This audiobook, in a convenient and accessible form, outlines the essence of lean manufacturing methods such as the 5S system or Kanban. With the help of a detailed guide, you can easily monitor unnecessary movement of personnel, identify losses from excess inventory, organize an assault on the workplace, and most importantly, improve the quality of productivity. Quote "Some simple tools are overlooked due to the desire to implement the latest and greatest." best systems. Make no mistake! The old tools are still in use today and can help organizations simplify production processes and reduce production costs.” Michael Vader What is the audiobook about? About the intricacies of the LIN concept, thanks to which it is possible to reduce production costs, overproduction, and long waits. finished products and many other hidden losses. Why an audiobook is worth listening to? Universal edition: suitable both as a tool for lectures in the classroom and for use directly in the production process. 12 key questions have been identified that need to be answered when implementing a LIN strategy. Lean production systems (JIT, 5C, etc.): differences in implementation efficiency. Who is this audiobook for? It will be of interest to anyone interested in quality improvement methods, as well as managers of manufacturing companies and managers of sales departments. Who is the author Michael Vader - President of Lean Plus, Director of the Lean Manufacturing system implementation group, USA. Has over 25 years of experience practical experience teaching, consulting and mentoring in nine countries (USA, India, Indonesia, Russia, etc.). He is a Certified Quality Manager and a Certified Quality Auditor from the American Society for Quality.

On our website you can download the book "Lean Manufacturing Tools. Mini-guide to implementing lean manufacturing techniques" by Vader Michael for free and without registration in fb2, rtf, epub, pdf, txt format, read the book online or buy the book in the online store.

Five algorithms for implementing LEAN from leading practitioners, building a Lean Six Sigma roadmap, twelve checklists various formats and level of complexity, the use of popular LEAN tools: 5S, SMED, TPM, VSM and others - on the pages of the new Practical Guide.

Publisher: Portal "Production Management"
Number of pages 110
Release date 2014
Report language Russian
Method of delivery Electronically
Study format PDF

SpoilerTarget">Spoiler

Spoiler: Detailed description
Step-by-step algorithm for implementing LEAN

"LEAN. Lean. Practical Guide" is a unique collection of algorithms and roadmaps for the implementation of Lean Manufacturing.

We will look in detail at the five stages of LEAN implementation - planning, implementation, deployment, integration and improvement - and answer questions about how long each stage takes and what steps it consists of, paying attention to individual tools that are organically integrated into the LEAN concept: 5S, SMED, TPM and preventive maintenance of equipment.

12 checklists of varying levels of complexity and scope of application
- 5 algorithms for implementing LEAN from leading theorists and practitioners
- building a roadmap for the implementation project LEAN Six Sigma
- adapted for the Russian-speaking manufacturer in terms of terminology and presentation of material

Maximum focus on practical use
The strength of the manual is its maximum focus on practical use.
In our Practical Guide there is no theory already known to you, we do not tell you what LEAN is and how important its implementation is for the future of the company. We offer clear algorithms with step-by-step deployment of the LEAN system, which have been tested by hundreds of enterprises. For each stage, several checklists are provided so that you can evaluate your successes, see shortcomings and adjust the plan and progress of implementing Lean Manufacturing.

More about checklists
In order for you to assess your readiness to move from one stage to another, we have prepared 12 checklists - from basic ones, assessing the overall readiness of the enterprise for LEAN in the main areas of production management, to more complex ones, penetrating deeply into the processes occurring in the organization. They will help you assess your own level and, if necessary, immediately make the required adjustments to the implementation program, refine overlooked aspects, preventing problems from moving to the next level.
Each checklist is universal and maximally adapted to the needs of a wide range of enterprises. You can easily adjust the checklists presented to suit your specific needs, job hierarchy, requirements for organizing workplaces or holding special events.
Who is this guide intended for?

The practical guide is intended for:
- top management (general, executive director);
- production managers (production director, technical director);
- heads of departments (implementation of LEAN, Lean Manufacturing, corporate Production System);
- specialists and key project managers in production and workshops.
Practical guidance using checklists will make it possible to monitor the progress of LEAN implementation at all levels from the workplace, department, workshop to management of the entire enterprise, and will also allow you to implement LEAN implementation yourself and carry out its regular assessment, without paying for expensive consultant services each time.

Key questions this guide answers

Can I initiate and implement a LEAN implementation project with the help of a guide?
Yes! A practical guide will help you choose a LEAN implementation strategy, create a road map and draw up a project implementation plan with a foreseeable time frame.

Is the manual suitable for my type of business? For my department?
Yes! The guide is universal and maximally adapted for a wide range of enterprises. You can also always adjust the presented checklists to suit your specific needs.

Is it possible to print out checklists and distribute them to responsible employees?
Yes! The manual is fully prepared for printing. You can print both the entire manual and its individual elements: algorithms, checklists, forms, etc.

We are already implementing Lean Manufacturing at our enterprise. Will we find this guide helpful?
Yes! Thanks to the presence of a large number of checklists, the manual will help you both adjust the course of LEAN implementation and conduct an audit of the system already implemented at the enterprise. You will be able to conduct a general and in-depth assessment, and the point system will help you determine how well LEAN functions, where it is necessary to carry out extra work and how close your indicators are to world standards. With the help of checklists, you will be able to track staff engagement, production performance, integration with suppliers and many other elements of the Production System.

Five algorithms for implementing LEAN from leading practitioners, building a Lean Six Sigma roadmap, twelve checklists of various formats and levels of complexity, using popular LEAN tools: 5S, SMED, TPM, VSM and others - on the pages of the new Practical Guide.

Publisher: Portal "Production Management"
Number of pages 110
Release date 2014
Report language Russian
Method of delivery Electronically
Study format PDF

SpoilerTarget"> Spoiler: Detailed description

Step-by-step algorithm for implementing LEAN

"LEAN. Lean. Practical Guide" is a unique collection of algorithms and roadmaps for the implementation of Lean Manufacturing.

We will look in detail at the five stages of LEAN implementation - planning, implementation, deployment, integration and improvement - and answer questions about how long each stage takes and what steps it consists of, paying attention to individual tools that are organically integrated into the LEAN concept: 5S, SMED, TPM and preventive maintenance of equipment.

12 checklists of varying levels of complexity and scope of application
- 5 algorithms for implementing LEAN from leading theorists and practitioners
- building a roadmap for the LEAN Six Sigma implementation project
- adapted for the Russian-speaking manufacturer in terms of terminology and presentation of material

Maximum focus on practical use
The strength of the manual is its maximum focus on practical use.
In our Practical Guide there is no theory already known to you, we do not tell you what LEAN is and how important its implementation is for the future of the company. We offer clear algorithms with step-by-step deployment of the LEAN system, which have been tested by hundreds of enterprises. For each stage, several checklists are provided so that you can evaluate your successes, see shortcomings and adjust the plan and progress of implementing Lean Manufacturing.

More about checklists
In order for you to assess your readiness to move from one stage to another, we have prepared 12 checklists - from basic ones, assessing the overall readiness of the enterprise for LEAN in the main areas of production management, to more complex ones, penetrating deeply into the processes occurring in the organization. They will help you assess your own level and, if necessary, immediately make the required adjustments to the implementation program, refine overlooked aspects, preventing problems from moving to the next level.
Each checklist is universal and maximally adapted to the needs of a wide range of enterprises. You can easily adjust the checklists presented to suit your specific needs, job hierarchy, requirements for organizing workplaces or holding special events.
Who is this guide intended for?

The practical guide is intended for:
- top management (general, executive director);
- production managers (production director, technical director);
- heads of departments (implementation of LEAN, Lean Manufacturing, corporate Production System);
- specialists and key project managers in production and workshops.
Practical guidance using checklists will make it possible to monitor the progress of LEAN implementation at all levels from the workplace, department, workshop to management of the entire enterprise, and will also allow you to implement LEAN implementation yourself and carry out its regular assessment, without paying for expensive consultant services each time.

Key questions this guide answers

Can I initiate and implement a LEAN implementation project with the help of a guide?
Yes! A practical guide will help you choose a LEAN implementation strategy, create a road map and draw up a project implementation plan with a foreseeable time frame.

Is the manual suitable for my type of business? For my department?
Yes! The guide is universal and maximally adapted for a wide range of enterprises. You can also always adjust the presented checklists to suit your specific needs.

Is it possible to print out checklists and distribute them to responsible employees?
Yes! The manual is fully prepared for printing. You can print both the entire manual and its individual elements: algorithms, checklists, forms, etc.

We are already implementing Lean Manufacturing at our enterprise. Will we find this guide helpful?
Yes! Thanks to the presence of a large number of checklists, the manual will help you both adjust the course of LEAN implementation and conduct an audit of the system already implemented at the enterprise. You will be able to conduct a general and in-depth assessment, and the scoring system will help you determine how well LEAN is functioning, where additional work needs to be done, and how close your performance is to global standards. With the help of checklists, you will be able to track staff engagement, production performance, integration with suppliers and many other elements of the Production System.

Lean Manufacturing: How to Eliminate Waste and Make Your Company Prosper

• Lean manufacturing is, without exaggeration, the main thing worth learning from the Japanese in the field of management.
• Every manager, regardless of industry, should know this method, because its basis is to combat losses.
• This book became an international bestseller and went through many reprints.

The book is written in detail, clearly and contains not only a description of the theory, but also many examples from the experience of leading companies in the USA, Germany and Japan.

Study of the Toyota production system from the point of view of production organization

If a company is just beginning to explore the possibilities of using methods and tools production system Toyota executives should read this book.

If a company has decided to implement lean manufacturing tools in its company or is already on this path, then every employee should read and use this book in daily practice.
This book will be useful to everyone involved in production processes. And not only at the factory, but also in the office.

The Toyota Way: 14 management principles for the world's leading company

Why the book is worth reading

• Toyota's example inspires and pushes us on the path to personal achievement;
• The publication is based on 20 years of observation and study of the company's philosophy, thus including the "improved" and most effective formula success;
• Debunking myths about the impossibility of applying foreign experience to Russian market;
• Secrets of long-term success, based not on newfangled management trends, but on timeless management classics.

Who is this book for?

For managers and entrepreneurs, as well as students and teachers of economic universities.

Why the book is worth reading

• A timeless classic of efficient production, relevant at all times.
• Methods to reduce labor costs are not a myth, but a reality;
• Free time at work: how it is better to do nothing than to do something unnecessary;
• What are the consequences of the absence of a production leveling system?
• Synthesis of Japanese and American management styles - how effective is it?

Who is this book for?

Designed for managers seeking to reduce production losses and improve their company's production system; for managers of all levels and students whose specialty lies in the field of production and services.

Learn to see business processes: Practice of creating value stream maps

To improve processes, first of all, it is necessary to ensure their visualization and transparency, that is, to clearly see and understand how the process works, where added value is created, where losses occur. Value stream maps allow you to describe processes of any kind, both production and service. This book is the first publication in Russia that describes in detail the methodology for constructing value stream maps - one of the most important tools of lean manufacturing. The proposed methodology was developed by Michael Rother and John Shook based on their personal experience work with Toyota. The book is aimed at practicing managers, as well as specialists in any field of activity who are interested in improving the efficiency of business processes. It can be used as teaching aid for students of higher and secondary technical educational institutions.

Value stream map from the presentation for the seminar “Lean Manufacturing: Tools and Practices”

Why the book is worth reading

• Involuntary comparisons with lean manufacturing theory are an excellent opportunity to identify similarities and differences. Japanese management and their integration into Russian business;
• Japanese terms fit so well into the entire presented management system that they do not irritate and do not seem foreign;
• Identification of all problems associated with the implementation of Gemba Kaizen in Western markets;
• Psychological and material benefits of kaizen, identified through numerous examples
• Gemba Kaizen as a concept, a management system, and not a separate management tool.

Who is this book for?

For managers at all levels interested in finding methods to maintain and develop the long-term competitiveness of their companies. It will be of interest not only to undergraduate and graduate students involved in management, marketing, quality, logistics and other relevant approaches to doing business, but also to anyone interested in the development of modern economic thought.

Why the book is worth reading

• Goldratt's reasoning method has gained extreme popularity because it allows one to successfully resolve many contradictions: between deadlines and quality, cost and expenses, required productivity and available resources;
• Until recently, information about the basic tools of Goldratt's method of reasoning was presented in a very incomplete and scattered form, and this book is the first systematic, intended for professional use guide.
• With this book, you will be able to determine what needs to change in your organization, how to identify obvious and hidden problems using logic trees, and how to eliminate them.

Who is this book for?

For entrepreneurs and managers at all levels who want to significantly increase business efficiency with the help of breakthrough solutions.

Why the book is worth reading

• Lean Manufacturing VS Lean Procurement;
• Product value stream: how to eliminate non-value-creating steps?
• Net value with zero waste is a reality, not a myth!
• Differences and similarities between the stages of consumption and production against the background of the evolution of the production process;
• The transition from fragmented consumption of individual products to complex solutions the ultimate goal of lean consumption.

Who is this book for?

The book is addressed to senior and middle managers, entrepreneurs, specialists of consulting companies, as well as students and teachers of economic universities.

The book presents step by step plan implementation of the 5S system with templates of forms, checklists and others necessary materials. The knowledge gleaned from this book can be successfully used in banks, insurance, consulting and other service companies, government, social and educational institutions.

The advice offered on organizing an effective workplace is so universal that the book can be recommended to a wide range of readers.

The book describes the principles of the revolutionary 5S system - a workplace organization system. The book is aimed at factory employees. But at the same time, it will benefit everyone who wants to make their own workplace more efficient (whether it is a workplace in a workshop or a bank office, a director’s or accountant’s office).

You will learn how to properly organize your workspace, how to keep it clean and tidy, how to avoid the accumulation of unnecessary things, and as a result make your workplace exemplary.

The lean manufacturing (LP) methodology has been used to optimize business processes in Russia for more than ten years. However, despite the fact that many organizations claim to use BP tools, few companies in Russia are truly lean

Ivan AlekseevichWatchman,
Postgraduate student, Department of Aircraft and Helicopter Engineering, Federal State Budgetary Educational Institution of Higher Education « Novosibirsk State Technical University"

annotation . The subject of this article is a description of algorithms for applying the concept of “Lean Manufacturing” by Taiichi Ono, James Womack, Michael Weider, Jeffrey Liker, Shigeo Sing, Dennis Hobbs. All presented algorithms are divided into steps and given short description every step. In conclusion, the article makes an attempt to combine the presented algorithms and the author’s experience in applying the concept. As a result, our own algorithm is described.

Abstract The subject of this article is description of the algorithms of "Lean Production" Taich Ohno, James Womack, Michael Vader, Jeffrey Liker, Shigeo Singo, and Dennis Hobbs. All presented algorithms are divided into the steps and description of each step are briefed. In conclusion, the article is an attempt to combine the algorithms presented and experience of the author on the application of the concept. As a result, it described its own algorithm.

Keywords : lean manufacturing, Lean production, business process optimization, operational efficiency

Keywords : Lean Production, optimization of business processes, operational effectiveness.

Introduction

The lean manufacturing (LP) methodology has been used in Japan for more than 60 years. In America, the term Lean production was introduced by John Krafcik in 1990. On the territory of Russia, the Gorky Automobile Plant (GAZ) is considered a pioneer in the field of power supply. The first Japanese consultants arrived in Russia in 2002, and already in March 2003 GAZ began optimizing the existing production system. Thus, for 13 years now, Russian enterprises have been using the BP concept to optimize business processes.

Consulting centers and consultants in the field of BP offer their algorithms for using BP. This article will give a brief overview of existing ones and propose our own model for using this concept.

Despite the fact that many companies claim to use BP tools, not many companies in Russia remain truly lean. It is quite difficult to identify the reasons for the current situation. Some consultants argue that there is no consistency at all stages of implementation. Someone says that BP is a philosophy and many years must pass for its adoption. There is also a strong opinion that all efforts to introduce BP are frustrated by the strong centralization of power at the enterprise, or by the Russian mentality of workers. In fact, it is not entirely correct to give such an assessment. Because no two BP projects are the same. Thus, it can be argued that none of the algorithms proposed to date is universal for enterprises of the Russian Federation.

Taiichi Ohno's algorithm

Taiichi Ohno is considered the developer of the Toyota Production System (TPS), on the basis of which the concept of power supply was formulated. Taiichi Ono himself does not offer a clearly formulated algorithm, but describes the steps he took in the book “Toyota Production System. Moving away from mass production."

Step 1: Implement the production flow concept. Combining various machines into a single technological chain and building the flow of a single product.

Step 2. After building the production flow, previously hidden losses are revealed. To eliminate production losses, it is necessary to optimize the operation of the line. Optimization includes the use of a pull system, the use of a Kanban system, standard operation sheets, leveling production or reducing fluctuations in the flow of products on a production line, rapid changeover of equipment, and visualization.

Step 3. Installation of an autonomous machine control system - autonomation. Automation prevents defects or overproduction during the production process by stopping the machine, line or conveyor. Also at this stage it is necessary to use the Andon system, which notifies the employee of the need to intervene in the operation of the machine.

Step 4. Improvement of technology. To do this, it is necessary to use not the latest, but reliable and proven technology. Studied and tested technology is implemented faster and produces more effective results.

Step 5. Development of company employees and development of partners. Employee development involves developing leaders who know their business well, adhere to the principles and philosophy of the company, and can teach this to others. Improvement of partners is achieved by setting more complex tasks, as well as helping partners solve problems.

James Womack's algorithm

Today, the most popular algorithm is the algorithm of the American researcher, one of the authors of the term Lean Production, James Womack.

Step 1. Choose a leader who enjoys authority in the team. Form an authoritative BP implementation team. Members of this team must have experience in managing projects and must be trusted by company employees. The main goal of the team is to “ignite” the company’s staff with the idea of ​​frugality.

Step 2. The BP implementation team needs to be trained in the principles and use of BP tools.

Step 3. Identify or artificially create a crisis in the company. There are always problems, in any enterprise. It is necessary to choose the most acute one, and then encourage the team to eliminate it.

Step 4. It is necessary to begin the implementation of BP gradually, pushing employees to eliminate losses wherever they notice them. Then you need to solve more complex problems: improve consumer properties, reduce system response time, reduce production costs.

Step 5. Draw schematically manufacturing process in the form of a value stream map. If the process is complex, it can be broken down into separate subprocesses. The map will help identify bottlenecks and existing losses in the process.

Step 6. B as soon as possible implement an action plan based on the results of the compiled flow map and future state model. The action plan and the results of its implementation must be available to all employees.

Step 7. It is necessary to focus on short-term results, solving simple problems at the initial stages.

Step 8. Involve employees in the process of continuous improvement using Kaizen.

Michael Vader's algorithm

Michael Vader is the president of an American consulting company, the author of three books about BP and one of the first foreign consultants in Russia.

Step 1. Assessing the current state of the enterprise. To do this, it is necessary to determine how poorly or well organized the processes in the enterprise are and how effective these processes are. PSU compliance certification is recommended as a tool for assessing the current state. Based on the certification carried out, the most ineffective process and the main types of losses of the selected process are selected.

Step 2. Implementation of the 5S system in the process selected in step 1. When organizing a workplace, process losses become more obvious: excess work in progress and unnecessary additional operations.

Step 3: Develop a value stream map. This step will help determine the optimal points where it is worth using Kanban and the Just In Time method. There is also the possibility of detecting hidden losses, to eliminate which it may be necessary to use built-in error protection, quick changeover or zoning using visual inspection.

Step 4: Using Philosophy continuous improvements, go back to step 1 and select the most inefficient process in the new production system.

Jeffrey Liker's algorithm

Jeffrey Liker is the author of eight books on LP, winner of eleven awards for excellence in LP research, professor of industrial and operations engineering at the University of Michigan, and president of the consulting company Liker Lean Advisors.

Step 1: Define your company's purpose and act on it. First you need to develop your own company philosophy. Based on the philosophy, develop a long-term development strategy. Next, management, managers, foremen and all employees must make the company's philosophy their way of life. Managers must demonstrate by example their commitment to the philosophy on a daily basis. The chosen goal must be constant at all stages of the company’s life, regardless of external and internal circumstances.

Step 2: Start cutting your losses. To do this, you must first understand BP concepts, implementation strategies, and effective application methods. Then come up with an implementation plan that includes continuous cost reduction.

A. Start improving not individual processes, but create a value stream map of the entire company.

B. Ensuring a basic level of stability of the company's processes. Stability will help eliminate unsystematic actions and see the actual state of processes in the company.

C. Finding and eliminating major losses. To eliminate losses, TPS tools are used: standard work, 5S, TPM, SMED, variability reduction.

Step 3: Create a coherent process flow. To do this you need to: create a thread single products; constantly monitor overproduction; align the work cycle time of the site and the takt time of product manufacturing; build a pull system that allows you to determine when the process of transferring material from site to site occurs; organize the process according to the First-In-First-Out (FIFO) principle.

Step 4. Alignment. Evenly distribute the amount of work and the combination of types of work.

Step 5. Create a culture of improving product quality. To do this, it is necessary to make stopping production to solve problems part of the company culture. We are talking not only about employees, but also about “smart machines” - Autonomation. At the same time, it is necessary to constantly strive to reduce the downtime of production lines. The use of the “poka-yoka” method (error protection) also helps the operator prevent errors.

Shigeo Sing's algorithm

Shigeo Sing is considered one of the creators of the Toyota Production System, as he worked closely with the company and with Tahiti Ono. He is the author of the quick changeover system - SMED, and has written more than 20 books on management. Him a large number of awards in the field of production optimization and operational efficiency, and even an award called “ Nobel Prize in production" was named after him.

The Shigeo Sing algorithm (Sing model) consists of four stages and is represented as a house.

Step 1. The basis of the “House” is the foundation. For a strong foundation it is necessary to: provide safe conditions labor of employees, build and constantly maintain a system for developing the competence of employees, continuously expand the rights and capabilities of each employee.

Step 2. The first floor of the “House” consists of a process of continuous improvements. To build an improvement process it is necessary:

A. Achieve process stability and standardize these processes.

B. Make direct observations. When making decisions, you need to trust the facts and the data received.

C. Create a value stream focus and pull process.

D. Ensure quality system improvement.

E. Identify and eliminate waste, integrate the improvement process into daily work, simplify and visualize existing information.

Step 3. Second floor - leveling process. To align the process, it is necessary to think systematically and ensure consistency of purpose. Focus on long term, align the system and strategy, standardize daily processes.

Step 4. Roof of the “house” - results. The main result in the implementation of BP is the creation of value for consumers. To do this, Singa recommends: measuring only what matters, aligning production rhythm with productivity, and identifying cause-and-effect relationships.

Dennis Hobbs Algorithm

Dennis Hobbs is a Certified Production Management and Inventory Accounting Specialist. An author of numerous articles and a popular lecturer, Hobbs is an active member of APICS (Association for Operations Management).

Step 1. Formulate the goals of the project and targets for future production. Determine the composition of teams and train participants. Make an action plan. Begin collecting process and product information needed to design a lean line.

Step 2: Determine process performance taking into account variability, reprocessing and waste. Identify product families based on process similarities. Identify Kanban components and document component consumption and replenishment points. Set pull chains and replenishment times.

Step 3. Achieve consensus and steering committee approval of decisions on products, output, and available labor time on the lean line. Complete documentation of the sequence of events, process durations, quality requirements, and required resources for the designed line.

Step 4. Develop a paper layout of the lean line based on the calculated amount of resources. Locate the Kanbans that trigger the previous process. Develop detailed plan implementation of the Kanban system. Determine operator training requirements. Develop a schedule for technological and organizational transformations of the line.

Step 5. Check the line balance and the ability of the operators to switch. Make sure that tasks are distributed correctly among work stations and that the layout is ergonomic. Develop a plan to gradually reduce work-in-process inventories. Ensure the implementation of a mechanism for continuous process improvement.

Step 6. Identify deviations and develop correction strategies. Review assignment of responsibilities and modify policies and procedures to improve management. Ensure that all systems necessary to manage the lean line and Kanban system are in place.

Conclusion

There is no universal algorithm for implementing a BP program at an enterprise and, probably, there never will be due to the lack of two identical BP projects, as mentioned earlier. But it is definitely possible to develop recommendations for those companies that are just at the stage of transforming their production system. It should be noted that when choosing any algorithm, it is necessary to draw up a detailed plan for its implementation, indicating specific responsibilities and deadlines for the implementation of plan items.

Step 1. Respect for employees. A leader should help and teach, not control and command. It is important for employees not only to feel respect, but also to see it. A clear confirmation of this is the results of the “Hawthorne Experiment”. To achieve this, it is necessary to improve occupational safety and provide employees with opportunities for development. An important part of respect is having opportunities for employees to speak up and realize their potential. To do this, it is necessary to build a system of problem solving boards and a system for submitting and implementing rationalization (Kaizen) proposals.

Step 2. Formation of mission, goals, strategies and objectives. After creating a single collective team and answering the question “Who?”, you can use the team to answer the question “What?”. The mission is necessary to determine the direction of the company's development. The goal is needed for quantification achievement of the company's stated mission. Strategies are necessary to formulate ways to achieve a goal. Management sets objectives for departments and functions to achieve common goal companies. In order for the mission, goals, strategies and objectives not to remain just slogans, it is necessary to start monitoring the achievement of the goals on a daily, weekly, monthly and annual basis. Such monitoring should become habitual for all levels and all employees of the company. A meeting system with a clear description of the topics of each level of the meeting and the composition of participants can help with this.

Step 3. Formation of a team of BP experts. It is necessary to select people who will undergo BP training and then act as experts in implementing the next steps. The team should also include improvement coordinators - employees responsible for reporting the company’s improvement activities. In this case, BP experts should be current employees of the company, and coordinators should be a separate function.

Step 4. Formation of a lean flow.

A. Build a value stream for one product. It is necessary to minimize the batch being produced, and after processing is completed, immediately transfer it to the next stage.

B. Build a pull system. To do this, it is necessary that the section, after completing the processing of a batch, does not transfer it until and does not proceed to the next batch until the previous section has processed the previously issued batch.

C. Create a Kanban system. It will allow you to visually determine the time of transfer of the batch to the next stage and the start time of production of a new batch.

D. Standardize all operations to eliminate variability and smooth production. To do this, you can use standard operation sheets and the 5S system. A working group of site employees should standardize operations.

E. Based on demand statistics, determine the optimal quantity of goods in stock to reduce fluctuations in product flow.

After building the production flow, previously hidden losses are revealed.

Step 5: Improve operational efficiency. It is necessary to eliminate identified losses, as well as reduce costs, by optimizing the established value stream. To optimize it, you need to select a suitable standard BP tool

· Effective organization of the “5S” workspace. The tool allows you to reduce the number of operations and/or reduce the total time to complete them.

· Standard work "SW". It is necessary to find best practice and formalize it as a standard. After everyone involved in the process has learned to accurately implement the standard, it is necessary to review it and find a new best practice. Standard work is impossible without performing step No. 2.

· Value Stream Map “VSM”. Helps analyze the selected value creation cycle, identify losses and identify bottlenecks.

· Poka-yoka error protection. In case of systematic deviations from the standard, it is necessary to revise the procedures performed in such a way as to minimize the likelihood of an error or completely eliminate it.

· Fast changeover "SMED". Reduces production losses that occur during equipment changeover. At the initial stage, it is enough to divide all changeover operations into internal and external ones.

· General effective care of TPM equipment. Helps reduce unexpected losses and reduce the cost of equipment repairs.

Step 6. Continuous quality improvement. It is necessary to make quality indicators one of the main ones, along with financial indicators companies. This step will help focus all employees on fostering a culture of continuous quality improvement. An increased focus on quality will not only reduce the number of employee errors, but will also help them think about autonomy. Automation (or jidoka) implies the automation of processes with elements of intelligence.

Step 7. Improvement. Using the principles of continuous improvement and continuous growth, it is necessary to create a plan for implementing improvements for the changed production system, returning to the first step. At the same time, at each step it is necessary to ask the questions “What else can be simplified?” and “What else can you visualize?”

With good tools, a company can achieve great results. But as soon as you use the tool incorrectly, or use it formally, the tool begins to bring only harm to the company instead of benefit.

List of used literature

1. Womack D., Jones D. Lean production. How to get rid of losses and achieve prosperity for your company. - M.: Alpina Business Books, 2009. – 473 p.

2. Vader M. Lean manufacturing tools. Mini-guide to implementing lean manufacturing techniques. - M.: Alpina Publisher, 2015. – 151 p.

3. Liker D. DAO Toyota. 14 management principles of the world's leading company. - M.: Alpina Business Books, 2009. – 402 p.

4. Mann D. Lean management: Lean manufacturing. //Standards and quality. - 2009. – 208 p.

5. Ono T. Toyota Production System. Moving away from mass production. –M.: ICSI. – 2005. – 192 p.

6. Shingo S. Study of the Toyota production system from the point of view of production organization. - M: ICSI, 2006. – 312 p.

7. Storozh I., Ryakovsky S., Kurlaev N. Analysis of the application of the lean production concept: Russian and Western companies // Scientific Review. – 2016. – No. 6, pp. 202-206.

8. Hobbs D. Implementation of lean manufacturing: a practical guide to business optimization. - Minsk: Grevtsov Publisher, 2007. – 352 p.

9. Yagofarov A. How to choose a strategy for implementing the Lean Production program // Methods of quality management. – 2013. – No. 12, pp. 4-9.

References

1. Vumek D. P., Dzhons D. T. Lean production. How to get rid of waste and ensure the prosperity of your company. Moscow, 2009. 473 p.

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