This document discusses Lean Management and the three types of waste (muda, muri, mura) that Lean aims to eliminate. 1) Lean Management focuses on removing waste and improving flow to provide more value with less work. It is based on the Toyota Production System (TPS). 2) The TPS aims to eliminate muda (waste), muri (overburden), and mura (unevenness). Muda includes unnecessary motions, waiting, transportation, overproduction, and defects. 3) Muri refers to overburdening equipment, facilities, and people. Mura is uneven or inconsistent work processes that create excess capacity.

1. MUDA MURA MURI
ABS
MANIKANDAN.C CINISH P ABRAHAM VIPUL KOTADIA

2. LEAN MANAGEMENT
 Lean Management or quot;Leanquot; is the optimal way of managing through the
removal of waste and implementing flow.
 It is renowned for its focus on reduction of the original process wastes in
order to improve overall customer value.
 In simple term, more value with less work.
 Lean manufacturing is derived mostly from the Toyota Production System
(TPS) Identified as quot;Leanquot; only after 1990s.
 Goal is to eliminate the waste from the process.

3. WHAT IS LEAN?

4. TOYOTA PRODUCTION SYSTEM
 Make what the customer needs, when it is needed, in the right
amount.
 Minimize inventories
 Separate machine work from human work and fully utilize both
 Build quality into the process and prevent errors from happening
 Reduce lead-times to allow for rapid, flexible scheduling
 Produce a high mix of low volume products efficiently

5. LEAN PRODUCTION - TPS
Main goals of Toyota Production System (TPS) are to eliminate:
 Overburden or stress in the system (muri)
 Inconsistency (mura)
 Waste (muda)
Goal is to design a process that runs smoothly, can flex without stress, and
eliminates waste.
Using TPS, Toyota was able to reduce lead-time and cost, while improving
quality.

6. Eliminating 3 M
 MUDA (Waste)
 MURI
(Strain / Over burden)
 MURA (Unevenness)

7. MUDA
MUDA is the Waste, work that does not add any value to the product
Process-1 V Process-2 V Process-3 V Process-4 V
Input Product
W W W W
V: Value added product/services
W: Wasteful product / practices/services that does not add value

8. Economic Value of Waste
 Every business activity absorbs
resources and every resource has
a cost
 Every waste has a cost, and that
is direct loss to the company.
 Economic value of waste in a
process industry are in the range
of 10 -35% of annual turnover

9. 7 Seven MUDA [Wastes]
Unnecessary Motions
Waiting for work and materials
Transportations
Overproduction
Processing
Inventories / Unnecessary WIP
Corrective operation

10. MUDA of Motion

11. MUDA of Motion
Movement that does not add value
 Searching for files
 Extra clicks or key strokes
 Clearing away files on the desk
 Gathering information
 Looking through manuals and catalogs
 Handling paperwork

12. MUDA of Waiting

13. MUDA of
Waiting

14. MUDA of Waiting
Idle time created when material, information, people or
equipment is not ready.
Waiting for:
 Faxes
 The system to come back
 Copier machine
 Customer response
 A handed off file to come back

15. MUDA of Transport
I am more expensive
since raw material is
coming from a far
off place.

16. MUDA of Transport
Movement of information that does not add
value:
 Carrying documents to and fro from shared
equipment
 Taking files to another person
 Going to get signatures

17. “the more, the
merrier

18. MUDA of Over
production
Generating more information than the customer needs
right now:
 More information than the customer needs
 Creating reports no one reads
 Making extra copies
 More information than the next process needs

19. MUDA of Process
1. Using more expensive
equipment or tools where
simpler ones would suffice.
2. Having meetings that are not
needed.
3. Having people at meetings
that are not required.
4. Agenda points, not to be
included;

20. MUDA of
Process
Efforts that create no value from the customer
viewpoint:
 Creating reports
 Repeated manual entry of data
 Excessive paperwork
 Duplicity of work
 Use of outdated standard forms
 Use of inappropriate software

22. More information, project, material on hand than
the customer needs right now:
 Files waiting to be worked on
 Open projects
 Office supplies
 E-mails waiting to be read
 Unused records in the database

23. MUDA of Correction

24. Work that contains errors, rework, mistakes or
lacks something necessary:
 Data entry error
 Pricing error
 Missing information
 Missed specifications
 Lost records
 Rework
 Rescheduling meetings

25. How to eliminate?
Find the Root Cause
- Asking ‘WHY’ for 5 times
- 5W 1H

26. 5 W 1 H of MUDA
T h e Fiv e W s an d T h e O n e H
W ho W hat W here
1. W ho do es it? 1. W hat to do ? 1. W here to do it?
2. W ho is do ing it ? 2. W hat is be ing do ne ? 2. W here is it do ne?
3. W ho sho u ld be do ing it ? 3. W hat sho u ld be do ne ? 3. W here sho u ld it be do ne ?
4. W ho e lse ca n do it? 4. W hat e lse ca n be do ne ? 4. W here e lse ca n it be do ne ?
5. W ho e lse sho u ld do it? 5. W hat e lse sho u ld be do ne ? 5. W here e lse sho u ld it be
6. W ho is do ing 3-M us? 6. W hat 3-M U s are be ing do ne ?
do ne? 6. W here are 3- M U s be ing
do ne?

27. MURI
Muri is the overburden on equipment, facilities & people caused by
mura and muda.
 This is in some respects on the opposite end of the spectrum of
muda.
 Muri is pushing a machine or person beyond natural limits.
 Overburdening people results in safety and quality problems.
 Overburdening equipment causes breakdowns and defects

30. Identifying MURI
MURI = Physical Strain, Overbourden
Bend to work?
Push hard?
Lift weight?
Repeat tiring action?
Wasteful walk?
Placing of excessive demands on
People
M/Cs, Production equipment.
Muri is caused by the respect of unsuited standards

31. MURA
 Mura is the variation in the operation of a process not
caused by the end customer.
 It is the unevenness, unbalanced work on machines.
 Mura results when employees are told to work like crazy
early in the morning only to stand around and do nothing
late in the day.
Result: Excess capacity allocation and increased cost.

32. Eliminating MURA
Happens sometimes?
Happens some places
Happens to some people
One side is ok; the other side is not ok
MURA is
Inconsistent or
Irregular or
Uneven use of person or M/c.

33. Quality
Doesn’t happen by
Accident,
It has to be
Planned