3mu

Muda Mura Muri

1. What do you see?

2. One more?

3. The last one?

4. The Toyota 3M Model Submitted by: Snigdha Vashishth 16M909 MBA(II year) Submitted To: Dr. Vikas Thakur

5. 3 Ms MUDA MURI MURA 無駄 無理 斑 or ムラ

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. 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.

8. 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.

9. 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.

10. 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.

11. VIDEO FOR MURA

12. 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).

13. 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

14. 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.

15. 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

16. TOYOTA PRODUCTION SYSTEM Founders of the Toyota Production System (TPS) Taiichi Ohno (1912 †1990) Shigeo Shingo 1909 †1990

17. 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

18. The Toyota Production System

19. 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.

20. 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)

21. 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.

22. Hey STOP!!

23. 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 .

24. who, what, where, when why and how

25. 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.

26. 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.

27. 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.

28. 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

29. 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.

30. 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 .

31. 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.

32. PERFORMANCE

33. PERFORMANCE 80% increase in the per head production after implementation of TPS, i.e., per head production increased from 39.7 to 70.8 vehicles.

34. OPERATION INCOME

35. 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.”