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7 Types of Muda
The document discusses the seven types of muda or waste in production processes - transportation, inventory, waiting, overproduction, overprocessing, motion, and defects. It defines each type of waste and provides examples. It also discusses causes and effects of each waste type. Lastly, it introduces the 5S methodology - sort, straighten, shine, standardize, and sustain - as a tool to combat the seven wastes in processes.
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7 Types of Muda
- 1.
- 2. Terminologies • Value adding:The customer must be willing to pay for it. • Non value adding: Does not add value but necessary • Muda:Waste • Mura: Uneven workload • Muri: Unnecessary strain • Cycle time: Time between the start of the work/task till the end • Lead time: Time between the start of the whole process till the end • 5S: 5s step process to create and keep a workplace efficient
- 3. Classification ofWork • Valueadding • Non value adding • Muda
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- 7. Transfer of vehiclefrom SPT toToyota Pasig Not optimized carwash layout Waste of Transportation
- 8. Causes Outdated layouts Theneed to transfer materials to another process High inventory Waste of Transportation Effects Adds to cycle time Labor cost Transportation cost
- 9. Purchasing and storingunneeded parts at the moment Waste of Inventory Purchasing and storing excess office supplies. Purchasing and storing unneeded parts at the moment
- 10. Causes Forecasting Reward systemon how much an employee produced Making extra parts just in case of problems Waste of Inventory Effects Low asset turnover Storage cost Waste of transportation Need extra effort to manage
- 11. Waste of Motion Technicianlooking for parts or tools Looking for documents or office supplies Routing process of marketing professionals
- 12. Causes Poorly designed processes Poor workarea layout Disorganization Waste of Motion Effects Labor costAdds to cycle time
- 13. Waste of Waiting Thefirst worker is idleThe employee is bored to death
- 14. Causes Mura (Unbalanced workload) Waiting forpeople and information. Lack of coordination. Waste of Waiting Effects Adds to cycle time Cost of labor Causes bottleneck
- 15. Waste of Overproduction For Sale! Holding onto vehicles that are hard to sell
- 16. Causes Long set uptimes Making more in order to keep us busy Just in case thinking Waste of Overproduction Effects Waste of motion Waste of inventory Waste of transportation
- 17. Waste of Over processing OrderedDelivered
- 18. Causes Not understanding the customer’sneeds Lack of communication Muri (Unnecessary strain) Waste of Over processing Effects Cost of waiting Cost of materials Cost of labor
- 19. Waste of Defects Carscratch Dirty car
- 20. Causes Lack in processchecks Low quality material Lack of clarity in requirement Waste of Defects Effects Labor costs Additional lead time Material costs
- 21. Tools to Combatthe 7Waste
- 22. Tools to Combatthe 7Waste
- 23. Sort • Remove whatis unnecessary in the workplace. • Keep only what is needed.
- 24. Straighten • Proper arrangementof items • Labeling • Returning items to its proper place
- 25. Shine/Sweep • Physically andvisually cleaning the workplace
- 26. Standardize • Create checklists •Do steps 1 to 3 correctly
- 27. Sustain • Have thediscipline to do steps 1 to 4 • Do everything as part of your routine
- 28.
Editor's Notes
- #4 To understand Muda better we must know the elements of work. Value adding: The customer must be willing to pay for it, the fit or function must be changed and must be done correctly the first time Non value adding: Necessary but does not add value. Example: Creation of invoices or documentation Waste: Completely unnecessary. Must be prioritized when for improvement.
- #6 Remember the acronym TIMWOOD
- #7 Why do we need to eliminate waste? Simple, by eliminating waste, we cut cost, reduce lead time and strain or effort. Also we prevent problem from arising.
- #8 Waste of transportation is movement of materials that does not add value. Examples: Transferring of our vehicles from SPT to Toyota Pasig, transferring vehicles does not add value to the customer. Another example is when we had a stationary carwash layout before, we had a longer lead time and moving one vehicle to the next process required more effort. After doing a kaizen activity, we applied a Toyota production system layout, lead time was significantly reduced and moving of vehicles required less effort.
- #9 Causes Outdated plant layouts: If you do not update you layout depending on you need. The need to transfer materials to another process: If you do not streamline tasks. High inventory: The need to transfer and store excess inventory
- #10 Waste of inventory is any material that is not needed at the moment. Three types of inventory, cycle stock, buffer stock and safety stock. Example: Ordering and storing unneeded parts. Purchasing and storing excess office supplies. Purchasing and storing unneeded parts at the moment: Causes us expense in swapping.
- #11 Causes Forecasting: Most of the time forecasts are not accurate thus we hold extra inventory. Reward system: If rewards are given to high producers, we will most likely have high inventory. Making extra parts just in case of problems: Producing extra parts just in case of error will lead to high inventory as well.
- #12 Any form of movement of people that does not value.
- #13 Causes. Poorly designed process: If tasks are not streamlined we will create waste of motion. Poor work area layout: If our process require us to go to one place to another and the each place are distant from each other we will have waste of motion Disorganization: Searching and reaching for tools creates waste of motion.
- #14 Waste of waiting is a situation when there is idle time. Example: When we are waiting for information from another process owner.
- #15 Causes. Unbalanced workload (Muri): If a process owner’s workload is greater than yours and their cycle time is a lot longer, you will surely have idle time. Waiting for people and information: Waiting for information or approval from a process owner creates idle time as well. Lack of coordination: If tasks are not well coordinated, you will have doubts and tend to ask the process owner before you can start.
- #16 Known as mother of waste. Producing or purchasing what more than what is needed Waste of overproduction is the mother of all waste. It usually leads to waste of transportation, inventory and motion. So what’s the result when we have a vehicle we don’t need? Swapping
- #17 Causes. When we usually have long setup times, we compensate by making more than what we need. Making more in order to keep us busy is also a factor in overproduction Producing just in case of errors also lead to overproduction.
- #18 Waste of over processing is providing or doing something more than what is required.
- #19 Causes. Not understanding the customer’s needs: If you provide more than what the customer needs without their consent, you will incur additional costs. Lack of communication leads to not understanding your customer’s needs. Muri or unnecessary strain: Doing something the hard way or overcomplicating your task
- #20 What will the customer do if the customer encountered these defects?
- #21 Any work or product that is less than what the customer required. Example. Turning over a vehicle with scratches or defect in its engine. Or turning over a dirty vehicle. Causes. Lack in process checks: Not doing audits or supervision causes defects. Using of low quality material maybe cheaper but it is more expensive in the long run as it may produce defective products. Lack of clarity in requirement may also produce defects, not knowing what the customer requests may yield a lower output.
- #22 Using a spaghetti diagram helps us document the current state when it comes to movements. By identifying the movement of employees in the process, we identify the shortest route or rearrange the layout of the work area. This may help reduce waste of motion.
- #23 One of the most simple but effective way to combat the 7 waste is applying 5s.
- #24 What is unnecessary? Ask yourselves these question to help you sort. much do you need? How often do you use the item? Importance of the item.
- #25 Three F standards Fixed items Fixed location Fixed quantity
- #26 Identify the root cause on why and where is the dirt coming from. Then address the cause of the dirt.
- #27 Have SOPs If there are no standards, there can be no improvement.
- #28 By doing 5s, we eliminate the waste of motion like searching or reaching for tools, we eliminate waste of waiting, the more organized a workplace is, the faster we may move.