How can you use Lean Manufacturing to reduce overtime?

Come?o mapeando o fluxo de valor para entender onde ocorrem os gargalos e as oportunidades de melhoria. Em seguida, aplico ferramentas como o 5S para organizar o local de trabalho, melhorando a eficiência e reduzindo a necessidade de horas extras por busca de materiais ou ferramentas. Implemento também o Kanban para controlar o estoque e evitar excessos, minimizando retrabalho e atrasos. Além disso, promovo o envolvimento dos colaboradores por meio de programas de capacita??o e incentivo à sugest?o de melhorias, criando uma cultura de melhoria contínua. Realizo análises de tempo para identificar atividades que podem ser otimizadas ou automatizadas, liberando tempo e reduzindo a necessidade de horas extras.

Many think Lean can’t be used in a Job Shop to reduce overtime. Traction comes from making the operators' workday easier and the outcome is waste reduction. How operators will: walk less distance, lift less weight, work less to load a fixture, wait less for up/downstream operations, have less chance of making an error, reach less to grab materials & tools, take less time for process steps, etc. have the most powerful impact on employee, company, & customer. These aren’t big, overcomplicated projects that you can’t handle. These are simple & straightforward–the kind of project that succeeds in Job Shops. Limiting these wastes reduces work hours to ship a product. Fewer work hours for the same product reduces overtime & increases capacity.

If you are producing in a mass traditional manufacturing way, most probably you might have bottlenecks, high thru put time. Most of the time the manufacturing who is facing those problems find overtime as a solution. But when overtime becomes as a standard solution it creates an understanding that not reaching the goals can be ok and people give up finding solutions to solve it. in one of my client who had high overtime rate, we balanced all the tasks according to takt time and reeducated the employees accordingly in order to create autonomous teams. The production flow became so smooth and with no disruptions the output was produced within the work hours and orders were completed.

We need to conduct a thorough analysis of our manufacturing processes to identify sources (inefficient workflows, excessive setup times, unnecessary waiting periods, rework etc.) of waste that leads to overtime. Regular Gemba walks facilitate observing the production floor firsthand and identifying sources of waste that can cause overtime. We need to engage with frontline employees to get insights on potential areas for improvement. We should perform time and motion studies to analyze the time spent on various tasks. Here we need to identify tasks that take longer time than necessary or involve unnecessary movement, waiting or rework. This will help identify opportunities to streamline processes and eliminate bottlenecks to reduce overtime.

Para reduzir as horas extras usando Lean Manufacturing, comece identificando as principais fontes de desperdício de tempo no processo de produ??o. Realize análises detalhadas para entender as causas raiz por trás das horas extras, como atrasos no fluxo de trabalho, tempos de ciclo prolongados ou retrabalho. Em seguida, implemente práticas Lean, como o mapeamento do fluxo de valor, para identificar atividades que n?o agregam valor e eliminar ou otimizar essas etapas. Priorize a padroniza??o de processos e a otimiza??o do layout da planta para minimizar movimentos desnecessários e reduzir o tempo de setup.

We can use workload balancing techniques to evenly distribute tasks and responsibilities among workers and workstations to reduce overtime. Here we should try and avoid overloading certain employees or departments while others remain underutilized. By balancing workloads, we can prevent bottlenecks, reduce waiting times, and optimize resource utilization, leading to smoother operations and fewer instances of overtime.

HUL, an Indian FMCG, promotes a culture of continuous improvement and employee involvement through Kaizen initiatives and suggestion schemes. Employees are encouraged to identify opportunities for improvement in their work processes and contribute ideas for efficiency gains. By continuously refining processes and eliminating waste, HUL reduces the need for overtime to compensate for inefficiencies.