Lean manufacturing, basic concepts

Lean(Lean Production) - a system for organizing and managing product development, operations, relationships with suppliers and customers, 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.

Lean-enterprise Lean Enterprise is a business system for organizing and managing product development, operations, supplier and customer relationships, using lean manufacturing principles, practices and tools to create clearly defined customer value (products 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 specific family of products operate under an agreement whereby they define the value of the product from the end customer's perspective, eliminate unproductive activities from the value stream, and implement activities that create value in a continuous flow as they are pulled. products by the client. The collaborating companies carry out the listed procedures continuously throughout the entire life cycle of a given product family.

The presented definition of a lean production system very succinctly expresses the essence of this concept. Let's try to reveal some provisions of this definition.

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

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

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

"With less labor, in a smaller production area, with less capital and in less time"- in the lean manufacturing concept this means exclusion all types of losses(overproduction, excessive processing, waiting losses, transportation losses, personnel movements, losses due to defects/rework, etc.).

2. The concept of lean production is based on five principles that define guidelines for managers in the transition to lean production:

Determining Value each product family from the customer's point of view.

Definition of all value stream stages for each product family and eliminating, where possible, non-value-added activities.

Building operations that create value in strict sequence ensuring smooth movement of the product in the flow, directed to the client.

Upon completion of the flow formation – creating the ability to “pull” clients of value from the previous stage.

Upon completion of value determination, identification of value streams, elimination of stages that cause losses, as well as formation of a pull system– repeating the entire process again as many times as necessary to achieve a state of perfection in which absolute value is created and there is no loss.

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

Push production – processing of products in large batches at maximum speed based on forecast demand, followed by moving the 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 (refund/replenishment system) – type a pull system.

Sequential pull system – type B pull system.

Mixed pulling system – type c pulling 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. Typically, when products are removed from a supermarket by a downstream process, the consumer, the latter sends information about the withdrawal upstream to the upstream process using a special card (kanban) or other means.

Each process is responsible for replenishing the stocks of its supermarket, so operational management and the search for objects of continuous improvement (kaizen) is not difficult. However, its use is complicated when there are a large number of types of products produced.

Sequential pull system It is advisable to use when there is a large range of products produced by one process, i.e. when it is difficult or practically impossible to maintain a stock of each type of product in the supermarket. Products are essentially made to order, keeping overall system inventory to a minimum. A consistent system requires maintaining short and predictable lead times; one must have a good understanding of the pattern of orders received from the client. The functioning of such a system requires very strong leadership.

Mixed pull system– involves a combination of the two listed systems. It is advisable to use it when the 80/20 rule applies, i.e. when a small proportion of product types (approximately 20%) account for the largest portion of daily output (approximately 80%).

All types of products are divided into groups according to production volume: large 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 - a supermarket pull system. With a mixed pull system, it may be more difficult to manage improvement and identify deviations.

Lean manufacturing (Lean system) is a special approach to organizing management at 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 an enterprise's activities - from design to product sales. Let's look at them in more detail.

Lean manufacturing tools and their essence

The basic principles were developed in the late 1980s and 1990s. The main goal of the system is to reduce actions that do not add value to the manufactured product throughout its entire life cycle. When choosing lean manufacturing tools and methods, you must 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 information received from subordinates.
3. Each leader is responsible for the results of their own projects.

The use of lean manufacturing tools is aimed primarily at improving the quality of work. It should be assessed at all levels, and the results should be shared with all employees. The enterprise must 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 train personnel to quickly identify production errors and correct them just as quickly. To involve all employees in the implementation of the concept, certain standards for key quality parameters should be developed.

Lean Manufacturing Tools: A Mini-Guide

The main task of the enterprise management, striving to improve product quality by reducing losses, is to create a clearly developed action plan. The development of instructions and rules should ensure the formation of an integrated system and increase staff motivation. They must have a logical connection with each other. The system identifies the following main lean manufacturing tools:

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 represents total process maintenance. As mentioned above, lean manufacturing tools are aimed at reducing losses. As a rule, they are associated with equipment downtime due to breakdowns and excessive maintenance. The main idea of ​​TRM is the involvement of all employees of the enterprise in the process, and not just specialists of 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 TRM depends on how well the idea is conveyed and how positively it is received by the staff.

TRM stages

The implementation of lean manufacturing tools requires following a given pattern. The peculiarity of TRM is that, on the basis of this approach, a planned and smooth transformation of the existing service system at the enterprise into a more advanced one is possible. For this purpose, the following stages are provided within the TRM:

1. Operational repair. It involves an attempt to improve the existing system by identifying weak areas in it.
2. Predictive maintenance. We are talking about organizing the collection of information about existing problems in the operation of equipment for subsequent data analysis. At the same time, preventative maintenance of the machines is planned.
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 uninterrupted operation of machines between the repair and operational services of the enterprise.
5. Continuous improvement. This element includes all lean manufacturing tools. Continuous improvement actually means involving employees in constantly searching for the causes of losses and proposing ways to eliminate them.

Visual management

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

1. Jobs are being organized.
2. Important information about safety, quality standards, operations and equipment use is visualized.
3. Results are shown and process efficiency is assessed.
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 comprehensively. Otherwise, the activity will not bring the expected effect. Within the framework of the system, special instructions are developed that define the step-by-step sequence of 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 easy to understand. For this purpose, 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. Developed together with employees. This will ensure their credibility and ensure they are perceived positively.

Right on time

Just In Time is a way to reduce production cycle times by providing services, materials and other resources only when they are needed. This allows the following activities to be carried out:

1. Reduce batch volumes to the minimum economically beneficial.
2. Balance the number of employees, equipment, materials.
3. “Pull” products - the productivity of current operations is determined by the needs of upcoming ones.
4. Use audiovisual methods to monitor the condition 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 presents the process of creating a simple graphical diagram that visually depicts the information and material flows that are required to provide services or products 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. It is customary to take as the time of value creation the period of work through which the product is transformed so that the consumer is willing to pay for it. The creation flow is all the activities that are necessary to produce it. As practice shows, in most enterprises losses amount to up to 80%.

Stages of creating a diagram

Mapping includes the following activities:

1. Documenting 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 workers, and so on are indicated.
2. Analysis. Mapping is carried out to identify activities that do and do not create 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 circumstances, and those that can be adjusted by agreement.
3. Create a future state diagram. This map reflects the ideal situation after all the planned changes have been made. At the same time, hidden losses are identified for their subsequent elimination.
4. Develop 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 condition of a product directly at the point of its creation. Built-in quality includes:

5S

This system involves the effective distribution and organization of work space. It, like other lean manufacturing tools, helps improve zone control 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.

by discipline

"Qualimetry and quality management"

LEAN PRODUCTION

Student V.S. Krotenko

Introduction

The history of Lean Production and its development

Seven types of losses

Lean Tools

Conclusion

Introduction

At first glance, frugality is saving, stinginess, stinginess. In fact, lean manufacturing does not work with reducing costs, which could lead to a decrease in product quality, but with reducing losses that exist in every workplace, be it a turner, a banker, a civil servant, or a director. This approach makes it possible to improve the quality of products and services, ensure an increase in labor productivity and the level of staff motivation, which ultimately affects the growth of the enterprise’s competitiveness.

The purpose of the work is a detailed study of the principle of lean production, its principles, tools, their characteristics, as well as the possibilities and results of applying the Lean concept in practice, a brief chronological overview of the development of methods and approaches to production management

lean production

1. History of Lean Production and its development

The concept of “Lean Production” or “Lean” was coined by the American John Krafcik, one of the co-authors of the book “The Machine That Changed the World”.

The founding father of lean manufacturing is considered to be Taiichi Ohno (1912-1990), who began working at Toyota Motor Corporation in 1943, bringing the best global experience to the company. In the mid-1950s, he developed and implemented the Toyota Production System, TPS, which in Western interpretation became known as Lean Production, Lean Manufacturing, or simply Lean.

It is also worth noting the significant contribution to the development of the theory of Lean Manufacturing by his colleague and assistant Shigeo Shingo, who also introduced new management methods at Toyota in the 1950s.

The ideas of Lean Manufacturing were first formulated and implemented by Henry Ford. But these ideas were in the nature of isolated events and did not affect the very worldview of the workers. In-line, low-cost production was created, and the Ford-T car had no competitors in the world in terms of price, quality, and level of satisfaction. But Ford’s ideas did not become widespread, since the country’s economy was developing dynamically, the market was closed to other countries, and there were opportunities for extensive development. Now the world's largest companies, such as Alcoa, Boeing and many others, are successfully using Lean.

At first, Lean in the West and Japan was used in industries with discrete production, primarily in the automotive industry. The concept was then adapted to continuous production environments, and then to trade, services, utilities, healthcare, the military and the public sector. The attractiveness of Lean is that the system consists of 80% organizational measures and only 20% investments in technology.

Lean gradually turned into an international management philosophy, Lean Thinking, and even the Lean Culture of modern society. The main thing in Lean culture is reliance on the human factor and teamwork. This is significantly supported by the formation of emotional intelligence (EQ) in employees using the coaching method. Another important point is the pursuit of constant improvement, using the method of gradual but continuous improvements (kaizen method). Now Lean covers not only the enterprise itself, the organization, but its customers and suppliers and extends to the entire society. This is facilitated by regular international and regional conferences on Lean, many of which are held on the initiative of the Lean Enterprise Institute (USA) and Lean Enterprise Academy (UK). In many countries, government support is provided for the spread of Lean Manufacturing.

In Russia, the transition to the widespread use of Lean began after the First Russian Lean Forum was held in 2006 in Yekaterinburg. In 2007, the Second Russian Lean Forum took place there. The first enterprises that used Lean much earlier were the Gorky Automobile Plant (GAZ Group), VAZ, KAMAZ, Rusal, EvrazHolding, Eurochem, VSMPO-AVISMA, OJSC KUMZ, Severostal-auto, Tutaevsky Motor Plant, etc. Contributes The use of Lean technology in Russia (as well as in Japan) is a collectivist psychology, which is not typical for Western culture, especially in the USA.

The concept and essence of lean manufacturing

Lean Production/Lean Manufacturing is a logistics management concept focused on a reasonable reduction in order sizes for the production of products that satisfy demand while increasing their quality; reducing the level of reserves of used resources; continuous professional development of production personnel, covering the entire contingent; introduction of flexible production technologies and their integration into single chains with interacting technologies of partners.

The Lean Manufacturing concept is a synthesis and generalization of a number of advanced management practices from different countries. In Europe, the emphasis in restructuring was (and is) largely on staff motivation, including their participation in creating optimal forms of work. Lean in Europe means a much greater emphasis on the motivational component in organizing production than in the USA. The US approach is the possibility of recruiting low-skilled labor, their rapid training, the ability to quickly train personnel at a pace consistent with the rate of production growth. It's easy to fire someone, and it's easy to recruit new staff.

In accordance with the concept of Lean Manufacturing, all activities of an enterprise are divided into operations and processes that add value to the consumer, and operations and processes that do not add value to the consumer. The goal of Lean Manufacturing is the systematic reduction of processes and operations that do not add value - this is a type of thinking. In Lean manufacturing, the attention of top management and the first person at the enterprise is important. If the first person is concerned about the implementation of lean production, the result will be, if he is not interested, it is a waste of time. The experience of implementing lean manufacturing in Russia and developed countries has one important feature. At Russian enterprises, great importance is given to lean production tools, in foreign organizations - to the formation of a lean production ideology and corporate management culture. However, Lean tools do not work without ideology. The primary issues are thinking and implementing rationalization proposals. It is necessary to create a corporate culture that would facilitate the implementation of this system. Corporate culture, in turn, is always based on the behavior of the leader and his team. And actions follow from thoughts, which are important to know about. Therefore, the “locomotive” is the correct thinking, and then the “cars” are lined up - certain Lean tools.

Thus, the Lean ideology implies the organization of Lean production, optimization of business processes with maximum market orientation and taking into account the motivation of each employee.

Lean manufacturing forms the basis of a new management philosophy - Lean thinking, Lean culture.

Translated from English, “Lean” means “lean, fat-free, slim.” "Lean Production" ("Lean Manufacturing") - literally "production without fat", production where there are no excesses and losses.

Seven types of losses

In order to radically increase the added value of the consumer, it is necessary to reduce seven types of losses (muda, Japanese ?? ):

Overproduction of goods when demand for them has not yet arisen.

Waiting for the next production stage.

Unnecessary transportation of materials.

Unnecessary processing steps required due to lack of equipment or imperfect design.

Availability of any, except the minimum required, reserves.

Unnecessary movement of people during work (in search of parts, tools, etc.).

Manufacturing defects.

The relationships between such losses are clearly shown in Figure 1.

Figure 1 - Seven types of losses

By eliminating muda, quality is improved, production time is reduced, and costs are reduced.

To solve the problem of eliminating muda, lean manufacturing uses kaizen ( ??) - continuous, continuous improvement of activities in order to increase value and reduce muda; pulling products using the tag-kanban method ( ??) - informing the previous production stage that work needs to begin (for example, a small card that is attached to a box with parts); preventing poka-yoke errors ( ????) - “foolproof” - a special device or method due to which defects simply do not form.

Identifying and eliminating waste hidden in production processes begins with the certification of efficiency reserves, which serves as a mechanism for tracking progress in mastering lean production.

Losses from movements. These are losses of working time associated with useless, from the point of view of product production, personnel movements. Elimination of this type of loss is achieved through rational planning and organization of the workplace, optimal arrangement of controls, tools and devices in the work area, in order to eliminate the time for searching for the required element, and maximally speed up the process of its transition from the state of waiting to the state of use. An example of such losses is, for example, unsystematic storage of inventory in the workplace. Such losses can easily be eliminated, for example, by installing a small rack for storing tools directly at the workplace, within the visibility and reach of the worker, and the rack must be equipped with cells with clearly visible designations (inscriptions or symbols) of the corresponding equipment.

Transportation losses. This type of loss is associated with the chaotic movement of materials, semi-finished products and production information, when these movements do not add value to the production product. Everyone is familiar with the situation when, during the manufacturing process, a product undergoes many counter and cross movements, often accounting for more than 50% of the total manufacturing time. The solution lies in a critical rethinking of route technology and equipment layouts.

Overprocessing losses. These are losses associated with the fact that the product, during the creation process, is subjected to excessive processing, which is not required to give it the properties required by the customer. Such redistributions, if detected, must be immediately excluded from the technological process.

Downtime losses. To eliminate them, you need to level the planned workload and synchronize operations. Eliminated by transferring production from working in batches to the “flow into one part” principle, i.e. implementation of Lean principles. Examples are the production of Toyota automobiles (large series) and the production of aircraft engines by Pratt & Whitney (small series).

Losses from overproduction. Losses from overproduction are caused by the very nature of mass “batch” production, when an enterprise is forced to produce stocks for which there is currently no specific consumer. This leads to the immobilization of working capital, their withdrawal from circulation, which increases the current financial needs of the enterprise and negatively affects the turnover of working capital and significantly reduces the ability to maneuver finances. There is only one remedy here - do not produce more products than the consumer demands, when planning production, rely not on sales forecasts made at least a month ago, but on the real needs of the market.

Marriage losses. Defects entail either an increase in waste of raw materials and materials, or additional processing in order to eliminate defects. In any case, we have losses. The method of dealing with these types of losses according to Lean is protection against defects, the use of standard operating cards, and measures for continuous improvement and improvement of manufacturing processes.

Losses from excess inventory. In essence, they are similar to losses from overproduction. Pull production, built on the “flow into one part” principle, operates based not on a sales forecast, but on real effective demand. This allows you to accurately plan the optimal sizes of inventories, which significantly reduces the size of working capital immobilized in them.

Basic principles, goals and objectives of lean manufacturing

Lean manufacturing aims to eliminate waste in all areas of production, including customer relationships, product design, supply chain and production management. The goal of such production is to achieve minimal labor costs, minimal time to create new products, guaranteed delivery of products to the customer, high quality at minimal cost.

The concept of lean manufacturing involves the development of a mission, the formation of goals and objectives. Each company has its own. This leads to the following tasks:

formation of principles for identifying bottlenecks;

planning and management of pilot projects within the entire production system of the enterprise;

development of an enterprise standard for the organization and operation of lean production;

forming an assessment of the effectiveness indicators of pilot projects and methods of stimulating their participants;

organization of replication of the best practices of enterprise divisions for general use within the corporation (maximum quality at minimum cost).

This is achieved by applying the following principles:

Pull production (products are “pulled” by the customer, rather than imposed by the manufacturer; subsequent operations signal their needs to previous operations).

Excellent quality (first delivery, “zero defects” system, detection and solution of problems at their source)

Minimizing muda by eliminating all activities that do not bring added value to the customer, maximizing the use of all resources (capital, people, land).

Continuous improvement (reducing costs, improving the quality of products and information used, increasing productivity).

Flexibility.

Establishing long-term relationships with the customer by sharing risks, costs and information.

Pull production is 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) - type A pull system;

sequential pulling system - type B pulling system;

mixed pulling system - type C pulling system.

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

Each process is responsible for replenishing the stocks of its supermarket, so operational management and the search for objects of continuous improvement (kaizen) is not difficult. However, its use is complicated when there are a large number of types of products produced.

It is advisable to use a sequential pulling system when there is a large range of products produced by one process, i.e. when it is difficult or practically impossible to maintain a stock of each type of product in the supermarket. Products are essentially made to order, keeping overall system inventory to a minimum. A consistent system requires maintaining short and predictable lead times; one must have a good understanding of the pattern of orders received from the client. The functioning of such a system requires very strong leadership.

A mixed pulling system involves a combination of the two listed systems. It is advisable to use it when the 80/20 rule applies, i.e. when a small proportion of product types (approximately 20%) account for the largest portion of daily output (approximately 80%).

All types of products are divided into groups according to production volume: large volume, medium volume, small volume and rare orders. For the “rare orders” group, it is advisable to use a sequential pull system. For other groups - a supermarket pull system. With a mixed pull system, it will be more difficult to manage improvement and identify deviations.

Lean Tools

To achieve leanness, companies that have implemented Lean technologies can use the following global tools:

Elimination of hidden losses.

5S workplace organization system.

Quick changeover (SMED).

Just in time (JIT) system.

Tag (kanban).

Preventing errors.

Value stream mapping.

Kaizen method and others.

Elimination of hidden losses. In the lean manufacturing system, waste is defined as 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 avoided with existing technologies and fixed assets;

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

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

S - five interrelated principles of workplace organization that ensure visual control and lean production. The English transliteration of the Japanese name for each of these principles begins with the letter "S":

seiri (sorting): to separate necessary items - tools, parts, materials, documents - from unnecessary ones in order to remove the latter;

seiton (arranging): neatly arranging what is left: putting each item in its place;

seiso (purification): to maintain cleanliness;

seiketsu (standardization): to maintain accuracy by regularly performing the first three S's.

shitsuke (discipline): to adhere to the discipline that ensures the completion of the first four S.

The 5S system is a workplace organization method that significantly improves the efficiency and control of the operating area, improves corporate culture, and saves time.

Some proponents of lean manufacturing introduce a sixth concept - develop and adhere to safety procedures in production. Toyota traditionally adheres to the 4S system. It doesn’t matter how many S, the main thing is that this program is an integral part of the lean production system.

Quick changeover (SMED). Many manufacturers are confident that long-term processing of one large batch is more effective and therefore profitable compared to the processing of several small batches, since in the latter case frequent equipment changeovers are required.

Toyota realized that the opposite was true. If the changeover time is significantly reduced, and the changeover process itself is simplified, then it can be done more often, thanks to which customer requests will be better satisfied.

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

The main ideas for quick changeover are as follows:

highlighting internal changeover operations that can only be performed by stopping the equipment (for example, installing a new mold);

highlighting external changeover operations that can be performed while the equipment is operating (for example, delivering a new mold to the machine);

subsequent transformation of internal changeover operations into external ones.

If most of the former internal activities have been converted to external ones, 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). He believed that changeover time should be measured in single-digit minutes, i.e. be less than 10 minutes.

Just in time (JIT) system. A production system in which only those items that are needed at exactly the right time and in exactly the right quantities are produced and delivered. JIT uses three key elements: pull production, takt time and continuous flow. Although the JIT system is simple, it requires strict discipline to implement it.

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

The speed of a process is usually measured by takt time. (for example, a plant operates 480 minutes per day, consumer demand is 240 units of this product per day. Takt time is 2 minutes.) Takt time was first used as a management tool in Germany in the 1930s in the aircraft industry.

Continuous flow is the production and movement of a single product (or a small homogeneous batch of products) through several processing stages with as much continuity as possible. Moreover, at each previous stage, only what is required by the next stage is done.

Continuous flow is also called one-piece flow and "made one, delivered one". In a continuous process, work in progress between process stages and/or at their starting points is minimized. Work in progress can be considered both raw materials taken from the warehouse and partially processed products or services.

A tag (kanban) is a means of information by which permission or instructions are given for the production or withdrawal (transfer) of products in a pull system. There are six rules for using a tag effectively:

processes - consumers order products in the full amount indicated on the tag;

supplier processes produce products in the exact volume and sequence indicated on the tag;

without a tag, products are not produced 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 advisable when organizing production, managing inventories and organizing logistics in repair and industrial departments, etc.

Preventing errors. 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 cost-effective and inexpensive way to avoid problems.

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

Informative control is control that provides data and information about where and when errors occur. It may be useful in preventing future errors.

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

Value stream mapping. A holistic view of the product manufacturing process 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 stage of the flow of materials and information needed to fulfill a customer order.

Most processes begin with a request to perform an action or deliver a product and end with delivery to the customer.

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

Drawing up a value stream map will allow you to identify hidden losses in the process, which often make up the majority of the cost of a product or service.

On the way from the application to the delivery of the product/service, 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 of the actual, current state of the value creation process is drawn up. 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.

Continuous improvement (kaizen). There are two levels of continuous improvement: kaizen of the entire value stream and kaizen of the process.

The concept is based on the principle of continuous improvement of the organization's internal processes with minimal expenditure of resources and the involvement of all employees in the implementation of improvements.

Technology for implementing lean manufacturing methods

The implementation algorithm can be represented in eight stages:

Find a change agent (you need a leader who can take responsibility).

Get the necessary knowledge on the Lean system (from a reliable source).

Find or create a crisis (a good motive for introducing Lean is a crisis in an organization).

Do not get carried away with strategic issues (you can start by eliminating losses wherever possible).

Build maps of value streams (first the current state, and then the future, after introducing Lean).

Start work in the main areas as quickly as possible (information about the results should be available to the organization’s personnel).

Strive to get results immediately.

Carry out continuous improvements using the Kaizen system (move from value creation processes on the shop floor to administrative processes).

To create a lean culture, you need to change the corporate culture in the organization. An example is a memo from an employee of KUMZ OJSC:

) We can do anything we really want.

) We know the markets we serve.

) We are proud of our products and price them accordingly.

) We try to change every day, resulting in a qualitative leap.

) We are fit, agile, enterprising.

) We are committed to lean solutions.

) We are rewarded based on results, not positions.

) We follow the rule: “Don’t come with a problem, but come with a solution.”

) At the same time, we say: “A bad decision is better than no decision.”

) And the last thing - “The boss is busy, so be the boss.”

Examples of implementation effectiveness

In general, the use of Lean principles can have significant effects:

productivity increase: 3-10 times;

reduction of downtime: 5-20 times;

reduction in manufacturing cycle time: 10-100 times;

reduction of warehouse stocks: 2-5 times;

reduction of defects: 5-50 times;

acceleration of entry to the market of new products: 2-5 times.

The best foreign and Russian practice of implementing lean manufacturing tools gives the following results:

Electronics industry. Reducing the stages of the production process from 31 to 9. Reducing the production cycle from 9 to 1 day. Release of 25% of production space. Savings of about 2 million dollars in six months.

Aviation industry Reduction of order lead time from 16 months to 16 weeks.

Automotive industry Increase in quality by 40%.

Non-ferrous metallurgy. Increased productivity by 35%.

Overhaul of large-tonnage vessels. Release of 25% of production space. Reducing the time of one of the main operations from 12 to 2 hours. Saving about 400 thousand dollars in 15 days.

Assembly of automobile components. Release of 20% of production space. Refusal to construct a new production building. Savings of approximately $2.5 million per week.

Pharmaceutical industry. Reduce waste from 6% to 1.2%. Reduced electricity consumption by 56%. Saving 200 thousand dollars annually.

Production of consumer goods. Increased productivity by 55%. Reduction of production cycle by 25%. Inventory reduction by 35%. Saving about 135 thousand dollars per week.

Industry use cases for Lean

medicine. Lean principles have proven effective not only in industrial business, but also in other areas, especially in medicine. Experts estimate that approximately 50% of nursing staff's time is not spent directly on the patient.

There is a transition to personalized medicine, in which the patient receives help “at the right time and in the right place.” Medical facilities should be located so that the patient does not have to waste time on numerous trips and waits in other places. This leads to significant financial costs for patients and a decrease in the effectiveness of treatment.

In 2006, at the initiative of the Lean Enterprise Academy, the first EU conference on the problem of introducing Lean culture in the healthcare sector was held. The possibility of providing medical services using a streaming method using logistics technologies was discussed. Medicine is based on the following principles:

create more products or services free from defects;

reduce or eliminate losses and increase efficiency;

increase satisfaction with services among patients and employees;

reduce costs;

improve patient safety. pedagogy. Lean culture can be particularly helpful in producing skilled workers “at the right time in the right place.” To do this, we need to switch to personalized learning in education, which is impossible without the “psychologization” of schools. Pedagogical logistics allows you to introduce the principles of Lean culture in pedagogy.mail. In the Danish Postal Department, as part of lean manufacturing, a large-scale standardization of all services offered was carried out to increase labor productivity and speed up postal shipments. To identify and control postal services, “maps for the continuous creation of their value” have been introduced. An effective system of motivation for postal employees has been developed and implemented. Thanks to Lean Manufacturing measures, it was possible to reduce costs by 20%, and the level of timely delivery of letters, parcels and subscription publications increased from 87 to 95%.

The introduction of the lean manufacturing concept in the Japanese postal service led to an increase in labor productivity by 20% and a reduction in costs by approximately 30 billion yen per year.ecology. Modern cities are far from the principles of Lean culture, Lean city (Lean city). It is necessary to eliminate unnecessary movements of residents to places of work, service centers and much more. By eliminating muda, for example, it would be possible to reduce fuel consumption and thereby reduce greenhouse gas emissions. Teaching people Lean thinking will allow them to move from a consumer society to a Lean society with a high environmental culture. Although the transition to a new culture and thinking will take a long time and significant costs, but, in accordance with the principles of Lean, it will be carried out using the method of small and continuous changes. Logistics (Lean Logistics). The synthesis of logistics and the concept of Lean made it possible to create a pull system that unites all firms and enterprises (Lean Enterprise) involved in the value stream, in which partial replenishment of inventories in small batches occurs. construction. A management strategy in the spirit of the Lean Manufacturing concept in the construction industry, aimed at increasing the efficiency of all stages of construction.

Lean software development. Adapting Lean principles for software development.

Conclusion

In every system, in every process - from manufacturing and assembly to hospitality, healthcare, transport and social services - there are hidden losses. Identifying and eliminating these wastes saves millions of dollars annually for those organizations that regularly evaluate their operations against lean manufacturing standards. These losses increase production costs without adding the customer value that the customer actually needs. They also increase the payback period of investments and lead to decreased employee motivation. These losses must be identified and then eliminated.

There are 9 reasons why it is advisable to implement lean manufacturing in an organization:

High production costs.

Low quality products.

Outdated technologies.

Outdated equipment.

High energy intensity.

High production costs.

Violation of delivery deadlines.

Lack of qualified personnel

High competition in the market.

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

When people talk about lean manufacturing, Lean management and the achievements of the Japanese company Toyota are often mentioned. There is another word - kaizen (continuous improvement). All these unusual words for us indicate that the organization sets itself a global goal - to improve every day, to progress day by day. Moving forward depends on the leaders themselves, because it is not enough to introduce tools, you need to change the management culture and the behavior of managers.

More than twenty years ago, the English management authority Reg Revans said that if the speed of a company's learning is less than the speed of external changes, the prosperity of such a company is impossible. Accelerated learning is very important for business survival, to gain flexibility and adaptability. Businesses require diverse workers, and they especially value people who are lifelong learners. Quick learning is necessary in order to simply survive.

Not a single enterprise, be it a joint venture or a Russian one, producing final products or being a supplier, no matter how much support it enjoys, can survive without effective process management and without constant work to reduce losses.

The process of personnel training is reflected in the number of improvement proposals. To solve this problem, at Japanese enterprises, almost all personnel are trained in the principles and tools of lean manufacturing and take an active part in continuous process improvements. For example, at Honda, on average, each worker gives one proposal per week, at Toyota - 15 proposals per year. To achieve such activity at our enterprises, we still need to work a lot and, most importantly, study.

The application of the principles and methods of lean manufacturing and the skillful use of its tools will ensure competitiveness in any area of ​​business.

List of sources used

Womack James P., Jones Daniel T. Lean manufacturing. How to get rid of losses and achieve prosperity for your company. - M.,: “Alpina Publisher”, 2012.

Shigeo Shingo. Study of the Toyota production system from the point of view of production organization. - M: ICSI, 2010.

Golokteev K., Matveev I. Production management: tools that work. - St. Petersburg: Peter, 2008.

Womack James P., Jones Daniel T., Rus Daniel. The machine that changed the world. - M.: Potpourri, 2007.

Taiichi Ono. Toyota production system: moving away from mass production. - M: Publishing house ICSI, 2012.

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Some enterprises, due to improper planning of activities, do not achieve the desired result or suffer losses. Then it is necessary to review the existing system and find new methods so that the enterprise is not left behind in business. Some companies in this situation take a lean manufacturing approach. What is the essence of this concept? How effective is it for Russian entrepreneurship? Are there any examples of positive application of the technique? Read more about all these questions in our article.

Defining the concept

The term "lean manufacturing" is of foreign origin. In the original it is pronounced as lean production or lean manufacturing and is literally translated as “lean production”. Poor means not deprived of resources, and not burdened with unnecessary actions and costs.

This is a management system created in 1950 at the Toyota automobile production. The founder was the Japanese Taiichi Ono. The concept was developed and supplemented by Shigeo Shingo, who introduced into production a system of changeover of both equipment and all stages of product manufacturing.

The specifics of lean manufacturing are based on the desire to rid the enterprise of all possible costs that are not directly related to the formation of the final cost of the product for the consumer. The client does not want to overpay for what is the company's costs due to negligence or due to an incorrect internal management scheme. The fewer manipulations are performed, the cheaper the product costs.

All employees of the enterprise, and not just individuals, should participate in improving the production process. This was the opinion of Taiichi Ohno and his followers. Any method is suitable for reducing costs. For example, the absence of a production stage for storing products in a warehouse. Each part should be produced only in the required volume and preferably at the time when its assembly stage begins.

In the automotive industry, parts are delivered to the conveyor according to the planned schedule and should not be left behind or delivered later, so as not to slow down the process. Japanese tools for improving the production process at Toyota have brought success and have been adapted to different areas of enterprise activity.

The main task of the management of the enterprise is to analyze the production process. As well as increasing efficiency by restructuring the old scheme. The main attention is aimed at identifying the links that slow down the process and create the need to inflate prices.

Each product has a value that is acceptable to the customer. If the value of a product is overestimated, then demand for it may fall. This will lead to overcrowding of the warehouse and loss of expected profits. Due to overproduction of products, the enterprise will be forced to stop the process. The labor force will not be able to be used for its intended purpose, and there will be a need to reduce staff. Lean manufacturing is a management system that eliminates such problems.

How the system works

If the company’s managers have decided to use lean production, then at the first stage they need advice from specialists in this matter. This could be an independent consultant or company managers who have undergone retraining in applying the new concept.

The first task is a deep analysis of the current system and identification of weak links that do not add value to the product, but increase the final cost.

Development of a new scheme after analysis - elimination of unnecessary losses, rational use of labor and equipment. But simple research without reacting, that is, eliminating problems, will not yield results. Therefore, the principles of lean manufacturing must be fully implemented. These are a few points containing the main idea of ​​the update:

• The value of the product is customer-oriented, and not the desire to write off all costs. It is necessary to create conditions under which unexpected costs do not appear.
• Production should not be idle; it requires the organization of a constant flow without downtime. They usually arise due to disruptions in the supply of raw materials and components. At this stage, cooperation with partners is reviewed.
• It is advisable to use equipment without overvoltage, this can lead to unexpected breakdowns and downtime.
• Sale of goods immediately to the client without delays.
• Reduce unnecessary product movements.
• Eliminating the possibility of defects at an early stage so that the product is accepted by the customer immediately.
• Striving for excellence as much as possible.
• Using personnel only according to their profile, eliminating duplicate positions.
• Improving working conditions, equipping the workplace in accordance with requirements.

You can think through your methods so that the implementation of technologies that lean manufacturing provides is successful. These decisions are based on what types of losses exist in your business. The lean production concept identifies seven main types of losses:

1. Moving (transporting) products.
2. Warehousing, re-production.
3. Vanity and unnecessary movement of personnel during production, which slows down the delivery time of products and increases the number of working hours.
4. Production downtime is when components did not arrive on time or a delay in the production of a previous product stops the production process of the product.
5. Production of goods in larger quantities than intended, without the possibility of sale. The company incurs additional costs, which it tries to compensate by placing an extra markup on the product.
6. Outdated technology or technology that is not designed to produce products according to customer requirements.
7. A defective product that requires additional costs for rework.

By working on the listed types of losses, you can significantly reduce the markup on products and obtain high consumer demand. This will increase the efficiency of the production system.

Using lean manufacturing tools, you can find your own version of the management scheme. There are many of these tools, so before you start implementing a new scheme, it is advisable to study each method in detail and adapt it to your needs. The scheme for each area is individual.

Modern use of Japanese business techniques

Lean manufacturing has become in demand not only abroad, but also in Russia. Many enterprises, having found themselves in a situation of decline, reviewed various management systems and chose lean manufacturing.

Examples of the use of the Japanese concept can be seen in various areas of business, medicine, education, and government departments. Let's note some of them:

1. Car production: GAZ group of enterprises, Solers company, KamAZ.
2. Banking systems: Sberbank of Russia.
3. Construction. Modern houses are built according to the principle of lean production, which reduces not only losses during the construction of houses by a construction company, but also further exploitation by residents. New technologies can reduce heat loss and reduce utility costs.
4. The introduction of lean manufacturing is also observed in the provision of public services. For the convenience of the population, multifunctional centers are being created, operating on the principle of a single window. A citizen can contact one operator for any question and receive all the information or service. There is no need to run around to different departments. The introduction of recording terminals and electronic queues eliminates crowding and waste of time for visitors.

The number of enterprises that have tried lean production methods and received positive results increases every year. In Russia, a map has been created that shows companies implementing the lean production concept. Forums are held where managers share their experiences with each other and talk about their successes.

A production system can operate without losses if the planning of the scheme is thought out to the smallest detail and does not stand still, but is constantly improved.

Summarize

The management system “lean production”, having received its start in an automobile enterprise, has gained fans in various fields of entrepreneurship. The prospects for efficient production depend on the performance of managers. The concept will not work if optimization remains only on paper.

An audit will not solve the problems of an unprofitable enterprise. Only active entrepreneurs who are ready to constantly work to eliminate costs will be able to introduce new tools.

Japanese word meaning "signal" or "card". It is a method used to pull products and materials onto lean production lines.

There are several variants of KANBAN depending on the application: process-starting, double-bin (single-card), multi-card, single-use Kanban, etc.

KANBAN allows you to optimize the chain of planning production activities, starting from forecasting demand, planning production tasks and balancing/distributing these tasks across production capacities with optimization of their load. Optimization means “do not do anything unnecessary, do not do it ahead of time, report an emerging need only when it is really necessary.”

The KANBAN system was developed and implemented for the first time in the world by Toyota.

5C system - technology for creating an effective workplace

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

1. SORTING: separate necessary items - tools, parts, materials, documents - from unnecessary ones in order to remove the latter.

2. RATIONAL ARRANGEMENT: rationally arrange what is left, place each item in its place.

3. CLEANING: Maintain cleanliness and order.

4. STANDARDIZATION: Maintain accuracy by regularly performing the first three S's.

5. IMPROVEMENT: making established procedures a habit and improving them.

Quick changeover (SMED - Single Minute Exchange of Die)

SMED literally translates to “1 Minute Die Change.” The concept was developed by Japanese author Shigeo Shingo and revolutionized changeover and retooling approaches. As a result of the implementation of the SMED system, changing any tool and readjusting can be done in just a few minutes or even seconds, “with one touch” (“OTED” concept - “One Touch Exchange of Dies”).

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

preparation of materials, dies, fixtures, etc. - 30%

securing and removing dies and tools - 5%

tool centering and placement - 15%

trial processing and adjustment - 50%

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

separation of internal and external adjustment operations,

transformation of internal actions into external ones,

use of functional clamps or complete removal of fasteners,

use of additional devices.

TPM (Total Productive Maintenance) system - Total equipment care

TPM - “total equipment care”, mainly serves to improve the quality of equipment, focused on maximum efficient use through a comprehensive preventive maintenance system.

The emphasis in this system is on prevention and early detection of equipment defects which can lead to more serious problems.

TRM involves operators and repairmen, who together ensure increased equipment reliability. The basis of TPM is the establishment of a schedule for preventive maintenance, lubrication, cleaning and general inspection. This ensures an increase in such indicators as Total Equipment Efficiency(from English “Overall Equipment Effectiveness” - OEE).

JIT system (Just-In-Time - just on time)

JIT (Just-In-Time) is a materials management system in manufacturing in which components from a previous operation (or from an external supplier) 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 goods in warehouses.

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