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Page1Cfurther detail email Jeremythomas1livecomFinding Muda waste in your ProcessMuda is the Japanese word for wasteand includes non valueadding activities that prevent flow and lead to longer lead ti

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Document on Subject : "ommunication"— Transcript:

1 Page | 1 C ommunicati
Page | 1 C ommunication further detail email: Jeremy.thomas1@live.com Finding Muda (waste) in your Process Muda is the Japanese word for waste and includes non value adding activities that prevent flow and lead to longer lead times. We consider all activities as non value adding, that a customer would not be willing to pay for if he would have the chance to decide. T he re are defined eight different wastes, each with an example of that waste production and in the office environment As Mnemonic device, the first letters of the eight wastes form the acronym DOWNTIME . DEFECTS are products or services that are moved to the next process step, but not confirm customer specs. In a production environment, a defect could be a product (part) that does not function properly, or a product that is incomplete when it arrives at the customer. A defect in an office environment could be a typo in an IT system, which prevents the process from continuing, or even sending a wrong attachment in an E - mail . Defects usually lead to rework and/or extra work, to make sure the customer receives the products or service he ordered. Because this process includes a feedback loop from the (internal) cu stomer to the workstation and extra time spend to fix the problem, defects have a negative influence on the lead time and therefore flow of the process. OVERPRODUCTION means producing more than the customer needs at this point in time. This is a waste bec ause resources are already invested in products or services, that will not be worked on after the current process step. One example in production is producing components that are needed further downstream of the workstation, but it is unknown when they are needed exactly. How often have you encountered products in warehouses, which have been sitting there exceeding the shelf life that no longer have any value waiting to be processed as scrap or rework? In the office environment, the input of electronic tick ets for change requests for IT or engineering can be considered overproduction, when the resources the receiving department are restricted and it is uncertain whether or not they have the capacity to work on the request. The people who need the IT changes simply push the next number of requests into the system, hoping they will be implemented, spending time following procedures and filling out forms. Overproduction is sometimes referred to as ´the mother of all wastes´, because it leads to all other kinds o f waste because the product or service moves through the entire process with both value adding as well as non - value adding activities. WAITING is the third waste and includes parts, e - mails and SAP actions that are waiting to be completed on the shop floo r, in somebody´s mailbox or in the ERP system. And what about all the people that are waiting for one person at the start of a meeting? These are all non - value - adding times in the process, directly increasing the lead time and preventing flow. Waiting time can be interrelated to inventory. Whenever products are sitting in inventory, they are technically waiting to be processed. The same holds for E - mails waiting to be read or answered. This is why inventories on the value stream map are measured in waiting time. NON - USED - TALENT includes employee knowledge and skills not being used to their full potential. For instance, a high skilled worker has to do work that is relatively easy, or is firefighting all the time instead of focusing on continuously improving on the long run. Firefighting by itself is a waste, (excess processing) when the problem is not really solv

2 ed. Another example is not inviting th
ed. Another example is not inviting the expert of a workstation to the value stream mapping events and thereby failing to use his input to identifyin g the problems within that value stream. This could lead to an entire management team focusing on the wrong problems to solve, having to do it all over again at a later stage. TRANSPORT includes all movements of product between workstations, paperwork bet ween departments, or digital processes between multiple individuals. The product moves around without actually being altered, which means it Page | 2 C ommunication further detail email: Jeremy.thomas1@live.com increases the lead time and even man hours when a physical product is being transported, without adding value to th e customer. INVENTORIES are the products or services that are waiting at a workstation, in an E - mail account or in the ERP system to be completed. There is a clear link with waiting here, since products are actually waiting to be worked on in an inventory . The more parts are waiting for the same operation, the longer one particular part has to wait its turn. Again, waiting times directly increase the lead time of a product or servic e and therefore make the organis ation slower in responding to customer dema nd. Next to that, physical inventory costs money: Material costs, depreciation costs, physical space costs, management costs, insurance costs, and the costs of possible redundancies or damage. MOTION describes the movement of people and machines without a ctually working on the product or service. For instance looking for the right screwdriver to tighten a screw in production or searching for a document for 10 minutes on the local drive to send it in the attachment of an E - mail in an office environment. Nex t to the fact that it takes time to reach that part or click through multiple folders on your computer, motion has a clear link with overburden (muri) as well. Parts that are put high up a shelf or down near the floor lead to ergonomic challenges for the e mployee. EXCESS PROCESSING , means doing extra things that the customer is not asking for. This could include building in product features - or adding more accessories that the customer does not really need, but also the rework that is necessary to repair d efects. Adding packaging materials for internal transport (between different floors, departments or even sites) which are then removed again are also examples or excess processing. In the office environment, excess processing could mean adding more pages o r text to a document than necessary or spending time in making an extra fancy layout for a presentation for your manager. It is clear in many manufacturing environments a lot of muda is designed into the system to buffer for problems and prevent one probl em from leading to more problems on downstream workstations. One example is the use of inventories b etween to machines, to prevent th e second machine from starving when the first machine is broken down. Simply taking away the inventory does reduce the lead time on paper, but definitely does not solve the problem that was hidden by the inventory, in this case the reliability issues of the first machine. Usually, muda derives from one or both of the other two enemies of lean: muri (overburden) and mura (uneve nness). PEAQ can help to cut through the dogma and be impartial in identifying the sources and reasons for Murda or waste. This will enable your organisation to rationalise and remove the sources of waste, and gain the Lean benefits quickly