MUDA

MURI

MURA

ABS

MANIKANDAN.C

CINISH P ABRAHAM

VIPUL KOTADIA

Lean Management or "Lean" is the optimal way of managing through the

removal of waste and implementing flow.

It is renowned for its focus on reduction of the original process wastes in order to improve overall customer value.

In simple term, more value with less work.

Lean manufacturing is derived mostly from the Toyota Production System (TPS) Identified as "Lean" only after 1990s.

Goal is to eliminate the waste from the process.

LEAN MANAGEMENT

WHAT IS LEAN?

TOYOTA PRODUCTION SYSTEM

Make what the customer needs, when it is needed, in the right amount.

Minimize inventories

Separate machine work from human work and fully utilize both

Build quality into the process and prevent errors from happening

Reduce lead-times to allow for rapid, flexible scheduling

Produce a high mix of low volume products efficiently

Main goals of Toyota Production System (TPS) are to eliminate:

Overburden or stress in the system (muri)

Inconsistency (mura)

Waste (muda)

Goal is to design a process that runs smoothly, can flex without stress, and eliminates waste.

Using TPS, Toyota was able to reduce lead-time and cost, while improving quality.

LEAN PRODUCTION - TPS

3 M MUDA (Waste)

MURI (Strain / Over burden)

MURA (Unevenness)

Eliminating 3 M

MUDA

Process-1 V

W

Process-2 V

W

Process-3 V

W

Process-4

W

ProductVInput

V: Value added product/servicesW: Wasteful product / practices/services that does not add value

MUDA is the Waste, work that does not add any value to the product

Every business activity absorbs resources and every resource has a cost

Every waste has a cost, and that is direct loss to the company.

Economic value of waste in a process industry are in the range of 10 -35% of annual turnover

Unnecessary Motions

Waiting for work and materials

Transportations

Overproduction

Processing

Inventories / Unnecessary WIP

Corrective operation

7 Seven MUDA [Wastes]

MUDA of Motion

MUDA of Motion

Movement that does not add value

Searching for files Extra clicks or key strokes Clearing away files on the desk Gathering information Looking through manuals and catalogs Handling paperwork

MUDA of Waiting

MUDA of Waiting

MUDA of Waiting

Idle time created when material, information, people or equipment is not ready.

Waiting for: Faxes The system to come back Copier machine Customer response A handed off file to come back

MUDA of

Transport

I am more expensive since raw material is coming from a far off place.

MUDA of Transport

Movement of information that does not add value:

Carrying documents to and fro from shared equipment

Taking files to another person Going to get signatures

MUDA of Over production

“the more, the merrier

MUDA of Over

productionGenerating more information than the customer needs right now:

More information than the customer needs Creating reports no one reads Making extra copies More information than the next process needs

MUDA of Process

1. Using more expensive equipment or tools where simpler ones would suffice.

2. Having meetings that are not needed.

3. Having people at meetings that are not required.

4. Agenda points, not to be included;

MUDA of Process

Efforts that create no value from the customer viewpoint:

Creating reports Repeated manual entry of data Excessive paperwork Duplicity of work Use of outdated standard forms Use of inappropriate software

MUDA of Inventory

More information, project, material on hand than the customer needs right now: Files waiting to be worked on Open projects Office supplies E-mails waiting to be read Unused records in the database

QUALITY1’ST

MUDA of Inventory

MUDA of Correction

Work that contains errors, rework, mistakes or lacks something necessary: Data entry error Pricing error Missing information Missed specifications Lost records Rework Rescheduling meetings

Wastes of Information

Find the Root Cause

- Asking ‘WHY’ for 5 times

- 5W 1H

How to eliminate?

The Five Ws and The One H

Who What Where1. Who does it?2. Who is doing it?3. Who should be doing it?4. Who else can do it?5. Who else should do it?6. Who is doing 3-Mus?

1. What to do?2. What is being done?3. What should be done?4. What else can be done?5. What else should be done?6. What 3-MUs are being

done?

1. Where to do it?2. Where is it done?3. Where should it be done?4. Where else can it be done?5. Where else should it be

done ?6. Where are 3- MU s being

done?

5 W 1 H of MUDA

Muri is the overburden on equipment, facilities & people caused by mura and muda.

This is in some respects on the opposite end of the spectrum of muda.

Muri is pushing a machine or person beyond natural limits.

Overburdening people results in safety and quality problems.

Overburdening equipment causes breakdowns and defects

MURI

MURI : Overburdon

MURI : Overburd

on

Identifying MURI

MURI = Physical Strain, Overbourden

Placing of excessive demands onPeopleM/Cs, Production equipment.

Muri is caused by the respect of unsuited

standards

Bend to work? Push hard? Lift weight? Repeat tiring action? Wasteful walk?

MURA

Mura is the variation in the operation of a process not caused by the end customer.

It is the unevenness, unbalanced work on machines.

Mura results when employees are told to work like crazy early in the morning only to stand around and do nothing late in the day.

Result: Excess capacity allocation and increased cost.

Eliminating MURA

MURA is Inconsistent or Irregular orUneven use of person or M/c.

Happens sometimes? Happens some places Happens to some people One side is ok; the other side is not ok

Quality

Doesn’t happen by

Accident,

It has to be

Planned