Presentation on 25 Lean Manufacturing Tools. Lean

“Production program” - Production capacity. Theoretical production capacity. Clean products. Price. Concept and indicators of the production program. Manufacturing method and type of production. Stages of drawing up a production program for an enterprise. Development of a production program. Gross output.

“Location of production” - von Thunen model. Types of raw materials according to Weber. Alfred Weber's triangle. V. Launhardt. Production location. Theoretical basis of the course. Placement theory. Labor costs. Economics of world regions. The presence of objective patterns. Industrial enterprises. Raw material factor.

“Production at the enterprise” - Technological operations. Production flows. Operations. Improvement of technology. Interoperative follow-up time. Number of workplaces. Composition and structure of working time. Principles of organizing the production process. Phase. Industrial production. Time for breaks. Production cycle and its structure.

“Production is the basis of the economy” - The main source of economic benefits. Opportunities to participate in competition. The action of the market mechanism for regulating the economy. The main source of economic benefits. Division of labor, specialization, labor productivity. Survey. Ensuring centralized pricing. Ensuring profits for producers.

“Value Creation Stream” - Customer Requirements. Delivery details. Communication. Product family. Data for each stage. Creating a Current State Map. Value flow. Main stages of the process. Process stages. Add the date and author information. Calculation of order lead time. Process data. Who is responsible for the value stream.

"Lean Manufacturing System" - Albert Einstein. The number of alternative scenarios is endless. The starting point of lean manufacturing. Standard work. Basic principles. Philosophy. Quality system. Sorting. Typical mistakes. Production sizes. Kaizen. Supplies. The desire to reduce inventories. Kaizen system. 9 types of losses.

There are a total of 14 presentations in the topic

HISTORICAL ROOTS
"LEAN PRODUCTION"
Sakichi Toyoda
James Womack
(automatic
stopping the machines
if the thread breaks - one person
serves several machines,
1940)
(what is the secret of Japanese
automakers to assemble cars in Japan
it took 16 hours. In the USA - 30 hours)
Taiichi Ohno
W. Edwards Deming
(Fundamentals of production
TOYOTA systems –
just-in-time
autonomy,
elimination of all types of losses,
1950-1960)
(built-in quality - don’t take it,
don't do it, don't pass it on)
Henry Ford
Supermarkets
(pulling system - PULL)
(continuous production,
waste reduction, permanent
Improvements 1930s)

WHAT IS LEAN?
skinny
thin
translated from English
scarce
poor
non-profitable
The main thing in Lean is
values, refusal
basis of the forecast,
Pull
(Push)
Thread management
from planning to
transition to the system
instead of pushing
economical
rational
thrifty

ORIGINS OF THE TOYOTA PRODUCTION SYSTEM

“... In 1936, while working at the weaving factory of the Toyoda Spinning and
Weaving, I learned that a German worker produces 3 times more than a Japanese worker.
The ratio of labor productivity between German and American workers was
1:3. This means that between Japanese and American labor it was 1:9. I'm up to
I still remember my surprise when I heard that in order to fulfill
1 American job, 9 Japanese required...
But does an American actually expend 10 times more muscular energy?
effort? Apparently the Japanese are wasting something. And if we can avoid these
losses, labor productivity can be increased by 8-10 times.
This idea is at the origins of the Toyota Production System.”
from the book “Toyota Production System”
Taiichi Ono

HISTORY OF THE TOYOTA PRODUCTION SYSTEM
appearance – 50-70 years. 20th century, Japan, Toyota
situation – post-war destroyed economy,
outdated technologies, low quality products,
lack of financial resources, strong competitors,
lack of own natural resources
goals – improving quality, reducing costs,
improving the supply chain...by
reducing internal losses, staff engagement,
continuous improvements – “Kaizen” (small, but
daily steps to improve)

STAGES OF DEVELOPMENT OF THE TOYOTA PRODUCTION SYSTEM

JUST ON TIME
1945
1958
Liquidation of intermediate warehouses
1950
1948
1975
Elimination of warehouse forms for product withdrawal
1961
1955
Kanban on
Consolidation of factories
1949
Synchronization
machine operation
and assembly lines
pallets
assemblies of components and cars
1962
1953
Supermarket system
in machining shops
Seizure of products
from previous processes
(“reverse” transportation)
(Ended in failure)
Company-wide Kanban
(processing, forging, body assembly, etc.)
1955
1961
Required number of systems,
adapted for
supplied parts
Red and
blue cards for
details,
ordered from outside
1953
1959
Call system in
machine shop
Transport system
(in – in, in – from)
1955
1965
Kanban tailored for
parts ordered externally, 100%
supply chain, start of training
Toyota system in branches
1973
Transport system
(from – to)
Closed-loop water supply system (low load/mixed transport)
1945-1966
1949-1950
1955
AUTONOMIZATION
1953
Assembly line of the main plant production system
(andon, line stop, mixed
loading) (automation→autonomization)
Smoothing (leveling) of production
1971
Usage
accountant; system
autonomous
selection of parts, implementation
information systems
indicators
Visual control,
andon system implemented
in engine assembly
1963
Display system
buildings (Motomashi,
"Crown" line)
1963
Control of three or four machines
(horseshoe or rectangular configuration)
1950
1945
Main setup time
office and factory in
Motomashi (3 min.)
Setup time
main plant (15 min.)
Introduction of procedural
card (andon)
Control of two machines
(parallel or L-shaped
configuration)
1971
1962
1957
1947
Changeover (2-3 hours)
Multiprocess Operations
1962
1961
Full control
machine tools, system of “foolproof” machines
Introduction of andon,
assembly plant in Motomashi
1966
First autonomous
line, Kamigo plant
1971
Stopping system
in a fixed
assembly position
1975

TOYOTA: COST SUBTRACT
Many companies determine the price of their products based on the application of the basic
price principle:
Costs + Profit = Selling price
Toyota does not accept this formula or these arguments. Because the
the proper selling price is always determined by the market (consumer), the company
Toyota applies the “non-cost” principle:
Selling price – Costs = Profit
According to this formula, the only way to increase profits is to reduce costs. Any
the company may strive to eliminate waste, but for now it determines the price
by adding costs to profits, her efforts are likely to be unsuccessful.
Only if cost reduction becomes a means to maintain profits will
the company will be fully motivated to eliminate waste.
Market price
Expenses
Profit
Losses

motivation
1. Work according to a plan built for the long (medium, short) term
forecast
Production director: the more I release, the better
Purchasing director: the more I buy, the better
HR director: the larger the supply of people, the better
Director of Finance: the more operating reserves, the
better
Sales Director: the more stock in the warehouse, the better
Exit: stop working according to plan based on demand forecast,
sell “virtually” (catalog, order) then organize
pulling and producing real products

Productivity 1:10 reason: poor organization and
motivation
2. Financing according to the planned budget
The principle of an accurately constructed budget leads to accurately
planned result.
What to do with variations? No one knows
Output: budget line

Productivity 1:10 reason: poor organization and
motivation
3. Staffing (staffing,
job descriptions)
Head of department: the larger the staff, the
better. The more I pay the salary, the more they
will be loyal to me
Output: project teams and list of competencies and goals

Productivity 1:10 reason: poor organization and
motivation
4. Assignment and control of execution
Principle: task for one, control over execution for the second,
report to the third
Exit: leadership, contractual goal setting and MVR
5. Motivation
Incentivize not to do what the system motivates
management and enforcement system based on punishments
6. Resources
Every fool will do anything with resources, but you have no resources
Solution: agree on resources and rules for saving them

Performance 1:10 reason: poor
organization and motivation
7. Risks
You do it, you risk it. My risks are protected
your punishment
Output: risk sharing
8. Organization of work: specialization - integration
9. Information about problems
10. What does a manager pay for?

TOYOTA PRODUCTION SYSTEM PRINCIPLES
The Toyota Production System is based on
following basic principles:
respect for a person;
autonomy;
“just-in-time”;
elimination of all types of losses

TOYOTA: THE PRINCIPLE OF AUTONOMIZATION
Reducing the dependence of equipment operation on the operator
Flexible Performance
Transparent production planning
Quick problem solving
Independence in improvement actions

TOYOTA: JUST IN TIME PRINCIPLE
(JUST-IN-TIME)
The just-in-time principle is that when
production process parts necessary for assembly
appear on the production line strictly at the moment when it
necessary, and in strictly required quantities. As a result, the company
consistently implementing a similar principle can achieve
reducing inventory to zero.

TOYOTA: COMBATING LOSSES
AVOID
AVOID MUDA,
MUDA, MURA,
MURA, MURI
MURI!!
Muda (MUDA) "loss"
Any action that increases costs without increasing
product values.
Mura (MURA) "unevenness"
Variability in work methods or process results.
Muri (MURI): "surplus"
Voltage, overload (overtime) of a person or
equipment, unreasonableness.

TOYOTA: PRODUCTION ANALYSIS
When performing a sequence of operations to transform raw materials into finished
products, several process elements can be identified:
Treatment
Adds
value
Control
Elements
process
Not added
value
Transportation
Storage
Taiichi Ono, initiator
creating a unique
production system
Toyota, grouped losses into
during production
process as follows:
1) overproduction;
2) waiting, downtime;
3) unnecessary
transportation;
Losses!
4) unnecessary processing steps;
5) excess supplies;
6) unnecessary movements;
7) losses due to release
defective parts or
products.

COST STRUCTURE

Materials
Salary
Equipment and energy resources
Other
What needs to be managed in
first of all?
MATERIALS
FUND Salary
EQUIPMENT

ECONOMICS OF PRODUCTION: key parameters

RETURNS RATE
PURCHASED RAW MATERIALS
COMPONENTS
MATERIALS
SOLD
PRODUCTS
SIZE OF WORKING CAPITAL
unfinished production,
stocks

DISTRIBUTION OF TIME THAT MATERIAL IS IN PRODUCTION

Time of processing
Losses - the rest of the time
1…10
100
The main purpose of using BP tools:
reduction of loss time

WHAT CAUSES THE DIFFERENCE IN PERFORMANCE?

No more work
and more useful work!

MODEL OF CHANGE IN PRODUCTION ORGANIZATION

PROCESS MODEL Current state
Takt time
X minutes
Expenses
Materials
Job
Invoices
expenses
Taxes
PROCESS MODEL Target state
Takt time
X minutes

LEAN PRODUCTION: ideology

The main goal is to increase the speed of material passage
through production
Waste is anything that does not add value to the consumer.
The main task is to learn to manage purposefully
economy of production, and not to carry out a one-time
action/campaign to improve
The main emphasis is on organizing production rather than purchasing
new equipment
The main driving force is production personnel
Basic management methods - creating the necessary
supportive environment, employee engagement and management
changes

BASIC DEFINITIONS

Lean manufacturing is:
Business strategy aimed at eliminating waste,
reducing the time between customer order and
provision of a service that uses the principles of respect for
to humans, autonomy and just-in-time
Business processes that require less
human resources, capital investments, space for
production, materials and time at all stages

IMPLEMENTING LEAN PRODUCTION

LEAN PRODUCTION IS:

SET OF TOOLS:
5S
Kanban
TPM
…
SUPPORTING ENVIRONMENT
Motivated staff
Motivation system
Planning principles
Change management
Responsibility and
powers
Corporate culture
…
LEADERS
GOALS
WEDNESDAY
TOOLS

Is it necessary to “touch” systemic issues or is it possible
do without transformations?
Infrastructure and resources for development and
implementation of improvements
Motivation system
Production planning system

Who should be involved in improving the organization?
production? Workers? Engineers? Special services?
Should a dedicated service be created?
supporting activities to improve the organization
production? When will it no longer be needed?
Is it necessary to provide time (breaks in production
activities) to implement improvements?
If improvements are constant, should there be
constant reserves of time for their implementation?

THE MOST COMMON APPROACHES TO IMPLEMENTING LEAN PRODUCTION

"Administrative" approach
Train a group of specialists and issue an order for them to implement what they have learned
methods
“Local” approach: implement the method, demonstrate
possibilities
Select a reference area
Implement a specific method in the enterprise
“Systems” approach: achieving results
Implement a program to improve the organization of production of a specific
company-wide product
Create a favorable environment for the implementation of lean principles
production

Why do Russian companies have “a lot of money lying on the floor,” but few people willing to raise it? Why are only a few Russian companies pursuing

Why do Russian companies “lie on the floor”?
there’s a lot of money,” but there are few people willing to raise it?
Why are only a few Russian companies
achieve sustainable, meaningful results from
BP applications?
Why will your company succeed?

MASTERING THE KAIZEN APPROACH

Takeoff
Creating an Environment
First precedents
successful improvements
Climb
Free flight
Formation
corporate
culture and
competencies
personnel
System operation
continuous improvements
Quantity
improvements
Size
effects
Costs for
system
improvements
Engage
Accustom
Centralized
improvement management
Specialized department
Curators
Projects
Now and “for every “sneeze”
Support
Improvement Management
Time
Decentralized
improvement management
Corporate culture
Autonomy
Processes
Financial incentives
Perspective - future bonuses

GENERAL ACTION PLAN

Directions
changes
1. Create an environment of interest in achieving goals
changes for company employees
2. Learn to effectively use existing production facilities
opportunities (changes in the operational production planning system -
transition to a Kanban pull system)
3. Targeted impact on bottlenecks in
production, increasing production capabilities and
efficiency
Time

Slide 1

Slide 2

You will never solve a problem if you think the same way as those who created it. Albert Einstein (1879–1955), German physicist

Slide 3

(lean production, lean manufacturing - English lean - lean, slender, without fat; in Russia since 2004, the translation “lean” has been adopted, although previously the options “slender”, “gentle”, “thrifty” were encountered, now the variant with transliterated "lin") - a management concept created at Toyota and based on a steady desire to eliminate all types of losses. Lean

Slide 4

Lean manufacturing Lean manufacturing involves the involvement of each employee in the business optimization process and maximum customer focus. The goals of lean manufacturing are: reducing labor costs, reducing the time required to develop new products, reducing the time required to create products, reducing production and warehouse space, guaranteeing delivery of products to the customer, maximum quality at minimum cost.

Slide 5

The starting point of lean manufacturing Value for the consumer From the point of view of the end consumer, the product (service) acquires real value only at the time when direct processing and production of technological elements occurs. Anything that does not add value to the customer, from a lean manufacturing perspective, is classified as waste and must be eliminated.

Slide 6

Basic principles Determine the value of a specific product. (Value is a product or service for which the Customer pays). 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 perfection.

Slide 7

5 principles of LEAN Value what the Customer actually buys Value Chain how value is created Flow improvement of the value chain Pull flow management only based on real needs Improvement constant never-ending process of improvement

Slide 8

Other principles: Excellent quality (first delivery, zero defect system, identifying and solving problems at their source); Flexibility; Establishing long-term relationships with the customer (by sharing risks, costs and information); Self-organization, evolution, adaptation

Slide 9

Lean manufacturing tools TPM (Total Productive Maintenance) system - Total equipment care. 6 S system (Sort, Organize, Keep Clean, Standardize, Improve). Quick changeover (Single-Minute Exchange of Dies (literally “quick change of molds” - changeover/retooling of equipment in less than 10 minutes). One-touch setup - SMED option, but changeover time already varies by units minutes, that is, no more than 9). Kaizen - continuous improvement. Gemba kaizen - continuous improvement at the point of creating additional value. Kanban, pull production - products are “pulled” by the customer, rather than “pushed” by the manufacturer. Informing the previous production stage that work needs to begin; Just in time - a system for synchronizing the transfer of a product from one production stage to another using Kanban cards. Components should be transferred to the next stage only when needed, and not a minute earlier. “Poka-yoke” (“error protection”, “fool proof”) is a method of preventing errors - a special device or method due to which defects simply cannot appear.

Slide 10

Algorithm for implementing LEAN - ideology 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 implementing 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).

Slide 11

Typical mistakes when implementing lean manufacturing Seven types of main mistakes have been identified: Misunderstanding of the role of management when implementing a LEAN system Building a “System” that does not have the necessary flexibility Starting implementation without the “basics” Jobs change, but habits do not change Measure everything (collect data), but do not react to anything “Paralytic analysis” (endless analysis of the situation, instead of continuous improvements) Do without support

Slide 12

LEAN culture Lean production is impossible without a lean culture. The main thing in Lean culture is the human factor, teamwork. This is greatly supported by the emotional intelligence (EQ) of employees. Lean culture also corresponds to a certain corporate culture.

Slide 13

Kaizen is a real philosophy. The philosophy of constant, leisurely improvement of all processes. It is worth working only with real facts. Collection and analysis of accurate data + process improvement = Kaizen concept. .

Slide 14

The Kaizen concept includes most of the well-known Japanese management techniques: just-in-time delivery, kanban, total quality control, company-wide quality control, zero defect system, proposal submission system, and much more Kaizen

Slide 15

Kaizen system In the Kaizen system, each employee is an equal partner of the company.

Slide 16

“Just-in-time delivery” to the consumer, as any subsequent process. The essence is that the product must be delivered to the consumer in an ideal form. Without defects, at every previous stage.

Slide 17

The KANBAN system (CANBAN, pull system) is the most common type of just-in-time system - a system that ensures the organization of a continuous material flow in the absence of stocks: production stocks are supplied in small batches directly to the required points in the production process, bypassing the warehouse, and finished products are immediately shipped to customers.

Slide 18

KANBAN system The size of production at a given site is determined by the needs of the next production site.

Slide 19

Slide 20

KANBAN system The desire to reduce inventory is a method for identifying and solving production problems. The accumulation of inventories and inflated production volumes hide: frequent breakdowns and shutdowns of equipment, manufacturing defects. The main requirements of the CANBAN system are “zero inventory”, “zero defects”. The CANBAN system is impossible without the implementation of a comprehensive quality management system.

Slide 21

KANBAN system Important elements of the CANBAN system are: Information system, which includes not only cards, but also production, transport and supply schedules, technological maps; System for regulating the need and professional rotation of personnel; System of total (TQM) and selective ("Jidoka") product quality control; Production leveling system.

Slide 22

KANBAN system The main advantages of the CANBAN system: short production cycle, high asset turnover, including inventories; there are no or extremely low storage costs for production and inventory; high quality products at all stages of the production process.

Slide 23

The main disadvantages of the just-in-time system are: the difficulty of ensuring high consistency between the stages of production; significant risk of disruption to production and sales of products.

Slide 24

Kanban and just-in-time systems, two production and inventory management methods, help find better ways to improve process productivity and product quality.

Slide 25

Quality System Fourteen Principles of William Edwards Deming Constancy of purpose - improvement of products and services. A new philosophy for a new economic period by making managers aware of their responsibilities and taking leadership for change. Further, turning to managers, Dr. Deming urges: End the dependence on mass control to achieve quality; eliminate the need for mass control by making quality an integral property of products, “building” quality into products. End the practice of purchasing at the cheapest price; instead, total costs should be minimized and a specific supplier should be sought for each product required in production. Improve every process to improve quality, increase productivity and reduce costs. Introduce training and retraining of personnel into practice. Establish "leadership"; the process of managing employees should help them do their jobs better; The HR system needs to be carefully considered. Banish fears so that everyone can work effectively for the enterprise. Break down barriers between departments; research, design, production and implementation must be integrated to anticipate production and operational problems. Avoid empty slogans for production personnel such as “zero defects” or new productivity targets. Such calls are meaningless, since the vast majority of problems arise in the system and are beyond the capabilities of workers. Eliminate arbitrary assignments and quantitative standards. Give employees the opportunity to be proud of their work; remove barriers that rob workers and managers from taking pride in their work. Encourage the pursuit of education and improvement. Top management commitment and effectiveness is required.

Slide 26

Conditions that hinder the implementation of the quality system Lack of consistency of goals; Pursuit of immediate gain; Personnel certification and ranking systems; Constant rotation of management personnel; Using only quantitative criteria to evaluate the company's performance.

Slide 27

Quality system Action plan 1) management, relying on all 14 principles, fights “deadly diseases” and obstacles, coordinates the concepts and directions of plans; 2) management gathers its courage and internally prepares itself to move in a new direction; 3) management explains to company employees why changes are necessary; 4) all the company’s activities are divided into stages (stages), with each subsequent stage being, as it were, a customer of the previous one. Continuous improvement of working methods must be carried out at every stage, and every stage must work towards quality; 5) an organizational structure is built as quickly as possible, which will work for continuous improvement of quality. 6) each employee can take part in improving work at any stage; 7) To build a quality system, the participation of knowledgeable specialists is required

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Description of the presentation Presentation What is LEAN by slides

What is “Lean Manufacturing”? Reengineering Service of KAMAZ OJSC “There is something about which they say: “look at this new thing”; but this was already in the centuries that were before us.” Ecclesiastes, Chapter 1, verse

What is “Lean Manufacturing”? It is a system of ideology and methods aimed at continuous improvement of existing business processes in order to transform the organization of mass production into production that is maximally focused on creating value for a specific consumer with minimal losses in the creation of these values.

What is Lean Manufacturing Determine the value of a particular product Determine the value stream for that product Ensure the continuous flow of the product's value stream Allow the customer to pull the product strive for excellence. Five principles of Lean Manufacturing

What is “Lean Manufacturing” Basic concepts Value and losses The value of a product is a measure of satisfying the Client’s needs that correspond to the purpose of the product or service. This is the Client’s feeling that the thing he needs has been delivered to the right place, at the right time and at an affordable price. Waste is any activity that consumes resources but does not add value to the product.

What is “Lean Manufacturing” Basic concepts Types of actions in an enterprise 1. Actions that add value to the final product. 2. Actions that do not create value, but are inevitable for some reason. 3. Non-value-adding activities.

What is “Lean Manufacturing” Basic concepts Types of losses 1. 1. Overproduction (production of goods for which there is no demand yet) 2. 2. Transportation of materials 3. 3. Availability of any reserves other than the minimum required 4. 4. Waiting for the next production stage 5. 5. Unnecessary processing steps 6. 6. Unnecessary movement of people 7. 7. Production of defects 8. 8. Any repairs 9. 9. Insufficient use of people's intelligence and talents

What is Lean Manufacturing Basic Concepts Taichi Ohno Principles 1. 1. Produce only what is needed, when it is needed. 2. 2. When an error occurs, you must immediately find the cause, eliminate it and prevent its occurrence in the future. 3. 3. All employees must continuously improve the quality of products and processes.

The term “kaizen” Kaizen is a Japanese word derived from two hieroglyphs – “change” and “good”, which can be translated as “change for the better”, “improvement”. What is “Lean Manufacturing” Kaizen In the broad sense of the word, Kaizen is the principle of constant, continuous improvement

What is “Lean Manufacturing” Kaizen and enterprise management In the traditional approach to management, the tasks of enterprise development (technological, managerial, etc.) are divided into two levels: 1. 1. Innovation - stepwise improvements - a function of top management. 2. 2. Maintaining existing processes and introducing improvements is the function of employees. At the same time, innovation is a one-time act, the effect of which begins to decline immediately after implementation. This is due to the fact that the new technology immediately begins to become obsolete, the management mechanism gradually returns “to normal” and is absorbed by the existing corporate culture. Kaizen is a corporate culture and management mechanisms that encourage employees to propose improvements and implement them promptly.

What is “Lean Manufacturing” Kaizen Distribution of functions in the implementation and implementation of continuous improvements Top management Provides support for the project, development of corporate culture. Implements Lean Manufacturing as part of corporate strategy. Develops standards. Sets goals for improvements. Provides resources to implement improvements. Organizes the development of standards and procedures that promote the principle of continuous improvement.

What is “Lean Manufacturing” Kaizen Distribution of functions when introducing and implementing continuous improvements Middle-level managers Form a new approach to work among employees. Help employees master Lean Manufacturing technologies. They use the principle of continuous improvement in their activities. Evaluate proposals. Lead improvement work groups. They make suggestions. Implement improvement projects.

What is “Lean Manufacturing” Kaizen Distribution of functions during the implementation and implementation of continuous improvements Employees Master the principles of Lean Manufacturing. They use the principle of continuous improvement in their activities. Participate in working groups. They make suggestions. Implement improvement projects.

What is “Lean Manufacturing” Kaizen Improvement process The main mechanism for implementing Kaizen is a working group that is created to achieve specific improvement goals, or to constantly (continuously) search for ways to improve a certain process in the enterprise. Small proposals developed by the group can be implemented at the departmental level. If investment is required to implement the proposal, the corresponding project is approved. One of the areas of action of kaizen groups is to improve interfunctional communications in the enterprise. Solving problems in the field of costs, quality, movement of materials or document flow require close interaction between representatives of different departments, who should perceive each other not as competitors for internal resources, but as a team striving to achieve their goals.

What is “Lean Manufacturing” 5 Principles of Workplace Organization (5 C) The purpose of the Five Principles is to optimize the workplace in order to increase labor productivity. Includes five principles, each of which begins with the letter "S" in Japanese.

What is “Lean Manufacturing” 5 Principles of Workplace Organization (5 C) Sorting - clearly separate necessary items from unnecessary ones and remove the latter from the site. At the production site there should be those, and only those items that are really needed and only in the quantity that is necessary.

What is Lean Manufacturing 5 Principles of Workplace Organization (5 Cs) Order - Keep necessary items in clearly defined locations for easy and immediate access and return. Unproductive work, such as transportation and moving, “searching for the necessary item,” etc. should be eliminated, or the loss of working time for it should be minimized.

What is Lean Manufacturing? 5 Principles of Workplace Organization (5 Cs) Cleaning - keep work areas clean and equipment in working condition. Avoid dirt on equipment, floors, and walls. Identify and eliminate sources of pollution.

What is Lean Manufacturing? 5 Principles of Workplace Organization (5 Cs) Standardization - maintain organization, order and cleanliness on a systematic basis. All aspects of production activities must be subject to standardization and control.

What is “Lean Manufacturing” 5 Principles of Workplace Organization (5 C) Self-discipline - turn following established (standardized) procedures into a habit. Established (standardized) procedures must be strictly followed. Problems must be identified immediately after they arise and eliminated directly at their source.

What is “Lean Manufacturing” 5 Principles of Workplace Organization (5 C) Losses associated with the presence of unnecessary items on site Maintaining unnecessary equipment and inventories leads to unproductive costs. Valuable manufacturing space is occupied by unnecessary items and therefore cannot be used productively. In the process of work, you have to avoid obstacles created by unnecessary objects and work among them, which increases losses due to unproductive movements. When unnecessary items clutter up the storage areas for tools and parts, there is a waste of time searching for the required things. Excess inventories are subject to deterioration in quality over time and eventually become useless. Having excess inventory means increased (and wasted) costs to manage that inventory. Excessive inventories help hide problems: unbalanced production processes, defects and rework, supply failures, low quality of spare parts and tools, equipment breakdowns.

What is “Lean Manufacturing” Kanban is a production management system aimed at adhering to the principles of “just in time” and minimizing inventory. The word “Kanban” originally meant a special card that was used to inform a supplier (internal or external) about the need to start production or deliver parts, assemblies or semi-finished products to the customer. Later, in addition to cards, special signaling systems and information technologies began to be used.

What is “Lean Manufacturing” Kanban In standard production, to ensure the continuity of the production process, it is necessary to create backlogs of blanks, parts, and assemblies. However, the constant presence of a large inventory increases the cost of storing them and requires significant current assets. The use of the Kanban system allows you to reduce the size of the production batch, reduce backlogs, minimize or practically eliminate work in progress. When organizing a system with external suppliers, Kanban allows you to minimize the volume of materials. Kanban provides for the use of two types of special accompanying cards: selection cards and production order cards. The selection cards indicate the type and quantity of products that should come from the previous site; in production order cards - the type and quantity of products that must be manufactured at the previous technological site.

What is “Lean Manufacturing” Kanban The mechanism for using cards is as follows: 1. 1. Transport arrives at the place where parts are stored at the previous site, having the required number of selection cards and empty containers. It is sent to the warehouse only if the specified number of selection cards sent through the dispatcher has accumulated at its selection point, or the specified travel time has arrived.

What is “Lean Manufacturing” Kanban 2. When picking up parts, the transport driver removes the order cards that were attached to each container and attaches selection cards for the same types of products in their place. He delivers the order cards removed from the containers and the empty containers he brought with him to the card collection point of the given production site. After the start of processing of products delivered from the previous section, selection cards from vacated containers are delivered to the collection point for selection cards of this section.

What is “Lean Manufacturing” Kanban 3. At the previous section, order cards brought by the driver are taken from the receiving point at a strictly defined time and left at the order card collection point of this section in the same sequence in which the driver removed them from containers with finished products on site storage. The production of parts at the previous site is carried out in accordance with the sequence in which these order cards are received.

What is “Lean Manufacturing” Kanban Kanban cards accompany products manufactured in the previous section at all stages of this section. The finished product, along with the order card, is placed at the storage location so that the driver from the previous site can pick it up again at any time. This movement of cards must be continuous at all stages. By adjusting the number of cards and their parameters (batch size), you can regulate the production process.

What is “Lean Manufacturing” Checklist 3 -MU Management aimed at increasing the efficiency of an enterprise involves a constant search for reserves and opportunities for improvement. Japanese management has developed a whole range of tools for comprehensive analysis. One of them is checklists. Checklists are a system of check points and questions to search for the hidden potential of an enterprise. Checklist 3 -MU suggests looking for reserves for increasing production efficiency in three areas:

What is Lean Manufacturing Checklist 3 -MU Muda – waste. All types of activities that consume resources but do not create value for the Client.

What is Lean Manufacturing Checklist 3 -MU Muri – – overload, working under human or machine stress. Overload causes an employee or equipment to operate at its maximum capacity. Overloading employees can lead to poor quality or increased injury rates. Overloading machines leads to defects and accidents.

What is Lean Manufacturing Checklist 3 -MU Mura – – nonconformity, any deviation from a process, both good and bad.

What is Lean Manufacturing Checklist 3 -MU Each of the three MUs is considered from the following perspectives: Human losses Technology Method Time Equipment Fixtures and tools Materials Production volume Inventories Place Mindset

What is “Lean Manufacturing” Checklist 4 M Management aimed at increasing the efficiency of an enterprise involves a constant search for reserves and opportunities for improvement. Japanese management has developed a whole range of tools for comprehensive analysis. One of them is checklists. Checklists are a system of check points and questions to search for the hidden potential of an enterprise. The 4 M checklist suggests looking at the issue from four angles: Man, Machine, Material, Operation Method.

What is Lean Manufacturing Checklist 4 M Man (Employee) 1. 1. Does he follow the standards? 2. 2. Is its performance acceptable? 3. 3. Is he susceptible to problems? 4. 4. Is he responsible? (Responsible?) 5. 5. Is he qualified? 6. 6. Does he have experience? 7. 7. Is the job assigned to him suitable? 8. 8. Does he strive to improve? 9. 9. Does he know how to get along with people? 10. Is he healthy?

What is Lean Manufacturing 4 M Machine Checklist 1. 1. Does it meet production requirements? 2. 2. Is it consistent with process reproducibility? 3. 3. Are lubrication requirements met? 4. 4. Are proper checks being done? 5. 5. Do you often have to stop work due to mechanical problems? 6. 6. Does the equipment meet accuracy requirements? 7. 7. Does it make any unusual noises? 8. 8. Is its layout rational? 9. 9. Is the available equipment sufficient? 10. Is it in good condition?

What is Lean Manufacturing 4 M Material Checklist 1. 1. Are there any errors in volume? 2. 2. Are there any quality errors? 3. 3. Are there any mistakes in the brand? 4. 4. Are there any impurities in the mixture? 5. 5. Are inventory levels adequate? 6. 6. Is there any loss of material? 7. 7. Are materials handled adequately? 8. 8. Is there any work in progress? 9. 9. Is the layout adequate? 10. Are quality standards satisfactory?

What is Lean Manufacturing Checklist 4 M Operation Method 1. 1. Are the operating standards satisfactory? 2. 2. Are these standards updated? 3. 3. Is the method safe? 4. 4. Does this method ensure the production of quality products? 5. 5. Is the method effective? 6. 6. Is the sequence of work rational? 7. 7. Is the setting adequate? 8. 8. Are the temperature and humidity appropriate? 9. 9. Are lighting and ventilation adequate? 10. Is there a proper connection between this process and the upstream and downstream processes?

What is “Lean Manufacturing” 5 W - 1 H Management aimed at increasing the efficiency of an enterprise involves a constant search for reserves and opportunities for improvement. Japanese management has developed a whole range of tools for comprehensive analysis. One of them is checklists. Checklists are a system of check points and questions to search for the hidden potential of an enterprise. The 5 W - 1 H checklist suggests asking 6 questions when considering a problem: Who, What, Where, When, Why, How.

What is Lean Manufacturing 5 W - 1 H Who 1. 1. Who does it all the time? 2. 2. Who is doing it currently? 3. 3. Who should do it? 4. 4. Who else could do this? 5. 5. Who else should do this? 6. 6. Who deals with the three MUs?

What is Lean Manufacturing 5 W - 1 H What 1. 1. What needs to be done? 2. 2. What is being done? 3. 3. What should be done? 4. 4. What else can be done? 5. 5. What else needs to be done? 6. 6. Which of the three MUs are being worked on?

What is Lean Manufacturing 5 W - 1 H Where 1. 1. Where should it be done? 2. 2. Where was it made? 3. 3. Where should it be done? 4. 4. Where else can I do it? 5. 5. Where else should I do it? 6. 6. Where is the work on the three MUs going on?

What is Lean Manufacturing 5 W - 1 H When 1. 1. When should it be done? 2. 2. When was it done? 3. 3. When should it be done? 4. 4. When else can you do it? 5. 5. When else should this be done? 6. 6. Does the case involve three MUs at any point in time?

What is Lean Manufacturing 5 W - 1 H Why 1. 1. Why is he doing this? 2. 2. Why should this be done? 3. 3. Why do it here? 4. 4. Why should this be done now? 5. 5. Why is it done this way? 6. 6. Do the three MUs count when thinking about this?

What is Lean Manufacturing 5 W - 1 H How 1. 1. How should it be done? 2. 2. How is it done? 3. 3. How should it be done? 4. 4. Can this method be used elsewhere? 5. 5. Is there another way to do it? 6. 6. Are there three MUs present in this method?

What is “Lean Manufacturing” Standardization “Standardization is the way to eradicate defects!” . Taichi Ono Indeed, if operations are performed according to the standard, then the process will be stable. The instability of the process, in this case, shows the shortcomings of the standard, but the fact that it is not followed or the low quality of the components. Having achieved process stability and provided incoming control, we can make an assumption about the stability of the product characteristics. If there is variability in product indicators, then this is also an indicator of a deficiency in the standard. Only by ensuring stability in the 4 M - Machine, Man, Method, Material (Operation of equipment, Person, Method of work, Initial components) can you begin to really manage the process. That is, by adjusting standards, see how output parameters change, adequately evaluate and analyze the results, identify trends, combat variability and actually manage quality. In TPS, standards change as consumer properties are constantly improved (according to the Client's requirements) and as waste is continuously eliminated (continuous improvement). Process standardization at Toyota is combined with continuous improvement.

What is “Lean Manufacturing” Process standardization The main objectives of standardization in the Lean Manufacturing concept are as follows: Creation of a standard way of doing work, compliance with which will lead to the best results; Preserving the company’s know-how, creating a basis for training new employees; Setting process measurement parameters for conducting regular analytical procedures, internal or external audits; Recording achieved results for further improvement.

What is “Lean Manufacturing” Standardization When consolidating the process, the tasks of determining the relationships of subjects and consolidating actions related to one workplace are highlighted. These tasks are implemented by two corresponding types of standards: Process standard (process map); Operation standard (operating instructions).

What is “Lean Manufacturing” Standardization Structure of the process map: Subjects; Functions; Relationships; Regulations of interaction; Process indicators.

What is “Lean Manufacturing” Standardization Structure of operational instructions: Status, Code (belonging to the process, serial number); Sequence of actions (diagrams, explanatory drawings, diagrams); Safety precautions; Time standard; Standard consumption of goods and materials; Necessary tools, equipment, control system; Mark on approval and familiarization.

What is “Lean Manufacturing” Standardization Standards should be as visual, understandable and, at the same time, concise as possible. When, for example, a process map can be quickly discussed at a meeting, and instructions can be attached at the workplace.

What is “Lean Manufacturing” Standardization Standard and people Standards can be perceived by employees as limiting their initiative and imposing methods of doing work. If, from the employee’s point of view, the standard is not optimal, then following it causes deep-seated problems for the employee, leading to a depressed state, from which one can get out either by changing actions or beliefs. In the first case, it means not following the standard; in the second, it means “overstepping oneself,” “humiliating” one’s self. The latter means a loss of employee loyalty to the organization - and what kind of continuous improvement can we talk about? A solution was suggested by Taichi Ono: “Standards should not be imposed from above, but should be established by the workers themselves.” Feeling involved in setting the rules in the workplace, a person has a completely different attitude towards the standard of work - not as “blinders”, but as the best way to perform an operation.

What is “Lean Manufacturing” Personnel Application of the principles of Lean Manufacturing gives a significant increase in productivity. However, the reduction of workers as a result of implementation will not lead to long-term cost reductions. When job losses occur due to the implementation of Lean Manufacturing, work enthusiasm is lost and all implementation efforts are in vain. Therefore, management must make a commitment that no employee will be made redundant as a result of the change.

What is “Lean Manufacturing” Personnel 10 ways to engage employees and avoid staff reductions 1. 1. Natural staff attrition Increasing efficiency can coincide with the process of natural staff attrition. The introduction of Lean Manufacturing allows you to slow down the process of recruiting personnel for those positions that were abandoned for natural reasons. 2. Refusal of outsourcing Thanks to the opportunities created by the implementation of Lean Manufacturing, the work that was previously performed by third-party organizations (outsourcing) can be performed by the company's own employees. Some of the work that external suppliers performed at a low level, of poor quality, or at inflated prices can be performed by our own employees.

What is Lean Manufacturing Personnel 3. Reduce overtime and weekend work Paying overtime can be a good financial incentive, but studies show that constant overtime leads to decreased productivity. In the process of implementing Lean manufacturing principles, company employees will be able to complete all their tasks within standard working hours. This will help workers have more time to do other things and will also reduce overtime payments. 4. Creating a Coordinator Position Often, the most skilled workers spend their time waiting, searching, or transporting products instead of producing them. A coordinator is a good professional who maintains the flow of production by delivering materials and helping workers focus on production operations.

What is “Lean Manufacturing” Personnel 5. Equipment changeover team Implementation of the “pull” principle can be achieved by reducing equipment changeover time. Reducing batches requires flexibility and speed in reinstalling equipment. The team responsible for reinstalling equipment must be well trained and highly qualified so that the changeover can be planned and carried out without delay. When changeovers are not required, this team works to reduce operating times. 6. Continuous Improvement Team Since Kaizen will eliminate many of the steps that lead to waste, new opportunities for further improvement will emerge. Finding and recognizing these cost-saving opportunities takes time and research. A Lean Enterprise should have a Lean Manufacturing and Kaizen Center, which will create a team of experts for continuous process improvement.

What is Lean Manufacturing? Personnel 7. Cross-training When moving to Lean Manufacturing, product flows and production cells will require multi-skilled workers. Cross-training will ensure that employees work more flexibly, resulting in greater customer satisfaction. 8. New business direction Lean manufacturing will lead to increased productivity of personnel and equipment. Consequently, new opportunities will arise to develop a new line of business with the same costs. 9. Research and Development Employees not employed in Kaizen may take up positions in a research and development group whose purpose is to study new production technologies, develop improved process structures, test new products, develop cost-cutting programs, or conduct trials to precise determination of development directions. All of these activities will lead to increased profits by reducing costs and increasing productivity.

What is Lean Manufacturing Personnel 10. Improving the sales process and customer relationships Continuous improvement and the basis of Lean Manufacturing should always be focused on the customer. Experienced and qualified employees should undergo additional training in order to improve relationships with customers. Providing additional services and services to the client, fast and high-quality after-sales service will be an excellent feature compared to competitors.