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W.A.S.T.E. problem-solving
discipline: guidance on reducing
waste in the food and drink supply
chain
Introduction
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
Contents
Introduction ............................................................................... 2
W Waste definition .................................................................. 6
A Analyse and identify root causes ......................................... 7
S Solution generation ............................................................ 10
T Trial, evaluate and measure ............................................... 12
E Execute sustainable change and reduce waste .................. 13
Document reference: [e.g. WRAP, 2006, Report Name (WRAP Project TYR009-19. Report prepared by..Banbury, WRAP]
Introduction
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
Introduction
There are opportunities to prevent waste within an individual site or
business and across supply chains. Working collaboratively across a
supply chain can lead to higher levels of waste prevention. WRAP has
developed the W.A.S.T.E. process to help businesses identify waste and
reduce it within their operations and across supply chains (Figure 1). It
is based on a problem-solving discipline. Problem-solving disciplines are
rooted in continuous improvement and lean manufacturing strategies,
and build on established techniques.1
Introduction
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
Introduction
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
Quantify the scope with a level of data, for example define the tonnage
and financial cost of waste to the business, in order to prioritise high
waste and financial value opportunities.
Make time to physically observe what is happening within the process or
supply chain. Value stream or process mapping is an essential activity
that should be undertaken to understand the process, identify waste
hotspots, tonnage values and financial implications.
The example in Figure 3 is a very basic process map, showing inputs
and outputs in a drink manufacturing process. The next step would be
to put quantification to each identified input/output to then identify
process or waste hotspots.
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
Obtain data
Data are key to the whole W.A.S.T.E. process. Comprehensive and
robust data are an essential prerequisite for the process to be
successful. They can be gathered from a number of sources and all data
sources should be investigated, e.g. business systems, off-line spread
sheets, supplier data, service provider data. How to use the data is
explained at each of the stages of the W.A.S.T.E. process outlined
below.
Form a team
Form a team that will investigate the scope, define the waste (the
problem) and determine an objective (the goal).
Typically, W.A.S.T.E. project teams will consist of individuals working in
or impacting on the area of scope. They can be complemented by
external expertise, suppliers, or service providers. It is also useful to
include a team member who does not work in the area of scope who
can challenge accepted expertise. Above all, the team must make
decisions and act on facts, and must not be driven by preconceptions or
personal perceptions of what the problem is and how it should be
resolved. A typical team structure and responsibilities are shown in
Table 1.
Team
member
Sponsor
Project
Manager
(optional)*
Team Leader
Level
Senior
management
Area
management
Area
management
Team member
(max 6)
Of influence
to, involved
in or being
impacted on
by the area
of
defined
scope
Facilitator
Ideally from
outside
of
scope
Introduction
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
W Waste definition
The W.A.S.T.E. team needs to take ownership of the problem and define
and agree the objectives they are trying to meet (the goal). The team
uses the scope to define the problem. The output from this stage is a
defined problem statement stating an objective, how it will be achieved
and how it will be measured.
An example problem statement is shown in Table 2. For more
information, access the tip sheet to be used in this stage, which
specifically looks at scoping project for focus.
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
Using data, each root cause is quantified and its influence on the
problem is ranked in order of impact tonnage and financial.
An example root cause analysis ranking for a manufacturing site is
shown in Table 3 overleaf.
Introduction
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
Introduction
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
the problem using the 80:20 rule here is a quick way of identifying
the priorities (Pareto Analysis);
For additional information, access the tip sheets to be used in this stage,
which focus on the cause and effect analysis tool, and brainstorming
techniques.
Introduction
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
10
S Solution generation
For each of the prioritised root cause(s) taken forward from Stage 2, the
W.A.S.T.E. team now brainstorms possible solutions. There will be a
number of possible solutions to each root cause. All the solutions will be
ranked by impact to a root cause. An example solution ranking for a
manufacturing site is shown in Table 5, and for a supply chain area in
Table 6.
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
11
waste;
stage, e.g. those with least influence to root causes and the
problem.
For further information, access the tip sheet to be used in this stage,
which focuses on brainstorming techniques.
Introduction
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
12
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
13
where etc.;
a trial methodology how was the trial conducted, what were the
conclusions from the trial what has changed and what is the
impact on waste;
a business sign-off for the project that has checked that the problem
Access the tip sheet for this stage on how to plan, do, check and act.
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
WRAP
14
time that will measure the new procedure against the old way that
created waste and that will confirm that the new way is working;
For further information, access the tip sheet to be used in this stage,
which focuses on embedding change.
Introduction
W Waste
definition
A Analyse
and identify
root causes
S Solution
generation
T Trial,
evaluate and
measure
E Execute
sustainable
change and
reduce waste
tip sheets.
www.wrap.org.uk/waste-prevention