2 Lean Tools Waste

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Lean
Manufacturing
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Lean Training Course DC (A 2008), Issue Jan-2014 - Copy Right Reserved @ Training Division -Deans Consulting Inc, Houston, Texas USA . 1 of 49
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Contents
Lean tools Box
3 Ms in waste
Defining waste
organizations Value steam
Seven waste
Lean and seven wastes
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LEAN TOOL BOX
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Lean Tools
PDSA
Wastes Elimination
OEE
Takt time
5S visual Workshop
Visual Management
Kaizen
Problem solving
Poka yoke
JIT 4 of 42
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3 Ms in waste
MUDA (Waste)
MURI (Strain / Over burden)
MURA (Unevenness)
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Eliminating MURA
Happens sometimes?
Happens some places
Happens to some people
MURA is
Inconsistent or
Irregular or
Uneven use of person or M/c.
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MURA
Unfair demands on our processes
and people and cause the creation
of inventory and other wastes.
Mura is the variation in the operation of a process not

caused by the end customer.
It is the unevenness, unbalanced work on machines.
Mura results when employees are told to work like crazy
early in the morning only to stand around and do nothing
late in the day.
Result: Excess capacity allocation and increased cost.
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MURI- Over Burden

Muri is the overburden on equipment, facilities
& people caused by mura and muda.
Muri is pushing a machine or person

beyond natural limits.
Overburdening people results in safety and

quality problems.
Overburdening equipment causes

breakdowns and defects
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MURI- Over Burden

Muri is to cause overburden,
mean to give unnecessary
stress to our employees and
our processes. MURI is
caused by Mura Which
causes the other failures. i.e.
Lack of training,
unclear or no defined ways of
working,
the wrong tools, and ill
thought out measures of
performance.
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Identifying MURI
MURI = Physical Strain, Overbourden
Bend to work?
Push hard?
Lift weight?
Repeat tiring action?
Wasteful walk?
Placing of excessive demands on
People
M/Cs, Production equipment.
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What is MUDA or Waste
Waste is anything that

happens to a product that
does not add value from
the customers perspective
Products being stored,
inspected or delayed,
products waiting in
queues, and defective
products do not add value
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Why waste is not identified?
Waste is often built into job

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The Solution
But first we have to know about the real problem

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The Parts Cleaning Process

Dirty parts Clean parts
Clean Clean
Water Water
Cleaning Cleaning
Tank 1 Tank 2
Discard water
The parts get clean, so no one questions this. What is wrong
with this picture?
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The Lean Parts Cleaning Process

Why Not Make the Water Work Twice?
Dirty parts Clean parts
Clean
Water
Cleaning Cleaning
Tank 1 Tank 2
Discard water
The almost clean water from the second tank is good enough
for use in the first tank. Water usage can be cut 50 percent.
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Exercise-2
Click to see a movie Clip-2
Questions:
1. Identify the waste in the process?
2. How the waste was eliminated?
Please Use the paper provided to write the

answer.
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Lessons so far
Waste often hides in plain view.
People become used to "living with it"
or "working around it."
Definition for employees at all levels:
If it's frustrating, a chronic
annoyance, or a chronic
inefficiency, it's friction.
(Levinson and Tumbelty, 1997, SPC Essentials and
Productivity Improvement, ASQ Quality Press)
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Organizations value stream
It is a network of different Business Processes.
Input
Process-1 V Process-2 V Process-3 V Process-4 V Product
W W W W
V: Value added product/services

W: Wasteful product / practices/services that does not add value
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Non Value added activity is waste

Value Added time:
What the customer is willing to pay for
Non Value added work
Unnecessary motion
Material handling
Waiting time
37%
89%
Rework/ scrape 50%
Unnecessary part
processing 13%
Excess inventory 13%
Over Production`
Tea Breaks, Lunches,

Training
Education,
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Customer value
Customer
Customer Customer
Selling Price
Requirements Schedule
Quality Cost Delivery
Process
Production Cost Process Speed
Capability
Supplier
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Customer value
Customer
Customer Customer
Selling Price
Requirements Schedule
Quality Cost Delivery

Defects Resource Waste Delays
Process
Production Cost Process Speed
Capability
Supplier
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Increasing profit by increasing price
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Increasing profit by reducing cost
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Changing the performance level
Ideal State
Performance level
Future State
Current State
Time frame
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7- WASTES
1. Defects
2. Overproduction
3. Waiting
4. Transportation
5. Inventory
6. Motion
7. Extra processing
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Waste-1 Defects
The effort involved in
inspecting for and fixing
defects (errors and
mistakes).
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Waste-1 Defects
PAINT SHOP T/M MAKING REPAIR IN

SPOT REPAIR BOOTH.
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Waste-1 Defects
Why Repair/Replacement in Warranty period
be a MUDA?
Prevention: Correction: Failure
= 1:10:100
1
Prevention is always 10
cheaper.
100
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Waste-2 Over Production
Generating more information than the
customer needs right now:
More information than the customer

needs
Creating reports no one reads
Making extra copies
More information than the next process
needs
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Waste-2 Over Production
OPERATOR SHOULD BE IN THIS

STATION (ST 16) BUT IS
WORKING AHEAD IN ST 15
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Waste-3 Waiting
When people, parts, systems, or
facilities wait for a prior step in
the process to be completed.
Goal is smooth and continuous
flow between each process step
Waiting for:
Faxes
The system to come back
Copier machine
Customer response
A handed off file to come back
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Waste- 4 Transportation
Transportation of
products, equipment,
materials or people
without adding value.
Carrying documents to and fro

Taking files to another person
Going to get signatures
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Waste-5 Inventory
Unnecessary storage
of materials.
Files waiting to be worked on
Open projects
Office supplies
E-mails waiting to be read
Unused records in the
database
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Waste-5 Inventory
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Waste-5 Inventory
STANDARD SET AT 4 HIGH X 3 DEEP PART BIN

STACKED 6 HIGH
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Waste-6 MUDA OF Motion
Movement of people that

does not add value to a
product or service and
may create health and
safety issues.
Searching for files

Extra clicks or key strokes
Unnecessary movement for gathering information
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Waste-6 MUDA OF Motion
TEAM MEMBER IN PAINT SHOP ATTEMPTING TO

UNTANGLE HOSES TO THE BACK-UP GUNS IN THE
TOP COAT BOOTH.
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Waste-7 Over Processing
Producing a higher
quality product or
service than what is
required by the
customer, and using
elaborate or expensive
equipment when more
simple options exist.
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Waste-7 Over Processing
BODY SHOP T/M SANDING

DOOR THAT HAD NO DEFECTS
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Another Waste: Non Utilized Talent
Staff hired to do X and

spending time on Y
Dont let your employees
skills go to waste!
Remove process barriers
so that staff can do the
work they were hired for
and want to do!
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Lean and seven waste
1. Clarify the problem
5. Formalise new process
What is the problem for the
Confirm new process,
customer time, cost,
measure and monitor,
quality?
and create new process
map, SOPs etc
2. Map the Process

Steps 5. Reduce Value Enabling
Study the
process where Once waste is
the problem eliminated, look to
occurs reduce the value
enabling content where
possible
4. Eliminate waste
Plan and execute actions

3. Analyse the process steps to eliminate the waste
steps
Decide what is value
adding, value enabling
and waste in the process
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Lean and Seven Waste The Philosophy

Central theme of Lean:
The identification and elimination of
waste for the value stream.
Successful implementation requires:

Trained work force to identify and
eliminate waste from their work.
Effective efforts:
Collective integration of man, method,
material, and machine.
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Click to see a movie Clip:

Seven types of waste Introduction
Seven types of wastes
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The entire work looks normal and no waste

can be found.
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Conduct a Motion Study
Break down the work and show it by components of
motions. Then find a waste of motion.
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Lessons so far
Waste often hides in plain view.

People become used to "living with it" or "working
around it."
Definition for employees at all levels: If it's
frustrating, a chronic annoyance, or a chronic
inefficiency, it's friction. (Levinson and Tumbelty,
1997, SPC Essentials and Productivity Improvement,
ASQ Quality Press)
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Group Exercise-3
Form a team. (submit the names)
Review your process and process flow
Identify the maximum types of waste (Muda)
in your work area.
Investigate the cause (s) of the Muda your
identified.
Propose the corrective action (s) to eliminate
the Muda.
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Thank you
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2 Lean Tools Waste

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LEAN TOOL BOX

Mura is the variation in the operation of a process not

Result: Excess capacity allocation and increased cost.

MURI- Over Burden

Muri is pushing a machine or person

Overburdening people results in safety and

Overburdening equipment causes

MURI- Over Burden

What is MUDA or Waste

Waste is anything that

Why waste is not identified?

Waste is often built into job

But first we have to know about the real problem

The Parts Cleaning Process

The Lean Parts Cleaning Process

Click to see a movie Clip-2

Please Use the paper provided to write the

Organizations value stream

It is a network of different Business Processes.

V: Value added product/services

Non Value added activity is waste

Tea Breaks, Lunches,

Quality Cost Delivery

Quality Cost Delivery

PAINT SHOP T/M MAKING REPAIR IN

Prevention: Correction: Failure

More information than the customer

OPERATOR SHOULD BE IN THIS

Carrying documents to and fro

STANDARD SET AT 4 HIGH X 3 DEEP PART BIN

Movement of people that

Searching for files

TEAM MEMBER IN PAINT SHOP ATTEMPTING TO

BODY SHOP T/M SANDING

Staff hired to do X and

2. Map the Process

Plan and execute actions

Lean and Seven Waste The Philosophy

Successful implementation requires:

Click to see a movie Clip:

The entire work looks normal and no waste

Waste often hides in plain view.

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