Medicine from Japan: a case study on the implementation of lean manufacturing methods. Lean production: a panacea or a source of additional problems? Collection of case studies on lean manufacturing

In the federal state educational standards for the professions of NGOs, the mandatory part of the main professional educational program should be about 80 percent of the total amount of time allotted for its development. The variable part (about 20 percent) makes it possible to expand and deepen the training, determined by the content of the main part, to obtain additional competencies, skills and knowledge necessary to ensure the competitiveness of the graduate in accordance with the demands of the regional labor market and opportunities for continuing education.

Disciplines, interdisciplinary courses and professional modules of the variable part are determined by the educational institution. In professional lyceum No. 9, the variable part of the professional module was developed for the Lean Production course in accordance with the needs of Bryansk Arsenal OJSC, where the GAZ Group Production System is being implemented.

With the transition of the CVE system to block-modular training according to new professional standards, the introduction of new technologies is relevant. In the new generation of Federal State Educational Standards, the time standards for independent work of students have been significantly increased (15%). Case technology can help in solving this issue. The use of case technology for teaching students in the organization of work practice allows you to create situations that generate new knowledge, forms students' collective skills of cooperation and comradely mutual assistance. Case technologies combine role-playing games, the project method, and situational analysis at the same time.

The name comes from the Latin term "casus" - a confusing or unusual case. In addition, the term "case technologies" is sometimes used as a folder with educational materials. Case technologies- this is not a repetition after the teacher, not a retelling of a paragraph or an article, not an answer to the teacher's question, this is an analysis of a specific situation, which makes you raise the layer of knowledge gained and put it into practice. This method contributes to the development of skills:

Analysis of the situation;

Choosing the optimal solution;

Evaluation of an alternative solution to tasks.

Increasing the motivation for learning among students;

Development of intellectual skills in students,

The task of this method is to maximize the activation of each student in independent work to solve the problem. Case technology consists in the fact that at the beginning of training, an individual plan is drawn up, each student receives a so-called case containing a package of educational literature, tasks on a chosen topic, and electronic materials. The technologies of this group use, whenever possible, computer networks. Case technologies can be used most successfully in lean manufacturing lessons, on-the-job training, and on topics that require the analysis of a large number of documents and primary sources. Case technologies are designed to gain knowledge, where there is no unequivocal answer to the question posed, but there are several answers that can compete in terms of truth.

By form and content, cases can be classified:

· a complex (modular) case contains 20 or more pages of information, primary data, sample documents, videos, etc.

case - the presentation contains a story about any situations, problems, ways to solve them, conclusions

case - the illustration contains a small amount of data used to confirm

case - a practical task contains a small or medium amount of information

· a case with structured questions contains a list of questions after the main text Work with a case begins with an acquaintance with a situational task.

Students independently analyze the content of the case for 10-15 minutes, while writing out specific information. Acquaintance with the case ends with a discussion. The teacher evaluates the degree of mastering the material, sums up the discussion and announces the work program of the first lesson. Next comes the formation of subgroups. Each subgroup is located in the allotted place. If the topic is the same for all subgroups, then the teacher explains the topic and determines the deadline for completion, work and in what form and form to present it.

Case technologies that activate the learning process include:

incident method;

Method of parsing business correspondence;

Method of situational analysis. We offer you options for cases that can be applied when studying the professional module "Lean Manufacturing".

Case number 1

A Chinese proverb says: Tell me, I will forget. Show me I can remember. Let me do it and I will remember it forever.

Questions to the case: What does the proverb say? What types of memory do you know? What is easier to remember what you see, hear, or do yourself? This case is introductory.

Students are invited to comprehend a real life situation, a description that simultaneously reflects a practical problem, i.e. remember what you have done yourself. As an interactive teaching method, the case wins a positive attitude from students who see it as a game that ensures the development of theoretical provisions and mastery of the practical use of the material. No less important is the fact that the analysis of situations quite strongly affects the professionalization of students, contributes to their maturation, forms interest and positive motivation in relation to learning.

Incident method

The peculiarity of this method is that the student himself finds information for making a decision. Students receive a brief message about the case, the situation in the country, the enterprise. To make a decision, the available information is clearly not enough, so the student must collect and analyze the information necessary to make a decision.

incident method. Case number 2

For example, to study the development of the domestic automobile industry and the Toyota automobile industry, students are offered the following message: “About 2 million cars are produced in Russia a year. And Toyota produces about 5 million cars a year. This is all the more paradoxical since, according to UN estimates, more than 50% of the world's natural resources are concentrated in Russia. There are no such resources in Japan.

Questions to the text:

What is the problem?

How does the state solve it?

What solutions can you suggest to solve the problem?

What are the benefits of lean manufacturing?

Method of parsing business correspondence. Case number 3

Students receive folders with a description of the situation from the teacher; package of documents, photo.

For example, in shop No. 5 of JSC Bryansk Arsenal, before the introduction of the Production System of the GAZ Group, labor productivity was low. After the introduction of lean manufacturing tools, product quality improved, labor productivity increased, and safety stabilized. Questions: What lean manufacturing tools were used in shop #5? Documents: video "5C System".

Situational analysis method

The most common method, because it allows you to deeply and in detail explore a complex situation. The student is offered a text with a detailed description of the situation and the problem that needs to be solved.

Method of situational analysis. Case number 4

The task “Smoke break time” At one of the Japanese factories, the following problem arose: due to the frequent smoke breaks of turners, labor productivity in the workshop was not too high. It is impossible to put a controller on each machine. And you can't hang a video camera over every machine. During the "brainstorming" in which managers took part, a simple and witty solution was found that takes into account human psychology. Which?

Case number 5 What will be the need for the company's products in Russia in 5 years? Solving this case requires creative and logical abilities.

Case number 6
Your group is in a difficult situation (e.g., a camping trip's food supply drowned, return train tickets were lost, money was lost, someone was seriously injured, etc.)
What would you do in this situation?” Case studies can be both individual and group. Acquaintance with cases can take place either directly in the lesson, or in advance (in the form of homework). For the course "Lean production" there is a practical workbook in electronic form. The notebook is intended for independent work. This is a completed case. The sources of case studies can be very diverse: articles from newspapers, works of art, videos, films, scientific information, museum expositions, student experience.

Case types:

Training

educational

Analytical

Research

Systematizing

Prognostic.

What gives the use of case technology:

teacher

Access to the database of modern educational materials

Organization of a flexible educational process

Reducing the time spent preparing for lessons

Continuous professional development

The possibility of implementing some elements of the educational process outside of class time

student

Working with additional materials

Permanent access to the database of consultations

Opportunity to prepare yourself for certification

Communication with other students in the group

Mastering modern information technologies The case method acts as a teacher's way of thinking, his special scheme, which allows him to think and act differently, to renew his creative potential. Here, the main problems are the broad democratization and modernization of the educational process, the emancipation of the teacher.

Borzykina N. N. - teacher

First, it was necessary to understand where the money is flowing at the shop level? The business process reengineering service developed a program to "bring the shops to life" - the transfer of shop performance indicators to the budget framework (the main criterion for efficiency). The program, officially named Lean Manufacturing, was approved by the CEO.

Over time, it acquired a slender appearance, ready-made solutions appeared, which are now replicated throughout the plant. The goal of the Lean Production program is fixed by the order and formulated as follows: "To create a production system that responds without loss to market changes, allows you to receive orders of a minimum volume and helps to reduce costs."

Today, five blocks of the program are being simultaneously implemented at the plant.

New organization of production and product planning.
Purpose: to organize workflows, each stage of which brings added value.
To achieve the goal, the following algorithm is used:
- take a list of products according to the enlarged or refined nomenclature; sort (in descending order) products by tonnage or money;
- identify the share of each item in the total;
- determine the cumulative total of the share of products within which 80% of the tonnage or money is processed. It usually ranges from 15 to 23% (Pareto rule);
- sort the list by profitability / unprofitability of products;
- for cost-effective products, reduce the production cycle of the main flows by 2 times (a preliminary analysis revealed the presence of a stock by 5-10 (!) times);
- for unprofitable products, reach a positive profitability of the main streams of 2%.
In order to bring the time of product passage through the flow as close as possible to the period at which added value is created at each stage, we use the "blowing" method: we pass one blank (product) through the flow, while economic indicators are not taken into account.
TPM1 - the maximum efficiency of equipment maintenance (in the factory sense).
Purpose: to minimize the risks associated with equipment failure.
This block includes two components.
Stage 1. Formation of a repair history (at Russian industrial enterprises, as a rule, it is not):
- enter accounting for downtime (form "Report on downtime and performance of work");
- draw up a diagram of the equipment breakdown by node (tabular description);
- calculate the time between failures of units/parts and/or take the statistics of failure of units/parts;
- draw up a schedule for the planned replacement of units / parts according to the time between failures - scheduled preventive repairs (PPR);
- implement the PPR schedule by marking the replacements in the equipment breakdown scheme.
Stage 2. Transition to the replacement of components / parts in accordance with their actual state. To do this, select:
- highly loaded units/parts; assemblies/parts with a wide range of rotational motion;
- assemblies/parts operating at high temperatures and/or in a dusty environment;
- details of large metal consumption; difficult to disassemble components / parts.
Kaizen of the main production flow.
Goal: continuous improvement in identifying and eliminating losses in the main production stream. We use performance cards (Figure 2) (for workplaces and workshop/department premises) for nine indicators - nine types of waste: inventory, defects, downtime, overproduction, unnecessary movements, loss of staff creativity, unnecessary transportation, redundant processes, disorder at work. Losses are eliminated one by one through a cyclic evaluation - the establishment of indicators of compliance with "Lean Production" at five levels of the presence of losses. From the first, which captures the current state of "we are" to the goal of the fifth level, "we want to become like that" (Fig. 3).
For three types of losses - inventory, downtime, defects - we have developed a "Model for the economic calculation of the cost expression of losses" (Fig. 4), which is based on the plant's accounting documentation and is understandable to shop workers.
General stocks.
Energy saving.

The result of the introduction of the plant-wide program "Lean Production" was the involvement of KUMZ employees in the system of transformations, a change in their attitude to work. Healthy ambitions are awakened in people, as well as a desire to work differently.

Utrobina Irina

Shchepetov Evgeniy— Deputy General Director for Business Process Reengineering of OJSC KUMZ

Creation is an inspiring idea and has recently been popular in Russia. Russian manufacturers are faced with the fact that it is simply impossible to produce competitive goods without reducing production costs. Creating an ever more perfect product, gradually minimizing efforts and investments, looks extremely tempting, but at first glance it is completely unrealistic. But while some are discussing the shortcomings and merits of the theory, others are actively implementing these inspiring ideas in practice.

We bring to your attention a chapter from the book James P. Womeck and Daniel T. Jones(series), published this year by the publishing house, illustrated with a case Gorky Automobile Plant, which is part of the holding, which successfully puts the principles of lean manufacturing into practice.

Lean manufacturing as a remedy muda

muda. This is one of the Japanese words that you just need to know. It sounds a little strange, doesn't it? But that's how it should sound, because muda means waste, waste, i.e. any activity that consumes resources but does not create values. These are mistakes that need to be corrected. This is the production of products that no one needs (as a result of which finished products accumulate in warehouses in mountains). This is the performance of actions, without which it is quite possible to do. This is the movement of people and goods from one place to another without any purpose.

Taiichi Ohno(1912-1990), executive director Toyota, being the most ardent loss fighter that the world has ever known, established seven types muda. We've added one more. Perhaps there are other types muda. But no matter how many there are, it's hard not to agree that muda is literally everywhere. Just look at how a simple working day goes in any typical organization. When you learn to see better muda, you will find that there are so many losses around that you never dreamed of.

Luckily for us, there Lean- an excellent means of combating muda. That is why lean manufacturing is called frugal that allows you to do more and spend less at the same time - less human effort, less equipment, less time and less production space - while at the same time getting closer to giving the consumer exactly what he wants.

GAZ case
The ideas of lean manufacturing have already begun to take root in the practice of Russian companies. The management of GAZ has set itself an ambitious task - within three years to create a successfully developing company that is able to compete in the market with Western manufacturers in the category, a company that receives a high income, and people - a decent wage. The specialists of the Gorky Automobile Plant formulated a very specific, but difficult task to increase the competitiveness of products: it was necessary to improve its quality and at the same time reduce production costs. Given the rise in the cost of many resources, these two processes at first glance seemed mutually exclusive. Then the management decided to introduce the Japanese TPS production improvement system developed by Toyota specialists at the plant, or.
For GAZ, the problem of marriage was relevant. Losses were associated not only with the cost of the defective part, but also with the costs due to the need to maintain excess capacity and tools, additional transportation, storage, disposal, excess labor and overtime pay. In addition, unnecessary actions of operators were considered as losses. For example, lifting and carrying heavy objects, unnecessary movements - when the operator has to bend over or turn around in order to take the part. The plant eliminated the loss of time associated with downtime of workers waiting for the arrival of the necessary parts and materials, equipment repairs, etc. Transportation costs were kept to a minimum by the organization of object-enclosed areas and the proper location of equipment.

Definition of value

The starting point of Lean Thinking is value. The value of a product/service can only be determined by the end user. Value is created by the manufacturer. From the point of view of the consumer, this is what the manufacturer exists for. However, for a number of reasons, it is very difficult for a manufacturer to determine exactly what the value of a product or service is.

What people are most concerned about is the specific product that the manufacturer believes the consumer should purchase at a certain price and thereby prolong the firm's existence in the market, and the way in which product quality and production efficiency can be improved while consistently reducing key cost components.

Having been in Germany some time ago, we found that the understanding of value had undergone a significant distortion there. For much of the time since World War II, executives in private or bank-controlled firms may not have paid much attention to short-term financial performance. They were happy to tell us about their products and processes. Even the most senior managers could describe in detail all the features of the production, which took them years to perfect. But who, after all, determined the value of products? Company Engineers! In their opinion, the more complex the project and the equipment used in the manufacture of the product, the better for the production process, and even more so for the consumer.

The people who headed the German firms, as a rule, were excellent technical specialists. To work meant for them to supply the product with various technical ones, which, in fact, were of no interest to anyone except these specialists themselves. In response to our remarks, we heard the following objections: . They explained their failures by the fact that.

A central feature of the post-mortem crisis in German industry was that the complex, unique products and intricate technologies advocated by German engineers were not only expensive, but often irrelevant to the real needs of consumers. More recently, on a trip to Japan, we discovered another distortion in the understanding of value. In determining value, it was very important for the Japanese to decide where exactly it is created. Most executives, even in companies like Toyota (which, remember, was the creator of the concept of lean manufacturing), began the process of determining value by answering the question of how they could design and build a product in Japan. In this way, they tried to meet society's expectations of long-term employment and maintain stable relationships with suppliers. In reality, consumers don't care where a product is designed and made. The main thing is how much they need it, how valuable it is to them.

National differences aside, the concept of value is distorted almost everywhere where traditional organizations and technologies dominate, as well as outdated ideas about economies of scale.

One of the most impressive examples of value misunderstanding comes from the modern airline industry. As longtime airline customers, we were able to record our observations and analyze how our understanding of value differed from what we saw around. Our definition of value was very simple: getting from one place to another safely, with minimal hassle, and at a reasonable cost. The airlines seemed to understand value differently. The main thing for them was to make the most of existing assets, even if that meant that in order to fly from point A to point B, the passenger would have to transfer at the devil's horns. To help alleviate these inconveniences, airlines offered passengers various additional services such as lounges for senior management or various gaming systems built into each seat. Just today as I write this, one of us has traveled a total of 350 miles to talk to a group of industrialists about lean manufacturing. From his summer home in Jamestown, in western New York, he had to get to Holland, Michigan, crossing Erie on his way. At the minimum cost, such a journey took seven hours. One of those seven hours that passed on the way was spent taxiing the plane on the airfield at the Detroit airport, and the second was spent waiting in the terminal building. Why wouldn't airlines like Northwestern Airlines(and its global partner KLM), as well as aircraft manufacturers such as Boeing or Airbus in their desire to reduce costs and improve service, instead of increasing the capacity of airbuses more and more, do not use small aircraft? In this way, you can increase the turnover of the aircraft fleet and make do with small airports (instead of the huge terminals the size of the Taj Mahal, which were built after the deregulation of airlines).

Some airlines and aircraft manufacturers are extremely aggressive in defending their understanding of value. The outdated idea of efficiency leads them to think that the best use of assets and technology is to use expensive transfer centers to transport large groups of people on large aircraft. This approach to the calculation of efficiency focuses on only two elements of the transportation process - on aircraft and transfer centers. It is not surprising that the vision of the situation as a whole is lost in this case.

Due to the fact that this approach has prevailed in the United States for the past 15 years, passengers have lost all joy from travel (because their understanding of value is very different from that of airlines), aircraft manufacturers have not been able to earn enough money (because airlines could not afford to buy new airplanes), and airlines (other than southwest and some others who, although they used big planes, adopted a smarter air travel strategy) fell into such a financial hole for a whole dozen years that they were not far from bankruptcy.

Lean manufacturing must begin by defining value accurately in terms of a particular product that has certain characteristics and costs a certain price. All this must be done through dialogue with certain consumers without regard to the company's existing assets and technologies. In short, the definition of value is the first and most important step in the organization of lean manufacturing. Producing the wrong goods or providing the wrong services in the right way is the right way to create muda.

GAZ case______________________________________________
The introduction of the principles of lean production at GAZ began with the creation of its own concept of the production system, which allows eliminating all possible types of losses.
The new GAZ production system is based on the following principles:

Elimination of all kinds of losses, including losses due to overproduction (system);
Possibility of reducing equipment loading rates when demand changes;
Use of safe production;
Visual control of equipment (system);
Reduction of ancillary setup and installation times through the systemSMED();

Exclusion of errors and the possibility of transition of errors into defects (devices poka-yoke>).
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Definition of the value stream

A value stream is a set of all the actions that need to be performed in order for a certain product (good, service, or all together) to go through three important stages of management inherent in any business: problem solving(from concept development and detailed design to the release of the finished product), information flow management(from receiving an order to drawing up a detailed project schedule and delivery of goods), physical transformation(from raw materials to the finished product in the hands of the consumer).

All the activities that make up a value stream can almost always be divided into three categories: 1) value-creating activities, such as welding a pipe frame for a bicycle or flying a passenger from Dayton to Des Moines; 2) actions that do not create value, but are inevitable due to a number of reasons, for example, technological ones, such as checking the quality of welds or additional flights of aircraft to the transfer center ( muda the first kind); 3) activities that do not create value, which can be immediately excluded from the process ( muda second kind).

Let's take an example. When the firm Pratt & Whitney, the world's largest manufacturer of aircraft engines, decided to describe its value streams for three types of engines, it found that the efforts of raw material suppliers to produce ultra-pure metals were duplicated, and at very high cost, by other downstream firms (in particular, a foundry production, when blanks for machining were obtained from metal ingots). Moreover, before a titanium or nickel ingot was processed, its mass exceeded the required ten times. 90% of the most valuable material was simply thrown away due to the fact that initially the ingots were made so huge. The casters did not attach much importance to what final form the product would take. According to their calculations, they acted effectively. Although these types of engines did not differ much from those of other engine series, as well as from competitors' products, foundries began to produce several different types of ingots at great expense to meet the exact specifications for each Pratt engine. Most of these actions can be painlessly and quickly eliminated, while receiving enormous savings.

How, in such a serious industry as the aircraft industry, such losses have gone unnoticed for decades? Very simple. None of the four firms in the single aircraft engine value stream, which consisted of smelting, foundry, manufacturing, and assembly, ever shared the features of their activities with the rest.

GAZ case______________________________________________
The implementation of the production reform program at GAZ began with a pilot section for the assembly of onboard cabins. The main attention was focused on the efficient organization of jobs, reducing the level of inventories, and optimizing material flows. For this, the boundaries of the working zones were marked, and a representative of the working group was assigned to each of them. Having brought the production reserve to the optimal value (large more expensive components - for 2 hours, normals, rubber gaskets - for a shift), it was possible to free up about half of the space, which, in turn, made it possible to organize jobs more rationally. So, in particular, the driveways cluttered with containers are a thing of the past, the electrical cords from the equipment that previously lay on the floor are neatly hung and do not interfere with the operators. Toolboxes carried from cab to cab by assemblers were replaced with custom-made belts. Another good example is the changes in glass installation operations. A podium was mounted here so that the conveyor belt and the floor were on the same level, which made it possible to eliminate the rise of operators to the level of the conveyor. And before that, they had to rise more than 100 times per shift with a 20-kilogram glass.
The production site has become both a field for improvement and a source of critical information. The system of introducing rationalization proposals has become a form of involving the workforce (primarily lower levels) in the process of continuous improvement.
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Wherever we first expressed the idea of lean manufacturing, there were always shouts that it was necessary to register a new enterprise, some semblance, a new form of vertical integration. In fact, the exact opposite is needed. As individual firms outsource more and less, it is vital that a voluntary association of stakeholders emerge to oversee the pieces in a single value stream, validate each step of value creation, and exist as long as possible. how long the product itself exists. Building Lean Enterprises necessarily will require a new way of thinking about the relationship between firms, the development of a few simple principles for regulating behavior in relation to each other, the transparency of all stages of value creation so that everyone can check how others apply mutually established principles.

Flow organization

Once the value has been accurately defined, the value stream mapped, and obviously redundant steps eliminated, it's time to move on to the next step. The important thing is to get our value stream in motion, to seethe. And this requires a complete reorganization of ideas about how to organize work. Having been born, we all come to the mental world, which consists of and. It seems obvious to us that all types of activities should be grouped by type so that their implementation is more efficient and management is simpler.

It is believed that in order to increase the efficiency of work within departments, everything should be done in batches. Meanwhile, batch work always involves long delays, as the product must wait for the division to change to the kind of processing that the next stage requires. This approach is good because no one is idle, and all machines are 100% loaded. It is very difficult, if not impossible, to see that such a notion of efficiency is fundamentally wrong.

Just recently, one of us decided to do a little experiment. He asked his two daughters, aged six and nine, to come up with the best way to prepare for the monthly correspondence that their mother sent out. After some thought, they joyfully issued: .

It was striking that the children were deeply convinced that the best way to do the work was to divide it into batches. Moving the letter from to along the desk seemed more appropriate than rethinking the process and making it more efficient by creating a continuous flow. It is also amazing that the whole world thinks in the same way as these little children!

Taiichi Ohno believed that the prevalence of such thinking should be blamed on the early farmers, who, having forgotten the habit of hunters (one prey per trip), developed a way to work in batches and store supplies (for example, harvesting crops once a year and dumping them in granaries). Although it is quite possible that the habit of dividing work into batches is something innate, like many other illusions of the category, for example, the idea of \u200b\u200bconstancy of time (although time is actually relative) or that space is not curved (although in fact it is twisted).

Henry Ford with a group of like-minded people was the first to realize the full potential of the flow organization. In the autumn of 1913, he managed to reduce the labor costs of assembling the model by 90% by organizing a continuous flow at the final assembly stage. Subsequently, he made another breakthrough in productivity by building all the machines that produce parts for the model in the correct sequence. In this way, he tried to create a flow all the way from the extraction of raw materials to the delivery of the finished car to the consumer. However, this method of production was only special occasion. Ford's method only worked when producing large enough volumes to justify high-speed assembly lines for products assembled from exactly the same parts, the models of which were produced unchanged for years (the model was produced for nineteen years).

After World War II, Taiichi Ohno and his colleagues, which included Shigeo Shingo, realized that if you need to make not a million products, but only a dozen or a hundred, then you need to create a continuous flow. Taiichi Ohno's team has managed to create such a flow for producing small volumes of products, in most cases without resorting to assembly line. Instead, they learned how to quickly change equipment from one product to another, and how to use equipment so that different types of work could be done at once, one after another. The processed object thus floated on a continuous stream. The benefits of this kind of work organization are easy to demonstrate.

With our own eyes in North American as well as European factories, we have seen how lean proponents have applied the approach kaikaku(which can be roughly translated as a radical improvement) instead of the approach kaizen(continuous improvement). In one day, the production of one product was restructured from working in batches in different departments to a continuous stream. Productivity has doubled, the number of errors and rejects has significantly decreased. Despite this, the vast majority of work around the world is still carried out traditionally, with batches of products moving from department to department, lining up to the machine. Why?

The main problem is that thinking in terms of flow is contrary to common sense, which pushes us to the fact that work should be divided into departments, and carried out in batches.

Reengineering showed that the division of work into departments is not optimal. An attempt was made to shift the focus from organizational categories (departments) to value-creating categories such as credit checks, claims handling or incoming invoice processing. The problem was that, conceptually, the reengineers hadn't gotten very far. They were still dealing with disparate aggregated processes by the type of order processing for the entire range of products, instead of seeing a holistic the value stream of each product.

GAZ case______________________________________________
To achieve the result, it was necessary to completely reconstruct, first of all, the idea of the work itself. The entire staff of the Gorky Automobile Plant has mastered a new philosophical concept, which is based on 4 key principles:

. The implementation of this principle means that each worker follows the rule never to submit defective products or inaccurate information to the input of another process. Each assembler is a customer for the previous operator and must be fully aware of the full measure of responsibility for improper or untimely performance of his work.
. Each person must be sure that the team needs him, that his knowledge and skills are in demand, that the success of the company depends on his personal efforts. No specialist can be fired without good reason. The workers released from the reference areas become carriers of advanced ideas in other areas of the unit.
Kaizen. The principle is based on the philosophy of continuous improvement in small steps, in which each process can and should be evaluated and improved in terms of such indicators as: time required, resources used, quality of the finished product, etc. The involvement of workers in the process of continuous improvement contributes not only to the fact that the problems existing in the enterprise will not be left without attention, but, above all, to the fact that the human resource will be used much more efficiently. Unlike innovation,Kaizen does not usually require a large investment, but it does require constant effort and commitment. A key role in the implementation of the process of continuous improvement is played by the purposeful and systematic work of top management.
. It is where specific work is carried out that it is necessary to look for ways to improve the efficiency of the current process. All levels of management - top, middle and engineering - exist in order to provide the necessary support to the main production areas.

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Product pull

The first visible effect of changing the organization of work - from departments and batches to product teams and flow - was manifested in a significant reduction in the time between concept development and product release, between sale and delivery, between receiving raw materials and handing the finished product to the consumer. If your management efforts don't cut product development time in half, cut order turnaround time by three-quarters, and cut physical turnaround time by 90%, you're clearly wrong somewhere.

GAZ case______________________________________________
GAZ specialists were not mistaken, and the facts testify to this. As a result of the application of the principles of lean manufacturing at the pilot site (assembly of onboard cabins), the percentage of good cabins from the first presentation without modifications and corrections increased from 2% (in March 2003) to 80% (in February 2004), and out of 245 items defects that occurred at the beginning of the project have been completely eliminated 206. The reorganization of operator workplaces has made it possible to reduce the number of employees from 258 to 196 while simultaneously increasing the number of cabins assembled per shift from 98 to 146. The average salary of operators has also improved - from 4333 rubles. up to 8180 rub. The next object of the reorganization of production at the Gorky Automobile Plant was the assembly area for panels and instruments, and later similar work began in a number of subdivisions of the OJSC. Today, the number of reference sites has been increased to 53, the car plant has 19 working groups for quality and optimization of production processes. As a result, wages have increased by 40% - from 4800 rubles. in 2002 up to 6200 rubles. in 2003, from April 1 of this year, tariff rates and salaries increased by another 5%. By the end of 2004, it is planned to increase wages to 9,000 rubles. Already at the first stage of the introduction of the new production system, GAZ managed to achieve major changes in all areas of the enterprise. Today, 96% of cars are handed over from the first presentation, the number of defects per car has decreased by more than 10 times. Losses from internal defects have sharply decreased, and the costs of warranty repairs have been reduced.
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Creating lean manufacturing leads to the fact that money, as a result of a significant reduction in inventory and an accelerated return on investment, begins to simply pour on your head. The ability to design and build what the customer really needs, at the time they need it, means that all sales forecasts can be thrown in the trash. Now you can just listen to the consumer and do what he needs. This means that you allow the consumer draw out a product from your hands when it needs it, instead of handing it junk.

A good half of the publications printed annually in the United States do not find their readers and are recycled into waste paper. This is because publishers, printers, and distributors operating in the same value stream have not learned to see the flow itself. Therefore, the consumer cannot draw out product. When a store runs out of stock, it takes several weeks to complete a print run. Publishing houses are left to either release books to the market at the peak of reader demand, or arrange mass sales. Since it is not possible to accurately predict demand, it is necessary to print books in thousands of copies, in reserve. Although it is possible that only a measly thousand copies will be sold from this stock. The rest will be returned to the publisher, who will recycle them into waste paper at the end of the season.

The solution to this problem will be gradual. It will be several years before printers can quickly print small batches of books, and distributors can quickly restock books on store shelves. Ultimately, publishing technology will allow a book to be printed exactly when it is needed by the consumer, who will place an order in a store, from home or from an office.

Perfection

Once an organization learns to correctly identify value, see all value stream, continuously add value to the product at every stage flow and allow the consumer draw out value from the organization, something interesting will happen. All participants in the process will understand that the process of improvement is endless. You can reduce labor, time, floor space, cost, and errors as much as you want, while creating a product that gets closer and closer to what the consumer really needs. Perfection- the fifth principle of lean manufacturing - ceases to be a pipe dream. Why not? The first four principles created everything necessary for this. Increasing the flow rate always reveals muda, which was previously invisible. The higher the speed stretching, the more obstacles to the movement of the flow arise. Dedicated product teams work closely with consumers to remove these barriers. Their task is to determine the value even more accurately and learn how to increase the flow rate and simplify the process. stretching.

The indisputable advantage of lean manufacturing is transparency. All participants in the process - subcontractors, first-line suppliers, assembly plants, distributors, customers, employees - can see the entire process, and therefore it is easier for them to find ways to add value. For a continuous improvement process

it is very important that employees immediately receive extremely valuable information about the results.

Readers familiar with American politics will remember that financial transparency and rewarding employees for performance are its key elements. There are many similarities between this and our approach. Difficulties arise when it is necessary to link transparency of finances and rewards for performance with the improvement of this very work. If no one knows how to get the job done more efficiently, people will simply sit through their work hours. The answer lies in the organization of the flow and the principles of pull, which will be discussed throughout the pages of this book. When employees are immediately informed about product development, order taking, production, and customer satisfaction, most of the methods on which it is built will no longer be needed.

Success is in our hands

Dreaming of perfection is a pleasure. Dreaming, we expand the boundaries of the possible. Lean thinking offers hope for long-term excellence, but most of us live and work in shorter-term categories. And what can lean manufacturing give us right now?

Based on our observations of organizations around the world, we have developed a simple and powerful rule. Transforming classical mass production into lean mass production doubles the productivity of the entire system, reducing production times and inventory levels by 90%. The level of defective products reaching the consumer is halved, as well as the number of manufacturing defects and accidents at work. The time to market for a new product is halved. At the same time, capital expenditures are small, and sometimes (in the case of the sale of unnecessary assets) they are completely absent.

Such a striking effect occurs due to radical improvements ( kaikaku) value stream. Next comes the process of continuous improvement ( kaizen), which move the company to perfection already gradually. Such improvements could double productivity again within two or three years, cut inventory, error rates, and lead times by a further half. Combining kaikaku and kaizen, you can continue to improve indefinitely.

Remedy for congestion

Lean manufacturing is not just a remedy muda in the abstract sense of the word. This is a means of combating the long economic stagnation that has gripped Europe, Japan and North America. Traditionally, people try to achieve economic growth through new technologies and intensive training. Logically, reducing the cost of information, coupled with training in modern management methods, should give a good increase in productivity.

However, not everything is so rosy. In recent years, there has been a revolution in the use of robots, new materials, microprocessors, personal computers and biotechnology. True, at the same time, the volume of domestic product per capita in all developed countries did not grow a single drop. The problem is not the new technologies themselves, as they cover a very small part of the economy. Very few companies can, like Microsoft, grow into business giants in a short time. Most businesses in construction, housing services, transportation, food, manufacturing and service delivery are very slow to change. Moreover, they may not change at all unless a way is found to create value and apply new technologies through teamwork. But these traditional activities are responsible for more than 95% of all production and consumption. In other words, all economically active countries are a mixture of traditional activities carried out in traditional ways. New technologies and capital can provide growth in the long run. The introduction of lean manufacturing ensures that this growth will be achieved over the next few years.

Text prepared for publication Maria Pikalova, E- xecutive

We thank the editors of the journal "Bulletin of the Concern VKO Almaz-Antey" for providing this material.

Introduction

Joint Stock Company "GOZ Obukhovsky Zavod" is one of the oldest industrial enterprises in St. Petersburg, which celebrated its 155th anniversary in May 2018. Over the past 10 years, the enterprise has been completely rebuilt: new spacious, clean buildings and buildings for the main, auxiliary and service production, an updated machine park and modern equipment (Fig. 1).

Rice. 1. Welding shop of JSC "GOZ Obukhov Plant"

The main means of production have been modernized, but the consciousness of workers is rather slow to adapt to change, so new opportunities are not fully used, which reduces efficiency.

The solution to the problems of finding flaws and organizing more efficient work in problem areas of production lies in the introduction of lean manufacturing technologies, which involves the search and elimination of all types of losses.

We single out 8 types of production losses (Table 1).

Table 1. Losses in production

Type of losses	Consequence of losses
1. Overproduction	Premature consumption of raw materials and materials. Excessive increase in stocks. Expansion of usable areas. Rising transport and administrative costs.
2. Excess inventory	"Frozen" money in stocks of raw materials and materials.
	Increasing production time. The increase in the cost of the product due to the additional purchase of materials and raw materials.
4. Extra movements	Due to redundant work steps in the creation of the product.
5. Over-processing	Equipment resource costs with tighter tolerances. Increase in production time due to increased control by the technical control department. Costs for more qualified personnel.
6. Downtime: Planned (equipment readjustment, scheduled repairs, meetings, scheduled breaks); Unplanned (equipment breakdown, lack of materials, illness and absenteeism, operator downtime during automatic operation of the machine)	Increase in production time.
7. Transportation and displacement	Increasing the production time of the product due to unnecessary or redundant movement of the product between production facilities.
8. Incomplete use of knowledge and creativity of employees	Increasing the production time of the product due to improper delegation of authority.

In order to solve current and prevent new (see Table 1) losses in 2015, a technology implementation department was created lean manufacturing. For two years, several tasks have been successfully solved to increase the number of manufactured products without a significant increase in the cost of their manufacture.

At the initial stage, the employees of the department studied the experience of domestic and foreign consultants, guidelines, reference literature, etc. As a result, they found their own simpler and more specific way to solve the problem - project work. At its core, lean manufacturing technologies and tools are implemented within the framework of a specific project, selected based on the most important current production tasks and having a specific measurable end goal. Typically, such tasks are specific products, the manufacture of which needs to be optimized.

In the process of project implementation, the employees of the department, together with the working group, understand in detail the process of creating a product, delve into the organization of its production in order to eliminate possible losses. Initially, workers resist innovation, but, having worked on a new scheme, they realize that this is being done to improve their working conditions. In the future, such workers become the initiators of changes in their unit.

Creation and implementation of the project

There are three approaches to creating projects. On an initiative basis from below, when any employee of the Company - from a cleaner to a shop manager - can submit a proposal to improve something; coordination is carried out by the department for the implementation of lean manufacturing technologies. The department engineer, together with an expert on this proposal, consider it and, having accepted it, draw up an action plan for its implementation, allocating the necessary resources. In a directive order - for example, the deputy general director for production sets the task of reducing costs in a certain problem area. And in an initiative order from above - in this case, the employee of the lean production department sees the problem in production and independently raises the issue of solving it, trying to avoid aggravation.

Initially, the department's employees study the entire process of creating a product, including all its movements - from the procurement of raw materials to shipment to the customer. A value stream map (VSC) is used to analyze the process. Even with a thorough knowledge of the production technology of any product, when mapping with the help of CVCC, processes are identified that can be significantly optimized both in terms of time and manufacturing technology (Fig. 2).

Next, the real (and not technological, according to the documentation) process of creating a product in the workshop is investigated, each type of operation, movement and downtime is described. As a result, a KPSC is obtained, on which all the “bottlenecks”, i.e. sections, of the process are visible. By optimizing them, you can significantly increase work efficiency, for example:

irrationally used equipment;
long interoperative beds;
long waits for cranes and service representatives;
transportation of products from one end of the workshop to the other and back.

All identified problems are analyzed for KPSS current state, then build KPSS perfect condition free of losses and costs.

Rice. 2. Value Stream Mapping (VSP)

The ideal process is unattainable for many reasons, but the task of the department is to get as close to it as possible. To do this, a project working group is created from representatives of the workshops and services of the enterprise to organize a fast and flexible system for solving various issues. The leader is usually the head of the department in which the project is being carried out. The team draws up an action plan, appoints deadlines and responsible for each item.

Below we will consider three projects implemented at JSC "GOZ Obukhov Plant" in a directive manner.

Project "Swinging part"

The product according to the project "Swinging part" (Fig. 3) is part of the hydraulic lifting mechanism.

Rice. 3. General view of the product "Swinging part"

The goal was set to increase the output of products from three to seven per month without increasing the number of personnel.

The objectives of the project were: reducing the time of the product manufacturing cycle; elimination of time losses for searches and selection of parts in warehouses; reduction of losses waiting for the delivery of the missing equipment; launching a logistics system to provide assembly sites with a complete set; reduction of time lost waiting for operations to be performed outside the site (drilling, shot blasting); optimization of production culture through 5C systems.

Directions for the implementation of the project to optimize operations for the product "Swinging part" are given in Table. 2.

Table 2. Optimization of operations in the implementation of the project "Swinging part"


excess inventory	Various open warehouses available for any worker	Created a single closed warehouse with numbered racks, shelves and cells	Reduction of warehouse space from 346 to 189 m2
Transport leveling and moving	Placement of parts in five warehouses	All details laid out in places on four racks, a logistics scheme was created in the workshop	Reducing the collection time from 6-10 hours to 30 minutes
Transport leveling and moving	Workers assemble the kit themselves	Completed by a specially trained employee on standardized carts with visualization (Fig. 4). For each part, a place indicated by the shadow method, a number, a minimum and maximum margin	Reducing the collection time from 6-10 hours to 30 minutes
	Defective components in the manufacture, the complexity of the assembly of the product	Accounting systems have been created, new devices have been designed. The assembly of the main units is carried out according to the tenon-groove principle.	Reduced waste, downtime, transportation and moving for new parts. Reducing the time for operations from 223 to 189 hours. Minimizing the likelihood of errors.
	Lack of details in stock	Created an accounting system and pull system	Reducing downtime from 1-2 months. up to 30-60 min
Transport rovka and displacement	Disorderly arrangement of equipment in the shop	The site was replanned (Fig. 5), a conveyor was created, a sequential value stream is organized (Fig. 6)	Reducing the transport distance in the workshop from 3.5 up to 1.5 km
Extra movements	The disorderly arrangement of the brigade in the workshop	Organized a single working area for the brigade	The brigadier controls the process, the whole brigade provides prompt assistance to those lagging behind
	Delay in the supply of blanks by other workshops	A marker board was installed, a system was created exactly - on time	Reducing the return time of parts and assembly units submitted for machining (DSE)
	Waiting for an overhead crane due to its constant loading DSE to send	The workspace has been moved to the coverage area of a freer crane	Reducing the downtime of the brigade from an average of 50 to 8 hours / month.
	Queue for shot blasting, uneven work	A marker board was installed, shift-daily tasks were introduced, a foreman was appointed	Efficient use of blast chambers, constant flow, delays eliminated
	Permanent tool loss, search and problems with equipment due to improper use	Jobs are organized by 5C principle, work standards have been created, the work area has been visualized	Reducing the time to search for a tool from a few hours up to a few seconds. Effective use and longer equipment life
Overproduction stvo	Warehouses filled with illiquid and blanks 2-10 years ahead	A single warehouse was created, a complete inventory and adjustment of the supply of components were carried out	Saving time and metal for the production of excess parts, saving money on ordering them

Results:

the planned and target indicators of the project were met;

reached the indicator in terms of production up to 7-8 pcs. per month, i.e. productivity increased by 130-150%.

This project has become a pilot. Thanks to its colossal success and the achieved economic effect, it was possible to demonstrate the work of the lean production department in practice, because as long as an employee relies only on the theory and experience of other people and enterprises, they hardly believe in him! The most important thing is that after the end of the project, there are people who support the project, who are not indifferent to improvements, who try to constantly move forward, leading both the unit and the plant. The lean manufacturing department does not leave the department where the project was carried out, but continues to supervise this location, striving for excellence.

Project "Lid"

Such products serve for waterproofing and protection from external factors. The “lid” (Fig. 7) is a rather difficult product to manufacture, requiring special welder skills to work with the alloy used in the manufacture. For this reason, it was necessary to form a qualified team and train it in a new way of working ...

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