadership to encourage further improvements. More fragile processes need us.

 

    Murphy's law says that if we give it up, it won't flow. So we need to track and disinfect any changes in transport standards. Is there a way to make it happen? Do we create too much inventory and transfer it unnecessarily to the staging area for later use? What are our priorities for transport costs? When we do these on-site inspections of processes, we need to understand why there might be changes. This is the pollution of the standardization process, must be solved.