M09-Preventing and Eliminating Muda

Industrial Electrical/Electronic
Control Technology Level III

Based on October, 2023, Curriculum Version II
Module Title: Preventing and Eliminating MUDA

Module code: EIS IEC3 M01 1023
Nominal duration: 30Hours
Prepared by: Ministry of Labor and Skill Collaboration With
October, 2023
Addis Ababa, Ethiopia
Version -2
Page 1 of 65 Ministry of Labor and skills Preventing and Eliminating
Author/Copyright MUDA October, 2023
Table of Contents
Acknowledgment ........................................................................................................................... 1
Acronym…..................................................................................................................................... 2
Introduction to Module .................................................................................................................. 3
Unit one: Identifying MUDA ....................................................................................................... 4
1.1 Elements of Satisfying Customer Requirement ................................................................... 5
1.2 Methods for Categorizing Wastes ........................................................................................ 6
1.2.1 The 3MU’s ..................................................................................................................... 6
1.2.2 5M+Q+S ........................................................................................................................ 8
1.1.1 The flow of goods .......................................................................................................... 9
1.1.2 Forms of Waste ............................................................................................................ 11
1.3 Causes and Effects of MUDA............................................................................................ 16
Self-check 1.1 ............................................................................................................................... 29
Operation Sheet 1.1 ...................................................................................................................... 30
Unit Two: Eliminating Muda .................................................................................................... 34
2.1 Necessity of Muda Elimination .......................................................................................... 35
2.2 Ways of Muda Elimination ................................................................................................ 35
2.2.1 Adopting the Necessary Attitude ................................................................................. 36
2.2.2 Basic Principles for Improvement ............................................................................... 37
2.3 Eliminating and Reducing Waste ....................................................................................... 37
2.3.1 Eliminating seven Forms Waste .................................................................................. 37
2.3.2 Reducing Waste........................................................................................................... 39
Self-check 2.1 ............................................................................................................................... 40
Unit Three: MUDA Prevention ................................................................................................. 41
3.1 Methods of MUDA Prevention .......................................................................................... 42
3.1.1 Standardization ............................................................................................................ 42
3.1.2 Visual and Auditory Controls...................................................................................... 42
3.1.3 5W and 1H Sheet ......................................................................................................... 43
3.2 Practicing Standard Operating Procedures ......................................................................... 46
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3.2.1 Types of SOPs ............................................................................................................. 46
3.2.2 Checking the existing SOPs ........................................................................................ 47
3.2.3 Needs for Change........................................................................................................ 48
3.2.4 Ways of Making Changes............................................................................................. 48

3.2.5 Updating SOPs ............................................................................................................ 49
3.2.6 Improving Compliance with New SOPs ..................................................................... 49
3.3 Total Productive Maintenance ............................................................................................ 50
3.3.1 Benefits of Total Productive Maintenance .................................................................. 50
3.3.2 Pillars of Total Productive Maintenance ..................................................................... 51
Operation Sheet 3.1 ...................................................................................................................... 57
LAP Test...................................................................................................................................... 59
References .................................................................................................................................... 60
Version -2
Acknowledgment
The Ministry of Labor and skill would like to extend its gratitude to Regional Labor, and
skill/training Bureaus, TVT College Deans, Instructors, and industry experts for their financial
and technical support Maintaining and Repairing Instrumentation and Control Devices training
module. Finally, MOLS extends its gratitude to the following instructors and experts who
contributed to the development of this TTLM until its finalization.
Version -2
Acronym
QCD Quality, Cost and Delivery

3MU’s Muda, Mura and Muri
5M+Q+S Man, Machine, Materials, Methods, And Measurement 5W and 1H Sheet
What, Who, When, Where, Why, and How.
SOP Standard operating procedures
TPM Total Productive Maintenance
Introduction to Module
Maintaining and Repairing Instrumentation and Control Devices operations, preventing and
eliminating MUDA is necessary to perform the job specification in freight transport and logistic.
This module covers identifying, eliminating and prevention of Muda.
This module covers the units:

• Identifying MUDA
• Eliminating Muda
• Muda Prevention
Learning Objective of the Module
• Identify Muda
• Eliminate Muda
• Muda Prevention
Module Instruction
For effective use these modules trainees are expected to follow the following module instruction:
1. Read the information written in each unit.
2. Accomplish the Self-checks at the end of each unit.
3. Perform Operation Sheets which were provided at the end of units.
4. Do the ―LAP test‖ giver at the end of each unit and
5. Read the identified reference book for Examples and exercise.
Version -2
Unit One: Introduction to MUDA
This unit is developed to provide you the necessary information regarding the following content
coverage and topics:
• Elements of Satisfying Customer
• Methods for categorizing MUDA
• Cause and effect of MUDA
This unit will also assist you to attain the learning outcomes stated in the cover page. Specifically,
upon completion of this learning guide, you will be able to:
• Understand the Elements of Satisfying Customer

• Identify Methods for categorizing MUDA
• Realize the Cause and effect of MUDA
1.1 Elements of Satisfying Customer Requirement
If this three targets can be achieved then success of the organization and customer satisfaction are
confirmed. QCD refers to the three elements of satisfying customer requirements: Quality, Cost
and Delivery
Quality means degree of fulfillment of requirements. In a market economy or where competition
is prevalent, these requirements are ultimately what the customers’ demand of products or
services they want to purchase. In most cases, companies providing the products or services
determine the requirements based on their best attempt to meet the customer needs.
In other words, quality refers to conformance to specifications and customer requirements. For
instance, Product quality requirements relate to the product's shape, appearance, performance,
reliability, durability, and so forth. These product requirements are ultimately what the customers
want.
In a broader sense, quality refers to the quality of process or work in designing, producing,
delivering, and after-servicing the products or services. The foremost concern is with the quality
of people. The three building blocks of a business are hardware, software, and ―human ware.‖
Only after human ware is squarely in place should the hardware and software aspects of a
business be considered. Building quality into people means helping them become Kaizen
conscious.
Cost: is monetary value of all the inputs to produce a product. In accounting terms, cost includes
cost of labor, cost of materials, and other expenses. The cost items that can be directly
attributable to a product manufacturing process is called direct expense, while others are called
indirect expense. Total manufacturing cost, or product cost, is the sum of the two.
Unit manufacturing cost (unit product cost) is used in the factory level or workplace level cost
management, therefore, used often times in KAIZEN activities as well. Cost is one of the three
primary targets of improvement in KAIZEN activities along with quality and deliver.
Manufacturing/Service Cost = (Material + Labor + Facility + Utility + Others Cost)
The word cost usually refers to cost management, and not cost cutting. Cost management refers
to managing various resources properly, and eliminating all sorts of wastes/Muda in such a way
that the overall cost goes down.
Version -2
Delivery time refers to the timely delivery of the volume of products or services to meet the
customer’s needs. On-time product delivery to the customer or adhering to the due date is critical
to achieve customer satisfaction together with quality and cost in a competitive market
environment
1.2 Methods for Categorizing Wastes
A number of methods for classification of waste have emerged. Here are some of them:
• The 3MU’s
• 5M+Q+S
• The flow of goods
• The forms of wastes
1.2.1 The 3MU’s
A. MUDA
Muda in lean management (lean management is a method of production management that
focuses on making the least amount of waste possible, we find at first this method within
Japanese companies like Toyota) is any activity that doesn’t add value to the business. This
Japanese word translates to ―wasteful‖ in English, the opposite of value-added work and
productivity. It’s a best practice in manufacturing to reduce and eliminate wastefulness in order
to improve efficiency and increase profitability. From an end-customer's point of view, value-
added work is any activity that produces goods or provides a service for which a customer is
willing to pay; MUDA is any constraint or impediment that causes waste to occur.
Types of MUDA
• MUDA Type I: non value-adding, but necessary for end-customers. These are usually
harder to eliminate because while classified as non-value adding, they may still be
necessary.
• MUDA Type II: non value-adding and unnecessary for end-customers. These contribute
to waste, incur hidden costs and should be eliminated.
B. Muri
Muri means overburden, beyond one’s power, excessiveness, impossible or unreasonableness.
Muri can result from Mura and in some cases be caused by excessive removal of Muda (waste)
from the process. Muri also exists when machines or operators are utilized for more than 100%
capability to complete a task or in an unsustainable way. Muri over a period of time can result in
employee absenteeism, illness, and breakdowns of machines. Standardize work can help avoid
Muri by designing the work processes to evenly distribute the workload and not overburden any
particular employee or equipment.
C. Mura
Mura means unevenness, non-uniformity, and irregularity. Mura is the reason for the existence of
any of the seven wastes. In other words, Mura drives and leads to Muda. For example, in a
manufacturing line, products need to pass through several workstations during the assembly
process. When the capacity of one station is greater than the other stations, you will see an
accumulation of waste in the form of overproduction, waiting, etc. The goal of a Lean production
system is to level out the workload so that there is no unevenness or waste accumulation.
Relationship between Muda, Mura and Muri
Muda, Mura, and Muri are interrelated. Eliminating one of them will affect the other two. For
example, a firm that needs to transport 6 tons of materials to a customer has several options.
Figure 1-2Relationship between Muda, Mura and Muri
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The first option is to load one truck with all 6 tons and make a single trip. However in this
example, it would be considered Muri due to the overburden of the truck. This excess load can
lead to a breakdown.
The second option is to divide the transportation into two trips. One with two tons and the other
with four tons. This would be considered Mura since the unevenness of the arrival of materials to
the customer can lead to problems at the receiving dock. In the first trip, the delivery may be too
little for the production necessary on-site. In the second trip, the amount of delivered material
may be too much for on-site storage and material handling. This leads to Muri since one of the
truck is overburden and the receiver is also overburden for that delivery. Additionally, Muda can
be seen from the uneven workload. This can cause employees who receive the materials to wait
around. The third option is to load two tons on each truck and make three trips. Even though this
option has no Mura and Muri, it has Muda since the truck would not be fully loaded on each trip.
Each truck can carry up to 3 tons of material and this option makes one unnecessary trip.
The fourth option is to deliver the materials with two trucks each with 3 tons. In this example,
this would be the optimal level that minimizes Muda, Mura, and Muri. Muda does not exist
because the trucks are carrying the loads at their maximum capacity. There is no excess capacity
nor unnecessary trips with this strategy. Mura does not exist because the workload between the
two deliveries are uniform. As a result, there is no unevenness. And finally, Muri is absent from
this option because both the truck and the operators are not working beyond their capacity.
In real world applications of Lean, it is not always easy or possible to find an optimal solution.
Reducing Muda can lead to Muri. The existence of Mura can be seen as a waste in Muda. And
finally Muri can lead to a breakdown in the system that will result in a large amount of Muda and
Mura. Since real world problems are dynamic and the needs of customers are always changing,
our work processes must also change as well. As we design our processes and standardize our
work, we must look at the resulting system from the lens of these three concepts. Only by
considering the impacts of Muda, Mura, and Muri and optimizing our production strategy can we
develop an efficient Lean system.
1.2.2 5M+Q+S
Another way of thinking about waste is to focus on the areas where waste may occur: the 5M
(man, material, machine, method and management), plus quality and safety. See the next figure.
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Figure 1-3: 5M+Q+S
1.1.1 The flow of goods

A third way of thinking about waste is to focus on the flow of goods in production
. •Materials are Conveyed to Processes on the Production Line
•Materials are Retained at The Process Equipment (WIP)
•Goods are Conveyed to an Inspection Point
•Processed Goods are Set Down and Retained on the Other Side of The Processing Machine
• Materials are Processed
•Materials are Picked Up For Processing
•Goods are Retained Until Inspection
•Goods are Picked Up and Inspected
•Goods are set Down and Retained on the Other Side of Inspection Process
•Inspected Goods are Conveyed to the Finished Goods Warehouse
•Finished Goods are Retained Prior to Shipment
Figure 1.4 Flow Goods in Production

If you look carefully at this you will notice there are really only four things going on: retention
conveyance, processing and inspection.
• Retention means stopping the flow of goods without adding any value to them. It is called
stockpiling, warehousing, temporary storage, and so on. Retention produces inventory:

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materials inventory before processing, work-in process inventory, or finished goods
inventory. Inventory occurs for variety of reasons:
 The upstream process moves faster than the downstream process.
 Goods flowing from several lines to one process or goods waiting to go from one
process to several different lines tend to pile up.
 There is waiting for machine changeover.
 Materials are purchased and processed for expected end-of-the month rushes.
 Materials are purchased in advance of orders.
 Spare parts are purchased in advance for after-sales service.
Retention adds cost without adding value. It is easy to think that inventory solves
production flow problems but in fact it just hides them. When you eliminate retention
points the real problems in the production flow must be addressed directly. This is the only
path to wastefree production flow, or lean production.
• Conveyance refers to transporting goods without adding value. Movement between a
retention points is often called ―conveyance‖ and movement between a retention point and a
process is often called ―material handling.‖
• Processing means adding value. We either alter the raw materials or parts or when
assemble parts to add value. Improvement of processes includes identifying how a process
can best fulfil its purpose or identifying how a process can be done more efficiently. You
will ask, why are we drilling holes? Why are we putting in screws? You may discover many
operations that can be replaced by better solutions or even eliminated.
• Inspection identifies and eliminates defects from the production flow. It does not add value
because it does not eliminate the source of the defect but only its result. Once you change
your focus from ―finding‖ defects to ―reducing‖ defects you are on your way to eliminating
waste. Ultimately, lean production aims to prevent all defects from occurring.
1.1.2 Forms of Waste
In lean manufacturing, the value stream is the sequence of steps that create value, for example,
cutting, stamping, and painting. Any work that is not absolutely required to produce that value is
Muda. Notice that it is not a waste reduction plan, focus group, or meeting agenda. Rather, it is
the relentless pursuit of absolute elimination. When Muda is discovered the patient is sick and
dying, it is an emergency that requires swift, decisive action, usually by the production floor
personnel.

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A. Overproduction
This waste refers to producing too much product. The overproduced volume must be transported,
stored, inspected, and probably has some product you cannot sell. When you cannot sell the
product the entire manufacturing process has been wasted. When product is overproduced, costs
are incurred to store the product and the sales staff must work to produce discount campaigns to
move it.
In a traditional non-lean factory, large batches of raw materials are ordered and processed into
large batches of finished goods prior to being sold. This allows for a large inventory that is
available for unexpected orders. In lean, however, there are multiple assembly lines working in
parallel that move the product from raw materials to finished goods rapidly, thereby allowing for
the production of rush orders.
Example
A computer hardware manufacturing plant produces thousands of units prior to being sold, in
order to beat the competition to market. The product turns out to be slightly different than the
market wants and must be discounted resulting in a loss on the product.
Figure 1-5Factory Overproduction
Figur1-5Employee Waiting
orksit
in
B. Waiting
This refers to workers that are not working, for any reason. Anything that is waiting for
something is wasting a component of the process. Whether it’s the products being produced, the
people producing them, or the machines on the factory floor, the process is improved by

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eliminating the act of waiting. In a lean plant, each production station is designed so that the
product spends no time waiting for the next or previous step.
Example
In a vehicle assembly plant, the paint department is located in a centralized location and applies paint
to the vehicles. They are shipped to the department, at which time the main assembly line workers and
machines are idle as they wait for the product to return from the paint station.
C. Transportation
This is the waste of moving parts around. It can occur between processing steps, between
processing lines, and also when product is shipped to the customer. In a lean facility, the product
moves from station to station on one continuous line of flow, which minimizes the transportation
of raw materials as well as the product itself. Inventories between production stations are
minimized and the movement of goods is not a significant part of the production process.
Example
A furniture production facility accepts bolts, nuts, and steel hardware at its receiving bay. This
material is sent to the parts department where it is sorted and stocked in bins. From there, the parts
department supplies the assembly line as necessary.
Figure 1-7 Transportation Waste
D. Over processing
This refers to the waste of processing a product beyond what the customer wants. For example,
engineers that make specifications greater than the customer is willing to pay for. Also, choosing
poor or inefficient processing equipment also creates this type of waste. In a lean manufacturing
plant, the value being provided to the customer is carefully assessed and the value stream
mapped. That way it is clear to everyone what creates value and what is considered unnecessary,
wasteful, or gold plating.

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Example
In a textile mill, the thread spacing is adjusted higher than the customer’s quality requirements to
minimize the amount of rejected material. The mill should consider upgrading, retrofitting, or
replacing its looms to minimize the over processing of its product.
Figure 1-7 Over Processing Waste

E. Movement
This is the unnecessary movement of people, such as operator and mechanics moving around
looking for tools and equipment. It is very easy to overlook this type of waste because people are
moving and active, but make no mistake it hurts the bottom line like any other Muda does. Lean
production facilities have highly standardized assembly stations. The workers at each station
perform standardized work and all of their raw materials, tools and equipment are available when
they need them.
Example
A bicycle assembly plant requires workers to get their tools from the tool shed at the beginning of each
shift. Most workers take between 5 and 10 trips to the tool shed throughout their shift. To eliminate
this waste, more tools are purchased and placed at each station.
Figure1-8 Movement Waste

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F. Inventory
Lean manufacturing is famous for the concept of just-in-time production, whereby the raw
materials are supplied to the assembly plant with a minimal amount of storage time prior to being
processed. In fact, all storage is considered Muda, as it incurs costs to purchase it, store it, and
potentially scrap it when business needs change. But how do you ensure that you don’t run out of
raw material and thereby shut down the entire factory’s production?
Since production volume in a lean manufacturing plant is achieved via multiple, parallel assembly
lines, a delay in any one assembly line does not render the entire plant in operational. If a critical
raw material is obtained from an external supplier, however, that supplier must become lean as
well, using multiple, parallel assembly lines to ensure there are no critical hiccups
Example
A manufacturer of light bulbs uses two separate assembly lines, one for the glass exteriors and one
for the filament, which are then combined into a final assembly line. Because the glass exteriors
have greater risk of problems and are quicker to produce, large volumes are stored in preparation
for final assembly. To eliminate the excessive storage of this inventory, the glass assembly line is
broken into 4 parallel assembly lines which can produce at exactly the rate of the filament
assembly line. If any one of these parallel assembly lines breaks down, the plant still maintains
75% of its production. A onetime gain of the value of the stored product is achieved.
Figure 1-9 Inventory Waste

G. Making Defective Parts
Every manufacturing plant produces some scrap. Whether it’s the excess pieces from a cutting
operation or the destruction of finished goods, the material that cannot be used represents a waste
that must be minimized.
In a lean plant, every assembly station uses standardized work and the product is not moved to the
next station until the work has been completed to specifications in a process called jidoka.
Compared to a non-lean plant where large batches of one type of work are performed followed by
a machine changeover to another product, the gains in quality have been demonstrably large.

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Example
A manufacturer of steel pipe takes large steel plates and puts them through a hot rolling process. The
hot-rolling machines are large and expensive, and must be kept at maximum uptime. Hence, the raw
material (steel plates) are often cut with 40% or more of the material wasted. The plant converts to lean
manufacturing and implements several smaller hot rolling machines, allowing them to produce smaller
and bigger pipe quickly, thereby using the material that would otherwise be scrapped.
1.3 Causes and Effects of MUDA

In this section we will discuss about the Causes and Effects of MUDA in accordance with the
seven forms of wastes.
Table 1-1 1 Causes and Effects of MUDA

Causes of Muda Effects of Muda
• Large-lot production • Anticipatory buying of parts and

• Anticipatory production materials
• Inability to achieve short changeover times • Blocked flow of goods
with the large equipment used in mass • Increased inventory
production systems • No flexibility in planning
• Creating enough stock to replace the number • Occurrence of defects
of defective parts produced
• Overstaffing or too much equipment
• Machines that turn out parts too quickly

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• Acceptance of inventory as normal or as a • Waste of space
―necessary evil‖ • Needs for inspection, and
• Poor equipment lay out transportation
• Long changeover times • Expansion of working fund

• Shish-kabob or large lot production • Shelf life may expire
• Obstructed flow of goods • It ties up cash
• Anticipatory production • Makes FIFO inventory management
more difficult
• Defective parts
• Isolated operations • Increase in manpower and processing
• Low employee morale • Unstable operation
• Poor work layout • Increases production time
• Lack of training • Can cause injury
• Poor layout • Waste of space
• Shish-skilled workers • Production deterioration
• Sitting to perform operations • Expansion of transportation facilities
• The need for conveyance systems is assumed • Occurrence of scratches
• Obstruction of flow • Waste of manpower, time, & machines

• Poor equipment layout • Increase in the in-process inventory
• Trouble at the upstream process • Failed delivery dates
• Capacity imbalances • Poor workflow continuity
• Emphasis on downstream inspection • Increase in material cost

• No standard for inspection work • Productivity deterioration
• Omission of standard operations • Increase in personnel & processes for
• Material handling and conveyance inspection
• Inadequate study of processes • Unnecessary processes or operation

• Inadequate study of operations • Increase in manpower and man-hour
• Incomplete standardization • Lower workability
• Materials are not studied • Increase in defects
• Can reduce life of components

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1.4 MUDA’s Identification Tools and techniques
Under Kaizen umbrella, in the workplace uses different tools and techniques to draw and analyses
current situation of the work place and to eliminate Muda.
A) Andon
An Andon is an indicator informing team leaders and supervisors of the current workshop
situation with color boards, flash lights, and automated announcement.
Figure 1-10 Examples of Andon indicator light
Types of “Andon”:
1. Calling “Andon”-Used for requesting parts.
2. Warning “Andon” -Used to inform occurrence of irregularities on the lines.
3. Progress “Andon” -Used to identify the progress of operation on the lines with a short
Takt Time.
B) 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.
Figure 1-11 U-Line walking sample

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C) 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.
Figure 1-12 Integrating the Parts Processing Into the Main Line
D) Unification
Even if a flowing line cannot be formed, odd operations can be combined together in a place into
an operator’s work.
Unification
of several
processes
Figure 1-13 Unification Several Processes Sample

E) Multi-process handling & Multi-skilled Operators
Multi-process handling means that a single operator manages multiple machines and processes
in product processing and assembling. This is the primary factor for constructing lines by a small
number of operators.

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A multi-skilled worker can deal with several machines or processes as described above. The
supervisor can make a flexible placement of operators when someone within the same team or
section is absent.
F) A.B. Control (Two-Point Control)
A.B. control is a devised/Created automatic control function. It controls the machine movement
when they come to start or stop working depending upon the number of work pieces piled/loaded
up between the preceding process and the following process.
Up to Three
A.B. control is used
as a tool for time
control to realize
Just in Time (JIT)
Figure1-14 A Devised automatic control function.

G) Cell Production Line
This is a production line that a single operator manages all the machining or assembly operations
in unit production.
Figure 1-15 A Single Operator Manages All the Machining or Assembly Operations in Unit Production.
H) Shop Layout Analysis and Process Flow Analysis:
There are several tools you can use to analyze current conditions of shop layout and process flow
quickly and effectively. We will describe some of them.
a) The Arrow Diagram
The Arrow Diagram focuses on the flow of goods to discover waste. (Arrow diagrams have
recently been renamed value stream maps.) We include here a simple method for creating an
arrow diagram to get a good understanding of your production process and to see where the waste
exists in your workplace. The factors to be identified in your arrow diagram are retention,

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conveyance, processing and inspection. There are specific symbols you use to indicate each of
these aspects of a production process as indicated below:
Table 1-2 Symbols Used In Arrow Diagram
Analysis Symbols Description Amount of waste
Factors
Retention When the work-in-process flow is stopped Large
(for other than conveyance, processing, or
inspection)
Conveyance When the work-in-process is moved Large
from one place to another
Processing When the work-in-process is changed There may be
physically or chemically for added value some waste in the
process
Inspection When goods are inspected for Large
conformance to quality and dimensional
standards
To create arrow diagram, consider the following.

• Understand the purpose - The purpose is to discover major forms of waste. The arrow
diagram will help your improvement team ―see‖ the waste.
• Select the product to be analyzed- You can do a product/quantity (PQ) analysis to
compare products and quantity. Choose products with a large output and those with many
production problems as starting points for your analysis of current conditions using the
arrow diagram.
• Prepare a factory layout diagram- Include the entire factory layout, indicating the
position of machines, worktables and other equipment. Store the original in a safe place so
that you can make a copy of it each time you want to analyze another product line.
• Make the arrow diagram- Do this on the factory floor. Use the symbols below to show
the different types of activities that occur. The map will make the waste more obvious to
you and your team than when you are simply standing on the factory floor observing
standard operations.

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Figure 1-16 Arrow Diagram
Connect the symbols with lines that show the direction of the flow and the sequence of product
through each operation. Create other symbols as you need to. At all conveyance points, note the
conveyance distance and type of conveyance. At all retention points, note average work-in-
process inventory.
b) The Summary Chart of Flow Analysis
Now that you have done an arrow diagram, write up a Summary Chart of Flow Analysis. Count
the symbols you used on the arrow diagram to show totals for the number of retention and
conveyance and inspection points. Also note the total amount of goods retained and the total
conveyance distance. Keep track of changes after improvements are made using the same chart to
compare.

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Figure 1-17 Summary of chart flow analysis sample
With these tools in hand, brainstorm improvement ideas. In brainstorming, you must let ideas
flow freely. One unlikely suggestion may trigger a good idea. Select and further analyze good
ideas. The arrow diagram and the flow analysis should not take you too long or keep you away
from your observation of the factory floor. Draw the arrow diagram while watching the
production of the product on the floor and use it to help you see the waste there. Keep it relevant
and keep looking.
The whole purpose of using this tool and the others discussed is to help you gain a ―sixth sense‖
for waste. You will start to see the waste at some point as you do this, and when you do you will
never be able to not see it again.
c) The Operations Analysis Table
The Operations Analysis Table focuses on people’s actions. As discussed in the previous topic,
not everything you do adds value. Operations analysis tables help you identify the waste in your
own operations. See the table below. Either have your supervisor fill in the table or do it as a
team, filling it in for each other. It is hard to do it for yourself because you can’t watch yourself
the same way someone else can.

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To prepare and use operation analysis table, consider the followings.
Fill in the table on the factory floor
Figure 1-18Operations Analysis Table
• Look For Detail – write everything down that you possibly can.
• Identify The Waste – analyze as critically as you can to distinguish work from waste full
movement. Everything that is not value-added must be counted as waste.
• Set An Improvement Goal – review all the data from your observation and decide what
would be best to improve and how much improvement you expect.
• Eliminate Waste- eliminate waste from everything except the real work operations. Write
down the results of your improvement efforts on the ―after improvement‖ side of the
table.

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d) The Standard Operation Combination Chart
Standard operations are a critical aspect of lean production. In order to create standard operations,
current conditions must be understood and waste must be eliminated from all aspects of the
process. A Standard Operation Combination Chart focuses on the relationship of people, goods
and machines. By plotting the cycle time of all activities in the process you can discover where
the waste is and design the process to create a more efficient combination and reduce overall
cycle
time.
Figure 1-19 Standard Operation Combination Chart

e) The Workshop Checklist for Major Waste Finding
In the previous portions you have seen detailed checklists for identifying specific instances of
each one of the seven deadly wastes. The Workshop Checklist for Major Waste Finding allows
you to identify – in a more general way – the seven types of waste in a work area.

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Figure 1-20 3Workshop Checklist for Major Wastes Findings To
use the workshop checklist for major waste finding, consider these points.
• Choose several processes or work areas and look for waste.
• Rank the improvements that are needed. Focus improvements on the process with the
greatest total when you add up the magnitude columns
• Choose the first process to be improved from the workshop checklist.
• Brainstorm improvement ideas and then carry out them.
Table 1-3Four Level of Magnitude

f) Layout improvement
Layout improvement is to plan the placement of machineries, raw materials, workers, etc. in
order to produce raw materials, parts or products economically. When the layout of a shop floor
is decided, it is necessary to plan considering production conditions and environmental conditions
appropriately. Layout improvement is important technique to avoid ―Muda, Mura and Muri‖ due
to placement in production activities.

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g) Brainstorming
Brainstorming can be defined as the methodology used to encourage every individual in the KPT
to express freely their opinions or give ideas in an open discussion. Brainstorming can be used to
list down all the problems faced by an organization, their causes and the potential effects if a
certain suggestion is implemented. To ensure the success of the brainstorming process, it is
important for the KPT to follow the following rules:
• The subject for brainstorming should be clear and accurate. For example, members may
brainstorm to identify the causes and reasons why a certain task cannot be completed on
schedule.
• Each member will give only one opinion / idea at each turn regardless of the number of
ideas he /she may have.
• A tension-free atmosphere must be maintained to encourage free expression of ideas.
• Every idea expressed should be written on the black / white board, flip chart or noted
down by a secretary.
• At the end of the brainstorming session, all the ideas expressed should be evaluated one
by one and short-listed.
• Voting is used to list the ideas according to priority. The prioritization is based on the
number of votes received for each idea.
h) Line balancing
It refers to the state where there is a difference in time required for each process of a production
line. It is determined that the line balance is good if this difference is small (usually smaller than
15%), but in a bad case the line balance should be improved by levelling out the work time
through shortening that of a very time-consuming process and increasing loads of processes
consuming less time.
Build in quality at each process
1. Quality should be built into each process.
2. Guarantee the quality in each process.
• Do not make Defect
• Do not pass defect
3. Work to standard
The machine stops, if abnormality is caused.
• Worker stops operation, if he/she finds abnormality.

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• Don’t send the next process the defects.
4. Abnormality will understood simply.
5. ―Visual control‖ visually control the states, ANDON,
6. Production analysis board, Standardized work chart etc
i) Kanban System
It’s a TOYOTA Production System manufacturing tool. Kanban is not inventory control system
rather it is scheduling system. In production it tells us:
• What to produce
• When to produce it
• How much to produce
Kanban prevents over production and it is used to give instruction for production and conveyance
in every process.

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Self-check 1.1
Directions: Answer all the questions listed below.
Part I: Say True or False
1. Creating enough stock to replace the number of defective parts produced is a cause of
Overproduction waste
2. Mura means unevenness, non-uniformity, and irregularity.
3. Long changeover times is an effect of Inventory waste
4. Increase in manpower and processing is a Motion waste
5. Muri means overburden, beyond one’s power, excessiveness, impossible or
unreasonableness
Part-II: Fill in the blank Space
1. ………. means degree of fulfillment of requirements
2. ………. is monetary value of all the inputs to produce a product
3. ………. in lean management is any activity that doesn’t add value to the business.
4. …………non value-adding, but necessary for end-customers
5. …………non value-adding and unnecessary for end-customers
Part-III: Answer the following questions accordingly.

1. Describe the 3MU’s and their relationships.
2. Describe the seven deadly wastes/Muda
3. What are the focus areas of 5M + Q + S?
4. Explain the four things going on during the flow of goods in relation to waste?

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Operation Sheet 1.1
Operation Title: Identification of the seven types of MUDA
Instruction:
• Keep safe your working area
• Properly operated manual handling equipment
Purpose: To identify the identification of the seven types of MUDA. Required
Tools and Equipment: Stationary material and warehouse tags
Safety Equipment and Tools:
• Dust masks / goggles First aid Kit

• Glove Safety shoes
• Working cloth Precautions:
• Wearing appropriate cloth
• Make working area hazard free.
Quality Criteria: - Identification of the seven types of MUDA meet Kaizen Standard
Procedures:
The steps in the process are noted below. It may be useful to evaluate this procedure after every
count, to see if the procedure should be altered to compensate for any counting issues
experienced.
Step 1: Select one working operation area
Step 2: Identify and write wastes
Step 3: Identify/Define what your customer needs.
Step 4: Observe and list out the contents of the operation.
Step 5: Measure the severity of waste
Step 6: Compare the result between wastes

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Waste-finding Checklist
Overproduction
Process: Date:
Description of waste Ye No Magnitude Causes and/or

s Improvement
plans
1. No production schedule of control boards.
2. No leveling of production schedule.
3. Productions not in synchronize with

production schedule.
4. Items missing
5. Defective goods produced.
6. Equipment breakdowns.
7. Too much manual assistance required.
8. Machines have too much capacity.
9. Lots are grouped in to batches.
10. Using ―Push‖ production.
11. Caravan style operations.
12. Not balanced with ten next process.
Total
Inventory
Description of waste YNo Magnitude Causes
1. Lots of inventory on shelves and floors.
2. Shelf and floor storage takes up lots of space.
3. Inventory stacks block walkways.
4. In-process inventory accumulates within

individual operation.
Ministry of Labor and Skills Preventing and Eliminating

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Author/Copyright MUDA
5. In-process inventory is stacked up between
operators.
6. In-process inventory is stacked up between
7. processes.
Impossible to visually determine
quantities of in-process inventory.
Total
Motion Date:
Description of waste Yes No Magnitude Causes
1. Walking
2. Turning around
3. Leaning sideways
4. Bending over
5. Too wide arm movements.
6. Unnecessary wrist movements.
7. Wasteful work piece set up/removal.
8. Non-standardized repetition of operations.
9. Using different motions each time.
10. Operations divided into many little segments.
Total
Waiting/Idle Time Date:
1. Work piece delay from previous process.
2. Machine busy status.
3. Missing item(s).
4. Lack of balance with previous
5. Lack of planning
6. Lack of standard operations.
7. Worker absence.
8. Too many workers (more than two).
Total
Defect Waste Date:
Description of waste Ye No Magnitudee Causes
1. Complaints from next process.

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2. Defects within the process.
3. Human errors.
4. Defects due to missing part(s).
5. Defects due to wrong part(s).
6. Omission(s) in processing.
7. Defect(s) in processing.
8. No human automation.
9. No mistake-proofing.
10. No inspection within process.
11. Defects not addressed by
Total
Processing
1. Process is not required for product
2. Process includes unnecessary
3. Process can be replaced by
4. Part of process can be eliminated
Total
Result

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Unit Two: MUDA Elimination
This unit is developed to provide you the necessary information regarding the following
content coverage and topics
• Necessity of MUDA Elimination
• Ways of Muda Elimination
• Eliminating and Reducing Waste
This guide will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
• Understand the Necessity of Muda Elimination

• Identify Ways of MUDA Elimination
• Elimination and Reduction of Waste

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2.1 Necessity of Muda Elimination
Muda translates roughly as waste, and refers to the inefficiencies within processes which you can
seek to reduce or eliminate entirely. In effect, lean declares war on waste – any waste. Waste or
Muda is anything that does not have value or does not add value. Waste is something the
customer will not pay for. The elimination of Muda intervenes in the processes of continuous
improvement because it prevents the use of disproportionate means for the realization of an
operation (Muri), the deviations of realization in particular with the instability of the processes
(Mura) and finally it limits the waste (Muda).
2.2 Ways of Muda Elimination

The 7 forms of waste is a concept that is an integral part of Lean management. Learn what costs
you money and resources as well as how to eliminate waste from your work processes.
A. Identify the Key Areas of Waste
Anything that provides no value to the customer and contributes nothing to your bottom line but
has a cost can be classified as waste. It may exist in every department of your company. Thus it’s
critical for you to find out the most common areas of waste in your business.
Have you been producing too many goods that your customers do not even need? Or is there too
much delay in your production process, so you need more time and costs to spend on machines
and workers?
B. Manage Inventory Efficiently
Efficient inventory management means keeping the proper inventory (including raw materials,
WIP, and finished goods), thereby reducing the risk of loss, decay, and damage. So, how do you
control the procurement of goods at a manufacturing plant?
First of all, you must be able to forecast your inventory needs. Then, you need to make sure that
the amounts and types of materials you keep are adequate for your production. Also, the goods
you will produce follow your customer demands. This step aims to make sure that there will be
no more unnecessary purchases.

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C. Reduce Packaging Materials Usage
Product packaging is one of the significant contributors to waste. Good packaging designs are
sometimes needed to highlight the uniqueness of your product, but that does not mean you have
to sacrifice a lot of money for them.
Redesign your product if that’s possible. For example, replace your product packaging with
reusable and recyclable materials for starting a zero-waste lifestyle. Also, consider making a new
product out of the cardboard boxes or leftover plastics that you use to pack your current products.
D. Establish Routine Maintenance Schedules
Check the condition of your machines and equipment regularly. Equipment damage or failures
lead to unplanned downtime in the production process and other activities on the shop floor,
which then cause order fulfilment delays. Furthermore, you will end up spending more on new
machines and equipment. Therefore, it’s important to schedule regular preventive maintenance.
Hash Micro’s Manufacturing System can make it easy for you to record conditions and schedule
routine maintenance for all manufacturing assets. The system also allows you to monitor fuel
consumption and track your truck’s location to identify problems early.
E. Leverage Automation for Your Business
You may be thinking that investing in software is not the right solution to reduce waste since you
will still need to spend quite a lot of money to implement it. However, the cost you will spend on
software is much cheaper than the costs you have to pay regularly on your workers, new
machines, reparations, and other unnecessary tools.
2.2.1 Adopting the Necessary Attitude

First you must adopt an attitude that supports your ability to see waste. Waste is hard enough to
find when you want to find it; if you don’t want to find it, or if your response to find it is denial
or resistance, then it will never be possible for you to root out waste and make your work
environment stress free.
It is very important that you understand that one purpose of discovering waste is to take the
frustration out of your work.

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Many people will resist seeing the waste in their work. Just don’t let it be you. You may hear
yourself or others saying things like: ―Let’s not fix what is not broken.‖ ―Can’t we live well
enough alone?‖ ―This is just another attempt to make us work harder for the same amount of
money.‖ ―It looks good on paper, but it will never work on the floor.‖ ―We tried that twenty
years ago. It didn’t work then; it won’t work now.‖ ―That is not my job.‖ And so on.
You know the lines. You have probably said one or two of them at one time or another. We all
have. Resistance is normal. Just don’t let it keep you from learning to see the waste in your work.
In the end, you are the one who suffers most from the results of waste.
2.2.2 Basic Principles for Improvement
There are ten basic principles for improvement in workplace by reducing wastes.
1. Throw out all of your fixed ideas about how to do things.
2. Think of how the new method will work-not how it will not.
3. Don’t accept excuses. Totally deny the status quo.
4. Don’t seek perfection.
5. Correct mistakes the moment they are found.
6. Don’t spend a lot of money on improvements. 7. Problems give you a chance to use
your brain.
8. Ask ―Why?‖ at least five times until you find the ultimate cause.
9. Ten people’s ideas are better than one person’.
10. Improvement knows no limit.
2.3 Eliminating and Reducing Waste
2.3.1 Eliminating seven Forms Waste
A. Waste Resulting From Overproduction
Maintaining this principle is also a means for shrinking markets to maintain margins since it is
easy to improve productivity by increasing the quantities produced, but it is difficult to do so in a
context of declining production volumes. Eliminating overproduction means paying great
attention to planning but also agreeing not to seek the full use of resources. It can also involve
losing stored objects in a hurry, no longer finding them in an emergency context. This wastes
time, energy and even money if the product is not reusable. 5S allow organizes to arrange the
storage area, production and teams.

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B. Wastage From Waiting Times
An unoccupied resource is not necessarily a waste, because full employment must be
distinguished from the activation of a resource. Pending parts can be assimilated to stocks. The
halt of labor resulting from a lack of balancing or hazards affecting the production flow is
minimized by operators being authorized to provide mutual assistance. Downtime due to
equipment failure or series changes are drastically reduced using Total Productive Maintenance
(TPM).
But this isn't the only instance affecting profits. When overproduction is stored in an unorganized
manner, time is lost locating the product when needed. To avoid searching time, it is possible to
set up visual management to locate products quickly and efficiently.
C. Waste Caused By Transport
Transporting a part from one machine to another gives it no added value. Having the various
machines in flow-shop, i.e. in specialized workshops, is a good way of reducing internal
logistics. In the flow-shop, all the necessary resources are available to carry out the various
operations so that production flows smoothly. The job-shop or specialized workshop groups
together resources of the same type, turning workshop, drilling unit, milling workshop, etc.
Carrying out the different operations on the same part requires constant transport and waiting
times between workshops. It is generally accepted by all manufacturers that the availability of
resources in specialized workshops leads to a real logistical nightmare. The pieces cross circuits
and spend time waiting in the inter-stocks. Placing different resources very close to each other
reduces transportation needs and physically prohibits large inter-stocks. If transport is being
identified as waste and transport cannot be eliminated or further reduced, improvements can be
sought.
D. Waste Due To Unnecessary Stocks
The definition of stocks must be understood in a broad sense; pending parts are a stock, parts on
the way are a stock, perhaps in movement, but still a stock. The distinction between transfer
batch and production batch leads to the principle of just-in-time flow. It is certainly the best
indicator and means of destroying hidden stocks. The limited space available prevents storage.
The layout of the various flow-shop resources considerably reduces transport requirements and
allows little or no storage. Ideally, we try to put the resources in direct contact with each other
and we try to work with transfer lots of one size. Automatic stores have the same characteristics
as transitic means; they improve the storage operation but do not suppress it. The objective is to

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eliminate waste due to unnecessary stocks, which implies the existence of "useful" stocks; which
are vital.
To seek zero stock is nonsense.
E. Waste In Manufacturing Processes
It is hard to believe there can be unnecessary operations in manufacturing. However, trade and
technological evolutions require less operations for a product. A critical analysis of each
operation can uncover this kind of waste.
F. Unnecessary Movements
The notion of unnecessary movements is well known to all. The most obvious unnecessary
movements are usually easily eliminated. It's understandable that bad habits spontaneously
develop may go unnoticed. These habits can easily escape observation, either because these
actions stop when an observer arrives, or because the observer is deceived by the ease of
performers. It is sometimes surprising to note the efficiency with which the operators manage to
carry out complicated and unnatural gestures.
G. Waste Due To Defective Parts
The abundant literature on quality management and the dissemination of the quality spirit in
companies have raised awareness of the costs of non-quality. This cost exceeds that of the
defective part and its reprocessing or replacement, because with just-in-time flows, the incidence
of non-quality spreads downstream, creating delays, missing parts, loss of opportunity, etc. The
important thing is to remove the cause of non-quality, not to treat the symptoms.

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2.3.2 Reducing Waste
There are seven Strategies used for reducing the forms of Muda
S.No Type of MUDA Strategies to reduce
1 Transportation • Store materials as close to the point of use as possible
• Avoid transportation over long distance
• Avoid overproduction
2 Inventory • Dispose of obsolete material to save space and avoid
confusion
• Do not produce items ahead of customers delivery
3 Motion • Motion economy principal
• Effective supervision
4 Waiting Time management

5 Over Processing Improve work allocation and identify more effective
methods
6 Overproduction • Strong production planning and control
• Production according to customer schedule
• Firm delivery requirements
7 Defects • Conduct design review; reduce defective materials and train

employees
• Maintain machines and equipment regularly

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Self-check 2.1
1. The halt of labor resulting from a lack of balancing or hazards affecting the production
flow is minimized by operators being authorized to provide mutual assistance
2. Transporting a part from one machine to another gives it no added value.
3. An unoccupied resource is not necessarily a waste, because full employment must be
distinguished from the activation of a resource.
4. The notion of necessary movements is well known to all.
5. This cost not exceeds that of the defective part and its reprocessing or replacement,
1. _________it’s critical for you to find out the most common areas of waste in your
business.
2. _________in Efficient inventory management means keeping the proper inventory
3. _________is one of the significant contributors to waste
4. _________check the condition of your machines and equipment regularly
5. _________is not the right solution to reduce waste since you will still need to spend quite
a lot of money to implement it.
Part III: Answer the following question accordingly
1. How do we eliminating the seven Forms Waste?

2. How do we reduce waste
3. What is the importance of adopting the Necessary Attitude
4. Mention the ten Basic Principles for Improvement

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Unit Two: MUDA Prevention
This unit is developed to provide you the necessary information regarding the following
content coverage and topics:
• Methods of MUDA Prevention
• Practicing Standard Operating Procedures
• Total Productive Maintenance
• Improvements Gained by elimination
This guide will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
• Identify the Methods of MUDA Prevention

• Perform Standard Operating Procedures
• Understand Total Productive Maintenance
• Recognize Improvements Gained by elimination

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3.1 Methods of MUDA Prevention
We have discussed how you discover waste and what to do to remove it; but it doesn’t end there.
Unfortunately, problems always crop up, and we prevent them from becoming sources of waste
we will be right back where we started in no time at all. That is one reason why one of the very
first things mentioned about discovering waste adopting the right attitude. If everyone is paying
attention to keeping waste from taking hold, then you have a good chance of sustaining
production flow. There are four important methods you can use for maintaining a waste-free
production environment.
3.1.1 Standardization
The primary purpose of standardization is to create and sustain a waste-free process.
Standardization means establishing standard procedures for every operation so that anyone can
understand and use them – and everyone does.
There are many aspects to standardization. Standards must be created, documented,
wellcommunicated, adhered to, and regularly re-assessed.
Standards are required for:
 Machines
 Operations
 Defining normal and abnormal conditions
 Clerical procedures
 Procurement
3.1.2 Visual and Auditory Controls
One way waste enters into operations is when standards are not improved to meet changing
conditions. Even standardization fails to sustain waste-free production if not systematically
updated to take advantage of new materials, new technology, and worker improvement ideas. If
the slightest defect occurs, the standard must be reconsidered.
The factory is a living thing and must constantly be adjusted to stay responsive to changes in the
environment. Responsiveness must be systematic so that problems are addressed without losing
the solid foundation of the waste-removing methods already established. The best way to do this
is through visual and auditory controls.
a) Red-tagging – You probably did this at the beginning of your improvement activities
when you implemented 5S. If not, do it now: put a red tag on everything in the factory
that is not necessary to the current operations of the production process. After everyone

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has had time to notice red-tagged items and claim any that are needed in their area,
remove the remaining red-tagged items from the environment. Management can decide
what to do with them: they can be sold, thrown out, or moved to a location where they are
needed. Always keep the production floor free of any thing that is not directly part of the
production process.
b) Signboards- The purpose of workstations and the names of the workers who operate
them should be displayed at every processing point. Signboards can also identify
equipment and processes so that everyone knows what things are and what they are used
for. Standard quantities should be included on supply bins or carts. The products
produced on each line or in each cell can be displayed, and so on.
c) Outlining- Boarders around tools and equipment, big and small, help people find and
return things. Outlining can also create patterns of work-flow by using the floor to
indicate where and where not to place things, where to walk, safety zones and danger
zones. Outlining to indicate goods to be processed or parts that have been processed
becomes a signal to material handlers for replenishing or for delivery to the next process.
d) Andon- Different colored lights can report the status and needs of a system and signal
when defects or abnormal conditions occur so that problems can be solved immediately.
e) Kanban- These little signs accompany work-in-process. They are the flexible production
instructions or work orders that trigger materials supply and production in a pull system,
the hallmark of lean manufacturing.
f) Pitch and Inspection Buzzers- These indicate when operations get out of sync with
demand or when defects are around. They keep awareness focused on solving problems
and keep waste from taking root.
3.1.3 5W and 1H Sheet
The 5W and 1H (five ―whys‖ and one ―how‖) is a powerful method and one that never stops
being wasteful in sustaining a waste-free production environment. The 5W and 1H sheet is a tool
that will help you systematically apply this method.

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Figure 3-1 5W and 1H Sheet

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Figure 3-2 Improvement in Drill bit Storage
Concepts for Asking “Why” and “How”
Following these principles suggested by Hiroyuki Hirano when you are asking the 5‖whys‖ and
1‖how‖:
1. Look with the eyes of a child- All improvement begins with the first why. Never cease
looking and never cease asking that first why. As you practice this, the result will follow.
2. Remember three essentials for fact finding-
(1) Go to where the problem occurred.
(2) See the problem first-hand.
(3) Confirm the facts based on your own observations.
3. Be a walker and an observer- Supervisors and managers must continually work through
the factory to see that standards are being followed and to practice seeing waste.
Operators need to continually examine their own operations to stay alert for new
problems and new ideas for solving them that may come to mind as they do their jobs.
4. Break down fixed thinking- If you ask ―why‖ and ―how‖ often enough you will
eventually run out of ―known‖ answers. At this point you may reach internal mental
resistance to the discovery of what you don’t know. Get in the habit of asking why and
how beyond this point of fixed thinking. That is when you will make the big discoveries
about waste and how to solve it.
5. Do it now- Don’t wait. Put your ideas into practice immediately

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3.2 Practicing Standard Operating Procedures
Standard operating procedures (SOPs) are step-by-step instructions that act as guidelines for
employee work processes. Whether written up in numbered steps or formatted as flow charts,
effective SOPs are complete, clearly written, and based on input from the workers who do the
job. When employees follow the SOP for a particular job, they produce a product that is
consistent and predictable.
The following are some benefits of standard procedures and practices in completion of operation.
• Readiness for Future Growth
• Standard Operating Procedures Simplify Performance Management
• Control the Quality and Consistency of Your Product
• Protect Yourself from Knowledge Loss
• Save on Training Costs
• Greater efficiency
3.2.1 Types of SOPs
A. Safety and Quality: Since safety and quality are the most critical things to manage in
any factory, you might want to focus on general or role-specific, work instructions
that have an impact on these two areas. These SOPs ensure that workers follow
internal controls and comply with industry and government regulations with regards
to safety and quality.
B. Line Performance: If you are experiencing issues on a specific line, or need to create
new lines due to expansion, you might want to focus on your line performance SOPs.
These standard operating procedures would outline the most efficient and effective
methods for setting up a line, switching between different products on the line, and
operating and troubleshooting equipment on the line.
C. Worker Performance: If, on the other hand, you are experiencing performance gaps
between shifts, teams or individual workers, or you need to quickly train new
workers, you might want to make work instruction SOPs a priority. SOPs geared
towards replacing a retiring worker would focus on the specific role and
troubleshooting Procedures, while standard work instructions aimed at training many
employees due to high turnover, would focus on entry-level workstations.
D. Workplace Safety Procedures The most important concept to remember is that you
are responsible for your own safety and the safety of others. Most safety practices are

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common sense. Unfortunately, they can be forgotten or overlooked unless you make
safe practices a habit or an instinct.
E. Lock-out procedures: All powered machinery or equipment shut down for
maintenance or repair must be secured against the possibility of the equipment being
accidentally turned on while being worked on. To safeguard the person working on
such equipment, lock-out procedures must be posted near the equipment, and the
procedures listed must be followed before repairs or maintenance can start.
F. Equipment Safety: Extreme care should be taken when operating equipment. Before
you attempt to operate any tool or piece of equipment, you must be fully trained by an
experienced operator. Make sure that all guards are in place and function properly and
that all electrical connections are properly made.
G. Electrical safety: Even though you may normally deal with low voltages and current,
the values are never far away from lethal levels. You can receive a shock or burn
from any common electrical circuit.
3.2.2 Checking the existing SOPs
Here are some questions to ask as you consider whether your existing SOPs are in use
throughout your organization and are still working as you intended them to.
A. Staff awareness
• Where are the SOPs kept? Is the "centralized" copy really still available?
• Does everyone have a copy? Does new staff get a copy right away? Is there someone
responsible for assuring this?
• Do all of the staff know—more than vaguely—what you are talking about when you ask
about policies?
B. Usefulness of current SOPS
• Do you hear consistent grumbling from staff regarding any particular procedures
• Is the manual truly comprehensive? Have you noticed any gaps?
• Are the SOPs still realistic? Efficient? Effective? Is there now a better way
• When did you last really read them
C. Integration with Operations
• Are staffs still involved in conversations that arise about needed updates
• Are you open to changes and improvements, even though you worked so hard to get
what you have now

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• Is your training still linked to procedures, and successful at helping staff understand
what it is they need to accomplish
3.2.3 Needs for Change
The following are the kinds of changes needed most of the time For example:
• If awareness is the issue, you may need to produce and distribute the procedures and ask
supervisors to remind staff about them.
• If the information is out of date, you can use the process outlined in Part I to identify and
make necessary changes to the SOPs.
• If there's a lack of acceptance of the SOPs, do some digging to find out why:
• Is the use of the SOPs included in job descriptions, employment policies, performance
objectives, and training?
• Are the SOPs too cumbersome to use? Are they unnecessarily complicated or too far
removed from day-to-day reality?
• Do your supervisors believe in their value and insist on their use? If not, why?
• Do line staff resist following the SOPs? If so, why?
• Identifying where the gaps between the procedures and their acceptance occur means that
you can focus on a response that addresses the real issues and involves the right people.
3.2.4 Ways of Making Changes
Designate only one person to actually enter changes in the master document. This person could
be your director of operations, manager, and executive director—based on what's best for your
agency. Here is a suggested process for identifying and implementing changes to your SOPs:
• Include SOPs on the agenda of regular department staff meetings if there are any
suggestions for change, deletions, or additions that need to be discussed.
• After discussion with the entire department, the department supervisor advises the director
of operations of his/her team's suggestions or needed clarification.
• The director of operations evaluates the requested change and if necessary discusses it with
the executive director or leader.
• If the Director of Operations and the ED agree to make the change, that section of the
master SOP manual (both electronic and physical copy) is updated with the new wording
and instruction.

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• A memo then goes out to the entire staff with a summary of the update, and the page and
section number that was updated. Each staff person also receives a printed copy of the new
revised section for the staff member to update their own manual.
3.2.5 Updating SOPs
This is where most organizations get it wrong. So many of them keep the exact same operating
procedures for years at a time–even though their business continues to evolve. Not good. There’s
no set rule here, but our recommendation is that you aim to update your SOPs every 6 months, or
at least re-evaluate them on that timeline. If you find that some procedures are good to stay as
they are, that’s fine. But odds are that you’ll notice significant areas for improvement. For
example, your SOP for on boarding new clients might be razor sharp, but the one for sales calls
is missing key steps–resulting in low conversions. Or vice versa.
At the 6 month mark, a few guiding questions to ask yourself about the SOPs are as follows:
• Are they still relevant?
Businesses can change a lot in 6 months so you want to make sure that your operating procedures
reflect all the shifts you’ve experienced.
• Are they producing the results that you want?
You might notice that one area of your business is thriving while another is lagging. A reason for
this could be expectations set by the SOPs. For any part of your business that’s underperforming,
a good first step is to look at where your SOPs could be improved.
• Is there a 100% adoption rate from employees?
This one is critical. If you’re getting consistent feedback from employees that they’re confused
about certain steps in the SOPs, then you need to immediately address those concerns. This will
help you improve productivity and compliance.
3.2.6 Improving Compliance with New SOPs
If we are updating existing SOP’s it is a way to ensuring even more productivity and growth in
your business. The final step of the SOP process, then, is to improve compliance from your
employees. Because SOPs are useless unless they are followed correctly.
• Asking for feedback during the collaboration process was an excellent way to start–good
thinking on your part!

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• By including your employees from the beginning, you immediately let them know that
they’re valued members of the team. They feel that their voice is heard and the result is
that they’re more likely to stick to the new SOPs.
Another benefit of making the SOP updating process collaborative is that you improve team
communication and cohesion. No one wants to feel like everything is an overbearing top-down
process. Therefore, approaching this important aspect of the business as a team was another
smart decision. There are additional ways to improve compliance, too. Detailed trainings and
check-ins go a long way towards helping all employees get behind the new SOPs. This provides
yet another reason why you should put just one person in charge of each SOP: you minimize
confusion. Having one person check-in about the effectiveness of a certain procedure is efficient
and clear. Any more than that and you run the risk of having ―too many cooks in the kitchen.‖
These check-ins offer a great opportunity to receive constant feedback about what’s working and
what’s outdated in your SOPs. For a more advanced compliance tool, you can build out an
―accountability scorecard.‖ This way, the check-ins become more of a productive two-way
dialogue. Employees give feedback and you can score them (or they can score themselves) on
how well they comply with the SOPs. This helps everyone in the business note areas for
improvement– all in the spirit of continued growth. Win-win!
3.3 Total Productive Maintenance
Total productive maintenance is a maintenance management philosophy that strives for total
perfection—no breakdowns, no defects, no accidents—by positioning maintenance as a core,
value-added function rather than a cost center. In other words, TPM reframes maintenance as a
business advantage because of its potential to greatly reduce unscheduled downtime and lost
revenue.
More importantly, TPM requires machine operators to get involved in maintaining their own
equipment—cleaning, regular lubrication, and basic inspection—thereby turning maintenance
management into a shared responsibility throughout the entire facility.
Another key characteristic of TPM is plant personnel must take greater ownership of their
workspace and the equipment they use. Finally, continuous process improvement is another main
tenet of a total productive maintenance program. This means consistently re-evaluating processes
and procedures throughout the value chain and eliminating waste (anything that does not provide
value to the customer).

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Implementing a TPM plan can greatly increase your overall equipment effectiveness (OEE) over
time. While TPM allocates jobs normally done by maintenance technicians to all plant personnel,
it does not eliminate the need for a dedicated maintenance team.
3.3.1 Benefits of Total Productive Maintenance
Under the TPM philosophy, a reactive approach to maintenance is unacceptable. This means
strategies like breakdown maintenance and corrective maintenance—reactive maintenance
strategies typically reserved for low-value assets or for cost-cutting purposes—have no place in a
TPM-adherent facility.
While a total productive maintenance strategy poses high upfront costs—particularly in labor
hours and employee training—its upsides manifest in the long term.
• Less unplanned maintenance – Unanticipated breakdowns are avoided by keeping
machinery in good working condition through periodic inspections and maintenance.
• Reduced equipment downtime – By preemptively inspecting and maintaining
equipment before and/or after use, repairs or replacements are likely to be less invasive
and take less time.
• Minimized delays, breakdowns and production stops – Clean, well-lubricated
equipment is less likely to break down unexpectedly. Secondly, making basic
maintenance tasks and inspections the responsibility of the entire facility rather than just
the maintenance team increases the likelihood that defects will be detected in advance.
• Lower maintenance costs – In the long run, reducing unplanned downtime with TPM
can save organizations hundreds of thousands of dollars each year.
• Better employee retention and engagement – A clean, hazard-free workspace where
technicians have access to tools that are in good working condition is key to recruitment
and retention in manufacturing plants.
3.3.2 Pillars of Total Productive Maintenance
There are eight pillars of TPM—practices that organizations must put in place on a daily basis as
they strive for total perfection. The pillars are based on the Japanese 5-S system below.

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Figure 3-3 Pillars of TPM
1. Autonomous maintenance. Operators are charged with monitoring the condition of their
own equipment and work areas and upholding a ―baseline‖ standard. This means fully
training plant personnel on routine maintenance such as cleaning, lubricating, and
inspecting. Standardization ensures everyone follows the same processes and procedures.
2. Focused improvement (kaizen). Continual process improvement lies at the heart of total
productive maintenance. Sometimes, this involves getting small teams together to
brainstorm ways to improve maintenance and production processes. Team leaders may also
collect information from operators to prioritize preventive maintenance and other process
improvements. The end goal is to combine input from across the company.
3. Planned maintenance. Planned maintenance is the process of scheduling preventive
maintenance in response to observed machine behaviors, such as failure rates and
breakdowns. These PM tasks and schedules are shared by operators and maintenance
personnel. The point of planned maintenance is to minimize service interruptions by
scheduling maintenance when machines are idle or producing very little.
4. Quality management. Quality management involves proactively detecting the source of
errors or defects to prevent them from moving down the value chain. This approach requires
root cause analysis to determine cause and effect rather than using temporary Band-Aid
solutions. Preventing defective products from moving down the line eliminates the need for
time-consuming rework.

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5. Early equipment management. Data gathered from previous maintenance activities can be
used to ensure new equipment reaches optimal performance as quickly as possible
(equipment is especially prone to failure at the beginning and end of its life cycle).
Designing equipment with the input of the people who use it most allows suppliers to
improve maintainability.
Factors that equipment manufacturers should consider include:
• Ease of cleaning and inspection
• Accessibility of replacement parts
• Increased safety features
• Improving machine operability by ensuring they are comfortable to use
6. Training and education. Total productive maintenance can’t be executed effectively

without training operators on basic equipment maintenance and operation. Additionally,
maintenance personnel may need to upskill as they switch from routine maintenance tasks to
more highvalue functions such as preventive maintenance and analytical skills.
7. Safety, health and environment. Implementing facility-wide safety standards is the
linchpin of total productive maintenance. Any new initiatives introduced as part of TPM
should consider employee health and safety.
8. TPM in administration. Supporting production by improving administrative activities like
order processing, procurement, and scheduling to ensure they are streamlined and waste-
free. 3.4 Improvements Gained by MUDA
The elimination of Muda intervenes in the processes of continuous improvement because it
prevents the use of disproportionate means for the realization of an operation, the deviations of
realization in particular with the instability of the processes and finally it limits the waste.
Tangible benefits include: reduced lead time for orders, reduced costs, improved quality,
inventory reductions, increased productivity, and work space utilization. Some of the intangible
benefits include: improved employee morale, better teamwork, improved customer perception,
and increased brand awareness.
Muda is one a tool to confirm the effectiveness of kaizen in the workplace. The following chart
will serve as a checklist to check this effect.

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Kaizen Effect Evaluation Sheet
Part one –Quantitative Results
S.No Improvement Indicators Before After Improvement
Kaizen Target Kaizen (%) Remark
1 Muda Elimination Indicators
Tools& Equipment
Parts Saving
Raw Material saving
Transportation
Motion in Meter
Transaction Time
Excess Stock/Inventory
Expired material/Stock
2 Productivity indicators
Lead time
Machine down time
Frequency of Machine
failure
Production volume per day
Labor saving
Labor productivity
Delivery Time
3 Quality Indicators
Defect rate
Raw Material damage in %
Number of Customer
complaints
4 Other Indicators
Number of New
Inventions

Page 54 of 61
Minimized Cost of
Production
Part Two –Qualitative Results

Elimination/Reduction based on the indicators listed below improvement Indicators Description
of the Result
S.No Improvement Indicators Description of The Result
1. Muda Elimination capacity of Workers
2. New inventions and Improvements by workers
3. Motivation of workers
4. Awareness about Safety
5. Corporate culture of kaizen
6. Team work
7. Transaction time

Page 55 of 61
Self-check 3.1
1. Standardization is to create and sustain a waste-free process
2. The factory is a living thing and must constantly be adjusted to stay responsive to changes
in the environment
3. Total productive maintenance is a maintenance management philosophy that strives for
total perfection—no breakdown
4. Standard operating procedures (SOPs) are step-by-step instructions that act as guidelines
for employee work processes.
5. The 5W and 1H is a powerful method and one that never stops being wasteful in
sustaining a waste-free production environment.
1. _________ can also identify equipment and processes so that everyone knows what
things are and what they are used for.
2. _________ indicate goods to be processed or parts that have been processed becomes a
signal to material handlers for replenishing or for delivery to the next process.
3. _________ can report the status and needs of a system and signal when defects or
abnormal conditions
4. _________ indicate when operations get out of sync with demand or when defects are
around
5. _________ is the process of scheduling preventive maintenance in response to observed
machine behaviors
Part III: Answer the following question accordingly
1. What are the Pillars of Total Productive Maintenance

2. Describe the types of SOPs
3. Discuss the benefits of Total Productive Maintenance
4. What kinds of changes needed most of the time for SOP

Page 56 of 61
Operation Sheet 3.1
Operation Title: Planning and procedures for elimination of Muda.
Instruction:
• Keep safe your working area
• Properly operated manual handling equipment
Purpose: To Plan and procedures for elimination of Muda.
Required Tools and Equipment: Stationary material and warehouse tags
Safety Equipment and Tools:
• Dust masks / goggles First aid Kit

• Glove Safety shoes
• Working cloth Precautions:
• Wearing appropriate cloth
• Make working area hazard free.
Quality Criteria: - Planning and procedures for elimination of Muda is meet Kaizen standard
Procedures:
The steps in the process are noted below.
1. The documents of the already identified wastes in several processes or work areas are
analyzed.
2. Rank the improvements that are needed. Focus on improvements on the process with the
greatest total when you add up the magnitude of its wastes.
3. Choose the first process to be improved from the workshop checklist.
• Using the more detailed waste-finding checklists provided, find more specific instances
of waste.
• Observe the types and magnitude of the detailed waste. 4. Set target
• What? Decrease/Eliminate the amount of the waste specified.
• When? By the End of ----
• How many? Minimize the problem from –to –

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5. Prepare Activity Plan
6. Examine causes of the waste.
7. Brainstorm improvement ideas.
8. Implement the countermeasure.
9. Check / confirm the result against the target set and if it is ok establish new operational
standard if not revise your plan.
S.No Why? What? Where? Who? When? How?
Objectives Items to be Location Person(s) Time/Duration Method

implemented charge

Page 58 of 61
LAP Test
Practical Demonstration
Name: __________________________ Date: ____________ Time started:

____________________ Time finished: _______________
Instruction I: Perform the following tasks by referring Annexes
Task 1: Identify Wastes in the workplace

Task 2: Eliminating Wastes in the workplace
Task 3: Reducing Wastes in the workplace

Page 59 of 61
Reference
5S Training of Trainers for Training Institutions, Training material No. 13

Alex J. Bellamy, the Three Pillars of the Responsibility to Protect
Apply OHS Requirements, Policies and Procedures in the Construction Industry certificate in
Building and Construction
Ethiopian Kaizen Institute manual
Masaki Imai, 2nd edition, 2012, Gemba Kaizen, A commonsense approach to a continuous
improvement strategy,
Website
https://www.sesa-systems.co.uk/how-to-eliminate-muda-in-production-and-in-your
https://www.flexibleproduction.com/how-to-eliminate-the-7-muda-wastes-in-production-
thanksto-the-flexible-production-method/
https://www.slideshare.net/JaletoSunkemo/preventing-and-eliminating-mudapptx

Page 60 of 61
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Industrial Electrical/Electronic

Control Technology Level III

Module Title: Preventing and Eliminating MUDA

3.2.4 Ways of Making Changes............................................................................................. 48

QCD Quality, Cost and Delivery

This module covers the units:

• Understand the Elements of Satisfying Customer

Manufacturing/Service Cost = (Material + Labor + Facility + Utility + Others Cost)

Figure 1-2Relationship between Muda, Mura and Muri

Ministry of Labor and Skills Prevent and Eliminate Version -II

Ministry of Labor and Skills Prevent and Eliminate Version -I

1.1.1 The flow of goods

Figure 1.4 Flow Goods in Production

Ministry of Labor and Skills Prevent and Eliminate Version -II

Ministry of Labor and Skills Prevent and Eliminate Version -I

Figure 1-5Factory Overproduction

Ministry of Labor and Skills Prevent and Eliminate Version -II

Figure 1-7 Transportation Waste

Ministry of Labor and Skills Prevent and Eliminate Version -I

Figure 1-7 Over Processing Waste

Figure1-8 Movement Waste

Ministry of Labor and Skills Prevent and Eliminate Version -II

Figure 1-9 Inventory Waste

Ministry of Labor and Skills Prevent and Eliminate Version -I

1.3 Causes and Effects of MUDA

Table 1-1 1 Causes and Effects of MUDA

• Large-lot production • Anticipatory buying of parts and

Ministry of Labor and Skills Prevent and Eliminate Version -II

• Poor equipment lay out transportation

• Long changeover times • Expansion of working fund

• Obstruction of flow • Waste of manpower, time, & machines

• Emphasis on downstream inspection • Increase in material cost

• Inadequate study of processes • Unnecessary processes or operation

Ministry of Labor and Skills Prevent and Eliminate Version -I

Figure 1-10 Examples of Andon indicator light

1. Calling “Andon”-Used for requesting parts.

2. Warning “Andon” -Used to inform occurrence of irregularities on the lines.

Figure 1-11 U-Line walking sample

Ministry of Labor and Skills Prevent and Eliminate Version -II

Figure 1-13 Unification Several Processes Sample

Ministry of Labor and Skills Prevent and Eliminate Version -I

F) A.B. Control (Two-Point Control)

Figure1-14 A Devised automatic control function.

Ministry of Labor and Skills Prevent and Eliminate Version -II

To create arrow diagram, consider the following.

Ministry of Labor and Skills Prevent and Eliminate Version -I

Ministry of Labor and Skills Prevent and Eliminate Version -II

Ministry of Labor and Skills Prevent and Eliminate Version -I

Ministry of Labor and Skills Prevent and Eliminate Version -II

Figure 1-19 Standard Operation Combination Chart

Ministry of Labor and Skills Prevent and Eliminate Version -I

Table 1-3Four Level of Magnitude

Ministry of Labor and Skills Prevent and Eliminate Version -II

Ministry of Labor and Skills Prevent and Eliminate Version -I

Ministry of Labor and Skills Prevent and Eliminate Version -II

Part-III: Answer the following questions accordingly.

Ministry of Labor and Skills Prevent and Eliminate Version -I

Operation Title: Identification of the seven types of MUDA

• Keep safe your working area

• Properly operated manual handling equipment