TARGET DEPART: HEALTH EXTENSION SERVICE

LEVEL IV
PREVENT AND ELIMINATE MUDA

MODULE TITLE: - PREVENTING AND

ELIMINATING MUDA

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 Learning Objectives
 LO1:-Prepare For work
 LO2:-Identify MUDA and problem
 LO3:-Analyse Causes of problem
 LO4:-Eliminate MUDA And Assess effectiveness of solution
 LO5:-Prevent occurrence of wastes and sustain operation

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 1. Prepare for Work
1.1 Using work instructions to determine job requirements
1.1.1. Definition of work instruction
 A Work Instruction
 is a description of how to perform a process in steps for a
step in a process, the instruction(s) on how to perform that
step, sufficiently detailed to allow an inexperienced person
(novice) to perform the work.
 are more detailed than standard operating procedures.
 communicate exactly what needs to be done in a step-by-
step manner.
 If you follow the work instruction as written, then you will
reduce risks, minimize errors, and save time.

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Prepare for Work cont…..
 Reduce Risk by detailing the safest way to execute a something.
 Minimize Errors by following a tested method of how it was
done before.
 Save Time by reducing risks and minimizing errors you will do it
right the first time. There is a deference between “procedures”
with “work instructions”.
 Procedures describe a process, while a work instruction
describes how to perform the conversion itself. Process
descriptions include details about the inputs, what conversion
takes place (of inputs into outputs), the outputs, and the
feedback necessary to ensure consistent results.
 The Plan, Do, Check, Act (PDCA) process approach is used to
capture the relevant information.

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 1.1.2 Definition of job requirement
 A Job can be defined as:
 A piece of work, especially a specific task done as part of the
routine of one's occupation or for an agreed price.
 A post of employment; full-time or part-time position
 Anything a person is expected or obliged to do; duty;
responsibility
 An affair, matter, occurrence, or state of affairs.
 The material, project, assignment, etc., being worked upon.
 The process or requirements, details, etc., of working.
 The execution or performance of a task.

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 Job requirements:
 is the “qualities or qualifications that an individual must have in
order to be considered suitable for a specific job”.
 These qualities or qualifications refer to the specific skills,
attributes and experience that an employer is looking for in the
candidate who is applying and may be hired for the position.
 The requirements for a job vary according to the nature of the
job itself
 The most common job requirements mentioned are the
specific skills, educational requirements, personal qualities and
attributes, types and amounts of work experience, as well as
the professional certifications and accreditations that the
employee must have to his name.

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1.1.3 Components of Job Requirements

A. Skill and knowledge requirements

B. Years of work experience
C. Educational requirements
D. Equivalent experience
E. Professional certification

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 A. Skill and knowledge requirements
 There are jobs that require specific and, often,
technical skills and knowledge that are unique
to the job.
 A nursing assistant is expected to know
how to take vital signs and monitor them in
order to be of assistance to registered nurses.
 These are the specific skills and knowledge that
are indispensable because, in their absence,
there is no way that the job will be performed.

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 B. Years of work experience
 Employers often pay attention to two aspects of work
experience: the quality of work experience, and the amount or
duration of the work experience.
Quality of work experience.
 The relevance of the experience will be taken into account.
 A candidate for a nursing assistant job may boast that he has a
total of 10 years work experience.
 However, when you take a look at his work history, it appears that
6 out of those 10 years were spent working as an office assistant in
a real estate company, while the other 4 years were as an assistant
in a private physician’s clinic. The only relevant work experience
that will be taken into consideration will be the 4 years.

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 B. Years of work experience
Amount of work experience.
 This refers to the number of years of work experience of
the candidate.
 It could be in a general capacity, where the employers
specify that the candidate must have at least 5 years’
experience working in the IT industry. In some cases, it is
stated in a more specific manner, explicitly underlining the
role they are looking for. The employer may require that the
candidate have at least 5 years’ experience working as a
software developer or programmer, in the IT industry.

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 C. Educational requirements
 There are jobs that require candidates to have obtained a
certain level of education, and that fact will be emphasized
in the job posting. For example, a company looking to fill an
office administrator position may require that the
candidate have at least a college degree, while it may only
require a high school diploma from those who are applying
for a data encoder position.
 Do all job postings define education as a job requirement?
Most do, with only several exceptions. In those cases,
however, they accept “equivalent experience” in replace of
education credentials.
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 D. Equivalent experience
 is what employers accept instead of some or all
educational requirements, or even direct and paid work
experience. For example, the job posting may require the
candidate to “at least have a Bachelor’s degree, or a
certification from a specific regulatory agency”. Another
example would be where an employer requires
candidates to have “at least 3 years work experience in
the health care industry, or a minimum of 6 months’
volunteer work in charitable organizations”.

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 D. Equivalent experience Cont…..
 When defining equivalent experience instead of
educational requirements, there is no universal standard
used, and although there may be legal requirements that
must be complied with, they are only very rare.
 What prevails, however, are reasonable ranges that have
become generally accepted in the respective industries
that the businesses or companies belong to.

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 E. Professional certification
 There are jobs that require the jobholder to be licensed
or certified as a professional.
 For instance, an Accountant position requires the
jobholder to be a Certified Public Accountant.
 If the open position is as a lawyer to complete the legal
team, the candidate must have passed the bar exam.
 These certifications or licenses are also deemed as job
requirements, since the jobholder will not be able to
perform the tasks and duties of the job unless he is
licensed or certified.

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1.1.4 Purpose and Importance of Job Requirements
 To improve the accuracy of the recruitment process, resulting to the
company being able to hire the right person for the job
 To reduce the number of potential applicants. Without the job
requirements, pretty much anyone and everyone may apply, and
would have to be considered, for an open position.
 By making the jobs requirements as specific as possible, employers are
able to reduce the pool of applicants further, resulting in a shortlist of
candidates that possess the necessary qualities and qualifications for
the job.
 To assist applicants in making decisions on whether to apply for the job
or not.

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1.2 Reading and interpreting job specifications following
working manual

1.2.1 Job Specification

 It tells us, what kind of person to recruit and also under what
qualities that person should be tested.
 Are translates the job description into terms of the human
qualifications, which are required for performance of a job.
 They are intended to serve as a guide in hiring and job
evaluation.
 is a written statement of qualifications, traits, physical and
mental characteristics that an individual must possess to perform
the job duties and discharge responsibilities effectively.
 usually developed with the co-operation of personnel
department and various supervisors in the whole organization.
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 Job Specification Information
 The first step in the program of job specification is to prepare
a list of all jobs in the company and where they are located.
 The second step is to secure and write up information about
each of the jobs in a company. Usually, this information about
each of the jobs in a company.
 Usually this information includes:
1. Physical specifications: - is include the physical qualifications
or physical capacities that vary from job to job. Physical
qualifications or capacities include physical features like height,
weight, chest, vision, hearing, ability to lift weight, ability to carry
weight, health, age, capacity to use or operate machines, tools,
equipment etc.
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 Job Specification Information cont…

2. Mental specifications: - Mental specifications include ability to

perform, arithmetical calculations, to interpret data, information
blue prints, to read electrical circuits, ability to plan, reading
abilities, scientific abilities, judgment, ability to concentrate,
ability to handle variable factors, general intelligence, memory
etc.
3. Emotional and social specifications: - Emotional and social
specifications are more Important for the post of managers,
supervisors, etc. These include emotional stability, flexibility,
social adaptability in human relationships, personal appearance
including dress, posture etc.

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 Job Specification Information cont…

4. Behavioral Specifications: - Behavioral specifications play an

important role in selecting the candidates for higher-level jobs
in the organizational hierarchy.
 This specification seeks to describe the acts of managers rather than the
traits that cause the acts.
These specifications include judgments, research, creativity,
teaching ability, maturity trial of conciliation, selfreliance,
dominance etc.

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 Uses of job specification

The following are the uses of this job specification;

Physical characteristics, which include health, strength, age range, body
size, weight, vision, poise etc.
Psychological characteristics or special aptitudes: - This includes such
qualities as manual dexterity, mechanical aptitude, ingenuity, judgment etc.
Personal characteristics or fruits of temperament: - such as personal
appearance, good and pleasing manners, emotional stability,
aggressiveness or submissiveness.
Responsibilities: - Which include supervision of others, responsibility for
production, process and equipment, responsibility for the safety of others
and responsibility for preventing monetary loss.
Other features of a demographic nature: - Which are age, sex, education,
experience, and language ability.

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Observing Occupational health and safety (OHS)
requirements throughout the work
1.3.1 Occupational health and safety requirements

 OHS requirements are legislation/regulations/codes of practice and

enterprise safety policies and procedures.
 Occupational safety and health (OSH) also commonly referred to as
occupational health and safety (OHS) or workplace health and safety
(WHS) is an area concerned with the safety, health and welfare of
people engaged in work or employment.
 The goals of occupational safety and health programs include
fostering a safe and healthy work environment.
 OSH may also protect co-workers, family members, employers,
customers, and many others who might be affected by the
workplace environment.
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 Occupational health and safety requirements
Cont……
 Occupational safety and health can be important for moral, legal, and
financial reasons.
 Good OSH practices can also reduce employee injury and illness related
costs, including medical care, sick leave and disability benefit costs.
 As defined by the World Health Organization (WHO) "occupational
health deals with all aspects of health and safety in the workplace and
has a strong focus on primary prevention of hazards.
 “ Health has been defined as "a state of complete physical, mental and
social well being and not merely the absence of disease or infirmity.
 Occupational health is a multidisciplinary field of healthcare concerned
with enabling an individual to undertake their occupation, in the way
that causes least harm to their health.
 It contrasts, for example, with the promotion of health and safety at
work, which is concerned with preventing harm from any incidental
hazards, arising in the workplace.
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 Occupational health and safety requirements
Cont……
 Since 1950, the International Labor Organization (ILO) and the World Health
Organization (WHO) have shared a common definition of occupational health.
It was adopted by the Joint ILO/WHO Committee on Occupational Health at its
first session in 1950 and revised at its twelfth session in 1995.
 The focus in occupational health is on three different objectives:
The maintenance and promotion of workers’ health and working
capacity;
The improvement of working environment and work to become
conducive to safety and health
Development of work organizations and working cultures in a
direction, which supports health and safety at work, and in doing so
promotes a positive social climate and smooth operation and may
enhance productivity of the undertakings.
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1.4 Selecting appropriate material is selected
for work
• Materials selected impact product success so, the
materials used in a product have a huge impact on the
product’s success.
• Select materials with properties that don’t enable
meeting the product’s performance or reliability
requirements and be prepared to have poor sales or
many returns.
• Select materials that are more expensive than necessary
or are difficult to work with during manufacturing and
assembly and be prepared to endure lower than
expected profits.
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 1.4.1 Materials selection process
 These problems can be avoided by adopting a rigorous
approach to the materials selection process, with an eye
on selecting materials that optimize product
performance reliability and cost.
 The materials selection process for a component or joint
between components involves these steps:
1. Identify the design requirements
2. Identify the materials selection criteria.
3. Identify candidate materials.
4. Evaluate candidate materials.
5. Select materials
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1.5 Identifying and checking safety equipment
and tools
 Accidents usually have multiple root causes that include either an
unsafe environment (e.g. poor work organization, site
management, tools and equipment) and/or unsafe behavior
(limited experience and skills, psychological and physical illnesses
and poor knowledge about occupational safety) .
 Unsafe environment and unsafe behavior are often referred to as
immediate or primary causes.
 On the other hand, secondary causes, which are harder to identify,
are also just as important; these include the failure of the
management system to provide safe work systems and include
failure to anticipate hazards, lack of training, and maintenance.
 Vitharana et al categorized the potential causes of poor safety
practices into safety equipment, safety management, safety
attitude of workers, safety training and other factors.
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1.5 Identifying and checking safety equipment and tools
Cont…..
 The most often identified causes were related to personal protective
equipment under “safety equipment.”
 Occupational safety and health administration (OSHA) defines personal
protective equipment, commonly known as “PPE”, as equipment worn to
minimize exposure to a variety of hazards, and recommends a battery of
protective gear to construction workers.
 It includes eye and face protection (safety glasses, goggles, or face shields),
foot protection (safety shoes), hand protection (gloves), head protection (hard
hats) and hearing protection (earplugs/earmuffs).
 Correct use of appropriate PPE is vital to construction workers’ safety and can
be a crucial defining factor between accidents and safety.
 Indeed, several researches had pointed to a significant association between
lack of PPE use and work-related injuries.
 Either dislike to wear PPE, low awareness level toward their use, inadequate
use or not use them at all, had significantly contributed to the higher risk of
occupational injuries among construction workers
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 1.5.1 Workplace Hazard
A workplace hazard refers to a situation within
the workplace that has the potential to cause
injury or adverse health effects for people and
damage to the plant and/or equipment.
Hazards are present at every workplace and
come from a wide number of sources.
Identifying and eliminating them is a major
component of maintaining a safe workplace.

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Four common types of hazards you should be
aware of at work
 Physical Hazards: - This is the most common type of
workplace hazards. Examples of physical hazards include slips,
trips, falls, and exposure to loud noises, working from heights,
vibrations, and unguarded machinery.
 Ergonomic Hazards: - Every occupation places certain strains
on a worker’s body. Ergonomic hazards occur because of
physical factors that can harm the musculoskeletal system.
This type of hazard is not easily identified; examples of this
hazard are poor lighting, repetitive motion, awkward
movements, and poor posture.

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Four common types of hazards you should be
aware of at work Cont…
 Chemical Hazards: - Chemical hazards are present anytime
workers are exposed chemical substances. Examples include
cleaning solutions and solvents, vapors and fumes, carbon
monoxide and any other gases.
 Biological Hazards: - Healthcare professionals are at most risk
for this type of hazard. Biological hazards occurs due to
working with people, animals or infectious plant material.
Examples include blood or other bodily fluids, animal care,
insect bites, bacteria or viruses. The biggest threat to worker
health and safety is their work environment. Please take
necessary precautions to protect yourself and your employees
by maintaining a safe work environment.
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1.5.3 Types of Personal Protective Equipment (PPE)

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1.5.3 Types of Personal Protective Equipment (PPE)
Cont…

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1.5.3 Types of Personal Protective Equipment (PPE)
Cont…

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1.5.3 Types of Personal Protective Equipment (PPE)
Cont….

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Summary Question

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 Yo u !
a n k
Th a a !
om
ato
G al

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 UNIT OF COMPETENCES: Prevent and
Eliminate MUDA

MODULE TITLE: - Preventing and

Eliminating MUDA

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 LO 2: Identify MUDA and problem

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 What is Waste/MUDA?
Waste/Muda is any activity which consumes
resources, such as money, time, energy, materials,
etc, that does not create value and can be
eliminated.
 Value is defined by the next customer (Know your
Customer’s Need). The next process is your customer. The
activity/effect exactly what the next customer needs is
value-adding activity.

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 What is Waste/MUDA?
Cont…
 Customer is the one who buys products/services from
manufacturers/service providers. Therefore, the customer
does not bother how the manufacturer/service provider
makes it. Now a day’s customers have many alternative
manufacturers/service providers to buy the same type of
product/service from and choose one that fulfills their
targets, which are listed below:-
Customer needs better quality
On time delivery
Reasonable price

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 1) The concept of Muda
What is Value?
Value is defined by your customer.
There are two types of Customers:-
-Internal customer
-External customer
Then Value is the activity/effect what
the customer exactly is going to pay
for/needs.

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 የትም ፍጭው Profit=Price-Cost
ዱቄቱን አምጭው Better Quality ምን ይሻላል???

On time
Delivery
M
I
Reasonable N
Price I
ER M
T UR
N UFA
C I
MA
Z
Higher E

CUSTOMER
Profit
COST

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 Muda cont…….
• Muda is a Japanese word meaning wasteful
activity, which use resources, time or cost
without adding value.
• In other words, it is anything unnecessary in
operation that affects the quality of the
product/service, productivity, delivery time
and production cost.
• Muda can be eliminated immediately.

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The concept of cost

Cost minimization
• Determination of the sales price of the product
Sales price=(manufacturing)cost + profit
• Manufacturing cost=(material + labor +
facility + utility + others)cost

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 Company sets price(Demand>Supply)

Traditional

PRICE=COST + PROFIT Thinking

Kaizen Thinking

PROFIT= PRICE - COST

Market sets price (Demand≤Supply)

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11/06/2024 Chala Wondimu 46
• Therefore, since today’s economy is
market based, we should focus on
minimizing our COST to get higher
profit.
• Do we have any choice?

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 The three categories of Operations

• Value Adding/Net Operation

• Non Value Adding Operation
• Muda/Waste

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 The three categories of Operations
(1) Net Operation
• Part of the operation that adds value
to make parts and products
Examples, Milling, Turning, Grinding,
Assembling and Welding

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 The three categories of Operations

(2) Non-Value adding Operations

• Operation that adds no value but

cannot be avoided
Example Setting up, Inspecting,
Picking up parts, Removing drill chips
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 The three categories of Operations(Cntd)
(3) “Muda”

• Muda is a Japanese word meaning Wasteful

Activity

• Is anything unnecessary in operation.

• Can be eliminated immediately

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 The three categories of Operations(Cntd)

(3) “Muda”
• It increases Production cost

• Muda affects the quality of the product

and also delivery time

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 “Muda” are activities which use resources,
time or cost without adding value.

Non-value adding and Value adding

wastes
• assembling
• movements
• searching for tools
• molding
• transporting • spinning
materials • mixing
• over production • building
• waiting /idle time • milling etc
• making defects etc
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 Non Value Added & Waste activities

Supplie Value Consum

rs Chain ers

Reduce Lead Time

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 Product Lead-Time
Raw Finished
Materials TIME Goods

Value Added
Time

Non- Value
Added Time

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 MUDA = Anything Unnecessary

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 2)Methods For Categorizing Types of Muda/Wastes

Classification of waste
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 Seven deadly wastes

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 1) The 3MU’s

Muda
Muri
Mura
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 The Three MU’s

MUDA-Capacity exceeds load.

MURA (imbalance or variation) =
capacity sometimes exceeds the load and
the load sometimes exceeds capacity.

MURI(Physical or mental overburden)-

Load exceeds capacity .
Productivity improvement
does not mean hard work.
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 The Three M’s
Muda
• Production factors that increase
cost, in other words, all
unnecessary things

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 Chala Wondimu
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 The Three M’s (Cntd)
Muri
• Mental and physical overburden on
operators, and overburden on
production machinery

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 The Three M’s (Cntd)
Muri
We should not force hard work on
Employees in the name of
productivity improvement

Value added work

Working density =
Actual
work
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 Muri : overburden

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 የስራ ጫና Muri

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 የስራ ጫና Muri

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 The Three M’s
Mura
• Variation in work distribution,
production capacity of machinery, and
material specifications

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 IN OUT

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 Relationship between the 3 M’s
• Usually Mura creates Muri which in turn
lead to generation of Muda

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 Relationship between the 3 M’s
• Therefore, mura creates muri that
undercuts previous efforts to
eliminate muda.

• Eliminating mura is fundamental to

the complete elimination of muri
and muda
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 2) 5M+Q+S
• Is another way of thinking in the areas where
waste may occurs 5M(man, material,machine,
method and management), plus Quality and
Safety.

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 Contd…
Material
Waste of:- Parts, Bolts, Welds, Functions, Storage & Handling.
Man/Workers
Waste of:- Walking, Waiting, Searching, Unnecessary movements
Management
Waste of:- Materials, Meetings, Management control,
Communications, Vouchers
Machine
Waste of:- Large machines, General purpose machines,
Conveyors, Machines with wasteful movements,
Breakdowns,
Machine handling
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 Contd….
Method
Waste of:- Large lot production, Inventory,
Conveyance, Retention, Non standardization,
Picking up setting down work pieces.

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 Contd…
Quality
Waste in:- Making defective goods, Fixing
defects, errors, Inspection, Quality control.
Safety
Waste of:- Disaster prevention methods, Fixing
defects.

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 3) The Flow of Goods
• A third way of thinking about waste is to focus
on the flow of goods in production.
Materials are procured Materials are retained Materials are
conveyed to processes on production line Materials are
retained at the process equipment(WIP) Materials are
picked up for processing Materials are processed
Processed goods are set down and retained on the other side
of the processing machine(WIP) Goods are conveyed to
inspection point 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
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 Cont…..

If we look carefully at the flow of goods, you will see

four things going on:-
 Retention, Conveyance, Processing and Inspection
Retention-means stopping the flow of goods
producing inventory without adding value.
-It adds cost without adding value.
Conveyance-movement b/n retention points without
adding value.
Material handling movement b/n a retention point &
a process.
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 Contd……..
Processing-means adding value or altering raw
materials/parts /assemble parts to add value.
Inspection-identifies defects from production
flow. It doesn’t add value b/c it doesn’t
eliminate the source.

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 4)The Seven deadly wastes
1) “Muda” of Overproduction
2) “Muda” of Inventory
3) “Muda” of Waiting
4) “Muda” in Transporting Cost Reduction by Elimination of
5) “Muda” of Defect-making muda

6) “Muda” of Motion
7) “Muda” in Processing

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 Over Produced
Motion

7 Categories
Transportation
of Waste

Inventory Waiting

Defect Making
Over Processed
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 1)“Muda” of Overproduction
To produce things more than necessary in
terms of type, time, and volume. It is called
“the worst kind of Muda” since it hides all the
other wastes.

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Chala Wondimu
 1)“Muda” of Overproduction
[Cause] [Effect ]
Excessive work Increase in
force and inventory
facilities Outbreak of defects
Big and fast Deterioration of
production turn-over ratio of
machine funds
Lack of Advanced
customer focus preparation of
materials and parts
Consumes resources
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 2) “Muda” of Inventory
The situation where items such as raw
materials, parts, and finished goods are
stagnant or which are not having value added
to them. Some are located in the warehouses,
and others are in-process inventory.

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 2) “Muda” of Inventory
[Cause] [Effect ]
 Weak consciousness  Waste of space
for inventory  Needs for inspection,
 Bottle-neck processing
and transportation
stage  Expansion of working
 Advanced Production
 Approximate fund
 Shelf life may expire
production
 Unreliable suppliers  It ties up cash
 Makes FIFO inventory
management more
difficult

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 Examples of Inventory Wastes

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 3) “Muda” of Waiting

This includes all kinds of waste of time such

as workers or parts waiting: -for an upstream
process to deliver,
-for a machine to finish processing,
-for incoming parts or materials,
-for process that has a long wait time

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 3) “Muda” of Waiting
[Cause] [Effect ]
 Bottle-neck
Waste of
processing stage
 Bad facility layout manpower, time,
 Capacity imbalance & machines
 Shortages & Increase in the in-
unreliable supply process inventory
chain Failed delivery
 Lack of multi-skilling
 Poor maintenance.
dates
Poor workflow
continuity
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 4) “Muda” in Transporting
It is Unnecessary movement of parts
between processes caused by
unnecessary transportation distance,
temporary storage, relocations or re-
piling up.

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 4) “Muda” in Transporting
[Cause] [Effect ]

 Waste of space
 Bad facility layout
 Production deterioration
 Expansion of
transportation
facilities
 Occurrence of scratches
 Increase production time
 wastes time and energy

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 5) “Muda” of Defect-Making
This includes defects,
 inspections for
defects in-process, and claims,
rescheduling, and resource loss.

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 5)“Muda” of Defect-Making
[Cause] [Effect ]

 Emphasizing on  Increase in material

down-stream cost
 Productivity
processes by
deterioration
inspection  Increase in personnel
 Poor in methods and & processes for
standards for inspection
inspection  Increase in defects
 Lack of standard and claims
 Invite reworking costs
operation

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 6) “Muda” of Motion

These are non-value adding

movements or more than necessary
movements of workers, equipment,
and machines, such as looking for
goods, bending, stretching, walking,
lifting, and reaching etc.

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 Example:

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 6)“Muda” of Motion
[Cause] [Effect ]
 No education or  Increase in
training manpower and
 No standard processing
operating  Unstable
procedure
 operation
Isolated  Increases
operation
 Bad facility lay production time
out
 Can cause injury

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 7) “Muda” in Processing

This consists of processing and

operations primarily unnecessary. It is
processing beyond the standard
required by the customer.

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 7)“Muda” in Processing
[Cause] [Effect ]
 Lack of analysis of  Unnecessary
the contents of processes or
operation operation
 Increase in
 Improper tools and
manpower and man-
their use
hour
 Insufficient  Lower workability
standardization  Increase in defects
 Attitude - ‘Always do  Can reduce life of
it like this’. components

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Benefits of identifying & Eliminating
waste

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 Benefits of identifying & Eliminating waste

1. To the company
 Cutting the hidden costs of production.
 Increased customer satisfaction.
2. To Shop floor worker
 Increased job satisfaction:- work with less energy,
work in safe conditions etc.
 Contributing for improvement:-

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 Steps to effective Muda identification
1. Making waste visible
2. Be conscious of the waste
3. Be accountable for the waste
4. Measure the waste

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 1.Making waste visible
Shop layout/process flow analysis using :-
• Arrow Diagram
• Summary chart of flow analysis
• Operation analysis Table
• The standard operation combination chart
• Workshop checklist for major waste finding

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 The Arrow Diagram
• It focuses on the flow of goods to discover waste
• Factors to be identified in arrow diagram are:-
Retention, Conveyance, Processing & Inspection.
• Helps to get a good understanding of production
processes and to see where the waste exists.

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 Arrow Diagram symbols
Analysis Symbols Description Amount of
Factors waste

Retention When the WIP flow is stopped (for other

than Conveyance, Processing or
Large
Inspection)

Conveyance When the WIP flow is moved from one

place to another.
Large

Processing When the WIP is changed physically or There may be

chemically for added value. some waste in
the process

Inspection When goods are inspected for

conformance to Quality and dimensional
Large
standards.

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 Four steps to create arrow diagram
1. Understand the purpose:- To discover waste.
2. Select the product to be analyzed:-
• You can do product quantity analysis to compare product
and quantity.
• Choose products with a large out put and with many
production problems as a starting point.
3. Prepare a factory layout diagram:- Include the
entire factory layout with position of machines, work tables,
etc.
4. Make the Arrow Diagram:-
• Do this on the shop floor and use the symbols.
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 2. Operations Analysis Table

• Helps you identify the waste in your own operations.

• Focuses on people’s action.
• Not everything you do adds value.
• Someone else fills the table for you while you are
working as it is hard to fill for yourself while working.

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 3. Standard Operation Combination Chart

• Focuses on the relationship of people, goods and

machines.
Discover where waste is by plotting the cycle time of all
activities and design the process to create a more
efficient combination and reduce overall cycle time.

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Listing all possible problems using statistical
tools and techniques
 There are 7 Quality Control (QC) Tools or 7 Quality Tools or
Process Improvement Tools
 this tools also known as Seven Basic Quality Tools and
Quality.
 The 7 quality tools are simple graphical and statistical tools
but very powerful in solving quality problems and process
improvement.
E . Control Chart
A. Check sheet
B. Fishbone diagram F . Scatter Diagram
C. Histogram G. Stratification
D. Pareto chart
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 To summarize
• The Customer should not pay any price
for cost of wastes that we make.
• Therefore, it is us who have to make our
products better in quality, deliver them
on time and as the same time get more
profit by eliminating MUDA.

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 UNIT OF COMPETENCES: Prevent and
Eliminate MUDA

MODULE TITLE: - Preventing and

Eliminating MUDA

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LO 3: Analyze causes of a problem

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 The Eight-Step Problem Solving Process
• Using a fundamental and strategic way to solve problems creates
consistency within an organization.
• When you base your results off facts, experience and common
sense, the results form in a rational and sustainable way
1. Clarify the Problem
2. Breakdown the Problem
3. Set the Target
4. Analyze the Root Cause
5. Develop Countermeasures
6. Implement Countermeasures
7. Monitor Results and Process
8. Standardize and Share Success
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 Analyze causes of a problem
Cont…..
• The eight steps to practical problem solving
also include the Plan, Do, Check and Act
(PDCA) cycle. Steps one through five are the
planning process.

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 Analyzing cause relationships using 4M1E

Definition of 4M1E
• 4M1E (Man, Material, Machine, Method and
Environment)is Quality management that is
important aspect of business management,
along with quality problems continue to
emerge and people to deepen the level of
awareness of quality management, quality
management in the enterprise management.

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 The identification and selection of appropriate options for
addressing a problem should be guided by an understanding of
its cause.
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Root cause which is most directly related to
the problem
• Addressing problems is taking place in many organizations.
• Quite often we hear that a problem was caused by human
error and that “it is the operators/ workers who are behind
an issue”.
• Science has proven that this is rarely true. Actually, human
error occurs only once per ten thousand repetitions in
simple tasks and once per ten in complicated non-routine
tasks. For the rest of the cases, system is the cause.
• Initial reasons that eventually lead to mistakes and problems
arising lie in the system design and interrelation of system
aspects (e.g. process design, operational interactions, etc.).

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 Listing all possible ways using creative idea
generation
• Idea generation is defined as the process of creating,
developing and communicating abstract, concrete, or visual
concepts.
• To put it simply, it is the process that requires finding new
solutions for practical problems in all fields of life and work.
• However, how can you improve idea generation?
• Is there a way or tactic to strengthen your problem-solving
capacity?
• The simple answer is yes, there is. In fact, there are many
different techniques you can try, so keep reading to
discover seven creative idea generation methods.
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 7 Creative Idea Generation Methods
1. The 5W+H
• Although it may seem like a random set of numbers at first
glance, the 5W+H method is a meaningful way to cope with
the creative drought.
• The technique represents basic questions you need to ask
when thinking about a specific topic: Who, what, where,
when, why, and how? Jason Richardson, a content creator at
essay papers, shared his thoughts with us: “If you answer
each of the 5W+H questions precisely – regardless of the
topic – you can get one step closer to solving your problem.
These answers should stimulate your brain to rethink the
whole subject and find a new angle of looking at things.”

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 7 Creative Idea Generation Methods
2. Social Listening
 Idea generation does not mean you have to come
up with a great suggestion single-handedly. On
the contrary, sometimes it is enough to do a little
bit of social listening and see what the target
audience has to say about a certain topic. You can
use social networks like Facebook or Twitter to
find precious ideas coming from end-users.
 Besides that, you can always organize an opinion
poll to directly ask people what they want.

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 7 Creative Idea Generation Methods
3. Brainstorming
• is a well-known method that people all over
the world use for decades already.
• There is no right or wrong here – you just
need to say the first thing that comes to your
mind and that is it.
• After a quick brainstorming session, you just
need to filter through all suggestions and find
the ones that have the biggest potential to
succeed.
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 7 Creative Idea Generation Methods
4. Role Playing
• Walking in someone else’s shoes is everything but
easy, but sometimes it is the only way to break the
barrier and think of a brilliant idea.
• The process is simple: you just need to switch places
with your colleagues and try to embrace their point
of view
• It does not guarantee immediate results, but it often
leads to interesting conclusions and brand new ideas.

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 7 Creative Idea Generation Methods
5. Use Online Tools
• The Internet is filled with interesting tools that can
assist you in identifying alternative ideas.
• You can choose between many different options, but
the final decision usually depends on the nature and
peculiarities of your business.

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 7 Creative Idea Generation Methods
6. Mind Mapping
• Mind mapping is another method to get through the
creative drought successfully.
• By definition, a mind map is a diagram for
representing tasks, words, concepts, or items linked
to and arranged around a central concept or subject
using a non-linear graphical layout that allows the
user to build an intuitive framework around a central
concept.

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 7 Creative Idea Generation Methods
7. Think in Reverse
• The last solution on our list is very amusing.
Instead of thinking about how to reach your
goal, you can think about how not to achieve
it. For example, you can make a plan on how
to reduce the number of Instagram followers
instead of increasing it.
• The so-called negative thinking often leads
people to unbelievable conclusions, which in
turn brings them a bunch of new ideas.
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Testing and evaluating the suggested solutions
for potential complications
• Objectives of monitoring and evaluation for 5S-
KAIZEN-TQM (KAIZEN-Total Quality Management)
approach monitoring and evaluation is to minimize
the gap between desired and actual status of the
progress and / or performance of the project.
• For the health sector, the monitoring findings mainly
describe the relevance of the process for service
provision and the evaluation findings prove a real
impact for ensuring the quality and safety for the
hospital.
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The evaluation on the program of Quality Improvement
of Health Services evaluate the progress of 5S-KAIZEN-
TQM in hospitals is to be viewed in the following three
aspects:
 Firstly, it should be identified that the unique feature of
the 5S accomplishment in the workplace of the hospital is
to make initiation of the KAIZEN process.
 Secondary, it should be evaluated that the improvement of
the output, such as productivity, quality, cost control,
safety, service delivery and morale of the staff, is
accomplished though KAIZEN activities.
 Finally, it should be reviewed the improvement of the
outcome, such as clinical performance, employee
satisfaction, patient satisfaction and the contribution for
National Health Plan, is monitored toward the center of
excellence with TQM. Chala Wondimu
11/06/2024 126
 Target of Monitoring and evaluation for 5S-
KAIZEN-TQM approach
1. 5S
• The target of 5S is Work Environment Improvement (WEI).
2. KAIZEN
• The target of KAIZEN is Output of the hospital though changing
working process by KAIZEN, such as Productivity, Quality, Safety,
Cost control, service Delivery and Morale of the staff.
3. TQM
• The target of TQM is Outcome by the hospital such as Clinical
Indicators, Employee satisfaction and Patient satisfaction. If the
hospital has the other tasks such as research, education and
policy deployment, there is also the target of TQM.

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 Interaction between 5S-KAIZEN-TQM
implementation and M&E
• There are two things depicted here, which
need to sit at the back of the mind of health
workers; firstly, M & E is a continuous process;
and secondly, 5S activities are never onetime
implementation, they should be done on daily
basis.

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 Monitoring and Evaluation of 5S-KAIZEN-TQM
approaches
 In the actual setting in developing countries, different levels of
monitoring and evaluation activities could be conducted to ensure
implementation of 5S-KAIZEN-TQM activities.
Those levels are;
1. National and local government level
 External monitoring and evaluation of 5S-KAIZEN-TQM activities to
health facilities are conduct at this level.
2. Health facility management level
 Internal monitoring and evaluation of 5S-KAIZEN-TQM activities to
departments/sections /Units are conduct at this level.
3. Health facility section/unit level
 Daily monitoring and periodical self-evaluation of 5S-KAIZEN-TQM
activities are carried out at this level

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Summaries of the action plan to implement the
suggested solution
• After identifying the organizational problem, we must
apply the kaizen action.
• Planning helps, you prepare for the obstacles ahead
and keep you on track.
• In addition, with an effective action plan, you can
boost your productivity and keep yourself focused.
Kaizen action plan use 5WS and IH approach’s

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Here are some benefits of an action plan you
should know?
 It gives you a clear direction. As an action plan highlights
exactly what steps to be taken and when they should be
completed, you will know exactly what you need to do.
 Having your goals written down and planned out in steps
will give you a reason to stay motivated and committed
throughout the project.
 With an action plan, you can track your progress toward
your goal.
 Since you are listing down all the steps you need to
complete in your action plan, it will help you prioritize your
tasks based on effort and impact.
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11/06/2024 Chala Wondimu 133
Instructions: Answer all the questions
listed below
1. Write the 7 Creative Idea Generation
Methods
2. Define the meaning of 4M1E
3. Write Step Problem Solving Process

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 LO 4: Eliminate MUDA and Assess
effectiveness of the solution

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 Learning Guide, you will be able to
 Implement Plan of MUDA elimination by medium KPT
members.
 Identify the Attitude and ten basic principles to
eliminate waste/MUDA
 Identify Tools and techniques to eliminate MUDA
 Reduce and eliminating wastes/MUDA  Identify
tangible and intangible results
 Compare tangible results with targets using various
types of diagrams

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 4.1 Implementing Plan of MUDA elimination by
medium KPT members
4.1.1 Basics Kaizen Promotion Team (KPT)
 KPT (Kaizen Promotion Team) is a customized version of the
Quality Control Circle (QCC).
 Muda elimination is an activity to identify any step, which does
not produce added value and minimize them from the
production process.
 The QCC method is a Japanese-made institutional development
tool by which employees continuously strive for improvement
in their work.

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 4.1.1 Basics Kaizen Promotion Team (KPT)
cont…..
 It enhances people’s problem-solving skills as a leading
management policy in all types of organization.
 QC Circles are small groups consisting of front-line employees
who continually and collectively find a problem and discuss on
alternative remedies to control and improve the quality of their
work, products and services.

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 Aims and Benefits of KPT
 To develop members capabilities.
 To make the workplace more pleasant, vital and satisfying.
 To improve customer satisfaction and contribute to society.
 To create good workers relationship or team spirit through close
discussion.
 To develop recognition of importance of work and raise
responsibility.
 To establish discipline in workplace and do proper work by
reducing mistakes

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 The Principles of KPT
 Every job is capable of being improved.
 People do not resist change, they resist being externally
changed.
 Every employee is capable of attaining excellence in his work
& the basic ability to improve the job.
 People like to improve their job and derive satisfaction out of
it provided they are involved through human touch,
recognition & reward.
 People like to participate in groups and crave for attention.
 People have integrity and can be highly creative.
 A man who does the job knows best about the job at least
they know the problems of the job.

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 The structure and role of the components of KPT
• QCC/KPT structure is governed by unique conditions and
eventually, integrated and the concept woven in the fabric of
company’s total operations as way of life.

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 Role of Promotion committees/Kaizen Core Team

 Set clear policy and goal for QCC/KPT program in the company.
 Establish operational guidelines & plans (master plan, plan on how to
monitor, evaluate & recognize the exemplary performance of QCC leaders,
members)
 Follow the condition of QCC.
 Give guidance, support, and cooperate actively.
 Coordination of QCC activities in the company.
 Formulate a budget for the program and identify sources of funds.
 Define qualifications and functions of facilitators (section committees).
 Evaluate the overall status of the QC Circle program, including training,
rewards and recognition, promotional activities at least once a year using
criteria and give advice as needed.
 Formulate corrective and preventive actions based on findings in the
evaluation.

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Role of Section committees/ facilitators
 Provide active support to the QCC & motivate QCC leaders & members.
 Organizes training courses & programs for new QCC.
 Organize QCC presentations.
 Coordinate and ensure availability of facilities to all QCC
 Act as a counsellor to Promotion committee and QCC leaders.
 It implements the policies and plans formulated by the Promotion
Committee.
 It handles all paperwork and maintains records like the QC Circle registry,
minutes of meetings, and QC Circle cases.
 It organizes promotional activities like competitions and visits to other
companies with QC Circles.
 Each department selects one to three facilitators, depending on the size of
the company.
 In the beginning, one facilitator is usually assigned to three QC Circles.
 The QC Circle leaders call on the facilitator when they need support during
meetings
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Role of Leader
 Conducting QC Circle meetings & direct activities of QC circle.
 Make clear the purpose of the QC circle’s activities.
 Perform as a member in the QC circle activities.
 Maintain good atmosphere in which all members can express their
opinions.
 Establish annual activity plan.
 Encouraging members
 Train next leader.
 Participating in industry-wide conventions.
 Studying about QC Circle activities and disseminating the knowledge.
 Seeking advice and support from the QCC Office on behalf of its
members
 Manage QC circle activities with appropriately assigning roles to all the
members.

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Member's role

Follow the workplace rule and discipline.

 Members listen to each other at all times.
Participate and speak actively in QC Circle
meeting.
Perform and be responsible to assigned activity.
 Cooperate with other members.
Arrive at meetings on time

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 Stages of KPT
 The development of KPT in Ethiopia by EKI
follows four stages of Kaizen implementation
junior to medium, high level and lead
QCCs/KPTs.
1. Junior KPT
 Junior KPT implement the first level Kaizen which
consists of understanding basics of Kaizen,
organizing Kaizen Promotion Teams (KPT) and
introducing simple Kaizen technical tools (5S,
waste/Muda elimination tools).
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 Stages of KPT Cont,,,,,
2. Middle/ Medium KPT
 Medium level KPT implement the second Level
Kaizen that includes some advanced Kaizen tools and
systems such as Total Quality Control (CWQC),
preparing Standard Operation Procedures (SOP),
using Basic Industrial Engineering techniques,
Quality Control Tools (7QC Tools) and QC Story line.
 The KPT at this stage will develop their statistical,
analytical and technical Kaizen knowledge and can
solve work related problems autonomously.
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 Stages of KPT Cont,,,,,
3. Higher KPT
 The more advanced third Kaizen level is
implemented by High level KPTs that consists of
having the understanding of Kaizen knowledge
related to Toyota Production System, Total
Productive maintenance, Total Quality Management,
Value Engineering and/or Value Stream Mapping g,
Industrial Engineering tools, policy deployment and
more complex analytical tools and skills.

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 Stages of KPT Cont,,,,,
4. Lead KPT
 Lead KPT is most developed KPT, which can
implement the fourth and highest level of Kaizen.
This KPT can develop advanced management system,
principles, models and innovations based on
accumulated experiences and best practices.

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11/06/2024 Pre. By Chala Wondimu 150
 WHEN TO USE THE PDCA CYCLE
 Use the PDCA cycle when:
 Starting a new improvement project
 Developing a new or improved design of a process, product,
or service
 Defining a repetitive work process
 Planning data collection and analysis in order to verify and
prioritize problems or root causes
 Implementing any change
 Working toward continuous improvement

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 WHEN TO USE THE PDCA CYCLE
 The Plan-do-check-act Procedure
1. Plan: Recognize an opportunity and plan a change.
2. Do Test the change. Carry out a small-scale study.
3. Check: Review the test, analyze the results, and identify what
you have learned.
4. Act: Take action based on what you learned in the study step.
If the change did not work, go through the cycle again with a
different plan. If you were successful, incorporate what you
learned from the test into wider changes. Use what you
learned to plan new improvements, beginning the cycle
again.

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 Attitude and ten basic principles to
eliminate waste/MUDA
 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 do not 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.
 Many people will resist seeing the waste in their work.
 Just do not 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 those 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 do not 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.
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ten basic principles to eliminate waste/MUDA

1. Leveled Production is simply smoothing out the quantity or

type of production over a period. In Japanese, it is known
as “heijunka.” The idea of leveling is to optimize
manufacturing capacity, allowing production that meets
demands while at the same time avoiding inventory
accumulation. It helps maintain minimum production lead-
time, manpower, capital costs, and inventories.
2. Continuous Improvement Known as “kaizen” in Japanese,
continuous improvement goes hand in hand with
documenting procedures. Managers and employees work
together to achieve regular, incremental improvements
within processes, diligently documenting each change to
achieve best practices.
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ten basic principles to eliminate waste/MUDA cont…..
3. Efficiency Through a Customer-First Approach Finding
efficiency that helps cut waste, a manufacturer has to step
into their customer’s shoes and learn about their needs and
expectations
4. Total Productive Maintenance (TPM) is a management
philosophy stressing the importance of equipment
maintenance in the manufacturing process.
 The idea of the program is to eliminate any loses tied to maintenance
of equipment, keeping the process flawless without any unplanned
downtime.
 Training, safety, and office efficiency all have a role in TPM.
 Employee participation in improvement proposals and maintenance is
critical, as multidisciplinary teams work together to improve machine
reliability.

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 ten basic principles to eliminate waste/MUDA cont…..
5. Streamlining Processes One main idea in lean manufacturing
is creating a streamlined process, and this means delivering
products on time.
6. Develop Error-Proof Processes Poka-yoke in Japanese means
“mistake-proofing.” This principle stresses error-proof
processes, which should be developed to prevent unintended
errors. The goal is to immediately reveal any errors so they
can be addressed quickly.
7. Focus on Quality Learn manufacturing encourages its
adherents to focus on quality as they try to eliminate waste.
8. One-Piece Flow This principle is simple. In a production line
that has several workstations, one-piece flow means that one
item is moved to a work station where any pending work is
completed before it moves on to the next station

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 ten basic principles to eliminate waste/MUDA cont…..

9. Mapping the Value System Value Stream Mapping

(VSM) creates a visual representation of all the steps
in a process. It puts on display every element
required, from start to finish.
10. Respect for Humanity To keep things working
efficiently, a company has to have high respect
standards for employees, and this means not
overworking them, aligning the company’s purpose
with individual and team goals, and maintaining high
accountability for both failure and success.

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Some Tools and Techniques to eliminate Wastes/Muda
cont…….
B. Layout improvement:
 It is used to plan the placement of machineries, raw materials,
workers, etc. in order to produce raw materials, parts or products
economically.
 Layout improvement is important technique to avoid “Muda, Mura
and Muri” due to placement in production activities
C. Brainstorming:
 Brainstorming can be defined as the methodology used to
encourage every individual in the KPT (kaizen promotion team) 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.

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Some Tools and Techniques to eliminate Wastes/Muda
cont…….

D. Andon:
 Is an indicator informing team leaders and
supervisors of the current workshop situation with
color boards, flashlights, and automated
announcement.
Types of Andon
 Calling “Andon” -Used for requesting parts.
 Warning “Andon” -Used to inform occurrence of
irregularities on the lines.
 Progress “Andon” -Used to identify the progress of
operation on the lines with a short Take Time.
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Some Tools and Techniques to eliminate Wastes/Muda
cont…….

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Some Tools and Techniques to eliminate Wastes/Muda
cont…….
G. Unification:
 Even if a flowing line cannot be formed, odd operations can be combined
together in a place into an operator’s work.
H. Multi-process handling and 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.
 A multi-skilled Operator- 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.

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Some Tools and Techniques to eliminate Wastes/Muda
cont…….
I. A.B. control (Two-point control):
 Is a devised automatic control function. It controls the
machine movement when they come to start or stop working
depending upon the number of work pieces piled up between
the preceding process and the following process
J. Cell production line:
 This is a production line that a single operator manages all the
machining or assembly operations in unit production.
Advantages
 Quality assurance can be ensured.
 The production output or efficiency of each operator can be clarified.
 Operators can obtain a feeling of work achievement.

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Some Tools and Techniques to eliminate Wastes/Muda
cont…….
K. Line balancing:
 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.
L. Build in quality at each process
 Quality should be built into each process.
 Guarantee the quality in each process.
 Do not make Defect
 Do not pass defect
 Work to standard

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Some Tools and Techniques to eliminate Wastes/Muda
cont…….
 The machine stops, if abnormality is caused.
 Worker stops operation, if he/she finds abnormality.
 Don’t send the next process the defects.
• Abnormality will understood simply.
• “Visual control” visually control the states, ANDON,
• Production analysis board, Standardized work chart etc

M. 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

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 Reducing and eliminating wastes/MUDA

Elimination of the seven types of Wastes/Muda

1. How to Eliminate Overproduction Wastes
In order to balance capacity and load without
overproducing, you must implement the advanced
methods of lean production:
Full work
Line balancing
Pull production-using Kanban (A type of board-
 Quick-changeover operations.
Level production - small-lot, mixed production

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Elimination of the seven types of Wastes/Muda
2 . How to Eliminate Inventory Wastes
 U-shaped manufacturing cells, layout of equipment by
process instead of operation.
 Production leveling
 Regulating the flow of production
 Pull production using kanban
 Quick changeover operations
3. How to Eliminate Motion Wastes
 Gradually switch to flow production
 Create U-shaped cell layout of equipment
 Make standardization through
 Increase training
 Increase operator awareness about motion during an
operation
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Elimination of the seven types of Wastes/Muda
4. How to Eliminate Conveyance/Transportation Wastes
Conveyance waste is corrected by redesigning equipment
layout to create a flow between operations. Then you will
be able to take out much of the complexity in the
conveyance system and decrease material handling to a
minimum. Some of the lean production methods that
address conveyance flow:
 U-shaped manufacturing cells, Flow production
 Multi skill workers, Standing to perform operations
 Higher utilization rate
 Water beetles (material handlers in the kanban system of pull
production)

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Elimination of the seven types of Wastes/Muda

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Elimination of the seven types of Wastes/Muda
7. How to Eliminate Processing Wastes
More appropriate process design
Review of operations
 Improvement of jigs using automation
 Thorough standardization
Promotion of value analysis(VA) and value engineering(VE)
techniques

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Elimination of the seven types of Wastes/Muda
1. How to Eliminate Overproduction Wastes
In order to balance capacity and load without
overproducing, you must implement the advanced
methods of lean production:
Full work
Line balancing
Pull production-using Kanban (A type of board-
 Quick-changeover operations.
Level production - small-lot, mixed production

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 Identifying tangible and intangible results

• Record and quantify all items in the work area

• Red tag strategy for unnecessary items
The Red-Tag Strategy is a simple method for
identifying potentially unneeded items in the
factory or workshop, evaluating their usefulness
and dealing with them appropriately.
 Red tagging means putting red tags on items in
the factory or workshop that need to be evaluated
as being necessary or unnecessary.

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The red-tagging process in a department or
work area can be broken down into seven steps.
• Step 1: Launch the red-tag project.
• Step 2: Identify the red-tag targets.
• Step 3: Set red-tag criteria.
• Step 4: Make red tags.
• Step 5: Attach red tags.
• Step 6: Evaluate red-tagged items.
• Step 7: Document the results of red taggin

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 The End

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LO 5: Prevent occurrence of wastes and
sustain operation
Learning Guide, you will be able to:
 Plan of MUDA prevention
 Standards required for machines operations defining normal
and abnormal conditions, clerical procedures
 Prevent wastes/MUDA by using visual and auditory control
methods
 Create waste-free workplace using 5W and 1Hsheet
 Complete of required operation with standard procedures
and practices
 Facilitate the updating of standard procedures and practices
 Ensure and training the capability of the work team on the
new Standard
  Prevent occurrence of wastes and sustain
operation
Introduction
What is waste?
 Waste (or wastes) is unwanted or unusable materials.
 Waste is any substance which is discarded after primary use, or is worthless,
defective and of no use.
 Healthcare waste (HCW) is a by-product of healthcare that includes sharps, non-
sharps, blood, body parts, chemicals, pharmaceuticals, medical devices and
radioactive materials Healthcare waste can be Non-hazardous general wastes and
potentially hazardous waste or waste that is associated with some health risks.
 Health-care activities are a means of protecting health, curing patients and saving
lives. But they also generate waste, which entail risks either of infection, of
trauma or of chemical or radiation exposure
  Prevent occurrence of wastes and sustain
operation
Introduction ,,,,,,,….,,,

 Poor waste management can jeopardize care staff, employees who handle
medical waste, patients and their families, and the neighboring population.
 In addition, the inappropriate treatment or disposal of that waste can lead
to environmental contamination or pollution.
 To avoid unnecessary energy expenditure and money loss businesses
should apply lean methodologies to their operations. The best practice to
eliminate Muda in manufacturing, agile development, retail, or any other
industry to plan, test, and review the processes carefully and on a regular
basis.
 Plan of MUDA prevention is prepared and
implemented
• Lean is a set of operating philosophies and methods
that help create a maximum value for patients by
reducing waste and waits.
• It emphasizes the consideration of the customer's
needs, employee involvement and continuous
improvement.
• Lean in healthcare is about creating value and reducing
burdens that patients and staff experience every day. So
rather than focusing on saving money, Lean
organizations focus on sustaining high levels of quality,
safety, satisfaction and morale.
 Implementation of lean system in health care

• Although Lean methodologies have their origin in the

automobile industry, Lean applied to healthcare can
improve the patient experience, while eliminating waste
and reducing financial costs the five Lean principles:
A. identify customers and specify value added,
B. identify and map value streams,
C. create flow by eliminating waste,
D. organize according to customer pull and
E. Improve continuously are the foundations of Lean
hospital management.
Benefits of using six sigma to improve
healthcare quality Using Six Sigma to improve
healthcare quality can:
Shorten wait times in hospitals and private
practices.
Prevent falls and injuries in hospitals and
nursing homes.
Reduce medication errors when prescribing
and administering drugs or filling
prescriptions.
Increase turnaround time for lab results.
• Standards required for machines operations defining
normal and abnormal conditions, clerical
procedures
The reduction of waste generation must be
encouraged by the following practices:
1. Reducing the amount of waste at source
2. Purchasing policy geared to minimizing risks
3. Product recycling
4. Stock management
Important guideline for management of
waste
 There are four tiers to waste management to reduce
its environmental impact:
 pollution prevention and source reduction;
 reuse or redistribution of unwanted, surplus materials;
 treatment, reclamation, and recycling of materials within
the waste; and
 disposal through incineration, treatment, or land burial
 The five steps of waste hierarchy
1. Reduce waste at the source
 Reduction at the source is the simplest and least expensive
method of reducing the amount of waste buried in Israel’s
landfills.
 Reducing waste refers to any action related to the design,
manufacture, purchase or use of materials or products that
can lead to a reduction in the amount of waste generated in
the first place, and a reduction in the toxicity of that waste
before it enters the system.
 Reduction at-source is at the top of the waste treatment
hierarchy, because from an environmental point of view,
the best treatment for waste is its prevention.
 Challenges to reducing waste
 Cost
 Difficulty in quantifying results
 Difficulty in changing attitudes and behaviors
 Multitude of stakeholders
 Preventing wastes/MUDA by using visual and
auditory control methods
 Visual Management is a core foundational element of the Toyota
Production System and plays a key role in the creation of
transparency.
 Is a management strategy for organizational control, measurement
and improvement, which uses visual aids to externalize
information and improve communication in the workplace by
creating transparency.
 An important characteristic of transparent processes is that they
radiate relevant information in a physical way, facilitating
communication, decision-making and promoting self-management.
 Preventing wastes/MUDA by using visual and
auditory control methods……
.
 Transparent processes build trust among parties and generate
value.
 An important goal of Visual Management application is to make
information easily accessible so that process participants can act in
a purposeful way.
 It focuses attention on both structure and process, viewing a
situation or organization from a higher standpoint, which takes
interactions between the individual parts into account.
 Creating waste-free workplace using 5W
and 1Hsheet
 The 5W1H method is one of the most efficient
management tools that exist and, incredible as it seems,
one of the most simple and easy to use.
 Do you know what 5W1H is?
 Why is it called the 5W1H method?
 The 5W1H method is thus called to simplify the guidelines
involved in each phase of the action plan to which it proposes.

 These are the six questions it represents. Five start with W and
1 with H. Check out these questions:
 What? Why? Where? When? Who? How?
 Completion of required operation with
standard procedures and practices
Total Productive Maintenance (TPM)
 Total means all individuals in the organization working together.
 Productive means production of goods that meet or exceed
customer’s expectations.
 Maintenance means keeping equipment and plant in good condition
at all times.

 What is Total Productive Maintenance (TPM)? It can be considered

as the medical science of machines.
 Total Productive Maintenance (TPM) is a maintenance
program, which involves a newly defined concept for maintaining
plants and equipment.
Total Productive Maintenance (TPM)……….

 The goal of the TPM program is to markedly increase production while, at

the same time, increasing employee morale and job satisfaction.
 TPM brings maintenance into focus as a necessary and vitally important
part of the business. It is no longer regarded as a non-profit activity.
 Down time for maintenance is scheduled as a part of the manufacturing
day and, in some cases, as an integral part of the manufacturing process.
 The goal is to hold emergency and unscheduled maintenance to a
minimum. Why TPM? TPM was introduced to achieve the following
objectives.
 The important ones are listed below.
 Avoid wastage in a quickly changing economic environment.
 Producing goods without reducing product quality.
 Reduce cost.  Produce a low batch quantity at the earliest possible time.
 Goods send to the customers must be non-defective.
 Facilitating the updating of standard
procedures and practices
 Standard Operating Procedures (SOPs) have many benefits.
 They drive productivity and prevent errors on the shop floor.
 They are critical to document key safety measures.
 They facilitate knowledge transfer and make training new team
members a lot easier.
 However, for SOPs to work, they need to be clear and easy to
follow.
 (SOP) provide guidelines for your frontline team members to
complete a given process.
 SOPs are often used to ensure that operations run smoothly:
with cohesion, performance uniformity, and in compliance with
safety measures and regulations.
 SOP………

• Before you get started with the actual development of your SOP,
consider the following best practices:
1. Get your team on board
 One of the biggest challenges in SOPs is the lack of team adoption. SOPs can
often be perceived as restrictive.
 That is why it is very important that you involve your team in the creation of
the SOP.
 Talk to your key stakeholders to gather input and ideas, and understand their
perspectives. Make sure you share a draft of the SOP with them early on.
2. Aim for practicality
 SOP need to be designed with practicality in mind.
 Your team must be able to put them into practice.
 That is why it is important to talk to your team and understand if the SOP
reflects their workflow and perspectives.
 SOP………

3. Review and maintain

 Another common mistake is not reviewing and properly
maintaining SOPs.
 Procedures can change from time to time.
 You may also identify ways to improve them. When this
happens, make sure you update your SOP.
4. Mind the S in SOP
 SOP should be, well, standard.
 There is no room for deviations and ambiguity in SOPs.
 The terminology and wording you use is very important
to ensure consistency in your SOP.
 Ensuring and training the capability of the
work team on the new Standard
 Importance of Training and Development for Employees
 Employee training and development programs are essential to the
success of businesses worldwide. Not only do these programs offer
opportunities for staff to improve their skills, but also for employers to
enhance employee productivity and improve company culture.
 Training and Development Enhance Employee Performance
 Employee training and development programs are critical for enhancing
employee performance.
 These are some types of training and development often available to
employees:
 Management training
 Sales training
 New employee training
 Mentoring programs
 Apprenticeships
Ensuring and training the capability of the
work team on the new Standard………..
Following are some ways employee training
and development efforts improve employee
performance.
 Training for New Responsibilities
 Learning About Industry and Technology Updates
 Adapting to Remote Work
 Updating New Employee Training
 Addressing Performance Review Findings
 Developing Soft Skills
 Assignment 2
1. What is a Standard Operating Procedure (SOP)?
2. Write & discuss some example of Standard
Operating Procedure ?
3. What is the Difference between Policy, Process,
Procedure, SOP, or Work Instruction?
4. Design hierarchy of SOP?
5. What is benefits of Standard Operating
Procedures (SOPs)?
NOTE :-Submit Whit final exam.