Preventing and

Eliminating
Muda/Waste
Prepared By

Nega Hulo

Academic Year 2015 E.C

Harambe University
Introduction
Waste or muda is anything that does not have value or does not add value. Waste is
something the customer will not pay for. When the great Italian sculptor
Michelangelo was asked what he was sculpting, he responded he was not sculpting
but releasing the figure (value) inside by removing the unnecessary rocks (wastes).
Like Michelangelo, we should eliminate all forms of wastes in any process or
product until only what is valuable remains. The key is to spot waste and then stop
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! Waste can be in the form of unnecessary
output, input, or processing. It can be in the form of materials, stocks, equipment,
facilities, man hours, utilities, documents, expenses, motion, and other activities
.There are three types of deviation which shows in efficient allocation of resource
,those are muda ,mura and muri

1. Muda /Wastes

It is a Japanese words
✓ negatively impact work follow , productivity ,and ultimately
customer satisfaction
✓ anything that does not have value or does not add value.
✓ It is wastefulness ,uselessness, and futility ,which is contradicting
value addition
✓ It is increasing cost of production
✓ Waste can be in the form of unnecessary output, input, or processing.
✓ It can be in the form of materials, stocks, equipment, facilities, man
hours, utilities, documents, expenses, motion, and other activities that
do not add value.
2. Mura
✓ Means unevenness ,lack of uniformity and irregularity
✓ It drives and leads muda

3. Muri
➢ Means overburden ,beyond ones power ,excessiveness
,impossible or unreasonableness
➢ It can results from mura and same caused from the excessive
removal of muda /wastes from the process
➢ Also exists when machine or operator are utilized for more
than 100% capability to complete a tasks .
Types of Muda
There is two types of muda ,those are muda type one and muda type two
1. Muda Tpe one (1)
 ✓ it is non value added activity in the process that are necessary
activities in the process that are necessary for the end customers
Eg. Inspection and safety testing

2. Muda Type Two(2)

✓ It is also non value added activity in the process but, these activities
are unnecessary for the customers
Under muda type 2 seven wastes ,those are
1. Transportation wastes
2. Inventory wastes
3. Motion wastes
4. Waiting wastes
5.Over production
6.Overcrossing wastes
7.Defect wastes
1. Over production Wastes
Over-production waste occurs when more goods are produced than can be sold,
resulting in idle finished goods inventory. Over-produced goods are often hidden
wastes since many think they are assets with value, when in fact most of them may
be obsolete or costing the company unnecessary expenses just to keep them until
they can be sold if ever. The just-in-time, pull system, and kanban rules prevent
over-production wastes. Also, lean systems favor smaller equipment over large
ones to avoid overproduction due to high but unnecessary capacity utilization.
❖ producing more than what is needed
 ❖ producing faster than what is needed

❖ Causes of Over production wastes

✓ volume incentives (sales, pay, purchasing)

✓ high capacity equipment

✓ line imbalance; poor scheduling/shifting

✓ poor production planning

✓ cost accounting practices that encourage build up of inventory

❖ Effect of Over production Waste

There are several unfortunate effects of over production:

✓ Anticipatory buying of parts and materials

✓ Blocked flow of goods

✓ Increased inventory

✓ No flexibility in planning

✓ Occurrence of defects

2.Processing Wastes

wastes comes from unnecessary processing that does not add value to
the item being produced or worked on. Examples:- are additional steps
that do not enhance quality or steps that simply adds excess quality
which customers do not require.
✓ Unnecessary documentation is also a form of processing waste.
• non-value added man processing
• non-value added machine processing

❖ Effect of Processing Waste

✓ Unnecessary processes or operation
✓ Increase in manpower and man-hour
✓ Lower workability
✓ Increase in defects
✓ Can reduce life of components
❖ Causes of Processing wastes

✓ unclear customer specifications

✓ frequent engineering changes
✓ excessive quality(refinements)
✓ inadequate value analysis/value engineering.
✓ unclear work instruction
3. Transportation Wastes

✓ unnecessary material movement

✓ unnecessary tools or equipment movement
❖ When anything people, equipment, supplies, tools, documents, or
materials is moved or transported unnecessarily from one location to
another, transport waste is generated. Examples are transporting the
wrong parts, sending materials to the wrong location or at the wrong
time, transporting defects, and sending documents that should not be
sent at all. One way to cut transport waste is co-location, where in
customers are served by nearby suppliers, usually less than one-hour
driving distance away. Departments working with each other or
serving each other are also put near each other to cut transport waste.
For example, materials and tools departments may be moved,
 relocated, or pre-positioned beside or nearer the user departments or
their internal customers.
❖ Causes Transportation wastes
✓ poor route planning
✓ distant suppliers
✓ complex material flows
✓ poor layout
✓ disorganized workplace
✓ line imbalance
❖ Effect of Transportation Wastes
✓ Production deterioration
✓ Expansion of transportation
✓ Occurrence of scratches
✓ Increase production time and cost
✓ wastes time and energy

4. Waiting time waste

✓ Definition
When resources like people and equipment are forced to wait
unnecessarily because of delays in the arrival or availability of other
resources including information, there is waiting time waste. Waiting for
late attendees in a meeting, waiting for tools to start work, waiting for a
signature for a process to continue, waiting for a late vehicle to transport
workers to a project site are examples of this waste.
• man idle or waiting time
• machine idle or waiting time
❖ Causes of Waiting Wastes
• unsynchronized processes; line imbalance
• inflexible work force
• over-staffing
• unscheduled machine downtime
• material shortage or delay
• manpower shortage or delay
❖ Effect of Waiting Wastes
✓ Waste of manpower, time, & machines
✓ Increase in the in-process inventory
✓ Failed delivery dates
✓ Poor workflow continuity

5. Inventory Waste
✓ Definition
Inventory wastes come from the purchasing, issuance, storage of excess
or excessive supplies, materials, and other resources. This waste can also
be caused by overproduction as excess materials and work-in-process
are accumulated.
Inventory waste is often due to lack of planning and failure to match
purchases with the actual consumption or usage rate of a particular
resource. Another example is the storing of slow-moving and obsolete
stocks like tools and materials.
• excessive process (WIP) inventories
• excessive raw material inventories and supplies
✓ Causes
• over-production
• imbalanced line
• big batch sizes
• long lead times
Local optimization (turf mentality)
• large minimum order quantities
• high rework rate
• JIT-incapable suppliers
• lack of material requisition and issuance standards
❖ Effect of Inventory Wastes
✓ Waste of space
✓ Needs for inspection, and transportation
✓ Expansion of working fund
✓ Shelf life may expire
✓ It ties up cash
✓ Makes FIFO inventory management more difficult

6. Motion Waste
✓ Definition
Motion waste happens when unnecessary body movements are made when
performing a task. Examples are searching, reaching, walking, bending, lifting, and
other unnecessary bodily movements. Workers commit this form of waste by
searching for tools or documents when their workplace is cluttered or disorganized.
Motion waste often delays the start of work and disrupts workflow.
• unnecessary movement and motions of worker
✓ Causes Motion Wastes
• poor lay-out and housekeeping
• disorganized work place and storage locations
• unclear, non-standardized work instructions
• unclear process and materials flow
❖ Effect of Motion Wastes
✓ Increase in manpower and processing
✓ \ Unstable operation
✓ Increases production time
✓ Can cause injury

7. Defects Wastes
✓ Definition
Quality is doing the right thing right the first time. It is about prevention
and planning, not correction and inspection. Bad quality or defects do
not only result in customer dissatisfaction and damage to company
image, but also in wastes due to additional costs and time to recall,
rework, repair, and replace the defective items. Continuous quality
improvement and preventive measures are the most effective means to
cut defect wastes.
• processing due to the production of defects
• processing due to rework or repair of defects
• materials used due to defect and rework
❖ Causes of Defect Wastes
• unclear customer specifications
• incapable processes
• lack of process control
• unskilled personnel
• departmental rather than total quality
• incapable suppliers
❖ Effect of Defect Wastes
✓ Increase in material cost
✓ Productivity deterioration
✓ Increase in personnel & processes for inspection
✓ Increase in defects and claims
✓ Invite reworking costs
 1. Using Work Instruction determine Work Requirement

1.1 Meaning of Job

A piece of work, especially a specific task done as part of the routine of
one's occupation or for an agreed price.
✓ A post of employment; full-time or part-time position
✓ Anything a person is expected or obliged to do; duty; responsibility
✓ An affair, matter, occurrence, or state of affairs.
✓ The material, project, assignment, etc., being worked upon.
✓ The process or requirements, details, etc., of working.
✓ The execution or performance of a task
1.2 .The Work Ethics Required for Job
The requirements for a job vary according to the nature of the job itself.
However, a certain work ethic must be cultivated to succeed in any job and this
is fundamental to an individuals sense of himself as a worker, as part of
production relations and a fundamental economic being. The basic requirements
for a job remain the same no matter what the job is, where it is located or what
professional and educational qualifications are required for it. These are as
follows:
A. Discipline: Nothing is possible without discipline. Any job requires a
fundamental core of discipline from the worker or the employee and this is
a quality which is independent of age, post, stature, job and so on.
Discipline is absolutely indispensable and provides the impetus for work
that can be strenuous, repetitive, boring and even unsatisfactory at times.
B. Enthusiasm: Enthusiasm for work is also a pre-requisite for any job. An
innate love for the job, which in modern parlance is known as job
satisfaction, is a core requirement for any job. The drive to succeed, to
innovate, to do well and to make ones profession into ones livelihood is a
critical drive which needs to be present in the employee or cultivated as
soon as possible. No job, however perfectly carried out, can evoke the
feeling of satisfaction of a job well done without the instinct for success.
C. Qualifications: This is a more material, tactile need for a job which can
be conveyed through degrees and certificates. However education is not
limited to what is taught in colleges or vocational training courses. It is the
burning desire to learn more, to reach the depths of knowledge about
aparticular field of interest, to complete the job and learn from it that marks
the true enthusiast and the truly learned.
D. Soft Skills: Soft skills include those skills which ensure that a job is
executed well, and the employee can carry himself in the proper manner
too. For example, good and smooth communication, computer skills,
proficiency in language if needed, presentable appearance, the ability
to manage crises are all soft skills which are fundamentally important
in any job and which must be cultivated consciously. Thus, the
requirements of a job, though specific to it, cover also a general spectrum.
These make for better employees and better individuals.
2.Work Instruction
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. In other words it is a
 document containing detailed instructions that specify exactly what steps to
follow to carry out an activity. It contains much more detail than a
Procedure and is only created if very detailed instructions are needed. For
example, describing precisely how a Request for Change record is created
in the Change Management software support tool.
2.1. Procedures vs. Work Instructions
Many people confuse “procedures with work instructions. In fact, most
people write work instructions and call them procedures. Knowing the
differences of procedures vs work instructions can help you understand
the documentation process much better and, therefore, procedure
documentation. Procedures describe a process, while a work instruction
describes how to perform the conversion itself. Process descriptions
include details about the inputs, what conversion takes place (of inputs
into outputs), the outputs, and the feedback necessary to ensure
consistent results.
3. OHS Requirement
3.1 Introduction to OHS Requirements
• OHS requirements are legislation/regulations/codes of practice and enterprise
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 include those prescribed under legislation/
regulations/codes of practice and workplace policies and practices. Safe operating
procedures include the conduct of operational risk assessment and treatments
associated with workplace organization. Emergency procedures include emergency
shutdown and stopping of equipment, extinguishing fires, enterprise first aid
requirements and site evacuation.
• Occupational safety and health (OSH) also commonly referred to as occupational
health and safety (OHS) or workplace health and safety (WHS) is an area
concerned with the safety, health and welfare of people engaged in work or
employment. The goals of occupational safety and health programs include
fostering a safe and healthy work environment. OSH may also protect co-workers,
family members, employers, customers, and many others who might be affected by
the workplace environment. In the United States the term occupational health and
safety is referred to as occupational health and occupational and non-occupational
safety and includes safety for activities outside work.
• Occupational safety and health can be important for moral, legal, and financial
reasons. In common-law jurisdictions, employers have a common law duty
(reflecting an underlying moral obligation) to take reasonable care for the safety of
their employees. Statute law may build upon this to impose additional general
duties, introduce specific duties and create government bodies with powers to
regulate workplace safety issues: details of this will vary from jurisdiction to
jurisdiction. Good OSH practices can also reduce employee injury and illness
related costs, including medical care, sick leave and disability benefit costs.
• As defined by the World Health Organization (WHO) "occupational health deals
with all aspects of health and safety in the workplace and has a strong focus on
primary prevention of hazards." Health has been defined as "a state of complete
physical, mental and social well-being and not merely the absence of disease or
infirmity. Occupational health is a multidisciplinary field of healthcare concerned
with enabling an individual to
4. Tools and Equipment used for Waste/Muda measurement
and Identification
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
5. Identifying and measure Wastes/MUDA
5.1. Some of the benefits of identifying and eliminating waste
To the company
5.2. Benefits to the company include:

5.2.1 Cutting 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.
5.2.2 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
5.3. Benefits to individuals include:
1.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.
2.Contributing to improvement፡- Your ideas about how to improve your job will
be listened to and you will participate in taking the frustration out of the
workplace. 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 some on short-term
fixes that no longer solves the problems you face.
• There is no question that when production waste is rooted out everyone is
happier. The flow of materials creates a hum in the workplace: a rhythm of the
flow of materials from supplier to customer emerges as the value-added processes
are freed up to operate at the rate of customer demand
6. 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. Waste is everywhere, in every operation; it is so common and you
are so used to it that it is hard to see.
• The steps to effective waste identification are:
1. Make waste visible
2. Be conscious of the waste
3. Be accountable for the waste.
4. Measure the waste.
1.Make waste visible ፡-Waste can be made visible in several ways such as:
1.1 Shop layout analysis
1.2 Process flow analysis
1.3. Take photos/video
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. We will describe some of them.
✓ The Arrow Diagram :- The Arrow Diagram focuses on the flow of
goods to discover waste. Arrow diagrams have recently been renamed
value stream maps. We include here a simple method for creating an
arrow diagram to get a good understanding of your production process
and to see where the waste exists in your workplace. • The factors to be
identified in your arrow diagram are retention, conveyance, processing
and inspection. There are specific symbols you use to indicate each of
these aspects of a production process as indicated below
Analysis Symbols Description Amount of waste
factors
Retention When the work-in-process flow is stopped Large
(for other than conveyance, processing, or
inspection)
Conveyance When the work-in-process is moved from Large
one place to another
Processing When the work-in-process is changed There may be
physically or chemically for added value some waste in the
process
Inspection When goods are inspected for conformance Large
to quality and dimensional standards
❖ There are four steps for creating your arrow diagram.
1. Understand the purpose:-The purpose is to discover major forms of waste. The
arrow diagram will help your improvement team “see” the waste.
2. Select the product to be analyses:- You can do a product/quantity(PQ)
analysis to compare products and quantity. Choose products with a large output
and those with many production problems as starting points for your analysis of
current conditions using the arrow diagram.
3. Prepare a factory layout diagram:- Include the entire factory layout,
indicating the position of machines, worktables and other equipment. Store the
original in a safe place so that you can make a copy of it each time you want to
analyze another product line.
4. Make the arrow diagram Do this on the factory floor. Use the symbols below
to show the different types of activities that occur. The map will make the waste
more obvious to you and your team than when you are simply standing on the
factory floor observing standard operations. Connect the symbols with lines that
show the direction of the flow and the sequence of product through each operation.
Create other symbols as you need to. At all conveyance points, note the
conveyance distance and type of conveyance. At all retention points, note average
work-in- process inventory.\
Taking photoes/Video :- Taking photos and videos and analyzing are also
valuable techniques to find waste.
2.Be conscious of the waste :-When something is denied as waste, it also cannot
be stopped.
3.Be accountable for the waste: When one refuses to accept responsibility for the
waste, then he/she will not eliminate it.
4.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.
✓ Do time study by work element
✓ Measure Travel distance
✓ Measure Total steps
✓ Make list of items/products,
✓ who produces them and who uses them & those in warehouses, storages
❖ Tools and Equipment for Waste/Muda Identification
✓ 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 arithemetic calculation
LO4. Eliminate Waste or Muda
4.Preparing and Implementing plan for Muda/waste elimination
✓ First you must adopt an attitude that supports your ability to see waste.
Waste is hard enough to find and when you want to find it; if you don’t want
to find it, or if your response to find it is denial or resistance, then it will
never be possible for you to root out waste and make your work environment
stress free.
✓ It is very important that you understand that one purpose of discovering
waste is to take the frustration out of your work.
✓ Many people will resist seeing the waste in their work. Just don’t let it be
you. You may hear yourself or others saying things like: Lets not fix what is
not broken Cant we live well enough alone?” “This is just another attempt
to make us work harder for the same amount of money.” “It looks good on
paper, but it will never work on the floor.” “We tried that twenty years ago.
It didn’t work then; it wont work now. That is not my job.” And so on.
✓ You know the lines. You have probably said one or two of them at one
time or another. We all have. Resistance is normal. Just don’t let it keep you
from learning to see the waste in your work. In the end, you are the one who
suffers most from the results of waste .
4.Necessary attitude and the ten basic principles for improvement
4.2.1. The Ten Basic Principles for Improvement
1. Throw out all of your fixed ideas about how to do things.
2. Think of how the new method will work-not how it will not.
3. Don’t accept excuses. Totally deny the status quo.
4. Don’t seek perfection. A 50 percent implementation rate is fine as long as it is
done on the spot.
5. Correct mistakes the moment they are found.
6. Don’t spend a lot of money on improvements.
7. Problems give you a chance to use your brain.
8. Ask “Why?” at least five times until you find the ultimate cause.
9. Ten peoples ideas are better than one person‟.
10.Improvement knows no limit
4.3. Tools and Techniques used to eliminate Wastes/Muda.
✓ 5S
✓ Layout improvement
✓ Brainstorming
✓ Andon
✓ U-line
✓ In-lining
✓ Unification
✓ Multi-process handling & Multi-skilled operators
✓ A.B. control (Two point control)
✓ Cell production line
✓ Line balancing
✓ Build in quality at each process
❖ 5S (Five S): Implementing 5S/workplace organization to eliminate
Wastes/Muda.
It is a philosophy and a way of organizing and managing the workspace and
work flow with the intent to improve efficiency by eliminating waste,
improving flow and reducing process unreasonableness.
S1. Sort :- Focuses on eliminating unnecessary items from the workplace
 ✓ Categorize equipment, furniture, tool in your working place into the
following 3 categories . Necessary . Unnecessary and. May not
necessary
S2. Set :- based on finding efficient and effective storage of necessary items
✓ Apply “Can see, Can take out, and Can return” philosophy
✓ This will save time and energy to look for something
S3. Shine :- Cleaning up one’s workplace daily so that there is no dust on
floors, machines or equipment.
✓ It will create ownership and build pride in the workers
S4. Standardize:- Maintain an environment where S1 to S3 are implemented in
the same manner throughout the organization • Give opportunities to employees
to take active part in the development of these standards.
S5 . Sustain :- Maintain S1-S4 through discipline, commitment and
empowerment • It focuses on defining a new mindset and a standard in
workplace
❖ Layout improvement: Is to plan the placement of machineries, raw materials,
workers, etc. in order to produce raw materials, parts or products economically.
When the layout of a shop floor is decided, it is necessary to plan considering
production conditions and environmental conditions appropriately. Layout I
mprovement is important technique to avoid ”Muda, Mura and Muri” due to
placement in production activities.
❖ Brainstorming :-can be defined as the methodology used to encourage every
individual in the KPT to express freely their opinions or give ideas in an open
discussion. Brainstorming canbe used to list down all the problems faced by an
organization, their causes and the potential effects if a certain suggestion is
implemented. To ensure the success of the brainstorming process, it is
important for the KPT to follow the following rules:
 ✓ The subject for brainstorming should be clear and accurate. For example,
members may brainstorm to identify the causes and reasons why a certain
task cannot be completed on schedule. • Each member will give only one
opinion / idea at each turn regardless of the number of ideas he / she may
have.
✓ A tension-free atmosphere must be maintained to encourage free
expression of ideas.
✓ Every idea expressed should be written on the black / white board, flip
chart or noted down by a secretary. • At the end of the brainstorming
session, all the ideas expressed should be evaluated one by one and short-
listed.
✓ Voting is used to list the ideas according to priority. The prioritization is
based on the number of votes received for each idea.
❖ Andon: -Is an indicator informing team leaders and supervisors of the current
workshop situation with color boards, flash lights, and automated
announcement.
Types of Andon
• Calling “Andon” -Used for requesting parts.
• Warning “Andon” -Used to inform occurrence of irregularities on
the lines.
• Progress Andon -Used to identify the progress of operation on
the lines with a short Takt Time.
❖ U-line:- Is a layout in which the inlet and outlet are positioned in the same
direction to avoid
❖ In-lining: Is a way to make the production lines simple and effective by
integrating the parts processing into the main line in the unit production.
❖ Unification: Even if a flowing line cannot be formed, odd operations can be
combined together in a place into an operators work
❖ Multi-process handling and Multi-skilled operators:-Multi-process handling-
means that a single operator manages multiple machines and processes in
product processing and assembling. This is the primary factor for constructing
lines by a small number of operators. -A multi-skilled Operator- can deal with
several machines or processes as described above. The supervisor can make a
flexible placement of operators when someone within the same team or section
is absent.
❖ control (Two point control):Is a devised automatic control function. It controls
the machine movement when they come to start or stop working depending
upon the number of work pieces piled up between the preceding process and the
following process.
❖ Cell production line: This is a production line that a single operator manages
all the machining or assembly operations in unit production. Advantages 
Quality assurance can be ensured.  The production output or efficiency of each
operator can be clarified.  Operators can obtain a feeling of work achievement.
Line balancing: Refers to the state where there is a difference in time required
for each process of a production line. It is determined that the line balance is
good if this difference is small (usually smaller than 15%), but in a bad case the
line balance should be improved by leveling out the work time through
shortening that of a very time-consuming process and increasing loads of
processes consuming less time. Build in quality at each process
1. Quality should be built into each process.
2. Guarantee the quality in each process.
✓ Do not make Defect
 ✓ Do not pass defect
✓ Work to standard
The machine stops, if abnormality is caused.
✓ Worker stops operation, if he/she finds abnormality.
✓ Dont send the next process the defects.
1. Abnormality will understood simply.
2. “Visual control” visually control the states, ANDON,
3. Production analysis board, Standardized work chart etc.
❖ Kanban System
Its a Production System manufacturing tool. Kanban is not inventory control
system rather it is scheduling system.
In production it tells us:
✓ What to produce
✓ When to produce it
✓ How much to produce
Kanban prevents over production and it is used to give instruction for production
and conveyance in every process
4.3. Eliminate the seven types of Wastes/Muda.
1. Eliminate Overproduction Wastes
In order to balance capacity and load without overproducing, you must implement
the advanced methods of lean production:
✓ Full work
✓ Line balancing
✓ Pull production using kanban.
✓ Quick-changeover operations.
✓ Level production - small-lot, mixed production.
2. How to Eliminate Inventory Wastes
 ✓ U-shaped manufacturing cells, layout of equipment by process instead of
operation.
✓ Production leveling
✓ Regulating the flow of production
✓ Pull production using kanban
✓ Quick changeover operations
3. How to Eliminate Motion Wastes
✓ Gradually switch to flow production
✓ Create U-shaped cell layout of equipment
✓ Make standardization through
✓ Increase training
✓ Increase operator awareness about motion during an operation
✓ Where as many kinds of movement may be unnecessary, work is the
movement you do to add value to the product. Movement that does not add
value is waste. Find ways to
reduce the amount of movement to do your value added work. Start by
looking at the
movement of your feet, then your hips, shoulders, arms, hands and fingers.
4. Eliminate Conveyance/Transportation Wastes
✓ Basically, conveyance waste is corrected by redesigning equipment layout to
create a flow between operations. Then you will be able to take out much of the
complexity in the conveyance system and decrease material handling to a
minimum. Some of the lean production methods that address conveyance flow:
✓ U-shaped manufacturing cells
✓ Flow production
✓ Multi skill workers
✓ Standing to perform operations
✓ Higher utilization rate
✓ Water beetles (material handlers in the kanban system of pull production)
5. How to Eliminate Waiting/Idle Time Wastes
✓ Production leveling
✓ Product-specific layout
✓ Mistake-proofing
✓ Human automation
✓ Quick changeover
✓ Autonomous maintenance
✓ Line balancing
6. How to Eliminate Defect Wastes
✓ Standard operations
✓ Mistake-proofing devices
✓ Full-lot inspection
✓ Building quality in at each process
✓ Flow production
✓ Elimination of the need to pick up and set down work pieces
✓ Improvement of jigs using human automation
✓ Promotion of value analysis and value engineering
✓ To reduce defects, their root cause must be found. Inspection that only
sorts out the.
7. How to Eliminate Processing Wastes
✓ More appropriate process design
✓ Review of operations
✓ Improvement of jigs using automation
✓ Thorough standardization
✓ Promotion of value analysis(VA) and value engineering(VE) techniques
1. The documents of the already identified wastes in several processes or work
areas are analyzed.
2. Rank the improvements that are needed. Focus on improvements on the process
with the greatest total when you add up the magnitude of its wastes.
3. Choose the first process to be improved from the workshop checklist. a. Using
the more detailed waste-finding checklists provided, find more specific instances
of waste. b. Observe the types and magnitude of the detailed waste.
4. Set target What? Decrease/Eliminate the amount of the waste specified. When?
By the End of ---- How many? Minimize the problem from –to –
5. Prepare Activity Plan.
Why? :- Objectives
What? :-Items to be implemented
Where? Location
Who? Person( s)
When? Time/Duration
How? Method
6. Examine causes of the waste.
7. Brainstorm improvement ideas.
8. Implement the countermeasure.
9. Check / confirm the result against the target set and if it is ok establish new
operational standard if not revise your plan
LO5 . Methods for waste prevention
Introduction
• We have discussed how you discover waste and what to do to remove it; but it
doesn’t end there. Unfortunately, problems always crop up, and we prevent them
from becoming sources of waste we will be right back where we started in no time
at all. That is one reason why one of the very first things mentioned about
discovering waste adopting the right attitude. If everyone is paying attention to
keeping waste from taking hold, then you have a good chance of sustaining
production flow.
There are four important methods you can use for maintaining a waste-free
production environment:
1. Standardization ,
2. Visual controls ,
3. Auditory controls a
4. 5W and 1H Sheet .
1. Standardization :-
• The primary purpose of standardization is to create and sustain a waste-free
process.
• IT means establishing standard procedures for every operation so that anyone
can understand and use them – and everyone does.
• There are many aspects to standardization. Standards must be created,
documented, well-communicated, adhered to, and regularly re-assessed.
• Standards are required for:
✓ Machines ,
✓ Operations ,
✓ Defining normal and abnormal conditions ,
 ✓ Clerical procedures and
✓ Procurement
2. Visual and Auditory Controls
One way waste enters into operations is when standards are not improved to meet
changing conditions. Even standardization fails to sustain waste-free production if
not systematically updated to take advantage of new materials, new technology,
and worker improvement ideas. If the slightest defect occurs, the standard must be
reconsidered. The factory is a living thing and must constantly be adjusted to stay
responsive to changes in the environment. Responsiveness must be systematic so
that problems are addressed without losing the solid foundation of the waste-
removing methods already established. The best way to do this is through visual
and auditory controls.
✓ Red-tagging :-You probably did this at the beginning of your improvement
activities when you implemented 5S. If not, do it now: put a red tag on
everything in the factory that is not necessary to the current operations of the
production process. After everyone has had time to notice red-tagged items
and claim any that are needed in their area, remove the remaining red-tagged
items from the environment. Management can decide what to do with them:-
they can be sold, thrown out, or moved to a location where they are needed.
Always keep the production floor free of any thing that is not directly part of
the production process.
✓ Signboards- The purpose of workstations and the names of the workers who
operate • them should be displayed at every processing point. Signboards
can also identify equipment and processes so that everyone knows what
things are and what they are used for. Standard quantities should be included
 on supply bins or carts. The products produced on each line or in each cell
can be displayed, and so on.
✓ Outlining- Boarders around tools and equipment, big and small, help people
find and return things. Outlining can also create patterns of work-flow by
using the floor to indicate where and where not to place things, where to
walk, safety zones and danger zones. Outlining to indicate goods to be
processed or parts that have been processed becomes a signal to material
handlers for replenishing or for delivery to the next process.
✓ An dons:- Different colored lights can report the status and needs of a
system and signal when defects or abnormal conditions occur so that
problems can be solved immediately.
✓ Kanban:- These little signs accompany work-in-process. They are the
flexible production instructions or work orders that trigger materials supply
and production in a pull system, the hallmark of lean manufacturing.
✓ Pitch and Inspection Buzzers:-These indicate when operations get out of
sync with demand or when defects are around. They keep awareness focused
on solving problems and keep waste from taking root.
3. The 5W and 1H Sheet
The 5W and 1H is a power full method and one that never stops being
wasteful in sustaining a waste-free production environment. The 5W and
1H sheet is a tool that will help you systematically apply this method.

TPM concept and its pillars

Introduction to Total Productive Maintenance (TPM)
❖ Total means All individuals in the organization working together.
❖ Productive means Production of goods that meet or exceed customers
expectations.
Maintenance means Keeping equipment and plant in good condition at all times.
Total Productive Maintenance (TPM) is a maintenance program which involves a
newly defined concept for maintaining plants and equipment. The goal of the TPM
program is to markedly increase production while, at the same time, increasing
employee morale and job satisfaction.
• TPM brings maintenance into focus as a necessary and vitally important part of
the business. It is no longer regarded as a non-profit activity. Down time for
maintenance is scheduled as a part of the manufacturing day and, in some cases, as
an integral part of the manufacturing process. The goal is to hold emergency and
unscheduled maintenance to a minimum. Why TPM ?
• TPM was introduced to achieve the following objectives. The important ones are
listed below.
✓ Avoid wastage in a quickly changing economic environment.
✓ Producing goods without reducing product quality.
✓ Reduce cost.  Produce a low batch quantity at the earliest possible time.
✓ Goods send to the customers must be non defective.
Types of maintenance
❖ Breakdown maintenance :- This refers to the maintenance strategy, where
repair is done after the equipment failure/stoppage or upon occurrence of
severe performance decline. This concept has the disadvantage of unplanned
stoppages, excessive damage, spare parts problems, high repair costs,
excessive waiting and maintenance time and high trouble shooting the
problems

❖ Preventive maintenance
• PM comprises of maintenance activities that are undertaken after a specified
period of time or amount of machine use. This type of maintenance relies on the
estimated probability that the equipment will breakdown or experience
deterioration in performance in the specified interval. The preventive work
undertaken may include equipment lubrication, cleaning, parts replacement,
tightening, and adjustment. The production equipment may also be inspected for
signs of deterioration during preventive maintenance work. It is further divided
into periodic maintenance and predictive maintenance. Just like human life is
extended by preventive medicine, the equipment service life can be prolonged by
doing preventive maintenance.
✓ Periodic maintenance(Tim e based maintenance - TBM) :- It consists of
periodically inspecting, servicing and cleaning equipment and replacing
parts to prevent sudden failure and process problems.
✓ Predictive maintenance:- This is a method in which the service life of
important part is predicted based on inspection or diagnosis, in order to use
the parts to the limit of their service life. Compared to periodic
maintenance, predictive maintenance is condition based maintenance. It
manages trend values, by measuring and analyzing data about deterioration
and employs a surveillance system, designed to monitor conditions through
an on-line system. o Corrective maintenance
• This is a system in which the concept to prevent equipment failures is further
expanded to be applied to the improvement of equipment so that the equipment
failure can be eliminated (improving the reliability) and the equipment can be
easily maintained (improving equipment maintainability).
• The primary difference between corrective and preventive maintenance is that a
problem must exist before corrective actions are taken.
• The purpose of corrective maintenance is improving equipment reliability,
maintainability, and safety; design weaknesses (material, shapes); existing
 equipment undergoes structural reform; to reduce deterioration and failures, and to
aim at maintenance-free equipment.
• Maintenance information, obtained from CM, is useful for maintenance
prevention for the next equipment and improvement of existing manufacturing
facilities. It is important to form setups to provide the feedback of maintenance
information. o Maintenance prevention
• It indicates the design of a new equipment. Weakness of current machines are
sufficiently studied ( on site information leading to failure prevention, easier
maintenance and prevents of defects, safety and ease of manufacturing ) and are
incorporated before commissioning a new equipment.

TPM Targets:
✓ Productivity
✓ Obtain Minimum 80% OPE ( Overall Plant Efficiency )
✓ Obtain Minimum 90% OEE ( Overall Equipment Effectiveness )
✓ Run the machines even during lunch
✓ Cost - Reduce the manufacturing cost by 30%.
✓ Delivery time - Achieve 100% success in delivering the goods as required
by the customer.
✓ Safety - Maintain accident free environment.
✓ Moral - Increase the suggestions by 3 times. Develop Multi-skilled and
flexible workers.

TPM Objectives ✓ Achieve Zero Defects, Zero Breakdown and Zero

accidents in all functional areas of the organization.
✓ Involve people in all levels of organization. 3. Form
different teams to reduce defects and Self Maintenance.
Motives of TPM ✓ Adoption of life cycle approach for improving the overall
performance of production equipment.
✓ Improving productivity by highly motivated workers which
 is achieved by job enlargement.
✓ The use of voluntary small group activities for identifying
the cause of failure, possible plant and equipment
modifications.
Uniqueness of TPM ✓ The major difference between TPM and other concepts is
that the operators are also made to involve in the
maintenance process. The concept of "I ( Production
operators ) Operate, You ( Maintenance department ) fix"
is not followed.
Direct benefits of TPM ❖ Increase productivity and OPE ( Overall Plant Efficiency )
by 1.5 or 2 times.
❖ Rectify customer complaints.
❖ Reduce the manufacturing cost by 30%.
❖ Satisfy the customers needs by 100 % or Delivering the
right quantity at the right time, in the required quality. )
❖ Reduce accidents.
❖ Follow pollution control measure
Indirect benefits of TPM • Higher confidence level among the employees.
• Keep the work place clean, neat and attractive.
• Favorable change in the attitude of the operators. 6.
Achieve goals by working as team.
• Horizontal deployment of a new concept in all areas of the
organization.
• Share knowledge and experience.
• The workers get a feeling of owning the machine

Factors affecting equipment effectiveness

✓ Equipment failure (breakdown)
✓ Setup and adjustment downtime
✓ . Idling and minor stoppages
✓ . Reduced speed 8. Process defects
Reduced yield Cycle Time and Set-Up Reduction
✓ The amount of time that elapses between the completion of two parts completed
on the same line. Cycle time may also be defined as the amount of time it takes
for a single operation to complete a single part. Both working definitions are
based on shop floor observation. The general term “Cycle Time” should be
specified as “Observed Cycle Time”. It is important to note that with all
variations of “Cycle Time” definitions, the starting and ending point of each
cycle must be exactly the same point to ensure a complete cycle.
• Shorter runs produce customer orders with less lead time. However,
equipment breakdowns, idling and minor stoppages will make it very
difficult to reduce cycle times. Hence, cycle time reductions result in shorter
and more frequent production runs. Suddenly, set-ups and adjustments
become crucial in reducing cycle times. Past OEE (Overall Equipment
Efficiency) studies show that set-up and adjustments can consume up to
50% of total production time. • The Equipment Losses (you can and must
measure).
Equipment Availability Set up and adjustments including:
✓ Changeovers
✓ Programming
✓ Test runs
❖ Equipment Failures:
✓ Sporadic breakdowns.
✓ Chronic breakdowns
Idling and Minor Stoppages
✓ Jams and other short
✓ stoppages.
✓ No parts, no operator.
✓ Blocked”.
❖ Reduced Speed
 ✓ Equipment worn out.
✓ Lack of accuracy
Quality Process defects
✓ Scrap
✓ Rework
Others ✓ Equipment warm up etc. No
parts, no operator.

Pillars of TPM
PILLAR 1 - 5S :
✓ TPM starts with 5S. Problems cannot be clearly seen when the work place is
disorganized. Cleaning and organizing the workplace helps the team to uncover
problems. Making problems visible is the first step of improvement.
PILLAR 2 :Autonomous maintenance (JISHU HOZEN) :- This pillar is
geared towards developing operators to be able to take care of small maintenance
tasks, thus freeing up the skilled maintenance people to spend time on more value
added activity and technical repairs. The operators are responsible for upkeep of
their equipment to prevent it from deteriorating.
PILLAR 3 - 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 TPM effective in an
organizational environment than a few improvements of large value. This pillar
is aimed at reducing losses in the workplace that affect our efficiencies. By
 using a detailed and thorough procedure we eliminate losses in a systematic
method using various Kaizen tools. These activities are not limited to
production areas and can be implemented in administrative areas as well. The
Six Big Loses Down Time
1. Breakdowns due to equipment failure
2. Setup and adjustment (e.g. exchange of dies in injection molding machines,
etc.) Speed Losses
3. Idling and minor stoppages (abnormal operation of sensor, etc.)
4. Reduced speed (discrepancies between designed and actual speed of
equipment) Defects
5. Defects in process and rework (scrap and quality defects requiring repair)
6. Reduced yield between machine startup and stable production.
PILLAR 4 - PLANNED MAINTENANCE :
It is aimed to have trouble free machines and equipment producing defect free
products for total customer satisfaction. This breaks maintenance down into 4
"families" or groups which was defined earlier.
1. Preventive Maintenance
2. Breakdown Maintenance
3. Corrective Maintenance
4. Maintenance Prevention

Target :
1. Zero equipment failure and break down.
2. Improve reliability and maintainability by 50 % 8. Reduce maintenance cost by
20 %
3.. Ensure availability of spares all the time.
PILLAR 5 - QUALITY MAINTENANCE :
✓ It is aimed towards customer delight through highest quality through defect free
manufacturing. Focus is on eliminating non-conformances in a systematic
manner, much like Focused Improvement. We gain understanding of what parts
of the equipment affect product quality and begin to eliminate current quality
concerns, then move to potential quality concerns. Transition is from reactive to
proactive (Quality Control to Quality Assurance).
✓ QM activities is to set equipment conditions that preclude quality defects, based
on the basic concept of maintaining perfect equipment to maintain perfect
quality of products. The condition are checked and measure in time series to
very that measure values are within standard values to prevent defects. The
transition of measured values is watched to predict possibilities of defects
occurring and to take counter measures before hand. Target : 1. Achieve and
sustain customer complaints at zero 2. Reduce in-process defects by 50 % 3.
Reduce cost of quality by 50 %.
PILLAR 6 - TRAINING :
✓ It is aimed to have multi-skilled revitalized employees whose morale is high
and who has eager to come to work and perform all required functions
effectively and independently. Education is given to operators to upgrade their
skill. It is not sufficient know only "Know How" by they should also learn
"Know-why". By experience they gain, "Know-How" to overcome a problem
what to be done. This they do without knowing the root cause of the problem
and why they are doing so. Hence it become necessary to train them on
knowing "Know-why". The employees should be trained to achieve the four
 phases of skill. The goal is to create a factory full of experts. The different
phase of skills are
Phase 1 : Do not know.
Phase 2 : Know the theory but cannot do.
Phase 3 : Can do but cannot teach
Phase 4 : Can do and also teach.
PILLAR 7 - OFFICE TPM :
✓ Office TPM should be started after activating four other pillars of TPM (JH,
KK, QM, PM).
✓ Office TPM must be followed to improve productivity, efficiency in the
administrative functions and identify and eliminate losses. This includes
analyzing processes and procedures towards increased office automation.Office
TPM and its Benefits :
1. Involvement of all people in support functions for focusing on better plant
performance
2. Better utilized work area
3. Reduce repetitive work
4. Reduced inventory levels in all parts of the supply chain
5. Reduced administrative costs
6. Reduced inventory carrying cost
7. Reduction in number of files
8. Reduction of overhead costs (to include cost of non-production/non capital
equipment)
9. Productivity of people in support functions
10.Reduction in breakdown of office equipment
11.Reduction of customer complaints due to logistics
12.Reduction in expenses due to emergency dispatches/purchases
 13.Reduced manpower
14.Clean and pleasant work environment.
PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT :
Target :
1. Zero accident,
2. Zero health damage
3. Zero fires.
✓ In this area focus is on to create a safe workplace and a surrounding area that is
not damaged by our process or procedures. This pillar will play an active role in
each of the other pillars on a regular basis.
✓ To create awareness among employees various competitions like safety slogans,
Quiz, Drama, Posters, etc. related to safety can be organized at regular intervals.