PRODUCTIVITY PYRAMID

Profit

Q C D

M M M M

Product Value Condition

Improvement of 3M

MURI, MURA, MUDA

Visual Management

5S

Production Element

KIND OF CUSTOMERS• EMPLOYEES• EMPLOYEE ‘S FAMILY• RETIRED EMPLOYEES • VENDORS• SUPPLIERS• CONTRACTORS • SERVICE PROVIDERS• DEALERS • AGENTS• CONSUMERS

KIND OF CUSTOMERS

• SHARE HOLDERS• PROMOTERS• STAKE HOLDERS• CENTRAL GOVT.• STATE GOVT.• LOCAL ADMINISTRATION• POLITICIANS• LEGISLATION• BANKS

KIND OF CUSTOMERS

• FINANCIAL INSTITUTIONS• MEDIA• ENVIRONMENT• SOCIETY AT LARGE• COLLABORATERS• INDUSTRIAL ASSOCIATIONS / PROFESSIONAL

ASSOCIATIONS• CONSULTANTS• FRIENDS & COLLEAGUES IN SIMILAR BUSINESSES• FRIENDS & COLLEAGUES IN OTHER BUSINESSES

5 S OVERVIEWCLEARING OR SORTING(SEIRI)

Meaning

Distinguish between the necessary and the unnecessary, and getting rid of what `you do

not need.

Aims

• Establish criteria and stick to them in eliminating the unnecessary.

• Practice stratification management to set priorities.

• Be able to deal with the causes of dirt

Activities

• Eliminating the unnecessary.

• Dealing with the causes of dirt.

• Kaizen and standardization based on fundamentals.

Principles

• Stratification management and dealing with the causes.

Means… Segregate Necessary From Unnecessary Using The Following Table

FREQUENCY OF USE (PERIOD OF QUEUEING)

GROUPING (CATEGORY)

METHOD OF DISPOSAL

Used Less Than Once In A Year Not Used Throw Away

Used About Once Every Six Months To a Year

Used Infrequently Store In A Distant Spot

Used About Once A Week Used Once A Day Used All The Times

Used About Once In Two To Six Months Used About Once a Month

Keep Handy Keep Nearby

Keep Identifiable

Organize And Keep In Work Place

Used Sometimes

Used Often

Meaning

• Establish a neat layout so you can always get just as much of what you need when you need it.

Aims

• A neat looking workplace.

• Efficient ( including quality and safety) layout and placement.

• Raising productivity by eliminating the waste of looking for things.

Activities

• Functional storage based upon the 5W’s and the 1H.

• Allocate place for each and every item.

• Arrange visuals to identify items and locations

• Establish easy replacement methodsPrinciples• Functional storage and eliminating the need to look for things.

ORGANISING ( SEITON)

Meaning

• Eliminating trash, dirt, and foreign matter for a cleaner workplace.

• Cleaning as a form of inspection.

Aims

• A degree of cleanliness corresponding to your needs. Achieving zero grime and zero dirt

• Finding minor problems with cleaning inspections.

• Understanding that cleaning is inspecting.

Activities

• Establishing standard cleaning Procedures

• Arranging cleaning tools for each and every place

• Preventing the dirt at the source itself.

• Inspecting equipment and remedial action.

Principles

• Cleaning is for inspection, elimination of breakdown and defects

CLEANING (SEISO)

Meaning

• Keeping things organized, neat, and clean, even in personal and pollution related aspects.

Aims

• Management standards for maintaining the 5S’s.

• Innovative visible management so that abnormalities show up.

Activities

• Innovative visual controls.

• Early detection and early action devices.

• Manuals for maintaining standardization.

• Color Coding.

Principles

• Visual management and 5S standardization

STANDARDIZATION ( SEIKETSU)

Meaning

• Doing the right thing as a matter of course.

Aims

• Full participation in developing good habits and follow the rules.

• Communication and feedback as daily routine.

Activities

• Five- minute 5S.

• Communication and Feedback.

• Individual responsibility.

• Practicing good habits.

Principles

• Habit formation and creating a disciplined workplace.

DISCIPLINE (SHITSUKE)

SEIRImeans

Sort out items and discard the unnecessary.5 QUESTIONS ABOUT SEIRI

1. Do you find items scattered in your workplace?

2. Are there boxes, papers and other items left in a disorganized manner?

3. Are there equipment and tools placed on the floor?

4. Are all items sorted out and place in designated spots?

5. Are tools and stationary properly sorted and stored?

5 QUESTIONS ABOUT SEITON

1. Are passage ways and storage places clearly indicated?

2. Are commonly used tools and stationary separated from those seldom used?

3. Are containers and boxes stacked up properly?

4. Are fire extinguishers and hydrants readily accessible?

5. Are there grooves, cracks or bumps on the floor which hinder work or safety?

means

A place for everything, everything in its place

SEITON

SEISOmeans

Clean your workplace thoroughly.5 QUESTIONS ABOUT SEISO

1. Are the floor surfaces dirty?

2. Are machines and equipment dirty?

3. Are wires and pipes dirty or stained?

4. Are machine nozzles dirtied by lubricants and ink?

5. Are shades, light bulbs and light reflectors dirty?

5 QUESTIONS ABOUT SEIKETSU

1. Is anyone’s uniform dirty or untidy?

2. Are there sufficient lights?

3. Is the noise or heat at your workplace causing discomfort?

4. Is the roof leaking?

5. Do people eat at designated places only?

means

Maintain a standard.

SEIKETSU

10. SUGGESTION FORMa. Suggestion form – to be prepared by coordinatorb. Suggestion box in each floor – action by coordinatorc. Scrutinizing the suggestions – action by coordinatord. Approving the suggestions and awarding – action by coordinatore. Implementing the approved suggestions – action by zone leader

11. INTERNAL AUDIT FORMa) Preparation of internal audit form – Action by team leaderb) Preparation of audit schedule – Action by coordinatorc) Internal auditing and report – Action by team leaderd) Correction work P-D-C-A and feedback – Action by zone leader

SHITSUKE13. 5 S CORNER

a) Allocating space – action by coordinatorb) Preparation of display stands - action by coordinatorc) Furnishing the area - action by coordinatord) Collection and displaying the photos, charts and information - action by coordinator

14. TREND CHARTSa) Collection of audit scores from team leaders - action by coordinatorb) Preparation of trend charts for each zone and for each unit.

BEST 5S PRACTICES1S- SEIRI

(Clearing the unwanted items) Name Team Zone

Tasks : a) Sorting the list of items / documents available in your workplaceb) Identify any EXCESS itemsc) Identify any RED TAG (Good condition but not in current use) itemsd) Identify any DAMAGED itemse) Identify any USED CONSUMABLES

Disposal action :a) Excess Items - to separate storage area (earmark storage area)b) Red Tag items - to Red Tag area ( earmark Red Tag area)c) Damaged items - to Value Yard ( earlier Scrap yard)d) Used Consumables - to disposal yard

No Unwanted item- Description Quantity Reason forNOT REQUIRED

DisposalArea /yard

BEST 5S PRACTICES2S – SEITON

(Organizing the REQUIRED items)

Name Team Zone

Tasks: a) Sorting the required items in the workplace by function / subject.

b) Identify PRIMARY item – Frequently used items

c) Identify SECONDARY item –Less frequently used items

d) Identify STORAGE item – Rarely used items

Allocating places:

a) Primary items – Very near to your hands

b) Secondary items – Little away from your seat / working location

(10 to 15 steps )

c) Storage items – Away from your working location

Ensuring the items location:

a) Primary item – One inch dia. circular sticker – Yellow colour

b) Secondary item – One inch dia. circular sticker – blue colour

c) Storage area - One inch dia. circular sticker – Green colour

d) Marking lines for the storage areas

e) Labeling / Numbering of the items

f) List of items available in the locations – to be displayed

I.DNo Location

1 Table top

2 Table bottom

3 Side rack top

4 Table drawer-1

5 Table drawer-2

6 Table drawer-3

7 Side rack -inside

8 Cupboard Numbers

9 Record room

10 Stationary room

11 Display board

Location codification :

BEST 5S PRACTICES3S – SEISO

(Cleaning for Checking)

Name Team Zone

Tasks:

a) Create access for cleaning the places and items

b) Identify the cleaning tools locations

c) Making the cleaning tools locations area

d) Identify the list of cleaning tools required with quantity

e) Assess the quantity of dust with period

f) Identify the source of dust

g) Identify the dust preventing actions

h) Identify the cleaning points in the location

i) Labeling / marking the cleaning points

I.D.No

Tools- Description

1 Broom

2 Hand brush

3 Stick brush

4 Mobbing brush

5 Vacuum cleaner

6 Compressed air

7 Pressurized water

8 Cleaning liquid

9 Cleaning powder

10 Cleaning cloth

11 Cleaning cotton waste

Tools codification ::

SESSION VIII• KAIZEN• KAIZEN MATRIX• KAIZEN UMBRELLA

KAIZEN 

Kai = change

 

Zen = for the better

 

Kaizen or Continuous Improvement 

IMPROVEMENT MATRIX

WHO K TOOLS INVESTMENT

I S CS NO

FT CFT

M QC TOOLS

LO

SMTM

L BPRNEW QC TOOLS

SIX SIGMA

HIGHCAPITAL

THE KAIZEN UMBRELLA

KAIZEN

• Customer orientation

•TQC (Total Quality Control)

• Robotics

• QC Circles

• Suggestion System

• Automation

• TPM (Total Productive

Maintenance)

• Kanban

• Quality Improvement

• Just-in-time

• Zero defects

• Small-group activities

• Productivity Improvement

REFLECTIONSSl .No Learning from this module How am I going to apply this

Learning in my job

1.

2.

3.

4.

5.

SESSION IX• LANGUAGE OF MONEY• COST OF QUALITY• MURI, MURA, MUDA• BILINGUAL• ELEPHANT

PROFIT

P=R -C ??

PROFIT• COST REDUCTION ????

• WASTE REDUCTION

• UNNECESSARY, UNWANTED, UNUTILISED

CASH CAN YOU BUY MONEY?

CASH TO CASH CYCLE

CASH INVESTED

FINANCE

PAYMENT COLLECTED

CUSTOMER ADMINSTRATION

CUSTOMER SATISFIED

CUSTOMER RELATIONS

RAW MATERIALS PROCURED

PURCHASE

PRODUCTS & SERVICES

MANUFACTURED

MANUFACTURING

PRODUCTS & SERVICES SOLD

MARKETING

LESS INPUT INPUT LATER MORE

OUTPUT OUTPUT SOONER

White Elephant must be eaten

But

Bite By Bite Step By Step

Project By Project

WORK FORCE LANGUAGE OF

THINGS (LOT)

MIDDLE

MANAGEMENT TRANSLATE LOM LOT

LANGUAGE OF MONEY SENIOR AND TOP

MANAGEMENT

BILINGUAL

COST OF PREVENTIONCOST OF ACTIVITIES THAT KEEP FAILURE FROM HAPPENING.

COST OF APPRAISALCOST INCURRED TO DETERMINE CONFORMANCE WITH CUSTOMERREQUIREMENTS AFTER THE WORK HAS BEEN COMPLETED.

COST OF INTERNAL FAILURE

COST OF CORRECTING PRODUCTS OR SERVICES WHICH DO NOT CONFORM TO INTERNAL CUSTOMER REQUIREMENTS OR ARE IDENTIFIED PRIOR TO DELIVERY AS NOT MEETING THE REQUIREMENTS OF EXTERNAL CUSTOMERS.

COST OF EXTERNAL FAILURE

COSTS TO CORRECT PRODUCTS OR SERVICES AFTER DELIVERY TO CUSTOMER

COST OF EXCEEDING REQUIREMENTS

COST OF PROVIDING INFORMATION OR SERVICES WHICH ARE NOT NECESSARY OR FOR WHICH NO REQUIREMENTS HAVE BEEN ESTABLISHED

COST OF LOST OPPORTUNITIES

LOST PROFITS DUE TO THE COMPANY NOT SATISFYING OR BEING ABLE TO SATISFY, THE REQUIREMENTS OF EXTERNAL CUSTOMERS.

COST OF CONFORMANCE

COST OF NON-

CONFORMANCE

COST OF LOST OPPORTUNITIES

CO

ST O

F Q

UA

LITY

MEANING OF 3 MU’S (MURI, MUDA, MURA)

Meaning

Muri1. Being difficult to do. A job that is difficult to perform.2. Doing forcibly3. Being unreasonable. Something where reason cannot be

established.

Muda1. Useless act2. Unprofitable act3. Useless or unprofitable items or works etc

Mura1. Not being uniform owing to dark or light color tones or

difference in thickness of articles2. Not regular or uniform

MURI(Overburden)

• Overburdening people or equipment. • This is in some respects on the opposite

end of the spectrum from MUDA. MURI is pushing a machine or person beyond natural limits. Overburdening people results in Safety and Quality problems. Overburdening equipments causes breakdowns and defects.

MURI IN WORK

• Work that needs force. (Muscle fatigue)

• Unnatural posture (Posture-related fatigue)

• Work that requires precaution (Nervous fatigue)

• Unreasonable work (Environment-related fatigue)

MURA(Unevenness)

• You can view this as the resolution of the other two M’s. In normal production system, at times there is more work than the people or machines can handle and at other times there is a lack of work. Unevenness results from an irregular production schedule or fluctuating production volumes due to internal problems, like downtime or missing parts or defects. MUDA will be a result of MURA. Unevenness in production levels means it will be necessary to have on hand the equipment, materials, and people for the highest level of production – even if the average requirements are much lower than that.

MURA IN WORK• Rushing type production model (evening production model,

week-end production model, month-end production model) To eliminate production variation for weekly, daily

or hourly production quantity.• Allocation of manpower (capability) and the work involved

(load) are not balanced.• Unbalanced production capability among different processes.• Making too many in one go

To produce necessary quantity of necessary items at necessary timing only.

• Working is not rhythmical.

MUDA(Waste)

• Non-value added.• The most familiar M includes the seven

wastes. These are wasteful activities that lengthen lead times, cause extra movement to get parts or tools, create excess inventory, or result in any type of waiting.

MUDA IN WORK• Idle state (Waiting, Monitoring)• Walking operation (walking operation of one step or a

few steps)• Work operation involving moving materials,

components, tools etc. ( pick up and placing operations)• Work operation that originated due to some incomplete

work ( Work operations associated with searching, correction, adjustment, removing stains etc.)

• Work that delay other motions – Change in holding position, or re-positioning of material or

components; counting or checking materials or components

MUDA OF CORRECTION

MUDA OF WAITING

MUDA OF PROCESSING

MUDA OF TRANSPORT

MUDA OF OVER PRODUCTION

MUDA OF INVENTORY

MUDA IN MOTION