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Lean manufacturing as a cost reduction factor. Lean manufacturing starts with respect for employees 5s lean manufacturing for labor protection

How Lean Manufacturing Can Help Reduce Workplace Injuries

When conducting projects in various industries, I often hear that labor protection is the work of the Labor Protection Department. Is it so? To answer this question, let's consider such a thing as an accident, or rather, the probability of its occurrence.

  • Accident and the risk of its occurrence.

The probability of an accident at work can be visualized in the form of Heinrich's "triangle of accidents". According to Heinrich's "triangle of accidents" theory, for every accident resulting in absence from work for more than three days, there are a large number of minor accidents, as well as incidents that did not end in injury (Fig. 1). One fatal case corresponds to 10-30 severe injuries, about 100-300 light ones (with loss of working capacity for one day or more), from 1,000 to 3,000 microtraumas or 10,000-30,000 cases of hazards that did not end in injury.

Rice. 1. Heinrich's accident triangle

In accordance with the triangle of accidents, there are two diametrically opposite approaches in the field of Occupational Safety and Health:

  1. Reactive - accident management (often severe injuries and sometimes fatal) - this job is closer to the top of the triangle.
  2. Proactive – systematically monitoring occupational safety risks and working to reduce the chance of non-injury incidents – this work is at the very bottom of the triangle.

To tell the truth, both the Department of Labor Protection and line managers in production are involved in the work in accordance with each of the approaches described above. However, if the reactive approach is more likely to be regulated by state legislation in the investigation of accidents, and more Active participation in these activities takes the Occupational Safety and Health Department, then the proactive approach has less connection with the legislation, but greater value best practices and benchmark play here.

  • Target indicators in the implementation of projects for the development of production systems

When implementing projects for the deployment of Lean tools in modern enterprises, targets are usually divided into a number of the following areas: Security (S-Safety), Equipment (M-Machine), Quality (Q-Quality), Timing (D-Date), Cost (С -Cost), Standards (S-Standard), Personnel (HR-Humain Ressourses). As you can see, the safety targets come first in this structure. It is obvious that one can move as far as one likes on the path of improving quality, costs and deadlines, but if sufficient attention is not paid to the safety of personnel, is it possible to speak about the effectiveness of this particular production, where accidents periodically occur and there is no systematic work on prevention of their risks?

It is no secret that in order to evaluate the effectiveness of work in a particular area, key performance indicators are used. Accordingly, one of the key criteria in this regard is Measurability (according to the SMART methodology).

Let's consider examples of key labor protection indicators that are used at a number of advanced enterprises.

  1. Accident frequency rate
  2. N =N n.s. with a stop / N hours worked * 10 6
  3. Accident severity rate
  4. N soc. \u003d N days on sick leave after an injury / N hours worked * 10 3
  5. Personnel participation rate in risk prevention work
  6. N at. = N participants in the issue of labor safety / N personnel present at work in this perimeter * 100%

If we talk about the best practices in the context of these targets, using the example of one of the world-famous tire industry corporations, then the current level for each of the indicators as of 2010 was approximately:

  1. N = 0.9
  2. N soc. = 0.14
  3. N at. = 83%

Systematic work to monitor health and safety indicators, as well as to reduce the risks of accidents in the Heinrich triangle, will lead to significant progress towards improving working conditions, and therefore to saving costs associated with the investigation of accidents and absenteeism of personnel due to accidents.

  • Taking into account OHS targets when implementing projects to deploy toolsLean

When we talk about any project to deploy Lean tools, we usually have in mind the struggle against 7 types of waste (overproduction, unnecessary movement, excessive processing, ...). The fight against these losses implies an increase in added value (value). However, often when hunting for useless expenses, they forget that specific people work at each workplace, they forget that each employee has his own personal goals in the workplace. And if we want to actively involve staff in projects to deploy LEAN tools (whether it be 5S, SMED, etc.), then first of all, we need to take into account the personal goals of employees in the workplace.

If you take a closer look at any workplace and at a specific person who works on it, then regardless of the specifics of the work performed, the mode of operation, etc., each of the employees makes movements, and he also lifts and moves objects. Can these figures be quantified? Undoubtedly.

The first of the tools is the Spaghetti chart. This tool helps to determine the distance that a person walks during the working day, without doing work to add value to the product. The indicator is often measured in kilometers. This tool is widely known and is mentioned in almost every publication on lean manufacturing. Therefore, there is no need to consider it in detail in this article.

The second tool is the methodology for assessing the ergonomics of the workplace.

  • Simplified workplace ergonomics assessment system

There is a simplified technique that helps the “non-specialist” determine how ergonomic the workplace is. The bottom line is that ergonomics is evaluated according to three indicators: the weight carried in kg, the position in which the movements are made, the number of repetitions per shift. A sheet of paper schematically depicts the human body, broken down into different sections (head, cervical, top part torso, shoulders, elbows, wrists, hands, hips, knees, ankles). For each of the departments, an assessment is given for each of the three listed indicators. The assessment is given on a three-point system:

1 - Satisfactory

2 - There are issues that require analysis in the working order

3 - Bad, there are issues that require immediate action to improve.

For each of the departments of the human body, all three estimates are multiplied among themselves, then these products for each of the departments are added up. The output is a specific measurable indicator of the severity of labor (ergonomics) at a given workplace.

By incorporating these two metrics into any of our Lean deployment projects, we are engaging staff in a process of continuous improvement.

  • Training in safe work practices

Each enterprise provides OHS training and briefings. However, quite often a number of Russian enterprises do what is called “for show”, because this is required by Russian legislation.

However, if we take into account current trends in the development of enterprises, then more and more often the costs of training in safe methods of performing work, systematic work to reduce the risks of accidents, and preventive measures aimed at improving working conditions in the workplace are considered as investments. It's an investment in people, an investment in better (and safer) technology. It is generally accepted that more often these investments have a long payback period, and, according to the logic of financiers, could be considered as ineffective. However, one should not forget that, first of all, any work at the enterprise is performed by people, specific employees at specific workplaces. And their satisfaction, their motivation, their involvement in the process will directly determine how perfect the enterprise is, how efficient business processes and, especially, the production process are. this enterprise. This means that these are investments that will certainly pay off, and most likely in the very near future.

Vladimir PUPKOV, trainer-consultant of Orgprom Group of Companies

One of the main components in the multifaceted work of the Chamber of Commerce and Industry of Naberezhnye Chelny and the Zakamye region, on the initiative of the chairman of its board and CEO Yu. I. Petrushin today was the promotion of the concept of lean production in the business community of the Republic of Tatarstan and adjacent territories. Since the 21st century will become, especially in Russia, the century of prudent economic management and economical management, it seems vital to master the tools of lean production in small and medium-sized business structures - regardless of the profile of their activities.

The demand for this was shown by representative forums organized by the Chamber together with OJSC KAMAZ with the participation of reputable lean trainers from Japan and the USA, as well as relevant thematic presentations.
In the future, the training and certification center “Prof-Intech Chamber of Commerce and Industry” created at the Chamber and headed by the director S. M. Tereshchenko began to develop systematically and systematically, which, along with a similar center at the Kazan State Technical University named after A.N. Tupolev, according to the Decree of the Cabinet of Ministers of the Republic of Tatarstan, is the base in the dissemination and implementation of Lean Production methods. Specifically, this is done by certified specialists of the department " Lean"- the leader among the six operating here.
For relatively a short time USC "CCI Prof-Intech" held training seminars and courses for employees of the Ministry of Industry and Trade of the Republic of Tatarstan, a number of enterprises in Naberezhnye Chelny, as well as other cities of Tatarstan and Udmurtia. Most recently, the center won three tenders at once, having received the right to train personnel in lean production technologies at large enterprises and organizations located on the territory of three municipal districts of the republic - Almetyevsk, Yelabuga and Menzelinsky.

At the origins

The crisis that erupted in 2008 made everyone think about how to get out of this situation. The government provides the largest enterprises, especially the city-forming ones, with all possible support. Is it possible to be sure, without understanding the nature of the crisis, that the most affected auto industry and the financial sector (banks) will come out of it with dignity?
In our opinion, the current crisis is not purely economic in nature. The world is at a difficult and long stage of transition from the "manufacturer's market" to the "consumer's market".
The first signal of this sounded back in the early 80s, when Japanese cars quickly burst into the American domestic market. Perplexed by this phenomenon, American automakers created a fund and organized a research project. For five years, the entire global automotive market has been carefully researched. In the process of such a search, the term “lean production” was born, which is now translated as “lean production”.
The authors of the study concluded that the decision of a significant part of the American consumer to give preference to Japanese cars means a change in the economic formation. The time of "mass production" is leaving, "the time of lean production" is coming. From the analysis carried out, it followed that for the transition to a new type of production, at least two things would have to be changed, which are actually very difficult to change: management and mentality.
The concept of lean manufacturing is focused on combating waste of all kinds and in all areas of activity. And although his main ideas were set forth by H. Ford, there was no understanding that we are talking about a fundamentally different style of management, about a different style of thinking both among the upper and lower layers in the structure of the organization.
The world was not ready for this. The concept of responsibility for quality to the consumer has not yet arisen, the decisive role of the human factor in any company has not yet become obvious. Unfortunately, for most enterprises, this stage has not yet arrived.
Thus, one of the founders of lean manufacturing, Norman Bodek, in an interview with Quality Progress magazine in 2001, estimated the number of American companies that are lean at about 2%. World auto giants are going to once again reduce costs by increasing workers, although it is well known that this path is a dead end. For example, "AvtoVAZ" in 2005 continued to produce products for storage, as if not noticing the fall in demand.

From inhibitory factors to principles of transition

The transition to a lean manufacturing system is far from easy.
It took Toyota about 30 years to be the first to go down this path. Now it can be done much faster.
The fact is that the transition from mass production to lean in some cases does not require particularly serious investments, it is not always necessary to purchase expensive equipment, and there is no need to switch to new technologies. It is only necessary to change the culture of enterprise management, the system of relationships between different levels and divisions of enterprises, the system of value orientation of employees and their relationships.
However, this raises a number of problems or “fields of ignorance”.
First, we do not fully know the difference between lean and traditional manufacturing. We do not have a complete understanding of market relations. We continue to do what we can do, not what the buyer needs. We do not see our partner in the consumer.
Secondly, with the transition to lean production, which involves a dynamic change in processes, norms, standards, we retain the approved job duties and functional responsibilities and get confused in the categories of "functioning" and "development".
Often in practice, management believes that the introduction of Kaizen proposals is the functional responsibility of the employee, which leads to mutual misunderstanding, and, as a result, hinders the active involvement of employees in the development of lean production methods.
Thirdly, we do not have specialists who could transfer new knowledge to employees.
In the current practice of holding competitions for the training of employees for advanced training (which legitimately includes the direction of "lean production") preference in accordance with the Federal Law of July 21, 2005 No. municipal needs” is given not to training centers specializing in advanced training, but to any educational institution giving a lower price. At the same time, educational organizations that do not have either qualified teachers or curricula.
Fourthly, we do not have methods for retraining workers in the field of lean production.
When solving the problem of introducing the principles and methods of lean production, the most relevant is work with personnel. Methodologically, three forms of work with personnel should be distinguished: enlightenment, training, and cultivation.
Enlightenment is characterized by presentations, short-term seminars of professional consultants.
When preparing employees to perform specific tasks, lectures, problem-practical seminars, and in some cases trainings are appropriate.
However, practice shows that neither in the first nor in the second cases it is possible to achieve serious success.
In order for the principles and methods of lean production to be effectively mastered by the personnel and gradually become a new standard for the organization of the consumption of intellectual, material and energy resources, purposeful, continuous activity of the personnel in the application of lean production tools in all parts of the enterprise without exception is necessary.

Set new goals

Work on the implementation of the principles and tools of lean manufacturing is a process of developing the production system of an enterprise. It begins with setting the goals of the enterprise and its structural units. Moreover, if earlier the goals were determined mainly by the fulfillment of production plans (often at any cost), then, subject to the transition of the organization to the principles of lean manufacturing, the goals are expressed by indicators aimed at identifying and eliminating losses (in terms of labor intensity, material intensity, energy intensity, reducing the cost of correcting defects, etc.). d.). A similar principle of transition from a traditional form of management to a lean one is successfully implemented at such large enterprises as KAMAZ and GAZ, and in many other firms and companies.
To achieve the goals, a very clear plan of measures (actions) is developed, which determines the composition of the team as a whole and those responsible for each of the indicators of the goal.
The team is formed from the direct executors of the process. The ideologist and organizer of the team’s work is the head of the organization (enterprise), who sets the task for the team “What to do?”.
Accustomed to the execution of specified processes, production workers do not know how to identify losses even with the involvement of functional service specialists (technologists, labor workers, power engineers, etc.) in solving this problem. They are adherents of traditional management and do not know where to start, how to build a self-developing production system aimed at achieving the set goals.

Mastering practice

These and many other questions can be answered by practicing the principles and tools of the Toyota Production System with professional development or change professionals.
On fig. 1 shows the areas of responsibility, and in the general space (shaded) there is a search for answers to the question "How to do it?".
With the help of development specialists, department heads organize an ongoing discussion of the implementation of the action plan to achieve the goals. In the course of the weekly discussion (the most rational form of organizing joint activities), direct executors of the processes and specialists of functional services take part.

As a result, they:
- acquire the skills of joint work (work of cross-functional groups) and the type of horizontal connections and horizontal thinking is gradually formed;
- expand the picture of the world (an understanding of their involvement in the goals of the unit, enterprise, consumer interests is formed);
- acquire a sense of demand for their creative potential, which allows them to gradually strengthen their faith in the achievability of goals and activate the improvement of their professional level.
Such an organization of joint activities, the most important condition for improving the skills of both workers and specialists, we call “cultivation”.
If, in the traditional form of production, the worker had a ready-made technology, a strict description of functional duties, an approved standard of processes, and he was faced with only one task - the implementation of the program, then the worker performed only the role of an object.
The introduction of the concept of lean production removes this limitation and gives each employee the status of a subject not only with the right, but also with the need for his participation in identifying losses, submitting proposals for transformations, participating in the development of a working procedure, a working standard, which greatly reduces the conflict between the worker and manager. The position of "boss-subordinate" turns into a partnership relationship. Building partnerships is a difficult and lengthy process, but in these relationships the creative potential of both workers and managers is revealed, and is one of the important conditions for the development of the enterprise's production system.
To successfully solve the problem of transferring the enterprise to the implementation of the principles and tools of lean production, a special structure for the development of the production system is created, which organizes and controls the mechanism for identifying and eliminating losses in all parts of production processes. This is possible only with an accurate description of each process, as a result of which losses are exposed, the elimination of which is possible by eliminating errors made in the process of preparing production by designers, technologists, labor workers, suppliers, etc.
The structure for the development of the production system, based on the data obtained on the causes of losses in the creation of value, informs the training and advanced training departments about the target content of training programs for functional departments.
It is the exact description of each action in production processes (mapping) that actualizes both the need and the maintenance of targeted training of functional specialists.

Outside the enterprise

Thus, the customer of the activities of the training center and training units is indirectly determined. Work on an accurate description of each action, and on this basis, the identification and elimination of losses in the creation of value acquire a "contribution" to the achievement of the goals of the enterprise of organizations that are not part of its structure. These are suppliers of materials and components. The organization of activities to transform and reduce losses allows you to determine which supplier and to what extent does not allow the consumer enterprise to achieve its goals.
The development of the production system of the enterprise predetermines the revision of relations with suppliers, including in contractual relations the requirements not only for meeting delivery dates, but also for ensuring quality and reducing prices.
Market relations "manufacturer-consumer" expand their scope and "capture" an increasing number of manufacturers in the space of lean production. It is impossible to solve the problem of the production system in a separate enterprise, even a very large one.
The relevance of improving the culture of production, improving the quality of its products with a focus on the consumer is possible only with a change in thinking about the functional purpose of any enterprise in any area. The relevance in changing thinking lies in changing the relationship between the manufacturer and the consumer. The formula of market commercial relations "buy-sell" needs to be replaced by the formula "passed-accepted", idealizing the establishment of partnerships and responsibility.
Thus, summing up, it should be emphasized that the relevance of improving the skills of each employee goes beyond the enterprise. The employee must be aware of his responsibility for the timely and high-quality performance of his official duties not only to their leader, but also to the consumer.
The mission associated with improving the culture of management, with the development of new forms of relationships between enterprises and organizations, can be taken on by chambers of commerce and industry, since they are at the junction of the production and exchange spheres. Particularly relevant is the support that Chambers of Commerce and Industry are able to provide in the implementation of lean production tools for small and medium-sized businesses that simply cannot afford to have a special structure for this. Chambers are quite capable of solving such problems as training managers at all levels and specialists in appropriate methods and supporting the process of mastering them until a specific result is obtained.
It is this experience that the Chamber of Commerce and Industry of Naberezhnye Chelny and the Zakamye region is gaining today, which has created a training center for these purposes, concentrating in it qualified specialists who have been trained for 3-5 recent years school of building production systems in large companies. Their interaction with small and medium-sized enterprises and state institutions has become successful.
All this inspires confidence that such forms of training in economic management and assistance in the implementation of its tools both in industrial production and in other sectors (including, for example, health care, education and public administration) will revolutionize the minds of leaders, managers and all staff. enterprises and organizations. And then thought out to the smallest detail, diligent attitude to the organization of their work, of course, will become the norm.

"Those who take accidents as a personal affront don't have accidents." Mario Puzo "The Godfather".

The labor protection service at the enterprise is often perceived as a service whose activities are aimed more at control and punishment. That is why the employees of this department are not very popular among the "factory workers". In fact, this is an incorrect judgment based on an incorrect assessment of the significance of the activities of the employees of the OHS department (Labor and Industrial Safety). Moreover, when evaluating processes for “value for the end user”, the activities of the HSE department are immediately attributed to losses that expend/consume resources and do not add value. I propose to deal with this once and for all!

The introduction of Lean and Six Sigma approaches allows companies to run processes more efficiently by reducing different kind losses and, as a result, process improvements. Over time, this pays off - increasing profits by reducing the cost part and increasing the throughput of processes. All this happens not without the involvement of people and changes in their working conditions. At the same time, in manufacturing companies, there is a division whose activities are aimed at creating safe working conditions, reducing risk and potential damage to employees and the company as a whole. Caring for the company's most valuable resource, people, is a key function that should blur the boundaries between the activities of the teams involved in the creation of Production Excellence and Labor Protection at the enterprise.

Another matter approaches to realization of the purposes of each of commands. If the activities of OHS are fully regulated by the requirements of state standards, then although a standard has been developed for Lean Production, the question of its relevance and effectiveness of application is still open. The last remark can be attributed to my personal opinion, because I still do not imagine it possible to "drive into the frame" what is subject to constant change - improvement based on the accumulation of experience, industry practice and the peculiarities of the national mentality. So, we have two systems that are different from each other: the first is flexible, depending on many factors for each specific enterprise; the second is strictly regulated, because we are talking about standards, the observance of which depends on the life and health of people.

How to find a reasonable compromise and achieve significant results for the company? The main difference between campaigns to deploy Lean and Occupational Health and Safety strategies lies in the scale of involvement of the company's employees and, oddly enough, in the level of management support. Unfortunately, so far few top managers are involved and actively support Occupational Health and Safety issues. Money is allocated, more comfortable PPE (means personal protection) are purchased, but the demonstration of personal commitment often comes in the form of slogans and all this descends to the level of the unit only in the form of requirements and instructions. Hence the relationship! It is obvious that the picture changes drastically when a real opportunity arises for the tops to receive various benefits by changing the design of processes, attitudes towards them. In such events, and this is quite natural, they are ready and willing to participate. You can join forces and achieve outstanding results in projects to create Production systems in an enterprise if:

  • HSE staff will be part of the process improvement teams. At the same time, they must also undergo training and certification for the White and Green belts. Obtain the necessary knowledge that they can subsequently apply to meet the requirements for improving their processes (GOST R 12.0.230-2007 establishes general requirements for the labor protection management system in an organization).
  • All changes that will be made to the processes of maintenance and operation of equipment as a result of work to improve them must immediately, in the working group, undergo an examination for compliance with the OHS requirements. At the same time, if an OPL (One Point/Page Lesson) or SOP (Standard Operation Procedure) appears at the workplace, they must contain a link to the current labor protection instruction for an employee of this specialty.
  • Measures to organize the workspace according to the 5S methodology should take into account the results of the SOUT (Special Assessment of Working Conditions) and one of the criteria for evaluating the effectiveness of the developed and implemented measures for 5S should be a change in the assessment of working conditions in better side. Hence, by the way, the financial effect - a reduction in the amount of contributions to various funds in the presence of jobs with harmful working conditions.
  • To combine audits and inspections for OHS and those required for the implementation and maintenance of "Lean Production" into one common practice. At the same time, take the best of them. For example, if you borrow recommendations on employee communication from the methodology for conducting Occupational Safety and Health Behavior Audits, you can get a large amount of information from the direct executors of the operation, while forming a positive image of the entire event.

It is clear that this is not full list new opportunities and "pluses" from joining forces in the direction of "Lean and Six Sigma" and HSE. For me, this is just an opportunity to show that synergy of approaches is possible and necessary. In the next article, I will share an example of how Lean Six Sigma tools and approaches can be applied to improve OSH processes.

Gennady Kuzin Deputy General Director
Andrey Kulikov Head of the Center for Management Technologies and Lean Production
Consulting laboratory "Open Innovations"

LEAN systems (which usually include the philosophy of Lean production, its tools (LEAN technologies) and trained personnel), after a resounding success in the automotive industry, are already used in all other industries (including energy, transport, metallurgy, oil and gas, etc.), in trade, services, housing and communal services. Moreover, LEAN systems are now used in non-profit areas - for example, in healthcare, public administration, and even in the military. This is not surprising, since The approach is based on common sense and simple visual tools that help develop productive solutions even for the most neglected cases. However, LEAN technologies have become so widespread in the West, while in our country it is still in its infancy. As a rule, in our country these are either tiny islands of still Soviet developments (in the USSR they still followed the innovations in improving the organization of production, tried to adopt foreign innovations and make their own developments), or localized divisions of Western companies.

Instead of a LEAN system - separate LEAN technologies

With the full-scale use of Lean manufacturing approaches, a full-fledged LEAN system is created in the company, which permeates all levels and subsystems of management. Within the framework of this system, the employees of the enterprise perform work operations using optimal methods (replication of best practices). Line managers daily monitor production losses and take prompt action to prevent, eliminate, or reduce them. In this they are assisted by optimizers - employees of a special service who have in-depth knowledge of the approaches and tools of Lean production. Management plans and conducts its activities in terms of production efficiency, which is monitored daily, and sometimes even hourly. Of course, all this is supported by a common LEAN culture (which, by the way, can be mastered in our country too - there are examples), when, for example, in order to move up the career ladder, it is necessary to develop and implement an improvement for the process in which you work.

However, there is one difficulty with LEAN systems. They are built over the years, and often their implementation costs a tidy sum (which subsequently pays off, but not immediately, gradually). But what if there is no time and money for such a big deal, but you want to significantly improve operational efficiency?

Fortunately, in most cases, to identify and implement internal reserves, there is no need to implement a full-scale LEAN system, you can use the very idea of ​​Lean and some simple LEAN technologies to get significant results now.

Of course, the possible effect in this case will be slightly less than from the whole LEAN system, but after all, an increase in labor productivity by 1.5-2 times is also a very desirable result. Together with the optimization of other costs, this can give a significant increase in profits.

Lean technology approach

The general approach in the case of local application of LEAN technologies is a cycle of 5 steps (Fig. 1). The process of optimizing the organization's activities begins with the study of problems. Those. we must first identify the problems that exist in the process under study and which we will solve with the help of LEAN technologies. After all, a problem well formulated is a problem half solved. Moreover, sometimes the situation develops in such a way that, as a result of the study, it turns out that the originally set task (or the named problem) is not such, but lies in a completely different field of knowledge.

Rice. one. General approach to production optimization

Therefore, at the first step, we collect facts (statistics from accounting and control systems, established standards, instrument readings, photos and videos, etc.) and information about the problem (presence and origins / causes of incidents, opinions of participants in the process, previous experience, views on the problem, etc.). Based on the results, a list of problems and an array of information on them are formed.

In the second step, an array of information is analyzed to get to the bottom of the root causes: “Why does this problem occur?”. This is a very important step, because in order to obtain a sustainable result, it is necessary, in medical terms, to treat the disease in the first place, and not its symptoms.

Once the root causes are identified, it is possible to move from studying the problems to developing solutions for optimization. It begins with the third step, which is the search for possible solutions. As practice shows, the optimal weighted solution can always be found, and with the use of certain technologies (for example, "Optimization Funnel", 5C, etc.) there can be several of them.

At the fourth step, the proposed solutions are evaluated in terms of their effectiveness in order to select the most preferable ones, and then develop and implement an action plan for their implementation. By the way, when developing an action plan, it is absolutely impossible to forget that the process being investigated and optimized cannot be in a vacuum, i.e. Changes in one process usually entail changes in adjacent processes.

Many domestic enterprises forget about step 5, but it is very important when optimizing processes, because. within the framework of this step, the result of implementation is fixed. With the help of standardization of activities, monitoring of parameters and other technologies for fixing the decision, situations are not allowed to roll back to their original state over time. As a result of the fifth step, a stable functioning solution should be obtained. After the process is improved, its content and parameters are changed, you can go to step 1 again. This cycle contains the iterative nature of optimization: there is no limit to improvement!

This approach is similar to the scientific method. At least it has its advantages in terms of objectivity, measurability, provability, etc. But at the same time, it is quite simple, because. in fact, this is just the ordering of one's own thoughts and the search for ideas that every sane person can do. There is nothing difficult in this, we manage in projects without Newton's binomial, and even without quadratic equations. However, it requires discipline in the use of tools, rejection of the temptation to deceive oneself when confronted with the real facts of how the organization works, and a willingness to innovate in thinking.

"Business Diagnostics" or "Team for Optimization"?

The use of LEAN technologies can be divided into 2 approaches:

  • Business Diagnostics
  • Team for optimization

Behind the team of our specialists there are projects implemented as on your own consultants (“Business Diagnostics”), and by the client’s employees under the mentorship of consultants (“Optimization Team”). Each of these approaches has its own advantages.

For example, Business Diagnostics allows you to look at the organization with an independent (expert) view. Due to experience, the measurement results of consultants are more accurate, and the project itself is implemented faster.

In the course of the Business Diagnostics project, the client's employees may be involved to collect information or clarify individual nuances of solving problems. In special cases, external experts on specific issues may also be invited.

As a result of the project, the customer receives solutions to problems (declared by the customer himself or identified during diagnostics) - for example, a set of measures to improve operational efficiency or labor productivity. In addition, if necessary, materials are developed to replicate the best practices found or developed.

On the other hand, does anyone know the processes of the organization from the inside better than the people who work there? Therefore, in the projects of the “Team for Optimization” series, the focus is on the employees of the organization. They understand their business better, so you just need to help them see the reserves. At the same time, the project deadlines are limited, so it is advisable to teach them the simplest optimization tools that can be mastered in a week of training.

During the project, the client's employees undergo theoretical training on the basics of Lean production, after which, together with consultants, they study the problems of the organization and develop optimization solutions. As development progresses, optimizers defend their initiatives to enterprise management.

Upon completion of the “Team for Optimization” project, the enterprise, in addition to solving its problems, also receives a group of specialists who can carry out similar projects on their own, without consultants.

It works if done right

However, the question arises - if everything is so simple, then what prevents the introduction of LEAN technologies in enterprises everywhere?

At each step there are tools that are appropriate to use on it (although in some cases they can be used on other steps as well). There are many such tools, and the decision on what is better to use for research depends on the specifics of the problem and the level of training of optimizers.

For example, at the stage of collecting facts and information, we recommend that novice optimizers use the tools shown in Fig. 2.

Rice. 2. Tools for gathering facts and information

However, all tools at any stage must be used wisely. Using “just in case” or “sleeveless” tools is not only a “waste” of the resource of optimizers, but also mistakes in decision making that can cost the organization too much.

In our team training for optimization, we focus on practice, while explaining the nuances of a particular tool. For example, when conducting interviews for optimization purposes, we recommend doing the following:

  1. Decide on the purpose of the interview and prepare.
    • The person you are going to interview will have about an hour to answer you, because he is usually at work. Next time, he may not be free at all soon. To use this time effectively, first determine for yourself what exactly you want to find out. "Learning about problems" is not the goal. About the problems of whom or what? This day or this month? And if he says that there are no problems, then what's next?
    • Based on the purpose of the interview, make a list of questions for yourself (questionnaire, interview guide). In one hour, it will be possible to ask no more than 10-15 questions. This list will help you control the progress of the interview. But there is no need to strictly adhere to it, if during the interview you “dug up” something sensible - you can deviate to ask a few additional questions.
    • Coordinate the date and time of the interview with the interviewee so that it is convenient for him. In terms of duration, doing an interview for more than an hour is not recommended, because. after an hour of conversation, a person gets tired, tries to answer briefly and concisely, sometimes starts to get angry.
  2. In an interview, first talk about the interview itself.
    • Everyone is afraid of the unknown to one degree or another. Most likely, this will be the first interview with an optimizer for your interlocutor, so first explain to the interviewee what you are going to do with him: tell him about the purpose of the conversation, what you will ask and what interests you in the first place.
    • Try not to use "dangerous" words. Unfortunately, the word “optimization” has acquired a negative connotation in Russia and is often directly associated with mass layoffs, although this is not always the case. Use "euphonious" language: increasing labor productivity, reducing costs, improving processes, etc.
  3. Interview as a couple (at least for the first time)
    • The risk of losing information is significantly reduced, especially if the interviewee likes to talk a lot and quickly.
    • The risk of emotional rejection of the interlocutor is also reduced, because there is such a thing as interpersonal incompatibility (simply because everyone is different). When you go to talk together, the probability of incompatibility of the interviewee with both optimizers is drastically reduced.
    • Each of us has psychological perception filters. Someone likes football, and someone likes dubstep. What we are interested in - we listen carefully and remember, and uninteresting sometimes pass by our ears. To make it less missed, two people go to the interview.
  4. Lead the interview, don't let it drift
    • Sometimes interviewees like to spread their “thought on the tree” and go into the wilds that are not relevant to the case. Gently, tactfully, but steadily bring the interlocutor back to the topic of the interview.
    • Sometimes, on the contrary, they answer extremely sparingly and reluctantly. Don't be afraid to repeat the same question, but in different words (use HCGCCSP - see sidebar)
    • If you heard the name of some documentation that was previously unfamiliar, ask to see a sample of it or write down its details so that you can find it later.
  5. Write down
    • Record always. The percentage of people with a phenomenal memory is very small, you are unlikely to be one of them. Therefore, the feeling that you can remember everything is most likely self-deception.
    • If possible, and the interviewee does not mind, then use a voice recorder. But be sure to warn him about this (for reasons of ethics).
    • After the interview, write an interview report in which you systematize the information received. If you were interviewed together, check with each other.
  6. Save the contact (at the end of the interview)
    • Thank the interviewee
    • Take his contact details (a mobile phone number is especially valuable)
    • Ask permission to ask specific questions later.
    • If there are many unanswered questions or new questions that have arisen, arrange another interview.

It would seem that the advice is simple and seemingly “obvious”. But if you neglect at least one of them, the effectiveness of the interview can suffer greatly. The optimizer has too little time for research to allow himself such liberties.

Description of problems

As a result of the first stage of optimization, facts and information about the problem will be collected. This is very important, because the development of specific solutions is possible only after a detailed analysis of the initial data. From this point of view, the concept of "problem" and its correct interpretation are important.

In everyday understanding, a problem is called a lack of something, and a variety of unpleasant situations, and the consequences of such situations, and general discomfort. Therefore, a definition of the problem is needed so that there is an unambiguous understanding between the optimizers (and those being optimized) what is meant (what we are improving after all).

In the framework of projects to optimize production and administrative processes, we believe that a problem is a quantifiable delta between the required (target, normal, normalized) and the current state of the process.

For example, we call a problem:

  • Oil production is 90 tons/day instead of the planned 100 tons/day.
  • The cost of manufacturing chemical products is 15 rubles / kg instead of the planned 12.
  • Consideration of documentation for the purchase of material and technical resources takes an average of 10 days, although the standard requires no more than 5.

Why is it preferable to write problems in this form? The fact is that this approach has a number of advantages that allow more efficient optimization work. Among them:

Accuracy A measurable indicator allows you to accurately determine the problem area without using "approximate" estimates ("bad", "good", "insufficient", etc.)

Objectivity Specific measurements do not depend on the opinions of individuals, but are really objective.

Fixing the initial state In optimization projects, it is important to reflect the starting point of transformations in order to take this into account in the future to form change options and choose the best one.

Proving the effectiveness of the developed solution The solution should be aimed at eliminating the identified problem. In this regard, each solution is evaluated in terms of how much it eliminates the gap between the desired state and the initial one. This will be proof of the correctness of the choice made.

Evaluation of optimization progress In the course of implementation of the chosen solution, it becomes possible to track its success as the problem indicator changes. As soon as it enters the required (target, normative) state, there is reason to believe that the problem has been solved.

In the light of the above, each specific solution should have the most appropriate configuration for the problem area. Figuratively speaking, it is necessary to choose such a key so that it best suits the identified problems (Fig. 1). Often this is not so easy to do, which is why it is recommended to use special tools for problem analysis.

For example, a solution such as outsourcing is at first glance a very attractive solution, but it should be remembered that it can be fraught with pitfalls. To verify its effectiveness, a number of preliminary studies should be carried out.

Problem Analysis Tools

A scrupulous approach plays an important role at the stage of problem analysis, since in order to obtain a sustainable result, it is necessary, in medical terms, to treat the disease in the first place, and not its symptoms.

Rice. 3. Tools for problem analysis

Among these tools:

Cause tree- a structured graphic presentation of logical relationships from the identified problem to the causes of its occurrence. The result is a tree diagram. This tool helps to get to the root causes of problems that arise.

Description of the business process, to put it simply, is a statement of the sequence of operations performed by employees to convert input resources (raw materials, materials, components) into the expected result using labor tools in accordance with the established technology. Depending on the specifics of the problem, for example, ARIS, IDEF0, Gilbreath notation can be used to build a business process. The business process helps to find inconsistencies in the distribution of powers of employees, duplication or, conversely, sagging responsibility for individual operations.

Production flow diagram- a simplified description of the movement of semi-finished products on the production site and the operations performed on them. At the same time, all operations are divided into those that bring value to the client, and losses. As a result, it is possible to analyze what is the efficiency of the flow, where are the main losses and what measures can help to get rid of them.

Bounded system theory assumes that in every work activity represented as a flow, there is a bottleneck - a workplace with the lowest possible productivity. Moreover, the performance of the entire stream is determined by the performance of the bottleneck. Therefore, if the task is to increase production, then optimization should begin with the “sewing” of such a workplace. The theory of system constraints was once developed by E. Goldratt and has recently been increasingly included in the basic set of optimizer tools.

risk matrix- this is a reflection of possible risks on the coordinate plane with the axes "risk probability" and "risk criticality" (that is, how severe the consequences of the risk will be). In the absence of reliable data, the assessment of these values ​​can be performed by experts. It is logical that, first of all, it is necessary to deal with risks with the highest probability and criticality.

Compatibility Matrix allows you to analyze the qualifications of staff. Stages are displayed horizontally production process(operations), vertically - employees. One of the signs is placed at the intersection:

  • “Knows, because. involved in the operation
  • "Knows, although not involved in the operation"
  • "Don't know, but can be easily taught"
  • "Don't know and hard to teach"

The compatibility matrix allows you to identify "overlaps" of qualifications between jobs and evaluate the possibility and effectiveness of combining professions, combining jobs or specializing workers in specific operations.

Problem Solving Prioritization

There is one aspect regarding the cultivation process. The fact is that the resources of change agents are not unlimited, so it is important to prioritize solving problems and eliminating the causes that give rise to them. Those. optimizers must optimize their efforts themselves, getting the maximum effect.

How to do it? To do this, you can use a tool such as the Pareto chart (Fig. 4), containing along two axes: the effect of eliminating the cause and the ease of its elimination. Each cause of the problem can be put as a point on this coordinate plane.

Rice. 4. An example of assessing the priority of eliminating causes (indicated by numbers) using the Pareto chart

Thus, we get a kind of "constellation" of causes. Which of them should be taken first? Obviously, for those in the upper right quadrant, since Their elimination will bring maximum effect with a minimum of effort expended.

Sometimes the question arises as to how the parameters of heterogeneous causes can be compared. Two approaches can be applied for this:

  • Expert review
  • Translation into unified indicators (rubles, person * hour)

Having eliminated some of the causes after the implementation of solutions, you can once again analyze the problem according to Pareto and proceed to eliminate the remaining ones.

Personnel costs are key

Employees of the consulting laboratory "Open Innovations", based on their experience of working with leading domestic enterprises (oil and gas, railway, chemical, energy, engineering, and other industries), determined the typical structure of the main cost elements characteristic of an average domestic industrial enterprise, as well as the potential reducing these costs and the possibility of its implementation (Fig. 5). The most priority in terms of effect and possibility of implementation were the costs related to personnel (both production and administrative and managerial).

Rice. 5. Typical distribution of costs of a domestic industrial enterprise

It is important that the reduction of staff, in addition to reducing the cost of the payroll fund and social contributions, also makes it possible to reduce:

  • expenses for the purchase, maintenance and repair of equipment;
  • expenses for overalls, labor protection, etc.;
  • expenses for VHI and food (if any);
  • expenses for maintenance of premises (electricity, heating, water supply, etc.);
  • management and administrative expenses (office, transport expenses, etc.).

Also, an important effect of staff reduction is to increase the transparency of enterprise management. In addition, it is possible to get rid of the “ballast” and leave only the best employees (with proper optimization). In light of this, personnel costs become the key to solving the problem of increasing the profitability of domestic enterprises.

Lean manufacturing originated in Japan after World War II. For the first 35-40 years, the concept of lean manufacturing developed in Japan without having a serious impact on the rest of the world. And only in the early 80s of the last century, after the expansion of high-tech and high-quality Japanese goods, primarily cars and televisions, to the American market, new style management drew attention all over the world and its distribution began, first in the West, and now in Russia.

Lean manufacturing(eng. lean production, lean manufacturing from lean - “skinny, slender”, there are also translation options - “slim”, “sparing”, “prudent”, there is a variant with transliteration - “lin”) - the concept of management manufacturing plant based on the constant striving to eliminate all types of waste. Lean production involves the involvement of each employee in the process of optimizing the business and maximum customer orientation.

The basis of the concept of lean production is the assessment of the value of the product for the end consumer, at each stage of its creation. As the main task, it is supposed to create a process of continuous elimination of losses, i.e. elimination of any activities that consume resources but do not create value (are not important) for the end consumer. A term from the Toyota Production System, muda (jap. muda), meaning all kinds of costs, losses, waste, garbage. As a result of eliminating waste, production costs are reduced:

COSTS = COST + LOSS

Losses can be found in both production and management. Distinguish between explicit (easy to detect, taken into account in organizations) and hidden losses (occur in operations that have to be performed under given conditions or according to these methods, but which can be avoided if technology is improved or conditions are changed). These losses are very often not recorded by the manufacturer and, therefore, are not counted, creating a false picture of its true costs. Implicit losses are the most difficult to assess, but are the key to building a continuous improvement process.

Thus, we can talk about an "iceberg" of losses, where their visible part (explicit losses) is a fourth or fifth of the total volume of total losses (Figure 19).

Figure 19 - Iceberg of inefficiency.

In accordance with the concept of lean manufacturing, all activities of the enterprise are divided into operations and processes that add value to the consumer, and operations and processes that do not add value to the consumer. The objective of "lean manufacturing" is the systematic reduction of processes and activities that do not add value.


Taiichi Ohno (1912-1990), one of the creators of the Toyota Production System, identified 7 types of waste:

  • losses due to overproduction;
  • loss of time due to waiting;
  • losses due to unnecessary transportation;
  • losses due to unnecessary processing steps;
  • losses due to excess inventory;
  • losses due to unnecessary movements;
  • losses due to the release of defective products.

Jeffrey Liker, researcher of the Toyota Production System experience (along with James Womack and Daniel Jones) added another type of waste in The Toyota Way:

  • unrealized creative potential of employees.

The main tools of lean manufacturing:

Building a value stream - the division of all actions of any employee of the enterprise into actions that add and do not create value from the point of view of the consumer;

· Pull production using the Kanban method - informing the previous production stage that work needs to be started;

total productive maintenance (TPM)

5S system (workplace organization)

· "Kaizen" (kaizen) (permanent improvements) - continuous improvement of production through small changes;

"Just in Time"

"Poka Yoke" (protection against unintentional errors);

Quick changeover (SMED)

Poka - yoke ("error protection, fool protection") - a method of preventing errors - a special device and

Participation of all personnel in the improvement of the system, knowledge management (the ability of the workforce to self-program, the continuous acquisition of new knowledge and skills), etc.

The effectiveness of the implementation of lean manufacturing:

Reducing labor costs, increasing labor productivity;

Reducing the development time for new products;

Reduction of terms of product creation;

Accelerate time-to-market for new products

Reduction of production and storage areas;

Downtime reduction;

Decreased cycle time;

Reduction of warehouse stocks;

Marriage reduction

The best foreign and Russian practice of implementing lean production tools (according to Professor O. S. Vikhlensky) gives the following results:

· Electronic industry: with reduction of the stages of the production process from 31 to 9; reduction of the production cycle from 9 to 1 day; release of 25% of production areas; savings of about 2 million dollars for six months.

· Aviation industry: from shortening the lead time from 16 months to 16 weeks.

· Non-ferrous metallurgy: performance increase by 35%.

· Pharmaceutical industry: with waste reduction from 6% to 1.2%; reduction of electricity consumption by 56%; savings of 200 thousand dollars annually.

· Consumer Goods Manufacturing: increase in productivity by 55%; reduction of the production cycle by 25%, reduction of stocks by 35%; savings of about 135 thousand dollars per week.