read
Lean manufacturing, or lean production, is being confidently implemented by many Russian enterprises. In 2017, a series of GOST standards on lean manufacturing were published, but not all specialists are familiar with this concept. For young professionals and companies looking for the optimal way to increase efficiency, the material can become a guide to the world of lean production.
2 8 15/11/2018
How it all started: from crisis to concept
The history of lean manufacturing began with the crisis at Toyota. In the 50s of the 20th century, a financial crisis raged in post-war Japan. It was associated with the depletion of financial and production resources. The only way for companies to survive was to improve product quality while simultaneously reducing costs.
It was at this point that Taiichi Ohno, the progenitor of the lean manufacturing concept, became the executive director of the Toyota Motor plant. He invented and implemented a unique production system, which later became known as the Toyota Production System (TPS). It was based on identifying activities that added value to the customer and reduced waste. From that moment on, the golden age of Toyota began, which successfully entered the world market, captivating consumers with the price-quality ratio of its cars.
In the early 80s, Toyota cars appeared on the US market. They unexpectedly quickly became popular, capturing a fair share of the market from big three US automakers. After this, a group of American scientists led by James P. Womack and Daniel T. Jones went to Japan to the Toyota plant. As a result of their research into the Toyota production system, they formulated the concept of lean manufacturing and outlined it in their books, which later became bestsellers.
Although the concepts of lean production and TPS are based on the Toyota Production System and their principles are very similar, some experts distinguish them as follows: TPS is the path of a specific company that is unique, and lean production is a set of methods, tools, mechanisms and philosophy that are based on this experience and can be implemented in other industries
8 types of losses
Taiichi Ohno advocated the fight against waste (muda), that is, the reduction of any activity that consumes resources but does not add value to the end consumer. To do this, you first need to identify value-adding activities. And it's not always easy. And the costs of other operations should be kept to a minimum.
Let's look at an example of painting a fence. A worker takes paint and a brush from the warehouse, goes to the fence, dips the brush in the paint, runs it over the fence several times, repeats the cycle, cleans the brush regularly, at the end of the work shift he takes the remaining materials to the warehouse, and his boss checks the work. Of all the operations described, only brushing the fence adds value to consumers.
Taiichi Ohno identified seven main groups of losses. The eighth group was formulated by Jeffrey Liker. This type of waste has also become canonical in lean manufacturing. We are talking about the following types:
- Overproduction. The reasons for losses in this group are the organization’s funds withdrawn from circulation, the cost of renting warehouses and the salaries of responsible personnel.
- Waiting in lines. The main sources of this type of loss are associated with downtime of equipment and personnel waiting for the delivery of necessary components.
- Transportation. These are losses associated with the cost of excessive movement of the product both in production itself and from suppliers/consumers (wear and tear of transportation equipment, cost of logistics, defects resulting from transportation).
- Production processes that do not create added value. These are costs associated, for example, with adding functions to a product that the end consumer does not need (a refrigerator with a built-in screen), or carrying out technical operations that do not add value to the consumer.
- Excess inventory. This type of loss is associated with the costs of renting warehouses for storing products, salaries of responsible personnel, and the risk of exceeding the shelf life of inventories.
- Extra movements. In this case, losses arise due to the fact that the employee spends time on unnecessary movements in the workspace, searching necessary tools etc. In some areas of production, time loss can be up to 20%.
- Losses associated with quality. This type of loss includes losses for the correction of defects, disposal of irreparable defects and unnecessary quality checks of products.
- Losses from unrealized creative potential of employees. They are associated with the fact that the employee performs types of work that are not typical for him or does something for which he does not have the ability or interest. These losses are most often due to the lack of a tool for searching and supporting employee production initiatives.
The main way to combat losses, according to the concept of lean manufacturing, are the principles of production pull and Just in time.
The production pull principle implies that the order for each stage of production comes from the subsequent section of the production process (internal consumer), and it all starts with a thorough study of the needs and preferences of the end consumer (external consumer - client). But in a large-scale production environment, this is extremely difficult to achieve, so the outgoing signal is sent by a team of marketing specialists who promptly and continuously monitor the situation on the market. This avoids losses from overproduction.
The Just in time principle assumes that the company’s planning and organization system is built in such a way that all the necessary elements enter the production process at the right time and at the right time. required quantity. This principle also assumes defect-free production, since a defect can break the entire clear planning system.
A wide range of methods are used to implement the lean manufacturing concept.
5S
This is probably the most popular lean manufacturing method. Its essence lies in the rational and effective organization of the workspace. It is aimed at combating losses that arise as a result of searching for the right tool, as well as as a result of defects due to faulty equipment or an unclean employee’s workplace. In this system, the workspace is treated as individual workplace an individual employee (from the director to the cleaning lady), and production premises generally.
The 5S method is based on compliance with five basic principles
Seiri – sorting
It is necessary to divide all objects in the workspace into groups:
- always needed: located in the workspace;
- sometimes needed: taken out of the workspace, but remain within reach;
- unnecessary: should be removed.
The main idea of this principle: the fewer things that surround us, the easier it is to work.
Seiton – maintaining order
Each item and tool must have its own specific place. This order must be maintained. The choice of location for tools should be done rationally:
- a thing that is used constantly, is always at hand;
- things that are rarely needed should not interfere with the employee.
Most often, when implementing 5S, the outlines of things are drawn right at the workplace, and quality service employees regularly audit the workplace.
This is the most understandable principle of the 5S method. Dust and dirt cause defects and losses, and therefore affect efficiency and cost. In most cases, this principle is interpreted as regular cleaning of not only the premises, but also the workplace. However, there are two nuances.
- Not only the cleaner, but also the employee himself is responsible for cleaning the workplace.
- Production must be arranged so that there is as little garbage and waste as possible, and they must be localized.
Shisuske – standardization
Each employee should have visual instructions for his activities at hand. They must be minimized, understandable, and visualized. Standardized checks are carried out regularly technological equipment in the workspace.
Seiketsu – improvement
For the existence of a 5S system, it is necessary not only to support already developed mechanisms, but also to constantly improve them. The production cycle does not stand still, companies change, and 5S mechanisms must change with them.
Currently, the 6S system has appeared. It differs from the 5S method in the interpretation of the last S. In 5S the last point is improvement, and in 6S it is discipline and habit.
Standardization
This method involves creating visual instructions for employees that describe the main production processes. Instructions must regulate all operations performed by the employee as briefly, clearly and clearly as possible.
The maximum length of instructions should be 3 pages, preferably less than one. It is advisable to use instructions with maximum visualization; good examples of this approach are, for example, IKEA furniture assembly instructions, Artis labor safety instructions, and LEGO assembly rules.
In addition to work instructions, the organization must describe all processes briefly and clearly. For this purpose, block diagrams are usually used.
All instructions must be drawn up according to uniform rules for the entire organization and updated regularly. Management should monitor employee compliance with instructions. If deviations are identified, an analysis should be conducted to determine why the employee deviated from the instructions: due to a desire to make his life easier to the detriment of the production process, or he found a more optimal way to perform operations. In the latter case, his experience should be introduced into the organization, and the employee should be rewarded.
This method is aimed at reducing the variability of the work process, reducing the number of defects, as well as facilitating the process of adaptation of new employees to the production process.
Poka-Yoke
The name of this method is translated into Russian as “protection from mistakes” or “protection from fools”. It is aimed at creating conditions under which it is simply impossible for an employee to make a mistake, that is, at eliminating the “human factor” as much as possible.
This method is purely practical, so general principles does not exist for him. To understand the idea, here are a few examples:
- The use of structural elements that make it impossible for the entire structure to be assembled incorrectly. For example, the shape of SD or flash cards does not allow them to be inserted into the media with the wrong side.
- Color coding of elements during production. Elements that must be connected to each other are marked with the same color. For example, a wire and its connector are marked in one color: red to red, yellow to yellow.
- Automated control system. Creating a system that will not allow an element to pass to the next production site if it contains a defect. For example, on a conveyor line, a worker must connect two parts with four screws into through holes. After performing this procedure, a photocell is installed on the tape, and if one of the screws is not secured, this element does not pass further.
This method is also used to prevent work-related injuries. For example, on a conveyor belt for cutting furniture panels, an employee needs to press two buttons with both hands. This is done so that the employee cannot try to straighten the furniture panel with one hand while the cutter is running. As soon as he releases one of the buttons, the cutter stops.
The application of this method is unique to each individual organization, but it cannot be ignored.
Kanban
This is the main method for implementing JIT and pull manufacturing. Originally, these were cards that an employee on a production line would give to his internal suppliers when he ran out of items needed for production. Now the contractor does not need to transfer cards; this is done by an automated system.
Taiichi Ohno formulated the basic rules for using the kanban method:
- No one can make parts without receiving an order for them.
- A Kanban card must be attached to any part or batch of parts.
Using the Kanban method allows you to:
- obtain information about the place and timing of receipt and transportation of products;
- prevent overproduction;
- prevent the occurrence of defective products by identifying exactly at what stage defects occur.
Rapid Equipment Changeover Method (SMED)
This method is purely practical and unique for each industry. Its main task is to reduce the time for equipment changeover. This will allow the production of parts in small batches, which in turn initiates the application of pull and JIT principles. Describe in detail technical solutions This method is impractical, since in most cases they are unique to each enterprise.
Reference
The most popular, but not all, lean manufacturing methods and tools are discussed above. Among those not included in the review:
6 Sigma is a methodology aimed at creating defect-free production.
Kaizen is a system of continuous improvement of processes in an organization.
Bottleneck analysis is a methodology aimed at finding and eliminating the so-called bottleneck in production.
Five "whys" – a method of finding solutions to problems that have arisen.
A value stream map is a tool that allows you to identify operations that add value to a product for the end consumer.
Total Equipment Maintenance (TPM) is a methodology aimed at increasing the life and efficiency of equipment.
Production visualization – this method aims to inform employees about the state of production using simple visual means, and others.
Although all of the above methods were developed for manufacturing companies, the concept of lean manufacturing is widely used in the service sector, for example, in logistics, medicine, and IT.
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
-
1 / 5
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 at all to finished product or its parts were in storage. 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 fool") 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, services, utilities, healthcare, the education system, armed forces, 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 management, 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
Lean manufacturing(lean production, lean manufacturing - English) lean- “skinny, slender, without fat”; in Russia, the translation “lean” is used; there are also variants “harmonious”, “sparing”, “thrifty”, in addition there is a variant with transliteration - “lin”) - a management concept based on a steady desire to eliminate all types of losses. Lean manufacturing involves the involvement of each employee in the business optimization process and maximum customer focus.
Lean manufacturing is an interpretation of the ideas of the Toyota Production System by American researchers of the Toyota phenomenon.
Key Aspects of Lean Manufacturing
The starting point of lean manufacturing is customer value.
Value is the utility inherent in the product from the customer's point of view. Value is created by the manufacturer as a result of a series of sequential actions.
The heart of lean manufacturing is the process of eliminating waste.
Losses is any activity that consumes resources but does not create value for the consumer.
Losses in Japanese are called muda- a Japanese word that means waste, that is, any activity that consumes resources but does not create value. 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 activities of an enterprise can be classified as follows: operations and processes that add value to the consumer, and operations and processes that do not add value to the consumer. Hence, anything that does not add value to the customer is classified as waste and must be eliminated.
Types of losses
- losses due to overproduction;
- loss of time due to waiting;
- losses due to unnecessary transportation;
- losses due to unnecessary processing steps;
- losses due to excess inventory;
- losses due to unnecessary movements;
- losses due to the release of defective products.
Jeffrey Liker, who along with Jim Womack and Daniel Jones actively researched the Toyota manufacturing experience, identified the 8th type of waste in the book “The Toyota Way”:
- unrealized creative potential of employees.
It is also customary to distinguish 2 more sources of losses - muri and mura, which mean “overload” and “unevenness”, respectively:
Mura- uneven performance of work, such as a fluctuating schedule of work caused not by fluctuations in end-user demand but rather by the nature of the production system, or an uneven pace of work to complete an operation, causing operators to rush and then wait. In many cases, managers can eliminate unevenness by leveling out planning and paying close attention to the pace of work.
Muri- overload of equipment or operators that occurs when working at greater speed or pace and with greater effort over a long period of time - compared to design load(project, labor standards).
Basic principles
Jim Womack and Daniel Jones, in their book Lean: How to Eliminate Waste and Thrive Your Company, outline lean manufacturing as a five-step process:
Other principles:- Determine the value of a specific product.
- Determine the value stream for this product.
- Ensure the continuous flow of the product value stream.
- Allow the consumer to pull the product.
- Strive for excellence.
- Excellent quality (delivery on first presentation, zero defect system, detection and solution of problems at their source);
- Flexibility;
- Establishing long-term relationships with the customer (by sharing risks, costs and information).
Lean Manufacturing Tools
Taiichi Ono wrote in his work that the Toyota production system rests on two “pillars” (often called the “pillars of TPS”): the jidoka system and the “just-in-time” system.
- Unit flow
- Total equipment care - Total Productive Maintenance (TPM) system
- Poka - yoke (“error protection”, “fool proof”) - a method of preventing errors - a special device or method due to which defects simply cannot appear.
Implementation algorithm (according to Jim Womack)
- Find a change agent (you need a leader who can take responsibility);
- Obtain the necessary knowledge on the Lean system (knowledge must be obtained from a reliable source);
- Find or create a crisis (a good motive for introducing Lean is a crisis in an organization);
- Map the entire value stream for each product family;
- Start work in the main areas as quickly as possible (information about the results should be available to the organization’s personnel);
- Strive to get results immediately;
- Carry out continuous improvements using the Kaizen system (move from value creation processes on the shop floor to administrative processes).
Typical mistakes when implementing lean manufacturing
- Misunderstanding of the role of management when implementing a Lean system
- Building a “System” that does not have the necessary flexibility
- Starting implementation not from the “basics”
- Jobs change, but habits don't change
- Measure everything (collect data), but react to nothing
- “Paralytic analysis” (endless analysis of the situation, instead of continuous improvements)
- Do without support
Lean culture
Lean manufacturing is impossible without a lean culture. The main thing in Lean culture is the human factor and teamwork. This is greatly supported by the emotional intelligence (EQ) of employees. Lean culture also corresponds to a certain corporate culture.
Efficiency
Overall, the use of lean manufacturing principles can have significant effects. Prof. O. S. Vikhansky argues that the use of lean manufacturing tools and methods makes it possible to achieve a significant increase in the efficiency of the enterprise, labor productivity, improvement in the quality of products and increased competitiveness without significant capital investments.
Story
The father of lean manufacturing is considered to be Taiichi Ohno, who began working at Toyota Motor Corporation in 1943, integrating the best world practices. In the mid-1950s, he began to build a special production organization system called the Toyota Production System or Toyota Production System (TPS).
The Toyota system became known in the Western interpretation as Lean production, Lean manufacturing, Lean. The term lean was proposed by John Krafcik, one of the American consultants.
A significant contribution to the development of the theory of lean manufacturing was made by Taiichi Ono's colleague and assistant, Shigeo Shingo, who, among other things, created the SMED method.
The ideas of lean manufacturing were expressed by Henry Ford, but they were not accepted by business because they were significantly ahead of their time.
The first disseminator of the Kaizen philosophy throughout the world was Masaaki Imai. His first book, Kaizen: The Key to Japan's Competitive Success, was published in 1986 and translated into 20 languages.
The lean manufacturing concept was first applied to discrete manufacturing industries, most notably the automotive industry. The concept was then adapted to continuous production conditions. Gradually, lean ideas went beyond manufacturing, and the concept began to be applied in trade, services, utilities, healthcare (including pharmacies), the armed forces and the public sector.
In many countries, the spread of lean manufacturing is provided with government support. In a period of intense competition and an escalating crisis, enterprises around the world have no other way than, using the world's best management technologies, to create products and services that maximally satisfy customers in terms of quality and price.
Regular international and regional conferences contribute to the dissemination of Lean ideas. One of the largest platforms for the exchange of best practices in lean manufacturing in Russia is the Russian Lean Forums (since 2011 - Russian Forum “Development of Production Systems”), which have been held annually since 2006.
Examples of use
Lean card. The deployment of the lean production concept in Russia is presented on the Lean map - the world's first lean production map. The Lean map created by ICSI and the Leaninfo.ru Blog identifies enterprises that, according to available information, use lean production tools, as well as lean people - that is, people who are famous, have significant experience in lean production and are active in spreading lean ideas. The map is constantly updated, mainly thanks to user information. Upon application with confirmation, you can mark on the map any organization that uses lean manufacturing methods.
The world's largest companies successfully use Toyota's experience: Alcoa, Boeing, United Technologies (USA), Porsche (Germany), Instrument Rand (Russia) and many others.
Lean logistics (Lin logistics). The synthesis of logistics and lean concepts made it possible to create a pull system that unites all firms and enterprises involved in the value stream, in which partial replenishment of inventories in small batches occurs. Lean logistics uses the Total Logistics Cost (TLC) principle.
Lean manufacturing in medicine.. By expert assessments, approximately 50% of nursing staff time is not spent directly on the patient. There will be a transition to personalized medicine, in which the patient receives help “at the right time and in the right place.” Medical facilities should be located so that the patient does not have to waste time on numerous trips and waits in other places. Now this leads to significant financial expenses for patients and a decrease in the effectiveness of treatment. In 2006, at the initiative of the Lean Enterprise Academy (UK), the first EU conference on the problem of introducing Lean in the healthcare sector was held.
Lean mail. In the Danish Postal Department, as part of Lean Manufacturing, a large-scale standardization of all services offered was carried out to increase labor productivity and speed up postal shipments. To identify and control postal services, “maps for the continuous creation of their value” have been introduced. An effective system of motivation for postal employees has been developed and implemented.
Lean office. Lean manufacturing methods are increasingly used not only in production, but also in offices (lean office), as well as in local and central government.
Lean House. The use of lean technology in everyday life makes it possible to make life environmentally friendly and reduce energy costs to a minimum level. The passive house is a typical example of lean living. A passive house, or rather an energy-efficient house, is a house in which heating costs are about 10% of normal energy consumption, which practically makes it energy independent. The heat loss of a Passive House is less than 15 W. hour/m² per year (for comparison, in an old house there is 300 W.hour/m² per year), and the need for minor heating of the house arises only at negative outside temperatures. At temperatures below minus 20, a passive house cools down by 1 degree per day.
Negative aspects of lean manufacturing
It should also be noted that the implementation of lean manufacturing also has certain negative aspects. In practice, quite a large number of companies practicing lean manufacturing, following Toyota, widely use so-called labor. temporary workers on short-term contracts who can be easily laid off if production volumes decline. For example, in 2004, Toyota employed 65,000 permanent workers and 10,000 temporary workers.
See also
- Toyota: 14 principles of doing business
- Lean Design
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. ISBN 978-5-91180-599-9
- Taiichi Ono. Toyota Production System: Moving away from Mass Production. - M: Publishing House ICSI, 2012. ISBN 978-5-903148-39-4
- Shigeo Shingo. Study of the Toyota production system from the point of view of production organization. - M: ICSI, 2010. ISBN 978-5-903148-35-6
- Pascal Dennis. Sirtaki in Japanese: about the Toyota production system and more ISBN 978-5-903148-04-2
- Yasuhiro Monden. Toyota management system. - M. Publishing house ICSI, 2007, ISBN 978-5-903148-19-6
- Liker Jeffrey. The Tao of Toyota: 14 principles of management of the world's leading company - M.,: Alpina Publisher, 2011. ISBN 978-5-9614-1590-2
- Shook John, Rother Michael. Learn to See Business Processes: The Practice of Value Stream Mapping (2nd edition). - M.,: “Alpina Publisher”, 2008. ISBN 978-5-9614-0621-4
- George L. Michael. Lean + Six Sigma. Combining Six Sigma quality with Lean speed. - M: Alpina Publisher, 2007 ISBN 978-5-9614-0636-8
- Mary Poppendieck, Tom Poppendieck. Lean Manufacturing software: from idea to profit. - M.: Williams, 2010. ISBN 978-5-8459-1538-2
- Mark Graban. Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction (English) ISBN 978-1-4200-8380-4
Links
Specialized resources:
- Vestnik Lin - Newspaper and online magazine about lean manufacturing
- Lean manufacturing and lean technologies - Everything about lean manufacturing tools, Kaizen philosophy, experience and prospects for Lean in Russia
- Books on lean manufacturing - ICSI Publishing
- Blog "Kaizen" - materials on lean production
- A Practical Blog on Lean Manufacturing and Continuous Improvement
- State advanced training courses in the field of lean manufacturing
Education:
- Russian Lean School - a complex of educational services, including certification courses, additional vocational education, kaizen tours, trainings and seminars of leading foreign and Russian experts. Organization and conduct of excursions
- MBA-Production Systems - MBA Program-Production Systems in High school business of Moscow State University named after M.V. Lomonosov. State diploma
- The Orgprom group of companies is a leading Russian provider providing a full range of services for the development of lean manufacturing
- - Institute of Lean-Practice. State diploma
- Lean and ISO certification - The relationship between ISO and Lean systems.
Unions, social movements, public organizations:
- Interregional public movement “Lin-forum. Lean Manufacturing Professionals" - brings together the efforts of all lean manufacturing enthusiasts. Has more than 900 members
Important articles and materials:
- Lean improvement and management balancing
Lean Manufacturing is a management system in which products are manufactured in strict accordance with consumer requests and with fewer defects compared to products made using mass production technology. At the same time, the costs of labor, space, capital and time are reduced.
Why exactly do you need a power supply:
- Increased return on capital by reducing inventory and reducing time from order to delivery.
- Ensuring business growth by delegating responsibility and freeing the owner or manager from current problems.
- Decline and provision .
- Changing the attitude towards competition through a greater focus on customer requests, rather than on comparing your offer with others on the market.
- Using the internal potential of employees and the enterprise by involving everyone in the problem solving process.
1. Customer focus
3. Organization of production cells
In real life it looks like this:
Goal: increase labor productivity. One person can achieve such perfection that he can service several pieces of equipment at once.
4. Reducing the duration of order release
All we do is monitor the time between the consumer placing an order and receiving money for the work completed. We shorten this time period by eliminating waste that does not add value ( , 1988).
It is necessary to ensure that as little time as possible passes from the moment the client submits an application to the moment he receives his order.
In this process, you need to focus on two concepts: cycle time and takt time.
Cycle time(duration of order release) is the duration of passage of the product along the entire flow from start to finish.
Takt time is the frequency with which finished products leave the line. The target takt time is determined by market demand (for example: we need 2 cars per day).
Mass production has a very short takt time (fires like a machine gun), but very long time cycle (each unit takes a long time to produce). In addition to freezing material assets in the form of work in progress, this also greatly reduces the speed of production of rare brands of products.
5. Flexibility
In mass production, equipment changeover is done extremely rarely - the equipment produces parts in giant batches. In lean manufacturing, parts must be made in small batches, so equipment needs to be retooled frequently. That is why the instrument is very developed in it
6. Eliminate waste
To reduce cycle time, waste is eliminated. Waste is anything that does not add value to the final product. Profits are increased by eliminating production losses.
Types of losses:
- Overproduction- all unsold products cluttering up the finished goods warehouse;
- Excess inventory- money has been spent on them, but they lie idle. They get spoiled and lost. Inventory required. All these are unnecessary costs;
- Expectation- people, parts, products. Everything that is idle stands motionless in a queue somewhere;
- Transportation- reduce in time and distance;
- Unnecessary movements during work operations- unoptimized work of people with their hands. Extra work due to imperfect tools.
- Overprocessing- when we do something that the client does not need;
- Defects, defects;
- Unrealized employee potential.
7. Intra-shop logisticsThe value stream, as well as supply flows, should move in a single direction whenever possible, excluding return and intersecting flows. The length of travel paths should also be reduced as much as possible. To do this, we use the Spaghetti Diagram tool, with which we analyze all the movements, and then decide how to optimize them.
8. General involvement in the improvement process
In order to eliminate 8 types of losses, all employees of the company, headed by the first person, must constantly do this. - this is a key condition for success.
This is very useful for engagement:
This will require a waiver in favor of openly acknowledging problems. Refusal to solve problems by replacing people or by the “find and punish the guilty” method.
Otherwise, your improvement process will break down because your employees will .
What it looks like in practice:
Or like this:
The key feature of improvement is continuity. You cannot rebuild an enterprise and then not return to this issue. A project is something that has a beginning and an end. And the improvement process should be a vector.
How often do you need to train to be an athlete? Constantly. How often do you need to improve your skills to be a professional? Constantly.
Same with production. The Japanese are ahead of the rest of the planet in this regard and their cornerstone is constant improvement. Non-stop for decades.
How the Japanese consider it vicious: everyday work + improvement
As the Japanese believe correctly: everyday work = improvement
Improvement must be constant. You can’t do something healthy just once and live to be 100 years old. The correct lifestyle must be maintained throughout life continuously.
More details about improvement:Improvement builds up a certain routine:
If you make transformations and don’t return to this issue again, this is what will happen:
Also:
9. Go to the gemba (come and see)
The most important principle of improvement and inclusion. It lies in the fact that bosses should not be involved in the development of the enterprise from their offices. They must go to the shop and watch how the work is done. Or go and look at the place where the marriage is taking place. Look for the cause of its occurrence. The Japanese boss always goes to the front line. Where value is created.
Having arrived at the place of value creation (the gemba), you need to look for the root causes of problems. Do not pull the tops, but dig down to the very root. There is a “5 Why?” method for this. Asking the question “why?” 5 times or more in a row. worker on the site, you can find out “where the legs grow from.” And take effective measures. More details:
This is about the value stream. In general, problems need to be looked for not only in the gemba, but also in the administration.
10. Focus on process, not results
We can praise you if you somehow deceived the system and got out of a momentary problem. I fiddled with parts from some other order (which is to be shipped in 2 days, not today), or my hands got into the work priority of the metal parts manufacturing area to re-manufacture some parts that were lost on your order, which is to be shipped today.
The order was shipped in half, and everyone was like “phew!” exhaled. Now we need to figure out why this happened on this order. How the manufactured parts were lost, and why the purchased parts did not arrive on time. But wait a minute! We just picked up the parts from the order, which will ship the day after tomorrow! Now we urgently need to think about how to ship it. In addition, we interfered with the priority of the metal section, and it is now running late, and something needs to be done about this too! Therefore, there is no time now to find out why this happened. And then: it still worked out. There is a result. And this is the most important thing! (No)
In lean manufacturing, you need to constantly improve the process, and then it will give a stable result.
More details:11. 5S system
5C is a system for organizing the workspace, establishing and maintaining order, cleanliness, discipline and creating safe working conditions. The 5C system helps to quickly get rid of the trash that has accumulated in production and in the office and prevent its reappearance in the future.
The system is needed for everyone's involvement, and also for increasing productivity, 5S is very useful. When we got rid of everything unnecessary, put all the items in their places, labeled their storage locations and monitored cleanliness and order, this greatly restructures people’s minds. Sets them up for improvement. Also, people who do not want to take part in this become very noticeable.
In Japan, no one has ever shunned “improvement for the sake of improvement” without direct monetary gain. All this creates philosophy, creates spirit. Not everything is measured by money. There is also
More details:
12. Refusal of mass control
Refusal of mass inspections of products at the output, as well as refusal to assign an Quality Control Department employee after each machine. Instead, assigning responsibilities with verification to the workers themselves at subsequent stages of the work. This is only possible in a culture of improvement, where the culprits are not punished or fined, but simply try to find out what caused the marriage and eliminate the possibility of marriage in the future. For example, by introducing methods to protect against unintentional errors (Poka-yoke):
Then workers will not be afraid to report each other’s defective parts, and quality control department employees will not be needed in such numbers.
This is better than checking all products at the very end, because... in the end, much more resources have already been spent on it than if the defect had been discovered at the earliest stages. Therefore, if a defect occurs in one of the sections, the conveyor is stopped until they find out what the problem is. So as not to push the marriage further. The Japanese were even the first to come up with a technology that automatically stops equipment when a defect occurs.
13. Standardization + on-the-job training + control
Improvements are meaningless if there are no standards in the workplace. Because if there is no standard - .
Operations need to be standardized like this:
Once the standards have been drawn up, best experience must be replicated through training:
Then the implementation of the standards will need to be monitored: (parallel structure management)
14. Visualization
In order for involved employees to improve processes, processes must be visual, understandable and standardized. Everything must be visualized and transparent and labeled. In muddy water, it is completely unclear what is happening and how everything works, so there are no ideas on how to improve it. No losses are visible. The goal is that any person, coming to the site, without asking questions, understands how everything works here, how it should work, and whether there are any violations.
The visualization looks like this:
15. Statistical Office
Lean manufacturing bases its decisions on analysis and facts. And facts are statistics. Management must make decisions based on production statistics.
Discussed in detail in the book "7 Tools of Quality Management", Hitoshi Kume
The main tool for identifying losses. Heavy artillery, so to speak. You could say that this is a huge photograph of a working day of the entire process. We sketch everything that is being done. We record time, information flows, the number of personnel in operations, downtime, defects and other important information. Based on all this, we make one big map, contemplating which we look for opportunities for improvement.
On the wall - this is an archaic method. Possible in Excel.
Sometimes people ask me which BOOK to read in order to understand lean manufacturing from scratch.
Honestly, before today I didn't know the right book. That's why I had to write the article “Lean Manufacturing from Scratch” myself. And finally, a good book has appeared! Someone tried. It has a well-developed structure and cool infographics. It's a hundred times better than its predecessor .
I already had a note “Lean Manufacturing from Scratch”, and I decided to attach this book to my note, because... the book says the same thing. It is written just as simply, but in more detail. Therefore, whoever, after this note, wants to dig deeper, can download the book from the link.
The history of the application of Lean technologies - the so-called lean production technologies - goes back several decades. Despite this, everywhere, especially in our country, the Lean system is perceived as exclusively new and not entirely applicable to European and American, and even more so Russian, realities. It is often said that only Japanese workers, accustomed to monotonous activities and obedience, are able to master work using Lean technologies: rhythmic, neat, based on team interaction. And at the same time, personally participate in the constant improvement of every process, every workplace. Like many other methods of production and business development, the concept of Lean technologies says a lot about what needs to be done, but does not answer the question of how to do it. However, when implementing any technique in practice, there is an urgent need to solve many technical problems. This book will tell you how to do this with minimal losses.
From the series: Business man library
* * *
by liters company.
Chapter two. Lean technologies. From idea to solution
To pull the Toyota factories out of the hole, something extraordinary was required, not just a set of rules and methods, but a new philosophy that would be supported by everyone involved in the production of cars in this company. Lean technologies became such a magic wand. Lean is a constant activity to improve the competitiveness of a company. The Lean system aims to expand the ability of employees to solve problems and direct their energy and intelligence to the benefit of the company. Thus, ideally, in a company where Lean technologies are taken as a basis, both the company itself and each of its employees become more successful.
At first glance, the lean approach works extremely simply. First, it is necessary to find barriers that hinder the growth of the company's competitiveness. After this, assess whether these blockages can be overcome, reduced or bypassed. Moreover, what is planned is not a single, one-time action, not a creative impulse of individual employees or managers, but a long process in which both business owners and ordinary workers who work even in the most low-skilled positions are equally involved.
Values and losses
At the core of Lean technology, any company must create value. And do everything possible to reduce any production costs during the process of their creation.
Value is only the product or service that the consumer wants to buy, and the process of its production is the entire technological chain in general, starting from the supplier of raw materials and ending with the buyer himself. Special attention is paid to planning and management, careful quality control, convenient and effective exchange of information between departments. Lean management is a comprehensive optimization of production. Here are the principles of this approach:
processes that create value must be constantly optimized;
processes that do not create any value, but are still necessary, must be reduced to the absolute minimum;
losses must be eliminated completely!
The main difference compared to the traditional approach is that usually warehouse costs, as well as all expenses associated with low-quality products, are transferred to the consumer’s wallet.
Thus, when using a lean manufacturing system, all the work of a company is divided into operations and processes. They can either add value or not add value. The management task becomes the systematic reduction of processes and operations that do not add value to the consumer.
How can this be done?
It is necessary to set up a business so that a specific product goes through three main stages of management:
resolve organizational or technical problems;
manage information inside and outside production;
transform raw materials into final products.
The manufacturing process must then be designed to be as efficient as possible in creating value.
And begin to reduce the time between developing an idea and releasing finished products. Lean manufacturing makes it possible to change the production sequence of any product without restrictions and, thus, respond to changes in demand and market conditions in an extremely short time.
We must not forget that the process of improvement is endless. By creating a product that meets consumer requirements, we approach one of the main tenets of lean manufacturing - we must strive for excellence.
Each enterprise is a system of several blocks: “production – management – financial flows– sales,” and the main function of reducing the time between development and the final result is located in production. Therefore, improving the product creation process is the basis for business development.
To do this, you need to set and solve technical problems that make it possible to eliminate defects, increase productivity, and reduce costs. And ultimately, reduce losses.
“Muda” is a special Japanese word that refers to losses, waste, that is, any activity that consumes resources but does not create any value.
The Japanese are accustomed to saving money; the very nature of small island Japan encourages this. They extended their skills to large-scale production.
Lean principles
The world has long understood that Toyota has unique technology– an ideal method for properly organizing the work process. But instead of carefully keeping this secret, Toyota began to promote TPS by providing consulting services and training.
Today, a lot has been written and said about the principles of TPS. But there is still only one Toyota. After all, she began promoting her system more than half a century ago.
Toyota Production System includes 14 principles. But it’s not enough to just memorize 14 points to make your business work. TPS is, first of all, a certain philosophy.
Half a century ago, Eiji Toyoda, as a leader, said that for Toyota factories it is much more important how the car is made than how it is designed. And life has confirmed the correctness of this approach.
Because the right process will sooner or later automatically lead to the right result.
So, 14 principles of TPS.
First. The advantage of a long-term perspective: you can take losses now to achieve a large distant goal.
Second. The production flow must always be continuous.
Third. Kanban: production is organized using a just-in-time system, without storing intermediate inventories.
Fourth. Heijunka: uniform distribution production loads at all stages of the technological process.
Fifth. Andon and Jidoka: automatic shutdown of production in the event of failures or detected defects in order to correct system deficiencies.
Sixth. Storage of accumulated knowledge: what has been achieved should become a standard.
Seventh. Visual control: sometimes a simple light bulb is more important than a whole monitor.
Eighth. Only well-tested technologies can be introduced into production.
Ninth. You need to educate your own leaders in the company, who are sincerely devoted to the company.
Tenth. Form and support work teams in which each employee is dedicated to the company.
Eleventh. Respect and develop other companies, for example, supplier partners.
Twelfth. Genchi genbutsu: before analyzing the situation and making decisions, the leader must see everything with his own eyes.
Thirteenth. Nemawashi: Collective decisions should be made only after the consent of the majority, but they should be implemented immediately.
Fourteenth. Hansei and Kaizen: any process in production and management can be continuously analyzed and improved.
Kaizen philosophy
Kaizen literally translated from Japanese means “change for the better.”
By this word, the Japanese in production understand continuous improvement, to which everyone is involved, from the manager to the worker.
This is a very complete concept that cannot be ignored and which we will consider in detail. The Japanese generally believe that any change in the existing situation at work or in everyday life is already Kaizen.
For example, if you wanted to clean up your desktop and used the 5S tool (which will be discussed later), and then, after a while, you realized that cleaning using your method takes too much time. The most obvious way is to abandon everything and go back to the old mess. Or you can go the other way, analyze the reasons for the difficulties, put a smaller table or have a special shelf for storing papers. Cleaning time has decreased. Then you use color coding your documents, learn not to throw documents away, and putting them in order will no longer be necessary. And this way you can improve your workplace, and yourself along with it, ad infinitum. This will be the Kaizen philosophy in action for you personally. After all, you are constantly moving forward, and every minute spent on perfection will return this time later. The improvement process consists of constant adjustments large quantity small improvements that create a powerful effect.
In the West they often prefer to make a revolution. Completely changing everything at once. Why do small things when you can buy completely new equipment and get an advantage from it?
But the production process, in any company, almost entirely consists of solving current and systemic problems that equipment, raw materials, transport, partners and many other factors never tire of presenting. It is in the war against these difficulties that the working day of managers and workers passes. But, alas, despite hard work, the problems are not decreasing. Current task-solving activities rarely allow you to spend time on development. The Japanese, using Kaizen, remembered common sense and realized that it is easier, gradually developing the system, to cope with the task once and for all, than to deal with the consequences every day. The Japanese won. They found ways to solve other problems in the same vein. This meaningful approach is called the Kaizen philosophy.
End of introductory fragment.
* * *
The given introductory fragment of the book Lean philosophy. Lean at work and at home (Andrew Stein, 2014) provided by our book partner -