Mudamuramuri-160111062356.pdf

Rizvi Academy of Management Subject: Operation Management

Topic: Muda, Mura, Muri

Submitted to: prof. Ajaz sir

Group Member Akash Gupta Prachi Nagvekar

Mahwar Naqvi

Content Muda Muri Mura

LEAN MANAGEMENT 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. More value with less work

Goal is to eliminate the waste from the process.

M

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

M

Minimize inventories

S

Separate machine work from human work and fully utilize both

B

Build quality into the process and prevent errors from happening

R

Reduce lead-times to allow for rapid, flexible scheduling

P

Produce a high mix of low volume products efficiently

LEAN PRODUCTION - TPS

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.

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

Input

Process-1

V Process-2 W

V Process-3 W

V Process-4 V W

Product

W

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

Economic Value of Waste • 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

7 Seven MUDA [Wastes] Unnecessary Motions Waiting for work and materials

Transportations Overproduction Processing Inventories / Unnecessary WIP Corrective operation

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 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

“the more, the merrier

MUDA of Over production Generating 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

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

Work that contains errors, rework, mistakes or lacks something necessary:

• • • • • • •

Data entry error Pricing error Missing information Missed specifications Lost records Rework Rescheduling meetings

How to eliminate?

Find the Root Cause - Asking ‘WHY’ for 5 times - 5W 1H

5 W 1 H of MUDA The Five Ws and The One H Who 1. 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?

What 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?

Where 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?

MURI Muri is the overburden on equipment, facilities & people caused by mura and muda. Overburdening people results in safety and quality problems. Overburdening equipment causes breakdowns and defects Muri is pushing a machine or person beyond natural limits.

Identifying MURI MURI = Physical Strain, Overburden Bend to work? Push hard? Lift weight? Repeat tiring action? Wasteful walk? Placing of excessive demands on People M/Cs, Production equipment.

Muri is caused by the respect of unsuited standards

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

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