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

Produce a high mix of low volume products efficiently

P
 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 V Process-3 V Process-4 V Product

W W W 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

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?
5 W 1 H of MUDA
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.