The Rosatom production system is a program to improve the performance of all production processes in the Russian nuclear industry. It has been developed taking into account the wide known experience Japanese company Toyota Production System and is based on the Kaizen system. The implementation of the system is based on the principles lean manufacturing and is based on the desire to reduce the time production cycle by eliminating losses.
1.5 years ago, the RPS Development Directorate was established. Today, there are about a hundred enterprises in the industry in the framework of the implementation of the RPS, which includes the State Scientific Center of the Russian Federation - IPPE.
The 5S lesson is aimed at improving workplaces so that staff can work most efficiently, taking into account the convenience and safe performance of operations.
The first day of training began with a theoretical base - philosophy production system and the RPS tool 5S were presented in the form of presentations with good examples. But main part training - practical, application of acquired knowledge directly at the production site.
The 5C system is a set of organizational and technical measures for rational organization workplaces, ensuring the safety of work, the growth of labor productivity, improving the quality of products. The system got its name from the first letters of five Russian words: sort, keep order, keep clean, standardize, improve.
Such interesting fact: it was the accounting department that became the leader in the implementation of such an RPS tool as 5C in the concern. How the implementation took place, what it gives and why this project is needed at all, we asked the chief accountant of the Rosenergoatom Concern Alexei Shalimov to tell.
We thank the editors of the Rosenergoatom newspaper for providing this material.
Alexey Vitalievich, how did you come to understand the need to implement the 5C system at the workplaces of your subordinate units, in particular, in the accounting department?
This task was set by the state corporation for all divisions of our industry. This work was carried out earlier, but less systematically, it did not have a regulatory framework and was done on a case-by-case basis, like general house cleaning. After looking at how the state corporation did all this last year, and seeing that the same task will be set for us this year, we decided not to wait for a general order for our division and took up this matter ourselves. And not only in Central Asia, but in the accounting departments of the concern's branches. We had a meeting at the beginning of this year, which was attended by the chief accountants of our operating nuclear power plants, and it was decided that we would take this project for ourselves and implement it this year. Therefore, unlike the entire concern, we started this project a month earlier, and this gave us a head start.
- you said about regulatory framework what does this mean for 5S?
The state corporation has a central design office that issues instructions and guidelines, presentation materials that help employees understand what 5S is. Cleaning the house can be done in different ways: you can wipe the dust and not vacuum, and consider that you have cleaned, or you can take out all the carpets and clean everything to the last thing. If everything is done carefully and rationally, it is easy to understand what it gives. You can do this empirically, or you can not reinvent the wheel and, taking a certain base that other people have previously developed, follow the steps that have been tested and verified.
What exactly will this system provide? Is it possible to talk about an increase in labor productivity or some kind of streamlining that leads to lower costs?
Any system must have a purpose. You can see the aesthetic goal, but still, since we work in the concern, one of the main goals is economic efficiency. And it is expressed in the fact that thanks to 5C we got rid of a lot of unnecessary things that we had. This includes furniture, office equipment and ordinary rubbish. In particular, we expanded the archives, and documents immediately migrated to them from the premises. Such solutions for the stable and confident operation of a particular department help to establish efficient work and reduce costs. We calculated that we need exactly 10 packs of paper for a month, and not 20, and therefore there is no need to distract cash organizations for excess purchases. Yes, you can put it in a corner, but again, this is not a function of a particular accounting department, but a function of business executives. They also make up the rules. By the way, in 5C there is such a concept as "CANBAN" - this is a necessary and sufficient level that must be maintained in warehouses in stocks. This technique allows you to reduce the cost of unnecessary purchases.
5C means not only cleaning on the ground, but also a more logical arrangement of furniture. Here's an example: employees go to the HR department, and this process is routine. We used to have a personnel settlement department located behind the elevator and people had to bypass it, spending a certain amount of time on it. Now we have a department of accounting with personnel located opposite the elevator. People go out and, without wasting time, go to the right room. Also, within the framework of 5S, we carried out a transfer of people to the premises of the Central Asia. This process also took place in some branches. Moreover, everything was done not for the sake of the desire to somehow seat people, but based on the recommendations given by the RPS, our office and the state corporation.
- Will it be expressed in any specific figures? In saving something or on something?
We have figures and we are ready to announce them. If we take the accounting service of the concern, then only the surplus of furniture in the amount of 530 units was handed over. In terms of money, this has not yet been evaluated, since there are both used and new furniture. We don't order new ones. More than 5,000 unused folders were also cleared of storage places and destroyed. Space for current storage was freed up, and it became clear how much unnecessary was stored in the premises. Employees breathed dust, it was difficult for them to accommodate. In many ways, they got rid of garbage that cannot be reused. We calculated that we could equip 10 working rooms with only those things that can be reused, which the RPS accounting department returned to the warehouses. Another example: due to incorrect seating, people used to have to run across the room to the printer, but now the printer is nearby, and it turned out that instead of two printers, one is needed. Proper placement of people provides an opportunity for economic benefits.
- How is this work going in the branches?
Work in branches is no different from 5C in Central Asia. We do not rigidly impose models that are used in the 5C system. Each room could choose its own option from the proposed methodology. And according to it, jobs are being equipped, production losses are being identified, and then there is an internal stage in the form of an unspoken competition between the premises. People are drawn in, they start to look who is better. And everyone begins to use the chips that the neighbor used, compares - who is better or worse. As a result, everything leveled out, everything came to approximately one method and one rational form. Moreover, some branches completed this process even earlier than the target audience. And we are happy to use their experience. Mandatory is one of the principles of 5S that we preach - identifying the best with the help of our project office and bringing it to everyone. That is, there are some best practices, and employees look at whether they can be applied or not.
- How did the process of implementing 5S begin?
The first two steps were almost "out of the blue". That is, look at what is superfluous, and do it better according to certain rules. Then this process self-organized, because it is good for people to work in cleanliness and comfort. And if they see a positive result, thanks to the 5S system, they begin to act, and there is no need to further push them.
You managed to implement the project in a fairly short time from April to mid-June. How do you think, what was the reason for this and what pitfalls arose during the implementation of the project?
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Lean manufacturing is an institution management concept based on the constant pursuit of eliminating waste. In the field of health care, it involves the participation in the process of optimization of all employees of health facilities, as well as the maximum focus on the patient.
This will optimize processes and reduce losses, thereby increasing the availability and quality of care. medical care population. The article can be downloaded finished sample implementation plan for lean technologies.
↯ More articles in the journal
Implementation of a lean manufacturing system
The government approved the final plan to create a new model for outpatient medical institutions. Its goals are to reduce the queues, the time for making an appointment with a specialist and the timing of medical examinations in polyclinics.
It is expected that the project will improve the quality of the provision of medical services and the overall satisfaction of patients with the work of medical institutions.
All this can be achieved through the use of the 5C system in healthcare. 5S will allow:
- redistribute the load between doctors and paramedical personnel;
- optimize "logistics of patients";
- switch to electronic documentation.
Patients will be provided with comfortable conditions while waiting for an appointment with a specialist, and preventive examinations and medical examinations will be held according to the principle of "a continuous flow of patients with a time limit for the reception of one person."
Project timeline
The project is designed for 6 years - until 2023. In 2018-2019, an experiment will be launched, in which 155 and 195 medical institutions will take part, respectively. They will start working according to the model described above. By 2022 on new scheme About 4,000 polyclinics across the country will already be switched over.
Already to next year in 50% of polyclinics, measures to respond to deviations from the waiting times for assistance will be debugged, by 2020 the same will happen in 75% of health facilities, by 2022 - in 95% of medical organizations.
↯ Care Clinic: 5 mistakes of medical institutions- look in the magazine "Deputy Chief Physician".
Problems you will face
In the transition to lean technologies, medical institutions inevitably face difficulties. The magazine "Deputy Chief Medical Officer" named the 5 most common problems:
- Sagging salary and financial plan;
- There are more conflicts with patients;
- Confusion in functionality;
- Patients are satisfied, but the quality of reception has decreased;
- It's hard to strike a balance.
In the article, a specialist from the Ministry of Health showed what to do to make the 5C system work without failures:
Download checklists
Five steps to a rational organization of the doctor's workspace
Today there is a tool that allows you to organize the workspace in the doctor's office as required by the Ministry of Health. It is called Lean Management 5C.
Its essence is made up of 5 principles starting with the letter C:
- sort;
- keep order;
- keep clean;
- standardize;
- improve.
The 5C system in medicine is not only aesthetic workplace but also a way to do more and get less tired at work. In addition, it is safety - when putting things in order in the office, many technical malfunctions are most often found - bare wires, leaking equipment, etc.
In an ill-conceived room from the point of view of ergonomics, you can easily get injured or, catching on a sharp object, tear your clothes.
Algorithm on how to implement a 5C system in healthcare
Basic principles and stages of implementation of 5C in a medical institution:
Step 1. Sort
At this stage, all useless items must be separated from the necessary ones. All items in the workplace are divided according to the following principle:
- unnecessary (used less than 1 time per year or not used at all, marked with red labels);
- unnecessary urgently (used periodically, marked with yellow tags);
- necessary (used in the work constantly, marked with green labels).
Step 2: Keep things organized
For each item that is needed in daily work, determine its place. You need to follow the following sequence:
- arrangement of furniture and shelving;
- installation of office equipment;
- placement of documents.
If it takes more than 30 seconds to search for an item, you need to reconsider its location. It is unlikely to succeed the first time - it takes time and effort to optimally resolve this issue. You need to try several options for arranging furniture.
Interactive scheme was / became
Step 3: Keep It Clean
The 5C system in healthcare requires furniture and equipment to be kept in order and clean. It is necessary to clean the equipment, wires, fan, extension cords, floor from dust and dirt. Identify sources of contamination in the doctor's office, eliminate them.
Step 4: Standardize
All solutions developed during the implementation of the previous steps should be fixed in the form of a standard. The fourth and fifth steps are designed to record all that has been achieved. The most difficult thing at these stages is to think over visual schemes and memos. The journal "Health" offered ready-made solutions.
Cost analysis when implementing a lean manufacturing system
Lean manufacturing is based on reducing any costs and focusing resources to create value for the consumer. Cost analysis in relation to the healthcare sector can be performed using the classification of J. Womeck and D. Jones, proposed at the end of the last century.
Types of costs:
- Excessive amount of work to achieve goals (recycling):
- performing unreasonable diagnostic procedures;
- re-entries;
- making copies of documents.
- Excess reserves:
- Money;
- medicines;
- medical products;
- consumables;
- inventory and tools.
- Extra time costs:
- long stay of the patient in the waiting list;
- waiting for colleagues by medical personnel whose help is necessary for carrying out this or that manipulation;
- a long period of time from the moment the patient contacts the patient until the final diagnosis is established;
- time costs medical personnel for preparing and writing reports.
- Unnecessary movement around the institution:
- remoteness of offices;
- inconvenient location of equipment and tools.
- Excessive processing of information:
- repeated questioning of the patient;
- re-collection of medical history.
- Disadvantages at work:
- crossing and mixing of flows of patients;
- violations in the conduct of medical documentation.
- Unreasonable use of staff:
- duplication of duties of middle and junior medical workers;
- unrealized potential of the staff.
After that, the distribution of costs is carried out according to the degree of importance and significance. In this case, as a rule, the method of individual expert assessments on a 10-point scale with subsequent transfer to average values.
The Rosatom Production System (RPS) is a culture of lean manufacturing and a system of continuous process improvement to ensure competitive advantage at the global level.
The RPS is based on five principles that encourage employees to be attentive to the requirements of the customer (not only in relation to the end user, but also to the consumer site, the consumer workshop and even the subsequent operator); solve problems at the place of their occurrence; build quality into the process, do not produce defects; identify and eliminate any waste (excess inventory, backlogs, downtime, unnecessary movements, etc.); be an example for colleagues.
These principles were formulated on the basis of the best examples of domestic and foreign experience, in particular, the system of scientific organization of labor, production and management (NOTPIU) of the Ministry of Medium Machine Building of the USSR and the Toyota Production System of the Japanese automobile company Toyota. The production system of Rosatom is aimed at fulfilling the strategic goals of the State Corporation, and industry RPS projects are aimed at increasing productivity, reducing costs and improving product quality. Knowledge and ability to apply RPS tools is prerequisite for professional and career development nuclear industry employees.
At the beginning of 2015, it was decided to apply a systematic approach to the deployment of RPS at enterprises: decomposition of goals to the level of the head of the section, optimization of the production of the main products of the enterprise ( production flows), implementation of RPS projects, training and motivation of employees. By 2017, the system deployment contour has grown from 10 to 23 RPS enterprises. Until 2020, there will be about 30 of them, their products will form about 80% of the total cost of Rosatom.
According to the development concept of the Rosatom Production System, all enterprises where the system is being integrated are divided into three levels: "RPS Leader", "RPS Candidate" and "RPS Reserve". RPS Leader enterprises receive a package of privileges (business coach visits to the enterprise, the opportunity for employees to travel to exchange experience at foreign and Russian advanced enterprises, family vouchers, certificates for training at the Rosatom Corporate Academy, participation in the Workspace Design project and etc.).
Currently implementation of RPS at the enterprises of the industry has already made it possible to achieve significant savings, reduce inventory in warehouses and timing of preventive maintenance at Russian nuclear power plants.
At the Kalinin NPP, effective work has been organized to develop the Rosatom Production System (RPS), the implementation of the main indicators of the system deployment is at a high level, the nuclear power plant corresponds to the status of an "RPS-enterprise". This conclusion was made by the commission of the final peer review of the quality of the deployment of the Rosatom Production System, which took place from October 16 to 18.
The commission included specialists from two branches of Rosenergoatom Concern JSC - Novovoronezh and Smolensk nuclear power plants. Oleg Ilyin, Leading Engineer of the RPS Development Department of the NvNPP, headed the work of the expert team.
“During the audit, we assessed the enterprise’s goal tree, the relevance of materials in the information centers of the station, workshops and sites, conducted workshop visits and analyzed repair documentation, performed a random check of the functioning of the 5C system at production and office workplaces, as well as RPS projects of the enterprise and proposals for improvements at the plant,” Oleg Ilyin said.
Among the best practices of Kalinin NPP, the experts noted the visualization of RPS principles and tools, methods for implementing the 5S system in office premises and production, development step by step algorithm preparation of reporting documents for each stage of RPS projects implementation. Solutions in the field of organizing work in the workshops of the centralized repair shop were highly appreciated. “The management and personnel of the Kalinin NPP are involved in the process of finding and eliminating production losses,” said the head of the RPPC team.
The result of the work of the commission was a memorandum signed by the participants of the audit, which assesses the implementation of the main indicators of the development of the RPS at the enterprise, identifies areas for improvement, and also formulates recommendations for the further effective development of the Rosatom Production System.