BMEE309L Lean Manufacturing

MUDA MURA & MURI

 BMEE309L Lean Manufacturing

Module:
Lean Production System 5 hours
1
Birth of lean production:
Types of production systems-Craft Production-Mass Production-Ford
System, Growing Dysfunction, Birth of lean production, Virtue of necessity,
Lean revolution at Toyota.
Lean production system: Why lean production? Systems and Systems
thinking, Basic image of lean production, Customer focus, Muda, Mura,
Muri.

01/23/2025 07:12 PM BMEE309L Lean Manufacturing 2

 MUDA MURA & MURI
3M

1. Muda

2. Mura

3. Muri

Muda
• Muda means wastefulness, uselessness and futility, which is contradicting
value-addition.
• Muda refers to processes or activities that don’t add value.
• These types of waste do not help your business or workers in any way.
• They increase costs and make tasks take much longer than they should..
 MUDA MURA & MURI
Value-added work is a process that adds value to the product or service
that the customer is willing to pay for. There are two types of Muda:
1.Type 1, and
2.Type 2
Muda Type 1
This includes non-value-added activities in the processes that are
necessary for the end customer.
For example, inspection and safety testing does not directly add value
to the final product;
However, they are necessary activities to ensure a safe product for
customers.
 MUDA MURA & MURI
Muda Type 2
This includes non-value-added activities in the processes, but these activities
are unnecessary for the customer. As a result, Muda Type 2 should be
eliminated.
There are seven categories of waste under Muda Type 2 that follow the
abbreviation TIMWOOD. The seven wastes are:
1.Transport
2.Inventory
3.Motion
4.Waiting
5.Overproduction
6.Over-processing
7.Defects
 MUDA MURA & MURI
• Seven types of wastes were commonly observed in
industrial workshops and proved pretty generic to many
other activities, even in administration and services (with a
little adaptation).
• A later eighth type was identified and now commonly
admitted in the list: the waste of human talent(s).
• Muda are not the sole type of waste, but they are the
easiest to understand and relatively easy to identify by
observation.
• Muda hunting has become a regular activity, sometimes
even popular activity in some companies.
 MUDA MURA & MURI
Mura
Mura means
• Unevenness
• Non-uniformity
• Irregularity
• Variability
This is the reason for the existence of any of the seven wastes.
In other words, Mura drives and leads to Muda.
 MUDA MURA & MURI
Mura
Variability can take multiple aspects:
• Different bottle filling levels in a filling line
• Varying cutting length
• Inconsistent color tones in successive batches.
 MUDA MURA & MURI
The physical characteristics of a raw material may vary over time or according
to different batches supplied;
• Quantity
• Weight
• Length
• Texture
• Hardness
• Elasticity
The settings of a machine may vary over time, human practices and actions
may vary from one person to another and over one day.
The sources of variability are innumerable and variability generate waste as
some of the output must be reworked or even discarded.
 MUDA MURA & MURI
• For example, in a manufacturing line, products need to pass through several
workstations during the assembly process.
• When the capacity of one station is greater than the other stations, you
will see an accumulation of waste in the form of overproduction, waiting
• The goal of a Lean production system is to level out the workload so that
there is no unevenness or waste accumulation.
• The Japanese approach seeks to eliminate the causes of irregularities and
not hide them with buffers.
• By gradually decreasing the size of buffer stocks, causes of irregularities
are revealed and it is possible to eliminate / reduce them.
 MUDA MURA & MURI
• The basic idea is that every workflow must flow smoothly like a river.
• If obstacles are disturbing its course, remove the obstacles, do not add
water.
Mura can be avoided through
• Just-In-Time (JIT)
• Kanban systems
• Pull-based strategies that limits overproduction and excess inventory.
• The key concept of a Just-In-Time system is delivering and producing the
right part, at the right amount, and at the right time.
 MUDA MURA & MURI
Muri
Muri means overburden,
Beyond one’s power,
Excessiveness,
Impossible or unreasonableness.
In other words, Muri means unreasonableness, like the use of oversized or
excessive means relative to the need or the desired result.
 MUDA MURA & MURI
Muri
Muri is also about
• The physical overload
• The hardship
• Exposure to mental stress, which lead to wasting energy, health and
ultimately human capital.
This waste can be obvious, like hauling a small light box with a big truck or
conversely overloading a smaller truck with large/heavy load.
Muri can result from Mura and in some cases be caused by excessive removal
of Muda (waste) from the process.
 MUDA MURA & MURI
• Other muri may be more subtle like immobilizing
large capacity pallet boxes for storing some small
lightweight components when the need for storage
could be solved with cheaper and easier to handle
smaller boxes.
• Special attention should be paid when working
postures include arm extension or leaning
forward with the bust, back bent, leaning the head,
torso rotations, squat, etc. Repeatedly pushing or
pulling strongly, lifting heavy weights, using the fist
as a hammer, and so on.
• Muri also exists when machines or operators are
utilized for more than 100% capability to complete
a task or in an unsustainable way.
• Muri over a period of time can result in employee absenteeism, illness, and
breakdowns of machines.
 MUDA MURA & MURI
Standardize work can help avoid Muri by designing the work processes to
evenly distribute the workload and not overburden any particular employee
or equipment.
Relationship between Muda, Mura and Muri

Muda, Mura, and Muri are interrelated.

Eliminating one of them will affect the other two.

For example, a firm that needs to transport 6 tons of materials to a customer

has several options.
MUDA MURA & MURI
 MUDA MURA & MURI
• The first option is to load one truck with all 6 tons and make a single trip.
However in this example, it would be considered Muri due to the
overburden of the truck. This excess load can lead to a breakdown.
• The second option is to divide the transportation into two trips. One with
two tons and the other with four tons. This would be considered Mura
since the unevenness of the arrival of materials to the customer can lead
to problems at the receiving dock.
• In the first trip, the delivery may be too little for the production necessary
on-site. In the second trip, the amount of delivered material may be too
much for on-site storage and material handling.
• This leads to Muri since one of the truck is overburden and the receiver is
also overburden for that delivery. Additionally, Muda can be seen from
the uneven workload. This can cause employees who receive the
materials to wait around.
 MUDA MURA & MURI
The third option is to load two tons on each truck and make three trips. Even
though this option has no Mura and Muri, it has Muda since the truck would
not be fully loaded on each trip. Each truck can carry up to 3 tons of material
and this option makes one unnecessary trip

The fourth option is to deliver the materials with two trucks each with 3 tons.
In this example, this would be the optimal level that minimizes Muda, Mura,
and Muri. Muda does not exist because the trucks are carrying the loads at
their maximum capacity.
There is no excess capacity nor unnecessary trips with this strategy. Mura does
not exist because the workload between the two deliveries are uniform. As a
result, there is no unevenness. And finally, Muri is absent from this option
because both the truck and the operators are not working beyond their
capacity.
 MUDA MURA & MURI

In real world applications of Lean, it is not always easy or possible to find an

optimal solution.
Reducing Muda can lead to Muri. The existence of Mura can be seen as a
waste in Muda. And finally Muri can lead to a breakdown in the system that
will result in a large amount of Muda and Mura.
Since real world problems are dynamic and the needs of customers are always
changing, our work processes must also change as well.
As we design our processes and standardize our work, we must look at the
resulting system from the lens of these three concepts.
Only by considering the impacts of Muda, Mura, and Muri and optimizing our
production strategy can we develop an efficient Lean system.
 MUDA MURA & MURI
Case – Raw Material Shipment
The wastes – Muda, Mura, and Muri – are interrelated. Eliminating one of
them will affect the other two. For example, a firm that needs to transport 6
tons of materials to a customer has several options
Option 1
The first option is to load one truck with all 6 tons and make a single trip.
However, in this example, it would be considered Muri due to the overburden
of the truck. This excess load can lead to a breakdown.
Option 2
The second option is to divide the transportation into two trips. One with two
tons and the other with four tons. This would be considered Mura since the
unevenness of the arrival of materials to the customer can lead to problems
at the receiving dock. In the first trip, the delivery may be too little for the
production necessary on-site. In the second trip, the amount of delivered
material may be too much for on-site storage and material handling. This
 MUDA MURA & MURI
leads to Muri since one of the trucks is overburden and the receiver is also
overburden for that delivery. Additionally, Muda can be seen from the
uneven workload. This can cause employees who receive the materials to
wait around.
Option 3
The third option is to load two tons on each truck and make three trips. Even
though this option has no Mura and Muri, it has Muda since the truck would
not be fully loaded on each trip. Each truck can carry up to 3 tons of material
and this option makes one unnecessary trip.
Option 4
The fourth option is to deliver the materials with two trucks each with 3 tons.
In this example, this would be the optimal level that minimizes Muda, Mura,
and Muri. Muda does not exist because the trucks are carrying the loads at
their maximum capacity. There is no excess capacity nor unnecessary trips
 MUDA MURA & MURI
with this strategy. Mura does not exist because the workload between the
two deliveries is uniform. As a result, there is no unevenness. And finally,
Muri is absent from this option because both the truck and the operators are
not working beyond their capacity.
5S System
The purpose of Lean manufacturing is to find and eliminate muda, mura, and
muri, in order to improve quality, safety, and efficiency. One Lean tool that
can help you eliminate these forms of waste is the 5S system. 5S helps to
declutter, clean, and organize the workplace using the 5S principles:
1.Sort
2.Set in order
3.Shine
4.Standardize
, and
5.Sustain
 MUDA MURA & MURI
Sort
Sort is the first step in 5S. During this phase, you remove tools, supplies, and
equipment that are not part of the work process. This declutters the
workplace, freeing up space that was previously ill-used.
Set in order
Set in order is the next step, requiring you to organize the workplace and
everything in it to improve the flow of work, based on how work is actually
done.
Shine
Shine, the third step, requires you to clean the workplace and restore
everything to its original condition. This makes it easier to spot equipment
and product defects that may have otherwise been hidden.
Standardize
 MUDA MURA & MURI
Standardize, the fourth step, requires you to develop rules that will ensure
work is completed consistently and that 5S is applied uniformly and regularly.
Sustain
Sustain is the final step of 5S. It requires that you work to ensure that 5S
becomes a daily habit.
Now let’s take a look at a non-manufacturing setup. Let’s say a software
development team has 4 developers and 2 quality analysts. All developers are
able to transition their coded features for testing at the same time. With this,
the capacity of the developers is higher than the capacity of the quality
analysts (Mura), since some features will have to wait before they get tested
(Muda). This leads to work in progress items accumulating within the process
(Muda). This can also urge the developers to pace their work (Mura) so that
the next step isn’t overburdened. Trying not to be a bottleneck and to ensure
features get out on time, the quality analysts then pursue overtime to work
on all their pending tasks (Muri).
 MUDA MURA & MURI
You see, all these three are most likely in play when you examine your
processes for inefficiencies. It is by examining your process as a whole and
taking into account the 3M model will you be able to conduct an effective
diagnostic of your operations.
Fighting the 3Ms
After you’ve identified the Muda, Mura, and Muri in your processes, it’s time
to tackle them head-on. There are a variety of Lean tools that you can explore
to manage the presence of 3Ms in your processes.
It is recommended that an understanding of the entire process flow be
achieved first before introducing any resolution. For this, conducting Value
Stream Mapping is ideal. Having a Value Stream Map will help you identify
where in the process do these wastes occur and why they occur.
 MUDA MURA & MURI
Knowing what problems you need to tackle, and depending on the need, you
can then proceed with applying lean tools such as 5S, Just-In-Time (JIT),
Kanban and Heijunka.
5S will help you ensure a methodical and systematic approach to organizing
the workplace is established – lessening the possibilities for wastes to occur.
Adapting the JIT principle through the use of Kanban and Heijunka will help
you ensure a steady pace of work which lessens waiting, overburdening, and
inventory in your processes to name a few.
We at Kanban Zone encourage you to take a closer look at your processes and
scan them for the presence of Muda, Mura, and Muri. You can explore a
variety of lean tools that can help you to expose and manage them – helping
you create efficient processes for your business.
 BMEE309L Lean Manufacturing
Day : Monday Time:05:00 p.m. to 5:50 p.m.
Date Reg. NO Topic Mark

12-08-2024 Intelligent lean practice

19-08-2024 21BMM0012 VSM
02-09-2024 ANAND SHRIVASTAVA Jiodika/Hoshin Planning

09-09-2024 21BME0517 Lean manufacturing

23-09-2024 21BMM0088,57,32 Yet to decide
30-09-2024 21BME0235, 328 *292 TPS

07-10-2024 21BMM0046, Yet to decide

21-10-2024 21BMM0083 & 21BME0429 KAIZEN

04-11-2024 BME0577,BMM0069,0008 Yet to decide

11-11-2024 BME0308, 375 0080 159 & 158

18-11-2024 BME0073, 165,644 & 336 Yet to decide

01/23/2025 07:12 PM BMEE309L Lean Manufacturing 27