Articles

Eliminating Process Inconsistencies Enable Operations to Perform Consistently


Eliminating Process Inconsistencies Enable Operations to Perform Consistently

The universal misconception is, to improve output, you need to work faster. Lean, along with various other methodologies – such as Scrum or Agile Principles, support sustaining a consistent pace of work.

Lean Six-Sigma experts, like Janam Sandhu, recommend working like a Tortoise (with a steady pace) instead of running like a hare, over-consuming energies, and taking rest before resuming work.

Mura is a Japanese word that translates into English as unevenness, variation, or irregularity that could occur due to the below-mentioned reasons:

  • Uneven customer demand
  • Irregular flow of materials
  • Fluctuations in Inventory levels
  • The inconsistent pace of production
  • Fast modifying production quantities
  • Variations in the quality of critical parts
  • Erratic tempo or speed of working
  • Uneven distribution of the workload
  • Irregular and unplanned training of the workers
  • Missing operational targets, and other non-uniformities in the processes

Inconsistency in the count of customers' orders may happen due to seasons, day in a week, or week within the month. This irregularity may also occur when workers are unable to support others when demand shifts, mainly because of inadequate training. Moreover, internal processes can lead to Mura, primarily when the work gets completed in batches – like at the end of the day or week. This variation in the process completion results in creating piles of work (or bottleneck) for the next worker in the process and thus causing Mura. Industry experts, however, suggest that businesses need to look for functional unevenness or irregularities in many more places.

Historically, unevenness was probably the last of the three operational defects (Muda, Muri, and Mura) identified in the manufacturing domain. There is rarely a standard cure for functional irregularities in Lean manufacturing. Implementation of appropriate operating standards, however, may often depend on the type and details of process unevenness.

Often, Leveling or Just in Time is the most applied countermeasures to Mura. Lean Gurus, however, consider this to be a too-narrow approach for material flow. Additionally, merely implementing Leveling may make things considerably worse. According to these experts, implementing the Pull strategy through Kanban is an indispensable element of Scrum and other Agile methodologies, as this technique enables businesses to achieve Just-in-Time, more effectively.

Before Mura, there were, evidently, other strategies that helped managing unevenness, for instance, Henry Ford and his assembly line. One early example was probably the implementation of a production rhythm in German Junker's aircraft manufacturing by 1930. This methodology made its way to Mitsubishi in Japan, and from there to Toyota. Later, Lean manufacturing was accepted across the globe, retaining its German name, Takt (rhythm, timing, beat).

Inference

Mura is the operational unevenness in the workload distribution across an organization. A production process is a sequence of connected tasks that depend on one another. It is, therefore, critical to ensure that every element of that process has an appropriate burden of relevant jobs. It is just as crucial to make sure that nobody is delegating the defined tasks that might cause bottlenecks down the line. The primary goal is to avoid having too much chaos and unproductive tasks.

Enroll for course

English Version

https://jsixsigma.com/Courses/white-belt-english.aspx

Hindi Version

https://jsixsigma.com/Courses/white-belt-hindi.aspx

 

Posted on 22 July, 2019

802 times 2

Categories : Lean Six Sigma White Belt Course

Comments so far.. Add new comment

pooja mishra 28/07/2019

Best and simply explained videos..kindly make more videos

Tushar 24/07/2019

Your lectures are to the point and your concepts are crystal clear.

Related Articles

World-Class Performance l Value Discipline Model

World-Class Performance – Is it Achievable?

 

World-class performance, very common phrase indeed, used often, we think we understand its meaning and nothing is intriguing about it.

But I Disagree, in my opinion, World-class performance is such a common word used on every marketing material, I think it’s often misquoted and not unde...

Proving Value to Customer – Using Lean to create effective and efficient processes.

#Up-Skill with Janam Sandhu

Proving Value to Customer – Using Lean to create effective and efficient processes.

 

If your company is on the path of lean transformation and the goal is to create effective and efficient processes that help in retaining your customer base but also attain new customers or you are just starting and want to ge...

Lean Coffee l How to conduct lean coffee session I learn a better way to conduct productive meetings

A Lean concept – Productive Agenda-Less Meetings

It would be better to have a brief understanding of KANBAN CARDS before starting with the concept of Lean Coffee.

Kanban Cards: Since the article is about lean coffee, I won’t be plunging in detail. KANBAN was developed by Taiichi Ohno (an industrial engineer) at TOYOTA to improve manufacturing Pro...

Know about Janam Sandhu

Janam Sandhu (Six Sigma and Management Guru) is here to teach you Lean and Six sigma in an easy to understand format and I assure you if you follow my videos and blogs you will be able to understand and implement these techniques with ease.

When I look at the six sigma and lean I feel they are such easy and wonderful techniques which have been developed to help you carry your business in simple and efficient manner but when I look at current trends and the way lean and six sigma training being carried out, I feel their only mission is to complicate things.

Read more about us