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      • Six Sigma Define: 1Define Problem & 2 Identify Customer
      • Six Sigma : Define : 3 : Identify CTQs ( VOC Kano Model )
      • Six Sigma : Define : 4 : Map Process 5 Refine Project Scope
      • Six Sigma : Define : 6 Update Project Charter ( PERT CPM Gantt Bar WBS)
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      • Six Sigma: Measure : 1 Identify Measurement and Variation
      • Six Sigma: Measure : 2 Determine Data Type
      • Six Sigma: Measure : 3 Develop Data Collection Plan
      • Six Sigma: Measure : 4 Measurement System Analysis & Data Collection
      • Six Sigma: Measure : 5 Perform Capability Analysis
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      • Six Sigma Analyze : 1 Measuring and modeling the relationship between Variables
      • Six Sigma Analyze : 2 Hypothesis Testing
      • Six Sigma Analyze : 3 Failure mode and effects analysis (FMEA)
      • Six Sigma Analyze : 4 Analysis of Variance (ANOVA)
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      • Six Sigma: Improve Phase : 1 About Design of experiments (DOE)
      • Six Sigma: Improve Phase : 2 DOE Process variables & Analysis
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      • Six Sigma: Improve Phase : 5 Poke Yoke
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      • Other Types of Process Maps & Pitfalls: Resources: iDef0, Document Map, Work Diagrams, Rendered Process Map
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About Lean, Value, Waste, Muda, Mura & Muri

TAG: Resource: Lean system (eliminate all process wastes and maximize process efficiency), Toyota Production System (TPS), Lean Aim, Lean Expected Results, Calculating Cost, Price, Profit/Loss, What is Value? (customer willing to pay), What is Waste? (customer not willing to pay) , Types of Muda (waste) , Mura (unevenness in production) , Muri ( ‘hard to do’ and can be cause by variation in production) 
The goals of a Lean system is to do more with less:less time, less space, less human effort, less machinery & less materials.
The key objective of lean operation is to eliminate all process wastes and maximize process efficiency.
The key elements of lean operation include the following items:•Waste elimination in process•Full based production system•One piece flow•Value stream mapping•Set up time reduction•Work cells
It is a philosophy of adding value by reducing all non value adding activities and eliminating waste.
Key players in the Toyota Production System (TPS)
• Eiji Toyoda – as a young engineer studied Ford Rouge
• Taiichi Ohno considered to be a production genius of TPS
• Operations Management Consulting Division (OMCD) was established and brought the suppliers into the TPS
Lean as a Total System Approach
Aim: Total Customer Satisfaction
Expected Results:
High Quality
Low Coat
Short Delivery Time
Calculating Cost, Price, Profit/Loss
• In a closed system such prior to globalization we could calculate the following:
Cost + Profit margin = Price
• That will not work today due to the global economy and price competition. Today the model is:
Price (market place) ‐ Cost = Profit or Loss
• The market place is typically fixed or falling due to global competition
What is Value?
• Before we can improve the process we have to understand what Value is. Strictly speaking:
• Value is whatever the customer is willing pay for; everything else is some form of waste.
• To add value the process must do three things:
– It must be important to the customer; important enough for them to pay for the product or service
– There must be some kind of physical change that occurs by doing the process to make the product or perform the service
– It must be done right the first time
What is Waste?
• Waste (MUDA) is the opposite of Value, it is all things the customer is not willing to pay for.
• Consider a pallet maker – The customer is willing to pay for:
• Materials
• Cutting and assembly – Not willing to pay for:
• Rework
• Excess inventory
• Wait time
• Any other forms of muda
• Types of Muda
o Motion – this may be man or machine (i.e. poor work place set up or ergonomics, unnecessary walking, reaching or twisting, etc.)
o Waiting ‐ occurs when there is large batch production or excessive WIP, equipment problems up or down stream, and/or defective material (i.e. waiting for materials, line stoppages, etc.)
o Conveyance – caused by inefficient work place layout, overly large equipment or traditional batch production. This is typically necessary muda, but must be minimized
o Correction – simply this is rework, it comprises all necessary materials, time, and energy required to fix the defect or dispose of it.
o Over‐processing – this is doing more than what the customer is willing to pay for., often driven by engineering groups seeking to achieve certain technology goals.o Inventory – keeping unnecessary raw material, parts, or WIP. Often seen in MRP and push systems.
o Over‐production – Taiichi Ohno described this as the root
of all manufacturing evils. Examples include:
o Building and maintaining large warehouses to hold inventory
o Extra workers or equipment
o Extra energy, material handling equipment, storage containers
o Extra interest payments on loans
o It is also the root cause of other types of muda: motion, waiting, conveyance, correction, & inventory
o Knowledge disconnection – could be horizontal, vertical or temporal. This can exist within a company, between company division/plants, its customer and/or suppliers.
Mura – an unevenness in production typically due to fluctuating production plans.
• Muri – this means ‘hard to do’ and can be cause by variation in production, ergonomics, poor job or tool design, and/or poor specification, etc.
• Lean is not just muda elimination, it is also the creation of Flow and the continuous involvement of workers in improvement activities.
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  • Home
  • Six Sigma Wiki
    • History of Six Sigma : The Guru’s
    • Lean vs Six Sigma
    • What is Six Sigma ? Objectives Fundamental Beliefs Benefits
    • Six Sigma Project Overview >
      • Six Sigma Process Performance Metrics
      • Project Execution : Selection , Flowchart , Management , Evaluation
      • Voice of the Customer (VOC) >
        • CTX (Critical to X) Quality
        • Kano Model
        • Different type of Quality Cost
      • Risk Analysis SWOT (Strength, Weakness, Opportunity, Threat)
    • Six Sigma Team Management : Types, Roles, Size, Stages & Life cycle >
      • Six Sigma Organizational Infrastructure Team Leadership >
        • Six Sigma Roles and owners process
        • 3 levels of business management process
        • Six Sigma Training: Black vs Green Belt
        • Overview of DMAIC : Key points
      • Six Sigma Team Tool: Facilitation & Groupthink
      • Nominal Group Techniques Multivoting Force Field Analysis Brainstorming
      • Diagrams : Affinity Tree PDPC Matrix Interrelationship Prioritization matrices Activity network diagram
      • The 4 Stages of Team Growth & Human factor: Forming, Storming, Norming, and Performing
    • Six Sigma: Define Phase : Outcomes & 6 Element >
      • Six Sigma Define: 1Define Problem & 2 Identify Customer
      • Six Sigma : Define : 3 : Identify CTQs ( VOC Kano Model )
      • Six Sigma : Define : 4 : Map Process 5 Refine Project Scope
      • Six Sigma : Define : 6 Update Project Charter ( PERT CPM Gantt Bar WBS)
    • Six Sigma: Measure Phase : Outcomes & 5 Element >
      • Six Sigma: Measure : 1 Identify Measurement and Variation
      • Six Sigma: Measure : 2 Determine Data Type
      • Six Sigma: Measure : 3 Develop Data Collection Plan
      • Six Sigma: Measure : 4 Measurement System Analysis & Data Collection
      • Six Sigma: Measure : 5 Perform Capability Analysis
    • Six Sigma: Analyze Phase : Outcomes & 4 Element >
      • Six Sigma Analyze : 1 Measuring and modeling the relationship between Variables
      • Six Sigma Analyze : 2 Hypothesis Testing
      • Six Sigma Analyze : 3 Failure mode and effects analysis (FMEA)
      • Six Sigma Analyze : 4 Analysis of Variance (ANOVA)
    • Six Sigma: Improve Phase : Overview & 6 Element >
      • Six Sigma: Improve Phase : 1 About Design of experiments (DOE)
      • Six Sigma: Improve Phase : 2 DOE Process variables & Analysis
      • Six Sigma: Improve Phase : 3 Design Selection Guideline
      • Six Sigma: Improve Phase : 4 : Lean 5S
      • Six Sigma: Improve Phase : 5 Poke Yoke
      • Six Sigma: Improve Phase : 6 Standard Work & Kaizen
    • Six Sigma: Control Phase : Overview & 3 Element >
      • Six Sigma: Control Phase : 1. Statistical Process Control
      • Six Sigma: Control Phase : 2. Control Chart
      • Six Sigma: Control Phase : 3. Other: Pre-control Technique, TPM & Visual Management
  • Lean Wiki
    • History of Lean & Guru’s >
      • Birth of Lean
    • About Lean, Value, Waste, Muda, Mura & Muri >
      • Overview Lean Tools, Techniques & House of Lean
      • Lean Excellence, Tools & Framework
      • Lean Framework 6 points, metric & Stability
    • Lean Team Setup : Structure, Meeting & Project >
      • Self Directed Work Teams (SDWT) , ACHIEVE TEAM SYNERGY , SQDCM, Teamwork Principles, Team Structure & Team Leader
      • The 4 Stages of Team Growth & Human factor: Forming, Storming, Norming, and Performing
    • Lean Process Mapping: Generic & Type >
      • SIPOC: Suppliers, Input, Process, Output & Customers
      • Lean Process Management , Excellence , Identification , Design & Mapping
      • Lean Process Mapping Symbols
      • How to Create a Simple Process Flow Diagram
      • Lean Value Stream Mapping, current, future & 3 type of work
      • Value Stream Mapping (VSM): About & 17 steps
      • Other Types of Process Maps & Pitfalls: Resources: iDef0, Document Map, Work Diagrams, Rendered Process Map
    • Lean Process Optimization , Andon System , Error Proofing ( Poka Yoke ) & Defect vs Errors >
      • Lean 5S System
      • Kanban : Benefits, Shapes of Inventory, Type, Operation & Sizing
      • Cellular Manufacturing: About, Benefits & 4 Dimensions of Cells
      • Heijunka, A 3 Thinking, Hoshin planning, Jidoka, Poka‐yoke , Kanban, Takt , Kaizen
      • Lean Kaizen (continuous improvement), Systems Thinking & Process Variability
      • Lean Visual Management & Visual Control
      • Lean Waste Detail: Eight Types of Waste
      • Line Balancing, Cycle Time, Takt Time, Assembly / Workload Balance & Man – Machine – Setup – Time
      • Single Piece Flow, Continuous Flow & Standardized Work
      • SMED Single Minute Exchange of Dies
      • Total Productive Maintenance (TPM): Preventive Maintenance Corrective Maintenance Inbuilt Maintenance
  • Blog
  • Contact