Stages of implementation of lean manufacturing in the enterprise. Essence and methods of lean production. Possible causes of losses in the enterprise

4.2.1. Strategy, tactics and operational tasks The classical description of military operations uses the concepts of strategy, tactics and specific, operational tasks. All of them fit perfectly into the universe model (Fig. 4.2). Consider an upward U-flow starting from

A systematic approach to identifying losses and finding ways to eliminate them in order to reduce the time between the customer's order and the shipment of goods;
business processes that require less human resources, capital investments, production space, materials and time at all stages.

This methodology is aimed at combating losses in all their manifestations: excess inventory, backlogs, downtime, unnecessary movements, while taking into account the convenience and safety of operations for personnel.

Action plan:

1. Determine the expected value of a particular product that has certain characteristics and a certain price through dialogue with interested consumers.
2. Determine the entire flow of creating the value expected by the consumer for each type of product: from the concept to the product that has reached the consumer.
3. Organize the movement of the flow of creating the value expected by the consumer, i.e. focusing not on the enterprise and equipment, but on the product and its "needs".
4. Constantly listen to the voice of the consumer, allowing him to pull products from the enterprise when he needs it.

The basic methods and ideas of lean production were proposed by G. Ford and were used at Ford factories in the 20s of the last century, but for the first time in in full they were made in Japan. Toyota has created a system whose goal is to reduce or eliminate activities that consume resources and do not add value, that is, those for which the consumer is not willing to pay.

Today this system is known as the Toyota Production System (TPS), the principles and tools of which are reflected in its American version - the Lean Production system. Many of the elements were still in the Soviet version - the scientific organization of labor (NOT).

Lean manufacturing is approaches, methods aimed at reducing all possible costs and increasing productivity. These tools are focused primarily on the production part of the company. By changing the production system based on the principles of lean manufacturing, we reduce internal losses (stocks, movements, etc.) and at the same time people, premises, and energy are released.

The efforts of the staff are concentrated on those activities that do not add value to the product from the point of view of the consumer and, therefore, do not increase the added (incremental) value for the company.

Additional Information:

1. The concept of lean manufacturing is easy to understand, but the most difficult thing is to make it so that it becomes part of everyday work.
2. Successful implementation of lean manufacturing requires a change in company culture.
3. The concept of lean production is focused on the maximum consideration of the interests and needs of consumers.
4. If we constantly keep the focus on reducing losses of all kinds, then there is practically no limit to the benefits that can be achieved.
5. Lean production - an approach aimed at the quality of compliance of manufactured products with established requirements. The principle of working with quality according to the TPS system is described as three NOTs: do not take on defective workpieces, do not make defective products, do not transfer defective products to the next operation.
6. The abbreviation TPS - Toyota Production System (Toyota Production System) is deciphered, in particular, as follows: Thinking Production System - Thinking production system.

The high organization of processes allows us to completely avoid unnecessary costs and successfully compete in today's market.

Lack of staff involvement and difficulties in making changes in the company.

Delivery in the shortest possible time of the required products in case of receipt of an order without accumulation of intermediate stocks.

Implementation of lean manufacturing

Taiichi Ohno, the founder of this system, identified seven types of waste: due to overproduction; time due to waiting; in case of unnecessary transportation; due to unnecessary processing steps; due to excess stock; due to unnecessary movements; due to defective products. There are also two other sources of waste - "load exceeding capacity" and "uneven load", which ultimately leads to the release of defective products.

Overproduction. Overproduction is usually called the production of an excess amount of products or its premature production before real demand arises. In the shops, overproduction leads to the production of excess products, and in offices - to the creation of unnecessary documents or redundant information. The production of an excess quantity of products or their premature production does not contribute to the increase in efficiency, since they are associated with the consumption of additional material and labor resources, the need to store excess products. This forces employees to work faster than necessary, which is accompanied by other losses.

To eliminate losses caused by overproduction, it is required:

Develop technological processes in such a way that previous operations reliably provide subsequent ones;
- establish production norms and standards for each workplace of the process;
- provide signals to prevent premature start of production.

Expectation. Any expectation - people, documents, equipment or information - is always a loss. Waiting means idle work, and this causes the whole process to stop. Waiting does not create added value, and the consumer is naturally unwilling to pay for downtime. Losses of this type are the easiest to detect. They are especially annoying to workers. In any office, it is not uncommon for employees to wait a long time for signatures from superiors, the opportunity to use occupied equipment, phone calls, receipt of materials from suppliers, etc.

Analyze which signatures on documents are really needed, eliminate all unnecessary ones and standardize the new procedure;
- train employees in related professions so that they can replace each other;
- evenly distribute workloads throughout the day in order to optimally use the available labor resources;
- to provide production with all necessary equipment and timely deliveries of purchased products and materials.

Over processing. Those operations that are not needed by consumers who do not want to overpay money for their implementation are considered superfluous. Often such operations turn out to be unnecessary actions (for example, mutual checks of the work performed by different employees), obtaining an excessive number of signatures, unnecessary consideration of documents and work results.

To eliminate this type of loss, you need:

Analyze all work that creates added value, optimize or eliminate all unnecessary operations;
- determine which coordinating signatures on documents are really necessary, and eliminate all unnecessary ones.

Excess inventory. Any surplus inventory held by an enterprise is a waste. Storage of such stocks requires additional space, they can adversely affect safety by blocking aisles and production areas. These inventories may not be needed at all and become obsolete when demand for products changes. Lean manufacturing requires a radical change in the way we look at inventory. The presence of excess inventory means the need for additional efforts to manage it, it can slow down the flow of other production processes, since it is necessary to turn piles of papers and materials in search of the necessary.

To eliminate this type of loss, you need:

To produce at each site or workplace only the quantity of products required by consumers downstream of the production flow;
- standardize the layout of production sites and their loading;
- ensure that everything necessary for the subsequent sections of the production process arrives exactly at the appointed time and avoid delays in the further movement of materials through the production process.

Extra movements. Any movement not required for the successful completion of the operation in question is a waste. Such movements are considered a form of waste, since each movement made must increase the added value of the product or service. Often, inefficient organization of the labor process and incorrect layout of workplaces cause unnecessary movements of performers - walking, stretching, bending, etc.

To eliminate this type of loss, you need:

Standardize document folders, drawers and cabinets throughout the office, use color coding as widely as possible;
- Arrange files (with documents on desks or electronic files in computers) in such a way as to facilitate access to them;
- locate common office equipment in the central part of the office, purchase additional equipment to reduce the number of employees moving around the office.

Losses due to defects or alterations. The cost of reworking, or re-doing work that has already been done, in which defects are found, certainly belongs to the category of losses, since any work beyond what is necessary is unnecessary, increasing the losses of the enterprise. Losses from defects also include loss of productivity due to the interruption of the normal flow of the workflow to correct defects or rework products. This type of overhead is much easier to identify than other types of waste.

To eliminate losses from defects, it is required:

Introduce standardized working methods and forms of office documents;
- Develop and implement tools to make work easier.

Transportation. Transportation over distances greater than necessary, or the creation of temporary accommodation, storage and warehousing, unnecessary movement from place to place of materials, people, information or documents - all this leads to loss of time and energy. Materials and purchased items are often moved from place to place within a facility multiple times until they reach their final destination. Naturally, all these movements lead to losses. In addition, placing products in temporary storage places increases the likelihood of damage, loss and theft, and interferes with normal movement within the enterprise.

To eliminate losses caused by excess transportation, it is required:

Minimize the distance of any transportation;
- eliminate all places of temporary storage or storage of materials.

The problem of determining economic efficiency predetermines the need to correctly take into account and analyze the level and scope of the implementation of measures for lean production. This means that the definition of efficiency requires the use of methods of quantitative analysis and measurement, which involves establishing a relationship between the increase in the scale of implementation of the concept of lean production and the increase in the profit of the enterprise.

Lean manufacturing in the enterprise

Lean production is a production organization system aimed at continuous improvement of the organization's activities and achievement of its long-term competitiveness.

World experience shows the following results of the implementation of lean manufacturing tools:

Growth of labor productivity by 35-70%;
Reducing the production cycle time by 25-90%;
Reducing marriage by 58-99%;
Increase in product quality by 40%;
Increase in equipment uptime up to 98.87%;
Release of production space by 25-50%.

In any system, in all processes - from manufacturing and assembly to hospitality, healthcare, transportation and social services - there are hidden losses. Identifying and eliminating these wastes saves millions of dollars annually for organizations that regularly evaluate their performance against lean manufacturing standards. These losses add to the cost of production without adding the value that the customer really wants. They also increase the payback period of investments and lead to a decrease in employee motivation. It is necessary to identify and then eliminate these losses.

It should be noted that the ideas of "lean manufacturing" were first formulated and implemented by Henry Ford. But these ideas were in the nature of disparate events and did not affect the very outlook of workers. A flow, low-cost production was created, and the Ford-T brand car had no competitors in the world in terms of price, quality, and level of service. But the ideas of Henry Ford did not become widespread, as the country's economy developed dynamically, the market was closed to other states, and there were opportunities for extensive development. Japan did not have such opportunities, and therefore immediately took the path of rational use of resources, eliminating all types of losses, increasing the initiative and responsibility of workers, and constantly systematically improving quality and procedures. The Toyota automobile company has become the center for the development and implementation of the principles and methods of "lean manufacturing", borrowing all the best from the production systems of companies around the world. Already by the year 80, Japan not only restored the economy and created the most efficient production system in the world, but also began active expansion to other countries.

Returning to Russia, I would like to highlight 9 reasons why it is advisable to implement lean manufacturing in an organization:

1. High production cost.
2. Low quality products.
3. Outdated technologies.
4. Outdated equipment.
5. High energy intensity.
6. High cost of production.
7. Violation of terms of deliveries.
8. Lack of qualified personnel.
9. High competition in the market.

It is the tools of lean manufacturing that allow us to solve these and other problems.

When people talk about lean manufacturing, Lean management and the achievements of the Japanese company Toyota are often mentioned. There is another word - kaizen (continuous improvement).

All these words, unusual for us, indicate that the organization sets itself a global task - to improve every day, to progress day by day. Moving forward depends on the leaders themselves, because it is not enough to introduce tools, you need to change the culture of management, the behavior of managers.

It is these issues that will be discussed at the conference in the city of Izhevsk "Vision and implementation of Lean on the example of Toyota." It is important that the conference will discuss practical issues of implementing lean manufacturing tools in a modern organization.

Lean is a way of thinking

In lean manufacturing, the attention of top management and the first person in the enterprise is important. If the first person is concerned about the implementation of lean production, the result will be, if not interested, this is a waste of time. Lean is a type of thinking. The experience of implementing lean manufacturing in Russia and in developed countries has one important feature. At Russian enterprises great importance is given to the tools of lean production, in foreign organizations - to the formation of the ideology of lean production, corporate culture of management. Note that lean production tools do not work without ideology. The primary issues are thinking and implementation of rationalization proposals. It is necessary to create a corporate culture that would facilitate the implementation of this system. Corporate culture, in turn, is always based on the behavior of the leader and his team. And actions follow from thoughts, which are important to know about. Therefore, a steam locomotive is the right way of thinking, and then the wagons line up - certain Lean tools.

Rule - 5 whys

As far as the behavior of managers is concerned, in a lean manufacturing system, you will have to reorient yourself to find the cause of problems, and not to punish the employee. It is important to understand why the failure happened, what is the reason for the error? The manager's opinion that everything should be done without a hitch is wrong - in any business, no one is immune from mistakes, and lessons must be learned from them. Errors are an incentive to optimize the process, a way to ensure that it does not happen again, to eliminate it once and for all. Modern leaders in pursuit of infallibility, they set themselves simple tasks, this is wrong - tasks should be complex, and mistakes made in solving them are in the order of things.

Lean tools are simple in themselves, but applying them takes effort. Following the philosophy of Toyota, Lean is a science that forces us to put forward a hypothesis, test it, look for confirmation of it. In all areas: safety, quality, costs - the main success factor will be the corporate culture and the behavior of the leader. It's impossible to quickly change his mindset (Toyota has been doing this for over 60 years). But if you show employees a new approach, help them choose a tool, then they will see for themselves all the benefits of such work.

Lean production is based on the 5 C system - a system of putting things in order, cleanliness, strengthening discipline, increasing productivity and creating safe working conditions, with the participation of all personnel. This system allows practically without cost not only to restore order at the enterprise (increase productivity, reduce losses, reduce the level of defects and injuries), but also create the necessary starting conditions for the implementation of complex and expensive production and organizational innovations, ensure their high efficiency due to radical changes consciousness of employees, their attitude to their work.

Lean manufacturing system

An important principle of the concept of lean production is continuous improvement and participation in this process of the entire team.

“Creating well-defined customer value” involves understanding what is value to the customer. And here you can not rely on only your own knowledge. Work should be carried out to identify all components of customer value, sometimes directly with the end consumer of the product / service. This is a guarantee that the requirements of the consumer will be satisfied most fully and at the lowest cost (excessive work is excluded).

If a company is engaged in lean manufacturing, then it puts the interests of the customer, buyer, client, partner and its own employees at the forefront, and everyone benefits from this. Therefore, the introduction of lean manufacturing is the best business card for presenting the company to partners and customers.

“With less labor, in less space, with less capital and in less time” - in the concept of lean manufacturing, this means the elimination of all types of losses (overproduction, excessive processing, waiting losses, transportation losses, personnel movements, losses due to for defects / alterations, etc.).

The concept of lean manufacturing is based on five principles that guide managers in their transition to lean manufacturing:

Determining the value of each product family from the customer's point of view.
- Identify all stages of the value stream for each product family and eliminate, to the extent possible, activities that do not create value.
- Aligning value-creating operations in a strict sequence that ensures the smooth movement of the product in the flow directed to the client.

At the end of the formation of the flow - the creation of the possibility of "pulling" the value of the clients from the previous stage.

Once value has been identified, value streams identified, waste stages eliminated, and the pull system established—repeating the whole process as many times as necessary to achieve a state of perfection where absolute value is created and no waste occurs.

It is necessary to clarify what is push production and pull production.

Push production is the processing of products in large batches at the maximum speed based on the forecasted demand, with the subsequent movement of products to the next production stage or warehouse, regardless of the actual pace of the next process or the needs of the customer (consumer). Within such a system, it is almost impossible to implement lean manufacturing tools.

Pull production is a method of production management in which subsequent operations signal their needs to previous operations.

The supermarket pull system is the most popular. With it, at each production stage there is a warehouse - a supermarket, in which a certain volume of products manufactured at this stage is stored. At each stage, as many products are produced as were withdrawn from the supermarket. As a rule, when a product is withdrawn from a supermarket by a subsequent process - a consumer, the latter sends up to the previous process information about the withdrawal using a special card (kanban) or otherwise.

Each process is responsible for restocking its supermarket, so the operational management and search for objects of continuous improvement (kaizen) is not a big deal. However, its application is complicated in the presence of a large number of types of products.

It is advisable to use a sequential pulling system with a large range of products produced by one process, i.e. when it is difficult or almost impossible to maintain a stock of each type of product in the supermarket. Products are essentially made-to-order, with total stock in the system kept to a minimum. A consistent system requires short and predictable lead times, and a good understanding of the order flow from the customer. The operation of such a system requires very strong leadership.

Mixed pull system - involves a combination of the two listed systems. It is advisable to apply it when the 80/20 rule is in effect, i.e. when a small proportion of product types (approximately 20%) makes up the largest part of the daily output (approximately 80%).

All kinds of products are divided into groups according to output volume: high volume, medium volume, low volume and rare orders. For the "rare orders" group, it is advisable to use a sequential pull system. For other groups - the pull system of the supermarket. With a mixed pull system, it may be more difficult to manage improvement and detect deviations.

The concept of lean manufacturing is aimed at maximizing resource savings in the production process, primarily temporary. The basic principle of this concept is to identify and eliminate processes that do not bring added value or reduce it (for example, processes that lead to excess inventory, waiting processes, processes of excess transportation, processes of excessive processing, processes that create defects, etc.) .

Value stream refers to all the activities, both value-creating and non-value-creating, that allow a product to pass through all stages of the process:

1) from concept development to the release of the first product,
2) from order acceptance to delivery. These activities include the processing of information received from the client, as well as operations to transform the product as it moves to the client.

When lean production was widely introduced into management practice, it turned out that it was in dire need of a process description of the business.

Business can be characterized as a set of interrelated and interacting processes. Then, if we carefully describe each process and study the interconnections of processes, then we will understand how any business works and we can use this description for a variety of purposes.

For the practical application of the lean manufacturing system, it is necessary to be able to systematically describe business processes, that is, the most important business processes that bring us money in payment for our products or services.

How to learn to see processes? At the enterprise, first of all, we see machines, apparatus, transport systems, people engaged in their work.

A process is a sequence of actions aimed at obtaining some product and/or service. Moreover, these actions are distributed in time and space. It is rare to see these actions all at once from one point. "So what?" - you say. The processes are running, everything is working. Why document them, describe them, is it not enough to keep everything in your head, as it is now?

First of all, the description of the process speeds up the exchange of information and reduces the risks of making untimely and erroneous decisions and actions.

Processes can be described in words, but words are understood differently. In this regard, the most obvious and accessible is the visualization of business processes using a visual picture of the process.

First of all, we need a description of the process as it currently exists in order to get a starting point for further improvement. Having a current description of the process, we can build an "ideal" process and outline a transition plan to it. And only after that begins the continuous improvement of the process according to the concept of lean manufacturing.

Lean Tools

The peculiarity of the TPM methodology is that on its basis a smooth and planned transformation of the existing service system to a more perfect one is possible.

To this end, it is convenient to represent the TPM implementation path as a sequence of stages, each of which pursues quite specific goals and, most importantly, gives a very tangible effect:

1. Operational fault repair - an attempt to improve the existing service system and find its weaknesses.
2. Maintenance based on forecasts - organizing the collection of information about equipment problems and their subsequent analysis. Planning preventive maintenance of equipment.
3. Corrective maintenance - improvement of equipment during maintenance in order to eliminate the causes of systematic failures.
4. Autonomous service - the distribution of functions for the maintenance of equipment between operating and maintenance personnel.
5. Continuous improvement is a must for any lean tool. In fact, it means the involvement of personnel in the continuous search for sources of loss of operation and maintenance, as well as the proposal of methods for their elimination.

Visual management is the arrangement of all tools, parts, production stages and information about the performance of the production system so that they are clearly visible, and so that any participant in the process can assess the state of the system at a glance.

Visual management is implemented in several stages:

Stage 1. Workplaces are being organized, this is the stage at which you need to use all the power and capabilities of 5S.
Stage 2. Important information is visualized that is located at the workplace: information about safety, about quality, about how operations are performed and about what and how equipment should be used.
Stage 3. The results and performance indicators of a particular process are visualized.
Stage 4. Decision making based on this visualized information is implemented.

Standard Operating Procedures (SOP) - a document that defines step by step the sequence of any production operation:

Oral instructions are forgotten and distorted, so they must be replaced with written ones - SOP.
- SOPs should not require a lot of time to understand, so they should use visual symbols, drawings, diagrams, photographs, etc.
- SOPs should be kept up to date to reflect changes in the order in which operations are performed.
- When developing the SOP, employees should be involved, this guarantees its reliability and will not cause rejection.

Just in Time (Just-In-Time - JIT) - a method of reducing the time of the production cycle, when materials, services and other resources are provided only when they are needed:

Reducing the batch size to the minimum economically viable (ideally to one unit of production).
- Balancing the number of human resources, the amount of materials and equipment.
- "Pulling" products. The performance of the current operation is determined by the needs of the next one.
- The use of audio-visual means of monitoring the status of the product and the workload of the equipment.
- Delegate the decision-making process for managing the movement of products to the lowest possible level.

Value stream mapping is a fairly simple and visual graphical diagram depicting the material and information flows necessary to provide a product or service to the end consumer. The value stream map makes it possible to immediately see the bottlenecks of the stream and, based on its analysis, identify all unproductive costs and processes, and develop an improvement plan.

Mapping is a visualized description in a certain form of the flow (material, informational) of creating the value of a business process. Mapping is carried out in the conditions of "as is", "as it should be" and "as it will be".

With this tool, a value stream map is created that will clearly identify the time of value creation and the waste that exists in the value stream.

A creation flow map is a tool that can be used to map material and information flows during value creation. Value creation time is considered to be the time to complete the work that transforms the product so that consumers are willing to pay for it. A value stream is all the activities (value-adding and non-value-adding) needed to produce a product.

Unfortunately, practice shows that our losses make up the lion's share of the process, their size reaches 80% - this is the field of activity for the Kaizen system: continuous improvement; a way of striving for excellence through the elimination of losses; proposals for eliminating losses.

Everyone knows that the needs of the consumer are constantly growing, which means that the process of improvement is also continuous, since it is aimed at transforming the needs of the consumer into specific products.

Value stream mapping includes the following steps:

At this stage, a detailed description of the process of creating any one product (or family of products) is created, indicating all the operations and states, the required time, the number of employees, information flows, etc.

The purpose of building a current state map is to identify: actions that create any consumer value, and actions that do not create it.

Of the latter, some may be necessary and cannot be eliminated (for example, accounting), such activities should be optimized as much as possible, others can be reduced or optimized (for example, transportation or warehousing). To do this, the customer's requirements for the quality and properties of the product are clarified.

Characteristics of the product that cannot be changed under any circumstances and characteristics that can be changed by agreement are determined. Only on the basis of such information can one accurately determine where customer value is created and where not.

The future state map reflects the ideal state after all the planned changes have been made. Hidden losses are also identified with a view to their subsequent elimination.

Determination of methods of transition to the future state, assignment of specific tasks, deadlines and persons responsible for implementation.

Built-in quality is a technique for managing the quality of products directly at the place of production.

Basic principles of built-in quality:

1. The ability to stop the conveyor by an employee in the event of a marriage or equipment breakdown (Jidoka).
2. Designing equipment so that deviations are detected and shutdown occurs automatically.
3. Using the production line problem notification system (Andon).
4. Using methods to prevent unintentional operator errors or technology flaws (Poka-Yoke).
5. Standardization of quality control procedures and assignment of control duties to equipment operators.

Examples of Lean Manufacturing

Today, more than 80 enterprises and organizations of various sectors of the economy of the republic have joined the development of the project for the introduction of lean technologies: mechanical engineering, light industry, petrochemistry, energy, agriculture, transport and communications, housing and communal services, healthcare: KAMAZ OJSC, Production Association Elabuga automobile plant", Federal State Unitary Enterprise "Production Association "Plant named after Sergo", OJSC "Kazan Engine-Building Production Association", OJSC "Kazan Aviation Production Association named after S.P. Gorbunov" and others.

The work of an interdepartmental working group contributes to such a wide distribution and application of lean technologies in the production activities of enterprises of various industries.

The effect of the introduction of "Lean production" technologies at the enterprises of the republic, which have been systematically using lean technologies for several years, is especially noticeable.

As part of the implementation of projects to optimize costs and increase labor productivity, KAMAZ freed up 360,000 sq. m. m of space, an economic effect of 16 billion rubles was obtained, the cost of developing the production system amounted to less than 1% of the economic effect.

In the fall of this year, KAMAZ launched the Mayak project - a system for organizing and managing production using Lean Production technologies - a joint project between KAMAZ and Daimler. The implementation of the Mayak project on the main assembly line on only one line will increase the volume of car production up to 48 thousand units per year when working in two shifts.

More than a thousand employees have been trained at ElAZ as part of the implementation of the Lean Production philosophy, 37 internal corporate trainers have been trained. 11 reference sites have been created, about 2 thousand proposals for improvement have been introduced, 180 projects have been implemented. The economic efficiency of resource saving amounted to more than 290 million rubles.

Another example is the Kazan Motor-Building Association. Implementation of "Lean Production" tools at the pilot site of the enterprise made it possible to reduce the number of operations by 2 times, the travel distance - by 22 times, and the production cycle of part processing - by 4 times.

In general, enterprises following the path of introducing the principles and tools of "Lean Production" achieve the following results with minimal investment: increase in labor productivity - up to 70%; quality growth - up to 60%; release of production areas - up to 50%; reduction of marriage - an average of 65%; reduction of terms of implementation of investment projects - up to 20%.

It should be noted that as a result of the introduction of the philosophy of "Lean production", the psychology, mentality of workers, engineering and technical personnel and enterprise managers are changing.

Lean manufacturing concept

The origin of the Lean Production concept is also attributed to the engineer Co. T. Ohno, who visited American factories with his colleagues in the late 1940s and laid the foundations for organizing the production system of Toyota Motor Company.

T. Ono developed a simple set of goals for building a car production system: to produce a car in accordance with the requirements of the consumer, to deliver it immediately and not to store any intermediate stocks. He came to the conclusion that this can only be achieved by ensuring quality at all stages of the production process.

This system became known as the Toyota Production System (TPS), and its principles and methods were later, as it were, re-introduced and popularized in America, but under the name of Lean Production.

At the initial stage of creating TPS, the following tools were used:

1. Rejection of the “push” system that creates unnecessary stocks at all stages of production, regardless of demand, and the transition to a “pull” system of “just in time”.
2. Autonomization - granting the right to workers to stop the conveyor or production to prevent the receipt of a defective part or assembly for a subsequent operation.
3. Decentralization of management - open access to information about the production system, expanding the independence and responsibility of the performers of the work, their participation in decision-making on problems related to the performance of their work.
4. Taking into account the requirements of production in the design of products - modular design and the participation of suppliers in the design of the components they supply.
5. Exclusion of defects, since otherwise, in the absence of backlogs (stocks) of raw materials and semi-finished products, production is impossible.

In traditional mass production, there are mainly eight types of waste, the elimination of which is the goal of Lean Production:

Overproduction - production of a larger volume earlier and faster than is required at the next stage of the process;
surplus stocks - any excess flow of one-subject flow into the production process, whether it be raw materials, intermediate products or;
defective product - products requiring inspection, sorting, disposal, downgrading, replacement or repair;
additional (excessive) processing or movement - additional efforts that, in the opinion of the consumer, do not increase the surplus value (value);
waiting - breaks in work associated with waiting for human resources (labor), materials, equipment and information;
people - incomplete use of the skills and experience, mental and creative abilities of the staff;
Losses in transit - unnecessary movement of parts and materials within the production.

Many authors, in addition, identify additional types of losses, for example, "false savings", which consists in the following actions: the use of cheap and low-quality raw materials and materials; simplification of the design leading to a decrease in quality; downsizing, leading to non-fulfillment of the necessary functions; a variety of structural elements, means and methods of production, when it is possible to standardize and unify them.

The concept of "Lean Manufacturing" comes from the fact that if you constantly keep the focus on reducing waste of all kinds, then there is no limit to the benefits that can be achieved.

In addition to the previously reviewed TRS tools, the system also offers to use:

1. "5S" in order to improve the organization of labor and quality in the workplace by restoring order, maintaining cleanliness and discipline;
2. Continuous improvement "kaizen";
3. Value stream management (VSM);
4. Process mapping - a graphical representation of the process indicating the flow of information, materials, stocks, metrics (standard characteristics) of operations;
5. Error protection system - decision-making based on a multi-level analysis of risks, possible failures and consequences;
6. Reducing the batch size to a minimum;
7. Visual controls - all tools, parts, production activities and indicators are in view, so that every interested and involved person in the process can understand the status of the system at a glance. The means of visual information (cards, maps, diagrams, etc.) are widely used, showing what each operator should do;
8. A well-thought-out plan for the placement of equipment based on their optimal sequence of operations. Close and convenient placement of workpieces and tools;
9. Normalized work. Performing work in accordance with established (standardized) methods, without loss, taking into account the movements of the worker (ergonomics). Standardization and unification are used from the stage of product design and operation;
10. Teamwork, both in doing work and in making improvements;
11. Quality in the process of work. The verification and management of the quality assurance process is carried out by the executing operators, who make sure that the products entering the next stage of the process are of the required quality;
12. A place to store the necessary items. Raw materials, parts, information, tools, work standards and procedures are where they are needed;
13. Production flexibility. The ability to quickly reconfigure equipment and change tools allows you to produce a wider range of products and reduce batch sizes at the same workplace;
14. Pilot project. The bottleneck in production is selected. Using the so-called "Kaizen Blitz" (surprise attack) approach, they make breakthrough improvements and then move the actions to other most important problem areas;
15. Analysis of overall equipment efficiency and losses. Using the Pareto chart, determine the losses, the elimination of which can get the greatest return.

Deployment of Lean Manufacturing includes the following steps:

1. A management decision is made to implement "lean manufacturing". At this stage, the staff needs to explain the reasons for the decision, select goals, form a team, outline a plan and provide the resources necessary for the implementation of "lean production". Top management must constantly demonstrate their interest, participate in daily work and provide support.
2. Selection of the initial object of implementation (pilot project). For this purpose, from 1 to 3 of the most material- and labor-intensive processes are selected, the improvement of which can have a significant effect.
3. Personnel training. All participants in the deployment of "lean production", both management and ordinary executors of the processes, must undergo training. Learning objectives - understanding the goals and the means to achieve them (technologies "just in time", the means used, methods for evaluating processes and products).
4. Mapping the reorganized process "as is".
5. Calculation of characteristics (metrics) of the current process.
6. Mapping the process "as it should be."
7. Calculation of the metrics of the reorganized process, and in case of low efficiency, its additional improvement.
8. Project implementation.
9. Creation and implementation of plans for continuous improvement of the kaizen process.
10. Lean experience gained in the pilot project is being gradually extended to other processes.

The concept of "lean manufacturing" experts consider an integrated set of tools for organizing production, in the general case, defined through the system "just in time" (JIT), total quality management (TQM), total equipment maintenance (TPM) and a set of personnel management methods, including team organization work and involvement of employees in decision-making. At the same time, many experts note that in terms of tasks, content and tools used, it does not fundamentally differ from the "kaizen" system.

Lean Manufacturing Principles

After the TPS system was deployed at Toyota, it became clear that many of the potential benefits of the system would remain unrealized if corporate partners were not included in it. Therefore, in the 1970s. Yoshiki Iwata and other enthusiasts of Toyota's new principles founded Shingijutsu, a consulting company dedicated to promoting the principles widely. At Shingijutsu, she worked with Danaher's Jacobs Equipment Company brake plant and helped turn it into the first "lean" manufacturing facility in the US. As a result, after the opening of the Toyota Supplier Support Center (TSSC) in the US state of Kentucky, the TPS system has become widespread in the United States.

In the years since the invention of the TPS system, the principles of "Lean" have moved beyond the Japanese automotive industry to other industries and territories. Most of the international enterprises located in Asia are already involved in Lean programs. Automobile manufacturers in the US are already using Lean principles, but the rest of the industry is just beginning to take interest in new opportunities.

US manufacturing companies that have used other methodologies, such as just in time manufacturing, have been able to quickly implement and establish lean manufacturing practices in their factories. Industries with low profit margins, such as automotive and manufacturing companies, were among the leaders.

Lean principles are often combined with Six Sigma methodology, which allows you to ensure the impeccable quality and reproducibility of the cycle. This concept was developed in the USA when Bill Smith, a scientist and senior engineer at Motorola (USA), came up with a standardized method for counting defects. The name of the concept uses the letter of the Greek alphabet sigma, which is usually used in statistics to denote standard deviations. In the Six Sigma programs used so various firms like GE, Allied Signal and Tyco use detailed data analysis to improve all business processes. The ultimate goal of implementing this methodology is to achieve a rejection rate of no higher than 3.4 per million. The combination of Lean and Six Sigma principles helps to ensure sustainable value.

The Ten Principles of Lean Manufacturing:

1. Get support from top management. Before taking any action, enlist the support of decision makers in your company. "If you want to make your business lean, make sure senior management understands what is going to happen," says TBM's Sharma. Emerson's Hamby adds, "There needs to be an approach that involves all levels of the enterprise from top to bottom, not just middle management and executives."
2. Roll up your sleeves. Lean principles can deliver impressive results. But this is not to say that this will be easy to achieve. "Many people are looking for quick fixes to complex problems," says Sharma. "They don't realize that there is some work to be done first."
3. Communicate and learn. “We spent a lot of time communicating before, during and after the event to make sure everyone had a complete understanding,” says Pella's Van Zanten. - Communication is essential. When we make progress, we really report it." Adds Stephen of Emerson: "There's a lot to learn. Create an atmosphere of awareness, educate people, and get record results."
4. Don't skimp on education. The principles of "lean" production run counter to many traditions. “Plan a long enough window of time to change the way the company thinks,” advises Parker. “Be sure to achieve the required level of understanding. change in corporate culture. It should be remembered that the implementation of Lean principles does not only change production processes; All aspects of the company's activities are subject to change - from methods for determining the productivity of employees to methods for setting dates for the delivery of finished products to customers.
5. Apply appropriate metrics. Change the way you measure success and failure. "In the old cost accounting system, results were considered very good if the most expensive equipment was running 24/7," notes Parker. "Lean principles won't work," he says, "unless the evaluation criteria are changed." The traditional criteria for success - efficiency and usability - should be replaced by efficiency, lead time, inventory turnaround time and product quality.
6. Help partners. "If you don't expand the scope of Lean beyond your own enterprise, you will cause dissatisfaction with your suppliers," warns Oracle's Modi. "Successful companies have taught Lean principles to their suppliers." In fact, the most successful Lean companies involve their suppliers in product development to improve quality and simplify production. In addition, they are working together to improve communication methods and reduce lead times throughout the supply chain.
7. Think big. As the company shortens production cycles, experiments can be done faster and more painlessly. Therefore, each attempt to improve carries a huge potential and can be implemented without serious consequences, even in case of failure. "In doubtful situations, be bolder," advises Van Zanten. "We set aggressive goals. You can't just take small steps."
8. Change landmarks. "Don't rush to declare victory," Sharma advises. And Pella's Van Zanten likes to reminisce about how, a year after implementing resource-saving practices, the CIO asked him to prepare a report on the results. "Approximately 25%," Van Zanten estimated. A year later, the CIO asked the same question, but this time the answer was 10%. This example shows that Lean is like a new pair of glasses that helps you constantly spot new ways to reduce waste and improve your business. "The more you do, the more opportunities open up for you," adds Prince of Pella Corporation.
9. Believe in success. "Continuous improvement (Kaizen) is our way of life," says Danaher, an industrial conglomerate that has been implementing resource-saving practices since the 1980s. Only constant attention and commitment to new principles will allow the company to achieve benefits. "We found that clients who embraced Lean as a religion had more visible results," says Modi.
10. Get ready for a long journey. Thrift does not stop after the first set of goals is achieved, it is not a limited project with clear start and end dates. Rather, it is a business style that must be constantly supported by management. "There needs to be vigilance on the part of management," Parker says. "There's always a better way to go," adds Robert Azavedo, director of Oracle, who oversees the discrete manufacturing industry in Europe. "The journey never ends."

Lean Manufacturing Efficiency

Lean firms can approximately double productivity and speed up production times, halve production space, and halve inventories—at virtually no cost.

Not always, but often there is no need to purchase new expensive equipment, no need to switch to new materials and technologies, no need to computerize production and introduce expensive ERP systems, etc. It is only necessary to change the culture of enterprise management, the system of relationships between different levels and divisions of the enterprise, the system of value orientation of employees and their relationships.

Thus, using the principles of lean manufacturing can have significant effects. Professor O. S. Vikhansky argues that the use of tools and methods of lean production can achieve a significant increase in the efficiency of the enterprise, labor productivity, improve the quality of products and increase competitiveness without significant capital investments.

Waste in Lean Manufacturing

1. Loss of overproduction (surplus production).
2. Losses of transportation (excessive movement of raw materials, products, materials).
3. Loss of waiting (during working hours, production activities are not carried out).
4. Losses due to stocks (excess of raw materials, materials, semi-finished products).
5. Losses due to the production of products with defects (marriages).
6. Waste of redundant processing (processing that does not bring value or adds unnecessary functionality).
7. Losses on unnecessary movements (not directly related to the implementation of production activities).

Most of the working time is spent on losses, and only 1/8 is spent on creating value and, accordingly, on making a profit.

It is also customary to single out 2 more sources of losses - muri and mura, which mean, respectively, "overload" and "unevenness":

Mura - Uneven work performance, such as a fluctuating work schedule, caused not by fluctuations in end-user demand, but rather by the characteristics of the production system, or an uneven pace of work on an operation, forcing operators to rush first and then wait. In many cases, managers are able to eliminate unevenness by leveling out scheduling and being mindful of the pace of work.
Muri - overload of equipment or operators that occurs when working at a higher speed or pace and with greater effort over a long period of time - compared to the design load (project, labor standards).

Loss of overproduction

One of the most obvious ways to increase profits is to increase the productivity of the enterprise. However, in the pursuit of productivity, top managers often forget that the amount of a product that consumers are willing to buy is determined by market demand. Suddenly there comes a moment when the product, which yesterday was so lacking, accumulates in the warehouse.

Overproduction is the production of more goods than the customer needs.

Sources of losses:

Additional storage costs;
excessive use of materials and resources;
violation of delivery schedules;
forced sales discounts.

Ways to improve:

Produce only on time and only what the client wants;
production in small batches;
quick changeovers.

Loss of transportation

Any more or less complex production is a sequence of operations for the transformation of raw materials or semi-finished products into the final product. But between operations, all these materials must be moved. Of course, transportation is an integral part of production, only unfortunately it does not create value at all, although it requires expenses for fuel or electricity, maintenance of the transport fleet, organization of transport infrastructure (roads, garages, flyovers, etc.). In addition, transportation is a waste of time and the risk of product damage.

Sources of losses:

Loss of time for the movement of materials / products until they are delivered to an internal or external consumer;
overproduction of products and their spoilage during storage.

Ways to improve:

Controlling the ways of moving valuables, reducing unnecessary movements due to redevelopment, redistribution of responsibility, elimination of remote stocks;
reduction of distances of physical movement of valuables;
reduction of distances between the operator and the equipment.

Wait Loss

Losses associated with waiting for the start of processing of the material (part, semi-finished product) indicate that the planning process and the production process are not coordinated with each other. The planning process itself is quite complicated, since it requires the analysis of a large number of factors. These factors include: the structure of consumer orders, the state of the raw material market, equipment productivity, shift schedules, etc. Truly optimal planning requires serious mathematical training and polished interaction between sales, purchasing and production services.

Reasons for waiting:

Different throughput of operations;
planning not for the needs of consumers, but for loading equipment;
stockpiling for high throughput operations.

Ways to improve:

Flexible production planning based on orders;
increasing the capacity of the least productive section;
suspension of the production process in the absence of orders;
flexible schedule for workers and equipment.

Losses due to inventory

Stocks are frozen money, i.e. money withdrawn from circulation and losing its value.

Sources of losses:

Special warehouses for materials and products to ensure on-time deliveries that hide production problems and do not add value to the customer;
materials and semi-finished products paid for by the enterprise, but at the stage of delivery.

Directions for improvement:

Analysis of the demand for products with a long shelf life;
analysis of the timeliness of price changes for illiquid stocks, analysis of claims for illiquid stocks;
balancing production and sales;
analysis of the dynamics of stocks and reduction of stocks of materials and raw materials between operations.

Losses due to defects

The release of products that do not meet the requirements of the consumer entails the obvious costs of raw materials, working time, labor, the cost of processing and disposal of defects.

Sources of losses:

Expenses for verification and control operations;
rework of defective products;
disposal of a marriage that cannot be corrected.

Directions for improvement:

Monitoring the effectiveness and expediency of inspections;
establishing a link between process parameters and quality;
calculation of the economic feasibility of scrap disposal in relation to production stops;
rewarding good work and punishing bad work;
embedding quality control in the production process;
embedding defect prevention systems (Poka-Yoke).

Waste of overprocessing

The consumer is willing to pay only for those properties of the product that are of value to him. If a consumer, for example, expects that the TV case should be black (white, silver, etc.), and you only have green plastic and repaint it in the desired color after manufacturing the case, this is also a waste of unnecessary processing. After all, this takes time, people, equipment, paint, and the case, which really has value for the consumer, has already been made.

Sources of losses:

Bringing the product to the state required by the consumer;
automatic equipment requiring the continuous presence of the operator;
making products better than what customers demand, adding unnecessary features or manufacturing steps that mask defects.

Directions for improvement:

Purchase of raw materials that do not require additional processing;
output of additional processing processes outside the enterprise (outsourcing);
study of the need for product improvements;
achieving stable results rather than improving them.

Losses on extra movements

Extra movements that lead to losses could be called more simply - vanity, thereby emphasizing their unreasonableness and randomness. From the outside, such movements may seem like a hectic activity, but looking closely, you can see that they do not contribute to creating value for the consumer.

Sources of losses:

Unnecessary transitions, movements, settings when doing work;
lack or incorrectness of work performance standards;
lack of labor discipline.

Directions for improvement:

Monitoring compliance of activities with the standard;
development or improvement of performance standards;
identifying and eliminating activities that do not create value;
distribution of responsibility for the result of the work;
training of personnel in correct work (5S);

Lean (lean) (eng. lean production, lean manufacturing from lean - “skinny, slender”) - a system of simple solutions that can increase efficiency and reduce costs.​

To date, an increasing number of enterprises are embarking on a lean development path, which allows, with the help of organizational measures, to increase labor productivity from 20 to 400% during the year. Using only one of the tools of lean manufacturing - by changing the flow of movement of products, in two years you can increase labor productivity by 30%. So did the General Director of the Kaluga plant of automotive electrical equipment. Now the plant is setting more ambitious plans to increase productivity by another 50%.

Lean technologies really work, they are needed by enterprises. This will be discussed further.

8 principles of lean manufacturing that increase the efficiency of the enterprise

In the work of our company, the principles of lean management are used, which is based on the desire to produce without delay in the required quantities only the goods that are in demand, without accumulating stocks in warehouses. When picking orders, we try to avoid actions that do not add value to the product. These are, for example, the storage of unnecessary stocks, unnecessary processing and long-term movement of products within the warehouse. Here are a few ideas that we managed to implement. The described actions made it possible to reduce the rotation of personnel, improve the ergonomics of the work process, and increase its safety. Productivity across all order processing areas increased by 20% in six to seven months.

1. Weight control. One of the ways to eliminate losses in the logistics center is the weight control of finished orders. It allows you to find errors before the order reaches the customer, which reduces the number of claims. So, if the actual weight of the box with the order does not match the calculated one, then it is not sealed, but sent for inspection and, if necessary, for additional assembly.

2. Conveyor system for used containers. The conveyor runs through all assembly areas and automatically delivers the used corrugated cardboard to the pressing area, where a horizontal press releases a pile of pressed cardboard with almost no operator intervention. This minimizes the work associated with the turnover of used containers and reduces the amount of paper dust. As a result, the level of environmental pollution is reduced, the equipment fails less often. We sell pressed cardboard to companies for recycling.

3. Selection by light. On a conveyor with an area of ​​​​9.2 thousand square meters. m boxes are moving, and employees at assembly stations put products into them using the pick by light system. With its implementation, the performance of collecting orders in our center was 50% higher than the performance in other Oriflame order processing centers in Russia. In addition, the assembly line is built according to the ABC principle, which allows minimizing the number of assembly stations and optimizing unit costs. Here is how the product is distributed:

• zone A is the fastest assembly zone, about 20% of goods are placed here, which fall into more than 80% of orders;
• zone B - about 30% of the goods come here (or every tenth box);
• zone C - over 1.5 thousand items with the least popularity (or every 50th order) fall here.

pick-by-light technology(English, selection by light) is used to collect orders at the workstation. On the scoreboard placed under the selection cell, a light signal lights up. The storekeeper selects the product from this cell and puts it in the box with the order, which moves along the conveyor line. Then he presses the button on the display, confirming the execution of this operation.

4. Visualization. Most visualization elements (markups, various signals) are built in such a way that even a new employee can easily understand their meaning. So, floor marking helps to maintain order near the working areas of the conveyor, it shows where the place of certain materials is, and where it is forbidden to put them. With the help of auxiliary signs (photographs, stencil images) it is possible to indicate exactly how the equipment should stand or what type of material should be in a particular place. This reduces the time to search for equipment and materials, and simplifies the training of beginners. With the help of portable signs, you can manage the flow of products in a limited space, which is very useful in small warehouses.

5. Orthopedic carpet. Pickers who stack piece goods in boxes are constantly on the move, and by the end of the shift, their productivity drops. We equipped such workplaces with a special orthopedic carpet. Due to the soft but elastic structure, it reduces the load on the legs and back of a person when moving around the station, similar to running shoes. And the anti-slip surface prevents the risk of injury and helps maintain assembly speed.

6. The principle of "everything at hand". The more popular the item, the closer it is to the picker. We put products with a high turnover at arm's length, products that are ordered less frequently are further away. To reduce the time for selection from the upper cells, metal steps have been installed at the workplaces, which allow employees to easily reach even the top shelf.

7. Labor productivity monitor. It shows in real time the order picking speed of the entire line and individual stations. So we can evaluate the work of each picker, while employees begin to compete with each other. The monitor successfully complements monetary motivation and makes the KPI system more transparent. In addition, such a system always allows you to identify errors at each station.

8. Points for the idea. The most important thing is to involve workers in the improvement process. It is from them that ideas for eliminating losses should come. We try to achieve the goal by introducing the philosophy of lean production into the minds of employees, training managers and specialists in the algorithm of step-by-step changes according to the PDCA principle (Eng., Plan-Do-Check-Act - planning - action - checking - adjusting).

Now we are finalizing the system of employee motivation, depending on the individual contribution to general process. Partially new system works in a logistics center in Budapest. Its meaning is that for each idea the employee receives points that can be exchanged for prizes, and any ideas are evaluated, even those that are not suitable for implementation.

7 lean ideas that will work in 100% of companies

The editors of the General Director magazine, together with the Rostselmash enterprise, held a workshop on “Production System: Operational Efficiency in Action”. At first, we listened to the speeches of the speakers, and in the afternoon we went on a tour of the workshops. In the article you will find lean manufacturing ideas which can be implemented in any company.

Possible causes of losses in the enterprise

1. Unnecessary employee movements.

• irrational organization of jobs - due to the inconvenient placement of machines, equipment, etc.;
• workers are forced to make unnecessary movements in order to find the appropriate equipment, tools, etc.

How to avoid losses? Timekeeping of one of the workplaces is performed throughout the entire shift. It is necessary to calculate the time spent by an employee to walk to the location of tools, components, accessories, search for them - we multiply this time by the total number of workers in a shift and by the number of shifts during the year. Thanks to this, it is possible to calculate the losses of the enterprise during the year due to unnecessary movements of its employees.

An example of loss elimination. In the work of one of the sections of the automobile enterprise, all the tools were in a common closet. Workers took one tool at the beginning of the shift, then they had to change it for another. Operators in total had to spend about 10-15% of their time for unnecessary trips to the closet and back to the workplace. Therefore, it was decided to provide each employee with their own cabinet for the tool. As a result, all movement has been reduced, providing a more comfortable and efficient workplace – with a 15% increase in the productivity of our employees.

2. Unreasonable transportation of materials. This category includes material movements that do not add value to the product. Possible causes of losses in the enterprise:

• a significant distance between the shops, among which the products are transported;
• inefficient layout of their premises.

Calculation of losses. For example, you need to submit a blank that has arrived at the warehouse. Then we think over the algorithm according to which this workpiece goes through all the technological stages of production. It is necessary to calculate how many meters the workpiece needs to be moved, how many times it will be lifted and set, how much resources are needed for this, how much value is lost or added at the output (sometimes such movements lead to a decrease in the quality of the workpiece). The calculated losses are multiplied by the number of blanks that go through the production process throughout the year.

How to get rid of losses? A large-sized body part at an automobile enterprise was moved to the welding area twice. The body was welded, then it returned to its original place to process the surface - and again had to be sent for welding (for welding the assembly unit) and again to its original place. The result was a significant waste of time moving the part and waiting for the forklift. To reduce time losses, the welding station was located next to the electric trolley and machining area. Achieved time savings 409 min. monthly. The saved time was enough for the production of 2 more cases.

3. Unnecessary processing. There are similar losses in a situation when certain properties of a product do not bring benefit to the customer. Including:

1. Functions of the supplied products that are unnecessary for buyers.
2. Unreasonably complex design of manufactured products.
3. Expensive product packaging.

Calculation of losses. You should visit the buyer (customer) to clarify how he uses the products of your enterprise. If you specialize in the production of parts, you need to familiarize yourself with the installation process and related operations with your customer. It is necessary to compile a list of structural elements and material properties of your products that do not matter to your consumer. You also need to clarify with the customer - what properties of the goods he considers unnecessary or secondary. It is necessary to estimate the amount of your own expenses, which were previously required for the sake of such unnecessary properties.

An example from practice. At one of the enterprises for the production of buses, all surfaces were painted according to the highest class of accuracy. We conducted a survey of our consumers and found that they do not need such requirements for the accuracy of painting. Therefore, changes were made to their technical process - for invisible surfaces, the accuracy class was reduced. It was possible to reduce costs by hundreds of thousands of rubles a month.

4. Waiting time. The reason for these losses is the downtime of equipment, machines, employees in anticipation of the next or previous operation, the receipt of information or materials. This situation may be caused by the following factors:

1. Equipment failure.
2. Problems with the supply of semi-finished products, raw materials.
3. Waiting for orders from leaders.
4. Lack of required documentation.
5. Problems in the software.

Calculation of losses. It is necessary to keep a record of the actions or inaction of your employees, as well as the operation (or downtime) of the equipment throughout the shift. It is necessary to determine how long the workers are idle, how long the equipment has been idle. The downtime of employees and equipment is multiplied by the number of employees (pieces of equipment) and the number of shifts per year - the result will be total losses.

An example from practice. In one of the workshops of our automotive production, there was a long downtime due to frequent breakdowns. To reduce downtime, a repair and maintenance center was organized in the workshop itself. When our machine broke down, it was enough for the worker to turn to the repairmen so that they would immediately eliminate the existing problem. In parallel, the master sent an application for consideration by the chief mechanic. This approach has allowed us to reduce the downtime of employees and equipment by 26 man-hours every month.

5. Hidden losses from overproduction. It is considered the most dangerous type of loss, as it provokes other types of losses. However, in the practice of many companies it is considered normal to produce more products than required by the customer. Losses from overproduction can be caused by the following reasons:

1. Working with large batches of products.
2. Planning for the full utilization of your workforce and equipment.
3. Production of unclaimed products.
4. Production volumes exceed demand among consumers.
5. Duplication of work.

Calculate your losses. It is necessary to calculate the amount of unclaimed products stored in the warehouses of the enterprise during the month, quarter or year. The cost of these goods will be equal to the frozen capital. It is also necessary to calculate the necessary costs for the maintenance of their storage facilities and areas. How many products will spoil during storage? The summation of these indicators will allow you to determine your losses as a result of overproduction.

An example from practice. The automobile enterprise for the production of spare parts and auto components worked at the limit of its capabilities with a regular increase in volumes. However, part of the production was constantly in the warehouses. Based on the results of a study of consumer demand and profit from each type of goods, it was possible to understand that it is better to exclude certain positions in our production, and to direct the vacant capacities to the production of demanded parts. The company was able to completely eliminate losses from overproduction in its practice, achieving an increase in profits by tens of millions of rubles.

6. Excess inventory. There are surpluses in a situation where necessary materials and raw materials for the future. As a result, the company has to face certain losses:

• wages of warehouse workers;
• costs for renting storage facilities;
• unfinished production;
• long-term storage adversely affects the properties of materials.

Calculation of losses. It is necessary to determine the amount of inventory stored in a warehouse that is not called for earlier than a week later - what costs are required for storage. You also need to take into account the amount of materials in the warehouse that will not be needed for production - and how many of them are damaged materials. Now you need to understand what funds are frozen, in what amount the damaged materials have poured out.

An example from practice. The work in progress at the enterprise for the production of buses was 16 days. The number of certain components in the assembly was excessive, but other items were regularly not enough. Therefore, we organized the delivery of the necessary parts for assembly every day in the right quantity.

7. Defects and their elimination. These losses are caused by the alteration of their products, eliminating the defects that arose during operation.

Calculation of losses. You should count the number of defective products in your catalog during the month and year. What costs will be required for the disposal of this product. What resources are invested to rework defective products? It must be taken into account that these costs are not borne by the customer, since his money is directed to the purchase of only suitable products.

Example. The company had too high a percentage of defective goods - semi-finished products for cakes did not meet aesthetic standards. Appropriate changes were made in production, using quality control methods at the manufacturing stage. If there were problems, an alert would be triggered and the entire process stopped to fix the problem immediately. This approach has reduced the incidence of defective products by about 80%.

Implementation of lean manufacturing in the enterprise

Since March 2008, the current methods of lean production have been introduced into the activities of our company. In the Ural region last year, the demand for the purchase of profiteroles increased significantly. Significant volumes were needed for the growing market. But at that time we had only one production line at our disposal, so we thought about increasing productivity at current capacities. That's what lean manufacturing methods were for.

Product creation scheme. At the 1st stage, we used the VSM technique - we draw a diagram that depicts each stage of the flow of information and materials. You must first highlight what you need to get from the results this process and determine the first step to achieve the goal. Then you need to build a chain of necessary actions to move from the first stage to the next. We indicate on your map the duration of each stage and the necessary time to transfer materials and information from one stage to the next. The diagram should fit on one sheet - to assess the interaction of all elements. After analyzing the scheme, we draw an improved map, which displays the already improved process with the adjustments made.

Liquidation of losses. Thanks to the analysis of the map, it is possible to understand the bottlenecks in the production of profiteroles. Among the problems were the inefficient use of personnel, the inhibition of excess inventory, and suboptimal placement of equipment. To get rid of waste, the 5C system was used to optimize the location of equipment - it implies five basic rules. Namely - keep order, sort, standardize, improve and keep clean.

To begin with - putting things in order. We marked the equipment and materials with a red marker that had not been used for a month. It turned out that only 4 out of 15 trolleys were required, the unnecessary ones were sent to the warehouse.

The next stage is standardizing the location of your equipment. We clearly defined the boundaries of each object in production - using markings on the floor. We marked in red the locations of dangerous units, yellow was used for other equipment. They hung all the tools on a special stand, for each of which the place was also indicated by markings.

The next task is to standardize the work of employees thanks to the visualization method. Stands with images of the algorithm of work operations and methods of execution were placed on the walls of the room. Thanks to this scheme, the employee could easily navigate the workflow. Photos of standard and defective products are also placed on the stands. If a defect is detected, production stops until the causes are eliminated, sending semi-finished products and non-standard products for processing.

Next - process modeling, taking into account the reduction of losses during transportation, movement and waiting. In particular, eclairs and profiteroles in a rotary oven were previously baked in successive batches (first 10 carts of eclairs, then ten carts of profiteroles). When the profiteroles ran out, a simple injection machine and workers arose. We decided to reduce the batches of profiteroles to three trolleys and eclairs to 7. The carts for eclairs were marked in blue, for profiteroles in yellow. We have created an alarm system - when the yellow cart arrives, you need to start baking an additional cart of profiteroles. The same principle was used for eclairs.

It was also decided to abandon the unused equipment, a new one was purchased, including an injection machine and an additional belt conveyor.

Thanks to lean production, the number of employees on the production line was reduced to 11 employees instead of 15 - achieving an increase in output to 9000 sets from the previous 6000 per shift. The increase in output per employee was 818 sets instead of 400. Three employees were transferred to more skilled jobs. In total, it was possible to achieve an increase in productivity by 35-37%. A platform was also organized to train its employees in new methods of organizing production.

By implementing a lean manufacturing system, we got rid of inventory

Tatiana Bertova, Head of the regional distribution center of the TekhnoNikol company, Ryazan
Elena Yasinetskaya, HR Director, TechnoNikol, Moscow

About 8 years ago, the leaders of the enterprise realized that the methods of management used do not provide the desired effect. Then we decided to use lean manufacturing. Various improvements were made, many of them did not require significant costs, but at the same time they made it possible to achieve a solid economic effect. I would like to focus on this.

1. In order to reduce the time of shipment of finished products, we installed pointers of flyover numbers, as well as directions on the territory of our enterprise. It has become easier for drivers to navigate the territory and find loading places faster, having less delays at the plant – significant time savings have been achieved.
2. Re-planning of warehouse areas and production areas - to save over 30% of used space.

In total, we managed to achieve a 55% increase in production with a two-fold increase in turnover - even reducing the staff by 2 units. In terms of one worker, output increased by more than 200%.

Successful experience made us think about the use of these techniques for other departments.

What to do to make the implementation of "lean" processes effective

The main reason for optimization is the lack of production space. A pilot project in this direction is the improvement of the production process for the production of heat exchangers for air conditioning systems. The Lean Implementation Group included representatives from production, procurement services, the technology office, the chief engineer service, and the quality service.

Extremely useful help from experts at the initial stage. Although they immediately emphasized that any proposals for improving the production processes should come from the working group, the experts should only provide assistance in project management. The company's managers also took part in the work on the project, evaluating the results of the work and approving the goals of the project itself. Based on our experience, we will consider the main factors that affect the success of the integration of lean manufacturing methods:

Customer orientation. It is necessary to consider each complaint from the client, with the organization of an internal investigation. The measures taken should be focused on the prevention of such shortcomings in the future through the improvement of the process. Another significant aspect should also be taken into account - when visiting the enterprise, each consumer must be sure of reliable cooperation, with timely and high-quality execution of their orders.

Staff involvement. The introduction of a lean manufacturing system is impossible without the involvement of employees. But when attracting employees to participate, you need to respect their initiatives to improve production processes while ensuring comfortable working conditions. The company regularly conducts a survey to obtain data on working conditions, the availability of the necessary documentation, the organization of jobs, etc. Then, the necessary measures are taken to improve all processes with the mandatory involvement of employees. If some initiatives of employees are inexpedient or impracticable, then at the meetings of the team we correctly explain the reasons for the refusal.

visibility. A prerequisite for lean manufacturing is a visual management system. Thanks to it, it is possible to control the progress of production at any time. On the walls of the premises, schemes of objects have recently been placed - so everyone can understand where they are now, with a quick search for the required area. All sites are equipped with stands showing the degree of conformity of the release of goods to our plans and the reasons for delays. It is necessary to understand the initial, and not just the immediate causes of the problems that have arisen. For example, a defect in a welded joint caused a violation of the schedule - however true reason may lie in the poor quality of parts or insufficient experience of the welder.

Load balancing. Not only planning for a uniform load of production and inventory levels is considered, but also smoothing fluctuations in consumer demand. It is necessary to establish communication with buyers so that they understand that uneven production load leads to negative consequences for them as well.

Measurement of improvements. Employees and shareholders must understand that the changes made have a positive effect on the production and financial performance of the enterprise. It is necessary that the system of employee incentives depend on the activities of the entire team, but at the same time, individual achievements should also be taken into account. For example, thanks to a pilot project to combine product groups and reduce inventory in work in progress, the following effect was achieved:

• reduction of production cycles by 2.5-7 times;
• working time was used more efficiently up to 85% instead of the previous 50%. Namely, 85% of working time is spent on production;
• the volume of products in work in progress has been halved;
• reduction of the total distance of movement of the product in the production process by 40%;
• reduction of setup time by 50%.

However, the main achievement of lean production at our enterprise is that the production capacity increased by 25% without capital expenditures and expansion of areas.

Lean manufacturing saved Toyota

Any change is a journey, a journey. Only 10% of people know why they went on the road. They agree to do everything to overcome this path. Most do not understand why change is needed. They are just observers. Another 10% are struggling to resist the need to change something. They slow down progress. If you are faced with the need for change, determine which of your assistants are rowers, who are observers, and who are opponents of change. And then help the rowers and ignore the whiners, even if they try to interfere. And, if you have chosen the right path, observers will also help you over time.

The moral of this Japanese parable was followed by the head of an American engineering company. The plant found itself in a crisis (many Russian enterprises are now in a similar situation), it faced a number of problems:

• lack of time, emergency mode of production, which does not allow the introduction of new management decisions;
• inadequacy of processes: most of the operations did not fit during the cycle, the control processes were not carried out as they should;
• unstable operation of the equipment;
• lack of clear standards (in relation to personnel, processes, equipment, materials, jobs);
• lack of visual management, untimely response to problems;
• non-involvement of workers in the decision-making process;
• confusing accounting system.

All this led to the fact that the plant produced twenty cars less than planned daily, the equipment constantly broke down, and there were quality problems in all workshops. The General Manager was faced with a serious choice: to leave and let the owners close the plant or try to restore it. The production management of the Toyota company was taken as a model. Goals were set:

• improve safety, quality, delivery by 20% and reduce costs by 20%;
• reduce by 25% the costs caused by the violation of the principles of ergonomics.

The introduction of elements of lean manufacturing was very difficult, but To CEO managed to change the strategy and involve not only senior and middle managers, but also workers and team foremen in the process of change. Here are the main decisions that helped save the plant:

• creating an atmosphere of continuous improvement, or the kaizen approach (the translator mentioned the Greek dance sirtaki in the title of the book, which very well conveys the essence of this approach - involvement in the process and the interest of all participants);
• allocation of working groups to solve problems;
• identifying bottlenecks through daily product analysis and taking into account the current state of production;
• implementation of visual management;
• organization of continuous training and rotation of employees;
• standardization of production processes;
• prevention of defects;
• cleaning up the workplace and maintaining equipment;
• the introduction of the so-called pull production system (production only when an order is received).

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Lean manufacturing is a special scheme of company management. The main idea is to constantly strive to eliminate any kind of costs. Lean manufacturing is a concept that involves the involvement of each employee in the optimization procedure. Such a scheme is aimed at maximum orientation towards the consumer. Let's take a closer look at what a lean manufacturing system is.

History of occurrence

The introduction of lean manufacturing into industry occurred in the 1950s at the Toyota Corporation. The creator of such a control scheme was Taiichi Ohno. A great contribution to the further development of both theory and practice was made by his colleague Shigeo Shingo, who, among other things, created a method for quick changeover. Subsequently, American specialists investigated the system and conceptualized it under the name lean manufacturing (lean production) - "lean production". At first, the concept was applied primarily in the automotive industry. After a while, the scheme was adapted to process production. Subsequently, lean manufacturing tools began to be used in healthcare, utilities, services, trade, the military, the public administration sector and other industries.

Main Aspects

Lean manufacturing in an enterprise involves analyzing the value of a product that is produced for the final consumer at each stage of creation. The main objective of the concept is the formation of a continuous process of cost elimination. In other words, lean manufacturing is the elimination of any activity that consumes resources but does not create any value for the end user. For example, he does not need the finished product or its components to be in stock. Under the traditional system, all costs associated with marriage, alteration, storage, and others are passed on to the consumer. Lean manufacturing is a scheme in which all company activities are divided into processes and operations that add and do not add value to the product. The main task, therefore, is the systematic reduction of the latter.

Lean Manufacturing: Waste

In costs, the term muda is used in some cases. This concept means various expenses, garbage, waste and so on. Taiichi Ohno identified seven types of costs. Losses are formed due to:

• expectations;
• overproduction;
• transportation;
• extra processing steps;
• unnecessary movements;
• release of defective goods;
• excess stock.

Taiichi Ohno considered overproduction to be the main thing. It is a factor due to which other costs arise. Another item has been added to the list above. Jeffrey Liker, a researcher on the Toyota experience, cited the unrealized potential of employees as a waste. As sources of costs, they name overloading of capacities, employees during the implementation of activities with increased intensity, as well as uneven performance of the operation (for example, an interrupted schedule due to fluctuations in demand).

Principles

Lean manufacturing is presented as a process divided into five stages:

1. Determining the value of a particular product.
2. Installing this product.
3. Ensuring continuous flow.
4. Allowing the consumer to pull the product.
5. The pursuit of excellence.

Other principles on which lean manufacturing is based include:

1. Achieving excellent quality - delivery of goods from the first presentation, the use of the "zero defects" scheme, identifying and solving problems at the most early stages their occurrence.
2. Formation of long-term interaction with the consumer by sharing information, costs and risks.
3. Flexibility.

The production system used by Toyota is based on two main principles: autonomy and just-in-time. The latter means that all the necessary elements for assembly arrive on the line exactly at the moment when it is needed, strictly in the quantity determined for a particular process to reduce stock.

Elements

Within the framework of the concept under consideration, various components are distinguished - methods of lean production. Some of them may themselves act as a control scheme. The main elements include the following:

• The flow of single goods.
• General maintenance of equipment.
• 5S system.
• Kaizen.
• Fast changeover.
• Error prevention.

Industry Options

Lean healthcare is a concept of reducing the time spent by medical staff not directly related to helping people. Lean logistics is a pull scheme that brings together all the suppliers involved in the value stream. In this system, there is a partial replenishment of reserves in small volumes. The main indicator in this scheme is the logistic total cost. Lean manufacturing tools are used by the Danish Post Office. As part of the concept, a large-scale standardization of the services offered was carried out. The goals of the event were to increase productivity, speed up transfers. "Value flow maps" have been introduced to control and identify services. Also, a system of motivation for employees of the department was developed and subsequently implemented. In construction, a special strategy has been formed, focused on increasing the efficiency of the construction process at all stages. Lean manufacturing principles have been adapted to software development. Elements of the scheme under consideration are also used in city and state administration.

Kaizen

The idea was formulated in 1950 by Dr. Deming. The introduction of this principle has brought great profits to Japanese companies. For this, the specialist was awarded a medal by the emperor. After a while, the Union of Science announced the prize to them. Deming for the quality of manufactured goods.

Benefits of the Kaizen Philosophy

The merits of this system have been evaluated in every industrial sector where conditions have been created to ensure the highest efficiency and productivity. Kaizen is considered a Japanese philosophy. It consists in promoting continuous change. The kaizen school of thought insists that constant change is the only path to progress. The main emphasis of the system is on increasing productivity by eliminating unnecessary and hard work. The definition itself was created by combining two words: "kai" - "change" ("transform"), and "zen" - "in the direction of the better." The advantages of the system quite clearly reflect the success of the Japanese economy. This is recognized not only by the Japanese themselves, but also by world experts.

The goals of the kaizen concept

There are five main directions in which the development of production is carried out. These include:

1. Waste reduction.
2. Immediate troubleshooting.
3. Optimal use.
4. Teamwork.
5. The highest quality.

It should be said that most of the principles are based on common sense. The main components of the system are improving the quality of goods, involving each employee in the process, readiness for interaction and change. All these activities do not require complex mathematical calculations or the search for scientific approaches.

Waste reduction

The principles of the kaizen philosophy are aimed at significantly reducing losses at each stage (operation, process). One of the main advantages of the scheme is that it includes every employee. This, in turn, involves the development and subsequent implementation of proposals for improvement at each site. Such work contributes to minimizing the loss of resources.

Immediate troubleshooting

Each employee, in accordance with the concept of kaizen, must counteract problems. This behavior contributes to the rapid resolution of issues. With immediate troubleshooting, the lead time does not increase. Immediate resolution of problems allows you to direct activities in an effective direction.

Optimal use

Solving problems quickly frees up resources. They can be used to improve and achieve other goals. Together, these measures make it possible to establish a continuous process of efficient production.

Teamwork

Involving all employees in solving problems allows you to find a way out faster. Successfully overcoming difficulties strengthens the spirit and self-esteem of company employees. eliminates conflict situations, promotes the formation of trusting relationships between higher and lower employees.

The best quality

Fast and effective problem solving contributes to well-coordinated teamwork and the creation of a large amount of resources. This, in turn, will improve the quality of products. All this will allow the company to reach a new level of capacity.

Oleg Levyakov

Lean (from the English. Lean - slender, lean) production or the logistics of "lean" production has caused a huge increase in labor productivity and production volumes and remains the main production system in many sectors of the world's economy.

Lean manufacturing is an American name Toyota Production System. The creator of lean manufacturing, Taiichi Ohno, began the first attempts at optimizing production back in the 1950s. In those post-war times, Japan lay in ruins and the country needed new cars. But the problem was that the demand was not strong enough to justify buying a powerful production line, in the Ford fashion. Many different types of vehicles were needed (passenger cars, light and medium-duty trucks, etc.), but the demand for a particular type of vehicle was not great. The Japanese had to learn how to work effectively by creating a multitude of different models in conditions of low demand for each model. No one had solved such a problem before them, since efficiency was understood exclusively in terms of mass production.

Lean production involves the involvement of each employee in the process of optimizing the business and maximum customer orientation.

The starting point of lean manufacturing is customer value. From the point of view of the end consumer, the product (service) acquires real value only at the time when the direct processing and production of these elements takes place. The heart of lean manufacturing is the process of eliminating waste, which is called muda in Japanese. Muda is one of the Japanese words that means wastage, waste, that is, any activity that consumes resources but does not create value. For example, the consumer absolutely does not need the finished product or its parts to be in stock. However, in a traditional management system, warehouse costs, as well as all costs associated with rework, scrap, and other indirect costs are passed on to the consumer.

In accordance with the concept of lean manufacturing, all activities of an enterprise can be classified as follows: operations and processes that add value to the consumer, and operations and processes that do not add value to the consumer. Therefore, anything that does not add value to the customer, from a lean manufacturing point of view, is classified as waste and should be eliminated.

The main goals of lean manufacturing are:

• cost reduction, including labor;
• reduction of terms of product creation;
• reduction of production and storage space;
• guarantee of delivery of products to the customer;
• maximum quality at a certain cost or minimum cost at a certain quality.

As mentioned above, the history of the LIN system began with Toyota. Sakishi Toyoda, one of the founders of Toyota, believed that there was no limit to production improvement, and regardless of the state of the company in the market and its competitiveness, it was necessary to constantly move forward, improve all production processes. The result of this philosophy was the kaizen strategy, “continuous improvement”, pursued at Toyota enterprises. Sakishi Toyoda supported large investments in research and development for new vehicles.

Kiishiro Toyoda, Sakishi's son, knew that he would have to do something unusual in order to successfully compete with American auto giants (such as Ford). To begin with, he introduced the concept of “just in time” (Togo and Wartman) at his enterprises, which meant that any part of the car had to be created no earlier than the need for it. Therefore, the Japanese, unlike the Americans, did not have huge warehouses with spare parts, while the Japanese saved more time and resources. The methods of "kaizen" and "Togo and Wartman" became the basis of the manufacturing philosophy of the Toyoda family.

The next in the dynasty, Eiji Toyoda, began his career by developing a five-year plan to improve production methods. To do this, Taichi Ohno was invited to Toyota as a consultant, who introduced the “kanban” cards - “tracking stock movements”. Taichi Ohno trained the workers in detail about the kaizen and Togo and Wartman methods, upgraded the equipment and set up the correct sequence of operations. If there was any problem with the assembly of products on the conveyor, the conveyor immediately stopped to quickly find and fix any problems. Toyota has been implementing its industrial quality philosophy for twenty years, including with its suppliers.

Soichiro Toyoda became president and then chairman of the board of directors of Toyota Motor Corporation in 1982. Under his leadership, Toyota became an international corporation. Soichiro began his quality improvement work in the company by studying the work of American quality expert E. Deming. Quality management at Toyota enterprises became clearer, it was implemented in all divisions of the company.

So, for several generations of Toyota leaders, a unique quality system was developed, which formed the basis of the LEAN system.

The most popular Lean tools and methods are:

1. Value Stream Mapping.
2. Pull-in-line production.
3. Kanban.
4. Kaizen is continuous improvement.
5. The 5C system is a technology for creating an effective workplace.
6. SMED system - Quick equipment changeover.
7. TPM system (Total Productive Maintenance) - General maintenance of equipment.
8. JIT system (Just-In-Time - just in time).
9. Visualization.
10. U-shaped cells.

Value Stream Mapping- this is a fairly simple and visual graphical diagram depicting the material and information flows necessary to provide a product or service to the end user. The value stream map makes it possible to immediately see the bottlenecks of the stream and, based on its analysis, identify all unproductive costs and processes, and develop an improvement plan. Value stream mapping includes the following steps:

1. Documenting the current state map.
2. Production flow analysis.
3. Create a future state map.
4. Development of an improvement plan.

Pull production(English pull production) - a scheme for organizing production, in which the volume of production at each production stage is determined solely by the needs of subsequent stages (ultimately - by the needs of the customer).

The ideal is “single piece flow”, i.e. the upstream supplier (or internal supplier) does not produce anything until the downstream consumer (or internal consumer) tells it to do so. Thus, each subsequent operation "pulls" the products from the previous one.

This way of organizing work is also closely related to line balancing and thread synchronization.

Kanban system is a system that ensures the organization of a continuous material flow in the absence of stocks: production stocks are supplied in small batches, directly to the necessary points of the production process, bypassing the warehouse, and finished products are immediately shipped to customers. The order of production management is the reverse: from the i-th stage to the (i - 1)-th.

The essence of the CANBAN system is that all production units of the enterprise are supplied with material resources only in the quantity and by the time that are necessary to fulfill the order. The order for finished products is submitted to the last stage of the production process, where the required volume of work in progress is calculated, which must come from the penultimate stage. Similarly, from the penultimate stage there is a request to the previous stage of production for a certain number of semi-finished products. That is, the size of production at this site is determined by the needs of the next production site.

Thus, between each two adjacent stages of the production process there is a double relationship:

• from the i-th stage to the (i - 1)-th stage, the required amount of work in progress is requested ("pulled");
• from the (i - 1)-th stage to the i-th stage, material resources are sent in the required quantity.

The means of transmitting information in the CANBAN system are special cards ("canban", translated from Japanese, - a card). There are two types of cards:

• production order cards, which indicate the number of parts to be produced in the previous stage of production. Production order cards are sent from the i-th stage of production to the (i - 1)-th stage and are the basis for the formation of the production program of the (i - 1)-th section;
• selection cards, which indicate the amount of material resources (components, parts, semi-finished products) that must be taken at the previous processing (assembly) site. Selection cards show the amount of material resources actually received by the i-th production site from (i - 1)-th.

Thus, cards can circulate not only within an enterprise using the CANBAN system, but also between it and its branches, as well as between cooperating corporations.

Enterprises using the CANBAN system receive production resources daily or even several times during the day, so the stock of the enterprise can be completely updated 100-300 times a year or even more, while in the enterprise using the MRP or MAP systems - only 10-20 times in year. For example, in Toyota Motors Corporation, one of the production sites in 1976 was supplied with resources three times a day, and in 1983 - every few minutes.

The desire to reduce stocks becomes, in addition, a method for identifying and solving production problems. The accumulation of stocks and overestimated production volumes make it possible to hide frequent breakdowns and shutdowns of equipment, and manufacturing defects. Since, in conditions of minimizing stocks, production can be stopped due to defects at the previous stage of the technological process, the main requirement of the CANBAN system, in addition to the requirement of "zero stocks", is the requirement of "zero defects". The CANBAN system is almost impossible to implement without the simultaneous implementation of a comprehensive quality management system.

Important elements of the CANBAN system are:

• an information system that includes not only cards, but also production, transport and supply schedules, technological maps;
• a system for regulating the needs and professional rotation of personnel;
• a system of general (TQM) and selective ("Jidoka") quality control of products;
• production leveling system.

The main advantages of the CANBAN system:

• short production cycle, high turnover of assets, including stocks;
• there are no or extremely low costs of storing production and commodity stocks;
• high quality products at all stages of the production process.

An analysis of the world experience in the application of the CANBAN system showed that this system makes it possible to reduce inventories by 50%, inventory - by 8% with a significant acceleration in the turnover of working capital and improving the quality of finished products.

The main disadvantages of the just-in-time system are:

• the difficulty of ensuring high consistency between the stages of production;
• significant risk of disruption of production and sales of products.

Kaizen- this is a derivative of two characters - "changes" and "good" - usually translated as "changes for the better" or "continuous improvement".

In an applied sense, Kaizen is a philosophy and management mechanisms that encourage employees to propose improvements and implement them on-line.

There are five main components of Kaizen:

1. Interaction;
2. Personal discipline;
3. Improved morale;
4. Quality circles;
5. Suggestions for improvement;

5C system - technology for creating an effective workplace

Under this designation, a system of restoring order, cleanliness and strengthening discipline is known. The 5C system includes five interrelated principles for organizing the workplace. The Japanese name for each of these principles begins with the letter "C". Translated into Russian - sorting, rational arrangement, cleaning, standardization, improvement.

1. SORTING: separate the necessary items - tools, parts, materials, documents - from unnecessary ones in order to remove the latter.
2. RATIONAL LOCATION: rationally arrange what is left, put each item in its place.
3. CLEANING: Maintain cleanliness and order.
4. STANDARDIZATION: be accurate by doing the first three S's regularly.
5. IMPROVEMENT: making established procedures a habit and improving them.

Quick changeover (SMED - Single Minute Exchange of Die) Literally translated as "Change of the stamp in 1 minute." The concept was developed by Japanese author Shigeo Shingo and has revolutionized the approach to changeover and retooling. As a result of the introduction of the SMED system, any tool change and changeover can be done in just a few minutes or even seconds, "one touch" (the concept of "OTED" - "One Touch Exchange of Dies").

As a result of numerous statistical studies, it was found that the time for the implementation of various operations in the process of changeover is distributed as follows:

• preparation of materials, stamps, fixtures, etc. - thirty%;
• fixing and removing stamps and tools - 5%;
• tool centering and placement - 15%;
• trial processing and adjustment - 50%.

As a result, the following principles were formulated, which make it possible to reduce changeover time by tens and even hundreds of times:

• separation of internal and external setup operations,
• transformation of internal actions into external ones,
• the use of functional clamps or the complete elimination of fasteners,
• use of additional devices.

TPM (Total Productive Maintenance) system - Total equipment maintenance mainly serves to improve the quality of equipment, focused on the most efficient use through a total preventive maintenance system. The emphasis in this system is on the prevention and early detection of equipment defects that can lead to more serious problems.

TPM involves operators and repairers who together provide improved equipment reliability. The basis of TPM is scheduling preventive maintenance, lubrication, cleaning and general inspection. This provides an increase in such an indicator as the Overall Efficiency of the Equipment.

JIT system (Just-In-Time - just in time) - material management system in production, where components from a previous operation (or from an external provider) are delivered exactly when they are needed, but not before. This system leads to a sharp reduction in the volume of work in progress, materials and finished products in warehouses.

The JIT system involves a specific approach to the selection and evaluation of suppliers, based on working with a narrow circle of suppliers selected for their ability to guarantee the delivery of high quality components just in time. At the same time, the number of suppliers is reduced by two or more times, and long-term economic ties are established with the remaining suppliers.

Visualization Any means of informing how work is to be done. This is such an arrangement of tools, parts, containers and other indicators of the state of production, in which everyone at a glance can understand the state of the system - the norm or deviation.

The most commonly used imaging methods are:

1. Outlining.
2. Color marking.
3. road sign method.
4. Paint marking.
5. "It was" - "became".
6. Graphic work instructions.

U-cells- Arrangement of equipment in the form of the Latin letter "U". In the U-shaped cell, the machines are arranged in a horseshoe-shaped manner, according to the sequence of operations. With this arrangement of equipment, the last stage of processing takes place in close proximity to the initial stage, so the operator does not have to go far to start the next production run.

In the period of the highest competition and the escalating crisis, enterprises around the world have no other way than using the best world management technologies to create products and services that maximize customer satisfaction in terms of quality and price.

Losses in any production process are an inevitable problem for many enterprises, both manufacturing products and providing services. Waste is a state that, to put it mildly, does not add value to a product or service. In order to detect losses, you first need to recognize them. There are eight types of losses due to which up to 85% of the enterprise's resources are lost:

1. Loss of creativity. When an employee is treated like a cog in a mechanism that can be thrown out or replaced at any time with another, when relationships are reduced to the scheme “work with your hands and strictly follow the instructions of your boss,” the interest of employees in work is steadily declining. Experts believe that this order of things is outdated, it is pulling the company back, which will not be slow to affect the company's profits. In the same Japan, in various companies, “quality circles” appear, at which anyone has the right to express their suggestions for improving the quality of processes. Analysts believe that in the 21st century, those companies that can create a sense of involvement in the improvement of production will be successful in the 21st century.
2. Excessive production, which is expressed in the fact that more goods are produced than required, or earlier than the customer requires. As a result, those resources that could be spent on improving quality are spent on increasing quantity.
3. delays. When workers are idle waiting for materials, tools, equipment, information, it is always the result of poor planning or insufficiently established relationships with suppliers, unforeseen fluctuations in demand.
4. Unnecessary transportation, when materials or products are moved more frequently than is necessary for a continuous process. It is important to deliver everything you need in a timely manner and to the right place, and for this, good logistics schemes must be implemented at the enterprise.
5. Excess inventory, or stockpiling more products than are sold and more materials than are needed for the process.
6. Over-processing. Products should come out of production of such high quality that, if possible, their alterations and refinements should be excluded, and quality control should be quick and effective.
7. Defects that must be avoided at all costs, because additional funds are spent on resolving customer complaints: if a defective product needs to be corrected, extra time, effort and money are spent.
8. Irregular movements, or an unimportant process of delivering tools and materials within the enterprise itself, unnecessary movement of employees around the premises.

According to a study by the Institute for Comprehensive Strategic Studies (IKSI) on the spread of lean manufacturing in Russia in March-April 2006, out of 735 surveyed Russian industrial enterprises, 32% used the Japanese experience. In March-April 2008, a second survey was conducted. Application of Lean Manufacturing at industrial enterprises of Russia in 2006-2008” at the III Russian Lean Forum "Lean Russia". Enterprises that were the first to apply lean manufacturing methods: Gorky Automobile Plant (GAZ Group), RUSAL, EvrazHolding, Eurochem, VSMPO-AVISMA, KUMZ OJSC, Chelyabinsk Forging and Press Plant (ChKPZ OJSC), Sollers OJSC "("UAZ", "ZMZ"), KAMAZ, NefAZ, Sberbank of Russia OJSC, etc.