And finally Muri can lead to a breakdown in the system that will result in a large amount of Muda and Mura. The existence of Mura can be seen as a waste in Muda. In real world applications of Lean, it is not always easy or possible to find an optimal solution. And finally, Muri is absent from this option because both the truck and the operators are not working beyond their capacity. Mura does not exist because the workload between the two deliveries are uniform. There is no excess capacity nor unnecessary trips with this strategy. Muda does not exist because the trucks are carrying the loads at their maximum capacity. In this example, this would be the optimal level that minimizes Muda, Mura, and Muri. The fourth option is to deliver the materials with two trucks each with 3 tons. Each truck can carry up to 3 tons of material and this option makes one unnecessary trip. Even though this option has no Mura and Muri, it has Muda since the truck would not be fully loaded on each trip. The third option is to load two tons on each truck and make three trips. This can cause employees who receive the materials to wait around. Additionally, Muda can be seen from the uneven workload. This leads to Muri since one of the truck is overburden and the receiver is also overburden for that delivery. In the second trip, the amount of delivered material may be too much for on-site storage and material handling. In the first trip, the delivery may be too little for the production necessary on-site. This would be considered Mura since the unevenness of the arrival of materials to the customer can lead to problems at the receiving dock. One with two tons and the other with four tons. The second option is to divide the transportation into two trips. This excess load can lead to a breakdown. However in this example, it would be considered Muri due to the overburden of the truck. The first option is to load one truck with all 6 tons and make a single trip. For example, a firm that needs to transport 6 tons of materials to a customer has several options (Lean Enterprise Institute, 2016). Eliminating one of them will affect the other two. Standardize work can help avoid Muri by designing the work processes to evenly distribute the workload and not overburden any particular employee or equipment. Muri over a period of time can result in employee absenteeism, illness, and breakdowns of machines. Muri also exists when machines or operators are utilized for more than 100% capability to complete a task or in an unsustainable way. Muri can result from Mura and in some cases be caused by excessive removal of Muda (waste) from the process. Muri means overburden, beyond one’s power, excessiveness, impossible or unreasonableness. The key concept of a Just-In-Time system is delivering and producing the right part, at the right amount, and at the right time. Mura can be avoided through the Just-In-Time ‘Kanban’ systems and other pull-based strategies that limits overproduction and excess inventory. The goal of a Lean production system is to level out the workload so that there is no unevenness or waste accumulation. When the capacity of one station is greater than the other stations, you will see an accumulation of waste in the form of overproduction, waiting, etc. For example, in a manufacturing line, products need to pass through several workstations during the assembly process. In other words, Mura drives and leads to Muda. Mura is the reason for the existence of any of the seven wastes. Mura means unevenness, non-uniformity, and irregularity. excess movement of machine or people, (4) Waiting, (5) Overproduction, (6) Over-processing, and (7) Defects. stocks of goods and raw materials, (3) Motion i.e. excess movement of product, (2) Inventory i.e. There are seven categories of waste under Muda Type 2 that follow the abbreviation TIMWOOD. As a result, Muda Type 2 should be eliminated. Muda Type 2 includes non-value added activities in the processes, but these activities are unnecessary for the customer. For example, inspection and safety testing does not directly add value to the final product however, they are necessary activities to ensure a safe product for customers. Muda Type 1 includes non-value-added activities in the processes that are necessary for the end customer. There are two types of Muda, Type 1 and Type 2. Value-added work is a process that adds value to the product or service that the customer is willing to pay for. Muda means wastefulness, uselessness and futility, which is contradicting value-addition. The three types are Muda (無駄, waste), Mura (斑, unevenness), and Muri (無理, overburden). The Toyota Production System, and later on the concept of Lean, was developed around eliminating the three types of deviations that shows inefficient allocation of resources.
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