3Ms Of Kaizen Training Ppt

Slide 2

This slide illustrates the 3Ms of Kaizen for continuous improvement that are Muda, Muri, and Mura.

Instructor’s Notes:

The 3Ms of Kaizen for continuous improvement are:

Muda (Waste):

• Muda means eliminating waste or non-value-added activities from the manufacturing process
• Non-value-added activity is anything that adds no value from the customer's point of view

Muri (Overburden):

• The activity that exceeds the capacity of 4Ms: Man, machine, method, and material than required are Muri
• The excessive burden or load applied on machines, vehicles, and employees results in poor work

Mura (Unevenness):

• The process or activity in which there are large variations can result in losses that increase operation costs
• The loss can be reduced by balancing or by reducing variations in tasks such as demand forecast accuracy

Slide 3

This slide contains information about the 3Ms of Kaizen with focus on Muda (Waste). Muda is a Japanese term that means waste. Using Kaizen, businesses focus on eliminating (or reducing) waste or non-value-added activities from the manufacturing process for improved efficiency. 

Slide 4

This slide explains about the 3Ms of Kaizen Muri (overburden) for continuous improvement. It also explains that activity that exceeds the capacity of 4Ms against the actual requirement such as man, machine, methods, and material is known as Muri.

Instructor’s Notes:

Multiple factors that lead to Muri are:

Over-demanding:

• In a business setting, higher management gets over-demanding of employees; it is the process through which employees are pushed to give more input at work to produce increased output
• This increases the number of unfinished tasks, which could result in chaos and burnout

Lack of training:

• Companies neglect training sessions, resulting in team members taking more time to complete a task than required
• For e.g., if an employee is trained to work as a copywriter, but the manager decides to use them as a designer. It will be difficult for that employee to deliver good images; it will also take longer than a regular designer

Lack of communication:

• Employees working in an organization should have good communication with each other that will contribute to the success of the organization they are working for
• Establishing clear communication channels can help any overburdening scenario from arising
  • For e.g., A meeting between the manager and three of his team members resulted in a decision to make seven new landing pages for the company website
  • As the meeting was based on a verbal agreement, the designers were not informed of the project until the last day of submission, which resulted designers being overburdened. Ultimately, the organization suffered a negative impact due to the miscommunication

 Insufficient tools and equipment:

• Teams across organizations will feel overburdened as they require more time to complete their tasks as a result of old equipment
• It is essential to manage each team member; providing better quality tools is critical to preventing a systemic collapse of work processes

Ways to deal with Muri are:

Map team’s workflow:

• Start mapping your team's workflow with an identification of their capacity and valuing their creativity
• Setting workflow limits for each stage
• Each team member ensures that multitasking will not be done; every employee has to focus on completing the current task and then moving on to the next one

Standardize the process:

• Standardization is another way to deal with Muri
• Standardization helps in processing documents and training team members to ensure that everyone is trained to do the right work
• It also helps develop good communication between employees; misunderstandings and misconceptions are avoided

Slide 5

This slide illustrates Mura as a philosophy for continuous improvement. It also explains that the process or activity in which there are large variations leads to losses as operational costs rise.

Instructor’s Notes:

Examples of Mura are:

Uneven Customer Demand:

• Customer demands are always given utmost importance
• Companies find it difficult to forecast customer requirements as these are dynamic, which leads to unevenness
• Planning ahead is also considered a waste because, by the time the project is delivered, the customer demand might change

Uneven Workload Distribution:

• Employees sometimes deal an overwhelming number of tasks to complete
• Other team members may have limited work to occupy their professional time, leading to resentment
• This leads to work pressure on employees that can hamper their productivity

Irregular Working Rhythm:

• Irregular work rhythm happens when a business follows no standard work process
• It leads to an interruption in workflow, with processes going haywire

Slide 6 to 9

These slides illustrate cases of Muda, Mura, and Muri for Kaizen training session.