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Lin projects. Lean production - the essence and brief description. Organization of production cells

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. The sources of costs are called overload of capacities, employees when carrying out 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 earliest stages of 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. A special strategy has been formed in construction, 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 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.

This question is asked by entrepreneurs in the industrial sector, the production of material goods. And the answer will be useful for the service sector, IT and social projects.

Lean Management (also called "lean manufacturing methodology"), like the philosophy of Kaizen and others, can be applied to every business and process. Because everything can be optimized. This is a way of thinking and productive action, and not just a tactic from a couple of algorithms.

Lean production is

There are many synonyms: lean manufacturing, lean management, lean thinking... even lean transformation. Thinking and transformation (in English, the word “transformation” itself can mean lean methodology on its own) as a philosophy and theory of doing business, production and management as a practice.

The words reflect the idea as well as just-in-time production, implemented by Toyota as the first ever example of the lean method and the continuous improvement of the assembly line production of cars. Taiichi Ohno is a lean engineer after World War II.

His postulates:

  • waste disposal,
  • stock reduction,
  • productivity increase.
While Henry Ford on his production line supported resources “ahead of demand”, Toyota built partnerships with suppliers and, in fact, made cars to order.

Many industrial start-ups start with transformation, applying methods and tools from the start of production to last stage customer escort. A multi-year business can also shift from the old “regime” to a new way of thinking, although this requires perseverance and patience from the leaders. This path is more profitable in the long run.

It's amazing how the lean manufacturing system changes the hierarchy in the company structure. Instead of managers and staff, a community is formed multidisciplinary staff. All company resources, even human ones, are fully utilized, everyone can suggest an improvement, everyone can test their idea in practice, and everyone is responsible for the overall result. This flexibility allows you to make changes instantly, and therefore respond to customer requests, attacks by competitors and market unrest.

What is Lean Management

In a primitive way Lean or lean manufacturing is a methodology that eliminates all obstacles to production. Waste of time and resources spoils the result. If the process can be done faster, better and cheaper- it should be done right now.

The revision of work algorithms takes place in two stages:

  1. Analysis. To understand whether the current order works well in the company, analyze all processes and draw up a diagram. Call center scripts, algorithm for accepting applications, logistics, work with returns in an online store; technical support scripts, processing requests in the bug tracker, rolling out updates in a product IT company. Write down the entire procedure identify bad spots yourself or use programs (any software for visualizing algorithms, bottlenecks, resources and time).
  2. Alteration. If you find “vulnerabilities” such as coordination problems, lack of resources, or outdated bureaucratic processes, suggest an alternative. The alternative doesn't have to be, and doesn't even have to be, an innovation, a radical change, or a perfect solution. Just a way to do better. You can iterate through the options proposed by the team. Not just in my head, but in practice. No one knows in advance what will be useful in your project. The benefits and costs of each alternative are reviewed based on practice. The best option is implemented definitively.

And these two stages are constantly repeated. Lean manufacturing never gets done. It's endless improvement in the little things. With Lean, there are no big innovations, only continuous improvement in small steps.

For director

The main task of the manager is the profitability of the company. One way to achieve this will be to solve problems and reduce production costs, and the other is to focus on creating "values" for the client in a product or service. The most interesting thing is that by correctly determining the value for the client, you can direct the team’s efforts and material resources only to the important and reduce costs for the unimportant.

That is, Lean helps to save money without losing quality and to throw out ultimately useless processes from the company's work algorithm.

For example: a customer needs woodworking machines.

  • What is really important for the buyer? Price, functionality and delivery are important to everyone. But there are clients price oriented(budget models of machines are cheaper) and quality oriented(machines that allow you to make complex and exclusive projects threaded). They all want to get the machine to the workshop quickly and accurately.
  • What can be optimized or improved? Raise the quality to raise the price is justified. To choose licensed products with certification in a language known to the consumer, you can conduct briefings. Provide delivery with the help of a reliable logistics agency with which favorable conditions for cooperation have been established.
  • What to remove? It is worth removing all the actions that interfere with the work. There is a car repair plant with geographically distributed workshops. Every day, his managers gather in the main building for a planning meeting to agree on a list of work. If you introduce a unified case management system, you can get rid of the daily loss of time from planning meetings, which is 7 hours for each shop manager per week.
  • What to do and in what order to get loyal customers? In the eyes of the client, the purchase algorithm looks like this: first, accurately determine the model of the machine, then the method and address of delivery. Asking the client to log in and enter the address before choosing the product will not be pleasant for the client. If the address is entered after the online consultant in the pop-up window helped to choose the model, configuration and other nuances, the client already feels trust and is satisfied. Value for the customer is met, tasks are completed in time. The company also has an algorithm - you can not send an order until it is paid. This is fair and eliminates problems with disappointed expectations on both sides.

The goal of the director in the Lean methodology: to bring the process of production, sale and delivery of goods to the client to idealized perfection. At the same time, the focus is on the benefit of the client, not the company. The benefit of the company becomes a co-success by saving time and resources in production and increasing profits.

For staff

What is lean manufacturing for employees of a factory or an IT help center of a company? The right methodology saves raw materials, improves working conditions and helps workers earn more.

Lean in the enterprise must also be properly implemented. If you use the method thoughtlessly, then the manager can:

  1. wanting to save money - buy low-quality components
  2. rearrange the equipment in the workshop to reduce the distance between the conveyors, but forget about the length of the power cables
  3. prescribe a calendar of experiments and prohibit unplanned creative
  4. launch fines for breaking work tools, but do not check their quality and condition
  5. add your choice.
The Lean methodology welcomes the constant exchange of ideas between employees.

If the methodology is accepted in the team, then any worker of the plant can offer the director his idea of ​​​​improving the work process. Because the employee who directly performs the workflow sees much better where and what can be improved in this process. With the constant introduction of such proposals, the plant, of course, increases its efficiency.

And the worker will be rewarded if the idea is useful. He will receive carte blanche for the implementation and practical testing of his idea. Trial and error is the only way to find the right path, and Lean recommends trying and improving constantly.

For example, a convenient mobile organizer will reduce the number of missed deadlines and increase the speed of the marketing and design departments. Implementing it in the company will save time, and therefore lean production.

For the company

Both the head of the company and the ordinary project executor create the value of the product for the client by their actions. All efforts are aimed at this only.

Benefit for the client does not arise in some moments- the fact of choosing a product, accepting an order, picking in a warehouse or delivery date.

Value is created by a stream of result-oriented processes:

  • an online consultant helps you choose the size, model and color;
  • when placing an order, you can choose the method of payment by credit card or cash to the courier;
  • Comes with a warranty, replacement or return coupon, gift cards or an invitation to a thematic event;
  • you can name the date and time of delivery, call the courier or select a specific network store for pickup.

The non-linearity of the work of the entire company allows you to simplify flows, change their algorithms in such a way as to gain savings, increase value at the same cost, or significantly reduce the percentage of marriage and returns.

In addition to the pure value and the absence of defective copies, it is important for the client customization product, especially in the consumer segment. If a company can rebuild its conveyor without significant losses, produce different or new models of goods, then it will definitely win in the competition. Even make prefabricated customized kits from basic parts or to provide exclusive sets to order - already a tangible superiority in the market.

Muda, mura, muri it

So in the Lean methodology they call waste or spending. Anything that needs to be removed. Anything that doesn't add value to the customer. Muda, mura, muri - words from Japanese language, which have taken root in English business slang.

Waste, useless waste. consequences of mismanagement.

* Muda, which are added in some classifications.

- causes of muda. Irregularity and discrepancy of the load, overload.

Seasonal, regular, advertising-driven consumer demand has its own rhythm, clock frequency (week, month, quarter). We analyze ups and downs in demand, in-demand and unprofitable goods from the lineup. We predict, distribute the load and tasks.

- inexpediency. Unreasonable difficulties in work.

Mouri

In industry

Non-core work

Put the sales manager on the conveyor belt of the shop.

Appoint a third wife as a gift as a factory director.

Performing tasks that are not related to the position held and developed skills.

Send layout designer to call-center.

Poorly stocked workplace

One set of tools for 4 installers.

The trainee has a laptop, but it does not have an antivirus and specialized programs necessary for the work.

The designer has an outdated pirate photoshop.

Fuzzy Instructions

Abstract order requirements, measurements by eye.

“Make the layout more cheerful, and the buttons are just wow!”

Lack of tools and equipment

One printer in the director's office, the accounting department constantly runs to print to him.

A programmer is hired with his own laptop and I oblige him to carry it to the office, since it is impossible to buy and equip him with a stationary.

Lack of proper maintenance / unreliable equipment

old conveyor belt, Maintenance overdue by six months to a year.

The sysadmin does not organize or sign cables in the server rack. The time for troubleshooting is multiplied several times.

Untrusted processes

Untested processing technologies for raw materials, abstractly proven accounting methods and dubious ideas in production.

Monkey testing as the only and sufficient way to test programs for bugs (errors).

Poor communication and connection

Poor audibility in the walkie-talkie on the territory of the workshop.

Fighting with the director's secretary when it is important to urgently report an emergency.

Bureaucracy.

2 mobile numbers, 8 messengers, 3 emails and 5 social networks to get approval for the task.

The essence of Lean Transformation is to remove all muda, muri, and mura. Understanding their cause-and-effect relationship, you can focus on the origins of the problems, so that later you do not remove every little thing.

Benefits of Lean Methodology

A skeptic will say, why is a lean transformation needed if you can simply apply a couple of standard instructions for combating marriage from GOSTs or reduce paper waste on bureaucracy in the enterprise? Lean methods as a tool are strong, but without understanding the philosophy and structure, it will not be possible to fully implement them.

It's like the university knew-passed-forgotten. After the exam, only “fuh!” will remain in my head. and there is nothing to put into practice. In the same way, once according to the instructions, having introduced a couple of algorithms that reduce costs or deadlines for completing tasks, lean manufacturing cannot be created. Lean is about constant change. Even once a year to carry out modernization does not mean to actually implement the methodology.

All essence in experience and practice. Only after personal experience, testing theories and collecting data can new stages of experiments be analyzed and developed. Set yourself such a cycle as the norm of the implementation of corrections, the fight against muda, mura and muri.

To initially launch a project using the lean methodology, you need to:

  1. collect all the information about the future task,
  2. segment it into subtasks, develop and test them separately,
  3. calculate all deadlines and budgets based on the collected experience of competitors or your own past projects (rely only on real data instead of abstract theories

Lean Manufacturing Principles

Based on all the muda, mura and muri, there are exactly 10 principles of lean manufacturing:

  1. Eliminate garbage
  2. Minimize inventory
  3. Maximize Flow
  4. Production depends on consumer demand
  5. Know customer requirements
  6. Get it right the first time
  7. Empower workers
  8. Build a system with easy replacement of its parts
  9. Build partnerships with suppliers
  10. Create a culture of continuous improvement

There are also three basic business objectives. They guide the transformation of the entire company:

  • Target. What customer problems does the company solve, the ultimate value for the consumer?
  • Process. Criteria for evaluating each value stream? Checking algorithms and chain links, combating waste, inappropriateness and overload. Each step is valuable, real, affordable, adequate and flexible, and the flows and influences are uniform.
  • People. How to allocate responsibility for each process and production flow? To assign a person not to a position, but to a process entrusted entirely? The Task Manager shapes value creation in terms of business goals and actively implements Lean Transformation.

For individual career development, the same basic three tasks look like this:

  • What is goal my job?
  • Process to generate the best results in the most efficient way?
  • Who are those people with which I create value?
The concept of "kaizen" helps to answer these questions.

Kaizen Philosophy Principles - Continuous Improvement

Term kaizen- consists of two Japanese characters カイゼン: kai - changes and zen - good. Change for the better, continuous improvement, transformation for good... It is difficult to say whether this is a theoretical teaching of philosophers or a practical method of management. Kaizen is a symbiosis of both concepts, allowing subordinates to offer and quickly test their ideas to improve the work of the enterprise. Lean transformation comes from the practical part of kaizen, and is based on its philosophy.

Kaizen rests on five pillars:

  1. Equitable interaction all levels (management, managers, workers) and direct communication between them
  2. Individual discipline
  3. Healthy moral condition team and each individual
  4. Mugs quality
  5. Offers on improvements to everything from the workplace and the assembly line to the way the company performs.

Read more about kaizen in the next article.

Lean Manufacturing Implementation Algorithm

According to James Womack, founder of the Lean Enterprise Institute and author of a number of books on transformation:

  • Choose a leader - a responsible agent of change
  • Get knowledge about lean and kaizen from a trusted source
  • Find or create a crisis - a problem that needs to be solved immediately
  • Experiment, practice, analyze the results immediately - do not get carried away with the development of a strategy (proven by the Wright brothers)
  • Build real and desired value stream maps. They must be different
  • Ensure results are transparent to all staff
  • Reduce cycle time (flow acceleration)
  • Implement kaizen and continuously develop the company (value creation on the shop floor moves to administrative changes)

Here's how to get started with lean manufacturing. Possible tools:

  1. Value Stream Mapping
  2. Pull production
  3. Kaizen
  4. Poka Yoke
  5. Total Productive Maintenance (TPM)
  6. Just In Time (JIT)
  7. Visualization
  8. U-cells

Examples of implementing lean manufacturing

The competitiveness of a company often depends on certain criteria. Fast delivery of delicious pizza will beat just delicious pizza. Car customization at an official car dealer is more interesting than the standard basic configuration. And detailed results of private medical tests are always better than scanty extracts from the district clinic.

You can provide an advantage over competitors (speed, customization, quality of research) by continuously improving the project management system, as many companies in the world do.

Successfully implemented lin:

  • in the USA: Toyota, Alcoa, Boeing, Pella, Emerson Electric, Jacobs Equipment Company (Danaher)
  • in Europe: Motoman Robotec, Unior, Iskra Asing, Volvo, Metso, Nuon
  • in China: Lenovo, Suntory
  • government and municipal departments in many countries.

    Lean Apps & Tools

Implementing transformation in a modern company is easier than it was 30 years ago. There are many similar applications for Android and iOS that help you run an economical and quality-oriented business.

Lean manufacturing tools are used to motivate staff, build relationships and communication between the shop floor and management, analyze the results of the implementation of new ideas and detect waste in the work of the enterprise. Testing and experimentation, development of a pipeline system or a bug tracker for programmers - all this is software for lean methodology.


Worksection is a Saas service that has full project management functionality, a Gantt chart and several types of reports.

Gantt Chartallows you to track the relationship, chronology and responsible for the tasks. Reports show overdue tasks and over budgets.

In the tasks section “by people”, the manager can see the amount of work for each person and who is idle. It is so easy to spot misallocation of human resources.

So the fight against muda, mura and muri becomes clear and simple.

You can create a separate “team proposal” project where you create tasks to implement ideas.

Set a deadline for two weeks or a month, test the idea, discuss the process in the comments and then analyze the result.
If the idea is good, implement it completely.

Oracle


More often, company owners use programs like Oracle or virtual services for project management.

Lean App


The most famous application - LeanApp for iOS - allows you to systematize and control all processes in the company.

Verdict

Companies are adopting lean manufacturing all over the world, but not all of them thrive on it. Many don't know how, don't understand the philosophy, or misapply learned instructions.

The essence of the methodology

  1. waste disposal,
  2. empowerment of employees,
  3. stock reduction,
  4. productivity increase.

The method is always individual, it depends on many factors - industry and market segment, target audience, product or service, priority and competitive difference of the company.

Start the fight against waste in the “narrowest” places of the workflow - where the error is critical.

Finding a crisis and solving it is much more effective than mindlessly implementing a Lean algorithm.

The production process of a modern enterprise is a complex mechanism for the transformation of semi-finished products, raw materials, materials and other objects of labor into finished products that satisfies the needs of society. The main task of the production system in this case is the continuous improvement of the "value stream" for the consumer, which is based on a rational combination in time and space of all the main, auxiliary and service industries. This allows you to produce products with minimal labor costs and the economic indicators and results of the production and economic activities of the enterprise depend on this, including the cost of production, profit and profitability of production, the amount of work in progress and the amount of working capital.

At the same time, at many enterprises, one of the main issues is the issue of the efficiency of production processes in terms of the duration of the production cycle. There is a need to spend a lot of effort on coordinating all auxiliary and service industries to ensure the uninterrupted supply of raw materials and electricity to the main production, as well as timely maintenance of equipment, warehousing, and transportation. The situation with the failure of equipment at one technological stage leads to the likelihood of stopping the entire workshop. Hence, the organization of an uninterrupted efficient production cycle at the enterprise is of particular relevance and importance for optimizing costs and achieving the best final results.

The efficiency of production in most enterprises is directly related to the complexity and duration of the production cycle. The longer this cycle, the greater the number of auxiliary and service industries involved in it, the less efficient is production as a whole. This pattern is explained by the obvious need to spend a lot of effort on coordinating all actions to ensure the uninterrupted supply of the main production with raw materials, energy carriers, maintenance of equipment, transportation and storage of products, loading and unloading. Equipment failure at one technological stage can lead to failures in the operation of the entire production, up to its complete stop. Thus, it becomes especially important to improve efficiency and achieve the best results by addressing the problem of the stable functioning of the entire production system.

One way to solve this problem is to introduce a system Lean-technologies ("Lean production"), which is designed to optimize production processes, constantly improve product quality while constantly reducing costs. The system is not just a technology, but a whole management concept that involves the maximum orientation of production to the market with the interested participation of all the personnel of the organization. Experience in implementing the described technology, at least in the form of separate elements, at enterprises various industries showed its promise, as a result of which there is no doubt the need to study this experience and further expand the scope of its application.

The economic essence of Lean technologies

As an economic definition, production is a system for converting raw materials, semi-finished products and other objects of labor into finished products that have consumer value for society. The main task of the production system is to continuously improve the process of creating value for the consumer through a rational combination in time and space of all the main, auxiliary and service industries. Thus, saving time, material and labor resources is achieved, the cost of production decreases, the profitability of production increases, all economic indicators of the production and economic activity of the enterprise improve.

With the development of industrial relations, the systems for managing production processes are also developing and improving. One of the latest was the Lean manufacturing system, based on the principles of efficient resource management, attention to the needs of the customer, concentration on the problem of eliminating all types of losses, and the full use of the intellectual potential of the enterprise's personnel. One of the main goals of the system is cost reduction, management of a manufacturing enterprise based on a constant desire to eliminate all types of losses.

The concept of "Lean production" combines the optimization of production processes, aimed at continuous improvement of product quality while constantly reducing costs, with the involvement of each employee in this process. The concept is maximally focused on market conditions of management.

Over the past twenty years, a new productivity paradigm has been increasingly applied in world practice. It originally originated in Toyota and was called - Toyota Production System (TPS). It is focused on growth in a post-industrial economy, when instead of mass production based on guaranteed demand, there is a need for a diversified production that can satisfy individual customer needs, operating in small batches of various goods, including piece products. The main task of such production was the creation of competitive products in the required quantity, in the shortest possible time and with the least expenditure of resources.

The production meeting the new requirements was called “lean” (lean, lean production, lean manufacturing), and enterprises that increased the operational efficiency of their production, thanks to the introduction new system- "lean" (lean enterprise).

Lean businesses differ from others in the following ways:

1. The basis of the production system of such enterprises is people. They are a creative force in the process of manufacturing competitive products, and technologies and equipment are only a means to achieve the set goals. No theory, strategy, technology will make an enterprise successful; this will be achieved only by people on the basis of their intellectual and creative potential.

2. Lean manufacturing systems enterprises are focused on complete elimination of losses and continuous improvement of all processes. In the daily work to prevent all possible types loss and continuous improvement involves all employees of the company from workers to senior management.

3. The management of the enterprise makes decisions, taking into account the prospect of further development, while momentary financial interests are not decisive. The management of such companies does not engage in useless administration - commanding, unreasonably tight control, evaluating employees with the help of complex systems various indicators, it exists for the reasonable organization of the production process, timely detection, solution and prevention of problems. The ability to see and solve problems in one's workplace is valued in every employee - from senior management to workers.

The key tools of the Lean system to improve productivity are:

  • 5S system is a management technique designed to effective organization workspace. The name comes from Japanese words starting with S, which in Russian can also be picked up analogues starting with the letter C, these are:
    • 1) Sorting items and / or documentation in the workplace according to the degree of their need and frequency of use, eliminating all unnecessary;
      2) Systematization, when each item must be located in a certain easily accessible place;
      3) Maintaining cleanliness and order;
      4) Standardization of the workplace ordered by the previous procedures;
      5) continuous improvement of the developed standard.
    • These simple and, at first glance, insignificant procedures, nevertheless, affect labor efficiency, eliminate the loss of things and time, reduce the likelihood of fires and other emergencies, and generally create a favorable microclimate in the workplace.
  • Standardized work- a clear and maximally visualized algorithm for performing a certain activity, including standards for the duration of the cycle of operations, the sequence of actions when performing these operations, the amount of materials and items in operation (stock level).
  • Methodology "Breakthrough to the flow" is to equalize and increase the efficiency of the production flow by creating fixed production cycles. In each of the selected cycles, the principles of standardized work discussed in the previous paragraph are implemented.
  • The concept of TPM (eng. Total Productive Maintenance)- system of general maintenance of equipment. This system implies a combination of equipment operation with constant technical maintenance. Thanks to the constant monitoring and maintenance of equipment in working (serviceable) condition by production personnel, the level of losses caused by breakdowns, equipment downtime due to repair work, including planned ones, is reduced, which ensures the highest efficiency throughout the entire life cycle equipment. At the same time, the forces of the repair personnel are freed up for solving more important tasks.
  • SMED (Single Minute Exchange of Die) system- technology for quick changeover of equipment. In the process of equipment changeover, two groups of operations can be distinguished - external, which can be carried out without stopping the equipment, for example, preparation of tools and materials, and internal, which require a break in the operation of the equipment. The essence of the system is to transfer the maximum number of internal operations to a group of external ones, which becomes possible due to the introduction of a number of technological and organizational improvements.
  • Pull production system is an approach to the organization of the production flow, excluding losses associated with overproduction or waiting for the completion of the previous stage of work. Each technological operation, as it were, "pulls" the required amount of products from the previous one and transfers it to the next one. As a result, neither surpluses nor shortages occur in the production process.
  • System for submitting and considering proposals provides all employees with a clear mechanism for implementing improvement proposals and provides for measures to encourage employees to submit such proposals.

The integrated use of Lean-tools allows, without significant investments, practically only at the expense of the company's internal reserves, to achieve a significant increase in labor productivity. In fact, the Lean concept is a certain approach to all issues of organizing production, which allows not only to implement innovative technologies that increase labor productivity and production efficiency, but also to create conditions for the formation of a corporate culture based on the general participation of personnel in the process of continuous improvement of the company's activities.

The Error Prevention Process Used in Lean Systems

A widely used error prevention technique used in Lean systems is the Poka-yoke technique.

Poka-yoke- (poka - an accidental, unintentional error; yoke - error prevention), (eng. Zero defects - Zero error principle) - a principle that consists in searching for the causes of errors and creating methods and technologies that exclude the very possibility of their occurrence. If it is impossible to do the work in other ways than the correct one, and the work is done, then it was done without errors - this is the fundamental idea of ​​the method.

Various defects in products may occur due to human forgetfulness, inattention, misunderstanding, negligence, etc. Such errors are natural and inevitable, and from this angle they must be considered in order to find ways to prevent them.

The error prevention technique provides for:

  • creation of prerequisites for defect-free work,
  • implementation of defect-free work methods,
  • systematic elimination of errors that have arisen,
  • taking precautions and implementing simple technical systems, allowing employees to prevent the commission of a slip.

The Poka-yoke method, used in conjunction with other lean manufacturing tools, ensures that the finished product is defect-free and therefore the manufacturing process runs smoothly.

Increasing the efficiency of enterprise management through Lean technologies

In general use Lean principles can give significant effects(in times):

  • productivity growth - 3-10 times;
  • downtime reduction - 5-20 times;
  • reduction in the duration of the manufacturing cycle - 10-100 times;
  • reduction of warehouse stocks - by 2-5 times;
  • decrease in marriage cases - by 5-50 times;
  • speeding up the entry to the market of new products - by 2-5 times.

Best foreign and Russian practice implementation of lean manufacturing tools gives such results:

  • Electronics industry: reduction of production process steps from 31 to 9. Reduction of the production cycle from 9 to 1 day. Release of 25% of production space. Savings of about 2 million dollars for six months.
  • Aviation industry: reduction of the lead time from 16 months to 16 weeks.
  • Automotive industry: 40% increase in quality
  • Non-ferrous metallurgy: 35% increase in productivity.
  • Overhaul of large-tonnage vessels: release of 25% of production space. Reducing the time of one of the main operations from 12 to 2 hours. Saving about 400 thousand dollars in 15 days.
  • Assembly of automotive components: release of 20% of production space. Refusal to build a new production building. Savings of about $2.5 million per week.
  • Pharmaceutical industry: reduction of waste from 6% to 1.2%. Reducing electricity consumption by 56%. Savings of 200 thousand dollars annually.
  • Consumer Goods Manufacturing: 55% increase in productivity. Reducing the production cycle by 25%. Reducing inventory by 35%. Savings of about 135 thousand dollars per week.

In general, today Russian market there is a shortage of professionals with experience in optimizing production processes through the introduction of "lean manufacturing" technology. Lean considers any production from the point of view of process optimization by all employees of the company. This global approach hides the main complexity of the "lean production" methodology, since a specialist in this field must combine the skills of a teacher and a leader, a forecaster and an analyst.

Conclusion

Lean manufacturing (lean production, lean manufacturing) is a concept of managing a manufacturing enterprise, based on the constant desire to eliminate all types of waste. Due to the deployment of a Lean-system (a system of lean production) at the enterprise, it is possible to implement an innovative approach to increasing labor productivity in practice. In fact, the Lean concept is a certain system of views on the organization of production, a kind of production paradigm that allows you to implement a number of innovative engineering methodologies to improve production efficiency (including labor productivity) and create conditions for the transformation and formation of a corporate culture based on universal participation of personnel in the process of continuous improvement of the company's activities.

Lean is a management system in which products are manufactured exactly according to customer requirements and with fewer defects compared to products made using mass production technology. This reduces the cost of labor, space, capital and time.

What exactly is the BP for?


  • Increase return on capital by reducing inventory and reducing time from order to delivery.

  • Ensuring business growth by delegating responsibility and releasing the owner or manager from current problems.

  • decline and ensuring .

  • Changing the attitude towards competition through a greater focus on customer requests, and not on comparing your offer with others on the market.

  • Using the internal potential of employees and the enterprise by involving everyone in the process of solving problems.

Principles

1. Customer orientation

3. Organization of production cells

Live looks like this:

Purpose: to increase labor productivity. One person can achieve such perfection that he can service several pieces of equipment at once.

4. Reducing the duration of the release of the order

All we do is keep track of the time between the customer placing an order and getting paid for the work done. We shorten this period of time by eliminating waste that does not add value ( , 1988).

It is necessary to ensure that as little time as possible passes from the moment a client submits an application to the moment when he receives his order.

In this process, you need to focus on two concepts: cycle time and takt time.

Cycle time(duration of order release) is the duration of the product through the entire stream from start to finish.

Takt time is the frequency at which finished goods get off the line. The target takt time is determined by market demand (for example: we need 2 cars per day).

Mass production has a very a short time tact (releases like a machine gun), but a very long cycle time (each of the units is produced for a long time). in addition to freezing material assets in the form of work in progress, this also greatly reduces the rate of production of rare brands of products.

5. Flexibility

In mass production, equipment readjustment is extremely rare - the equipment produces parts in gigantic batches. Lean manufacturing tends to produce parts in small batches, so the equipment needs to be retooled frequently. That is why it has a very developed tool

6. Elimination of waste

In order to shorten the cycle time, waste is eliminated. Waste is anything that does not add value to the final product. Profit is increased by eliminating losses in production.

Types of losses:


  1. Overproduction- all unsold products cluttering up the warehouse of finished products;

  2. Excess inventory- Money spent on them, but they lie idle. They spoil, they get lost. Requires inventory. All these are extra costs;

  3. Expectation- people, parts, products. Everything that is idle stands without movement in a queue somewhere;

  4. Transportation- decrease in time and distance;

  5. Extra movements during work operations- not optimized work of people with their hands. Extra work due to the imperfection of the tool.

  6. Overprocessing- when we do what the client does not need;

  7. Defects, marriage;

  8. Unrealized potential of employees.



7. Intra-shop logistics

The value stream, as well as supply flows, should move in the same direction whenever possible, excluding return and crossing flows. The length of travel paths should also be as short as possible. To do this, use the "Spaghetti Diagram" tool, with which we analyze all movements, and then decide how to optimize them.

8. Everyone involved in the improvement process

In order to eliminate 8 types of losses, all employees of the company, headed by the first person, must constantly deal with this. is the key to success.

This is very helpful for getting involved:

This will require a waiver in favor of open acknowledgment of problems. Refusal to solve problems by replacing people or by "finding and punishing those responsible."

Otherwise, your improvement process will break down, causing your employees to .

How it looks in practice:

Or like this:

The key feature of improvement is continuity. You can not rebuild the enterprise, and then do not return to this issue. A project is something that has a beginning and an end. And the process of improvement should be a vector.

How often do you need to train to be an athlete? Constantly. How often do you need to improve your skills to be a professional? Constantly.


Also with production. The Japanese are ahead of the planet in this regard and have a cornerstone: continuous improvement. Non-stop for decades.


How the Japanese think of evil: daily work + improvement


How the Japanese Think Right: Daily Work = Improvement


Improvement must be continuous. You can’t do something healthy once and live to 100 years. The right way of life must be maintained throughout life continuously.


More about improvement:

Cultivation builds up a certain routine:

If you make transformations and do not return to this issue anymore, then this is what will happen:

Also:

9. Go to gemba (come and see)

The most important principle of improvement and involvement. It lies in the fact that the bosses should not be engaged in the development of the enterprise from the offices. They have to go to the workshop and watch how the work is done. Or go and look at the place where the marriage takes place. Look for the cause of it. The Japanese boss always goes to the front. Where value is created.

Arriving at the place of value creation (gembu), you need to look for the root causes of problems. Do not pull the tops, but dig to the very root. To do this, there is a method "5 Why?". 5 times or more in a row by asking the question "why?" to a worker on the site, you can find out "where the legs grow from." And take action. More:

This is about the value stream. In general, problems should be looked for not only in the gemba, but also in the administration.

10. Process Oriented, Not Result Oriented

We can be praised if you somehow deceived the system and got out of a momentary problem. I poked parts from some other order (which will be shipped in 2 days, not today), or manually got into the priority of the work of the metal parts manufacturing site to re-manufacture some parts lost on your order, which is shipped today.

The order was shipped with sin in half, and all such "fuh!" exhaled. Now we need to figure out why this happened on this order. How the manufactured parts were lost, and why the purchased ones did not arrive on time. But wait! We have just picked up parts from an order that will ship the day after tomorrow! Now we need to urgently think about how to ship it. In addition, we interfered with the priority of the metal section, and it is now working with a delay, and something urgently needs to be done about this too! Therefore, there is no time now to investigate why this happened. And then, yes, it did work. The result is there. And this is the most important thing! (No)

In lean manufacturing, it is necessary to constantly improve the process, and then it will already give a stable result.


More:

11. 5S system

5C is a system for organizing the workspace, establishing and maintaining order, cleanliness, discipline and creating safe working conditions. The 5C system helps to quickly get rid of rubbish accumulated in the workplace and in the office and eliminate its appearance in the future.


The system is needed for everyone's involvement, and 5S is very useful for increasing productivity. When we got rid of everything unnecessary, put all the items in their places, signed their places of storage and monitor cleanliness and order, this greatly rebuilds people's minds. Sets them up for improvement. Also, people who do not want to take part in this become very noticeable.

In Japan, no one has ever shied away from "improvement for the sake of improvement" without direct monetary gain. All this creates a philosophy, creates a spirit. Not everything is measured in money. There is also

More:

12. Refusal of mass control

Refusal to mass check products at the exit, as well as the refusal to put a QCD employee after each machine. Instead, the assignment of duties with verification to the workers themselves in the subsequent stages of the work. This is only possible in a culture of cultivation, where the perpetrators are not punished or fined, but simply try to find out what caused the marriage and eliminate the possibility of marriage in the future. For example, by introducing methods to protect against unintentional errors (Poka-yoke):

Then the workers will not be afraid to report defective parts to each other, and QCD employees will not be needed in such numbers.

This is better than checking all products at the very end, because in the end, much more resources have already been spent on it than if the marriage had been discovered at the earliest stages. Therefore, if a marriage occurs in one of the sections, the conveyor is stopped until they find out what is wrong. In order not to drive the marriage further. The Japanese were even the first to come up with a technology that stops equipment automatically when a marriage occurs.

13. Standardization + on-the-job training + supervision

Improvements are pointless if there are no standards in the workplace. Because if there is no standard - .

You need to standardize operations like this:

Once the standards are in place, the best practices should be replicated through training:

Then the implementation of the standards will need to be monitored: (parallel control structure)

14. Visualization

In order for engaged employees to improve processes, processes must be visual, understandable, and standardized. Everything should be visualized and transparent and marked. In muddy water, it is completely incomprehensible what is happening and how everything works, so there are no ideas how to improve it. No loss visible. The goal is for any person, having come to the site, to understand without asking questions how everything works here, how it should work and whether there are any violations.

The visualization looks like this:

15. Statistical Office

Lean manufacturing is based on analysis and facts in its decisions. Facts are statistics. Management must make decisions based on production statistics.

Discussed in detail in the book "7 Tools for Quality Management" by Hitoshi Kume

The main tool for identifying losses. Heavy artillery, so to speak. We can say that this is a huge photo of the working day of the whole process. We sketch everything that is done. We fix time, information flows, number of personnel in operations, downtime, defects and other important information. Based on all this, we make one big map, contemplating which we are looking for opportunities for improvement.

On the wall is an archaic method. It is possible in Excel.

I am sometimes asked what BOOK to read to understand lean manufacturing from scratch.

Honestly, until today I did not know a suitable book. That's why I had to write the note "Lean Manufacturing from Scratch" myself. And finally, a good book has appeared! Someone has tried. It has a well-developed structure and cool infographics. It is 100 times better than similar .

I already had a Lean From Scratch post and decided to attach this book to my post because the book says the same thing. Written just as simple, but more detailed. Therefore, who after this note wants to dig deeper, you can download the book from the link.

read

Lean production, or lean production, is being confidently implemented by many Russian enterprises. In 2017, a series of GOSTs on lean manufacturing was released, but not all specialists are familiar with this concept. For young professionals and companies looking for the best way to improve efficiency, the material can become a guide to the world of lean production.

2 8 15/11/2018

How it all started: from crisis to concept

The history of lean manufacturing began with a crisis at Toyota. In the 1950s, a financial crisis raged in post-war Japan. It was associated with the depletion of financial and production resources. The only way for companies to survive was to improve product quality while reducing costs.

It was at this point that Taiichi Ohno, the progenitor of the concept of lean manufacturing, became the chief executive of the Toyota Motor Plant. He came up with and implemented a unique production system, which later became known as the Toyota Production System (TPS). It was based on identifying activities that added value to the customer and reduced overhead. From that moment, the golden age of Toyota began, which successfully entered the world market, conquering consumers with the value for money of its cars.

In the early 80s, Toyota cars appeared on the US market. They quickly became popular unexpectedly, capturing a fair share of the market from the big three US automakers. After that, a group of American scientists led by James P. Wumeck and Daniel T. Jones went to Japan to the Toyota plant. As a result of research on the Toyota Production System, they formulated the concept of lean manufacturing and expounded it in their books, which later became bestsellers.

Although the concepts of lean production and TPS are based on the Toyota Production System and their principles are very similar, some experts distinguish them as follows: TPS is a company-specific path that is unique, and lean manufacturing is a set of methods, tools, mechanisms and philosophies that are based on this experience and can be implemented in other industries

8 types of losses

Taiichi Ohno advocated fighting waste (muda), that is, reducing any activity that consumes resources but does not add value to the end consumer. To do this, you first need to identify activities that add value. And it's not always easy. And the cost of other operations should be kept to a minimum.

Consider an example of painting a fence. The worker takes paint and a brush from the warehouse, goes to the fence, dips the brush into the paint, runs it several times over the fence, repeats the cycle, regularly cleans the brush, at the end of the shift he takes the remaining materials to the warehouse, and his boss checks the work. Of all the operations described, only brushing the fence adds value to consumers.


Taiichi Ohno identified seven main groups of losses. The eighth group was formulated by Geoffrey Liker. This type of waste has also become canonical for lean manufacturing. It's about about the following types:

  1. Overproduction. The reasons for the losses of this group are the funds of the organization withdrawn from circulation, the cost of renting warehouses and the salary of responsible personnel.
  2. Waiting in lines. The main sources of this type of loss are associated with downtime of equipment and personnel who are waiting for the delivery of the necessary components.
  3. Transportation. These are losses associated with the cost of excessive movement of the product both in the production itself and from suppliers/consumers (depreciation of transportation equipment, logistics costs, the appearance of defects as a result of transportation).
  4. Production processes that do not add value. These are costs associated, for example, with adding functions to the product that the end consumer does not need (a refrigerator with a built-in screen), or carrying out technical operations that do not add value to the consumer.
  5. Excess inventories. This type of loss is associated with the cost of renting warehouses for storing products, the wages of responsible personnel, and the risks of exceeding the shelf life of stocks.
  6. Extra movements. In this case, losses arise due to the fact that the employee spends time on unnecessary movements in the workspace, searching for the necessary tools, etc. In some areas of production, time losses can be up to 20%.
  7. quality losses. This type of loss includes losses for the correction of defects, the disposal of irreparable defects and unnecessary quality checks of products.
  8. Losses from the unrealized creative potential of employees. They are related to the fact that the employee performs types of work that are not characteristic of him or does something for which he does not have the ability or interest. These losses are most often due to the lack of a tool for finding and supporting the production initiatives of employees.

The main way to deal with losses, according to the concept of lean manufacturing, are the principles of pulling production and Just in time.

The principle of pulling production implies that the order for each stage of production comes from the next stage of the production process (internal consumer), and everything begins with a thorough study of the needs and preferences of the end consumer (external consumer - client). But in the conditions of large-scale production, this is extremely difficult to achieve, so the outgoing signal is given by the marketing team, which quickly and continuously monitors the situation on the market. This avoids losses from overproduction.

The Just in time principle assumes that the system of planning and organization of the company's work is built in such a way that all the necessary elements enter the production process at the right time and in the required quantity. Also, this principle assumes defect-free production, since marriage can break the entire clear planning system.

To implement the concept of lean manufacturing, wide range methods.

5S

This is probably the most popular lean manufacturing method. Its essence lies in the rational and efficient organization of the workspace. It aims to combat the losses that result from searching the right tool, as well as as a result of marriage due to faulty equipment or an uncleaned workplace of an employee. In this system, the workspace is considered as an individual workplace of an individual employee (from the director to the cleaner), and production room generally.

The 5S method is based on the observance of five basic principles

Seiri - sorting

It is necessary to divide all objects in the workspace into groups:

  • always needed: located in the workspace;
  • sometimes needed: taken out of the workspace, but remain within reach;
  • unnecessary: ​​must be removed.

The main idea behind this principle is that the fewer things around us, the easier it is to work.

Seiton - keeping order

For each thing and tool, its specific place must be determined. This order must be maintained. The choice of a place for tools should be carried out rationally:

  • a thing that is constantly used is always at hand;
  • things that are rarely needed should not interfere with the employee.

Most often, when implementing 5S, the outlines of things are drawn right at the workplace, and quality service employees regularly audit the workplace.


This is the most understandable principle of the 5S method. Dust and dirt cause waste and waste, and therefore affect efficiency and cost. In most cases, this principle is interpreted as regular cleaning not only of the premises, but also of the workplace. However, there are two nuances.

  1. Not only the cleaner, but also the employee himself is responsible for cleaning the workplace.
  2. Production should be arranged in such a way that there is as little garbage and waste as possible, and they should be localized.

Shisuske - standardization

Each employee should have at hand visual instructions for his activities. They should be minimized, understandable, visualized. Standardized checks are carried out regularly technological equipment in the workspace.

Seiketsu - perfection

For the existence of the 5S system, it is necessary not only to maintain the already developed mechanisms, but also to constantly improve them. The production cycle does not stand still, companies change, 5S mechanisms must change with them.

Now there is a 6S system. It differs from the 5S method in the treatment of the last S. In 5S, the last point is improvement, and in 6S, discipline and habit.

Standardization

This method involves the creation of visual instructions for employees describing the main production processes. The instructions should regulate all the operations that the employee performs as briefly, clearly and clearly as possible.

The maximum length of instructions should be 3 pages, preferably less than one. It is desirable to use instructions with maximum visualization, a good example of this approach are, for example, IKEA furniture assembly instructions, Artis labor safety instructions, LEGO assembly rules.


In addition to the work instructions, the organization must describe all processes in a concise and understandable way. For this, as a rule, flowcharts are used.

All instructions should be issued according to uniform rules for the entire organization and regularly updated. Management should monitor the implementation of instructions by employees. In case of deviations, an analysis should be carried out and it should be determined why the employee deviated from the instructions: because of the desire to simplify his life to the detriment production process or he found a more optimal way to perform operations. In the latter case, his experience should be implemented in the organization, and the employee should be rewarded.

This method is aimed at reducing the variability of the work process, reducing the number of defects, as well as facilitating the process of adaptation of new employees to the production process.

Poka Yoke

The name of this method is translated into Russian as "protection from missteps" or "protection from a fool." It is aimed at creating such conditions under which it is simply impossible for an employee to make a mistake, that is, at the maximum possible exclusion of the “human factor”.

This method is purely practical, so there are no general principles for it. To understand the idea, here are a few examples:

  • The use of structural elements that make it impossible to incorrectly assemble the entire structure. For example, the shape of SD or flash cards does not allow them to be inserted into the media on the wrong side.

  • Color marking of elements during production. Elements that must be interconnected are marked with the same color. For example, a wire and its connector are marked in the same color: red to red, yellow to yellow.

  • Automated control system. Creation of a system that will not let an element pass to the next production site if it has a defect. For example, on a conveyor line, a worker must connect two parts with four screws through holes. After this procedure, a photocell is installed on the tape, and if one of the screws is not fastened, this element does not pass further.

This method is also used to prevent occupational injury. For example, on a conveyor belt for cutting a furniture board, an employee needs to press two buttons with both hands. This is done so that the employee cannot try to correct the furniture board with one hand while the cutter is running. As soon as he releases one of the buttons, the cutter stops.

The application of this method is unique for each individual organization, but it cannot be ignored.

Kanban

This is the main method for implementing JIT and pull production. Initially, these were cards that an employee on the production line handed over to his internal suppliers when he ran out of the elements needed for production. Now the performer does not need to transfer cards, this is done by an automated system.

Taiichi Ohno formulated the basic rules for using the kanban method:

  • No one can manufacture parts without receiving an order for them.
  • A kanban card must be attached to any part or batch of parts.

Using the kanban method allows you to:

  • obtain information about the place and timing of receipt and transportation of products;
  • prevent overproduction;
  • prevent the appearance of defective products by identifying at which stage defects occur.

Rapid changeover method (SMED)

This method is purely practical and unique for each industry. Its main task is to reduce the time for equipment changeover. This will allow the production of parts in small batches, which in turn will initiate the application of the principles of pulling and JIT. It is impractical to describe in detail the technical solutions of this method, since in most cases they are unique for each enterprise.

Reference

The most popular, but not all methods and tools of lean manufacturing are considered above. Among those not included in the review:

    6 sigma is a methodology aimed at creating defect-free production.

    Kaizen is a system of continuous improvement of processes in an organization.

    Bottleneck analysis is a methodology aimed at finding and eliminating the so-called bottleneck in production.

    Five "why?" - a method of finding solutions to problems that have arisen.

    A value stream map is a tool that allows you to identify activities that add value to products for the end consumer.

    Total Equipment Maintenance (TPM) is a methodology aimed at increasing the life and efficiency of equipment.

    Visualization of production - this method is aimed at informing employees about the state of production by simple visual means, and others.

Although all the above methods were developed for manufacturing companies, the concept of lean manufacturing is widely used in the service sector, for example, in logistics, medicine, and the IT sector.