Principles of implementation of lean production in the company. Lean. introductory course

To reduce costs, the principles of lean manufacturing are often used, which involve the elimination of activities that are not able to add customer value. When optimizing a business, all employees must be clearly focused on the consumer. Such a system of approach can not only change the situation in better side but also establish a completely new way of life.

Historical data

The principles of lean manufacturing at the enterprise were founded in the middle of the last century by a Japanese engineer. A significant contribution to the development of the concept was made by his colleague, who created the quick changeover technology. The first of them knew ways to eliminate losses, and the second - options for bringing them to life.

Later, American scientists investigated the system and began to actively use it under their own name. At first, the concept was applied only in industries with discrete production. These include, for example, the automotive industry. However, gradually the principles were able to adapt to process production. Later, the main ideas began to be actively used in trade and other spheres of life.

The main meaning of the concept

The starting point of the principles of lean manufacturing is the assessment of the value of the product for a particular consumer at each stage of its creation. The main goal of the concept is to create a situation in which the continuous elimination of losses will be ensured. Actions that consume resources to some extent, but do not form values, are removed.

For example, an ordinary consumer does not need the manufactured product or its elements to be in a warehouse. However, under a conventional management system, all costs associated with various indirect costs are passed on to the potential client. The concept involves the division of all activities of the enterprise into separate operations. Processes that do not add value are systematically excluded from them.

Existing types of losses

Using the principles of lean manufacturing should lead to the prevention of major losses. They should not only be eliminated, but also prevent the possibility of occurrence in the future. The main task of management is to optimize the production process.

There are seven types of losses associated with the following points:

• overproduction;
• waiting time;
• the presence of unnecessary processing steps;
• production of defective products;
• making unnecessary movements;
• the existence of excess stocks;
• transportation.

The main problem is overproduction. One of the easiest ways to increase your profits is to increase productivity. At the same time, it is often forgotten that the quantity of manufactured products is determined by demand. Sooner or later, the goods produced accumulate in large volume in stock.

Considering the Basic Principles of Lean Manufacturing

The concept is aimed at organizing an optimal production process. One of the famous books provides information on how this can be achieved. The calculation takes into account 5 principles of lean manufacturing in stages:

1. Determination of the value of the manufactured product.
2. Establishment of the flow of formation of the value of the manufactured product.
3. Ensuring the continuity of the process.
4. Enabling the consumer to pull the product.
5. Striving for improvement.

This should include the achievement of high quality and the formation of long-term relationships with end users. This is achieved by sharing risks, cash costs and information sources.

The principle of pull in lean manufacturing involves the supply of material resources to another technological operation as needed. In this case, there is no rigid schedule for the movement of material flows.

Main Methods to Achieve

There are a number of tools through which the concept is brought to life:

1. Kanban is a system for organizing and supplying a production process. With its help, you can transfer the product to the next technological stage just in time. With this option, there is a balance between supply and consumer demand.
2. Kaizen - special Japanese practice, which focuses on continuous improvement of technological processes. Improving not only production, but management. Modernization affects the workers and management staff, while not requiring large material costs.
3. Poka-eke is a way to prevent mistakes. The method implies the protection of objects of use from careless human actions in the production process.
4. Quick changeover is a method that consists in reducing various costs and losses when retooling equipment. Initially, such a system was used to optimize operations regarding the replacement of dies and the subsequent changeover of certain devices.
5. The principles of lean manufacturing 5S allow you to organize your workspace as efficiently as possible. The system involves a clear separation of things, their proper storage, standardization, strict adherence to established rules, and maintaining cleanliness. The concept is aimed at reducing the number of accidents, improving the quality of products, creating a comfortable microclimate, improving labor productivity and unifying jobs.
6. The system of universal equipment care consists of a number of techniques that are necessary for constant readiness machine for operations. The overall effectiveness of the mechanisms used is calculated taking into account the degree of readiness, the level of intensity and quality.
7. The one-piece flow allows materials, services, and invoices to be processed as they come in. In some cases, the system may not be very profitable or not physically feasible.

Implementation phases

There are specific principles for implementing lean manufacturing. They can be divided into three main phases, which must be implemented in a certain sequence:

1. Demand study process. First you need to determine which category consumers belong to, what requirements they have. Of the tools used, the calculations of pitch, takt time, as well as buffer and insurance reserves are best suited.
2. The stage of achieving the continuity of the value stream. The phase involves the adoption of certain measures to provide consumers with the necessary products in a timely manner and in the right quantities. To do this, the provision of balance in the loading of production lines, the layout of work sites and a number of other measures are carried out.
3. The smoothing phase makes it possible to achieve a balanced distribution of the volume of work performed directly over certain time intervals (by days, months). At this stage, logistics are involved, boards are used to consider new ideas.

Under what conditions can implementation be successful?

For the implementation of the principles of lean manufacturing in the enterprise to be successful, certain conditions must be met:

1. First of all, a plan for training and advanced training of employees should be established, taking into account the specifics of the economic entity. All organizations have different resources, financial capabilities and needs. All people have different knowledge, skills and experience. When planning the training process, all this should be taken into account.
2. During the implementation of the concept, it is necessary to apply full set funds and resources that are suitable for the majority of employees. Some people prefer to attend training courses, while others prefer to observe the actions of their colleagues.
3. Information should be obtained through benchmarking. The stage of employee training implies the development of creative abilities. It is important to teach employees to go beyond a particular enterprise in order to effectively conduct business. They must be able to find ways to apply fresh ideas to their own organization.

Manifestation in industries

The main principles of lean manufacturing are clearly visible in many industries. The concept allows you to increase the efficiency of the workflow:

1. Lean healthcare is a set of measures that reduces the time spent by medical staff. This does not apply to direct patient care.
2. Lean construction is a special management strategy aimed at increasing the efficiency of building facilities. Each stage is considered separately.
3. Lean logistics is a pull system that combines the entire network of suppliers involved in the value stream.

Final part

Competent implementation of the basic principles of lean manufacturing at the enterprise provides an opportunity to improve the efficiency of its work. It is possible to optimize the business only through maximum focus on certain categories of consumers and the involvement of all employees in this process.

At the heart of the philosophy of the organization of production relations, now known as Lean, lies the experience of the leader of the global automotive industry - Toyota. In the production workshops of this company, the basic principles of the production system, which now enjoys prestige all over the world, were formulated and tested. It was the Toyota production system (TPS), overgrown with the experience of numerous companies and repeatedly confirmed by phenomenal practical results, that formed the basis lean manufacturing. The article deals with general principles organizations lean manufacturing, basic concepts and tools. The article can be used as an explanation to (for this purpose, the titles of the chapters completely repeat the titles of the sheets of the presentation), as well as as an independent material.

Production Formula

The transition from conventional to lean manufacturing marks a complete overhaul of the foundations of the organization of both industrial relations within the enterprise and relations with suppliers and consumers. It is no secret that for manufacturers (hereinafter, manufacturers also mean service providers) the main task of managing an enterprise is the task of maximizing profits. Favorable conditions of the recent past - high consumer demand with an insufficient supply of goods and services, contributed to the fact that the price of a product was set based on the costs of the enterprise for the production of products by adding often unreasonable "cheat".

However, over time, the market situation has changed. The market for goods and services is gradually entering saturation mode. Offers from various manufacturers stimulate competition between domestic and foreign suppliers. A situation in which supply exceeds demand leads to a forced fall in the market price of goods and services, and, as a result, to a fall in the profits of the enterprise. The only way to avoid falling profits in such conditions is to reduce production costs, since prices for raw materials and resources are also determined by the market situation.

Basic concepts

The possibility of reducing production costs is not always obvious to manufacturers. The company is operating. The norms of consumption of raw materials and materials are met, productivity is growing. How can we talk about cost reduction? It would be better if the government supports domestic producers and once again changes import-export duties... However, it is becoming more and more difficult to put pressure on the government's pity in connection with integration into a single economic community. And here domestic competitors are running out. What to do?

There is only one thing left - to return to the analysis of the structure of production costs. First of all, expenses should be classified into those that are really necessary and those that can be eliminated. To do this, let's try to imagine what the consumer pays his money for by buying the produced goods. In terms of lean manufacturing, the ability of a product to meet consumer expectations is called value. The consumer is ready to pay only for the compliance of the characteristics of the product with his expectations (for functionality, quality, order lead time, price, etc.). If any activity is carried out in the production process for which the consumer does not intend to pay, i.e. activities that do not add value, such activities are called loss. In Japanese, this term has a very sonorous name - muda.

Eight types of losses

Lean identifies eight types of losses.

1. Loss of overproduction (surplus production).

2. Losses of transportation (excessive movement of raw materials, products, materials).

3. Loss of waiting (in work time there is no production activity).

4. Losses due to stocks (excess of raw materials, materials, semi-finished products).

5. Losses due to the production of products with defects (marriages).

6. Waste of redundant processing (processing that does not bring value or adds unnecessary functionality).

7. Losses on unnecessary movements (not directly related to the implementation of production activities).

8. Loss of creative potential (incomplete use of human resources).

In subsequent chapters, these losses will be considered in more detail.

Loss 1: Overproduction

One of the most obvious ways to increase profits is to increase the productivity of the enterprise. However, in the pursuit of productivity, top managers often forget that the amount of product that consumers are willing to buy is determined by market demand. Suddenly, a moment comes when the product, which was so lacking yesterday, accumulates in the warehouse (for some reason, such a moment always comes suddenly, regardless of whether we are talking about seasonal fluctuations in demand or changes in market conditions :)). Sales managers are forced to go out of their way to sell stale or spoiled goods. What a profit! To compensate for the costs, or even worse - to minimize losses! The strangest thing about all this is that this state of affairs is considered normal - the consumer, you can’t guess him! And incurring certain losses due to changes in demand is considered in the order of things (but on the wave of demand, they received a big profit).

Is it possible to exclude such losses altogether? Can. And the solution to the problem is by no means as utopian as it might seem at first glance. What do you need:

Produce only on time and only what the client wants (in fact, work only “on order”);

Produce goods in small batches that are guaranteed to be sold (if demand falls, quickly switch to another type of product);

To reduce losses during equipment changeovers, reduce changeover time to a minimum by making profitable production small batches.

All this means that the time has come to forget about the profitability of production in large quantities. Current clients are demanding. They need an assortment. What is not profitable? And is it profitable to suffer losses due to the storage of illiquid assets, due to overspending of raw materials, due to problems with customers?

Loss 2: Transportation

Any more or less complex production is a sequence of operations for the transformation of raw materials or semi-finished products into the final product. But between operations, all these materials must be moved. Procedures for moving values ​​are present even in conveyor production. After all, it is necessary to bring raw materials to the conveyor or take finished products to the warehouse. Undoubtedly, transportation is an integral part of production, only unfortunately it does not create value at all, although it requires costs for fuel or electricity, for servicing the transport fleet, for organizing transport infrastructure(roads, garages, flyovers, etc.). In addition, transportation is a waste of time and the risk of product damage.

In order to reduce losses during transportation, you should create a route map Vehicle and conduct a thorough analysis of the feasibility of a particular move. After that, you should try to eliminate unnecessary transportation through redevelopment, redistribution of responsibility (so that you do not have to travel through two workshops signed by the controller), eliminate remote stocks (stocks should generally be disposed of, but if they are, let them be at hand), etc. P. In addition, the system will not interfere with the transportation business: each movement of valuables must be justified by the relevant regulatory document, and no amateur performance.

Loss 3: Waiting

Losses associated with waiting for the start of processing of the material (part, semi-finished product) indicate that the planning process and the production process are not coordinated with each other. This state of affairs is not uncommon for domestic enterprises. The planning process itself is quite complex, since it requires analysis a large number factors. These factors include: the structure of consumer orders, the state of the raw materials market, equipment productivity, shift schedules, etc. Truly optimal planning requires serious mathematical training and refined interaction between sales, purchasing and production services. It is perhaps rare in any enterprise that a scientist is engaged in planning who is able to systematize all the factors and find the best solution to the problem. As a rule, the planning process is pseudo-optimal and is based on the subjective approach of people with a certain experience in production. A priori, we can assume that there is always an opportunity to improve the planning process.

In addition to suboptimal scheduling, waiting losses are significantly affected by uneven equipment throughput. In this case, the accumulation of products waiting to be processed may occur before the operation with the lowest throughput. The performance of such operations should be improved. If this is not possible, provision should be made for flexible scheduling of equipment or redeployment of personnel between operations.

Loss 4: Stocks

Probably, there are few people who cannot answer the question - why are stocks bad? Stocks are frozen money, i.e. money withdrawn from circulation and losing its value. But for some reason, the presence of stocks in production is considered quite ordinary, and most importantly, an acceptable phenomenon! After all, thanks to stocks, jumps in consumer demand can be compensated. Stocks allow the company to produce products during interruptions in the supply of raw materials. Finally, inventory allows you to level the flow of production. So is it possible to do without stocks if they are so useful? To answer this question, we need to look at the problem of stocks from a different point of view. Stocks seem to be needed, but:

As already mentioned, stocks are frozen working capital;

Inventory needs maintenance (storage space, personnel, logistics, etc.);

And most importantly, inventories hide production problems: poor planning, strained relationships with suppliers, uneven production flow, and so on.

In fact, stocks hide the loss of other species, giving the impression of a prosperous production environment.

Loss 5: Defects

The release of products that do not meet the requirements of the consumer entails the obvious costs of raw materials, working time, labor, the cost of processing and disposal of defects. The traditional measure to reduce losses associated with the release of defective products is the organization of various control departments and services. It is believed that such units should take timely measures to prevent the release of marriage. Moreover, sometimes the entire responsibility for the marriage falls on the respective services! It's just that the fact that quality control services do not have the required leverage over production units is usually not taken into account. It turns out that asking the regulatory authorities is the same as treating the symptoms of the disease, and not its causes.

Elimination of losses for the production of marriage is advisable to start with an analysis of the effectiveness of the functioning of control units. It's not about finding out whether the controllers miss the marriage or not (this, of course, is also important). The main thing is to understand how control services contribute to eliminating the causes of defective products. In any case, control is usually carried out only after the product has been produced. Consequently, controllers have no opportunity to influence the quality promptly. The only way out of this situation is to build quality management procedures into the production process.

Loss 6: Overprocessing

As already mentioned, the consumer is willing to pay only for those properties of the product that are of value to him. If the consumer needs, for example, a TV, then he expects to receive a product of the appropriate quality, endowed with the appropriate consumer properties for a certain price. Therefore, if you embed in a TV, say, a holder for ski poles, while doubling the price, it is not a fact that the TV will find its consumer. This is because additional functionality does not add value to the TV. Another example. If the consumer expects that the TV case should be black (white, silver, etc.), and you only have green plastic and you repaint it in the desired color after the case is made, this is also a waste of unnecessary processing. After all, this takes time, people, equipment, paint, and the case, which really has value for the consumer, has already been made. Maintenance of automatic equipment should also be attributed to the losses of excessive processing. For example, parts move along a conveyor that regularly stops due to their skew. A special worker watches the conveyor and corrects warped parts. The work of such a worker is also unnecessary processing.

Loss 7: Movement

Extra movements that lead to losses could be called more simply - vanity, thereby emphasizing their unreasonableness and randomness. From the outside, such movements may seem like a hectic activity, but looking closely, you can see that, like the losses discussed earlier, they do not contribute to creating value for the consumer. The source of losses of this type is usually one - poor organization of work. This may include the lack of necessary instructions, poor staff training or low labor discipline. This type of loss is distinguished by the fact that they can be detected quite easily, and when found, quite obvious measures can be taken to eliminate them. Lean offers a number of tools for these purposes: standard operating procedures, workplace organization system (5S).

Loss 8: Loss of creativity

Do you know the state when you feel in yourself the strength to do more, when you have the will, knowledge, creative impulse, but circumstances do not allow you to express yourself properly? In this case, the circumstances that prevent the employee from expressing himself to the fullest include: the unreasonable will of the authorities, the lack of time and funds to implement ideas, the tense situation in the work team. All this leads to the fact that a person feels that he is only an appendage of the production system, a part that can be easily replaced by another. In such an environment, the employee formally performs his duties to the minimum necessary and hurries to leave the enterprise alien to him. Meanwhile, all people are inclined to some extent to creativity, even if the need to create is generated by the desire to avoid unnecessary work or reduce the burden of routine activities. In addition, whoever, if not an employee, that is, a person who is directly related to the creation of value, can, by observing the same activity every day, notice shortcomings and ways to improve. That is why one of the most important tasks that needs to be solved during the implementation lean manufacturing consists in the general involvement of personnel in continuous improvement activities - Kaizen (Kaizen) in order to maximize the potential of each employee.

Waste Elimination Approach

So, the main types of losses are defined. How to determine their presence in production and come close to their elimination? The approach proposed within the framework of the concept lean manufacturing, is based on a mandatory, comprehensive and detailed understanding of the mechanism for creating consumer value of manufactured products. To this end, the first step is to draw up a detailed description of the entire production process. If the production is complex, then the whole process can be divided into sub-processes, which are described and analyzed separately. To describe production processes, a visual schematic representation, called a value stream map, is used. The complete waste elimination workflow includes the following steps.

1. Development of process value stream creation maps.

2. Development of checklists to help identify the causes of losses at each stage of the process.

3. Collection of statistical information about the time of creation of value and the time of loss, as well as any other information indicating the presence of losses, using the developed checklists.

4. Building a future value stream map (lossless).

5. Analysis of the causes of losses and elimination of procedures that do not create value.

6. Standardization of work procedures and use in other processes.

The process may then be repeated. In addition, targeted efforts can be made to eliminate some types of waste using suitable lean manufacturing tools (more on that later).

Value stream map

A value stream map is a detailed description of the production process. When drawing up a map, even small and seemingly insignificant details should not be missed. If the movement of material assets is controlled by a document management system, then the types and trajectories of the documents being drawn up should be displayed on the map. Often it is the irrationality of the workflow that causes the loss of time or the accumulation of stocks. For clarity, it is necessary to highlight on the map in a special way the places of possible formation of any of the above losses (warehouses, transportation, queues, etc.). For more information on the process of developing value stream maps, see the available literature, such as the book by Mike Rother and John Shook.

Control sheets

Control sheets serve as primary documentary evidence reflecting the results of monitoring the implementation of a particular production operation. Completing the checklists should be entrusted to independent observers in order to exclude the subjective component of the observations. Moreover, at the most critical points, supervision should be entrusted to several independent controllers. This will make it possible to obtain a consistent statistical sample of the results of observations. In the course of observations, controllers should make records characterizing the features of the performance of a particular operation, as well as records indicating the possible presence of one of the types of losses. Based on the analysis of checklists, a decision is made on the presence or absence of losses on operations and a value stream map is drawn up, taking into account the desired state of the stream. After that, a complex and lengthy process of eliminating the detected losses begins with the help of various tools. lean manufacturing.

Lean Tools

So, the value stream is described, the losses are identified, the desired state is described. What's next? Next is the hardest part. If up to this point you could solve problems, relying only on a narrow circle of fairly conscious people in your environment, then in order to start a direct fight against losses, you will need to use the resources of the entire workforce of the enterprise. Here I would like to emphasize that Lean you can’t just take it and implement it like new equipment. First of all, it is necessary to teach people to think in a new way. It is necessary to convey to the consciousness of all personnel the importance of analyzing their environment and their own activities from the position of searching for a rational beginning and losses. This is a separate and very difficult task, the solution of which largely depends on how ready the management of the enterprise is for this.

To eliminate losses, as well as to prevent their occurrence within the framework of lean manufacturing many methods have been developed rational organization production activity. It is not possible to discuss all methods within the framework of this article. Let us dwell only on the most important, the use of which is a prerequisite successful implementation implementation programs lean manufacturing.

Continuous Improvement - Kaizen

The concept of Kaizen comes from Japan. It is formed by two words: Kai (change) and Zen (Zen) for the better. Continuous change in small steps that do not require significant investments - this is the meaning that the concept of Kaizen encapsulates. In order to demonstrate the features of the Kaizen path, it is usually contrasted with innovative development.

Organization of workplaces - 5S

The 5S workplace methodology is a very easy to understand but very effective tool for improving the working environment. In the conditions of a busy schedule of production activities, workers stop paying attention to such “little things” as mess, dirt, extra things, etc. Meanwhile, this does not add either to the efficiency of the actions of the personnel or to the safety of the production itself. The 5S system defines five clear rules for putting things in order in the workplace: sort, keep order, keep clean, standardize, improve. Compliance with these rules significantly improves the quality of work, the level of production culture and leads to a reduction in losses due to erratic movements.

Standard Operating Procedures

At the everyday level, in our social circle, we very often reach such a level of mutual understanding that with the help of several interjections we can convey the meaning to the interlocutor. An outsider who has fallen into such a circle of communication will not understand absolutely anything. It also happens that the interlocutors themselves, entangled in the intricacies of their dialect of communication, cease to understand each other. The commonality of interests of the work collective also leads to the emergence of a kind of specific language of communication. However, if at the household level, mistakes are unlikely to lead to serious consequences, then in production, misunderstanding leads to significant losses of the most diverse kind.

To obtain stable results, any production activity must be carried out strictly in the prescribed manner. This procedure should be regulated in such a way that would nullify the errors in the implementation of any work procedures, and was understandable to beginners. A document that describes how to perform an operation in a visual and accessible form is called a standardized operation procedure (SOP). Ideally, employees should create SOPs for themselves. If this is not possible, then at least they should be involved in the development process, at least at the testing stage. Thus, the complete consistency of the document will be guaranteed.

Total productive equipment maintenance

The condition of the production equipment is one of the main factors in achieving the planned production indicators: quality, productivity, safety. In the best case, the equipment should work smoothly without breakdowns and accidents. Is it possible? It is quite possible if you correctly approach the problem of its maintenance.

In a normal situation, the operation of the equipment is carried out by technological (operational) personnel, and preventive maintenance and repair are carried out by repair services. The tasks facing these services are different. For the former, it is the fulfillment of production indicators, for the latter, it is the maintenance of equipment in good condition and timely repairs. Such a difference in the goals of the services leads to the fact that the operators are not interested in the problems of repair services, and the repairers are not interested in the problems of production units. Naturally, the performance of the equipment suffers.

In order to inextricably link the care of equipment and the production process, the approach to equipment maintenance should be completely revised. One of the tools allows you to do this. lean manufacturing called Total Productive Maintenance (TPM). The TPM methodology is based on the postulate that work and maintenance are inseparable. This means that all maintenance work that does not require special skills must be carried out directly by the operators of the production equipment. All maintenance procedures should be standardized. During repairs, the equipment must be fully restored and modernized to prevent the recurrence of accidents. Problem details should be recorded and analyzed to plan maintenance operations.

TPM is discussed in more detail in the article "Total Productive Service - TPM" and in.

Just in time

One of the losses discussed earlier was called waiting. Loss of waiting occurs when parts come out of a previous operation but cannot be processed in the next one. If the previous operation continues to produce parts, then another loss is formed - the stock. If inventory builds up too quickly, then it becomes necessary to transport it to the warehouse (another waste). As you can see, it is very important to submit parts for a subsequent operation only when necessary. This method of working is called Just-In-Time (JIT). In fact, JIT is work to order for the next operation. Like any bespoke job, JIT requires careful planning to achieve flexible equipment utilization. The main factor for successful planning is the reduction of the volume of processed and transferred to the next operation lot and the use of production flow control methods. Kanban cards are one of the tools for controlling the throughput of production operations.

Kanban

A kanban is a card or label that communicates the characteristics or condition of a work item. Kanban can be used to determine the number of items in a lot, to determine whether a lot needs to be processed, to determine the order in which lots are to be processed, and so on. Kanban cards usually have a bright, eye-catching design. For example, batches that must be processed first are provided with red cards. Less urgent parties - green. The use of cards helps to eliminate losses due to unnecessary movements, work just in time and improve the overall culture of production.

Quick changeover

It is traditionally believed that mass production is beneficial only with large volumes of processed batches. However, large batch sizes lead in turn to waiting losses, increased inventory and unnecessary product movements. Competition in conditions market economy led to the fact that enterprises should focus not on the volume of products, but on its range. A wide assortment is possible only if the production is carried out in small batches of goods with frequent changeovers of equipment to another product range.

Changeovers are a waste of time. Therefore, it is very important to reduce the time of one changeover to the minimum possible value. In order to do this, you should use the technique of reducing changeover time. Within this technique, all changeover operations are classified, after which the operation time is reduced to the minimum possible. This is achieved by standardizing the changeover process, improving equipment, performing part of the changeover procedures before stopping or after starting the process (for example, tooling can be transported during operation without any loss of quality and productivity).

built-in quality

For achievement high level product quality, the vast majority of enterprises have in their organizational structure subdivisions responsible for quality control of products (here are technical control departments known from Soviet times - QCD and modern quality management departments - OUK and similar organizational units). Products that have not passed control by such departments are subject to rejection, disposal, rework, grade reduction, markdown, etc. As a result of these procedures, either there are losses for alteration (additional processing, processing and storage of defects) or the consumer value of products decreases. This is due to the fact that already released products are subject to control.

To reduce these losses, it is advisable to move quality control to earlier stages. best solution will carry out quality control directly in the course of production operations. The technique of combining manufacturing operations and quality control operations is called built-in quality. The methodology is based on standard procedures that allow you to check the conformity of the quality of products and regulate the course of action in case of a discrepancy. Marriage should not be made - this is a kind of law that must be learned by all workers. If it is necessary to stop the conveyor for this, then this must be done. A restart can only be carried out after the causes of the non-conformities have been eliminated. Another way to reduce the likelihood of defects is the modernization of production equipment, or rather, the integration of mechanisms for the timely detection of unusable products into it.

What is needed for success

Lean it is not just a set of concepts, tools and rules. This is, first of all, a philosophy that changes established views on the organization of industrial relations, a philosophy that affects all layers in the organizational structure of an enterprise, a philosophy that requires the presence of its own oracles and followers in the enterprise. Basics lean manufacturing are simple, and their implementation does not require serious financial investments, however, the ease with which one can embark on the path of this philosophy is adjacent to the enormous difficulty of keeping on this path.

Two main components determine most the success of the implementation of the philosophy lean manufacturing. First of all, the company needs leaders who can “ignite” their subordinates with new ideas, instill in them the confidence in the need for change and, together with them, step by step, endure all the difficulties associated with solving old problems. And the second is a system of motivation-involvement of the enterprise personnel in the common cause of implementing new approaches that is understandable to everyone. In mathematical terms, these two components are necessary condition for successful implementation lean manufacturing. Everything else (tools, techniques) is technical side a question that completes a necessary condition to a sufficient one.

Literature

1. Rother Mike, Shook John Learn to see business processes. The practice of building value stream maps / Per. from English, 2nd ed. - M.: Alpina Business Books: CBSD, Business Skills Development Center, 2006. - 144 p.

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 a traditional management system, warehouse costs, as well as all costs associated with rework, scrap, and other indirect costs are passed on to the consumer.

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

The main goals of lean manufacturing are:

• cost reduction, including labor;
• reduction of terms of product creation;
• reduction of production and storage areas;
• 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. Soishiro began his work on quality improvement in the company by studying the works American expert according to the quality of 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, which must come from the penultimate stage, is calculated. 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 language, - 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 in the previous stage technological process, then the main requirement of the CANBAN system, in addition to the requirement "zero stocks", becomes the requirement "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 characters - "changes" and "good" - usually translated as "changes for the better" or "continuous improvement".

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

There are five main components of Kaizen:

1. Interaction;
2. Personal discipline;
3. improved moral condition;
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 domestic action to the external
• 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 cycle.

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 satisfy customers as much as possible 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. Overproduction, 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 in Right place, and for this, the enterprise must implement good schemes logistics.
5. Excess inventory or warehousing 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: Gorkovsky car factory(GAZ Group), RUSAL, EvrazHolding, Evrokhim, VSMPO-AVISMA, OJSC KUMZ, Chelyabinsk Forge and Press Plant (JSC ChKPZ), OJSC Sollers (UAZ, ZMZ), KAMAZ, NefAZ, Sberbank of Russia OJSC, etc.

Lean manufacturing, basic concepts

Lean(LeanProduction) - a system for organizing and managing product development, operations, relationships with suppliers and customers, in which products are manufactured in strict accordance with the needs of consumers and with fewer defects compared to products made using mass production technology. This reduces the cost of labor, space, capital and time.

lean-enterprise(Lean Enterprise) is a business system for organizing and managing product development, operations, relationships with suppliers and customers, using the principles, practices and tools of lean manufacturing to create well-defined customer value (goods and services with higher quality and fewer defects). , with less labor, in a smaller production area, with less capital and in less time compared to the traditional mass production system).

Lean businesses involved in the production of a particular family of products operate on the basis of an agreement according to which they determine the value of products from the perspective of the end consumer, eliminate non-productive activities from the value stream, and perform activities that create value in a continuous flow as they "pull" products by the client. The cooperating enterprises carry out the listed procedures continuously throughout the entire life cycle this product family.

The presented definition of the system of lean manufacturing very concisely expresses the essence of this concept. Let's try to uncover some provisions of this definition.

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

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

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

“With less labor, in less space, with less capital and in less time”- in the concept of lean manufacturing, this means an exception all kinds of losses(overproduction, over-processing, waiting losses, transportation losses, personnel movements, losses due to defects/rework, etc.).

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

Definition of value each product family from the customer's point of view.

Definition of all stages of the value stream for each product family and eliminating, to the extent possible, non-value-adding activities.

Aligning operations that create value in a strict sequence that ensures the smooth movement of the product in the stream, directed to the client.

At the end of the flow formation - creating the possibility of "pulling" value customers from the previous stage.

Once value has been determined, identifying value streams, eliminating stages that cause waste, and drawing system formation- repeating the whole process anew as many times as necessary to achieve a state of perfection in which absolute value is created and there is no waste.

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

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

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

There are three types of pull production:

Supermarket pull system (reimbursement/replenishment system) is type a pull system.

Sequential pull system - type c pull system.

Mixed pull system – type c pull system.

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

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

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

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

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

3. Lean manufacturing tools.

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

It is advisable to use the tools of the lean production concept to determine and eliminate unproductive resource costs when optimizing the internal processes of Russian Railways.

Under the value stream understand all the activities - both value-creating and non-value-creating - that allow a product to go through all stages of the process:

1) from concept development to the release of the first product,

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

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

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

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

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

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

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

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

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

Lean manufacturing tools are:

Elimination of hidden losses.

Quick changeover (SMED).

Just-In-Time (JIT) system.

Tag (kanban).

Error prevention.

Mapping the value stream.

And others.

Elimination of hidden losses

In any system, in any process - from manufacturing and assembly to hospitality, healthcare, transportation and social services - there are hidden losses. Identifying and eliminating these losses saves millions of dollars each year for organizations that regularly evaluate their performance against lean manufacturing standards. In Lean, waste refers to any activity that consumes resources but does not create value for the customer. There are two types of losses.

Losses of the first kind do not create value, but they cannot be abandoned with existing technologies and fixed assets.

Losses of the second type do not create value, but they can be quickly eliminated.

Hidden losses that can be found in mass production are divided into seven categories:

Overproduction

Expectation

Movement

Transportation

Overprocessing

Fixes

These losses increase production costs, without adding consumer value that the customer really needs. They also increase the payback period of investments and lead to a decrease in the motivation of workers. For anyone who seeks to rationalize the processes in production, the listed seven hidden losses are the worst enemies.

It is necessary to identify and then eliminate these losses.

Loss of overproduction

Overproduction losses occur when we produce more than is necessary. Lack of planning, large backlogs, large changeover times, insufficiently close contact with the customer (consumer) (this interferes with understanding their constantly changing requirements) leads to an increase in the duration of production cycles. We worry that our customers may need more, and as a result, we suffer the cost of producing goods and services that are not being used or cannot be sold.

To eliminate the losses of overproduction, it is required to find processes that during which more is produced than the customer “pulls out”, and therefore excess products require additional measures for their storage.

Releasing more items faster or earlier than required for the next production step is considered the most dangerous form of waste in lean manufacturing, as overproduction creates and hides other waste, such as inventory, defects, and excess movement.

The introduction of pull production is aimed at preventing overproduction, which is also one of the three most important components of the production system. "just in time".

Waste of waiting time

This type of loss occurs due to operator downtime during machine operation due to equipment malfunction, due to untimely receipt of the necessary parts, etc. Losses can be eliminated by leveling and synchronizing individual processes.

Losses in transit

This type of waste is associated with the movement of parts and products unnecessarily, for example, from production to the warehouse of the next production stage, instead of locating the next stage in close proximity to the previous one.

It is necessary to build and analyze the flow of transportation of materials, parts, etc. Waste is reduced by minimizing the physical distance of material transport and vehicle movements by zoning and replanning.

Waste due to over-processing

These losses are associated with the performance of unnecessary or excessive processing, as a rule, when releasing products and services with higher consumer qualities than the consumer demands. Adding features and functionality that have no customer value does not improve the product and the process that produces it. The lack of information about how the consumer uses a particular product often contributes to the addition of unnecessary features and functions to the product, which, in the opinion of the manufacturer, are necessary for the consumer (however, this is not known exactly). Waste can be reduced by identifying what features and functions the consumer really needs and what the consumer is willing to pay for.

Stocks

Waste due to holding more inventory than is necessary for the well-planned operation of the pull system. Excess inventories are tantamount to freezing capital, reducing the return on investment in labor and raw materials.

It is necessary to identify excess production capacity, excess stocks of raw materials, work in progress or finished goods with a turnover of less than 10 times a year. Apply just-in-time and tag (kanban).

Travel losses

Losses caused by the movements of the operator, performed by him outside the scope of productive work or in which there is no need, for example, the search for parts, tools, documents, etc. While most manufacturing processes were originally designed to minimize unnecessary movement, this is generally one of the largest sources of waste that occurs unnoticed and leads to failures.

Losses can be reduced by analyzing value stream maps and/or physical flow maps for each process.

Losses due to fixes

This type of loss occurs when there is no reliable control system and built-in error protection.

Every time we make a mistake while working with a product and pass it on to the next step in the process or to the customer, we put up with rework as an integral part of the process. We lose money twice every time we remodel and repair.

Losses can be reduced by improving visual inspection. Development of more complete standard operating procedures, implementation of built-in error protection system and "fool protection" system (for example, photocells, stop in case of incorrect installation of a part, etc.).

5S workplace organization system.

The organization of the workplace using the 5S system involves the implementation of the following activities:

Sort: Get rid of what you don't need

Keep order: define a place for each thing.

Contain workplace clean.

Standardize procedures for maintaining order and cleanliness.

Improve order. Encourage maintenance.

System 5 S is a workplace organization method that greatly improves the efficiency and manageability of the operating area, improves corporate culture, and saves time.

Some lean advocates introduce a sixth concept - develop and maintain safety procedures in the workplace

3. Quick changeover (SMED).

Today, customers are interested in the fast and high-quality execution of his order. Therefore, faster changeovers on smaller and more flexible changeover equipment make it easier to respond to customer requests and reduce the cost of holding large inventory while waiting for the right orders.

Bo , Larger parties demand more , more stocks. Bo , Larger stocks freeze more , higher amounts of money and make customers wait longer. Thus, large batches reduce the ROI (ROI).

The process of reconfiguring production equipment to move from the production of one type of product to another in the maximum possible a short time. The main ideas for quick changeover are as follows (figure 5.1.):

allocation internal operations changeovers that can only be carried out by stopping the machine (for example, setting up a new mold),

allocation of external changeover operations that can be performed during the operation of the equipment (for example, delivery of a new mold to the machine)

subsequent transformation of internal changeover operations into external ones.

If most of the former internal operations are transferred to external ones, then they can now be performed before and after the actual changeover. The next step is to reduce the time for the remaining internal operations. The developer of the quick changeover tool is Shigeo Shingo (1950-1960) for press changeover. He believed that the changeover time should be measured in minutes as a single number, i.e. be less than 10 min.

4. Just in time (JIT) system.

A production system that produces and delivers only those items that are needed at exactly the right time and in exactly the right quantity. Just in Time uses three key elements: pull production, takt time, and continuous flow. While the Just-in-Time system is simple, it requires strict discipline to implement.

Takt time equal to the available production time divided by the volume of consumer demand.

The purpose of takt time is to bring the rate of production exactly in line with the rate of consumption. It determines the "pulse" of the lean manufacturing system.

Process speed is usually measured by takt time. (for example, the enterprise operates 480 minutes per day, consumer demand is 240 pieces of this product per day. The takt time is 2 minutes.)

Takt time was first used as a control tool in Germany in the 1930s in the aircraft industry.

Continuous flow- production and movement of a single product (or a small homogeneous batch of products) through several stages of processing with the greatest possible continuity. At the same time, at each previous stage, only what the next stage requires is done.

Figure 5.1.

Schematic diagram of quick changeover

Continuous flow is also called the flow of single products and "made the product - handed over the product." In a continuous process, WIP between process stages and/or at their starting points is minimized.

5. Tag (kanban).

A tag (kanban) is a communication tool that gives permission or an indication for the production or withdrawal (transfer) of products in a pull system. There are six rules for the effective use of the tag:

Processes - consumers order products in full, indicated on the tag.

Supplier processes produce products in the exact volume and sequence indicated on the tag.

Without a tag, products are not manufactured or moved.

A tag is always attached to all parts and materials.

Defective parts and parts in inaccurate quantities are never transferred to the subsequent production stage.

To reduce inventory and discover new problems, you need to consistently reduce the number of tags.

The use of Kanban tools is expedient in the organization of production, inventory management and organization of logistics at the repair and industrial structural divisions of Russian Railways.

6. Mistake prevention.

This method eliminates the very possibility of making a mistake. Workers, engineers and managers themselves develop procedures and devices to prevent errors where they may occur. Preventing errors where and when they occur is the most economical and cheapest way to avoid problems.

Control that uncovers errors but does not provide feedback, is called evaluative.

Informative control– control that provides data and information about where and when errors occur. It can be useful to prevent future errors.

Control that detects, corrects and/or prevents errors before they occur where they could or have occurred is called source control. Only control at the source prevents errors from passing to the next stages of the process and provides data to prevent errors or to correct them. Source control is also called in-process control.

7. Mapping the value stream.

A holistic view of the process of manufacturing a product gives an overall picture of the value stream, the totality of all its components.

A value stream map is a simple diagram that depicts each step in the flow of materials and information needed to fulfill a customer's order.

Most processes begin with a request to perform some action or supply a product and end only with the delivery to the consumer.

Value stream mapping covers all processes, from the shipment of a product to the receipt of raw materials or a request for an action.

Mapping the value stream will allow you to identify the losses hidden in the process, often making up a large part of the cost of a product or service.

On the way from the application to the delivery of goods / services, the material flow passes through many workers and equipment (machines). The flow of information also moves from the initial request for a product/service to acceptance by the customer.

Value stream mapping includes a description of both material and information flows.

First of all a map is drawn up of the actual, current state of the value creation process.

Then with the help of this map, a vision of the process is formed, taking into account improvement - a map of the future state of the value creation process.

8. Continuous improvement (kaizen)

Lean production (Lean system) is a special approach to the organization of management in an enterprise. It aims to improve the quality of work by reducing waste. Michael Vader talks about the intricacies of this concept in his book. Lean manufacturing tools are used at all stages of the enterprise - from design to product sales. Let's consider them in more detail.

Lean tools and their essence

The basic principles were developed in the late 1980s-1990s. The main goal of the system is the reduction of actions that do not add value to the manufactured product throughout its entire life cycle. When choosing tools and methods for lean manufacturing, you should be guided by the following principles:

1. Develop leadership at every level of process management.
2. Team leaders must develop long-term and short-term strategies using the information received from subordinates.
3. Each leader is responsible for the results of their own projects.

The use of lean manufacturing tools is focused primarily on improving the quality of work. It should be evaluated at all levels, and the results should be received by all employees. The enterprise should develop clear instructions and rules for each group of specialists. At the same time, it is necessary to ensure their close relationship and mutual assistance. It is necessary to teach personnel to identify production errors in a short time and correct them just as quickly. To involve all employees in the implementation of the concept, certain standards of key quality parameters should be developed.

Lean Tools: A Mini Guide

The main task of the management of the enterprise, striving to improve the quality of products through the reduction of losses, is the creation of a well-defined scheme of actions. The development of instructions and rules should ensure the formation complete system, increasing staff motivation. They must have a logical relationship with each other. The following main tools of lean manufacturing are distinguished in the system:

1. visual management.
2. "Just in time."
3. Standard operating processes.
4. Mapping.
5. Organization of places 5S.
6. Built-in quality.

TRM

Total Productive Maintenance is a total process maintenance. As mentioned above, lean manufacturing tools are aimed at reducing waste. As a rule, they are associated with equipment downtime due to breakdowns and excessive maintenance. The main idea of ​​TPM is the involvement of all employees of the enterprise in the process, and not just specialists from individual services. Thus, each employee must know the specifics of equipment maintenance and be able to quickly fix the problem on their own. The success of using TPM depends on how well the idea is conveyed and positively received by the staff.

TRM stages

The implementation of lean manufacturing tools requires following a predetermined pattern. The peculiarity of TPM lies in the fact that on the basis of this approach, a planned and smooth transformation of the existing service system at the enterprise into a more perfect one is possible. To do this, the TRM includes the following steps:

1. Operational repair. It involves an attempt to improve the existing system by identifying weak areas in it.
2. Service based on forecasts. It's about on organizing the collection of information about existing problems in the operation of equipment for subsequent data analysis. Along with this, it is planned to prevent machines.
3. Corrective maintenance. Within its framework, equipment is being improved to eliminate the causes of systematic failures.
4. Autonomous service. It involves the distribution of functions related to ensuring the smooth operation of machines between the repair and maintenance services of the enterprise.
5. Continuous improvement. This element includes all lean manufacturing tools. Continuous improvement actually means engaging employees in a constant search for the causes of losses and suggesting ways to eliminate them.

visual management

It is such an arrangement of parts, tools, production operations, information about the effectiveness of work, in which they will be clearly visible. This will provide process participants with the opportunity to assess the status of the entire system at a glance. The implementation of visual management is carried out in several stages:

1. Jobs are organized.
2. rendered important information about safety, quality standards, procedure for performing operations and using equipment.
3. The results are shown and the effectiveness of the processes is evaluated.
4. Decisions are made in accordance with the visualized information.

Standard Procedures

It should be noted that lean manufacturing tools are designed in such a way that their use can only be carried out in a complex manner. Otherwise, the activity will not bring the expected effect. Within the framework of the system, special instructions are developed, which determine the phased sequence of the execution of any operation. Oral recommendations are either distorted or forgotten. In this regard, they are replaced by written instructions, for which the following requirements exist:

1. They should be accessible for quick understanding. To do this, instead of long texts, diagrams, drawings, photographs, and special symbols are used.
2. Constantly reviewed and updated in accordance with changes in the order of operations.
3. Develop with employees. This will ensure their credibility and ensure that they are received positively.

Just in time

Just In Time is a way to reduce lead time by providing services, materials and other resources only when they are needed. This allows you to do the following:

1. Reduce the volume of batches to the minimum economically advantageous.
2. Balance the number of employees, equipment, material.
3. "Pull" products - the performance of current operations is determined by the needs of the upcoming ones.
4. Use audio-visual methods to monitor the status of the product and the workload of machines.
5. Delegate decision-making on managing the movement of goods to the lowest possible level.

Mapping

It represents the process of creating a simple graphic diagram that visually depicts the information and material flows that are required to deliver a service or product to end users. Mapping allows you to immediately identify bottlenecks, and, based on the results of its analysis, determine unproductive operations and costs. Based on this, an improvement plan is developed. As the time of value creation, it is customary to take the period of work, through which the product is transformed so that the consumer is ready to pay for it. The creation flow is all the activities that are required to produce it. As practice shows, most enterprises lose up to 80%.

Stages of creating a schema

Mapping includes the following activities:

1. Documentation of the current state. At this stage, the process of creating any value (or a group of them) is described in detail. In this case, all states and operations, the required time, the number of information flows, the number of employees, and so on are indicated.
2. Analysis. Mapping is carried out to identify actions that form and do not form the value of the product. Some of the latter cannot be eliminated (for example, accounting). However, they need to be optimized as much as possible. Others can be eliminated or unified. To implement these tasks, it is necessary to find out the customer's requirements for the quality of the product and its consumer properties. Based on this, those characteristics are established that cannot be excluded under any conditions, and those that can be corrected by agreement.
3. Create a future state diagram. Such a map reflects the ideal situation after making all the planned changes. At the same time, hidden losses are revealed for their subsequent elimination.
4. Development of an improvement plan. At this stage, methods of transition to the ideal (future) state are determined, specific tasks are assigned, deadlines and persons responsible for the implementation of the program are established.

built-in quality

This technique allows you to manage the state of the product directly at the place of its creation. Built-in quality provides:

5S

This system assumes efficient distribution and organization of the working space. It, like other lean manufacturing tools, helps to increase the manageability of the zone and saves time. The system includes:

1. sorting.
2. Rational use of space.
3. Cleaning.
4. Standardization.
5. Improvement.

The 5S system allows you to reduce the number of errors in documents, create a comfortable climate in the enterprise, and increase productivity. The undoubted advantage of this tool is the absence of the need to use new management theories and technologies.