Lean manufacturing, basic concepts

Lean Manufacturing(Lean Production) - a system for organizing and managing product development, operations, relationships with suppliers and customers, 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.

Lean-enterprise Lean Enterprise is a business system for organizing and managing product development, operations, supplier and customer relationships, using lean manufacturing principles, practices and tools to create clearly defined customer value (products and services with higher quality and fewer defects , with less labor, in a smaller production area, with less capital and in less time compared to a traditional mass production system).

Lean businesses involved in the production of a specific family of products operate under an agreement whereby they define the value of the product from the end customer's perspective, eliminate unproductive activities from the value stream, and implement activities that create value in a continuous flow as they are pulled. products by the client. The collaborating enterprises carry out the listed procedures continuously throughout the entire life cycle of this product family.

The presented definition of a lean production system very succinctly expresses the essence of this concept. Let's try to reveal some provisions of this definition.

An important principle of the lean manufacturing concept is continuous improvement and the participation of the entire team in this process.

“Creating clearly defined customer value” involves understanding what is of value to the consumer. And here you cannot rely solely on your own knowledge. Work should be carried out to identify all components of consumer value, sometimes directly with the end consumer of the product/service. This is a guarantee that consumer requirements will be satisfied most fully and at the lowest cost (excessive work is eliminated).

If a company is engaged in lean manufacturing, it means that it puts the interests of the customer, buyer, client, partner and its own employees at the forefront, and everyone benefits from this. Therefore, the implementation of lean manufacturing is the best business card for introducing the company to partners and customers.

"With less labor, in a smaller production area, with less capital and in less time"- in the lean manufacturing concept this means exclusion all types of losses(overproduction, excessive processing, waiting losses, transportation losses, personnel movements, losses due to defects/rework, etc.).

2. The concept of lean production is based on five principles that define guidelines for managers in the transition to lean production:

Determining Value each product family from the customer's point of view.

Definition of all value stream stages for each product family and eliminating, whenever possible, non-value-added activities.

Building operations that create value in strict sequence ensuring smooth movement of the product in the flow, directed to the client.

Upon completion of flow formation – creating the ability to “pull” clients of value from the previous stage.

Upon completion of value determination, identification of value streams, elimination of stages that cause losses, as well as formation of a pull system– repeating the entire process again as many times as necessary to achieve a state of perfection in which absolute value is created and there is no loss.

It is necessary to explain what is push production and pull production.

Push production – processing of products in large batches at maximum speed based on forecast demand, followed by moving the products to the next production stage or warehouse, regardless of the actual pace of the next process or the needs of the customer (consumer). Within such a system, it is almost impossible to implement lean manufacturing tools.

Pull production- a method of production management in which subsequent operations signal their needs to previous operations.

There are three types of pull production:

Supermarket pull system (refund/replenishment system) – type a pull system.

Sequential pull system – type B pull system.

Mixed pulling system – type c pulling system.

Supermarket pull system– the most popular. With it, at each production stage there is a warehouse - a supermarket, in which a certain volume of products manufactured at this stage is stored. At each stage, as many products are produced as were withdrawn from the supermarket. Typically, when products are removed from a supermarket by a downstream process, the consumer, the latter sends information about the withdrawal upstream to the upstream process using a special card (kanban) or other means.

Each process is responsible for replenishing the stocks of its supermarket, so operational management and the search for objects of continuous improvement (kaizen) is not difficult. However, its use is complicated if there is large quantity types of products produced

Sequential pull system It is advisable to use when there is a large range of products produced by one process, i.e. when it is difficult or practically impossible to maintain a stock of each type of product in the supermarket. Products are essentially made to order, keeping overall system inventory to a minimum. A consistent system requires maintaining short and predictable lead times; one must have a good understanding of the pattern of orders received from the client. The functioning of such a system requires very strong leadership.

Mixed pull system– involves a combination of the two listed systems. It is advisable to use it when the 80/20 rule applies, i.e. when a small proportion of product types (approximately 20%) account for the largest portion of daily output (approximately 80%).

All types of products are divided into groups according to production volume: large volume, medium volume, low volume and rare orders. For the “rare orders” group, it is advisable to use a sequential pull system. For other groups - a supermarket pull system. With a mixed pull system, it may be more difficult to manage improvement and identify deviations.

The development of any company involves gradual access to high-quality new level. To do this, you need to change the usual and established way of managing, but not change it chaotically, but in accordance with a well-thought-out strategy. Profits will grow when production methods are maximally improved, guaranteeing income growth, and costs and losses are minimized. This technology, which has been around for a long time on the global market, is called “lean manufacturing.”

Let's consider the principles of this technique, the features of its application in domestic business, and methods of implementation in production. Let's discuss the obstacles that can stand in the way of an innovative entrepreneur striving for frugality. We present a step-by-step algorithm that can help in organizing new forms of business.

Lean manufacturing: how to understand it

Lean Manufacturing– a special way of organizing activities, providing for the optimization of all business processes in order to find and eliminate hidden losses and improve production at all its stages.

This term is usually understood in two main meanings:

1. A set of practical tools and business technologies to achieve your goals.
2. A system of provisions close to philosophical, which characterizes a special attitude to the organization of activities at all levels - from management to ordinary workers.

In various literature this technology may be called:

• BP (“lean production”);
• The English equivalent is “lean production”;
• Lean or Lean technology (tracing paper from the English term);
• It can be written in English transcription, for example, “LEAN principles”.

IN modern management Without the introduction of power supply, not a single company can count on a leading position in its industry or even any serious competition.

Reasons for implementing lean manufacturing

The reason for restructuring activities according to the Lean system can be not only the expressed will of senior management. Common sense will tell you that management approaches need to be changed if an organization systematically:

• deadlines for order fulfillment are not met;
• the cost of production turns out to be prohibitively high;
• delivery times have been increased;
• there is a large share of defects in products;
• the share of costs in the financial balance is greater than acceptable;
• productive capacity is limited – there is unfinished production.

In general, we can say that the introduction of BP will help solve the accumulated problems systematically, changing the working structure of the organization and qualitatively changing the situation for the better.

What can Lean technology bring?

To whatever extent the Lean manufacturing technology enters the life of a company, positive changes are guaranteed. World practice shows that effectively applied tools of this methodology can improve the situation in the following areas of management:

• shorten the operating or production cycle;
• optimize the organization of space in the office or production premises;
• reduce the share of work in progress;
• significantly improve product quality;
• increase labor productivity and output volumes;
• reduce the cost of maintaining fixed assets;
• ensure greater independence of working groups;
• make management more efficient.

Systemic improvements in other production areas are also possible.

ATTENTION! The main result from the introduction of BP will not be the number of tools used or even the financial indicator of income, but a significant increase in the competitiveness of the organization.

Where is it appropriate to apply Lean technology?

The Lean system can be used in absolutely any area of ​​production, trade, and service provision.

Initially, it was used in the automobile manufacturing industry, at giant factories such as Toyota. The effectiveness of the approach forced it to be adapted for other areas of activity. BP is most widespread in the following areas:

• logistics (the name “Lean logistics” stuck);
• IT (here, too, the proper name “Lean Software Development” is used);
• construction technologies (“Lean Construction”);
• medicine (“Lean Healthcare”);
• oil production;
• educational system;
• credit organizations.

Whatever company applies the principles and methods of Lean technology, this will certainly bring positive changes and lead to further development. Naturally, it is necessary to make appropriate adjustments to the methods based on the characteristics of the industry.

Implementation or transformation?

The term “introduction of power supply”, which is used in domestic practice, is not entirely accurate in relation to this technology.

In the usual sense, “implementing” this or that initiative means changing the state from the original to the planned one. For example, the efficiency of equipment in production was estimated at 45%, and after “implementation” it should reach the level of 90%. Managers perceive management technologies as a kind of software that can be installed and thereby ensure planned performance.

This approach does not work with Lean technology. One can compare development according to this scheme with a movement not from the starting point to the end point, but with the unfolding of a spiral, which increases with each circle positive effects, for which it is necessary to increase the applied efforts.

IMPORTANT! The transformation must be permanent and systemic, affecting all areas, starting with the way of thinking of each employee. For this purpose, the technology has provided simple and understandable tools.

Principles of the LEAN system

Since BP is not only a set of tools, but also a way of thinking, it is necessary that the participants in the process are imbued with its basic principles:

1. The value of the product for the consumer. The manufacturer must have a good understanding of what exactly the future buyer values ​​in his product. Then it will be possible to eliminate or significantly reduce those actions that do not affect these values ​​in production.
2. Only necessary actions. It is necessary to understand which production procedures are truly necessary and eliminate all possible losses of resources.
3. Not a process, but a flow. Production technology should not be a set of procedures, but a continuous flow, where operations logically and immediately replace one another. It is important that each operation adds value to the product as defined in point 1.
4. What you need, and as much as you need. Product release must meet the needs and requirements of end consumers.
5. There is no limit to perfection. The implementation of the BP system is not completed; it involves constant work on further improvements in a constantly changing market situation.

Hidden losses

The Lean manufacturing system is extremely specific. In order to rebuild production, you first need to restore order in the existing system, eliminating the most obvious “leaks”, that is, minimizing hidden losses, eliminating unhelpful actions. Thus, efficiency will increase and management will improve in other areas. Therefore, it is necessary first of all to determine the main types of possible losses in production. The founders and followers of the Lean system identified several of their varieties:

• re-production– losses due to excess production of products (increase the impact of other types of losses);
• "expectant"– losses due to unproductive waiting (for various reasons, for example, downtime, late deliveries, setting up poor equipment, inefficient production cycle, etc.);
• dynamic– losses caused by unproductive movements and inappropriate movements (searching for the necessary tools or documents, performing actions unnecessarily, improper organization of space);
• "spare"– losses due to excessive amounts of inventory (parts, documents, raw materials, etc.), since resources need to be spent on storage, search, etc.;
• quality– losses due to defective production results (large quantities of defects);
• technological– losses due to technology not meeting the requirements for the final product;
• psychological– losses due to creative burnout of employees.

LEAN tools

To achieve the goals declared by “Lean” production, an extensive system of various management tools is used:

1. 5S concept. This tool is intended for the initial ordering of the main processes that cause hidden losses of certain varieties. The application of the method immediately has a positive impact on the quality of products, labor productivity, and the safety of its conditions. The name “5S” reflects the five main stages of minimizing hidden losses, each of which begins with the letter “C”:
   • sorting;
   • self-organization;
   • maintaining the workplace in proper condition;
   • workplace standardization;
   • improvement.
2. JIT method. The abbreviation stands for “Just-in-Time”. Aimed at reducing the production cycle time, which, in turn, will significantly reduce the cost of production, and therefore the price of the product. The essence of the method is that materials and raw materials are provided only when and in the quantities they are needed for production. In a “running short” state, working losses will be significantly reduced compared to a constant excess of source material.
3. Poka-Yoke method. Translation from Japanese of the expression is “error protection.” The point is to eliminate the very possibility of making a mistake. Everyone knows that prevention is always less complicated and costly than correction. Therefore, all the efforts of staff and management are directed towards creating procedures or using devices to prevent errors.
4. Kaizen approach. The word can be translated as “improvement without stopping.” Its basis is a gradual transition from stage to stage, each of the subsequent ones involves, albeit small, but changes for the better. At each stage, the current situation is first analyzed, then specific steps for improvement are proposed, which are implemented at the next stage.
5. Kanban system. Also a Japanese method that involves control over the flow of materials and goods. It is based on the use of special work cards to accompany the product throughout its entire production cycle, each of which is called “kanban”. They come in two types:
   • selection cards - carry information about product parts that must come from other sites or from suppliers;
   • order cards - carry information about the movement of products or their parts within the organization (types, quantities), which should come from the previous stage of production.
6. Andon mode. Provides transparency of the process for all production participants through visual control, allows you to request help in a timely manner or stop the process.
7. SMED method.(“Single Minute Exchange of Die”, which can be translated as “delay is like death”) allows you to minimize time losses at intermediate stages of production.
8. Quality control can be done using a varied palette of techniques:
   • check sheet;
   • control card;
   • stratification;
   • histogram;
   • scatter diagram, Pareto, Ishikawa, etc.
9. Quality management carried out using a variety of charts, graphs and matrices:
   • network diagram;
   • priority matrix;
   • connection diagrams, affinity, tree, matrix, etc.
10. Quality analysis and planning can be performed using various procedures:
    • “5 Whys” method;
    • "house of quality";
    • FMEA analysis, etc.

This is not a complete list of Lean manufacturing tools. Since BP, as already mentioned, is not a set of technologies, but a system, the greatest effect will come from the integrated application of techniques, although each of them individually will have a positive impact on a particular industry.

Inhibiting stereotypes about LEAN technology

The main problems of implementing “Lean” technology in production are in the minds of management and staff. False beliefs prevent you from accepting new principles for building production and passing them through yourself.

Nevertheless, the LEAN principles are objective, and therefore stereotypes of thinking should not slow down the implementation of this progressive technology. What prevents the understanding of this system? Let's consider the main internal objections:

1. “The enterprise has been operating for years, and is still working well, why make drastic changes?” The fact is that the market has changed rapidly in the last couple of decades. The old principles of production will not only not ensure the preservation of the level, but will inevitably pull it back.
2. “All these foreign technologies will not work in our conditions, in our mentality.” Indeed, “Lean” manufacturing as an approach was developed in Japan, and was picked up and developed by the Western business world. But this approach is not something purely national; its principles are universal and are based on a resource conservation system as old as the world, simply “packed” into more modern tools.
3. “It won’t take root, they’ll try and quit.” The system of continuous improvement is not an action, not a one-time introduction, but a complete restructuring of the foundation, a basic change in the work culture. If you start, the running mechanism of improvement will not stop: people quickly get used to good things.
4. “I’m just a cog in the system, what can I do?” These are the thoughts of ordinary workers, ordinary personnel, who think that nothing depends on them. However, the very basis of the Lean system refutes this stereotype, proclaiming the principle: “Every drop can overflow a glass.” Thanks to the system, it is easy to answer the question: “What can I do?” and begin to act: organize your workplace, improve the operation of subordinate equipment, establish the necessary connections, etc.
5. “Everything needs to be changed, it’s difficult and expensive.” In this case, only stereotypes need to be “broken.” The implementation of LEAN does not require additional investments, changes in personnel policies, or immediate restructuring of technological schemes. We are talking about a global change - in mentality, and it happens very gradually and gradually.

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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, stealing a fair amount of market share from the 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:

1. 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.
2. 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.
3. 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, logistics costs, defects resulting from transportation).
4. 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.
5. 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.
6. 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%.
7. 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.
8. 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 next section 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 in the 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 considered both the individual workplace of an individual employee (from the director to the cleaner) and the production premises as a whole.

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.

1. Not only the cleaner, but also the employee himself is responsible for cleaning the workplace.
2. 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 inspections of process equipment in the workspace are carried out regularly.

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 primary 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. It is not practical to describe in detail the technical solutions of this method, 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 is aimed at informing 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 ( lean production, lean manufacturing ), like many other concepts, are on everyone’s lips. What is this?

Lean manufacturing is an approach to managing and controlling the quality of manufactured products, which should ensure its continued competitiveness in the product market, as well as minimize costly investments in the manufacturing process.

Results of implementing lean manufacturing

Lean manufacturing is based on the application of special methods of the Toyota TPS system. The main ones include the following:

• regular visual inspection;
• accuracy and timeliness of execution of all instructions;
• kanban;
• operational readjustment of systems and other technologies.

The lean manufacturing system was founded and pioneered by scientists such as James Womack and Daniel Jones.
In fact, in a practical sense, such a methodology, whose authentic name is Lean Production, is a unique interpretation of Japanese technologies used in production management.

Lean manufacturing and implementation principles

The introduction of lean manufacturing is carried out by strictly following its basic principles:

• determining the value of a product;
• allocation of a thread for the process of its construction;
• ensuring continuity and uninterrupted operation of the product creation procedure;
• the consumer must “pull” the product;
• total commitment to excellence.

Based on the basic postulates of this concept, first you should construct a special value stream map, using the trajectory along which information (source material) moves within the framework of the process you need. After a complete analysis of all production activities is carried out, additional technical reserves will be identified that can be used to create value, and those stages that block the productivity of its production will be highlighted.

Lean manufacturing tools in the process of their use should bring the goal closer - to organize an uninterrupted flow of single goods. The concept is universal; it is applicable both to the design stage and to the procedure for accepting additional orders for products, or to the production process itself.
The organized flow of single products as a result provides the consumer with a set of all goods that meet his needs.

One of the conditions for adequate functioning of the uninterrupted production system is a significant reduction in the time period spent on readjusting working equipment. It is also impossible to create the correct economical production of goods without maximizing the speed of conversion of raw materials into a valuable consumer product, including bypassing the reduction of the existing level of production inventories.

Only at the moment when any production organization learns to correctly define value, design the flow of its creation, uninterruptedly add this value to the production product at each stage of the flow, and also allow the consumer to pull it out of the organization itself - only then will all direct participants in the process come to an unambiguous and indisputable conclusion: there is no limit to perfection, and production improvement can occur endlessly.

Lean manufacturing - what to focus on first

Manufacturers can put a limitless amount of effort into creating a truly ideal product - minimizing labor costs, reducing production space, reducing the cost of goods, and as a result, this can bring them as close as possible to what any consumer truly strives for. Let us remember that perfection is the last and, in fact, main principle in the concept of lean manufacturing.

In modern practice, this management technology for quality control of products is actively used by numerous Western enterprises. In order for efforts to implement lean manufacturing to achieve maximum results with minimal investments, I recommend starting with a general analysis of the situation at the enterprise using the tools of Eli Goldratt's theory of constraints. This will allow you to begin by limiting work to one of the most problematic areas, which is holding back the work of the entire enterprise.

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From this article you will learn:

• What is lean manufacturing
• What lean manufacturing tools are most in demand?
• How to implement lean manufacturing in an organization
• What are examples of successful implementation of the lean manufacturing concept abroad and in Russia?

The main task of the production system is the continuous formation of a “value stream” for consumers. Its basis is a competent combination of production processes, allowing production of products with minimal labor costs. This approach also has a positive effect on economic indicators and the results of the company’s activities, including the cost of goods, profitability of work, profits, volumes of working capital, etc. All of the above positive changes are facilitated by lean manufacturing.

What is a lean manufacturing system?

Lean manufacturing (in English there are two designations: “lean manufacturing” and “lean production”) is a special concept of company management, in which the level of work is increased by reducing waste. Note that everything that negatively affects production efficiency is considered a loss. Their main types include:

• movements (unjustified actions of equipment, operators, provoking an increase in time spent and cost of goods);
• transportation (useless movements causing delays, damage, etc.);
• technology (shortcomings in technology due to which the product cannot meet all the requirements of the target audience);
• excess production (remaining unsold products, for which you also need to pay for accounting and storage);
• waiting (unfinished products in queue for processing, which also increases the final cost);
• defects (damage that causes additional costs);
• inventories (excess volume of finished goods).

The application of lean manufacturing is permissible both in the design process and in project management, during the manufacture of goods and even in the marketing of products.

The lean production system appeared in the 1980s - 1990s thanks to Japanese engineers Taiichi Ono and Shigeo Shingo (in fact, the first mentions of such an approach were already found in the middle of the 20th century, but only by the end of the century did a unified system take shape). Engineers sought to eliminate activities that did not add value to a product throughout its life cycle. This is not just about technology, it is an entire management concept that is maximally market-oriented. Its prerequisite is the interest of all company personnel in the process.

The practice of using (even individual components) has shown how effective and promising lean manufacturing is, so today this approach has found application in a variety of areas. Initially, it existed only at the Toyota, Honda, etc. factories, which is why the name was “Toyota Production System”. At the moment it is easy to meet in other areas, such as:

• medicine;
• trade;
• logistics;
• banking services;
• education;
• oil production;
• construction;
• information Technology.

Regardless of the application, lean manufacturing makes it possible to achieve greater productivity with less waste. However, it is worth noting that this system must be adapted to the conditions of a particular company.

Enterprises whose work is based on the concept of lean manufacturing are also called “lean”. A number of characteristics distinguish them from all others:

• Workers are considered the main factor for the normal production process. It is the personnel who are assigned the role of creative force, while technology is only a way to solve a problem. It is believed that even the most good technology, plans and theories are unable to lead the company to success. Only people with creative and intellectual potential are capable of this.
• Production systems are aimed at eliminating the maximum share of losses and continuous improvement. Every team member is involved in these processes on a daily level: from ordinary workers to senior management.
• When making any decisions, management takes into account the prospects for further development, and not current material interests. Managers do not engage in unhelpful administration and command; excessively strict control and evaluation of employees using a large number of indicators are prohibited.

The primary task of management is to organize the work process, detect, solve and prevent problems in a timely manner. Let us note that in any specialist the ability to detect difficulties and overcome them is especially valued.

Implementing a lean manufacturing system is impossible without understanding its basic principles and having the skills to work with the tools used here. First of all, let's talk about principles.

How effective is the implementation of lean manufacturing at an enterprise?

Working using Lean methods can provide significant effects:

• increase in productivity by 3–10 times;
• reduction in downtime by 5–20 times;
• reduction of the production cycle by 10–100 times;
• reduction in volumes stored in warehouses by 2–5 times;
• reduction of waste by 5–50 times;
• 2–5 times faster release of new products.

The best examples of foreign and domestic practices in using lean manufacturing technology show the following results in different industries:

• Electronics industry: reducing the number of production steps from 31 to 9, speeding up product manufacturing from 9 to 1 day, freeing up a quarter of production space, saving $2 million in six months.
• Aviation industry: order fulfillment in 16 weeks instead of 16 months.
• Automotive industry: quality increase by 40%.
• Non-ferrous metallurgy: productivity increase by 35%.
• Overhaul of large-tonnage vessels: freeing up a quarter of production space, faster completion of one of the main operations - in 2 hours instead of 12, saving 400 thousand dollars in 15 days.
• Automotive assembly: freeing up 20% of production space, eliminating the construction of a new building, saving $2.5 million in a week.
• Pharmaceutical industry: Reduce waste from 6% to 1.2%, reduce energy consumption by 56%, save $200K each year.
• Consumer goods manufacturing: 55% increase in productivity, 25% reduction in production cycle, 35% reduction in inventory, savings of approximately $135,000 per week.

The Russian market is acutely experiencing a shortage of specialists with experience in optimization using lean manufacturing technology. The fact is that from the “Lean” position, optimization should be carried out by all team members. Such a large-scale approach entails the main difficulty - the specialist must have the skills of a teacher, manager, forecaster and analyst.

Basic principles and goals of lean manufacturing

The lean manufacturing concept divides enterprise activities into two types: operations and processes that add value to a product for a potential customer, and operations and processes that do not. Everything that is included in the second group is considered a loss, which means it must be eliminated.

Let's name the key goals of lean manufacturing:

• reduction of any costs, including labor;
• reduction of product production time;
• reduction of production and warehouse space;
• guarantee of delivery of the order to the client;
• maximum quality at a certain cost/minimum cost at a certain quality.

As we have already said, it will not be possible to implement lean manufacturing without understanding the principles of this system. They may seem simple enough, but the organization will have to spend a lot of effort to implement them.

Here are the basic principles of this system:

• Find out what the product is valuable from the point of view of its end user. The fact is that a company can perform many manipulations that do not bring value to the client. Only by knowing what the consumer wants will you understand which of your processes are valuable to him and which are useless in this sense.
• Highlight the necessary actions in the chain of work and abandon those that relate to losses. To do this, you need to describe everything in detail, from the stage of receiving the order to the delivery of the goods to the client. This way you will determine the range of opportunities for optimizing your work.
• Change the sequence of actions in the product manufacturing chain - ideally there should be a flow of work. There can be no waiting time, downtime or other losses between operations. You will likely have to redesign processes and start using new technologies. Remember: only those actions that increase the value of the product are acceptable.
• Do what the end consumer needs, that is, produce the products and volumes that your customers really need.
• Strive for excellence by continuously abandoning useless actions. One-time work on the lean production system is impossible - if you decide to implement this principle, you will have to constantly improve the processes in your company.

8 Lean Manufacturing Tools

• SMED(“change of die in one minute”) is a system for quickly reconfiguring equipment, in which one rule applies: replacing or reconfiguring a tool should take only a few minutes, or better yet, seconds.

This requirement can be met if:

1. divide all adjustment operations into external and internal;
2. convert internal to external;
3. replace the fasteners with functional clamps;
4. use additional devices.

• TPM, or Total Productive Maintenance– a methodology for effective maintenance of equipment with the involvement of the entire team. Through preventive maintenance and maintenance of equipment in working order, its most productive, economical use is achieved.

  The key task in TPM is to identify and eliminate hardware defects before they cause problems. To use this tool, preventative maintenance schedules are required, namely cleaning, lubrication, etc. As a result, the OEE, that is, the indicator of the overall efficiency of the equipment, rises.

• JIT, or Just-In-Time(“just on time”) is a method of careful use of materials and raw materials. All components necessary for a certain stage of production are delivered exactly on time, but not earlier. This way it is possible to avoid overcrowding of warehouses and the accumulation of unfinished goods.

What to consider when organizing a lean production system at an enterprise

When planning to implement lean manufacturing techniques in a company, it is better to start small. For example, focusing on a specific product, project or order and converting it to lean principles - this way you will evaluate the opportunities and benefits of this approach.

When reorganizing, you will have to completely abandon traditional ideas about the work process and its participants. It is better to choose the most serious of all losses and take on it. The positive outcome of such work will increase the confidence of your employees in the lean manufacturing method.

Those companies that cope best with the transition to lean mode are those that combine several streams at once and produce the final product assembled from them. This could be an assembly plant - it receives parts, assembles the car and sells it. If a transformation process is launched in such a company, it may subsequently spread to suppliers and distributors.

The main difficulty in forming a “lean” organization is often the condition of transparency of participants. A lean approach will bring maximum benefit only if all participants in the flow are visible. That is, you will have to disclose trade secrets and financial data, and companies often refuse this. To overcome mistrust, compliance with several conditions will allow:

• the value of each product family is determined jointly by flow participants;
• all firms in the stream should receive benefits corresponding to the volume of their investments;
• members of the flow must collectively and constantly check all areas of the flow to detect losses and eliminate them.

As practice shows, the largest investments are made in initial stages flow (replacement of mass production with production of goods in small batches). And the main benefits go to companies at the last stage of the flow, that is, sellers. To avoid such injustice, companies must find compensation mechanisms, for example, jointly investing in new production facilities.

To start using lean manufacturing in an enterprise, certain conditions are required:

• What is needed is an “agent of change”, this is the name given to a person with sufficient authority who is ready for conflicts and the struggle to introduce new principles.
• The company as a whole, and not just the “change agent,” must have a basic understanding of the essence of lean manufacturing and its processes.
• Business must be in a crisis situation, because only companies in which everything is obviously bad are ready for radical changes.
• It is necessary to have a clear and complete understanding of the value streams in the enterprise.

To implement the flow method of organization, you will have to complete the following steps:

1. Divide production into cells by product families and form teams to work with each of them.
2. Create a unit that will be responsible for collecting and analyzing the experience of working groups. In this way, it will be possible to identify the most productive practices and teach them to other groups.
3. Plan and carry out activities through which traditional batch work will develop into a smooth flow, carry out technical reorganization. It is also necessary to identify those value creation processes that the organization is not able to influence at the moment (if any) and decide how to adapt to them.
4. Develop target indicators that will become the main ones for the company: reduce inventory, work cycles, etc.

Staff are often wary of switching to Lean, because optimization usually entails staff reductions. Not wanting to lose people, some organizations are increasing production volumes of goods. This approach is justified due to the effect of frugality, that is, increasing the competitiveness and sales volumes of the company. But we recommend preparing a growth strategy in advance.

As sad as it may be, most often the staff has to be reduced. Cuts should also be made in terms of the benefits and losses of lean manufacturing - first saying goodbye to employees who do not add value to the customer.

It is advisable to direct the resources freed up due to the introduction of new operating principles to new needs of the company, to stimulate demand or develop new areas.

A successful example of implementing lean manufacturing outside of Japan

A classic example of lean manufacturing outside of Japan is the story of Porsche. Its sales peak was in 1986, when the company sold 50,000 cars, but in 1992 it managed to sell only 14,000 units. At that time, the company used a traditional German approach: the main bets were placed on engineering excellence, and the company was distinguished by a complex and rigid management structure.

For quite a long time, the drop in sales was perceived by managers as a temporary market fluctuation, but when Porsche lost $40 million in 1991, a serious crisis became obvious. To save the company, Wendelin Wiedeking was brought in - at that time he was one of the leaders of the largest manufacturer of automobile parts. It was he who received the role of “change agent” in the transition to lean manufacturing.

Wiedeking decided to study and borrow the experience of Japanese manufacturers who managed to capture the middle price segment of the European market. In just two years, he visited Japan four times, where he met with specialists and studied in detail the operating principles of the largest automobile companies.

As a result, Porsche entered into an agreement with the Japanese Kaizen Institute (which teaches and implements lean manufacturing worldwide). Research has shown that large losses are associated with an inflexible design and production system, conservatism of engineers, and weak connections between the stages of the value stream. And, what is most surprising for the German brand, another reason for the crisis was the large share of defects in the final products, which were then eliminated by service centers.

Like any old German company, Porsche had difficulty accepting any change. Therefore, Wiedeking had to organize training in Japan for management, engineering and production personnel and invite experts from Kaizen to Germany.

Wiedeking proposed and implemented the following steps:

1. He reduced the number of management levels from six to four, simplifying the hierarchy of production specialists - they were divided into teams of 10 people, headed by one foreman.
2. I created a “board of shame” for visual quality control - all detected defects were recorded here. It was also decided to encourage the detection of defects in early stages while its cost remains minimal. Each employee was explained that the company had to pay much more seriously for defects that reached the consumer than for defects identified at the formation stage. Most of the concern's employees were stunned by the true cost of their mistakes.
3. Organized a system for submitting proposals, thanks to which all employees could offer their own ideas for improving work. If a proposal actually improved quality and productivity, it was implemented and the authors of successful ideas were rewarded. Of course, such a system existed before the transition to lean methods (lean production), but then any proposal was met with hostility, and therefore made no sense.
4. Introduced his own quality control system into Porsche. A list was developed for each team of workers planned indicators, which could be seen by any employee of the company. This data consisted of the percentage of defects at each stage, the accuracy of the delivery time of parts to the next stage and discipline.

In addition to implementing the above steps, Porsche followed the recommendations of Kaizen specialists, whose main goals were to reduce inventories and organize the smooth movement of parts from processing raw materials to assembling the finished product. But working with its own production facilities was not the only stage for Porsche; the company decided to promote lean manufacturing technologies among its suppliers, requiring deliveries on a just-in-time basis. As a result, over two years, 30 of the 60 supplying factories seriously changed their approach to work.

Thanks to competent management and lean production, from 1991 to 1997, Porsche's key indicators underwent the following changes:

• the time from concept creation to production launch has been reduced from 7 to 3 years;
• the time from the start of welding work to the release of the car was reduced from 6 weeks to 3 days;
• inventory levels decreased by 6 times;
• the level of defects in supplied parts has decreased by 100 times, on the production line - by 4 times;
• labor costs for manufacturing products decreased by 3 times.

Porsche again achieved profitable results and was able to maintain its independence and its position in the market of expensive sports cars.

Examples of implementing lean manufacturing in Russia

The introduction of a lean production system in our country is a difficult task that requires a lot of energy. And one of the likely scenarios for the development of events is always failure in implementation. The main factor here is the mentality, which is radically different from the Japanese one. However, Russians, compared to the Japanese, have much greater creative potential, so management must approach any implementation creatively, instead of using dry diagrams, rules and ideal order.

Many large Russian companies are already applying the principles of lean manufacturing, due to which they can boast tangible advantages over their competitors. Thus, the GAZ group has been working according to the Lean system for 14 years and has achieved a reduction in the volume of work in progress by a third, an increase in labor productivity by 20–25% every year, a reduction in the time for equipment changeover by up to 100%, and a reduction in the production cycle by a third.

In 2013, RUSAL decided to take a more serious step and included suppliers in the lean production system - first of all, management was concerned about transport companies. The fact is that the lion's share of RUSAL's production costs is made up of logistics costs, so the chosen approach allowed us to save 15% on costs over five years.

The integrated use of lean methods by the KAMAZ association made it possible to reduce cycle times by 1.5 times, free up 11 thousand pieces of large-sized packaging, reduce inventories by 73 million rubles, and reduce production space by a third.

All of these companies spent 7–15 years to achieve success, but today their market positions remain unattainable by domestic competitors. Therefore, if you are just starting to work with lean methods, do not give up on your endeavors if there are no results in the first months or even years.

The best books about lean manufacturing

Much has been written about lean manufacturing and its flexible methodologies. Below are four books that can help you understand this concept and start using it.

• James P. Womack, Daniel Jones. Lean Manufacturing: How to Eliminate Waste and Make Your Company Prosper.

The authors are among the founders and popularizers of Lean, so in this book you will find detailed theory and descriptions of practical steps. It also presents many examples from the practice of companies in various countries. We recommend this book specifically to practitioners.

• Taiichi Ono. Production system"Toyotas".

Taiichi Ohno is the creator of the system at Toyota factories, which became the progenitor of Kanban, Lean and other methodologies. Here you will read about the structure of the system and the thirty-year history of the development and success of the brand. The book will be useful to both practitioners and people interested in the philosophy of lean manufacturing.

• The Productivity Press team presents the textbook, Worker-Less Manufacturing.

It talks in detail about existing types losses and how to determine them. The authors teach you to divide all processes into those that add and do not add value to the product, and then show you how to get rid of the latter. The textbook can become a reference book for managers, directors, and owners of enterprises, and it will be useful both together with “Lean” and on its own.

• Eric Rees. Business from scratch. Lean Startup.

The book will be of interest to beginners and more experienced entrepreneurs, as well as people who follow the trends of the modern economy. Eric Ries explains: business and all other areas are developing so rapidly that clear plans for several months are a thing of the past. They were replaced by the “lean startup”. We advise every business owner or anyone who is just thinking about starting their own business to familiarize themselves with this concept.