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Lean projects. What is lean production and what is it eaten with? Two “pillars” of the Lean production system

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

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

Instead of a LEAN system - separate LEAN technologies

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

However, there is one difficulty with LEAN systems. They take years to build, and often their implementation costs a tidy sum (which later pays off, but not immediately, gradually). What to do if you don’t have the time and money for such a big undertaking, but you want to significantly improve operational efficiency?

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

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

LEAN technology approach

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

Rice. 1. General approach to production optimization

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

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

Once the root causes have been identified, you can move on from studying the problem to developing optimization solutions. It begins with the third step, which is the search for possible solutions. As practice shows, the optimal balanced solution can always be found, and with the use of certain technologies (for example, “Optimization Funnel”, 5C, etc.) there can be several of them.

In the fourth step, the proposed solutions are assessed in terms of their effectiveness in order to select the most preferable ones, and then develop and implement an action plan for their implementation. By the way, when developing an action plan, we absolutely must not forget that the process being studied and optimized cannot be in a vacuum, i.e. Changes in one process usually entail changes in related processes.

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

This approach is reminiscent of the scientific method. At least it has its advantages in terms of objectivity, measurability, provability, etc. But at the same time it is quite simple, because... in essence, this is just organizing your own thoughts and searching for ideas, which every sane person can do. There is nothing complicated about this; in our projects we can cope without Newton’s binomial, and even without quadratic equations. However, it requires discipline in the use of tools, refusal to be tempted to deceive oneself when faced with the real facts of the organization's work, and a willingness to think for innovation.

“Business diagnostics” or “Team for optimization”?

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

  • Business diagnostics
  • Optimization command

Our team of specialists has behind us projects implemented both by our own consultants (“Business Diagnostics”) and by the client’s employees under the mentorship of consultants (“Optimization Team”). Each of these approaches has its own advantages.

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

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

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

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

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

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

It works if done right

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

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

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

Rice. 2. Tools for collecting facts and information

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

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

  1. Decide on the purpose of the interview and prepare.
    • The person you are going to interview will have about an hour to answer you, because he, as a rule, is at work. Next time he may not be free at all soon. To spend this time effectively, first of all, determine for yourself what exactly you want to find out. “Learn about problems” is not the goal. About the problems of whom or what? For this day or this month? And if he says there are no problems, then what next?
    • Based on the purpose of the interview, make a list of questions for yourself (questionnaire, interview guide). In one hour you will be able to ask no more than 10-15 questions. This list will help you control the progress of the interview. But there is no need to strictly adhere to it; if during the interview you “dug up” something useful, you can deviate to ask a few additional questions.
    • Agree on a date and time for the interview with the interviewee so that it is convenient for him. It is not recommended to do an interview longer than an hour, because... After an hour of conversation, a person gets tired, tries to answer briefly and concisely, and sometimes begins to get angry.
  2. In an interview, first talk about the interview itself.
    • All people are frightened by the unknown to one degree or another. Most likely, this will be the first interview with an optimizer for your interlocutor, so first explain to the interviewee what you are going to do with him: tell him about the purpose of the conversation, what you will ask and what interests you in the first place.
    • Try not to use “dangerous” words. Unfortunately, the word “optimization” in Russia has acquired a negative connotation and is often directly associated with mass layoffs, although this is not always the case. Use “euphonious” formulations: increasing labor productivity, reducing costs, improving processes, etc.
  3. Interview together (at least at first)
    • The risk of losing information is significantly reduced, especially if the interviewee likes to talk a lot and quickly.
    • The risk of emotional rejection by the interlocutor is also reduced, because there is such a thing as interpersonal incompatibility (simply because everyone is different). When you go to talk together, the likelihood of the interviewee being incompatible with both optimizers decreases sharply.
    • Each of us has psychological filters of perception. Some people love football, and others love dubstep. We listen carefully to what is interesting to us and remember it, but sometimes we ignore what is uninteresting. To make sure there is less time missed, two people go to the interview.
  4. Lead the interview, don't leave it to chance
    • Sometimes interviewees like to run wild with their thoughts and go off into the wilds that have nothing to do with the matter. Gently, tactfully, but steadily bring the interlocutor back to the topic of the interview.
    • Sometimes, on the contrary, they answer extremely sparingly and reluctantly. Don't be afraid to repeat the same question, but in different words (use CHKGKKSP - see sidebar)
    • If you hear the name of any documentation that was previously unfamiliar, ask to see a sample of it or write down its details so that you can find it later.
  5. Write down
    • Always write it down. The percentage of people with phenomenal memory is very small; you are unlikely to be one of them. Therefore, the feeling that you can remember everything is most likely self-deception.
    • If possible and the interviewee does not object, then use a voice recorder. But be sure to warn him about this (for ethical reasons).
    • After the conversation, write a report about the interview, in which you systematize the information received. If the two of you interviewed, check with each other.
  6. Save contact (on completion of interview)
    • Thank the interviewee
    • Take his contact information (a mobile phone number is especially valuable)
    • Ask permission to ask specific questions in the future.
    • If there are many unasked questions or new ones that have arisen, agree on another interview.

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

Description of problems

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

In everyday understanding, a problem refers to the lack of something, various unpleasant situations, the consequences of such situations, and general discomfort. Therefore, it is necessary to define the problem so that there is a clear understanding between optimizers (and those being optimized) of what is meant (what we are improving after all).

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

For example, we call a problem:

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

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

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

Objectivity Specific measurements do not depend on the opinions of individual people, but are truly objective.

Fixation of the initial state In optimization projects, it is important to reflect the starting point of the transformations in order to subsequently take this into account to formulate options for changes and select the best one.

Provability of the effectiveness of the developed solution The solution should be aimed at eliminating the identified problem. In this regard, each solution is assessed in relation to how much it closes the gap between the required state and the original one. This will be proof of the correctness of the choice made.

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

In light of the above, each specific solution should have the most suitable configuration for the problem area. Figuratively speaking, you should choose a key so that it best suits the identified problem (Fig. 1). This is often not so easy to do, which is why it is recommended to use special tools to analyze the problem.

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

Problem Analysis Tools

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

Rice. 3. Tools for Problem Analysis

Among these tools:

Tree of reasons– a structured graphic presentation of the logical relationships from the identified problem to the reasons for its occurrence. The result is a diagram in the form of a tree. This tool helps to get to the root causes of emerging problems.

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

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

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

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

Compatibility Matrix allows you to analyze the qualifications of personnel. The stages of the production process (operations) are reflected horizontally, and employees are shown vertically. At the intersection one of the following signs is placed:

  • “He knows, because participates in the operation"
  • “He knows, although he does not participate in the operation”
  • “He doesn’t know, but he can easily teach”
  • “He doesn’t know, and it’s difficult to teach”

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

Prioritizing problem solving

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

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

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

Thus, we get a certain “constellation” of reasons. Which ones should you tackle first? Obviously, for those that are in the upper right quadrant, because eliminating them will bring maximum effect with a minimum of effort.

Sometimes the question arises about how to compare the parameters of heterogeneous causes. To do this, you can use two approaches:

  • Expert assessment
  • Conversion to unified indicators (rub., person*hour)

Having eliminated some of the causes after implementing the solutions, you can once again analyze the problem using Pareto and begin to eliminate the remaining ones.

Personnel costs are key

Employees of the Open Innovations consulting laboratory, based on their experience of working with leading domestic enterprises (oil and gas, railway, chemical, energy, engineering, etc. industries), determined the typical structure of the main cost elements, characteristic of an average domestic industrial enterprise, as well as the potential reducing these costs and the possibility of its implementation (Fig. 5). The highest priority in terms of effect and feasibility of implementation turned out to be costs related to personnel (both production and administrative).

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

It is important that staff reduction, in addition to reducing wage fund costs and contributions for social needs, also allows for a reduction in:

  • expenses for the purchase, maintenance and repair of equipment;
  • expenses for special clothing, labor protection, etc.;
  • expenses for VHI and food (if available);
  • expenses for maintenance of premises (electricity, heating, water supply, etc.);
  • management and administrative expenses (office, transportation costs, etc.).

Another important effect of staff reduction is to increase the transparency of enterprise management. In addition, it is possible to get rid of “ballast” and retain only the best employees (if optimization is carried out correctly). In light of this, personnel costs become the key to solving the problem of increasing the profitability of domestic enterprises.

Lean manufacturing(from English lean production, lean manufacturing- "slender" production") is a concept for managing a manufacturing enterprise, based on the constant desire to eliminate all types of losses. Lean manufacturing involves the involvement of each employee in the business optimization process and maximum customer focus. It arose as an interpretation of the ideas of the Toyota production system by American researchers of its phenomenon.

Encyclopedic YouTube

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    The starting point of the concept is assessing the value of the product for the end consumer at each stage of its creation. The main task is to create a process for continuous elimination of waste, that is, the elimination of any activities that consume resources but do not create value (are not important) for the end consumer. A term from the Toyota Production System - muda - is sometimes used as a synonym for waste. (Japanese: 無駄 muda) , meaning all kinds of costs, losses, waste, garbage. For example, the consumer does not need the finished product or its parts to be in stock. However, with a traditional management system, warehouse costs, as well as all costs associated with rework, defects, and other indirect costs are passed on to the consumer.

    In accordance with the concept of lean manufacturing, all enterprise activities are divided into operations and processes that add value to the consumer, and operations and processes that do not add value to the consumer. The goal of “lean manufacturing” is the systematic reduction of processes and operations that do not add value.

    Types of losses

    • unit flow
    • total productive maintenance TPM)
    • poka-yoke (" error protection" and baka-yoke - " protection from fools") is a method of preventing errors.

    Story

    The founder of the concept of “lean manufacturing” is considered to be Taiichi Ohno, who created the production system at Toyota in the 1950s. A significant contribution to the development of the theory and practice of lean manufacturing was made by Taiichi Ono's colleague and assistant, Shigeo Shingo, who, among other things, created the rapid changeover method (SMED). And if Taiichi Ohno knew what it took to eliminate losses, Shigeo Shingo knew how to do it.

    American experts studied the system and conceptualized it under the name lean production (lean manufacturing), the term "lean" was first coined by John Krafcik. The lean manufacturing concept was first applied to discrete manufacturing industries, most notably the automotive industry. The concept was then adapted to process production conditions. Later, the ideas of “lean production” began to be applied in trade, the service sector, utilities, healthcare, the education system, the armed forces, the public administration sector and in many other activities.

    Industry options

    Lean logistics ( lean logistics) - a pull logistics system that unites the entire chain of suppliers involved in the value stream, in which partial replenishment of stocks occurs in small quantities; the main indicator of such a system is the total logistics cost (English: total logistics cost, TLC).

    Lean healthcare is the concept of reducing the time spent by medical personnel not directly related to patient care.

    Lean mail - in the Danish postal department, as part of the understanding of the concept of lean production, a large-scale standardization of all offered services was carried out to increase labor productivity, speed up postal shipments, “cards for the continuous creation of their value” were introduced to identify and control postal services, a system of motivation for postal mail was developed and implemented employees.

    Lean construction is a management strategy in the spirit of the concept of “lean production” in the construction industry, aimed at increasing the efficiency of all stages of construction.

    Lean government, lean city - a series of various concepts for applying the principles of lean production in state and municipal government, urban management.

    See also

    Notes

    Literature

    • Womack James P., Jones Daniel T. Lean manufacturing. 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., Rus 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.

    Lean manufacturing is an enterprise management system that helps eliminate waste and improve business efficiency. In this article we will explain the essence of the system and talk about the key principles.

    Lean manufacturing is...

    In short, this is a production culture, and not a set of tools and methods for improving and increasing work efficiency. The system is based on a constant desire to eliminate all types of losses.

    The introduction of the lean production concept implies that all employees of the enterprise are familiar with the basics of this theory, accept it and are ready to build their activities in accordance with it.

    How the system came about

    The concept originated in Japan after World War II, when large-scale efforts were required to restore industry, infrastructure, and the country as a whole, and resources were extremely limited. In such conditions, the founder of the concept, Taiichi Ono, implemented his management system at Toyota factories.

    Later, American researchers transformed the Toyota production system (TPS) into a Lean manufacturing system, which includes not only the developments of the Toyota concern, but also the advanced experience of Ford companies, the works of F. Taylor and E. Deming.

    Four steps to lean production. Implementation practice.

    Philosophy concept

    The concept is based on assessing the value of the final product for the consumer. Therefore, all processes occurring in the enterprise are considered from the point of view of creating additional value. The goal is to minimize processes and operations in manufacturing that do not add value to the product in order to eliminate waste.

    There are 8 types of main losses:

    1. Overproduction, cluttering of finished goods warehouse.
    2. Expectation. In the absence of an established production process, downtime occurs, which adds cost to the product.
    3. Unnecessary transportation. The less movement of material assets in space, the lower the costs.
    4. Unnecessary processing steps that do not add significant value.
    5. Excess stocks of raw materials and supplies.
    6. Defects and defects. A significant loss that affects the costs and image of the enterprise.
    7. Unrealized employee potential. Trust and attention to people is a key element of the system.
    8. Overload and downtime due to insufficient planning.

    Regardless of the company's position in the market and its financial performance, it must constantly improve its processes. The organization of a lean production system is not a one-time action on the principle of “set it up and everything works,” but a continuous process that lasts for years.

    Read also:

    How it will help: understand when to abandon unprofitable or unpromising investments in order to avoid large losses.

    How it will help: identify the company’s business processes that bring additional losses and identify those responsible.

    Lean Manufacturing Principles

    Over time, lean production management techniques emerged. There are more than thirty of them in total, but in this article we will consider the main ones - for the widest range of enterprises:

    How it will help: develop an effective cost optimization plan.

    How it will help: determine which expenses should be cut completely during a crisis, what else can be saved on, what measures to apply to optimize the company’s costs.

    How it will help: find out the reasons for their growth and what to do to limit it.

    Examples of using the lean manufacturing concept in Russia

    The GAZ Group has been implementing the lean system for more than 15 years and received the following results:

    • reduction in the volume of work in progress by 30%;
    • increase in labor productivity by 20–25% every year;
    • reduction of time for equipment changeover up to 100%;
    • reduction of the production cycle by 30%.

    In 2013, RUSAL began to connect suppliers to the lean production system, primarily transport companies, because Logistics costs make up a large part of the cost of production. This approach resulted in a 15% cost savings over five years.

    The integrated application of lean production methods in the KAMAZ association made it possible to obtain a significant economic effect:

    • reduction in tact by 1.5 times,
    • release of 11 thousand pieces of large containers,
    • reduction of inventories by 73 million rubles,
    • reduction of production space by 30%.

    The path to success for the listed companies took from 7 to 15 years. Advice for those who have begun implementing the system - do not give up what you started if there are no results in the coming months and years.

    Lean manufacturing technologies

    1. Value Stream Mapping

    Mapping is a graphical representation of an enterprise’s business processes and their further optimization (see. ). The process involves creating a visual and understandable map of creating value for the client - a product or service. As a result, you will identify bottlenecks in production and determine the path to improving the situation.

    2. Pull production

    The point is that each previous stage produces only what the next one orders from it. Since the consumer is the last in the chain of stages, the “pull” mechanism means maximum customer focus. The final price is “flow into one product”, where the goods at each stage are produced to order, that is, there are no stocks of raw materials, no work in progress, or stocks of finished goods in the warehouse. Such a mechanism is rather a utopia, but constant attention to inventory management and reducing them to a minimum is an effective tool for reducing costs.

    CANBAN means card in Japanese. The essence of the method is that the “customer” department generates a production order card for the “supplier” department and the “supplier” supplies the “customer” with exactly the volume of raw materials, components or finished products that were ordered. CANBAN can operate not only within one enterprise, but also between several enterprises within a holding company or even with suppliers. Thus, intermediate warehouses and finished product warehouses are reduced down to zero. But using the CANBAN tool requires a high degree of consistency across the supply chain. Another significant advantage of the system is the timely detection of defects, which are sometimes hidden during mass deliveries. Therefore, CANBAN's goal is not only "zero inventory" but also "zero defects."

    4. Kaizen

    The fusion of two hieroglyphs “kai” and “zen” (“change” and “good”) is a philosophy of continuous improvement of business processes in general and each individual process in particular. The good thing about this tool is that it shows the general methodology for working on processes and can be used in any area, even outside of work. The idea of ​​kaizen is that each employee, from the operator to the company manager, brings a certain value and strives to improve the part of the process for which he is responsible.

    The 5S system is one of the lean manufacturing methods. The system describes the productive organization of the workplace and the strengthening of work discipline.

    6. Just in time (just in time)

    A lean manufacturing tool involves the production and delivery of raw materials, parts and components no earlier and no later than the moment the need for these material assets arises. It is related to the “Pull Manufacturing” described above and helps to reduce raw material balances in warehouses, storage and moving costs, and increase cash flow.

    7. Fast readjustment(SMED - Single Minute Exchange of Die)

    The method is designed to reduce equipment downtime during changeover by converting internal operations into external ones. Internal operations are those that are performed while the equipment is stopped, external operations are those that are performed while the equipment is still running or is already running.

    8. Total Productive Maintenance System

    The system assumes that all personnel, and not just technical employees, are involved in equipment maintenance. The focus is both on selecting the highest quality and most modern equipment for the plant and ensuring that it performs at peak performance, extending its life through preventive maintenance schedules, lubrication, cleaning and general inspection.

    9. Finding the bottleneck

    Or, in other words, finding the weak link. The tool is based on the fact that in production there is always a bottleneck that needs to be found and expanded. The search for a weak link needs to be done periodically, this is the key to improvement.

    10. Gemba. "Battle Site"

    This tool is designed to constantly remind you that the main action (“battle”) takes place not in the head office, but in the workshops. This is a planned (regular) or unplanned (for example, due to a problem) exit of managers to production, which allows increasing the involvement of management in the process, obtaining first-hand information, and reducing the distance between employees and managers.

    Publication date: 01/26/2019 1910

    For an enterprise to be effective and profitable, a special system of work is needed that will be aimed specifically at this. For example, the Lean Manufacturing system, which was taken from Asian countries. In this article we will talk about what lean manufacturing is, why it is important and necessary. We’ll also look at how to implement it in your company.

    Lean system

    Lean system- this is a management system in which the production of products is done in strict accordance with the needs of customers and with the least number of shortcomings compared to a conventional enterprise. At the same time, the costs of labor, space, and money are reduced.

    Lean production concept(BP) contains the idea that all possible actions in a company should be considered from the buyer’s point of view: whether as a result they create value for the buyer or not.

    In general, implementing the basics of a lean manufacturing system produces great results. Its superiority is that the system consists of 80% organizational measures and only 20% investments in technology.

    How Lean Manufacturing is Implemented

    Algorithm for implementing lean manufacturing at an enterprise:

    • find a change agent;
    • study the theory of BP methodology;
    • look for a crisis or provoke one;
    • strategies not to pay much attention;
    • create production flow maps;
    • start working on the main direction faster;
    • aim for quick results;
    • Constantly improve production using BP tools.

    But despite the significant positive aspects, there are problems and limitations that must be overcome in order to successfully implement lean manufacturing.

    We list the main ones:

    • We need big changes in the organization and staff preparedness for these changes;
    • significant costs for materials are likely;
    • retraining of employees;
    • the need for intensive work with suppliers and customers;
    • long administration times;
    • there is no necessary government assistance.

    The Lean system is a logistics theory of marketing aimed at rationalizing business activities with the greatest focus on the market and taking into account the motivation of workers. It is included in the latest marketing database.

    Its goals are considered to be:

    • reduction of labor costs;
    • reduction of production time;
    • guaranteed delivery of products to the client.

    This concept involves research, creating goals and objectives. Every company has its own tasks, but there are also general principles of lean manufacturing:

    • creating the basis for revealing bottlenecks;
    • planning and management of plans throughout the company's production;
    • formation of a company standard for the organization and operation of BP;
    • creating an assessment of the impact characteristics of pilot plans and methods of motivation;
    • organizing the dissemination of the best practices of the company's divisions for general use within the company;
    • best quality at low price.

    Implementing lean manufacturing throughout your enterprise allows you to better serve your customers while using fewer materials in the smallest area with fewer equipment, less labor, and less time.

    Companies that have implemented lean manufacturing technologies are ready to approximately double productivity and reduce production time, halve the area, halve inventory, virtually without any monetary costs.

    It is necessary to change the production management system, the system of relations between different levels and departments of the company, the value system of employees and their relationships.

    Implementation of BP fundamentals makes it possible to obtain significant results. The BP theory leads to the constant elimination of losses in the manufacturing process. It is expected that the manager involves any employee in this process; the business is aimed as much as possible at its own buyer.

    It is assumed that all waste that has no value to the buyer is eliminated from the production process. In a normal business, all losses fall on the client. The BP implies that the customer has no need for surplus products or their components stored at the base. According to this concept, all processes in a company’s business are divided into those that provide value to the buyer and those that do not add this value in any way. The main task of a manager applying the BP concept is to progressively reduce to “zero” actions and works that do not provide value.

    The pretext for rebuilding a business using the Lean system can be not only the will of the company’s management. The prerequisites for implementing this system in an enterprise are:

    • failure to comply with deadlines for applications;
    • the initial cost of production turned out to be very high;
    • delivery times are increasing;
    • the product turned out to have a large percentage of defects;
    • productivity is limited, work in progress increases;
    • expenses on the financial balance sheet increase.

    Examples of lean manufacturing and practice show that when applying the BP concept in an enterprise, the following can be achieved:

    • reduce the production cycle;
    • improve the use of space in office or production areas;
    • reduce part of work in progress;
    • significantly improve product quality;
    • increase labor productivity and output levels;
    • reduce the cost of maintaining fixed assets;
    • make management more effective;
    • groups of workers become more independent.

    The problem of introducing the Lean ideology at Russian enterprises may be barriers in people's minds. The ideology of BP implies that a person who works according to this system is obliged to work as needed at the moment, today to act in one area, the next day in another, etc. In the Russian Federation, many people believe that once they have a specific profession, they are not required to study anymore; few people want to study. In other words, in lean manufacturing, training is extremely important.

    Salary is considered a fundamental part of BP’s motivation. In Russian companies, there is mainly piecework wages, which in no way suits the basics of power supply, therefore, by introducing this system, management shifts the responsibility for it onto the shoulders of operators. It is very difficult to find a good manager when implementing BP. Many managers know very little and superficially about this system, which raises questions about the education and training system.

    Using BP, it is possible to significantly increase product quality, labor productivity, reduce material and short-term costs, reduce the time it takes to fulfill orders, and increase the company’s competitiveness. The thoughts and methods of this system could play a decisive role in modifying the economic sectors of the Russian Federation industry and its aspiration to the level of advanced developed countries, allowing them to survive in the struggle for buyers. Such a system would contribute to the successful development of Russian companies and their advancement to the global level, including in industries with high added value.

    The popularity of the Lean system in Russia is growing rapidly. Some large companies are already partially introducing it into production. The main obstacle is the “Soviet rudiments” that remain both in the production system itself and in the minds of a huge number of people. This system requires changes not only in management and organization, but also in the people themselves. And here the main role will be played by management and its focus on results.

    Types of losses in the Lean system

    In a period of high competition and a decline in business activity, companies have no other way but to use advanced marketing technologies, create goods and services that satisfy customers in terms of quality and cost.

    Losses in any production process are an inevitable problem for almost all companies, both manufacturers and those with services. Whatever the losses, they do not add value to the product or service. In order to find losses, you need to know about them.

    There are the following types of main losses:

    1. If an employee is treated as a spare part that can be thrown away or replaced with a new one at any time, and if all this still happens under the concept of “work only according to my laws,” in this case, the enthusiasm of workers for work will inevitably decrease. Experts say that such business management drags the company to the bottom, which will certainly later affect its profits. In the same Land of the Rising Sun, “quality circles” arise in different companies, where everyone has the opportunity to present their own ideas for changes in work. Experts say that in the 21st century, business will develop successfully for those firms that can instill in their staff a sense of ownership in improving product manufacturing and customer service. Some experts say that it is already necessary for part of the staff to participate both in the affairs of the company and in decision-making - this will raise the level of involvement of everyone in the affairs of the company. With the acceleration of automation and robotization in enterprises, this is becoming an inevitable process.

    2. Excessive production of products leads to the fact that those funds that could be spent on improving quality are spent on increasing production volumes. Control over the quantity of manufactured products should begin from the workplace, which increases the efficiency and flexibility of management.

    3. If workers do not work, waiting for raw materials, components and other things, this is an indicator of illiterate planning or undeveloped relationships with suppliers. And at the enterprise such a situation should be perceived as an emergency. Delays are a visible part of the state of affairs in any enterprise.

    4. Unnecessary transportation - that is, when components or goods are transported more often than necessary. Therefore, it is fundamentally important to deliver everything on time and where it is needed. And for this, the company must have and constantly improve logistics schemes. For Russian conditions this is one of the most difficult issues.

    5. Excess stocks, storage of surplus or leftover goods or components in warehouses largely violates the principles of the system. Everything needs to be fixed on time and quickly.

    6. Products must be made only of high quality, so that nothing has to be remade. Quality control must be fast and effective.

    7. Marriage must be prevented by all possible means; extra money, time and effort are spent on satisfying customer complaints. It must be remembered that any defect is very expensive for manufacturers, so the system pays special attention to its prevention.

    8. Incorrectly established process for delivering devices and components within the company itself, unnecessary movement of workers around the premises. This also leads to an increase in wasting time on unnecessary actions that are not at all ultimatum.

    Lean Manufacturing Tools

    Today the following Lean Manufacturing tools are the most popular:

    1. Kanban,
    2. Kaizen,
    3. System 5C,
    4. JIT system.

    We invite you to take a closer look at these lean manufacturing methods. And we'll start with the Kanban system.

    Kanban system

    The Kanban production system arose as a result of the modernization of companies in accordance with “just in time”, with the goal of reducing costs and increasing product quality. Its creation and subsequent implementation opened up a new type of management.

    Since the introduction of the Kanban production system, pull-type companies have emerged. At the same time, the direction of the information flow is modified. In pull-type shops, the outermost section generates a request for the necessary components from previous manufacturing steps.

    Kanban is not considered a completely new type of manufacturing. Management systems developed over 50 years provide add-ons for traditional industrial companies. A clearer term for Kanban capabilities is efficiency. Since modern methods of modernizing product manufacturing are aimed specifically at raising it.

    The essence of the Kanban system is the constant execution of operations at all points in the production process. The main features are considered to be a reduction in inventories in the warehouse along the entire chain of the production cycle. This is a solution to the bottleneck problems of any production. In reality, there is a possibility of insufficient stocks. The consequences are disruptions in the pace of production, a reduction in output by workers and an inflated number of auxiliary and spare parts due to untimely routine maintenance, and increased production costs.

    For another option, the distinctive indicators are:

    • low turnover of funds;
    • reduction in the quantity of manufactured products;
    • increased costs for additional infrastructure.

    Kanban reduces hazards by limiting the amount of materials that can be produced during the production process. As a result, all processes are transparent: failures in the operation of equipment, the real percentage of defects, and the practical capabilities of workplaces are visible. And the result of introducing the system is an increase in quality and a reduction in costs.

    The main components of Kanban are control of actions with the support of special control signals. We emphasize that for effective functioning, a structure of relationships between production departments and interaction of labor personnel is needed.

    The main component of information in production was the Kanban card system - these are plastic cards of different colors. Their type depends on the type of control. The production request is guided by the location of the container on the rack. The ordering method is carried out as follows: the main container with the card, if the amount of materials has decreased, is placed on a rack and then worked with another. The carrier takes away the empty container; the presence of a card on it indicates the urgency of the order.

    The main drawback of the presented type of Kanban is the number of containers for each type of component. The card is divided into a number of parts that show information about those they download. There are different schemes for using their colors. The number of colors and their selection depend on the difficulty of production operations.

    It is worth understanding that the Kanban system has a number of advantages compared to conventional methods of production management. It allows you to reduce production time, reduce equipment downtime, improve component inventories, reduce the percentage of product defects, reduce work in progress to zero, increase the level of space utilization, increase labor productivity and company flexibility.

    At the same time, it is worth noting the disadvantages of the system: it requires the creation of a clear supply chain for supplies; there are no long-term plans for production tasks.

    Kaizen system

    Kaizen is a Japanese system. The name comes from two words: “good” and “change.” In other words, it can be translated as “change for the better” or “good change.”

    But at the same time, the Japanese Kaizen system is not just a system for implementing lean manufacturing. This is a whole philosophy that contains various kinds of management mechanisms that are aimed at encouraging employees to think creatively and for the benefit of the company. That is, to develop, invent and, of course, propose various improvements in the work of the company and, if possible, implement them.

    If you decide to introduce a Kaizen system at your enterprise, it is worth knowing its five main components:

    • personal discipline of employees,
    • interaction at work,
    • good employee morale,
    • compliance with quality circles,
    • regular proposals to improve the company's work.

    System 5C

    The 5C system is a special technology that is aimed at creating an effective workplace for an employee. In other words, this is a kind of system for putting things in order. And its main goal is to strengthen the discipline of employees and the team.

    This is the Japanese system. And it includes five components. When translated into Russian, not all words begin with “S,” but in Japanese they do. That’s why the system is usually called 5C.

    So, the system includes:

    • Sorting. That is, you need to be able to separate necessary items, cases, documents, etc. from unnecessary ones in order to remove the latter and so that they do not interfere with work.
    • Smart location. That is, everything that is useful and necessary in work needs to be arranged so that everything is in its place. And so that, if necessary, you know where and what lies and find it without spending a lot of time.
    • Purity. You should always maintain order and cleanliness in your place. Clean regularly.
    • Standardization - it is important to be able to be accurate in everything, following the first three rules.
    • Improvement. That is, so that all the habits described above become taken for granted and become firmly established in everyday life.

    JIT system

    This system includes an abbreviation of three words in the English language, that is, the JIT system stands for and is translated as Just In Time, or “Just in Time.”

    This is a materials management system according to which components from a previous operation (or from a previous supplier, etc.) are delivered at a specific and precisely scheduled time. Not a minute earlier or later.

    Such a system is useful in that it leads to a reduction in the volume of work in progress and minimizes the presence of unnecessary goods in the warehouse.

    This system has a certain approach to the selection of suppliers of raw materials and components - here it is customary to work only with those who are guaranteed to deliver goods or raw materials exactly on time. In this way, the best of the best are selected and it is with them that the most long-term and effective business relationships are built in the future; cooperation with such suppliers is always long-lasting and effective.

    So, today we told you about what Lean Manufacturing is, what tools it has, and the benefits of its implementation in the work of companies. We wish you success and great work! And remember: your effectiveness is in your hands.

    Tell friends:

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

    • downtime is reduced by 5-20 times,
    • the number of defective products is reduced by 5-50 times,
    • 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 administration. Some of the Lean technologies - for example, Kaizen - generally claim to be an independent concept. However, it is more correct to consider Lean (Russian: Lean) as an integral system, the technological elements of which are interconnected and often depend on each other. When in the second half of the 20th century the Lean Production concept was created at Toyota factories (and subsequently supplemented by American theorists and practitioners), the implementation of one method required the development and implementation of the next method, without which the accuracy of the previous one would have been impossible.

    Two “pillars” of the Lean production system

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

    All processes are oriented towards creating this value, and it (value for the consumer) is the starting point of the system:

    • First, the demand and needs of customers are assessed,
    • then the factors that must be taken into account to satisfy the needs are determined,
    • then exactly as much as is needed to complete the task is produced - 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 performance of all links in the chain is optimized.

    This scheme gives rise to the need to use two basic systems, which Taiichi Ohno, one of the main authors and ideologists of the lean manufacturing concept, called the basis of the Toyota production system. We are talking about the “Pull” technology and the “Just in time” tool.

    "Pull"

    The method by which withdrawals by subsequent stages of the production process will determine the quantity and rate of production in previous stages. A reverse order of control 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 full, but not overloaded.

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

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

    Just in Time (JIT)

    In the English literature, this materials management practice is usually referred to by the acronym JIT - Just-In-Time. With this technology, components of the production process from a previous step or from the plants of an external supplier appear on the workplace no earlier and no later than they are needed.

    It is clear that a lag in the provision of materials and parts is fraught with downtime, but “getting ahead” of the process is also less profitable compared to on-time delivery. The introduction of JIT practices leads to a sharp reduction in the volume of work in progress, a decrease in inventories in warehouses of materials and finished products. And this, in turn, reduces the cost of maintaining warehouse premises and eliminates intermediate movements to the warehouse and back to the workshops.

    Just-in-time practice presupposes the supplier’s ability to ensure uninterrupted and timely delivery of high-quality components. 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 half, 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 flow of materials without making inventory. In essence, this is a practical algorithm for implementing the “Just in Time” idea. To implement such a system, information cards are used – “kanban” in Japanese – which represent an order for the quantity of a particular product. The cards tell you where the part came from and where it should be delivered.

    Thanks to this support, all departments receive material resources only in the amount needed to complete the order and by the deadline specified in the kanban. In the reverse order of management, the order from the end consumer 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 end to beginning. And the card (kanban) here becomes a means of transmitting data:

    • The first type of cards contains information about the number of parts or semi-finished products that the subsequent stage requests from the previous one (production order kanban).
    • The second type of cards - selection 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 unified 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. For comparison, working under the MAP system requires full renewal of resources about 20 times a year, and working under the Canban system - 200 times or more often.

    Kaizen

    The word "kaizden" is made up of two hieroglyphs meaning "good" and "change." Movement for the better and constant good changes form an entire philosophical doctrine, which in material terms is based on tools for encouraging employees 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 process improvement.

    Not all production cultures demonstrate readiness for a change in thinking. To accept the Kaizen concept, an employee must feel like an integral part of a large team. His word must be heard, and his opinion must be valuable. Under these conditions, old strategies based on “staff turnover” and easy replaceability of personnel are being revised. American researchers added an eighth to the seven classic types of losses (including defects, unnecessary processing, transportation and movement, waiting and overproduction with excess inventory): ignoring the potential of employees. In the Kaizen doctrine, this type of loss is eliminated in the first place, which entails the elimination of other costs.

    Workplace: 5S and U-shaped cells

    There are no trifles in the lean manufacturing concept, 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 compliance with the previous ones, and the entire chain consists of the following elements:

    1. Sorting. The employee’s task is to deal with the “junk” that interferes with the cleanliness and transparency of the production process. Each employee must determine, among all the things in the workplace, what is really needed in daily work and what can be removed. Unnecessary items are marked and moved to the sump.
    2. Maintaining order. “Order” here refers to the arrangement of tools or materials that will allow the employee to easily find what they need, take it out and put it back in place. It follows from this that it is wrong, for example, to put a tool in a visible place, but in such a way that a ladder will be needed each time to remove it. But an arrangement in which the tool is “at hand”, but pushed into a far, invisible corner, is also considered incorrect. If a replacement takes the same place of work, he simply will not be able to quickly find the “hidden” one. Therefore, the implementation of the second principle often involves the creation of additional racks and cells.
    3. Keep it clean. Simple cleaning of the workplace, in addition to the fact that it must be done regularly and on schedule, often requires additional planning and equipment modification. If, for example, you do not purchase detergent in advance according to plan and do not provide it to your employees, then there will simply be nowhere to get “chemicals” and a rag. And if a special cabinet is not built to store these accessories, then the place will be cluttered, which contradicts the first two principles.
    4. Standardization comes down to compliance with the previous principles and fixing their order at the level of mandatory rules. Firstly, written rules do not allow one to refuse responsibilities (for example, by shifting responsibility for cleanliness to cleaners), and, secondly, this facilitates staff rotation - each employee of the enterprise does the same thing within the 5S system, so it is easy for him follow general clear rules.
    5. Improvement. Over time, even good habits can be abandoned, and any changes are rarely comprehensive. Therefore, the task of each employee of the enterprise is to disciplinedly improve in compliance with established principles, without stopping there.

    The 5S system is considered the most obvious when implemented, but this does not guarantee ease of implementation. The inertia of thinking in some production cultures hinders the adaptation of the system, starting from the first step: the employee thinks that everything on the table is necessary for him and he cannot refuse anything.

    The letter “U” in the name of the method is an ergonomic and rational form of arrangement of the equipment. 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 part processing, 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, followed, for example, by sharpening, rolling, heat treatment, cleaning and deburring at the “exit”. After this, the cycle starts again.

    SMED

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

    Securing the dies and removing them in the total volume of operations takes about 5% of the time, centering the tool and its placement - another 15%, test 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 takes 30% of the time) and a set of internal operations that take 70% of the time, then the task comes down to the maximum conversion 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, is defined as a technology for total equipment maintenance. It is implemented through preventive maintenance of equipment and early elimination of defects that can lead to serious damage.

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

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

    Visualization: mapping, visualization, “Cause Tree”, etc.

    In the Lean concept, everything should be clear at first glance and visually. Illustrations, maps and graphs are widely used for this purpose.

    • Mapping (drawing a map) of value stream creation is considered a simple but effective tool. It is a graphical 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 clarity, 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.
    • A “cause tree” is a structured graphical reflection of the logical relationships between the consequences of identified problems and their causes. The resulting diagram superficially resembles 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 that allows you to prioritize when solving problems. The Pareto principle, which states that 20% of effort produces 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 determines the effect of eliminating it. 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 reasons that are in the upper right quadrant are the easiest to eliminate and will give the greatest effect, so they are considered a priority.

    In addition to those listed, the practice of visualization is supported by other tools: “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 tools.

    Mastering almost each of the listed tools requires undergoing special training and, sometimes, using other, simpler tools that simplify the implementation of the technology.

    Practical nuances

    Some seemingly obvious techniques often contain hidden complications. Thus, it is advised to prepare specially for the interview, taking into account that the interviewee may simply not understand vague questions, and it will not be possible to conduct a second interview due to the worker’s high busyness. That is, in an hour of time (that’s about 10 questions) you will need to find out about the staff’s problems, but the offer to simply talk about the problems will most likely confuse the employee. Therefore, it is advisable to clarify your questions by step-by-step analyzing all the employee’s daily activities. This is how process bottlenecks are discovered in a natural conversation, but you need to strike 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 come to refer to this, since people associate reductions and layoffs with optimization.

    It is better to record employee responses. 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. An interview partner will also help if the interview stalls or if the questioner is psychologically opposed to the answerer.

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