Hey everyone, welcome to this lecture, the role of muda Mori and Mura in implementation of zhanka. Eliminating muda or waste is the focus of most Lean management efforts. However, apart from Buddha, there are two other M's that are important to make this methodology work. These three M's fit together as one system. These three M's are muda non value added waste. Buddha is the most popular and familiar em, it is a Japanese term of non value added waste.
Buddha or non value added work is also one of the eight wastes that you had learned in the part one of this Lean management series muda or non value added work are wasteful activities that increase cycle time cause additional movements to get parts or tools, create excess inventory, or result in any type of waiting Mori, overburdening people or equipment. As the name suggests, Mori is pushing an individual or an equipment beyond natural limits overburdening people results in safety related issues. It also increases the probability of causing errors. overburdening equipment causes breakdown and defects. Mura unevenness on a shop floor, you will generally observe that at times there is more work than the people and equipments could handle and at times there is less work. This unevenness is a result of an irregular production schedule or fluctuating production volumes.
Internal problems such as downtime or missing parts, defects or information can also result in unevenness. Non value added work or muda is a consequential result of unevenness or Moodle. To handle this unevenness, it is generally observed that the staffing and inventory levels are always kept at levels that can handle peak volumes, even if the average requirements are much lower than that. Now that you have understood the definitions of muda, Mori and Moura It is now time to understand how the three gel together to successfully implement heijunka in your business process. Let's say you have a troubled production schedule. The customer demand swings wildly and the production processes not well balanced.
As you start applying lean in your production process, you will first think of eliminating muda or not Value Added waste. Thus, you start to look for ways and means of reducing inventory levels from your production process. You may also successfully achieve the goal. You then look at the work balance and reduce the number of people or excess capacity from the system. You will then organize the workplace better to reduce wasted motion. When you step back and observe the system run, you will witness that the system will start facing turbulent times.
Due to uneven volumes caused by an uneven customer demand. Your new system will force people and equipment to work harder than they efficiently can. workers will be overburdened equipment will break down even more than before you will run out of parts. Then you will conclude Lean management doesn't work. What many companies fail To do while implementing lean is stabilizing the system and creating evenness, a true balance of lean flow of work. This is heijunka.
Leveling out the work schedule. Achieving heijunka is fundamental to eliminating Mura or unevenness, which is fundamental to eliminating Moody, or overburden and muda, which is waste. Now that you have understood how the three, Miuccia Marie and Maura act together as one system and dethrone your organization, the next question is how do you implement hygiene QA in your organization, you will learn that in the next lecture. Thank you for attending. See you in the next one.