Introduce lean manufacturing tools more widely. Lean system (Lean production)

The production process of a modern enterprise is a complex mechanism for transforming semi-finished products, raw materials, materials and other items of labor into finished products that satisfy the needs of society. The main task of the production system in this case becomes the continuous improvement of the “value stream” for the consumer, which is based on the rational combination in time and space of all main, auxiliary and service industries. This allows you to produce products with minimal labor costs and the economic indicators and results of the production and economic activities of the enterprise depend on this, including the cost of production, profit and profitability of production, the amount of work in progress and the amount of working capital.

At the same time, at many enterprises one of the main issues is the issue of the efficiency of production processes in terms of the duration of the production cycle. There is a need to spend a lot of effort on coordinating all auxiliary and service production for the uninterrupted supply of the main production with raw materials, electricity, as well as timely maintenance of equipment, warehousing, and transportation. A situation with equipment failure at one technological stage leads to the likelihood of a shutdown of the entire workshop. Hence, the organization of an uninterrupted, efficient production cycle at an enterprise acquires particular relevance and significance for optimizing costs and achieving the best final results.

Production efficiency at most enterprises is directly related to the complexity and duration of the production cycle. The longer this cycle, the greater the number of auxiliary and service industries involved in it, the less efficient production as a whole turns out to be. This pattern is explained by the obvious need to spend a lot of effort on coordinating all activities to ensure the uninterrupted supply of basic production with raw materials, energy resources, equipment maintenance, transportation and storage of products, and loading and unloading. Equipment malfunction at one technological stage can lead to disruptions in the entire production, even to its complete stop. Thus, it is especially important to improve efficiency and achieve the best results by solving the problem of stable functioning of the entire production system.

One way to solve this problem is to introduce a system Lean technologies (“Lean manufacturing”), which is designed to optimize production processes, constantly improve product quality while constantly reducing costs. The system is not just a technology, but an entire management concept that assumes maximum market orientation of production with the interested participation of all personnel of the organization. The experience of implementing the described technology, at least in the form of individual elements, at enterprises in various industries has shown its promise, as a result of which there is no doubt about the need to study this experience and further expand the scope of its application.

Economic essence of Lean technologies

As an economic definition, production is a system of converting raw materials, semi-finished products and other objects of labor into finished products that have consumer value for society. The main task of the production system is to continuously improve the process of creating value for the consumer through the rational combination in time and space of all main, auxiliary and service industries. Thus, savings in time, material and labor resources are achieved, production costs are reduced, production profitability increases, and all economic indicators of the production and economic activities of the enterprise are improved.

As industrial relations develop, production process management systems also develop and improve. One of the latest was the Lean manufacturing system, based on the principles of effective resource management, attention to the needs of the customer, concentration on the problem of eliminating all types of losses, and the full use of the intellectual potential of the enterprise personnel. One of the main goals of the system is cost reduction, production enterprise management, based on a constant desire to eliminate all types of losses.

Lean Manufacturing Concept combines the optimization of production processes, aimed at constantly improving product quality while constantly reducing costs, with the involvement of every employee in this process. The concept is maximally focused on market business conditions.

Over the past twenty years, a new productivity paradigm has become increasingly applied in global practice. It originally originated at Toyota and was called - Toyota Production System (TPS). It is focused on growth in a post-industrial economy, when instead of mass production based on guaranteed demand, there is a need for diversified production capable of satisfying individual customer needs, operating in small batches of a variety of goods, including piece goods. The main task of such production was to create competitive products in the required quantities, in the shortest possible time and with the least expenditure of resources.

Production that meets the new requirements is called “lean” (lean, lean production, lean manufacturing), and enterprises that have increased the operational efficiency of their production thanks to the implementation of the new system are called “lean enterprises”.

Lean businesses differ from others in the following ways:

1. The basis of the production system of such enterprises is people. They are a creative force in the process of producing competitive products, and technologies and equipment are only a means of achieving their goals. No theory, strategy, or technology will make an enterprise successful; This will only be achieved by people based on their intellectual and creative potential.

2. Lean production systems enterprises are focused on complete elimination of losses and continuous improvement of all processes. All company employees, from workers to senior management, are involved in the daily work of preventing all possible types of losses and continuous improvement.

3. Enterprise management makes decisions, taking into account prospects for further development, while immediate financial interests are not decisive. The management of such companies does not engage in useless administration - command, unreasonably strict control, evaluation of employees using complex systems of various indicators; it exists for the reasonable organization of the production process, timely detection, solution and prevention of problems. The ability to see and solve problems in the workplace is valued in every employee - from senior management to workers.

Key tools of the Lean system to increase labor productivity are:

5S system– a management technique designed to effectively organize the workspace. The name comes from Japanese words starting with S, for which in Russian you can find analogues starting with the letter C, these are:
- 1) Sorting items and/or documentation at the workplace according to the degree of their need and frequency of use with the elimination of everything unnecessary;
  2) Systematization, when each item should be in a certain easily accessible place;
  3) Maintaining cleanliness and order;
  4) Standardization of the workplace ordered by previous procedures;
  5) constant improvement of the developed standard.
- These simple and, at first glance, insignificant procedures, nevertheless, affect labor efficiency, eliminate the loss of things and time, reduce the likelihood of fires and other emergencies, and generally create a favorable microclimate in the workplace.
Standardized work– a clear and maximally visualized algorithm for performing a specific activity, including standards for the duration of the cycle of operations, the sequence of actions when performing these operations, the amount of materials and items in use (inventory level).
Methodology "Breakthrough to Flow" is to smooth out and improve the efficiency of the production flow by creating fixed production cycles. In each of the selected cycles, the principles of standardized work discussed in the previous paragraph are implemented.
TPM (Total Productive Maintenance) concept– system of universal equipment maintenance. This system involves combining the operation of equipment with constant technical maintenance. Thanks to the constant monitoring and maintenance of equipment in working (good) condition by production personnel, the level of losses caused by breakdowns and equipment downtime due to repair work, including planned ones, is reduced, which allows for the highest efficiency throughout the entire life cycle of the equipment. This frees up the maintenance personnel to deal with more important tasks.
SMED (Single Minute Exchange of Die) system– technology for rapid equipment changeover. In the process of equipment changeover, two groups of operations can be distinguished - external, which can be carried out without stopping the equipment, for example, preparing tools and materials, and internal, for which a break in the operation of the equipment is necessary. The essence of the system is to transfer the maximum number of internal operations to a group of external ones, which becomes possible thanks to the introduction of a number of technological and organizational improvements.
Pull production system is an approach to organizing the production flow that eliminates losses associated with overproduction or waiting for the completion of the previous stage of work. Each technological operation, as it were, “pulls” the required amount of product from the previous one and transfers it to the next one. As a result, there is neither a surplus nor a shortage of products in the production process.
System for submitting and reviewing proposals provides all employees with a clear mechanism for implementing proposals for improvement and provides measures to encourage employees to submit such proposals.

The integrated use of Lean tools allows you to achieve a significant increase in labor productivity without significant investments, almost exclusively using the company’s internal reserves. In essence, the Lean concept is a specific approach to all issues of production organization, allowing not only to implement innovative technologies that increase labor productivity and production efficiency, but to create conditions for the formation of a corporate culture based on the general participation of personnel in the process of continuous improvement of the company’s activities.

Error Prevention Process Used in Lean Systems

A widely used error prevention method used in Lean systems is the Poka-yoke technique.

Poka-yoke– (poka – random, unintentional error; yoke – error prevention), (English Zero defects – Zero error principle) – the principle of searching for the causes of errors and creating methods and technologies that exclude the very possibility of their occurrence. If it is impossible to complete the work in other ways than the correct one, but the work is done, it means it was done without errors - this is the fundamental idea of the method.

Various defects in products can arise due to human forgetfulness, inattention, misunderstanding, carelessness, etc. Errors of this kind are natural and inevitable, and they must be viewed from this angle in order to find ways to prevent them.

The error prevention technique includes:

creating prerequisites for defect-free work,
introduction of defect-free work methods,
systematic elimination of errors that have arisen,
taking precautions and implementing simple technical systems to help employees prevent mistakes.

The Poka-yoke method, used in conjunction with other lean manufacturing tools, ensures that the manufactured product is defect-free and the production process runs smoothly.

Increasing the efficiency of enterprise management through Lean technologies

In general, the use of Lean principles can provide significant effects(in times):

productivity growth – 3-10 times;
reduction of downtime by 5-20 times;
reduction in manufacturing cycle time by 10-100 times;
reduction of warehouse stocks - 2-5 times;
reduction in cases of defects – 5-50 times;
acceleration of entry to the market of new products by 2-5 times.

The best foreign and Russian practice implementation of lean manufacturing tools gives such results:

Electronics industry: reduction of production process steps from 31 to 9. Reduction of 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 fulfillment time from 16 months to 16 weeks.
Automotive industry: quality increase by 40%
Non-ferrous metallurgy: productivity increase by 35%.
Overhaul of large-capacity 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 automotive components: release of 20% of production space. Refusal to construct a new production building. Savings of approximately $2.5 million per week.
Pharmaceutical industry: waste reduction from 6% to 1.2%. Reduce electricity consumption by 56%. Saving 200 thousand dollars annually.
Consumer goods manufacturing: 55% increase in productivity. Reduction of production cycle by 25%. Inventory reduction by 35%. Savings of about 135 thousand dollars per week.

In general, today in the Russian market there is a shortage of professionals with experience in optimizing production processes through the introduction of lean manufacturing technology. Lean considers any production from the point of view of process optimization by all employees of the company. This global approach hides the main complexity of the “lean production” methodology, since a specialist in this field must combine the skills of a teacher and manager, forecaster and analyst.

Conclusion

Lean production (lean production, lean manufacturing) is a concept for managing a manufacturing enterprise based on the constant desire to eliminate all types of waste. Due to the deployment of a Lean system (lean production system) at the enterprise, the practical implementation of an innovative approach to increasing labor productivity is possible. In essence, the Lean concept is a certain system of views on the organization of production, a kind of production paradigm that allows the implementation of a number of innovative engineering methodologies to increase production efficiency (including labor productivity) and create conditions for the transformation and formation of a corporate culture based on universal participation of personnel in the process of continuous improvement of the company’s activities.

A system is considered lean if the people working in it strive to eliminate activities that do not add customer value or waste. We will look at the main techniques and tools used within the general concept of lean manufacturing.

What do employees need to know as they begin to transform their enterprise into a lean one? The main ideas of lean manufacturing that they must master include:

general principles for reducing production costs -
seven sources of losses that may be present in the operation of an enterprise -
the principle of organizing work “just in time” -
three phases of lean manufacturing implementation -
involvement of all employees and a “visual” office.

General principles of cost reduction

The traditional approach to pricing used by managers is to set the selling price for a product by determining the cost of its production and adding to it a certain amount of profit, based on the profitability norm accepted at the enterprise. However, in modern conditions, this approach does not justify itself, since there will always be a competitor on the market who, by reducing prices for their products, will be ready to take your place.

The ideas of lean manufacturing stem from the philosophy of cost reduction professed by the Toyota Corporation, according to which prices for an enterprise's products are dictated by the market and, in particular, by customers, and the objects of management by the company can only be the cost of production and profit from sales. At the same time, the focus should be reduction of internal costs of the enterprise.

Based on the idea of reducing production costs, it is necessary to first set the price at which buyers agree to purchase the product offered, and then subtract the cost of its production from it in order to estimate the expected profit. This approach, in which profit is equal to the price of the product minus the cost of manufacturing it, forces the manufacturer to find ways to reduce its own production costs in order to obtain the desired profit. It also follows that the main way to maximize profits is to reduce losses in the manufacture of products.

Seven Sources of Waste and Waste

How can your employees reduce and maintain their own costs in their daily work? All of them are quite capable of constantly struggling with losses, which are usually divided into seven main types.

1. Overproduction. Overproduction is usually called the production of excess quantities of products or their premature production before real demand arises. In workshops, overproduction leads to the production of excess products, and in offices it leads to the creation of unnecessary documents or redundant information. The production of excess quantities of products or their premature production does not contribute to increasing efficiency, since they are associated with the consumption of additional material and labor resources, and the need to store excess products. This forces employees to work faster than necessary, which is accompanied by other losses.

To eliminate losses caused by overproduction, it is required:

develop technological processes in such a way that previous operations reliably provide subsequent ones -
establish production norms and standards for each workplace of the process -
provide signals to prevent premature start of production.

2. Waiting. Any expectation - people, documents, equipment or information - is always a loss. Waiting means running idle, and this causes the entire process to stop. No added value is created while waiting, and the consumer is naturally reluctant to pay for downtime. This type of loss is the easiest to detect. They are especially annoying to workers. In any office, there are often situations when employees wait for a long time for signatures from their bosses, the opportunity to use busy equipment, phone calls, receipt of materials from suppliers, etc.

analyze which signatures on documents are really necessary, eliminate all unnecessary ones and standardize the new procedure -
train employees in related professions so that they can replace each other -
distribute workloads evenly throughout the day in order to optimally use available labor resources -
ensure production with all necessary equipment and timely supplies of purchased products and materials.

3. Overprocessing. Superfluous operations are considered to be those operations that are not needed by consumers who do not want to overpay money for their implementation. Often such operations involve unnecessary actions (for example, mutual checks of work performed by different employees), obtaining an excessive number of signatures, unnecessary consideration of documents and work results.

To eliminate this type of loss you need:

analyze all work that creates added value, optimize or eliminate all unnecessary operations -
determine which approval signatures on documents are really necessary, and eliminate all unnecessary ones.

4. Excess inventory. Any excess inventory available at the enterprise is a loss. Storing such supplies requires additional space and can negatively impact safety by cluttering aisles and production areas. These inventories may become unnecessary and become obsolete as demand for products changes. Lean manufacturing requires a radical change in the way we think about inventory. Having excess inventory means that additional effort is required to manage it, and it can slow down other production processes as you have to turn over piles of paper and materials to find what you need.

To eliminate this type of loss you need:

produce at each site or workplace only the quantity of products that is required by consumers located downstream of the production flow -
standardize the layout of production areas and their loading -
ensure that everything needed reaches subsequent sections of the production process exactly at the appointed time and avoid delays in the further movement of materials through the production process.

5. Extra movements. Any movement not required to successfully complete the operation in question is a waste. Such movements are considered a form of waste, since each movement made should increase the added value of the product or service. Often, ineffective organization of the labor process and improper layout of workplaces cause unnecessary movements of performers - walking, reaching, bending, etc.

To eliminate this type of loss you need:

standardize document folders, drawers and cabinets throughout the office, use color coding as widely as possible,
arrange files (with documents on tables or electronic ones in computers) in such a way as to make them easier to access,
locate common office equipment in the central part of the office, purchase additional equipment to reduce the number of employees moving around the office

6. Losses from defects or rework. The costs of rework, or re-doing work that has already been done in which defects are found, certainly fall into the category of losses, since any work beyond what is necessary is unnecessary, increasing the losses of the enterprise. Defect losses also include lost productivity due to interruption of the normal flow of work to correct defects or rework products. This type of waste is much easier to identify than other types of waste.

To eliminate losses from defects you need:

introduce standardized work methods and forms of office documents,
develop and implement aids to make work easier

7. Transportation. Transportation over distances greater than necessary, or the creation of temporary locations, storage and warehousing, unnecessary movements from place to place of materials, people, information or documents - all this leads to loss of time and energy. Materials and purchased items are often moved from place to place within a plant several times until they reach their final destination. Naturally, all these movements lead to losses. In addition, placing products in temporary storage areas increases the likelihood of damage, loss and theft, and interferes with normal movement within the enterprise.

To eliminate losses caused by excess transportation, the following is required:

reduce the distances of any transportation as much as possible -
liquidate all places of temporary storage or storage of materials -

Just-in-time (JIT) principle

The Just-in-Time principle is the basis of any lean manufacturing. Its observance guarantees the receipt of each subsequent process in the flow of values:

only those elements of work that are necessary -
exactly at the moment when it is required -
exactly in those quantities that are really needed at this moment.

The ideal state of a process is characterized by its ability to produce the next product or workpiece at the moment when the consumer has used a unit of this product (i.e., it is pulled out by a subsequent operation). This process is often called pull system or a demand-based system, as opposed to the push system currently adopted in most industries, in which products or workpieces are moved through the production process in batches, regardless of the actual demand for them.

To bring the production process to an ideal state, each participant must be aware that his colleagues engaged in subsequent operations are the owners of the most valuable information for him. Only they are able to provide accurate information about what, when and in what quantities they need.

Working in an office, we deal with flows of various elements of work and information. Therefore, to apply the principles of lean manufacturing to improving office activities, we need to learn to represent the business processes existing in it in the form of flows of work elements or information.

Three phases of implementing lean manufacturing principles

It is necessary to distinguish three main phases of the implementation of the lean manufacturing concept: studying demand, ensuring the continuity of value flows and smoothing them. It is recommended to go through these three phases in the same sequence in which they are studied by the performers. Only an in-depth study of demand, value flows and ways to smooth them, along with the use of recommendations for managing value flows, can give reliability not only to the transformation process itself, but also to ensure its sustainability.

1. Consumer demand research phase. It is necessary first of all to identify who the consumers of the results of some work are, what their requirements are, only then can you satisfy consumer demand for its results. Various tools and methods can be used to identify and satisfy consumer demand, for example:

takt time calculations
pitch calculations
calculations of buffer and insurance stocks -
application of the 5S system
using problem solving methods.

2. Value flow continuity phase. At this stage, the necessary measures are taken to ensure that the results of the work in question reach all internal and external consumers in a timely manner and in appropriate quantities. For example:

creation of supermarkets within processes -
kanban system
application of the FIFO principle (“first in, first out”) -
ensuring balance in the loading of production lines -
standardization of work
proper layout of production areas.

3. Smoothing phase. Finally, after consumer demand for the results of the work has been identified and a continuous process for their implementation has been established, they move on to smoothing it out in order to ensure an even and efficient distribution of work volumes across days, weeks and months. To do this, the following flow smoothing tools are used:

use of a board for proposals and discussion of ideas (visible pitch board) -
load leveling boxes (heijunka) -
use of logisticians.

Visual office

The office visualization reinforces the implementation of the principle of total employee engagement and includes the following actions:

providing a space for communication between employees where they can exchange ideas for improvement in the area of activity in which they are engaged -
organization of a system for maintaining visual standards and required levels of cleanliness and order in the workplace (5S system) -
creating small groups of workers with constant rotation of group members in the interests of continuous improvement of work efficiency.

The benefits of office visualization are as follows:

it helps improve communications within departments -
allows visitors to immediately see what this department does -
develops among employees a sense of pride in their unit -
clearly illustrates the process of continuous improvement of the department's work.

Key conditions for successful implementation of lean manufacturing principles

Develop an employee education and training plan that meets the specifics of the enterprise. All organizations have different needs, budgets and resources. Different groups of people have different sets of knowledge and skills. Training planning must take into account all these differences and the level of people's need for certain knowledge.
Use the full range of learning tools and resources. Some of them prefer training courses, others prefer observing the work of colleagues. The training plan should use methods and tools that are suitable for the majority of employees.
Gain information and new ideas through benchmarking. Teaching people to lean involves developing their creativity. It's important to be able to look beyond your own business and even your industry to see how you can do things more effectively and find ways to apply new ideas to your organization.

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August 25, 2010

Oleg Levyakov

LIN (from the English Lean - slender, lean) production or logistics of "lean" production has caused a tremendous increase in labor productivity and production volumes and remains the main production system in many sectors of the world economy.

Lean Manufacturing is an American name Toyota Production System. The creator of lean manufacturing, Taiichi Ohno, began his first experiments in production optimization back in the 1950s. In those post-war times, Japan was in ruins and the country needed new cars. But the problem was that demand was not great enough to justify the purchase of a powerful production line, in the manner of Ford. Many different types of cars were needed (passenger cars, light and medium-duty trucks, etc.), but the demand for a specific type of car was small. The Japanese had to learn to work efficiently, creating many different models in conditions of low demand for each model. No one had solved this problem before, since efficiency was understood exclusively in terms of mass production.

Lean manufacturing involves the involvement of each employee in the business optimization process and maximum customer focus.

The starting point of lean manufacturing is customer value. From the point of view of the end consumer, a product (service) acquires actual value only at the time when direct processing and production of these elements occurs. The heart of lean manufacturing is the process of eliminating waste, which is called muda in Japanese. Muda is a Japanese word that means waste, that is, any activity that consumes resources but does not create value. For example, the consumer does not need the finished product or its parts to be in stock. However, in a traditional management system, warehouse costs, as well as all costs associated with rework, defects, and other indirect costs are passed on to the consumer.

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

The main goals of lean manufacturing are:

reduction of costs, including labor;
reduction of product creation time;
reduction of production and warehouse space;
guarantee of product delivery to the customer;
maximum quality at a certain cost or minimum cost at a certain quality.

As mentioned above, the history of the LIN system began with the Toyota company. Sakishi Toyoda, one of the founders of Toyota, believed that there is no limit to production improvement and, regardless of the company’s state in the market and its competitiveness, constant movement forward and improvement of all production processes are necessary. The result of this philosophy was the kaizen (continuous improvement) strategy pursued at Toyota enterprises. Sakishi Toyoda supported large investments in research work to create new cars.

Kiishiro Toyoda, Sakishi's son, understood that he would have to do something unusual in order to successfully compete with American auto giants (such as Ford). To begin with, he introduced the concept of “just in time” (Togo and Wartman) at his enterprises, which meant that any car part had to be created no earlier than it was needed. Therefore, the Japanese, unlike the Americans, did not have huge warehouses with spare parts, while the Japanese saved more time and resources. The "kaizen" and "Togo and Wartman" methods became the basis of the Toyoda family's manufacturing philosophy.

The next in the dynasty, Eiji Toyoda, began his activities by developing a five-year plan to improve production methods. To do this, Taichi Ono was invited to Toyota as a consultant, who introduced “kanban” cards - “tracking inventory movements.” Taichi Ohno taught the workers a detailed understanding of the "kaizen" and "Togo and Wartman" methods, modernized the equipment and established the correct sequence of operations. If any problem arose with the assembly of products on the conveyor, the conveyor would immediately stop in order to quickly find and fix any problems. Toyota has been implementing its industrial quality philosophy for twenty years, including with its suppliers.

Soichiro Toyoda became president and then chairman of the board of directors of Toyota Motor Corporation in 1982. Under his leadership, Toyota became an international corporation. Soishiro began his work to improve quality in the company by studying the works of the American quality expert E. Deming. Quality management at Toyota enterprises has become clearer and has been implemented in all departments of the company.

Thus, over several generations of Toyota management, a unique quality system was developed, which formed the basis of the LIN system.

The most popular Lean manufacturing tools and methods are:

Value Stream Mapping.
Pull-line production.
Kanban.
Kaizen - continuous improvement.
The 5C system is a technology for creating an effective workplace.
SMED system - Fast equipment changeover.
TPM (Total Productive Maintenance) system - Total equipment care.
JIT system (Just-In-Time - just on time).
Visualization.
U-shaped cells.

Value Stream Mapping is a fairly simple and visual graphic diagram depicting the material and information flows necessary to provide a product or service to the end consumer. A value stream map makes it possible to immediately see the bottlenecks of the flow and, based on its analysis, identify all unproductive costs and processes, and develop an improvement plan. Value stream mapping includes the following steps:

Documenting the current state map.
Production flow analysis.
Creating a future state map.
Developing an improvement plan.

Pull production(eng. pull production) - a production organization scheme in which the volume of production at each production stage is determined exclusively by the needs of subsequent stages (ultimately - by the needs of the customer).

The ideal is “single piece flow”, i.e. The upstream supplier (or internal supplier) does not produce anything until the downstream consumer (or internal consumer) tells him to do so. Thus, each subsequent operation “pulls” products from the previous one.

This way of organizing work is also closely related to line balancing and flow synchronization.

Kanban system is a system that ensures the organization of a continuous material flow in the absence of inventories: inventories are supplied in small batches, directly to the required points of the production process, bypassing the warehouse, and finished products are immediately shipped to customers. The order of product production management is reverse: from the i-th stage to the (i - 1)-th.

The essence of the CANBAN system is that all production departments of the enterprise are supplied with material resources only in the quantity and on time that are necessary to fulfill the order. The order for finished goods is submitted to the last stage of the production process, where the required volume of work in progress is calculated, which should come from the penultimate stage. Similarly, from the penultimate stage there is a request for the previous stage of production for a certain number of semi-finished products. That is, the size of production at a given site is determined by the needs of the next production site.

Thus, between each two adjacent stages of the production process there is a double connection:

from the i-th stage to the (i - 1)-th stage, the required amount of work in progress is requested (“pulled”);
From the (i - 1) stage, material resources in the required quantity are sent to the i-th stage.

The means of transmitting information in the CANBAN system are special cards (“canban”, translated from Japanese as a card). Two types of cards are used:

production order cards, which indicate the number of parts to be produced at a previous stage of production. Production order cards are sent from the i-th production stage to the (i - 1)-th stage and are the basis for the formation of a production program for the (i - 1)-th section;
selection cards, which indicate the amount of material resources (components, parts, semi-finished products) that must be taken at the previous processing (assembly) site. Selection cards show the amount of material resources actually received by the i-th production site from the (i - 1)-th.

In this way, cards can circulate not only within an enterprise using the CANBAN system, but also between it and its branches, as well as between cooperating corporations.

Enterprises using a CANBAN system receive production resources daily or even several times during the day, so the enterprise's inventory can be completely updated 100-300 times a year or even more often, while in an enterprise using an MRP or MAP system - only 10-20 times in year. For example, at Toyota Motors Corporation, resources were supplied to one of the production sites three times a day in 1976, and in 1983 - every few minutes.

The desire to reduce inventories also becomes a method for identifying and solving production problems. The accumulation of inventories and inflated production volumes make it possible to hide frequent equipment breakdowns and shutdowns, as well as manufacturing defects. Since, in conditions of minimizing inventories, production can be stopped due to defects at a previous stage of the technological process, the main requirement of the CANBAN system, in addition to the “zero inventories” requirement, becomes the “zero defects” requirement. The CANBAN system is almost impossible to implement without the simultaneous implementation of a comprehensive quality management system.

Important elements of the CANBAN system are:

an information system that includes not only cards, but also production, transport and supply schedules, technological maps;
system for regulating the need and professional rotation of personnel;
system of total (TQM) and selective ("Jidoka") product quality control;
production leveling system.

Main advantages of the CANBAN system:

short production cycle, high asset turnover, including inventories;
there are no or extremely low storage costs for production and inventory;
high quality products at all stages of the production process.

An analysis of global experience in using the CANBAN system has shown that this system makes it possible to reduce production inventories by 50%, inventory by 8%, with a significant acceleration of working capital turnover and an increase in the quality of finished products.

The main disadvantages of the just-in-time system are:

the difficulty of ensuring high consistency between product production stages;
significant risk of disruption to production and sales of products.

Kaizen- this is a derivative of two hieroglyphs - "change" and "good" - usually translated as "change for the better" or "continuous improvement."

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

There are five main components of Kaizen:

Interaction;
Personal discipline;
Improved morale;
Quality Circles;
Suggestions for improvement;

5C system - technology for creating an effective workplace

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

SORTING: separate necessary items - tools, parts, materials, documents - from unnecessary ones in order to remove the latter.
RATIONAL ARRANGEMENT: rationally arrange what is left, place each item in its place.
CLEANING: Maintain cleanliness and order.
STANDARDIZE: Maintain accuracy by performing the first three S's regularly.
IMPROVEMENT: making established procedures a habit and improving them.

Quick changeover (SMED - Single Minute Exchange of Die) literally translated as “Changing a stamp in 1 minute.” The concept was developed by Japanese author Shigeo Shingo and revolutionized approaches to changeover and retooling. 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. - thirty%;
securing and removing dies and tools - 5%;
centering and placement of the tool - 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 mainly serves to improve the quality of equipment, focused on maximum efficient use thanks to a comprehensive preventive maintenance system. The emphasis of this system is on prevention and early detection of equipment defects that 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 the Total Equipment Efficiency indicator.

JIT (Just-In-Time) system - materials management system in production, 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.

Visualization is any means of communicating how work should be done. This is such an arrangement of tools, parts, containers and other indicators of the state of production, in which everyone can understand at first glance the state of the system - the norm or deviation.

The most commonly used imaging methods are:

Outlining.
Color coding.
Road sign method.
Paint marking.
“It was” - “it became”.
Graphic work instructions.

U-shaped cells- Arrangement of equipment in the shape of the Latin letter “U”. In a U-shaped cell, the machines are arranged in a horseshoe shape according to the sequence of operations. With this equipment arrangement, the final processing stage occurs in close proximity to the initial stage, so the operator does not have to walk far to begin the next production cycle.

In a period of intense competition and an escalating crisis, enterprises around the world have no other way than, using the world's best management technologies, to create products and services that maximally satisfy customers in terms of quality and price.

Losses in any production process are an inevitable problem for many enterprises, both those producing products and providing services. Waste is a condition that, to put it mildly, does not add value to a product or service. In order to detect losses, you first need to recognize them. There are eight types of losses, due to which up to 85% of an enterprise’s resources are lost:

Loss of creativity. When an employee is treated like a cog in a machine that can be thrown out or replaced at any time, when relationships are reduced to the “work with your hands and strictly follow the boss’s instructions” scheme, employees’ interest in work steadily declines. Experts believe that this order of things is outdated, it is pulling the company back, which will immediately affect the company’s profits. In Japan, for example, “quality circles” appear in various companies, where anyone has the right to express their proposals for improving the quality of processes. Analysts believe that in the 21st century, success will be for those companies that can create among their staff a feeling of involvement in improving production.
Excessive production, which is expressed in the fact that more goods are produced than required, or earlier than the customer requires. As a result, those resources that could be spent on improving quality are spent on increasing quantity.
Delays. When workers stand idle waiting for materials, tools, equipment, information, it is always a consequence of poor planning or insufficient relationships with suppliers, or unforeseen fluctuations in demand.
Unnecessary transportation when materials or products are moved more frequently than necessary for a continuous process. It is important to deliver everything you need in a timely manner and to the right place, and for this, the enterprise must implement good logistics schemes.
Excessive inventory, or storing in warehouses more products than are sold and more materials than are needed for the process.
Overprocessing. Products must come out of production of such high quality that, if possible, they eliminate their rework and modifications, and quality control must be fast and effective.
Defects that must be avoided at all costs, because additional funds are spent on resolving customer complaints: if a defective product needs to be corrected, extra time, effort and money are spent.
Poor movement, or poor delivery of tools and materials within the enterprise, unnecessary movement of employees around the premises.

According to a study by the Institute for Integrated Strategic Studies (ICSI) on the spread of lean manufacturing in Russia in March-April 2006, out of 735 surveyed Russian industrial enterprises, 32% used Japanese experience. A repeat survey was conducted in March-April 2008. Application of Lean Manufacturing at Russian industrial enterprises in 2006-2008.” at the III Russian Lean Forum “Lean Russia”. Enterprises that were the first to apply lean production methods: Gorky Automobile Plant (GAZ Group), RUSAL, EvrazHolding, Eurochem, VSMPO-AVISMA, KUMZ OJSC, Chelyabinsk Forging and Press Plant (ChKPZ OJSC), Sollers OJSC "("UAZ", "ZMZ"), KAMAZ, NefAZ, Sberbank of Russia OJSC, etc.

State Transport University

Institute of Transport Technology and Production Organization (ITTOP MIIT)

Topic 5: Lean

5.2. Lean manufacturing, basic concepts

5.3. Lean manufacturing tools.

5.4. Functional strategy for quality management in JSC Russian Railways.

5.5. The concept of lean production as one of the key ones in building a quality management system at JSC Russian Railways

5.6. Basic principles of the lean production concept at JSC Russian Railways

5.1. The history of the concept of “Lean Manufacturing”
The founder of the lean manufacturing concept is Taiichi Ohno, who began working at Toyota Motor Co. in 1943. Japan lost the war in 1945, and to survive the economic downturn and remain a leading power required enormous intellectual effort. At that time, America was the undisputed leader in the automobile industry. For decades, America has been reducing costs by increasing mass production and reducing the range of car models produced. This American style - mass production - was used effectively in many industries.

At that time, Toyota Motor Co. President Toyoda Kiichiro said, “We need to catch up with America in three years. Otherwise, Japan's auto industry will not survive." The Japanese realized that in order to catch up with America, they needed to develop their own production system, different from the traditional American mass production system. And Toyota succeeded in doing this. For several decades, the automobile corporation has been creating its management system, integrating the best global practices.

This was achieved not by increasing purchases of metal for cars, not by expanding production areas and recruiting personnel, not by strengthening the establishment of mass production. The Toyota company has achieved success by breaking the American stereotype of the system accepted throughout the world. mass production and organizing the production of a wide range of car models in small batches according to a completely new system invented by Toyota employees.

Ideological basis (Toyota Production System, TPS) is the desire for constant improvement, gradual but continuous improvements. The goal is to eliminate any waste that increases costs without adding value.

The key to the philosophy of the Toyota Production System is reliance on the human factor and, to put it simply, teamwork, creating an atmosphere of mutual assistance.

The principles shared within a company must extend to its customers and suppliers. If they have problems, you figure it out together, look for solutions, teach each other. It is no coincidence that some Russian enterprises were introduced to the Toyota Production System by their Western partners.

Japan then experienced unusually rapid economic growth over a 15-year period beginning in 1959–1960. Since then, Japanese manufacturers have practically not lost their position in the world.

Now the Toyota production system is no longer their proprietary secret; the Japanese are happy to share their experience with manufacturers from other countries.

In the 1980s, interest in the Toyota Production System appeared in the United States: American automakers then faced a serious competitor in their own market. In the Western interpretation, the concept became known as Lean production (in the Russian version of the translation - lean production).

At first, Toyota's expertise was concentrated in discrete manufacturing industries, primarily the automobile industry. The concept was then adapted to continuous production environments and later applied to trade, services and even utilities, healthcare, the military and the public sector. People started talking about Toyotaism as an international management philosophy.

Here we cannot help but recall the Soviet theory of the scientific organization of labor, which also paid great attention to collectivism, rationalization, and the elimination of losses - increasing productivity.
5.2. 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.

As of 1990, to produce the same volume of output using a lean manufacturing system, as a rule, half the labor costs, half the production space and capital investments, several times less time for developing and fulfilling orders are required, than in enterprises operating on the principles of mass production.

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 wasteful 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.

"Business system"- here it is important to understand that this is precisely a “business” system, that is, a system configured to make a profit and functioning in market conditions and according to its laws, sensitively responding to market conditions. Every business has its own goals and strategy for achieving them, and the business system must ensure the achievement of these goals. Every enterprise has a business system, the only question is how effective it is. The fact that the lean manufacturing business system grew out of the Toyota business system, which is currently the most effective, speaks for itself. The fact that it is a “system” means that no part of the enterprise/organization should be left outside the scope of this system, and now there is an increasing awareness of this truth. If some operations or processes are not covered by this system, this reduces the efficiency of the enterprise/organization as a whole. 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.).

The lean manufacturing concept is based on five principles that provide guidelines for managers in the transition to lean manufacturing:

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 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 movement of 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 – 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.

5.3. 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 the practical application of the lean production system, it is necessary to 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.
Kaizen.
And others.

Eliminating hidden waste

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 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
Reserves
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 than "pulls out" customer, and therefore surplus products require additional storage measures.

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 goods with a turnover of less than 10 times per 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. Although most manufacturing processes are initially designed to minimize unnecessary movement, it is generally 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. Development of more complete standard operating procedures, implementation of built-in error protection and foolproof systems (eg photocells, shutdown in case of incorrect installation of a part, 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.
Keep your work area 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 in production. Toyota traditionally follows a system of only 4S. It doesn’t matter how many S, the main thing is that this program is an integral part of the lean production system.

3. 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.

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 shortest possible 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 quantity 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)

There are two levels 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.

To ensure maximum involvement of employees at all levels of management in the process of establishing a quality management system, a hierarchical structure of quality managers will be formed at JSC Russian Railways. In addition, as part of the use of this concept, it is advisable to create a system for recording, evaluating and implementing proposals from employees of JSC Russian Railways in the field of improving working conditions, saving resources, improving equipment and processes, and improving the quality of work and services. A promising element of this system for use in Russian Railways JSC may be an approach that involves sharing the effect of an innovation between Russian Railways JSC and the employee who proposed it.

5.4.
Approved by Order of JSC Russian Railways No. 46r dated January 15, 2007 Functional strategy for quality management in JSC Russian Railways.

Open Joint Stock Company "Russian Railways" is the undisputed leader in the Russian transport market in terms of volumes and geography of transport services. However, leadership in transportation volumes does not automatically ensure the highest level of financial and economic performance results. Achieving high profitability for Russian Railways JSC due to the price factor is not always possible, since tariffs for the vast majority of Russian Railways JSC services are strictly regulated by the state, with the imposition of obligations to carry out commercially ineffective, but socially significant transportation.

In the same time, In many market segments, usually highly profitable ones, JSC Russian Railways already operates today in conditions of increasing competition. This circumstance requires the development and implementation of an active strategy in the field of improving the quality of services provided and the efficiency of transportation to create non-price competitive advantages.

Therefore, JSC Russian Railways The strategic focus has been on running a highly efficient, client-oriented, socially responsible business using the best practices of Russian and foreign companies.

JSC Russian Railways is today on the threshold of a new stage of development. The content of this stage will be continuous comprehensive optimization of business processes, improving the structure and principles of management, strengthening corporate culture, and in general - achieving the target state defined Strategic program until 2010 and the main directions of development of the open joint-stock company "Russian Railways" for the period until 2015(hereinafter referred to as the strategic development program of JSC Russian Railways). In the conditions of increasing competition, it is important for JSC Russian Railways not to lose promising markets and to use all its reserves to maintain and strengthen competitiveness in the long term.

As world experience shows, this problem can be solved by Russian Railways JSC only through a systematic approach to optimizing all aspects and functional areas of activity based on the quality management methodology as an integrating platform.

The functional strategy for quality management in JSC Russian Railways was developed in order to detail and develop the strategic development program of JSC Russian Railways in the field of quality management.

With the creation and development of the Russian Railways holding, the principles and mechanisms of the quality management system will extend to the newly formed subsidiaries and dependent companies of JSC Russian Railways.

5.5. The concept of lean production as one of the key ones in building a quality management system at JSC Russian Railways
The construction of a quality management system at JSC Russian Railways will be carried out on the basis of the integration of the best world practices in the field of quality management and the use of recognized and widely used concepts and methods of quality management with mandatory consideration of the specifics and technological features of the work of JSC Russian Railways. Among the concepts recognized by world practice, the key role is occupied by the concept of “Lean Manufacturing”.

In accordance with world practice, the concept of “Lean Manufacturing” is aimed at maximizing resource savings in the production process, first of all, temporary . The basic principle of this concept is to identify and eliminate processes that do not add 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.) .

Purpose implementation of "Lean Manufacturing" in JSC "Russian Railways" is the implementation of the system flexible adjustment of internal processes to customer needs, optimization of management of all types of resources of JSC Russian Railways and reduction of unproductive costs.

5.6. Basic principles of the lean production concept at JSC Russian Railways
The key principles for introducing Lean Manufacturing at JSC Russian Railways are as follows:

Executive Leadership

Participation and interest in the implementation of transformations of managers at all levels of management, whose task is to identify the causes of losses, create conditions for the implementation of improvements in the areas of work entrusted to them, organize constant monitoring and organize work on the implementation of lean production tools.

Customer Focus

JSC Russian Railways strives to increase the quality of its business, maximally satisfying market needs and minimizing costs. For each market segment, Russian Railways offers a service with characteristics that meet the requirements of a specific consumer. When carrying out internal production processes, their necessary characteristics are ensured that meet the requirements of internal consumers.

Strategy-oriented activities

Each employee of JSC Russian Railways, when performing their duties, is focused not only on meeting current indicators, but also on achieving the strategic goals of JSC Russian Railways. The tool for implementing this principle is a balanced scorecard that provides a decomposition of top-level goals down to each structural unit of JSC Russian Railways.

Continuous improvement of activities

The target state of business of JSC Russian Railways is achieved through continuous improvement of internal processes.

Systematic approach to management

All work of JSC Russian Railways is considered as a set of interrelated processes. Lean production as one of the concepts of the quality management system is integrated into the overall management system of JSC Russian Railways.

Employee Engagement

All employees of JSC Russian Railways are one team working to achieve strategic goals. The most important sources for eliminating unproductive losses are the creative ideas of employees of JSC Russian Railways, their objectivity in assessing the effectiveness of work, identifying problems and putting forward rationalization proposals. The involvement of employees of JSC Russian Railways is achieved by delegating to them greater independence under greater responsibility and self-control.

Making decisions based on reliable information

The system for implementing lean production provides for the possibility of consolidating technological processes and operations to those that are clearly formalized in the management accounting and reporting system. Effective decisions are based on the analysis of data and information.

Mutually beneficial cooperation with suppliers

JSC Russian Railways builds long-term relationships with strategic partners on the basis of information openness, improving the procedure for jointly solving problems related to the operational and economic characteristics of products or services .

Focus on the balance of all stakeholders

Management decisions at JSC Russian Railways are made on the basis of taking into account and balancing the interests of all stakeholders: the state and society, consumers and suppliers of JSC Russian Railways, employees of JSC Russian Railways.

5.7. Organization of work on the implementation of lean manufacturing at JSC Russian Railways
The organization of work on the implementation of lean production at JSC Russian Railways as one of the concepts used in the implementation of a functional quality strategy provides for phasing, continuity and responsibility of the performers - managers at the relevant levels.

It is assumed that the development and implementation of the lean production system, as well as the quality system in general, will be carried out by the employees of JSC Russian Railways themselves. For this purpose, JSC Russian Railways will create a hierarchical structure of quality managers who will ensure the implementation of the principles of the quality system at all levels of management:

1) quality ideologists - top managers of JSC Russian Railways, responsible for the implementation of the quality management system throughout JSC Russian Railways as a whole;

2) quality managers - employees of JSC Russian Railways who provide quality training and implementation of projects in the field of quality management at the level of the central office of JSC Russian Railways;

3) quality directors - employees of JSC Russian Railways who provide management of projects for the implementation of a quality management system at the road level;

4) quality managers - heads of project teams for the implementation of projects in the field of quality management at the level of branches of JSC Russian Railways;

5) quality masters - employees of JSC Russian Railways, responsible for the implementation of the principles and methods of the quality system at the level of line enterprises;

6) Quality instructors are employees who ensure the implementation and control of the principles and methods of the quality management system at each workplace, for each production, technological and business process of JSC Russian Railways.

In this case, the performers are all employees of the Company, starting from top management and ending with each employee who ensures quality at their workplace.

The transition to a new management model aimed at improving the quality of services provided and internal processes will require each employee of JSC Russian Railways to clearly understand their place and role in the created quality management system, increase responsibility for the results of their work and move to new principles of motivation focused to improve quality. The listed requirements necessitate training of employees in order to improve their perception of all processes that are expected to be modernized as a result of quality improvement measures.

Associate Professor Marika Ivanovna Kovalskaya

Lean manufacturing identifies 7 types of losses:

Transportation– transportation of finished products and work in progress must be optimized in terms of time and distance. Each move increases the risk of damage, loss, delay, etc. and more importantly, the longer the product moves, the greater the overhead costs. Transportation does not add value to the product, and the consumer is not willing to pay for it.

Inventory - the more inventory is in warehouses and in production, the more cash is “frozen” in these inventories. Inventory does not add value to the product.

Movement – unnecessary movement of operators and equipment increases wasted time, which again leads to increased cost without increasing the value of the product.

Waiting – Products that are in work-in-progress and waiting to be processed increase cost without adding value.

Overproduction– this type of loss is the most significant of all. Unsold products require production costs, storage costs, accounting costs, etc.

Technology – this type of loss is associated with the fact that production technology does not allow all the requirements of the end consumer to be implemented in the product.

Defects – each defect leads to additional costs of time and money.

The types of waste that Lean Manufacturing considers are the same as those in the Kaizen approach. Sometimes another type of loss is added to the Lean system - losses from incorrect placement of personnel. This type of loss occurs if personnel perform work that does not correspond to their skills and experience.

Lean Manufacturing Tools

Lean manufacturing is a logical development of many management approaches created in Japanese management. Therefore, the Lean system includes a large number of tools and techniques from these approaches, and often the management approaches themselves. It is quite difficult to list all the tools and techniques. Moreover, the composition of the tools used will depend on the conditions of the specific tasks of a particular enterprise. The main management tools and approaches that are part of lean manufacturing tools are:

Quality Management Tools –

Introduce lean manufacturing tools more widely. Lean system (Lean production)

Economic essence of Lean technologies

Error Prevention Process Used in Lean Systems

Increasing the efficiency of enterprise management through Lean technologies

Conclusion

Lean Manufacturing Tools

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