Japanese lean manufacturing. The Error Prevention Process Used in Lean Systems

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

Historical data

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

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

The main meaning of the concept

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

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

Existing types of losses

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

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

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

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

Considering the Basic Principles of Lean Manufacturing

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

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

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

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

Main Methods to Achieve

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

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

Implementation phases

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

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

Under what conditions can implementation be successful?

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

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

Manifestation in industries

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

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

Final part

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

A system is considered lean if the people who work in it tend to eliminate non-value-adding activities or waste. We will consider the main techniques and tools used within the framework of the general concept of lean manufacturing.

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

• general principles for reducing production costs -
• seven sources of losses that may be present in the work of the enterprise -
• the principle of organizing work "just in time" -
• three phases of the implementation of lean manufacturing -
• 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 products by determining the cost of its manufacture and adding to it a certain amount of profit, based on the rate of return adopted by 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 Toyota Corporation, according to which the prices for the company's products are dictated by the market and, in particular, buyers, and only the cost of production and sales profit can be controlled by the company. At the same time, the focus should be reduction of internal costs of the enterprise.

Based on the idea of ​​reducing the cost of production, it is necessary to first establish the price at which buyers agree to purchase the offered product, and then subtract the cost of its manufacture 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 its manufacture, 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 the course of their daily work? All of them are quite capable of constantly fighting losses, which are usually divided into seven main varieties.

1. Overproduction. Overproduction is usually called the production of an excess amount of products or its premature production before real demand arises. In the shops, overproduction leads to the production of excess products, and in offices - to the creation of unnecessary documents or redundant information. The production of an excess quantity of products or their premature production does not contribute to the increase in efficiency, since they are associated with the consumption of additional material and labor resources, 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 the previous operations reliably ensure the 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 idle work, and this causes the whole process to stop. Waiting does not create added value, and the consumer is naturally unwilling to pay for downtime. Losses of this type are the easiest to detect. They are especially annoying to workers. In any office, it is not uncommon for employees to wait a long time for signatures from superiors, the opportunity to use occupied equipment, phone calls, receipt of materials from suppliers, etc.

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

3. Over-processing. Those operations that are not needed by consumers who do not want to overpay money for their implementation are considered superfluous. Often such operations turn out to be unnecessary actions (for example, mutual checks of the 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 the work that creates added value, optimize or eliminate all unnecessary operations -
• determine which matching signatures on documents are really necessary, and eliminate all unnecessary ones.

4. Excess inventory. Any surplus inventory held by an enterprise is a waste. Storage of such stocks requires additional space, they can adversely affect safety by blocking aisles and production areas. These inventories may not be needed at all and become obsolete when demand for products changes. Lean manufacturing requires a radical change in the way we look at inventory. The presence of excess inventory means the need for additional efforts to manage it, it can slow down the flow of other production processes, since it is necessary to turn piles of papers and materials in search of the necessary.

To eliminate this type of loss, you need:

• to produce at each site or workplace only the quantity of products that is required by consumers located downstream in the course of the production flow -
• standardize the layout of production sites and their loading -
• to ensure that everything necessary for the subsequent stages of the production process arrives exactly at the appointed time and to avoid delays in the further movement of materials through the production process.

5. Extra movements. Any movement not required for the successful completion of the operation in question is a waste. Such movements are considered a form of waste, since each movement made must increase the added value of the product or service. Often, inefficient organization of the labor process and incorrect layout of workplaces cause unnecessary movements of performers - walking, stretching, 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 desks or electronic files 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 due to defects or alterations. The cost of reworking, or re-doing work that has already been done, in which defects are found, certainly belongs to the category of losses, since any work beyond what is necessary is unnecessary, increasing the losses of the enterprise. Losses from defects also include loss of productivity due to the interruption of the normal flow of the workflow to correct defects or rework products. This type of overhead is much easier to identify than other types of waste.

To eliminate losses from defects, it is required:

• introduce standardized working methods and forms of office documents,
• develop and implement aids to facilitate the work

7. Transportation. Transportation over distances greater than necessary, or the creation of temporary accommodation, storage and warehousing, unnecessary movement 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 facility multiple times until they reach their final destination. Naturally, all these movements lead to losses. In addition, placing products in temporary storage places increases the likelihood of damage, loss and theft, and interferes with normal movement within the enterprise.

To eliminate losses caused by excess transportation, it is required:

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

Just-in-time (JIT) principle

Just-in-time is the foundation of any lean manufacturing. Its observance ensures that each subsequent process in the value stream receives:

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

The ideal state of the 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 by a subsequent operation). Such a 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 blanks move through the production process in batches, regardless of the actual demand for them.

To bring the production process to an ideal state, each of its participants must be aware that his colleagues involved 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 the office, we deal with the flows of various elements of work and information. Therefore, in order to apply the principles of lean manufacturing to improve the performance of the office, we need to learn how to represent the existing business processes in the office as flows of work items or information.

Three Phases of Lean Implementation

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

1. The phase of studying consumer demand. First of all, it is necessary to identify who are the consumers of the results of some work, what are their requirements, only after that you will be able to satisfy the consumer demand for its results. Various tools and methods can be used to identify and meet consumer demand, for example:

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

2. The phase of ensuring the continuity of the value stream. 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") -
• maintenance of balance in loading of production lines -
• standardization of work
• proper layout of production areas.

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

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

visual office

Office visualization reinforces the implementation of the principle of total employee involvement and includes the following actions:

• allocation of a place for communication between employees, where they can exchange ideas regarding improvement in the area of ​​activity in which they are engaged;
• organization of a system for maintaining visual standards and the required levels of cleanliness and order in the workplace (5S system) -
• creation of 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 to improve communication within departments
• allows visitors to immediately see what this unit is doing -
• develops a sense of pride among employees for their unit -
• clearly illustrates the process of continuous improvement of the work of the unit.

Key conditions for the successful implementation of the principles of lean manufacturing

1. Develop a plan for training and training employees 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 should take into account all these differences and the level of people's need for certain knowledge.
2. Use the full range of learning tools and resources. Some of them prefer training courses, others - observation of the work of colleagues. The training plan should include the use of methods and tools suitable for the majority of employees.
3. Get information and new ideas through benchmarking. Teaching people about lean manufacturing involves developing their creative abilities. At the same time, it is very important to be able to look beyond your own enterprise and even industry to see how you can do business more efficiently and find ways to apply new ideas in your organization.

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The implementation of the Lean methodology is the best solution for those who want to succeed in business in a highly competitive environment. The introduction should begin with the study of the philosophy of lean manufacturing as such. An important part of this process is the analysis of what Lean manufacturing tools are.

What and how can be achieved with the help of Lean tools and techniques?

In very short terms, tools are the shortest way to:

1. reduce the cost of product quality
2. transparency of management processes
3. increasing the level of customer satisfaction with the company's products
4. increase the involvement of company employees in the production process and increase their motivation
5. reducing the loss of resources.

When it becomes clear which of the areas is currently the highest priority for the company, but not sufficiently developed, you can begin to select tools to improve this particular segment.

A list of tools with a short description will greatly facilitate the renewal process in the company.

25 Essential Lean Tools

Stages of implementation of vending Lean tools

It is clear that companies that have realized the need for Lean management are ready to make changes in their activities that will bring dividends in the future. But you need to understand that it is much easier to implement Lean manufacturing in Western companies.

At a minimum, due to the fact that they are familiar with management (regular, fixed) and sufficient transparency of internal and external processes. And for domestic companies, these features, on the contrary, are uncharacteristic. But all sorts of formalities and bureaucracy, overly complicated business processes are presented in abundance.

In order for the implementation of Lean tools to go smoothly and effectively, it is necessary, first of all, to work on changing the mindset and abandoning the usual patterns that seem to work, but actually bring companies to the brink of the abyss:

Recent history demonstrates an extremely uneven distribution of innovative technologies in the context of the world's economies. This is directly related to the international distribution of labor, in particular low-skilled. The cheaper the labor, the less incentives for the business to increase its efficiency. As a result of this distribution, rich countries become richer, and poor countries become poorer...

Olga Andrienko-Bentz, Director of Business Advisory, PwC Ukraine

Also, for many domestic companies, the main goal is still to obtain the maximum possible profit. In modern conditions, the minimization of losses should be put at the forefront, which subsequently is guaranteed to lead to the same increase in profits:

The main task for business is survival, and the main principle of the business economy is not to maximize profits, but to prevent losses ...

Peter Drucker, one of the business geniuses of the 20th century, a well-known management theorist

At the same time, it is difficult to underestimate the importance of systematic and global Lean practices:

At first, these were point improvements, the fight against major losses. Then we came to the stage when it was necessary to build a more systematic approach that covers both the perimeter of the entire enterprise and all areas of its activity. We have come to build a system of continuous improvement. This is what is being rolled out at ArcelorMittal...

Yury Kalko, Head of Operational Improvement and Business Process Efficiency Improvement Service ArcelorMittal Kryvyi Rih

What should you prepare for before you start implementing Lean manufacturing techniques?

At least to the fact that creating a constantly working and effective system for updating the company and improving the quality of the work of personnel instead of scattered attempts to “fix up” here and there is a difficult task that will require the creation of new positions and even entire structures in parallel with the abolition of existing ones, investment and perseverance .

The most difficult thing for the company and the contractor is a radical change in the way they work. It is important to realize that lean project execution is not an instant transformation, but a long journey of learning, trial, analysis, and improvement...

J. Jonfrido, Project Manager, Procter and Gamble

Steps to Lean Manufacturing

A step-by-step implementation algorithm might look like this:

1. Choosing a leader who is ready to take responsibility for bringing about change
2. Obtaining knowledge about Lean methodology, moreover, as close as possible to the original source, not distorted. In the future, this knowledge should become a new leader's value system, which he will implement in a holistic way, and not as point half-measures.
3. Identification of the most critical segments of the company's activities
4. Establishing losses wherever possible and eliminating them
5. Creation of maps: current and prospective state of the reporting object
6. Practical work on the implementation of Lean, which is highly desirable to be visible to all stakeholders
7. Consolidation of results achieved in different areas

Scott Anthony, David Duncan, Pontus Siren offer something similar in their recommendations on how to start the innovation engine in 90 days:

Also, success largely depends on whether the company manages to create the following conditions:

1. show each employee the path that he can take to bring maximum benefit to the company;
2. organize a working environment in which each employee will have the opportunity to reveal their potential, use continuous improvement tools and openly speak about their views on the further development of the business;
3. form an effective interaction of all departments of the company, which will add maximum value to your product in the eyes of consumers.

Lean production and its tools are a vital stage in the development of pro-European countries. Initially, it was used in industry, but now there is an IT interpretation, and even for the service sector.

Apply at least half of these techniques, principles and methods of doing business - and the increase in the quality of the product and the quality of work as a whole will be obvious.

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

There are several variants of kanban depending on the application: starting the previous process, two-bin (single-card), multi-card, single-use kanban, etc.

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

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

5C system - technology for creating an effective workplace

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

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

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

3. CLEANING: keep clean and tidy.

4. STANDARDIZE: Be accurate by doing the first three S's regularly.

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

Quick changeover (SMED - Single Minute Exchange of Die)

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

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

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

fixing and removing stamps and tools - 5%

tool centering and placement - 15%

trial processing and adjustment - 50%

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

separation of internal and external setup operations,

transformation of internal actions into external ones,

the use of functional clamps or the complete elimination of fasteners,

use of additional devices.

TPM (Total Productive Maintenance) system - Total equipment maintenance

TPM stands for "total equipment maintenance", mainly serves to improve the quality of equipment, focused on the most efficient use through a total preventive maintenance system.

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

TPM involves operators and repairers who together provide improved equipment reliability. The basis of TPM is scheduling preventive maintenance, lubrication, cleaning and general inspection. This results in an increase in such an indicator as Full Equipment Efficiency(from the English "Overall Equipment Effectiveness" - OEE).

JIT (Just-In-Time) system

JIT (Just-In-Time) / Just in time - a material management system in production, in which components from a previous operation (or from an external supplier) are delivered exactly at the moment when they are required, but not before. This system leads to a sharp reduction in the volume of work in progress, materials and finished products in warehouses.

JIT involves a specific approach to supplier selection and evaluation based on working with a narrow pool of suppliers selected for their ability to guarantee just-in-time deliveries of high quality components. At the same time, the number of suppliers is reduced by two or more times, and long-term economic ties are established with the remaining suppliers.

Gennady Kuzin Deputy General Director
Andrey Kulikov Head of the Center for Management Technologies and Lean Production
Consulting laboratory "Open Innovations"

LEAN systems (which usually include the philosophy of Lean production, its tools (LEAN technologies) and trained personnel), after a resounding success in the automotive industry, are already used in all other industries (including energy, transport, metallurgy, oil and gas, etc.), in trade, services, housing and communal services. Moreover, LEAN systems are now used in non-profit areas - for example, in healthcare, public administration, and even in the military. This is not surprising, since The approach is based on common sense and simple visual tools that help develop productive solutions even for the most neglected cases. However, LEAN technologies have become so widespread in the West, while in our country it is still in its infancy. As a rule, in our country these are either tiny islands of still Soviet developments (in the USSR, they still followed the innovations in improving the organization of production, tried to adopt foreign innovations and make their own developments), or localized divisions of Western companies.

Instead of a LEAN system - separate LEAN technologies

With the full-scale use of Lean manufacturing approaches, a full-fledged LEAN system is created in the company, which permeates all levels and subsystems of management. Within the framework of this system, the employees of the enterprise perform work operations using optimal methods (replication of best practices). Line managers daily monitor production losses and take prompt action to prevent, eliminate, or reduce them. In this they are assisted by optimizers - employees of a special service who have in-depth knowledge of the approaches and tools of Lean production. Management plans and conducts its activities in terms of production efficiency, which is monitored daily, and sometimes even hourly. Of course, all this is supported by a common LEAN culture (which, by the way, can be mastered in our country as well - there are examples), when, for example, in order to move up the career ladder, it is necessary to develop and implement an improvement for the process in which you work.

However, there is one difficulty with LEAN systems. They are built over the years, and often their implementation costs a tidy sum (which subsequently pays off, but not immediately, gradually). But what if there is no time and money for such a big deal, but you want to significantly improve operational efficiency?

Fortunately, in most cases, to identify and implement internal reserves, there is no need to implement a full-scale LEAN system, you can use the very idea of ​​​​Lean production and some simple LEAN technologies to get significant results now.

Of course, the possible effect in this case will be slightly less than from the whole LEAN system, but after all, an increase in labor productivity by 1.5-2 times is also a very desirable result. Together with the optimization of other costs, this can give a significant increase in profits.

Lean technology approach

The general approach in the case of local application of LEAN technologies is a cycle of 5 steps (Fig. 1). The process of optimizing the organization's activities begins with the study of problems. Those. we must first identify the problems that exist in the process under study and which we will solve with the help of LEAN technologies. After all, a problem well formulated is a problem half solved. Moreover, sometimes the situation develops in such a way that, as a result of the study, it turns out that the originally set task (or the named problem) is not such, but lies in a completely different field of knowledge.

Rice. one. General approach to production optimization

Therefore, at the first step, we collect facts (statistics from accounting and control systems, established standards, instrument readings, photos and videos, etc.) and information about the problem (presence and origins / causes of incidents, opinions of participants in the process, previous experience, views on the problem, etc.). Based on the results, a list of problems and an array of information on them are formed.

In the second step, an array of information is analyzed to get to the bottom of the root causes: “Why does this problem occur?”. This is a very important step, because in order to obtain a sustainable result, it is necessary, in medical terms, to treat the disease in the first place, and not its symptoms.

Once the root causes are identified, it is possible to move from studying the problems to developing solutions for optimization. It begins with the third step, which is the search for possible solutions. As practice shows, the optimal weighted solution can always be found, and with the use of certain technologies (for example, "Optimization Funnel", 5C, etc.) there can be several of them.

At the fourth step, the proposed solutions are evaluated in terms of their effectiveness in order to select the most preferable ones, and then develop and implement an action plan for their implementation. By the way, when developing an action plan, it is absolutely impossible to forget that the process being investigated and optimized cannot be in a vacuum, i.e. Changes in one process usually entail changes in adjacent processes.

Many domestic enterprises forget about step 5, but it is very important when optimizing processes, because. within the framework of this step, the result of implementation is fixed. With the help of standardization of activities, monitoring of parameters and other technologies for fixing the decision, situations are not allowed to roll back to their original state over time. As a result of the fifth step, a stable functioning solution should be obtained. After the process is improved, its content and parameters are changed, you can go to step 1 again. This cycle contains the iterative nature of optimization: there is no limit to improvement!

This approach is similar to the scientific method. At least it has its advantages in terms of objectivity, measurability, provability, etc. But at the same time, it is quite simple, because. in fact, this is just the ordering of one's own thoughts and the search for ideas that every sane person can do. There is nothing difficult in this, we manage in projects without Newton's binomial, and even without quadratic equations. However, it requires discipline in the use of tools, rejection of the temptation to deceive oneself when confronted with the real facts of how the organization works, and a willingness to innovate in thinking.

"Business Diagnostics" or "Team for Optimization"?

The use of LEAN technologies can be divided into 2 approaches:

• Business Diagnostics
• Team for optimization

Behind the team of our specialists there are projects implemented both by consultants' own resources ("Business Diagnostics"), and by the client's employees under the guidance of consultants ("Optimization Team"). Each of these approaches has its own advantages.

For example, Business Diagnostics allows you to look at the organization with an independent (expert) view. Due to experience, the measurement results of consultants are more accurate, and the project itself is implemented faster.

In the course of the Business Diagnostics project, the client's employees may be involved to collect information or clarify individual nuances of solving problems. In special cases, external experts on specific issues may also be invited.

As a result of the project, the customer receives solutions to problems (declared by the customer himself or identified during diagnostics) - for example, a set of measures to improve operational efficiency or labor productivity. In addition, if necessary, materials are developed to replicate the best practices found or developed.

On the other hand, does anyone know the processes of the organization from the inside better than the people who work there? Therefore, in the projects of the “Team for Optimization” series, the focus is on the employees of the organization. They understand their business better, so you just need to help them see the reserves. At the same time, the project deadlines are limited, so it is advisable to teach them the simplest optimization tools that can be mastered in a week of training.

During the project, the client's employees undergo theoretical training on the basics of Lean production, after which, together with consultants, they study the organization's problems and develop optimization solutions. As development progresses, optimizers defend their initiatives to enterprise management.

Upon completion of the “Team for Optimization” project, the enterprise, in addition to solving its problems, also receives a group of specialists who can carry out similar projects on their own, without consultants.

It works if done right

However, the question arises - if everything is so simple, then what prevents the introduction of LEAN technologies in enterprises everywhere?

Each step has tools that are appropriate to use on it (although in some cases they can be used on other steps as well). There are many such tools, and the decision on what is better to use for research depends on the specifics of the problem and the level of training of optimizers.

For example, at the stage of collecting facts and information, we recommend that novice optimizers use the tools shown in Fig. 2.

Rice. 2. Tools for gathering facts and information

However, all tools at any stage must be used wisely. Using “just in case” or “sleeveless” tools is not only a “waste” of the resource of optimizers, but also mistakes in decision making that can cost the organization too much.

In our team training for optimization, we focus on practice, while explaining the nuances of a particular tool. For example, when conducting interviews for optimization purposes, we recommend doing the following:

1. Decide on the purpose of the interview and prepare.
   • The person you are going to interview will have about an hour to answer you, because he is usually at work. Next time, he may not be free at all soon. To use this time effectively, first determine for yourself what exactly you want to find out. "Learning about problems" is not the goal. About the problems of whom or what? This day or this month? And if he says that there are no problems, then what's next?
   • Based on the purpose of the interview, make a list of questions for yourself (questionnaire, interview guide). In one hour, it will be possible to ask no more than 10-15 questions. This list will help you control the progress of the interview. But there is no need to strictly adhere to it, if during the interview you “dug up” something sensible - you can deviate to ask a few additional questions.
   • Coordinate the date and time of the interview with the interviewee so that it is convenient for him. In terms of duration, doing an interview for more than an hour is not recommended, because. after an hour of conversation, a person gets tired, tries to answer briefly and concisely, sometimes starts to get angry.
2. In an interview, first talk about the interview itself.
   • Everyone is afraid of the unknown to one degree or another. Most likely, this will be the first interview with an optimizer for your interlocutor, so first explain to the interviewee what you are going to do with him: tell him about the purpose of the conversation, what you will ask and what interests you in the first place.
   • Try not to use "dangerous" words. Unfortunately, the word “optimization” has acquired a negative connotation in Russia and is often directly associated with mass layoffs, although this is not always the case. Use "euphonious" language: increasing labor productivity, reducing costs, improving processes, etc.
3. Interview as a couple (at least for the first time)
   • The risk of losing information is significantly reduced, especially if the interviewee likes to talk a lot and quickly.
   • The risk of emotional rejection of the interlocutor is also reduced, because there is such a thing as interpersonal incompatibility (simply because everyone is different). When you go to talk together, the probability of incompatibility of the interviewee with both optimizers is drastically reduced.
   • Each of us has psychological perception filters. Someone likes football, and someone likes dubstep. What we are interested in - we listen carefully and remember, and uninteresting sometimes pass by our ears. To make it less missed, two people go to the interview.
4. Lead the interview, don't let it drift
   • Sometimes interviewees like to spread their “thought on the tree” and go into the wilds that are not relevant to the case. Gently, tactfully, but steadily bring the interlocutor back to the topic of the interview.
   • Sometimes, on the contrary, they answer extremely sparingly and reluctantly. Don't be afraid to repeat the same question, but in different words (use HCGCCSP - see sidebar)
   • If you heard the name of some documentation that was previously unfamiliar, ask to see a sample of it or write down its details so that you can find it later.
5. Write down
   • Record always. The percentage of people with a phenomenal memory is very small, you are unlikely to be one of them. Therefore, the feeling that you can remember everything is most likely self-deception.
   • If possible, and the interviewee does not mind, then use a voice recorder. But be sure to warn him about this (for reasons of ethics).
   • After the interview, write an interview report in which you systematize the information received. If you were interviewed together, check with each other.
6. Save the contact (at the end of the interview)
   • Thank the interviewee
   • Take his contact details (a mobile phone number is especially valuable)
   • Ask permission to ask specific questions later.
   • If there are many unanswered questions or new questions that have arisen, arrange another interview.

It would seem that the advice is simple and seemingly “obvious”. But if you neglect at least one of them, the effectiveness of the interview can suffer greatly. The optimizer has too little time for research to allow himself such liberties.

Description of problems

As a result of the first stage of optimization, facts and information about the problem will be collected. This is very important, because the development of specific solutions is possible only after a detailed analysis of the initial data. From this point of view, the concept of "problem" and its correct interpretation are important.

In everyday understanding, a problem is called a lack of something, and a variety of unpleasant situations, and the consequences of such situations, and general discomfort. Therefore, a definition of the problem is needed so that there is an unambiguous understanding between the optimizers (and those being optimized) what is meant (what we are improving after all).

In the framework of projects to optimize production and administrative processes, we believe that a problem is a quantifiable delta between the required (target, normal, normalized) and the current state of the process.

For example, we call a problem:

• Oil production is 90 tons/day instead of the planned 100 tons/day.
• The cost of manufacturing chemical products is 15 rubles / kg instead of the planned 12.
• Consideration of documentation for the purchase of material and technical resources takes an average of 10 days, although the standard requires no more than 5.

Why is it preferable to write problems in this form? The fact is that this approach has a number of advantages that allow more efficient optimization work. Among them:

Accuracy A measurable indicator allows you to accurately determine the problem area without using "approximate" estimates ("bad", "good", "insufficient", etc.)

Objectivity Specific measurements do not depend on the opinions of individuals, but are really objective.

Fixing the initial state In optimization projects, it is important to reflect the starting point of transformations in order to take this into account in the future to form change options and choose the best one.

Proving the effectiveness of the developed solution The solution should be aimed at eliminating the identified problem. In this regard, each solution is evaluated in terms of how much it eliminates the gap between the desired state and the initial one. This will be proof of the correctness of the choice made.

Evaluation of optimization progress In the course of implementation of the chosen solution, it becomes possible to track its success as the problem indicator changes. As soon as it enters the required (target, normative) state, there is reason to believe that the problem has been solved.

In the light of the above, each specific solution should have the most appropriate configuration for the problem area. Figuratively speaking, it is necessary to choose such a key so that it best suits the identified problems (Fig. 1). Often this is not so easy to do, which is why it is recommended to use special tools for problem analysis.

For example, a solution such as outsourcing is at first glance a very attractive solution, but it should be remembered that it can be fraught with pitfalls. To verify its effectiveness, a number of preliminary studies should be carried out.

Problem Analysis Tools

A scrupulous approach plays an important role at the stage of problem analysis, since in order to obtain a sustainable result, it is necessary, in medical terms, to treat the disease in the first place, and not its symptoms.

Rice. 3. Tools for problem analysis

Among these tools:

Cause tree- a structured graphic presentation of logical relationships from the identified problem to the causes of its occurrence. The result is a tree diagram. This tool helps to get to the root causes of problems that arise.

Description of the business process, to put it simply, is a statement of the sequence of operations performed by employees to convert input resources (raw materials, materials, components) into the expected result using labor tools in accordance with the established technology. Depending on the specifics of the problem, for example, ARIS, IDEF0, Gilbreath notation can be used to build a business process. The business process helps to find inconsistencies in the distribution of powers of employees, duplication or, conversely, sagging responsibility for individual operations.

Production flow diagram- a simplified description of the movement of semi-finished products on the production site and the operations performed on them. At the same time, all operations are divided into those that bring value to the client, and losses. As a result, it is possible to analyze what is the efficiency of the flow, where are the main losses and what measures can help to get rid of them.

Bounded system theory assumes that in every work activity represented as a flow, there is a bottleneck - a workplace with the lowest possible productivity. Moreover, the performance of the entire stream is determined by the performance of the bottleneck. Therefore, if the task is to increase production, then optimization should begin with the “sewing” of such a workplace. The theory of system constraints was once developed by E. Goldratt and has recently been increasingly included in the basic set of optimizer tools.

risk matrix- this is a reflection of possible risks on the coordinate plane with the axes "risk probability" and "risk criticality" (that is, how severe the consequences of the risk will be). In the absence of reliable data, the assessment of these values ​​can be performed by experts. It is logical that, first of all, it is necessary to deal with risks with the highest probability and criticality.

Compatibility Matrix allows you to analyze the qualifications of staff. Horizontally reflects the stages of the production process (operations), vertically - employees. One of the signs is placed at the intersection:

• “Knows, because. involved in the operation
• "Knows, although not involved in the operation"
• "Don't know, but can be easily taught"
• "Don't know and hard to teach"

The compatibility matrix allows you to identify "overlaps" of qualifications between jobs and evaluate the possibility and effectiveness of combining professions, combining jobs or specializing workers in specific operations.

Problem Solving Prioritization

There is one aspect regarding the cultivation process. The fact is that the resources of change agents are not unlimited, so it is important to prioritize solving problems and eliminating the causes that give rise to them. Those. optimizers must optimize their efforts themselves, getting the maximum effect.

How to do it? To do this, you can use a tool such as the Pareto chart (Fig. 4), which contains along two axes: the effect of eliminating the cause and the ease of its elimination. Each cause of the problem can be put as a point on this coordinate plane.

Rice. 4. An example of assessing the priority of eliminating causes (indicated by numbers) using the Pareto chart

Thus, we get a kind of "constellation" of causes. Which of them should be taken first? Obviously, for those in the upper right quadrant, since Their elimination will bring maximum effect with a minimum of effort expended.

Sometimes the question arises as to how the parameters of heterogeneous causes can be compared. Two approaches can be applied for this:

• Expert review
• Translation into unified indicators (rubles, person * hour)

Having eliminated some of the causes after the implementation of solutions, you can analyze the problem again according to Pareto and proceed to eliminate the remaining ones.

Personnel costs are key

Employees of the consulting laboratory "Open Innovations", based on their experience of working with leading domestic enterprises (oil and gas, railway, chemical, energy, engineering, and other industries), determined the typical structure of the main cost elements characteristic of an average domestic industrial enterprise, as well as the potential reducing these costs and the possibility of its implementation (Fig. 5). From the point of view of the effect and the possibility of implementation, the most priority were the costs related to personnel (both production and administrative and managerial).

Rice. 5. Typical distribution of costs of a domestic industrial enterprise

It is important that the reduction of staff, in addition to reducing the cost of the payroll fund and social contributions, also makes it possible to reduce:

• expenses for the purchase, maintenance and repair of equipment;
• expenses for overalls, labor protection, etc.;
• expenses for VHI and food (if any);
• expenses for maintenance of premises (electricity, heating, water supply, etc.);
• management and administrative expenses (office, transport expenses, etc.).

Also, an important effect of staff reduction is an increase in the transparency of enterprise management. In addition, it is possible to get rid of the “ballast” and leave only the best employees (with proper optimization). In light of this, personnel costs become the key to solving the problem of increasing the profitability of domestic enterprises.