ELIMINATE & PREVENT

MUDA

Level - 3
fashion design student
 Learning Objective of the Module
Identify Working Prepare
Identifying MUDA problem Analyzing
Eliminating MUDA and Assess effectiveness of the solution.
Preventing occurrence of wastes and sustain operation
 Unit one: work prepare
This unit is developed to provide you the necessary information
regarding the following content coverage and topics:
1, Using work instructions
2, Reading and interpreting job specifications
3, Observing OHS requirements,
4, Selecting appropriate material
5, Identifying and checking safety equipment and tools.
 Work instructions
Work instruction is a description of the specific tasks and activities within
an organization.
A work instruction in a business will generally outline all of the different
jobs needed for the operation of the firm in great detail and is a key element
to running a business smoothly.
 It is a description of how to perform a process in steps.
 Work instructions are more detailed than standard operating procedures.
It is a document containing detailed instructions that specify exactly what
steps to follow to carry out an activity.
 Interpreting job specifications
A statement of employee/workers characteristics and qualifications required
for satisfactory performance of defined duties and tasks comprising a
specific job or function.
Interpreters interpret verbal communication from one language to another,
and act as mediums where language barriers exist.
At times, Interpreters translate written communication from one language to
another.
Interpreters work in education, health care, insurance, legal and other
industries.
 Interpreter Requirements:
 High school diploma,or suitable equivalent.
 Valid certificate of accredited interpreting training.
 Excellent bilingual communication skills, both verbal and written.
 Valid driver’s license.
 Proficient computer skills.
 Proficient with use of office equipment.
 Outstanding listening, retention and note-taking skills.
 Observing OHS requirements
OHS requirements are legislation/regulations/codes of practice and safety
policies and procedures.
This may include protective clothing and equipment, use of tooling and
equipment, workplace environment and safety, handling of material, use of
fire-fighting equipment, enterprise first aid, hazard control and hazardous
materials and substances.
Personal protective equipment includes those prescribed under legislation/
regulations/codes of practice and workplace policies and practices.
The goals of occupational safety and health programs include fostering a safe
and healthy work environment. for activities outside work.
 Selecting appropriate material
Tools and Equipment are required to identify and measure Waste/Muda in
work stations.
The following are some tools and equipment used to identify and measure
Waste/Muda:  Tape (any length measuring device)
 Stop watch
 Photo Camera
 Video Camera
 Calculator
 Safety equipment and tools
 safety glasses or goggles
 safety shoes
 high-visibility clothing or vests
 heat-resistant gloves
 anti-vibration gloves
 welding helmets
 chemical-resistant suits or
aprons
 safety harnesses and lanyards
 COVID-19 Prevention and
Control
 Tools and Equipment used to implement
Here are various tools and equipment that can be used to implement
standard procedures in the workplace.
1. Standard Operating Procedures (SOPs): These are written documents that
outline step-by-step instructions for carrying out specific tasks or processes

2. Training materials: Organizations can develop training materials, such as

manuals or videos, to educate employees on the standard procedures they need to
follow.
3. Checklists: Checklists are useful tools for ensuring that all necessary steps are
followed in a standardized manner.
 CONT..
4. Quality control tools: Quality control tools, such as statistical process control charts or
quality checklists, can be used to monitor and evaluate performance against established
standards.
5. Technology: Many organizations use technology to implement and enforce standard
procedures. This can include software systems that automate processes, track performance
metrics, and provide real-time feedback or alerts.

6. Visual aids: Visual aids, such as posters or signs, can be used to display key
information or reminders about standard procedures.

7. Performance monitoring systems: Organizations may use performance monitoring

systems to track and evaluate employee performance against established benchmarks.
Tools and materials used to implement Sort activity

Tools and materials are required to implement sort, set in order and shine
activities in work stations.
 The following are some tools and materials used to implement the first
pillar of 5S-Sort.
 cont..
1. Sorting Bins Containers: These can be used to separate items into different
categories or groups during the sorting process.

Wall Mounted Storage Bins

 cont..
2. Labels or Tags: Labels or tags can be attached to items or containers to
indicate their category or destination during sorting.
 cont..
3. Sorting Tables or Workstations: These provide a designated area for
employees to sort and organize items. They may have compartments or sections
to facilitate the sorting process.
 cont..
4. Sorting Algorithms or Rules: These are guidelines or instructions that
dictate how items should be sorted based on specific criteria, such as
alphabetical order, numerical value, or color.
 cont..
5. Barcode Scanners or RFID Readers: These tools can be used to quickly
and accurately identify and sort items based on their unique identifiers.
 cont..
6. Conveyor Belts or Chutes: These can be used to transport items from one
location to another during the sorting process, making it more efficient and
streamlined.
 cont..
7. Computer Software or Systems: Technology-based sorting systems can
automate the sorting process, track inventory, and generate reports on sorting
performance.
cont..
 cont..
8. Sorting Guides or Manuals: These documents provide employees with
instructions and guidelines on how to properly sort items according to
established standards.
 cont..
9. Safety Equipment: Depending on the nature of the sorting activity, safety
equipment such as gloves, goggles, or protective clothing may be required to
ensure the well-being of employees.
 cont..
10. Quality Control Tools: Quality control tools, such as visual inspection
checklists or measuring devices, can be used to ensure that items are sorted
correctly and meet quality standards.
 cont..
11. Training Materials: Similar to standard procedures, training
materials can be developed to educate employees on the specific sorting
methods and techniques they need to follow.
By using these tools and materials, organizations can effectively implement a
sorting activity in the workplace and ensure that items are sorted accurately
and efficient
Next Class
 Unit Two: Identify MUDA

 Specifically, upon completion of this unit, you will be able to:

 Prepare plan of MUDA
 List possible problems related to the process
 Identify and measuring wastes
 Report identified and measured wastes
 Content

1)The concept of MUDA/Waste

2)Methods for categorizing types of Muda
3)MUDA identification
4)Elimination of Muda
5)Methods for Muda prevention
 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.
 What is Waste/MUDA?

• Waste/MUDA is any activity of

workers/machines which consumes resources
such as money, time, energy, materials, etc
without adding value.
• Waste or muda is anything that does not
have value or does not add value.
• Waste is something the customer will not
pay for.
 What is Waste?
• There are two types of wastes: obvious wastes
and hidden wastes.
• It is important to uncover and eliminate the latter
since they are usually bigger.
• Wastes take the shape of an iceberg, the tip
consists of the obvious wastes while the seen
bulk under the water contain the hidden wastes.
• Wastes are not necessarily ugly, and most are
outside the waste can!
 cont..
• Waste can be in the form of unnecessary
output, input, or processing.
• It can be in the form of materials, stocks,
equipment,facilities, manhours, utilities,
documents, expenses, motion, and other
activities that do not add value
The steps to effective waste elimination are:

1. Make waste visible.

2. Be conscious of the waste.
3. Be accountable for the waste.
4. Measure the waste.
5. Eliminate or reduce the waste
 cont..
• In other words, before one can stop waste,
he should able to see it, recognize it as
waste, identify who is responsible, and
finally appreciate its size and magnitude.
• Waste that is not seen cannot be
eliminated.
• When something is denied as waste, it
also cannot be stopped.
 cont..
• When one refuses to accept responsibility
for the waste, then he will not eliminate it.
• Finally, when the waste is not measured,
people may think it is small or trivial and
therefore will not be motivated to stop it.
• As the saying goes “What is not
measured, is not improved”.
 The Three M’s
Definition of 3m’s

Muda
Muri
Mura
 The Three M’s

muda
mura

muri
[Link]
 The Three M’s
Avoid these types of work
Too much
Imbalance(Mura)
Excessive(Muri)
Wasteful(Muda)
Works
Productivity improvement does
not mean hard work
 The Three M’s
Muda
• Production factors that increase cost,
in other words, all unnecessary
things
 The Three M’s (Cntd)
Muri
• Mental and physical overburden on
operators, and overburden on
production machinery
 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
 Muri :overburden
•
 የስራ ጫና (Muri
•
 የስራ ጫና(Muri
•
 The Three M’s
Mura
• Variation in work distribution,
production capacity of machinery, and
material specifications
 Relationship between the 3 M’s
• Usually Mura creates Muri which in turn
lead to generation of Muda.
 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.
Next Class
 Preparing plan of MUDA and implementing problem identification.
Conditions using the arrow diagram.
1. Select the product to be analyzed- Choose products with a large output
and those with many production problems as starting points for your
analysis of current

2. Prepare a factory layout diagram- Include the entire factory layout,

indicating the position of machines, worktables and other equipment. the product
to be analyzed- Choose products with a large output and those with many
production problems as starting points for your analysis of current
 Preparing plan of MUDA and implementing problem identification.
Conditions using the arrow diagram.
3. Make the arrow diagram- Do this on the factory floor. Use the symbols
below to show the different types of activities that occur. Connect the
symbols with lines that show the direction of the flow and the sequence of
product through each operation.
 How to identify muda
 To identify muda in your warehouse operations, you must observe and
analyze your current processes and performance.
 To do this, utilize various tools and methods such as;

1. Value stream mapping (sometimes called VSM) is a lean manufacturing

technique to analyze, design, and manage the flow of materials and
information required to bring a product to a customer.
 CONT..

2. GEMBA WALK;
 The term Gemba is derived from the Japanese word for “the actual place”
or “the real place” .
 It helps identify opportunities for improvement in operational efficiency,
quality, safety, and customer satisfaction.
Cont..
 Cont..
3. key performance indicators (KPIs); support your strategy and help your teams focus on
what's important. An example of a key performance indicator is, “targeted new customers per
month”. Metrics measure the success of everyday business activities that support your KPIs.
 Cont..
4. Root cause analysis(RCA) is the process of discovering the root causes of
problems in order to identify appropriate solutions. RCA assumes that it is much
more effective to systematically prevent and solve for underlying issues rather
than just treating
 Cont..
5. Employee feedback: is any information exchanged by employees (formally or
informally) regarding their performance, skills, or ability to work within a team.
Both supervisors and peers may deliver feedback, and when done tactfully, the
process can create a stronger, more harmonious workplace.
 The challenges of eliminating muda
Achieving muda elimination in warehouse operations is a long-term
commitment that requires;
 leadership support
 employee engagement
 customer focus
 data analysis and change
management.
 CONT..
 Senior management should provide the vision, direction and resources for the lean
transformation.
 Frontline workers should provide insights, feedback and suggestions for improvement
initiatives.
 Knowing customer needs and expectations is essential for providing value and demand for
goods and services.
 Accurate performance data is necessary for evidence-based decision making and problem
solving.
 Lastly, having a systematic approach to planning, implementing and sustaining changes is
key for successful muda elimination.
የትም ፍጭው
ዱቄቱን Better Profit=Price-Cost
አምጭው Quality ምን ይሻላል???

On time
Delivery
M
I
Reasonable N
Price I
M
I
Z
Higher E

Profit
C O ST
costumer identification
62
Next Class
 Possible problems related to the process /Kaizen elements using
statistical tools and techniques
7Q quality tools in solving quality problems and process improvement.
 check sheet is used for collecting, recording, and analyzing the data.
 Fishbone diagram is also called as Cause and Effect diagram .
 Histogram is a pictorial representation of a set of data, and the most commonly used bar
graph for showing frequency distributions of data/values.
 Pareto chart helps to Narrow the problem area or prioritize the significant problems for
corrective measures.
 A control chart is a very powerful tool to Investigate/disclose the source of Process
Variations present in the manufacturing processes.
 CONT..
 A Scatter diagram is also known as Correlation Chart, Scatter Plot, and Scatter Graph. A
Scatter graph is used to find out the relationship between two variables.
 Stratification Diagram A technique used to analyze and divide a universe of data into
homogeneous groups is called -Strata. Stratification tools are used when the data come
from different sources or conditions, such as data collected from different shifts, machines,
people, days, suppliers and population groups, etc.
 Identified and measured wastes
7Q quality tools in solving quality problems and process improvement.

 check sheet is used for collecting, recording, and analyzing the data.
 Fishbone diagram is also called as Cause and Effect diagram .
 Histogram is a pictorial representation of a set of data, and the most commonly used bar
graph for showing frequency distributions of data/values.
 Pareto chart helps to Narrow the problem area or prioritize the significant problems for
corrective measures.
 A control chart is a very powerful tool to Investigate/disclose the source of Process
Variations present in the manufacturing processes.
 Possible problems related to the process /Kaizen elements using
statistical tools and techniques
7Q quality tools in solving quality problems and process improvement.
 check sheet is used for collecting, recording, and analyzing the data.
 Fishbone diagram is also called as Cause and Effect diagram .
 Histogram is a pictorial representation of a set of data, and the most commonly used bar
graph for showing frequency distributions of data/values.
 Pareto chart helps to Narrow the problem area or prioritize the significant problems for
corrective measures.
 A control chart is a very powerful tool to Investigate/disclose the source of Process
Variations present in the manufacturing processes.
 Possible problems related to the process /Kaizen elements using
statistical tools and techniques
7Q quality tools in solving quality problems and process improvement.
 check sheet is used for collecting, recording, and analyzing the data.
 Fishbone diagram is also called as Cause and Effect diagram .
 Histogram is a pictorial representation of a set of data, and the most commonly used bar
graph for showing frequency distributions of data/values.
 Pareto chart helps to Narrow the problem area or prioritize the significant problems for
corrective measures.
 A control chart is a very powerful tool to Investigate/disclose the source of Process
Variations present in the manufacturing processes.
 Possible problems related to the process /Kaizen elements using
statistical tools and techniques
7Q quality tools in solving quality problems and process improvement.
 check sheet is used for collecting, recording, and analyzing the data.
 Fishbone diagram is also called as Cause and Effect diagram .
 Histogram is a pictorial representation of a set of data, and the most commonly used bar
graph for showing frequency distributions of data/values.
 Pareto chart helps to Narrow the problem area or prioritize the significant problems for
corrective measures.
 A control chart is a very powerful tool to Investigate/disclose the source of Process
Variations present in the manufacturing processes.
 Possible problems related to the process /Kaizen elements using
statistical tools and techniques
7Q quality tools in solving quality problems and process improvement.
 check sheet is used for collecting, recording, and analyzing the data.
 Fishbone diagram is also called as Cause and Effect diagram .
 Histogram is a pictorial representation of a set of data, and the most commonly used bar
graph for showing frequency distributions of data/values.
 Pareto chart helps to Narrow the problem area or prioritize the significant problems for
corrective measures.
 A control chart is a very powerful tool to Investigate/disclose the source of Process
Variations present in the manufacturing processes.
 What are the seven types of wastes or “muda”?

• A lean system declares war on wastes or

“muda”. These wastes are classified into 7
types:
1. Over-production waste
2. Processing waste
3. Transport waste
4. Waiting-time waste
5. Inventory waste
6. Motion waste
7. Defects
Next Class
 Contents
1. Objectives of 5S program?

2. What is 5S?

3. Planning Stage

4. Implementing Stage

5. Sustaining Stage
The beginning of a healthy, comfortable and
productive life for everyone at work.
Company-wide participation program
involving everyone in the organization.
A very effective approach for motivating
people, and improving productivity and the
work environment .
5S is a systematized approach to organize work
areas, keep rules and standards and maintain
the discipline needed to do a good job.

It utilizes workplace organization and work

Simplification techniques to make work easier,
Faster, cheaper, safer and more effective

The practice of 5S develops positive attitude

among workers and cultivates an environment
of efficiency, effectiveness and economy
 Cont..

5S is a philosophy and a way of organizing

and managing the workspace and work flow
with the intent to improve efficiency by
eliminating waste, improving flow and
reducing process unreasonableness.

It is for improvement of working

environment.
5S is literally five abbreviations of Japanese
terms with 5 initials of S

Japanese English

S-1 Seiri Sort

S-2 Seiton Set

S-3 Seiso Shine

S-4 Seiketsu Standardize

S-5 Sitsuke Sustain

SEIRI Waste Elimination
Stratification Management
Dealing with Causes
SEITON Functional Storage
A place for everything

SEISO Cleaning is a way of Purifying the

Spirit
Cleaning as Inspection
SEIKETSU Visual Management
Standardization
SHITSUKE Habit Formation
Disciplined Workplace
SEIRI (Sort)

Remove unnecessary items and dispose

them properly

• Make work easy by eliminating

obstacles
• Provide no chance of being disturbed
with unnecessary items
• Eliminate the need to take care of
unnecessary items
• Prevent accumulation of unnecessary
items
 SEIRI (Sort)

 Remove all items from the workplace that are

not needed for current production or administrative
operation.
 Keep“only what is needed, only in the amount
needed, and only when it is needed”.
SOME SEIRI PRACTICES

• Sorting and evaluation criteria

• Disposal Tags
• Designated storage area
• Akafuda Operation
• Material List
 S1: Sorting activities
Equipment, material, tools files, furniture etc. can be categorized based on the
frequency of use!

Equipment, materials
tools etc. in your work place May need it

Items only used occasionally

are in this category

Not need it

Need it
Items not used in current work
process are in this category
Items often use are in this category
 Why Sort is important?

 Space, time, money,

energy and other
resources can be
managed and used most
effectively
 Problem and annoyances
in the work flow are
reduced.
 Communication between
employees is improved.
 Product quality and
Productivity is enhanced.
 Examples of “Sorting”
 Place “Red tag” for categorization of items to identify unnecessary items
 Move unnecessary items( broken tools, obsolete jigs and fixtures, scrap and excess
raw material etc.) to central stored area
 Free up valuable floor space (Space utilization)
 Finding abnormality of equipment and tools (Out of order, missing parts etc.)
Sorting
SEITON (Systematize)

Arrange necessary items in good order so

that they can be easily picked up for use.

• Prevent loss and waste of time.

• Easy to find and pick up necessary items.
• Ensure first-come-first-served basis.
• Make work flow smooth and easy.
SOME SEITON PRACTICES

• Place goods in wider frontage along passages

• Store goods for first-in-first-out retrieval
• Have a fixed location for everything
• Label items and their locations
systematically, mark everything
• Separate special tools from common ones
• Put frequently-used items nearer to the user
• Make things visible to reduce searching time,
organize by color
SOME SEITON PRACTICES

• Don’t pile items without separator

• Put everything at right angles to the passage
line
• Fix unstable articles for safety
• Provide signs for abnormal condition or when
help is needed
• Keep space for safely equipment and
evacuation passage clear
SEISO (Sweep)

Clean your workplace completely

• Easy to check abnormality

• Prevent machinery and equipment from
deterioration
• Keep workplace safe and easy to work
SOME SEISO PRACTICES

• Big Seiso (Clean-up) Day

• 3-5 minutes cleaning daily
• Assign owner to each machine
• Combine cleaning with inspection
• Make daily maintenance points clear
by providing visible instructions
• Provide necessary tools for critical
points of cleaning
• Prevent causes of dust and dirt
SEIKETSU (Standardize)

Maintain high standards or housekeeping

and workplace organization at all times

• Maintain cleanliness and orderliness

• Prevent mis-operation
• Make it easy to find out abnormality
• Standardize good practices
SOME SEIKETSU PRACTICES

• Visual control signs

• Color coding
• Fool proofing
• Responsibility labels
• Wire Management
• Inspection Marks
• Maintenance Labels
• Prevention of dust, dirt, noise and
vibration
• I can do it blindfolded
• One-point lesson
SHITSUKE (Self-discipline)

Do things spontaneously without being

told or ordered

• Maintain cleanliness and orderliness

• Prevent mis-operation
• Make it easy to find out abnormality
• Standardize good practices
SOME SHITSUKE PRACTICES

• Wash hands after going to the toilet

• Wash hands before and after meals
• Eat and smoke at designated areas
• Keep workplace always clean and tidy
• Wear clean uniform and shoes
• Observe proper office decorum
• Follow safely rules
• Put things back in their proper place after
use
• Work according to standards
A clean and well organized workplace

• Is high in PRODUCTIVITY
• Produces QUALITY products
• Reduces COST to a minimum
• Ensures DELIVERY on time
• Is SAFE for people to work in
• Makes employee MORALE HIGH
Improves CREATIVITY of people

Improves COMMUNICATION among people

Improves HUMAN RELATIONS among people

Improves TEAMWORK among people

Enhances COMRADESHIP among people

GIVE VITALITY to people

1. Workplace becomes clean and better
organized

2. Work becomes easier and safer

3. Results are visible to everyone

4. Visible results trigger generation of

more and new ideas
5. People are automatically disciplined

6. People become proud of well-

organized workplace

7. Resultant good company image

generates more business
 The main elements of
KAIZEN management
• Quality (Customer) Safety
• Cost (Company) Morale
• Delivery(Customer)

• QCD is the source of

• productivity improvement
 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