Ethiopian TVET-System

Web Development and Database Administration

LEVEL II
Learning guide #
Unit of Competence:
Module title:
LG Code : EIS WDDBA2 M01 0322
TTLM Code: : EIS WDDBA2 HYPERLINK
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LO1. Prepare for work

LG 1 LO #1- Using work instructions
Instruction sheet
This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics:

• Using work instructions.

• Reading and interpreting Job specification
• Observing OHS requirements
• Selecting appropriate material
• Safety equipment and tools
This guide will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:

• Use work instructions.

• Read and interpreting Job specification
• Observe OHS requirements
• Select appropriate material
• Safety equipment and tools
Learning Instructions:

Read the specific objectives of this Learning Guide.

• Follow the instructions described below.
• Read the information written in the “Information Sheets”. Try to understand what are being
discussed. Ask your trainer for assistance if you have hard time understanding them.
• Accomplish the “Self-checks” which are placed following all information sheets.
• Ask from your trainer the key to correction (key answers) or you can request your trainer to
correct your work. (You are to get the key answer only after you finished answering the
Self-checks).
• If you earned a satisfactory evaluation proceed to “Operation sheets
• Perform “the Learning activity performance test” which is placed following “Operation
sheets” ,
• If your performance is satisfactory proceed to the next learning guide,
• If your performance is unsatisfactory, see your trainer for further instructions or go back to
“Operation sheets”.
Information Sheet-1 Using work instructions

Work Instruction

Information about the work

• Describe 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.

In other words it is a document containing detailed instructions that specify exactly

what steps to follow to carry out an activity.

It contains much more detail than a Procedure and is only created if very detailed
instructions are needed. For example, describing precisely how a Request for
Change record is created in the Change Management software support tool.

Procedures vs. Work Instructions

Many people confuse “procedures” with “work instructions”. In fact, most people
write work instructions and call them procedures. Knowing the differences of
procedures vs work instructions can help you understand the documentation
process much better and, therefore, procedure documentation.

Procedures describe a process, while a work instruction describes how to perform

the conversion itself. Process descriptions include details about the inputs, what
conversion takes place (of inputs into outputs), the outputs, and the feedback
necessary to ensure consistent results. The PDCA process approach (Plan, Do,
Check, Act) is used to capture the relevant information.

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
 Information sheet 2. Reading and interpreting job specifications
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.
• The execution or performance of a task.

The requirements for a job vary according to the nature of the job itself. However,
a certain work ethic must be cultivated to succeed in any job and this is
fundamental to an individual’s sense of himself as a worker, as part of production
relations and a fundamental economic being. 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, post, stature, job and so on. Discipline is absolutely
indispensable and provides the impetus for work that can be strenuous, repetitive,
boring and even unsatisfactory at times.

Enthusiasm: 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, is a core
requirement for any job. The drive to succeed, to innovate, to do well and to make
one’s profession into one’s livelihood is a critical drive which needs to be present
in the employee or cultivated as soon as possible. No job, however perfectly
carried out, can evoke the feeling of satisfaction of a job well done without the
instinct for success.

Qualifications: This is a more material, tactile need for a job which can be
conveyed through degrees and certificates. However education is not limited to
what is taught in colleges or vocational training courses. It is the burning desire to
learn more, to reach the depths of knowledge about a particular field of interest, to
complete the job and learn from it that marks the true enthusiast and the truly
learned.

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, the ability to manage crises are all soft skills which are
fundamentally important in any job and which must be cultivated consciously.

Thus, the requirements of a job, though specific to it, cover also a general
spectrum. These make for better employees and better individuals.

Job Specification
 A stat
ement of employee/workers characteristics and qualifications required for
satisfactory performance of defined duties and tasks comprising a
specific job or function.

Fig 1.1 Specification Sample

Written Test
Self check-1

Directions: Answer all the questions listed below. Use the Answer sheet provided
in the next page:
• What is the meaning of job? (2 points)
_____________________________________________________________
_____________________________________________________________
__
• List the requirements of job. (5 points)
_____________________________________________________________
_____________________________________________________________
__
• What is the meaning of work? (2 points)
 _____________________________________________________________
_____________________________________________________________
__
• Describe work instruction in your own words. (5 points)
_____________________________________________________________
_____________________________________________________________
__
• Explain the difference between procedure and work instruction? (5 points)
_____________________________________________________________
_____________________________________________________________
__
• Define job specification? (3 points)
_____________________________________________________________
_____________________________________________________________
__
• Prepare specification samples. (10 points)

__________________________________________________________________
__________________________________________________________________
__
 Information Sheet 3 Observing OHS requirements throughout the work
OHS Requirements

OHS requirements are legislation/regulations/codes of practice and enterprise

safety policies and procedures. This may include 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.

Personal protective equipment includes those prescribed under legislation/

regulations/codes of practice and workplace policies and practices. Safe operating
procedures include the conduct of operational risk assessment and treatments
associated with workplace organization. Emergency procedures include
emergency shutdown and stopping of equipment, extinguishing fires, enterprise
first aid requirements and site evacuation.

Occupational safety and health (OSH) also commonly referred to as occupational

health and safety (OHS) or workplace health and safety (WHS) is an area
concerned with the safety, health HYPERLINK
"https://en.wikipedia.org/wiki/Health"and welfare of people engaged in work or
employment. The goals of occupational safety and health programs include
fostering a safe and healthy work environment. OSH may also protect co-workers,
family members, employers, customers, and many others who might be affected
by the workplace environment. In the United States the term occupational health
and safety is referred to as occupational health and occupational and non-
occupational safety and includes safety for activities outside work.

Occupational safety and health can be important for moral, legal, and financial
reasons. In common-law jurisdictions, employers have a common law duty
(reflecting an underlying moral obligation) to take reasonable care for the safety
of their employees. Statute law may build upon this to impose additional general
duties, introduce specific duties and create government bodies with powers to
regulate workplace safety issues: details of this will vary from jurisdiction to
jurisdiction. Good OSH practices can also reduce employee injury and illness
related costs, including medical care, sick leave and disability benefit costs.

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. Occupational health is a multidisciplinary field of healthcare concerned
with enabling an individual to undertake their occupation, in the way that causes
least harm to their health. It contrasts, for example, with the promotion of health
and safety at work, which is concerned with preventing harm from any incidental
hazards, arising in the workplace.

Since 1950, the International HYPERLINK

"https://en.wikipedia.org/wiki/International_Labour_Organization"Labour
HYPERLINK "https://en.wikipedia.org/wiki/International_Labour_Organization"
Organization (ILO) and the World Health Organization (WHO) have shared a
common definition of occupational health. It was adopted by the Joint ILO/WHO
Committee on Occupational Health at its first session in 1950 and revised at its
twelfth session in 1995. The definition reads: "The main focus in occupational
health is on three different objectives: (i) the maintenance and promotion of
workers’ health and working capacity; (ii) the improvement of working
environment and work to become conducive to safety and health and (iii)
development of work organizations and working cultures in a direction which
supports health and safety at work and in doing so also promotes a positive social
climate and smooth operation and may enhance productivity of the undertakings.
The concept of working culture is intended in this context to mean a reflection of
the essential value systems adopted by the undertaking concerned. Such a
culture is reflected in practice in the managerial systems, personnel policy,
principles for participation, training policies and quality management of the
undertaking."

"Occupational health should aim at: the promotion and maintenance of the highest
degree of physical, mental and social well-being of workers in all occupations; the
prevention amongst workers of departures from health caused by their working
conditions; the protection of workers in their employment from risks resulting
from factors adverse to health; the placing and maintenance of the worker in an
occupational environment adapted to his physiological and psychological
capabilities; and, to summarize, the adaptation of work to man and of each man to
his job.

History

Harry Mc Shane, age 16, 1908. Pulled into machinery in a factory in Cincinnati
and had his arm ripped off at the shoulder and his leg broken without any
compensation. The research and regulation of occupational safety and health are a
relatively recent phenomenon. As labor movements arose in response to worker
concerns in the wake of the industrial revolution, worker's health entered
consideration as a labor-related issue.

In 1833, HM Factory Inspectorate was formed in the United Kingdom with a

remit to inspect factories and ensure the prevention of injury to child textile
workers. In 1840 a Royal Commission published its findings on the state of
conditions for the workers of the mining industry that documented the appallingly
dangerous environment that they had to work in and the high frequency of
accidents. The commission sparked public outrage which resulted in the Mines
Act of 1842. The act set up an inspectorate for mines and collieries which
resulted in many prosecutions and safety improvements, and by 1850, inspectors
were able to enter and inspect premises at their discretion.

Workplace hazards

Although work provides many economic and other benefits, a wide array of
workplace hazards also present risks to the health and safety of people at work.
These include "chemicals, biological agents, physical factors, adverse ergonomic
conditions, allergens, a complex network of safety risks," and a broad range of
psychosocial risk factors.

Physical and mechanical hazards

Physical hazards are a common source of injuries in many industries. They are
perhaps unavoidable in certain industries, such as construction and mining, but
over time people have developed safety methods and procedures to manage the
risks of physical danger in the workplace. Falls HYPERLINK
"https://en.wikipedia.org/wiki/Falling_(accident)" are a common cause of
occupational injuries and fatalities, especially in` construction, extraction,
transportation, healthcare, and building cleaning and maintenance.

An engineering workshop specializing in the fabrication and welding of

components has to follow the Personal Protective Equipment (PPE) at work
regulations 1992. It is an employer’s/workers duty to provide ‘all equipment
(including clothing affording protection against the weather) which is intended to
be worn or held by a person at work which protects him against one or more risks
to his health and safety’. In a fabrication and welding workshop an employer
would be required to provide face and eye protection, safety footwear, overalls
and other necessary PPE.

Figure 1: Use a good ladder or stable lift device to perform overhead repair and
maintenance on an irrigation machine.

Machines are commonplace in many industries, including manufacturing,

mining, HYPERLINK "https://en.wikipedia.org/wiki/Construction" construction
HYPERLINK "https://en.wikipedia.org/wiki/Construction"and agriculture, and
can be dangerous to workers. Many machines involve moving parts, sharp edges,
hot surfaces and other hazards with the potential to crush, burn, cut, shear, stab or
otherwise strike o HYPERLINK "https://en.wikipedia.org/wiki/Wound"r wound
workers if used unsafely. Various safety measures exist to minimize these hazards,
including lockout-tag out procedures for machine maintenance and roll over
protection systems for vehicles.

Confined spaces also present a work hazard. The National Institute of

Occupational Safety and Health defines "confined space" as having limited
openings for entry and exit and unfavorable natural ventilation, and which is not
intended for continuous employee occupancy. Spaces of this kind can include
storage tanks, ship compartments, sewers, and pipelines. Confined spaces can
pose a hazard not just to workers, but also to people who try to rescue them. Noise
HYPERLINK "https://en.wikipedia.org/wiki/Noise"also presents a fairly common
workplace hazard: occupational hearing loss is the most common work-related
injury in the United States, with 22 million workers exposed to hazardous noise
levels at work and an estimated $242 million spent annually on worker's
compensation for hearing loss disability. Noise is not the only source of
occupational hearing loss; exposure to chemicals such as aromatic solvents and
metals including lead, arsenic, and mercury can also cause hearing loss.
Figure 2: High pressure water jets can cause physical harm, especially to eyes, and
can also cause falls from irrigation systems.

Temperature extremes can also pose a danger to workers. Heat HYPERLINK

"https://en.wikipedia.org/wiki/Heat_stress"stress can cause heat stroke,
exhaustion, cramps, and rashes. Heat can also fog up safety glasses or cause
sweaty palms or dizziness, all of which increase the risk of other injuries.
Workers near hot surfaces or steam also are at risk for burns.
HYPERLINK "https://en.wikipedia.org/wiki/Dehydration" Dehydration may also
result from overexposure to heat. Cold stress HYPERLINK
"https://en.wikipedia.org/wiki/Hypothermia"also poses a danger to many workers.
Over-exposure to cold conditions or extreme cold can lead to hypothermia,
frostbite, trench foot, or chilblains.
 Written Test
Self-Check 2
Instructions: Answer all the questions listed below. Illustrations may be
necessary to aid some explanations/answers. Write your answers in
the sheet provided in the next page.

• What is OHS represents for

_______________________________________________________________
________________________________________________________________
_
• What is OSH represents for?
_____________________________________________________________
_____________________________________________________________
__
• What does WHS represent for?
_____________________________________________________________
_____________________________________________________________
__
• What are the goals of OHS?
_____________________________________________________________
_____________________________________________________________
__
• List at least two examples of OHS requirements in your work areas. List at
least four workplace hazards?
 ______________________________________________________________
________________________________________________________________
__

Information Sheet 4. Selecting appropriate material

Tools and Equipment used for Waste/Muda measurement and Identification

Different safety materials are used when we are working to identify and eliminate
Muda at the workplace. These materials and safety tools are protecting us from
different dangers.

Dust masks/goggles

Respiratory protection must be worn where: A person is working in an

environment where there is:

• deficiency of oxygen
• particulate contaminants
• gaseous or vapor contaminants Air Purifying Devices
Dust Masks – used for protection against nuisance dusts such as sawdust(waste of
wood product), chalk, plant related and sanding dusts. These are generally not
suitable for toxic substances.

Glove

Hand Protection shall be worn to protect the operator from contact with hazardous
substances. Types of hand protection include:

• Special gloves - wrist or elbow length

• Cotton, rubber

• PVC & leather

• Stainless steel mesh
Figure 3: hand protection

Working cloth

Body & Skin Protection shall be worn when there is remaining risks in the
environment. Types of body and skin protection include:

• Protective Clothing
• Sunscreen & insect repellent
• High visibility vests working at or near roadways or near moving traffic or
moving plant
 • Laboratory coats, heat resistant
clothing, waterproof jackets

Figure 4: Body and skin protection

First aid and safety shoes

Foot protection shall be worn wear there is a risk of objects dropping onto feet, or
slip hazards present. Types of foot protection include:

• Steel capped boots

• Non slip shoes

• Waterproof boots
 Fig. 5 foot protection

Equipment and tool safety during research operations begins with lab directors
(faculty/lab managers/supervisors) identifying the potential hazards and risks. A
great resource is the manufacturer’s equipment manual which will typically
provide safety and health information as well as preventative maintenance tasks.
The risk of injury, illness or facility damage related to any equipment is more
likely when equipment and tools are not properly designed, used, maintained, or
assembled.

As a lab director you are required to adopt or write, and implement the guidelines
for each piece of equipment or tool, and where necessary, write standard operating
procedures for safe use of the equipment. To assist you with this, EHS has
prepared guidance to aid in the safe operation of the following equipment:

Tools and Equipment are required to identify and measure Waste/Muda in work
stations. The following are some tools and equipment used to identify and measure
Waste/Muda:

• Tape (any length measuring device)

• Stop watch
• Photo Camera
• Video Camera
• Calculator
 Written Test
Self-Check 4
Instructions: Perform the following tasks. Write your answers in the answer
sheet provided:

• List at least four tools and equipment used to identify and measure Muda.
(12 points).
______________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________
 Operation Sheet 1. Selecting appropriate material

• Discuss and plan to prepare tools and equipment for Muda identification.
• Prepare tools and equipment for Muda identification.
 Practical Demonstration
LAP Test

Name: _____________________________ Date: ________________

Time started: ________________________ Time finished:

________________
Instructions: Given necessary templates, workshop, tools and materials you are
required to perform the following tasks.

Task 1: Identify and prepare tools and equipment for measuring and identification
of Muda.
 Information sheet 5. Safety equipment and tools
Safety equipment and tools
Safety equipment and tools are designed to protect employees from serious
workplace injuries or illnesses resulting from contact with chemical, radiological,
physical, electrical, mechanical, or other workplace hazards. Besides face shields,
safety glasses, hard hats, and safety shoes, Safety equipment and tools includes a
variety of devices and garments such as goggles, coveralls, gloves, vests, earplugs,
and respirators.

Safety equipment and tools selection is based on a job hazard analysis, which
includes evaluation of hazards, specific tasks, procedures and work practices, in
consultation with area supervision and OH&S as needed. For example, Safety
glasses, safety goggles, laser eyewear, face shields and helmets provide a level of
protection as designated by the manufacturer. The hazard and the protection
standards for each piece of eye and face protection PPE must be considered during
selection.

Safe operating procedures

Safe operating procedures are a critical component of this responsibility to provide
a systematic and organized approach to workplace safety. A safe operating
procedure is a written document that provides step-by-step instructions on how to
safely perform a task or activity which involves some risk to health and safety. A
safe operating procedure is sometimes referred to as a safe work procedure or safe
work method statement. Safe operating procedure includes:
 • Identify the tasks that need a safe operating procedure. These tasks are
referred to as critical tasks because they may pose a health and safety risk.
• Basic steps -divide each task into a number of operational steps, and then
explain how each step should be carried out.
• Create explanations of how each step should be carried out which guides the
user to carry out the task safely. The safe operating procedure should be
written in a way that gives the person undertaking the task complete
information on the task without needing to refer to other resources.
• A safe operating procedure must: be specific and provide step-by-step
instructions; and be written in plain language and so that a person who has no
prior knowledge of the job can follow the safe work procedure without any
problems (if there are differences in literacy or language among your workers
or contractors, communicate your safe operating procedures in ways so they
are understood by everyone).
• Use photos or diagrams to provide clarity.
• Hazard identification- identify the hazards associated with the task and each
individual step and incorporate information into the safe operating procedure
about the hazards associated with each step.
• Control measures - include suitable precautions and control measures to
accompany the identified hazards which will eliminate or reduce the level of
risk.
• Document control methods- each safe operating procedure must be dated and
assigned a procedure number, a version number, a review date and a copy
number. Create a document control register that states which safe operating
procedures have been issued, when, and to whom. The register should also
state how often it will be reviewed and set out the next scheduled review date.
Emergency procedures
Workplaces need a plan for emergencies that can have a wider impact. Special
procedures are needed for emergencies such as serious injuries, explosion, flood,
poisoning, and electrocution, and fire, release of radioactivity and chemical spills.
Quick and effective action may help to ease the situation and reduce the
consequences.

However, in emergencies people are more likely to respond reliably if they:

• are well trained and competent;

• take part in regular and realistic practice;
• Have clearly agreed recorded and rehearsed plans, actions and
responsibilities.
The objective of having Emergency procedure is:

• to prevent fatalities and injuries,

• Reduce damage to buildings, stock, and equipment,
• protect the environment and the community, and
• Accelerate the resumption of normal operations.
Points to include in emergency procedures:

• Consider what might happen and how the alarm will be raised.
• Plan what to do, including how to call the emergency services.
• Decide where to go to reach a place of safety or to get rescue equipment.
• Make sure there are enough emergency exits for everyone to escape quickly,
and keep emergency doors and escape routes unobstructed and clearly
marked.
• Nominate competent people to take control (a competent person is someone
with the necessary skills, knowledge and experience to manage health and
safety)
• Decide which other key people you need, such as a nominated incident
controller, someone who is able to provide technical and other site-specific
information if necessary, or first-aiders
• Plan essential actions such as emergency plant shutdown, isolation or
making processes safe. Clearly identify important items like shut-off valves
and electrical isolators etc
• You must train everyone in emergency procedures. Don’t forget the needs of
people with disabilities and vulnerable workers
• Work should not resume after an emergency if a serious danger remains. If
you have any doubts ask for assistance from the emergency services

Ethiopian TVET-System
Web Development and Database Administration
LEVEL II
Learning guide #
Unit of Competence:
Module title:
LG Code : EIS WDDBA2 M01 0322
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LO#2 Identify muda

LG (1-4) LO#2 Identify muda

Instruction sheet
This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics:

• Preparing and implementing Plan of MUDA.

• Causes and effects of MUDA.
• Tools and techniques to draw &analyze current situation.
• Identifying and measuring waste/Muda.
• Relevant procedures of identifying &measuring MUDA.
• Reporting Identified and measured wastes

This guide will also assist you to attain the learning outcomes stated in the cover page.
 Specifically, upon completion of this learning guide, you will be able to:

• Prepare and implement Plan of MUDA.

• Causes and effects of MUDA.
• Tools and techniques to draw & analyze current situation.
• Identify and measuring waste/Muda.
• Listing all possible problems related to the process /kaizen elements using statistical tools
and techniques
• Identifying and listing possible problem on visual management board/kaizen board
• Relevant procedures of identifying &measuring MUDA.
• Report Identified and measured wastes
Learning Instructions:

Read the specific objectives of this Learning Guide.

• Follow the instructions described below.
• Read the information written in the “Information Sheets”. Try to understand what are being
discussed. Ask your trainer for assistance if you have hard time understanding them.
• Accomplish the “Self-checks” which are placed following all information sheets.
• Ask from your trainer the key to correction (key answers) or you can request your trainer to
correct your work.
• If you earned a satisfactory evaluation proceed to “Operation sheets
• Perform “the Learning activity performance test” which is placed following “Operation
sheets”
• If your performance is satisfactory proceed to the next learning guide,
• If your performance is unsatisfactory, see your trainer for further instructions or go back to
“Operation sheets”.

Information Sheet-1:-Preparing and implementing plan of MUDA and problem

identification

The Concept of Waste/Muda

Waste/Muda is any activity which consumes resources, such as money, time, energy, materials,
etc. that does not create value and can be eliminated. To understand more about muda/waste at
the work place, let us see the three categories of operation.

Any operation has the following operations.

• Net Operation/Value Adding Operation

• Non-Value Adding Operation
• ”Muda’’

Definition of terms

Value: Value is defined by the next customer (Know your Customer’s Need). The next process
is your customer. The activity/effect exactly what the next customer needs is value
adding activity.

Internal customer: - is the customer within a production line/service delivering sequence that is
next to the previous process and makes his/her own process.

External customer: - is the customer that buys the final out put product/service of the enterprise.

Net Operation/Value Adding Operation): Part of an operation that adds value to make parts
and products or deliver service. In other words, it is part of the operation that the
customer exactly needs / willing to pay for.

Examples - Water Sampling, Operating Gates, Controlling Flow, etc.

Non-Value Adding Operation: Part of operation that adds no value but cannot be avoided
rather it can be reduced.

Example: Conducting inspection, diverting flow to repair leak in a canal, etc.

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.
Example: - Unnecessary motion/searching for tools, unnecessary transportation of materials,
over production, Inventory, Waiting /idle time, making defects and over processing,
etc.

Planning for MUDA Identification

This is the part of to be done in eliminating Muda at the work place. It is the first activity in
identification and elimination of Muda. It involves the following two major processes.

Planning for identification of the problem including:

• Identify the problem to be examined

• Formulate a specific problem statement to clearly define the problem
• Set measurable and attainable goals
• Identify stakeholders and develop necessary communication channels to communicate
and gain approval
Planning for analysis of the problem (why?) Including:

• Divide overall system into individual processes - map the process

• Brainstorm potential causes for the problem
• Collect and analyze data to validate the root cause
• Formulate a hypothesis
• Verify or revise the original problem statement

Muda sheet, as seen below, is used most commonly to plan for muda identification for different
types of wastes.

Table 1: Sample muda sheet

S.No Type of Description Cause of Problem Solution Responsibility

waste/muda the waste imposed
by the
waste

1 Overproduction
 2 Transportation

3 Motion

4 Defect

5 Inventory

6 Waiting

7 Processing

Benefits of Eliminating Muda for Customers and Manufacturer/Service

Provider

Targets of Customer: Customer is the one who buys products/services from

manufacturers/service providers. So the customer does not bother how the manufacturer/service
provider makes it. Now a days customers have many alternative manufacturers/service providers
to buy the same type of product/service from and choose one that fulfills their targets which are
listed below:-

• Customer needs better quality

• On time delivery
• Reasonable price

Targets of Manufacturer/Service Provider: The primary target of Manufacturers/ Service

providers is to earn profit. So as to meet his/her target, he/she needs to satisfy the targets of
customers in such a way by providing better quality product/service on time and at a reasonable
price. If he/she is able to do so, he can win customers’ targets. Then to get higher profit the
Manufacturer/Service provider needs to minimize his/her costs by reducing/eliminating wastes
and following effective working procedures.
Fig. 1 the targets of service providers

Cost: - is the amount of money that is expended to accomplish a given task/operation. Cost can
be of Manufacturing or Service Delivering cost= (material + labor + facility +Utility + others)
cost

Determination of the sales price of the product/Service

Sales price= (manufacturing or service delivery) cost + profit

Traditional Thinking of Price Setting: In traditional thinking of price setting, price is

determined by the manufacturer/service provider rather than the market itself. When there is
shortage of supply then the manufacturer raises selling price.

Fig. Traditional Thinking of Price Setting

Kaizen Thinking of Price Setting: In modern time, there are a large number of
manufacturers/service providers delivering the same type of product/service offering the
customers a great deal of options to buy products/services. Price is determined by the interaction
between market demand and supply. Manufacturers/service providers, who want to set selling,
price above the market price, customers will not be willing to buy their products/services.
Manufacturers/Service providers to be competent in the market they should provide Quality
product/service on time and at the market price.

Fig. 3 Kaizen Thinking of Price Set

Methods for Categorizing Types of Wastes/Muda

A number of methods for categorizing types of waste have emerged. We will review some of
these models to get a deeper understanding of what waste is and how to find it and eliminate it.

The three Mus

• The 5M + Q + S
• The flow of goods
• The seven deadly wastes

The Three MUs

In this way of thinking about waste, the goal is to achieve a condition where capacity and load
are about equal. In other words, there are just the right amount of workers, materials and
machines to make just the right amount of product that is being ordered and deliver it on time to
the customer. In Japanese this is expressed with the terms muda, mura and muri.
 • Muda (waste) = Capacity exceeds load.
• Mura (inconsistency or variation) = capacity sometimes exceeds the load and the load
sometimes exceeds capacity.
• Muri(irrationality/physical or mental overburden) = load exceeds capacity.
By focusing improvement activities on eliminating the non-value added activities throughout the
production/service delivering process, and establishing production flow, a balance is naturally
achieved between capacity and load.

The 5M + Q + S

Another way of thinking about waste is to focus on the areas where waste may occur: the 5M
(man, material, machine, method and management), plus quality and safety. Some of the main
forms of waste that you will uncover by focusing on these aspects of production include,
walking, waiting, searching, material storage and handling, large machines, conveyers, wasteful
production methods, inventory, defective goods, errors, inspection, etc.

The Flow of Goods

A third way of thinking about waste is to focus on the flow of goods in production. If you look
carefully at this you will notice there are really only four things going on: retention conveyance,
processing and inspection. Retention means stopping the flow of goods without adding any value
to them.

It is called stockpiling, ware housing, temporary storage, and so on. Retention produces
inventory: materials inventory before processing, work-in process inventory, or finished goods
inventory.

Inventory occurs for variety of reasons:

• The upstream process moves faster than the downstream process.

• Goods flowing from several lines to one process or goods waiting to go from one
process to several different lines tend to pile up.
• There is waiting for machine changeover.
 • Materials are purchased and processed for expected end-of-the month rushes.
• Materials are purchased in advance of orders.
• Spare parts are purchased in advance for after-sales service.

Retention adds cost without adding value. It is easy to think that inventory solves production
flow problems but in fact it just hides them. When you eliminate retention points the real
problems in the production flow must be addressed directly. This is the only path to waste-free
production flow, or lean production.

Conveyance refers to transporting goods without adding value. Movement between a retention
point is often called “conveyance” and movement between a retention point and a process is
often called “material handling.”

Processing means adding value. We either alter the raw materials or parts or we assemble parts
to add value. Improvement of processes includes identifying how a process can best fulfill its
purpose or identifying how a process can be done more efficiently. You will ask, why are we
drilling holes? Why are we putting in screws? You may discover many operations that can be
replaced by better solutions or even eliminated.

Inspection identifies and eliminates defects from the production flow. It does not add value
because it does not eliminate the source of the defect but only its result. Once you change your
focus from “finding” defects to “reducing” defects you are on your way to eliminating waste.
Ultimately, lean production aims to prevent all defects from occurring.

The Seven Deadly Wastes

The most well-known category of wastes is the “seven deadly wastes,” which captures the
essence of all the ideas discussed above and simplifies them to help you root out waste
throughout your production process. You will need strongly motivated people with an instinct
for seeing and removing waste. Identifying and eliminating these seven types of waste will forge
the path to lean production.

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.
Inventory: - The situation where items such as raw materials, work in process and finished
goods are stagnant or which are not having value added to them. Some are located in the
warehouses, and others are in-process inventory.

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.

Conveyance/Transportation: - It is unnecessary transportation of parts between processes

caused by unnecessary transportation distance, temporary storage, and relocations or re-piling
up. Transportation does not create any value added except for transportation companies.
Transportation is usually difficult to be totally eliminated but reducing is possible.

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 an upstream process to deliver.

• For a machine to finish processing.
• For incoming parts or materials.
• For process that has a long wait time.

Defect making: - This includes defects, inspections for defects in-process, and claims,
rescheduling, and resource loss.

Processing: - This consists of processing and operations primarily unnecessary. It is processing

beyond the standard required by the customer.

Fig. 4 the Seven Deadly Wastes

 Written Test
Self-Check 1

Directions: Answer all the questions listed below. Use the Answer sheet provided in the next
page:

• What are the targets of customers?

____________________________________________________________________
__________________________________________________

• What is the target of manufacturer/service provider?

____________________________________________________________________
__________________________________________________
 • What is the difference between traditional and kaizen thinking on price setting, cost
and profit?

____________________________________________________________________
__________________________________________________

• What is value?

____________________________________________________________________
__________________________________________________

• List out the three categories of operation.

____________________________________________________________________
__________________________________________________

• Define the three categories of operation.

____________________________________________________________________
__________________________________________________

Information Sheet-2. Discussing Causes and effects of MUDA.

The following are some of the general causes and effects of the common seven types of muda in
manufacturing and service provider industries such as irrigation and drainage design and
constructio9n sectors.

• Causes and Effects of Muda of Overproduction

• Large lot production (Example: Production of more irrigation water beyond the crop
irrigation water requirement).
• Anticipatory production (producing product in advance of demand)
 • Inability to achieve short changeover 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
• Anticipatory buying of parts and materials
• Blocked flow of goods
• Increased inventory
• No flexibility in planning
• Occurrence of defects

• Causes and Effects of Muda of Inventory

• Acceptance of inventory as normal or as a “necessary evil”
• Poor equipment lay out
• 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
• 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 and Effects of Muda of motion

 • Isolated operations
• Low employee morale
• Poor work layout
• Lack of training
• Undeveloped skill
• Effects
• Increase in manpower and processing
• Unstable operation
• Increases production time
• Can cause injury

• Causes and Effects of Muda of Conveyance/Transportation

• Poor layout
• Shish-skilled workers
• Sitting to perform operations
• The need for conveyance systems is assumed
• Effects
• Waste of space
• Production deterioration
• Expansion of transportation facilities
• Occurrence of scratches
• Increase production time and cost
• wastes time and energy

• Causes and Effects of Muda of Waiting/ Idle time

• Obstruction of flow
• Poor equipment layout
• Trouble at the upstream process
• Capacity imbalances
• Large Lot-production
• Effects
 • Waste of manpower, time, & machines
• Increase in the in-process inventory
• Failed delivery dates
• Poor workflow continuity

• Causes and Effects of Muda of Defect making

• Emphasis on downstream inspection
• No standard for inspection work
• Omission of standard operations
• Material handling and conveyance
• Effects
• Increase in material cost
• Productivity deterioration
• Increase in personnel & processes for inspection
• Increase in defects and claims
• Invite reworking costs

• Causes and Effects of Muda of Processing

• Inadequate study of processes
• Inadequate study of operations
• Incomplete standardization
• Materials are not studied
• Effects
• Unnecessary processes or operation
• Increase in manpower and man-hour
 Written Test
Self-Check 2

Instructions: Answer all the questions listed below. Write your answers in the sheet provided
in the next page.

• Describe the 3MU’s and their relationships.

________________________________________________________________________
____________________________________________________

• What are the seven deadly wastes/Muda?

 ________________________________________________________________________
____________________________________________________

• Describe the seven deadly wastes/Muda?

________________________________________________________________________
____________________________________________________

• What are the focus areas of 5M + Q + S ?

________________________________________________________________________
____________________________________________________

• What are the four things going on during the flow of goods?

________________________________________________________________________
____________________________________________________

• Explain the four things going on during the flow of goods in relation to waste?

________________________________________________________________________
____________________________________________________

Six Sigma is a combination of project management, best practices and statistics. It uses statistical
techniques to man oeuvre the uncertainties and for making decisions. Hence, the team members
are to be trained for basic and some application level in statistics. This becomes a point of
hindrance to the people who want to involve in problem-solving. There were instances, where
the most experienced operators were left out of the team since they are not comfortable with
statistics. This also creates an impression of Six Sigma as a boardroom exercise.
Kaizen is known for its Gemba approach. Discussions, training, brainstorming, analysis and even
presentation to the top management (not with the slides) happen on the shop floor. The tools are
fairly simple to learn and work out using a sheet of paper and a pen. Experimentation is
encouraged over perfection.

Six Sigma vs Kaizen

There is a big difference between the Six Sigma and the concept of Kaizen. First, Kaizen has its
origin in the ancient Japanese philosophy. When it was first coined, the idea was to constantly
work toward perfection in different areas of an individual's life. It was first used in an
organization sense after the WWII. On the other hand, Six Sigma is a much newer change
concept that originated around the early 80's.

Kaizen is often an overreaching type of process improvement that aims to improve all areas of an
organization through standardizations, eliminating waste, and increasing efficiency. Six Sigma is
a process specific improvement method that focuses on enhancing the quality of the product.
This is often accomplished by examining the probable causes of low quality products and
eradicating the root causes of these failures. Instead of reviewing all the process (like Kaizen),
only those affecting the quality of the final product are examined.

When Kaizen is integrated into an organization process, the focus on enhancement has a wide
scope. The function of every worker is reviewed regardless of his or her level (top management,
middle level management, line management or tactical level). On the other hand, Six Sigma is
often more mathematical in its focus and needs a measure of processes variation from perfection.
It is deeply rooted in mathematical equation and analysis. Its objective is to realize zero defects
when the project is completed.

Despite these differences, both concepts can help an organization save a lot of time and money.
And they work best when adopted together.
Kaizen Visual Management Boards

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’. Kaizen Visual management boards are widely used across various sectors including the
healthcare and automotive industry, as a way of reducing waste and creating a more streamlined
and agile supply chain.

Visual Management Boards are extremely popular in Organizations who are looking to pursue
Lean & Continuous Improvement. Implementing Visual Management that works for your
business will allow you to reduce visual clutter and establish performance standards for each job
and process. 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.

Information sheet 5 . Tools and techniques to draw & analyze current situation.

Common Kaizen Tools and Techniques

Kaizen uses different tools and techniques to draw and analyze current situation of the work
place and to eliminate muda at the work place. The most common tools and techniques used for
this purpose are:

• Plant layout and layout improvement

• Process flow
 • Do time study by work element
• Measure travel distance
• Take a photo of workplace
• Measure total steps
• Make list of items/products, who produces them and who uses them & those in
warehouses, storages etc.
• Focal points to check and find out existing problems
• 5S
• Brainstorming
• Andon
• U-line
• In-lining
• Unification
• Multi-process handling & multi-skilled operators
• A.B. control (Two point control)
• Cell production line
• TPM (Total Productive Maintenance)

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. We will describe some of them.

A. The Arrow Diagram

The Arrow Diagram focuses on the flow of goods to discover waste.(Arrow diagrams have
recently been renamed value stream maps.) We include here a simple method for creating an
arrow diagram to get a good understanding of your production process and to see where the
waste exists in your workplace.

The factors to be identified in your arrow diagram are retention, conveyance, processing and
inspection. There are specific symbols you use to indicate each of these aspects of a production
process as indicated below:
 Table 1 Symbols used in arrow diagram

Analysis Symbols Description Amount of

waste
Factors

Retention When the work-in-process flow is Large

stopped (for other than conveyance,
processing, or inspection)

Conveyance When the work-in-process is Large

moved from one place to another

Processing When the work-in-process is There may be

changed physically or chemically for some waste in

added value the process

Inspection When goods are inspected for Large

conformance to quality and dimensional

standards

To create arrow diagram, consider the following.

• Understand the purpose-

• Select the product to be analyzed
• Prepare a factory layout diagram
• Make the arrow diagram

B. The Summary Chart of Flow Analysis

Now that you have done an arrow diagram, write up a Summary Chart of Flow Analysis. Count
the symbols you used on the arrow diagram to show totals for the number of retention and
conveyance and inspection points. Also note the total amount of goods retained and the total
conveyance distance. Keep track of changes after improvements are made using the same chart
to compare.
With these tools in hand, brainstorm improvement ideas. In brainstorming, you must let ideas
flow freely. One unlikely suggestion may trigger a good idea. Select and further analyze good
ideas. The arrow diagram and the flow analysis should not take you too long or keep you away
from your observation of the factory floor. Draw the arrow diagram while watching the
production of the product on the floor and use it to help you see the waste there. Keep it relevant
and keep looking. The whole purpose of using this tool and the others discussed is to help you
gain a “sixth sense” for waste. You will start to see the waste at some point as you do this, and
when you do you will never be able to not see it again.

C. The Operations Analysis Table

The Operations Analysis Table focuses on people’s actions. As discussed in the previous topic,
not everything you do adds value. Operations analysis tables help you identify the waste in your
own operations. See the table below. Either have your supervisor fill in the table or do it as a
team, filling it in for each other. It is hard to do it for yourself because you can’t watch yourself
the same way someone else can.

To prepare and use operation analysis table, consider the followings.

• Fill in the table on the factory floor

• Look for detail – Write everything down that you possibly can.
• Identify the waste – Analyze as critically as you can to distinguish work from waste full
movement. Everything that is not value-added must be counted as waste.
• Set an improvement goal: Review all the data from your observation and decide what
would be best to improve and how much improvement you expect.
• Eliminate waste- Eliminate waste from everything except the real work operations.
Write down the results of your improvement efforts on the “After Improvement” side of
the table.

D. The Standard Operation Combination Chart

Standard operations are a critical aspect of lean production. In order to create standard
operations, current conditions must be understood and waste must be eliminated from all aspects
of the process. A Standard Operation Combination Chart focuses on the relationship of people,
goods and machines.

By plotting the cycle time of all activities in the process you can discover where the waste is and
design the process to create a more efficient combination and reduce overall cycle time.

E. The Workshop Checklist for Major Waste Finding

In the previous portions you have seen detailed checklists for identifying specific instances of
each one of the seven deadly wastes. The Workshop Checklist for Major Waste Finding allows
you to identify – in a more general way – the seven types of waste in a work area.

Table 2: Workshop checklist for major wastes findings

Workshop Checklist for Major Wastes Findings

Workshop Name: Date:

S. Pro 1 2 3 4 5 6 7 Waste Improv

N cess Magn ement
Muda of Mud Mu Muda of Muda Mu Mu
Na itude Rankin
Overpro a of da Transpo of da da
me Total g
duction Inve of rtation Proce of of
ntory Mot ssing Def Wai
ion ect ting
Improv
Ma
ement
 Ideas
king and
Comm

To use the workshop checklist for major waste finding, consider these points.

• Choose several processes or work areas and look for waste.

• Rank the improvements that are needed. Focus improvements on the process with the
greatest total when you add up the magnitude columns.

Figure 1 Four Level of Magnitude

• Choose the first process to be improved from the workshop checklist.

• Brainstorm improvement ideas and then carry out them.

Self-Check 2 Written Test

Instructions: Perform the following tasks. Write your answers in the answer sheet provided:

• List out at least three ways to make waste visible.

 ________________________________________________________________________
____________________________________________________

• What are the four factors to be identified in arrow diagram?

________________________________________________________________________
____________________________________________________

• How operation analysis table is prepared and used?

________________________________________________________________________
____________________________________________________

• List the four analysis factors.

________________________________________________________________________
____________________________________________________

• What are the four Level of Magnitude of waste?

_______________________________________________________________________
_____________________________________________________
 Information Sheet-6. Identifying and measuring wastes/MUDA based on

relevant procedures

Benefits of Waste/Muda Identification

Muda identification has a number of benefits for both customers and the employees. The
following are some of these benefits.

• Cutting the hidden costs of production

• Increased customer satisfaction
• Increased job satisfaction
• Contributing to improvement
Muda at workplaces can be identified by using different kaizen tools and techniques which
include:

• Workshop checklist for major waste finding

• Standard operation combination chart
• Operations analysis table
• Summary chart of flow analysis
• Arrow diagram

Identifying and Measuring Muda

It is not easy to find waste when you look at the production line or the warehouse or an
operation. If you have never been involved in improvement activities you will find it even harder
to discover waste that may be right in front of you. Waste is everywhere, in every operation; it is
so common and you are so used to it that it is hard to see.

The procedures used to effective waste identification are:

• Make waste visible

• Be conscious of the waste
• Be accountable for the waste.
• Measure the waste.
Make waste visible: Waste can be made visible in several ways such as:

• Shop layout analysis

• Process flow analysis
• Take photos/video
Be conscious of the waste: When something is denied as waste, it also cannot be stopped.

Be accountable for the waste: When one refuses to accept responsibility for the waste, then
he/she will not eliminate it.

Measure the magnitude of the waste: When the waste is not measured, people may think it is
small or insignificant and therefore will not be motivated to stop it. What is not measured is not
improved. Appreciate its size and magnitude.

The methods used to measure muda are:

• Do time study by work element

• Measure travel distance
• Measure total steps
• Make list of items/products, who produces them and who uses them & those in
warehouses, storages etc.

Example: How to measure muda

Operation:-To staple two papers using a stapler where the work place is disorganized.

The needed materials and tools for the activity include:

• Two pieces of paper

• Stapler and Staples
Table 1. Measuring muda

No Activities Time Category of the Action to be How

taken operation taken to
eliminate
 1 Searching for 35 Sec Muda Eliminate 5S(Set-in-
Stapler order)

2 Searching for 30 Sec Muda Eliminate 5S(Set-in-

Staples order)

3 Putting the 8 Sec Non-Value Minimize Load

Staples into the adding staples
stapler ahead

4 Putting the two 3 Sec Non-Value

papers together adding -

5 Staple the papers 2 Sec Net Operation -

(Value
Adding)

Lessons from the drill

Total time of operation=78 Sec

• Net Operation (Value adding) =2 Sec (2.6%)

• Non-Value adding operation=11 Sec (14.1%)
• Muda (Unnecessary operation) =65Sec (83.3%)
 Written Test

Self-Check -4

Direction I: Give short Answers

Instructions: Give short and precise answers for the following questions. Write your answers on
the spaces provided.

• Discuss the steps to effective waste identification (4 points)

• What are the benefits of muda identification to the company?(4 points)
 Information sheet 7. Reporting wastes to relevant personnel

Common Formats/Checklists for Muda Identification

Muda/wastes identified in workplaces should be reported to the responsible person to take

appropriate corrective actions to the problems. The following example formats/check lists (indicated
in Table 5 to Table 10 are most commonly used to report the identified Muda at any work places
(manufacturing or service providing workplaces).

Table 1: Sample inventory waste-finding checklist

Process: Date:

Description of waste Yes No Magnitude Causes

1 Lots of inventory on shelves and floors.

2 Shelf and floor storage takes up lots of

space.

3 Inventory stacks block walkways.

4 In-process inventory accumulates within

individual operation.

5 In-process inventory is stacked up between

operators.

6 In-process inventory is stacked up

between processes.
7 Impossible to visually determine quantities
of in-process inventory.

Total

Result

Table 2. Motion Waste-finding Checklist

Process: Date:

Description of waste Yes No Magnitude Causes

1 Walking

2 Turning around

3 Leaning sideways

4 Bending over

5 Too wide arm movements.

6 Unnecessary wrist movements.

7 Wasteful work piece set up/removal.

8 Non-standardized repetition of operations.

9 Using different motions each time.

10 Operations divided into many little

segments.

Total

Result
Table 3. Waiting/Idle Time Waste-finding Checklist

Process: Date:

Description of waste Yes No Magnitude Causes

1 Work piece delay from previous

process.

2 Machine busy status.

3 Missing item(s).

4 Lack of balance with previous

process.

5 Lack of planning

6 Lack of standard operations.

7 Worker absence.

8 Too many workers (more than two).

Total

Result

Table 4: Defect Waste-finding Checklist

Process: Date:
 Description of waste Yes No Magnitude Causes

1 Complaints from next process.

2 Defects within the process.

3 Human errors.

4 Defects due to missing part(s).

5 Defects due to wrong part(s).

6 Omission(s) in processing.

7 Defect(s) in processing.

8 No human automation.

9 No mistake-proofing.

10 No inspection within process.

11 Defects not addressed by

improvement activities.

Total

Result

Table 5. Processing Waste-finding Checklist

Process: Date:

Description of waste Yes No Magnitude Causes

1 Process is not required for product

function.
2 Process includes unnecessary

operations.

3 Process can be replaced by

something less wasteful.

4 Part of process can be eliminated

without detracting from product.

Total

Result

Note: Rate 0 for Yes and 1 for No

Written Test
Self-Check-4

Direction I: Give short Answers

Instructions: Give short and precise answers for the following questions. Write your answers on
the spaces provided.

• Discuss how to report the identification of the seven types of MUDA.

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_________________________________________________________
 Operation Sheet 1: Procedures for identifying categories of operation
Steps

Step 1: Select one operation.

Step 2: Identify and write your customer.

Step 3: Identify/Define what your customer needs.

Step 4: Observe and list out the contents of the operation.

Step 5: Categorize the contents of the operation as Net operation/Value adding operation Non-
value adding operation and Muda.

Step 6: Measure the three categories of the operation (Time).

Step 7: Compare them.

Step 8: Write the action needed to be taken for the three categories of the operation.
 Operation Sheet 2: Procedures of drawing and aanalyzing Current Situation of Work
Place

Activity 1: Draw and analyze current situation of the work place using the arrow diagram

Steps for creating your arrow diagram.

Step 1. Understand the purpose

Step 2. Select the product to be analyzed

Step 3. Prepare a factory layout diagram

Step 4. Make the arrow diagram

Activity 2: Draw and analyze current situation of the work place using workshop checklist
for major waste finding

Steps

Step 1: Prepare and use a standard workshop check list for major waste findings

Step 2: Choose several processes or work areas and look for waste.

Step 3: Using the checklist find the major forms of waste at each process (Note the magnitude of
each waste (Using the figure below)).

Step 4:
Rank the improvements that are needed.
Figure 12: Four Level of Magnitude

Step 5: Choose the first process to be improved from the workshop checklist.

Step 6: Brainstorm improvement ideas and then carry out them.

 Operation Sheet 3: Procedure for analyzing the existence of Mura, Muri and Muda

Steps

Step 1: Select a workplace.

Step 2: Write the work load on each machine/worker in process.

Step 3: Recognize the actual capacity of each worker/machine in the process.

Step 4: Compare capacity against work load of workers/machines.

Step 5: Explain the existence of Mura, Muri and Muda on each machine/worker.

Step 6: Write their causes.

 Practical Demonstration

LAP Test 1

Name: ____________________________ Date: ________________

Time started: ________________________ Time finished: ________________

Instructions: Given necessary reagents, tools and materials you are required to perform the
following tasks within 6 hours.

Task 1: Identify categories of operation

Task 2: Draw and analyze current situation of the work place using the arrow diagram

Task 3: Draw and analyze current situation of the work place using workshop checklist for
major waste finding

Task 4: Analyze the existence of Mura, Muri and Muda.

 Ethiopian TVET-System

Web Development and Database Administration

LEVEL II
Learning guide #
Unit of Competence:
Module title:
LG Code : EIS WDDBA2 M01 0322
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LO#3 Analyze causes of a problem

Information Sheet-1: Listing causes of problems

Listing causes of problems

The following are some of the general causes of muda.

• Large lot production (Example: Production of more irrigation water beyond the crop
irrigation water requirement).
• Anticipatory production (producing product in advance of demand)
• Inability to achieve short changeover 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
• Acceptance of inventory as normal or as a “necessary evil”
• Poor equipment lay out
• Long changeover times
• Shish-kabob or large lot production
• Obstructed flow of goods
• Anticipatory production
• Defective parts
• Isolated operations
• Low employee morale
• Poor work layout
• Lack of training
• Undeveloped skill
• Emphasis on downstream inspection
• No standard for inspection work
• Omission of standard operations
• Material handling and conveyance

Analaysing using 4MIE

• Man

Man factors means the comprehensive capacity of project participants, including managers’
ability of leadership, decision-making skills and command capability; the direct operators’
technical ability, emotional status, physique, adaptability and manual operation capability; the
quality supervisors’ and the inspectors’ understanding and mastery of standards as well as
working methods.

• Material
Material is the basis composition unit of project entity, so it constitutes the quality of project
entity. If material quality cannot meet the standards, engineering quality would not meet the
requirement also. Quality control of materials is the prerequisite of ensuring engineering quality.
In addition, the quality of material will not only affect the structural safety of engineering and
the personal safety of users, but also directly affect the economic returns of investors.

• Machine

Machine is the indispensable tool in engineering, and affects the quality directly. The factors
such as whether the type of engineering equipment meet the characteristics of engineering,
whether the performance is advanced and stable, whether the operation of machine is convenient
and safe, etc., will affect the quality of the engineering.

• Method

Method refers to the technical solutions, process, organization measures, testing methods,
engineering design, supervision and planning, supervision framework and so on.

• Environment

Environments includes engineering and technical environment, such as engineering geology,

hydrology, etc.; project management environment, such as quality assurance system, quality
management system; working environment, such as the labor combination, workplace and so on.

Root cause analysis (RCA) is a systematic, scientific approach to determining the principal cause
of a problem. Once the root of a problem is known, it’s possible to find a truly effective solution
- one that will stop the problem from happening again, as opposed to merely treating its current
effects.
Very similar approach to addressing problems is taking place in many organizations. Quite often
we hear that a problem was caused by human error and that “it is the operators/ workers who are
behind an issue”. Science has proven that this is rarely true. Actually, human error occurs only
once per ten thousand repetitions in simple tasks and once per ten in complicated non-routine
tasks. For the rest of the cases, system is the cause. Initial reasons that eventually lead to
mistakes and problems arising lie in the system design and interrelation of system aspects (e.g.
process design, operational interactions, etc.). This was also discovered by Dr. Edwards Deming
and famously quoted “a bad system will beat a good person every time”.

Initial reasons that eventually lead to mistakes and

problems arising lie in the system design and interrelation
of system aspects
Muda arises from poor operations and unused capacity where activities in a process don’t’ add to
the value for customer or increase hazardous risks for an employee. Muda is process waste that
can be allocated to non-value-added activities which appear essential (e.g. inspections and
testing) and non-value-added activities that are unnecessary in creating value.

Now here is where systems thinking come along. Muda is the consequence of Mura flow waste
arising from poor integration of work, and Muri and irrational waste arising from poor decision-
making. Process variation that is not caused by customers, creating uneven and inconsistent flow
is Mura (e.g. impact of the “bullwhip effect” on a supply chain). Muri, overburdening a system,
is often leadership induced when resources (men and machines) are pushed beyond the natural
limits (process capability and capacity) and when decisions are based on average performance
instead of understanding actual variation. As we can see, improving system performance requires
understanding the interrelations of Muda, Mura, and Muri.
Taking a look around, we realize that the interrelations of Muda, Mura and Muri are evident in
our daily work. For example, managing by “making the numbers” at the end of each period of
managerial accounting (Mura, creating inconsistent flow) pushes sales and operations to reach
month end quotas (Muri, overburdening a system) leading to defects and rework (Muda, waste).
Or another example, managing by a standard cost accounting system that is based on averages
(Muri), causing overly high minimum order quantities and the purchase of greater than required
amounts of raw material or parts (Mura), leading to excessive inventory and motion (Muda).
Realizing the connection between Muda, Mura and Muri in decision making improves the
changes for enhancing organizational performance and helps in avoiding introducing more waste
to a system.

What is Idea Generation?

Idea Generation is the beginning of the process of innovation specifically for new products,
innovative solutions, or business models that are innovative, There are a variety of idea
generation techniques to help create new ideas. Brainstorming is an example that is well-
known, as are mind mapping, role-playing, and reverse thinking. We’ll discuss each of these
techniques more thoroughly later in the article.

Idea Generation Techniques

There are several Idea Generation strategies that we recommend. Each of them requires the use
of spare space and an assortment of record-keeping supplies: a whiteboard and markers, butcher
paper, or other ways of writing down the thought process behind the ultimate output .idea
generation includes brainstorming, exploring and examining ideas in various ways, elaborating
and conceptualization.

Testing and evaluating suggested solutions

The evaluation process can be divided into six stages:

• defining the 'ideal' solution

• eliminating unviable solutions, i.e. those which do not meet the constraints
• evaluating the remaining solutions against the results required
• assessing the risks associated with the 'best' solution and, if acceptable
• Making the decision.

What Is an Action Plan?

In project management, an action plan is a document that lists the action steps needed to achieve
project goals and objectives. Therefore, an action plan clarifies what resources you’ll need to
reach those goals, makes a timeline for the tasks or action items and determines what team
members you’ll need to do it all. We’ll define what project goals, project objectives, action items
and action steps are later on in this guide.

The fundamentals to getting an action plan basic steps:

• Define your Project Goals

• Define your Project Objectives

• Define Action Steps

• Identify and Prioritize Action Items

• Define Roles & Responsibilities

• Allocate Resources

• Set SMART Goals

• Set a Timeline for your Action Plan

• Write an Action Plan

Ethiopian TVET-System
Web Development and Database Administration
LEVEL II
Learning guide #
Unit of Competence:
Module title:
LG Code : EIS WDDBA2 M01 0322
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LO#4 Eliminate wastes/MUDA

LG (1-4) Eliminate wastes/MUDA.

Instruction sheet

This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics:

• Preparing and implementing elimination plan of MUDA

• Necessary attitude to eliminate MUDA
• The ten basic principles to eliminate MUDA
• Tools and techniques to eliminate wastes/Muda.
• Reducing and eliminating Wastes/MUDA.
• Reporting Improvements

This guide will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:

• Prepare and implement elimination plan of MUDA

• Necessary attitude to eliminate MUDA
• The ten basic principles to eliminate MUDA
• Tools and techniques to eliminate wastes/Muda.
• Reducing and eliminate Wastes/MUDA.
• Report Improvements
Learning Instructions:

Read the specific objectives of this Learning Guide.

 • Follow the instructions described below.
• Read the information written in the “Information Sheets”. Try to understand what are
being discussed. Ask your trainer for assistance if you have hard time understanding them.
• Accomplish the “Self-checks” which are placed following all information sheets.
• Ask from your trainer the key to correction (key answers) or you can request your trainer
to correct your work. (You are to get the key answer only after you finished answering the
Self-checks).
• If you earned a satisfactory evaluation proceed to “Operation sheets
• Perform “the LAP test” which is placed following “Operation sheets”
• If your performance is satisfactory proceed to the next learning guide,
• If your performance is unsatisfactory, see your trainer for further instructions or go back to
“Operation sheets”.

Information Sheet-1: Preparing and Implementing Plan of MUDA Elimination

Planning for Elimination of the 7 Types of Wastes

A plan prepared to eliminate MUDA/waste should identify what the muda is, what is its cause,
how it is fixed (methods used to fix or eliminate the MUDA) and when to fix the problem (the
time plan). PDCA is used in planning and implementing MUDA elimination processes.

The following sample action plan may be used as an action plan to eliminate any of the seven
MUDA in the work place.

Table 1 Muda eliminating action plan (sample FORMAT)

S.No Type of MUDA Descriptio Its Methods of Deadline Responsibility

n Causes Elimination for
fixing
the
MUDA

1 Overproduction
 2 Inventory

3 Motion

4 Transportation

5 Processing

6 Defect MAKING

7 Waiting

Written Test
Self-Check -1

Direction I: Short Answer Item

Instruction: Give short and precise answers to the following questions and write your answers
in the spaces provided on answer sheet 1.

1. List the common items included in planning for Muda elimination (10 pts ).

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________
 Information Sheet-2: Adopting attitude and ten basic principles to eliminate waste
/MUDA

Adopting necessary attitude and the ten basic principles for improvement to eliminate

waste/MUDA:

First you must adopt an attitude that supports your ability to see waste. Waste is hard enough to
find when you want to find it; if you don’t want to find it, or if your response to find it is denial
or resistance, then it will never be possible for you to root out waste and make your work
environment stress free.

It is very important that you understand that one purpose of discovering waste is to take the
frustration out of your work. Many people will resist seeing the waste in their work. Just don’t let
it be you. You may hear yourself or others saying things like: “Let’s not fix what is not broken.”
“Can’t we live well enough alone?” “This is just another attempt to make us work harder for the
same amount of money.” “It looks good on paper, but it will never work on the floor.” “We tried
that twenty years ago. It didn’t work then; it won’t work now.” “That is not my job.” and so on.
You know the lines. You have probably said one or two of them at one time or another. We all
have. Resistance is normal. Just don’t let it keep you from learning to see the waste in your work.
In the end, you are the one who suffers most from the results of waste.

The Ten Basic Principles for Improvement

• Throw out all of your fixed ideas about how to do things.

• Think of how the new method will work-not how it will not.
• Don’t accept excuses. Totally deny the status quo.
• Don’t seek perfection. A 50 percent implementation rate is fine as long as it is done on
the spot.
• Correct mistakes the moment they are found.
• Don’t spend a lot of money on improvements.
• Problems give you a chance to use your brain.
• Ask “Why?” at least five times until you find the ultimate cause.
• Ten people’s ideas are better than one person’.
• Improvement knows no limit.

Methods of Eliminating Wastes/Muda.

• Waste of overproduction (largest waste)

• Just-in-time production systems create products at the rate they are needed
• Pull systems in production can be used to tailor production to meet demand
• More accurate sales projections can reduce overly-high targets and rebalance production
priorities

• Waste of time on hand (waiting)

• Process mapping and BPMN techniques allow managers to see an overview of entire
flows
• Increased communication with suppliers or deliveries to combat downtime
• Flexible labor force capable of taking on responsibilities across different company areas

• Waste of transportation
 • Moving aspects of production to be localized, possibly as part of increased vertical
integration
• Mapping transport flows in the production process and seeking to streamline and
standardize these patterns
• Increased digitization or paperwork reduction to decrease movement in business
processes.

• Waste of processing itself

• Value stream analysis, also known as information-flow mapping
• Waterfall diagrams help companies measure the cumulative effect of sequential variables
• Streamlining standard operating procedures to reduce overall volume of documentation

• Waste of stock at hand

• Tackle waste of overproduction if it is seen to be the underlying cause
• Reassess production targets in order to better meet demand
• Analyze the production rates of slow-moving stock with variable demand

• W
aste of movement

Fig.1 Difference between motion and transportation

• Assembly lines can minimize worker movements

• Clear categorization and availability of needed tools or equipment
 • Effective training procedures and easily accessible and actionable standard operating
procedures

Waste of making defective products

• Avoid segmenting quality control departmentally; quality control can benefit from a
holistic perspective
• Use techniques like the DMAIC process and other Six Sigma methodologies to tackle
defects
• Make sure workers are appropriately trained and standardized processes are being
adequately followed

Written Test

Self-Check -3
Direction I: Short Answer Item

Instruction: Give short and precise answers to the following questions and write your answers
in the spaces provided on answer sheet 1.

1. Describe how to fix/eliminate wastes related to the following types of Muda?

• Waste of making defective products

________________________________________________________________________
____________________________________________________

• Waste of movement
________________________________________________________________________
____________________________________________________

• Waste of stock at hand

 ________________________________________________________________________
____________________________________________________

• Waste of processing itself

________________________________________________________________________
____________________________________________________

• Waste of transportation
________________________________________________________________________
____________________________________________________

• Waste of time on hand (waiting)

________________________________________________________________________
___________________________________________________

• Waste of overproduction (largest waste)

________________________________________________________________________
____________________________________________________

Information sheet 3. Using tools and techniques based on procedures and OHS

5S (Five S)

It involves implementing 5S/workplace organization to eliminate Wastes/Muda. Problems

cannot be clearly seen when the work place is disorganized. Cleaning and organizing the
workplace helps the team to uncover problems. Making problems visible is the first step of
improvement.
5S is a philosophy and a way of organizing and managing the workspace and work flow with the
intent to improve efficiency by eliminating waste, improving flow and reducing process
unreasonableness

S1 sort

Categorize equipment, furniture, tool in your working place into the following 3 categories

1. Necessary

2. Unnecessary

3.May not necessary

This step will also help with the “just in case” attitude

Set

Set” is based on finding efficient and effective storage of necessary items

Labeling, numbering, zoning for clear identification of storage areas to keep necessary items
Shine

Cleaning up one’s workplace daily so that there is no dust on floors, machines or equipment.

Daily sweeping and mopping of floor, bathroom, corridor etc.

• Regular cleaning and maintenance of equipment and tools.

Standardize

Maintain an environment where S1 to S3 are implemented in the same manner throughout the
organization.

Checklist development and regular usage for SOPs

• Mechanism and format development for ordering supplies, reporting etc

• Color coding for waste segregation

• Standardized common symbols

Sustain

Maintain S1-S4 through discipline, commitment and empowerment

Regular progress reporting

• Refresher training

• Periodical evaluation of 5S activities with proper advices for continuation and further
improvements

Layout Improvement

Is to plan the placement of machineries, raw materials, workers, etc. in order to produce raw
materials, parts or products economically. When the layout of a shop floor is decided, it is
necessary to plan considering production conditions and environmental conditions appropriately.
Layout improvement is important technique to avoid ”Muda, Mura and Muri” due to placement
in production activities.

Brainstorming

Brainstorming can be used to list down all the problems faced by an organization, their causes
and the potential effects if a certain suggestion is implemented.

Rules of brainstorming process are:

• The subject for brainstorming should be clear and accurate.

• Each member will give only one opinion / idea at each turn regardless of the number of
ideas he / she may have.
• A tension-free atmosphere must be maintained to encourage free expression of ideas.
• Every idea expressed should be written on the black / white board, flip chart or noted
down by a secretary.
• At the end of the brainstorming session, all the ideas expressed should be evaluated one
by one and short-listed.

Andon

Is an indicator informing team leaders and supervisors of the current workshop situation with
color boards, flash lights, and automated announcement?

In Lean manufacturing, an andon refers to a tool that is used to inform and alarm workers of
problems within their production process. It is an integral part of applying Jidoka in the
workplace.

U-line

Is a layout in which the inlet and outlet are positioned in the same direction to avoid walking
back for a single operator?
 Fig. 1 U-line

In-lining

Is a way to make the production lines simple and effective by integrating the parts processing
into the main line in the unit production?
 Fig. 2 In-lining

Unification

Even if a flowing line cannot be formed, odd operations can be combined together in a place
into an operator’s work.
 Fig, 3 Unification

Multi-process handling and Multi-skilled operators

• Multi-process handling- means that a single operator manages multiple machines and
processes in product processing and assembling. This is the primary factor for
constructing lines by a small number of operators.
• A multi-skilled Operator- can deal with several machines or processes as described
above. The supervisor can make a flexible placement of operators when someone within
the same team or section is absent.
A.B. control (Two point control): Is a devised automatic control function. It controls the
machine movement when they come to start or stop working depending upon the number of
work pieces piled up between the preceding process and the following process.

Fig. 4 A.B control

Cell production line: This is a production line that a single operator manages all the machining
or assembly operations in unit production.

Advantages

• Quality assurance can be ensured.

 • The production output or efficiency of each operator can be clarified.
• Operators can obtain a feeling of work achievement.
Line balancing: Refers to the state where there is a difference in time required for each process
of a production line. It is determined that the line balance is good if this difference is small
(usually smaller than 15%), but in a bad case the line balance should be improved by levelling
out the work time through shortening that of a very time-consuming process and increasing loads
of processes consuming less time.

Build in quality at each process

1. Quality should be built into each process.

2. Guarantee the quality in each process.

• Do not make Defect

• Do not pass defect
• Work to standard
If machines stop abnormally during operation:

• Worker stops operation, if he/she finds abnormality.

• Don’t send the next process the defects.
• Abnormality will understood simply.
• “Visual control” visually control the states, ANDON,
• Production analysis board, Standardized work chart etc.
Kanban System

It’s a TOYOTA Production System manufacturing tool. Kanban is not inventory control system
rather it is scheduling system.

In production it tells us:

• What to produce
• When to produce it
• How much to produce
Total Productive Maintenance (TPM)

Total means all individuals in the organization working together. Productive means Production of
goods that meet or exceed customer’s expectations. Maintenance means keeping equipment and
plant in good condition at all times.

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 was introduced to achieve the following objectives. 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.

Kanban prevents over production and it is used to give instruction for production and
conveyance in every process.

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.

A. 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.

B. 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 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.

The 8 Pillars of TPM

Pillar 1 - 5S: TPM starts with 5S.

Pillar 2-Autonomous maintenance: This pillar is geared towards developing operators to be

able to take care of small maintenance tasks, thus freeing up the skilled maintenance people to
spend time on more value added activity and technical repairs.
 Fig. 5 the 8 Pillars of TPM

Pillar 3 - kaizen: Basically kaizen is for small improvements, but carried out on a continual
basis and involve all people in the organization. The principle behind is that "a very large
number of small improvements are more effective in an organizational environment than a few
improvements of large value. By using a detailed and thorough procedure we eliminate losses in
a systematic method using various Kaizen tools.

Pillar 4 - Planned maintenance: It is aimed to have trouble free machines and equipment
producing defect free products for total customer satisfaction. With Planned Maintenance we
evolve our efforts from a reactive to a proactive method and use trained maintenance staff to
help train the operators to better maintain their equipment.

Target:

1. Zero equipment failure and break down.

2. Improve reliability and maintainability by 50 %

3. Reduce maintenance cost by 20 %

 4. Ensure availability of spares all the time.

Pillar 5 - Quality maintenance: It is aimed towards customer delight through highest quality
through defect free manufacturing. Focus is on eliminating non-conformances in a systematic
manner, much like Focused Improvement. We gain understanding of what parts of the
equipment affect product quality and begin to eliminate current quality concerns, then move to
potential quality concerns. Transition is from reactive to proactive (Quality Control to Quality
Assurance).

Target:

1. Achieve and sustain customer complaints at zero

2. Reduce in-process defects by 50 %

3. Reduce cost of quality by 50 %.

Pillar 6 - Training: It is aimed to have multi-skilled revitalized employees whose morale is

high and who has eager to come to work and perform all required functions effectively and
independently. Education is given to operators to upgrade their skill. It is not sufficient know
only "Know-How" by they should also learn "Know-why". By experience they gain, "Know-
How" to overcome a problem what to be done.

This they do without knowing the root cause of the problem and why they are doing so. Hence it
become necessary to train them on knowing "Know-why". The employees should be trained to
achieve the four phases of skill.

The different phase of skills is:

Phase 1: Do not know.

Phase 2: Know the theory but cannot

do. Phase 3: Can do but cannot teach

Phase 4: Can do and also teach.

Pillar 7 - Office TPM: Office TPM should be started after activating four other pillars of TPM
(JH, KK, QM, and PM). Office TPM must be followed to improve productivity, efficiency in the
administrative functions and identify and eliminate losses. This includes analyzing processes
and procedures towards increased office automation.

Pillar 8 - Safety, health and environment: In this area focus is on to create a safe workplace
and a surrounding area that is not damaged by our process or procedures. This pillar will play an
active role in each of the other pillars on a regular basis.

Written Test
Self-Check -3

Direction I: Matching item

Direction I: Match items under column 'A' with items listed under column 'B'. Use the space
before each question to write your answers.

A B
1. Kanban System A. Is an indicator informing team leaders and supervisors of the
current workshop situation with color boards, flash lights, and
automated announcement.

2. Andon B. Is a way to make the production lines simple and effective by

integrating the parts processing into the main line in the unit
production

3. Layout C. Is a layout in which the inlet and outlet are positioned in the same
improvement direction to avoid walking back for a single operator.

4. Unification D. Is to plan the placement of machineries, raw materials, workers,

etc. in order to produce raw materials, parts or products
economically.
5. U-line E. Prevents over production and it is used to give instruction for
production and conveyance in every process.
6. F. odd operations can be combined together in a place into an
operator’s work.
7. Breakdown G. Maintenance activities that are undertaken after a specified period
maintenance of time or amount of machine use.

Preventive H. Maintenance strategy, where repair is done after the equipment

maintenance failure/stoppage or upon occurrence of severe performance
decline.

Information sheet 4. Reducing and eliminating wastes /MUDA in accordance

with OHS and organizational requirements
Eliminating waste

You should always start with identifying the value according to the customer. Make that value
adding processes flow through your organization at the pull of the customer. "When you go out
into the workplace, you should be looking for things that you can do for your people there.
You've got no business in the workplace if you're just there to be there. You've got to be looking
for changes you can make for the benefit of the people who are working there.” Taiichi Ohno"

Before one can stop waste, he/she should able to see it, recognize it as waste, identify who is
responsible, and finally appreciate its size and magnitude. Waste that is not seen cannot be
eliminated. When something is denied as waste, it also cannot be stopped. When one refuses to
accept responsibility for the waste, then he will not eliminate it. Finally, when the waste is not
measured, people may think it is small or trivial and therefore will not be motivated to stop it. As
the saying goes “What is not measured, is not improved”.

Strategies Used for Waste Reduction

Table 1 Strategies used for reducing the seven types of Muda

S.No Type of MUDA Strategies to reduce

1 Transportation • Store materials as close to the point of use as possible

• Avoid transportation over long distance

• Avoid overproduction

2 Inventory • Dispose of obsolete material to save space and avoid confusion

• Do not produce items ahead of customers delivery requirement

• Do not manufacture products in excess

3 Motion • Motion economy principal

• Effective supervision

4 Waiting • Time management

5 Over Processing • Improve work allocation and identify more effective methods

• Limit overproduction

6 Overproduction • Strong production planning and control

• Production according to customer schedule

• Firm delivery requirements

7 Defects • Conduct design review; reduce defective materials and train

 employees
• Maintain machines and equipment regularly

Written Test

Self-Check -4

Direction I: Short Answer Item

Instruction: Give short and precise answers to the following questions and write your answers
in the spaces provided on answer sheet 1.

1. Differentiate between waste elimination and waste reduction

2. Describe waste reduction strategies related to the following types of Muda

• Waste of making defective products

______________________________________________________________

• Waste of movement
________________________________________________________________

• Waste of stock at hand

_____________________________________________________________

• Waste of processing itself

______________________________________________________________

• Waste of transportation

• Waste of time on hand (waiting)

 ______________________________________________________________

• Waste of overproduction (largest waste)

______________________________________________________________

Operation Sheet -1: Techniques of Preparing and Implementing Plan of MUDA Elimination
Techniques of Preparing and Implementing Plan of MUDA Elimination/Improvement.

Steps

Step 1: Select and use all the necessary tools and equipment’s (including PPE)

Step 2: Analyze the documents of the already identified wastes in several processes or work
areas

Step 3: Rank the improvements that are needed. Focus on improvements on the process with the
greatest total when you add up the magnitude of its wastes.

Step 4: Choose the first process to be improved from the workshop checklist.

Step 5: Set target

• What? Decrease/Eliminate the amount of the waste specified.

• When? By the End of ----
• How many? Minimize the problem from –to –
Step 6: Prepare Activity Plan (see the following sample)

S. Type of Basi Magnitu Photo/ Descripti Methods Durati Responsibil

N Muda c de of the Video on of the of on to ity
Cau waste effect of eliminati elimina
se of the waste ng the te the
 the (Shortag waste muda
wast e of
e space,
time,
quantity
in the
units of
m2,
peaces or
any
other
unit)

2
3
4
 5

Step 7: Implement the plan to eliminate/improve the waste

 Practical Demonstration

LAP Test 1
Name: _____________________________ Date: ________________

Time started: ________________________ Time finished: ________________

Instructions: Given necessary reagents, tools and materials you are required to perform the
following task within 1 hour.

Task 1: Prepare a plan for elimination/improvement of Muda

_____________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
____________

Tangible results may include but not limited to:

• Quantifianle data
Intangible results may include but not limited to:

• Qualitative data
Various types of diagrams

• Line graph
• Bar graph
• Pie chart
• Scatter diagram
• Affinity diagram

• Verbal responses
• Data entry into laboratory or enterprise
• Brief written reports using enterprise performances

Ethiopian TVET-System

Web Development and Database Administration

LEVEL II
 Learning guide #
Unit of Competence:
Module title:
LG Code :
LG 5
LO #5 - Prevent occurrence of wastes/MUDA.
Instruction sheet
This learning guide is developed to provide you the necessary information regarding the following content
coverage and topics:

 Preparing and implementing prevention plan of MUDA.

 Discussing and preparing standards for
 Machines
 Operations
 Defining normal and abnormal conditions.
 Clerical procedures and procurement.
 Visual and auditory control methods.
 Using 5W and 1H sheet for waste-free workplace
 Doing completion of required operation.
 Updating of standard procedures and practices.
 Ensuring capability of the work team

This guide will also assist you to attain the learning outcomes stated in the cover page. Specifically, upon
completion of this learning guide, you will be able to:

 Preparing and implementing prevention plan of MUDA.

 Discussing and preparing standards for
 Machines
 Operations
 Defining normal and abnormal conditions.
 Clerical procedures and procurement.
 Visual and auditory control methods.
 Using 5W and 1H sheet for waste-free workplace
 Doing completion of required operation.
 Updating of standard procedures and practices.
 Ensuring capability of the work team

Learning Instructions:
Read the specific objectives of this Learning Guide.
1. Follow the instructions described below.
2. Read the information written in the “Information Sheets”. Try to understand what
are being discussed. Ask your trainer for assistance if you have hard time
understanding them.
3. Accomplish the “Self-checks” which are placed following all information sheets.
4. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you
finished answering the Self-checks).
5. If you earned a satisfactory evaluation proceed to “Operation sheets
6. Perform “the Learning activity performance test” which is placed following
“Operation sheets” ,
7. If your performance is satisfactory proceed to the next learning guide,
8. If your performance is unsatisfactory, see your trainer for further instructions or
go back to “Operation sheets”.
Information Sheet-1 Preparing and implementing prevention plan of MUDA
Introduction
To prevent muda at work place, a plan for preventing should be prepared and
implemented appropriately.
Planning for MUDA Prevention
Consider the following points when planning for muda prevention at work place.
 When selecting a project think about how you can identify that an area requires
improvement. What inputs help you recognize if an area is not conforming to the
required standard?
 Achieve this by producing an agreed, clear problem statement, that uses facts,
and does not mention any countermeasures.
 Pre-empts countermeasures without understanding the problem based on
opinions not facts. States the facts, giving frequency, timescale, and impact.
 Specific actions should be highlighted for completion. The key here is that plans
should be time-bound and bought-off by the relevant owner.
The action plan should address the following.
 Why are we undertaking the project?
 What are we going to do? What data is required?
 Who is responsible for each task? Who should be involved?
 How must it be accomplished? How do we review?
 Where can we find relevant data and facts?
 When must a task be complete?
 Written Test
Self-Check -1

Direction I: Short Answer Item

Instruction: Give short and precise answers to the following questions and write your answers in the
spaces provided on answer sheet 1.

1. List down the items the action plan should address

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________

2. What points do you consider when n planning for muda planning prevention of muda?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
____________________________________________________________
 Note: Satisfactory rating 100%

You can ask your teacher for the copy of the correct answers.

Score = ___________
Information Sheet- 2 Discussing and preparing standards for machines ,operation
Rating: ____________

Standardization

Standardization is defined as an activity that gives rise to solutions for repetitive

application to problems in various disciplines. Generally, the activity constitutes the
process of establishing (determining, formulating, and issuing) and implementing
standards. Thus, standards are the perfect result of a standardization activity and inside
the context of quality systems consist of quality documents or documents related to the
quality system.
Procedures that necessitate many decisions should be written along with flow chart.
Requirement for document identification and control, accountability and traceability
responsibility must be involved with every SOP; this can be obtained by supporting
constant format.

Types of SOPs

Safety and Quality: Since safety and quality are the most critical things to manage in any factory, you
might want to focus on general or role-specific, work instructions that have an impact on these two
areas. These SOPs ensure that workers follow internal controls and comply with industry and
government regulations with regards to safety and quality.

Line Performance: If you are experiencing issues on a specific line, or need to create new lines due to
expansion, you might want to focus on your line performance SOPs. These standard operating
procedures would outline the most efficient and effective methods for setting up a line, switching
between different products on the line, and operating and troubleshooting equipment on the line.
Worker Performance: If, on the other hand, you are experiencing performance gaps between shifts,
teams or individual workers, or you need to quickly train new workers, you might want to make work
instruction SOPs a priority. SOPs geared towards replacing a retiring worker would focus on the specific
role and troubleshooting procedures, while standard work instructions aimed at training many
employees due to high turnover, would focus on entry-level workstations.

The processes involved in creating standards and procedures include:

 Prioritizing the SOP

 Creating the SOP
 Publishing and Promoting the SOP
 Training and Testing Workers on the SOP: Training and testing workers on the new standard
operating procedure are equally important. Just because workers have completed the training
doesn’t mean that they have fully absorbed and retained the new work instructions.
 Working at Standard: Releasing and training workers on a standard operating procedure is just
the beginning.
Workplace Safety Procedures

The most important concept to remember is that you are responsible for your own
safety and the safety of others. Most safety practices are common sense. Unfortunately,
they can be forgotten or overlooked unless you make safe practices a habit or an
instinct.

General Safety: By doing things right, you and your co-workers will commit yourselves
to safety on the job and everyone will benefit. Accidents occur in many ways but most
often can be traced back to one of two basic factors: ignorance or carelessness. You
must always be concerned with your own safety and with the safety of others around
you.

The following is a general list of safety precautions you must observe in any work area:
 Don’t fool around. “Horseplay” is one of the biggest causes of injuries on the job
and it may be grounds for dismissal.
 Never work while under the influence of drugs or alcohol, as you are a hazard to
yourself and your co-workers.
  Pay particular attention to moving objects, such as equipment, dollies, mixers,
and slicers.
 Walk; do not run, in the work areas.
 Stay completely alert on the job.
 Avoid back strain by lifting properly.

Lock-out procedures: All powered machinery or equipment shut down for

maintenance or repair must be secured against the possibility of the equipment being
accidentally turned on while being worked on. To safeguard the person working on such
equipment, lock-out procedures must be posted near the equipment, and the
procedures listed must be followed before repairs or maintenance can start.

Locking out a machine usually means the power feeding the machine is disconnected
either by pulling a plug, placing a switch in the off position, or turning a circuit breaker to
the off position. The disconnected circuit is then secured in the inoperative position by
the use of a padlock. The person doing the maintenance or repair keeps the key to this
lock until the work on the machine has been completed. The worker then removes the
lock and the machine is again operable.

Depending on the situation, the lock might be used to secure the power switch of the
machine or it might be used to lock shut the door to a circuit breaker panel where the
thrown breaker is located. If the machine is not wired into its own power circuit but
simply plugs into the wall, the lock-out procedure may require that the machine be
turned off with its power switch and unplugged from the power receptacle. The plug end
of the machine must be kept in plain view of the repair person so no one can
inadvertently restore power without the repair person’s knowledge.

Example for Procedures for equipment:

 Never use any machine you have not been trained to use.
 Pull plug or throw switch to off position before cleaning or adjusting any machine.
Keep fingers, hands, spoons, etc., away from moving parts. Wait until machine
stops before moving food.
  Check all switches to see that they are off before plugging into the outlet.
Particular care must be taken when cleaning the slicing machine.
 First pull the plug.
 Turn the gauge to zero in order to cover the edge of the blade
 Do not touch the edge of the blade
 Clean the blade from the centre out.
 Clean the inside edge of the blade with a stick that has a cloth wrapped around
one end.

General procedures for machines include:

 Never start a machine until you are sure all parts are in their proper places. If it is
a machine that operates with gears, check the gear position.
 You must be aware of the lock-out procedures that are to be followed before
repairing or cleaning any machine. Lock-out procedures must be clearly posted
by management near each machine.
 When using electrical power equipment, always follow the manufacturer’s
instructions and recommendations. Do not wear rings, a wristwatch, or a tie when
operating electrical power equipment.

Equipment Safety: Extreme care should be taken when operating equipment. Before
you attempt to operate any tool or piece of equipment, you must be fully trained by an
experienced operator. Make sure that all guards are in place and function properly and
that all electrical connections are properly made.

You should observe the following precautions when using equipment:

 Understand the correct operating procedures and safety precautions before
operating a piece of equipment.
 Ensure that all guards are in place and functioning before any machine is started.
 Report defective or unsafe equipment to a responsible individual
 Do not distract or interfere with the equipment operator.
  Make sure that the cords to electrically powered tools are in good condition, with
no frayed parts or bare wires showing and make sure that the tools are properly
grounded.
 Keep edge-cutting tools properly sharpened so that they do the job well and do
not have to be forced because of dull edges.
 Use tools only for their intended use and select the right size for the job.
 Report to equipment that is broken or does not function properly to supervisor

Electrical safety: Even though you may normally deal with low voltages and current,
the values are never far away from lethal levels. You can receive a shock or burn from
any common electrical circuit.

The severity of the electrical shock depends on four factors:

 The amount of current that passes through the body
 The path that the current takes through the body
 The frequency of the current
 The length of time that the current flows within the body.

Normal household current (plugs and light circuits) is generally limited by a circuit
breaker to a value of 15 amps. This device has been designed to trip and open a circuit
if the 15 amp value is exceeded. It is possible to cause fatal injury with a current flow of
only 50 milliamperes (mA). One milliampere (1 mA) is one one-thousandth of an amp.

In order for you to get an electrical shock, you must become part of the electrical circuit.
You have to contact a live portion of a circuit while in contact with a lower potential such
as a ground. Such an arrangement will complete an electrical circuit through your body
to the ground, causing current to flow.

2.4. Clerical procurement

It is a subsection of the finance or accounts payable departments. The function is

expected to contribute to the business only in so far as it detects waste and prevents
major abuses of institutional procedures.
There is no recognized Head of Procurement or overall procurement manager.
Purchasing activity is largely carried out at user/requisitioner level. Where a dedicated
buyer exists, requisitions are passed to the buyer to order, frequently detailing the
supplier, price and agreed terms.

Procurement is focused on processing the large volumes of paper produced and

minimizing transaction speed. Performance is monitored, if at all, on the number of
requisitions processed and the delay from requisition to order. Given that the clerical
buyer is most often found within the finance function, invoice queries form a large part of
the workload.

Procurement procedures and guidelines are limited to finance procedures regarding

competitive tendering and the appropriate number of quotations to be obtained.
Resources are focused on an arbitrary basis derived from finance policy and
procedures related to monetary authorization levels.

Organization of Procurement Support Work Procurement clerk and technician positions

are located in a variety of work situations. The work can involve one or more phases of
the procurement process, or it can span the entire procurement process from the pre-
award phase through the post-award phase. Some positions support agency or activity
staff programs, such as contracting policy or small business offices.

Roles of Procurement clerks include:

 preparing, verifying, abstracting, controlling, or closing out procurement documents, files, reports,
or records
 updating and maintaining the currency of procurement documents or related information;
 sorting, compiling, typing, and distributing requisitions, contracts, orders, modifications,
 tracking the status of requisitions, contracts, and orders using automated or manual files and
through contacts with vendors, supply technicians, inventory managers, etc.;
 attending bid openings and abstracting bid information;
 maintaining bidder mailing lists by adding or deleting vendor information in the system;
 assembling contract file information and entering purchase order or contract data into a
management information system;
  reviewing reports and researching errors or conflicting information in procurement
documentation;
 assembling and preparing procurement management reports by gathering and consolidating
pertinent information;
 monitoring contractor performance and recommending modifications to the contract;
 investigating customer or vendor complaints of errors in shipment, payment, and/or contract
documentation;
 developing manual or assist in development of automated procurement procedures;
 reviewing purchase order or contract files for inclusion of specific documents

Factors affecting equipment effectiveness

 Equipment failure (breakdown)

 Setup and adjustment downtime
 Idling and minor stoppages
 Reduced speed
 Process defects
 Reduced yield

Cycle Time and Set-Up Reduction: The amount of time that elapses between the completions of two
parts completed on the same line. 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”. It is
important to note that with 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.

Shorter runs produce customer orders with less lead time. 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. Past OEE (Overall Equipment Efficiency) studies show that set-up and
adjustments can consume up to 50% of total production time.

Table The Equipment Losses (you can and must measure)

 Set up and adjustments including: Equipment Failures:

Equipment Availability  Changeovers  Sporadic breakdowns.

 Programming  Chronic breakdowns.
 Test runs
Equipment Efficiency Idling and Minor Stoppages Reduced Speed

 Jams and other short stoppages.  Equipment worn out.

 No parts, no operator.  Lack of accuracy.
 “Blocked”.
Quality Process defects

- Scrap
Others Equipment warm up etc. No parts, no operator.

Availability: Loading time = Total available time per day(or month) – Planned downtime

Planned downtime: amount of downtime officially scheduled in the production plan.

OEE (Overall Equipment Efficiency) : OEE = A x PE x Q

Possibly there are three ways that failure may occur.

1. A - Availability of the machine. Availability is proportion of time machine is actually available out of
time it should be available. (the equipment can stop working completely known as a total failure),

total time av ailable - downtime

Availability ty%) = *100%
total time available

2. The equipment can work slower than it is capable of known as the partial failure (throughput
rate/Performance), and

number of units manufactur ed

Performance (%) = *100%
Possible number of manufacturable units
 3. The equipment or product can lose quality known as quality failure (Quality).

number of units produced - number of defects

Quality (%) = *100%

Number of units produced

OEE Exercise

Calculate Availability, Performance, Quality and OEE based on the following information.

Item Data
Shift Length 8 hrs = 480 min
Short Breaks 2@15 min = 30 min
Meal Breaks 1@30min=30min
Down Time 47min
Ideal Run Time 60 pieces per min
Total Pieces 19,271 pieces
Reject Pieces 423 pieces

a. Availability = Operating time

Planned production time

= 373 minutes / 420 minutes

= 0.8881 = 88.81%

b. Performance = (Total pieces /Operating time) Ideal

Run Time

= (19,271 pieces/373 minutes)/60 pieces per minute

 = 0.8611 = 86.11%

c. Quality = Good Pieces

Total Pieces

= 18,848 / 19,271 pieces

= 0.9780 = 97.80 %

d. OEE = Availability X Performance X Quality

= 0.8881 X 0.8611 X 0.9780

= 0.7479 = 74.79%
Self-Check -2
Written Test
 Direction I: Short Answer Item

Instruction: Give short and precise answers to the following questions and write your
answers in the spaces provided on answer sheet 1.

1. List down factors affecting equipment effectiveness

________________________________________________________________________
__________________________________________

2. What are the major roles of Procurement clerks?

________________________________________________________________________
__________________________________________

3. Explain machine workplace safety procedures

___________________________________________________________________________
_____________________________________________

4. Discuss SOP of a machine

________________________________________________________________________
________________________________________________________________________
___________________________

Note: Satisfactory rating 100%

You can ask you teacher for the copy of the correct answers. Score = ___________

Rating: ____________
Information sheet 3 : Visual and Auditory Controls

Methods for waste prevention

We have discussed how you discover waste and what to do to remove it; but it doesn’t end there.
Unfortunately, problems always crop up, and we prevent them from becoming sources of waste we will
be right back where we started in no time at all. 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:

 Standardization
 Visual controls
 Auditory controls
 5W and 1H Sheet

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 re assessed.

Standards are required for:

 Machines
 Operations
 Defining normal and abnormal conditions
  Clerical procedures
 Procurement

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.

The factory is a living thing and must constantly be adjusted to stay responsive to changes in the
environment. 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 – You probably did this at the beginning of your improvement activities when you
implemented 5S. If not, do it now: 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 red-tagged
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. Always keep the production floor free of any thing that is not directly part of
the production process.

Signboards- The purpose of workstations and the names of the workers who operate them should be
displayed at every processing point. 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. The products produced on each line or in each cell can be displayed, and so on.

Outlining- Boarders around tools and equipment, big and small, help people find and return things.
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. Outlining to indicate goods to be
processed or parts that have been processed becomes a signal to material handlers for replenishing or
for delivery to the next process.

Andons- 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- These little signs accompany work-in-process. 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- These indicate when operations get out of sync with demand or when
defects are around. They keep awareness focused on solving problems and keep waste from taking
root.
 Written Test
Self-Check -3
Direction I: Short Answer Item

Instruction: Give short and precise answers to the following questions and write your answers in the
spaces provided on answer sheet 1.

1. Enumerate visual and auditory controls

_____________________________________________________________________________________
________________________________________________
2. What are the four important methods you can use for maintaining a waste-free production
environment?
________________________________________________________________________________
________________________________________________________________________________
_____________________________

3. Define standardization
___________________________________________________________________________________
___________________________________________________________________________________
________________________________
Note: Satisfactory rating – 100%

You can ask your teacher for the copy of the correct answers.

Score = ___________

Rating: ____________

Information sheet 4: Using 5W and 1H sheet for waste-free workplace

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.

The 5W and 1H sheet is a tool that will help you systematically apply this method. Figure 1 shows one
sheet filled out. (Use the side columns when multiple questions or answers arise at any step of solving a
single problem). Figure 2 shows an example of an improvement idea that resulted from the use of the
5W1H Sheet in figure 1.
Fig. Showing 5W and 1H Sheet
 Fig.2 showing Improvement in Drill Bit Storage

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”:

1. Look with the eyes of a child- All improvement begins with the first why. Never cease looking and
never cease asking that first why. As you practice this, the result will follow.

2. 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.

3. 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. Operators need to
continually examine their own operations to stay alert for new problems and new ideas for solving
them that may come to mind as they do their jobs.

4. Break down fixed thinking- If you ask “why” and “how” often enough you will eventually run out of
“known” answers. At this point you may reach internal mental resistance to the discovery of what you
don’t know. 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.

5. Do it now- Don’t wait. Put your ideas into practice immediately!

 Written Test
Self-Check 4
Directions: Answer all the questions listed below. Use the Answer sheet provided in
the next page:

1. What are the four methods for maintaining a waste free production environment?

________________________________________________________________
____________________________________________________________

2. How standardization does maintains a waste free environment?

________________________________________________________________
____________________________________________________________

3. How visual and auditory controls does maintains a waste free environment?

________________________________________________________________
____________________________________________________________

4. How 5W and 1H sheet does maintains a waste free environment?

________________________________________________________________
____________________________________________________________

Note: Satisfactory rating – 100%

You can ask you trainer for the copy of the correct answers.

Score = ___________

Rating: ____________
Information sheet 5. Doing completion of required operation

Use of Standard Operating Procedures

Standard operating procedures (SOPs) are step-by-step instructions that act as guidelines for employee
work processes. Whether written up in numbered steps or formatted as flow charts, effective SOPs are
complete, clearly written, and based on input from the workers who do the job. When employees follow
the SOP for a particular job, they produce a product that is consistent and predictable.

The following are some benefits of standard procedures and practices in completion of operation.

 Readiness for Future Growth

 Standard Operating Procedures Simplify Performance Management
 Control the Quality and Consistency of Your Product
 Protect Yourself from Knowledge Loss
 Save on Training Costs
 Greater efficiency
 Consistency
 Easier for employees

Completing Operation of Eliminating Muda

The end of muda elimination is evaluating the effects of the implemented muda elimination tools and
techniques and reporting the result using different standard sheets at the work place. This step is used
to compare and contrast the condition of the workplace after and before kaizen/implementation of
muda elimination techniques.
The following two tables (Table 12 and Table 13) are used for this purpose. Kaizen Effect Evaluation
Sheet

Name of the Process:_________________________________________________

Work place:_________________________________________________________

Problem Solving Title:________________________________________________

Table 1: Part one –Quantitative Results

Improvement Indicators Before Target After Kaizen Improvement (%)

S.No

1 Muda Elimination Indicators

1.1. Tools & Equipment
1.2 . Parts Saving
1.3 . Raw Material saving
1.4. Transportation
1.5 . Motion in Meter
1.6 . Transaction Time
1.7. Excess Stock
1.8. Expired Stock
2 Productivity indicators
2.1. Lead time
2.2. Machine down time
2.3 . Frequency of

2.4. Production volume per

day
2.5. Labor saving
2.6. labour productivity
2.7. Delivery time
3 Quality Indicators
3.1. Defect rate
3.2. Raw material damage in %
3.3. Number of

4 Other Indicators
 4.1. Number of new
inventions
4.2. Minimized cost of

Describe the Qualitative results and change that are achieved by Muda and

Elimination/Reduction based on the indicators listed below.

Table 2 Part Two –Qualitative Results

S.No Improvement Indicators Description of the Result

1 Muda Elimination capacity of workers

2 New inventions and Improvements

3 Motivation of workers

4 Awareness about Safety

5 Corporate culture of kaizen

6 Team work

7 Transaction Time

Name of Worker__________________________________ Name of Leader_______________________

Signature________________________________ Signature______________________

Date: ____________________________________ Date:_______________________

_____________________________________________
 Written Test
Self-Check -5

Direction I: Short Answer Item

Instruction: Give short and precise answers to the following questions and write your answers in the
spaces provided on answer sheet 1.

1. List down importance and benefits of standard operating procedures

_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_________________
 Score = ___________
Note: Satisfactory rating – 100%
Rating: ____________
You can ask you teacher for the copy of the correct answers.

Information sheet 6. Updating of standard procedures and practices .

Checking the existing SOPs

Here are some questions to ask as you consider whether your existing SOPs are in use
throughout your organization and are still working as you intended them to.

Staff awareness:
 Where are the SOPs kept? Is the "centralized" copy really still available?
 Does everyone have a copy? Does new staff get a copy right away? Is there someone responsible
for assuring this?
 Do all of the staff know more than vaguely what you are talking about when you ask about
policies?

Usefulness of current SOPS:

 Do you hear consistent grumbling from staff regarding any particular procedures
 Is the manual truly comprehensive? Have you noticed any gaps
 Are the SOPs still realistic? Efficient? Effective? Is there now a better way
 When did you last really read them

Integration with your operations:

 Are staffs still involved in conversations that arise about needed updates
 Are you open to changes and improvements, even though you worked so hard to get what you
have now
  Is your training still linked to procedures, and successful at helping staff understand what it is
they need to accomplish
 Needs for Change

The following are the kinds of changes needed most of the time For example:
 If awareness is the issue, you may need to produce and distribute the procedures and ask
supervisors to remind staff about them.
 If the information is out of date, you can use the process outlined in Part I to identify and make
necessary changes to the SOPs.
 If there's a lack of acceptance of the SOPs, do some digging to find out why:
 Is the use of the SOPs included in job descriptions, employment policies, performance objectives,
and training?
 Are the SOPs too cumbersome to use? Are they unnecessarily complicated or too far removed
from day-to-day reality?
 Do your supervisors believe in their value and insist on their use? If not, why?
 Do line staff resist following the SOPs? If so, why?

Identifying where the gaps between the procedures and their acceptance occur means
that you can focus on a response that addresses the real issues and involves the right
people.

Ways of Making Changes

Designate only one person to actually enter changes in the master document. This
person could be your director of operations, manager, and executive director based on
what's best for your agency.
Here is a suggested process for identifying and implementing changes to your SOPs:
 Include SOPs on the agenda of regular department staff meetings if there are any suggestions for
change, deletions, or additions that need to be discussed.
 After discussion with the entire department, the department supervisor advises the director of
operations of his/her team's suggestions or needed clarification.
 The director of operations evaluates the requested change and if necessary discusses it with the
executive director or leader.
  If the Director of Operations and the ED agree to make the change, that section of the master
SOP manual (both electronic and physical copy) is updated with the new wording and instruction.
 A memo then goes out to the entire staff with a summary of the update, and the page and
section number that was updated. Each staff person also receives a printed copy of the new
revised section for the staff member to update their own manual.

Updating SOPs

Development of SOPs and keeping them up to date and used must be a priority of an
agency. Agencies who are most successful with following SOPs have made it
someone's main task to:
 keep the SOPs current,
 ensure training is taking place based on the SOPs, and
 Prevent SOPs from falling to the bottom of the priority list.

Many agencies are understaffed, and yours may be one of them. If you are thinking you
can't devote staff time to SOPs, think again about all of the aspects of your operation
that will run more smoothly, more safely, and more reliably when everyone follows a
good set of SOPs. SOPs are the core of your entire operation, and therefore critical to
the internal and external success of your program.

SOPs should be reviewed by all staff, department supervisors and the director at least
once each year, and suggestions from staff should always be considered for changes of
process. The consequences of not having SOPs in good working order are far more
serious than the inconvenience of keeping them updated.

Organizations need to develop a comprehensive system to ensure that all policies,

procedures and training programs are continually reviewed and updated, in practice as
well as in writing. Making such a review part of supervisor job descriptions, and making
time for it on the calendar help ensure that your organization keeps the information
current and functional.

SOP Advocate: Is a staff person who takes charge of SOPs in your organization. Select a staff who:

 is organized,
 does not "have an agenda,"
 likes people, and
 Understands the importance of this project and document.
When you find this individual, see where you can make some changes so this person
has the time and energy to take on your SOPs.
Written Test
Self-Check -6

Direction I: Short Answer Item

Instruction: Give short and precise answers to the following questions and write your answers in the
spaces provided on answer sheet 1.

1. Why changes are needed in standards and practices at work places?

______________________________________________________________________
__________________________________________________________________
1. List the characters of a staff person you may choose as SOPs advocate
________________________________________________________________
____________________________________________________________
2. Suggest the processes used for identifying and implementing changes to your
SOPs
____________________________________________________________
____________________________________________________________
 Score = ___________

Rating: ____________
Note: Satisfactory rating – 100%

Information sheet 7. Ensuring capability of the work team

Teams

A team is a group of people working toward a common purpose. A team is a group of people who work
together toward a common goal. Teams have defined membership (which can be either large or small)
and a set of activities to take part in. People on a team collaborate on sets of related tasks that are
required to achieve an objective. Each member is responsible for contributing to the team, but the
group as a whole is responsible for the team’s success.

Organizations typically have many teams, and an individual is frequently a member of

more than one team. Some teams are permanent and are responsible for ongoing
activities. For instance, a team of nurses in a maternity ward provides medical services
to new mothers. While patients come and go, the tasks involved in providing care
remain stable. In other cases a team is formed for a temporary purpose: these are
called project teams and have a defined beginning and end point linked to achieving a
particular one-time goal.

The Purpose of Teams

Organizations form teams to accomplish tasks that are too large or complex for an
individual to complete. Teams are also effective for work that requires different types of
skills and expertise. For example, the development of new products involves
understanding customer needs as well as how to design and build a product that will
meet these needs. Accordingly, a new product-development team would include people
with customer knowledge as well as designers and engineers.

So, teams are used for the following purposes.

 In a business setting most work is accomplished by teams of individuals. Because of this, it is
important for employees to have the skills necessary to work effectively with others.
 Organizations use many kinds of teams, some of which are permanent and some of which are
temporary.
 Teams are used to accomplish tasks that are too large or complex to be done by an individual or
that require a diverse set of skills and expertise.

Teamwork

 Teamwork involves a set of interdependent activities performed by individuals who collaborate

toward a common goal.
 Teamwork involves shared responsibility and collaboration toward a common outcome.
 Teamwork processes can be divided into three categories: the transition process, action
processes, and interpersonal processes.
 Five characteristics of effective teamwork are shared values, mutual trust, inspiring vision, skills,
and rewards.

Teamwork involves a set of tasks and activities performed by individuals who

collaborate with each other to achieve a common objective. That objective can be
creating a product, delivering a service, writing a report, or making a decision.
Teamwork differs from individual work in that it involves shared responsibility for a final
outcome.
 Fig1: Teamwork (Human skill involves the ability to work effectively as a member of a
group and to build cooperative effort in a team).

Teamwork Processes

While the substance of the tasks involved in teamwork may vary from team to team,
there are three processes that are common to how teamwork gets done: the transition
process, action processes, and interpersonal processes. During each of these
processes, specific sets of activities occur.

These processes include:

 The transition process is the phase during which a team is formed. Activities
include:
 Mission analysis: establishing an understanding of the overall objective
 Goal specification: identifying and prioritizing the tasks and activities needed to achieve the
mission
 Strategy formulation: developing a course of action to reach the goals and achieve the
mission
  Action processes comprise the phase during which a team performs its work.
Activities include:
 Monitoring milestones and goals: tracking progress toward completion of tasks and
activities
 Monitoring systems: tracking the use of resources such as people, technology, and
information
 Coordination: organizing and managing the flow of team activities and tasks
 Team monitoring and support: assisting individuals with their tasks by, for example,
providing feedback and coaching.
 Interpersonal processes include activities that occur during both the transition and
action processes including:
 Conflict management: establishing conditions to avoid disagreement and resolving conflict
when it occurs
 Motivation and confidence building: generating the willingness and ability of individuals to
work together to achieve the mission

 Affect management: helping team members to regulate their emotions as they work
together.
Characteristics of Effective Teamwork

An effective team accomplishes its goals in a way that meets the standards set by those
who evaluate its performance. For instance, a team may have a goal of delivering a new
product within six months on a budget of $100,000. Even if the team finishes the project
on time, it can be considered effective only if it stayed within its expected budget.

Effective teamwork requires certain conditions to be in place that will increase the
likelihood that each member’s contributions and the effort of the group as a whole will
lead to success.

Effective teams share five characteristics include:

Shared values: a common set of beliefs and principles about how and why the team members will work
together
Mutual trust: confidence between team members that each puts the best interest of the team ahead of
individual priorities

Inspiring vision: a clear direction that motivates commitment to a collective effort

Skill/talent: the combined abilities and expertise to accomplish the required tasks and work
productively with others

Rewards: recognition of achievement toward objectives and reinforcement of behavior that supports
the team’s work

Effective teamwork requires that people work as a cohesive unit. These five
characteristics can help individuals collaborate with others by focusing their efforts in
a common direction and achieving an outcome that can only be reached by working
together.

Elements of Effective Teamwork in the Workplace

Elements of successful teamwork include:
 Communication: Effective communication is the most important part of teamwork and involves
consistently updating each person and never assuming that everyone has the same information.
 Delegation: Teams that work well together understand the strengths and weaknesses of each
team member.
 Efficiency
 Ideas
 Support

The following methods are used to align individual goals with organizational goals for mutual success
includes:

 Clear company goals.

 Communicate the company strategy and vision relentlessly.
 Employees set their own goals within the company framework.
 Avoid incentives; focus on attaining goals
 Hire only the cultural fit.

Ways of building organizational capabilities are:

  Establish a programme of change to build organizational capability;
 Identify a senior champion and initiate top down implementation;
 Excite management buy-in;
 Incentivize value-focused behaviors through recognition and reward;
 Focus on identifying the areas of greatest need to maximize effectiveness; and

Written Test
Self-Check -7

Direction I: Short Answer Item

Instruction: Give short and precise answers to the following questions and write your answers in the
spaces provided on answer sheet 1.

1. List elements of successful teamwork

_____________________________________________________________________________________
___________________________________________________

1. Enumerate the characteristics effective teams

__________________________________________________________________________________
_____________________________________________

2. Discuss teamwork processes

______________________________________________________________________________
______________________________________________

3. Mention the purpose of teams

______________________________________________________________________________
______________________________________________

5. Define the following terms

A. Teamwork______________________________________________________
B. Teams_________________________________________________________

Note: Satisfactory rating – 100%

You can ask you teacher for the copy of the correct answers.

Score = ___________

Rating: ____________

Reference
 Reference Book: Identifying Waste on the Shopfloor (1996).
 Ethiopian Kaizen Manual (2011).
 Journals/publications/magazines
 Job specifications
 Safety Manual and Guide