2. Introduction
MUDA- any activity in your process that
does not add value. MUDA is not creating
value for the customer. In short: WASTE
MURA - Any variation leading to unbalanced
situations. In short: UNEVENNESS,
inconsistent, irregular.
MURI - Any activity asking unreasonable
stress or effort from personnel, material or
equipment. In short: OVERBURDEN
3. Why Muda? Not Mura and Muri
Usually the three of them can not be seen
separate. When a process is not balanced
(mura), this leads to an overburden on
equipment, facilities and people (muri) which
will cause all kinds of non value adding
activities (Waiting is also an activity!!) thus
leads to muda.
4. What is MUDA?
a Japanese term which means “WASTE”
Any activity that adds costs or time but does not
add value
Consuming more resources (time, money,
space, etc) than are necessary to produce the
goods, or services, that the customer wants
Pure Waste: Actions that could be stopped
without affecting the customer
Incidental Waste: Actions that need to be done
based on how the current system operates but
do not add value
6. Overproduction
Common causes:
Producing more than is
required to make up for yield
loss
Scheduling production to
forecasted demand
Why do we overproduce?
Often the answer is as simple
as because “this is how we
have always done it!”
Supplying the process with more than is needed to
meet order requirements, sooner and faster than it
is needed, causes almost all other types of waste
This is the worst waste of all, because it helps
cause all the others
7. How to eliminate Overproduction?
The first step is to realize that we are
doing it; understand that we are often
planning our own delays
8. Inventory
Common causes:
Overproduction
Poor equipment layout
Long changeover times
Defective, or questionable, parts
Mismatched production speeds
Requires people, equipment and space to count,
transport, store and maintain it
If we do not get orders the material will become
obsolete, and be thrown away
Inventory is often used to help hide other wastes
9. Inventory Hides Waste
Sea of Inventory
Long
Transportation
Communication
Problems
Machine
Downtime
Employee
Availability
Poor
Scheduling
Quality
Problems
Line
Imbalance
Long
Setups
Supplier
issues
House
Keeping
Employee
Availability
Finished
Goods
RawMaterials
10. Reducing Inventory Uncovers Opportunities to Improve,
Opportunities That Must Be Addressed!
Poor
Scheduling
Long
Setups
Long
Transportation
Communication
Problems
Machine
Downtime
Employee
Availability
Quality
Problems
Line
Imbalance
Supplier
issues
House
Keeping
Employee
Availability
11. How to eliminate waste in inventory?
making value flow at the pull of the
customer, the idea of Just in Time (JIT)
production.
12. Transportation
Common causes:
Retention points before and
after operations
Excessive distance between
operations (layout)
Single skill focused
operations
Double or triple handling, moving in and out of
storage areas and warehouses
Material can get damaged if it’s moved too much
It adds no value and is often used to get the extra
inventory out of the way
13. How to eliminate Transportation Waste?
reducing the spaces between those operations
Use of Toyota Production System concept
14. Motion (Operators)
Common causes:
Poor workstation layout
Isolated operations
Shared tools
Fatigue
Workstation congestion
Walking without working (away from workstation)
Searching for tools, materials or information
Reaching, bending or unnecessary motion due to
poor housekeeping or workplace layout
Process is not designed with employees in mind
15. How to eliminate Motion Waste?
Following the 5s principle
Discipline
16. Processing
Common causes:
Lack of standard work or
processes
Equipment over designed
Process not updated with
technology changes
Lack of effective problem
solving
Doing more than is necessary to produce an
effectively functioning product
Extra setup steps, over-specification of the
process, extra processing steps
17. How to eliminate Waste in Processing?
Identify where delays occur in the
process and quantify if it is avoidable
delay and unavoidable delays
Eliminate avoidable delay in the
process. This is a waste in processing
18. Defects / Quality
Common causes:
Emphasis on downstream
inspection; questionable material
passed on
Lack of standard work
Material handling (transportation)
Process design/equipment
Defective or scrap materials
Cost of inspecting defects
Responding to customer complaints
Rework or re-inspection of questionable materials
19. How to eliminate Waste in Defects?
Jidoka
Implement standard operations procedures (SOP)
and training to ensure that the correct methods are
undertaken and standards achieved.
The most important factor however is the
empowerment of teams to solve and prevent their
own problems. By harnessing the talents of your
employees you are able to quickly and efficiently
prevent the occurrence of defects.
20. Waiting
Common causes:
Mismatched production rates
Poor layout
Machine breakdowns
○ Ours or upstream
Insufficiently staffed
Operator waiting for machines to run or cycle
Machine waiting for operator
Waiting for parts, instructions, approval,
information, maintenance, decisions…
21. How to eliminate Waste in Waiting?
Balance the workload by redistributing tasks in the
process
Establish a pull system
Eliminate unnecessary approval processes
Build other tasks into the daily work schedule so
that employees are occupied during waiting
periods
Prevent delays by providing for backups
22. People’s Skills
Common causes:
Management does not
involve employees in
problem solving
Narrowly defined jobs and
expectations
Old school management,
worker relationships
Employees are seen as a source of labor only, not
seen as true process experts
People are told what to do, and asked not to think
Employees are not involved in finding solutions,
opportunities to improve our process are missed
23. How to eliminate Waste in People’s Skills?
Team working, training, and clear leadership are
required to begin to involve all of your employees
with companies drive towards perfection, for
continuous improvement it will need to involve
each and every one of all employees
People are the biggest asset, respect them,
nurture them and involve them
24. How Does Waste Get There?
Forget to change solutions when we change
the process
Fail to understand why we do something a
certain way, so we continue doing that way
even if the limitation has been removed
Build it into our processes
Root cause of problems is not addressed or a
band aid solution is implemented
25. Waste – the simpler part…
Being Able to See IT!
(once we know what it is)
The Real Challenge …
knowing how to properly
remove it!
Editor's Notes
If Value is something that transforms the product into a form that is closer to what the customer wants, then waste is everything else. No transformation equals waste!
Anything that does not add value but does add cost; does not result in transformation
Imagine you were a customer and upon receiving our material you received an itemized bill for everything that went into making a product,
What sort of things that we do today would you not be willing to pay for?
Examples:
Pure Waste – carrying inventory
Incidental Waste – cycle counts
Here are the 8 kinds originally listed by Taiichi Ohno (Toyota)
I will explain each kind in more detail.
Possible Examples: Large Funnel, Small Funnel, overflow bowl
Overproduction is a key cause of all of the other 8 types of waste.
Remember that the “need” is defined by the customer! In a Lean environment customer demand pulls material through the process.
Ways to solve:
MTO
Smaller Batch sizes
Kanban
Reduced changeover times
Inventory as we will discuss further is the main way company’s hide the other types of waste. Obviously inventory storing any material for any period of time.
Ways to solve:
MTO
Kanban
Consolidated layout
Zero Defect Quality (mistake proof / failsafe)
Source Inspection
Line Balance to Takt Time
As we said inventory hides our wastes, this slide is used to help show how.
Remember inventory covers up problems it never solves them.
We do have to be careful. We can’t just get rid of all our inventory today.
We must work to remove the waste within the process that causes us to have to carry inventory. We can’t leave our customers stranded.
Example: movement of materials between CV and RPR
Every time we touch a product we increase the risk of scrap or damage
Ways to solve:
Consolidated layout
Kanban
Remove storage areas
Workforce flexibility
Example: Toolbox, layout (outlined)
Movement that does not add value is waste. On top of reducing wasted motion we must also find ways to reduce movement required for value added work.
Put things where it makes the most sense
Ways to solve:
5S
Point of Use Supplies
Workstation design
Example: Screwing together, could use glue; screw parts - Wilson
“Everything should be made as simple as possible, but no simpler”
Ways to solve:
Zero Defect Quality (mistake proof and failsafe)
Standard Work
Employee involvement / empowerment
Example – Quarantined material. Re-inspecting the 362’s
“make it right the first time” – to do so we need effective root cause investigation and corrective action implementation
Ways to solve:
Zero Defect Quality (mistake proof and failsafe)
Design for manufacturability
Make decisions at the lowest possible level to avoid waiting on the decision maker
Examples
Operators waiting on machine repairs
Machine idle because we do not have an available operator to run it
Waiting for parts
Machine idle while the operator completes paperwork
Machine idle while operator completes external task
Ways to solve:
Kanban
Workforce flexibility
Consolidated layout
Produce to Takt time
Utilize the knowledge we have available
Uninvolved employees are typically unmotivated employees
Uninvolved people are unmotivated at work
Ways to Solve:
Kaizens
Communication
Gemba (“go and see” management)
Small Group Activities (problems solving, kaizen bursts)
Waste is easy to see, once you know what you’re looking for, the hard part is removing it.
One of the things we must learn how to do is to “see things differently”
seeing from the customer’s perspective and not just our own – what do they expect?
Seeing waste in what we accept as the norm today
In order to learn see the waste, we need to understand what the different types of waste are.
What types of waste do we know we have based on what we’ve heard today?