Knowledge of lean manufacturing. Scope of application of lean manufacturing tools. Economic essence of Lean technologies

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 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, relationships with suppliers and customers, using principles, practices and tools lean manufacturing 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 than a 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 must 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 if there is large quantity 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.

3. Lean manufacturing tools.

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

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

Under the value stream understand all the activities—both value-creating and non-value-creating—that enable a product to move 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 processing 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 process description of business.

Business can be characterized as a collection of interconnected and interacting processes. Then, if we carefully describe each process and study the relationships between the processes, we will understand how any business works and will be able to use this description for a variety of purposes.

For practical application Lean manufacturing systems must be able to systematically describe business processes, that is, the most important business processes that bring us money to pay for our products or services.

How to learn to see processes? At an enterprise, first of all, we see machines, apparatus, transport systems, people busy with their work.

Process This is a sequence of actions aimed at obtaining some product and/or service. Moreover, these actions are distributed in time and space. These actions can rarely be seen all at once from one point. "So what?" - you say. The processes are ongoing, everything is working. Why document them, describe them? Isn’t it enough to keep everything in your head, as it is now?

First of all, describing 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 visual and publicly 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 to provide a starting point for further improvement. Having a current description of the process, we can build an “ideal” process and outline a plan for transition to it. And only after this does continuous process improvement begin in accordance with the lean manufacturing concept.

Lean manufacturing tools are:

Elimination of hidden losses.

Quick changeover (SMED).

Just in time (JIT) system.

Tag (kanban).

Preventing errors.

Value stream mapping.

And others.

Eliminating hidden waste

In any system, in any process - from production and assembly to hospitality, healthcare, transport and social services– there are hidden losses. Identifying and eliminating these wastes saves significant amounts of money (millions of dollars) annually for those organizations that regularly evaluate their operations against lean manufacturing standards. 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 type do not create value, but they cannot be avoided with existing technologies and fixed assets.

The second type of waste does not create value, but it can be quickly eliminated.

Hidden waste that can be found in mass production falls into seven categories:

Overproduction

Expectation

Movement

Transportation

Overprocessing

Corrections

The listed losses increase production costs without adding consumer value that the customer really needs. They also increase the payback period of investments and lead to decreased worker motivation. For anyone who strives to streamline processes in production, these seven hidden losses are their worst enemies.

These losses must be identified and then eliminated.

Overproduction losses

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

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

Producing more items faster or earlier than required for the next production step is considered the most dangerous form of waste in lean manufacturing, since overproduction creates and hides other waste, particularly inventory, defects, and unnecessary 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."

Wasting time waiting

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

Loss during transportation

This type of waste involves moving parts and products unnecessarily, such as from production to the warehouse of the next production stage, rather than 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. Wastes are reduced by minimizing the physical distance of material transport and vehicle movements by identifying zones and applying redevelopment.

Losses due to overprocessing

These losses are associated with unnecessary or excessive processing, usually when producing products and services with higher consumer qualities than are required by the consumer. Adding qualities and functionality that do not have consumer value does not improve the product or the process that produces it. Lack of information about how a consumer uses a product often leads to the addition of unnecessary features and functions to the product that the manufacturer believes the consumer needs (but is not sure). Waste can be reduced by identifying which features and functions the customer actually needs and what the customer is willing to pay for.

Reserves

Losses due to storing more inventory than is necessary for the accurately planned operation of the pull system. Excess inventory is equivalent to freezing capital, reducing the return on investment in labor and raw materials.

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

Losses during movement

Losses caused by the operator’s movements outside the scope of productive work or for which there is no need, for example, searching for parts, tools, documents, etc. Despite the fact that the majority production processes were originally designed to minimize unnecessary movements, this is basically one of the largest sources of waste that occurs unnoticed and leads to failures.

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

Losses due to corrections

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

Every time we make a mistake when working with a product and pass it on to the next operation in the process or to the customer, we accept rework as an integral part of the process. We lose money twice every time we remodel and renovate.

Losses can be reduced by improving visual inspection. Developing more complete standard operating procedures, implementing built-in error protection and fool proof systems (eg photocells, stopping if a part is installed incorrectly, etc.).

5S workplace organization system.

Organization of a workplace using the 5S system involves the implementation of the following activities:

Sort: Get rid of everything you don't need

Maintain order: assign each item its own place.

Contain workplace clean.

Standardize procedures for maintaining order and cleanliness.

Improve your order. Encourage its maintenance.

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

Some proponents of lean manufacturing introduce a sixth concept - develop and adhere to safety procedures at work.

3. Quick changeover (SMED).

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.

Bo , larger parties require more , larger reserves. Bo , Larger reserves are frozen , larger amounts of money and make customers wait longer. Thus, large batches reduce the return on investment ratio (ROI).

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

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) for press changeover. He believed that changeover time should be measured in minutes in one number, i.e. be less than 10 minutes.

4. 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. Just-in-time uses three key elements: pull production, takt time and continuous flow. Although the JIT system is simple, its implementation requires strict discipline.

Takt time equals available production time divided by the amount of consumer demand.

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, an enterprise operates 480 minutes per day, consumer demand is 240 pieces of this product per day. 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 one product (or a small homogeneous batch of products) through several processing stages with the greatest possible continuity. Moreover, at each previous stage, only what is required by the next stage is done.

Figure 5.1.

Schematic diagram of quick changeover

Continuous flow is also called flow of single products and “made the product - transferred the product.” A continuous process minimizes work in progress between process steps and/or at their starting points.

5. Tag (kanban).

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 full quantity indicated on the tag.

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

Without a tag, products will not be produced or moved.

A tag is always attached to all parts and materials.

Defective parts and parts in inaccurate quantities are never passed on 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 at the repair and industrial structural divisions of JSC Russian Railways.

6. 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 detects errors but does not provide feedback is called evaluative.

Information control– 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.

7. 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 step in 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 customer acceptance.

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 - future state map of the value creation process.

8. Continuous improvement (kaizen)

Mastering the principles and techniques of lean production, continuous improvement of production and management processes contribute to increasing labor productivity and increasing the efficiency of enterprises as a whole. Controlling, as a “navigator for achieving set goals” and the company’s “economic conscience,” plays one of the leading roles in this matter.

The tasks of increasing operational efficiency, reducing costs, increasing profits, increasing labor productivity, eliminating bottlenecks needs to be decided by each company. The use of tools and methods of lean manufacturing based on controlling allows you to achieve success mainly organizational methods without significant investment.

In accordance with the concept of lean manufacturing, all activities of an enterprise can be classified into operations and processes that add and do not add value to the product. Therefore, anything that does not add value to the customer is classified as waste from a lean manufacturing perspective and must be eliminated.

Domestic enterprises also use lean production methods. Some organize such production themselves or with the help of hired consultants or foreign specialists, others discover that some of the activities are not new and introduced from outside, but were implemented in the concept of scientific organization of labor back in pre-reform Russia.

The process of improving the production system develops over time from random initiatives to the concept of continuous organizational excellence (Figure 1).

Almost any production process must be based on quality standards. The relationship between them and lean manufacturing is defined as complementary and synergistic.

Controlling considers all deviations from standards. But first it is necessary to standardize the process, impose on it a controlling study of deviations and the reasons that caused them. The solution to eliminating deviations will be lean manufacturing methods.

In essence, lean manufacturing is a system of interconnected and interdependent subsystems for managing the activities of an enterprise, aimed at meeting the needs of both internal and external consumers based on controlling and knowledge management. In this case, it is assumed that all employees of the enterprise will be involved in the work of understanding and solving bottlenecks.

In turn, knowledge management involves the use of best practices of both the enterprise employees themselves and related enterprises and other third-party organizations. However, at most enterprises there is practically no mentoring or a system for improving the qualifications of employees. And this is against the backdrop of a demographic failure, when every worker sees his competitor in every other. There is no time for transferring knowledge and sharing experience. This requires strong motivation of employees, which is one of the components of improving production processes.

Goals, objects, tools

The main goal of lean manufacturing is the creation of a production system based on the integration of all management systems according to the lean manufacturing principle. This requires achieving the strategic and operational goals of the enterprise through various improvement projects.

But in most enterprises, both strategic and operational goals were developed, as they say, “yesterday,” and the result is needed today. This inconsistency makes it impossible to link operational goals to strategic ones.

As long as there is no standardization of processes, there can be no controlling. It is also necessary to formulate methodological principles for continuous improvements based on controlling and transfer of experience on them, that is, to develop standards for improvement management.

The goals of lean manufacturing also include the formation of a team of work organizers and incentive methods to identify bottlenecks and the implementation of proposals for continuous improvements.

The objects of lean production are business processes of a non-production nature, that is, managerial processes that permeate the entire organization. For example, it is clear that today the supply system must be coordinated with production. But we need to decide what comes first—production or commerce.

Naturally, the objects of lean production also include production processes, which must be closely linked with performers and provided with reliable information connections. For many domestic enterprises, this is one of the difficult issues, since reliable and timely information support for all processes is few and far between at the proper level. This problem is successfully solved by the controlling system as an information support system for decision making.

The tools of lean manufacturing are almost the same as those used in controlling.

Concept

The concept of lean manufacturing involves developing a mission, forming goals and objectives.

Each company has its own. Thus, as a mission at one of them, the formation of analytical thinking on efficient use of resources. The goal was to create a competitive enterprise through a rational production process. 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;

Formation of an assessment of the performance indicators of pilot projects and methods of stimulating their participants;

Organization of replication best practices divisions of the enterprise for common use within the corporation.

One can recall the former bureaus of rationalization and invention, collecting employee proposals for improving processes. But to implement these measures, it is necessary to first have a methodology for improvements and their evaluation, so that you do not have to find out why one proposal was implemented and another was not.

Reference

Lean manufacturing tools based on controlling:

description of the value stream;
visualization;
right on time;
standardization of technology;
pull (kanban);
general maintenance of equipment;
control cards;
Management Accounting;
Pareto charts;
methods of analysis and adoption management decisions;
responsibility centers;
optimization of business processes;
methods for ensuring the continuity of production processes, etc.

Implementation

Identifying unproductive losses must begin at the workplace. Most jobs today are problematic. If in pre-reform Russia there was a system for equipping and servicing a typical workplace, today you can find anything you like in workplaces. The workers are setting up caches just in case. Only getting rid of unnecessary things and developing a cost standard promises a significant reduction in costs.

It is necessary to constantly maintain the positive dynamics of the professional level of performers and the improvements made. The division of powers and responsibilities across cost centers, a widespread transition to relationships based on the “client-supplier” principle, and the formation of maps of a continuous flow of value for consumers are among the basic principles of implementing lean manufacturing. It is being introduced into the practice of the enterprise gradually through individual production areas and steps or stages (Diagram 2).

An implementation plan is drawn up in advance, which, in turn, also consists of several stages. Thus, at the preliminary stage, it is necessary to develop a concept for a lean production system and train employees in lean production methods.

The staging stage involves analyzing bottlenecks and identifying areas that require improvement.

The project stage is the formation of pilot projects, their goals and criteria for achieving success.

Finally, project implementation and replication of best practices to other departments are assessed.

At each stage of lean manufacturing implementation and implementation of the implementation plan, various tools and controlling methods are used. But it is also advisable to use a lean production system in production control. It is the result of controlling the production sector.

production fayol management lean

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

Goals of Lean Manufacturing:

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

The main elements of the Lean Production philosophy:

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

Toyota has identified seven types of losses that are typical for various types enterprises of both production and service nature. The fight for elimination became the basis of the philosophy of "thrift".

• 1) Production of excess products. According to Toyota experts, the largest source of waste is producing more products than is necessary at the next stage of the enterprise's production process.
• 2) Downtime for organizational or technical reasons. Metrics commonly used to measure equipment and worker downtime are equipment efficiency and worker productivity. Less obvious is the downtime of a machine operator working on work in progress that is this moment need not.
• 3) Transport. The movement of materials and parts throughout the enterprise, as well as double or triple reloading (transshipment) of unfinished products do not add value to the final product of the enterprise. You can reduce the volume of losses if you change the layout of technological equipment in the workshop, reducing the distances between technological operations, establishing rational routes for transporting raw materials and semi-finished products and choosing correct location work places.
• 4) Technological process. The source of losses can be technological process. Some manufacturing operations are the result of poor design of product components or material processing processes, or poor equipment maintenance. Therefore, in the process of improving the organization of production, they can be painlessly simply eliminated.
• 5) Inventories. Any reserves should cause the management of the enterprise to strive to find opportunities for their liquidation. However, you need to start with the reasons that cause the appearance of stocks: by eliminating these reasons, you can achieve a reduction in the volume (or complete elimination) of stocks.
• 6) Movements of the employee in the workplace. From the outside looking in, an employee may appear busy, but in reality, their work does not create any added value. An extensive source of reducing losses arising from unnecessary movements is simplification of work.
• 7) Defective products. Lost production as a result Low quality products are often quite significant. Total costs the cost of maintaining product quality is much higher than is generally believed, and therefore it is very important to identify the reasons causing these costs.

Jeffrey Liker examined Toyota's manufacturing experience along with James Womack and Daniel Jones. In the book “The Toyota Way: 14 Management Principles of the World’s Leading Company,” he pointed out the eighth type of waste: unrealized creative potential of employees (loss of time, ideas, skills, opportunities for improvement and gain of experience due to inattention to employees whom you have no time to listen to).

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

Mura - unevenness in the performance of work, such as a fluctuating schedule of work caused not by fluctuations in end-user demand but rather by the characteristics of the production system, or an uneven pace of work to complete an operation, causing operators to rush and then wait. In many cases, managers can eliminate unevenness by leveling out planning and paying close attention to the pace of work.

Muri - overload of equipment or operators that occurs when working at a greater speed or pace and with greater effort over a long period of time - compared to the design load (project, labor standards).

In the book Lean Manufacturing: How to Eliminate Waste and Make Your Company Prosper, James Womack and Daniel Jones outline the following lean management principles:

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

In particular, the JIT system is capable of providing continuous flow, but only if the changeover time is significantly reduced. Reducing the time for equipment changeover means reducing the time for transition from one type of activity to another. This makes it possible to make a little of some parts, re-adjust the machine, make a little more of other parts, and so on. That is, parts can (and should) be produced only when required by the next production stage.

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

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

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

The term “just in time” delivery literally reflects the content of this concept. It means releasing and providing goods and services exactly when they are needed: neither earlier, because then they will be waiting in inventory, nor later, because then customers will have to wait for them. In addition to the time factor contained in the concept of JIT, this concept also includes quality and efficiency requirements.

How does the JIT approach differ from traditional approaches to production organization? The traditional approach to organizing production assumes that each stage of the production process “puts” the produced products into inventory. This stock is a buffer inventory or safety stock for the subsequent production stage, located “downstream” in the overall process. This subsequent production step takes work-in-process inventory from inventory, processes it, and transfers it to the next buffer inventory. These inventories act as boundaries separating each production stage from neighboring stages. Buffer stocks make each production stage relatively independent, so that if Stage A stops working for some reason (e.g. equipment failure), Stage B can continue to operate for at least for some time. Section "C" will be able to continue operating even longer because it is supported by two buffer stocks, and it will stop operating only after all of this stock has been used up. However, this relative isolation has to be paid for by creating inventories (working capital costs) and reducing bandwidth(slow response to consumer requests). This is the main argument against traditional approach to the organization of production.

Products produced during just-in-time production are fed directly to the next stage of production. Now the problems that arise on any production stage, have a different effect on the entire production process. For example, if stage "A" stops producing products, stage "B" will notice this immediately, and stage "C" will also notice it very soon. The problem that occurred in stage A now quickly becomes known to the entire system, as this problem affects the system as a whole. As a result of this, responsibility for solving the problem is now assigned not only to personnel “A”, but extends to the entire personnel of the enterprise. This greatly increases the likelihood that the problem will be resolved quickly because it is too important to ignore. In other words, by preventing the accumulation of inventories between production stages, the enterprise receives a mechanism for increasing the internal efficiency of the enterprise.

Jidoka (autonomization) - introduction human intelligence into automatic devices that can independently detect a defect, then immediately stop the production line and signal that help is needed. Autonomy serves a dual role. It eliminates overproduction, an important component of production losses, and prevents the production of defective products.

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

The term "kanban" in Japanese terminology refers to a card or signal. This card is a simple management tool; it is used to enable (signal) the flow of materials in a pull-type control system such as that used in a JIT system. Exist different types Kanban signs: movement kanban or movement kanban. A transfer kanban is used to signal to the previous section that material can be removed from inventory and sent to the next section.

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

Vendor Kanban is used to signal the supplier to route material or parts to a specific area of ​​production. In this respect, it is similar to movement kanban, but is typically used when interacting with external suppliers rather than within the organization.

Whatever type of kanban system is used, the basic principle is always the same: receiving a kanban triggers the movement, production or delivery of one unit of product or a standard package of such units. If two kanbans are received, this is a signal to move, produce or deliver two units of product or two standard packages of product, and so on.

There are two rules that govern the use of the Kanban system. They are also known as one and two card systems. The one-card system is most often used because it is the simplest. It only applies the “kanban” of movement (or the “kanban” of the seller for receiving materials from external source). The two-card system uses kanban for movement and production.

The “five S” system implies a set of basic rules for reducing losses:

• 1) Perform sorting (Serti - Seiri). Remove what is not needed and keep what is needed.
• 2) Create your own workplace (Seiton - Seyton). Arrange your tools in an order where they are easily accessible when needed.
• 3) Keep your work area clean (Seiso). Keep tools clean and tidy; The workplace should be free of debris and dirt.
• 4) Standardize (Seiketsu - Seiketsu). Establish a norm in everything that meets the standard.
• 5) Learn to maintain a certain order (Shitsuke - Shitsuke). Develop a need to maintain a standard order and pride in it.

These rules focus on external order, a certain organization in the arrangement of tools and other necessary items, cleanliness, and standardization of the work environment. They are designed to eliminate all possible losses associated with uncertainty, waiting, and searching for necessary information, which create instability in the work environment. By eliminating everything unnecessary, as well as keeping tools and surrounding things clean and tidy, you can achieve the necessary order and ensure that the necessary things are always located in the same place. This alone makes any job easier and reduces the time it takes to complete it.

Target comprehensive service equipment (total productive maintenance, TPM) is to eliminate the variability of conditions during production processes caused by unplanned equipment shutdowns. This is achieved by involving all staff in identifying opportunities to improve equipment maintenance. Persons responsible for this process are encouraged to accept responsibility for the use of the equipment, perform routine maintenance and carry out simple repairs. With such an organization of equipment maintenance, operating specialists can get more time to improve their skills and deepen their skills. vocational training, which is necessary to create higher-level service systems and improve the quality of service for larger operating systems.

Quick changeover (SMED) deals with equipment changeover time (the time required to change from one type of work to another). Reducing equipment changeover time can be achieved in various ways, for example: reducing search time necessary tools and equipment, solving problems in advance that may delay reconfiguration, as well as constantly using the same techniques when reconfiguring.

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

Rice.

Rice.

To implement Lean Manufacturing, James Womack proposed the following algorithm (Fig. 12):

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

Rice.

• 6) Strive to get the results of the work done as soon as possible. Immediate Feedback is one of the most important characteristics"Lean Production" concept. Employees must see with their own eyes how new methods produce results. It is psychologically important for them to see that the organization is beginning to really change.
• 7) As soon as a convenient opportunity arises, move on. Once the first local results are achieved, changes can begin to be made in other parts of the value stream. The scope of lean manufacturing should be expanded. For example, transfer the methodology from production to offices, use the practice of continuous improvement (kaizen).

Some enterprises, due to improper planning of activities, do not achieve the desired result or suffer losses. Then it is necessary to reconsider 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 by automotive production"Toyota". 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 must be manufactured 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 an in-depth analysis current system and identifying 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 application work force 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 get high demand at the consumer. 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 different areas entrepreneurial activity, medicine, education, 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 construction company, but also further exploitation by residents. New technologies can reduce heat loss and reduce utility costs.
4. In providing public services Lean manufacturing is also being introduced. For the convenience of the population, they are creating multifunctional centers operating on the one-stop-shop principle. 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. Prospects efficient production depend on the activities 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 permanent job to eliminate costs, they will be able to introduce new tools.

The concept of “lean manufacturing” was created at Toyota, and since the success of the latter is well known, lean manufacturing methods began to be widely used in other enterprises. The greatest application of the lean manufacturing concept occurs where this concept was created - in mechanical engineering. Note that it can be successfully applied in construction and in other industries characterized by either a huge set of tools or a huge set of “components”.

In accordance with the theory 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 the economic “ideology” of lean production as a type of management.

And first of all, this concerns logistics and storage of tools, raw materials, materials, components, i.e. "intermediate products" of activity. Streamlining this entire system with large volumes of production allows you to significantly save on “wasting employee time” searching for the “needed”, making unnecessary movements, aimless walking, etc. operations that are “unnecessary” from the perspective of the final product in an environment of “poorly organized” production.

In general, in our opinion, and not only ours, the main advantage of “lean production” is the guidance ORDER, which immediately affects productivity, quality, and discipline of labor and production. And this is all good!

It is well known that any activity requires a conscious and emotional attitude towards it. In the conditions of collectivism of Japanese society and the positions of the traditional Japanese worldview, all this led to the totality of “lean ventilation”, to strict observance of all the rituals of this new “religion” of production culture. American management specialists have turned the concept and methods of "lean manufacturing" into a high-quality commercial product and have been very successful in doing so. Paying tribute to “lean manufacturing” itself, we advise you not to be fascinated by all the aspirated foreign words and terms (especially Japanese words that sound like magic spells), because the point is not in them, but in the very system of ESTABLISHING ORDER, OPTIMIZING THE PRODUCTION ENVIRONMENT AND PRODUCTION OPERATIONS!!! This, not the names, is the power of lean manufacturing. And one more very important point!

Japanese traditional production culture is essentially based on collectivism, on natural acceptance corporate values, on the fact that the worker considers production “his own” and works in it not out of “fear”, but out of “conscience”. The ideal model of the relationship between employer and employee is a kind of “paternalism” model, when the employer takes care of the worker as a member of his family, and the grateful worker behaves accordingly and “listens to his elders,” which is reinforced by the desire and traditions of working in one place (in one organization) ALL LIFE! If we take into account that the traditional system of classical education in Japan really teaches (no worse than under Soviet socialism) and “selects” the successful ones very, very harshly, then the Japanese “management” is several heads taller than its workers. You can listen to them! They know the deal!

In contrast to the Japanese model or the Soviet model, the main capitalist model of relations in production (most clearly embodied in America) is based on individualism and Taylorism, as a means of integrating the “individual” with his “I” into the production “conveyor” - a chain of individual actions and motives. It is known that this model lost the competition with the Japanese one, and Japanese cars conquered the world, including America, significantly displacing the great American auto industry, from which the “miracles” of the 20th century began.

This “Japanese model” began to be promoted into the practice of American enterprises, of course, not as a collectivist model, which is unacceptable to the American mentality, but as part of either the “implementation” or “functioning” of lean manufacturing. And it doesn’t matter what or how the workforce is taught. The important thing is that the workers feel the ATTENTION of the administration to them as PEOPLE, as PERSONS, as SUBJECTS OF ACTIVITY, and not as stupid and silent cogs of a huge conveyor belt for the production of wealth for distant owners. And this also contributed to the SUCCESS of lean manufacturing.

But the idea of ​​involving the team in the management and organization of production is one of the most powerful ideas in labor protection, recognized throughout the world, but most effectively implemented in Finland, a country that is a leader in success in labor protection. This is the idea of ​​INVOLVING ordinary executive workers in OCCUPATIONAL SAFETY MANAGEMENT, who do not participate in management in any way, just working at their jobs and that’s all! This idea is embodied in our country in the institution of authorized (trusted) persons for labor protection. So it is implicit, but the deep ideas of the ORGANIZATION of lean production and the basis of its SUCCESS are very, very fruitful for labor protection.

But where is occupational safety in lean manufacturing itself? How is she related to him? What does it do for her?

Strictly speaking, from the position of reducing production processes and operations that do not add value to the finished product, labor protection has no place in lean manufacturing, because “worker safety” does not add any visible value to the finished product. This is why there is no Safety in the famous 5S methodology. She stayed behind the scenes.

But it is IMPOSSIBLE to remove labor protection and production safety procedures even in lean production, which limits itself to everything EXCESSIVE, because, although the consumer value of the product does not increase, it grows (and in a crazy way) DAMAGE. And that's already money! And the goal of lean manufacturing is OPTIMIZATION OF COSTS AND “EXTRA” MOVEMENTS. But labor protection has never been superfluous ! It is an integral element of any production, let’s repeat ANY production! Whether we want it or not is not the point!

The task of labor protection has nothing to do with increasing PROFIT, but is exclusively aimed at preventing DAMAGE!

That is why labor protection, one way or another, exists in ANY MANAGEMENT MODEL, the only question is - How does it exist? Optimal or bad?

In our opinion, the organization of lean production allows labor protection to exist in a given organization in the most optimal way.

Why is that? Because “lean production” is just one of the many models of “scientific organization of labor”, which brings (we repeat!) ORDER and once again ORDER in the production of work, technological operations, ORDER is technical, technological, and organizational and managerial.

Once, in 1931 in Moscow, the Central Institute of Labor (director - A.K. Gastev), which developed the ideas of scientific organization of labor, compared the influence of different methods of laying bricks. The American method, which made it possible to lay out 350 pieces per hour, was considered the highest achievement at that time. Using the traditional Russian method, the worker then laid out 327 bricks, using the improved American method - 452, and using the scientifically based method - 907 bricks. So much for the benefits of scientific organization of labor!

Lean manufacturing is very effective. His ideas are also effective in labor safety - they mean that workers must master ONLY the correct movements and techniques of work, they mean that safety instructions should be filled not with what is PROHIBITED, but with what is PROHIBITED. what and exactly what needs to be done!

But even if lean manufacturing only brings “order” during its implementation, then this is a huge benefit, because order is the true “food of the gods” for labor protection.

There is a persistently propagated opinion that safe working conditions are working conditions without danger!!! This is a very wrong and very dangerous opinion. Its origins are in the vocabulary of the Russian language, in the words “danger” and “safety”, which are so close. But “safe” does not mean “free from danger.” Safe working conditions are working conditions with a low, acceptable, practically acceptable risk; these are working conditions not without dangers, but without risks, “risk-free” working conditions.

Let's explain this. Note that correct protective actions can only be based on a correct understanding of reality, and correct understanding occurs in words. If there are not enough words in your language, then you need to look at what is being done in other languages. The leader here is English, since all ideas and initial regulations about control systems came to us from the UK.

IN English language – « dangers “name such properties of objects or processes that, when in contact with a person, “cause harm” to his body in a huge range of consequences from fatigue to death (!!!), and “ risks “name such conditions of human activity that do not exclude or even allow the possibility of such contact, which is AUTOMATICALLY and UNCONDITIONALLY followed by “causing harm” as “danger”.

Our world is a world of DANGERS AND RISKS! We are accustomed to living in a “military camp” environment, surrounded by numerous and varied dangers, constantly keeping them under vigilant control and in every possible way reducing the risks of their exposure.

Think about it - the most terrible thing for all life on Earth is fire! It kills the life of organic bodies by burning them! But exactly " domestication"fire gave ancient man incredible power over the world, subject only to him! Modern civilization would never have arisen if we had not been able to “control” fire. No wonder they call it a fire “uncontrolled (or uncontrolled) combustion outside a special fireplace”. These words say it all. This is how a fire differs from a stove on which food is cooked!

And the third example. Every day we use boiling water to make tea, coffee, compote, soup! And it’s rare, rare that we get burned if we do everything RIGHT!

There are many dangers, but we must manage them in such a way that the risks of their adverse effects do not develop into an actual accident!

So, the main thing in labor protection is to “fight” risks!

It is known that all the causes of all unfavorable events are divided into: technical (technological, sanitary and hygienic, etc.), organizational, and personal (related to the so-called “human factor”). The latter prevail!!!

If we look at them in more detail, then about a quarter of all personal reasons are associated with “loss of vigilance,” short-term loss of proper “concentration of attention,” with impaired motor skills and other psycho-physiological processes.

This is why the ideas of long shifts are “crazy” from the point of view of labor protection - fatigue leads to a loss of “caution,” “thoroughness,” and precision of actions in conditions of “coexistence” with dangers. Punishment follows instantly and inevitably!

The remaining three-quarters of the causes of injury are associated with the INABILITY TO WORK correctly, in the absence of knowledge, skills and abilities to perform work safely!!!

Personnel need to be TRAINED TO WORK SAFELY! There is no other option.

And we need to create conditions where you CAN AND WANT TO WORK SAFELY!

A huge role here is played by the usual ORDER + CLEAR SEQUENCE OF ALL PRODUCTION OPERATIONS, as well as VISUALIZATION of hazardous areas and individual hazardous objects or their properties.

Visualization very important because activates ours, developed over millennia of human evolution as a biological being, sense of danger . "Feeling" ( in the history of mankind - seeing!!! ) danger (and it is a source of stress!!!), the body automatically releases adrenaline into the blood, due to which all ailments recede into the background, the head begins to think clearly, the arms and legs begin to move exactly as they should, the muscles are ready to work to the maximum and so on. - as a result, we “gather our courage”, straighten our shoulders, concentrate our attention, are ready to move mountains, and act clearly and SAFELY!

But how can we see what we cannot see? We do not see gas, we do not distinguish liquid by type (water or alcohol, or ether or...) and much more too! All this needs to be visualized - by sticking labels and inscriptions, by painting and tinting, by smoking or odorizing (giving a smell) - but you never know how this can be done - but it must be done, it must be done visualize dangers that we don’t see, don’t realize, don’t record without this!!!

In conditions when His Majesty the working class has completely forgotten how to read and is accustomed to watching pictures on TV or an iPhone, he needs to be given INSTEAD OF INSTRUCTIONS or IN ADDITION TO THE INSTRUCTIONS, a visually perceptible GUIDE TO ACTION!

That's why coloring and zoning floors, equipment, using safety signs, light-reflecting elements, etc. – a huge achievement and a benefit for labor protection! For with all this visualization she leads the employee “by the hand” along the path of safety, making known situations impossible: “A bird walks cheerfully along the path of disasters, not foreseeing any consequences from this”!!!

This is why lean manufacturing, by putting things in order, e.g. creating “good” conditions for productive work, optimizing the production environment and labor process, i.e. preventing the worker from involuntarily entering the danger zone and making incorrect movements, visualizing invisible dangers, and thereby activating our caution, involuntarily and unwittingly, consciously or not, but create safe working conditions, new in methods and progressive in ideas “ lean labor protection»!

And the use of lean manufacturing ideas in labor protection should be welcomed!

Since 1997, we have been helping our clients in the field of occupational safety and health personnel records management. We provide services throughout Russia. Remotely, in short time, our specialists will help resolve any issue.

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