Last fall, after posting a self-titled post that generated a lot of interest in the lean community, I was approached by HeadHunter for comment on some "professional" issues.
I have long intended to collect something like a reference about the specialists in the field of lean manufacturing, and this offer to participate in the writing of the article turned out to be very useful.
So, now, we can say that officially there is such a profession - Lean-manager. Needless to say, it's pretty scarce.
Profession Profile: Lean Manufacturing (LEAN) Manager
Among the innovative models of organizing and doing business special place are occupied by LEAN technologies, which are an effective combination of European practicality and Eastern philosophy. Thanks to the experience of the Japanese corporation Toyota and the interpretation of its ideas, "lean manufacturing" is now considered as the most effective, reliable and low-cost way for companies to overcome the crisis, increase competitiveness and take a leading position.
general description
The concept of production management, which is based on the idea of the need to eliminate all types of losses (LEAN), has been considered by many world companies as the main principle of work for more than half a century. Specialists in the so-called "lean manufacturing" are considered extremely rare, despite the fact that their demand in the market is extremely high.
“We mainly see demand for professionals in the field of lean manufacturing from companies in the metallurgy sector, companies in the B2B sector offering solutions in the field of packaging, assembly plants in the automotive sector, heavy engineering, the tobacco industry, and companies in the oil and gas sector. Such a need for LEAN arises primarily for companies with large turnovers and production volumes, - says Evgenia Lanichkina, Head of Industrial Recruitment Antal Russia. “Over the past year, we have not had a single application for the selection of a plant manager, where there were no requirements for work experience in implementing LEAN.”
LEAN considers any production from the point of view of process optimization by all employees of the company. This global approach hides the main complexity of the "lean production" methodology, since a specialist in this field must combine the skills of a teacher and a leader, a forecaster and an analyst. By and large, "lean manufacturing" is a technological philosophy expressed in practice by people who are creative in their approach to eliminating waste. It is no coincidence that the concept originated in post-war Japan, whose ideology was based on the idea of fighting against negative consequences Second World War.
LEAN considers any production from the point of view of process optimization by all employees of the company.
Pavel Rabunets, publishing development manager ICSI (Institute for Comprehensive Strategic Studies) and Chief Editor blog about production management, believes that "Manager for lean manufacturing”, or, more correctly,“ a production system manager ”is, first of all, a person who launches the process of introducing lean manufacturing, developing PS, helping all employees in this process, coordinating improvement work throughout the enterprise (or in any one department). This is the one who trains the staff in the basics and details of lean manufacturing, various tools, stimulates the exchange of experience between various specialists and entire departments, and conducts audits.
According to Alexandra Rogozhina, a specialist in lean manufacturing technologies, “A LEAN manager is a person who has knowledge in the relevant area and experience in their practical application. The second I would even single out as a higher priority: you can know by heart the book of Shingeo Shingo " Quick changeover”, but without the ability to competently “sell” this idea to line managers this employee will do no more good than a mat at the entrance to the reception. Moreover, such "specialists" can even do harm, discrediting all initiatives to improve efficiency and "killing" in all potential allies the desire to identify and eliminate losses in current activities with their amateurish approach.
But if, Alexander notes, a “manager” is understood as an ordinary specialist (not a leader responsible to top management for the implementation of the program), then the need to search for such employees on foreign market is very doubtful. “In my opinion, internal candidates are more suitable for this position as they are more familiar with the specifics of the enterprise. As mentioned above, it’s not enough to know - you need to be able to convey, and with this, people from the outside who do not have sufficient weight may have problems (as I had: “well, I don’t know how it is with you in mechanical engineering, but we have in there is no conveyor in metallurgy, so there is nothing to talk about ...”).
However, Russian companies prefer to outbid experienced professionals from Western manufacturing companies, which are a priori (but not always deservedly) considered businesses that preach LEAN. At the same time, they look rather narrowly and take such people to solve specific tasks, implementation of a specific project (modernization of one production site, launch of a new production line, etc.). Russian enterprises are not ready to consider LEAN as a long-term investment and expect a quick return.
“For our candidates, Russian companies can become a good platform for implementing their existing knowledge and skills. At the same time, Russian companies outbid such professionals as carriers of valuable experience, offering salaries on average 1.5 times higher than in Western businesses,” comments the situation. Ekaterina Tretyakova, consultant of the industrial recruitment department Antal Russia.
Pavel Rabunets adds that “the very wording “manager for lean production”, despite its apparent unambiguity, is rather vague. The ideas of lean manufacturing are used in many industries, and in almost every one of them or even different companies, completely different meanings can be put into this formulation.
In general, now, at a time of the most intense interest in lean technologies, operational efficiency and production systems, a lean manager (production system manager) is understood as a specialist with extensive knowledge and experience in the field of modern production systems and lean manufacturing. I deliberately do not talk about tools, because knowledge of them, like knowledge of the basic principles, is a matter of course.
Irada Marunenkova, recruiting specialist richatsmeyer adds: “You also need to understand that a lean manager is to some extent an “entrepreneur”. Among his other duties, he must be able to sell the idea, calculate the risks and understand with whom it is necessary to start the implementation in the first place - with whom from the employees to communicate, with whom to meet.
To date, on Russian market there is a shortage of professionals with optimization experience production processes through the implementation of lean manufacturing technology.
Functional responsibilities
Russian enterprises are not ready to consider LEAN as a long-term investment and expect quick returns.
Specific functions of a specialist in internal communications often depend on the company and the tasks that management attaches to this function. The fact is that LEAN technologies, due to their exoticism, are often “thought out” by the business owner, which can lead to misunderstanding.
We can distinguish a general list of responsibilities related to the position of "manager of lean manufacturing":
- training in the methodology of lean production for employees of the enterprise;
- involvement of staff in the process of continuous improvement;
- organization of work on the implementation and development of a lean production system at the enterprise;
- planning and reporting on the development of a lean manufacturing system;
- forecasting and obtaining the effect from the implementation.
Pavel Rabunets draws attention to the following important point: “Look at the phrase “manager for ...” (a function is missing here). Unfortunately, in the minds of most people, including the minds of owners and managers of many enterprises who have paid attention to lean production, there is confidence that the person hired for this position will be responsible for this function, manage the element. Look: a personnel manager, a sales manager, an advertising manager, a purchasing manager, a supply manager, a customer service manager… It is incorrect to write down “lean production” or “production system” in this series.
Lean manufacturing and development of efficient production system is not a function individual person or department. This is a process in which all employees of the enterprise participate from the worker to CEO. It may seem strange, but all company managers should become lean managers to one degree or another. And the most important specialist in lean manufacturing and production systems should be the top manager, the first person.
Education
The teaching of "lean manufacturing" technology in Russian universities has not yet become as widespread as in the West. “Experts admit that in Russia today there are no specialized educational institutions and LEAN programs. The main reason is the "youth" of the region itself, - explains Ekaterina Tretyakova. – The active introduction of LEAN in production began about 10-15 years ago. Behind all the variety of courses and training programs that the education market offers, there are only a few practitioners on the market who themselves are carriers of knowledge and technology, practical implementation experience.”
With all this, there is a certain established requirement, which is often put into published vacancies by employers, namely, higher technical education. As a rule, the most preferred is the diploma of Moscow State Technical University. Bauman. Concerning additional education, then the choice of courses is unusually wide, ranging from multimedia trainings to training conducted by LIN-Systems.
“According to the professionals in the field of LEAN management with whom we work, internal corporate education is this moment this is the best opportunity to get necessary knowledge, - continues Ekaterina Tretyakova. – The largest transnational corporations strive to transfer this experience and knowledge to their employees. Training takes place in practice during joint projects for the implementation of LEAN technology with leading brand-name consulting companies. A specialist who has received the necessary education and experience becomes a mentor for his colleagues.”
Pavel Rabunets states: “In order to become a lean manager, you first need to become a simple a good manager. Moreover, you can be a specialist in any industry, be it mechanical engineering, metallurgy, food industry, book publishing, finance or medicine. Yes, lean manufacturing is not limited to industry. Many financial institutions, including the largest bank in the country, are building their production systems on the basis of lean manufacturing. In the West, lean manufacturing in healthcare has brought amazing results. The main secret and the most important element of education is practice, practice and again practice. In lean manufacturing, there is such a thing as “gemba”, that is, a place where value is created (relatively speaking, for industry, this is a workshop). This is where managers should work and study, not in clean offices. Taiichi Ohno, the father of the Toyota Production System, came up with one of the most unusual and interesting ways of learning - "standing in a circle." The manager should stand in a circle drawn on the floor, watching what is happening in the gemba, and notice the losses.
The key success factor is the ability to convey the need to use new ways of working to performers.
But no practice is possible without theory, Pavel believes. A correct theory ends up being very practical. “And I recommend starting with self-education, with books on lean manufacturing. This is perhaps the most affordable and most effective method get acquainted with the basics and some elements. But don't overdo it. It is necessary to go step by step from literature that is easy to perceive and understand to more complex. Books allow, so to speak, to properly format consciousness. Therefore, it is very important to use primary sources, that is, undistorted data. For lean manufacturing, this is the Toyota Production System. Many business novels related to the topic of LEAN and TPS have been translated into Russian, but it is better to pay attention to them first and only then to the classics of the genre.
Lean Internet resources are a very simple and even more accessible opportunity to get basic knowledge, discuss some features, and keep abreast of the latest developments in the field of LEAN and PS. Start with a blog about production management. Concerning educational institutions, then the only specialized program on production systems in Russia is the "MBA-Production Systems" in high school MSU business. But the selection for the program is very tough: since 2005, only a little more than 100 production managers have completed the program, and until 2010 it was held in a corporate format - for the Basic Element group of companies (Russian Aluminum, GAZ Group, EurosibEnergo, "Glavstroy"). And only since 2011, after the selection, anyone can enter the program.”
Alexander also agrees with Pavel's opinion: “The best place to gain knowledge on lean manufacturing is the workshop. It is impossible to become a production optimization specialist without holding a wrench in your hands. Returning to the first paragraph, key factor success is the ability to convey the need to use new ways of working to performers. As my personal 5-year experience shows, they trust a smart Moscow boy much less than a guy who is ready to tell them in detail and show them how to rearrange the pins after the introduction of the new standard.
Related professions
Related professions that are closest to LEAN are change management specialist, production manager, performance manager, and departmental efficiency manager.
According to Pavel Rabunets, specialists responsible for the same process, in various organizations named after themselves. “These are just a few examples I have come across,” he says. - Lean production manager; production system manager; lean manager; project manager for lean manufacturing; production system engineer ... Plus various variations of these and other position designations with the words "development" and "implementation", as well as the replacement of "managers" with "specialists", "masters", "experts" and "directors". Often the “functions” of a lean manager are assigned to quality managers and engineers, managers and development directors.
Consulting companies can outsource lean professionals from manufacturing companies as project managers. However, in order to get to such a position, it is necessary to go through a tough selection, many stages of interviews and testing - both professional and psychological. A big plus is the presence of a Lean Six Sigma certificate (“green” or “black belt”), and people who have completed such a program are often considered for the role of coaches in the implementation of optimized business systems.
Skills, business qualities
The specifics of "lean production" determines a number of aspects, without which the employer is unlikely to be interested in the candidate's resume. A company about to introduce LEAN principles into production requires experience from a manager production work at least 3 years in the industry and experience in reorganizing business processes (not only based on LEAN). Knowledge requirements can become secondary of English language at a free level and work with basic computer programs (including Power Point).
Consulting companies can outsource lean professionals from manufacturing companies as project managers.
From applicants for positions in the HR function, it is desirable to have an economic education or education in the field of management. “At the same time, companies often expect such a person to act as a consultant and trainer for staff, as well as provide project support. implementation of LEAN-principles. The main task of such a person is to convey the principles of this concept to the staff,” Evgenia Lanichkina comments.
Concerning personal qualities, then activity and initiative, strong leadership qualities, the ability to organize and / or coordinate the work of other people, as well as the ability to learn to further develop oneself as a methodologist and LEAN practitioner are valued.
Alexander Rogozhin believes: “A lean production manager must clearly understand what he wants to get as a result, and be able to convey his understanding to the top management of the company. These should not be dreams like “we will make a Toyota out of our collective farm”, “we will increase the competitiveness of the domestic industry” (in how many centuries? how? and most importantly, why, if the current situation Let's get the staff involved! (into what? why?). As you know, "changes can take place if dissatisfaction with the current situation, multiplied by the attractiveness of the vision of the future and the certainty of the first step, is greater than the resistance to change." Necessary requirement to the manager for the implementation of lean production - the ability to present to senior management:
- Problems existing system(“we lose 100 million rubles a year due to a longer (30%) than competitors cycle time for
- loss of orders, because customers don't want to wait that long
- interest on loans
- wages that we pay to extra employees of the executive apparatus, with their approvals increasing the cycle time”);
- target condition to be achieved by the expiration of the manager's contract (“the cycle time will be reduced by 45% due to
- transfer of functions of technological, design, economic expertise for standard orders, constituting 80% of total number, to the sales department,
- displacement harvesting area to the blacksmith shop
- reduction of stocks by 30%”);
- the first steps to implement the change (“fire the chief technologist, perform an ABC-XYZ analysis of inventory in the warehouse and transfer economic expertise to the sales department”).”
Irada Marunenkova calls communication as the main quality for a lean manager, since “the person responsible for the implementation of lean production has to communicate a lot and often with the involved employees of the company at all levels, be able to find an approach to different types and characters. Non-conflict, readiness for the fact that at first the implementation may be accompanied by failures are also important; a sort of manifestation of fortitude in the fight against difficulties (considering that no one likes to live in the “era of change”, without which the implementation of lean cannot do, this quality becomes truly essential).
Leadership qualities are required: it is not enough to believe that the implementation of lean manufacturing at a single enterprise will make the world a better place, you also need to be able to convince other employees of this, convey your idea, defend your idea, inspire and infect with enthusiasm. In other words, one of the key skills is the ability to prove to each employee that the imposed implementation of lean is not just another idea, but an improvement that really matters for the enterprise.
Well, in any case, you need to be an excellent entrepreneur, that is, treat the implementation as if it were your own project, assess the risks, feel the atmosphere in the company, and not lead to “popular unrest” with sharp and revolutionary actions.”
Salary
According to the press service of Antal Russia, the salary limits of a “lean manufacturing” technology manager are between 130,000 and 230,000 rubles per month (before taxes).
A plant manager with experience in implementing LEAN is rated on average 20-30% higher than a similar professional, but without such experience. On average, the salaries of LEAN consultants and project managers in leading international consulting companies are the same as those of professionals working in the state of companies: their initial bar is on average 200,000 rubles.
At the same time, real LEAN professionals can be safely classified as scarce. “Over the past 3 months, we have met only four really high-level professionals, with technical and specialized education in the field of LEAN management, who have good Western work experience and experience in implementing technologies in production,” says Evgenia Lanichkina.
The average figures announced in some sources are 100-250 thousand rubles per month, although the upper ceiling is not limited by anything.
According to Paul, average salary- like "average temperature in the hospital." The spread is very large. So, in a small provincial town, employers can offer a lean manager 20-30 thousand rubles, due to the fact that the standard of living is lower, but even more so due to a lack of understanding of the role of such a production manager and the potential effect. The average figures announced in some sources are 100-250 thousand rubles per month. Although the upper ceiling is not limited by anything. It all depends on the industry, company and region, and, of course, on the specialist himself and his experience. Sometimes the income level of the production system manager is tied to some indicators of the company's performance, such as EBITDA.
“The spread is really great,” agrees Irada, “and is calculated solely by the company's capabilities and desires to “get” a truly valuable specialist. So, for example, a number of companies are even ready to hire an expat and provide a really high level of compensation. In the case of finding the ideal specialist within the native country, the level of compensation is very flexible and depends primarily on the successful experience of the candidate, his projects and qualities.”
prospects
LEAN technology is a special form of reorganization of production that does not provide for its place in corporate structure companies. As a rule, it is about project activities often freelance. Ekaterina Tretyakova says this: “Employers prefer to lure managers with knowledge and experience in implementing LEAN technologies from competitors, rather than train own employees". Therefore, the lean manufacturing manager works on his own image, increasing his fame as a successful professional in the market. We can talk about the expert branch of specialist development.
Pavel Rabunets has his own opinion on this matter: “ Career prospects difficult to assess in the abstract. In the case of a correct understanding of the essence of the transformations by the owners or initiators of these transformations, as well as an extremely clear understanding of the goals, the prospects for a lean manager are very bright. Again, all this bearing in mind that every employee in a lean enterprise must be a lean manager to some extent. Any operator, foreman, manager has a chance to become a production system director. Why not?"
Alexander Rogozhin believes that for a manager, the prospects are expressed in the following: either growth to the CEO (whose function, as you know, is still development, and not operational activities, as it is now in most enterprises), or the position of a consultant (in the top 4) / Head of Lean Production direction (in other consulting companies).
Irada Marunenkova specifies: “Just as an employee of a company with almost any background can become a lean manager, so there are many prospects for further development ahead. In large holdings, the lean direction is often placed in a separate structural subdivision, in which leadership positions occupy a high place in the hierarchy of the entire enterprise. In smaller companies, the experience of implementing lean manufacturing systems behind the back gives the employee a few points ahead if he wants to develop in the field of management. What remains, of course, is consulting. Objectively, in Russia, lean manufacturing is not widely represented as a separate area of consulting, but it is increasingly included in the area of “Improving Operational Efficiency / Performance Management / Organization Performance”. Accordingly, there is a wide range potential positions different grades, the number of which will only grow over time.
Pros and cons of the profession
The advantage of the profession is the unconditional opportunity to realize one's creative potential and introduce something new, interesting job with projects and communication with people. Besides, Team work with different departments gives new knowledge about the business and helps to establish new connections. About the disadvantages of the specialty is that a huge amount of work "gurus" LEAN still have to do alone. Often companies are not ready to go to the end and bring the entire process of reorganization of production into the “lean” mode.
The advantages of Pavel Rabunets include rather high wages and the “exoticism” of the profession, which is of interest. “But there is one detail that can be considered both a plus and a minus at the same time. Once you are “infected” with the idea of lean manufacturing, understanding the basic principles, realizing the importance of value for the customer and learning to see waste, you will be a completely different person. You can easily identify losses and their source, find bottlenecks and ways to neutralize them. You will be very valuable as an employee, and this is a plus. But in ordinary life it will be quite difficult to look at reality - you will understand that much is arranged and goes wrong, that the processes are slow and consist of almost nothing but losses. Naturally, this will annoy you, and this is probably a minus in some way.
The advantage is the ability to "change the world", because any plant is a whole planet.
Alexander Rogozhin expresses the opinion that, first of all, the opportunity to “change the world” becomes an advantage, because any plant is a whole planet. Secondly, it is an opportunity to get contacts useful for a future career. Cons - inevitable difficulties, because. It is difficult to change the “world” (otherwise they would have done it before us), and often the need to sacrifice friendship/alliance for the sake of success. “However, what do these difficulties mean when there is an opportunity to change the world?” he asks.
Irada Marunenkova says that “there are several specific difficulties faced by managers in the implementation of lean manufacturing systems, but one of the most basic is the so-called “fight with users”. The implementation of lean is, in fact, a change management process, and when changes affect company employees, they go out of their “comfort zone”. In other words, the lean manager in without fail will face resistance from employees because no one likes change. It is important that the need to use lean production is understood not only by management, but also by the team. This requires training and campaigning at all levels of government - the so-called "ideological component".
Another difficulty, directly related to the previous one, is the fight against the bureaucracy. It tends to be more large companies with a branched structure. It takes a lean manager a lot of time to go through all the bureaucratic stages, and therefore it is obvious that the bureaucracy should be one of the first to be the focus of lean changes.
I hope my personal experience will be useful to you.
The story happened about a year ago. Due to structural changes in the corporation and the ever-increasing entropy in all areas and processes, I decided to change jobs. He has some experience in the field of quality assurance, production department and process improvement department (Lean Six Sigma and everything connected with it). In principle, it is enough to find the desired position in any of these areas.
I immediately liked the vacancy for a lin-manager at a plant that produces components for cars. The sector is promising, an opportunity career development visible, the plant is increasing its production capacity... Not work, but pleasure.
The interview with the director left a good impression, after which I really decided to accept the offer of this company. There was one formal detail - one more interview. In the matrix structure, each employee has 2 bosses: the immediate supervisor (plant director) and the functional one - the line manager from the headquarters. It was with him that he had to pass the second interview.
At the second interview, I was asked what is the main role of a lean manager?
When you are asked this contentious issues when applying for a job that you are ready to take, that you already want, answering is scary. And what if our opinions or views do not coincide? What if I answer incorrectly? I want a job, but there is no right answer.
There are tricks and tricks to help “smooth out the roughness” when answering such questions. I do not like it when they are used in a conversation with me. And I do not like to evade the answer myself, and therefore at first I said that the answer depends on the current and long-term goals of the organization. After such an opening speech, I openly shared my vision of the tasks that a lean manufacturing manager solves.
If you give a man a fish, he will eat for one day. And if a person is taught to fish, he will be full all his life. You can solve a problem or implement a project in a separate area, and the workers in that area will work with them for a while. increased efficiency. You can teach workers how to solve problems or implement projects, and they will improve performance all their lives.
A lean manager can paste floor markings, clean up the mess, reduce changeover times, and understand the causes of poor product quality. These tasks are enough to employ one person. A lean manager can get everyone in the organization to implement 5S in their area, reduce changeover times in their process, and understand the causes of poor product quality. And this is enough to continue to employ and hire new employees of the organization.
After the interview, I found out that my opponent was of a different opinion. The rejection letter suggested that the Lean Manager should only focus on processes and implementation of change. Deadlines, numbers, routine, execution...
I really think that we should focus on people, and I am ready to defend my point of view, but, believe me, it was a shame to receive a refusal with such an explanation. Wishlist was taken away, called an ignoramus… the sediment remained for a long time, but now I understand that it was probably the best lesson in my life.
How did I answer this question at the next interview? Oh no. I no longer waited for this question - I asked it myself. This allows me to understand if the proposed job is right for me? Does it meet my expectations?
My advice to lean managers: do not be afraid of controversial and ambiguous questions in interviews. Your answers are better interviewed potential employer than you. You may not get the job you want, but you can avoid the job that you don't want, the job that won't let you fulfill yourself.
PS: do not agree that the main role of the lean manager is in the development of people? Well, it's up to you. I'm not saying that I'm 100% right, but I don't see anything more effective.
PPS: what interesting interviews did you have?
A large number of global companies consider the concept of lean manufacturing as the main principle of work, while the profession of a lean manufacturing specialist is today considered rare and highly demanded in the market.
A lean manufacturing specialist is an employee who launches the process of implementing lean manufacturing concepts, helping all employees in these processes and coordinating work in the area of improving the entire company or its individual division.
Job description lean manufacturing requires the employee to be responsible for teaching employees the details, tools and basics of lean manufacturing, stimulating the exchange of experience of entire departments and various specialists. According to the job description for lean manufacturing, such employees conduct an audit of the entire quality management system.
Job Description for Lean Manufacturing
The lean manufacturing specialist works in accordance with the lean manufacturing job description. He must have knowledge in the relevant areas and experience in applying them in practice.
The job description for lean manufacturing states that this employee must communicate the ideas of lean manufacturing to all line managers. If lean specialists do not have the necessary qualifications, all initiatives in the field of efficiency improvement may be discredited.
The job description for lean manufacturing consists of official duties lean manufacturing specialists, who are most often determined by the specifics of the enterprise and the corresponding tasks assigned top management to this function.
Job Responsibilities of a Lean Manufacturing Specialist
The key responsibilities of a Lean Manufacturing Specialist include:
- Coordinate the work of the project team in the process of developing the methodology and implementing the philosophy of lean manufacturing;
- Gather information to develop a process improvement project;
- Carry out planning and coordination calendar plans and project budgets in accordance with the established methodology;
- Coordinate the holding of events and meetings, organize the interaction of the project team and departments with the clients of the enterprise within the framework of the project;
- Develop design documentation;
- Prepare reports on the results of project implementation;
- Develop regulations in the field of enterprise project management.
In the process of developing an efficient manufacturing system, lean manufacturing cannot be a function certain employee or divisions. All employees of the company, from ordinary workers to the director, should take part in this process. Every manager in an organization must, to some degree, become a lean manager.
To date, in Russian higher educational institutions, the study of technology and methods of "lean production" has not yet become widespread. Our country at the present stage does not have specialized educational institutions or programs for lean production due to its relative “youth”.
At the moment, the best option for gaining knowledge in the field of lean manufacturing may be in-house education. The largest transnational corporations began to put into practice the transfer of this experience and knowledge to their employees. Training in this area is conducted in practical conditions on the basis of joint projects for the implementation of LEAN technologies with consulting companies. Specialists who receive the necessary education and experience can become mentors for their colleagues.
Examples of problem solving
EXAMPLE 1
| Exercise | Job description for lean manufacturing: 1.) It appeared in our country recently, after foreign countries began to use it, 2.) Characteristic only for foreign countries, not applicable in Russia, |