ELIMINATE & PREVENT

MUDA

MUDA

1
 Content
1)The concept of MUDA/Waste
2)Methods for categorizing types of Muda
3)MUDA identification
4)Elimination of Muda
5)Methods for Muda prevention
6)TPM concepts and its pillars
 1) The concept of Muda
What is Value?
Value is defined by your customer.
There are two types of Customers:-
-Internal customer
-External customer
Then Value is the activity/effect
what the customer exactly is
going to pay for/needs.
 What is Waste/MUDA?
• Waste/MUDA is any activity of
workers/machines which consumes resources
such as money, time, energy, materials, etc
without adding value.
The main elements of
KAIZEN management

• Quality (Customer) Safety

• Cost (Company) Moral
• Delivery(Customer)

• QCD is the source of

productivity improvement
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የትም ፍጭው
ዱቄቱን Better Profit=Price-Cost
አምጭው Quality ምን ይሻላል???

On time
Delivery
M
I
Reasonable N
Price I
M
I
Z
Higher E

CUSTOMER
Profit
C O ST

6
The concept of cost

Cost minimization
• Determination of the sales price of the product
Sales price=(manufacturing)cost + profit
• Manufacturing cost=(material + labor +
facility + utility + others)cost
 Company sets price(Demand>Supply)

Traditional Thinking

PRICE=COST + PROFIT
Kaizen Thinking

PROFIT= PRICE - COST

Market sets price (Demand≤Supply)

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9
• Therefore, since today’s economy is
market based, we should focus on
minimizing our COST to get
higher profit.

• Do we have any choice?

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 The three categories of
Operations
• Value Adding/Net Operation
• Non Value Adding Operation
• Muda/Waste
 The three categories of
Operations
(1) Net Operation
• Part of the operation that adds
value to make parts and products
Examples, Milling, Turning, Grinding,
Assembling and Welding

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 The three categories of
Operations
(2) Non-Value adding Operations

• Operation that adds no value but

cannot be avoided
Example Setting up, Inspecting,
Picking up parts, Removing drill chips
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 The three categories of Operations(Cntd)
(3) “Muda”

• Muda is a Japanese word meaning Wasteful

Activity

• Is anything unnecessary in operation.

• Can be eliminated immediately

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 The three categories of
Operations(Cntd)
(3) “Muda”
• It increases Production cost

• Muda affects the quality of the product

and also delivery time

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“Muda” are activities which use resources,
time or cost without adding value.

Non-value adding and Value adding

wastes • assembling
• movements • molding
• searching for tools • spinning
• transporting • mixing
materials
• building
• over production
• milling etc
• waiting /idle time
• making defects etc
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 Non Value Added & Waste activities

Suppliers Value Chain Consumers

Reduce Lead Time

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 Product Lead-Time
Raw Finished
Materials TIME Goods

Value Added
Time

Non- Value
Added Time

freeleansite.com
 Very Simple Drill
• Operation to staple two papers
using a stapler when work place is
disorganized

• Materials and tools

–Two pieces of paper
–Stapler
–Staples

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 Very Simple Drill
Result in a disorganized environment
N0. Activities Time Type of Measure How
Operation
1 Searching for 35 Sec Muda Eliminate 5S(Set-in-order)
Stapler
2 Searching for 30 Sec Muda Eliminate 5S(Set-in order)
Staples
3 Putting the Staples 8 Sec Non-Value Minimize Load staples
into the stapler adding ahead

4 Putting the two 3 Sec Non-Value

papers adding - -
together
5 Staple the papers 2 sec Net Operation
(Value Adding) - -

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 Lessons from the drill
• Total time of operation=78 Sec

Net Operation(Value adding)=2 Sec(2.6%)

Non-Value adding operation=11 Sec(14.1%)
Muda(Unnecessary operation)=65Sec(83.3%)

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 Lessons from the drill
• Can you imagine by how much the total time
of the operation can be improved if we try to
eliminate the Muda and minimize non value
adding operations by applying 5S?

• What if the job order was to produce a car?

Imagine the MUDA.

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MUDA = Anything Unnecessary

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 2)Methods For Categorizing
Types of Muda/Wastes
Classification of waste
A number of methods for classification of waste have
emerged. Here are some of them:-
The 3MU’s
5M+Q+S
The flow of goods
The Seven deadly wastes
 1) The 3MU’s

Muda
Muri
Mura
 The Three MU’s
MUDA-wastfull activivties
MURACapacity exceeds load.
(imbalance or variation) = capacity
sometimes exceeds the load and the load
sometimes exceeds capacity.
MURI(Physical or mental overburden)-
Load exceeds capacity .
Productivity improvement does not
mean hard work. 26
 The Three M’s
Muda
• Production factors that increase cost,
in other words, all unnecessary
things

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 The Three M’s (Cntd)
Muri
• Mental and physical overburden on
operators, and overburden on
production machinery

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 The Three M’s (Cntd)
Muri
We should not force hard work on
Employees in the name of
productivity improvement

Value added work

Working density =
Actual work
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Muri : overburden
የስራ ጫና Muri
የስራ ጫና
Muri
 The Three M’s
Mura
• Variation in work distribution,
production capacity of machinery, and
material specifications

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IN OUT
 Relationship between the 3 M’s

• Usually Mura creates Muri which in turn

lead to generation of Muda

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 Relationship between the 3 M’s
• Therefore, mura creates muri that
undercuts previous efforts to
eliminate muda.

• Eliminating mura is fundamental to the

complete elimination of muri and
muda

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 2) 5M+Q+S
• Is another way of thinking in the areas where
waste may occurs 5M(man, material, machine,
method and management), plus Quality and
Safety.
 Cont…
Material
Waste of:- Parts, Bolts, Welds, Functions, Storage & Handling.
Man/Workers
Waste of:- Walking, Waiting, Searching, Unnecessary movements
Management
Waste of:- Materials, Meetings, Management control,
Communications, Vouchers
Machine
Waste of:- Large machines, General purpose machines,
Conveyors, Machines with wasteful movements, Breakdowns,
Machine handling
 Contd….
Method
Waste of:- Large lot production, Inventory,
Conveyance, Retention, Non standardization,
Picking up setting down work pieces.
 Contd…
Quality
Waste in:- Making defective goods, Fixing
defects, errors, Inspection, Quality control.
Safety
Waste of:- Disaster prevention methods, Fixing
defects.
 3) The Flow of Goods
• A third way of thinking about waste is to focus
on the flow of goods in production.
Materials are procured Materials are retained Materials are
conveyed to processes on production line Materials are
retained at the process equipment(WIP) Materials are
picked up for processing Materials are processed
Processed goods are set down and retained on the other side
of the processing machine(WIP) Goods are conveyed to
inspection point Goods are retained until inspection
Goods are picked up and inspected Goods are set down
and retained on the other side of inspection process
Inspected goods are conveyed to the finished goods
warehouse Finished goods are retained prior to shipment
 Cont…..
If we look carefully at the flow of goods, you will
see four things going on:-
 Retention, Conveyance, Processing and
Inspection
Retention-means stopping the flow of goods
producing inventory without adding value.
-It adds cost without adding value.
Conveyance-movement b/n retention points
without adding value.
Material handling movement b/n a retention point &
a process.
 Contd……..
Processing-means adding value or altering raw
materials/parts /assemble parts to add value.
Inspection-identifies defects from production
flow. It doesn’t add value b/c it doesn’t
eliminate the source.
 4)The Seven deadly wastes
1) “Muda” of Overproduction
2) “Muda” of Inventory
3) “Muda” of Waiting
4) “Muda” in Transporting Cost Reduction by
Elimination of muda
5) “Muda” of Defect-making
6) “Muda” of Motion
7) “Muda” in Processing
 Over Produced
Motion

7 Categories Transportation
of Waste

Inventory Waiting

Defect Making
Over Processed
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 1)“Muda” of Overproduction
To produce things more than necessary in terms
of type, time, and volume. It is called “the
worst kind of Muda” since it hides all the
other wastes.

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 1)“Muda” of Overproduction
[Cause] [Effect ]
Excessive work Increase in inventory
force and facilities Outbreak of defects
Big and fast Deterioration of turn-
production over ratio of funds
machine Advanced preparation
Lack of customer of materials and parts
focus Consumes resources
Needless wear on
machines
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 2) “Muda” of Inventory
The situation where items such as raw
materials, parts, and finished goods are
stagnant or which are not having value added
to them. Some are located in the warehouses,
and others are in-process inventory.

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 2) “Muda” of Inventory
[Cause] [Effect ]
 Weak consciousness  Waste of space
for inventory  Needs for inspection,
Bottle-neck processing and transportation
stage  Expansion of working
 Advanced Production fund
 Approximate  Shelf life may expire
 It ties up cash
production  Makes FIFO inventory
 Unreliable suppliers management more
difficult

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Examples of Inventory Wastes
 3) “Muda” of Waiting
This includes all kinds of waste of time such as
workers or parts waiting: -for an upstream process
to deliver,
-for a machine to finish processing,
-for incoming parts or materials,
-for process that has a long wait time

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 3) “Muda” of Waiting
[Cause] [Effect ]

 Bottle-neck processing
stage
Waste of
 Bad facility layout manpower, time, &
 Capacity imbalance machines
 Shortages & unreliable Increase in the in-
supply chain process inventory
 Lack of multi-skilling Failed delivery dates
 Poor maintenance.
Poor workflow
continuity
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 4) “Muda” in Transporting
It is Unnecessary movement of parts between
processes caused by unnecessary
transportation distance, temporary storage,
relocations or re-piling up.

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 4) “Muda” in Transporting
[Cause] [Effect ]

 Bad facility layout  Waste of space

 Production deterioration
 Expansion of
transportation
facilities
 Occurrence of scratches
 Increase production time
 wastes time and energy

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 5) “Muda” of Defect-Making
This includes defects,

inspections for
defects in-process, and claims,
rescheduling, and resource loss.

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 5)“Muda” of Defect-Making
[Cause] [Effect ]

 Emphasizing on down-  Increase in material

cost
stream processes by  Productivity
inspection deterioration
 Poor in methods and  Increase in personnel
standards for inspection & processes for
inspection
 Lack of standard  Increase in defects
operation and claims
 Invite reworking costs

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 6) “Muda” of Motion
These are non-value adding movements or
more than necessary movements of
workers, equipment, and machines, such as
looking for goods, bending, stretching,
walking, lifting, and reaching etc.

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Example:

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 6)“Muda” of Motion
[Cause] [Effect ]
 No education or  Increase in
training manpower and
 No standard processing
operating  Unstable
procedure operation
 Isolated operation  Increases
 Bad facility lay out production time
 Can cause injury

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 7) “Muda” in Processing
This consists of processing and operations
primarily unnecessary. It is processing
beyond the standard required by the
customer.

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 7)“Muda” in Processing
[Cause] [Effect ]
 Lack of analysis of the  Unnecessary
contents of operation processes or
 Improper tools and operation
their use  Increase in manpower
 Insufficient and man-hour
standardization  Lower workability
 Attitude - ‘Always do it  Increase in defects
like this’.  Can reduce life of
components

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 Benefits of identifying & Eliminating
waste

1. To the company
 Cutting the hidden costs of production.
 Increased customer satisfaction.
2.To Shop floor worker
 Increased job satisfaction:- work with less energy,
work in safe conditions etc.
 Contributing for improvement:-
 Steps to effective Muda identification
1. Making waste visible
2. Be conscious of the waste
3. Be accountable for the waste
4. Measure the waste
 1.Making waste visible
Shop layout/process flow analysis using :-
• Arrow Diagram
• Summary chart of flow analysis
• Operation analysis Table
• The standard operation combination chart
• Workshop checklist for major waste finding
 The Arrow Diagram
• It focuses on the flow of goods to discover waste
• Factors to be identified in arrow diagram are:-
Retention, Conveyance, Processing & Inspection.
• Helps to get a good understanding of production
processes and to see where the waste exists.
 Arrow Diagram symbols
Analysis Symbols Description Amount of
Factors waste

Retention When the WIP flow is stopped (for other

than Conveyance, Processing or
Large
Inspection)

Conveyance When the WIP flow is moved from one

place to another.
Large

Processing When the WIP is changed physically or There may be

chemically for added value. some waste in
the process

Inspection When goods are inspected for

conformance to Quality and dimensional
Large
standards.
Four steps to create arrow diagram
1. Understand the purpose:- To discover waste.
2. Select the product to be analyzed:-
• You can do product quantity analysis to compare product
and quantity.
• Choose products with a large out put and with many
production problems as a starting point.
3. Prepare a factory layout diagram:-
Include the entire factory layout with position of machines,
work tables, etc.
4. Make the Arrow Diagram:-
• Do this on the shop floor and use the symbols.
 Contd….
• Connect the symbols with lines to show the direction of flow.
• At all conveyance points note:-
- conveyance distance, and
- type of conveyance
• At all retention points - note average WIP inventory.

Results are summarized using the

Summary Chart of Flow Analysis.
2. Operations Analysis Table

• Helps you identify the waste in your own operations.

• Focuses on people’s action.
• Not everything you do adds value.
• Someone else fills the table for you while you are
working as it is hard to fill for yourself while working.
3. Standard Operation Combination Chart

• Focuses on the relationship of people, goods and

machines.
Discover where waste is by plotting the cycle time of all
activities and design the process to create a more
efficient combination and reduce overall cycle time.
 The steps to effective waste
elimination are
1. Make waste visible
2. Be conscious of the waste
3. Be accountable for the waste.
4. Measure the waste.
5. Eliminate or reduce the waste

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 The steps to effective waste
elimination
1.Make waste visible
Draw and analyze the current facility
layout.
Prepare a process flow chart to see the
number and movement of workers, order
of processing, type of processing and so on
Prepare standard operation sheet.

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 The steps to effective waste
elimination
2. Be conscious of the waste
 When something is denied as waste, it
also cannot be stopped.

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 The steps to effective waste
elimination
3. Be accountable for the waste

When one refuses to accept

responsibility for the waste, then he will
not eliminate it.

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 The steps to effective waste
elimination
4. Measure the waste.
 when the waste is not measured, people
may think it is small or insignificant and
therefore will not be motivated to stop
it.
“What is not measured, is not
improved”.
Appreciate its size and magnitude.
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 The steps to effective waste
elimination
5. Eliminate or reduce the waste
 When the great Italian sculptor Michelangelo
was asked what he was sculpting, he
responded he was not sculpting but releasing
the figure inside by removing the unnecessary
rocks (wastes). Like Michelangelo, we should
eliminate all forms of wastes in any process or
product until only what is valuable remains.

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5.How to eliminate “Muda”?
1) “Muda” of Overproduction
Produce not more than is needed by
your customers.
you MUST know what your customers
need and use.
Have standardized work or work
instructions for your processes.

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 5.How to eliminate “Muda”?
2) “Muda” of Inventory
Implement 5S and avoid unnecessary
items
Use just-in-time system
3) “Muda” of Waiting
Proper alignment of work processes,
Consistent machine maintenance (to avoid
machine downtime.)
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 5.How to eliminate “Muda”?
4) “Muda” in Transporting
Design production lines and materials
flow paths in a way that minimizes the
distances between workstations and
temporary storage sites.

5) “Muda” of Defect-making
Build quality into each process, using
tools like Poka-Yoke, JIDOKA, Andon
etc.
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5.How to eliminate “Muda”?
6) “Muda” of Motion
Minimize unnecessary movements

7) “Muda” in Processing
Improving processing efficiency to
achieve the same customer
satisfaction .
 use of low-cost automation, smaller,
and more flexible equipment
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 5.How to eliminate “Muda”?
7) “Muda” in Processing(Cntd)

combining steps will greatly reduce the

waste of inappropriate processing.
Look for improvements
Train workers

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 Tools for Eliminating “Muda”
1. Andon
2. U-line
3. In-lining
4. Unification
5. Multi-process handling & Multi-skilled
Operators
6. A.B. control (Two-Point Control)
7. Cell production line
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 Tools for Eliminating “Muda”
1. Andon
An “Andon” is an indicator informing
team leaders and supervisors of the
current workshop situation with color
boards, flash lights, and automated
announcement.

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 Tools for Eliminating “Muda”
Types of “Andon”
1) Calling “Andon”-Used for requesting
parts.
2) Warning “Andon” -Used to inform
occurrence of irregularities
on the lines.
3) Progress “Andon” -Used to identify the
progress of operation on the
lines with a short Takt Time.
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 Tools for Eliminating “Muda”
2. U-line
A U-line is a layout in which the inlet and
outlet are positioned in the same direction
to avoid walking back for a single operator.

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 Tools for Eliminating “Muda”
3. In-lining
In-lining is a way to make the production
lines simple and effective by integrating
the parts processing into the main
line in the unit production.

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 Tools for Eliminating “Muda”
4. Unification
Even if a flowing line
cannot be formed,
odd operations can
be combined
together in a place Unification of

into an operator’s
several
processes

work.

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 Tools for Eliminating “Muda”

5. Multi-process handling & Multi-skilled

Operators
Multi-process handling means that a single
operator manages multiple machines
and processes in product processing and
assembling. This is the primary factor for
constructing lines by a small number of
operators.
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Tools for Eliminating “Muda”

A multi-skilled worker can deal with

several machines or processes as
described above. The supervisor can
make a flexible placement of
operators when someone within the
same team or section is absent.

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 Tools for Eliminating “Muda”
6. A.B. control (Two-Point Control)
A.B. control is a devised automatic
control function. It controls the machine
movement when they come to start or
stop working depending upon the number
of work pieces piled up between the
preceding process and the following
process.
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 Tools for Eliminating “Muda”
6. A.B. control (Two-Point Control)(Cntd)

Up to Three

A.B. control is
used as a tool for
time control to
realize Just in
Time(JIT)

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 Tools for Eliminating “Muda”
7.Cell production line
This is a production line that a single
operator manages all the machining
or assembly operations in unit
production.

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 Tools for Eliminating “Muda”
7.Cell production line(Cntd)
Advantages
Quality assurance can be ensured.

The production output or efficiency of each

operator can be clarified.

Operators can obtain a feeling of work

achievement.

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5)Methods for Muda prevention
There are four important methods you can use
for maintaining a waste-free production
environment:
• Standardization
• Visual and Auditory Controls
• 5W and 1H Sheet
 Standardization
- Standardization means establishing standard
procedures for every operation so that
anyone can understand and use them – and
everyone does.
Standards must be created, documented, well-
communicated, adehered to, and regularly re-
assessed.
 Contd…….
Standards are required for:
• Machines
• Operations
• Defining normal and abnormal conditions
• Clerical procedures
• Procurement
 Visual and Auditory Controls
• One way waste enters into operations is
when standards are not improved to meet
changing conditions.

• Even standardization fails to sustain waste-free

production if not systematically updated to
take advantage of new materials, new
technology, and worker improvement ideas.
 Contd……
• The best way to do this is through visual and
auditory controls.
Red-tagging – Always keep the production floor
free of any thing that is not directly part of the
production process.
Signboards- The purpose of workstations and the
names of the workers who operate them
should be displayed at every processing point.
 Contd………..
• Standard quantities should be included on
supply bins or carts. The products produced
on each line or in each cell can be displayed,
and so on.
Outlining- Boarders around tools and equipment,
big and small, help people find and return
things.
 Contd....
Andons- Different colored lights can report the
status and needs of a system and signal when
defects or abnormal conditions occur so that
problems can be solved immediately.
Kanban- flexible production instructions or work
orders that trigger materials supply and
production in a pull system, the hallmark of
lean manufacturing.
 The 5W and 1H Sheet (L3)
• Five “whys” and one “how”
Summary

MUDA
 Total Preventive Maintenance
• Is one of Kaizen Systems.

• Brings maintenance into focus as a necessary and vitally important part of

business.

• is a company-wide system developed to maintain, monitor, and improve all

capital assets of a company.

• It can be considered as the medical science of machines.

• For production it is a system that maximizes equipment effectiveness and

maintains production flow.

 cont…

•Maintenance is implemented by all employees in an organization.

•Everyone in the organization from operators to senior management

in equipment improvement.

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Cont…

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 Cont…

Total = All individuals in the organization working together.

Productive = production of goods that meet or exceed customer’s

expectations.

Maintenance = keeping equipment and plant in good condition at

all times.

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