This audiobook explains the essence of lean manufacturing methods such as "5S system" or "kanban" in a convenient and accessible form. With the help of a detailed guide, you can easily track the unnecessary movement of personnel, identify losses from excess inventory, organize an assault on the workplace, and most importantly - improve the quality of productivity. Quote "Some simple tools are overlooked due to the desire to implement the latest and best systems. Make no mistake! The old tools are still in use today, and they can help organizations simplify manufacturing processes and reduce product costs.” Michael Vader What is the audiobook about? finished products and many other hidden losses. Why an audiobook is worth listening to Universal edition: suitable both as an aid for lectures in the classroom, and for use directly in the production process. 12 key questions have been identified that need to be answered when implementing a lean strategy. Lean production systems (JIT, 5C, etc.): differences in implementation efficiency. Who is this audiobook for? It will be of interest to anyone interested in quality improvement methods, as well as to executives of manufacturing companies and sales managers. Who is the author Michael Vader - President of Lean Plus, Director of the Lean Manufacturing System Implementation Group, USA. He has more than 25 years of practical experience in teaching, consulting and mentoring in nine countries (USA, India, Indonesia, Russia, etc.). He is a Certified Quality Manager and Certified Quality Auditor by the American Society for Quality.
On our website you can download the book "Tools of Lean Manufacturing. A Mini-Guide to Implementing Lean Manufacturing Methodologies" by Michael Vader for free and without registration in fb2, rtf, epub, pdf, txt format, read the book online or buy the book in the online store.
The methodology of lean manufacturing (BP) has been used in Russia for more than ten years to optimize business processes. However, despite the fact that many organizations claim to use BP tools, few companies in Russia are truly lean.
Ivan Alekseevichwatchman,
postgraduate student of the Department of Aircraft and Helicopter Engineering, Federal State Budget Educational Institution of Higher Education «
Novosibirsk State Technical University"
annotation . The subject of this article is a description of the algorithms for applying the concept of "Lean Production" by Taiichi Ohno, James Wumeck, Michael Vader, Jeffrey Liker, Shigeo Sing, Dennis Hobbs. All presented algorithms are divided into steps and a brief description of each step is given. At the end of the article, an attempt was made to combine the presented algorithms and the author's experience in applying the concept. As a result, our own algorithm is described.
Abstract The subject of this article is description of the algorithms of "Lean Production" Taich Ohno, James Womack, Michael Vader, Jeffrey Liker, Shigeo Singo, and Dennis Hobbs. All presented algorithms are divided into the steps and description of each step are briefed. In conclusion, the article is an attempt to combine the algorithms presented and experience of the author on the application of the concept. As a result, it described its own algorithm.
Keywords Keywords: lean manufacturing, Lean production, business process optimization, operational efficiency
keywords Key words: Lean Production, optimization of business processes, operational effectiveness.
Introduction
Lean manufacturing (LP) methodology has been used in Japan for over 60 years. In America, the term Lean production was introduced by John Krafcik in 1990. On the territory of Russia, the Gorky Automobile Plant (GAZ) is considered a pioneer in the field of BP. The first Japanese consultants arrived in Russia in 2002 and already in March 2003 GAZ began to optimize the existing production system. Thus, for 13 years, Russian enterprises have been using the BP concept to optimize business processes.
Consulting centers and consultants in the field of BP offer their algorithms for applying BP. This article will give short review existing ones and will offer its own model for using this concept.
Despite the fact that many companies claim to use BP tools, there are not so many companies in Russia that are truly lean. It is difficult to identify the reasons for this situation. Some consultants argue that there is no consistency at all stages of implementation. Someone says that BP is a philosophy and it takes many years for it to be accepted. There is also a strong opinion that all efforts to introduce BP are broken by a strong centralization of power in the enterprise, or by the Russian mentality of workers. In fact, to give such an assessment is not entirely correct. Since there are no two identical BP projects. Thus, it can be argued that none of the algorithms proposed to date is universal for enterprises in the Russian Federation.
Taiichi Ono's algorithm
Taiichi Ohno is credited as the developer of the Toyota Production System (TPS), from which the BP concept was formulated. Taiichi Ohno himself does not offer a clearly formulated algorithm, but describes the steps he took in the book “Toyota Production System. Moving away from mass production.
Step 1. Implementation of the concept of production flow. Combining various machines into a single technological chain and building a flow of a single product.
Step 2. After building the production flow, previously hidden losses are revealed. To eliminate production losses, it is necessary to optimize the operation of the line. Optimization includes the use of a pull system, the use of a kanban system, standard operation sheets, leveling production or reducing fluctuations in the flow of products on a production line, quick changeover of equipment, visualization.
Step 3. Installation of an autonomous machine control system - autonomy. Autonomization prevents the formation of marriage or overproduction during production process, stopping the machine, line or conveyor. Also at this stage, it is necessary to use the Andon system, which notifies the employee of the need to intervene in the operation of the machine.
Step 4. Technology improvement. To do this, it is necessary to use not the latest, but reliable and proven technology. The studied and tested technology is implemented faster and gives a more effective result.
Step 5. Development of the company's employees and development of partners. Employee development includes the training of leaders who know their business well, adhere to the principles and philosophy of the company and are able to teach this to others. Improvement of partners is achieved by setting more complex tasks, as well as helping partners in solving problems.
James Womeck's algorithm
To date, the most popular is the algorithm of the American researcher, one of the authors of the term Lean Production - James Wumeck.
Step 1. Choose a leader who enjoys authority in the team. Form an authoritative BP implementation team. Members of this team must have project management experience and be trusted by company employees. The main goal of the team is to "ignite" the company's team with the idea of frugality.
Step 2. The BP implementation team needs to be trained in the principles and use of BP tools.
Step 3. Identify or artificially create a crisis in the company. There are always problems in any enterprise. It is necessary to choose the most acute, and then encourage the team to eliminate it.
Step 4. It is necessary to start the implementation of BP gradually, pushing employees to eliminate losses wherever they notice them. Then you need to solve more complex problems: improve consumer properties, reduce the response time of the system, reduce the cost of production.
Step 5. Sketch the manufacturing process as a value stream map. If the process is complex, it can be broken down into separate sub-processes. The map will help identify bottlenecks and existing losses in the process.
Step 6. In as soon as possible implement an action plan based on the results of the compiled flow map and future state model. The action plan and the results of its implementation should be available to all employees.
Step 7. It is necessary to focus on short-term results, solving simple tasks at the initial stages.
Step 8. Engage employees in continuous improvement with Kaizen.
Michael Vader's algorithm
Michael Vader is the president of an American consulting company, the author of three books on BP and one of the first foreign consultants in Russia.
Step 1. Assessment of the current state of the enterprise. To do this, it is necessary to determine how poorly or well organized the processes in the enterprise are and how effective these processes are. As a tool for assessing the current state, certification of compliance with the BP is recommended. Based on the certification, the most inefficient process and the main types of losses of the selected process are selected.
Step 2. Implementation of the 5S system in the process selected in step 1. When organizing a workplace, process losses become more obvious: excess work in progress and unnecessary additional operations.
Step 3. Develop a value stream map. This step will help determine the optimal points where Kanban and the Just In Time method should be applied. It is also possible to detect hidden losses, which may require the use of built-in error protection, quick changeover or zoning using visual inspection.
Step 4. Using the philosophy of continuous improvement, return to step 1 and select the most inefficient process in the new production system.
Jeffrey Liker's algorithm
Jeffrey Liker is the author of eight books on BP, the winner of 11 awards for excellence in BP research, a professor of industrial and operational engineering at the University of Michigan, and president of the consulting firm Liker Lean Advisors.
Step 1. Define your company's purpose and act on it. First you need to develop your own company philosophy. Based on the philosophy, develop a long-term development strategy. Next, management, managers, foremen and all employees must make the company's philosophy their way of life. Managers must demonstrate daily commitment to philosophy by personal example. The chosen goal should be constant at all stages of the company's life, regardless of external and internal circumstances.
Step 2. Start cutting losses. To do this, you must first master the concepts of BP, implementation strategies and methods for effective application. Then think over the implementation plan, providing for continuous cost reduction.
A. Start improving not individual processes, but create a value stream map of the entire company.
B. Ensuring a basic level of stability in the company's processes. Stability will help eliminate unsystematic actions and see the actual state of processes in the company.
C. Search and elimination of large losses. To eliminate losses, TPS tools are used: standard work, 5S, TPM, SMED, variability reduction.
Step 3: Create an associated process thread. To do this, you need to: create a flow of single items; constantly monitor overproduction; to equalize the time of the working cycle of the site and the time of the cycle of production of products; build a pull system that allows you to determine when the process of transferring material from site to site; organize the process according to the First-In-First-Out (FIFO) principle.
Step 4 Alignment. Evenly distribute the amount of work and the combination of types of work.
Step 5: Build a culture of product quality improvement. To do this, it is necessary to make stopping production to solve problems part of the company's culture. We are talking not only about employees, but also about "smart machines" - Autonomization. At the same time, it is necessary to constantly strive to reduce the downtime of production lines. It also helps the operator to prevent errors by using the “bye-yoka” method (error protection).
Shigeo Sing's algorithm
Shigeo Singh is considered one of the creators of the Toyota Production System, as he worked closely with the company and with Tahiti Ono. He is the author of the quick changeover system - SMED, has written more than 20 books on management. He has a large number of awards in the field of production optimization and operational efficiency, and even the award, which is called the "Nobel Prize in Manufacturing", was named after him.
Shigeo Sing's algorithm (Sing's model) consists of four stages and is represented as a house.
Step 1. At the heart of the "House" is the foundation. For a strong foundation, it is necessary to: ensure safe working conditions for employees, build and constantly maintain a system for developing the competence of employees, continuously expand the rights and opportunities of each employee.
Step 2. The first floor of the "House" consists of a process of continuous improvement. To build an improvement process, you need to:
A. Achieve process stability and standardize those processes.
B. Make direct observations. Decisions must be based on facts and data.
C. Create focus on the value stream and the pull process.
D. Ensure the improvement of the quality system.
E. Identify and eliminate waste, integrate the improvement process into daily work, simplify and visualize existing information.
Step 3. Second floor - leveling process. Aligning the process requires systematic thinking and consistency of purpose. Focus on long term, align system and strategy, standardize daily processes.
Step 4. The roof of the "house" - the results. The main result in the implementation of BP is the creation of value for consumers. To do this, Synga recommends: measuring only what matters, aligning the production rhythm with productivity, identifying cause-and-effect relationships.
Dennis Hobbs algorithm
Dennis Hobbs is a Certified Production and Inventory Management Specialist. Author of numerous articles and popular lecturer, Hobbs is an active member of APICS (Association for Operations Management).
Step 1. Formulate project goals and targets for future production. Determine the composition of the teams and train the participants. Make an action plan. Start collecting process and product information needed to design a lean line.
Step 2. Determine the performance of the processes, taking into account variability, reprocessing and waste. Define product families based on process similarity. Define the kanban components and document the points of consumption and replenishment of the components. Set pull chains and replenishment times.
Step 3. Achieve consensus and approval by the steering committee of decisions on products, output volumes and the amount of available working time on the lean line. Complete documentation of the sequence of events, duration of processes, quality requirements, necessary resources for the planned line.
Step 4. Design a paper layout of the lean line based on the calculated amount of resources. Locate the Kanbans that start the previous process. Develop a detailed plan for implementing the Kanban system. Define operator training requirements. Develop a schedule of technological and organizational transformations of the line.
Step 5. Check the balance of the line and the ability of operators to switch. Make sure that the distribution of tasks among the workplaces is correct and that the layout is ergonomic. Develop a plan for the gradual reduction of stocks of work in progress. Ensure that a continual process improvement mechanism is in place.
Step 6. Identify deviations and develop correction strategies. Revise the distribution of responsibilities and modify policies and procedures to improve management. Ensure that all systems required to manage the Lean Line and the Kanban system are in place.
Conclusion
There is no universal algorithm for implementing the BP program at the enterprise and, probably, never will be due to the lack of two identical BP projects, as mentioned earlier. But it is definitely possible to develop recommendations for those companies that are only at the stage of transformation of the production system. It should be noted that when choosing any algorithm, it is necessary to draw up a detailed plan for its implementation, indicating specific responsible persons and deadlines for the implementation of plan items.
Step 1. Respect for employees. The leader should help and teach, not control and order. It is important for employees not only to feel respect, but also to see it. A striking confirmation of this are the results of the "Hawthorne Experiment". To do this, it is necessary to improve safety at work and give employees opportunities for development. An important part of being respected is having opportunities to speak openly and realize the potential of employees. To do this, it is necessary to build a system of problem-solving boards and a system for submitting and implementing rationalization (Kaizen) proposals.
Step 2. Formation of the mission, goals, strategies and objectives. After creating a single team-team and answering the question “Who?”, You can use the team to answer the question “What?”. The mission is necessary to determine the direction of the company's development. The goal is needed to quantify the company's achievement of the formulated mission. Strategies are necessary to form ways to achieve the goal. Management sets tasks for departments and functions to achieve the overall goal of the company. To ensure that the mission, goals, strategies and objectives do not remain just slogans, it is necessary to start monitoring the achievement of the set goals daily, weekly, monthly and annually. Such monitoring should become habitual for all levels and all employees of the company. A system of meetings with a clear description of the topics of each level of the meeting and the composition of the participants can help with this.
Step 3. Formation of a team of BP experts. It is necessary to select the people who will be trained in BP, and then act as experts in the implementation of further steps. The team should also include improvement coordinators - employees responsible for reporting on the company's performance in the area of improvement. At the same time, current employees of the company should be BP experts, and coordinators should be a separate function.
Step 4. Formation of a lean flow.
A. Build a single product value stream. It is necessary to minimize the manufactured batch, and after processing is completed, immediately transfer it to the next stage.
B. Build a pull system. To do this, it is necessary that the site, after completing the processing of the batch, does not transfer it until then and does not proceed to the next batch until the previous section has worked the previously issued batch.
C. Form a Kanban system. It will allow you to visually determine the time of transfer of the batch to the next stage and the start time of the production of a new batch.
D. Standardize all operations to eliminate variability and level production. To do this, you can use the sheets of standard operations and the 5S system. Operations should be standardized by a working group from among the employees of the site.
E. Based on demand statistics, determine the optimal amount of goods in stock to reduce fluctuations in product flow.
After building the production flow, previously hidden losses are revealed.
Step 5. Improving operational efficiency. It is necessary to eliminate the identified losses, as well as reduce costs, by optimizing the built value stream. To optimize it, you need to choose the right standard tool BP
· Effective organization workspace "5S". The tool allows you to reduce the number of operations and / or reduce the total time to complete them.
· Standard work "SW". It is necessary to find the best practice and formalize it as a standard. After all participants in the process have learned to accurately comply with the standard, it is necessary to revise it and find new best practice. Standard operation is not possible without step #2.
· VSM value stream map. Helps to analyze the chosen value cycle, identify losses and identify bottlenecks.
· Protection against "Bye-Yoka" errors. With systematic deviations from the standard, it is necessary to review the procedures performed in such a way as to minimize the likelihood of making an error or completely eliminate it.
· Fast changeover "SMED". Reduces production losses that occur during equipment changeovers. At the initial stage, it is enough to divide all changeover operations into internal and external.
· General effective maintenance of TPM equipment. Helps reduce unexpected losses and reduce the cost of equipment repairs.
Step 6. Continuous quality improvement. It is necessary to make quality indicators one of the main ones, along with the financial indicators of the company. This move will help focus all employees on fostering a culture of continuous quality improvement. An increased focus on quality will not only reduce employee errors, but will also help them think about autonomization. Autonomization (or jidoka) implies the automation of processes with elements of intelligence.
Step 7. Improvement. Using the principles of continuous improvement and continuous growth, you need to create an improvement plan for the changed production system, returning to the first step. At the same time, at each step, it is necessary to ask the questions “What else can be simplified?” and “What else can be visualized?”.
With good tools, a company can achieve high results. But it is worth using the tool incorrectly, or using it formally, as the tool instead of benefit begins to bring only harm to the company.
List of used literature
1. Wumek D., Jones D. Lean production. How to get rid of losses and achieve prosperity for your company. - M.: Alpina Business Books, 2009. - 473 p.
2. Vader M. Lean production tools. Mini-guide to the implementation of lean manufacturing techniques. - M.: Alpina Publisher, 2015. - 151p.
3. Liker D. DAO Toyota. 14 management principles of the world's leading company. - M.: Alpina Business Books, 2009. - 402 p.
4. Mann D. Lean management: Lean production. //Standards and quality. - 2009. - 208 p.
5. It T. Production system of Toyota. Moving away from mass production. –M.: IKSI. - 2005. - 192 p.
6. Shingo S. Study of the Toyota production system from the point of view of production organization. - M: IKSI, 2006. - 312 p.
7. Storozh I., Ryakovsky S., Kurlaev N. Analysis of the application of the concept of lean production: Russian and Western companies // Scientific Review. - 2016. - No. 6, S. 202-206.
8. Hobbs D. Implementation of lean production: a practical guide to business optimization. - Minsk: Grevtsov Publisher, 2007. - 352 p.
9. Yagofarov A. How to choose a strategy for the implementation of the program "Lean production" // Methods of quality management. - 2013. - No. 12, pp. 4-9.
References
1. Vumek D. P., Johns D. T. Lean production. How to get rid of waste and ensure the prosperity of your company. Moscow, 2009. 473 p.
2. Veyder M. The Tools of lean manufacturing. Mini-guide to the implementation of lean manufacturing techniques. Moscow, 2015. 151 p.
3. Layker D. DAO Toyota. 14 principles of the leading companies in the world of management. Moscow, 2009. 402 p.
4. Mann D. Lean Management: Lean Manufacturing. Moscow, 2009. - 208 p.
5. Ono T. Toyota Production System. Leaving from mass production. Moscow, 2005. - 192 p.
6. Shingo S. Toyota production system study from the organization of production. Moscow, 2006. - 312 p.
7. Storozh I. Ryakovsky S. Kurlaev Analysis of application of the lean production concept: Russian and foreign companies. // Scientific Review, 2016, No. 6, pp 202-206.
8. Hobbs D. Implementation of lean manufacturing: a practical guide to business optimization. Minsk, 2007. - 352 p.
9. Yagofarov A. How to choose a strategy for the implementation of "Lean Manufacturing" program // Methods of Quality Management, 2013, No. 12, pp 4-9.
Dennis P. Hobbs. Implementation of lean manufacturing. A practical guide to business optimization. Minsk, Grevtsov Publisher, 2007.
“The air is saturated with despair. Components are taken from a step production order and transferred to another one that has a higher priority. Components are removed from finished goods inventory to continue production. "Urgent" becomes the motto of the day. Each employee becomes a "fireman". Probably, many production workers are familiar with this situation, which is described by Dennis Paul Hobbs, American Lean Expert, in his bestseller " Implementing Lean: A Practical Guide to Business Optimization". But this book is replete not only with good humor, but also with recipes for turning manufacturing into lean.
Lean helps everyone who believes in it: Dennis P. Hobbsey has spent almost 15 years of consulting saving tens and hundreds of millions of dollars on the implementation of lean methods for companies such as General Electric, Nissan, Industrial Dynamics, Stanley Tools. The author very succinctly describes the content and purpose of his book: “to provide a step-by-step methodology that can be used to systematically transform manufacturing facilities from traditional, based on serial production, automated system into a balanced lean system output in a flow of one unit width. But right there, Hobbs, doing self-promotion, writes that these results can be achieved without the help of consultants!
The book is best read with a background in the concept of Lean Manufacturing and the Toyota Production System, as the author doesn't go into too much history and theory. He analyzes controversial situations and describes in detail the process of implementing a lean line. The book can become a desktop guide for business leaders, production managers and technologists. It is very useful for students studying production systems.
What recipes does the author offer for the implementation of lean manufacturing? For example, this is building a flow, dealing with system limitations, implementing a kanban system, and dealing with losses. Production cycle product should take exactly the time it takes.
D. Hobbs not only lists the tools of lean manufacturing, he also gives step by step instructions how to implement it: in each recipe you can feel the author's great experience as a production consultant. Therefore, he does not give categorical advice, in each case he describes its pros and cons, the restrictions imposed.
The humor of D. Hobbs well complements the "general" production theme: Describing a typical engineering design, he writes - "the developers throw the project over the wall, and the production people puzzle over how to do it." The author describes the love of workers to build nests when the introduction of lean manufacturing begins. “This is a typical habit that indicates an unwillingness to respond to kanban signals. Don't wait for a pile of personal items to pile up in the workplace." Of "thrifty" workers who like to hide extra materials and spare parts, he writes: "Always prepared for the worst, such an employee collects his own stock of components. To justify the accumulated pile, one usually hears a story about a lack of details that happened several years ago. But on the lean line, the operators do the assembly, and the warehouse workers provide them with the parts!”
D. Hobbs describes in great detail the kanban flow mapping system, a technique used to pull products and materials into a streaming production process. Depending on the application, kanban can have several options: non-replenished, starting the previous process, single-card and multi-card. He, according to the author, is good for reducing inventory in the warehouse and in work in progress. In an ideal situation, the supplier of the goods becomes the point of replenishment of orders - then there is no need to maintain warehouse stock for this product at all. With kanban, production can quickly respond to demand and change the amount of production every day: “Lean manufacturers can decide daily to change the output of the line in accordance with the volume of customer demand.” The author describes in detail in which situation it is better to use a certain type of kanban, how to plan the number of cards, signals, how to organize and maintain this method in production. “Kanban does not eliminate the causes of shortage situations, but it does leave the solution to the most appropriate organizational unit, the supply department.” What is not there is Petrovich, who went to Gemba. So I suggest you look first.
Business Portal “Production Management” www. u p p r o . en u 2 0 1 4 LEAN LEAN PRODUCTION 5 LEAN Implementation Algorithms 12 H hr Clists Building a LEAN Roadmap6 with g m PRACTICAL GUIDE TO IMPLEMENTATION Lean: Practical Implementation Guide Copyright Portal "Production Management". This Practical Guide or any part of it may not be distributed without the written permission of the Business Portal "Production Management" or reproduced by any means. It is forbidden to transfer the review to third parties. Organizations that have purchased or received this report from the Business Portal "Production Management" are responsible for its non-distribution. All rights reserved. This material has been prepared by the Industrial Research Center of the Business Portal "Production Management" for informational purposes only. 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Full version: http://www.up-pro.ru/shop/lean.html A copy of the company "________________________________ __" Lean: A Practical Implementation Guide Contents Foreword I. Preliminary stage of LEAN implementation. Preparing for the launch and 6 roadmaps 1 Algorithm for LEAN implementation by James Womeck 6 2 Algorithm for LEAN implementation by Lonnie Wilson 8 3 Algorithm for LEAN implementation by Carl Wright 10 4 Algorithm for LEAN implementation by Ann Deiterich 12 5 Lean Six Sigma - building a roadmap 15 II. LEAN and Lean Manufacturing. Implementation Guide 22 1st Stage 1. Planning 23 2nd Stage 2. Implementation 37 3rd Stage 3. Deployment 47 4th Stage 4. Integration 51 5th Stage 5. Improvement 54 III. Checklists for Lean Implementation in Manufacturing 57 Checklist 1 Building a Lean Six Sigma Implementation Roadmap 58 Checklist 2 Assessing Production to Form a Lean Implementation Strategy 61 Checklist 3 Basic Checklist for Assessing Lean Implementation 65 Checklist 4 Visual Indicators of 5S Implementation 67 Checklist 5 Top Sources of Waste in Equipment Operation 68 Checklist 6 Assessing Lean Implementation Progress 69 Checklist 7 Assessing the involvement of the production team in the implementation of LEAN 79 Checklist 8 LEAN self-assessment and internal audit 82 Checklist 9 Assessing the implementation of LEAN in production (in the workshop) for drawing up a work plan 89 Checklist 10 Assessing the effectiveness of working with suppliers as part of the implementation of LEAN 104 Checklist 11 Assessing the level of penetration of LEAN into enterprise management (for top management) 105 Checklist 12 Formation of LEAN-culture at the enterprise 107 Demo version. Full version: http://www.up-pro.ru/shop/lean.html A copy of the company "__________________ __" 4 Lean: A Practical Implementation Guide Preface The concept of LEAN, or Lean Manufacturing, was introduced to the manufacturing community over sixty years ago. Over the years, it has been implemented by thousands of businesses around the world with varying degrees of success. It would seem that everything that could be said about LEAN has already been said. But with the accumulation of new experience, with the development production systems, the concept is also undergoing certain changes that must be reckoned with. Unfortunately, as practice shows, the number of successful examples of the implementation of Lean production is much less than those that ended in failure or were not brought to the end. In many respects, the problem lies in the fact that the implementation was not systematic: managers chose individual areas and tools, guided by their own preferences, the level of their complexity or the most acute problems of their enterprises, not always carrying out the necessary preparatory work or not thinking through a holistic and detailed implementation program. After evaluating the existing Russian-language publications dedicated to LEAN and Lean Manufacturing, we came to the conclusion that the manufacturing community lacks a set of specific steps - an algorithm that should be used in the LEAN implementation process. In LEAN. Lean. Practical Implementation Guide” we will close these gaps and give you a simple and visual plan for implementing Lean. On the pages of the Guide, we will present several implementation algorithms from leading theorists and practitioners of Lean manufacturing, not ignoring the modern concept of Lean Six Sigma, using which we will demonstrate how to write roadmap implementation project. In addition to implementation algorithms, we have selected for you checklists of different directions and different levels of complexity. They will help you evaluate your own level and, if necessary, immediately make the necessary adjustments to the implementation program, refine aspects that have been overlooked, preventing problems from moving to the next level. LEAN. Lean. Practical Implementation Guide” was prepared on the basis of materials and documents of the world's leading industrial corporations, major consulting agencies, specialized LEAN institutes, alliances and communities with vast experience in successful implementation and support of projects. For you, a group of our experts carefully revised and adapted the materials, taking into account the specifics of the implementation of Lean Manufacturing in Russia. The concept of LEAN is very broad and can be summarized in one practical guide - or even within an entire book! - impossible. Therefore, we will offer you several algorithms, having examined one of them in detail, and touch on the implementation of individual LEAN tools and subsystems, and you can learn more about them in other materials of the Production Management Business Portal, Almanacs and Practical Guides. Demo version. Full version: http://www.up-pro.ru/shop/lean.html A copy of the company "________________________________ __" 5 Lean: A Practical Implementation Guide I. Preliminary stage of LEAN implementation. Preparing for the launch and roadmaps During its existence, the LEAN philosophy has proven its effectiveness in many companies - from Toyota Corporation, which made the main contribution to its creation and development, to non-production organizations and institutions. However, despite the popularity and variety of tools, among which each company can find the most suitable for it, the management of enterprises and those responsible for implementation argue and doubt where and how best to start. In this section, we will consider four algorithms for the implementation of Lean Manufacturing and an example of the formation of a roadmap for the modern concept of Lean Six Sigma (Lean Six Sigma). 1. Algorithm for implementing LEAN according to James Wumeck. A significant contribution to the promotion of LEAN was made by one of the authors of the bestseller "The Machine that Changed the World", James Womack. He assigned a key role in the implementation of Lean production to the leader, the one who will serve as the conductor of the new philosophy. Implementation Algorithm: 1. Select a change agent, a knowledgeable and authoritative leader who will take charge of James Wumness and guide the implementation process. It is very important to choose a leader who is respected among the workers and who has a history of implementing successful projects in the enterprise, a specialist whom the workers will trust. 2. Organize training. At the second stage, the implementation team needs to undergo basic training in the basics of Lean manufacturing and key tools. 3. Identify or create a crisis. The crisis can serve as a good impetus for the implementation of LEAN, as evidenced by the experience of many companies around the world. But Lean manufacturing is also necessary for successful companies, there is no need to wait for a crisis. There are problems in any, even the most stable enterprise. If necessary, it can be presented as a "cause of the crisis" to encourage employees to eliminate it. 4. Start small, don't get carried away with strategic issues. It is not necessary to start the implementation of Lean Manufacturing with a global revision of the entire production process. At the initial stage, you can push employees to eliminate losses wherever they notice them. Later, after the first successful experience, you can move on to more complex tasks, concentrating on the specific goals of the enterprise (order time, production cost, quality). Demo version. Full version: http://www.up-pro.ru/shop/lean.html A copy of the company "________________________________ __" 6 Lean: A Practical Implementation Guide 5. Mapping value streams. Represent the production process as a flow map, splitting it into separate processes if necessary. This will help you discover bottlenecks, problems and losses. Think about how they can be eliminated and present a map of the future flow. 6. Start of work in key areas. Having drawn up a flow map and understanding its weaknesses, without delaying, proceed to the implementation of plans in practice. Information on the progress and results of implementation should be open to all employees. 7. Commitment to fast results. Although Lean is a long-term strategy, it is better to focus on immediate results in the initial stages: this is the reason for the recommendation to start with simpler tasks. 8. Launching the kaizen system. Engaging employees in the cause of continuous improvement will help you achieve positive results faster. In essence, James Womack proposes to move from the specific to the general: from smaller tasks to the revision of the entire production process, in parallel launching a process of continuous improvement and involving an increasing number of departments, shops and personnel in it. Many consultants and trainers strictly follow this instruction, as a result of which, in most enterprises in Russia, the implementation of Lean Manufacturing begins with reference areas. The problem is that many find it difficult to move from the level of one site to the entire enterprise, and they stop there. 7 Demo version. Full version: http://www.up-pro.ru/shop/lean.html An instance of the company "__________________ __" Lean: A Practical Implementation Guide Stage 1. Planning The first stage - Planning - is the most important in the implementation of Lean, since it is on competent planning that the whole program ends - success or failure. This stage includes 18 steps. Step 1.1. Assessing the current state This is the first step in the implementation of LEAN, without which it is impossible to achieve success. Before you start consistently implementing Lean and eliminating waste and bottlenecks, you must understand what exactly needs to be corrected. To implement this step, a special mixed team is created, which includes employees from different departments and different hierarchical levels (required with the inclusion of a representative senior management) who are well aware of the state of the processes in the enterprise. It is they who conduct a deep analysis of the enterprise in relation to 16 controls: 1. Communication (internal and external). 2. Workplace organization and visual management. 3. Standard operations. 4. Flexibility of operations. 5. Continuous improvement. 6. Protection from errors (Poka-yoke). 7. Quick changeover (SMED). 8. Total Equipment Maintenance (TPM). 9. Inventory management system. 10. Leveling production. 11. Engineering. 12. Lean accounting system. 13. Quality management system 14. Work with suppliers and consumers. 15. Maintenance and repair. 16. Performance indicators. To assess the current state of the enterprise, control sheets (checklists) are often used. They allow a more systematic approach to the analysis of processes and, based on pre-designed criteria, track the dynamics even over a long period. Some businesses develop their own checklists, while others prefer to build on existing ones. ready-made examples. This is quite a typical and normal situation for beginners. Demo version. Full version: http://www.up-pro.ru/shop/lean.html A copy of the company "________________________________ __" 23 Lean: Practical Implementation Guide As an example, we have prepared for you checklist 2 "Production assessment for the formation of a LEAN implementation strategy" (p. 61) and we recommend using it to identify problem areas of the enterprise. In addition, it includes a comment box where you can describe the problem in more detail. Step 1.2. Diagnostics In the process of implementing LEAN, many companies strive to get visible results as quickly as possible and start implementing Lean manufacturing tools, missing extremely important step- formation of a global vision of flows inside and outside the company. They end up failing to evaluate the sources existing problems and weak points of processes and, therefore, to select adequate solutions and tools. The implementation of any tools is effective only if it is carried out in the context of the value chain, which is understood as “all operations carried out in the process of creating a product from the supply of raw materials to sale to the final consumer. Undoubtedly, the results of the internal assessment obtained during the implementation of Step 1.1 indicate the current state of affairs in the enterprise, but they are not enough - it is necessary to understand exactly where the weaknesses of the organization are hidden. A reliable diagnostic tool is value stream mapping, which gives a visual representation of the movement of materials, people and information in the enterprise. Improvements are achieved only as a result of the development of a common strategy, since uncoordinated efforts rarely lead to the desired results. It is mapping that makes it possible to analyze the entire technological process, to identify operations that do not create value, bottlenecks, serious problems at the organizational level, etc. The team should be able to map the current and future value stream using standard techniques and symbols (Figure 2). There are several techniques for compiling a flow map. For example, we will present you one of the algorithms, consisting of six steps. Value Stream Mapping Model As the name suggests, this model has six steps: 1. Determine the sequence of activities. 2.Calculate calendar time spent on these actions. 3. Calculate the time spent directly on the execution of the action, and the time spent waiting. 4. Calculate the transition time from one action to another. 5.Find and mark any loopbacks that occur in the stream. 6. Calculate the average amount of time spent working on a project. To better illustrate this model, consider an example. Step 1: Determine the sequence of actions Demo version. Full version: http://www.up-pro.ru/shop/lean.html Company Instance "__________________ __" 24 Lean: A Practical Implementation Guide Outside Manufacturing Process (not shared) Truck Process (shared) Pushing In First Order Finished Goods Electronic Information Other Information Data Time in Queue Reserve Stock of Materials Application of Kaizen Methods Operator Inspection Supermarket Signal Retrieval Production Duration of Operations Cargo Arrival in Batches According to Kanban Sequence Ship Quantity stock Fig. 2. Standard symbols of the value stream map. For example, imagine a process consisting of the following sequence of actions: Submission of a request - Confirmation - Evaluation technical requirements- Approval - Analysis - Development - Review - Implementation planning - Testing - Commissioning. It is not our task to evaluate this workflow model. Our task is to map it. For greater clarity, operations are arranged in cells (Fig. 3) Demo version. Full version: http://www.up-pro.ru/shop/lean.html A copy of the company "________________________________ __" 25 Lean: A Practical Implementation Guide III. Checklists for the implementation of LEAN in production No matter how carefully you draw up a preliminary plan for the implementation of LEAN, it will inevitably undergo changes in the course of work - as the strategy is deployed, processes, functions, distribution of responsibilities, participation and roles of personnel will change. The main thing is to keep the vision ultimate goal and there are different ways to get there. The implementation of Lean Manufacturing can take decades, and improvement will last as long as the enterprise itself exists, and it is extremely important to evaluate the result at each stage in order to understand whether you are moving in the right direction, whether the results correspond to plans, whether it is possible to move on to the next step. Checklists for self-assessment are of great help in this. Considering the algorithm for implementing LEAN within the framework of this guide, we recommended the use of various checklists, carefully selected in order to most fully evaluate the results of individual activities. We have prepared 12 checklists of different levels of complexity, related to different tools and different stages, intended for employees of different levels - from implementation teams to CEO . However, each enterprise is free to choose those of them that are more in line with its conditions, parameters and tasks, adjust and supplement them with their own assessment criteria or create their own based on them. Checklist 1. Building a Lean Six Sigma Implementation Roadmap This checklist has been prepared to support the implementation of Lean Six Sigma. It helps to create a roadmap, considering the main stages of implementation. Each stage is accompanied by a description and listing of the key steps. By assessing the completeness and completeness of the implementation of each step on a scale from 1 to 7, you can understand how ready you are for LEAN Six Sigma and how well the implementation program is developed. Checklist 2. Evaluation of production for the formation of a LEAN implementation strategy This checklist is designed to form a strategy for the implementation of Lean production, assess the degree of readiness of an enterprise for the implementation of LEAN and identify problem areas. Enterprises that are faced with the choice of where to start the implementation can fill it out to understand what to pay more attention to, in which department and workshop to launch a pilot project. The questions included in this checklist are divided into three blocks: block A is intended for a wide range of enterprises that have implemented LEAN, as well as those who are starting to implement for the first time. Block B deals with the first results of LEAN implementation and, accordingly, is suitable only for those who already have some experience in implementation (both successful and unsuccessful). Beginners can complete this block later. Block C "Plans for the future" is suitable for both groups of companies and is intended to highlight the company's production plans. Demo version. Full version: http://www.up-pro.ru/shop/lean.html A copy of the company "________________________________ __" 57 Lean: Practical Implementation Guide In addition to the standard “Yes” and “No” columns, the checklist includes a “Comment” column, in which the person responsible for filling out the checklist can answer the questions posed in more detail, note statistical data, point out identified problems, which will allow them to be resolved faster. In completing this column, it is important to note the difference between how it should be and how the processes are actually carried out. When evaluating, start from the opinions of several groups of employees: professionals who have worked at the enterprise for more than 10 years, specialists from the outside with a broad outlook, newcomers to production who can bring a fresh look at problems. In an ideal situation, all potential project team members, future moderators and change agents should complete such a checklist with extended comments. Checklist 3. Basic checklist for assessing the implementation of LEAN This checklist allows you to assess the current state of production site in 23 areas of study. Each of them is accompanied by a description of the required (ideal) state. If the condition of the site corresponds to the required one, the person responsible for filling in puts a “tick” or another symbol in the “Yes” column and awards 1 point. If the answer is negative - 0 points. With regular self-assessment, you will be able to compare current results with past audit results and thus track progress. Such a checklist is convenient when a project is being implemented simultaneously in several workshops or at several group enterprises, when there is a need to compare them, despite the peculiarities, according to common criteria. Within the 23 production management areas, you can add new factors that are key to your production. This checklist allows you to quickly and in accordance with international canons and production management standards evaluate the effectiveness of your LEAN implementation project. Checklist 4. Visual indicators of 5S implementation Visual inspection of workplaces can be regular or episodic, but even for a basic inspection, during which the controller, department head or consultant checks "by eye" how effective the workplaces are, a systematic approach is needed - specific visual indicators are needed, for compliance with which workplaces should be checked during the inspection. This checklist is intended for this, which you can use in its original form or supplement with visual indicators appropriate for your workshops. Checklist 5. The main sources of losses in the operation of equipment Even if the equipment is not idle, but constantly working at full load, this does not mean that it is working efficiently. The main goal of TPM is to increase the efficiency of equipment, and thus eliminate losses that reduce not only the efficiency of machines, but also the efficiency of the operators themselves. This checklist will help you identify the main sources of waste that you should focus on first. You can supplement it with loss sources that are specific to your business. Demo version. Full version: http://www.up-pro.ru/shop/lean.html Company copy "__________________ __" 58 Lean: A Practical Guide to Implementation Checklist 6. Assessing the progress of LEAN implementation This checklist is designed to track the progress of LEAN implementation. To fill it out, you are offered "Questions for peer review » on each of the aspects of LEAN. By answering them, you will be able to understand at what stage of implementation you are. For greater clarity, each stage is accompanied by a list of criteria that will help you accurately determine your own level. For each of the nine aspects of LEAN, you choose the one stage that best suits you and mark it with a checkmark or other symbol in the “Peer Review of the Current State” column. You can indicate the reasons for choosing this particular stage, the identified problems and comments in the column “Justification of the peer review”. The changes that have taken place, the progress achieved, the coverage of the sections and departments of the enterprise by the LEAN system is indicated in the “Progress by block” column. The convenience of this checklist is to highlight and describe the stages of LEAN implementation, which allows you to standardize the assessment. This checklist is focused not so much on assessing changes in production, but on the level of progress on the Lean production implementation project by highlighting its key manifestations. Checklist 7. Assessing the involvement of the production team in the implementation of LEAN A successful implementation project can be ascertained by the fact of the full and constant involvement of personnel in the work to improve lean, therefore, enterprises need to regularly assess how actively and competently they involve personnel in the development of Lean production, how realistic is the participation of personnel in decision-making, whether employees have the right to decide, the right to agree or only the right to participate. The questions proposed in this checklist address nine factors that affect engagement: communication policy, organization of projects and planned events, the role of the workforce and regulatory opportunities, project organization, internal / external support, the impact of LEAN on the work environment, the general conditions of personnel policy, powers and resources, employee participation. By answering yes/no/partially to the suggested questions and calculating the scores, you will be able to assess whether your employee engagement policy is effective or if you are acting within the usual directives and appeals. This checklist is especially relevant at the stage of LEAN implementation at the reference site and after each cycle of internal and external training. Don't forget to conduct a staff engagement survey after each review of the plans and after summarizing the results of their implementation. Checklist 8. LEAN self-assessment and internal audit Consultants are often invited to evaluate the implementation of LEAN, but the difficulty lies in the fact that it is not easy for outside specialists to understand the specifics of the enterprise in a few days. This unique checklist of 50 questions allows you to independently reveal the main aspects of the implementation of Lean Production and evaluate yourself according to a standard methodology that has been tested in hundreds of enterprises around the world. Demo version. Full version: http://www.up-pro.ru/shop/lean.html A copy of __________________ __ Company 59 Lean: A Practical Implementation Guide For ease of completion, each of the fifty questions is given a precise explanation of what is considered high, medium, and low compliance with the required state. Thus, even without rich experience in the implementation of LEAN, the specialists of your enterprise can assess and develop an effective plan for further implementation. It is desirable that the assessment of the results and filling in the checklist is carried out by specialists who have received sufficient training in various Lean production methods, have been trained at more experienced enterprises or visited them during educational excursions. This checklist is completed after the implementation of the first trial runs of Lean Manufacturing. Checklist 9. Assessing the implementation of LEAN in production (on the shop floor) to draw up a work plan This checklist offers the possibility of a comprehensive assessment of the current state of production sites for drawing up a work plan based on 95 questions. For each of them, the person responsible for filling out can make their own assessment, point out the identified problems, propose measures to eliminate them, appoint a person responsible and preliminary deadlines for completing the task. It is the most detailed and complete checklist for assessing the changes taking place in production during the implementation of LEAN, revealing all aspects of project implementation. Due to its details, this checklist will become an indispensable assistant in the process of implementing Lean Manufacturing. The main condition for its effective use is the availability of a highly qualified specialist who will be able to carry out quality assessment due to a large number of factors, therefore it is mainly suitable for internal consultants and managers of Lean implementation projects. Checklist 10. Evaluating the effectiveness of working with suppliers as part of the implementation of LEAN Development of relations with suppliers is an important tool in the work of any enterprise, and when implementing Lean manufacturing, it is necessary to transfer the system to suppliers, otherwise the potential of "lean" will not be fully realized. The difficulty is that this stage includes a number of prerequisites, goals and criteria that you must meet. This checklist will help you to check how ready you are to transfer your system to suppliers and how your suppliers are included in your “lean” system. It is intended primarily for managers of the logistics or purchasing department. When filling out, it is necessary to clearly distinguish between declarative plans in working with suppliers and real everyday facts of mutual integration of interests. Checklist 11. Assessing the level of penetration of LEAN into enterprise management (for top management) Implementation of Lean Manufacturing is not limited to improving individual production indicators. The introduction should aim to form a new production culture and influence all processes and results of the enterprise. The tasks of the manager and a look at the functioning of the enterprise as a whole Demo version. Full version: http://www.up-pro.ru/shop/lean.html An instance of the company "________________________________ __" 60 Lean: A practical implementation guide differs from the tasks of a foreman or production director, so we have prepared a separate checklist for top managers, which, using more than forty fairly strict criteria, allows you to track how fully Lean is implemented. On the basis of such a checklist, it is possible to develop a corporate system for evaluating Production Systems. Checklist 12. Formation of a LEAN culture in an enterprise This checklist helps to assess the level of formation of a LEAN culture in an enterprise according to eight parameters. Each of them, in turn, consists of a number of criteria, according to which two possible answers "Yes" and "No" are offered. In addition, you can state the identified inconsistencies in the “Comment” column and suggest measures to eliminate them. This checklist is most often used at the level of middle (functional) and shop floor management to evaluate non-production indicators upon the implementation of Lean manufacturing. 61 Demo version. Full version: http://www.up-pro.ru/shop/lean.html Copies of the company "________________________________ __" Checklist 3: Basic LEAN implementation assessment checklist (1/2) This checklist allows you to assess the current state of the production site in 23 areas of study. Each of them is accompanied by a description of the required (ideal) state. If the condition of the site corresponds to the required one, the person responsible for filling in puts a “tick” or another symbol in the “Yes” column and awards 1 point. If the answer is negative - 0 points. With regular self-assessment, you will be able to compare current results with past audit results and thus track progress. Such a checklist is convenient when a project is being implemented simultaneously in several workshops or at several group enterprises, when there is a need to compare them, despite the peculiarities, according to common criteria. Within the 23 production management areas, you can add new factors that are key to your production. This checklist allows you to quickly and in accordance with international canons and production management standards evaluate the effectiveness of your LEAN implementation project. 0-7 points - low level 8-15 points - average level 16-23 points - high level Enterprise / Shop / Department: Points: Completed: Past result: No. Production management area Required state 1 Process standardization The production process is documented and constantly improved. Compliance with standards is paramount 2 In-line production Unit flow is organized, buffer stocks between production operations are minimal 3 Personnel involvement Increases employee competencies and opportunities to participate in decision-making on important issues 4 Safe processes For each process, the risk factor for manufacturing defects is calculated, as well as the consequences of such defects for subsequent operations 5 Continuous improvement bone Production is able to adapt to orders with different volumes and deadlines, to expand or change the product range 7 Monitoring Modern technical tools are used to prepare reports and collect production indicators regarding the quality of equipment, customer satisfaction, evaluation of supplier performance, etc. 8 Transparency Work is underway to increase the transparency of processes, each workplace has information about the status of the order and the degree of achievement of the goal Yes (= 1 point) Date: No (= 0 points) Demo version. Full version: http://www.up-pro.ru/shop/lean.html Company instance "________________________________ __" Checklist 3: Basic LEAN implementation assessment checklist (2/2) No. Production management area Required state 9 Systematic implementation Each stage of implementation is supported by directives and regulations of the management, consistent with the overall strategy following the overall strategy is mandatory 10 Pull production A pull system is organized, production volume is aligned with demand, there is no stock s (with the exception of predicting increased demand for a particular product) 11 One-piece flow A product in the process goes directly from one stage to the next, both on the conveyor and in the production cell 12 Kanban Kanban is used to implement the principle of "just in time"; flow of materials The flow of materials is reorganized to create a pull production system 16 In-line production Production processes are divided into work operations with a given cycle, the shop space is re-equipped in accordance with the sequence of operations 17 Work division Separation of productive work from activities not directly directed to the production process 18 Visual management To visualize the processes occurring in the enterprise, graphs, tables, inscriptions and pointers are used to show the difference between the current state and the planned one, that is, they serve as a guide for the improvement process and a motive 19 Relations with suppliers In connection with the changes that have taken place, contracts, the ordering procedure and methods of communication with suppliers have been revised, work is underway to spread LEAN to suppliers 20 Customer orientation Work is underway to improve relations with customers: the ability to promptly inform about the preferences, dissatisfaction and wishes of the client 21 Reduction of transport routes Revised routes and methods of transporting materials and products (it is possible to involve logistics operators) redevelopment of workshop space) 23 Rationing of time for performing operations A method of planning and evaluating production processes based on measuring the duration of work Yes (= 1 point) Demo version. Full version: http://www.up-pro.ru/shop/lean.html A copy of the company "________________________________ __" No (= 0 points) 15,000 rubles. Continuous Improvement System: Experience of the Bundeswehr. Practical guide. Order and solidity - this is the main characteristic of the German army! And this order is reflected in this Practical Guide in everything: in the forms, instructions, algorithms for evaluating proposals, resolving disputes, principles of remuneration and evaluating the effect of the introduction of proposals. This manual is a charter, but not a charter of service, but a charter for a system of continuous improvement (CPI), which, like this charter, leaves no room for doubt or double interpretation, which has been worked out for years and is easy to learn and follow, describes all aspects and decisions necessary for the qualitative passage of the process. Its main advantage and distinguishing feature in that this is not a book or an article, not general recommendations on how to live better, not a description of philosophy - it is a rigid standard, a set of rules, instructions and algorithms that 100% ensures the efficiency and quality of the NPM process. .... Several employees have submitted similar proposals… The proposal includes a development that may be subject to protection by copyright and patent law… The submitted idea is part of the immediate responsibilities of the employee… What to do in these cases? ... What if the proposal contains the grain of rationalization, but is presented in a general form and is devoid of specifics? And if it comes to partial implementation? What are the grounds for rejecting a proposal? ... The implementation of the system begins, and questions keep multiplying, discouraging any desire to continue and prompting such a frequent thought “kaizen / NPU / innovation does not suit us”, which enterprises of various profiles express with enviable constancy. Understanding the difficulties domestic enterprises face, the Production Management Business Portal has prepared for you a practical guide on the formation of a continuous improvement system, taking the example of the Continuous Improvement Program in the Bundeswehr. What will such a system bring you? Firstly, it will significantly simplify the processing of rationalization proposals and will not let you get confused in a difficult situation. Despite the fact that the Program relates to military structures, the principles of organizing a system of continuous improvement outlined in it are suitable for an enterprise in any industry. The presentation of these principles in the format of the statute gives in German an accurate and detailed description of the NPU system with attention to every detail - from the division of powers to the determination of the amount of the award to the author of the idea. In addition, the Charter contains clear instructions in case of disputes that are not uncommon in the course of work. Secondly, it will help to distribute responsibilities between employees of different levels. By transferring the functions of the departments of the Bundeswehr to the hierarchical structure of your company, you will be able to more easily navigate the areas of responsibility. And thirdly, one should not forget about such an important - and perhaps the key - factor in the success of the NPU system as the degree of employee motivation. If you do not have a system for evaluating rationalization proposals, if in disputable situations you rely on the situation, personal experience or someone else's opinion, and not on clearly defined norms, do not be surprised if you are accused of subjectivity or misunderstanding. And a person who believes that he was unfairly refused is unlikely to show zeal in the future. “The uniqueness of this manual is the presence of a large number of provisions, instructions and forms (more than half of the handbook). The second half of the manual consists of practical algorithms for organizing the rationalization process itself. You can print out many forms almost unchanged and immediately start using them in production. There are no analogues on the subject of Lean production in Russian for this manual.” Stanislav Zinchenko, Director of the Industrial Research Center of the Business Portal "Production Management" Buy Demo version of VVVTOOQNQT 5S: Practical Implementation Guide 15 000 rub. How to determine the readiness of the enterprise for 5S? How to start implementation? How can a line manager, an external auditor, the employee himself assess the state of the workplace? The answers are in the new unique product “5S. A Practical Implementation Guide. Clear and accessible algorithms, 15 checklists different levels difficulties, examples, photos and much more! This Practical Guide is a detailed step by step algorithm preparation and implementation of activities as part of the implementation of the 5S system at the enterprise: from developing a plan and drawing up a project map to evaluating the results obtained. For each stage of 5S (sorting, self-organization, systematic cleaning, standardization and improvement), goals and implementation time are determined, a list of necessary materials, recommendations for implementation, clarifying comments and mandatory criteria for assessing success are proposed, only if they are observed, you can proceed to the next stage. His strong point is the maximum focus on practical use. Dozens of books have been written about the theoretical component of the 5S concept, for this reason we have based the Practical Guide on real experience industrial enterprises, non-manufacturing departments, consulting agencies and the principle of "Print and use", not "Read and think". Therefore, we can safely say that there are no analogues in the Russian-speaking environment. Of particular interest to practitioners is the block "Checklists for the implementation of 5S", without which it is impossible to assess the level achieved. Here we have tried to cover the requirements of enterprises of different profiles and different levels of training as widely as possible. The Practical Guide provides checklists for individual self-assessment and for teamwork, for a one-minute assessment and for an in-depth study of the implementation of the 5S system, for workplaces and shared spaces, for line workers, auditors, line managers and heads of departments. In a separate block, we have presented checklists for you that will help you effectively organize and check the work of offices and non-production departments. Each checklist is universal and maximally adapted to the needs of a wide range of enterprises. Naturally, each company has its own unique characteristics and requirements, but even if these differences are fundamental, you can easily adjust the presented checklists to suit your specifics, job hierarchy, requirements for organizing workplaces or holding special events. What is useful "5S. Practical Implementation Guide”: 1. The Practical Guide will help you start and implement a 5S implementation project correctly at all its stages. 2. A practical guide will provide the 5S project manager at your enterprise with all the information he needs and help him draw up a work plan. 3. The practical guide will save you the trouble of inventing and developing dozens of new 5S project documents. 4. A practical guide, thanks to more than a dozen checklists, will bring your 5S implementation project to the level of international standards. 5. Practical guidance and its correct application will ensure the implementation of 5S at all levels of the enterprise and in all departments. Buy Demo version Full version: http://www.up-pro.ru/shop/lean.html Company copy Demo version. "__________________________________"
Five algorithms for implementing LEAN from leading practitioners, building a Lean Six Sigma roadmap, twelve checklists of various formats and levels of complexity, using popular LEAN tools: 5S, SMED, TPM, VSM and others - on the pages of the new Practical Guide.
Publisher: Portal "Management of production"
Number of pages 110
Release date 2014
Report language Russian
Method of submission Electronically
Study format PDFSpoilerTarget">Spoiler
Spoiler: Detailed description
Step-by-step algorithm for implementing LEANLEAN. Lean. Practical Guide" is a unique collection of algorithms and roadmaps for the implementation of Lean Manufacturing.
We will take a detailed look at the five stages of LEAN implementation - planning, implementing, deploying, integrating and improving - and answering questions about how long each stage takes and what steps it consists of, paying attention to individual tools that fit seamlessly into the LEAN concept: 5S, SMED, TPM and preventive maintenance of equipment.
12 checklists of various levels of complexity and scale of application
- 5 LEAN implementation algorithms from leading theorists and practitioners
- building a roadmap for the implementation of LEAN Six Sigma
- adapted for the Russian-speaking manufacturer in terms of terminology and presentation of materialMaximum focus on practical use
The strength of the manual is its maximum focus on practical use.
In our Practical Guide there is no theory already known to you, we do not tell you what LEAN is and how important its implementation is for the future of the company. We offer clear algorithms with step-by-step deployment of the LEAN system, which have been worked out by hundreds of enterprises. There are several checklists for each stage so that you can evaluate your progress, see the shortcomings and adjust the plan and progress of the implementation of Lean.More about checklists
In order for you to assess your readiness to move from one stage to another, we have prepared 12 checklists - from basic ones, assessing the overall readiness of an enterprise for LEAN in the main areas of production management, to more complex ones, penetrating deeply into the processes taking place in the organization. They will help you evaluate your own level and, if necessary, immediately make the required adjustments to the implementation program, refine overlooked aspects, preventing problems from moving to the next level.
Each checklist is universal and maximally adapted to the needs of a wide range of enterprises. You can easily adjust the presented checklists to suit your specifics, job hierarchy, requirements for organizing workplaces or holding special events.
Who is this guide for?The practical guide is intended for:
- top management (general, executive director);
- production managers (production director, technical director);
- heads of departments (implementation of LEAN, Lean production, corporate Production system);
- specialists and key managers for project management in production and workshops.
A practical guide using checklists will make it possible to control the progress of LEAN implementation at all levels from the workplace, department, shop to management of the entire enterprise, and will also allow you to implement LEAN implementation yourself and regularly evaluate it, without paying expensive consultant services each time.Key questions answered in this guide
Can I initiate and implement a LEAN implementation project with the guidance?
Yes! A practical guide will help you choose a LEAN implementation strategy, create a roadmap and draw up a project implementation plan with a foreseeable timeline.Is the guide suitable for my type of business? For my department?
Yes! The manual is universal and maximally adapted for a wide range of enterprises. You can also always adjust the presented checklists to suit your specifics.Is it possible to print checklists and distribute them to responsible employees?
Yes! The guide is fully prepared for printing. You can print both the entire manual and its individual elements: algorithms, checklists, forms, etc.Lean manufacturing is already being implemented at our enterprise. Will this guide be helpful to us?
Yes! Due to the presence of a large number of checklists, the guide will help you both adjust the course of LEAN implementation and conduct an audit of the system already implemented at the enterprise. You will be able to conduct general and in-depth assessments, and the points system will help you determine how well LEAN is functioning, where more work needs to be done, and how close your performance is to world standards. With the help of checklists, you can track employee engagement, production performance, integration with suppliers, and many other elements of the Production System.