Module 4

MUDA, MURA, MURI

LEAN MANUFACTURING

Lean
Manufacturing
is
a
systematic
methodology that identifies and eliminates all
types of waste or non-value-added activities;
not only in production or manufacturing
operations, but in the service industry as well.
Lean concepts are purely about creating more
value for customers by eliminating activities
that are considered waste. Any activity or
process that consumes resources, adds cost or
time without creating value becomes the
target for elimination.

LEAN MANUFACTURING CONCEPTS

5S
Kaizen
Value Stream Mapping
Quick Changeover/SMED
JIT/Kanban
Poka Yoke & Mistake Proofing
Total Productive Maintenance

5 S HOUSKEEPING
5 S Japanese
1S

Seiri

2S

Seiton

3S

4S
5S

Seiso

Seiketsu
Shitsuke

English
Sort out unnecessary items in the workplace and
discard them.
Arrange necessary items in good order.
Clean your workplace thoroughly so that there is no
dust on floors, machines and equipment.
Maintain

high

standards

of

housekeeping

at

workplace at all times.

Train

people

disciplines.

to

follow

good

housekeeping

KAIZEN

"Kai" means change, and "Zen" means good

(for the better). Basically kaizen is for small
improvements, but carried out on a continual
basis and involve all people in the organization.
Kaizen is opposite to big spectacular
innovations. Kaizen requires no or little
investment.
The principle behind is that "a very large
number of small improvements are more
effective in an organizational environment than
a few improvements of large value.

VALUE STREAM MAPPING

It is often part of a kaizen event. In its true

form the value stream map documents all
parts of the manufacturing process from the
time the order is taken until it is delivered to
the customer
Special type of flow chart that uses symbols
known as "the language of Lean" to depict
and improve the flow of inventory and
information.

QUICK CHANGEOVER OR SMED

SMED efforts attempt to reduce the number of

steps and the time it takes to perform each
during a change in the manufacturing
process.
It provides a rapid and efficient way of
converting a manufacturing process from
running the current product to running the
next product. This rapid changeover is key to
reducing production lot sizes and thereby
improving flow (Mura).

JIT

The concept originated in Japan and adopted by

many companies in India.
As a concept, JIT means materials arrive on time
and no inventories are held at any time either in
raw materials, WIP or finished goods. Materials
are pulled in to the system.
JIT system ensures great efficiency in
production.
Monden (1981) defines JIT as a production
system to produce the kind of units, at the time
needed and in the quantities needed.

KANBAN

One of the most important tools in a pull system is

kanban.
Based on a proven Japanese model, kanban is a
visual approach to production control, using simple
tools like returnable containers, cards, or even
empty spaces to pull products from producing
workstations or suppliers toward consuming
workstations or businesses.
In this context, a kanban is a sign or visual aid
indicating that a work center has finished a process,
requires work, or needs more materials. Kanban
enable work centers to track supplier or customer
needs and respond quickly and appropriately.

POKAYOKE

Poka Yoke is a quality management concept

developed by a Matsushita manufacturing
engineer named Shigeo Shingo to prevent
human errors from occurring in the production
line.
Poka yoke (pronounced poh-kah yoh-kay)
comes from two Japanese words yokeru
which means to avoid, and poka which
means inadvertent errors.
Thus, poka yoke more or less translates to
avoiding inadvertent errors.

TOTAL PRODUCTIVE MAINTENANCE

TPM is a support function promoting high

machine time availability and effectiveness.

As companies increase the use of LEAN

techniques wasted steps are eliminated in
the manufacturing process to provide more
time

processing

material

products customers want.

and

making

JIT

JIT can be defined as an integrated set of

activities designed to achieve high-volume
production using minimal inventories (raw
materials,

work

in

process,

and

finished

goods). JIT also involves the elimination of

waste in production effort.

 To

ensure a good JIT system the

following are essential:
Reliable

suppliers
Good processes with least rejections
Break downs of equipment to be very
less
Continuous flow of materials with no
bottle necks
Low set uptimes

BENEFITS OF JIT
Cost

Savings

Revenue

increases

Investment
Workforce

savings

improvements

Uncovering

problems

WASTE MANAGEMENT

Waste or muda is anything that does not

have value or does not add value. Waste is
something the customer will not pay for.

Muda wasteful or unproductive activity

Mura - unevenness

Muri overburden, unreasonableness

SEVEN TYPES OF WASTES

1.Waste from overproduction

2. Waste from waiting times

3. Waste from transportation and handling

4. Waste related to useless and excess

inventories

5. Waste in production process

6. Useless motions

7. Waste from scrap and defects

7 Types of Wastes
T

Transportation
E Excess production
A Added processes
M Motion
W Waiting
I Inventory
N Non-conformance

Overall Equipment Effectiveness (OEE)

Overall Equipment Effectiveness (OEE) measures
total performance by relating the availability of a
process to its productivity and output quality.
OEE was first used by Seiichi Nakajima, the founder
of total productive maintenance (TPM), in describing
a fundamental measure for tracking production
performance.
He challenged the complacent view of effectiveness
by focusing not simply on keeping equipment
running smoothly, but on creating a sense of joint
responsibility between operators and maintenance
workers to extend and optimize overall equipment
performance.

OEE addresses all losses caused by the

equipment, including
Not

being available when needed

because of breakdowns or set-up and
adjustment losses
Not running at the optimum rate
because of reduced speed or idling
and minor stoppage losses
Not producing first-pass A1 quality
output because of defects and
rework or start-up losses.

Overall Equipment Effectiveness

OEE is the way to measure how effectively machine / equipment
hours are used (Value Adding)
Total time
e.g. 480 min. (1 shift)
Available time
Running time

Productive time

Effective time

OEE is lost due to:

Planned
Downtime

- breaks, planned
maintenance, training

Downtime

breakdowns, repairs
changeover
adjustment
start up

Performance
Losses

- machine speed
- short stoppages
- lower yield

Quality Losses

- scrap
- reject
- rework

Calculation of LOSSES
Total time
e.g. 480 min. (1 shift)
Planned
Downtime

- breaks, planned
maintenance, training

Running time
340 min.

Downtime

Productive time
270 min.

Performance
Losses

- long cycle time

- minor stoppages
- reduced yield

Quality Losses

- scrap
- rework
- rejects

Available time
420 min.

Effective time
250 min.
Total losses = 170 min / shift

breakdowns, repairs
changeover
adjustment
start up

Calculation of OEE
OEE

takes into account all three

OEE Factors, and is calculated
as:

OEE = Availability x Performance

Rate x Quality Rate

(OEE = A x P x Q)

Calculation of OEE
Running Efficiency/Availability =

Available time - Downtime

Availability
420 min - 80 min
420 min

Running time - Performance loss

Productive Performance=
Running time
=

340 min 70 min

340 min

Productive time - Quality loss time

Quality =
Productive time
=

270 min - 20 min

270 min

Overall Equipment Effectiveness

OEE

(in %)

factor 81%

X
factor 79.4%

X
factor 92.6%

= 59.6%

How to increase OEE ?

Data collection is the very important basis to increase OEE

Collect data for all
downtime
and losses on the machine

Repairs
Change over, Adjustm.
Tool change

Data analysis and

visible measure
Analysis

35
30
25
20
15
10
5

Make
improvements
visible and
implement

Autonomous Mainten.
Preventive Maintenance

Repair Changeover
Tool change

Minor stoppages

33

Scrap, rework

26

16

Scrap Minor Stopp.

OEE Trend
Target 2003

F M A M J

J A S O N D

Changeover reduction
Standardize tooling
Improved machine
reliability
Standardisation
Kaizen