PREMIUM

COLLEGE
Department of IT

GROUP ASSIGNMENT

GROUP MEMBERS
1.MULUKEN MENGESHA
2. EDEN SISAY
3. ABENEZER TARIKU
4. YETBAREK AKLILU
5.TIGEST GETACHEW

Submitted to:- Mr. Elias

 Prevent occurrence of wastes and sustain operation
5.1. Plan of MUDA prevention
That is one reason why one of the very first things mentioned about discovering waste adopting
the right attitude. If everyone is paying attention to keeping waste from taking hold, then you
have a good chance of sustaining production flow.
There are four important methods you can use for maintaining a waste-free production
environment.

A. Standardization
The primary purpose of standardization is to create and sustain a waste-free process.
Standardization means establishing standard procedures for every operation so that anyone can
understand and use them – and everyone does. There are many aspects to standardization.
Standards must be created, documented, well-communicated, adhered to, and regularly
reassessed.
Standards are required for:
 Machines
 Operations
 Defining normal and abnormal conditions
 Clerical procedures
 Procurement

B. Visual and Auditory Controls

One way waste enters into operations is when standards are not improved to meet
changing conditions. Even standardization fails to sustain waste-free production if not
systematically updated to take advantage of new materials, new technology, and worker
improvement ideas. If the slightest defect occurs, the standard must be reconsidered.
Responsiveness must be systematic so that problems are addressed without losing the solid
foundation of the waste-removing methods already established. The best way to do this is
through visual and auditory controls.

Red-tagging- put a red tag on everything in the factory that is not necessary to the current
operations of the production process. After everyone has had time to notice redtagged items
and claim any that are needed in their area, remove the remaining red-tagged items from the
environment. Management can decide what to do with them: they can be sold, thrown out, or
moved to a location where they are needed.
Signboards- Signboards can also identify equipment and processes so that everyone knows
what things are and what they are used for. Standard quantities should be included on supply
bins or carts.
Outlining- Outlining can also create patterns of work-flow by using the floor to indicate where
and where not to place things, where to walk, safety zones and danger zones.

Andon- Different colored lights can report the status and needs of a system and signal when
defects or abnormal conditions occur so that problems can be solved immediately.

Kanban- They are the flexible production instructions or work orders that trigger materials
supply and production in a pull system, the hallmark of lean manufacturing.

Pitch and Inspection Buzzers- They keep awareness focused on solving problems and keep
waste from taking root.

C. The 5W and 1H Sheet

The 5W and 1H (five “whys” and one “how”) is a powerful method and one that never stops
being wasteful in sustaining a waste-free production environment.
5.1.1. Five Key Concepts for Asking “Why” and “How”
Following these principles suggested by Hiroyuki Hirano when you are asking the 5”whys” and
1”how”
Look with the eyes of a child- All improvement begins with the first why. Never cease looking
and never cease asking that first why.
Remember three essentials for fact finding-
(1) Go to where the problem occurred.
(2) See the problem first-hand.
(3) Confirm the facts based on your own observations.
Be a walker and an observer- Supervisors and managers must continually work through the
factory to see that standards are being followed and to practice seeing waste.

Break down fixed thinking- If you ask “why” and “how” often enough you will eventually run
out of “known” answers. Get in the habit of asking why and how beyond this point of fixed
thinking. That is when you will make the big discoveries about waste and how to solve it.
Do it now- Don’t wait. Put your ideas into practice immediately
 5.2. Standards required for machines
5.2.1. Total Productive Maintenance (TPM)
Total Productive Maintenance (TPM) is a maintenance program which involves a newly
defined concept for maintaining plants and equipment. The goal of the TPM program is to
markedly increase production while, at the same time, increasing employee morale and job
satisfaction.
TPM brings maintenance into focus as a necessary and vitally important part of the business. It
is no longer regarded as a non-profit activity. Down time for maintenance is scheduled as a part
of the manufacturing day and, in some cases, as an integral part of the manufacturing process.
The goal is to hold emergency and unscheduled maintenance to a minimum.

Why TPM?
The important ones are listed below.
 Avoid wastage in a quickly changing economic environment.
 Producing goods without reducing product quality.
 Reduce cost.
 Produce a low batch quantity at the earliest possible time.
 Goods send to the customers must be non-defective.

TPM Targets
 Productivity
 Obtain Minimum 80% OPE (Overall Plant Efficiency)
 Obtain Minimum 90% OEE (Overall Equipment Effectiveness)
 Run the machines even during lunch. (Lunch is for operators and not for machines!)
 Quality - Operate in a manner, so that there are no customer complaints
 Cost - Reduce the manufacturing cost by 30%.
 Delivery time - Achieve 100% success in delivering the goods as required by the
customer.
 Safety - Maintain accident-free environment.
 Moral - Increase the suggestions by 3 times. Develop Multi-skilled and flexible workers.

5.2.2. Factors affecting equipment effectiveness

Factors affecting equipment effectiveness are:
 Equipment failure (breakdown)
 Setup and adjustment downtime
 Idling and minor stoppages
 Reduced speed
  Process defects
 Reduced yield

5.2.3. Cycle Time and Set-Up Reduction

Cycle time may also be defined as the amount of time it takes for a single operation to complete
a single part. Both working definitions are based on shop floor observation. The general term
“Cycle Time” should be specified as “Observed Cycle Time”. all variations of “Cycle Time”
definitions, the starting and ending point of each cycle must be exactly the same point to ensure
a complete cycle.
However, equipment breakdowns, idling and minor stoppages will make it very difficult to
reduce cycle times. Hence, cycle time reductions result in shorter and more frequent production
runs. Suddenly, set-ups and adjustments become crucial in reducing cycle times.

5.2.4. The Equipment Losses

Equipment Availability :- Set up and adjustments including:
 Changeovers
 Programming
 Test runs
Equipment Failures
 Sporadic breakdowns
 Chronic breakdowns.

Equipment Efficiency
 Idling and Minor Stoppages
 Jams and other short stoppages.
 No parts, no operator.
 “Blocked”.
 Reduced Speed
 Equipment worn out.
 Lack of accuracy.

Quality
Process defects
 Scrap
 Rework
Others
 Equipment warm up
 No parts, no operator

TPM targets
Motives of TPM
1. Adoption of life cycle approach for improving the overall performance of production
equipment.
2. Improving productivity by highly motivated workers which is achieved by job enlargement.
3. The use of voluntary small group activities for identifying the cause of failure, possible plant
and equipment modifications.

Uniqueness of TPM
The major difference between TPM and other concepts is that the operators are also made to
involve in the maintenance process. The concept of "I (Production operators) Operate, You
(Maintenance department) fix" is not followed.

TPM Objectives
1. Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of the
organization.
2. Involve people in all levels of organization.
3. Form different teams to reduce defects and Self Maintenance.

Direct benefits of TPM

1. Increase productivity and OPE (Overall Plant Efficiency) by 1.5 or 2 times.
2. Rectify customer complaints.
3. Reduce the manufacturing cost by 30%.
4. Satisfy the customers’ needs by 100 % (Delivering the right quantity at the right time, in the
required quality.)
5. Reduce accidents.
6. Follow pollution control measures.

Indirect benefits of TPM

1. Higher confidence level among the employees.
2. Keep the work place clean, neat and attractive.
3. Favorable change in the attitude of the operators.
4. Achieve goals by working as team.
5. Horizontal deployment of a new concept in all areas of the organization.
6. Share knowledge and experience.
7. The workers get a feeling of owning the machine.

5.2.2. Types of maintenance

Breakdown maintenance - This refers to the maintenance strategy, where repair is done after
the equipment failure/stoppage or upon occurrence of severe performance decline. This
concept has the disadvantage of unplanned stoppages, excessive damage, spare parts
problems, high repair costs, excessive waiting and maintenance time and high trouble shooting
problems.

Preventive maintenance - PM comprises of maintenance activities that are undertaken after a

specified period of time or amount of machine use. This type of maintenance relies on the
estimated probability that the equipment will breakdown or experience deterioration in
performance in the specified interval. The preventive work undertaken may include equipment
lubrication, cleaning, parts replacement, tightening, and adjustment. The production equipment
may also be inspected for signs of deterioration during preventive maintenance work. It is
further divided into periodic maintenance and predictive maintenance. Just like human life is
extended by preventive medicine, the equipment service life can be prolonged by doing
preventive maintenance.

Periodic maintenance (Time based maintenance - TBM) - Time based maintenance consists of
periodically inspecting, servicing and cleaning equipment and replacing parts to prevent sudden
failure and process problems.

Predictive maintenance - This is a method in which the service life of important part is
predicted based on inspection or diagnosis, in order to use the parts to the limit of their service
life. Compared to periodic maintenance, predictive maintenance is condition based
maintenance. It manages trend values, by measuring and analyzing data about deterioration
and employs a surveillance system, designed to monitor conditions through an on-line system.

Corrective maintenance - This is a system in which the concept to prevent equipment failures is
further expanded to be applied to the improvement of equipment so that the equipment failure
can be eliminated (improving the reliability) and the equipment can be easily maintained
(improving equipment maintainability). The primary difference between corrective and
preventive maintenance is that a problem must exist before corrective actions are taken. The
purpose of corrective maintenance is improving equipment reliability, maintainability, and
safety; design weaknesses (material, shapes); existing equipment undergoes structural reform;
to reduce deterioration and failures, and to aim at maintenance-free equipment. Maintenance
information, obtained from CM, is useful for maintenance prevention for the next equipment
and improvement of existing manufacturing facilities. It is important to form setups to provide
the feedback of maintenance information.
Maintenance prevention - It indicates the design of a new equipment. Weakness of current
machines are sufficiently studied (on site information leading to failure prevention, easier
maintenance and prevents of defects, safety and ease of manufacturing) and are incorporated
before commissioning a new equipment.

5.4. Create waste-free workplace 5.4.1. 5W and 1H

What :- onside ring what the problem is and what should be done about it are ways of using this
"W." Another way is to find what is good about certain processes and build on those good
attributes.
Why:- Finding out why something happens is the focus of this "W." Explanations are required to
establish why something occurred. It could be a good or bad thing but there is a need to know
why; if it's good, it can be used again, and if it's bad, it can be changed or nixed altogether.
When:- When did it happen or when will it happen? Establishing time frames is an important
part of business. If there is something wrong with timing, then this step addresses the situation.
Where :- Where will it or did it take place? Was it a good location, and if it was not, has a lesson
been learned so that location will not be used again? It could be that the location is not a good
one for a particular project but perfect for another; this can all be established during the
improvement process.
Who:- Who was involved, and finding out if they were the right people for the job, is another
part of the process. Changing personnel and making sure the right people are in the right roles,
teams and departments is a vital part of the Kaizen program.

5.4.2. Benefits of Addressing Waste

Many organizations are content simply to establish a system for removing trash. Increasingly,
greater attention is being paid to waste management, and pro-active organizations are seeing
the benefits of establishing a waste reduction program.
 Save Money - increasing recycling can cut your disposal costs and improve your bottom
line.
 Knowledge is power - By understanding the amount and types of wastes your
organization produces, you’re better positioned to find ways to reduce hauling costs and
negotiate for waste and recycling services that actually fit your needs.
  Streamline reporting and information sharing - Tracking your waste management
activities in one platform and using a standard set of metrics, makes it easier to share
and report information with stakeholders.

Enhance sustainability - Managing waste, water, and energy more efficiently are core
components of sustainability. Improving your organization’s sustainability can boost your
corporate image, attract quality tenants to your properties and positively engage employees.
 Reduce greenhouse gas emissions - Waste prevention and recycling offer significant
potential for reducing greenhouse gas emissions.
 Conserve resources - Reuse and recycling conserves natural resources including trees,
metals and water.

5.5. Standard procedures and practices

5.5.1. Standard Work in Practice
To systematically implement standard work in every department I describe 6 steps:
 Create a SIPOC,
 Create process maps
 Evaluate availability of standard operating procedures (sop’s)
 Update current sop’s to single-page documents when possible
 Create missing sop’s
 Build an easy accessible sop-database.
The following sheets show how we are implementing each of these 6 steps in our organization:
1. This tool is used to define the most important sub-processes of a department or workstation.
The boundaries of each process are defined which define for what process-steps standard work
will be defined. Next to the boundaries of the process, the supplier and customer for each sub-
process are defined.
2. The second step is to map the sub-processes each in a Process map. With only 6 symbols,
each sub-process can be visualized in combination with a time-study. The time-study will
include process- and waiting-times, which will help you identifying wastes at kaizen activities.
3. All sub-process-steps which are described in Process maps need to have a Standard Operating
Procedure. The process maps can help analyzing what sop’s are there already.
4. Update Current Sop’s to single-page-documents as much as possible. It is not uncommon that
operating procedures are documents of enormous size, which results in them not being used by
operators because of the amount of text.
5. Create The Missing Sop’s. All process-steps defined in the Process maps in step 2 need to be
documented in Standard Operating Procedures. The best way to document the current way of
working is involving operators who perform the task in documenting it.
6. Finally, all operating procedures should easily be accessible, and should therefore be put in a
database. Next to the official digital database, it can be necessary to place some of the
procedures on the shop-floor in hardcopy. This makes it easier to perform the Kamishibai audits.
Standard Work is the basis for all improvements and therefore the basis of every Lean
implementation.

5.6. Build capability of the work team

5.6.1. Teamwork approach
Kaizen concept and strategy and its embraced tools emphasizes and revolves around. Team
work activities.

5.6.2. Team works principles

One of the most compelling reasons for the movement toward implementing empowered work
teams is the fact that teams work. The basic rationale is that the use of teams allows an
organization to take advantage of the diverse, backgrounds, and interests of team members.
The team effort and cooperation often result in a motivated and entrepreneurial workforce. A
work team typically consists of two to ten highly trained workers The philosophy underlying the
creation of team’s calls for a well-defined, planned process for giving responsibility to a group of
people who know how to do their job well at their level and when to get other people involved.
Work teams consist of people who perform different and/or specific jobs that relate to the daily
work of the company. Sometimes is confusing to find a specific reason why a team forms and
the task it performs. The most common trouble with teams, in any form, is that many
companies rush out and form the wrong kind of team for the job.

5.6.3. Team structures and characteristics

There are many different types of teams that can be found in organizations: however, the most
common that will be presented here are:
1. Intact work groups,
2. problem-solving,
3. cross-functional, and
4. Proactive or implementation teams.
5. Small group as used in Japanese companies.