Methods of organizing lean production. Lean system (Lean production). principles of lean manufacturing that increase the efficiency of the enterprise

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 kept resources “ahead of demand” on his production line, Toyota partnered with suppliers and, in fact, made cars to order.

Many industrial startups start with transformation, applying methods and tools from the start of production to the last stage of customer support. 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;
• the kit comes with a guarantee, a coupon for a replacement or return, 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 are Japanese words that 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.

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, creating many different models in the face 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 the 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 perspective, 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 work to create new cars.

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 an increase in 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 hieroglyphs - "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 revolutionized the approach to changeover and retooling. As a result of the implementation 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.

production faille management frugal

Lean production (hereinafter referred to as lean, lean management, lean production) is a system of measures aimed at reducing costs and improving the quality of production processes that originated in the mid-twentieth century at Toyota and were subsequently developed by American researchers.

Goals of Lean Manufacturing:

• 1) cost reduction, including labor;
• 2) reduction of terms of development of new products;
• 3) reducing the time for creating products;
• 4) reduction of production and storage areas;
• 5) guarantee of delivery of products to the customer;
• 6) maximum quality at a certain cost, or minimum cost at a certain quality.

The main elements of the Lean Production philosophy:

• 1) elimination of losses in all their forms;
• 2) involvement of all personnel of the enterprise in the improvement of production processes;
• 3) the idea that improvement should be carried out continuously.

Toyota has identified seven types of waste that are typical of various kinds both manufacturing and service companies. The struggle for liquidation became the basis of the "thrift" philosophy.

• 1) Production of surplus products. According to Toyota experts, the largest source of waste is the production of products in a larger volume than is necessary for the next stage of the enterprise's production process.
• 2) Downtime for organizational or technical reasons. The metrics commonly used to measure equipment and worker downtime are equipment efficiency and worker productivity. Less obvious is the downtime of a machine operator working on work in progress that is not currently needed.
• 3) Transport. The movement of materials and parts around the enterprise, as well as double or triple transshipment (transshipment) of unfinished products do not add value to the final product of the enterprise. You can reduce the amount of losses if you change the layout of the technological equipment in the workshop, reducing the distance between technological operations, establishing rational routes for the transportation of raw materials and semi-finished products and choosing the right location of jobs.
• 4) Technological process. The source of losses can become technological process. Some manufacturing operations are the result of poor design of product components or material recycling processes, or poor maintenance of equipment. Therefore, in the process of improving the organization of production, they can be painlessly simply eliminated.
• 5) Stocks. Any reserves should cause the management of the enterprise to seek opportunities to eliminate them. However, it is necessary to start with the causes that cause the appearance of stocks: by eliminating these causes, it is possible to achieve a reduction in the volume (or complete elimination) of stocks.
• 6) The movements of the employee in the workplace. Looking from the outside, an employee may appear busy, but in fact, his work does not create any added value. An extensive source of reducing losses arising from unnecessary movements is the simplification of work.
• 7) Defective products. Losses of production as a result of poor quality products are often very significant. The overall costs of maintaining product quality are much higher than is commonly believed, and it is therefore important to identify the causes of these costs.

Jeffrey Liker has researched Toyota's manufacturing experience along with James Womack and Daniel Jones. In The Tao of Toyota: 14 Principles of Management of the World's Leading Company, he identified the eighth type of waste: the unrealized creative potential of employees (loss of time, ideas, skills, opportunities for improvement and gaining experience due to inattentive attitude towards employees whom you have no time to listen to).

Chet Marchvinsky and John Shook point out two more sources of waste - mura and muri, which mean "unevenness" and "overload" respectively.

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 (design, labor standards).

In Lean: How to Eliminate Waste and Make Your Company Thrive, James Womack and Daniel Jones outline the following principles of Lean Management:

• 1) Determining the value of the product.
• 2) Definition of the product value stream.
• 3) Building a continuous stream of product value creation.
• 4) Pulling the product by the consumer.
• 5) Striving for excellence.

In particular, the JIT system is able to provide continuous flow, but only if the changeover time is significantly reduced. Reducing changeover time means reducing the time it takes to move from one activity to another. This makes it possible to make a few of some parts, readjust the machine, make a few more other parts, and so on. That is, parts can (and should) be produced only when required by the next production step.

The basic principles of Lean manufacturing imply the existence of certain tools with which companies create their production processes.

Taiichi Ohno wrote that Toyota's production system stands on two pillars: the jidoka system and just-in-time.

Just-in-time deliveries are a planning and management method, as well as a production philosophy, the goal of which is to immediately satisfy consumer demand with high quality and without waste.

The term "just in time" delivery literally reflects the content of this concept. It means releasing and delivering goods and services exactly when they are needed: not sooner, because then they will be waiting in the wings in stocks, not later, because then customers will have to wait for them. In addition to the time factor contained in the concept of JIT, this concept includes the requirements of quality and efficiency.

How does the JIT approach differ from traditional approaches to the organization of production? The traditional approach to the organization of production proceeds from the fact that each stage of the production process “puts” the manufactured products into stock. Such a stock is a buffer (buffer inventory) or insurance stock for a subsequent production stage, located "below" in the course of the overall process. This subsequent production step takes work in progress from stock, processes it, and passes it on to the next buffer stock. These stocks act as boundaries separating each production stage from neighboring stages. Buffer stocks make each production stage relatively independent, and therefore, if operation is stopped at stage "A" for some reason (for example, as a result of equipment failure), site "B" can continue to work, at least for some time. Section "C" will be able to continue working even longer, since it is provided with two buffer stocks, and it will stop working only after all this stock has been used up. However, this relative isolation comes at the price of inventory building (a cost of working capital) and reduced throughput (a slower response to customer demands). This is the main argument against the traditional approach to the organization of production.

Released in the course of production "just in time" products are fed directly to the next stage of production. Now, problems that arise at any stage of production have a different effect on the entire production process. For example, if stage "A" ceases to produce products, stage "B" will notice this immediately, and stage "C" also very soon. The problem that occurred at stage "A" is now quickly known to the entire system, as this problem affects the system as a whole. As a result, the responsibility for solving the problem is now assigned not only to the personnel "A", but extends to the entire personnel of the enterprise. This significantly increases the likelihood of a prompt resolution of the problem, because it is too important to ignore. In other words, by preventing the accumulation of stocks between stages of production, the enterprise receives a mechanism to increase the internal efficiency of the enterprise.

Jidoka (autonomization) - bringing human intelligence into automatic devices, capable of independently detecting a defect, and then immediately stopping the production line and signaling that help is needed. Autonomy plays a dual role. It eliminates overproduction, an important component of production losses, and prevents the production of defective products.

In addition to these two systems, the following elements of lean manufacturing can be distinguished: kanban, the "five S" system, complex equipment maintenance (total productive maintenance, TPM), quick changeover (SMED), kaizen.

The term "kanban" (kanban) in Japanese terminology means a card or a signal. Such a card is a simple management tool; it is used to enable (signal) the feeding of materials in a "pull" type control system, similar to that used in the JIT system. There are different types of kanban: movement kanban or movement kanban. The move kanban is used to signal the previous site that material can be taken from inventory and moved to the next site.

A production kanban is a signal to the production process that a part or unit of production can be released for later transfer to inventory.

A salesperson's kanban is used to signal a supplier to send material or parts to a specific production site. In this respect, it is similar to the move kanban, but is usually used when interacting not within the organization, but with external providers.

Whichever type of kanban system is used, the basic principle is always the same: receiving a kanban triggers the movement, production, or delivery of a single unit of product, or the standard packaging of such units. If two kanbans are received, this is a signal for the movement, production, or delivery of two units of product or two standard packages of product, and so on.

There are two rules that govern the use of the kanban system. They are also known as the one and two card system. The single card system is most commonly used because it is the simplest. It only has a movement kanban (or a salesperson kanban for receiving materials from an external source). The two-card system uses the "kanban" of movement and production.

The 5 S system implies a set of basic rules for reducing losses:

• 1) Sorting (Serti - Seiri). Remove what you don't need and keep what you need.
• 2) Create your workplace (Seiton - Seiton). Arrange the tools in the order in which they are easily accessible when needed.
• 3) Keep the workplace clean (Seiso - Seiso). Keep your tools clean and tidy; the workplace should be free of debris and dirt.
• 4) Standardize (Seiketsu - Seiketsu). Establish in everything the norm that meets the standard.
• 5) Learn to maintain a certain order (Shitsuke - Shitsuke). Develop a need for and pride in maintaining a standard order.

These rules focus on external order, a certain organization in the arrangement of tools and other necessary items, cleanliness, standardization of the working environment. They are designed to eliminate all possible losses associated with uncertainty, waiting, searching for the necessary information that create instability in the work environment. By eliminating what is unnecessary, and by keeping the tools and surroundings clean and tidy, the necessary order can be achieved and the right things always in the same place. This alone makes any job easier and reduces the time to complete it.

The goal of total productive maintenance (TPM) is to eliminate the variability of conditions during production processes caused by unplanned equipment shutdowns. This is achieved by involving all personnel in the search for opportunities to improve equipment maintenance. Those in charge of this process are encouraged to take responsibility for the use of the equipment, to carry out day-to-day maintenance and simple repairs. With such an organization of equipment maintenance, operators can get more time to improve their skills and deepen professional training, which is necessary to create higher-level maintenance systems, improve the quality of service for larger operating systems.

Quick changeover (SMED) deals with changeover time (the time it takes to move from one job to another). Reduction of equipment changeover time can be achieved in various ways, for example: reduction of search time necessary tools and equipment, solving problems in advance, due to which the reconfiguration may be delayed, as well as the constant use of the same techniques during the reconfiguration.

The kaizen system focuses on the continuous improvement of manufacturing, development, supporting business processes and management, as well as all aspects of life. In Japanese, the word "kaizen" means "continuous improvement". Based on this strategy, everyone is involved in the improvement process - from managers to workers, and its implementation requires relatively small material costs. The philosophy of kaizen assumes that our life as a whole (work, public and private) should be focused on continuous improvement (Fig. 10). The connection diagram of "kaizen" and other Lean manufacturing tools is shown in Fig. eleven.

Rice.

Rice.

To implement Lean manufacturing, James Womek proposed the following algorithm (Fig. 12):

• 1) Find a change agent, a leader. Usually this role is performed by one of the leaders of the company. It is only important that it be one of the leaders who can take responsibility for the coming changes.
• 2) Get the necessary knowledge on the lean manufacturing system. The agent of change must be so imbued with the ideas of lean manufacturing that they must become second nature to him, otherwise all the changes will stop in an instant, at the first decline in production. Now there are many ways to gain knowledge. These include literature, in which there is no shortage now, training courses (seminars, trainings) organized by numerous consulting companies. It can be very helpful to visit one of the companies that have successfully implemented lean manufacturing.
• 3) Use or create a crisis that will become a lever. It is the crisis that serves as a good motive for introducing the concept of "Lean Production" in the organization. Unfortunately, many business leaders realize the need for a lean approach only when faced with serious problems.
• 4) Describe the value streams. First, reflect the current state of material and information flows. Then create a future state map that excludes operations and processes that do not create value for the customer. After that, determine a plan for the transition from the current state to the future.
• 5) Start as quickly as possible with accessible but important and visible activities. In many cases, it is recommended to start the transformation from the physical production process, where the results of the change are most noticeable. In addition, you can start with processes that, while extremely important for the company, nevertheless, are carried out very badly.

Rice.

• 6) Strive to get the results of the work done as soon as possible. Immediate Feedback is one of the most important characteristics of the Lean Production concept. Employees must see with their own eyes how new methods bring results. It is psychologically important for them to see that the organization is starting to really change.
• 7) As soon as a convenient opportunity arises, move on. As soon as the first local results are obtained, it is possible to start making changes in other parts of the value stream. The sphere of influence of lean manufacturing should be expanded. For example, transferring the methodology from production to offices, using the practice of continuous improvement (kaizen).

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. A part of the new system is in operation at the 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 the necessary materials and raw materials are purchased 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, our company has been implementing topical methods lean manufacturing. 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 as a result of 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 production group included representatives from production, supply services, technology bureau, chief engineer service and 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 delay in the schedule - however, the real reason may be the poor quality of the parts or the lack of 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 positive effect for production and financial indicators 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, 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 the General Director managed to change the strategy and involve not only senior and middle managers, but also workers and foremen of the teams 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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The concept of lean production is not just an applied technique, but a whole philosophy, the essence of which, on the one hand, is in a real focus on the needs of the consumer, and on the other, in constant work on cost optimization. The methods described in the book are used by such well-known companies as Toyota and Porsche, and the high-quality implementation of lean principles allows both large and small companies to significantly increase economic performance. The publication will be useful for entrepreneurs, top managers, middle managers, focused on career growth. With permission from SmartReading, we are publishing a summary ("condensed" version) of the book by James Womack and Daniel Jones.

smartreading is a project of the co-founder of one of the leading Russian publishing houses of business literature "Mann, Ivanov and Ferber" Mikhail Ivanov and his partners. SmartReading produces so-called summaries - texts that summarize the key ideas of bestsellers in the non-fiction genre. Thus, people who, for some reason, cannot quickly read the full versions of books, can get acquainted with their main ideas and theses. SmartReading uses a subscription business model in its work.

Introduction

Lean manufacturing is a revolutionary method of organizing production that has allowed Japan to capture significant shares in the world's largest economies. When the triumph of the Japanese approach became clear, the concept began to spread and be successfully applied in enterprises around the world. Over time, the principles of lean manufacturing have penetrated not only other countries, but also other areas of the economy. Independent lean concepts- lean logistics, lean construction, etc.

Lean manufacturing is not just a production or sales technique, it is a whole applied philosophy. The central figure of this philosophy is the consumer. The enterprise is obliged to do only what is of value to the consumer. To achieve this goal, a lean organization continually eliminates useless activities.

Following the principles of lean does not require the introduction of expensive new technologies. Conversely, the lean method is often less technically demanding than traditional mass production. Lean manufacturing not only can be introduced into a company without significant investment, but often, on the contrary, leads to the release of resources. At the same time, the implementation practice shows the following effect for enterprises:

• doubling labor productivity twice;
• 90% reduction in release time and inventory levels;
• the level of scrap reaching the consumer is halved;
• the time to bring a new product to market is halved;
• small funds increase the number of available product modifications.

These are average effects, backed up by years of research. They seem incredible to a person who is not familiar with the principles of frugality. Of course, in practice, the implementation of lean production is not so simple, as it requires the most difficult thing - to change the view of production.

1. Five principles of lean manufacturing

Lean manufacturing is the concept of managing an organization. A lean organization, first of all, seeks to get rid of all unnecessary costs. But this does not mean a banal cost reduction, economy on quality or scale. In the philosophy of lean manufacturing, there is a concept of lean. A lean organization seeks to take only those actions that are directly needed by the consumer, those for which he pays.

To understand lean manufacturing, you first need to know the five stages of its cycle.

1.1 Determining value

A lean organization looks at production through the lens of utility and muda. The Japanese word muda means any cost that does not create value. Value is a specific product that, for a certain price and at a certain time, can satisfy the need of the buyer. Therefore, the production of a product that is not demanded by the consumer is a net loss. For lean manufacturing, all its activities are value creation. Therefore, the first step for an organization is to determine the value it creates.

Company executives tend to distort the value produced by paying attention to the imaginary values ​​of the enterprise - the novelty of production technologies, the profits of shareholders, etc. There are several main reasons for this.

1. The correct definition of value created is hampered by traditional technologies and focus on internal needs instead of customer needs. For example, airlines can focus on maximizing efficient use of their assets, instead of offering fast, cheap and safe transportation to their customers.

Making good use of what you have is an outdated idea of ​​efficiency.

2. Understanding the value of a product is difficult because the consumer doesn't know what they want until they try it. And if he knows, he often cannot express it clearly.

3. The value of a product comes from the consistent efforts of different departments to different stages production, and for each point along this path, the final value looks different. A simple set of visions of all participants in the process does not describe value, since often their views on value are contradictory and even conflict with each other. Transition to a new understanding of value can be difficult, simply because this transition requires the participant in the chain to reconsider their role in it.

The starting point for applying lean manufacturing is to accurately define value in terms of a particular product that has certain characteristics and price. At the same time, it is necessary to discard established ideas that give rise to false values, to discard knowledge about the current production process. Working to create false value is pure muda.

After determining the actual value that the organization creates, it is possible to determine the list of target costs - the amount of resources and labor costs for the production of the product, taking into account the complete elimination of muda. The calculated level of target costs at the next stages is a criterion for checking the usefulness of each link in production.

1.2 Value stream

The value stream is the path that a product takes from an idea to delivery of the finished product to the consumer. It consists of three stages:

• Problem solving (concept development and prototype production).
• Organization of information flows (receiving an order, detailed planning of production and delivery of the product).
• Physical transformation (directly the process of production and delivery).

An enterprise must have a complete understanding of its value streams. They need to be captured in the form of diagrams called value stream maps. When mapping, all actions in the flow are divided into three categories based on usefulness:

1. Actions that create value.
2. Actions that do not create value, but are necessary due to technological or other reasons (first-order muda).
3. Actions that do not create any value; such actions can be immediately abandoned without loss of value (second-order muda).

Muda example.Pratt & Whitney, a major aircraft engine manufacturer, did not detect duplicative processes in its production for a long time. But when the process of creating value in the production of three engine models was described in terms of lean manufacturing, it turned out that the procurement of alloys at different stages of production was duplicated, and the surplus at each stage of the production process was simply destroyed. In this case, a simple combination of blanks for different stages of production has significantly reduced the loss of raw materials. This is an example of second order muda. Why did such a situation become possible? Each to a certain extent independent production site cared only about its own efficiency, and losses could only be identified by describing the production process in terms of value creation.

A value stream is the smallest possible set of activities required to design, manufacture, and deliver a product to a customer. Without its optimization and maximum, meaningful reduction and simplification, lean production is unthinkable.

The classic approach to mass production dictates to line and equipment designers that the line must be efficient on its own, but this approach actually creates downtime, inventory, and equipment setup costs. Lean organization undermines the classical notions of mass production. The object of the value stream is each individual part. The flow is a sequence of its changes and movements.

The entire production process should be evaluated from only one point of view - creating value for the consumer. If during the production process, for example, raw materials have to be transported several times or stocks that are not motivated by anything, this is an obvious muda. The percentage of time spent on non-value-adding processes should be kept to a minimum.

The value stream must be considered as a whole, from an idea to a specific delivery, regardless of how many companies or production sites are involved in this process. Lean manufacturing is a means of communication and joint organization of disparate participants in the process based on a common interest - meeting the needs of the buyer.

Each company included in the value stream can also take independent measures to reduce muda. It can adapt its processes to those of other organizations. However, this approach has its limits. To use the full potential of lean manufacturing, it is necessary to include all links in the production chain in this paradigm.

1.3 Organization of traffic flow

There are a number of characteristic features of the organization of production and sales for lean organizations.

1.3.1 Technical and structural reorganization

The principles of lean manufacturing quite sharply conflict with traditional mass production in the approach to organization. industrial premises and the production process. Lean manufacturing considers the value stream from the point of view of each product, and the accumulation of work in progress as pure muda. In accordance with these ideas, the enterprise must make a number of technical changes.

It is necessary to reduce the time for changeover and retooling of machines as much as possible. It is important that production allows you to quickly start processing at any stage.


The batch size needs to be reduced. Ideally, batch production should be eliminated altogether, although this is rarely possible in practice. Large machines that only work with huge batches and need to keep inventory are sources of waste that prevent production from being flexible and responding to demand instantly.

A capacity monitoring system should be built to eliminate accidental breakdowns. Ideally, each machine should be ready to start as quickly as possible and at any time.

Production facilities should be located in close proximity to each other. And the stages of processing raw materials and assembling parts should be arranged sequentially, in accordance with the order of the stages of production. So that at the end of the production stage, the product is immediately transferred to the next stage.

Lean organizations actively use the methods of visual control and work organization that appeared in Japan in the middle of the 20th century: 5S, "foolproof", kanban, "just in time" and others.

1.3.2 Organizational structure

Based on the orientation of lean manufacturing to the consumer, the structure of a lean organization is also product-oriented, not function-oriented. The organization is divided into "cells" by product or group of related products. Working groups are formed in the cells, each of which is responsible for the entire production cycle of one product. basis organizational structure become such working groups.

This principle of organization contributes to the reduction of bureaucratic barriers. The bureaucracy and conflicts of interest that characterize the functional structure of an organization impede the smooth transfer of value between departments.

For the implementation of each value movement project, it is necessary to allocate a fixed team of specialists who will be able to manage the value creation process throughout its entire length.

Experience shows that such a team should not consist of a large number of narrow specialists; small teams of generalists work best. But at the same time, it is necessary that the team has "representatives" of each major area of ​​the value stream, with a prevailing specialization in this area.

Standardization of the workflow of the project team allows you to predict and plan key indicators for each product separately. Accordingly, both planning and the economics of the enterprise change - you can write off most of the costs directly to the cost of the product, there are almost no fixed costs. It becomes possible to evaluate the profitability of each product and the effectiveness of each value stream.

Often in traditional manufacturing, product design and manufacturing are separate. This leads to the fact that a beautifully designed product is difficult and ill-conceived in production. The project team in a lean enterprise works directly in real production. The close interconnection of all links in the product creation flow allows each site to work to improve the performance of the entire production flow.

The general structure of a lean organization is as follows:

Every lean enterprise has a special structural unit, which is sometimes called a training center. An indispensable condition for the existence of a lean organization is transparency for all participants in production along the entire length of the flow. In this regard, workers need not only to be trained to perform their immediate tasks, but also to explain the meaning of management decisions. However, the training center is not just a department dedicated to training employees, it is also a research center. Among other things, training centers collect proposals for improving the enterprise from any employee, analyze and organize their implementation.

1.3.3 Planning and finance

In a lean enterprise, sales and planners are critical members of the product team. They work together: when the product is still being designed, they are already planning sales. In production, in which downtime and pauses are completely excluded, this approach is justified - it can take a few hours from the start of production to finished products, and the seller can plan the time and volume of delivery in advance.

Target lean enterprise- know the volume of demand today and meet this demand as quickly as possible. Long-term planning of sales volumes remains, but is of an auxiliary nature

The traditional system of finance, which stimulates the work of every employee at every moment of time, does not correspond to the principles of lean manufacturing, leading to the production of excess products (pure muda) and disruption of the smooth flow of production. It is advisable to break down the financial accounting system in terms of lean production by product families. Each product team has its own financial flows and indicators and can independently purchase resources and equipment.

Some elements of the traditional accounting system may remain for the compilation of external financial reporting. At the same time, for production, internal reporting on teams is more important, transparent and accessible to each employee of the organization - team productivity (specific sales volume for each team member), service level (percentage of products delivered on time), inventory turnover and product quality. In accordance with these indicators, management can set immediate goals for the teams.

The close relationship between demand and productivity avoids the curse of the traditional ordering system, where the seller is rewarded for sales volume, without regard to production capacity. Volume premiums are absurd because they lead to order delays and dissatisfied customers.

1.4 Pulling the product

The combination of all stages and participants in production in a single value stream leads to a significant reduction in the time of creation and delivery of goods to the market, and the production cycle is significantly reduced. Ideally, lean production seeks to meet demand directly, because the product that the consumer needs at the moment is the exact opposite of muda.

The approach where production responds directly to demand is called product pull - the consumer "pulls" the product out of the organization. At the same time, the need for demand stimulation techniques such as sales disappears, since stocks do not accumulate.

According to this principle value should move downstream only when it is pulled by the next stage of production. The rhythm of the process sets the schedule for the shipment of finished products. The daily schedule enters the last stage of production, from where the need for production passes down the chain. Such a system of work is possible only when there are no downtime between stages and the production time is easily predictable. The movement of demand and the return movement of value is as follows:

Of course, with this approach, the speed of production turnover increases dramatically. The value pull system allows the organization not to do work when it is not needed, but for this it is necessary to be able to start doing it quickly, only on demand from the next stage, and complete it exactly on time. The ideal elongated system of value movement should look like a smooth continuous flow of movement from the project to the shipment of the finished product in the shortest possible time.

The product pull principle also influences and fits well with distribution systems. Instead of forecasting demand and placing orders a month in advance, it is better to organize distribution by day and deliver exactly as many units of products to points of sale every day as were sold that day.

In order to reduce delivery time, storage and delivery optimization methods are used: the delivery of the most popular products is simplified, products are categorized by weight and volume and other indicators, and so on. It is important that in order to comply with the principles of lean manufacturing, production points and points of sale should be geographically located as close as possible.

Value pull must work at all stages of value creation, from delivery to procurement of raw materials, so that further the value creation process can enter the cycle of improvement.

1.5 Excellence

The principle of perfection means endlessly returning to the previous four steps and repeating them. Each new cycle, each new improvement reveals a muda that was previously invisible.

The process of applying the principles of lean manufacturing in the classical Japanese paradigm falls into two categories:

• Kaikaku- radical improvements in the value stream;
• Kaizen- a process of continuous improvement, which begins after the initial debugging of the system.

Kaikaku should be performed using a technology close to the technology of the initial flow creation - this is the creation of work teams and other primary transformations.

The effect of kaizen activities does not tend to quickly lose effectiveness over time. Paradoxically, in the process of improvement, muda is always found. On the one hand, kaizen events are not free, on the other hand, there is no process that is completely devoid of muda.

With a well-built system of lean production, the main competitor of the company becomes perfection - it is with it that lean production competes.

To achieve results on the path of improvement, it is necessary to be able to prioritize - to find the most critical muda and get rid of it, concentrating on this task. Trying to improve everything at once can lead to collapse.

2. Implementation of lean manufacturing by example Porsche

A classic example of lean manufacturing outside of Japan is the story of Porsche. Having experienced the peak of sales in 1986 (50,000 cars), already in 1992 Porsche managed to sell only 14,000 cars. The German approach to production flourished in the company - engineering excellence was at the forefront, the company had a complex and rigid management structure.

The drop in sales has long been considered in the company only a temporary fluctuation of the market. However, in 1991, when the company suffered a $40 million loss, it was already clear that it was in a serious crisis. Wendelin Wiedeking, who at that time was one of the leaders of the largest manufacturer of automotive parts, was invited to resolve the situation. As a result, he became an agent of change in the transition to lean manufacturing.

Wiedeking made a far-sighted decision - to study and adopt the experience of Japanese manufacturers, which at that time had already captured the middle price segment of the European market. During 1991-1992, Wiedeking visited Japan four times, where he met with production specialists, studied in detail the production structure of the largest automobile companies.

The visits resulted in an agreement between Porsche and the Kaizen Institute (a Japanese institute that teaches and implements lean manufacturing around the world). The research revealed that the company suffers a lot of losses as a result of its inflexible design and production system, the conservatism of the engineers, the weak links between the stages in the value stream and (most surprisingly for the German company) as a result of the high level of scrap in the final product, which then had to fix the service centers.

Like any old German company, Porsche was very conservative and accepted any changes with difficulty. To enable dramatic change, Wiedeking organized training in Japan for management, engineering and production staff. Also, Japanese experts were invited to work on the transformations in Porsche.

As a result of this initiative, Wiedeking planned and took a number of decisive steps.

The number of management levels has been reduced from six to four(by simplifying the hierarchy of production specialists; they were divided into teams of 10 people reporting to one master).

A "board of shame" was created, which played the role of visual quality control. The entire identified marriage was recorded on the board. At the same time, the detection of marriage at an early stage, where its cost is minimal, was encouraged. At the same time, each employee was informed that a defect that reached the end consumer costs the company an order of magnitude more than a defect detected at the stage of its formation. For most Porsche employees, the true cost of their mistakes has been a stunning revelation.

A system for submitting proposals was organized- each employee was given the opportunity to suggest an improvement in the production process, which was implemented, if it really contributed to improving quality and productivity. Good ideas are encouraged. There was such a system before, but each proposal met with so many obstacles that the system simply did not work.

The company has implemented its own quality control system. Each cost center for each production team had a set of targets that were visible to all employees. Planned indicators included the percentage of rejects at each stage, the accuracy of the delivery time for parts to the next stage, and indicators of the production discipline of employees.

Simultaneously with the implementation of these steps, the Kaizen Institute's kaikaku recommendations were implemented, aimed at reducing inventory and organizing the smooth movement of parts from raw material processing to car assembly. In addition to getting rid of mud in its own factories, Porsche began working with suppliers of parts, promoting the principles of lean manufacturing and delivering parts on a just-in-time basis (just in time) and by 1995, in two years, 30 out of 60 supplier plants Porsche has undergone significant changes.

During the implementation of lean manufacturing, from 1991 to 1997, the key indicators of Porsche changed as follows:

• the time from the creation of a concept to launch in a series was reduced from 7 to 3 years;
• the time from the start of welding work to the release of the car was reduced from 6 weeks to 3 days;
• the level of stocks decreased by 6 times;
• the level of defects in the supplied parts was reduced by 100 times, on the production line - by 4 times;
• labor costs for production were reduced by 3 times.

As a result of all the activities, Porsche returned to profitable performance and managed to maintain its independence, reputation and position in the luxury sports car market.

3. Building a Lean Enterprise

To implement lean manufacturing in an enterprise, it is advisable to start with a trial run - focus on a single product, project or order, try to translate it into lean principles and evaluate the possibilities and benefits of such an approach.

A necessary condition for reorganization is to ignore traditional ideas about the process and its participants. It is better to start quickly, with the most important muda, which at the same time is in full view of everyone. A positive experience in one area of ​​production greatly increases employee confidence in lean manufacturing.

The leader in the organization of a lean enterprise, as a rule, becomes a company that combines all other flows, collecting them into the final product. That is, for example, an assembly company that receives parts, assembles a car and gives it to distribution. Starting within such a company, the transformation process can then move to suppliers and distributors.

The biggest challenge to building a lean organization across the entire value stream may be the transparency of participants. For lean to be of maximum benefit, all participants in the flow must be in the public eye, and this involves the disclosure of trade secrets or financial data, which companies often refuse to do in exchange for future prosperity. To overcome mistrust, several conditions are necessary:

• the value of each product family must be established jointly by the participants in the stream;
• all firms in the value stream should receive benefits commensurate with their investment;
• participants in the flow must mutually and jointly check all sections of the flow in order to identify muda and constantly repeat the cycle of identifying and eliminating it.

Characteristically, for the organization of lean production, most of the investments fall on the initial stages of the flow (transfer of mass production to work in small batches). While the main benefits are received by companies that are at the last stage of the flow - sellers. By cooperating to establish a lean enterprise, companies can work together to find compensation mechanisms, such as investing in new manufacturing facilities jointly.

To implement lean manufacturing in an enterprise, certain conditions are necessary:

• We need an "agent of change" - a person who has sufficient authority and is ready for conflicts and struggle for the introduction of new principles into work.
• The company must have a basic knowledge of lean manufacturing (not just an agent of change).
• The business of an organization must be in crisis - only a company in which everything is obviously bad can be ready for drastic changes.
• It is essential to have a clear and complete understanding of the company's value streams.

To implement the flow organization method, the following steps must be taken:

1. Divide production into cells by product families and organize teams to work on each family;
2. Create a separate unit that will collect together and analyze the experience of the working groups in order to highlight the most effective practices from it and teach them to the rest of the working groups;
3. Plan and conduct a series of events, after which the traditional work in batches is transformed into a smooth flow, carry out a technical reorganization; identify value creation processes that the organization cannot yet influence, if any, and find a way to adapt to these processes;
4. Develop a set of targets to be achieved by production (reduce inventory, shorten the production cycle, etc.).

The transition to lean manufacturing is often met with apprehension by employees - the optimization of production is often associated with a reduction in staff. In order not to lose employees, organizations often resort to increasing production volumes. Such a move is possible and justified due to the effect of thrift - increasing the competitiveness of the company and increasing sales. To do this, it is better to develop a growth strategy in advance.

It is advisable to adapt the resources released by lean production to meet the new needs of the organization or invest in stimulating demand or developing new areas of work. But, one way or another, in most cases, the staff has to be reduced. Lean cuts are also made in terms of utility and wisdom - the organization first of all gets rid of employees who do not create value for the customer.

Conclusion

Lean manufacturing is constantly striving for excellence. All employees of the company are involved in the movement towards excellence. The ideal of lean manufacturing is the instantaneous, unhindered creation of the value that the customer needs at that moment. To achieve this goal, lean constantly eliminates non-value-adding activities because they move the organization away from the ideal.

The cycle of improvement begins with the definition of value to be created and, after passing through five stages, closes to repeat indefinitely. The steps in this cycle are:

1. Determination of the created value.
2. Description of the value stream. All participants are included in the flow, starting from the procurement of raw materials and ending with the delivery of goods to the buyer.
3. Once the flow map is complete, a number of reorganization steps must be taken.
4. Improvements smooth the value stream by allowing the customer to pull value out of the organization.
5. When the apparent muda is eliminated, the cycle starts again to reveal a new muda.

Implementing the principles of lean organization in an enterprise can take years and face serious difficulties. However, if the enterprise is ready for change, then there are no obviously insurmountable obstacles - lean methods are suitable for enterprises of any countries, cultures and fields of activity.

Without requiring high investments, lean manufacturing helps enterprises multiply their economic performance, significantly improve product quality, and even capture new markets.