Muda,Mura & Muri

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Muda,Mura & Muri

  1. 1. MUDA MURA MURI ABS MANIKANDAN.C CINISH P ABRAHAM VIPUL KOTADIA
  2. 2. LEAN MANAGEMENT  Lean Management or quot;Leanquot; 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.  In simple term, more value with less work.  Lean manufacturing is derived mostly from the Toyota Production System (TPS) Identified as quot;Leanquot; only after 1990s.  Goal is to eliminate the waste from the process.
  3. 3. WHAT IS LEAN?
  4. 4. TOYOTA PRODUCTION SYSTEM  Make what the customer needs, when it is needed, in the right amount.  Minimize inventories  Separate machine work from human work and fully utilize both  Build quality into the process and prevent errors from happening  Reduce lead-times to allow for rapid, flexible scheduling  Produce a high mix of low volume products efficiently
  5. 5. 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.
  6. 6. Eliminating 3 M  MUDA (Waste)  MURI (Strain / Over burden)  MURA (Unevenness)
  7. 7. MUDA MUDA is the Waste, work that does not add any value to the product Process-1 V Process-2 V Process-3 V Process-4 V Input Product W W W W V: Value added product/services W: Wasteful product / practices/services that does not add value
  8. 8. 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
  9. 9. 7 Seven MUDA [Wastes] Unnecessary Motions Waiting for work and materials Transportations Overproduction Processing Inventories / Unnecessary WIP Corrective operation
  10. 10. MUDA of Motion
  11. 11. 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
  12. 12. MUDA of Waiting
  13. 13. MUDA of Waiting
  14. 14. 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
  15. 15. MUDA of Transport I am more expensive since raw material is coming from a far off place.
  16. 16. 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
  17. 17. “the more, the merrier
  18. 18. 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
  19. 19. 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;
  20. 20. 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
  21. 21. 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
  22. 22. MUDA of Correction
  23. 23. Work that contains errors, rework, mistakes or lacks something necessary:  Data entry error  Pricing error  Missing information  Missed specifications  Lost records  Rework  Rescheduling meetings
  24. 24. How to eliminate? Find the Root Cause - Asking ‘WHY’ for 5 times - 5W 1H
  25. 25. 5 W 1 H of MUDA T h e Fiv e W s an d T h e O n e H W ho W hat W here 1. W ho do es it? 1. W hat to do ? 1. W here to do it? 2. W ho is do ing it ? 2. W hat is be ing do ne ? 2. W here is it do ne? 3. W ho sho u ld be do ing it ? 3. W hat sho u ld be do ne ? 3. W here sho u ld it be do ne ? 4. W ho e lse ca n do it? 4. W hat e lse ca n be do ne ? 4. W here e lse ca n it be do ne ? 5. W ho e lse sho u ld do it? 5. W hat e lse sho u ld be do ne ? 5. W here e lse sho u ld it be 6. W ho is do ing 3-M us? 6. W hat 3-M U s are be ing do ne ? do ne? 6. W here are 3- M U s be ing do ne?
  26. 26. MURI Muri is the overburden on equipment, facilities & people caused by mura and muda.  This is in some respects on the opposite end of the spectrum of muda.  Muri is pushing a machine or person beyond natural limits.  Overburdening people results in safety and quality problems.  Overburdening equipment causes breakdowns and defects
  27. 27. Identifying MURI MURI = Physical Strain, Overbourden 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
  28. 28. 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.
  29. 29. 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.
  30. 30. Quality Doesn’t happen by Accident, It has to be Planned

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