Kaizen in the lean manufacturing concept is considered as... Kaizen - a smart Japanese lean production system

Oleg Levyakov

LIN (from the English Lean - slender, lean) production or logistics of "lean" production has caused a tremendous increase in labor productivity and production volumes and remains the main production system in many sectors of the world economy.

Lean Manufacturing is an American name Toyota Production System. The creator of lean manufacturing, Taiichi Ohno, began his first experiments in production optimization back in the 1950s. In those post-war times, Japan was in ruins and the country needed new cars. But the problem was that demand was not great enough to justify the purchase of a powerful production line, in the manner of Ford. Many different types of cars were needed (passenger cars, light and medium-duty trucks, etc.), but the demand for a specific type of car was small. The Japanese had to learn to work efficiently, creating many different models in conditions of low demand for each model. No one had solved this problem before, since efficiency was understood exclusively in terms of mass production.

Lean manufacturing involves the involvement of each employee in the business optimization process and maximum customer focus.

The starting point of lean manufacturing is customer value. From the point of view of the end consumer, a product (service) acquires actual value only at the time when direct processing and production of these elements occurs. The heart of lean manufacturing is the process of eliminating waste, which is called muda in Japanese. Muda is 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, in 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. Therefore, anything that does not add value to the customer, from a lean manufacturing perspective, is classified as waste and must be eliminated.

The main goals of lean manufacturing are:

• reduction of costs, including labor;
• reduction of product creation time;
• reduction of production and warehouse space;
• guarantee of product delivery to the customer;
• maximum quality at a certain cost or minimum cost at a certain quality.

As mentioned above, the history of the LIN system began with the Toyota company. Sakishi Toyoda, one of the founders of Toyota, believed that there is no limit to production improvement and, regardless of the company’s state in the market and its competitiveness, constant movement forward and improvement of all production processes are necessary. The result of this philosophy was the kaizen (continuous improvement) strategy pursued at Toyota enterprises. Sakishi Toyoda supported large investments in research work to create new cars.

Kiishiro Toyoda, Sakishi's son, understood that he would have to do something unusual in order to successfully compete with American auto giants (such as Ford). To begin with, he introduced the concept of “just in time” (Togo and Wartman) at his enterprises, which meant that any car part had to be created no earlier than it was needed. Therefore, the Japanese, unlike the Americans, did not have huge warehouses with spare parts, while the Japanese saved more time and resources. The "kaizen" and "Togo and Wartman" methods became the basis of the Toyoda family's manufacturing philosophy.

The next in the dynasty, Eiji Toyoda, began his activities by developing a five-year plan to improve production methods. To do this, Taichi Ono was invited to Toyota as a consultant, who introduced “kanban” cards - “tracking inventory movements.” Taichi Ohno taught the workers a detailed understanding of the "kaizen" and "Togo and Wartman" methods, modernized the equipment and established the correct sequence of operations. If any problem arose with the assembly of products on the conveyor, the conveyor would immediately stop in order to quickly find and fix any problems. Toyota has been implementing its industrial quality philosophy for twenty years, including with its suppliers.

Soichiro Toyoda became president and then chairman of the board of directors of Toyota Motor Corporation in 1982. Under his leadership, Toyota became an international corporation. Soishiro began his work to improve quality in the company by studying the works of the American quality expert E. Deming. Quality management at Toyota enterprises has become clearer and has been implemented in all departments of the company.

Thus, over several generations of Toyota management, a unique quality system was developed, which formed the basis of the LIN system.

The most popular Lean manufacturing tools and methods are:

1. Value Stream Mapping.
2. Pull-line production.
3. Kanban.
4. Kaizen - continuous improvement.
5. The 5C system is a technology for creating an effective workplace.
6. SMED system - Fast equipment changeover.
7. TPM (Total Productive Maintenance) system - Total equipment care.
8. JIT system (Just-In-Time - just on time).
9. Visualization.
10. U-shaped cells.

Value Stream Mapping is a fairly simple and visual graphic diagram depicting the material and information flows necessary to provide a product or service to the end consumer. A value stream map makes it possible to immediately see the bottlenecks of the flow and, based on its analysis, identify all unproductive costs and processes, and develop an improvement plan. Value stream mapping includes the following steps:

1. Documenting the current state map.
2. Production flow analysis.
3. Creating a future state map.
4. Developing an improvement plan.

Pull production(eng. pull production) - a production organization scheme in which the volume of production at each production stage is determined exclusively by the needs of subsequent stages (ultimately - by the needs of the customer).

The ideal is “single piece flow”, i.e. The upstream supplier (or internal supplier) does not produce anything until the downstream consumer (or internal consumer) tells him to do so. Thus, each subsequent operation “pulls” products from the previous one.

This way of organizing work is also closely related to line balancing and flow synchronization.

Kanban system is a system that ensures the organization of a continuous material flow in the absence of inventories: inventories are supplied in small batches, directly to the required points of the production process, bypassing the warehouse, and finished products are immediately shipped to customers. The order of product production management is reverse: from the i-th stage to the (i - 1)-th.

The essence of the CANBAN system is that all production departments of the enterprise are supplied with material resources only in the quantity and on time that are necessary to fulfill the order. The order for finished goods is submitted to the last stage of the production process, where the required volume of work in progress is calculated, which should come from the penultimate stage. Similarly, from the penultimate stage there is a request for the previous stage of production for a certain number of semi-finished products. That is, the size of production at a given site is determined by the needs of the next production site.

Thus, between each two adjacent stages of the production process there is a double connection:

• from the i-th stage to the (i - 1)-th stage, the required amount of work in progress is requested (“pulled”);
• From the (i - 1) stage, material resources in the required quantity are sent to the i-th stage.

The means of transmitting information in the CANBAN system are special cards (“canban”, translated from Japanese as a card). Two types of cards are used:

• production order cards, which indicate the number of parts to be produced at a previous stage of production. Production order cards are sent from the i-th production stage to the (i - 1)-th stage and are the basis for the formation of a production program for the (i - 1)-th section;
• selection cards, which indicate the amount of material resources (components, parts, semi-finished products) that must be taken at the previous processing (assembly) site. Selection cards show the amount of material resources actually received by the i-th production site from the (i - 1)-th.

In this way, cards can circulate not only within an enterprise using the CANBAN system, but also between it and its branches, as well as between cooperating corporations.

Enterprises using a CANBAN system receive production resources daily or even several times during the day, so the enterprise's inventory can be completely updated 100-300 times a year or even more often, while in an enterprise using an MRP or MAP system - only 10-20 times in year. For example, at Toyota Motors Corporation, resources were supplied to one of the production sites three times a day in 1976, and in 1983 - every few minutes.

The desire to reduce inventories also becomes a method for identifying and solving production problems. The accumulation of inventories and inflated production volumes make it possible to hide frequent equipment breakdowns and shutdowns, as well as manufacturing defects. Since, in conditions of minimizing inventories, production can be stopped due to defects at a previous stage of the technological process, the main requirement of the CANBAN system, in addition to the “zero inventories” requirement, becomes the “zero defects” requirement. The CANBAN system is almost impossible to implement without the simultaneous implementation of a comprehensive quality management system.

Important elements of the CANBAN system are:

• an information system that includes not only cards, but also production, transport and supply schedules, technological maps;
• system for regulating the need and professional rotation of personnel;
• system of total (TQM) and selective ("Jidoka") product quality control;
• production leveling system.

Main advantages of the CANBAN system:

• short production cycle, high asset turnover, including inventories;
• there are no or extremely low storage costs for production and inventory;
• high quality products at all stages of the production process.

An analysis of global experience in using the CANBAN system has shown that this system makes it possible to reduce production inventories by 50%, inventory by 8%, with a significant acceleration of working capital turnover and an increase in the quality of finished products.

The main disadvantages of the just-in-time system are:

• the difficulty of ensuring high consistency between product production stages;
• significant risk of disruption to production and sales of products.

Kaizen- this is a derivative of two hieroglyphs - "change" and "good" - usually translated as "change for the better" or "continuous improvement."

In an applied sense, Kaizen is a philosophy and management mechanisms that encourage employees to propose improvements and implement them promptly.

There are five main components of Kaizen:

1. Interaction;
2. Personal discipline;
3. Improved morale;
4. Quality Circles;
5. Suggestions for improvement;

5C system - technology for creating an effective workplace

Under this designation a system of establishing order, cleanliness and strengthening discipline is known. The 5C system includes five interrelated principles for organizing the workplace. The Japanese name for each of these principles begins with the letter "S". Translated into Russian - sorting, rational arrangement, cleaning, standardization, improvement.

1. SORTING: separate necessary items - tools, parts, materials, documents - from unnecessary ones in order to remove the latter.
2. RATIONAL ARRANGEMENT: rationally arrange what is left, place each item in its place.
3. CLEANING: Maintain cleanliness and order.
4. STANDARDIZE: Maintain accuracy by performing the first three S's regularly.
5. IMPROVEMENT: making established procedures a habit and improving them.

Quick changeover (SMED - Single Minute Exchange of Die) literally translated as “Changing a stamp in 1 minute.” The concept was developed by Japanese author Shigeo Shingo and revolutionized approaches to changeover and retooling. As a result of the implementation of the SMED system, changing any tool and readjusting can be done in just a few minutes or even seconds, “with one touch” (“OTED” concept - “One Touch Exchange of Dies”).

As a result of numerous statistical studies, it was found that the time for carrying out various operations during the changeover process is distributed as follows:

• preparation of materials, dies, fixtures, etc. - thirty%;
• securing and removing dies and tools - 5%;
• centering and placement of the tool - 15%;
• trial processing and adjustment - 50%.

As a result, the following principles were formulated to reduce changeover time by tens and even hundreds of times:

• separation of internal and external adjustment operations,
• transformation of internal actions into external ones,
• use of functional clamps or complete removal of fasteners,
• use of additional devices.

TPM (Total Productive Maintenance) system - Total equipment care mainly serves to improve the quality of equipment, focused on maximum efficient use thanks to a comprehensive preventive maintenance system. The emphasis of this system is on prevention and early detection of equipment defects that can lead to more serious problems.

TRM involves operators and repairmen, who together ensure increased equipment reliability. The basis of TPM is the establishment of a schedule for preventive maintenance, lubrication, cleaning and general inspection. This ensures an increase in the Total Equipment Efficiency indicator.

JIT (Just-In-Time) system - materials management system in production, in which components from a previous operation (or from an external supplier) are delivered exactly when they are needed, but not before. This system leads to a sharp reduction in the volume of work in progress, materials and finished goods in warehouses.

A just-in-time system involves a specific approach to selecting and evaluating suppliers, based on working with a narrow range of suppliers selected for their ability to guarantee just-in-time delivery of high-quality components. At the same time, the number of suppliers is reduced by two or more times, and long-term economic relations are established with the remaining suppliers.

Visualization is any means of communicating how work should be done. This is such an arrangement of tools, parts, containers and other indicators of the state of production, in which everyone can understand at first glance the state of the system - the norm or deviation.

The most commonly used imaging methods are:

1. Outlining.
2. Color coding.
3. Road sign method.
4. Paint marking.
5. “It was” - “it became”.
6. Graphic work instructions.

U-shaped cells- Arrangement of equipment in the shape of the Latin letter “U”. In a U-shaped cell, the machines are arranged in a horseshoe shape according to the sequence of operations. With this equipment arrangement, the final processing stage occurs in close proximity to the initial stage, so the operator does not have to walk far to begin the next production cycle.

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.

Losses in any production process are an inevitable problem for many enterprises, both those producing products and providing services. Waste is a condition that, to put it mildly, does not add value to a product or service. In order to detect losses, you first need to recognize them. There are eight types of losses, due to which up to 85% of an enterprise’s resources are lost:

1. Loss of creativity. When an employee is treated like a cog in a machine that can be thrown out or replaced at any time, when relationships are reduced to the “work with your hands and strictly follow the boss’s instructions” scheme, employees’ interest in work steadily declines. Experts believe that this order of things is outdated, it is pulling the company back, which will immediately affect the company’s profits. In Japan, for example, “quality circles” appear in various companies, where anyone has the right to express their proposals for improving the quality of processes. Analysts believe that in the 21st century, companies that can create a sense of involvement in production improvement will be successful in the 21st century.
2. Excessive production, which is expressed in the fact that more goods are produced than required, or earlier than the customer requires. As a result, those resources that could be spent on improving quality are spent on increasing quantity.
3. Delays. When workers stand idle waiting for materials, tools, equipment, information, it is always a consequence of poor planning or insufficient relationships with suppliers, or unforeseen fluctuations in demand.
4. Unnecessary transportation when materials or products are moved more frequently than necessary for a continuous process. It is important to deliver everything you need in a timely manner and to the right place, and for this, the enterprise must implement good logistics schemes.
5. Excessive inventory, or storing in warehouses more products than are sold and more materials than are needed for the process.
6. Overprocessing. Products must come out of production of such high quality that, if possible, they eliminate their rework and modifications, and quality control must be fast and effective.
7. Defects that must be avoided at all costs, because additional funds are spent on resolving customer complaints: if a defective product needs to be corrected, extra time, effort and money are spent.
8. Poor movement, or poor delivery of tools and materials within the enterprise, unnecessary movement of employees around the premises.

According to a study by the Institute for Integrated Strategic Studies (ICSI) on the spread of lean manufacturing in Russia in March-April 2006, out of 735 surveyed Russian industrial enterprises, 32% used Japanese experience. A repeat survey was conducted in March-April 2008. Application of Lean Manufacturing at Russian industrial enterprises in 2006-2008.” at the III Russian Lean Forum “Lean Russia”. Enterprises that were the first to apply lean production methods: Gorky Automobile Plant (GAZ Group), RUSAL, EvrazHolding, Eurochem, VSMPO-AVISMA, KUMZ OJSC, Chelyabinsk Forging and Press Plant (ChKPZ OJSC), Sollers OJSC "("UAZ", "ZMZ"), KAMAZ, NefAZ, Sberbank of Russia OJSC, etc.

Lean (lean) (eng. lean production, lean manufacturing from lean - “skinny, slender”) is a system of simple solutions that can help improve efficiency and reduce costs.​

Today, an increasing number of enterprises are embarking on a lean development path, which allows, with the help of organizational measures, to increase labor productivity from 20 to 400% within a year. By using just one of the lean manufacturing tools - changing the flow of products, you can increase labor productivity by 30% in two years. This is what the General Director of the Kaluga Automotive Electrical Equipment Plant did. Now the plant is setting more ambitious plans to increase productivity - by another 50%.

Lean manufacturing technologies really produce results; enterprises need them. This will be discussed further.

8 principles of lean manufacturing that increase enterprise efficiency

The work of our company uses the principles of lean management, which is based on the desire to produce only in-demand goods in the required quantities without delays, without accumulating stocks in warehouses. When picking orders, we try to avoid activities that do not add value to the product. These include, for example, storing unnecessary inventory, unnecessary processing, and lengthy product movements within the warehouse. Here are a few ideas that we managed to implement. The described actions made it possible to reduce personnel rotation, improve the ergonomics of the work process, and increase its safety. Productivity across all order processing areas increased by 20% in six to seven months.

1. Weight control. One of the ways to eliminate losses in a logistics center is weight control of finished orders. It allows you to find errors before the order reaches the customer, which reduces the number of complaints. So, if the actual weight of the box with the order does not coincide with the calculated one, then it is not sealed, but sent for inspection and, if necessary, for additional assembly.

2. Conveyor system for used containers. A conveyor runs through all assembly areas and automatically delivers used corrugated cardboard to the pressing area, where a horizontal press produces a bale of pressed cardboard with little or no operator intervention. This minimizes the work associated with the turnover of used containers and reduces the amount of paper dust. As a result, the level of environmental pollution is reduced and equipment fails less often. We sell pressed cardboard to companies for recycling.

3. Selection by light. Along a conveyor with an area of ​​9.2 thousand square meters. boxes move, and employees at assembly stations insert products into them using the pick by light system. With its implementation, the productivity of order collection in our center was 50% higher than the productivity in other Oriflame order processing centers in Russia. In addition, the assembly line is built according to the ABC principle, which minimizes the number of assembly stations and optimizes unit costs. Here's how the goods are distributed:

• zone A is the fastest assembly zone; about 20% of goods are placed here, which are included in more than 80% of orders;
• zone B – about 30% of the goods come here (or every tenth box);
• zone C – over 1.5 thousand items with the least popularity fall here (or every 50th order).

Pick by light technology(English, selection by light) is used to collect orders at the workstation. A light signal lights up on the display located under the selection cell. The storekeeper selects products from this bin and places them in an order box that moves along the conveyor line. Then he presses a button on the display, confirming the completion of this operation.

4. Visualization. Most visualization elements (markings, various signals) are built in such a way that even a new employee can easily understand their meaning. Thus, floor markings help maintain order near the working areas of the conveyor; it shows where certain materials belong and where they are prohibited from being placed. With the help of auxiliary signs (photos, stencils), you can indicate exactly where equipment should be located or what type of material should be in a particular place. This reduces the time spent searching for equipment and materials and simplifies the training of beginners. With the help of portable signs you can control the flow of products in a limited space, which can be very useful in small warehouses.

5. Orthopedic carpet. Pickers who put single-item items into boxes are constantly on the move, and their productivity drops by the end of their shift. We equipped such workplaces with a special orthopedic carpet. Due to its soft but elastic structure, it reduces the load on a person's legs and back when moving around the station, similar to running shoes. And the anti-slip surface prevents the risk of injury and helps maintain assembly speed.

6. The principle of “everything is at hand”. The more popular the product, the closer to the order picker it is located. We place products with high turnover at arm's length; products that are ordered less frequently are located further away. To reduce the time for selecting from the upper cells, metal steps are installed at the workplaces, which allow employees to easily reach even the top shelf.

7. Labor productivity monitor. It shows in real time the order picking speed of the entire line and individual stations. This way we can evaluate the work of each assembler, while employees begin to compete with each other. The monitor successfully complements the monetary motivation and makes the KPI system more transparent. In addition, such a system always allows you to identify errors at each station.

8. Points for idea. The most important thing is to involve workers in the improvement process. It is from them that ideas for eliminating losses should come. We try to achieve the goal by introducing the philosophy of lean production into the minds of employees, training managers and specialists in the algorithm of step-by-step changes according to the PDCA principle (English, Plan-Do-Check-Act - planning - action - check - adjustment).

We are currently finalizing the employee motivation system depending on their individual contribution to the overall process. Part of the new system is operating in the logistics center in Budapest. Its meaning is that for each idea the employee receives points, which he can exchange for prizes, and any ideas are evaluated, even those that are not suitable for implementation.

7 “lean” ideas that will work in 100% of companies

The editors of the General Director magazine, together with the Rostselmash enterprise, held a workshop on “Production System: Operational Efficiency in Action.” First we listened to the speakers, and in the afternoon we went on a tour of the workshops. In the article you will find lean manufacturing ideas, which can be implemented in any company.

Possible causes of losses at the enterprise

1. Unnecessary employee movements.

• irrational organization of workplaces - due to inconvenient placement of machines, equipment, etc.;
• workers are forced to make unnecessary movements to find the appropriate equipment, tools, etc.

How to avoid losses? The timing of one of the workplaces is carried out throughout the entire shift. It is necessary to calculate the employee’s time spent walking to the location of tools, components, accessories, and searching for them - this time is multiplied by the total number of workers in a shift and by the number of shifts during the year. Thanks to this, it is possible to calculate the losses of an enterprise during the year due to unnecessary movements of its employees.

An example of loss elimination. In one of the sections of the automobile enterprise, all the tools were in a common cabinet. Workers took one tool at the beginning of the shift, then they had to exchange it for another. Operators in total had to spend about 10-15% of their time on unnecessary trips to the closet and back to the workplace. Therefore, it was decided to allocate each employee his own tool cabinet. Thanks to this, we were able to reduce all movement, providing a more convenient and efficient workplace - with a 15% increase in the productivity of our employees.

2. Unreasonable transportation of materials. This category includes movements of materials that do not add value to the product. Possible causes of losses at the enterprise:

• a significant distance between the workshops, among which the products are transported;
• ineffective layout of their premises.

Calculation of losses. For example, you need to present a workpiece that has arrived at the warehouse. Then we think through an algorithm by which this workpiece goes through all the technological stages of production. You need to calculate how many meters the workpiece needs to be moved, how many times it will be lifted and placed, how much resources are needed for this, how much value is lost or added at the output (sometimes such movements lead to a decrease in the quality of the workpiece). We multiply the calculated losses by the number of workpieces that go through the production process throughout the year.

How to get rid of losses? A large body part at an automobile plant was moved to the welding area twice. The body was welded, then it was returned to its original place to process the surface - and again it had to be sent for welding (to weld the assembly unit) and again to its original place. The result was a significant waste of time moving the part and waiting for the forklift. To reduce time losses, the welding station was located next to the electric trolley and machining area. Achieved time savings of 409 minutes. monthly. The time saved was enough to produce 2 more cases.

3. Unnecessary processing. Such losses arise in a situation where certain properties of the product are not beneficial to the customer. Including:

1. Features of the supplied products that customers do not need.
2. Unreasonably complex design of manufactured products.
3. Expensive product packaging.

Calculation of losses. You should visit the buyer (customer) to clarify how he uses your company’s products. If you specialize in the production of parts, you need to familiarize yourself with the installation process and related operations with your consumer. It is necessary to compile a list of structural elements and material properties of your products that are not important to your consumer. You also need to clarify with the customer what properties of the goods he considers unnecessary or secondary. You need to evaluate the amount of your own expenses that were previously required for such unnecessary properties.

Example from practice. At one of the bus production plants, all surfaces were painted to the highest class of accuracy. We conducted a survey of our consumers and found that they do not require such requirements for painting accuracy. Therefore, changes were made to their technical process - the accuracy class for invisible surfaces was lowered. We managed to reduce costs by hundreds of thousands of rubles monthly.

4. Waiting time. The cause of these losses is the downtime of equipment, machines, employees while waiting for the next or previous operation, the receipt of information or materials. This situation may be caused by the following factors:

1. Equipment failure.
2. Problems with the supply of semi-finished products and raw materials.
3. Waiting for orders from managers.
4. Lack of necessary documentation.
5. Problems with the software.

Calculation of losses. It is necessary to keep track of the actions or inactions of your employees, as well as the work (or downtime) of equipment during the shift. It is necessary to determine how long the workers have been idle, how long the equipment has been idle. The downtime of employees and equipment is multiplied by the number of employees (units of equipment) and the number of shifts per year - the result is total losses.

Example from practice. In one of our automotive production workshops there was a long period of equipment downtime due to frequent breakdowns. To reduce downtime, a repair and maintenance point was established in the workshop itself. When our machine failed, the worker only had to contact the repairmen so that they could immediately fix the existing problem. At the same time, the foreman forwarded the application to the chief mechanic for consideration. This approach allowed us to reduce employee and equipment downtime by 26 man-hours every month.

5. Hidden losses from overproduction. It is considered the most dangerous type of loss, since it provokes other types of losses. However, in the practice of many companies it is considered normal to produce more products than are required by the customer. Losses from overproduction can be caused by the following reasons:

1. Working with large batches of products.
2. Planning to fully utilize your workforce and equipment.
3. Production of unclaimed products.
4. Product output volumes exceed consumer demand.
5. Duplication of work.

Calculation of your losses. It is necessary to calculate the amount of unclaimed products stored in the enterprise’s warehouses during a month, quarter or year. The cost of these goods will be equal to the frozen capital. You also need to calculate the necessary costs for maintaining your warehouses and areas. How much of the product will spoil during storage? The summation of these indicators will allow you to determine your losses as a result of overproduction.

Example from practice. The automobile enterprise for the production of spare parts and auto components was working at the limit of its capabilities with a regular increase in volumes. However, some products always remained in warehouses. Based on the results of studying consumer demand and profits from each type of product, it was possible to understand that it is better to eliminate certain positions in your production, and use the freed up capacity to produce in-demand parts. The company was able to completely eliminate losses from overproduction in its practice, achieving an increase in profits by tens of millions of rubles.

6. Excess inventory. Surpluses appear in a situation where necessary materials and raw materials are purchased for future use. As a result, the company has to face certain losses:

• wages for warehouse workers;
• costs for renting warehouse space;
• unfinished production;
• Long-term storage negatively affects the properties of materials.

Calculation of losses. It is necessary to determine the amount of inventory stored in the warehouse that is not claimed earlier than a week later - what costs are required for storage. You also need to consider the amount of materials in the warehouse that will not be needed for production - and how many of them are spoiled materials. Now you need to understand what funds are frozen and how much the spoiled materials cost.

Example from practice. The work in progress at the bus plant was 16 days. The quantity of certain components during assembly was excessive, but other items were regularly insufficient. Therefore, we organized the supply of the necessary parts for assembly every day in the required quantity.

7. Defects and their elimination. These losses are caused by the reworking of their products, eliminating defects that arose during work.

Calculation of losses. You should count the number of defective products in your catalog during the month and year. What costs will be required to dispose of this product? What resources are invested in reworking defective products? It must be taken into account that these costs are not borne by the customer, since his money is used to purchase only suitable products.

Example. The company had too high a percentage of defective goods - semi-finished cake products did not meet aesthetic standards. Appropriate changes were made in production using quality control methods at the manufacturing stage. If there were problems, an alert was triggered and the entire process was stopped so that the problem could be fixed immediately. This approach has reduced the incidence of defective products by approximately 80%.

Implementation of lean manufacturing at the enterprise

Since March 2008, our company has been implementing current lean manufacturing methods. In the Ural region last year, the demand for the purchase of profiteroles increased significantly. For a growing market, significant volumes were needed. But at that time we had only one production line at our disposal, so we thought about increasing productivity at the current capacity. This is exactly what lean manufacturing methods were needed for.

Product creation scheme. At the 1st stage, we used the VSM technique - we draw a diagram that depicts each stage of the flow of information and materials. You must first highlight what needs to be obtained from the results of this process and determine the first step to achieve the goal. Then you need to build a chain of necessary actions to move from the first stage to the next. We indicate on your map the duration of each stage and the required time to transfer materials and information from one stage to the next. The diagram must fit on one sheet of paper - to assess the interaction of all elements. After analyzing the diagram, we draw an improved map, which shows the already improved process with the adjustments made.

Elimination of losses. By analyzing the map, you can understand the bottlenecks in the production of profiteroles. Problems included inefficient use of personnel, holding back excess inventory, and suboptimal placement of equipment. To get rid of losses, the 5C system was used to optimize the location of equipment - it involves five basic rules. Namely, maintain order, sort, standardize, improve and keep clean.

To begin with – putting things in order. We marked equipment and materials with a red marker that had not been used for a month. It turned out that only 4 of the 15 carts were needed, and the unnecessary ones were sent to the warehouse.

The next stage is standardizing the location of your equipment. We clearly defined the boundaries of each object in production using markings on the floor. We marked the locations of dangerous units in red; yellow was used for other equipment. We hung all the instruments on a special stand, for each of which the place was also indicated with markings.

The next task is to standardize the work of employees thanks to the visualization method. On the walls of the room there were stands with images of the algorithm of work operations and methods of execution. Thanks to this scheme, the employee could easily navigate the work process. Photos of standard and defective products are also posted on the stands. If a defect is detected, production is stopped until the causes are eliminated, sending semi-finished products and non-standard products for processing.

Next is process modeling, taking into account the reduction of losses during transportation, movement and waiting. In particular, eclairs and profiteroles in the rotary oven were previously baked in successive batches (first 10 carts of eclairs, then ten carts of profiteroles). When the profiteroles ran out, a simple injection machine and workers appeared. We decided to reduce the batches of profiteroles to three trolleys and eclairs to 7. Trolleys for eclairs were marked in blue and for profiteroles in yellow. We have created a signaling system - when a yellow cart arrives, you need to start baking an additional cart of profiteroles. The same principle was used for eclairs.

It was also decided to discard unused equipment and new equipment was purchased, including an injection machine and an additional belt conveyor.

Thanks to lean manufacturing, it was possible to reduce the number of workers on the production line to 11 employees instead of 15 - achieving an increase in output to 9,000 sets instead of the previous 6,000 per shift. The increase in output per employee amounted to 818 sets instead of 400. Three employees were transferred to more qualified work. In total, we managed to achieve a productivity increase of 35-37%. A platform was also organized to train its employees in new methods of organizing production.

By implementing a lean manufacturing system, we got rid of inventory

Tatiana Bertova, head of the regional distribution center of the TechnoNikol company, Ryazan
Elena Yasinetskaya, HR director at TechnoNikol, Moscow

About 8 years ago, the company's managers realized that the management methods used did not provide the required effect. Then we decided to use lean manufacturing. Various improvements were made, many of which did not require significant expenditure, but at the same time achieved significant economic benefits. I would like to focus your attention on this.

1. To reduce the time of shipment of finished products, we installed signs for overpass numbers, as well as driving directions on the territory of our enterprise. It became easier for drivers to navigate the territory and find loading points faster, with less time spent at the plant - significant time savings were achieved.
2. Redevelopment of warehouse areas and production areas - to save space used by over 30%.

In total, we managed to achieve an increase in production by 55% with a doubling of turnover - even after reducing the staff by 2 units. Output per employee increased by more than 200%.

Successful experience made us think about using these techniques for other departments.

What to do to make the implementation of lean processes effective

The main reason for optimization is the shortage of production space. A pilot project in this direction is to improve the production process for the production of heat exchangers for air conditioning systems. The lean manufacturing implementation group included representatives of production, supply services, technology bureau, chief engineer service and quality service.

Help from experts is extremely useful at the initial stage. Although they immediately emphasized that any proposals for improving production processes should come from the working group, experts should only provide assistance in project management. The company's managers also participated in the work on the project, assessing the results of the work and approving the goals of the project itself. Based on our experience, we will consider the main factors that influence the success of the integration of lean manufacturing methods:

Customer focus. It is necessary to consider each complaint from the client, with the organization of an internal investigation. The measures taken should be aimed at preventing such shortcomings in the future by improving the process. Another significant aspect should also be taken into account - when visiting the enterprise, each consumer should receive confidence in reliable cooperation, with timely and high-quality execution of their orders.

Staff involvement. The implementation of a lean production system is impossible without the involvement of employees. But when inviting employees to participate, you need to respect their initiatives to improve production processes while ensuring comfortable working conditions. The enterprise regularly conducts surveys to obtain data on working conditions, availability of necessary documentation, organization of workplaces, etc. Then the necessary measures are taken to improve all processes with the obligatory involvement of employees. If some employee initiatives are impractical or impracticable, then at team meetings we correctly explain the reasons for the refusal.

Visibility. A visual management system is becoming a prerequisite for lean manufacturing. Thanks to it, it is possible to control the progress of production at any time. Facility diagrams have recently been placed on the walls of the premises - so everyone can understand where they are now, with a quick search for the required area. All areas are equipped with stands showing the extent to which the release of goods complies with our plans and the reasons for delays. It is necessary to understand the initial, and not just the immediate causes of the problems that have arisen. For example, a defect in a welded joint caused a schedule violation - but the real reason may be poor quality of parts or insufficient experience of the welder.

Load leveling. Not only planning for uniform production load and inventory levels is considered, but also smoothing out fluctuations in consumer demand. It is necessary to establish communication with customers so that they understand that uneven production load leads to negative consequences for them.

Measuring improvement. Employees and shareholders must understand that the changes made have a positive effect on the production and financial performance of the enterprise. It is necessary that the employee reward system depend on the activities of the entire team, but at the same time, individual achievements should also be taken into account. For example, thanks to a pilot project to combine product groups and reduce inventories in work in progress, the following effect was achieved:

• reduction of production cycles by 2.5-7 times;
• working time was used more efficiently up to 85% instead of the previous 50%. Namely, 85% of working time is spent on production;
• the volume of items in work in progress has been halved;
• reduction of the total distance of movement of the product during the production process by 40%;
• reduction in setup time by 50%.

However, the main achievement of lean manufacturing at our enterprise is that production capacity has increased by 25% without capital expenditures or expansion of space.

Lean Manufacturing Saved Toyota

Any change is a path, a journey. Only 10% of people know why they went on the road. They agree to do everything to overcome this path. Most people do not understand why changes are needed. They are just observers. Another 10% struggle with the need to change. They slow down progress. If you are faced with the need for change, determine which of your assistants are rowers, which are observers, and which are opponents of change. And then help the rowers and ignore the whiners, even if they try to interfere. And, if you have chosen the right path, observers will also begin to help you over time.

The moral of this Japanese parable was followed by the head of an American engineering company. The plant found itself in a crisis (many Russian enterprises are now in a similar situation); a number of problems arose before it:

• lack of time, emergency production mode, which does not allow the introduction of new management decisions;
• inadequacy of processes: most operations did not fit into the cycle, management processes were not carried out properly;
• unstable operation of equipment;
• lack of clear standards (in relation to personnel, processes, equipment, materials, workplaces);
• lack of visual management, untimely response to problems;
• lack of involvement of workers in the decision-making process;
• confusing accounting system.

All this led to the fact that the plant produced twenty cars less than planned every day, equipment constantly broke down, and there were quality problems in all workshops. The General Director was faced with a serious choice: leave and allow the owners to close the plant or try to restore it. The production management of the Toyota company was taken as a model. The following goals were set:

• improve safety, quality, delivery indicators by 20% and reduce costs by 20%;
• reduce costs caused by violation of ergonomic principles by 25%.

The introduction of lean manufacturing elements was not easy, but the General Director managed to change the strategy and involve not only top and middle managers, but also workers and team foremen in the process of change. Here are the main decisions that helped save the plant:

• creating an atmosphere of continuous improvement, or the kaizen approach (the translator mentioned the Greek sirtaki dance in the title of the book, which very well conveys the essence of this approach - involvement in the process and interest of all participants);
• allocation of working groups to solve problems;
• identifying bottlenecks through daily product analysis and taking into account the current state of production;
• implementation of visual management;
• organization of continuous training and rotation of employees;
• standardization of production processes;
• prevention of defects;
• putting things in order in the workplace and maintaining equipment;
• introduction of the so-called pull production system (production only when an order is received).

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The development of any company involves gradual access to a qualitatively new level. To do this, you need to change the usual and established way of managing, but not change it chaotically, but in accordance with a well-thought-out strategy. Profits will grow when production methods are maximally improved, guaranteeing income growth, and costs and losses are minimized. This technology, which has been around for a long time on the global market, is called “lean manufacturing.”

Let's consider the principles of this technique, the features of its application in domestic business, and methods of implementation in production. Let's discuss the obstacles that can stand in the way of an innovative entrepreneur striving for frugality. We present a step-by-step algorithm that can help in organizing new forms of business.

Lean manufacturing: how to understand it

"Lean– a special way of organizing activities, providing for the optimization of all business processes in order to find and eliminate hidden losses and improve production at all its stages.

This term is usually understood in two main meanings:

1. A set of practical tools and business technologies to achieve your goals.
2. A system of provisions close to philosophical, which characterizes a special attitude to the organization of activities at all levels - from management to ordinary workers.

In various literature this technology may be called:

• BP (“lean production”);
• The English equivalent is “lean production”;
• Lean or Lean technology (tracing paper from the English term);
• It can be written in English transcription, for example, “LEAN principles”.

In modern management, without the introduction of BP, not a single company can count on a leading position in its industry or even any serious competition.

Reasons for implementing lean manufacturing

The reason for restructuring activities according to the Lean system can be not only the expressed will of senior management. Common sense will tell you that management approaches need to be changed if an organization systematically:

• deadlines for fulfilling orders are not met;
• the cost of production turns out to be prohibitively high;
• delivery times have been increased;
• there is a large share of defects in products;
• the share of costs in the financial balance is greater than acceptable;
• productive capacity is limited – there is unfinished production.

In general, we can say that the introduction of BP will help solve the accumulated problems systematically, changing the working structure of the organization and qualitatively changing the situation for the better.

What can Lean technology bring?

To whatever extent the Lean manufacturing technology enters the life of a company, positive changes are guaranteed. World practice shows that effectively applied tools of this methodology can improve the situation in the following areas of management:

• shorten the operating or production cycle;
• optimize the organization of space in the office or production premises;
• reduce the share of work in progress;
• significantly improve product quality;
• increase labor productivity and output volumes;
• reduce the cost of maintaining fixed assets;
• ensure greater independence of working groups;
• make management more efficient.

Systemic improvements in other production areas are also possible.

ATTENTION! The main result from the introduction of BP will not be the number of tools used or even the financial indicator of income, but a significant increase in the competitiveness of the organization.

Where is it appropriate to apply Lean technology?

The Lean system can be used in absolutely any area of ​​production, trade, and service provision.

Initially, it was used in the automobile manufacturing industry, at giant factories such as Toyota. The effectiveness of the approach forced it to be adapted for other areas of activity. BP is most widespread in the following areas:

• logistics (the name “Lean Logistics” stuck);
• IT (here, too, the proper name “Lean Software Development” is used);
• construction technologies (“Lean Construction”);
• medicine (“Lean Healthcare”);
• oil production;
• education system;
• credit organizations.

Whatever company applies the principles and methods of Lean technology, this will certainly bring positive changes and lead to further development. Naturally, it is necessary to make appropriate adjustments to the methods based on the characteristics of the industry.

Implementation or transformation?

The term “introduction of power supply”, which is used in domestic practice, is not entirely accurate in relation to this technology.

In the usual sense, “implementing” this or that initiative means changing the state from the original to the planned one. For example, the efficiency of equipment in production was estimated at 45%, and after “implementation” it should reach the level of 90%. Managers perceive management technologies as a kind of software that can be installed and thereby ensure planned performance.

This approach does not work with Lean technology. One can compare development according to this scheme with a movement not from the starting point to the end point, but with the unfolding of a spiral, which increases positive effects with each circle, for which it is necessary to increase the applied efforts.

IMPORTANT! The transformation must be permanent and systemic, affecting all areas, starting with the way of thinking of each employee. For this purpose, the technology has provided simple and understandable tools.

Principles of the LEAN system

Since BP is not only a set of tools, but also a way of thinking, it is necessary that the participants in the process are imbued with its basic principles:

1. The value of the product for the consumer. The manufacturer must have a good understanding of what exactly the future buyer values ​​in his product. Then it will be possible to eliminate or significantly reduce those actions that do not affect these values ​​in production.
2. Only necessary actions. It is necessary to understand which production procedures are truly necessary and eliminate all possible losses of resources.
3. Not a process, but a flow. Production technology should not be a set of procedures, but a continuous flow, where operations logically and immediately replace one another. It is important that each operation adds value to the product as defined in point 1.
4. What you need, and as much as you need. Product release must meet the needs and requirements of end consumers.
5. There is no limit to perfection. The implementation of the BP system is not completed; it involves constant work on further improvements in a constantly changing market situation.

Hidden losses

The Lean manufacturing system is extremely specific. In order to rebuild production, you first need to restore order in the existing system, eliminating the most obvious “leaks”, that is, minimizing hidden losses, eliminating unhelpful actions. Thus, efficiency will increase and management will improve in other areas. Therefore, it is necessary first of all to determine the main types of possible losses in production. The founders and followers of the Lean system identified several of their varieties:

• re-production– losses due to excess production of products (increase the impact of other types of losses);
• "expectant"– losses due to unproductive waiting (for various reasons, for example, downtime, late deliveries, setting up poor equipment, inefficient production cycle, etc.);
• dynamic– losses caused by unproductive movements and inappropriate movements (searching for the necessary tools or documents, performing actions unnecessarily, improper organization of space);
• "spare"– losses due to excessive amounts of inventory (parts, documents, raw materials, etc.), since resources need to be spent on storage, search, etc.;
• quality– losses due to defective production results (large quantities of defects);
• technological– losses due to technology not meeting the requirements for the final product;
• psychological– losses due to creative burnout of employees.

LEAN tools

To achieve the goals declared by “Lean” production, an extensive system of various management tools is used:

1. 5S concept. This tool is intended for the initial ordering of the main processes that cause hidden losses of certain varieties. The application of the method immediately has a positive impact on the quality of products, labor productivity, and the safety of its conditions. The name “5S” reflects the five main stages of minimizing hidden losses, each of which begins with the letter “C”:
   • sorting;
   • self-organization;
   • maintaining the workplace in proper condition;
   • standardization of the workplace;
   • improvement.
2. JIT method. The abbreviation stands for “Just-in-Time”. Aimed at reducing the production cycle time, which, in turn, will significantly reduce the cost of production, and therefore the price of the product. The essence of the method is that materials and raw materials are provided only when and in the quantities they are needed for production. In a “running short” state, working losses will be significantly reduced compared to a constant excess of source material.
3. Poka-Yoke method. Translation from Japanese of the expression is “error protection.” The point is to eliminate the very possibility of making a mistake. Everyone knows that prevention is always less complicated and costly than correction. Therefore, all the efforts of staff and management are directed towards creating procedures or using devices to prevent errors.
4. Kaizen approach. The word can be translated as “improvement without stopping.” Its basis is a gradual transition from stage to stage, each of the subsequent ones provides for, albeit small, but changes for the better. At each stage, the current situation is first analyzed, then specific steps for improvement are proposed, which are implemented at the next stage.
5. Kanban system. Also a Japanese method that involves control over the flow of materials and goods. It is based on the use of special work cards to accompany the product throughout its entire production cycle, each of which is called “kanban”. They come in two types:
   • selection cards - carry information about product parts that must come from other sites or from suppliers;
   • order cards - carry information about the movement of products or their parts within the organization (types, quantities), which should come from the previous stage of production.
6. Andon mode. Provides transparency of the process for all production participants through visual control, allows you to request help in a timely manner or stop the process.
7. SMED method.(“Single Minute Exchange of Die”, which can be translated as “delay is like death”) allows you to minimize time losses at intermediate stages of production.
8. Quality control can be done using a varied palette of techniques:
   • check sheet;
   • control card;
   • stratification;
   • bar chart;
   • scatter diagram, Pareto, Ishikawa, etc.
9. Quality control carried out using a variety of charts, graphs and matrices:
   • network diagram;
   • priority matrix;
   • connection diagrams, affinity, tree, matrix, etc.
10. Quality analysis and planning can be performed using various procedures:
    • “5 Whys” method;
    • "house of quality";
    • FMEA analysis, etc.

This is not a complete list of Lean manufacturing tools. Since BP, as already mentioned, is not a set of technologies, but a system, the greatest effect will come from the integrated application of techniques, although each of them individually will have a positive impact on a particular industry.

Inhibiting stereotypes about LEAN technology

The main problems of implementing “Lean” technology in production are in the minds of management and staff. False beliefs prevent you from accepting new principles for building production and passing them through yourself.

Nevertheless, the LEAN principles are objective, and therefore stereotypes of thinking should not slow down the implementation of this progressive technology. What prevents the understanding of this system? Let's consider the main internal objections:

1. “The enterprise has been operating for years, and is still working well, why make drastic changes?” The fact is that the market has changed rapidly in the last couple of decades. The old principles of production will not only not ensure the preservation of the level, but will inevitably pull it back.
2. “All these foreign technologies will not work in our conditions, in our mentality.” Indeed, “Lean” manufacturing as an approach was developed in Japan, and was picked up and developed by the Western business world. But this approach is not something purely national; its principles are universal and are based on a resource conservation system as old as the world, simply “packed” into more modern tools.
3. “It won’t take root, they’ll try and quit.” The system of continuous improvement is not an action, not a one-time introduction, but a complete restructuring of the foundation, a basic change in the work culture. If you start, the running mechanism of improvement will not stop: people quickly get used to good things.
4. “I’m just a cog in the system, what can I do?” These are the thoughts of ordinary workers, ordinary personnel, who think that nothing depends on them. However, the very basis of the Lean system refutes this stereotype, proclaiming the principle: “Every drop can overflow a glass.” Thanks to the system, it is easy to answer the question: “What can I do?” and begin to act: organize your workplace, improve the operation of subordinate equipment, establish the necessary connections, etc.
5. “Everything needs to be changed, it’s difficult and expensive.” In this case, only stereotypes need to be “broken.” The implementation of LEAN does not require additional investments, changes in personnel policies, or immediate restructuring of technological schemes. We are talking about a global change - in mentality, and it happens very gradually and gradually.

Lean is a whole way of thinking. A mindset that optimizes your workflow. He uses operating principles and tools for this.

Lean manufacturing or Lean originated from the production system of Toyota factories. American researchers interpreted some of Taichi Ohno's ideas and found the system he created suitable not only for the automotive industry, but also for any other areas.

The basis of the lean manufacturing concept is reducing waste. Anything that does not add value to the product is considered a loss. To reduce costs, the work process is optimized as much as possible and simplified where necessary. Another important part of Lean is the constant pursuit of excellence.

Types of losses

Waste and working to reduce it is a big part of this mindset. The creators of lean manufacturing identify seven types of waste. They may be called differently in different sources.

1. Partially completed work. When a product or component is not fully completed, it is of no use or value. This means that resources and time were wasted.
2. Extra steps or processes. These are processes that take time and effort, but do not make the product more expensive. Such a process could be, for example, writing reports.
3. Unnecessary functions or overproduction. A new option or functionality may be useful, but if the customer does not need it, then it will not affect the price of the product.
4. Multitasking and moving around. Each employee, and the team as a whole, work as efficiently as possible on one task. The more tasks are performed simultaneously, the less labor efficiency.
5. Expectation. Work time wasted because the process may have stopped or slowed down in other steps.
6. Transportation or movement. When workers are far away from each other, or the assembly/work process itself is extended, the time for communication or movement of product parts through production stages increases.
7. Defects. Defective products have low value or force the team to waste time fixing defects.

Sources of losses

There are also three types or sources of losses.

• Muda- uselessness, redundancy, wastefulness. These are the losses that were described above.
• Moore- unevenness, lack of rhythm. Costs arising from intermittent schedules and uneven production.
• Muri- unreasonableness, overload. Excessive workload for employees, which makes them less effective in the long run.

Lean principles

Lean manufacturing contains several principles and a number of values. Values ​​probably play a larger role here, since they reflect and explain the entire concept.

• Elimination of losses.
• Reinforcement learning.
• Making decisions at the last crucial moment.
• Reduce delay times.
• Respect for the team and work on its effectiveness.
• Product integrity and quality.
• Seeing the big picture.

The principles are achieving maximum quality and eliminating costs. There are five stages of their implementation.

1. Determining the value of the product.<
2. Defining the value stream.
3. Ensuring the continuous flow of this stream.
4. Allowing the consumer to pull the product.
5. The pursuit of excellence.

Tools

Lean provides a wide range of tools. Some tools regulate the changeover of equipment, others organize the workplace, and others analyze the results of work. Interestingly, most of the tools are applicable in various areas of production. Here are some of them.

Value Stream Map

A value stream map is a diagram that depicts the movement of a product or its specific functionality through stages.

Each stage is highlighted in a rectangle and connected by an arrow to the next one. Below the chain of rectangles, the time that the product spent in each of them and spent moving between them is depicted. Based on the time flow map, it is easy to calculate which stages take longer, as well as how many total hours or days are spent waiting or transitioning.

5 "Why?"

Five “Why?” - method of solving a problem. It allows you to get to the root cause of problems or losses. This is achieved through a series of five “Why?” questions. when a problem is detected. After this, the solution usually becomes much more obvious.

5S

5S is also one of the lean tools aimed at improving the organization of the workplace. It consists, as you might guess, of five components or steps (5 Steps).

• Sorting is the division of all items into necessary and unnecessary, getting rid of the latter.
• Maintaining order is organizing the storage of necessary things in such a way that they can be easily accessed.
• Keeping it clean - regular cleaning of the workplace.
• Standardization - drawing up standards for the three steps above.
• Improvement - maintaining established standards and improving them.

Application of Lean

Lean manufacturing is most advantageous to implement in manufacturing industries. This is where Lean allows you to seriously save and reduce costs. The way of thinking and tools are convenient to introduce both across the enterprise and in small teams. In the software industry, lean software development has even been created - a methodology that uses the Lean concept and its principles.

The widespread use of lean manufacturing technologies was pioneered by Toyota. Following her example, many large companies, during various crises, began to look for ways to reduce costs and came to Lean. Now 2/3 of US companies adhere to its principles. Partly also because the state assisted in the dissemination of methods.

In Russia, not many companies want to organize their work process using philosophy. Nevertheless, large companies are gradually moving to new production methods. Russian Railways, KAMAZ, Irkut and Rosatom have successfully implemented Lean and achieved good results thanks to it.

Literature about Lean

A lot of different literature has been written about lean manufacturing, as well as about flexible methodologies. Three books that will help you start understanding Lean and applying it.

1. “Lean Manufacturing: How to Eliminate Waste and Make Your Company Prosper,” James P. Womack, Daniel Jones.

2. “Toyota Production System”, Taiichi Ohno.

3. “Production without losses for workers.”

4. “Business from scratch. Lean Startup, Eric Ries.

Kaizen

Advantages of the Kaizen system

There are two levels of kaizen

1. System or flow kaizen that focuses on the value stream as a whole. This is the responsibility of managers.
2. Process kaizen focused on individual processes. This is the area of ​​responsibility of the work teams.

The proposal submission system is an integral part of one or another existing management mechanism, which is aimed at involving employees in Kaizen. The number of proposals submitted by workers is considered as an important criterion in assessing the performance of the leader of a group of workers and the manager to whom he reports.

According to Masaaki Imai, management, in order to implement a kaizen strategy, must

use the following basic elements of the concept:

1. maintenance and improvement as key functions of management;

2. concentration on the process, not the result;

3. the importance of following the PDCA/SDCA cycles;

4. main focus on quality;

5. all decisions are based only on facts;

6. customer orientation.