One Day Training on KAIZEN

Samson Kebede Kaizen Seminar 2012 Nov 27 Addis Ababa, Hilton Hotel
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Objectives
This presentation aims is to create an awareness of wastes (MUDAs) in (7) forms. At the end of the presentation, the participant should be able to: Describe waste and its concepts. Recognize waste, irregularity and strain in the organization that limit productivity and quality. Identify and eliminate 7-waste (MUDAs) Describe and ready for practical approach to conduct model KAIZEN activities
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Outline

The Three Ms
Muda Production factors that increase cost, in other words, all Unnecessary things

The Three Ms (Cnt.d) Muri

Mental and physical overburden on operators, and on production machinery

The Three Ms (Cntd)

Muri
We should not force hard work on Employees in the name of productivity improvement
Value added work

Working density =

Actual work
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The Three Ms
Mura Variation in work distribution, production capacity of machinery, and material specifications

The Three Ms (Cntd)

Mura

It is having starts and stops, overutilization then underutilization Is a problem because it does not lend itself to quality, standardization of work, productivity, or continuous improvement.

Relationship between the 3 o Usually Mura creates Ms It all started with the
Muri which in turn lead to generation of Muda o Eliminating mura is fundamental to the complete elimination of muri and muda
that OVERBURDEN operators and machine day by day

UNEVENNESS in the business processes

Mura

Muri

Muda
after a while, the operators unintentionally created WASTE to create better work environment.
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The Three Ms
Avoid these types of work Too much Imbalance (Mura) (Mura) Excessive (Muri (Muri) ) Wasteful (Muda (Muda) ) Works Productivity improvement does not mean hard work
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Relationship between the 3 Ms

Example At the end of the budget year in most companies we see mura because they try to receive as many orders as possible to full fill the planed volume in the year. This causes sales to write too many orders towards the end of the period and production managers to go to fast in trying to fill them, leaving undone the routine tasks necessary to sustain longterm performance. This wave of orders causing equipment and employees to work too hard as the finish line approaches creates the overburden of muri. This in turn leads to downtime, mistakes the muda of waiting, correction , and conveyance.
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The Three Categories of Operations

(1) Net Operation (value adding)
(2) Non-Value adding Operations (3) Muda

But what is value?

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Remind
Value

It is capability provided to the customer at the right time at an appropriate price. It is defined by the ultimate end customer It is also product-specific
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The three categories of Operations

(1) Net Operation

Part of the operation that adds value to make parts and products An activity that changes raw material/input into a usable output to meet customer (internal/external) expectations. Examples, Milling, Turning, Grinding, Assembling and Welding
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The Three categories of Operations

(2) Non-Value

adding Operations Operation that adds no value but cannot be avoided Example Setting up, Inspecting, Picking up parts Removing drill chips

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The Three Categories of Operations (3) Muda Muda is a Japanese word meaning Wasteful Activity Is anything unnecessary in operation. Muda affects the quality of the product and also delivery time Can be eliminated immediately
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Muda are activities which use resources, time or cost without adding value. Value adding Non-value adding
movements searching for tools transporting materials over production waiting /idle time making defects etc assembling molding spinning mixing building cleaning milling etc
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WAITING

OVERPRODUCTION TRANSPORTATION

Wastes Wastes
PROCESSING

DEFECTS

MOTION

INVENTORY
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1)Muda of 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.

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1)Muda of Overproduction
[Cause]

Excessive work force and facilities Big lot production Big and fast production machine Lack of customer focus

[Effect ] Disturbance of flow Increase in inventory Outbreak of defects Deterioration of turnover ratio of funds Advanced preparation of materials and parts Consumes resources Needless wear on machines
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2) Muda of Inventory
The situation where items such as raw materials, parts, 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.

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2) Muda of Inventory
[Cause] Weak consciousness for inventory Bad facility layout Big lot production Bottle-neck processing stage Advanced Production Speculative production Not leveled Production schedule Unreliable suppliers
Lengthened delivery time Weak consciousness to control inventory 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

[Effect ]

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3) Muda of Waiting
This includes all kinds of waste of time such as workers or parts waiting: -for an upstream process to deliver, -for a machine to finish processing, -for incoming parts or materials, -for process that has a long wait time

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3) Muda of Waiting
[Cause]
Bottle-neck processing stage Bad facility layout Capacity imbalance Big lot production Shortages & unreliable supply chain Lack of multi-skilling Ineffective production planning

[Effect ]

Waste of manpower, time, & machines Increase in the inprocess inventory Failed delivery dates Poor workflow continuity

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4) Muda in Transporting
It is Unnecessary movement of parts between processes caused by unnecessary transportation distance, temporary storage, relocations or re-piling up.

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4) Muda in Transporting
[Cause] Bad facility layout Big lot production Single-skilled workers Sedentary operation Low morale
[Effect ] Waste of space Production deterioration Expansion of transportation facilities Occurrence of scratches Increase production time wastes time and energy

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5) Muda of Defect-Making
This includes defects, inspections for defects in-process, and claims, rescheduling, and resource loss.

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5)Muda of Defect-Making
[Cause] [Effect ]

Emphasizing on down-stream Increase in material cost Productivity deterioration processes by inspection Poor in methods and Increase in personnel & standards for inspection processes for inspection Excessive quality Increase in defects Lack of standard operation and claims

Incur reworking costs

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6) Muda of 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, and reaching etc.

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6)Muda of Motion
[Cause] Isolated operation No education or training No standard operating procedure Bad facility lay out

[Effect ]
Increase in manpower and processing Unstable operation Unnecessary movement Increases production time Can cause injury
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7) Muda in Processing
This consists of processing and operations primarily unnecessary. It is processing beyond the standard required by the customer. Example, relying on inspections rather than designing the process to eliminate problems.

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7)Muda in Processing
[Cause] [Effect ]

Lack of analysis of the processing procedure Lack of analysis of the contents of operation Improper tools and their use Insufficient standardization Attitude - Always done it like this.

Unnecessary processes or operation Increase in manpower and man-hour Lower workability Increase in defects Can reduce life of components

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End of Part 1
Video Session 7deadly waste waffle
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Part-2
Do we have WASTE in our work?
o WASTE = Any human activity which absorbs resources but create no value. o Developing theoretical understanding of waste helps us to see WASTE as it occurs. o Removing WASTE requires intuition, creativity, courage and inner strength.
A keen eye for waste remains keen no matter where it looks.

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The steps to effective waste identification & elimination are

1. Make waste visible 2. Be conscious of the waste 3. Be accountable for the waste. 4. Measure the waste. 5. Eliminate or reduce the waste
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The steps to effective waste identification & elimination are

1.Make waste visible

Draw and analyze the current facility layout. Prepare a process flow chart to see the number and movement of workers, order of processing, type of processing and so on Prepare standard operation sheet.
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Draw and analyze the current facility layout

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Number and Movement of workers

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Photo of Actual Condition

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The steps to effective waste identification & elimination are

2. Be conscious of the waste

When something is denied as waste, it also cannot be stopped. Therefore, we should examine work instructions and standards and recognize waste when it occurs.
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The steps to effective waste identification & elimination are 3. Be accountable for the waste When one refuses to accept responsibility for the waste, then he will not eliminate it. Ask 5 times Why or follow 7 keys and steps to solve problems.
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The steps to effective waste identification & elimination are

4. Measure the waste. Record data of customer complaints or

interview your Customers. Measure Travel distance Take a photo of workplace Measure Total steps Make list of items/products, who produces them and who uses them & those in warehouses, storages etc.
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The steps to effective waste identification & elimination are

4. Measure the waste(Cntd)

Study current production plan, schedule and speed. Do Time study by work element. Examine transporting system in company and measure distances. Record number or amount of defects
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Measure the waste

Non Value Added activities

Suppliers

Value Chain

Consumers

Reduce Lead Time

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The steps to effective waste identification & elimination are

5. Eliminate or reduce the waste 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.
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WAITING

OVERPRODUCTION TRANSPORTATION

Wastes Wastes
PROCESSING

DEFECTS

MOTION

INVENTORY
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1) Muda of Overproduction

How to eliminate Muda? Muda-dori

Produce no more than is needed by your customers. You MUST know what your customers need and use. Have standardized work or work instructions for your processes. Schedule and produce only what can be immediately sold/shipped Implement 5S and avoid unnecessary items Use just-in-time system
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2) Muda of Inventory

How to eliminate Muda? Cont

3) Muda of Waiting
Proper alignment of work processes, Consistent machine maintenance (to avoid machine downtime.)

4) Muda in Transporting
Designing production lines and materials flow paths in a way that minimizes the distances between workstations and temporary storage sites.

5) Muda of Defect-making
Build quality into each process, using tools like Poka-Yoke, JIDOKA, Andon etc.
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How to eliminate Muda? Cont

6) Muda of Motion
Optimize unnecessary movements

7) Muda in Processing
Improving processing efficiency to achieve the same customer satisfaction . use of low-cost automation, smaller, and more flexible equipment combining steps will greatly reduce the waste of inappropriate processing. Look for improvements Train workers
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Tools for Eliminating Muda

1. Andon

An Andon is an indicator informing the current workshop situation with color boards, flash lights, and automated announcement. Types of Andon 1) Calling Andon Used for requesting parts. 2) Warning Andon Used to inform irregularities on the lines. 3) Progress Andon Used to identify the progress of operation on the lines
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Tools for Eliminating Muda Cont 2. U-line

A U-line is a layout in which the inlet and outlet are positioned in the same direction to avoid walking back for a single operator.

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Traditional convoluted flow

Large WIP in between processes. Excessive motion. Machines and operators idling. Quality issues. Safety risks.
NO organization NO control

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U-line layout
No WIP in between processes. Lesser motion. No machine and operator idling. No tolerance quality and machine issues. Lesser safety risks.
Organization and Control
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Tools for Eliminating Muda Cont 3. In-lining

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.

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Tools for Eliminating Muda Cont

4. Unification Even if a flowing line cannot be formed, odd operations can be combined together in a place into an operators work.
Unification of several processes

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Tools for Eliminating Muda Cont

5. Multi-process handling & Multi-skilled Operators Multi-process handling means that the process line can be handle multi process. A multi-skilled worker can deal with flexible Job assignment, a single operator manages multiple machines and processes.

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Tools for Eliminating Muda Cont

6. A.B. control (Two-Point Control)

A.B. control is a devised automatic control function. Control machine movement, Time control or JIT
A.B. control is used as a tool for time control to realize Just in Time.
Up to Three

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Tools for Eliminating Muda Cont

7. 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.

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Line Balancing
Line balancing begin with the current state and end with an even and fair redistribution of work throughout the process. The best tool to perform line balancing is the Worker Balance Chart.
Line Balancing
is the process by which you can evenly distribute the work elements within a value stream in order to meet takt. time.

Worker Balance Chart

is a visual display of the work elements, times and workers at each location.

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Worker Balance Chart Example

2 min

Current
8 min Takt. time

Proposed

8 min Takt. time

2 min 3 min 1 min 3 min 2 min 2 min 2 min

4 min

4 min

4 min 5 min

4 min 3 min 3 min 3 min 3 min

4 min

4 min

4 min 3 min

D&E
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What is Flow in KAIZEN View ?

OLD FLOW

KAIZEN FLOW

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The current facility layout

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Radar Chart

(Simple software)

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Quantitative result of MUDA Elimination or reduction

Note: The effect can be expressed in terms of percent, time, meter, square meter, volume, kilogram and monetary.
Effect No. 1 MUDA Categories Causes Before KAIZEN After KAIZEN APPLYING KAIZEN TOOLS

Overproduction
2 3 4 5 6 7 8 9
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Inventory Waiting Motion Process Transportation Defect making

Show Time

Video @ AV

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Final thought
Do MORE with LESS

Staffing Waste

Productivity Productivity

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Ten Commandments of KAIZEN

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g{t~ l
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Topic Message

MUDA
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