Toyota-3M

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3M’s

•MUDA

•MURI

•MURA

WASTE ELIMINATION

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Lean Management or "Lean" is the optimal way of managing through the

removal of waste and implementing flow.

It is renowned for its focus on reduction of the original process wastes in

order to improve overall customer value.

In simple term, more value with less work.

Lean manufacturing is derived mostly from the Toyota Production System

(TPS) Identified as "Lean" only after 1990s.

Goal is to eliminate the waste from the process.

LEAN MANAGEMENT

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WHAT IS LEAN?

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TOYOTA PRODUCTION SYSTEM

Make what the customer needs, when it is needed, in the rightamount.

Minimize inventories

Separate machine work from human work and fully utilize both

Build quality into the process and prevent errors from happening

Reduce lead-times to allow for rapid, flexible scheduling

Produce a high mix of low volume products efficiently

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Main goals of Toyota Production System (TPS) are to eliminate:

Overburden or stress in the system (muri)

Inconsistency (mura)

Waste (muda)

Goal is to design a process that runs smoothly, can flex without stress, andeliminates waste.

Using TPS, Toyota was able to reduce lead-time and cost, while improvingquality.

LEAN PRODUCTION - TPS

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MUDA (Waste)

MURI(Strain / Over burden)

MURA (Unevenness)

Eliminating 3 M

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MUDA

Process-1 V

W

Process-2 V

W

Process-3 V

W

Process-4

W

Product V Input

V: Value added product/servicesW: Wasteful product / practices/services that does not add value

MUDA is the Waste, work that does not add any value to the product

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Economic Value of Waste

Every business activity absorbsresources and every resource hasa cost

Every waste has a cost, and thatis direct loss to the company.

Economic value of waste in a

process industry are in the rangeof 10 -35% of annual turnover

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Unnecessary Motions

Waiting for work and materials

Transportations

Overproduction

Processing

Inventories / Unnecessary WIP

Corrective operation

7 Seven MUDA [Wastes]

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MUDA of Motion

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MUDA of Motion

Movement that does not add value

Searching for files Extra clicks or key strokes

Clearing away files on the desk

Gathering information Looking through manuals and catalogs

Handling paperwork

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MUDA of Waiting

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MUDA of Waiting

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MUDA of Waiting

Idle time created when material, information, people orequipment is not ready.

Waiting for:

Faxes

The system to come back

Copier machine

Customer response

A handed off file to come back

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MUDA of Transport

I am more expensivesince raw material is

coming from a far

off place.

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MUDA of Transport

Movement of information that does not addvalue:

Carrying documents to and fro from sharedequipment

Taking files to another person

Going to get signatures

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“the more, the

merrier

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MUDA of Overproduction

Generating more information than the customer needsright 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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MUDA of Process

1. Using more expensiveequipment or tools where

simpler ones would suffice.

2. Having meetings that are not

needed.

3. Having people at meetingsthat are not required.

4. Agenda points, not to be

included;

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MUDA of Process

Efforts that create no value from the customerviewpoint:

Creating reports

Repeated manual entry of data Excessive paperwork

Duplicity of work

Use of outdated standard forms

Use of inappropriate software

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More information, project, material on hand thanthe customer needs right now:

Files waiting to be worked on

Open projects

Office supplies

E-mails waiting to be read

Unused records in the database

f C i

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MUDA of Correction

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Work that contains errors, rework, mistakes orlacks something necessary:

Data entry error

Pricing error

Missing information

Missed specifications

Lost records Rework

Rescheduling meetings

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Find the Root Cause

- Asking ‘WHY’ for 5 times

- 5W 1H

How to eliminate?

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Who What Where

1. Who does it?

2. Who is doing it?

3. Who should be doing it?

4. Who else can do it?

5. Who else should do it?

6. Who is doing 3-Mus?

1. What to do?

2. What is being done?

3. What should be done?

4. What else can be done?

5. What else should be done?

6. What 3-MUs are beingdone?

1. Where to do it?

2. Where is it done?

3. Where should it be done?

4. Where else can it be done?

5. Where else should it be

done ?6. Where are 3- MU s being

done?

5 W 1 H of MUDA

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Muri is the overburden on equipment, facilities & people caused bymura and muda.

This is in some respects on the opposite end of the spectrum of 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

MURI

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Identifying MURI

MURI = Physical Strain, Overbourden

Placing of excessive demands onPeople

M/Cs, Production equipment.

Muri is caused by the respect of unsuited standards

Bend to work?

Push hard?

Lift weight?

Repeat tiring action?

Wasteful walk?

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MURA

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 crazyearly in the morning only to stand around and do nothinglate in the day.

Result: Excess capacity allocation and increased cost.

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Eliminating MURA

MURA isInconsistent or

Irregular or

Uneven use of person or M/c.

Happens sometimes?

Happens some places

Happens to some people

One side is ok; the other side is not ok

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Quality

Doesn’t happen by

Accident,

It has to bePlanned

Toyota-3M

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