this about kaizen of muda

1. A.A.T.P.T.C
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GROUP ASSINMENT
G-ONE

2. MUDA and its problem
2.1. Plan of MUDA
2.2. Visual Management Board/Kaizen Board
2.3. Tools and techniques to draw and analyze situation of the work place
2.4. Causes and effects of MUDA
2.5. Statistical tools and techniques /Kaizen elements
2.6. Relevant procedures for wastes/MUDA Identification

3. ACRONNIAMES
• G-ONE -------GROUP ONE
• KPI-------------KEY PERFORMANC INDICATOR
• PFD------------PROCESS FLOW DIAGRAM
• ISO---- International Organization for Standardization
• DIN----German Institute for Standardization
• ANSI----American National Standards Institute
• UCL-----UPPER CONTROL LIMIT
• LCL------LOWER CONTROL LIMIY
• JIT------JUST-IN-TIME
• TPM----Total Productive Maintenance
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4. 2.1 Definition of MUDA
• MUDA is a Japanese word meaning Wasteful Activity which use
resources, time or cost without adding value.
• anything unnecessary in operation that affects the quality of the
product/service, productivity, delivery time and also production cost.
MUDA can be eliminated immediately.
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5. Types of MUDA
MUDA DISCRIPTION
1 Overproduction To produce things more than necessary in terms of type, time, and
volume. It is called “the worst kind of Muda” since it hides all the other
wastes.
2 Inventory The situation where items such as raw materials, work in process and
finished goods are stagnant or which are not having value added to them.
Some are located in the warehouses, and others are in-process inventory.
3 Motion These are non-value adding movements or more than necessary
movements of workers, equipment, and machines, such as looking for
goods, bending, stretching, walking, lifting, reaching etc.
4 Conveyance/Transportation Transport is moving materials from one position to another. The transport
itself adds no value to the product, so minimizing these costs is essential.
This means having one plant closer to another in the production chain, or
minimizing the costs of transportation using more efficient methods
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6. 5
Waiting/ Idle time Waiting refers to wasted time because of slowed or halted production in one
step of the production chain while a previous step is completed.
6
Defect making Defects refer to a product deviating from the standards of its design or from the
customer’s expectation. This includes defects, inspections for defects in-process,
and claims, rescheduling, and resource loss.
7
Over-Processing Over-processing refers to any component of the process of manufacture that is
unnecessary. Painting an area that will never be seen or adding features that will
not be used are examples of over-processing.
…Types of MUDA
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7. Concept of Planning
Planning is the most basic and primary function of management
Planning is the process of deciding when, what, when where and how to do a
certain activity before starting to work.
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8. 2.2 Visual Management Board/Kaizen Board
Kaizen Visual Management Boards are key visual communication tools that help
teams and organizations work harder to manage their continuous improvement
efforts. They will help you accelerate improvements, and make sure that all your
ideas flow and progress from to do to done'. Successfully implementing Visual
Management will come with a number of benefits including:
• Improve Productivity
• Impress Clients
• Reduce Waste
• Promote Values
• Raise Awareness
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9. KAIZEN BOARD
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10. 2.3 Tools and techniques to draw and analyze
situation of the work place
A workplace is a location where someone works for their employer, a place of
employment. Such a place can range from a home office to a large office building
or factory.
Plant Layout
Plant layout is a plan for effective utilization of facilities for the manufacture of
products; involving a most efficient and economical arrangement of machines,
materials, personnel, storage space and all supporting services, within available
floor space.
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11. Types of Plant Layout
• Product Layout (or Line Layout)
In this type of layout, all the machines are arranged in the sequence, as required to
produce a specific product. It is called line layout because machines are arrange in
a straight line. The raw materials are fed at one end and taken out as finished
product to the other end.
• Process Layout (or Functional Layout)
In this type of layout, all machines performing similar type of operations are
grouped at one location i.e. all lathes, milling machines etc. are grouped in the shop
and they will be clustered in like groups.
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12. …Types of Plant Layout
• Combination Layout
Generally a combination of the two basic layouts is employed; to derive the
advantages of both systems of layout. For example, refrigerator manufacturing uses
a combination layout.
• Fixed Position Layout
It is also called stationary layout. In this type of layout men, materials and machines
are brought to a product that remains in one place owing to its size. Ship-building,
air-craft manufacturing, heavy construction of bridges, buildings etc. are typical
examples of such layout
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13. Process flow diagram
A Process Flow Diagram (PFD) is a type of flowchart that illustrates the relationships
between major components at an industrial plant. It's most often used in chemical
engineering and process engineering, though its concepts are sometimes applied to
other processes as well. Depending on its use and content, it may also be called a
Process Flow Chart
• Flow sheet
• Block Flow Diagram
• Schematic Flow Diagram
• Macro Flowchart
• Top-down Flowchart
• Piping and Instrument Diagram
• System Diagram
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14. Process flow diagram symbols and elements
The most common PFD symbols in use today come from agencies such the International
Organization for Standardization (ISO 10628 – Flow Diagrams for Process Plants, General Rules),
the German Institute for Standardization (DIN) and the American National Standards Institute
(ANSI.) However, many companies use their own symbols, which are often similar but vary as
they become more detailed. A typical PFD for a single unit process will include these elements:
• Major equipment: Including names and ID numbers. Examples include compressors, mixers,
vessels, pumps, boilers and coolers.
• Process piping: Moves the product, usually fluids, between equipment pieces.
• Process flow direction
• Control valves and process-critical valves
• Major bypass and recirculation systems
• Operational data: Such as pressure, temperature, density, mass flow rate and mass-energy
balance. Values often will include minimum, normal and maximum.
• Composition of fluids
• Process stream names
• Connections with other systems WDDBA Sec-2 14

15. Process flow
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16. Tools and Equipment for Waste/Muda Identification
To identify waste/Muda, the following tools and equipment are used.
• Tape/Meter - is used to measure distances or lengths.
• Stop watch - is used to measure operation/processing or waiting/idling times.
• Photo Camera - may be necessary to take pictures, such as shop layout, for analysis.
• Video Camera - may be necessary to record video of each work element to study and identify
wastes, such as motion, processing, waiting, etc.
• Calculator - required to make arithmetic calculations.
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17. 2.4 Causes and effects of MUDA
Causes effects
1 Overproduction
• Large-lot production
• producing product in advance of
demand
• Overstaffing or too much equipment
• Anticipatory buying of parts and materials
• Occurrence of defects
• Increased inventory
• No flexibility in planning
2 Inventory
• Acceptance of inventory as normal
• Poor equipment lay out
• Long changeover times
• Anticipatory production
• Waste of space
• Expansion of working fund
• It ties up cash
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18. …Causes and effects of MUDA
Causes effects
3 motion
• Isolated operations
• Poor work layout
• Lack of training
• Increase in manpower
• Unstable operation
• Increases production time
4 Conveyance/Transportation
• Poor layout
• The conveyance systems is not assumed
• Waste of space
• Occurrence of scratches
• wastes time and energy
5 Waiting/ Idle time
• Poor equipment layout
• Large Lot-production
• Capacity imbalances
• Waste of manpower, time, & machines
• Poor workflow continuity
• Increase in the in-process inventory
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19. …Causes and effects of MUDA
Causes effects
6 Defect making
• No standard for inspection work
• Omission of standard operations
• Material handling and conveyance
• Increase in material cost
• Productivity deterioration
• Invite reworking costs
7 Over Processing
• Inadequate study of processes
• Incomplete standardization
• Materials are not studied
• Unnecessary processes
• Lower workability
• Can reduce life of components of machines
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20. 2.5 Statistical tools and techniques /Kaizen elements
There are seven basic tools
Cause and Effect Diagram
Cause and Effect Diagram is also known as Ishikawa Diagram and Fishbone Diagram. It
was developed by Kaoru Ishikawa in 1968.
• Used for identification of root-causes
• Key problem is represented as eye of the fish
• Root-causes are represented as bones and sub-bones of the fish
• 5M represents - Man, Machine, Material, Method, Mother Nature
• 1P represent - people
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21. Cause and Effect Diagram / Fish bone diagram
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22.  Check Sheets
Check Sheets is one of the simplest tool that helps us standardize activities. It can be
used in any process and can be easily customized for use.
• Used for real time data collection
• A check sheet has marks as described in the figure
• The marks are divided in separate groups
• Mostly used to identify defects in a process
• Also used to standardize activities and as a reminder tool for effective planning
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23. Check sheet
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24.  Control Charts
Control Charts were developed by Walter A. Shewhart in 1920’s. It helps us to
understand whether the process is in statistical control.
• Used to track the performance of the metric in focus (Y)
• UCL and LCL are +/- 3σ(SIGMA) away from the mean
• When points fall outside control limits, process is not considered in statistical control
• Concepts of common cause and special cause variation are used
• Different control charts are used for different types of data
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25. Control Charts
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26.  Histogram
Histogram is also known as Frequency Plot. It was first developed by Karl Pearson.
• Used to identify the probability distribution of continuous data
• Can only be used for continuous data
• Resembles bar chart bar chart is created from count data histogram is create from
frequency
• Histogram requires limited statistical knowledge
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27. Histogram
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28.  Pareto Charts
Pareto Charts were developed by Vilfredo Pareto. They are based on 80:20rule where
80% causes are due to 20% problems.
• Helps identify and quantify top root-causes from trivial many
• Is used for discrete data
• Requires data collation (defects, errors, count data, etc.)
• Easy to understand graphical representation allows users to easily infer results
• Helps in immediate notification of the results
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29. Pareto Charts
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30.  Scatter Diagram
Scatter Diagram or Scatterplots were developed by Francis Galton to identify the
relationship between two continuous variables.
• Helps understand the extent of relationship between two variables
• Is used for continuous data only
• Requires data collation (for both Xand Y variables)
• Easy to understand graphical representation allows users to easily infer results
• Data can be positively or negatively correlated. No correlation also exists
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31. Scatter Diagram
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32.  Stratification
Stratification is bifurcation of data into meaningful groups. Most widely used
stratification tool is run chart.
• Helps understand whether data is stable?
• Is used for continuous data only
• Identifies if data has clusters, mixtures, trends or oscillations
• Resembles to a line chart
• Data is collected and plotted overtime (time scale is used as X-axis)
• Centre line is always the“median”of the data set
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33. Stratification
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34. 2.6 Relevant procedures for wastes/MUDA
Identification
 Benefits of identifying MUDA To the company
• Cutting(WEST LE WEST) the hidden costs of production-It is estimated that 80
percent of production activities and associated costs are non-value-added, or waste.
When factories begin to focus on identifying and eliminating waste, the impact on
the bottom line is astronomical.
• Increased customer satisfaction- Customer satisfaction rises as a direct result of
implementing lean production. When waste is eliminated from production,
deliveries occur on time and product quality goes up.
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35. To Shop floor workers
• Increased job satisfaction- No longer will you spend hours looking for missing tools,
waiting for materials to arrive, walking around piles of inventory, lifting and setting
down heavy parts or tools, working in unsafe conditions and all the other things you
have to do that are not essential to your job. The frustrating non-value-added
aspects of your job will disappear and what you are trained to do and enjoy doing
will be the major part of how you spend your time.
• Contributing to improvement (MESHASHAL)- Your ideas about how to improve your
job will be listened to and you will participate in taking the frustration out of the
work place. Part of your job will be to find root causes and to create solutions that
last. You will not have to make short-term fixes or live with someone else’s short-
term fixes that no longer solves the problems you face.
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36. Plan and procedure for Waste/Muda
Identification
• It is not easy to find waste when you look at the production line or the warehouse or
an operation. If you have never been involved in improvement activities you will find
it even harder to discover waste that may be right in front of you.
The steps to effective waste identification are
• Make waste visible
Waste can be made visible in several ways such as:
A. Shop layout analysis
B. Process flow analysis
C. Take photos/video
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37. A. Shop layout analysis and Process flow analysis
There are several tools you can use to analyze current conditions of shop layout and
process flow quickly and effectively.
• The Arrow Diagram:-focuses on the flow of goods to discover waste (Arrow
diagrams have recently been renamed value stream maps).
creating an arrow diagram to get a good understanding of your production process and
to see where the waste exists in your workplace.
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38. The factors to be identified in arrow diagram are
Analysis factors Symbols Description Amount of waste
Retention When the work-in-process
flow is stopped (for other
than conveyance,
processing, or inspection)
Large
Conveyance When the work-in-process is
moved from one place to
another
Large
Processing When the work-in-process is
changed physically or
chemically for added value
There may be some waste in
the process
Inspection When goods are inspected
for conformance to quality
and dimensional standards
Large
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39. Steps for creating arrow diagram
• Understand the purpose
• Select the product to be analyzed
• Prepare a factory layout diagram
• Make the arrow diagram
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40. • Summary Chart of Flow Analysis
Summary Chart of Flow Analysis: - Now that you have done an arrow
diagram, write up a Summary Chart of Flow Analysis. Count the symbols
you used on the arrow diagram to show totals for the number of retention
and conveyance and inspection points. Also note the total amount of
goods retained and the total conveyance distance. Keep track of changes
after improvements are made using the same chart to compare. With
these tools in hand, brainstorm improvement ideas. In brainstorming, you
must let ideas flow freely.
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41. Summary Chart of Flow Analysis
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42. • The Operations Analysis Table
The Operations Analysis Table:-The Operations Analysis Table focuses on
people’s actions. not everything you do adds value. Operations analysis
tables help you identify the waste in your own operations.
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43. The Operations Analysis Table
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44. Steps for creating The Operations Analysis Table
• Fill in the table on the factory floor
• Look for detail
• Now identify the waste
• Set an improvement goal
• Eliminate waste
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45. • The Standard Operation Combination Chart
The Standard Operation Combination Chart:-Standard operations are a
critical aspect of lean production. In order to create standard operations,
current conditions must be understood and waste must be eliminated
from all aspects of the process. A Standard Operation Combination Chart
focuses on the relationship of people, goods and machines.
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46. • The Workshop Checklist for Major Waste Finding
The Workshop Checklist for Major Waste Finding allows you to identify – in a more general
way – the seven types of waste in a work area.
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47. Steps for creating Workshop Checklist for Major Waste Finding
• Choose several processes or work areas and look for wast
o find the major forms of waste at each process.
o Note the magnitude of each waste
• Rank the improvements that are needed
• Choose the first process to be improved from the workshop checklist.
• Brainstorm improvement ideas and then carry out them
Magnitude of west
0—no west found
1---very little west found
2---some west found
3---a lot of west found
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48. • Taking photos/Video
Taking photos/Video: - Taking photos and videos and analyzing are also
valuable techniques to find waste.
B. Be conscious of the waste: -When something is denied as waste, it also
cannot be stopped.
C. Be accountable for the waste: -When one refuses to accept
responsibility for the waste, then he/she will not eliminate it.
D. Measure the magnitude of the waste: -When the waste is not
measured, people may think it is small or insignificant and therefore will
not be motivated to stop it. What is not measured is not improved.
Appreciate its size and magnitude.
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49.  Work element
The distinct steps required to complete one cycle at a workstation; the smallest increment of work that can be moved to another
operator. Breaking work into its elements helps to identify and eliminate waste that is hidden within an operator’s cycle. The
elements can be distributed in relation to take time to create continuous flow. For instance, in the Operator Balance Chart
illustration the small vertical boxes represent work elements.
 Measure Travel distance
The 'travel distance' is measured by way of the shortest route which if: there is fixed seating or other fixed obstructions, is
along the center line of the seat ways and gangways; it includes a stair, is along the pitch line on the Centre line of travel.
 5S
 5S is a workplace organization method that uses a list of five Japanese words: seiri "sort" , seiton "set in order",seisō
"shine",seiketsu "standardize" and shitsuke "sustain". The list describes how to organize a work space for efficiency
and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order.
The decision-making process usually comes from a dialogue about standardization, which builds understanding among
employees of how they should do the work. WDDBA Sec-2 49

50. • Layout improvement
The Challenge - Our client struggled with delivering on time.
The Solution- We decided to implement a ‘cellularization plan’ so that all steps where
completed in sequence in the same area.
The Result Central aisle way implemented and visual management improved, Bottleneck
management implemented to improve on time delivery
To improve layout we use the follow technique:
A. Brainstorming
is a situation where a group of people meet to generate new ideas and solutions around a
specific domain of interest by removing inhibitions. People are able to think more freely and
they suggest as many spontaneous new ideas as possible.
B. Andon
is a lean manufacturing term referring to a system that notifies management, maintenance,
and other workers of a quality or process problem.
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51. C. U-line
U-shaped production line can be described as a special type of cellular manufacturing used in
just-in-time (JIT) and Lean Manufacturing. Machines are arranged around a U-shaped line, in
the order in which production operations are performed. Operators work inside the U-line.
One operator supervises both the entrance and the exit of the line. In the U-line, tasks are
organized into stations that can cross from one side of the line to the other.
D. Multi-process handling & Multi-skilled operators
When a machine operator is doing tasks for multiple processes sequentially, and this is
contributing the flow of material, it is called multi-process handling.
E. Cell production line
Cell production is a form of mass production that divides work into teams known as cells.
Each cell is managed to achieve goals such as quality, efficiency and waste reduction.
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52. F. TPM (Total Productive Maintenance)
is started as a method of physical asset management focused on maintaining and improving manufacturing
machinery, in order to reduce the operating cost to an organization.
The eight pillars of TPM are mostly focused on proactive and preventive techniques for improving equipment
reliability:
• Autonomous Maintenance - Operators who use all of their senses to help identify causes for losses
• Focused Improvement - Scientific approach to problem solving to eliminate losses from the factory
• Planned Maintenance - Professional maintenance activities performed by trained mechanics and engineers
• Quality management - Scientific and statistical approach to identifying defects and eliminating the cause of
them
• Early/equipment management - Scientific introduction of equipment and design concepts that eliminate
losses and make it easier to make defect free production efficiently.
• Education and Training - Support to continuous improvement of knowledge of all workers and
management
• Administrative & office TPM - Using TPM tools to improve all the support aspects of a manufacturing plant
including production scheduling, materials management and information flow, As well as increasing moral
of individuals and offering awards to well deserving employees for increasing their morals.
• Safety Health Environmental condition's
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53. THE TEAM
1. Misikir Yoseph 067-14
2. Saron Tefera 048-14
3. Shishay G/ medhin 065-14
4. Simegn Tsegaye 052-14
5. Tekalgn Sabit 073-14
6. Elilly Bayissa 066-14
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54. THANK YOU.
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