What is lean production and what is it eaten with? Lean manufacturing: the purpose of implementation in production, principles, tools. What are lean technologies.

Lean is a management system in which products are manufactured in strict accordance with consumer requests and with fewer defects compared to products made using mass production technology. At the same time, the costs of labor, space, capital and time are reduced.

Why exactly do you need a power supply:

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


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


• Decline and provision .


• Changing the attitude towards competition through a greater focus on customer requests, rather than on comparing your offer with others on the market.


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

Principles

1. Customer focus

3. Organization of production cells

In real life it looks like this:

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

4. Reducing the duration of order release

All we do is track the time between the consumer placing an order and receiving money for the work completed. We shorten this time period by eliminating waste that does not add value ( , 1988).

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

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

Cycle time(duration of order release) is the duration of passage of the product along the entire flow from start to finish.

Takt time is the frequency with which finished products leave the line. The target takt time is determined by market demand (for example: we need 2 cars per day).

Mass production has a very short takt time (fires like a machine gun) but a very long cycle time (each unit takes a long time to produce). In addition to freezing material assets in the form of work in progress, this also greatly reduces the speed of production of rare brands of products.

5. Flexibility

In mass production, equipment changeover is done extremely rarely - the equipment produces parts in giant batches. In lean manufacturing, parts must be made in small batches, so equipment needs to be retooled frequently. That is why the instrument is very developed in it

6. Eliminate waste

To reduce cycle time, waste is eliminated. Waste is anything that does not add value to the final product. Profits are increased by eliminating production losses.

Types of losses:

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


2. Excess inventory- money has been spent on them, but they lie idle. They get spoiled and lost. Requires inventory. All these are unnecessary costs;


3. Expectation- people, parts, products. Everything that is idle stands motionless in a queue somewhere;


4. Transportation- reduce in time and distance;


5. Unnecessary movements during work operations- unoptimized work of people with their hands. Extra work due to imperfect tools.


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


7. Defects, defects;


8. Unrealized employee potential.

7. Intra-shop logistics

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

8. General involvement in the improvement process

In order to eliminate 8 types of losses, all employees of the company, headed by the first person, must constantly do this. - this is a key condition for success.

This is very useful for engagement:

This will require a waiver in favor of openly acknowledging problems. Refusal to solve problems by replacing people or by the “find and punish the guilty” method.

Otherwise, your improvement process will break down because your employees will .

What it looks like in practice:

Or like this:

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

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

Same with production. The Japanese are ahead of the rest of the planet in this regard and their cornerstone is constant improvement. Non-stop for decades.

How the Japanese consider it vicious: everyday work + improvement

As the Japanese believe correctly: everyday work = improvement

Improvement must be constant. You can’t do something healthy once and live to be 100 years old. The correct lifestyle must be maintained throughout life continuously.

More details about improvement:

Improvement builds up a certain routine:

If you make the transformation and don’t return to this issue again, this is what will happen:

Also:

9. Go to the gemba (come and see)

A core principle of improvement and engagement. It lies in the fact that bosses should not be involved in the development of the enterprise from their offices. They have to go into the shop and watch the work being done. Or go and look at the place where the marriage is taking place. Look for the cause of its occurrence. The Japanese boss always goes to the front line. Where value is created.

Having arrived at the place of value creation (the gemba), you need to look for the root causes of problems. Do not pull the tops, but dig down to the very root. There is a method for this called “5 Why?”. Asking the question “why?” 5 times or more in a row. worker on the site, you can find out “where the legs grow from.” And take effective measures. More details:

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

10. Focus on process, not results

We can praise you if you somehow deceived the system and got out of a momentary problem. I fiddled with parts from some other order (which is to be shipped in 2 days, not today), or my hands got into the work priority of the metal parts manufacturing area to re-manufacture some parts that were lost on your order, which is to be shipped today.

The order was shipped in half, and everyone was like “phew!” exhaled. Now we need to figure out why this happened on this order. How the manufactured parts were lost, and why the purchased parts did not arrive on time. But wait a minute! We just picked up the parts from the order, which will ship the day after tomorrow! Now we urgently need to think about how to ship it. In addition, we interfered with the priority of the metal section, and it is now running late, and something needs to be done about this too! Therefore, there is no time now to find out why this happened. And then: it still worked out. There is a result. And this is the most important thing! (No)

In lean manufacturing, you need to constantly improve the process, and then it will give a stable result.

More details:

11. 5S system

5C is a system for organizing the workspace, establishing and maintaining order, cleanliness, discipline and creating safe working conditions. The 5C system helps to quickly get rid of the trash that has accumulated in production and in the office and prevent its reappearance in the future.

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

In Japan, no one has ever shunned “improvement for the sake of improvement” without direct monetary gain. All this creates philosophy, creates spirit. Not everything is measured by money. There is also

More details:

12. Refusal of mass control

Refusal of mass inspections of products at the output, as well as refusal to assign a quality control officer after each machine. Instead, assigning responsibilities with verification to the workers themselves at subsequent stages of the work. This is only possible in a culture of improvement, where the culprits are not punished or fined, but simply try to find out what caused the marriage and eliminate the possibility of marriage in the future. For example, by introducing methods to protect against unintentional errors (Poka-yoke):

Then workers will not be afraid to report each other’s defective parts, and quality control department employees will not be needed in such numbers.

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

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

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

Operations need to be standardized like this:

Once standards are written, best practices must be replicated through training:

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

14. Visualization

In order for involved employees to improve processes, processes must be visual, understandable and standardized. Everything should be visualized and transparent and labeled. In muddy water, it is completely unclear what is happening and how everything works, so there are no ideas on how to improve it. No losses are visible. The goal is that any person, coming to the site, without asking questions, understands how everything works here, how it should work, and whether there are any violations.

The visualization looks like this:

15. Statistical Office

Lean manufacturing bases its decisions on analysis and facts. And facts are statistics. Management must make decisions based on production statistics.

Discussed in detail in the book "7 Tools of Quality Management", Hitoshi Kume

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

On the wall - this is an archaic method. Possible in Excel.

Sometimes people ask me which BOOK to read in order to understand lean manufacturing from scratch.

To be honest, until today I didn’t know a suitable book. That's why I had to write the article “Lean Manufacturing from Scratch” myself. And finally, a good book has appeared! Someone tried. It has a well-developed structure and cool infographics. It's a hundred times better than its predecessor .

I already had a note “Lean Manufacturing from Scratch”, and I decided to attach this book to my note, because... the book says the same thing. It is written just as simply, but in more detail. Therefore, whoever, after this note, wants to dig deeper, can download the book from the link.

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

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

Instead of a LEAN system - separate LEAN technologies

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

However, there is one difficulty with LEAN systems. They take years to build, and often their implementation costs a tidy sum (which later pays off, but not immediately, gradually). What to do if you don’t have the time and money for such a big undertaking, but you want to significantly improve operational efficiency?

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

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

LEAN technology approach

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

Rice. 1. General approach to production optimization

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

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

Once the root causes have been identified, you can move on from studying the problem to developing optimization solutions. It begins with the third step, which is the search for possible solutions. As practice shows, the optimal balanced solution can always be found, and with the use of certain technologies (for example, “Optimization Funnel”, 5C, etc.) there can be several of them.

In the fourth step, the proposed solutions are assessed in terms of their effectiveness in order to select the most preferable ones, and then develop and implement an action plan for their implementation. By the way, when developing an action plan, we absolutely must not forget that the process being studied and optimized cannot be in a vacuum, i.e. Changes in one process usually entail changes in related processes.

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

This approach is reminiscent of the scientific method. At least it has its advantages in terms of objectivity, measurability, provability, etc. But at the same time it is quite simple, because... in essence, this is just organizing your own thoughts and searching for ideas, which every sane person can do. There is nothing complicated about this; in our projects we can cope without Newton’s binomial, and even without quadratic equations. However, it requires discipline in the use of tools, refusal to be tempted to deceive oneself when faced with the real facts of the organization's work, and a willingness to think for innovation.

“Business diagnostics” or “Team for optimization”?

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

• Business diagnostics
• Optimization command

Our team of specialists has behind us projects implemented both by our own consultants (“Business Diagnostics”) and by the client’s employees under the mentorship of consultants (“Optimization Team”). Each of these approaches has its own advantages.

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

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

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

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

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

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

It works if done right

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

Each step has tools that make sense to use on it (although in some cases they can be used on other steps as well). There are many such tools, and the decision of what is best to use for research depends on the specifics of the task and the level of training of optimizers.

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

Rice. 2. Tools for collecting facts and information

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

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

1. Decide on the purpose of the interview and prepare.
   • The person you are going to interview will have about an hour to answer you, because he, as a rule, is at work. Next time he may not be free at all soon. To spend this time effectively, first of all, determine for yourself what exactly you want to find out. “Learn about problems” is not the goal. About the problems of whom or what? For this day or this month? And if he says there are no problems, then what next?
   • Based on the purpose of the interview, make a list of questions for yourself (questionnaire, interview guide). In one hour you will be able to ask no more than 10-15 questions. This list will help you control the progress of the interview. But there is no need to strictly adhere to it; if during the interview you “dug up” something useful, you can deviate to ask a few additional questions.
   • Agree on a date and time for the interview with the interviewee so that it is convenient for him. It is not recommended to do an interview longer than an hour, because... After an hour of conversation, a person gets tired, tries to answer briefly and concisely, and sometimes begins to get angry.
2. In an interview, first talk about the interview itself.
   • All people are frightened by the unknown to one degree or another. Most likely, this will be the first interview with an optimizer for your interlocutor, so first explain to the interviewee what you are going to do with him: tell him about the purpose of the conversation, what you will ask and what interests you in the first place.
   • Try not to use “dangerous” words. Unfortunately, the word “optimization” in Russia has acquired a negative connotation and is often directly associated with mass layoffs, although this is not always the case. Use “euphonious” formulations: increasing labor productivity, reducing costs, improving processes, etc.
3. Interview together (at least at first)
   • The risk of losing information is significantly reduced, especially if the interviewee likes to talk a lot and quickly.
   • The risk of emotional rejection by the interlocutor is also reduced, because there is such a thing as interpersonal incompatibility (simply because everyone is different). When you go to talk together, the likelihood of the interviewee being incompatible with both optimizers decreases sharply.
   • Each of us has psychological filters of perception. Some people love football, and others love dubstep. We listen carefully to what is interesting to us and remember it, but sometimes we ignore what is uninteresting. To make sure there is less time missed, two people go to the interview.
4. Lead the interview, don't leave it to chance
   • Sometimes interviewees like to run wild with their thoughts and go off into the wilds that have nothing to do with the matter. Gently, tactfully, but steadily bring the interlocutor back to the topic of the interview.
   • Sometimes, on the contrary, they answer extremely sparingly and reluctantly. Don't be afraid to repeat the same question, but in different words (use CHKGKKSP - see sidebar)
   • If you hear the name of any documentation that was previously unfamiliar, ask to see a sample of it or write down its details so that you can find it later.
5. Write down
   • Always write it down. The percentage of people with phenomenal memory is very small; you are unlikely to be one of them. Therefore, the feeling that you can remember everything is most likely self-deception.
   • If possible and the interviewee does not object, then use a voice recorder. But be sure to warn him about this (for ethical reasons).
   • After the conversation, write a report about the interview, in which you systematize the information received. If the two of you interviewed, check with each other.
6. Save contact (on completion of interview)
   • Thank the interviewee
   • Take his contact information (a mobile phone number is especially valuable)
   • Ask permission to ask specific questions in the future.
   • If there are many unasked questions or new ones that have arisen, agree on another interview.

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

Description of problems

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

In everyday understanding, a problem refers to the lack of something, various unpleasant situations, the consequences of such situations, and general discomfort. Therefore, it is necessary to define the problem so that there is a clear understanding between optimizers (and those being optimized) of what is meant (what we are improving after all).

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

For example, we call a problem:

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

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

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

Objectivity Specific measurements do not depend on the opinions of individual people, but are truly objective.

Fixation of the initial state In optimization projects, it is important to reflect the starting point of the transformations in order to subsequently take this into account to formulate options for changes and select the best one.

Provability of the effectiveness of the developed solution The solution should be aimed at eliminating the identified problem. In this regard, each solution is assessed in relation to how much it closes the gap between the required state and the original one. This will be proof of the correctness of the choice made.

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

In light of the above, each specific solution should have the most suitable configuration for the problem area. Figuratively speaking, you should choose a key so that it best suits the identified problem (Fig. 1). This is often not so easy to do, which is why it is recommended to use special tools to analyze the problem.

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

Problem Analysis Tools

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

Rice. 3. Tools for Problem Analysis

Among these tools:

Tree of reasons– a structured graphic presentation of the logical relationships from the identified problem to the reasons for its occurrence. The result is a diagram in the form of a tree. This tool helps to get to the root causes of emerging problems.

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

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

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

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

Compatibility Matrix allows you to analyze the qualifications of personnel. The stages of the production process (operations) are reflected horizontally, and employees are shown vertically. At the intersection one of the following signs is placed:

• “He knows, because participates in the operation"
• “He knows, although he does not participate in the operation”
• “He doesn’t know, but he can easily teach”
• “He doesn’t know, and it’s difficult to teach”

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

Prioritizing problem solving

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

How to do it? To do this, you can use a tool such as a Pareto diagram (Fig. 4), which contains two axes: the effect of eliminating the cause and the ease of eliminating it. Each cause of a problem can be posed as a point on this coordinate plane.

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

Thus, we get a certain “constellation” of reasons. Which ones should you tackle first? Obviously, for those that are in the upper right quadrant, because eliminating them will bring maximum effect with a minimum of effort.

Sometimes the question arises about how to compare the parameters of heterogeneous causes. To do this, you can use two approaches:

• Expert review
• Conversion to unified indicators (rub., person*hour)

Having eliminated some of the causes after implementing the solutions, you can once again analyze the problem using Pareto and begin to eliminate the remaining ones.

Personnel costs are key

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

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

It is important that staff reduction, in addition to reducing wage fund costs and contributions for social needs, also allows for a reduction in:

• expenses for the purchase, maintenance and repair of equipment;
• expenses for special clothing, labor protection, etc.;
• expenses for VHI and food (if available);
• expenses for maintenance of premises (electricity, heating, water supply, etc.);
• management and administrative expenses (office, transportation costs, etc.).

Another important effect of staff reduction is to increase the transparency of enterprise management. In addition, it is possible to get rid of “ballast” and retain only the best employees (if optimization is carried out correctly). In light of this, personnel costs become the key to solving the problem of increasing the profitability of domestic enterprises.

Lean manufacturing is a special company management scheme. The main idea is to constantly strive to eliminate all types of costs. Lean manufacturing is a concept that involves involving every employee in the optimization procedure. This scheme is aimed at maximum orientation towards the consumer. Let us consider further in more detail what the lean production system is.

History of origin

The introduction of lean manufacturing into industry occurred in the 1950s at Toyota Corporation. The creator of this management scheme was Taiichi Ono. A great contribution to the further development of both theory and practice was made by his colleague Shigeo Shingo, who, among other things, created a method for rapid changeover. Subsequently, American specialists studied the system and conceptualized it under the name lean manufacturing (lean production). At first, the concept was used primarily in the automotive industry. Over time, the scheme was adapted to process production. Subsequently, lean manufacturing tools began to be used in healthcare, utilities, services, trade, the armed forces, the public administration sector and other industries.

Main aspects

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

Lean Manufacturing: Waste

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

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

Taiichi Ono considered overproduction to be the main thing. It is a factor that causes other costs to arise. One more item has been added to the above list. Jeffrey Liker, who studied the Toyota experience, cited the unrealized potential of employees as a loss. Sources of costs include overloading of capacity, employees when carrying out activities with increased intensity, as well as uneven execution of the operation (for example, an interrupted schedule due to fluctuations in demand).

Principles

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

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

Among the other principles on which lean manufacturing is based are:

1. Achieving excellent quality - delivery of goods from the first presentation, using the “zero defects” scheme, identifying and solving problems at the earliest stages of their occurrence.
2. Forming long-term interaction with the consumer by sharing information, costs and risks.
3. Flexibility.

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

Components

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

• Flow of single goods.
• General equipment care.
• 5S system.
• Kaizen.
• Fast changeover.
• Preventing errors.

Industry options

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

Kaizen

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

Benefits of Kaizen Philosophy

The benefits of this system have been appreciated in every industrial sector, where conditions have been created to ensure the highest efficiency and productivity. Kaizen is considered a Japanese philosophy. It is about promoting continuous change. The Kaizen school of thought insists that constant change is the only path to progress. The system's main focus is on increasing productivity by eliminating unnecessary and drudgery. The definition itself was created by combining two words: “kai” - “change” (“transform”), and “zen” - “towards the better”. The merits of the system are quite clearly reflected by the success of the Japanese economy. This is recognized not only by the Japanese themselves, but also by world experts.

Goals of the Kaizen concept

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

1. Reduce waste.
2. Immediate troubleshooting.
3. Optimal use.
4. Teamwork.
5. Top quality.

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

Reduce waste

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

Immediate troubleshooting

Each employee, in accordance with the Kaizen concept, must counteract problems. This behavior helps resolve issues quickly. Fixing problems immediately does not increase production cycle times. Immediate problem solving allows you to direct activities in an effective direction.

Optimal use

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

Teamwork

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

Best quality

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

Lean ( lean production, lean manufacturing ), like many other concepts, are on everyone’s lips. What is it?

Lean manufacturing is an approach to managing and controlling the quality of manufactured products, which should ensure its continued competitiveness in the product market, as well as minimize costly investments in the manufacturing process.

Results of implementing lean manufacturing

Lean manufacturing is based on the application of special methods of the Toyota TPS system. The main ones include the following:

• regular visual inspection;
• accuracy and timeliness of execution of all instructions;
• kanban;
• operational readjustment of systems and other technologies.

The lean manufacturing system was founded and pioneered by scientists such as James Womack and Daniel Jones.
In fact, in a practical sense, such a methodology, whose authentic name is Lean Production, is a unique interpretation of Japanese technologies used in production management.

Lean manufacturing and implementation principles

The introduction of lean manufacturing is carried out by strictly following its basic principles:

• determining the value of a product;
• allocation of a thread for the process of its construction;
• ensuring continuity and uninterrupted operation of the product creation procedure;
• the consumer must “pull” the product;
• total commitment to excellence.

Based on the basic postulates of this concept, first you should construct a special value stream map, using the trajectory along which information (source material) moves within the framework of the process you need. After a complete analysis of all production activities is carried out, additional technical reserves will be identified that can be used to create value, and those stages that block the productivity of its production will be highlighted.

Lean manufacturing tools in the process of their use should bring the goal closer - to organize an uninterrupted flow of single goods. The concept is universal; it is applicable both to the design stage and to the procedure for accepting additional orders for products, or to the production process itself.
The organized flow of single products as a result provides the consumer with a set of all goods that meet his needs.

One of the conditions for adequate functioning of the uninterrupted production system is a significant reduction in the time period spent on readjusting working equipment. It is also impossible to create the correct economical production of goods without maximizing the speed of conversion of raw materials into a valuable consumer product, including bypassing the reduction of the existing level of production inventories.

Only at the moment when any production organization learns to correctly define value, design the flow of its creation, uninterruptedly add this value to the production product at each stage of the flow, and also allow the consumer to pull it out of the organization itself - only then will all direct participants in the process come to an unambiguous and indisputable conclusion: there is no limit to perfection, and production improvement can occur endlessly.

Lean manufacturing - what to focus on first

Manufacturers can put a limitless amount of effort into creating a truly ideal product - minimizing labor costs, reducing production space, reducing the cost of goods, and as a result, this can bring them as close as possible to what any consumer really strives for. Let us recall that excellence is the last and, in fact, the main principle in the concept of lean manufacturing.

In modern practice, this management technology for quality control of products is actively used by numerous Western enterprises. In order for efforts to implement lean manufacturing to achieve maximum results with minimal investments, I recommend starting with a general analysis of the situation at the enterprise using the tools of Eli Goldratt's theory of constraints. This will allow you to begin by limiting work to one of the most problematic areas, which is holding back the work of the entire enterprise.

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

2 8 15/11/2018

How it all started: from crisis to concept

The history of lean manufacturing began with the crisis at Toyota. In the 50s of the 20th century, a financial crisis raged in post-war Japan. It was associated with the depletion of financial and production resources. The only way for companies to survive was to improve product quality while simultaneously reducing costs.

It was at this point that Taiichi Ohno, the progenitor of the lean manufacturing concept, became the executive director of the Toyota Motor plant. He invented and implemented a unique production system, which later became known as the Toyota Production System (TPS). It was based on identifying activities that added value to the customer and reduced waste. From that moment on, the golden age of Toyota began, which successfully entered the world market, captivating consumers with the price-quality ratio of its cars.

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

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

8 types of losses

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

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

Taiichi Ohno identified seven main groups of losses. The eighth group was formulated by Jeffrey Liker. This type of waste has also become canonical in lean manufacturing. We are talking about the following types:

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

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

The production pull principle implies that the order for each stage of production comes from the subsequent section of the production process (internal consumer), and it all begins with a thorough study of the needs and preferences of the end consumer (external consumer - client). But in a large-scale production environment, this is extremely difficult to achieve, so the outgoing signal is sent by a team of marketing specialists who promptly and continuously monitor the situation on the market. This avoids losses from overproduction.

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

A wide range of methods are used to implement the lean manufacturing concept.

5S

This is probably the most popular lean manufacturing method. Its essence lies in the rational and effective organization of the workspace. It is aimed at combating losses that arise as a result of searching for the right tool, as well as as a result of defects due to faulty equipment or an unclean employee’s workplace. In this system, the workspace is considered both the individual workplace of an individual employee (from the director to the cleaner) and the production premises as a whole.

The 5S method is based on compliance with five basic principles

Seiri – sorting

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

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

The main idea of ​​this principle: the fewer things that surround us, the easier it is to work.

Seiton – maintaining order

Each item and tool must have its own specific place. This order must be maintained. The choice of location for tools should be done rationally:

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

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

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

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

Shisuske – standardization

Each employee should have visual instructions for his activities at hand. They must be minimized, understandable, and visualized. Standardized inspections of process equipment in the workspace are carried out regularly.

Seiketsu – improvement

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

Currently, the 6S system has appeared. It differs from the 5S method in the interpretation of the last S. In 5S the last point is improvement, and in 6S it is discipline and habit.

Standardization

This method involves creating visual instructions for employees that describe the main production processes. Instructions must regulate all operations performed by the employee as briefly, clearly and clearly as possible.

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

In addition to work instructions, the organization must describe all processes briefly and clearly. For this purpose, block diagrams are usually used.

All instructions must be drawn up according to uniform rules for the entire organization and updated regularly. Management should monitor employee compliance with instructions. If deviations are identified, an analysis should be conducted to determine why the employee deviated from the instructions: due to a desire to make his life easier to the detriment of the production process, or he found a more optimal way to perform operations. In the latter case, his experience should be introduced into the organization, and the employee should be rewarded.

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

Poka-Yoke

The name of this method is translated into Russian as “protection from mistakes” or “protection from fools”. It is aimed at creating conditions under which it is simply impossible for an employee to make a mistake, that is, at eliminating the “human factor” as much as possible.

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

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

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

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

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

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

Kanban

This is the main method for implementing JIT and pull manufacturing. Originally, these were cards that an employee on a production line would give to his internal suppliers when he ran out of items needed for production. Now the contractor does not need to transfer cards; this is done by an automated system.

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

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

Using the Kanban method allows you to:

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

Rapid Equipment Changeover Method (SMED)

This method is purely practical and unique for each industry. Its main task is to reduce the time for equipment changeover. This will allow the production of parts in small batches, which in turn initiates the application of pull and JIT principles. It is not practical to describe in detail the technical solutions of this method, since in most cases they are unique to each enterprise.

Reference

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

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

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

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

Five "whys" – a method of finding solutions to problems that have arisen.

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

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

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

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