Muri,Mura,Muda

Presented by:Deepak Kumar Roll no.- 38

System Design to Control the 3 Ms

MUDA = Waste MURA = Variation, fluctuation MURI = Overburden 1. Design the system with sufficient capacity to fulfill customer requirements without overburdening people, equipment, or methods. 2. Strive to reduce variation/fluctuation to a bare minimum. 3. Then strive to eliminate sources of waste! Quality first, then cost first stop shipping scrap
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Purpose
To make money and grow!Successful organizations solve customer problems by providing what customers want, when they want, where they want, cost effectively. Note: Cost reduction is the wrong end of the telescope; value maximization by solving problems is the real customer desire.

Types of waste in a system:Mainly there are 7 types of waste:T: Transportation I: Inventory M: Motion W: Wait O: Over-processing O: Over-production D: Defect

TIMWOOD

Different Roles at Different Levels

Sr. Mgmt.

System Kaizen
Eliminate Muri and Mura
Middle Mgmt.

Process Kaizen
Eliminate Muda

Front Lines

FOCUS

The challenge of any manufacturing business: Matching capability (capacity) with demand

MUDA (Excess)

Capability

Demand
MURA (Instability)

MURI (Overburden)

Know your demand Know your true capability (capacity) Create flexibility to enable them to match TIME
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Detect normal from abnormal right now!

Lean Transformation Experience so far

Lean will work anywhere, but Many companies have tried Not every company is successful, In fact, most arent.

We know half the plan is wrong, we dont know which half. We have to watch it unfold, detect normal from abnormal right now, and fix it.

Traditional companies think of a plan - as a prediction of what will happen. Lean companies think of a plan - as an experiment to be conducted - to tell us what we didnt know about the work

Plans are useless, planning is essential. (Eisenhower)

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Many good companies try to practice kaizen and use various TPS tools. But what is important is having all the elements together as a system. It must be practiced every day in a very consistent manner - not in spurts - in concrete way on the shop floor. -Fujio Cho, Chair of the Board, Toyota

What is Lean?
A true lean system should be: Simple & Practical Consistently solving real business problems
at each level of the company in each activity of the company in real time at the root cause
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Three Keys to Lean Leadership

Go See.
Sr. Mgmt. must spend time on the plant floor.

Ask Why.
Use the Why? technique daily.

Show Respect.
Respect your people.

-Fujio Cho, Chair of the Board, Toyota

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A Look at Leadership at Toyota

The Lean Leader leads:
By

Kaikaku
Dramatic

improvements

By

Kaizen
Continuous

small improvements

It takes a balance of both kinds of leaders to succeed

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Leadership: Three Models

Ever worked for one of these? Are you one of these??
Older Dictator Style: Do it my way

Newer Empowerment Style: Do it your way...

Lean Style: Follow me, well figure this out together
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Leadership Lessons from Toyota

Lead the organization as if you have no power.
Kan Higashi to Gary Convis

Never tell anyone exactly what to doYou remove the responsibility for the outcome.
Mr Ushikawa to John Shook

Lead by being a consensus-builder

on problems, root causes, strategies, countermeasures, plans
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Leadership at Toyota Responsibility = Authority

I expected bottom-up decision-making. Thats not exactly what I found. I expected a measure of top-down authoritarianism. I didnt exactly find that either. Rather, I found a dynamic system in which processes were usually well-defined and individual responsibility was almost always clear.

Authority was rarely an issue emphasis was on doing the right thing, not establishing ones rights (authority).
John Shook
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Chief Engineer: Responsibility without Authority

Prototypical case of responsibility without formal authority: the Toyota Chief Engineer.
The Chief Engineer says: I have no authority. Everyone else says: The Chief Engineer is the most powerful person in the company. They are both right. The CE must lead by:
being

knowledgeable, often right, fact-driven, an expert negotiator, strong-willed yet flexible, influence/persuasion. Chief Engineer model: helpful in manufacturing; in healthcare! 18 essential

Leadership at Toyota
The Why? Technique
At Toyota, the burden of proof is clearly on the subordinate to justify why a proposed action is necessary. Managers in Toyota rarely say Yes easily they usually simply ask Why? 1. Why did things go wrong; what is the root cause? 2. Why do you propose that? A huge difference in determining organizational focus. Each justification is rooted in actual practice, in the results of actual activities. This applies to each and every decision, ensuring true organizational learning at every step.
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Leadership at Toyota Decision-making Problem-solving

Decision-making and all actions revolve around planning and problem-solving. It is assumed that there will be problems, that nothing will go according to plan.

No problem is problem.
For the system to work, problems must be exposed and dealt with forthrightly. Hiding problems will undermine the system. Authority is generated by taking responsibility for problems, building consensus on their causes, the strategies to solve them, and each of our roles in the plan
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Leadership at Toyota Control with Flexibility

Toyotas way provides extraordinary focus, direction, control. No excuses the flip side of no blame While at the same time providing maximum flexibility -Because no one ever tells anyone exactly what to do.

Tremendous reliance on individual initiative

Yet, no one can move freely without justifying each action to his/her manager. This is a huge difference in determining corporate focus.
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Leadership at Toyota P-D-C-A

Toyota would say this is nothing more than the P-DC-A management cycle they learned from Dr. Deming.
Yet, this is precisely the thing that most companies cant seem to do. Why?

Surely one major reason for this is the way we lead and manage.
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P-D-C-A Cycle
GRASP the SITUATION

ADJUST

HYPOTHESIS

ACTION PLAN
CHECK STUDY

REFLECT

DO

TRY

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The Toyota Way

Best Quality - Lowest Cost - Shortest Lead Time Best Safety - Highest Morale

Continuous Improvement

Respect for People

PDCA Learning Cycles

THANK YOU