Economical production. Lean system (Lean production). For individual career development, the same basic three tasks look like this

Lean technologies are methods applied within the concept of lean production and lean management. They are a toolkit, the use of which can significantly increase the economic efficiency of 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 state 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 concept of Lean Production 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 have been 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 the JIT practice leads to a sharp decrease in the volume of work in progress, a decrease in stocks in the 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 (including 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 each 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, even good habits can be abandoned, and any transformation is 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 prevents 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. It is a graphic diagram with information and material flows that connect 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 along the X-Y axes. 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 each 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 is a management system in which products are made exactly according to the needs of consumers 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 short takt time (shoots 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 up the warehouse of 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 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.

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 Lean work: 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

* * *

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 firm. Lean technology has become such a magic wand. Lean is a continuous activity to improve the company's competitiveness. The Lean system is aimed at expanding 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, all the 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.

The 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.

* * *

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

Lean manufacturing is a special scheme of company management. The main idea is to constantly strive to eliminate any kind of costs. Lean manufacturing is a concept that involves the involvement of each employee in the optimization procedure. Such a scheme is aimed at maximum orientation towards the consumer. Let's take a closer look at what a lean manufacturing system is.

History of occurrence

The introduction of lean manufacturing into industry occurred in the 1950s at the Toyota Corporation. The creator of such a control scheme was Taiichi Ohno. A great contribution to the further development of both theory and practice was made by his colleague Shigeo Shingo, who, among other things, created a method for quick changeover. Subsequently, American specialists investigated the system and conceptualized it under the name lean manufacturing (lean production) - "lean production". At first, the concept was applied primarily in the automotive industry. After a while, the scheme was adapted to process production. Subsequently, lean manufacturing tools began to be used in healthcare, utilities, services, trade, the military, the public administration sector and other industries.

Main Aspects

Lean manufacturing in an enterprise involves analyzing the value of a product that is produced for the final consumer at each stage of creation. The main objective of the concept is the formation of a continuous process of cost elimination. In other words, lean manufacturing is the elimination of any activity that consumes resources but does not create any value for the end user. For example, he does not need the finished product or its components to be in stock. Under the traditional system, all costs associated with marriage, alteration, storage, and others are passed on to the consumer. Lean manufacturing is a scheme in which all company activities are divided into processes and operations that add and do not add value to the product. The main task, therefore, is the systematic reduction of the latter.

Lean Manufacturing: Waste

In costs, the term muda is used in some cases. This concept means various expenses, garbage, waste and so on. Taiichi Ohno identified seven types of costs. Losses are formed due to:

• expectations;
• overproduction;
• transportation;
• extra processing steps;
• unnecessary movements;
• release of defective goods;
• excess stock.

Taiichi Ohno considered overproduction to be the main thing. It is a factor due to which other costs arise. Another item has been added to the list above. Jeffrey Liker, a researcher on the Toyota experience, cited the unrealized potential of employees as a waste. As sources of costs, they name overloading of capacities, employees during the implementation of activities with increased intensity, as well as uneven performance of the operation (for example, an interrupted schedule due to fluctuations in demand).

Principles

Lean manufacturing is presented as a process divided into five stages:

1. Determining the value of a particular product.
2. Installing this product.
3. Ensuring continuous flow.
4. Allowing the consumer to pull the product.
5. The pursuit of excellence.

Other principles on which lean manufacturing is based include:

1. Achieving excellent quality - delivery of goods from the first presentation, the use of the "zero defects" scheme, identifying and solving problems at the earliest stages of their occurrence.
2. Formation of long-term interaction with the consumer by sharing information, costs and risks.
3. Flexibility.

The production system used by Toyota is based on two main principles: autonomy and just-in-time. The latter means that all the necessary elements for assembly arrive on the line exactly at the moment when it is needed, strictly in the quantity determined for a particular process to reduce stock.

Elements

Within the framework of the concept under consideration, various components are distinguished - methods of lean production. Some of them may themselves act as a control scheme. The main elements include the following:

• The flow of single goods.
• General maintenance of equipment.
• 5S system.
• Kaizen.
• Fast changeover.
• Error prevention.

Industry Options

Lean healthcare is a concept of reducing the time spent by medical staff not directly related to helping people. Lean logistics is a pull scheme that brings together all the suppliers involved in the value stream. In this system, there is a partial replenishment of reserves in small volumes. The main indicator in this scheme is the logistic total cost. Lean manufacturing tools are used by the Danish Post Office. As part of the concept, a large-scale standardization of the services offered was carried out. The goals of the event were to increase productivity, speed up transfers. "Value flow maps" have been introduced to control and identify services. Also, a system of motivation for employees of the department was developed and subsequently implemented. In construction, a special strategy has been formed, focused on increasing the efficiency of the construction process at all stages. Lean manufacturing principles have been adapted to software development. Elements of the scheme under consideration are also used in city and state administration.

Kaizen

The idea was formulated in 1950 by Dr. Deming. The introduction of this principle has brought great profits to Japanese companies. For this, the specialist was awarded a medal by the emperor. After a while, the Union of Science announced the prize to them. Deming for the quality of manufactured goods.

Benefits of the Kaizen Philosophy

The merits of this system have been evaluated in every industrial sector, where conditions have been created to ensure the highest efficiency and productivity. Kaizen is considered a Japanese philosophy. It consists in promoting continuous change. The kaizen school of thought insists that constant change is the only path to progress. The main emphasis of the system is on increasing productivity by eliminating unnecessary and hard work. The definition itself was created by combining two words: "kai" - "change" ("transform"), and "zen" - "in the direction of the better." The advantages of the system quite clearly reflect the success of the Japanese economy. This is recognized not only by the Japanese themselves, but also by world experts.

The goals of the kaizen concept

There are five main directions in which the development of production is carried out. These include:

1. Waste reduction.
2. Immediate troubleshooting.
3. Optimal use.
4. Teamwork.
5. The highest quality.

It should be said that most of the principles are based on common sense. The main components of the system are improving the quality of goods, involving each employee in the process, readiness for interaction and change. All these activities do not require complex mathematical calculations or the search for scientific approaches.

Waste reduction

The principles of the kaizen philosophy are aimed at significantly reducing losses at each stage (operation, process). One of the main advantages of the scheme is that it includes every employee. This, in turn, involves the development and subsequent implementation of proposals for improvement at each site. Such work contributes to minimizing the loss of resources.

Immediate troubleshooting

Each employee, in accordance with the concept of kaizen, must counteract problems. This behavior contributes to the rapid resolution of issues. With immediate troubleshooting, the lead time does not increase. Immediate resolution of problems allows you to direct activities in an effective direction.

Optimal use

Solving problems quickly frees up resources. They can be used to improve and achieve other goals. Together, these measures make it possible to establish a continuous process of efficient production.

Teamwork

Involving all employees in solving problems allows you to find a way out faster. Successfully overcoming difficulties strengthens the spirit and self-esteem of company employees. eliminates conflict situations, promotes the formation of trusting relationships between higher and lower employees.

The best quality

Fast and effective problem solving contributes to well-coordinated teamwork and the creation of a large amount of resources. This, in turn, will improve the quality of products. All this will allow the company to reach a new level of capacity.

Lean

Lean(lean production, lean manufacturing - English. lean- “skinny, slim, no fat”; in Russia, the translation “thrifty” is used, there are also options “slim”, “sparing”, “prudent”, in addition, there is a variant with transliteration - “lin”) - a management concept based on a steady desire to eliminate all types of losses. Lean production involves the involvement of each employee in the process of optimizing the business and maximum customer orientation.

Lean manufacturing is an interpretation of the ideas of the Toyota Production System by American researchers of the Toyota phenomenon.

Key Aspects of Lean Manufacturing

The starting point of lean manufacturing is customer value.

Value is the utility inherent in the product from the customer's point of view. Value is created by the manufacturer as a result of a series of sequential actions.

The heart of lean manufacturing is the process of eliminating waste.

Losses is any activity that consumes resources but does not create value for the consumer.

Losses in Japanese are called muda- a Japanese word that means waste, waste, that is, any activity that consumes resources but does not create value. For example, the consumer does not need at all that the finished product or its parts are in stock. However, under the traditional management system, warehouse costs, as well as all costs associated with rework, scrap, and other indirect costs are passed on to the consumer.

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

Types of losses

• losses due to overproduction;
• loss of time due to waiting;
• losses due to unnecessary transportation;
• losses due to unnecessary processing steps;
• losses due to excess inventory;
• losses due to unnecessary movements;
• losses due to the release of defective products.

Jeffrey Liker, who, along with Jim Womack and Daniel Jones, has actively researched the Toyota manufacturing experience, pointed out the 8th type of waste in The Toyota Tao:

• unrealized creative potential of employees.

It is also customary to single out 2 more sources of losses - muri and mura, which mean, respectively, "overload" and "unevenness":

mura— uneven work performance, such as a fluctuating work schedule, not caused by fluctuations in end-user demand, but rather by the characteristics of the production system, or uneven pace of work on an operation, forcing operators to rush first and then wait. In many cases, managers are able to eliminate unevenness by leveling out scheduling and being mindful of the pace of work.

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

Basic principles

Jim Womack and Daniel Jones, in their book Lean: How to Eliminate Waste and Make Your Company Thrive, lays out the essence of lean manufacturing as a five-step process:

1. Determine the value of a particular product.
2. Determine the value stream for this product.
3. Ensure the continuous flow of the product value stream.
4. Allow the user to pull the product.
5. Strive for perfection.

Other principles:

• Excellent quality (first sight delivery, zero defects system, detection and solution of problems at the source of their occurrence);
• Flexibility;
• Establishing a long-term relationship with the customer (by sharing risks, costs and information).

Lean Tools

Taiichi Ohno wrote in his paper that Toyota's production system stands on two "pillars" (often referred to as the "pillars of TPS"): the jidoka system and just-in-time.

• One piece flow
• Total equipment care - Total Productive Maintenance (TPM) system
• Poka - yoke ("error protection", "fool protection") - a method of preventing errors - a special device or method due to which defects simply cannot appear.

Implementation Algorithm (according to Jim Wumeck)

1. Find a change agent (you need a leader who can take responsibility);
2. Get the necessary knowledge of the Lean system (knowledge must be obtained from a reliable source);
3. Find or create a crisis (a good motive for introducing Lean is a crisis in the organization);
4. Map the entire value stream for each product family;
5. As soon as possible, start work in the main areas (information about the results should be available to the organization's staff);
6. Strive for immediate results;
7. Implement continuous improvement according to the Kaizen system (transition from value creation processes in the shops to administrative processes).

Common Mistakes When Implementing Lean Manufacturing

• Misunderstanding of the role of management in the implementation of the Lean system
• Building a "System" that does not have the necessary flexibility
• Starting implementation not from the “basics”
• Jobs change, but habits don't.
• Measure everything (collect data), but not react to anything
• "Paralytic analysis" (endless analysis of the situation, instead of continuous improvements)
• Go without support

Lean culture

Lean manufacturing is impossible without a lean culture. The main thing in Lean culture is the human factor, teamwork. Emotional intelligence (EQ) of employees provides significant support for this. Lean culture also corresponds to a certain corporate culture.

Efficiency

In general, the use of lean manufacturing principles can have significant effects. Prof. O. S. Vikhansky argues that the use of tools and methods of lean production makes it possible to achieve a significant increase in the efficiency of the enterprise, labor productivity, improve the quality of products and increase competitiveness without significant capital investments.

History

The father of lean manufacturing is Taiichi Ohno, who started working at Toyota Motor Corporation in 1943, integrating the best world practices. In the mid-1950s, he began to build a special production organization system called the Toyota Production System or Toyota Production System (TPS).

The Toyota system became known in the Western interpretation as Lean production, Lean manufacturing, Lean. The term lean was proposed by John Krafcik, one of the American consultants.

A significant contribution to the development of the theory of lean production was made by an associate and assistant of Taiichi Ono - Shigeo Shingo, who created, among other things, the SMED method.

The ideas of lean manufacturing were expressed by Henry Ford, but they were not accepted by business, as they were significantly ahead of their time.

Masaaki Imai was the first to spread the philosophy of Kaizen around the world. His first book Kaizen: The Key to Japan's Competitive Success was published in 1986 and has been translated into 20 languages.

At first, the concept of lean manufacturing was applied in industries with discrete manufacturing, primarily in the automotive industry. The concept was then adapted to the conditions of continuous production. Gradually, the ideas of lean moved beyond manufacturing, and the concept began to be applied in trade, the service sector, utilities, healthcare (including pharmacies), the armed forces and the public sector.

In many countries, the spread of lean manufacturing is provided with government support. In the period of the highest competition and the escalating crisis, enterprises around the world have no other way than using the best world management technologies to create products and services that maximize customer satisfaction in terms of quality and price.

Regular international and regional conferences contribute to the dissemination of Lean ideas. One of the largest platforms for the exchange of best practices in lean manufacturing in Russia is the Russian Lean Forums (since 2011 - the Russian Forum "Development of Production Systems"), which have been held annually since 2006.

Examples of using

Lean map. The deployment of the concept of lean manufacturing in Russia is presented on the Lean-map - the world's first map of lean manufacturing. The Lean Map, created by ICSI and the Leaninfo.ru Blog, highlights companies that, according to available information, use lean manufacturing tools, as well as lean people - that is, people who are famous, have significant experience in lean manufacturing and are active in spreading lean ideas. The map is constantly updated, mainly thanks to user information. Upon application with confirmation, any organization using lean manufacturing methods can be marked on the map.

The world's largest companies are successfully using Toyota's experience: Alcoa, Boeing, United Technologies (USA), Porsche (Germany), Tool Rand (Russia) and many others.

Lean Logistics (Lin logistics). The synthesis of logistics and the Lean concept made it possible to create a pull system that unites all firms and enterprises involved in the value stream, in which there is a partial replenishment of stocks in small batches. Lean Logistics uses the Total Logistics Cost (TLC) principle.

Lean manufacturing in medicine.. According to expert estimates, approximately 50% of the time at the medical staff is not used directly on the patient. A transition to personalized medicine is ahead, in which the patient receives care "at the right time and in the right place." Medical facilities should be located so that the patient does not have to spend time on numerous transfers and waiting in other places. Now this leads to significant financial costs for patients and a decrease in the effectiveness of treatment. In 2006, at the initiative of the Lean Enterprise Academy (Great Britain), the first conference in the EU on the problem of implementing Lean in the healthcare sector was held.

Lean mail. In the Danish Post Office, within the framework of Lean Manufacturing, a large-scale standardization of all offered services was carried out to increase labor productivity and speed up mail forwarding. For the identification and control of postal services, "maps for the in-line creation of their value" have been introduced. An effective motivation system for postal employees has been developed and implemented.

Lean office. Lean manufacturing methods are increasingly used not only in manufacturing, but also in offices (lean office) and in local and central governments.

Thrift House. The use of lean technology in everyday life makes it possible to make life environmentally friendly, to reduce energy costs to a minimum level. The passive house is a typical example of lean living. A passive house, or rather an energy-efficient house, is a house in which heating costs are about 10% of normal energy consumption, which practically makes it energy-independent. The heat loss of the Passive House is less than 15 W. hour / m² per year (for comparison, in an old building 300 W. hour / m² per year), and the need for a slight heating of the house occurs only at negative outdoor temperatures. Passive house at a frost of minus 20 cools down by 1 degree per day.

Downsides of Lean Manufacturing

It should also be noted that the introduction of lean manufacturing has certain negative aspects. In practice, a fairly large number of companies practicing lean manufacturing following Toyota make extensive use of so-called labor. temporary workers working on short-term contracts, who can be easily fired in the event of a reduction in production. For example, in 2004, Toyota employed 65,000 permanent workers and 10,000 temporary workers.

see also

• Toyota: 14 Business Principles
• Lean Design

Notes

Literature

• Womack James P., Jones Daniel T. Lean production. How to get rid of losses and achieve prosperity for your company. - M.: "Alpina Publisher", 2011. ISBN 978-5-9614-1654-1
• Womack James P., Jones Daniel T., Russ Daniel. The machine that changed the world. - M.: Potpourri, 2007. ISBN 978-985-483-889-2
• Golokteev K., Matveev I. Production management: tools that work., - St. Petersburg. : Peter, 2008. ISBN 978-5-91180-599-9
• Taiichi Ohno. The Toyota Production System: Moving away from mass production. - M: IKSI Publishing House, 2012. ISBN 978-5-903148-39-4
• Shigeo Shingo. A study of the Toyota production system from the point of view of the organization of production. - M: IKSI, 2010. ISBN 978-5-903148-35-6
• Pascal Dennis. Sirtaki in Japanese: About the Toyota Production System and Beyond ISBN 978-5-903148-04-2
• Yasuhiro Monden. Toyota management system. - M. Publishing house IKSI, 2007, ISBN 978-5-903148-19-6
• Liker Jeffrey. Tao Toyota: 14 principles of management of the world's leading company - M.,: "Alpina Publisher", 2011. ISBN 978-5-9614-1590-2
• Shook John, Rother Michael. Learn to See Business Processes: The Practice of Value Stream Mapping (2nd edition). - M.: "Alpina Publisher", 2008. ISBN 978-5-9614-0621-4
• George L. Michael. Lean + Six Sigma. Combining Six Sigma quality with Lean speed. - M: Alpina Publisher, 2007 ISBN 978-5-9614-0636-8
• Mary Poppendyck, Tom Poppendyck. Lean software manufacturing: from idea to profit. - M .: Williams, 2010. ISBN 978-5-8459-1538-2
• Mark Graban. Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction ISBN 978-1-4200-8380-4

Links

Specialized Resources:

• Herald Lin - Newspaper and online magazine about lean manufacturing
• Lean manufacturing and lean technologies - Everything about lean manufacturing tools, Kaizen philosophy, experience and perspectives of Lean in Russia
• Lean Books - ICSI Publishing
• Kaizen Blog - Lean Materials
• Practical Blog on Lean Manufacturing and Continuous Improvement
• State advanced training courses in the field of lean manufacturing

Education:

• The Russian Lean School is a complex of educational services, including certification courses, additional professional education, kaizen tours, trainings and seminars by leading foreign and Russian experts. Organization and conduct of excursions
• MBA-Production Systems - MBA-Production Systems program at the Graduate School of Business of Moscow State University named after MV Lomonosov. State Diploma
• The Orgprom group of companies is a leading Russian provider providing a full range of services for the development of lean manufacturing
• - Lean Practice Institute. State Diploma
• Lean and ISO Certification - Relationship between ISO and Lean Systems.

Unions, social movements, public organizations:

• Interregional public movement “Lin-forum. Lean Manufacturing Professionals” unites the efforts of all lean manufacturing enthusiasts. Has over 900 members

Important articles and materials:

• Lean improvement and management balancing