preventing and eliminating muda in lean manufacturing.pptx

muda means Japanese word meaning waste full

1. Level - 3 fashion design student ELIMINATE & PREVENT MUDA

2. Learning Objective of the Module Identify Working Prepare Identifying MUDA problem Analyzing Eliminating MUDA and Assess effectiveness of the solution. Preventing occurrence of wastes and sustain operation

3. Unit one: work prepare This unit is developed to provide you the necessary information regarding the following content coverage and topics: 1,  Using work instructions   2,  Reading and interpreting job specifications   3, Observing OHS requirements, 4,  Selecting appropriate material   5,  Identifying and checking safety equipment and tools.

4. Work instructions Work instruction is a description of the specific tasks and activities within an organization. A work instruction in a business will generally outline all of the different jobs needed for the operation of the firm in great detail and is a key element to running a business smoothly. It is a description of how to perform a process in steps. Work instructions are more detailed than standard operating procedures. It is a document containing detailed instructions that specify exactly what steps to follow to carry out an activity.

5. Interpreting job specifications A statement of employee/workers characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job or function. Interpreters interpret verbal communication from one language to another, and act as mediums where language barriers exist. At times, Interpreters translate written communication from one language to another. Interpreters work in education, health care, insurance, legal and other industries.

6. Interpreter Requirements:  High school diploma,or suitable equivalent. Valid certificate of accredited interpreting training. Excellent bilingual communication skills, both verbal and written. Valid driver’s license. Proficient computer skills. Proficient with use of office equipment. Outstanding listening, retention and note-taking skills.

7. Observing OHS requirements OHS requirements are legislation/regulations/codes of practice and safety policies and procedures. This may include protective clothing and equipment, use of tooling and equipment, workplace environment and safety, handling of material, use of fire-fighting equipment, enterprise first aid, hazard control and hazardous materials and substances. Personal protective equipment includes those prescribed under legislation/ regulations/codes of practice and workplace policies and practices. The goals of occupational safety and health programs include fostering a safe and healthy work environment. for activities outside work.

8. Selecting appropriate material Tools and Equipment are required to identify and measure Waste/Muda in work stations. The following are some tools and equipment used to identify and measure Waste/Muda: Tape (any length measuring device) Stop watch Photo Camera Video Camera Calculator

9. Safety equipment and tools safety glasses or goggles safety shoes high-visibility clothing or vests heat-resistant gloves anti-vibration gloves  welding helmets chemical-resistant suits or aprons safety harnesses and lanyards COVID-19 Prevention and Control

10. Tools and Equipment used to implement Here are various tools and equipment that can be used to implement standard procedures in the workplace. 1. Standard Operating Procedures (SOPs):  These are written documents that outline step-by-step instructions for carrying out specific tasks or processes 2. Training materials : Organizations can develop training materials, such as manuals or videos, to educate employees on the standard procedures they need to follow. 3. Checklists:  Checklists are useful tools for ensuring that all necessary steps are followed in a standardized manner.

11. CONT.. 4. Quality control tools: Quality control tools, such as statistical process control charts or quality checklists, can be used to monitor and evaluate performance against established standards. 5 . Technology : Many organizations use technology to implement and enforce standard procedures. This can include software systems that automate processes, track performance metrics, and provide real-time feedback or alerts. 6. Visual aids : Visual aids, such as posters or signs, can be used to display key information or reminders about standard procedures. 7 . Performance monitoring systems : Organizations may use performance monitoring systems to track and evaluate employee performance against established benchmarks.

12. Tools and materials used to implement Sort activity Tools and materials are required to implement sort, set in order and shine activities in work stations. The following are some tools and materials used to implement the first pillar of 5S-Sort.

13. cont.. 1. Sorting Bins Containers: These can be used to separate items into different categories or groups during the sorting process. Wall Mounted Storage Bins

14. cont.. 2. Labels or Tags: Labels or tags can be attached to items or containers to indicate their category or destination during sorting.

15. cont.. 3. Sorting Tables or Workstations : These provide a designated area for employees to sort and organize items. They may have compartments or sections to facilitate the sorting process.

16. cont.. 4. Sorting Algorithms or Rules : These are guidelines or instructions that dictate how items should be sorted based on specific criteria, such as alphabetical order, numerical value, or color.

17. cont.. 5. Barcode Scanners or RFID Readers: These tools can be used to quickly and accurately identify and sort items based on their unique identifiers.

18. cont.. 6. Conveyor Belts or Chutes: These can be used to transport items from one location to another during the sorting process, making it more efficient and streamlined.

19. cont.. 7. Computer Software or Systems: Technology-based sorting systems can automate the sorting process, track inventory, and generate reports on sorting performance.

20. cont..

21. cont.. 8. Sorting Guides or Manuals: These documents provide employees with instructions and guidelines on how to properly sort items according to established standards.

22. cont.. 9. Safety Equipment: Depending on the nature of the sorting activity, safety equipment such as gloves, goggles, or protective clothing may be required to ensure the well-being of employees.

23. cont.. 10. Quality Control Tools : Quality control tools, such as visual inspection checklists or measuring devices, can be used to ensure that items are sorted correctly and meet quality standards.

24. cont.. 11. Training Materials : Similar to standard procedures, training materials can be developed to educate employees on the specific sorting methods and techniques they need to follow. By using these tools and materials, organizations can effectively implement a sorting activity in the workplace and ensure that items are sorted accurately and efficient

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26. U n it T wo: I d e ntify MUDA Specifi ca l l y , upon completion of th i s unit, y ou will b e a ble to: Prepare plan of MUDA List p ossible p r obl e ms r ela t ed to the pro c ess I d entify and measuri n g w a stes Repor t ide n tified and me a sured wa s tes

27. Content 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

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.

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

30. What is Waste? There are two types of wastes: obvious wastes and hidden wastes. It is important to uncover and eliminate the latter since they are usually bigger. Wastes take the shape of an iceberg, the tip consists of the obvious wastes while the seen bulk under the water contain the hidden wastes. Wastes are not necessarily ugly, and most are outside the waste can!

31. cont.. Waste can be in the form of unnecessary output, input, or processing. It can be in the form of materials, stocks, equipment,facilities, manhours, utilities, documents, expenses, motion, and other activities that do not add value

32. 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

33. cont.. In other words, before one can stop waste, he should able to see it, recognize it as waste, identify who is responsible, and finally appreciate its size and magnitude. Waste that is not seen cannot be eliminated. When something is denied as waste, it also cannot be stopped.

34. cont.. When one refuses to accept responsibility for the waste, then he will not eliminate it. Finally, when the waste is not measured, people may think it is small or trivial and therefore will not be motivated to stop it. As the saying goes “What is not measured, is not improved”.

35. The Three M’s Definition of 3m’s M uda M uri M ura

36. freeleansite.com muda mura muri The Three M’s

37. The Three M’s Avoid these types of work Too much Imbalance(Mura) Excessive(Muri) Wasteful(Muda) Works Productivity improvement does not mean hard work

38. The Three M’s Muda Production factors that increase cost , in other words , all unnecessary things

39. Muri Mental and physical overburden on operators, and overburden on production machinery The Three M’s ( Cntd )

40. 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 )

41. Muri : overburden

42. የስራ ጫና ( Muri

43. የስራ ጫና ( Muri

44. Mura Variation in work distribution , production capacity of machinery , and material specifications The Three M’s

45. Usually Mura creates Muri which in turn lead to generation of Muda. Relationship between the 3 M’s

46. Therefore, mura creates muri that undercuts previous efforts to eliminate muda . Eliminating mura is fundamental to the complete elimination of muri and muda . Relationship between the 3 M’s

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48. Preparing plan of MUDA and implementing problem identification. Conditions using the arrow diagram. Sel e ct the product to be analyzed - Choose produ c ts with a large output and t hose with ma n y p rodu c t i on problems as starting poin t s for y our an a l y sis o f current 2. Prepare a factory layout diagram- Include the entire factory layout, indicating the position of machines, worktables and other equipment. the product to be analyzed- Choose produ c ts with a large output and t hose with ma n y p rodu c t i on problems as starting poin t s for y our an a l y sis o f current

49. Preparing plan of MUDA and implementing problem identification. Conditions using the arrow diagram. 3. Make the arrow diagram- Do this on the factory floor. Use the symbols below to show the different types of activities that occur. Connect the symbols with lines that show the direction of the flow and the sequence of product through each operation.

50. How to identify muda To identify muda in your warehouse operations, you must observe and analyze your current processes and performance. To do this, utilize various tools and methods such as; Value stream mapping (sometimes called VSM) is  a lean manufacturing technique to analyze, design, and manage the flow of materials and information required to bring a product to a customer .

51. CONT.. 2. GEMBA WALK; The term Gemba is derived from the Japanese word for “the actual place” or “the real place” . It helps identify opportunities for improvement in operational efficiency, quality, safety, and customer satisfaction.

52. Cont..

53. Cont.. 3. key performance indicators (KPIs); support your strategy and help your teams focus on what's important. An example of a key performance indicator is, “targeted new customers per month”. Metrics measure the success of everyday business activities that support your KPIs.

54. Cont.. 4. Root cause analysis(RCA ) is the process of discovering the root causes of problems in order to identify appropriate solutions. RCA assumes that it is much more effective to systematically prevent and solve for underlying issues rather than just treating

55. Cont.. 5. Employee feedback: is any information exchanged by employees (formally or informally) regarding their performance, skills, or ability to work within a team. Both supervisors and peers may deliver feedback, and when done tactfully, the process can create a stronger, more harmonious workplace.

56. The challenges of eliminating muda Achieving muda elimination in warehouse operations is a long-term commitment that requires; leadership support employee engagement customer focus data analysis and change management.

57. CONT.. Senior management should provide the vision, direction and resources for the lean transformation. Frontline workers should provide insights, feedback and suggestions for improvement initiatives. Knowing customer needs and expectations is essential for providing value and demand for goods and services. Accurate performance data is necessary for evidence-based decision making and problem solving. Lastly, having a systematic approach to planning, implementing and sustaining changes is key for successful muda elimination.

58. C O S T M I N I M I Z E Better Quality On time Delivery Higher Profit Profit=Price-Cost ምን ይሻላል ??? CUSTOMERcostumer identification የትም ፍጭው ዱቄቱን አምጭው Reasonable Price MANUFACTURER 62

59. The main elements of KAIZEN management Q uality (Customer) Safety C ost (Company) Morale D elivery(Customer) QCD is the source of productivity improvement

60. What are the seven types of wastes or “muda”? A lean system declares war on wastes or “muda”. These wastes are classified into 7 types: 1. Over-production waste 2. Processing waste 3. Transport waste 4. Waiting-time waste 5. Inventory waste 6. Motion waste 7. Defects

61. 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

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