This document discusses the concept of Kaizen, a Japanese philosophy of continuous improvement. It defines Kaizen as focusing on continually improving all aspects of life and work through small, ongoing changes. The document outlines the history and dissemination of Kaizen in Ethiopia, starting with a pilot project in 2009 and the establishment of the Ethiopian Kaizen Institute in 2011 to promote Kaizen nationwide. It describes the three pillars of Kaizen as the philosophy of continuous improvement, Kaizen systems like Toyota Production System and Total Quality Management, and Kaizen tools and techniques. The document provides examples of categorizing and identifying types of waste or Muda in processes.
The document discusses different types of waste or "muda" in lean manufacturing. It defines the seven main types of muda as over-production, processing, transport, waiting time, inventory, motion, and defects. It also explains the Japanese terms "mura" as unevenness or variability that can lead to muda, and "muri" as overburden or unreasonableness. The goal of lean is to identify, measure, and eliminate all forms of waste from production processes.
Muda refers to any activity that does not add value, according to Toyota production system founder Taichi Ohno. He identified seven common forms of muda, or waste: overproduction, waiting time, transportation, processing defects, unnecessary inventory, unnecessary motion, and overprocessing. Reducing or eliminating these wastes improves productivity and efficiency. Strategies to address each type of waste include improving production planning, minimizing movement of materials, reducing defects, and optimizing processes. Muda can occur throughout manufacturing and office operations, so eliminating it requires analyzing processes across the entire organization.
One of the fundamental methodologies of TPS (Toyota Production System) which we also know as Lean Transformation is understanding and elimination of 7 types of Waste. This presentation is in introduction to 7 types of Waste.
The document discusses Lean methodology which focuses on eliminating waste to produce high quality products faster and at lower cost. Lean aims to streamline processes through techniques like single piece flow, just-in-time production, and eliminating non-value added activities to improve throughput, quality, and customer satisfaction. Key aspects of Lean covered include value stream mapping, reducing the seven wastes, line balancing, managing bottlenecks, setup reduction, pull systems, and visual management.
This document discusses the concepts of value, waste, and lean manufacturing. It defines value-added activities as those that directly change a product to meet customer needs, while non-value added activities are necessary but do not increase value. The main types of waste are identified as muda (non-value added work), mura (unevenness), and muri (overburdening work). Specific examples of muda include transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The document emphasizes that eliminating waste through lean principles can improve flow and reduce costs for companies.
Total Productive Maintenance (TPM) is a methodology for optimizing manufacturing equipment effectiveness through a team-based approach involving both maintenance and operators. The goals of TPM include maintaining equipment for its entire life, eliminating losses like defects, accidents, and failures, and empowering employees. It has eight pillars of activities including autonomous maintenance, planned maintenance, quality maintenance, and education/training. TPM aims to reduce waste and improve overall equipment effectiveness through continuous improvement efforts.
In all reality, there are the production waste. Here I explain the 7 wastes from most towns elliminare. Based on the TPM and Lean Management.
For info please contact me.
Muda, Mura, and Muri are known as the "Three M's" or "Three Mu's" and represent the three major types of waste that can plague manufacturing shop floors. Muda refers to non-value adding activities like defects and rework. Mura means undesirable variation in processes. Muri means unnecessary physical or mental strain on workers and equipment. Together, these three "killer viruses" can significantly reduce productivity and increase costs if not properly identified and addressed through techniques like just-in-time production and total quality management. Reducing these wastes is crucial for organizations to improve efficiency and competitiveness.
The document discusses different types of waste or "muda" in lean manufacturing. It defines the seven main types of muda as over-production, processing, transport, waiting time, inventory, motion, and defects. It also explains the Japanese terms "mura" as unevenness or variability that can lead to muda, and "muri" as overburden or unreasonableness. The goal of lean is to identify, measure, and eliminate all forms of waste from production processes.
Muda refers to any activity that does not add value, according to Toyota production system founder Taichi Ohno. He identified seven common forms of muda, or waste: overproduction, waiting time, transportation, processing defects, unnecessary inventory, unnecessary motion, and overprocessing. Reducing or eliminating these wastes improves productivity and efficiency. Strategies to address each type of waste include improving production planning, minimizing movement of materials, reducing defects, and optimizing processes. Muda can occur throughout manufacturing and office operations, so eliminating it requires analyzing processes across the entire organization.
One of the fundamental methodologies of TPS (Toyota Production System) which we also know as Lean Transformation is understanding and elimination of 7 types of Waste. This presentation is in introduction to 7 types of Waste.
The document discusses Lean methodology which focuses on eliminating waste to produce high quality products faster and at lower cost. Lean aims to streamline processes through techniques like single piece flow, just-in-time production, and eliminating non-value added activities to improve throughput, quality, and customer satisfaction. Key aspects of Lean covered include value stream mapping, reducing the seven wastes, line balancing, managing bottlenecks, setup reduction, pull systems, and visual management.
This document discusses the concepts of value, waste, and lean manufacturing. It defines value-added activities as those that directly change a product to meet customer needs, while non-value added activities are necessary but do not increase value. The main types of waste are identified as muda (non-value added work), mura (unevenness), and muri (overburdening work). Specific examples of muda include transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The document emphasizes that eliminating waste through lean principles can improve flow and reduce costs for companies.
Total Productive Maintenance (TPM) is a methodology for optimizing manufacturing equipment effectiveness through a team-based approach involving both maintenance and operators. The goals of TPM include maintaining equipment for its entire life, eliminating losses like defects, accidents, and failures, and empowering employees. It has eight pillars of activities including autonomous maintenance, planned maintenance, quality maintenance, and education/training. TPM aims to reduce waste and improve overall equipment effectiveness through continuous improvement efforts.
In all reality, there are the production waste. Here I explain the 7 wastes from most towns elliminare. Based on the TPM and Lean Management.
For info please contact me.
Muda, Mura, and Muri are known as the "Three M's" or "Three Mu's" and represent the three major types of waste that can plague manufacturing shop floors. Muda refers to non-value adding activities like defects and rework. Mura means undesirable variation in processes. Muri means unnecessary physical or mental strain on workers and equipment. Together, these three "killer viruses" can significantly reduce productivity and increase costs if not properly identified and addressed through techniques like just-in-time production and total quality management. Reducing these wastes is crucial for organizations to improve efficiency and competitiveness.
The document discusses identifying and eliminating waste from manufacturing processes using Lean principles. It defines value and eight types of waste: overproduction, inventory, transportation, motion, processing, defects, waiting, and underutilized talent. Methods for finding waste include observing processes, mapping material flow, and introducing one-piece flow. Lean tools like 5S, standard work, and quick changeovers can help remove waste once it is identified. The overall goal is optimizing value and flow to meet customer demand without waste.
The document is a presentation from Operational Excellence Consulting about identifying waste. It discusses various models for classifying types of waste, including the three MUs (muda, mura, muri), the 5Ms + Q + S, and the eight types of waste. It also provides methods for discovering, eliminating, and preventing waste through techniques like value stream mapping and waste-finding checklists. The overall goal is to teach organizations how to identify inefficiencies in their processes and work environments so they can continuously improve operations.
SlideModel - Muda 7 Types Of Waste PowerPoint TemplateSlideModel
The Muda 7 Types Of Waste PowerPoint Template is a professional template featuring one of the 3M's of the Toyota Production System. The user can use the 100% editable PowerPoint shapes and digram in existing presentations or craft a new deck from this modern flat design theme.
Ideal for Lean Manufacturing presentations, the template provides metaphors as PowerPoint Icons and Clipart featuring the 7 Waste Types Muda.
http://slidemodel.com/templates/muda-7-types-waste-powerpoint-template/
A presentation on TPM and its goals, pillars, and other aspects have been explored as well as its relation to 5s, OEE these tools also have been shown. In the end, step by step implementation of TPM is also discussed.
This document provides information on preventing and eliminating MUDA (waste) in machining. It defines MUDA as anything that does not add value from the customer's perspective. The 7 types of MUDA are identified as overproduction, processing, transport, waiting time, inventory, motion, and defects. Specific examples and causes of each type of MUDA are described. The document also discusses mura (unevenness or overload) and muri (uneven production load) and how eliminating MUDA, mura, and muri can increase efficiency and reduce costs.
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
For managing your lean manufacturing waste, you need to utilize our PPT layout on 8 lean wastes PowerPoint presentation slides which will help you in describing the elements of lean waste for your manufacturing unit. You can use this presentation slide to define every lean waste with its effects on the business performance. Describe each lean waste on PPT image which are known as the defects, excess processing, over production, waiting, inventory, moving, motion, and the last one named as non-utilized talent which is known as the management waste. You can further use this PPT template to analyze your current business production model and convert the same into the reconstituted one to make more profits for the business. So now simply click on the download link below and start working on this accurately crafted 8 lean wastes PowerPoint image to manage the lean manufacturing waste for your potential audiences. Thus start right now. Handle any hiccups that come along with our 8 Lean Wastes Powerpoint Presentation Slides. It helps iron out the creases.
Value-stream mapping, is known as "material- and information-flow mapping", is a lean method for studying the actual state and design a future state for the series of cases that take a product or service from the beginning of the specific process until it reaches the customer.
Maintenance management involves keeping equipment running at high capacity and low cost through a set of organized activities. The objectives of maintenance include efficient use of personnel, maximizing equipment life, reliability, quality, safety and minimizing costs and interruptions. There are various types of maintenance like preventive, corrective, and predictive. Preventive maintenance involves scheduled, running and shutdown maintenance to prevent failures. Corrective maintenance repairs equipment after failure through breakdown or shutdown maintenance. Predictive maintenance predicts failures through condition monitoring.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the history and objectives of TPM, as well as the benefits it provides. The core pillars of TPM are also summarized, including 5S, Jishu Hozen, Kobetsu Kaizen, planned maintenance, quality maintenance, and training. TPM aims to maximize equipment effectiveness through improved maintenance practices and employee involvement across all departments. When implemented successfully, TPM can increase productivity and efficiency while reducing costs and improving product quality and customer satisfaction.
The document discusses the three types of waste or "3 mu" in lean manufacturing - muri, muda, and mura. Muri refers to unreasonable demands placed on employees or equipment. Muda means any activity that does not add value from the customer's perspective. Mura is unevenness or imbalance in production that causes processes to speed up or slow down unpredictably. Eliminating these forms of waste is at the heart of continuous improvement (kaizen) efforts in lean.
This presentation will help you identify waste in your environment. Reducing these wastes from your life will give you more time and freedom for more important things which matter to you in your life.
Lean manufacturing aims to minimize waste and maximize productivity within manufacturing systems. It identifies three main types of waste - muda (non-value adding activities), mura (unevenness), and muri (overburdening workers or resources). Specifically, lean focuses on eliminating the original seven wastes identified by Toyota - transportation, inventory, motion, waiting, overproduction, over-processing, and defects. By removing these wastes, lean aims to create an efficient holistic manufacturing process that reduces costs and improves revenue.
The ultimate guide and hidden secrets of OEE. The presentation include how you can utilize OEE to improve productivity, eliminate wastes and increase performance.
Overall equipment efficiency (OEE) is a total productive maintenance (TPM) module; machine capacity is a part of all three terms: availability, performance, and quality. Each term present numerous improvement opportunities.
Presentation contents:
1. OEE calculation to find the improvement opportunities.
2. Relation between wastes and profitability.
3. Review of OEE as a TPM module.
4. OEE metrics - Measurement, Analysis & Improvement.
5. OEE Analysis Process.
6. Following Toyota Way of solving problems.
The document discusses eliminating production bottlenecks by analyzing and improving processes. It describes identifying bottlenecks, analyzing process flows, improving processes using value stream mapping, and measuring key process metrics. Value stream mapping involves documenting the current process, identifying non-value added activities, and creating a future state map to eliminate waste.
This document provides an introduction to Lean manufacturing concepts. It aims to help readers understand Lean, identify types of waste, and learn Lean tools and techniques. The core idea of Lean is maximizing customer value while minimizing waste. It defines seven types of waste including overproduction, waiting times, transportation, processing, inventory, motion, and defects. It also explains Lean tools and techniques for standardizing work, using visual controls, conducting quick changeovers, implementing total productive maintenance, and empowering self-inspection. The overall goal is to eliminate waste and continuously improve processes to provide value to customers.
Maintenance management involves actions to restore equipment to working condition to maximize its useful life. The objectives are to maximize availability, reduce costs from breakdowns, extend equipment lifespan, and ensure safety. This is achieved through preventive maintenance which aims to identify and address issues before failures occur. There are two main types of maintenance - breakdown maintenance which repairs equipment after failure, and preventive maintenance which repairs equipment based on predictions or inspections to prevent failures. A maintenance department is developed to achieve these objectives through functions like developing policies, maintaining records, and scheduling planned maintenance.
Maintenance of facilities and equipment is important to achieve high quality, reliability, and efficient operations. There are various types of maintenance including planned, preventive, corrective, and breakdown maintenance. The objectives of maintenance are to maximize equipment life, minimize costs, and ensure safety. An effective approach is condition-based maintenance which uses sensors and monitoring to predict failures before they occur. This improves system availability while reducing downtime and maintenance costs. Finally, proper planning and scheduling of maintenance jobs is important to efficiently execute repairs.
This document provides an introduction to Kanban principles from Marek Piatkowski. It begins with Marek's background and experience in lean manufacturing. It then discusses key Kanban concepts like pull systems and how they were inspired by supermarket models. It also explains the two main types of Kanbans - production Kanbans and delivery Kanbans - and how they are used to control inventory and signal when more parts need to be produced or delivered.
Collaborative Innovation for all Companies | Innovation Management SystemAL Consulting
Collaborative innovation provides a framework for continuous improvement by leveraging individual and collective intelligence. It aims to reduce waste by stimulating unexpressed ideas and ensuring their implementation generates progress. Leaders must learn how to manage this potential for sustainable competitiveness. Convincing SMEs to adopt collaborative innovation requires generating attention, interest, desire and action using ideas inspired by the AIDA marketing method.
The document summarizes the Toyota Production System and its guiding principles. It describes how Toyota revolutionized manufacturing by developing just-in-time production and lean processes. The Toyota Production System is based on 12 principles including continuous flow, pull systems to avoid overproduction, stopping to fix problems, standardized tasks, visual controls, reliable technology, developing exceptional people, respecting suppliers, going to see problems firsthand, consensus-based decision making, and resolving problems quickly.
The document discusses identifying and eliminating waste from manufacturing processes using Lean principles. It defines value and eight types of waste: overproduction, inventory, transportation, motion, processing, defects, waiting, and underutilized talent. Methods for finding waste include observing processes, mapping material flow, and introducing one-piece flow. Lean tools like 5S, standard work, and quick changeovers can help remove waste once it is identified. The overall goal is optimizing value and flow to meet customer demand without waste.
The document is a presentation from Operational Excellence Consulting about identifying waste. It discusses various models for classifying types of waste, including the three MUs (muda, mura, muri), the 5Ms + Q + S, and the eight types of waste. It also provides methods for discovering, eliminating, and preventing waste through techniques like value stream mapping and waste-finding checklists. The overall goal is to teach organizations how to identify inefficiencies in their processes and work environments so they can continuously improve operations.
SlideModel - Muda 7 Types Of Waste PowerPoint TemplateSlideModel
The Muda 7 Types Of Waste PowerPoint Template is a professional template featuring one of the 3M's of the Toyota Production System. The user can use the 100% editable PowerPoint shapes and digram in existing presentations or craft a new deck from this modern flat design theme.
Ideal for Lean Manufacturing presentations, the template provides metaphors as PowerPoint Icons and Clipart featuring the 7 Waste Types Muda.
http://slidemodel.com/templates/muda-7-types-waste-powerpoint-template/
A presentation on TPM and its goals, pillars, and other aspects have been explored as well as its relation to 5s, OEE these tools also have been shown. In the end, step by step implementation of TPM is also discussed.
This document provides information on preventing and eliminating MUDA (waste) in machining. It defines MUDA as anything that does not add value from the customer's perspective. The 7 types of MUDA are identified as overproduction, processing, transport, waiting time, inventory, motion, and defects. Specific examples and causes of each type of MUDA are described. The document also discusses mura (unevenness or overload) and muri (uneven production load) and how eliminating MUDA, mura, and muri can increase efficiency and reduce costs.
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
For managing your lean manufacturing waste, you need to utilize our PPT layout on 8 lean wastes PowerPoint presentation slides which will help you in describing the elements of lean waste for your manufacturing unit. You can use this presentation slide to define every lean waste with its effects on the business performance. Describe each lean waste on PPT image which are known as the defects, excess processing, over production, waiting, inventory, moving, motion, and the last one named as non-utilized talent which is known as the management waste. You can further use this PPT template to analyze your current business production model and convert the same into the reconstituted one to make more profits for the business. So now simply click on the download link below and start working on this accurately crafted 8 lean wastes PowerPoint image to manage the lean manufacturing waste for your potential audiences. Thus start right now. Handle any hiccups that come along with our 8 Lean Wastes Powerpoint Presentation Slides. It helps iron out the creases.
Value-stream mapping, is known as "material- and information-flow mapping", is a lean method for studying the actual state and design a future state for the series of cases that take a product or service from the beginning of the specific process until it reaches the customer.
Maintenance management involves keeping equipment running at high capacity and low cost through a set of organized activities. The objectives of maintenance include efficient use of personnel, maximizing equipment life, reliability, quality, safety and minimizing costs and interruptions. There are various types of maintenance like preventive, corrective, and predictive. Preventive maintenance involves scheduled, running and shutdown maintenance to prevent failures. Corrective maintenance repairs equipment after failure through breakdown or shutdown maintenance. Predictive maintenance predicts failures through condition monitoring.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the history and objectives of TPM, as well as the benefits it provides. The core pillars of TPM are also summarized, including 5S, Jishu Hozen, Kobetsu Kaizen, planned maintenance, quality maintenance, and training. TPM aims to maximize equipment effectiveness through improved maintenance practices and employee involvement across all departments. When implemented successfully, TPM can increase productivity and efficiency while reducing costs and improving product quality and customer satisfaction.
The document discusses the three types of waste or "3 mu" in lean manufacturing - muri, muda, and mura. Muri refers to unreasonable demands placed on employees or equipment. Muda means any activity that does not add value from the customer's perspective. Mura is unevenness or imbalance in production that causes processes to speed up or slow down unpredictably. Eliminating these forms of waste is at the heart of continuous improvement (kaizen) efforts in lean.
This presentation will help you identify waste in your environment. Reducing these wastes from your life will give you more time and freedom for more important things which matter to you in your life.
Lean manufacturing aims to minimize waste and maximize productivity within manufacturing systems. It identifies three main types of waste - muda (non-value adding activities), mura (unevenness), and muri (overburdening workers or resources). Specifically, lean focuses on eliminating the original seven wastes identified by Toyota - transportation, inventory, motion, waiting, overproduction, over-processing, and defects. By removing these wastes, lean aims to create an efficient holistic manufacturing process that reduces costs and improves revenue.
The ultimate guide and hidden secrets of OEE. The presentation include how you can utilize OEE to improve productivity, eliminate wastes and increase performance.
Overall equipment efficiency (OEE) is a total productive maintenance (TPM) module; machine capacity is a part of all three terms: availability, performance, and quality. Each term present numerous improvement opportunities.
Presentation contents:
1. OEE calculation to find the improvement opportunities.
2. Relation between wastes and profitability.
3. Review of OEE as a TPM module.
4. OEE metrics - Measurement, Analysis & Improvement.
5. OEE Analysis Process.
6. Following Toyota Way of solving problems.
The document discusses eliminating production bottlenecks by analyzing and improving processes. It describes identifying bottlenecks, analyzing process flows, improving processes using value stream mapping, and measuring key process metrics. Value stream mapping involves documenting the current process, identifying non-value added activities, and creating a future state map to eliminate waste.
This document provides an introduction to Lean manufacturing concepts. It aims to help readers understand Lean, identify types of waste, and learn Lean tools and techniques. The core idea of Lean is maximizing customer value while minimizing waste. It defines seven types of waste including overproduction, waiting times, transportation, processing, inventory, motion, and defects. It also explains Lean tools and techniques for standardizing work, using visual controls, conducting quick changeovers, implementing total productive maintenance, and empowering self-inspection. The overall goal is to eliminate waste and continuously improve processes to provide value to customers.
Maintenance management involves actions to restore equipment to working condition to maximize its useful life. The objectives are to maximize availability, reduce costs from breakdowns, extend equipment lifespan, and ensure safety. This is achieved through preventive maintenance which aims to identify and address issues before failures occur. There are two main types of maintenance - breakdown maintenance which repairs equipment after failure, and preventive maintenance which repairs equipment based on predictions or inspections to prevent failures. A maintenance department is developed to achieve these objectives through functions like developing policies, maintaining records, and scheduling planned maintenance.
Maintenance of facilities and equipment is important to achieve high quality, reliability, and efficient operations. There are various types of maintenance including planned, preventive, corrective, and breakdown maintenance. The objectives of maintenance are to maximize equipment life, minimize costs, and ensure safety. An effective approach is condition-based maintenance which uses sensors and monitoring to predict failures before they occur. This improves system availability while reducing downtime and maintenance costs. Finally, proper planning and scheduling of maintenance jobs is important to efficiently execute repairs.
This document provides an introduction to Kanban principles from Marek Piatkowski. It begins with Marek's background and experience in lean manufacturing. It then discusses key Kanban concepts like pull systems and how they were inspired by supermarket models. It also explains the two main types of Kanbans - production Kanbans and delivery Kanbans - and how they are used to control inventory and signal when more parts need to be produced or delivered.
Collaborative Innovation for all Companies | Innovation Management SystemAL Consulting
Collaborative innovation provides a framework for continuous improvement by leveraging individual and collective intelligence. It aims to reduce waste by stimulating unexpressed ideas and ensuring their implementation generates progress. Leaders must learn how to manage this potential for sustainable competitiveness. Convincing SMEs to adopt collaborative innovation requires generating attention, interest, desire and action using ideas inspired by the AIDA marketing method.
The document summarizes the Toyota Production System and its guiding principles. It describes how Toyota revolutionized manufacturing by developing just-in-time production and lean processes. The Toyota Production System is based on 12 principles including continuous flow, pull systems to avoid overproduction, stopping to fix problems, standardized tasks, visual controls, reliable technology, developing exceptional people, respecting suppliers, going to see problems firsthand, consensus-based decision making, and resolving problems quickly.
The document discusses the importance and benefits of an Employees' Suggestion Scheme, noting that good ideas can come from anyone regardless of education, age, or physical condition. It provides details on how suggestion schemes work, including common processes, measurements of success, and examples of leading companies that implement suggestion schemes globally and in India. The document advocates for establishing suggestion schemes in organizations to improve processes and productivity by leveraging employees' grassroots knowledge and diverse perspectives.
The document discusses the concepts of lean thinking and lean manufacturing. It covers the origins of lean in the Japanese automotive industry, the five main principles of lean, the Toyota Production System, the seven wastes, and the 5S methodology. The key aspects are summarized in three sentences.
The document discusses various aspects of Japanese management style including its key elements of centralized control, strong interpersonal relations between head office and subsidiaries, single product focus, cost minimization, quality standardization, and market diversification. It also examines the strengths and weaknesses of the Japanese strategy and structure as well as how Japanese management practices are adapted when operating overseas. The final sections discuss alternatives to the Japanese approach and assignments related to comparing Japanese and Western management styles.
Introduce Japanese Kaizen lean manufacturing
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Table of Content
1.What is Kaizen?
2. The History of Kaizen
・History and philosophy of Toyota Production System
・The Philosophy of Toyata Production
・The Kanban System
・“Automation with A Human Touch”
・Muda (Waste) Elimination
・The Mind of Toyota's manufacturing
3. The Kaizen Philosophy
4.How to proceed Kaizen?
5. Kaizen & Innovation
6. Practical Kaizen System
Kaizen is a Japanese philosophy that focuses on continuous improvement involving everyone. It means improving personal, home and work life constantly. When applied to work, it means managers and workers continuously improve processes together. Key principles include teamwork, eliminating waste, and empowering workers to offer improvement suggestions. Tools like PDCA cycles, 5S, quality circles and kanban help implement kaizen. While initially successful in Japanese companies, kaizen works best in collective cultures and may be resisted in more individualistic Western societies. When properly applied to work and life, kaizen can significantly improve efficiency and success over time through small, incremental changes by all.
The document discusses the history and principles of Lean manufacturing. It originated in Japan after World War 2 to help companies overcome shortages. Toyota pioneered the Toyota Production System, focusing on eliminating waste. Lean aims to produce only what customers need, when needed, in minimal time and space. The document then discusses how Malaysian company CTRM adopted Lean since 2003, launching a formal program in 2004. It outlines CTRM's Lean philosophy, principles, objectives and programs to develop employees and continuously improve processes through techniques like 5S, standardization, suggestion schemes and Six Sigma.
The document discusses key concepts in engineering management including major Kaizen systems. It describes six major Kaizen systems that should be implemented by organizations: a suggestion system, small group activities, total quality control (TQC), total productive maintenance (TPM), a just-in-time (JIT) production system, and policy deployment. Each system is explained in one or more paragraphs with details around their goals and implementation.
-Overview of St Andrews and the case for change
-The wider context of improvement
Changing the business
Definitions and methods
-Daily kaizen
Kaizen theory
Daily kaizen tools
Visual management
Daily huddle
Universe of work
Lean manufacturing aims to eliminate waste in production. It was developed by Toyota and consists of 5 principles: specify value, map the value stream, ensure flow, establish pull, and pursue perfection. Key aspects include the Toyota Production System, Taiichi Ohno's 7 wastes, 5S organization methods, and applying lean concepts beyond manufacturing to services.
This document provides an overview of lean management principles and how they can be applied in healthcare settings in Tanzania. It begins by outlining the objectives of understanding lean philosophy, the relationship between 5S and lean management, lean tools, and the importance of lean thinking for healthcare improvement. It then describes challenges in the Tanzanian health sector and proposes that lean management can help address issues like resource shortages and quality problems. The document explains key lean concepts like eliminating waste, value stream mapping, establishing pull systems, and continuous improvement. It also maps out how to apply lean tools and principles through a process of defining value, eliminating unnecessary steps, simplifying workflows, and continuously refining processes based on patient needs. Finally, it discusses
The document discusses strategies for evolutionary change and continuous improvement processes like Kaizen. [1] Evolutionary change emphasizes small, incremental changes through a learning process whereas radical change can cause resistance. [2] Kaizen is a Japanese philosophy of continuous improvement involving everyone in an organization making ongoing small suggestions for improvement. [3] The principles of Kaizen emphasize that human resources are a company's most important asset and that improvement should be based on quantitatively evaluating processes.
Lately, the application of lean has been applied in service companies with the
same objectives, namely the elimination of waste and increased efficiency of all
resources. As the global economy grows and develops, they are committed to
achieving improvements like that. The current economic indications are marked by
budget cuts and cost reduction but are still able to produce a good business
performance. This paper, we will explore waste that occurs along the value stream;
especially in the public sector, more specifically in industrial sports
Jaguar implemented lean production methods at its Castle Bromwich factory to produce the Jaguar S-Type more efficiently. Key changes included:
1. Transforming to team-based work with small autonomous teams and visual management tools to identify issues.
2. Adopting just-in-time production to minimize waste by matching supply to demand.
3. Using techniques like standard work boards and control boards to promote ownership and continuous improvement.
These lean methods helped Jaguar cut waste and costs in S-Type production. Ford aims to replicate this success at its Halewood plant by training workers in Jaguar's lean approach.
This document provides an overview of key concepts from a university course on lean thinking and operations management. It defines lean as eliminating waste through the involvement of all employees and continuous improvement. The Toyota Production System is discussed as a seminal example of lean. Key lean principles are reducing inventory, stopping problems at their source, producing only what is needed when it is needed, and continuously improving processes. Various lean tools like visual management, kanban systems, and setup reduction are also outlined. The document emphasizes that lean is a philosophy as well as a set of techniques for eliminating waste from operations.
The Toyota Way document outlines the philosophy and principles that guide Toyota's continuous improvement system. It discusses two key areas: continuous improvement and respect for people. The 14 principles that comprise the Toyota Way are organized into four sections: philosophy, process, people and partners, and problem solving. The overarching goals are to eliminate waste, level production, build quality into processes, and develop a culture of learning and improvement.
Innovation of small medium enterprises for sustainabilityTogar Simatupang
This document provides an overview of innovation for small and medium enterprises (SMEs) and sustainability. It discusses how SMEs can practice innovation for sustainability through various initiatives in Indonesia. The document defines innovation and identifies 10 types of innovation. It also examines barriers to innovation for SMEs in Indonesia, such as lack of standards, limited access to advisory services and markets, shortage of qualified personnel, and difficulties obtaining financing. The document proposes that SMEs follow a path dependent model of open innovation to move from efficiency-driven to innovation-driven operations.
PPTs on CBSE Grade 12, Business Studies, Ch:1 Nature and Significance of Mana...chataraju
This document outlines the syllabus for Business Studies for Grade XII CBSE. It is divided into two parts - Part 1 covers Principles and Functions of Management, and Part 2 covers Business Finance and Marketing. Part 1 includes 8 chapters that cover topics such as nature of management, principles of management, business environment, planning, organizing, staffing, directing, and controlling. Part 2 includes 3 chapters on financial management, financial markets, and marketing management. The document also provides the design of an 80 mark question paper.
Epidemiologists measure disease frequency and health status in populations using various metrics. Morbidity is measured using incidence rates which describe new cases over time. Incidence can be calculated as cumulative incidence from a stable population or incidence density using person-time. Mortality is measured using rates like crude death rate from the total population or age-adjusted rates to control for demographic factors. Rates express the probability of an event and are calculated by dividing the number of events by the population at risk over a specified time period.
The document provides guidance on critically appraising research articles. It defines critical appraisal as carefully analyzing research methodology to assess validity, results, and relevance. The process examines bias and evaluates internal/external validity. Critical appraisal is important for literature reviews, program evaluation, policymaking, and more. It involves reading the abstract, introduction, methodology, results, and discussion sections to evaluate study design, measures, sample size, analysis, conclusions, and comparison to prior research. The example shows how to appraise a cohort study by assessing exposure and outcome definitions, follow up time, measurement methods, attrition, confounding, results, and applicability.
This document discusses causation and causal inference in epidemiology. It outlines concepts of single and multiple causes of disease. The Bradford Hill criteria are presented as guidelines for making causal inferences, including strengths like temporal relationship, plausibility, consistency, and dose-response relationship. Finally, it emphasizes that no single criterion proves causation but evaluating the totality of evidence using these guidelines can help strengthen causal judgments.
The document summarizes HIV/AIDS in Ethiopia across multiple topics:
1) HIV incidence in adults is estimated at 0.06% annually, corresponding to around 7,000 new cases, though a lower estimate is 0.05% or 6,000 new cases using a different method. Incidence is highest in those aged 50-64.
2) Ethiopia has made progress toward global 90-90-90 targets, with an estimated 82% of people with HIV knowing their status, 74% on antiretroviral treatment, and 66% virally suppressed.
3) Key populations include female sex workers, prisoners, divorced/widowed urban women, and long-distance drivers.
09 Predictors of Comprehensive Knowledge of HIV AIDS Among People Aged 15 49 ...AMANUELMELAKU5
This study used data from the 2016 Ethiopian Demographic and Health Survey to identify individual- and community-level predictors of comprehensive knowledge of HIV/AIDS among people aged 15-49 years in Ethiopia. The study found that at the individual level, factors such as male sex, higher education levels, media exposure, ever being tested for HIV, and employment were associated with greater comprehensive knowledge. At the community level, living in urban areas and regions with more development were associated with greater comprehensive knowledge. The study concludes that both individual characteristics and community contexts influence levels of HIV/AIDS knowledge in Ethiopia.
07 Trend in ethiopia for last 26 years.pdfAMANUELMELAKU5
After declining for decades, HIV infection rates in Ethiopia have begun to rise again in recent years. While new HIV infections declined by 81% between 1995 and 2016, the rate of decline has slowed and infections have increased by 10% since 2008. Current estimates indicate that 67% of people living with HIV know their status, and Ethiopia is on track to meet treatment targets but may fall short of the first 90% diagnosis goal by 2020. Regional disparities remain, with higher infection rates in some areas like Gambela compared to the national average. Continued efforts are needed to accelerate diagnosis and avert further increases in new infections.
Ethiopia has made progress toward achieving the 90-90-90 targets but gaps remain. As of 2019:
- 87.4% of people living with HIV knew their status nationally, though some regions fell below 90%.
- 74.7% of those diagnosed were accessing treatment.
- 91.2% of those on treatment had suppressed viral loads, meeting the third 90 target.
More work is needed to improve HIV testing, linkage to care, and treatment adherence to achieve the first two 90 targets in all regions by 2020. Investing in community health services could help close remaining gaps.
The HIV epidemic in Ethiopia remains heterogeneous, with urban areas, large cities, and areas near major transport corridors experiencing higher prevalence rates than rural areas. While national HIV prevalence has remained stable at around 1.5% according to surveys, prevalence is increasing slightly in some large urban areas. HIV incidence appears to have declined based on falling prevalence in younger age groups and ANC surveillance. AIDS-related mortality has also decreased sharply. Behavioral factors like high male circumcision rates and low rates of premarital and extramarital sex have helped keep prevalence low. However, HIV transmission within marriage represents a major source of new infections. The HIV response in Ethiopia has expanded treatment coverage significantly but prevention programs need to be strengthened,
This document provides guidance on problem solving techniques and tools for health extension workers. It discusses defining problems, measuring their magnitude, generating alternative solutions, and setting objectives. Key steps in the problem solving process include identifying and prioritizing problems, analyzing causes, examining countermeasures, and assessing solutions. Tools that can be used include fishbone diagrams, brainstorming, line graphs and tree diagrams to help analyze problems and their root causes in a systematic way. The overall goal is to implement measurable solutions to identified challenges in healthcare.
This document provides an overview of adolescent and youth reproductive health (AYRH). It begins by defining adolescence and discussing the physical, cognitive, social, and emotional changes that occur during this period. It then outlines some of the sexual and reproductive health challenges faced by many young Ethiopians, including gender inequality, coercion, early marriage, teenage pregnancy, unsafe abortion, and sexually transmitted infections. The document emphasizes the importance of providing appropriate information, services, and community support to address AYRH issues. It discusses vulnerabilities, risk behaviors, and life skills among adolescents and young people. Finally, it outlines the reproductive health rights of adolescents and services that should be available to them.
Oxygen therapy involves administering oxygen at concentrations greater than in the atmosphere to treat hypoxemia. It is used for conditions like respiratory failure, heart failure, shock, and anemia. Oxygen can be delivered via nasal cannula, face masks, venturi masks, or mechanical ventilation. Proper monitoring and precautions are needed due safety risks like fire and oxygen toxicity. Oxygen therapy aims to improve tissue oxygenation and decrease workload on the heart and lungs.
This document discusses various methods for managing time and health facilities. It describes preparing schedules, program charts, and year calendars to plan activities and ensure they occur on time. It also discusses maintaining infrastructure and equipment through a maintenance department, and addressing common issues like lack of funding and skilled workers. Finally, it touches on managing referrals between different levels of facilities, the roles of focal persons, and regional coordination of the referral system.
This document discusses a study on the role of leadership in implementing organizational change in public sector organizations. It begins with an introduction that notes the prevalence of change in public management research but lack of focus on how change is implemented in individual public organizations. The study aims to address this gap by exploring the role of leadership in change implementation and processes of organizational change in public sector contexts.
This document summarizes the conceptual foundations and development of the Balanced Scorecard approach to performance measurement. It discusses:
1. The origins of the Balanced Scorecard in the 1990s as a way to measure intangible assets and drive improvements, building on prior work studying performance measurement.
2. The evolution of the Balanced Scorecard framework from its original focus on financial and three non-financial perspectives (customers, internal processes, learning and growth) to also link measures to strategy and become a strategic management system.
3. Key thinkers and works in the 1950s-1980s that influenced the Balanced Scorecard concept, including efforts at GE to use non-financial measures, Simon's work
Long-term organizational transformations require addressing change at the individual employee level. Successful change starts with leadership committing to the change from day one and modeling the desired behaviors. Real change happens when responsibility is pushed down through the organization to line managers and individual contributors. Leaders must confront reality, demonstrate faith in the organization's future, and craft a compelling vision to guide behavior during the transformation.
This document provides a guide for auditors to assess business process reengineering projects in federal agencies. It discusses how business process reengineering began in the private sector to improve customer service and cut costs, and how federal agencies are now pursuing it to improve performance and reduce costs. The guide outlines a framework for assessing reengineering projects covering strategic planning, process analysis and redesign, implementation, and results evaluation. It aims to help auditors determine if projects are well-managed and identify actions needed for successful reengineering.
This document discusses managing readiness for change to overcome resistance to change. It begins by noting that while there is extensive literature on managing change, many change efforts still fail due to a failure to properly create readiness for change among organizational members. The document then discusses specific reasons why people may resist change and defines readiness for change as creating awareness, acceptance and capability for change. It identifies five key elements of an effective change message to create readiness: establishing a need for change, demonstrating the appropriateness of the proposed change, gaining support from principals, developing confidence that change can be successfully implemented, and communicating benefits of change for individuals. Creating readiness through an effective change message can help address resistance and increase likelihood of successful change implementation.
The document discusses the transtheoretical model of behavior change, also known as the stages of change model. It outlines the six stages that individuals progress through when adopting healthy behaviors or quitting unhealthy ones: precontemplation, contemplation, preparation, action, maintenance, and termination. Key aspects of each stage are described. The model also identifies ten processes of change that help individuals progress from one stage to the next, including consciousness raising, dramatic relief, and self-reevaluation. The stages of change model has been successfully applied to understanding behavior changes in various health domains like smoking cessation and weight control.
The document provides information on ETAT (Emergency Triage Assessment & Treatment), which aims to reduce child deaths in the first 24 hours of admission to hospital. It describes the objectives of ETAT training as teaching triage of children into emergency, priority, and non-urgent categories based on airway, breathing, circulation, coma/convulsions, and dehydration (ABCD) signs. The document outlines the triage process and categories, emphasizing that any child exhibiting emergency signs should receive immediate treatment. It provides guidance on assessing priority signs and directing non-urgent cases to wait.
2- Nutritional Assmalnutritin and intervention.pptxAMANUELMELAKU5
This document provides an overview of human nutrition for midwifery students. It defines key terms, classifies nutrients, and describes the six major nutrients and their functions. Carbohydrates are discussed in depth, including simple and complex forms. Malnutrition causes and consequences are also reviewed. The document aims to equip students with foundational knowledge of nutrition.
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
2. Contents
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
federal Tvet agency and EKI 2
3. Introduction on Kaizen Basics
The Meaning of Kaizen
• Mr. Masaaki Imai is one of the Japanese people who
contributed to spreading of the term Kaizen throughout the
world.
• defined Kaizen as “a Japanese business philosophy that
assumes our way of life – be it our working life, our social
life, or our home life – should focus on continual
improvement efforts”.
federal Tvet agency and EKI 3
4. • The Oxford definition of Kaizen “a Japanese
business philosophy of continuous improvement
of working practices, personal efficiency, etc.”
• Mr. Imai also stated “Kaizen is not just a
management technique but a philosophy which
instructs how a human should conduct his or her
life.
federal Tvet agency and EKI 4
5. Conti…
• Kaizen focuses on how people conduct their work.
• It shows how management and workers can change
their mindset together to improve their productivity”.
• Not a day should go by without some kind of
improvement being made.
• We have to ask always: how can we do the job better
tomorrow, than we are doing it today?
federal Tvet agency and EKI 5
6. Conti….
• Kaizen is a Japanese philosophy for improvement.
• the two Japanese words
• ‘Kai’ and ‘Zen’, which translate roughly into:
• ‘Kai’ - Change, alter ‘Zen’ - better, right
• The above two words combine to mean “change
for better” or “Continuous improvement.”
federal Tvet agency and EKI 6
7. The Dissemination of Kaizen in Ethiopia
• Kaizen was driven to Ethiopia by the strong commitment
of the Late Prime Minister Meles Zenawi.
• After listening to the Kaizen experience of Egypt and
Tunisia at the African Taskforce meeting of the Initiative
for Policy Dialogue (IPD) held in Addis Ababa on July 2008
• the Prime Minister requested the government of Japan
for Kaizen project in Ethiopia.
federal Tvet agency and EKI 7
8. Conti…
• In response to the request a work agreement was
signed between JICA and the Government of
Ethiopia in June 2009.
• A pilot project was then started in October 2009
to be completed on May 2011.
• Basic Kaizen activities were implemented in
selected 30 large and medium enterprises located
at Addis Ababa.
federal Tvet agency and EKI 8
9. Conti….
• Following the achievements of the pilot
project, the Ethiopian government has
decided to establish a core organization i.e.
the Ethiopian Kaizen Institute (EKI) under Mol
in 2011 to disseminate Kaizen across the
nation.
federal Tvet agency and EKI 9
10. Conti…
• At the request of the government of Ethiopia to
government of Japan to extend the support and technical
cooperation for institutionalization of the EKI in
organizational development,
human resource development
nationwide dissemination of Kaizen
A second project on “Capacity Building for Dissemination of
Quality and Productivity Improvement (Kaizen)” was
launched on November 2011 to be carried out for three
years until October 2014.
federal Tvet agency and EKI 10
11. Conti….
• The Ethiopian Kaizen institute is established with
various objectives and functions of formulating
policies, plans, strategies and programs for Kaizen
dissemination
providing trainings; developing authorized and
standardized training materials and manuals;
conducting consulting services; and establishing
mechanisms for nationwide outreach.
federal Tvet agency and EKI 11
12. Conti….
• EKI has designed Ethiopian Kaizen model consisting of
five stages:
Testing Institutionalization Implementation
Sustain Ownership (TIISO).
• At each of these stages awareness raising, experiencing
best practices and customization are done.
federal Tvet agency and EKI 12
13. Conti….
• In general Kaizen is indispensable to:
– Make optimal use of peoples’ skills
– Reduce overall cost
– Maintain high quality (or improve quality)
– Reduce or eliminate wastes (MUDA)
– Improve productivity
– Improve Safety
– Shorten lead time & improve delivery time
– Improve space utilization etc
federal Tvet agency and EKI 13
14. The three pillars of Kaizen are:
1. As a philosophy
2. Kaizen systems
3. Kaizen tools
federal Tvet agency and EKI 14
15. Conti….
Kaizen as a Philosophy
• Kaizen is a philosophy of continuous undertaking by an
organization to improve its activities and processes with the
goal to always improve Kaizen elements:-
Productivity Quality
Cost Delivery time
Moral Safety
Environment Gender equality
(PQCDMSEG)
so that the organisation can meet full customer satisfaction.
federal Tvet agency and EKI 15
16. Conti…
Kaizen as a philosophy is built-in and run through guiding
principles.
• Proactive and spontaneous participation of front-line
workers.
• Focus on the improvements of workplace.
• Practicing kaizen that lead to a corporate culture.
• Kaizen fosters process as well as result oriented thinking.
• Speak with data - collect, verify and analyse data.
• Put quality first even than cost and delivery.
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17. Conti….
• Bottom-up approach i.e. integrated total company
approach: genuine participation of top management,
middle managers and front-line employees in a
collaborative working system throughout company
organizations
• Continuous and endless activities in revolving cycles of
PDCA resulting in significant improvements.
• Top management commitment.
• Learning process and customization
• Customer satisfaction
federal Tvet agency and EKI 17
18. Characteristics of Kaizen:-
1. Continuity: Kaizen is a dynamic activity in
revolving cycles of PDCA (Plan, Do, Check and
Act).
federal Tvet agency and EKI 18
19. 2. Participatory approach:
Kaizen is built in and run with an integrated and
company-wide approach through the
collaboration of all the levels of the organisation
that are top management, middle managers and
front-line employees.
Commitment, genuine participation and
motivation of all the three actors are critical
factors.
federal Tvet agency and EKI 19
20. • 3. Accumulation of small Improvement:
Japanese people say “accumulation of a small
dust builds a mountain”. Significant and
greater results can be attained through
accumulation of small improvements or by
carrying out repeatedly minor or small
improvements as opposed to innovation.
federal Tvet agency and EKI 20
21. Conti….
• 4.Needs small investment: Waste elimination
may not require investment or may require
little investment through the introduction of
basic Kaizen technique such as 5S.
federal Tvet agency and EKI 21
22. Conti…
5. Widely Applicable: Kaizen refers to a philosophy or
practices that focus upon continuous improvement in
manufacturing activities, business activities, and even
life in general, depending on interpretation and usage.
It is widely applicable in manufacturing, service, public or
non-profit organizations and others.
Kaizen techniques are now universally applicable to all
sectors.
federal Tvet agency and EKI 22
23. Requisites of Kaizen:
A. Knowledge of Kaizen concepts and techniques.
B. Attitude with positive thinking
C. Involvement of all from top management to
front-line workers
D. Zealous support for Kaizen
E. Education about Kaizen (training)
F. Never-ending activity
federal Tvet agency and EKI 23
24. 2. Kaizen Systems
Toyota Production System ( Just-in-time) :- means that
the exact number of required units is brought to each
successive stage of production at appropriate time.
Total Productive Maintenance( TPM):- aims at
maximizing equipment effectiveness throughout the
entire life of the equipment.
Total Quality Control (TQC) :- It is equivalent to
Company-Wide Quality Control (CWQC).
federal Tvet agency and EKI 24
25. 3.Kaizen Tools
• As Masaaki Imai ,Kaizen is an “umbrella
concept that embraces different continuous
improvement activities on an organization”.
Fig. Some basic Kaizen techniques.
federal Tvet agency and EKI 25
26. The main elements of KAIZEN
management
• Quality (Customer)
• Cost (Company)
• Delivery(Customer)
• QCD is the source of
productivity improvement
26
federal Tvet agency and EKI
27. C O S T
M
I
N
I
M
I
Z
E
Better Quality
On time
Delivery
Higher
Profit
Profit=Price-Cost
ምን ይሻላል???
CUSTOMER
የትም ፍጭው
ዱቄቱን
አምጭው
Reasonable
Price
27
federal Tvet agency and EKI
28. 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.
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29. 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.
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30. 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
federal Tvet agency and EKI 30
31. PRICE=COST + PROFIT
PROFIT= PRICE - COST
Company sets price(Demand>Supply)
Market sets price (Demand≤Supply)
TraditionalThinking
KaizenThinking
31
federal Tvet agency and EKI
33. • Therefore, since today’s economy is
market based, we should focus on
minimizing our COST to get higher
profit.
• Do we have any choice?
33
federal Tvet agency and EKI
34. The three categories of
Operations
• Value Adding/Net Operation
• Non Value Adding Operation
• Muda/Waste
federal Tvet agency and EKI 34
35. 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
35
federal Tvet agency and EKI
36. 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
36
federal Tvet agency and EKI
37. 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
37
federal Tvet agency and EKI
38. The three categories of Operations(Cntd)
(3) “Muda”
• It increases Production cost
• Muda affects the quality of the product
and also delivery time
38
federal Tvet agency and EKI
39. Non-value adding and
wastes
• movements
• searching for tools
• transporting
materials
• over production
• waiting /idle time
• making defects etc
Value adding
• assembling
• molding
• spinning
• mixing
• building
• milling etc
39
“Muda” are activities which use resources,
time or cost without adding value.
federal Tvet agency and EKI
41. Product Lead-Time
federal Tvet agency and EKI
Raw
Materials
Finished
Goods
Value Added
Time
Non- Value
Added Time
TIME
41
42. 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
42
federal Tvet agency and EKI
43. Very Simple Drill
Result in a disorganized environment
43
N0. Activities Time Type of
Operation
Measure How
1 Searching for
Stapler
35 Sec Muda Eliminate 5S(Set-in-order)
2 Searching for
Staples
30 Sec Muda Eliminate 5S(Set-in order)
3 Putting the Staples
into the stapler
8 Sec Non-Value
adding
Minimize Load staples
ahead
4 Putting the two
papers
together
3 Sec Non-Value
adding - -
5 Staple the papers 2 sec Net Operation
(Value Adding) - -
federal Tvet agency and EKI
44. 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%)
44
federal Tvet agency and EKI
45. 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.
45
federal Tvet agency and EKI
47. 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
federal Tvet agency and EKI 47
49. MUDA-Capacity exceeds load.
MURA (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.
The Three MU’s
49
federal Tvet agency and EKI
50. The Three M’s
Muda
• Production factors that increase cost,
in other words, all unnecessary
things
50
federal Tvet agency and EKI
52. The Three M’s (Cntd)
Muri
• Mental and physical overburden on
operators, and overburden on
production machinery
52
federal Tvet agency and EKI
53. Muri
We should not force hard work on
Employees in the name of
productivity improvement
Value added work
Working density =
Actual work
The Three M’s (Cntd)
53
federal Tvet agency and EKI
59. Relationship between the 3 M’s
• Usually Mura creates Muri which in turn
lead to generation of Muda
59
federal Tvet agency and EKI
60. 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
60
federal Tvet agency and EKI
62. 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.
federal Tvet agency and EKI 62
63. Contd…
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
federal Tvet agency and EKI 63
64. Contd….
Method
Waste of:- Large lot production, Inventory,
Conveyance, Retention, Non standardization,
Picking up setting down work pieces.
federal Tvet agency and EKI 64
65. Contd…
Quality
Waste in:- Making defective goods, Fixing
defects, errors, Inspection, Quality control.
Safety
Waste of:- Disaster prevention methods, Fixing
defects.
federal Tvet agency and EKI 65
66. 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 retained Materials
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
federal Tvet agency and EKI 66
67. 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.
federal Tvet agency and EKI 67
68. 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.
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69. 4)The Seven deadly wastes
1) “Muda” of Overproduction
2) “Muda” of Inventory
3) “Muda” of Waiting
4) “Muda” in Transporting
5) “Muda” of Defect-making
6) “Muda” of Motion
7) “Muda” in Processing
Cost Reduction by Elimination of
muda
federal Tvet agency and EKI 69
70. 7 Categories
of Waste
Defect Making
Transportation
Over Produced
Motion
Inventory
Over Processed
Waiting
70
federal Tvet agency and EKI
71. 1)“Muda” of Overproduction
71
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.
federal Tvet agency and EKI
72. 1)“Muda” of Overproduction
[Cause]
Excessive work
force and facilities
Big and fast
production
machine
Lack of customer
focus
[Effect ]
Increase in inventory
Outbreak of defects
Deterioration of turn-
over ratio of funds
Advanced preparation
of materials and parts
Consumes resources
Needless wear on
machines
72
federal Tvet agency and EKI
73. 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.
73
federal Tvet agency and EKI
74. 2) “Muda” of Inventory
[Cause]
Weak consciousness
for inventory
Bottle-neck processing
stage
Advanced Production
Approximate
production
Unreliable suppliers
[Effect ]
Waste of space
Needs for inspection,
and transportation
Expansion of working
fund
Shelf life may expire
It ties up cash
Makes FIFO inventory
management more
difficult
74
federal Tvet agency and EKI
76. 3) “Muda” of Waiting
76
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
federal Tvet agency and EKI
77. 3) “Muda” of Waiting
[Cause]
Bottle-neck
processing stage
Bad facility layout
Capacity imbalance
Shortages &
unreliable supply
chain
Lack of multi-skilling
Poor maintenance.
[Effect ]
Waste of
manpower, time, &
machines
Increase in the in-
process inventory
Failed delivery
dates
Poor workflow
continuity
77
federal Tvet agency and EKI
78. 4) “Muda” in Transporting
78
It is Unnecessary movement of parts between
processes caused by unnecessary
transportation distance, temporary storage,
relocations or re-piling up.
federal Tvet agency and EKI
79. 4) “Muda” in Transporting
[Cause]
Bad facility layout
[Effect ]
Waste of space
Production deterioration
Expansion of
transportation
facilities
Occurrence of scratches
Increase production time
wastes time and energy
79
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80. 5) “Muda” of Defect-Making
80
This includes defects, inspections for
defects in-process, and claims,
rescheduling, and resource loss.
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81. 5)“Muda” of Defect-Making
[Cause]
Emphasizing on down-
stream processes by
inspection
Poor in methods and
standards for inspection
Lack of standard
operation
[Effect ]
Increase in material
cost
Productivity
deterioration
Increase in personnel
& processes for
inspection
Increase in defects
and claims
Invite reworking costs
81
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82. 6) “Muda” of Motion
82
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.
federal Tvet agency and EKI
85. 6)“Muda” of Motion
[Cause]
No education or
training
No standard
operating
procedure
Isolated operation
Bad facility lay out
[Effect ]
Increase in
manpower and
processing
Unstable
operation
Increases
production time
Can cause injury
85
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86. 7) “Muda” in Processing
86
This consists of processing and operations
primarily unnecessary. It is processing
beyond the standard required by the
customer.
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87. 7)“Muda” in Processing
[Cause]
Lack of analysis of the
contents of operation
Improper tools and
their use
Insufficient
standardization
Attitude - ‘Always do it
like this’.
[Effect ]
Unnecessary
processes or
operation
Increase in manpower
and man-hour
Lower workability
Increase in defects
Can reduce life of
components
87
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88. 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:-
federal Tvet agency and EKI 88
89. 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
federal Tvet agency and EKI 89
90. 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
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91. 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.
federal Tvet agency and EKI 91
92. Arrow Diagram symbols
Analysis
Factors
Symbols Description Amount of
waste
Retention When the WIP flow is stopped (for other
than Conveyance, Processing or
Inspection)
Large
Conveyance When the WIP flow is moved from one
place to another.
Large
Processing When the WIP is changed physically or
chemically for added value.
There may be
some waste in
the process
Inspection When goods are inspected for
conformance to Quality and dimensional
standards.
Large
federal Tvet agency and EKI 92
93. 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.
federal Tvet agency and EKI 93
94. 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.
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95. 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.
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96. 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.
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97. 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
97
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98. 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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99. The steps to effective waste elimination
2. Be conscious of the waste
When something is denied as waste, it
also cannot be stopped.
99
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100. 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.
100
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101. 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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102. 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.
102
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103. 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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104. 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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105. 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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106. 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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107. 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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108. 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
108
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109. 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.
Tools for Eliminating “Muda”
109
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110. Tools for Eliminating “Muda”
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.
110
Types of “Andon”
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111. 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.
Tools for Eliminating “Muda”
111
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112. 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.
Tools for Eliminating “Muda”
112
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113. Unification of
several
processes
4. Unification
Even if a flowing line
cannot be formed,
odd operations can
be combined together
in a place into an
operator’s work.
Tools for Eliminating “Muda”
113
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114. 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.
Tools for Eliminating “Muda”
114
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115. 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.
115
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116. 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.
Tools for Eliminating “Muda”
116
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117. A.B. control is used
as a tool for time
control to realize
Just in Time(JIT)
Up to Three
6.A.B. control (Two-Point Control)(Cntd)
Tools for Eliminating “Muda”
117
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118. 7.Cell production line
This is a production line that a single
operator manages all the machining or
assembly operations in unit production.
Tools for Eliminating “Muda”
118
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119. 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.
Tools for Eliminating “Muda”
119
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120. To summarize
• The Customer should not pay any price
for cost of wastes that we make.
• Therefore, it is us who have to make our
products better in quality, deliver them
on time and as the same time get more
profit by eliminating MUDA.
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121. 5)Methods for Muda prevention
There are four important methods you can use
for maintaining a waste-free production
environment:
• Standardization
• Visual controls
• Auditory controls
• 5W and 1H Sheet
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122. 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.
federal Tvet agency and EKI 122
123. Contd…….
Standards are required for:
• Machines
• Operations
• Defining normal and abnormal conditions
• Clerical procedures
• Procurement
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124. 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.
federal Tvet agency and EKI 124
125. 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.
federal Tvet agency and EKI 125
126. 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.
federal Tvet agency and EKI 126
127. 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.
federal Tvet agency and EKI 127
128. Contd….
Pitch and Inspection Buzzers - These indicate
when operations get out of sync with demand
or when defects are around.
federal Tvet agency and EKI 128
129. The 5W and 1H Sheet
• Five “whys” and one “how”
federal Tvet agency and EKI 129
130. 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.
federal Tvet agency and EKI 130
131. cont…
•Maintenance is implemented by all employees in an organization.
•Everyone in the organization from operators to senior management
in equipment improvement.
133. 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.
133
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134. History
• TPM is a Japanese concept.
• Developed in 1951.
• Nippondenso was the 1st company that implemented TPM in
1960.
• Based on these developments Nippondenso was awarded the
distinguished plant prize for developing and implementing
TPM, by the Japanese Institute of Plant Engineers ( JIPE ).
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135. TPM Targets
• Reduce manufacturing cost
• Increase production quality.
• Delivery time. Achieve 100% success in delivering the goods
as required by the customer.
• Safety - Maintain accident free environment.
• Moral- Develop multi-skilled & flexible workers.
• Improve OEE (Overall Equipment Effectiveness)
federal Tvet agency and EKI 135
136. The Six big Equipment losses
• Equipment failure (Breakdown)
• Set up & adjustment downtime
• Idling & minor stoppages
• Reduced speed
• Process defects
• Reduced yield
federal Tvet agency and EKI 136
137. 137
Shift in Attitudes
Operator Maintenance Operator Maintenance
Conventional TPM
I use I maintain &
I fix
We maintain
federal Tvet agency and EKI
138. Principles of TPM
Use Overall Equipment Effectiveness (OEE) as a compass for
success.
Improve existing maintenance systems
Work toward zero losses
Providing training to upgrade operations and maintenance
skills
Involve everyone and utilize cross-functional teamwork
138
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139. Types of maintenance
Breakdown maintenance
Preventive maintenance
*periodic maintenance( time based maintenance)
*Predictive maintenance
Corrective maintenance
Maintenance prevention
139
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140. Breakdown maintenance
• Repairs or replacements done after the equipment
failure/stoppage or occurrence of severe performance decline.
• Disadvantages:- unplanned stoppages, excessive damage,
spare parts problems, high repair costs, excessive waiting and
maintenance time and high trouble shooting problems.
federal Tvet agency and EKI 140
141. Preventive maintenance
• The primary goal of preventive maintenance is to prevent the
failure of equipment before it actually occurs.
• It relies on the estimated probability that the equipment will
brake down or experience deterioration in performance in the
specified interval.
• It is further divided into -Periodic Maintenance
-Predictive Maintenance
federal Tvet agency and EKI 141
142. Long-term benefits of preventive maintenance:
• Improved system reliability.
• Decreased cost of replacement.
• Decreased system downtime.
• Better spares inventory management.
142
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143. Periodic maintenance
Time based maintenance consists of periodically inspecting,
servicing and cleaning equipment and replacing parts to
prevent sudden failure and process problems.
Benefits:
Extended life and use of the equipment.
Reliable production at the times when machine is needed
most.
143
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144. Predictive maintenance
• predictive maintenance is condition based maintenance.
• This is a method in which the service life of important part is
predicted based on inspection or diagnosis, in order to use the
parts to the limit of their service life.
144
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145. Benefits of predictive maintenance
• Increased plant readiness due to greater reliability of the
equipment.
• increase predictive maintenance practices increase the
productivity of equipments.
• Reduced expenditures for spare parts and labor.
• Reduces the probability of a machine experiencing a disastrous
failure, and this results in an improvement in worker safety.
145
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146. Corrective maintenance ( 1957 )
Improvement of equipment so that equipment failure can
be eliminated (improving the reliability) & the equipment
can easily be maintained (improving equipment
maintainability).
Its purposes are- improving equipment reliability
- Safety
- Design weakness( material, shapes)
- Existing equipment undergoes
structural reforms
- To reduce deterioration & failures
(maintenance free eqpt)
federal Tvet agency and EKI 146
147. Maintenance prevention (1960 )
• It indicates the design of a new equipment.
• Weakness of current machines are sufficiently studied ( on site
information leading to failure prevention, easier maintenance
and prevents of defects, safety and ease of manufacturing ) and
are incorporated before commissioning a new equipment.
147
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148. PILLARS OF TPM
1.Autonomous maintains
2.Planned maintains
3. Equipment and process improvement
4.Early management of new equipment
5.process quality management
6.TPM in the office
7.Education and training
8.Saftey and environmental management.
148
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149. 1 2 3 4 5 6
7
8
149
PILLARS of TPM
federal Tvet agency and EKI
150. 1.Autonomous Maintenance
• Train the operators to close the skill gap between others and
the maintenance staff, making it easier for both to work as one
team.
• There are Seven (7) steps implemented to progressively
increase operators knowledge, participation and responsibility
for the equipment.
150
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151. cont…
1. perform initial cleaning and inspection
2.Countermeasures for the causes and effects of dirt and dust
3.Establish cleaning and lubrication standards
4.Conducting general inspection training
5.Carry out equipment inspection checks
6.workplace management and controls
7.Continious improvement
151
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152. 2.Equipment and process improvement
Objectives: Maximize efficiency by eliminating waste and
manufacturing loss
• Manufacturing losses are categorized into 12 losses:
Equipment losses (6)
Manpower losses (4)
Material losses (2)
152
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153. Equipment losses
153
.
DOWNTIME LOSS
Speed loss
Quality loss
Equipment failure / breakdowns
Set-up / adjustments
Minor stopping
Reduced speed
Process errors
Rework / scrap
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154. Manpower and material losses
• .
154
Manpower losses
Cleaning and checking
Waiting materials
Waiting instructions
Waiting quality confirmation(inspection)
Material losses
Material yield
Energy losses
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155. 3.Planned maintains
Objectives : Establish periodic and predictive maintenance system for
equipment and tooling.
• Natural life cycle of individual machine elements must be achieved
correct operation
correct set-up
cleaning
lubrication
feedback and repair of minor defects
quality spare parts
155
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156. 4.Early management of new equipments
Objective: : start-up, commissioning and stabilization time for
quality and efficiency
New equipment need to be :
• easy to operate
• easy to clean
• easy to maintain and reliable
• have quick set-up times
• operate at the lowest life cycle cost
156
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157. 5.Process quality management
Objectives: to set and maintain condition to accomplish zero
defect.
Quality rate has direct correlation with
• material condition
• equipment precision
• production methods
• process parameters
157
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158. 6.TPM in office
• Administration and support departments can be seen as
process plans whose principles tasks are to collect, process and
distribute information.
• Process analysis should be applied to streaming information
flow
158
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159. 7.Education and training
TPM is a continuous learning process
Two major components :
• soft skills training : how to work as a team, diversity
training and communication skills
• Technical training : upgrading problem-solving and
equipment-related skills
159
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160. 8.Safety and environmental management
• Assuring safety and preventing adverse environment impacts
are important priority in the TPM effort.
160
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161. Overall Equipment Effectiveness
• Objective :to maximize the efficiency of machine or
equipment.
• OEE figures are determined by combining the availability and
performance of your equipment with the quality of parts made
• OEE measures the efficiency of the machine during its loading
time.
• Planned downtime does not affect the OEE figure
161
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162. Overall Equipment Effectiveness (OEE)
• .
Overall Equipment Effectiveness = Availability *performance * Quality yield
Availability = Time available for production -- Downtime
Time available in production
Performance = Ideal cycle time * number of parts produced
Operating time
Quality Yield = total number of parts produced – defect number
Total number of parts produced
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163. Overall Equipment Effectiveness (OEE)
• .
Availability Downtime loss
Performance Speed loss
Quality Yield Quality loss
Overall equipment effectiveness = Availability * performance * Quality yield
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164. The Six Big Equipment Losses
1. Breakdowns
2. Setups and adjustment
3. Idling and minor stoppages
4. Speed
5. Quality defects and rework
6. Start-up (loss of yield)
164
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165. Overall equipment effectiveness = Availability x Performance rate x Quality rate
(OEE)
Breakdown
Setup and adjustment
Others Idling & minor stoppages
Reduced speed
Quality defects & rework
Start-up yield
federal Tvet agency and EKI 165
166. Example: OEE Calculation
Item Data
Shift length 8 hrs = 480 min.
Short Breaks 2@ 15 min. = 30 min
Meal Break 1 @ 30 min = 30 min
Down Time 47 min
Ideal Run Time 60 pieces per min
Total Pieces 19,271 pieces
Reject Pieces 423 pieces
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168. Performance =
(Total pieces /Operating time)
Ideal Run Time
= (19,271 pieces/373 minutes)/60 pieces per
minute
= 0.8611 (86.11%)
federal Tvet agency and EKI 168
169. Quality =
Good Pieces
Total Pieces
= 18,848 / 19,271 pieces
= 0.9780 (97.80 %)
federal Tvet agency and EKI 169
170. OEE =
Availability X Performance X Quality
= 0.8881 X 0.8611 X 0.9780
= 0.7479 (74.79%)
federal Tvet agency and EKI 170
171. Fundamental improvements of TPM
• Increasing motivation: changing people attitudes
• Increasing competency and people skills
• Improving the work environment, so that it supports the
establishment of a program for implementing TPM
171
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172. TPM Implementation
• .
172
preparation
Announcement to TPM introduction
Introductory education campaign for workforce
TPM promotion
Establish basic TPM policies and goals
Preparation and formulation of a master plan
Kick-off Invite customers, attitude companies and subcontractors
implementation
Develop an equipment management program
Develop a plan maintenance program
Develop a Autonomous maintenance program
Increasing skills of production and maintenance personals
Develop early equipment management program
Standardization Perfect TPM implementation and raise TPM levels
federal Tvet agency and EKI
173. Announce top management decision to
introduce TPM
• State TPM objectives in a company newsletter
• Place articles on TPM in a company newspaper
173
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175. TPM Promotion
• Special committees at every level to promote TPM
• Newsletter
• Articles
• Videos
• Posters
175
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176. Establishing basic TPM policies and goals
• Analyze existing conditions
• Set goals
• Predicting results
176
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177. Preparation and Formulation of a master plan
• A master plan lays out your goals, what you will do to achieve
them and when you will achieve them
• Detailed plans for each pillar have to be prepared
177
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178. TPM Kick-off
• The main kick-off to TPM should take the form of a formal
presentation with all the employees attending.
• This opportunity can be used to gain the full support of the
employees.
• Invite external customers, affiliation and subcontracting
companies .
178
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179. Develop an equipment management program
The maintenance prevention can be design of new products ,
new machine and existing machines.
New products: must be easy to produce on new existing
machines
New machines : must be easy for operation, changeover and
maintenance.
179
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180. Cont..
Existing machines: Determine how to eliminate the problem
and reduce maintenance through an equipment design change
or by changing the process
180
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181. TPM Benefits
• zero equipment-caused defects
• Increased plan capacity
• Increase equipment productivity
• Increase return on investment
• Enhance job satisfaction
• Lower maintenance and production cost
• Reduced equipment downtime
181
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182. conclusion
• TPM may be the only thing that stands between success and
total failure for some companies.
• It can be adapted to work not only in industrial plants
182
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