Principles of lean production. What is lean production and what is it eaten with? Seiri – sorting

The concept of lean thinking and production is one of the fashionable areas of management development, which has become another channel for the penetration of Western consultants into the Russian market. A systematic presentation of this concept in the Russian translation of the book by Womack and Jones “ Lean"appeared on Russian bookstores only in 2004. However, to say that this concept first came to Russia only then would be absolutely wrong.

The thing is that this concept, like many other ideas that have flooded our business, such as “six sigma”, “five C”, TQM (total quality management system), TPM (total production support system), JIT (just in time), KANBAN and the like, are components of the huge, integral Japanese management system Kaizen (continuous improvement), based on the ideas of Deming, Juran, Feigenbaum and their Japanese colleagues Ishikawa, Taguchi and Shingu. A careful study of other concepts presented as the new last word in construction effective management, set out in many books that filled domestic shelves, such as BSC (balanced scorecard), ABC (accounting based on a process approach), BPR (business process reengineering), Agile Manufacturing System (fast-response production system), Synchronous Manufacturing System (synchronous production system) turn out to be a less effective implementation of the same ideas. That is, these are just systems that facilitate the transition from centralized, rigid business management to a business based on the involvement of employees and the prevalence of horizontal approaches to management over vertical ones. From this point of view, the various classic MRP and ERP variants also provide support for inefficient business concepts that are becoming a thing of the past. They are being replaced by various options for presenting Kaizen, one of the most important components of which is Lean Production.

The essence of the lean production system

The concept is based on the optimization of processes by ranking them according to characteristics defined by the concepts Muda. These concepts refer to processes that do not bring added value to consumers or reduce it. There are up to seven types of such processes, although no one limits the imagination regarding the multiplication of their nomenclature:

1. Processes leading to overproduction.
2. Waiting processes.
3. Processes of unnecessary transportation.
4. Overprocessing processes.
5. Processes leading to excess inventory.
6. Processes containing unnecessary movements.
7. Processes that create defects.

The eighth group of processes is associated with losses caused by ignoring the human factor. Consistent or explosive reduction of such processes makes it possible to bring the time and level of costs closer to a minimum, determined only by the processing time.

Implementation options

The concept can be implemented in two ways: either to obtain a one-time result, or to create a constantly improving business. In the first case, a set of one-time activities resembles what is done when reengineering business processes in accordance with Hammer's methodology. In the second case, creating lean manufacturing actually means mastering almost all the elements of Kaizen.

Such development is realized in several sequential and parallel steps.

Description of the sequence of implementation steps

It all starts with putting things in order and clearly demonstrating the inconvenience caused by large stocks. To do this, it is necessary to introduce the 5C (S) concept so that everyone working can understand and feel the need for self-organization and avoiding exceeding a certain reasonable minimum.

In parallel, a huge amount of work needs to be done to delegate authority and communicate strategic goals from the top level down to the workers, in accordance with their qualifications and abilities. This work is combined with marketing and building chains of internal consumers and consumer-oriented suppliers.

Chains of internal customers and suppliers need to be transformed into sequences of processes. This will make it possible to create value streams for both internal and external consumers. These flows need to be extended to suppliers, which will allow minimizing discontinuities and one-time supply volumes while bringing them as close as possible to the real needs of the processes. Actually we're talking about on preparation for the implementation of lean manufacturing across all enterprises and supplier networks. The transformation of supply networks into flows also means the continuity of movement of resources processed in processes in a rhythm set by consumers (another fashionable concept - Supply Chain Management) according to the pull principle. This automatically results in a just-in-time system. All this leads to the creation of a total system of involving employees in value creation processes in accordance with the goals of the enterprise.

The next steps to create lean manufacturing are actually being carried out with the help and on the basis of total initiatives to improve quality and reduce costs. The skillful direction of these initiatives towards maintaining continuous flow through infrastructure (equipment and optimally planned premises) leads us to TPM (Total Productive Maintenance) technology.

This sequence of actions leads to the fact that the enterprise begins to operate a system of total quality assurance and cost reduction. Workers, engineers and managers, directing their efforts to eliminate the causes of inconsistencies and unnecessary and harmful costs, as part of periodic breakthrough improvement activities, are able to jointly create lean manufacturing as the highest form of effective business. Naturally, all of the above applies not only to production, but also to other processes in the enterprise.

Features of information support in lean manufacturing

In lean manufacturing, information support is of particular importance, which also takes on the character of a universal tool that supports the continuity of flows and their efficiency. However, the requirements for the effectiveness of the information support. Therefore, it is imperative that the system has a clear management accounting, providing users with only relevant information that is always reliable, timely and objective. In addition, the information must be presented in a form that is understandable to its consumer, in a form that allows the right decision to be made very quickly.

Therefore, it is very important for workers to adhere to the principle of visual awareness of the state of affairs at nearby flow points. Information should be displayed in a form that is accessible to almost everyone working within the current part of the flow. Thus, having a central plan is only relevant in marketing and financial structure, because all other participants in the flow work on the basis of visualization, and for them situational information about the movement of flows is more important than an adjusted centralized plan.

All of the above can significantly reduce the complexity and cost of MRP and ERP systems, while significantly increasing their efficiency.

Thus, carrying out consistent work to implement a full-fledged management system based on Kaizen concepts and aimed at creating lean production allows enterprises that have already implemented MRP and ERP systems to use them at a higher level of efficiency. Enterprises planning to implement MRP and ERP systems can be advised to first optimize their processes and business organization in accordance with Kaizen and lean manufacturing requirements.

A few words need to be said about the connection between lean manufacturing and ISO 9000 series standards.

Lean Manufacturing and ISO 9000

The ISO 9000 series of standards set out very good ideas. Moreover, the eight principles of the quality management system are fully consistent with the basic principles of Kaizen, and, consequently, lean manufacturing. However, requirements correctly written by managers in the form of documented procedures do not guarantee their correct interpretation and careful execution. Therefore, underestimation of the human factor by enterprises implementing ISO 9000 requirements will not allow them to even approach the level of efficiency that guarantees the full implementation of lean manufacturing as part of Kaizen.

As practice confirms, enterprises that have implemented lean manufacturing not only use IT systems with 100% efficiency, but also involve them in the sphere of continuous improvement. At the same time, it is a generally accepted fact that the quality management system and the ERP system exist in parallel, not only without affecting each other, but also without particularly suspecting their mutual presence.

ERP systems in the Kaizen circuit

The formation of the lean manufacturing concept in the early 90s was reflected in the evolution of ERP systems. The very definition of an ERP system (and there are many of them) has constantly changed over the past decade. "Accounting-oriented Information system to identify and plan all resources of the organization, allowing you to register, fulfill and ship customer orders...” - one of the definitions of the early 90s. Compare with the later: “A method for effectively planning and managing all resources necessary to accept, fulfill, ship, and record customer orders in manufacturing, logistics, and service organizations” (APICS Dictionary, 10th edition). Manufacturers of ERP systems tried to reflect changes in management approaches as much as possible, expanding standard functionality and supplementing systems with new business processes. However, lean manufacturing is more of a business philosophy than a set of formalized techniques and techniques. Against this background, a lot of articles appeared in IT periodicals about how ERPs are dying out and have no future. “Some experts have expressed the opinion that (the concept of) ERP is dead and will be replaced by a lean manufacturing strategy. This is equivalent to saying that the car body will be replaced with a new engine. ERP is the foundation modern enterprise. Lean manufacturing is a management philosophy that includes tools that allow you to run your business faster, cheaper and more efficiently. These concepts are not mutually exclusive, but lean ERP must differ from the traditional approach" (George Miller, Lean and ERP: Can they Co-Exist? 2002).

Below we will look at those new functionality, which have appeared in ERP systems in the last 10 years. It must be said that switching to lean production without preliminary ERP implementation(read: streamlining production processes) is virtually impossible. The order management methodology embedded in ERP is necessary to achieve transparency of information flows, which is a necessary condition for the implementation of the Lean concept. This thesis is especially relevant for Russian industry. The prevailing approaches to planning and management today originate in Soviet era and a planned economy and actually come down to working “in a warehouse.” This approach is very costly and inflexible. As a result, this is reflected in the high cost of the final product.

Let's try to more formally highlight the differences between the ERP approach and the Lean approach. We will see that although the emphasis is different, both techniques can be combined with each other. I would like to emphasize that what is stated below are approaches, and not the results of specific implementations.

• Lean philosophy emphasizes continuous improvement production process
• ERP emphasizes planning
• ERP generates many transactions (accounting events) that do not add value
• ERP requires companies to track any activity and any inventory in the organization.
• All this is the opposite of the Lean approach
• The Lean method attempts to speed up and smooth the production process, while trying to add maximum value to end users.

As you can see, Lean approaches are quite generalized, in contrast to ERP methods, which in some cases are developed into mathematical algorithms. As a result, support for Lean functionality in ERP systems varies from manufacturer to manufacturer, despite the similarity of external headings. This is determined by the culture of the manufacturing country and the general paradigm of business development in this country. Thus, the understanding, interpretation and, ultimately, implementation of Lean in America is different from the implementation of Lean in Europe. Both there are common places, but there are also significant differences.

The concept of lean manufacturing was born on the European continent and represented a synthesis and generalization of a number of advanced management practices from various countries. One should not see it only as a Japanese or Swedish model, although many ideas of this concept first appeared and were subsequently developed at Japanese enterprises. Managers on both continents refer to the Toyota phenomenon and KANBAN principles, but the emphasis in the proposed solutions differs. They also differ in how they support these processes with ERP systems.

A few words about the differences between the European and American approaches to implementing lean manufacturing. In the USA, the concept of “lean manufacturing” is interpreted with slightly different emphasis than in Europe.

US Approach - Recruitment Opportunity work force low qualifications, their rapid training, the ability to quickly train personnel at a pace consistent with the rate of production growth. It's easy to get fired from a job, and it's easy to get hired new staff. The projection on ERP is detailed, rigid, “chewed” interfaces, where priority is given to American realities.

In Europe, the emphasis in restructuring was (and is) largely on staff motivation, including their participation in creating optimal forms of work. Lean in Europe means a much greater emphasis on the motivational component.

In the USA, the emphasis had to be placed differently. The first obstacle was the individualism and independence characteristic of American culture, plus the traditionally narrow specialization of workers, which did not allow the full application of European approaches. Much that concerns staff motivation, involving them in management processes etc. was simplified, changed or completely discarded.

In the tasks of interaction and cooperation with subcontractors, suppliers and clients, the following limitation immediately arose: “capitalism limits the desire to share information...” Consequently: “the form and content of information must become such that it ceases to be someone’s know how.” Conclusion: they must be standardized!

On these premises, the functionality of modern SCM systems subsequently grew in many ways and, if you look at the market software, where American developments dominate, then, as a rule, it is the suppliers of SCM solutions that promise you the happiness of lean manufacturing. European approach with emphasis on human factor in the American version it was replaced by an emphasis on logistics as the main reserve for increasing efficiency. This does not mean that the American approach ignored all other Kaizen principles. All these principles are being actively developed both in Europe and in the USA.

A simple formalized model in the form of a series of simple steps is much easier to learn, adopt and use. This largely explains the attractiveness of American approaches. To realize them you do not need to be born German, English or French.

So in many Russian companies striving to develop and follow modern trends In the development of corporate culture, the American style prevails. This is especially true for staff motivation, various trainings, identifying leaders and various forms encouragement. European approaches, as a rule, are not so formalized and are used less frequently. This is largely due to the fact that American methods, sometimes simple and unsophisticated, are easier to implement precisely because of this very simplicity. Behind the simplicity lies the American clear formalized step-by-step detailing (of the business process), which allows the methodology to be applied in different countries and companies with diverse corporate cultures. An example is the organization of service and personnel training in the McDonalds restaurant chain.

KANBAN as an implementation of Lean principles

The KANBAN approach was proposed by Toyota long before the advent of the Lean principle and before the advent of MRP systems. The integration of KANBAN functionality into ERP systems began only in the 90s. KANBAN is a kind of “signal” production management, when operational interaction occurs between departments, workshops and production sites: departments at later stages of the production cycle inform previous ones about the upcoming need to obtain semi-finished products/components, etc. This approach allows, in particular, reduce excess safety stocks that inevitably arise during classical MRP planning, as well as reduce storage time. Waiting losses within the production cycle, as well as the volume of safety stocks, in some cases can increase the cost of finished products by up to 50%. And this is data from Western companies. It is these costs that the KANBAN approach tries to reduce.

KANBAN allows you to optimize the chain of planning production activities, starting from forecasting demand, planning production tasks and balancing/distributing these tasks across production capacity with optimization of their loading. Optimization means “do not do anything unnecessary, do not do it ahead of time, report an emerging need only when it is really necessary.”

We will try to highlight those principles in the “lean production” approach that can be supported by a formalized computer program. These include, first of all, a) flow organization and b) “pull” approach.

Flow organization: Instead of moving products and semi-finished products from one work center to another in large batches, production is organized in a continuous flow through work centers from raw materials to finished products.

Pull approach: instead of working “to the warehouse,” customer orders “pull” chains of workshop orders throughout the entire production cycle. No work is performed on work centers unless it is a requirement from customer orders.

Lean manufacturing principles do not apply well to unstable and poorly forecasted demand. KANBAN requires fairly accurate forecasts. In such cases, the ERP system must support a mixed approach.

Let's compare classic order management (MRP) and in-line management.

ERP system functionality that supports lean manufacturing methodology

Performance Management

To monitor the productivity and efficiency of work performed, balanced scorecards (BSC) are used. It would be more correct to say “lean” indicators based on the BSC approach. The marketing overheating of the topic around BSC and speculation about the existence of a universal set of metrics has led to the emergence of belief in some kind of miraculous software tool that already contains a system of correct indicators for all cases of industrial life. In fact, to a certain extent, only a more or less standardized interface and a number of principles for working with it (drill down, etc.) can be considered universal. Determining the indicators themselves (KPIs - key performance indicators) is an independent and very difficult task. In the context of the methodology under consideration, we can talk about defining “lean” indicators that are individual for each organization. BSC is used as a standardized tool and serves as a starting point on the path to truly “lean” manufacturing, making it easier to understand the causes of bottlenecks, ineffective approaches and actions.

Planning and production

In a lean approach, products are not made to stock. Customer orders initiate production and push work through the system. Works are performed if and only if they are links in a pull chain. Pull systems provide greater flexibility in production as they allow products to be produced in different combinations. Customers know what and when they will receive. This makes demand more stable.

However, there are a lot of situations and cases in which the use of a lean approach is not possible, both due to the specifics of production and poor forecastability of demand. For this reason, in certain areas of production or for certain types of products, it is necessary to use order management. A modern ERP system should allow for this mixed or hybrid approach. This includes functionality for forecasting and smoothing demand, the ability to organize production according to the principle production cells, support for batch production cycle, ability to control the warehouse by the supplier, KANBAN functionality.

Demand forecasting involves the possibility of creating various scenarios in which, based on the existing history of work with a given customer (group of customers) and simulating delivery schedules, taking into account seasonal factors, you can create different demand forecasts. This functionality is especially important for organizations where production times exceed customer expected delivery times.

KANBAN functionality makes it possible to maintain an orderly, controlled flow of work on those production sites and for those orders for which it makes sense. KANBAN has some flexibility in relation to demand, allowing the need for raw materials and components to be recalculated as the volume of orders changes, but this does not imply suddenness. But in the actual practice of many industries, cases of sharp, unpredictable surges in demand are not so frequent. The KANBAN approach eliminates the need for capacity planning and dispatch. In fact, this is an option to consider planning and control procedures for non-general purpose equipment, such as a specialized line or conveyor.

Supplier Managed Warehouse & Supply Chain & CRM

Much has been written about supply warehouses, the status of which is available to the supplier, which he monitors and replenishes in a timely manner (VMI - vendor managed inventory). Even more has been written about SCM supply chains (and quite a lot about CRM). All this is sometimes presented as part of the concept of “lean” production. A warehouse, the status of which is available to the supplier, i.e. it has access to the manufacturer’s system and monitors the replenishment of stocks, is used in close cooperation in complex industries and mainly in Europe. As a rule, such suppliers are monopolistic (there is no question of choosing a supplier), and the contracts are long-term. The effect is achieved by shifting logistics tasks to the supplier. This also allows the supplier to plan production more flexibly, tracking the real needs of the customer, rather than following fixed contract terms.

Using the VMI approach allows the manufacturer to reduce stocks(many times), use transport more optimally (route, vehicle loading), reduce errors in supply orders. However, supply chains, as well as VMI (a special case of SCM), can lead to conflicts. Instead of partnership, sometimes a policy is pursued of “twisting the arms” of the supplier and imposing its own rules. This is not exactly what Kaizen is supposed to do. Supply chains work well within one organization (holding) when suppliers are “subsidiaries” of the corporation, and are very often problematic in other cases. It is no coincidence that experts advise creating joint ventures with existing suppliers for a freer exchange of information and increased manageability. It is also recommended to exchange best practices with their suppliers, initiate joint projects, groups to exchange experience and promote innovation... “Can you imagine a non-Japanese company that can implement all these requirements?” - asks one of the American analysts and answers himself: - “no.” Not everyone plays the same game; the goals of companies may not and often do not coincide.

Kaizen approach when implementing ERP systems

Very often, ERP systems are implemented in the absence of a clear, well-thought-out and formalized strategy for business improvement, hoping that the management and decision support mechanisms available in the system itself will work on their own. Alas, this does not happen.

The Kaizen approach offers formulations of tasks and goals in a clear, “human” language, in contrast to various BPR “as is - to be” models, which introduce harmony and transparency, but often only cover up the meaninglessness. Drawing pictures “as is” and “as will be” is good only when the vision of “how it will be” is placed within the framework of target functions, meaningful and detailed. “You will be able to get an up-to-date picture of production from the system every day/hour,” promises the consultant implementing the ERP system. And it is true. However, in real projects, very often such operational information remains unclaimed, does not play a management role and does not serve any improvements in production. By itself, a detailed report on the execution of the production program in workshop X, issued by a computer program, will not improve anything. You need to work with the report. Analyze, make decisions, change something. To do this, managers must not only be delegated the appropriate powers, but also be given responsibility in the form of a set of procedures and rules. The Kaizen approach places emphasis on the elaboration of these rules, as opposed to the generalized requirements of ISO 9000, which contradict the Kaizen concept.

And one of the Lean rules in relation to management reporting is the requirement to reduce the so-called standard reporting. For effective decision making, managers need reporting that indicates deviations or failures in the production process. Not a lot of tables with many columns and data, the analysis of which turns into an independent task, but already “sifted” information grouped according to relevant criteria.

Of course, these rules cannot be created in their entirety at once. Therefore, they talk about consistent improvement of management, and not a one-time procedure.

In conclusion, we can say that the combination of Lean production and ERP gives rise, first of all, to high operational efficiency. There is an opportunity not only to get a quick picture of the state of business processes in the organization, but also to improve the existing state of affairs.

production fayol management lean

Lean manufacturing (hereinafter referred to as lean, lean management, lean production) is a system of measures aimed at reducing costs and improving the quality of production processes, which originated in the mid-twentieth century at Toyota and were subsequently developed by American researchers.

Goals of Lean Manufacturing:

• 1) reduction of costs, including labor;
• 2) reducing the development time for new products;
• 3) reducing the time required to create products;
• 4) reduction of production and warehouse space;
• 5) guarantee of delivery of products to the customer;
• 6) maximum quality at a certain cost, or minimum cost at a certain quality.

The main elements of the Lean Production philosophy:

• 1) elimination of losses in all their forms;
• 2) involving all personnel of the enterprise in improving production processes;
• 3) the idea that improvement should be carried out continuously.

Toyota has identified seven types of losses that are typical for various types enterprises of both production and service nature. The fight for elimination became the basis of the philosophy of "thrift".

• 1) Production of excess products. According to Toyota experts, the largest source of waste is producing more products than is necessary at the next stage of the enterprise's production process.
• 2) Downtime for organizational or technical reasons. Metrics commonly used to measure equipment and worker downtime are equipment efficiency and worker productivity. Less obvious is the downtime of a machine operator working on unfinished products that are not needed at the moment.
• 3) Transport. The movement of materials and parts throughout the enterprise, as well as double or triple reloading (transshipment) of unfinished products do not add value to the final product of the enterprise. You can reduce the volume of losses if you change the layout of technological equipment in the workshop, reducing the distances between technological operations, establishing rational routes for transporting raw materials and semi-finished products, and choosing the correct location of workplaces.
• 4) Technological process. The source of losses can be technological process. Some manufacturing operations are the result of poor design of product components or material processing processes, or poor equipment maintenance. Therefore, in the process of improving the organization of production, they can be painlessly simply eliminated.
• 5) Inventories. Any reserves should cause the management of the enterprise to strive to find opportunities for their liquidation. However, we must start with the reasons causing the appearance inventories: by eliminating these reasons, you can achieve a reduction in the volume (or complete elimination) of inventories.
• 6) Movements of the employee in the workplace. From the outside looking in, an employee may appear busy, but in reality, their work does not create any added value. An extensive source of reducing losses arising from unnecessary movements is simplification of work.
• 7) Defective products. Production losses as a result of poor product quality are often quite significant. The overall cost of maintaining product quality is much higher than is generally believed, and it is therefore important to identify the causes of these costs.

Jeffrey Liker examined Toyota's manufacturing experience along with James Womack and Daniel Jones. In the book “The Toyota Way: 14 Management Principles of the World’s Leading Company,” he pointed out the eighth type of waste: unrealized creative potential of employees (loss of time, ideas, skills, opportunities for improvement and gain of experience due to inattention to employees whom you have no time to listen to).

Chet Marchwinski and John Shook point out two more sources of loss - mura and muri, which mean "unevenness" and "overload" respectively.

Mura - unevenness in the performance of work, such as a fluctuating schedule of work caused not by fluctuations in end-user demand but rather by the characteristics of the production system, or an uneven pace of work to complete an operation, causing operators to rush and then wait. In many cases, managers can eliminate unevenness by leveling out planning and paying close attention to the pace of work.

Muri - overload of equipment or operators that occurs when working at a greater speed or pace and with greater effort over a long period of time - compared to the design load (project, labor standards).

In the book Lean Manufacturing: How to Eliminate Waste and Make Your Company Prosper, James Womack and Daniel Jones outline the following lean management principles:

• 1) Determining the value of the product.
• 2) Determination of the product value stream.
• 3) Building a continuous flow of product value creation.
• 4) Pulling of the product by the consumer.
• 5) Striving for excellence.

In particular, the JIT system is capable of providing continuous flow, but only if the changeover time is significantly reduced. Reducing the time for equipment changeover means reducing the time for transition from one type of activity to another. This makes it possible to make a little of some parts, re-adjust the machine, make a little more of other parts, and so on. That is, parts can (and should) be produced only when required by the next production stage.

The basic principles of Lean manufacturing imply the existence of certain tools with which companies create their production processes.

Taiichi Ohno wrote that Toyota's production system is based on two pillars: the jidoka system and just-in-time.

Just-in-time delivery is a planning and management method, as well as a production philosophy, the purpose of which is to immediately satisfy consumer demand with high quality and without losses.

The term “just in time” delivery literally reflects the content of this concept. It means releasing and providing goods and services exactly when they are needed: neither earlier, because then they will be waiting in inventory, nor later, because then customers will have to wait for them. In addition to the time factor contained in the concept of JIT, this concept also includes quality and efficiency requirements.

How does the JIT approach differ from traditional approaches to production organization? The traditional approach to organizing production assumes that each stage of the production process “puts” the produced products into inventory. This stock is a buffer inventory or safety stock for the subsequent production stage, located “downstream” in the overall process. This subsequent production step takes work-in-process inventory from inventory, processes it, and transfers it to the next buffer inventory. These inventories act as boundaries separating each production stage from neighboring stages. Buffer stocks make each production stage relatively independent, so that if Stage A stops working for some reason (e.g. equipment failure), Stage B can continue to operate for at least for some time. Section "C" will be able to continue operating even longer because it is supported by two buffer stocks, and it will stop operating only after all of this stock has been used up. However, this relative isolation has to be paid for by creating reserves (cost working capital) and decrease bandwidth(slow response to consumer requests). This is the main argument against the traditional approach to organizing production.

Products produced during just-in-time production are fed directly to the next stage of production. Now problems arising at any stage of production have a different impact on the entire production process. For example, if stage A stops producing products, stage B will notice this immediately, and stage C will notice it very quickly. The problem that occurred in stage A now quickly becomes known to the entire system, as this problem affects the system as a whole. As a result of this, responsibility for solving the problem is now assigned not only to personnel “A”, but extends to the entire personnel of the enterprise. This greatly increases the likelihood that the problem will be resolved quickly because it is too important to ignore. In other words, by preventing the accumulation of inventories between production stages, the enterprise receives a mechanism for increasing the internal efficiency of the enterprise.

Jidoka (autonomization) - bringing human intelligence into automatic devices that can independently detect a defect and then immediately stop it production line and signal that help is needed. Autonomy serves a dual role. It eliminates overproduction, an important component of production losses, and prevents the production of defective products.

In addition to these two systems, the following elements of lean manufacturing can be distinguished: kanban, the “five S” system, total productive maintenance (TPM), rapid changeover (SMED), kaizen.

The term "kanban" in Japanese terminology refers to a card or signal. This card is a simple management tool; it is used to enable (signal) the flow of materials in a pull-type control system such as that used in a JIT system. There are different types of kanban signs: movement kanban or motion kanban. The transfer kanban is used to signal to the previous section that material can be removed from inventory and sent to the next section.

A production kanban is a signal to the production process that a part or unit can be released for subsequent transfer to inventory.

Vendor Kanban is used to signal the supplier to route material or parts to a specific area of ​​production. In this respect, it is similar to movement kanban, but is typically used when interacting with external suppliers rather than internally.

Whatever type of kanban system is used, the basic principle is always the same: receiving a kanban triggers the movement, production or delivery of one unit of product or a standard package of such units. If two kanbans are received, this is a signal to move, produce or deliver two units of product or two standard packages of product, and so on.

There are two rules that govern the use of the Kanban system. They are also known as one and two card systems. The one-card system is most often used because it is the simplest. It only applies the movement kanban (or the seller's kanban for receiving materials from an external source). The two-card system uses kanban for movement and production.

The “five S” system implies a set of basic rules for reducing losses:

• 1) Perform sorting (Serti - Seiri). Remove what is not needed and keep what is needed.
• 2) Create your own workplace(Seiton - Seyton). Arrange your tools in an order where they are easily accessible when needed.
• 3) Keep your work area clean (Seiso). Keep tools clean and tidy; The workplace should be free of debris and dirt.
• 4) Standardize (Seiketsu - Seiketsu). Establish a norm in everything that meets the standard.
• 5) Learn to maintain a certain order (Shitsuke - Shitsuke). Develop a need to maintain a standard order and pride in it.

These rules focus on external order, a certain organization in the arrangement of tools and other necessary items, cleanliness, and standardization of the work environment. They are designed to eliminate all possible losses associated with uncertainty, expectation, and searches for necessary information, which create instability in the work environment. By eliminating everything unnecessary, as well as keeping tools and surrounding things clean and tidy, you can achieve necessary order and ensure that the necessary things are always located in the same place. This alone makes any job easier and reduces the time it takes to complete it.

Target comprehensive service equipment (total productive maintenance, TPM) is to eliminate the variability of conditions during production processes caused by unplanned equipment shutdowns. This is achieved by involving all staff in identifying opportunities to improve equipment maintenance. Persons responsible for this process are encouraged to accept responsibility for the use of the equipment, perform routine maintenance and carry out simple repairs. With such an organization of equipment maintenance, operating specialists can get more time to improve their skills and deepen their skills. vocational training, which is necessary to create service systems for more high level, improving the quality of service for larger operating systems.

Quick changeover (SMED) deals with equipment changeover time (the time required to change from one type of work to another). Reducing equipment changeover time can be achieved in various ways, for example: reducing search time necessary tools and equipment, solving problems in advance that may delay reconfiguration, as well as constantly using the same techniques when reconfiguring.

The Kaizen system focuses on continuous improvement of production processes, development, supporting business processes and management, as well as all aspects of life. In Japanese, the word "kaizen" means "continuous improvement". Based on this strategy, everyone is involved in the improvement process - from managers to workers, and its implementation requires relatively small material costs. The Kaizen philosophy suggests that our life as a whole (work, public and private) should be focused on continuous improvement (Fig. 10). The connection between Kaizen and other Lean Manufacturing tools is shown in Fig. eleven.

Rice.

Rice.

To implement Lean Manufacturing, James Womack proposed the following algorithm (Fig. 12):

• 1) Find an agent of change, a leader. Typically this role is filled by one of the company's leaders. It is only important that this is one of the leaders who can take responsibility for the coming changes.
• 2) Get necessary knowledge according to the lean production system. The change agent must be so imbued with the ideas of lean production that they must become second nature to him, otherwise all transformations will immediately stop at the first drop in production. Nowadays there are many ways to gain knowledge. These include literature, of which there is now no shortage, training courses (seminars, trainings) organized by numerous consulting companies. It can be very useful to visit one of the enterprises that have successfully implemented lean manufacturing.
• 3) Use or create a crisis that will become leverage. It is the crisis that serves as a good motive for introducing the Lean Production concept in an organization. Unfortunately, many business leaders realize the need to use a lean approach only when faced with serious problems.
• 4) Describe value streams. First, reflect the current state of material and information flows. Then create a future state map from which operations and processes that do not create value for the customer will be excluded. After this, determine a plan for the transition from the current state to the future.
• 5) Start as quickly as possible with activities that are accessible, but important and visible to everyone. In many cases, it is recommended that the transformation begin with the physical production process, where the results of the change are most visible. In addition, you can start with processes that, although extremely important for the company, are nevertheless performed very poorly.

Rice.

• 6) Strive to get the results of the work done as soon as possible. Immediate feedback is one of the most important characteristics"Lean Production" concept. Employees must see with their own eyes how new methods produce results. It is psychologically important for them to see that the organization is beginning to really change.
• 7) As soon as a convenient opportunity arises, move on. Once the first local results are achieved, changes can begin to be made in other parts of the value stream. The scope of lean manufacturing should be expanded. For example, transfer the methodology from production to offices, use the practice of continuous improvement (kaizen).

Lean(from English lean production, lean manufacturing- "slender" production") is a concept for managing a manufacturing enterprise, based on the constant desire to eliminate all types of losses. Lean manufacturing involves the involvement of each employee in the business optimization process and maximum customer focus. It arose as an interpretation of the ideas of the Toyota production system by American researchers of its phenomenon.

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  The starting point of the concept is assessing the value of the product for the end consumer at each stage of its creation. The main objective is to create a process for continuous elimination of waste, that is, the elimination of any activities that consume resources but do not create value (are not important) for the end consumer. A term from the Toyota Production System - muda - is sometimes used as a synonym for waste. (Japanese: 無駄 muda) , meaning all kinds of costs, losses, waste, garbage. For example, the consumer does not need the finished product or its parts to be in stock. However, with a traditional management system, warehouse costs, as well as all costs associated with rework, defects, and other indirect costs are passed on to the consumer.

  In accordance with the concept of lean manufacturing, all enterprise activities are divided into operations and processes that add value to the consumer, and operations and processes that do not add value to the consumer. The goal of “lean manufacturing” is the systematic reduction of processes and operations that do not add value.

  Types of losses

  • unit flow
  • total productive maintenance TPM)
  • poka-yoke (" error protection" and baka-yoke - " protection from fools") is a method of preventing errors.

  Story

  The founder of the concept of “lean manufacturing” is considered to be Taiichi Ohno, who created the production system at Toyota in the 1950s. A significant contribution to the development of the theory and practice of lean manufacturing was made by Taiichi Ono's colleague and assistant, Shigeo Shingo, who, among other things, created the rapid changeover method (SMED). And if Taiichi Ohno knew what it took to eliminate losses, Shigeo Shingo knew how to do it.

  American experts studied the system and conceptualized it under the name lean production (lean manufacturing), the term "lean" was first coined by John Krafcik. Lean manufacturing concepts were first applied to discrete manufacturing industries, most notably the automotive industry. The concept was then adapted to process production conditions. Later, the ideas of “lean production” began to be applied in trade, services, utilities, healthcare, the education system, armed forces, public administration sector and in many other activities.

  Industry options

  Lean logistics ( lean logistics) - a pull logistics system that unites the entire chain of suppliers involved in the value stream, in which partial replenishment of stocks occurs in small quantities; the main indicator of such a system is the total logistics cost (English: total logistics cost, TLC).

  Lean healthcare - time saving concept medical personnel not directly related to patient care.

  Lean mail - in the Danish postal department, as part of the understanding of the concept of lean production, a large-scale standardization of all offered services was carried out to increase labor productivity, speed up postal shipments, “cards for the continuous creation of their value” were introduced to identify and control postal services, a system of motivation for postal mail was developed and implemented employees.

  Lean construction is a management strategy in the spirit of the concept of “lean production” in the construction industry, aimed at increasing the efficiency of all stages of construction.

  Lean government, lean city - a series of various concepts for applying the principles of lean production in state and municipal government, urban management.

  see also

  Notes

  Literature

  • Womack James P., Jones Daniel T. Lean manufacturing. How to get rid of losses and achieve prosperity for your company. - M.,: "Alpina Publisher", 2011. ISBN 978-5-9614-1654-1
  • Womack James P., Jones Daniel T., Rus Daniel. The machine that changed the world. - M.: Potpourri, 2007. ISBN 978-985-483-889-2
  • Golokteev K., Matveev I. Production management: tools that work., St. Petersburg. : Peter, 2008.

  Lean manufacturing is an enterprise management system that helps eliminate waste and improve business efficiency. In this article we will explain the essence of the system and talk about the key principles.

  Lean manufacturing is...

  In short, this is a production culture, and not a set of tools and methods for improving and increasing work efficiency. The system is based on a constant desire to eliminate all types of losses.

  The introduction of the lean production concept implies that all employees of the enterprise are familiar with the basics of this theory, accept it and are ready to build their activities in accordance with it.

  How the system came about

  The concept originated in Japan after World War II, when large-scale efforts were required to restore industry, infrastructure, and the country as a whole, and resources were extremely limited. In such conditions, the founder of the concept, Taiichi Ono, implemented his management system at Toyota factories.

  Later, American researchers transformed the Toyota production system (TPS) into a Lean manufacturing system, which includes not only the developments of the Toyota concern, but also the advanced experience of Ford companies, the works of F. Taylor and E. Deming.

  Four steps to lean production. Implementation practice.

  Philosophy concept

  The concept is based on assessing the value of the final product for the consumer. Therefore, all processes occurring in the enterprise are considered from the point of view of creating additional value. The goal is to minimize processes and operations in manufacturing that do not add value to the product in order to eliminate waste.

  There are 8 types of main losses:

  1. Overproduction, cluttering of finished goods warehouse.
  2. Expectation. In the absence of an established production process, downtime occurs, which adds cost to the product.
  3. Unnecessary transportation. The less movement of material assets in space, the lower the costs.
  4. Unnecessary processing steps that do not add significant value.
  5. Excess stocks of raw materials and supplies.
  6. Defects and defects. A significant loss that affects the costs and image of the enterprise.
  7. Unrealized employee potential. Trust and attention to people is a key element of the system.
  8. Overload and downtime due to insufficient planning.

  Regardless of the company’s position in the market and its financial indicators, it must continually improve its processes. The organization of a lean production system is not a one-time action on the principle of “set it up and everything works,” but a continuous process that lasts for years.

  Read also:

  How it will help: understand when to abandon unprofitable or unpromising investments in order to avoid large losses.

  How it will help: identify the company’s business processes that bring additional losses and identify those responsible.

  Lean Manufacturing Principles

  Over time, lean production management techniques emerged. There are more than thirty of them in total, but in the article we will consider the main ones - for the most wide range enterprises:

  How it will help: develop effective plan cost optimization.

  How it will help: determine which expenses should be cut completely during a crisis, what else can be saved on, what measures to apply to optimize the company’s costs.

  How it will help: find out the reasons for their growth and what to do to limit it.

  Examples of using the lean manufacturing concept in Russia

  The GAZ Group has been implementing the lean system for more than 15 years and received the following results:

  • reduction in the volume of work in progress by 30%;
  • increase in labor productivity by 20–25% every year;
  • reduction of time for equipment changeover up to 100%;
  • reduction of the production cycle by 30%.

  In 2013, RUSAL began to connect suppliers to the lean production system, first of all, transport companies, because Logistics costs make up a large part of the cost of production. This approach resulted in a 15% cost savings over five years.

  The integrated application of lean production methods in the KAMAZ association made it possible to obtain a significant economic effect:

  • reduction in tact by 1.5 times,
  • release of 11 thousand pieces of large containers,
  • reduction of inventories by 73 million rubles,
  • reduction of production space by 30%.

  The path to success for the listed companies took from 7 to 15 years. Advice for those who have begun implementing the system - do not give up what you started if there are no results in the coming months and years.

  Lean manufacturing technologies

  1. Value Stream Mapping

  Mapping is a graphical representation of an enterprise’s business processes and their further optimization (see. ). The process involves creating a visual and understandable map of creating value for the client - a product or service. As a result, you will identify bottlenecks in production and determine the path to improving the situation.

  2. Pulling continuous production(pull production)

  The point is that each previous stage produces only what the next one orders from it. Since the consumer is the last in the chain of stages, the “pull” mechanism means maximum customer focus. The final price is “flow into one product”, where the goods at each stage are produced to order, that is, there are no stocks of raw materials, no work in progress, or stocks of finished goods in the warehouse. Such a mechanism is rather a utopia, but constant attention to inventory management and reducing them to a minimum is effective tool cost reduction.

  CANBAN means card in Japanese. The essence of the method is that the “customer” department generates a production order card for the “supplier” department and the “supplier” supplies the “customer” with exactly the volume of raw materials, components or finished products that were ordered. CANBAN can operate not only within one enterprise, but also between several enterprises within a holding company or even with suppliers. Thus, intermediate warehouses and finished product warehouses are reduced down to zero. But using the CANBAN tool requires a high degree of consistency across the supply chain. Another significant advantage of the system is the timely detection of defects, which are sometimes hidden during mass deliveries. Therefore, CANBAN's goal is not only "zero inventory" but also "zero defects."

  4. Kaizen

  The fusion of two hieroglyphs “kai” and “zen” (“change” and “good”) is a philosophy of continuous improvement of business processes in general and each individual process in particular. The good thing about this tool is that it shows the general methodology for working on processes and can be used in any area, even outside of work. The idea of ​​kaizen is that each employee, from the operator to the company manager, brings a certain value and strives to improve the part of the process for which he is responsible.

  The 5S system is one of the lean manufacturing methods. The system describes the productive organization of the workplace and the strengthening of work discipline.

  6. Just in time (just in time)

  A lean manufacturing tool involves the production and delivery of raw materials, parts and components no earlier and no later than the moment the need for these material assets arises. It is related to the “Pull Manufacturing” described above and helps to reduce raw material balances in warehouses, storage and moving costs, and increase cash flow.

  7. Fast readjustment(SMED - Single Minute Exchange of Die)

  The method is designed to reduce equipment downtime during changeover by converting internal operations into external ones. Internal operations are those that are performed while the equipment is stopped, external operations are those that are performed while the equipment is still running or is already running.

  8. Total Productive Maintenance System

  The system assumes that all personnel, and not just technical employees, are involved in equipment maintenance. The focus is both on selecting the highest quality, most modern equipment for the plant and ensuring that it performs at peak performance, extending its life through preventive maintenance schedules, lubrication, cleaning and general inspection.

  9. Finding the bottleneck

  Or, in other words, finding the weak link. The tool is based on the fact that in production there is always a bottleneck that needs to be found and expanded. The search for a weak link needs to be done periodically, this is the key to improvement.

  10. Gemba. "Battle Site"

  This tool is designed to constantly remind you that the main action (“battle”) takes place not in the head office, but in the workshops. This is a planned (regular) or unplanned (for example, due to a problem) exit of managers to production, which allows increasing the involvement of management in the process, obtaining first-hand information, and reducing the distance between employees and managers.

  Lean

  Lean(lean production, lean manufacturing - English) lean- “skinny, slender, without fat”; in Russia, the translation “lean” is used; there are also variants “harmonious”, “sparing”, “thrifty”, in addition there is a variant with transliteration - “lin”) - a management concept based on a steady desire to eliminate all types of losses. Lean manufacturing involves the involvement of each employee in the business optimization process and maximum customer focus.

  Lean manufacturing is an interpretation of the ideas of the Toyota Production System by American researchers of the Toyota phenomenon.

  Key Aspects of Lean Manufacturing

  The starting point of lean manufacturing is customer value.

  Value is the utility inherent in the product from the customer's point of view. Value is created by the manufacturer as a result of a series of sequential actions.

  The heart of lean manufacturing is the process of eliminating waste.

  Losses is any activity that consumes resources but does not create value for the consumer.

  Losses in Japanese are called muda- a Japanese word that means waste, that is, any activity that consumes resources but does not create value. For example, the consumer does not need the finished product or its parts to be in stock. However, with a traditional management system, warehouse costs, as well as all costs associated with rework, defects, and other indirect costs are passed on to the consumer.

  In accordance with the concept of lean manufacturing, all activities of an enterprise can be classified as follows: operations and processes that add value to the consumer, and operations and processes that do not add value to the consumer. Hence, anything that does not add value to the customer is classified as waste and must be eliminated.

  Types of losses

  • losses due to overproduction;
  • loss of time due to waiting;
  • losses due to unnecessary transportation;
  • losses due to unnecessary processing steps;
  • losses due to excess inventory;
  • losses due to unnecessary movements;
  • losses due to the release of defective products.

  Jeffrey Liker, who along with Jim Womack and Daniel Jones actively researched the Toyota manufacturing experience, identified the 8th type of waste in the book “The Toyota Way”:

  • unrealized creative potential of employees.

  It is also customary to distinguish 2 more sources of losses - muri and mura, which mean “overload” and “unevenness”, respectively:

  Mura- uneven performance of work, such as a fluctuating schedule of work caused not by fluctuations in end-user demand but rather by the nature of the production system, or an uneven pace of work to complete an operation, causing operators to rush and then wait. In many cases, managers can eliminate unevenness by leveling out planning and paying close attention to the pace of work.

  Muri- overload of equipment or operators, which occurs when working at a higher speed or pace and with greater effort over a long period of time - compared to the design load (design, labor standards).

  Basic principles

  Jim Womack and Daniel Jones, in their book Lean: How to Eliminate Waste and Thrive Your Company, outline lean manufacturing as a five-step process:

  1. Determine the value of a specific product.
  2. Determine the value stream for this product.
  3. Ensure the continuous flow of the product value stream.
  4. Allow the consumer to pull the product.
  5. Strive for perfection.

  Other principles:
  • Excellent quality (delivery on first presentation, zero defect system, detection and solution of problems at their source);
  • Flexibility;
  • Establishing long-term relationships with the customer (by sharing risks, costs and information).

  Lean Manufacturing Tools

  Taiichi Ohno wrote in his work that the Toyota production system rests on two “pillars” (often called the “pillars of TPS”): the jidoka system and the “just-in-time” system.

  • Unit flow
  • Total equipment care - Total Productive Maintenance (TPM) system
  • Poka - yoke (“error protection”, “fool proof”) - a method of preventing errors - a special device or method due to which defects simply cannot appear.

  Implementation algorithm (according to Jim Womack)

  1. Find a change agent (you need a leader who can take responsibility);
  2. Obtain the necessary knowledge on the Lean system (knowledge must be obtained from a reliable source);
  3. Find or create a crisis (a good motive for introducing Lean is a crisis in an organization);
  4. Map the entire value stream for each product family;
  5. Start work in the main areas as quickly as possible (information about the results should be available to the organization’s personnel);
  6. Strive to get results immediately;
  7. Carry out continuous improvements using the Kaizen system (move from value creation processes on the shop floor to administrative processes).

  Typical mistakes when implementing lean manufacturing

  • Misunderstanding of the role of management when implementing a Lean system
  • Building a “System” that does not have the necessary flexibility
  • Starting implementation not from the “basics”
  • Jobs change, but habits don't change
  • Measure everything (collect data), but react to nothing
  • “Paralytic analysis” (endless analysis of the situation, instead of continuous improvements)
  • Do without support

  Lean culture

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

  Efficiency

  Overall, the use of lean manufacturing principles can have significant effects. Prof. O. S. Vikhansky argues that the use of lean manufacturing tools and methods makes it possible to achieve a significant increase in the efficiency of the enterprise, labor productivity, improvement in the quality of products and increased competitiveness without significant capital investments.

  Story

  The father of lean manufacturing is considered to be Taiichi Ohno, who began working at Toyota Motor Corporation in 1943, integrating the best world practices. In the mid-1950s, he began to build a special production organization system called the Toyota Production System or Toyota Production System (TPS).

  The Toyota system became known in the Western interpretation as Lean production, Lean manufacturing, Lean. The term lean was proposed by John Krafcik, one of the American consultants.

  A significant contribution to the development of the theory of lean manufacturing was made by Taiichi Ono's colleague and assistant, Shigeo Shingo, who, among other things, created the SMED method.

  The ideas of lean manufacturing were expressed by Henry Ford, but they were not accepted by business because they were significantly ahead of their time.

  The first disseminator of the Kaizen philosophy throughout the world was Masaaki Imai. His first book, Kaizen: The Key to Japan's Competitive Success, was published in 1986 and translated into 20 languages.

  Lean manufacturing concepts were first applied to discrete manufacturing industries, most notably the automotive industry. The concept was then adapted to continuous production conditions. Gradually, lean ideas went beyond manufacturing, and the concept began to be applied in trade, services, utilities, healthcare (including pharmacies), the armed forces and the public sector.

  In many countries, the spread of lean manufacturing is governmental support. In a period of intense competition and an escalating crisis, enterprises around the world have no other way than, using the world's best management technologies, to create products and services that maximally satisfy customers in terms of quality and price.

  Regular international and regional conferences contribute to the dissemination of Lean ideas. One of the largest platforms for the exchange of best practices in lean manufacturing in Russia is the Russian Lean Forums (since 2011 - Russian Forum “Development of Production Systems”), which have been held annually since 2006.

  Examples of using

  Lean card. The deployment of the lean production concept in Russia is presented on the Lean map - the world's first lean production map. The Lean map created by ICSI and the Leaninfo.ru Blog identifies enterprises that, according to available information, use lean production tools, as well as lean people - that is, people who are famous, have significant experience in lean production and are active in spreading lean ideas. The map is constantly updated, mainly thanks to user information. Upon application with confirmation, you can mark on the map any organization using lean manufacturing methods.

  The world's largest companies successfully use Toyota's experience: Alcoa, Boeing, United Technologies (USA), Porsche (Germany), Instrument Rand (Russia) and many others.

  Lean logistics (Lin logistics). The synthesis of logistics and lean concepts made it possible to create a pull system that unites all firms and enterprises involved in the value stream, in which partial replenishment of inventories in small batches occurs. Lean logistics uses the Total Logistics Cost (TLC) principle.

  Lean manufacturing in medicine.. According to expert estimates, approximately 50% of the time of medical personnel is not spent directly on the patient. There will be a transition to personalized medicine, in which the patient receives help “at the right time and in the right place.” Medical institutions should be located so that the patient does not have to waste time on numerous trips and waits in other places. Now this leads to significant financial expenses for patients and a decrease in the effectiveness of treatment. In 2006, at the initiative of the Lean Enterprise Academy (UK), the first EU conference on the problem of introducing Lean in the healthcare sector was held.

  Lean mail. In the Danish Postal Department, as part of Lean Manufacturing, a large-scale standardization of all services offered was carried out to increase labor productivity and speed up postal shipments. To identify and control postal services, “maps for the continuous creation of their value” have been introduced. An effective system of motivation for postal employees has been developed and implemented.

  Lean office. Lean manufacturing methods are increasingly used not only in production, but also in offices (lean office), as well as in local and central authorities government controlled.

  Lean House. The use of lean technology in everyday life makes it possible to make life environmentally friendly and reduce energy costs to a minimum level. The passive house is a typical example of lean living. A passive house, or rather an energy-efficient house, is a house in which heating costs are about 10% of normal energy consumption, which practically makes it energy independent. The heat loss of a Passive House is less than 15 W. hour/m² per year (for comparison, in an old house there is 300 W.hour/m² per year), and the need for minor heating of the house arises only at negative outside temperatures. At temperatures below minus 20, a passive house cools down by 1 degree per day.

  Negative aspects of lean manufacturing

  It should also be noted that the implementation of lean manufacturing also has certain negative aspects. In practice, quite a large number of companies practicing lean manufacturing, following Toyota, widely use so-called labor. temporary workers on short-term contracts who can easily be laid off if production volumes decline. For example, in 2004, Toyota employed 65,000 permanent workers and 10,000 temporary workers.

  see also

  • Toyota: 14 principles of doing business
  • Lean Design

  Notes

  Literature

  • Womack James P., Jones Daniel T. Lean manufacturing. How to get rid of losses and achieve prosperity for your company. - M.,: “Alpina Publisher”, 2011. ISBN 978-5-9614-1654-1
  • Womack James P., Jones Daniel T., Rus Daniel. The machine that changed the world. - M.: Potpourri, 2007. ISBN 978-985-483-889-2
  • Golokteev K., Matveev I. Production management: tools that work., St. Petersburg. : Peter, 2008. ISBN 978-5-91180-599-9
  • Taiichi Ono. Toyota Production System: Moving away from Mass Production. - M: Publishing House ICSI, 2012. ISBN 978-5-903148-39-4
  • Shigeo Shingo. Study of the Toyota production system from the point of view of production organization. - M: ICSI, 2010. ISBN 978-5-903148-35-6
  • Pascal Dennis. Sirtaki in Japanese: about the Toyota production system and more ISBN 978-5-903148-04-2
  • Yasuhiro Monden. Toyota management system. - M. Publishing house ICSI, 2007, ISBN 978-5-903148-19-6
  • Liker Jeffrey. The Tao of Toyota: 14 principles of management of the world's leading company - M.,: Alpina Publisher, 2011. ISBN 978-5-9614-1590-2
  • Shook John, Rother Michael. Learn to See Business Processes: The Practice of Value Stream Mapping (2nd edition). - M.,: “Alpina Publisher”, 2008. ISBN 978-5-9614-0621-4
  • George L. Michael. Lean + Six Sigma. Combining Six Sigma quality with Lean speed. - M: Alpina Publisher, 2007 ISBN 978-5-9614-0636-8
  • Mary Poppendieck, Tom Poppendieck. Lean software production: from idea to profit. - M.: Williams, 2010. ISBN 978-5-8459-1538-2
  • Mark Graban. Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction (English) ISBN 978-1-4200-8380-4

  Links

  Specialized resources:

  • Vestnik Lin - Newspaper and online magazine about lean manufacturing
  • Lean manufacturing and lean technologies - Everything about lean manufacturing tools, Kaizen philosophy, experience and prospects of Lean in Russia
  • Books on lean manufacturing - ICSI Publishing
  • Blog "Kaizen" - materials on lean production
  • A Practical Blog on Lean Manufacturing and Continuous Improvement
  • State advanced training courses in the field of lean manufacturing

  Education:

  • Russian Lean School - a complex of educational services, including certification courses, additional professional education, kaizen tours, trainings and seminars of leading foreign and Russian experts. Organization and conduct of excursions
  • MBA-Production Systems - MBA Program-Production Systems in High school business of Moscow State University named after M.V. Lomonosov. State diploma
  • The Orgprom group of companies is a leading Russian provider providing a full range of services for the development of lean manufacturing
  • - Institute of Lean-Practice. State diploma
  • Lean and ISO certification - The relationship between ISO and Lean systems.

  Unions, social movements, public organizations:

  • Interregional public movement “Lin-forum. Lean Manufacturing Professionals" - brings together the efforts of all lean manufacturing enthusiasts. Has more than 900 members

  Important articles and materials:

  • Lean improvement and management balancing

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