3M

1. 1
Object of Enterprise
• To Increase Profit
– Growth by Top & Bottom Line
– Living Standard Improves

2. 2
INCREASE PROFIT
× Selling Price = Cost + Profit
o Profit = Selling Price – Cost
Selling Price is Decided by Market
Leads to
Actual Movement of Reducing Cost

3. 3
Reduce Cost
Material
Cost
Energy
Cost
Processing
Cost
Others
Cost Price
Processing
Conveyance
Inspection
Stagnation
Useful Job from
customer point
of view
Waste
Worthless Job does
not increase value to
the process
Decided by manufacturing method
Actual movement for Reducing Cost
Remove Waste

4. 4
Concept of 3M

5. 5
MURI – STRAIN
MURA – INCONSISTENCY / IMBALANCE
MUDA – WASTE
3 MU’s
Muda
MuraMuri

6. 6
• For example,
suppose you need
to transport 12 tons
of material with a 4
ton capacity
truck…
12 TONS
1 ton
Capacity : 4 ton
Material Source: Toyota Training Handouts
What is Muri & Mura

7. 7
To make 2 trips,
carrying 6 tons at a
time is Muri (Strain)
(overburden)…
X 2 = MURI
What is Muri & Mura
Material Source: Toyota Training Handouts

8. 8
Making 6 trips,
carrying 2 tons at a
time is Muda
(waste)…
X 6 = MUDA
What is Muri & Mura
Material Source: Toyota Training Handouts

9. 9
A mixture of the two is
Mura
(imbalance)(unevenness)
= MURA
What is Muri & Mura
Material Source: Toyota Training Handouts

10. 10
3 trips, carrying 4 tons at a time, eliminates Muda, while at the
same time no causing Muri.
X 3 =
no muda,
no muri,
no mura
What is Muri & Mura
Material Source: Toyota Training Handouts

11. 11
Achieving such a balance everywhere in the company is one
of the primary aims of the Toyota production system.
Elimination of the “3Ms” is always in the Toyota employee’s
mind, as everyone tries to keep waste down without causing
overburden.
X 3 = NO 3M’s
X 2 = MURI
(over burden)
MURA
(unevenness)
X 2 = MURI
(waste)
Capacity
: 4tons
12 TONS
1 ton
What is Muri & Mura
Material Source: Toyota Training Handouts

12. 12
Elimination of MUDA (Waste)
What is MUDA
Operation = Work + MUDA
Work = Increases value of production
MUDA = Increases cost of production
Kaizen
(Improvement)
Total amount of labor : No Change
Labor Density Effectiveness =
Work
Work + MUDA
To 100%
= Work MUDA
MUDA
Working

13. 13
 MUDA of Overproduction
 MUDA of Stock
 MUDA of Conveyance (Transport)
 MUDA of Waiting
 MUDA of Operation Itself
 MUDA of Movement of Worker
 MUDA of Production of Inferior goods
Types of MUDA (Waste)
MUDA
Monster
Profit

14. 14
Over Production is the Worst MUDA
 Increase Raw Material Purchasing
( MUDA of Stock)
 Increase Workers
 Add Machines
Loose
Money
Necessary
Q’ TY
Over
Production
Meaningless Increase of Efficiency
10 Workers : 100 Products
10 workers : 120 Products
Necessary Q TY : 100
Over Production
Store House Conveying
Equipment Bin
Additional ware House
Loose
Money  Conveyance
 Interest Rate
Moving Material which is
not Required

15. 15
MUDA of Overproduction
Before installing pipe on product
make a lot of pipes on preparation
table
Only one is necessary
for product
Within one cycle to
make only necessary
quantity

16. 16
 Will add cost of :-
– Tools
– Inventory
– Poor Life
– Scrap due to method change (Obsolete)
– Storage and upkeep
– Searching
MUDA of Stock

17. 17
MUDA of Transportation
This worker is changing
parts to new pallet.Loading
Transfer

18. 18
MUDA of Transportation
Install
Carry
Carry
To Temporary
Store
From
Ware House
To Plant
Next
Next
to the
Machine
To the Opera
Aren’t you doing this kind of
useless transport?

19. 19
MUDA of Waiting
While filling
water in A C,
do other job
Bad case
Waiting until a can is filled

20. 20
MUDA of Waiting (Case 1)
While machine is
working, the worker is
standing, “Waiting
MUDA”
Radiator Support Standard Working
Time
Working Name
MUDA
Auto
Working
SEC
1. Welding Nut 2
2. Reinforce Spot 2
3. Set Insulator 6
Waiting
MUDA

21. 21
MUDA of Waiting (Case 2)
Operator has to walk long distance
(2 ‘S’)
By rearranging parts save
moving distance with in arm
-reach

22. 22
MUDA of Operation
Installation of bolt and screw (Two types of head)
Worker uses two kind of air tools
Improvement of air tool
Combining / modifying to use both
without changing the tool head

23. 23
MUDA of Movement
Worker goes to take a tool from the rack repeatedly
Shortage of a
Tool bit/Socket
Small
bag
for small
part and
tool bits

24. 24
Adoption of part box
MUDA of Movement of Worker
Workers go to take parts
repeatedly
Part Box

25. 25
Reduction of walking distance
MUDA of Movement
Working order is changed
1 2 3 4 5 61 4 6 2 5 3

26. 26
MUDA of Production of Inferior Goods
Due to incomplete installation of tool and Jig
MUDA (Inferior goods) of manufacturing
1. Effort for job is high
2. Non-conforming to
specification
3. Worn socket
4. Incomplete tool
5. Low productivity
Do operation over again
Use Jig

27. 27
THE 4-M CHECKLIST
A. Man (Operator)
1. Does he follow standards ?
2. Is his work efficiency acceptable ?
3. Is he problem-conscious ?
4. Is he responsible ?
( Is he accountable ?)
5. Is he Qualified ?
6. Is he experienced ?
7. Is he assigned to the right job ?
8. Is he willing to improve ?
9. Does he maintain good human relations ?
10. Is he healthy ?

28. 28
B. Machine (Facilities)
1. Does it meet production requirements ?
2. Does it meet process capabilities ?
3. Is the oiling (greasing) adequate ?
4. Is the inspection adequate ?
5. Is operation stopped often because of mechanical trouble ?
6. Does it meet precision requirements ?
7. Does it make any unusual noises ?
8. Is the layout adequate ?
9. Are there enough machines/facilities ?
10. Is everything in good working order ?

29. 29
C. Material
1. Are there any mistakes in volume ?
2. Are there any mistake in grade ?
3. Are there any mistakes in the brand name ?
4. Are there impurities mixed in ?
5. Is the inventory level adequate ?
6. Is there any waste in material ?
7. Is the handling adequate ?
8. Is the work-in-process abandoned ?
9. Is the layout adequate ?
10. Is the quality standard adequate ?

30. 30
D. Operation Method
1. Are the work standards adequate ?
2. Is the work standard upgraded ?
3. Is it a safe method ?
4. Is it a method that ensures a good product ?
5. Is it an efficient method ?
6. Is the sequence of work adequate ?
7. Is the setup adequate ?
8. Are the temperature and humidity adequate ?
9. Are the lighting and ventilation adequate ?
10. Is there adequate contact with the previous and next processes ?

31. 31
Muda of Material Preparation
Automation of Material Preparation
Before Kaizen After Kaizen
Time Reduction 164 h/m

32. 32
Muda For Searching
5S of Tools
Only Hang
Necessary Tools
The right tool can be picked up at first look.
Before Kaizen After Kaizen

33. 33
Short Stop of Machine
Improved Arrangement of Material for Easy Feeding on the Conveyer
We could prevent short stop 5% to 0% (line stop)
Before Kaizen After Kaizen
Parts Feeder
Parts Feeder
Material are Lined
With a Flap

34. 34
Job Operation Complexity
Inefficient Switch Layout Changed
After Kaizen
500 mm
Made access easy
Before Kaizen
Handling Efficiency/Safety Up 
Improvement – 25%
Cost  0

35. 35
Energy Saving
• Give up Stop using energy
• Repair Repair the machine
• Halt Use only when needed
• Reduce Analysis of necessary quantity
• Recuperate Recirculation
• Change To use a cheaper alternative energy

36. 36
Give Up Using Energy
We Changed the Way of Hanging the Part and
Eliminated the Need for Air Blowing
Before Kaizen After Kaizen
Hanger
Fan (to block air)
Core
Radiation
Air Blow Removed
(Water Drains by Gravity)
Air Blow Removed (Water Drains by Gravity)

37. 37
Use Only When Needed
Changed to Operate in Connection with
the Main Machine Only
Before Kaizen
Electricity Electricity
Switch
Main
Switch
Control
Board
Induction
Hardening Pump
Coolant
After Kaizen
Pump
Induction
Hardening
Switch
Control
Board
Pump
Operates
with the
M/C
Electricity Electricity
Electricity
Run only necessary equipment

38. 38
Analysis of Necessary Quantity
Increase Heat Insulator on Top and on the Side
Before Kaizen After Kaizen
Saving
Insulation 100mm Heaters Increase
25mm thick
Insulation 200mm
Insulation
Outside Heat Insulation
Reduce Heat Loss & Energy

39. 39
Regeneration/Recuperation
Utilise Power of Water and Eliminate the Electric Motor
Before Kaizen
Pipe
7m3
Electric Motor
After Kaizen
Use Kinetic Energy of Water to
Move Paddle & Mix
Eliminate 1kw Motor
Paddle Wheel
Eliminate 1kw Motor

40. 40
Use Alternative Energy (Cheaper One)
Electricity  Steam
Only Steam Flow at Cleaning Time not Continuous
Before Kaizen
6kw×4nos
6kw×5nos
After Kaizen
In
Out
In
Out
Steam Flow Only When Parts are Immersed

41. 41
Yield Ratio Improvement
1. Change the layout of material cutting.
2. Change material size.
3. Make another part from a recessed portion.
4. Change shape.
5. Utilise scraps.

42. 42
Changing the Cutting Layout
1. Symmetrical Cut.
2. Shorter Feed Ratio.
3. Die Improvement Through Wrinkle Space Production
Before Kaizen After Kaizen
Short Feed Ratio
Large Holder Area Small Area
Change layouts

43. 43
Change of Material Size
One Cut Multiple Cut Per Roll
Before Kaizen After Kaizen
Yield Ratio 47% to 75%
Small Width
Yield Ratio 47% Yield Ratio 75%

44. 44
Change of Material Size
Seat Fabric Roll Width Changed
Before Kaizen After Kaizen
Change of shape

45. 45
Make Another Part from a Recessed Portion
Change Material Direction to Get Better Material Usage
Before Kaizen After Kaizen
Part B & C Punched from Same BlankPart C is Punched from Separate Blank
Change material feed direction

46. 46
Change Shape
From Punching to Shearing
Before Kaizen After Kaizen
70 to 90%
Yield Ratio 90%Yield Ratio 70%

47. 47
Change Shape
Before Kaizen After Kaizen
Fit In
Small Convex Portions Change To One Big Convex Do
Not Fit In The Recessed Portion Portion To Fit A

48. 48
Utilise Scraps
1. Collect Ideas Through Small Display of Left over Cutting.
2. Application to Small Parts and Prototype Parts.
Display the Scraps and Collect Suggestions from
Each Worker to Utilise Them
Suggestion
Box

49. 49
Reduction of Intermediatory
Materials and Expenses
1. Use only necessary quantities.
2. Recovery and recirculation.
3. Use cheaper goods.
4. Revision of usage standards.

50. 50
1. Use Only Necessary Quantity
From To
Continuous Lubricator Spray Internal Spray Only When Work is Set
148 kg/m Þ 111kg/m
Before Kaizen After Kaizen
Lubricator
Internal Timing is Controlled by
Stamping Pressure

51. 51
2. Recuperation
Recirculate Spilled Oil
Before Kaizen After Kaizen
Thrown Away
Recuperate in Cans
Recirculated
Recuperate in Cans and Recirculate

52. 52
Reducing Defects
• Fool proof devices are effective to reduce defects
• They are low – cost highly reliable devices or innovations that:
– Either will detect an abnormal situation before it occurs in a production
process.
– Or once it happens, will stop the machines or equipment and prevent
production of defective products.

53. 53
Fool Proof Device
By Using the Shape of Work Itself (Convex or Bented)
Make it Impossible to Weld The Nut on it When it is up-side-down.
Before Kaizen After Kaizen
Nut
Work
Welding
Possible
Welding
Not Possible
Work
Fixture
Correct CorrectDefect Defect
Fool Proof
Device
Use the principle of asymmetry

54. 54
Fool Proof Device
From the Previous Stage Make the Gauge as to Detect a Missing Hole
Before Kaizen After Kaizen
Fixture
Defect
(Missing Hole)
Defect 1% 
• A “Fool Proof Pin” On the Gauge
• The Parts With a Missing Hole Will be
Automatically Found
Fool Proof Pin
Work
Locating Pin

55. 55
Find Out Missing Bolt Washers
Bolt With Out Washer will Fall at the Chute Hole
Before Kaizen After Kaizen
Bolt Without Washer Will
Drop out
100 Defects / m 

56. 56
Spatter Prevention
Spotters Prevented by Covers
no Need for Inspection
Before Kaizen After Kaizen
Cover
Spatter On Nuts
Spatter Free Nuts
No need for inspection

57. 57
Visual Control
Initial Parts are the Ones Produced After Die or Blade Change
or at the Beginning of Each Shift or After a Break
Before Kaizen After Kaizen
The First Two Three Products Are Inspected Carefully
Visual Control
Inspected Products Are Matched
Display inspected parts

58. 58
Safety
Preventing a Machine from Falling
Preventing Roll Over During Transport
Before Kaizen After Kaizen
Enlarged Wheel Base
Observe safety in transport