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Grok the Muda : We Must Recognize Waste To Remove It
Description :
"Grok," from Robert A. Heinlein's Stranger in a Strange Land, means "to understand so thoroughly that the observer becomes a part of the observed. "The Merriam-Webster dictionary defines it as follows: "to understand profoundly and intuitively." Taiichi Ohno applied the same principle to all forms of waste. "To implement the Toyota production system in your own business, there must be a total understanding of waste." This means we must thoroughly grok the muda.
Attendees will learn through real-world examples the same thought process that lean experts like Henry Ford, Shigeo Shingo, Masaaki Imai, and Taiichi Ohno used to recognize forms of waste that most others would overlook.
Areas Covered in the Session :
  1. To grok the muda means to thoroughly understand the principle of waste. This makes the difference between ordinary and world-class performance, the kind of performance exemplified by the Ford Motor Company during the first part of the 20th century.
    • Ford's bottom line results as of 1915, from grokking the muda: "And with these appears, as at once cause and effect, an absolutely incredible enlargement of output reaching something like one hundred fold in less than ten years, and an enormous profit to the manufacturer." Charles Buxton Going, preface to Ford Methods and the Ford Shops by Arnold and Faurote,  1915.
  2. Know that poor quality is the only one of the seven Toyota Production System's wastes that announces its presence. The others are asymptomatic and can often hide in plain view for literally centuries, as proven by enormous waste of labor in the brick-laying trade.
  3. Recognize that the process adds value only when it transforms the work. This is the value-adding "Bang!" as described by Masaaki Imai. The takeaway is that 90 or even 99 percent of the cycle time that the work spends in the factory is non-value-adding. Little's Law states, meanwhile, that inventory is proportional to cycle time so, if even 90% of the cycle time is non-value-adding, there is ten times as much inventory as necessary.
  4. Recognize the issue of waste motion, and be able to remove it from the job. Henry Ford stated that no job should require anybody to take more than one step in any direction, or bend over.
  5. Identify and remove material waste from the process, which supports ISO 14001.
  6. "Lose the Luddites." Overcome Luddism, or resistance to productivity improvement, by guaranteeing that nobody will lose his or her job as a result. Unions must, in return, forego restrictive work rules to make the program work.
  7. Recognize that missed opportunities, or what we don't do right, can be far more costly than mistakes, or what we do wrong.
Who Will Benefit:
Manufacturing managers, executives, and engineers who want to learn proven thought processes that can deliver bottom-line results. The principles also are applicable to many service activities.
About Speaker:
William A. Levinson, P.E., FASQ, CFPIM, is the owner of Levinson Productivity Systems PC. He holds professional certifications from the American Society for Quality, APICS, and Society of Manufacturing Engineers.
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