Muda is a Japanese word defined as a wasteful activity and contradicts value-addition. Some examples are an unnecessary motion of employees, overproduction of products not demanded, and defects.
Lean is associated with the Toyota Motor Corporations as the firm uses the technique to boost the sales of vehicles in low volumes. The concept also enables the firm to make large purchases of the latest equipment despite scarce financial resources.
Lean practice can be used in eliminating wastes by creating processes that generate wastes. The concept can also be used in building quality in products by automating and standardizing of the tedious processes (Elnamrouty and Abushaaban 74). For instance, Toyota Motor Corporations use test-driven development in writing criteria for their products to make sure they meet the business requirements.
“Lean in the Office” refers to the guidelines of calculating the amount and the value of wastes generated in a given production process. For instance, if it turns out that $450 million were allocated to a project instead of the actual amount of $200 million, “Lean in the Office” allows the project to go on and provides insight on what project should the additional amount be relocated to.
At my work environment, I would use Muda to eliminate the waiting time associated with certain circumstances such as slow computer speed and information flow. Moreover, to eliminate defects associated with data entry errors, and missing information. I would also use the concept to eliminate unnecessary transportation and handling of products such as the movement of paper-works between offices.
The first core principle is defining the value of products in a customer’s perspective. For instance, a manufacturer needs to meet customer needs related to quality and time whenever creating and delivering a product. The second core principle is to describe the value stream of each product by integrating a set of activities such as order processing and materials management. The third key principle is creating flow in each value stream to enable a smooth flow of activities. For instance, rearranging the activities is a sequential manner. The fourth principle is to produce at the pace of the customers’ demand (Kasher et al. 2). This is by focusing on achieving specific goals such as reducing lead times and increasing the product’s flexibility. The fifth core principle is to strive to continuously improve all business operations. This can be achieved by integrating strategies such as effective marketing strategies.
Total quality management is the continual process of detecting and eliminating defects in production and improving business success. It holds parties involved in every stage of production accountable for the goods overall quality.
One of the deadly wastes of Muda is defects. It involves data entry errors and missing information. The second deadly waste is overproduction that involves printing extra copies, ad processing orders before it is demanded. Third deadly waste is waiting that involves waiting for information to be processed, and slow computer speed. Non-value add processing is the fourth waste that includes generating unused reports ad making extra copies. The fifth waste is unnecessary handling and transportation of goods involving the unnecessary movement of paper-works (Elnamrouty and Abushaaban 73). Another deadly waste is the unnecessary movement of human workers that involves walking between office, and shifting between computers. Inventories are also a deadly waste that involves purchasing things before they are needed.
Just in Time consists of three elements such as continuous improvement, eliminating wastes, and good housekeeping. Continuous improvement emphasizes on devising systems to identify problems are creating appropriate solutions to improve them. Moreover, eliminating waste focuses on reducing costs that a corporation may incur due to excessive wastes production. Good housekeeping focuses on maintaining safety, and appropriate ventilation within an organisation.
Lean control refers to a process of streamlining production by measuring and reducing inventories. This is through changing the way an organization operates. For instance, a corporation can improve workflow by reducing or eliminating wastes production.
Elnamrouty, Khalil, and Mohammed S. Abushaaban. “Seven wastes elimination targeted by lean manufacturing case study “Gaza strip manufacturing firms’’.” Seven wastes elimination targeted by lean manufacturing case study “Gaza strip manufacturing firms’’ 1.2 (2013)., https://iugspace.iugaza.edu.ps/xmlui/bitstream/handle/20.500.12358/26833/10.11648.j.ijefm.20130102.12.pdf?sequence=1&isAllowed=y
Kasher, Morriel, et al. “Application of Lean Manufacturing Principles in Optimizing Factory Production.” New Jersey’s Governor’s School of Engineering and Technology (2018)., https://pdfs.semanticscholar.org/6e5f/2f30e8d6ab0e3d6e4884d7c78b1be4918f3d.pdf