Muda PDF - Akaki Polytechnic College

AKAKI POLYTECNIC COLLEGE DEPARTMENT OF ICT Hardware and Network Servicing Level-II  Unit one: Prepare for work Prevent and Eliminate MUDA 1.1. OHS Requirements, and Safety equipment and tools Definitions of OHS Requirements ▪ OHS requirements are legislation/regulations/cod...

AKAKI POLYTECNIC COLLEGE DEPARTMENT OF ICT Hardware and Network Servicing Level-II  Unit one: Prepare for work Prevent and Eliminate MUDA 1.1. OHS Requirements, and Safety equipment and tools Definitions of OHS Requirements ▪ OHS requirements are legislation/regulations/codes of practice and enterprise safety policies and procedures. ▪ This Includes 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. …Cont’d Occupational safety and health (OSH) also commonly referred to as workplace health and safety (WHS) is an area concerned with the safety, health and welfare of people engaged in work or employment. …Cont’d ▪ OSH may also protect co-workers, family members, employers, customers, and many others who might be affected by the workplace environment. ▪ 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. The Act -sets out the key principles, duties and rights in relation to occupational health and safety. The Regulations ▪ specify the ways duties imposed by the Act must be performed, or prescribe procedural or administrative matters to support the Act, such as requiring licenses for specific activities, keeping records, or notifying certain matters. …cont’d Guidance Effective OHS regulation requires that Work Safe provides clear, accessible advice and guidance about what constitutes compliance with the Act and Regulations. (OHS) guidance in the workplace is designed to help prevent accidents, injuries, and illnesses by providing clear procedures and safety practices. Policy From time to time Work Safe must make decisions about how it will interpret something that is referred to in legislation, or act on a particular issue, to ensure clarity. In these circumstances Work Safe will develop a policy. ▪ Ensuring that all managers, supervisors and contractors are accountable for the: *Health and safety of employees under their supervision *Identification and management of hazards in their workplace 1.1.2. Types of Hazards A common way to classify hazards is by category: Biological – bacteria, viruses, insects, plants, birds, animals, and humans, etc., Chemical – depends on the physical, chemical and toxic properties of the chemical, Ergonomic – repetitive movements, improper set up of workstation, poor design of equipment, workstation design, (postural) or workflow, manual handling. etc. …Cont’d Physical – Slippery floors, objects in walkways, unsafe or misused machinery, excessive noise, poor lighting, fire. radiation, magnetic fields, pressure extremes (high pressure or vacuum), noise, etc., Psychological – Shift work, workload, dealing with the public, harassment, discrimination, threat of danger, constant low-level noise, and stress. Safety – slipping/tripping hazards, inappropriate machine guarding, equipment malfunctions or breakdowns. 1.1.3 Safety equipment and tools Concept of safety Safety -is a state in which hazards and conditions leading to physical, psychological or material harm are controlled in order to preserve the health and well-being of individuals and the community. Attaining an optimum level of safety requires individuals, communities, governments and others to create and maintain the following conditions, whichever setting is considered: ▪ A climate of social cohesion and peace as well as of equity protecting human rights and freedoms, at the family, local, national or international level; ▪ The prevention and control of injuries and other consequences or harm caused by accidents; ▪ The respect of the values and the physical, material and psychological integrity of individuals. 1.1.3.2. Safety equipment and tools Dust Mask Safety Goggles Glove Work Wear First aid and Safety shoes 1.2. Work instructions It describes what workers need to be able to do on the job. ▪Work functions ▪ Key activities of each work function ▪ Performance indicators Describe what task to be done or work roles in a certain occupation. Work instruction is a description of the specific tasks and activities within an organization. 1.2.1. Job requirements 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. …Cont’d The basic requirements for a job remain the same no matter what the job is, where it is located or what professional and educational qualifications are required for it. These are as follows: Discipline: Nothing is possible without discipline. Any job requires a fundamental core of discipline from the worker or the employee and this is a quality which is independent of age, position, stature, job and so on. Enthusiasm: a strong feeling of excitement and interest in something Enthusiasm for work is also a pre-requisite for any job. An innate love for the job, which in modern parlance is known as job satisfaction(Positive feeling about the job),is a core requirement for any job. …Cont’d Qualifications: This is a more material, tactile need for a job which can be conveyed through degrees and certificates. Soft Skills: Soft skills include those skills which ensure that a job is executed well, and the employee can carry himself in the proper manner too. For example, good and smooth communication, computer skills, proficiency in language if needed, presentable appearance, 1.2.2.Procedures vs. Work Instructions Procedures describe a process, while a work instruction describes how to perform the conversion itself. Questions that need to be answered in a procedure include: ▪ Where do the inputs come from (suppliers)? ▪ Where do the outputs go (customers)? ▪ Who performs what action when (responsibilities)? ▪ How do you know when you have done it right (effectiveness criteria)? ▪ What feedback should be captured (metrics)? ▪ How do we communicate results (charts, graphs and reports)? ▪ What laws (regulations) or standards apply 1.3. Working manual 1.3.1. Job Specification ▪ A statement of employee/workers characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job or function. 1.4.1.Best practices for choosing To choose materials, you have to: ▪ Understand the critical components of your design. ▪ understand which structural elements are most important for the mechanical integrity of your product. ▪ Know your materials. ▪ Validate your mechanical design Unit Two: MUDA and its problem 2.1. Plan of MUDA 2.1.1. Definition of MUDA ▪ 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 also production cost. MUDA can be eliminated immediately. 2.1.2. Types of MUDA Identifying and eliminating these seven types of waste will forge the path to lean production. A. 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. B. Inventory- The situation where items such as raw materials, work in process and finished goods are stagnant C. 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, reaching etc. D. Conveyance/Transportation - It is unnecessary transportation of parts between processes caused by unnecessary transportation distance, temporary storage, and relocations or re-piling up. E. Waiting/ Idle time - Refers to both human and machine waiting. This includes all kinds of waste of time such as workers or parts waiting: ▪ For a machine to finish processing. ▪ For incoming parts or materials. ▪ For process that has a long wait time F. Defect making - This includes defects, inspections for defects in-process, and claims, rescheduling, and resource loss. G. Processing - This consists of processing and operations primarily unnecessary. It is processing beyond the standard required by the customer. 2.1.3. Concept of Planning Planning is the most basic and primary function of management. ▪ It is the pre decided outline of the activities to be conducted in the organization. ▪ Planning is the process of deciding when, what, when where and how to do a certain activity before starting to work. 2.Visual Management Board/Kaizen Board 2.2.1. Definition Kaizen Visual Management Boards are key visual communication tools that help teams and organizations work harder to manage their continuous improvement efforts. They will help you accelerate improvements, and make sure that all your ideas flow and progress from to do to done …Cont’d ▪ Implementing Visual Management that works for your business will allow you to reduce visual clutter and establish performance standards for each job and process. ▪ Kaizen Visual Management Boards are key visual communication tools that help teams and organizations work harder to manage their continuous improvement efforts. Successfully implementing Visual Management will come with a number of benefits including: Improve Productivity – Keep your workforce organized and productive whilst reducing downtime. Impress Clients – Display to your Visitors that you‘re invested in continuous improvement. Reduce Waste – Make waste reduction a daily concern through visual management. Promote Values – Enact your values and make them part of the culture of your working Environment Raise Awareness – Ensure all your workforces are complying with your rules & regulations. Visual Management Board/kaizen Visual Management Board/kaizen 2.3.Tools and techniques to draw and analyse situation of the work place 2.3.1. Definitions of work place ▪ A workplace is a location where someone works for their employer, a place of employment. ▪ Workplace can range from a home office to a large office building or factory. ▪ For industrialized societies, the workplace is one of the most important social spaces other than the home. ▪ The development of new communication technologies have led to the development of the virtual workplace, a workplace that is not located in any one physical space. 2.3.2. Plant Layout 2.3.2.1.Concept of Plant Layout Plant layout Is a plan for effective utilization of facilities for the manufacture of products. Involving a most efficient and economical arrangement of machines, materials, personnel, storage space and all supporting services, within available floor space. 2.3.2.2. Types of Plant Layout The basic plans of the arrangement of manufacturing facilities are – product layout and process layout, combination of product and process layouts and Fixed line Layout A. Product Layout (or Line Layout) In this type of layout, all the machines are arranged in the sequence, as required to produce a specific product. It is called line layout because machines are arrange in a straight line. The raw materials are fed at one end and taken out as finished product to the other end. Product Layout B. Process Layout (or Functional Layout) In this type of layout, all machines performing similar type of operations are grouped at one location i.e. all lathes, milling machines etc. are grouped in the shop and they will be clustered in like groups Process Layout C. Combination Layout A combination of the two basic layouts is employed; to derive the advantages of both systems of layout. For example, refrigerator manufacturing uses a combination layout. D. Fixed Position Layout It is also called stationary layout. In this type of layout men, materials and machines are brought to a product that remains in one place owing to its size. Ship-building, air-craft manufacturing, wagon building, heavy construction of dams, bridges, buildings etc. are typical examples of such layout. Fixed Position Layout 2.3 Process flow Process flow diagram ▪ A type of flowchart that illustrates the relationships between major components at an industrial plant. ▪ It's most often used in chemical engineering and process engineering, though its concepts are sometimes applied to other processes as well. ▪ Depending on its use and content, it may also be called a Process Flow Chart, Flow sheet, Block Flow Diagram, Schematic Flow Diagram, Macro Flowchart, Top-down Flowchart, Piping and Instrument Diagram, System Flow Diagram or System Diagram. Piping and Instrument Diagram …cont’d The symbols vary in different places, and the diagrams may range from simple, hand drawn scrawls or sticky notes to professional-looking diagrams with expandable detail, produced with software. 2.3.3.2. Process flow diagram symbols and elements ▪ The most common PFD symbols in use today come from agencies such The International Organization for Standardization (ISO 10628 – Flow Diagrams for Process Plants, General Rules), ▪ The German Institute for Standardization (DIN) and the American National Standards Institute (ANSI.) ▪ However, many companies use their own symbols, which are often similar but vary as they become more detailed. A typical PFD for a single unit process will include these elements: ▪ Major equipment: Including names and ID numbers. Examples include compressors, mixers, vessels, pumps, boilers and coolers. ▪ Process piping: Moves the product, usually fluids, between equipment pieces. ▪ Process flow direction ▪ Control valves and process-critical valves ▪ Major bypass and recirculation systems ▪ Operational data : Such as pressure, temperature, density, mass flow rate and mass energy balance. Process flow 2.3.4. Tools and Equipment for Waste/Muda Identification To identify waste/Muda, the following tools and equipment are used. A. Tape/Meter - is used to measure distances or lengths. B. Stop watch - is used to measure operation/processing or waiting/idling times. C. Photo Camera - may be necessary to take pictures, such as shop layout, for analysis. D. Video Camera - may be necessary to record video of each work element to study and identify wastes, such as motion, processing, waiting, etc. E. Calculator - required to make arithmetic calculations. 2.4. Causes and effects of MUDA 2.4.1. Causes of Muda of Overproduction Some of the following are the causes of Muda of overproduction. ✓ Large-lot production ✓ producing product in advance of demand ✓ Inability to achieve short change over times with the large equipment used in mass production systems ✓ Creating enough stock to replace the number of defective parts produced ✓ Overstaffing or too much equipment ✓ Machines that turn out parts too quickly Effects of Muda of Overproduction Companies often have overproduction as a result of large-lot manufacturing methods or mass production. There are several unfortunate effects of over production: ✓ Anticipatory buying of parts and materials ✓ Blocked flow of goods ✓ Increased inventory ✓ No flexibility in planning ✓ Occurrence of defects Causes of Muda of Inventory Some of the following are the causes of Muda of inventory. ✓ Acceptance of inventory as normal or as a ―necessary evil‖ ✓ Poor equipment layout ✓ Long changeover times ✓ Shish-kabob or large lot production ✓ Obstructed flow of goods ✓ Anticipatory production ✓ Defective parts ✓ Upstream process is too fast for the downstream process Effects of Muda of Inventory Waste of space Needs for inspection, and transportation Expansion of working fund Shelf life may expire It ties up cash Makes FIFO inventory management more difficult Causes of Muda of Processing Inadequate study of processes Inadequate study of operations Incomplete standardization Materials are not studied Effects of Muda of Processing Unnecessary processes or operation Increase in manpower and man-hour Lower workability Increase in defects Can reduce life of components 2.4.3. Causes of Muda of motion Isolated operations Low employee morale Poor work layout Lack of training Undeveloped skill 2.4.3.1. Effects of Muda of motion Increase in manpower and processing Unstable operation Increases production time Can cause injury 2.5. Statistical tools and techniques /Kaizen elements Seven basic QC Tools A. Cause and Effect Diagram Cause and Effect Diagram is also known as Ishikawa Diagram and Fishbone Diagram. It was developed by Kaoru Ishikawa in 1968. ▪ Used for identification of root-causes ▪ Key problem is represented as eye of the fish ▪ Root-causes are represented as bones and sub-bones of the fish ▪ 5M represents - Man, Machine, Material, Method, Mother Nature ▪ 1P represent - people Cause and Effect Diagram / Fish bone diagram B. Check Sheets Check Sheets is one of the simplest tool that helps us standardize activities. It can be used in any process and can be easily customized for use. ▪ Used for real time data collection ▪ A check sheet has marks as described in the figure ▪ The marks are divided in separate groups ▪ Mostly used to identify defects in a process ▪ Also used to standardize activities and as a reminder tool for effective planning Check Sheets C. Control Charts - Developed by Walter A. Shewhart in 1920‘s. - It helps us to understand whether the process is in statistical control. - Used to track the performance of the metric in focus (Y) - When points fall outside control limits, process is not considered in statistical control - Concepts of common cause and special cause variation are used - Different control charts are used for different types of data Control Charts D. Histogram Histogram is also known as Frequency Plot. It was first developed by Karl Pearson. ✓Used to identify the probability distribution of continuous data ✓Can only be used for continuous data ✓Resembles bar chart is created from count data histogram is create from frequency ✓Histogram requires limited statistical knowledge Histogram Pareto Charts were developed by Vilfredo Pareto. They are based on 80:20 rule where 80% causes are due to 20% problems. ▪ Helps identify and quantify to root-causes from trivial many ▪ Is used for discrete data ▪ Requires data collation (defects, errors, count data, etc.) ▪ Easy to understand graphical representation allows users to easily infer results ▪ Helps in immediate notification of the results Pareto Charts F. Scatter Diagram ▪ Developed by Francis Galton to identify the relationship between two continuous variables. ▪ Helps understand the extent of relationship between two variables ▪ Is used for continuous data only ▪ Requires data collation (for both X and Y variables) ▪ Easy to understand graphical representation allows users to easily infer results ▪ Data can be positively or negatively correlated. No correlation also exists G. Stratification Stratification is bifurcation of data into meaningful groups. Helps understand whether data is stable Is used for continuous data only Identifies if data has clusters, mixtures, trends or oscillations Resembles to a line chart Centre line is always the―median‖of the data set 2.6 Relevant procedures for wastes/MUDA Identification Benefits of identifying MUDA ❑To the company Cutting the hidden costs of production ▪ It is estimated that 80 percent of production activities and associated costs are non-value-added, or waste Increased customer satisfaction- ▪ Customer satisfaction rises as a direct result of implementing lean production. When waste is eliminated from production, deliveries occur on time and product quality goes up. ❑To Shop floor workers ▪ Increased job satisfaction- No longer will you spend hours looking for missing tools No waiting for materials to arrive Easily walking around piles of inventory lifting and setting down heavy parts or tools No working in unsafe conditions and No all the other things you have to do that are not essential to your job. ❑Contributing to improvement -Your ideas about how to improve your job will be listened. -you will participate in taking the frustration out of the work place. 2.6.2. Plan and procedure for Waste/Muda Identification The steps to effective waste identification are: Make waste visible Be conscious of the waste Be accountable for the waste. Measure the waste.  I. Shop layout analysis and Process flow analysis- There are several tools you can use to analyze current conditions of shop layout and process flow quickly and effectively. The Arrow Diagram:-focuses on the flow of goods to discover waste (Arrow diagrams have recently been renamed value stream maps). Symbols used in Arrow Diagram Steps for creating your arrow diagram. 1. Understand the purpose 2. Select the product to be analyzed 3. Prepare a factory layout diagram 4. Make the arrow diagram Arrow Diagram of a Painted Circuit board Assembly Shop Summary Chart of Flow Analysis: Reading Assignment The Operations Analysis Table:- The Standard Operation Combination Chart:- The Workshop Checklist for Major Waste Finding 5S ▪ Is a workplace organization method that uses a list of five Japanese words: seiri, seiton, seisō, seiketsu and shitsuke. ▪ These have been translated as "sort", "set in order", "shine", "standardize" and "sustain". ▪ The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used maintaining the area and items and sustaining the new order. 2.6.3. Layout improvement The Challenge - Our client struggled with delivering on time. The layout and segmentation of the organization also made it difficult to identify bottlenecks or problems. The Solution- We decided to implement a ‗cellularization plan‘ so that all steps where completed in sequence in the same area To improve layout we use the follow technique A. Brainstorming is a group creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its members. …Cont’d B. Andon is a lean manufacturing term referring to a system that notifies management, maintenance, and other workers of a quality or process problem. Traditional Andon systems enable a machine or its operator to activate an alert (visual or audible) at a particular work station C. U-line:- Machines are arranged around a U-shaped line, in the order in which production operations are performed. D.Multi-process handling & Multi-skilled operators:- E. Cell production line:-Cell production is a form of mass production that divides work into teams known as cells. Each cell is managed to achieve goals such as quality, efficiency and waste reduction. F. TPM (Total Productive Maintenance) is started as a method of physical asset management focused on maintaining and improving manufacturing machinery. The eight pillars of TPM are mostly focused on proactive and preventive techniques for improving equipment reliability: Autonomous Maintenance - Operators who use all of their senses to help identify causes for losses Focused Improvement - Scientific approach to problem solving to eliminate losses from the factory Planned Maintenance - Professional maintenance activities performed by trained mechanics and engineers Quality management – …Cont’d Early/equipment management - Scientific introduction of equipment and design concepts that eliminate losses and make it easier to make defect free production efficiently. Education and Training Safety Health Environmental condition’s Administrative & office TPM - Using TPM tools to improve all the support and increasing moral of individuals and offering awards to well deserving employees for increasing their morals. Self-Check-1 Directions: Answer all the questions listed below. Part I: Say true or false (each 1 point) 1. Personal protective equipment include those prescribed under legislation/ regulations/codes of practice and workplace policies and practices. 2. Occupational safety and health cannot be important for moral, legal, and financial reasons. 3. Effective OHS regulation requires that work unsafe provides clear, accessible advice and guidance. Part II: Choose 1. Which type of hazard including repetitive movements, improper set up of workstation, poor design of equipment, workstation design, (postural) or workflow, manual handling. A. Ergonomic B. Psychological C. Physical D. None 2. Of the following which one is safety equipment? A. dust mask C. goggle B. work wear D. all Part I: say true or false (each 1 point) 1. Tape/ Meteris of the tools to identify Muda/ wastes. 2. Planning is the most basic and primary function of management. 3. Overproduction is of the 7 types of Muda. 4. Eliminating Muda decreases job satisfaction. Part II: Choose (each 1 point ) 1.Of the following which one is wastage? A. overproduction C. motion E. all B. defects D. over-processing 2. Making waste visible during waste identification is through A. Shop layout analysis B. Process flow analysis C. Take photos/video D. all 3.Which one of the following is among the eight pillars of TPM? A. Quality management B. Planned Maintenance C. Education and Training D. all 4. Of the following one is quality control (QC) tool. A. cause and effect diagram B. Pareto charts C. scatter diagram D. all E. none ASSIGNMENT 01 Part III: short answer 1. Write best practice of selecting appropriate materials. (4 points) 2. List the requirements of job. (3 points) 3. Explain the difference between procedure and work instruction. (4 points) 4. Define job specification? (2 points) 5. What are the goals of OHS? (4 points) 6. List at least four workplace hazards? (4 points) Part III: Short answer 1. What are the seven deadly wastes/Muda? (7 points) 2. Write at least two causes and effects of each type of the seven deadly wastes/Muda. (10) 3.What are the benefits of identifying and eliminating wastes/Muda to a company? (4 points) 4. What are the benefits of identifying and eliminating wastes/Muda to the workers of a company? (4 points) 5. Write down the steps to identify wastes/Muda. (4 points) 6. List out at least three ways to make waste visible. (3 points) 7. What are the four factors to be identified in arrow diagram? (4 points)