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YASIR HUSSAIN
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Subject
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Quality and Reliability Engineering
Topic
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1

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Waste (Muda)
Muda is a traditional Japanese term for an activity that is wasteful
and doesn't add value or is unproductive. It is also a key concept in the Toyota
Production System (TPS) and is one of the three types of waste that it identifies. Waste
reduction is an effective way to increase profitability. Toyota merely picked up these
three words beginning with the prefix which in Japan are widely recognized as a
reference to a product improvement program or campaign. A process adds value by
producing goods or providing a service that a customer will pay for. A process consumes
resources and waste occurs when more resources are consumed than are necessary to
produce the goods or provide the service that the customer actually wants. The
attitudes and tools of the TPS heighten awareness and give whole new perspectives on
identifying waste and therefore the unexploited opportunities associated with reducing
waste.

Gap Analysis
In business and economics, gap analysis is a tool that helps a
company to compare its actual performance with its potential performance. At its core
are two questions: "Where are we?" and "Where do we want to be?" If a company or
organization is not making the best use of its current resources or is forgoing investment
in capital or technology, then it may be producing or performing at a level below its
potential. This concept is similar to the base case of being below one's production
possibilities frontier.

The goal of gap analysis is to identify the gap between the optimized allocation and
integration of the inputs (resources) and the current level of allocation. This helps
provide the company with insight into areas which could be improved. The gap analysis
process involves determining, documenting and approving the variance between
business requirements and current capabilities. Gap analysis naturally flows from
benchmarking and other assessments. Once the general expectation of performance in
the industry is understood, it is possible to compare that expectation with the
company's current level of performance. This comparison becomes the gap analysis.
Such analysis can be performed at the strategic or operational level of an organization.
Lean Production
Lean production, often simply, "Lean," is a production practice
that considers the expenditure of resources for any goal other than the creation of value
for the end customer to be wasteful, and thus a target for elimination. Working from
the perspective of the customer who consumes a product or service, "value" is defined
as any action or process that a customer would be willing to pay for.

Essentially, lean is centered on preserving value with less work. Lean manufacturing is a
management philosophy derived mostly from the Toyota Production System (TPS) and
identified as "Lean" only in the 1990s. TPS is renowned for its focus on reduction of the
original Toyota seven wastes to improve overall customer value, but there are varying
perspectives on how this is best achieved. The steady growth of Toyota, from a small
company to the world's largest automaker, has focused attention on how it has
achieved this.

Just In Time
Just-in-Time (JIT) a production strategy that strives to improve a
business' return on investment by reducing in-process inventory and associated carrying
costs. Just in Time production method is also called the Toyota Production System. To
meet JIT objectives, the process relies on signals or Kanban, between different points in
the process, which tell production when to make the next part. Kanban are usually
'tickets' but can be simple visual signals, such as the presence or absence of a part on a
shelf. Implemented correctly, JIT focuses on continuous improvement and can improve
a manufacturing organization's return on investment, quality, and efficiency. To achieve
continuous improvement key areas of focus could be flow, employee involvement and
quality.

Quick notice that stock depletion requires personnel to order new stock is critical to the
inventory reduction at the center of JIT. This saves warehouse space and costs.
However, the complete mechanism for making this work is often misunderstood.
Flow Production
Flow production, repetitive flow production, series production,
or serial production is the production of large amounts of standardized products,
including and especially on assembly lines. The concepts of mass production are applied
to various kinds of products, from fluids and particulates handled in bulk (such as food,
fuel, chemicals, and mined minerals) to discrete solid parts (such as fasteners) to
assemblies of such parts (such as household appliances and automobiles).

Flexible Tools
Flexible Tools are the Tools which can helps the operators or
worker to work on multiplies machines.

flexible plant
A flexible Plant is an arrangement of machine tools that is capable
of standing alone, interconnected by a work piece transport system and controlled by a
central computer. Often consists of an AGV or conveyor delivering work pieces (machine
tool pallets) and tools to machines.

Short Product Runs

It may seem strange to refer to a process that can
produce thousands of parts as a "short run", but the term is relative. Injection molding
has always been a process centered on producing millions of identical items, and in
most respects this is true today. With the development of technology, however, the
need has arisen for injection molded parts in smaller quantities, yet having the same
precision and relative price advantages of conventional injection molding.

Wide Product Variety

A merchandising strategy in which a retailer stocks a
large number of different products . A wide variety is used to draw in customers looking
for an array of goods, but does not mean that the retailer will offer many different
iterations of a specific product. For example, a convenience store may offer a wide
variety of products, but a limited number of choices within a particular product range.
Work to Demand / Demand driven
It is a manufacturing strategy in
which the production of product is start when a order or demand received. This strategy
is implementing in big project or in that product which require lot of resources.

Toyota Production System

The Toyota Production System (TPS) is an
integrated socio-technical system, developed by Toyota that comprises its management
philosophy and practices. The TPS organizes manufacturing and logistics for the
automobile manufacturer, including interaction with suppliers and customers. The
system is a major precursor of the more generic "Lean manufacturing." Taiichi Ohno,
Shigeo Shingo and Eiji Toyoda developed the system between 1948 and 1975.

Originally called "Just-in-Time Production," it builds on the approach created by the

founder of Toyota, Sakichi Toyoda, his son Kiichiro Toyoda, and the engineer Taiichi
Ohno. The founders of Toyota drew heavily on the work of W. Edwards Deming and the
writings of Henry Ford. When these men came to the United States to observe the
assembly line and mass production that had made Ford rich, they were unimpressed.
While shopping in a supermarket they observed the simple idea of an automatic drink
resupplier; when the customer wants a drink, he takes one, and another replaces it. The
principles underlying the TPS are embodied in The Toyota Way.

production smoothing
Production smoothing is a technique for reducing
the muda waste and vital to the development of production efficiency in the Toyota
Production System and Lean Manufacturing. The general idea is to produce
intermediate goods at a constant rate, to allow further processing to be carried out at a
constant and predictable rate.

Ideally production can easily be leveled where demand is constant but in the real world
where actual customer demand appears to fluctuate two approaches have been
adopted in lean: Demand leveling and production leveling through flexible production.

On a production line, as in any process, fluctuations in performance increase waste. This

is because equipment, workers, inventory and all other elements required for
production must always be prepared for peak production. This is a cost of flexibility. If a
later process varies its withdrawal of parts in terms of timing and quality, the range of
these fluctuations will increase as they move up the line towards the earlier processes.
This is known as demand amplification.

level scheduling
Manufacturing technique that aims to create a smooth flow of
production over a period. Its objective is to minimize disruptions caused by sudden
changes in demand levels by matching the product family schedules with product-by-
product schedules. To achieve the objectives of level scheduling, both the sales and
production departments must agree on a fixed level of output volume and output
duration.

line balancing
Line balancing is a technique for reducing the muda waste and vital
to the development of production efficiency in the Toyota Production System and Lean
Manufacturing. The general idea is to produce intermediate goods at a constant rate, to
allow further processing to be carried out at a constant and predictable rate.

Ideally production can easily be leveled where demand is constant but in the real world
where actual customer demand appears to fluctuate two approaches have been
adopted in lean: Demand leveling and production leveling through flexible production.

On a production line, as in any process, fluctuations in performance increase waste. This

is because equipment, workers, inventory and all other elements required for
production must always be prepared for peak production. This is a cost of flexibility. If a
later process varies its withdrawal of parts in terms of timing and quality, the range of
these fluctuations will increase as they move up the line towards the earlier processes.
This is known as demand amplification
JIT Building Blocks
Product design
Product design is concerned with the efficient and effective
generation and development of ideas through a process that leads to new products.

Product Designers conceptualize and evaluate ideas, making them tangible through
products in a more systematic approach. Their role is to combine art, science and
technology to create tangible three-dimensional goods. This evolving role has been
facilitated by digital tools that allow designers to communicate, visualize and analyze
ideas in a way that would have taken greater manpower in the past.

Product design is sometimes confused with industrial design, industrial design is

concerned with the aspect of that process that brings that sort of artistic form and
usability usually associated with craft design to that of mass produced goods.

Standard parts is to design product in small Parts which you can produce
continuously as quality product

Modular design In systems engineering, modular design — or "modularity in

design" — is an approach that subdivides a system into smaller parts (modules) that can
be independently created and then used in different systems to drive multiple
functionalities.

Consistent Quality There’s a big difference between consistent quality and

occasional quality. Every company occasionally produces a quality product. But what
separates the ordinary companies from the extraordinary companies is the ability to
produce quality products and services again and again.
 Product Design Flexibility it is the technical strategy to design product in that
way it can be modify or update which meets new requirements.

Process design
Process design is the design of processes for desire physical and
chemical transformation of material. It includes that arrangement of machines and
people for production.

Small lot sizes means use a small batch size in batch production which reduces
your storage and material handling costs.

Setup time reduction is the time in which machines or plant are not producing
product. It is a non value added activity.

Manufacturing cells is a part of manufacturing process that produces families of

parts within a single line or cell of machines operated by machinists who work only
within the line or cell.

 Limited work in process is to reduce the number of flow units contained within
the process or work–in–process WIP.

Quality improvement is that business operations continuously, always driving

for innovation and evolution.

Production flexibility approach is the arrangement, configuration, setup or

sequence can easily be changed with the improvement, modification or changing of
product is called production flexibility.

Little inventory storage is to implement just in time approach which reduce

your work in process inventory and your material storage and material handling costs.
Personnel/organizational elements

Workers as assets Companies should start seeing older workers as assets rather
than liabilities because company spend their money and time to train worker and able
to become a part of productivity.

The Internal Customer He defined internal and external customers as anyone

affected by the product or by the process used to produce the product, in the context
of quality management. Internal customers may play the role as supplier, processor,
and customer in the sequence of product development.

Cross-trained workers Cross training is training an employee to do a different

part of the organization's work. Training worker A to do the task that worker B does
and training B to do A's task is cross training. Cross training is good for managers,
because it provides more flexibility in managing the workforce to get the job done.
However, done right, cross training is good for the employees too. It lets them learn
new skills, makes them more valuable, and can combat worker boredom.

Continuous improvement or kaizen is that we improve our business operations

continuously, always driving for innovation and evolution.

Cost accounting In management accounting, cost accounting establishes budget

and actual cost of operations, processes, departments or product and the analysis of
variances, profitability or social use of funds. Managers use cost accounting to support
decision-making to cut a company's costs and improve profitability.

Leadership/project management is a systemized phased approach to

defining, organizing, planning, monitoring and controlling project. A project is an
interrelated set of activities with a definite starting and ending point. Which result in a
unique outcome for a specific allocation of resources.
 Manufacturing planning and control is also called Production
Planning and Control or Operations Planning and Control

The manufacturing planning and control system (MPC) is concerned with planning and
controlling all aspects of manufacturing, including managing materials, scheduling
machines and people, and coordinating suppliers and key customers.

Level loading is a technique for reducing the muda waste and vital to the
development of production efficiency in the Toyota Production System and Lean
Manufacturing. The general idea is to produce intermediate goods at a constant rate, to
allow further processing to be carried out at a constant and predictable rate.

Pull systems; manufacture rely on customer requests or demand and start

production after receiving the order.

Push System is to produced products on a predetermined schedule and then push

it into market for sell or store it.

Visual systems is that to represent all function of industry or productivity in graphs

which are easier to understand and make necessary decision to overcome that problem.

Close vendor relationships One Family Unlike you being the person giving
your services, the vendor is giving their services to you. This means that the vendor, to a certain
extent, is at your mercy and whim. However, it is unwise to approach vendor relationship this
black-and-white. You have to finesse and stroke the vendor.

Sources of Waste
 There are mainly seven sources of waste. These are :-

 Waste from overproduction

o Which leads to excess inventory, paperwork, handling, storage, space, interest
charges, machinery, defects, people and overhead?
o It is often difficult to see this waste as everyone seems busy.

 Waste of time in waiting

o People may be waiting for parts or instructions.
o Mostly they are waiting for one another, which often happens because they
have non-aligned objectives.

 Transportation waste
o Poor layouts lead to things being moved multiple times.
o If things are not well place, they can be hard to find.
o It can aggravate alignment of processes. 

 Processing waste
o Additional effort may be required in an inefficient process.

 Inventory waste
o Excess buffer stocks a whole host of sins, which will be uncovered by gradually
lowering inventory (doing it all at once will cause total breakdown!).

 Waste of motion
o This includes movement of people, from simple actions when in one place to
geographic movement. Having everything to hand as it is needed reduces motion
muda.

 Waste from product defects

 o Defects cause rework, confusion and upset a synchronized set of processes

preventive maintenance
Preventive maintenance (PM) has the following
meanings:

The care and servicing by personnel for the purpose of maintaining equipment and
facilities in satisfactory operating condition by providing for systematic inspection,
detection, and correction of incipient failures either before they occur or before they
develop into major defects.

Maintenance, including tests, measurements, adjustments, and parts replacement,

performed specifically to prevent faults from occurring.

Process Mapping
Process mapping refers to activities involved in defining
exactly what a business entity does, who is responsible, to what standard a process
should be completed and how the success of a process can be determined. Once this is
done, there can be no uncertainty as to the requirements of every internal business
process. A process illustration is produced. The first step in gaining control over an
organization is to know and understand the basic processes.

ISO 9001 requires a business entity to follow a process approach when managing its
business, and to this end creating business process maps will assist. The entity can then
work towards ensuring its processes are effective (the right process is followed the first
time), and efficient (continually improved to ensure processes use the least amount of
resources).
Value Stream Mapping
Value stream mapping is a lean manufacturing
technique used to analyze and design the flow of materials and information required to
bring a product or service to a consumer. At Toyota, where the technique originated, it
is known as "material and information flow mapping". It can be applied to nearly any
value chain.

Pull Systems instead of Push

Push system is to produced products on a predetermined
schedule and then push it into market for sell or store it. In pull system manufacture rely
on customer requests or demand and start production after receiving the order. Pull
system is better than push system because it reduce material storage and handling
costs.

Project Management
A systemized phased approach to defining, organizing , planning,
monitoring and controlling project. A project is an interrelated set of activities with a
definite starting and ending point. Which result in a unique outcome for a specific
allocation of resources .

Multi Tasking and Multiple project handling

Multi Tasking and Multiple project handling is to have multiple skill and capacity to
handle and understand the requirement of different customers and how to meet
different goals in unique approach.

80/20 Rule to Minimize waste

The Pareto principle (also known as the
80-20 rule, the law of the vital few, and the principle of factor sparsity) states that, for
many events, roughly 80% of the effects come from 20% of the causes.

Business-management consultant Joseph M. Juran suggested the principle and named it

after Italian economist Vilfredo Pareto, who observed in 1906 that 80% of the land in
Italy was owned by 20% of the population; he developed the principle by observing that
20% of the pea pods in his garden contained 80% of the peas.
Cellular manufacturing
Cellular manufacturing is a manufacturing process
that produces families of parts within a single line or cell of machines operated by
machinists who work only within the line or cell.

Flexible manufacturing
“A flexible manufacturing system consists of
numerous programmable machine tools connected by an automated material handling
system and controlled by a common computer network”.(Operations management by
Russel & Taylor)

Six Sigma
“It is the measure of how much a process deviates from perfection”.
(Operations management by Russell & Taylor)

Team Development
“Team development refers to a wide range of activities,
presented to businesses, schools, sports teams, religious or nonprofit organizations
designed for improving team performance”.(Wikipedia)
SMED system
Single-Minute Exchange of Die (SMED) is one of the many lean
production methods for reducing waste in a manufacturing process. It provides a rapid
and efficient way of converting a manufacturing process from running the current
product to running the next product. This rapid changeover is key to reducing
production lot sizes and thereby improving flow.

The phrase "single minute" does not mean that all changeovers and startups should
take only one minute, but that they should take less than 10 minutes (in other words,
"single-digit minute"). Closely associated is a yet more difficult concept, One-Touch
Exchange of Die, (OTED), which says changeovers can and should take less than 100
seconds.

Kanban
Kanban literally meaning "signboard" or "billboard" , is a concept related to
lean and just-in-time (JIT) production. According to Taiichi Ohno, the man credited with
developing Just-in-time, Kanban is one means through which JIT is achieved.

Kanban is not an inventory control system. Rather, it is a scheduling system that tells
you what to produce, when to produce it, and how much to produce.

The need to maintain a high rate of improvements led Toyota to devise the Kanban
system. Kanban became an effective tool to support the running of the production
system as a whole. In addition, it proved to be an excellent way for promoting
improvements because reducing the number of Kanban in circulation highlighted
problem areas.