6. MUDA = WASTE
Muda is any activity or process that does not add
value; a physical waste of your time, resources and
ultimately your money.
7.
8. 7 TYPES OF MUDA
These wastes were categorized by Taiichi Ohno within the
Toyota production system, they are;
Transport; the movement of product between operations,
and locations.
Inventory; the work in progress (WIP) and stocks of finished
goods and raw materials that a company holds.
Motion; the physical movement of a person or machine
whilst conducting an operation.
Waiting; the act of waiting for a machine to finish, for product
to arrive, or any other cause.
Overproduction; Over producing product beyond what the
customer has ordered.
9. CONTD…
Over-processing; conducting operations beyond those that
customer requires.
Defects; product rejects and rework within your processes.
Talent; failing to utilize the skills and knowledge of all of your
employees
Resources; failing to turn off lights and unused machines
By-Products; not making use of by-products of your process
There are numerous tools available to identify and
remove waste from your process, which include Poke
Yoke, Kanban, Takt Time, SMED and One-Piece flow.
10.
11.
12.
13. MURA- UNEVENNESS
Mura is the waste of unevenness or inconsistency.
Mura creates many of the seven wastes that we
observe, Mura drives Muda! By failing to smooth our
demand we put unfair demands on our processes
and people and cause the creation of inventory and
other wastes.
14. Example
One obvious example is production processes where the
manager is measured on monthly output, the
department rushes like mad in the final week of the
month to meet targets, using up components and
producing parts not actually required. The first week of
the month is then slow due to component shortages and
no focus on meeting targets. This gives us the hockey
stick graph of production as we see here on the right, far
better to smooth out production and work at the
demand of the customer.
17. MURI = OVERBURDEN
Muri is to cause overburden, by this we mean to give
unnecessary stress to our employees and our
processes.
This is caused by Mura and a host of other failures
in our system such as lack of training, unclear or no
defined ways of working, the wrong tools, and ill
thought out measures of performance.
This means breakdowns when it comes to machines
and absenteeism when it comes to employees.
Muri is a form of waste that actually creates much of
the Muda (non-value adding steps within your
processes).
18. EXAMPLE
Examples of Muri are;
Working on processes you are not trained in
Poorly laid out work places
Unclear instructions
Lack of proper tools and equipment
Fluctuating demand (Mura)
Lack of proper maintenance / unreliable equipment
Unreliable processes
Poor communication routes
19.
20. Muda is the direct obstacle of flow.
There are 8 distinctive types of muda which all lead to
waiting times, and therefore longer lead times in a
process.
Taking out the muda does not work. Usually, there is a
reason why the muda is there and this reason often has
to do with the other two enemies: muri and mura.
This means the three enemies of Lean are interrelated
and should therefore be taken into account
simultaneously.
The three enemies of lean can be found in both
production and office processes.
21. TOYOTA: OVERVIEW
Toyota Motor Corporation is a
Japanese multinational automotive
manufacturer.
Headquarters: Toyota, Aichi Prefecture,
Japan
CEO: Akio Toyoda (23 Jun 2009-)
Founder: Kiichiro Toyoda
22. TOYOTA PRODUCTION SYSTEM
Founders of the Toyota Production System
(TPS)
Taiichi Ohno
(1912 †1990)
Shigeo Shingo
1909 †1990
23. 7 Principles of Toyota
Production System
Reduced setup time
Small-lot production
Employee Involvement and Empowerment
Quality at the source
Equipment maintenance
Pull Production
Supplier involvement
25. Just In Time
The manufacturing and conveyance of only what is needed, in
the amount needed. This enhances efficiency and enables
quick responses to change. Just-In-time presupposes Leveled
Production (Heijunka) and is build upon the three basic
operating principles of the pull system, continuous flow
processing and Takt Time.
Continuous Flow Processing
One of the three basic requirements of Just-In-Time. This
means eliminating the stagnation of work in and between
processes and carrying out one-piece-at-a time production.
In Lean, takt time is the rate at which a finished product
needs to be completed in order to meet customer demand.
26.
27.
28. JIT contd…
This is a small signboard that is the key control tool for
Just-in-Time production. Kanban serves:
Instruction for production and conveyance
A tool for visual control
To check against over production
To detect irregular processing speeds
A tool to perform kaizen(continuous improvements)
29. JIDOKA
Jidoka along with Just-In-Time, is one of the two main pillars
of the Toyota Production System.
It refers to the ability of production lines to be stopped in the
event of such problems as equipment malfunctions, quality
problems or work being late either using machines which
have the ability to sense abnormalities or using workers who
push a line-stop button.
This prevents passing on defects.
Reoccurrence prevention becomes simpler as abnormalities
become more obvious making it possible to “build in quality
at the production process”.
At the same time, since defects are prevented automatically,
inspectors become unnecessary, which in turn results in
significant labour savings.
31. JIDOKA
Genchi Genbutsu
Means go and see for yourself. Go see the problem. This is
the belief that practical experience is valued over theoretical
knowledge. You must see the problem to know the
problem.*Get your boots on; common phrase used at TMMK.
Andon Board
A type of visual control that displays the current state of work
(i.e., abnormal conditions, work instructions, and job
progress information). It is one of the main tools of Jidoka.
33. JIDOKA
Poka Yoke
Also referred to as mistake proofing or error proofing.
This refers to the low-cost, highly reliable devices or
innovations that either detect abnormal situations
before they occur at a production process; or once they
occur, will stop the machines or equipment and prevent
the production of defective products.
Those which prevent errors by an operator and those
which detect errors by an operator and give a warning.
Those which detect defects in a product and prevent
further processing on them.
34. HIJUNKA
Production smoothing: A leveling technique to facilitate Just-In-Time
(JIT) production and to smooth out production in all departments, as
well as that of suppliers over a period of time.
A vital technique for reducing waste and improving production
efficiency by leveling fluctuations in performance within the assembly
line.
Fluctuation normally occurs through either customer demand or
within production itself.
The Toyota Production System uses Heijunka to solve the former by
assembling a mix of models within each batch, and ensuring that
there is an inventory of product proportional to the variability in
demand.
35. Furthermore, the disruption of production flow is minimised
by making sure that components are sequenced to be
available in the right quantity and at the right time, while
changeover periods for vital processes such as die changes
within the steel presses are as short as possible; often in as
little as three minutes.
36. Muda (non-value added) exist everywhere related to
people, material and facilities, or the production set-up
itself.
Kaizen refers to the series of activities whereby instances
of Muda are eliminated one by one at minimal cost, by
workers pooling their wisdom and increasing efficiency
in a timely manner.
Kaizen activities typically emphasize manual work
operations rather than equipment.
Also, Kaizen is not an activity to be performed by a
specialist, but can be – in fact should be – performed by
all employees at each job site.
KAIZEN
37.
38. STANDARDISATION
The Toyota Production System organizes all jobs
around human motion and creates an efficient
production sequence without muda. Work organized
in such a way is called standardized work. It is made
up of three elements: takt time, working sequence
and standard in-process stock.
Standardization is a critical ingredient for Jidoka and
Just in Time. Consistency in methods is critical to
limiting variation in the process and achieving
efficient production in a timely manner.
39. History
The most famous element of the TPS is no doubt the Just-in-Time
pillar of the production system. The phrase Just-in-Time was
coined by Kiichiro Toyota in 1937 after the start of Toyota Motor
Corporation.
The company was quite poor and could not afford to waste money
on excess equipment or materials in production. Everything was
expected to be procured just in time and not too early or too late.
Later elements developed in the 1950’s including takt time,
standardized work, kanban, and supermarkets added to the basis
for JIT.
After World War II Taiichi Ohno a promising engineer in the Toyoda
Spinning and Weaving Corporation was brought over to the
automotive side of the business.
He was given the task of improving operational productivity and
driving in the concepts of Just-In-Time and Jidoka.
40. He was eventually appointed machine shop manager of an
engine plant and experimented with many concepts in
production between the years of 1945-1955.
His work and effort is largely what resulted in the formulation
of what is now acknowledged as the Toyota Production
System.
There are numerous other people inside the company that
contributed to the overall development of the company and
the production system.
There are also many other tools and techniques that were
developed in Toyota such as 7 Wastes, Standardized Work, 5S,
SMED, Visual Control, Error Proofing, as well as many others.
44. Lessons from Toyota’s Long Drive
Toyota’s rise wasn’t quick or inevitable.
Even in the early 1980s Ford and GM marketed bigger, better-
looking, and plusher cars than Toyota did—although its
soulless creations were more reliable and fuel efficient.
The Japanese manufacturer closed the gap little by little,
improvement by improvement. In 1970 GM had a 40% chunk
of the U.S. car and light-trucks market, whereas Toyota had
only a 2% sliver.
Toyota’s market share inched up to 3% in 1980, to 8% in 1990,
and to 9% in 2000, entering double digits for the first time
only in 2006, when it rose to 13% and GM’s fell to 26%.
Toyota’s ascension is best captured by the Japanese
word jojo: “slowly, gradually, and steadily.”
