When the Lean methodology was born out of the Toyota Production System, back in the mid-20th century, a principle aim was waste reduction along production lines. A wasteful activity accounts for any event that does not add value to your business – resulting in a waste either of time, resources, or money. These wasteful activities became termed - Muda.
However, it was soon realised that the reduction of waste could have adverse knock-on effects on other aspects of the business’s efficiency, and it was not as simple as just looking to reduce these wasteful activities. The operational activities of a company are all interconnected; therefore, one action to reduce waste has the potential to have a detrimental effect elsewhere.
This is where the two other ‘M’s come into play – Mura (unevenness or inconsistency) and Muri (overburden or an unrealistic expectation).
Let us look into the Muda, Mura, and Muri in more detail – and how they all interconnect.
First, it’s a good idea to remind ourselves of the first two stages of lean. This is when you are defining value and mapping the value stream, and this is where Muda would be first introduced.
The first stage - defining value - is where you decide what value your product or service brings to your target customer (what are they willing to pay for it?).
The second stage – value stream mapping - is where you identify the processes and activities behind the product or service, and figure out whether each one adds value to the defined value (the figure you worked out previously). This is where you identify specific areas of Muda – the activities that do not bring value.
Muda can be broken down into two categories:
1) non-value-added but necessary, i.e. safety testing
2) non-value and unnecessary
All types of waste that are categorised into the second type - must go! We are probably all acutely aware of what sorts of activities might end up here – but as a reminder – here are seven categories, as specified by the lean thinking methodology.
Mura means irregularity. In other words, this is when processes are inconsistent, and as a result, this leads to the wasteful activities we found with Muda!
So how does this happen? If your process isn’t smooth, it means that unfair, unreasonable and unnecessary pressure is put on the separate stages of the production line. You need flow!
One example of this is when managers are given a monthly target. If they are a week off their final target date, they may try to rush through production and processes. This can cause more mistakes (defects), and using up of parts, leading to a shortage further down the line.
It is so important to ensure that all parts of the process are on an equal playing field so Mura doesn’t lead to Muda. Just in Time is a good pull-based system adopted by many companies, which helps to reduce overproduction and an inventory of useless items.
Muri can be the direct result of Mura, but also from the removal of Muda too. It is the overburden that can be put on employees and machines that may be expected to work at more than 100% capacity. This is unsustainable, and long-term can have devastating effects on employees’ health and wellbeing, and machines pack up far earlier than expected. Standardising work process and procedures and evenly distributing a workload can help to relieve Muri to ensure no employee or machine is overburdened.
It is important to remember that the Lean Methodology is about creating a culture – looking after your employee’s health is of utmost importance, to ensure that a positive working environment is created.
So how do we go about eliminating the 3 Ms? With now so much more to think about – you’d think it could become quite complicated. You’re wrong – as long as you have a good plan nothing is complicated!
That’s where the 5 ‘S’ system comes in. Originally developed as a Lean Methodology tool, it can be applied to almost any business.
The final, and ongoing stage of the 5 ‘S’ system is the sustain stage. This is to ensure that this system is a daily habit of all employees.
Muda, Muri and Mura (3M or Three Ms) are all interrelated in some way. Neither one can be ignored – even despite the results of Muda waste reduction being much more obvious and noticeable.
Each plays a part, and to ensure the lean methodology is adhered to across the organisation, it is important that all three are considered. Although we often mainly focus on the removal of Muda, perhaps if we focused more on Muri and Mura, we would naturally see a fall in Muda… Just something to think about!
Eliminate the three Ms to become more efficient, productive and save time and money!
Six Sigma methodology is not a mysterious magic solution but a well-studied and tested set of tools and techniques that aim to solve problems of inefficiency within your business or projects. These techniques consist of spotting and getting rid of all those faults cluttering your processes and stopping them from running as smoothly and effectively as possible.
Read More: Six Sigma Continuous Process Improvement
Six sigma, lean, and lean six sigma are all focused on improving processes to create more value to the customer.
Lean refers to removing waste in any process, while six sigma refers to optimizing a specific process. Lean focuses on reducing waste from a system, while six sigma’s goal is to improve quality.
Read More: Lean Six Sigma
Process Improvement Methodologies are a way to identify processes that are inefficient and can affect the performance of your business. These methodologies can be incorporated into your business to help increase its productivity and profits!
Read More: Process Improvement Methodologies
Lean methodology you are stripping back the wasteful aspects of your business, and either fine-tuning existing processes or replacing them entirely.
Toyota lean manufacturing production system has 13 core pillars that guide them in their decisions and continuous improvement.
Workers are central to the whole process and treated as a precious resource for the business