Lean manufacturing is a special scheme of company management. The main idea is to constantly strive to eliminate any kind of costs. Lean manufacturing is a concept that involves the involvement of each employee in the optimization procedure. Such a scheme is aimed at maximum orientation towards the consumer. Let's take a closer look at what a lean manufacturing system is.
History of occurrence
The introduction of lean manufacturing into industry occurred in the 1950s at the Toyota Corporation. The creator of such a control scheme was Taiichi Ohno. A great contribution to the further development of both theory and practice was made by his colleague Shigeo Shingo, who, among other things, created a method for quick changeover. Subsequently, American specialists investigated the system and conceptualized it under the name lean manufacturing (lean production) - "lean production". At first, the concept was applied primarily in the automotive industry. After a while, the scheme was adapted to process production. Subsequently, lean manufacturing tools began to be used in healthcare, utilities, services, trade, the military, the public administration sector and other industries.
Main Aspects
Lean manufacturing in an enterprise involves analyzing the value of a product that is produced for the final consumer at each stage of creation. The main objective of the concept is the formation of a continuous process of cost elimination. In other words, lean manufacturing is the elimination of any activity that consumes resources but does not create any value for the end user. For example, he does not need the finished product or its components to be in stock. Under the traditional system, all costs associated with marriage, alteration, storage, and others are passed on to the consumer. Lean manufacturing is a scheme in which all company activities are divided into processes and operations that add and do not add value to the product. The main task, therefore, is the systematic reduction of the latter.
Lean Manufacturing: Waste
In costs, the term muda is used in some cases. This concept means various expenses, garbage, waste and so on. Taiichi Ohno identified seven types of costs. Losses are formed due to:
- expectations;
- overproduction;
- transportation;
- extra processing steps;
- unnecessary movements;
- release of defective goods;
- excess stock.
Taiichi Ohno considered overproduction to be the main thing. It is a factor due to which other costs arise. Another item has been added to the list above. Jeffrey Liker, a researcher on the Toyota experience, cited the unrealized potential of employees as a waste. As sources of costs, they name overloading of capacities, employees when carrying out activities with increased intensity, as well as uneven execution of the operation (for example, an interrupted schedule due to fluctuations in demand).
Principles
Lean manufacturing is presented as a process divided into five stages:
- Determining the value of a particular product.
- Installing this product.
- Ensuring continuous flow.
- Allowing the consumer to pull the product.
- The pursuit of excellence.
Other principles on which lean manufacturing is based include:
- Achieving excellent quality - delivery of goods from the first presentation, the use of the "zero defects" scheme, identifying and solving problems at the earliest stages of their occurrence.
- Formation of long-term interaction with the consumer by sharing information, costs and risks.
- Flexibility.
The production system used by Toyota is based on two main principles: autonomy and just-in-time. The latter means that all the necessary elements for assembly arrive on the line exactly at the moment when it is needed, strictly in the quantity determined for a particular process to reduce stock.
Elements
Within the framework of the concept under consideration, various components are distinguished - methods of lean production. Some of them may themselves act as a control scheme. The main elements include the following:
- The flow of single goods.
- General maintenance of equipment.
- 5S system.
- Kaizen.
- Fast changeover.
- Error prevention.
Industry Options
Lean healthcare is a concept of reducing the time spent by medical staff not directly related to helping people. Lean logistics is a pull scheme that brings together all the suppliers involved in the value stream. In this system, there is a partial replenishment of reserves in small volumes. The main indicator in this scheme is the logistic total cost. Lean manufacturing tools are used by the Danish Post Office. As part of the concept, a large-scale standardization of the services offered was carried out. The goals of the event were to increase productivity, speed up transfers. "Value flow maps" have been introduced to control and identify services. Also, a system of motivation for employees of the department was developed and subsequently implemented. In construction, a special strategy has been formed, focused on increasing the efficiency of the construction process at all stages. Lean manufacturing principles have been adapted to software development. Elements of the scheme under consideration are also used in city and state administration.
Kaizen
The idea was formulated in 1950 by Dr. Deming. The introduction of this principle has brought great profits to Japanese companies. For this, the specialist was awarded a medal by the emperor. After a while, the Union of Science announced the prize to them. Deming for the quality of manufactured goods.
Benefits of the Kaizen Philosophy
The merits of this system have been evaluated in every industrial sector where conditions have been created to ensure the highest efficiency and productivity. Kaizen is considered a Japanese philosophy. It consists in promoting continuous change. The kaizen school of thought insists that constant change is the only path to progress. The main emphasis of the system is on increasing productivity by eliminating unnecessary and hard work. The definition itself was created by combining two words: "kai" - "change" ("transform"), and "zen" - "in the direction of the better." The advantages of the system quite clearly reflect the success of the Japanese economy. This is recognized not only by the Japanese themselves, but also by world experts.
The goals of the kaizen concept
There are five main directions in which the development of production is carried out. These include:
- Waste reduction.
- Immediate troubleshooting.
- Optimal use.
- Teamwork.
- The highest quality.
It should be said that most of the principles are based on common sense. The main components of the system are improving the quality of goods, involving each employee in the process, readiness for interaction and change. All these activities do not require complex mathematical calculations or the search for scientific approaches.
Waste reduction
The principles of the kaizen philosophy are aimed at significantly reducing losses at each stage (operation, process). One of the main advantages of the scheme is that it includes every employee. This, in turn, involves the development and subsequent implementation of proposals for improvement at each site. Such work contributes to minimizing the loss of resources.
Immediate troubleshooting
Each employee, in accordance with the concept of kaizen, must counteract problems. This behavior contributes to the rapid resolution of issues. With immediate troubleshooting, the lead time does not increase. Immediate resolution of problems allows you to direct activities in an effective direction.
Optimal use
Solving problems quickly frees up resources. They can be used to improve and achieve other goals. Together, these measures make it possible to establish a continuous process of efficient production.
Teamwork
Involving all employees in solving problems allows you to find a way out faster. Successfully overcoming difficulties strengthens the spirit and self-esteem of company employees. eliminates conflict situations, promotes the formation of trusting relationships between higher and lower employees.
Best quality
Fast and effective problem solving contributes to well-coordinated teamwork and the creation of a large amount of resources. This, in turn, will improve the quality of products. All this will allow the company to reach a new level of capacity.
The implementation of the Lean methodology is the best solution for those who want to succeed in business in a highly competitive environment. The introduction should begin with the study of the philosophy of lean manufacturing as such. An important part of this process is the analysis of what Lean manufacturing tools are.
What and how can be achieved with the help of Lean tools and techniques?
In very short terms, tools are the shortest way to:
- reduce the cost of product quality
- transparency of management processes
- increasing the level of customer satisfaction with the company's products
- increase the involvement of company employees in the production process and increase their motivation
- reducing the loss of resources.
When it becomes clear which of the areas is currently the highest priority for the company, but not sufficiently developed, you can begin to select tools to improve this particular segment.
A list of tools with a short description will greatly facilitate the renewal process in the company.
25 Essential Lean Tools
Tool | The essence of the events | Proper organization of the workplace:
| Fairly quick identification of problems in production caused by improper organization of the workplace and minimizing them (for example, getting rid of deposits of tools that were used a month ago, and now they only make you waste time searching for the right one among them). |
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Andon | A system that immediately informs about a problem that has arisen during the production process and allows you to stop the process until the detected defect has become massive. | Timely elimination of the problem, which allows in the future not to spend resources on eliminating the consequences of an error on a global scale. |
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Bottleneck analysis | Finding a "bottleneck" of production ("bottleneck"), which does not allow you to create more products in less time. Expanding the bottleneck improves productivity and capacity output. | There is an improvement of the weakest element in production, in other words: “Weak links, goodbye!” |
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Continuous Flow | Alignment of production flows in an optimal way. The process, built correctly, does not imply filling the "buffer" and any long stops between production stages. | Elimination of waste such as ill-conceived transportation, excess inventory, waste of time. |
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Gemba | Formation of an understanding that all the most important things happen in production, and not in the management's offices. | The management is involved in the production process, which allows to strengthen discipline, reduce the response time to emerging problems and receive information from the primary source. |
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Heijunka (Planning) | Ability to plan orders in a special way. Customer orders are divided into several small batches, which are lined up in a certain order. It becomes possible to produce different products as quickly as possible and reduce the risk of disruption of the production process at different stages and failure to deliver the finished product to the customer. | This lean tool leads to the fact that the need to have a stock of materials, production time is reduced. It reduces waste by making each type of product more frequent and keeping inventory (in other words, frozen assets) to a minimum. In case of a forced stop of the line, the enterprise has all the products necessary for the client. |
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Hoshin Kanri (Policy Deployment) | Establishing a link between "strategy" and "tactics": the goals of management with the actions of representatives of production. | Management sets goals for each of the employees, they move in this direction. Sufficient communication between management and workers helps to reduce losses. The company must be implemented to use the Hoshin Kanri tool. |
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Jidoka (Autonomization) | The equipment is partially automated. The problem is searched automatically. It is possible to stop production when an error is detected. | One employee can control the operation of several devices at once. This leads to lower production costs, and also minimizes the cost of eliminating errors (compared to if they were not detected immediately, but only at the end of the production cycle). |
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| The use of kaizen tools is a combination of efforts of all employees of the enterprise towards the formation of a special corporate culture and the achievement of common goals. | The synergistic effect of combining the efforts of employees aimed at reducing costs becomes, in fact, a “perpetual motion machine” for the progression of lean production in an enterprise. |
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JIT, | The production and supply system are based on "pulling" the quantity of products required by the client at a given time. At the same time, the forecasted demand is practically not taken into account. Requires production systems such as Continuous Flow, Kanban, Takt time and Heijunka. | This method is most effective when it is necessary to reduce the number of manufactured products, stocks of raw materials and the size of the production facility. Contributes to the optimization of financial flows. |
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(Pull system) | Regulates the flow of products and raw materials inside and outside of production. The need for components or finished products is determined using signal cards. | Reduced wastage and excess inventory. It has a positive effect on the results of the inventory in the warehouse. |
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KPI | The metrics system is used to analyze the priority segments of the company's activities. It is a powerful growth stimulator for employees. | Key indicators that can be changed by employees make it possible to identify potential losses and risks in a timely manner and achieve the strategic goals set for the company. |
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Muda | Getting rid of everything that is of no value to the customer (consumer). | Having learned all possible types of losses, they should be detected and minimized in a timely manner, improving the quality of work of personnel, equipment and the organization as a whole. |
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PDCA | An iterative method that allows you to implement all sorts of improvements and / or make changes:
| PDCA allows you to find a systematic approach to solving emerging problems, implement improvements and conduct experiments:
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OEE | Allows you to track three types of losses related to the operation of equipment: quality, availability, productivity. | Allows you to understand how efficiently the equipment is operated. This is a balanced indicator that allows you to increase the profitability of production and improve its manufacturability. If the OEE reaches 100%, then the company is producing a product without defects, as quickly as possible, given the available technologies, without any downtime. |
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| Creation of methods that prevent the occurrence of errors in the production process. The main goal is to achieve "0% defective". | The costs associated with the prevention of errors are significantly lower than those that a company incurs during regular inspections and, even more so, when correcting defects that are detected after a long time. |
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Root Cause Analysis | These factors have no place in production. Their identification is carried out according to the principle of "five whys". That is, you need to ask the question “Why?” at least 5 times in relation to each factor that negatively affects production. | Addressing the root causes of problems can help prevent similar situations in the future. |
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Visual Factory (Visualization of production) | Simple indicators are used. They are used to exchange information. | Each employee understands the current situation based on the data of the information system (color, sound and other signals). |
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VSM | A Lean tool that allows you to visually separate processes that add value from those that do not. | A convenient solution for planning future changes. |
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| A method of lean manufacturing, the essence of which is to involve every employee of the company in the maintenance of the equipment, and not just technicians. The purpose of TPM is to increase equipment life and efficiency. | Reducing the number of downtimes, errors in working with equipment, accidents. Strengthening the sense of responsibility of each employee. |
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Tact time | An indicator of the frequency with which the customer orders products. Also, the takt time can reflect the time period in which the company provides the customer with the released products. Can be calculated using the formula: Estimated production time /Consumer demand. | Allows you to determine the required performance of a specific production area in order to meet customer needs. |
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Standardized work | Instructions for near-ideal performance of a specific operation. This document is constantly reviewed and updated. If the company has the same equipment, it should work according to a single standardized method (optimal). Maximum efficiency is achieved when using interactive documents that can be quickly modified and supplemented. | Losses are reduced (due to the use of only the best experience). The risks of creating a low-quality product are reduced. |
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SMART | This abbreviation contains the following words: Specific, Measurable, Attainable, Relevant, and Time-Specific. In the Russian version, it sounds like this: the goal is specific, measurable, achievable, relevant, defined in time. | With poorly thought out communication or an erroneous understanding of tasks, losses inevitably occur. Correctly set goal allows to eliminate this problem. |
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6 Reasons for Decreased Performance | The most common reasons for performance degradation include: breakdowns, adjustments, short shutdowns, slowdowns, operational failures, production failures. | All of these reasons are a call to action. Downtime can only be reduced by addressing all problems consistently. |
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| A set of manufacturing tools based on the principles of lean manufacturing, which allows debugging equipment much faster (up to 10 minutes). Changeover is based on two actions: internal and external. Internal actions are associated with stopping the equipment, while external actions can be performed while the device is running. The SMED technique involves the transformation of actions from internal to external. | It becomes easier to produce small batches of products, increasing the useful life of the equipment. |
Stages of implementation of vending Lean tools
It is clear that companies that have realized the need for Lean management are ready to make changes in their activities that will bring dividends in the future. But you need to understand that it is much easier to implement Lean manufacturing in Western companies.
At a minimum, due to the fact that they are familiar with management (regular, fixed) and sufficient transparency of internal and external processes. And for domestic companies, these features, on the contrary, are uncharacteristic. But all sorts of formalities and bureaucracy, overly complicated business processes are presented in abundance.
In order for the implementation of Lean tools to go smoothly and effectively, it is necessary, first of all, to work on changing the mindset and abandoning the usual patterns that seem to work, but actually bring companies to the brink of the abyss:
Recent history demonstrates an extremely uneven distribution of innovative technologies in the context of the world's economies. This is directly related to the international distribution of labor, in particular low-skilled. The cheaper the labor, the less incentives for the business to increase its efficiency. As a result of this distribution, rich countries become richer, and poor countries become poorer...
Olga Andrienko-Bentz, Director of Business Advisory, PwC Ukraine
Also, for many domestic companies, the main goal is still to obtain the maximum possible profit. In modern conditions, the minimization of losses should be put at the forefront, which subsequently is guaranteed to lead to the same increase in profits:
The main task for business is survival, and the main principle of the business economy is not to maximize profits, but to prevent losses ...Peter Drucker, one of the business geniuses of the 20th century, a well-known management theorist
At the same time, it is difficult to underestimate the importance of systematic and global Lean practices:
At first, these were point improvements, the fight against major losses. Then we came to the stage when it was necessary to build a more systematic approach that covers both the perimeter of the entire enterprise and all areas of its activity. We have come to build a system of continuous improvement. This is what is being rolled out at ArcelorMittal...Yury Kalko, Head of Operational Improvement Service and ArcelorMittal Kryvyi Rih
What should you prepare for before you start implementing Lean manufacturing techniques?
At least to the fact that creating a constantly working and effective system for updating the company and improving the quality of the work of personnel instead of scattered attempts to “fix up” here and there is a difficult task that will require the creation of new positions and even entire structures in parallel with the abolition of existing ones, investment and perseverance .
The most difficult thing for the company and the contractor is a radical change in the way they work. It is important to realize that lean project execution is not an instant transformation, but a long journey of learning, trial, analysis, and improvement...J. Jonfrido, Procter and Gamble
Steps to Lean Manufacturing
A step-by-step implementation algorithm might look like this:
- Choosing a leader who is ready to take responsibility for bringing about change
- Obtaining knowledge about Lean methodology, moreover, as close as possible to the original source, not distorted. In the future, this knowledge should become a new leader's value system, which he will implement in a holistic way, and not as point half-measures.
- Identification of the most critical segments of the company's activities
- Establishing losses wherever possible and eliminating them
- Creation of maps: current and prospective state of the reporting object
- Practical work on the implementation of Lean, which is highly desirable to be visible to all stakeholders
- Consolidation of results achieved in different areas
Scott Anthony, David Duncan, Pontus Siren offer something similar in their recommendations on how to start the innovation engine in 90 days:
Also, success largely depends on whether the company manages to create the following conditions:
- show each employee the path that he can take to bring maximum benefit to the company;
- organize a working environment in which each employee will have the opportunity to reveal their potential, use continuous improvement tools and speak openly about their views on the further development of the business;
- form an effective interaction of all departments of the company, which will add maximum value to your product in the eyes of consumers.
Lean production and its tools are a vital stage in the development of pro-European countries. Initially, it was used in industry, but now there is an IT interpretation, and even for the service sector.
Apply at least half of these techniques, principles and methods of doing business - and the increase in the quality of the product and the quality of work as a whole will be obvious.
5S - Workspace organization. Visualization of problems, rapid detection of deviations and potential hazards to health, quality, production.
Andon - Problem reporting system. An alert is given when a problem is detected. The system encourages stoppage of production to prevent the massive occurrence of defects. Immediate attention to the location where the problem is found. Rapid escalation in case of impossibility to solve the problem. The defect is not covered.
Bottleneck analysis / Bottleneck search. Determination of the bottleneck in the production chain, which does not allow to produce more or faster. An improvement in the “bottleneck” entails an improvement in productivity and “yield” of the production line. You strengthen the weakest link in your production chain.
Building a stream (Continuous Flow) - Building production flows without stopping and buffer accumulation. Many types of waste are eliminated: excess inventory, time, transportation.
Gemba ("place of battle"). This approach reminds us that all the most important things happen not in offices, but directly on the production site. Involving management, reducing the speed of reaction to problems, strengthening discipline, obtaining first-hand information without distortion.
Heijunka (Heijunka, Heijunka). It is an order leveling tool in production. With this tool, the customer's order is broken down into small batches, lined up in a special order, allowing you to reduce risks and produce a variety of products in a short period of time. Production time is reduced, each product (variant) is produced more often, the need for a stock of materials is reduced. In the event of shutdowns, you have a complete set of products to supply to the customer.
Hoshin Kanri (Hoshin Kanri), policy deployment. This tool allows you to link the strategic goals of the company's management, with the tactical tasks of the management, and the more detailed actions of the production teams. Helps the organization achieve its goals. Each employee moves in the direction that is set by the management. Losses appearing at insufficient communication between employees are reduced.
Jidoka. Method of partial automation of equipment. Unlike full (and very expensive) automation, partial automation allows you to automatically find the problem and stop production. One worker can observe the operation of several machines (machine tools) - this is a cost reduction, and timely detection of the problem solves quality problems.
Just in time (Just in time, JIT). A method of production and supply based on “pulling” exactly the number of components, finished products that the client needs at the moment. The use of JIT is impossible without working systems “Lined Flow”, Heijunka, Kanban, Standardization, Takt Time. An ultra-efficient way to reduce the stocks of materials, finished products, and the size of the occupied areas. This method also improves cash flow.
Continuous improvement (Kaizen). The joint efforts of all employees of the company to achieve daily victories, achievements, improvements in production. The overall synergistic effect, the joint efforts of all employees help to find almost unlimited opportunities to reduce costs and reduce losses. If a company has a culture of continuous improvement, then it becomes almost a perpetual motion machine to reduce waste.
Kanban (Pull system, Kanban). The method of regulating the flow of materials and finished products, both within the enterprise and outside it (with suppliers and customers). The method is based on a system of signals showing the need for components or finished products. Reducing losses, excess inventory, overproduction. It has been observed that with a working Kanban system, the results of warehouse inventory are much better.
KPI, Key indicators. A metrics system specifically designed to analyze the critical areas of an organization's activities. KPI is a powerful driver for a team. The best indicators are always related to the strategic goals of the company, help to identify risks and losses in a timely manner, employees have a direct impact on the indicators.
Muda (loss). Anything that does not bring value to the customer. Waste reduction is the goal of the entire lean manufacturing system. You need to know all types of losses and be able to identify them at an early stage.
Overall Equipment Effectiveness (OEE). With this tool, three categories of losses associated with the operation of equipment are tracked: availability, productivity, quality. Answers the question how efficiently do you use your equipment? OEE is a balanced indicator that reflects the real state of affairs, allowing to improve production and increase the profit of the enterprise.
PDCA (Plan Do Check Act). Recognized method for introducing changes and improvements. We have written and are writing and will continue to write a lot about him. The PDCA methodology is primarily a systematic approach to solving problems, introducing changes and improvements. And in the crazy world of production, this consistency and regularity is very valuable.
Poka-Yoke, poka-yoke (Protection from error, protection from the fool). Development of error prevention methods directly into the production process. The goal is to achieve 0 defects. Error prevention is cheaper than inspection, control, verification.
Root cause analysis. We need to kill the root causes, not deal with their consequences. There are many methods for discovering root causes - the simplest method is to consistently ask why five times (the "5 why?" method). By addressing the root causes of problems, you are guaranteed to prevent those problems from occurring in the future.
SMED, Quick changeover (Single Minute Exchange of Die). A set of theoretical and practical methods that reduce the time of equipment setup and changeover operations. Changeovers are based on two groups of actions: external and internal. The internal ones are performed after the equipment stops, the external ones can be carried out while the equipment is running. The goal of the SMED methodology is to transform internal operations into external ones. Simplifies the production of small batches, increases the useful time of the equipment.
6 reasons for loss of productivity. Common and most common causes of performance loss: Breakdowns, Setup/Adjustments, Small Stops, Reduced Speed, Startup Rejects, Production Rejects. These are ready-made “targets” that you can “shoot” at any production site on any day. Consistently solve one problem after another and reduce downtime.
SMART goals. This is a mnemonic abbreviation of the English words: Specific, Measurable, Attainable, Relevant, and Time-Specific. Any goal should be SMART, namely (hereinafter in Russian) Specific, Measurable, Achievable, Relevant, Time-limited. An effective goal setting reduces the waste caused by misinterpretation of the task and poor communication.
standardized work. A documented procedure (instruction) that records the best experience for performing a given operation. This document is “live”, constantly updated and updated. If there are several identical machines in the enterprise, they should use a single standardized method of operation. Reduction of losses due to dissemination of best practices. Reducing quality risks.
Takt time. This is the time interval or frequency with which the consumer requests the finished product. Or the time interval or frequency with which we ship these finished products to our client / consumer. Answers the question of how much capacity each production cell or each production area must operate in order to meet the demand of the customer.
TPM, Total Predictive Equipment Maintenance. An important idea of TPM is the involvement of the entire staff of the enterprise in the process of equipment maintenance, and not just technical services. The purpose of TPM is to increase the lifetime of equipment. Less breakdowns, less downtime, fewer errors and less impact on quality from equipment.
VSM. Creating a Value Stream Mapping. This method helps to see valuable transactions and those that do not add value. By creating a map, you will better understand your process and see your losses. This is a great way to plan for future changes.
Visual Factory (Visualization). The method of simple and understandable indicators used in the factory for the exchange of information. Allows anyone to understand the current situation in production (example, green - no problems, red - there are problems).
Lean
Lean(lean production, lean manufacturing - English. lean- “skinny, slim, no fat”; in Russia, the translation “thrifty” is used, there are also variants “slim”, “sparing”, “prudent”, in addition, there is a variant with transliteration - “lin”) - a management concept based on a steady desire to eliminate all types of losses. Lean production involves the involvement of each employee in the process of optimizing the business and maximum customer orientation.
Lean manufacturing is an interpretation of the ideas of the Toyota Production System by American researchers of the Toyota phenomenon.
Key Aspects of Lean Manufacturing
The starting point of lean manufacturing is customer value.
Value is the utility inherent in the product from the customer's point of view. Value is created by the manufacturer as a result of a series of sequential actions.
The heart of lean manufacturing is the process of eliminating waste.
Losses is any activity that consumes resources but does not create value for the consumer.
Losses in Japanese are called muda- a Japanese word that means waste, waste, that is, any activity that consumes resources but does not create value. For example, the consumer does not need at all that the finished product or its parts are in stock. However, under the traditional management system, warehouse costs, as well as all costs associated with rework, scrap, and other indirect costs are passed on to the consumer.
In accordance with the concept of lean manufacturing, all activities of an enterprise can be classified as follows: operations and processes that add value to the consumer, and operations and processes that do not add value to the consumer. Hence, anything that does not add value to the customer is classified as a waste and should be eliminated.
Types of losses
- losses due to overproduction;
- loss of time due to waiting;
- losses due to unnecessary transportation;
- losses due to unnecessary processing steps;
- losses due to excess inventory;
- losses due to unnecessary movements;
- losses due to the release of defective products.
Jeffrey Liker, who, along with Jim Womack and Daniel Jones, has actively researched the Toyota manufacturing experience, pointed out the 8th type of waste in The Toyota Tao:
- unrealized creative potential of employees.
It is also customary to single out 2 more sources of losses - muri and mura, which mean, respectively, "overload" and "unevenness":
mura— uneven work performance, such as a fluctuating work schedule, not caused by fluctuations in end-user demand, but rather by the characteristics of the production system, or uneven pace of work on an operation, forcing operators to rush first and then wait. In many cases, managers are able to eliminate unevenness by leveling out scheduling and being mindful of the pace of work.
Muri- overloading of equipment or operators that occurs when working at a higher speed or pace and with greater effort over a long period of time - compared to the design load (design, labor standards).
Basic principles
Jim Womack and Daniel Jones, in their book Lean: How to Eliminate Waste and Make Your Company Thrive, lays out the essence of lean manufacturing as a five-step process:
Other principles:
- Determine the value of a particular product.
- Determine the value stream for this product.
- Ensure the continuous flow of the product value stream.
- Allow the user to pull the product.
- Strive for perfection.
- Excellent quality (first sight delivery, zero defects system, detection and solution of problems at the source of their occurrence);
- Flexibility;
- Establishing a long-term relationship with the customer (by sharing risks, costs and information).
Lean Tools
Taiichi Ohno wrote in his paper that Toyota's production system stands on two "pillars" (often referred to as the "pillars of TPS"): the jidoka system and just-in-time.
- One piece flow
- Total equipment care - Total Productive Maintenance (TPM) system
- Poka - yoke ("error protection", "fool protection") - a method of preventing errors - a special device or method due to which defects simply cannot appear.
Implementation Algorithm (according to Jim Wumeck)
- Find a change agent (you need a leader who can take responsibility);
- Get the necessary knowledge of the Lean system (knowledge must be obtained from a reliable source);
- Find or create a crisis (a good motive for introducing Lean is a crisis in the organization);
- Map the entire value stream for each product family;
- As soon as possible, start work in the main areas (information about the results should be available to the organization's staff);
- Strive for immediate results;
- Implement continuous improvement according to the Kaizen system (transition from value creation processes in the shops to administrative processes).
Common Mistakes When Implementing Lean Manufacturing
- Misunderstanding of the role of management in the implementation of the Lean system
- Building a "System" that does not have the necessary flexibility
- Starting implementation not from the “basics”
- Jobs change, but habits don't.
- Measure everything (collect data), but not react to anything
- "Paralytic analysis" (endless analysis of the situation, instead of continuous improvements)
- Go without support
Lean culture
Lean manufacturing is impossible without a lean culture. The main thing in Lean culture is the human factor, teamwork. Emotional intelligence (EQ) of employees provides significant support for this. Lean culture also corresponds to a certain corporate culture.
Efficiency
In general, the use of lean manufacturing principles can have significant effects. Prof. O. S. Vikhansky argues that the use of tools and methods of lean production makes it possible to achieve a significant increase in the efficiency of the enterprise, labor productivity, improve the quality of products and increase competitiveness without significant capital investments.
Story
The father of lean manufacturing is Taiichi Ohno, who started working at Toyota Motor Corporation in 1943, integrating the best world practices. In the mid-1950s, he began to build a special production organization system called the Toyota Production System or Toyota Production System (TPS).
The Toyota system became known in the Western interpretation as Lean production, Lean manufacturing, Lean. The term lean was proposed by John Krafcik, one of the American consultants.
A significant contribution to the development of the theory of lean production was made by an associate and assistant of Taiichi Ono - Shigeo Shingo, who created, among other things, the SMED method.
The ideas of lean manufacturing were expressed by Henry Ford, but they were not accepted by business, as they were significantly ahead of their time.
Masaaki Imai was the first to spread the philosophy of Kaizen around the world. His first book Kaizen: The Key to Japan's Competitive Success was published in 1986 and has been translated into 20 languages.
At first, the concept of lean manufacturing was applied in industries with discrete manufacturing, primarily in the automotive industry. The concept was then adapted to the conditions of continuous production. Gradually, the ideas of lean moved beyond production, and the concept began to be applied in trade, the service sector, utilities, healthcare (including pharmacies), the armed forces and the public sector.
In many countries, the spread of lean manufacturing is provided with government support. In the period of the highest competition and the escalating crisis, enterprises around the world have no other way than, using the best world management technologies, to create products and services that satisfy customers as much as possible in terms of quality and price.
Regular international and regional conferences contribute to the dissemination of Lean ideas. One of the largest platforms for the exchange of best practices in lean manufacturing in Russia is the Russian Lean Forums (since 2011 - the Russian Forum "Development of Production Systems"), which have been held annually since 2006.
Examples of using
Lean map. The deployment of the concept of lean manufacturing in Russia is presented on the Lean-map - the world's first map of lean manufacturing. The Lean Map, created by ICSI and the Leaninfo.ru Blog, highlights companies that, according to available information, use lean manufacturing tools, as well as lean people - that is, people who are famous, have significant experience in lean manufacturing and are active in spreading lean ideas. The map is constantly updated, mainly thanks to user information. Upon application with confirmation, any organization using lean manufacturing methods can be marked on the map.
The world's largest companies are successfully using Toyota's experience: Alcoa, Boeing, United Technologies (USA), Porsche (Germany), Tool Rand (Russia) and many others.
Lean Logistics (Lin logistics). The synthesis of logistics and the Lean concept made it possible to create a pull system that unites all firms and enterprises involved in the value stream, in which partial replenishment of stocks in small batches takes place. Lean Logistics uses the Total Logistics Cost (TLC) principle.
Lean manufacturing in medicine.. According to expert estimates, approximately 50% of the time at the medical staff is not used directly on the patient. A transition to personalized medicine is ahead, in which the patient receives care "at the right time and in the right place." Medical facilities should be located so that the patient does not have to spend time on numerous transfers and waiting in other places. Now this leads to significant financial costs for patients and a decrease in the effectiveness of treatment. In 2006, at the initiative of the Lean Enterprise Academy (Great Britain), the first conference in the EU on the problem of implementing Lean in the healthcare sector was held.
Lean mail. In the Danish Post Office, within the framework of Lean Manufacturing, a large-scale standardization of all offered services has been carried out to increase labor productivity and speed up mail forwarding. For the identification and control of postal services, "maps for the in-line creation of their value" have been introduced. An effective motivation system for postal employees has been developed and implemented.
Lean office. Lean manufacturing methods are increasingly being used not only in manufacturing, but also in offices (lean office), as well as in local and central governments.
Thrift House. The use of lean technology in everyday life makes it possible to make life environmentally friendly, to reduce energy costs to a minimum level. The passive house is a typical example of lean living. A passive house, or rather an energy-efficient house, is a house in which heating costs are about 10% of normal energy consumption, which practically makes it energy-independent. The heat loss of the Passive House is less than 15 W. hour / m² per year (for comparison, in an old building 300 W. hour / m² per year), and the need for a slight heating of the house occurs only at negative outdoor temperatures. Passive house at a frost of minus 20 cools down by 1 degree per day.
Downsides of Lean Manufacturing
It should also be noted that the introduction of lean manufacturing has certain negative aspects. In practice, a fairly large number of companies practicing lean manufacturing following Toyota make extensive use of so-called labor. temporary workers working on short-term contracts, who can be easily fired in the event of a reduction in production. For example, in 2004, Toyota employed 65,000 permanent workers and 10,000 temporary workers.
see also
- Toyota: 14 Business Principles
- Lean Design
Notes
Literature
- Womack James P., Jones Daniel T. Lean production. How to get rid of losses and achieve prosperity for your company. - M.: "Alpina Publisher", 2011. ISBN 978-5-9614-1654-1
- Womack James P., Jones Daniel T., Russ Daniel. The machine that changed the world. - M.: Potpourri, 2007. ISBN 978-985-483-889-2
- Golokteev K., Matveev I. Production management: tools that work., - St. Petersburg. : Peter, 2008. ISBN 978-5-91180-599-9
- Taiichi Ohno. The Toyota Production System: Moving away from mass production. - M: IKSI Publishing House, 2012. ISBN 978-5-903148-39-4
- Shigeo Shingo. A study of the Toyota production system from the point of view of the organization of production. - M: IKSI, 2010. ISBN 978-5-903148-35-6
- Pascal Dennis. Sirtaki in Japanese: About the Toyota Production System and Beyond ISBN 978-5-903148-04-2
- Yasuhiro Monden. Toyota management system. - M. Publishing house IKSI, 2007, ISBN 978-5-903148-19-6
- Liker Jeffrey. The Tao of Toyota: 14 Management Principles for the World's Leading Company - Moscow: Alpina Publisher, 2011. ISBN 978-5-9614-1590-2
- Shook John, Rother Michael. Learn to See Business Processes: The Practice of Value Stream Mapping (2nd edition). - M.: "Alpina Publisher", 2008. ISBN 978-5-9614-0621-4
- George L. Michael. Lean + Six Sigma. Combining Six Sigma quality with Lean speed. - M: Alpina Publisher, 2007 ISBN 978-5-9614-0636-8
- Mary Poppendyck, Tom Poppendyck. Lean software manufacturing: from idea to profit. - M .: Williams, 2010. ISBN 978-5-8459-1538-2
- Mark Graban. Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction ISBN 978-1-4200-8380-4
Links
Specialized Resources:
- Herald Lin - Newspaper and online magazine about lean manufacturing
- Lean manufacturing and lean technologies - Everything about lean manufacturing tools, Kaizen philosophy, experience and perspectives of Lean in Russia
- Lean Books - ICSI Publishing
- Kaizen Blog - Lean Materials
- Practical Blog on Lean Manufacturing and Continuous Improvement
- State advanced training courses in the field of lean manufacturing
Education:
- The Russian Lean School is a complex of educational services, including certification courses, additional professional education, kaizen tours, trainings and seminars by leading foreign and Russian experts. Organization and conduct of excursions
- MBA-Production Systems - MBA-Production Systems program at the Graduate School of Business of Moscow State University named after MV Lomonosov. State Diploma
- The Orgprom group of companies is a leading Russian provider providing a full range of services for the development of lean manufacturing
- - Lean Practice Institute. State Diploma
- Lean and ISO Certification - Relationship between ISO and Lean Systems.
Unions, social movements, public organizations:
- Interregional public movement “Lin-forum. Lean Manufacturing Professionals” unites the efforts of all lean manufacturing enthusiasts. Has over 900 members
Important articles and materials:
- Lean improvement and management balancing
The development of any company provides for a gradual exit to a qualitatively new level. To do this, you need to change the usual and established way of managing, but not change randomly, but in accordance with a well-thought-out strategy. Profit will grow when the methods of production are maximally improved, guaranteeing the growth of income, and costs and losses are minimized. This technology, which has been operating on the world market for a long time, is called “lean manufacturing”.
Consider the principles of this technique, the features of its application in domestic business, ways of implementation in production. Let's discuss the obstacles that can stand in the way of an innovative entrepreneur who strives for frugality. Here is a step-by-step algorithm that can help in organizing new forms of management.
"Lean" production: how to understand it
"Lean- 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.
The term is usually understood in two main meanings:
- A set of practical tools and business technologies to achieve the goals.
- A system of provisions close to philosophical, which characterizes a special attitude to the organization of activities at all levels - from management to a simple worker.
In various literature, this technology can be referred to as:
- BP ("lean manufacturing");
- 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 BP, no company can count on a leading position in its industry and even on any serious competition.
Reasons to implement lean manufacturing
The reason for restructuring activities according to the Lean system can be not only the expressed will of top management. Common sense will tell you that you need to change approaches to management if the organization systematically:
- deadlines for fulfilling orders are not met;
- the cost of production is prohibitively high;
- extended delivery times;
- there is a large proportion of defects in the products;
- the share of costs in the financial balance is more than acceptable;
- productivity is limited - there is work in progress.
In general, it can be said that the introduction of BP will help to solve the accumulated problems systematically, changing the way the organization works and qualitatively changing the situation for the better.
What Lean Technology Can Bring
To whatever extent the technology of "Lean" production enters the life of the 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 industrial premises;
- reduce the share of work in progress;
- significantly improve product quality;
- increase labor productivity, output volumes;
- reduce the cost of maintaining fixed assets;
- ensure greater autonomy of working groups;
- make management more efficient.
System improvements are also possible in other production moments.
ATTENTION! The main result from the introduction of BP will not be the number of tools used and not 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 provision of services.
Initially, it was used in the field of car manufacturing, in giant factories such as Toyota. The effectiveness of the approach forced it to be adapted for other areas of activity. BP is most widely used in the following areas:
- logistics (the name "Lean Logistics" has taken root);
- IT (here also uses its own name "Lean software development");
- construction technologies (“Lean Construction”);
- medicine (“Lean Health Care”);
- oil production;
- education system;
- credit organizations.
Whatever company applies the principles and methods of Lean technology, it will certainly bring positive changes and pull 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 BP", which is used in domestic practice, is not entirely accurate in relation to this technology.
In the usual sense, to “implement” this or that undertaking means to change the state from the original to the planned one. For example, the efficiency of equipment in production was estimated at 45%, and after the “implementation” it should reach the level of 90%. Managers perceive management technology as a kind of software that can be installed and thereby ensure the planned performance.
With regard to Lean technology, this approach does not work. One can compare the development according to this scheme with the movement not from the beginning to the end point, but with the unfolding of a spiral, which increases positive effects with each circle, for which it is necessary to increase the applied efforts.
IMPORTANT! The transformation must be permanent and systematic, affecting all areas, starting with the way of thinking of each employee. To do this, the technology has provided a simple and understandable toolkit.
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:
- The value of the product to the consumer. The manufacturer must understand well what exactly the future buyer appreciates in his products. Then it will be possible to abolish or significantly reduce those activities that do not affect these values in production.
- Only necessary actions. It is necessary to understand what procedures in production are really necessary, and to eliminate all possible losses of resources.
- Not a process, but a thread. The technology of production should not be a set of procedures, but a continuous flow, where operations logically and immediately follow one another. It is important that each operation adds to the product the values defined in paragraph 1.
- What you need, and as much as you need. The release of products must meet the needs and requirements of end users.
- There is no limit to perfection. The implementation of the BP system is not completed, it provides for constant work on subsequent improvements in an ever-changing market situation.
Hidden losses
The system of "Lean" production is extremely specific. In order to rebuild production, you first need to put things in order in the existing system, eliminating the most obvious "leaks", that is, minimizing hidden losses, nullifying 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 Lin system identified several of their varieties:
- overproduction- losses due to excessive production of products (increase the influence of other types of losses);
- "pending"- losses due to unproductive waiting (for various reasons, for example, downtime, untimely deliveries, setting up bad equipment, inefficient production cycle, etc.);
- dynamic- losses caused by unproductive movements and inappropriate movements (search for the necessary tools or documents, performing actions without the need, improper organization of space);
- "spare"- losses due to an excessive amount of stocks (parts, documents, raw materials, etc.), since it is necessary to spend resources on storage, search, etc.;
- quality- losses due to defective production results (a large number of defects);
- technological– losses due to non-compliance of technology with 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:
- 5S concept. This tool is intended for the primary ordering of the main processes that cause hidden losses of various 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;
- maintenance of the workplace in good condition;
- workplace standardization;
- improvement.
- JIT method. The abbreviation stands for "Just-in-Time", "just in time". It is aimed at reducing the terms of the production cycle, which, in turn, will significantly reduce the cost of production, and hence the price of the goods. The essence of the method is that materials and raw materials are provided only when and in the quantity they are needed for production. In the “running short” condition, the working losses will be significantly reduced, compared with a constant overabundance of the source material.
- Poka-yoke method. Translation from Japanese expression - "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 forces of personnel and managers are directed to the creation of procedures or the use of devices to prevent errors.
- Kaizen approach. The word can be translated as "improvement without stopping." Its basis is in a gradual transition from stage to stage, each of the subsequent ones provides for a change for the better, albeit a small one. At each stage, an analysis of the current situation is first made, then specific steps are proposed for improvement, which are implemented at the next stage.
- Kanban system. Also the Japanese method, which provides for control over the flow of materials and goods. It is based on the use of special work cards to accompany the product throughout its production cycle, each of which is called "kanban". They are of two types:
- selection cards - carry information about product details 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, quantity), which should come from the previous stage of production.
- Andon mode. It provides for the transparency of the process for all participants in the production using visual control, allows you to request help in time or stop the process.
- SMED method.(“Single Minute Exchange of Die”, which can be translated as “delay is like death”) allows you to minimize temporary losses at intermediate stages of production.
- Quality control can be done using a variety of techniques:
- control sheet;
- control card;
- stratification;
- bar chart;
- scatter chart, Pareto, Ishikawa, etc.
- Quality control carried out using a variety of charts, graphs and matrices:
- network chart;
- priority matrix;
- link diagrams, affinity, tree, matrix, etc.
- Analysis and quality planning can be performed using various procedures:
- method "5 why";
- "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 be brought by the complex application of methods, although each of them individually will have a positive impact on a particular industry.
Braking stereotypes about LEAN technology
The main problems of introducing Lean technology in production are in the heads of management and staff. False beliefs prevent you from accepting new principles for building production and letting them pass through you.
Nevertheless, the principles of LEAN are objective, and therefore stereotypes of thinking should not slow down the introduction of this progressive technology. What hinders the awareness of this system? Consider the main internal objections:
- “The enterprise has been working for years, and it still works well, why 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 fail to maintain the level, but will inevitably pull it back.
- “All these foreign technologies will not work in our conditions, on our mentality.” Indeed, Lean manufacturing as an approach was developed in Japan, picked up and developed by the Western business world. But this approach is not something purely national, its principles are universal and based on the old resource conservation system, simply “packed” into more modern tools.
- “It won’t take root, they will 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 culture of work. If you start, the running improvement mechanism will not stop: you quickly get used to the good.
- “I am 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 start acting: organize your workplace, improve the work of subordinate equipment, establish the necessary connections, etc.
- “We need to change everything, it is difficult and costly.” In this case, only stereotypes need “breaking”. The introduction of LEAN does not require any additional investments, or changes in personnel policy, or immediate restructuring of technological schemes. We are talking about a global change - in the mentality, and it happens very gradually and gradually.
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