Lean is a management system in which products are manufactured exactly according to customer requirements and with fewer defects compared to products made using mass production technology. This reduces the cost of labor, space, capital and time.

What exactly is the BP for?

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


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


• decline and ensuring .


• Changing the attitude towards competition through a greater focus on customer requests, and not on comparing your offer with others on the market.


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

Principles

1. Customer orientation

3. Organization of production cells

Live looks like this:

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

4. Reducing the duration of the release of the order

All we do is keep track of the time between the customer placing an order and getting paid for the work done. We shorten this period of time by eliminating waste that does not add value ( , 1988).

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

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

Cycle time(duration of order release) is the duration of the product through the entire stream from start to finish.

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

Mass production has a very a short time tact (releases like a machine gun), but a very long cycle time (each of the units is produced for a long time). in addition to freezing material assets in the form of work in progress, this also greatly reduces the rate of production of rare brands of products.

5. Flexibility

In mass production, equipment readjustment is extremely rare - the equipment produces parts in gigantic batches. Lean manufacturing tends to produce parts in small batches, so the equipment needs to be retooled frequently. That is why it has a very developed tool

6. Elimination of waste

In order to shorten the cycle time, waste is eliminated. Waste is anything that does not add value to the final product. Profit is increased by eliminating losses in production.

Types of losses:

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


2. Excess inventory- Money spent on them, but they lie idle. They spoil, they get lost. Requires inventory. All these are extra costs;


3. Expectation- people, parts, products. Everything that is idle stands without movement in a queue somewhere;


4. Transportation- decrease in time and distance;


5. Extra movements during work operations- not optimized work of people with their hands. Extra work due to the imperfection of the tool.


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


7. Defects, marriage;


8. Unrealized potential of employees.

7. Intra-shop logistics

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

8. Everyone involved in the improvement process

In order to eliminate 8 types of losses, all employees of the company, headed by the first person, must constantly deal with this. is the key to success.

This is very helpful for getting involved:

This will require a waiver in favor of open acknowledgment of problems. Refusal to solve problems by replacing people or by "finding and punishing those responsible."

Otherwise, your improvement process will break down, causing your employees to .

How it looks in practice:

Or like this:

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

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

Also with production. The Japanese are ahead of the planet in this regard and have a cornerstone: continuous improvement. Non-stop for decades.

How the Japanese think of evil: daily work + improvement

How the Japanese Think Right: Daily Work = Improvement

Improvement must be continuous. You can’t do something healthy once and live to 100 years. The right way of life must be maintained throughout life continuously.

More about improvement:

Cultivation builds up a certain routine:

If you make transformations and do not return to this issue anymore, then this is what will happen:

Also:

9. Go to gemba (come and see)

The most important principle of improvement and involvement. It lies in the fact that the bosses should not be engaged in the development of the enterprise from the offices. They have to go to the workshop and watch how the work is done. Or go and look at the place where the marriage takes place. Look for the cause of it. The Japanese boss always goes to the front. Where value is created.

Arriving at the place of value creation (gembu), you need to look for the root causes of problems. Do not pull the tops, but dig to the very root. To do this, there is a method "5 Why?". 5 times or more in a row by asking the question "why?" to a worker on the site, you can find out "where the legs grow from." And take action. More:

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

10. Process Oriented, Not Result Oriented

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

The order was shipped with sin in half, and all such "fuh!" exhaled. Now we need to figure out why this happened on this order. How the manufactured parts were lost, and why the purchased ones did not arrive on time. But wait! We have just picked up parts from an order that will ship the day after tomorrow! Now we need to urgently think about how to ship it. In addition, we interfered with the priority of the metal section, and it is now working with a delay, and something urgently needs to be done about this too! Therefore, there is no time now to investigate why this happened. And then, yes, it did work. The result is there. And this is the most important thing! (No)

In lean manufacturing, it is necessary to constantly improve the process, and then it will already give a stable result.

More:

11. 5S system

5C is a system for organizing the workspace, establishing and maintaining order, cleanliness, discipline and creating safe working conditions. The 5C system helps to quickly get rid of rubbish accumulated in the workplace and in the office and eliminate its appearance in the future.

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

In Japan, no one has ever shied away from "improvement for the sake of improvement" without direct monetary gain. All this creates a philosophy, creates a spirit. Not everything is measured in money. There is also

More:

12. Refusal of mass control

Refusal to mass check products at the exit, as well as the refusal to put a QCD employee after each machine. Instead, the assignment of duties with verification to the workers themselves in the subsequent stages of the work. This is only possible in a culture of cultivation, where the perpetrators are not punished or fined, but simply try to find out what caused the marriage and eliminate the possibility of marriage in the future. For example, by introducing methods to protect against unintentional errors (Poka-yoke):

Then the workers will not be afraid to report defective parts to each other, and QCD employees will not be needed in such numbers.

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

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

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

You need to standardize operations like this:

Once the standards are in place, the best practices should be replicated through training:

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

14. Visualization

In order for engaged employees to improve processes, processes must be visual, understandable, and standardized. Everything should be visualized and transparent and marked. In muddy water, it is completely incomprehensible what is happening and how everything works, so there are no ideas how to improve it. No loss visible. The goal is for any person, having come to the site, to understand without asking questions how everything works here, how it should work and whether there are any violations.

The visualization looks like this:

15. Statistical Office

Lean manufacturing is based on analysis and facts in its decisions. Facts are statistics. Management must make decisions based on production statistics.

Discussed in detail in the book "7 Tools for Quality Management" by Hitoshi Kume

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

On the wall is an archaic method. It is possible in Excel.

I am sometimes asked what BOOK to read to understand lean manufacturing from scratch.

Honestly, until today I did not know a suitable book. That's why I had to write the note "Lean Manufacturing from Scratch" myself. And finally, a good book has appeared! Someone has tried. It has a well-developed structure and cool infographics. It is 100 times better than similar .

I already had a Lean From Scratch post and decided to attach this book to my post because the book says the same thing. Written just as simple, but more detailed. Therefore, who after this note wants to dig deeper, you can download the book from the link.

read

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

2 8 15/11/2018

How it all started: from crisis to concept

The history of lean manufacturing began with a crisis at Toyota. In the 1950s, a financial crisis raged in post-war Japan. It was associated with the depletion of financial and production resources. The only way for companies to survive was to improve product quality while reducing costs.

It was at this point that Taiichi Ohno, the progenitor of the concept of lean manufacturing, became the chief executive of the Toyota Motor Plant. He came up with and implemented a unique production system, which later became known as the Toyota Production System (TPS). It was based on identifying activities that added value to the customer and reduced overhead. From that moment, the golden age of Toyota began, which successfully entered the world market, conquering consumers with the value for money of its cars.

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

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

8 types of losses

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

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

Taiichi Ohno identified seven main groups of losses. The eighth group was formulated by Geoffrey Liker. This type of waste has also become canonical for lean manufacturing. These are the following types:

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

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

The principle of production pull implies that the order for each stage of production comes from the next stage of the production process (internal consumer), and everything begins with a thorough study of the needs and preferences of the end consumer (external consumer - client). But in the conditions of large-scale production, this is extremely difficult to achieve, so the outgoing signal is given by the marketing team, which promptly and continuously monitors the situation on the market. This avoids losses from overproduction.

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

To implement the concept of lean manufacturing, a wide range of methods are used.

5S

This is probably the most popular lean manufacturing method. Its essence lies in the rational and efficient organization of the workspace. It is aimed at combating losses arising from the search for the right tool, as well as from marriage due to faulty equipment or an untidy employee's workplace. In this system, the workspace is considered as an individual workplace of an individual employee (from the director to the cleaner), and the production facility as a whole.

The 5S method is based on the observance of five basic principles

Seiri - sorting

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

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

The main idea behind this principle is that the fewer things around us, the easier it is to work.

Seiton - keeping order

For each thing and tool, its specific place must be determined. This order must be maintained. The choice of a place for tools should be carried out rationally:

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

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

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

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

Shisuske - standardization

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

Seiketsu - perfection

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

Now there is a 6S system. It differs from the 5S method in the treatment of the last S. In 5S, the last point is improvement, and in 6S, discipline and habit.

Standardization

This method involves the creation of visual instructions for employees describing the main production processes. The instructions should regulate all the operations that the employee performs as briefly, clearly and clearly as possible.

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

In addition to the work instructions, the organization must describe all processes in a concise and understandable way. For this, as a rule, flowcharts are used.

All instructions should be issued according to uniform rules for the entire organization and regularly updated. Management should monitor the implementation of instructions by employees. In case of deviations, it is necessary to analyze and determine why the employee deviated from the instructions: because of the desire to simplify his life to the detriment of the production process, or he found a more optimal way to perform operations. In the latter case, his experience should be implemented in the organization, and the employee should be rewarded.

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

Poka Yoke

The name of this method is translated into Russian as "protection from missteps" or "protection from a fool." It is aimed at creating such conditions under which it is simply impossible for an employee to make a mistake, that is, at the maximum possible exclusion of the “human factor”.

This method is purely practical, so general principles does not exist for him. To understand the idea, here are a few examples:

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

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

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

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

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

Kanban

This is the main method for implementing JIT and pull production. Initially, these were cards that an employee on the production line handed over to his internal suppliers when he ran out of the elements needed for production. Now the performer does not need to transfer cards, this is done by an automated system.

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

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

Using the kanban method allows you to:

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

Rapid changeover method (SMED)

This method is purely practical and unique for each industry. Its main task is to reduce the time for equipment changeover. This will allow the production of parts in small batches, which in turn will initiate the application of the principles of pulling and JIT. It is impractical to describe in detail the technical solutions of this method, since in most cases they are unique for each enterprise.

Reference

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

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

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

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

Five "why?" - a method of finding solutions to problems that have arisen.

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

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

Production Visualization – this method aims to inform employees about the state of production by simple visual means, and others.

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

Lean technologies are methods applied within the concept of lean production and lean management. They are tools that can be used to increase economic efficiency production:

• downtime is reduced by 5-20 times,
• the number of marriage output is reduced by 5-50 times,
• the production cycle time is reduced by 10-100 times, etc.

Some of these methods (for example, 5s) can be applied locally in various industries: from manufacturing and construction to the service sector and government or municipal government. Some of the Lean technologies - for example, Kaizen - generally claim the status of an independent concept. However, it is more correct to consider Lean as an integral system, the technological elements of which are interconnected and often depend on each other. When in the second half of the 20th century the Lean Production concept was created at Toyota factories (and subsequently supplemented by American theorists and practitioners), the introduction of one method required the development and implementation of the next method, without which the clarity of the previous one would be impossible.

Two "pillars" of the Lean production system

The main task is to minimize the losses and costs that arise during the preparation and conduct of production operations. But this task arises as a result of achieving the main goal - creating value for the consumer in your product or service.

All processes are focused on the creation of this value, it (the value for the consumer) is the starting point of the system:

• first, the demand and needs of buyers are assessed,
• then those factors are determined that must be taken into account in order to satisfy the needs,
• then exactly as much is produced as needed to implement the task - the previous stage of the process replenishes as many elements as the next one “pulled out”,
• during the production process, losses are eliminated and the activity of all links in the chain is optimized.

Such a scheme gives rise to the need to use two basic systems, which Taiichi Ohno, one of the main authors and ideologists of the concept of lean manufacturing, called the basis of the Toyota Production System. We are talking about the Pull technology and the Just in Time tool.

"Pulling"

A method in which the withdrawals by subsequent stages of the production process will determine the quantity and rate of production in previous stages. A reverse control order arises, similar to the order that is used, for example, on supermarket shelves. There, a new product is substituted only when the already standing product has been withdrawn by the buyer. Moreover, the same amount of goods is substituted as was taken during the purchase. As a result, the shelves are always filled, but not overloaded.

Something similar happens in production, and, as in the supermarket example, the countdown is based on consumer demand. First, the needs of the buyer are assessed, and then a flow is planned that will meet these needs without surplus. If subsequent stages draw one unit in the stream, then the previous stage produces only one unit and only at the moment when it moved to the next stage.

The ideal case here is the setting of the flow "in one product" (eng. single piece flow). Until the consumer on the line pulls out the product, the supplier does not produce a new one. This means that there is no need to waste materials, energy resources, maintain warehouses with “extra” products, solve problems with logistics, etc. That is, losses and costs are reduced.

"Just in Time" (JIT)

In English-language literature, this material management practice is commonly referred to by the acronym JIT – Just-In-Time. With this technology, the components of the production process from the previous stage or from the factories of an external supplier appear at the workplace no earlier and no later than they are required.

It is clear that the lag in the provision of materials and parts is fraught with downtime, but the "advance" of the process is also less profitable compared to timely delivery. The introduction of JIT practice leads to a sharp decrease in the volume work in progress, reduce stocks in warehouses of material and finished products. And this, in turn, reduces the cost of maintaining storage facilities and eliminates intermediate movements to the warehouse and back to the workshops.

The practice of "Just in time" implies the ability of the supplier to ensure the conditions for the uninterrupted and timely delivery of high-quality components. And this suggests that the approach to cooperation with such suppliers requires specific selection criteria. Therefore, when this practice is introduced, the number of external suppliers is reduced by more than two times, and strong economic ties are established with those who managed to pass the selection.

Kanban

Canban is a system that answers the question of how to ensure a continuous material flow without making inventory. In fact, this is a practical algorithm for implementing the Just in Time idea. To implement such a system, information cards are used - in Japanese, “kanban”, which are an order for the quantity of a particular product. The cards tell you where the item came from and where it should be delivered.

Thanks to this support, all departments receive material resources only in the amount that is needed to complete the order and by the deadline specified in the kanban. In the reverse order of management, the order from the end user is first submitted to the final stage, and there the required volume of work in progress, which comes from the penultimate stage, is calculated. And so on down the chain from the end to the beginning. And the card (kanban) here becomes a means of data transfer:

• The first type of cards contains information about the number of parts or semi-finished products that the next stage requests from the previous one (production order kanban).
• The second type of cards - withdrawal kanban - shows the actual movement of material resources (quantity and timing).

The movement of cards is not limited to one enterprise or its branches. When implementing a single system outside of one company, kanbans are also effectively used for external deliveries. With the introduction of this system, the number of daily supplies of resources increases by an order of magnitude. By comparison, MAP requires a full renewal of resources about 20 times a year, while Canban requires 200 or more.

Kaizen

The word "kaizden" is made up of two characters meaning "good" and "change". Movement for the better and constant good changes form a whole philosophical doctrine, which is materially based on employee incentive tools and a system for realizing their creative potential.

The system consists of five basic components:

1. Interaction.
2. Self-discipline.
3. Moral state (mental balance).
4. Quality circles.
5. Rationalization proposals for the improvement of processes.

Not all production cultures demonstrate readiness to change their thinking. To accept the concept of Kaizen, an employee must feel like an integral part of a large team. His word should be heard, and his opinion should be valuable. Under these conditions, the old strategies based on "staff turnover" and easy replacement of personnel are being revised. American researchers have added an eighth to the seven classic types of waste (among which were defects, unnecessary processing, transportation and relocation, waiting and overproduction with excess stocks): ignoring the potential of employees. In the Kaizen doctrine, this type of waste is excluded in the first place, which entails the exclusion of other costs.

Workplace: 5S and U-shaped cells

There are no trifles in the concept of lean production, and even the simplest principles of workplace organization are mandatory for all employees, regardless of their position.

5S

The names of the five principles that determine the state of the workplace, as well as discipline and responsibility to the entire workforce, begin with the letter "S". Each following principle is based on the observance of the previous ones, and the whole chain consists of the following elements:

1. Sorting. The task of the employee is to deal with the "trash" that interferes with the purity and transparency of the production process. Each employee must determine among all the things in the workplace what is really needed in everyday work and what can be removed. Optional things are marked and moved to the sump.
2. Keeping order. “Order” here refers to the arrangement of tools or materials that will allow the employee to easily find what he needs, get it out and put it in place. It follows from this that it is wrong, for example, to put the instrument in a conspicuous place, but in such a way that a ladder will be needed to retrieve it every time. But the arrangement, in which the tool will be “at hand”, but pushed into a distant, invisible corner, is also considered incorrect. If the shift takes the same place of work, he simply will not be able to quickly find the "hidden". Therefore, often the introduction of the second principle involves the creation of additional racks and cells.
3. Keep clean. Simple cleaning of the workplace, in addition to the fact that it must be regular and scheduled, often requires additional planning and refinement of equipment. If, for example, according to the plan, you do not purchase detergent in advance and do not provide employees with it, there will simply be no place to get "chemistry" and a rag. And if a special locker is not built to store these accessories, then the place will be littered, which is contrary to the first two principles.
4. Standardization comes down to observing the previous principles and fixing their order at the level of mandatory rules. Firstly, written rules do not allow you to refuse duties (for example, by shifting responsibility for cleanliness to cleaners), and, secondly, this facilitates staff rotation - each employee of the enterprise within the 5S system does the same thing, so it is easy for him comply with general clear rules.
5. Improvement. Over time, there may be a refusal even from good habits, and any transformations are rarely exhaustive. Therefore, the task of each employee of the enterprise is to improve in a disciplined manner in compliance with the established principles, without stopping there.

The 5S system is considered the most obvious during implementation, but this does not guarantee ease of implementation. The inertia of thinking in some production cultures hinders the adaptation of the system, starting from the first step: it seems to the employee that everything on the table is necessary for him and nothing can be abandoned.

The letter "U" in the name of the method is an ergonomic and rational form of equipment arrangement. The worker, once inside the "horseshoe", performs operations sequentially, moving from the end of one "leg" U to the end of the other.

Moreover, at the last stage of processing the part, the operator is closest to the first stage, so the transition time to the beginning of a new cycle is reduced.

At the “entrance” to the U-shaped cycle, the part is loaded for processing, then, for example, sharpening, rolling, heat treatment, cleaning and deburring at the “exit” follow. After that, the cycle starts again.

SMED

The abbreviation SMED stands for "Single Minute Exchange of Die" - "die change in a minute", and the technology is known as a way to quickly change equipment "one touch". The introduction of technology makes it possible to reduce the changeover cycle time by dozens of times.

Fixing and removing dies in the total volume of operations takes about 5% of the time, tool centering and placement - another 15%, trial processing and adjustment take about 50% of the time. If we consider all these processes as a set of external operations (where the preparation of dies and fixtures is 30% of the time) and a set of internal operations that take 70% of the time, then the task is reduced to the maximum transformation of internal actions into external ones.

This is achieved through the use of additional technical devices: the use of automatic clamps, functional fasteners that simplify replacement, etc. But despite some costs, the economic effect significantly exceeds the investment.

TPM

Total Productive Maintenance, or TPM system, is defined as a technology for the general maintenance of equipment. It is implemented through preventive maintenance of equipment and the early elimination of defects that can lead to serious damage.

Most often, control is carried out by the operator himself, but in cooperation with maintenance personnel and repairmen. Often, in order to assess the systemic nature of the problem and quickly make a decision, an authorized representative of the management is included in the group. The task of control is simplified by the fact that the main problems arise either when new equipment is running in, or when old equipment is worn out.

The main indicator of TPM is OEE - overall equipment effectiveness (Eng. Overall Equipment Effectiveness). There is a formula for calculating the OEE indicator, which, after calculations, can be expressed as a percentage.

Visibility: mapping, visualization, Cause Tree, etc.

In the Lean concept, everything should be clear at a glance and visually. For this, illustrations, maps and graphs are widely used.

• Mapping (drawing a map) the creation of a value stream is considered a simple but effective tool. Represents graphic diagram with information and material flows that link the initial stages of production with products or services for the final consumer. Any operations in this scheme must create value for the product. Thanks to the visibility, it is clear in which “bottlenecks” this flow can be interrupted. When analyzing the map, losses and non-production costs are visible, which allows you to develop a plan to eliminate them.

• Cause tree is a structured graphical representation of the logical relationships between the consequences of identified problems and their causes. The resulting diagram looks like a tree, but sometimes the correlation is presented in the form of an ishikawa - a diagram in which all causes are grouped and belong to one of 5 established types: people, machines, materials, methods, environment.

• The Pareto chart is a tool for prioritizing problem solving. The Pareto principle, which says that 20% of efforts gives 80% of results, is implemented as follows. Two axes are drawn, where the X-axis determines the ease of eliminating the cause of the problem, and the Y-axis is the effect of its elimination. The coordinate grid is divided into quadrants (4 areas). And the numbered causes of problems are placed in these areas according to their correspondence to axes X-Y. Those causes that are in the upper right quadrant are the easiest to eliminate and will have the greatest effect, so they are considered priority.

In addition to those listed, other tools support the visualization practice: Compatibility Matrix, Risk Matrix, etc.

Tools for collecting information

Each stage has its own optimal set of tools, although some tools are used in several processes at once or ensure the effectiveness of Lean implementation as a whole. At the stage of collecting information, novice optimizers are often recommended the following toolkit.

Mastering almost every one of these tools requires special training and, sometimes, the use of other, simpler tools that simplify the implementation of technology.

Practical nuances

Some seemingly obvious techniques often contain hidden complexities. So, it is advised to specially prepare for the interview, given that the interviewee may simply not understand vague questions, and it will not be possible to conduct a second interview due to the high employment of the worker. That is, in an hour of time (this is approximately 10 questions), you will need to find out about the problems of the staff, but the offer to simply talk about the problems will most likely confuse the employee. Therefore, it is advisable to concretize your questions by step by step analyzing all the daily activities of the employee. So in a natural conversation, “bottlenecks” of processes are discovered, but you need to catch a balance between controlled and relaxed conversation.

Moreover, in order to create a trusting relationship between the interviewer and the respondent, it is not recommended to use “frightening” words that have a negative connotation. It is believed, for example, that in Russia the word “optimization” has become one of these, since people associate layoffs and layoffs with optimization.

It is better to write down the responses of employees. If this cannot be done quickly, then it is better to involve another interviewer and / or use a voice recorder, about which the employee should be warned in advance. A partner in an interview will also help if the interview stalls or if the questioner is contrasted by the psychotype with the answerer.

With all the variety of methods, Lean technology experts note that mastering the tools of lean manufacturing is a necessary, but formal part of the implementation. The content part involves changing thinking, restructuring it under the paradigm of the Lean concept, understanding that all processes can be improved if the task is approached with a desire to fix the problem, and not with a desire to explain why this cannot be done.

Lean manufacturing identifies 7 types of waste:

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. Transportation does not add value to the product, and the consumer is not willing to pay for it.

Stocks - the more stocks are in warehouses and in production, the more money is "frozen" in these stocks. Inventory does not add value to a product.

Movements - unnecessary movements of operators and equipment increase the loss of time, which again leads to an increase in cost without increasing the value of the product.

Waiting - Products that are in work in progress and are waiting for their turn to be processed add value without increasing 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 due to the fact that the production technology does not allow to implement all the requirements of the end user in the product.

Defects - each defect results in additional costs of time and money.

The types of waste that Lean considers are the same as in the Kaizen approach. Sometimes another type of waste is added to the Lean system - these are losses from the wrong placement of staff. This type of waste occurs if the staff performs work that does not correspond to their skills and experience.

Lean Tools

Lean manufacturing is a logical development of many management approaches created in Japanese management. Therefore, the Lean system includes big number 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 the lean manufacturing tools are:

Quality management tools –

The history of the application of Lean technologies - the so-called lean manufacturing technologies - has been going on for several decades. Despite this, everywhere, especially in our country, the Lean system is perceived as exclusively new and not fully applicable to European and American, and even more so Russian, realities. It is often said that only Japanese workers, accustomed to monotonous activities and obedience, are able to master the work of Lean technologies: rhythmic, accurate, based on teamwork. And at the same time personally participate in the continuous improvement of each process, each workplace. Like many other production and business development methods, the concept of Lean technologies talks a lot about what needs to be done, but does not give an answer to the question of how to do it. Nevertheless, when implementing any technique in practice, there is an urgent need to solve many technical problems. This book will tell you how to do this with minimal losses.

A series: business man library

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by the LitRes company.

Chapter two. Lean - technology. From idea to solution

To get the Toyota factories out of the pit required something extraordinary, not just a set of rules and procedures, but a new philosophy that would be supported by all those involved in the production of cars in this company. Lean technology has become such a magic wand. Lean is a continuous activity to improve the company's competitiveness. Lean system aims to expand the ability of employees to solve problems and direct their energy and mind to the benefit of the company. Thus, ideally, in a company where Lean technologies are taken as a basis, both the company itself and each of its employees become more successful at the same time.

The lean approach works, at first glance, it is extremely simple. First, it is necessary to find the barriers that hinder the growth of the firm's competitiveness. After that - to assess whether these blockages can be overcome, reduced or bypassed. Moreover, it is planned not a single, one-time action, not a creative impulse of individual employees or managers, but a long process, in which both business owners and ordinary workers who work even in the most low-skilled positions are equally involved.

Values ​​and losses

In essence, Lean technologies, any company must create value. And do everything possible to reduce any production costs in the process of their creation.

Value is only the product or service that the consumer wants to buy, and the process of its production is the entire technological chain in general, starting from the supplier of raw materials and ending with the actual buyer. Special attention is paid to planning and management, careful quality control, convenient and efficient exchange of information between departments. Lean management is a comprehensive optimization of production. Here are the principles for this approach:

processes that create value must be constantly optimized;

processes that do not create any value, but are necessary at the same time, need to be reduced to a complete minimum;

losses must be eliminated completely!

The main difference compared to the traditional approach is that usually storage costs, as well as all costs associated with low-quality products, are passed on to the consumer's wallet.

Thus, when using the lean manufacturing system, the entire work of the company is divided into operations and processes. They can either add value or not. The task of management becomes a systematic reduction of processes and operations that do not add value to the consumer.

How can this be done?

It is necessary to set up a business so that a specific product goes through three main stages of management:

eliminate organizational or technical problems;

manage information inside and outside production;

convert raw materials into final products.

Then you should organize the process in production so that it is as efficient as possible to create value.

And begin to reduce the time between the development of an idea and the release of finished products. Lean manufacturing makes it possible to change the sequence of production of any products without restrictions and, thus, respond to changes in demand and market conditions in an extremely short time.

We must not forget that the process of improvement is endless. By creating a product that meets the requirements of the consumer, we approach one of the main postulates of lean manufacturing - we must strive for excellence.

Each enterprise is a system of several blocks: "production - management - financial flows - sales", and the main function of reducing the time between development and the final result is in production. Therefore, improving the process of creating a product is the basis for business development.

To do this, it is necessary to set and solve technical problems that make it possible to eliminate defects, increase productivity, and reduce costs. And in the end - to reduce losses.

"Muda" is a special Japanese word that refers to waste, waste, that is, any activity that consumes resources but does not create any value.

The Japanese are accustomed to saving, the very nature of a small island Japan has this. They extended their skill to large-scale production.

Principles of lean

The world has long understood that Toyota has a unique technology - an ideal method for the correct organization of the workflow. But instead of keeping this secret safe, Toyota began promoting TPS through consulting and training.

To date, a lot has been written and said about the principles of TPS. But Toyota is still only one. After all, she began promoting her system more than half a century ago.

Toyota Production System includes 14 principles. But it’s not enough just to memorize 14 points to make your enterprise work. TPS is, first of all, a certain philosophy.

Half a century ago, Eiji Toyoda, as a leader, said that for Toyota factories, how a car is made is much more important than how it is designed. And life has confirmed the correctness of this approach.

Because the right process will automatically lead to the right result sooner or later.

So, 14 principles of TPS.

First. Long-term advantage: You can take losses now to achieve a large long-term goal.

Second. The production flow must always be continuous.

Third. Kanban: production is organized on a just-in-time basis, without holding intermediate stocks.

Fourth. Heijunka: even distribution of the load on production at all stages of the technological process.

Fifth. Andon and jidoka: automatic shutdown of production in case of failures, defects detected, in order to correct systemic deficiencies.

Sixth. Storage of accumulated knowledge: what has been achieved should become the standard.

Seventh. Visual control: sometimes a simple light bulb is more important than a whole monitor.

Eighth. Only well-tested technologies can be introduced into production.

Ninth. You need to educate your own leaders in the company, sincerely devoted to the company.

Tenth. Form and maintain work teams in which each employee is committed to the company.

Eleventh. Respect and develop other firms, such as supplier partners.

Twelfth. Genchi genbutsu: before analyzing the situation and making decisions, the leader must see everything with his own eyes.

Thirteenth. Nemawashi: collective decisions should be made only after the consent of the majority, but they should be implemented in production immediately.

Fourteenth. Hansei and kaizen: any process in production and management can be continuously analyzed and improved.

Philosophy Kaizen

Kaizen literally means "change for the better" in Japanese.

By this word, the Japanese in production understand continuous improvement, in which everyone is involved, from the manager to the worker.

This is a very complete concept, which cannot be passed by and which we will consider in detail. The Japanese generally believe that any change in the existing situation at work or in everyday life is already Kaizen.

For example, if you wanted to clean up your desktop and used the 5S tool (which will be discussed later), and after a while you realized that cleaning according to your method takes too much time. The most obvious way is to drop everything and go back to the old mess. Or you can go the other way, analyze the causes of difficulties, put a smaller table or get a special shelf for storing papers. Cleaning time has been reduced. Then you color-code your documents, learn not to litter your documents, and you don't need to tidy them up. And so you can improve the workplace, and yourself along with it, to infinity. This will be the Kaizen philosophy in action for you personally. After all, you are constantly moving forward, and every minute spent on perfection will return this time later. The process of improvement consists of constantly making a lot of small improvements that create a powerful effect.

In the West, they often prefer to make a revolution. Completely changing everything at once. Why do small things when you can buy brand new equipment and get an edge on it?

But the production process, and in any company, almost entirely consists of solving current and systemic problems that technology, raw materials, transport, partners and many other factors never tire of presenting. It is in the war against these difficulties that the working day of leaders and workers passes. But, alas, despite hard work, problems do not become less. The current task-solving activity rarely allows you to spend time on development. The Japanese, using Kaizen, remembered common sense and realized that it is easier, gradually developing the system, to cope with the task once and for all than to deal with the consequences every day. The Japanese won. They found solutions to other problems in the same vein. This meaningful approach is called the Kaizen philosophy.

End of introductory segment.

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The following excerpt from the book Lean philosophy. Lean Manufacturing at Work and Home (Andrew Stein, 2014) provided by our book partner -