1. IENG 451 / 452 MUDA (Waste): Waste’s Impact on Systems
IENG Lecture 16
MUDA (Waste):
Waste’s Impact on Systems
11/8/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

2. House of Lean CUSTOMER FOCUS: JUST IN TIME INVOLVEMENT: JIDOKA
Highest Quality, Lowest Cost, Shortest Lead Time
by continually eliminating Muda
JUST IN TIME
INVOLVEMENT:
JIDOKA
Flexible, motivated team members continually seeking a better way
(Intelligent Human-Machine Systems)
STANDARDIZATION
STABILITY
11/8/2018
IENG 451 Operational Strategies

3. Eliminating Waste in Lean Systems
Focus on VALUE:
What the customer would be willing to pay for – if they knew we did it
Value-Added – actual work of transforming the product or providing the service
Auxiliary Work – (BNVA) – supports the work being done or required for regulatory purposes
Non-Value-Added – if you stopped doing it, there would be no adverse effect on the product or service
Japanese terms for waste:
Mura – unevenness
Muri – difficult to do
Muda – wasted effort
11/8/2018
IENG 451 Operational Strategies

4. Eliminating Waste in Lean Systems
Mura:
Unevenness or fluctuation in work
Ex. Batch Production – seeks to minimize set-up costs while still allowing the system to produce a mix of orders
To save on multiple set-ups, make the batches as big as possible
Problem – workers strain to produce the difficult items, then coast the other part of the time
Solution(s)
SMED – single minute exchange of dies (switch-overs)
Reduce the sequential activities for set-up by concurrency
Heijunka – production leveling
Mix the models being produced in an even fashion
11/8/2018
IENG 451 Operational Strategies

5. Eliminating Waste in Lean Systems
Muri:
Difficult to do
Ex. Variation in Production – seasonal customer orders shock the production system
Ex. Poor Job Design – worker strain
Ex. Inadequate Tools – difficult inspection using old tools
Ex. Unclear Specifications – workers are not clear on what to do to produce what the customer desires
We have many tools to fix these, if we allow ourselves the time to improve the system
Ex. Bear Sneakers
Ex. Bucksaw Sharpening
11/8/2018
IENG 451 Operational Strategies

6. Eliminating Waste in Lean Systems
MUDA – 8 wastes:
Waste of Motion
(Un-)Ergonomic Strain
Waste of Delay
Lead Time = Process + Retention
Waste of Conveyance
Smaller batches, closer stations
Waste of Correction
Rework and scrap
Waste of Over-Processing
Delivering more than customer wants
Waste of Inventory
WIP – work in process
Waste of Over-Production
Things that don’t sell
Waste of Knowledge
Knowledge that is earned, but not shared
Work
Actual
Work
MUDA
Motion
MUDA
Motion
Auxiliary
Work
Motion
Motion
11/8/2018
IENG 451 Operational Strategies

7. Manufacturing Cost Breakdown
40%
15% 5%
25%
15%
Selling Price
Manufacturing Cost
Eng’g
Admin, Sales, Mktg, etc.
Profit
Mfg Cost
50%
26%
Parts & Mat’ls
Direct Labor
Plant / Mach. Depreciation, Energy
Indirect Labor
12%
R & D
Fig Breakdown of costs for a manufactured product [Black, J T. (1991)]
11/8/2018
IENG 451 Operational Strategies

8. Value-Added Time in Manufacturing
Time on machine
Moving & Waiting
Time in factory
Time on machine
70%
30%
Loading, Positioning, Gaging, etc.
Cutting 5%
95%
Fig How time is spent by a typical part in a batch production machine shop
11/8/2018
IENG 451 Operational Strategies

9. House of Lean CUSTOMER FOCUS JUST IN TIME INVOLVEMENT JIDOKA
Hoshin Planning, Takt, Heijunka
Involvement, Lean Design, A3 Thinking
JUST IN TIME
INVOLVEMENT
JIDOKA
Standardized Work 5S
TPM
Kaizen Teams
Suggestions
Safety Activities
Hoshin Planning
Flow
Heijunka
Takt Time
Pull System
Kanban
Visual Order (5S)
Robust Process
Involvement
Poke Yoke
Zone Control
Visual Order (5S)
Problem Solving
Abnormality Control
Separate Human & Machine Work
Involvement
STANDARDIZATION
Standardized Work
Kanban, A3 Thinking
Visual Order (5S)
Hoshin Planning
STABILITY
Standardized Work, 5S, TPM
Jidoka, Heijunka, Kanban
11/8/2018
IENG 451 Operational Strategies

10. IENG 451 Operational Strategies
Questions & Issues
11/8/2018
IENG 451 Operational Strategies
(c) D.H. Jensen