State autonomous educational institution

"TYUMEN STATE ACADEMY

WORLD ECONOMY, GOVERNANCE AND LAW»

QMS - ROP - RUP - 2.5

LEAN

Working curriculum

Direction of training

080200 Management

Training Profile

Production management

Qualification (degree) of the graduate

Bachelor

Form of study

full-time, part-time

BBK 65.290-2

LEAN[Text]: working curriculum. Tyumen: GAOU VPO TO "TGAMEUP". 2011. - 16 p.

The working curriculum for the discipline "Lean Production" was developed in accordance with the Federal State Educational Standard of Higher Professional Education and the curriculum, recommendations and ProOP VPO in the direction 080200 "Management" profile 080200.62 "Production Management" full-time and part-time forms of education.

The working curriculum includes: the objectives of mastering the discipline; the place of the discipline in the structure of the BEP of the bachelor's degree; the competence of the student, formed as a result of mastering the discipline; the structure and content of the discipline; educational technologies; educational and methodological support for independent work of students; evaluation tools for current monitoring of progress, intermediate certification based on the results of mastering the discipline; educational-methodical and information support of the discipline; material and technical support of discipline.

Approved at a meeting of the Department of National Economics and Management (minutes dated 01.01.2001), printed by decision of the Educational and Methodological Council (minutes of the meeting of the EMC No. 7 dated 01.01.2001).

Reviewers:

PhD in Economics, Associate Professor of the Department of National Economics and Management "TGAMEUP"

, Doctor of Economics, Professor, Head. Department of Management "TyumGASU"

Responsible for the issue Ph.D., Professor

Format 60x84/16. Times New Roman typeface.

Circulation 5. Volume 0.93 c.p. l.

Printed in the laboratory of copying equipment "TGAMEUP"

1. The goals of mastering the discipline

The purpose of mastering the discipline "Lean Production" is to equip students with knowledge of modern enterprise management processes. The acquired knowledge and skills will allow them to solve practical problems in the implementation of projects to build a lean enterprise.

2. The place of the discipline in the structure of the BEP of the bachelor's degree

The discipline "Lean production" is one of the disciplines of the profile of the variable part of the professional cycle.

To study the discipline, knowledge is required in the economics of the company, general production and strategic management, information support for management activities, business planning, etc. The student must:

Know:

· conditions and principles of functioning of enterprises in a market economy;

· methods of determination and rational use of production resources;

· principles of management of economic activity at the enterprise.

Be able to:

perform specific economic calculations;

draw conclusions based on the results of the calculation of indicators and propose solutions for their improvement;

· develop projects in the field of economics and business, choosing the most rational ways to implement economic decisions, taking into account resource constraints.

Own:

the ability to take into account the consequences of management decisions and actions from the standpoint of social responsibility (OK-20);

the ability to design an organizational structure, to carry out the distribution of powers and responsibilities on the basis of their delegation (PC-2);

the ability to effectively organize group work based on knowledge of the processes of group dynamics and the principles of team formation (PC-5);

· the ability to analyze and design interpersonal, group and organizational communications (PC-7);

the ability to assess the conditions and consequences of organizational and managerial decisions (PC-8);

· the ability to analyze the relationship between the functional strategies of companies in order to prepare balanced management decisions (PC-9);

readiness to participate in the development of the organization's strategy, using the tools of strategic management (PC-15);

readiness to participate in the implementation of the program of organizational changes, the ability to overcome local resistance to change (PC-17);

· possession of methods for making strategic, tactical and operational decisions in the management of the operational (production) activities of organizations (PC-18);

the ability to plan the operational (production) activities of organizations (PC-19);

knowledge of modern concepts of organization of operational activities and readiness for their application (PC-22);

· knowledge of the modern quality management system and competitiveness (PC-23);

· the ability to apply quantitative and qualitative methods of analysis in making managerial decisions and build economic, financial, organizational and managerial models (PC-31);

· the ability to model business processes and familiarity with the methods of reorganization of business processes (PC-35);

· the ability to develop business plans for the creation and development of new organizations (lines of activity, products) (PC-49).

As a result of mastering the discipline, the student must:

Know:

How a lean company and its production system works;

How is the improvement of the company managed;

How is a production improvement program developed;

Peculiarities of tools (components) of lean manufacturing with different options for organizing the system.

Be able to:

Build value stream maps;

Apply problem solving techniques;

Develop regulatory documents for lean manufacturing programs;

Conduct project implementation activities.

Own:

Skills of independent mastering of new knowledge in the field of process management, using modern information technologies;

Various tools and methods in the field of lean manufacturing;

Effective technologies for organizing a project for organizing lean production.

4. The structure and content of the discipline "Lean production"

3. Define the concept of "value".

A) Value - a set of product properties that have value.

B) Value - a set of product properties that are indicated in the company's price list.

C) Value - a set of properties of a product or service for which the consumer is willing to pay the supplier.

4. Define the Just-in-time (JIT) system.

A) It is a system in which products are produced and delivered to the right place at exactly the right time and in the right quantity.

B) This is a system where items are produced and delivered according to the supplier's business hours.

C) This is a system in which products are delivered to the right place.

5. What is the name of "error protection" in the lean manufacturing system?

BUT) Bye-yoke.

B) Kaizen.

6) What is the namean activity that consumes resources but does not create value for the consumer?

7. What is visual inspection?

A) Visual control - assessment of the quality of manufacturing products by inspection or tactile method.

B) Visual control - evaluation of the method of manufacturing products.

C) Visual control - an assessment of the time of manufacture of products by inspection.

8. How can you determine the takt time?

A) This is the time interval after which the consumer requires the ordered products from the supplier.

B) This is the time interval after which the manufacturer can produce products.

C) This is the time interval after which the consumer requires the replacement of products.

9. Define the concept of "Kaizen".

A) Continuous improvement of staff development activities

B) Continuous improvement of activities with the involvement of all personnel in the constant work to reduce losses

C) Continuous improvement of production activities.

10. What is "Gemba"?

A) Any place where value is directly created for the consumer.

B) production shop.

B) Office building.

QUESTIONS FOR CREDIT

1. Strategy and goals of the company's development.

2. The history of the emergence of lean manufacturing systems.

3. Lean manufacturing as part of other efficiency improvement models.

4. Creation of basic conditions for the implementation of the lean manufacturing model.

5. Organization of the implementation of the lean manufacturing model at the enterprise.

6. Kaizen system: building a production flow at the work site.

7. System "Ordering / 5S".

8. Quality management system.

9. System "Just in time - JIT".

10. System of general productive maintenance of TPM equipment.

11. Main problems of implementation of lean production models.

12. Designing work on the implementation of lean production systems. 13. Management of the current production process at the site.

14. Site personnel management.

15 Lean in-house logistics.

16. Personal efficiency of the manager.

8. Educational, methodological and information support of the discipline

Basic and additional literature:

1. Womack, Jones. Lean. How to get rid of losses and make your company prosper. Alpina Business Books, 2006

2. Liker. Tao of Toyota: 14 principles of management of the world's leading company. Alpina Business Books, 2006

3. Jeffrey Liker, David Mayer. Toyota DAO practice. Toyota Management Principles Implementation Guide. Alpina Business Books, 2006

4. Lean manufacturing. A synergistic approach to loss reduction. Standards and Quality, 2007

5. Mark Graham Brown "Balanced scorecard: on the route of implementation". Alpina Business Books, 2005

6. Masaaki Imai. Kaizen: The key to the success of Japanese companies. Alpina Business Books, 2006

7. Mike Rother, John Shook. Learn to see business processes. The practice of building value stream maps. Alpina Business Books, CBSD. Business Skills Development Center, 2006

8. Pascal Denis. Sirtaki in Japanese. About the Toyota Production System and more. Institute for Comprehensive Strategic Studies, 2007

9. Pete Pande, Larry Holp. What is Six Sigma? A revolutionary method of quality management. Alpina Business Books, 2006

10. Pandy, Newman, Caveneg. The Six Sigma Path: A Practical Guide for the Implementation Team. company p. m.office, 2005

11. Lossless production for workers. Institute for Comprehensive Strategic Studies, 2007

12., Kupriyanova. The path to creating a quality workplace. Standards and Quality, 2005

13. Shigeo Shingo. The study of the Toyota production system from the point of view of the organization of production. Institute for Comprehensive Strategic Studies, 2006

Reference legal systems

1. Guarantor 2. Consultant Plus

Magazines

1. Economic questions

2. Bulletin of Moscow State University (Series "Economics")

3. Problems of the theory and practice of management

4. Russian economic journal

5. Advisor to the director.

6. The art of management.

7. Management in Russia and abroad.

8. Tor manager.

SitesInternet

9. Logistics support of discipline.

Conducting classroom classes in the discipline "Description and optimization of business processes" does not require specialized classrooms and educational and laboratory equipment. At the same time, lectures can be conducted using the 3M-9550 projector and Proxtra X multiverse projector SANYO, or in specially equipped multimedia classrooms equipped with mass visualization tools, including a large monitor or projector for working in Power Point.

Lean production methodology is an innovative approach to management and quality management, which includes the optimization of production processes, focused on the wishes of the consumer, improving product quality, and reducing costs. This technique is now widely recognized as the most effective, reliable and low-cost way for companies to overcome the crisis and increase competitiveness on a global scale. It allows, without capital expenditures, to significantly increase productivity, significantly improve the quality of products or services, reduce costs, and reduce production cycle time.

The loss assessment technique allows you to calculate the economic efficiency of lean manufacturing measures by eliminating:

- overproduction;
- extra processing steps;
- unnecessary transportation;
- excess stocks;
- extra movements;
- elimination of expectations;
- elimination of defects.

Each event is entered into an automated settlement system, which analyzes its effectiveness in the context of the specified indicators and their groups. In this case, it can be noted that facilitating the work of users with the settlement system has led to the complexity of its readjustment and adaptation to the needs of a particular enterprise. The calculation of the effectiveness of lean manufacturing activities can only be carried out if the required information is available. The economic assessment of losses is carried out on the basis of the information received about the results of the work of shops and their production units. To register information in the places where losses occur (workshop, site, workplace, warehouse, etc.), information collection points should be created, where not only information on the results of production activities is registered, but also some preliminary processing is carried out.

Possible losses for each type of losses for the structural divisions of the enterprise are proposed to be calculated according to the following methodology:

Losses due to overproduction - these are losses as a result of the production of products, products in such a quantity that exceeds the demand of persons with purchasing means. This, according to experts, is the worst of all types of losses, since overproduction leads to other losses. Losses due to overproduction for the reporting period (for example, a quarter, a year) are the sum of the costs of storing unclaimed products during the reporting period and the total costs of producing unclaimed products in the established limit period.

The maximum storage period for unclaimed products is established by an expert method depending on the specifics of production and is the period after which the product can be considered unclaimed (for example: due to the expiration of the shelf life, obsolescence, etc.).

Overproduction losses (P) are determined by the formula:

P = P1 + P2 , (1)

where: P1 - losses associated with the costs of storing unclaimed products in the established limit period, rubles / reporting period;

P2 - losses associated with the cost of producing unclaimed products in the established limit period, rubles / reporting period. The cost of storing products in a specified limit period is determined by the following formula:

N = K* P* C , (2)

where: N - the number of types of unclaimed products;

P - the number of unclaimed products of the i-th type for the established limit period, pieces;

C - cost of product storage, rubles/day;

K - the number of days of storage of the type of unclaimed products.

Losses due to unnecessary processing steps in engineering production are losses associated with additional work on processing workpieces from various materials using influences of various nature, in order to create a product or workpiece according to given shapes and sizes for subsequent technological operations. Products should come out of production of such high quality that, if possible, their alterations and improvements should be excluded, and quality control should be quick and effective.

Losses due to unnecessary movements are the costs associated with more frequent movement of personnel and items (materials, products, etc.) than is required for a continuous technological process.

It is important to deliver everything you need in a timely manner and to the right place, and for this, good logistics schemes must be implemented at the enterprise.

Losses due to waiting are the losses of products, works (services) that could be produced during the idle time of workers waiting for materials, tools, equipment, information. This is always a consequence of poor planning or insufficiently established relationships with suppliers, unforeseen fluctuations in demand. Losses due to waiting as a result of equipment downtime (Pa) are determined by the formula:

Pa = P3 + P4 , (3)

where: P3 - losses associated with equipment downtime;

P4 - losses associated with downtime of workers.

Losses due to waiting depend on the following factors: productivity of equipment (labor), waiting time and production costs per unit of product.

Productivity is commonly understood as the efficiency of resource use in material production, which is determined by the quantity of products produced per unit of time.

Losses due to the release of defective products (rework) - the cost of correcting a defective product, as well as settling customer claims, etc.

Determining the economic efficiency of implementing lean manufacturing measures at the enterprise level.

The problem of determining economic efficiency predetermines the need to correctly take into account and analyze the level and scope of the implementation of measures for lean production. This means that the definition of efficiency requires the use of methods of quantitative analysis and measurement, which involves establishing a relationship between the increase in the scale of implementation of the concept of lean production and the increase in the profit of the enterprise.

The analysis of the economic efficiency of the implementation of the concept of lean production begins with the calculation of the total annual production volume by the structural units in which lean production V was introduced according to the formula:

where: j - index of the structural unit;

J is the number of structural units where lean production is implemented;

V is the volume of output by the structural unit, where lean production was introduced j.

To further determine the economic efficiency, the following steps must be performed:

- predict the volume of investments for the implementation of lean manufacturing measures for each measure implemented in the structural unit;
- depending on the projected volume of investments and the coverage of structural divisions with lean manufacturing activities, the share of the volume of output (gamma) is determined;
- expertly determines the threshold value of gamma, at which the economic effect of the implementation of measures for lean production will begin to manifest itself in the form of an increase in the profit of the enterprise (delta P).

The gamma threshold may also depend on how effectively the intervention is implemented. The higher the effectiveness of the implementation of the intervention, the lower the gamma threshold will be.

The relationship between the increase in the share of gamma over the threshold value of gamma (delta gamma = gamma - gamma) and the increase in the profit of the enterprise can be expressed as:

delta P = K delta gamma,(5)

where: K is an indicator that characterizes the increase in the profit of the enterprise per unit increase in the scale of implementation of the lean production measure.

In the passage to the limit, this indicator is expressed as a derivative:

K = dP / dgamma(6)

The economic effect of any activity, including lean manufacturing activities, lies in the additional profit received.

Additional profit, in turn, is determined by how much the company's revenue and production costs will change due to the implementation of these lean manufacturing measures. Thus, the key approach to calculating the effect of any event

(including lean manufacturing activities) is to determine how much more the company will receive, and how much more it will pay, in connection with the implementation of the concept of lean manufacturing.

As criteria for the economic efficiency of the implementation of measures to organize lean production, it is proposed to use the traditional performance indicators of the Program, such as: net present value (NPV), internal rate of return (IRR) and discounted payback period.

Net present value (NPV)

In international practice, a widely used indicator for evaluating the effectiveness of projects is the net present value or net present value (NPV).

If the calculated NPV value is positive, then this indicates that the sum of all losses that are supposed to be eliminated is greater than the investment in the LP activity, which means that the activity in question should be accepted for implementation.

If NPV is less than zero, then this activity should be abandoned.

Using the principles and tools of lean manufacturing, it is possible to significantly increase production efficiency, product quality, labor productivity, reduce material and time costs, reduce lead time, reduce the period of development of new products, and increase the competitiveness of the enterprise. The ideas and methods of lean production could play a decisive role in transforming individual branches of Russian industry and bringing it closer to the level of modern developed countries, allowing them to withstand increased global competition for consumers and ensure the successful development of enterprises in the harsh conditions of the modern world economy.

In the context of the practical implementation of "lean production", the issues of assessing the actual state and further prospects for using the tools of "lean production" are of particular importance. Since, firstly, the illusion may appear that a lot has already been done at the enterprise, and it is possible to reduce activity in the implementation of tools and methods of lean production, and, secondly, each next step to reduce losses and increase the efficiency of the enterprise will require more significant efforts .

The most effective methods of organizing "Lean production" at the enterprise are the definition of target indicators, the implementation of pilot projects and the calculation of the economic effect.

Lean targets are necessary for the development of strategy and policy by the top management of the enterprise, in which resources are directed to those goals that are critical to the business. It is necessary to unify resources and develop specific measurable indicators that regularly monitor the achievement of key goals. The key feature of the model is the unit for evaluating the effectiveness and developing new goals, which is fully consistent with the philosophy of "lean production" and is aimed at continuous improvement. The model includes an expert assessment of the effectiveness of the implementation of the "Lean production" system, presented in Table 2.

The results of an expert assessment of the effectiveness of the implementation of lean production at KAMAZ OJSC demonstrate the following:

1. The subsystem "personnel" has received more development in KAMAZ OJSC compared to other subsystems (5.5 points out of 10 maximum), the subsystem "processes" has the least development at the enterprise (4.6 points).
2. All subsystems "processes", "personnel", "strategic management" were rated by experts at KAMAZ OJSC at an average level (maximum score - 10 points), which indicates that there are still significant reserves for the implementation of tools and methods of lean production.

Indicators such as (4.0 points), (3.2 points), (3.7 points), work with suppliers on lean manufacturing (3.7 points), (3.8 points), work with dealers on lean production (3.9 points), received by OJSC "KAMAZ" have the lowest rating, and are benchmarks for intensifying work.

Table 2 Evaluation of the effectiveness of the organization "Lean production" in OJSC "KAMAZ"

Measured indicators

Share of expert assessments, %

Subsystem "strategic management"

Having a BP philosophy

Declaration and principles of BP

KPI - key performance indicators

Study of consumer requirements

Customer Satisfaction Assessment

subsystem "personnel"

Employee training

Employee cohesion

Subsystem "processes"

Availability of 5C

Using the pull system

Loss reduction

Improving product quality

Working with BP suppliers

Working with BP dealers

Despite the fact that KAMAZ OJSC is the leader among Russian machine building enterprises in implementing lean production tools and methods, experts' assessments of the situation at KAMAZ OJSC do not differ radically from the assessments of Russian Federation machine building enterprises. All this indicates that internal experts are prone to self-criticism, they see the existing shortcomings and prospects for the development of the enterprise in the implementation of tools and methods of lean production.

In practice, this means the need to intensify work on the implementation of the tools of the KAMAZ production system - these are solutions that allow you to see opportunities for improvement and significantly reduce losses.

It is necessary to constantly improve the entire range of business processes, increase the transparency and manageability of the organization, use the potential of each employee of the company, increase competitiveness, obtain a significant economic effect without incurring large financial costs (Fig. 12).

Table 3 Evaluation of the effectiveness of the implementation of the system "Lean production" in OJSC "KAMAZ" and at the enterprises of mechanical engineering of the Russian Federation

Measured indicators	Wed score for JSC "KAMAZ"	Wed Russian mechanical engineering score
Subsystem "strategic management"	Availability of strategic management
Having a BP philosophy
Declaration and principles of BP
Involvement of senior management, implementation of personal projects
KPI - key performance indicators
Study of consumer requirements
Customer Satisfaction Assessment
Subsystem "personnel"	Employee training
Employee cohesion
Availability and quality of kaizen offerings
Nurturing Leaders with the BP Philosophy
Building a learning organization
Subsystem "processes"	Availability of 5C
Using the pull system
Even distribution of work
Using visual control
Loss reduction
Improving product quality
Improving the quality of service
Working with BP suppliers
Working with BP dealers

Each of the tools of the KAMAZ Production System solves some specific part of the problems, and only their joint application will solve the problem completely, or minimize it to acceptable values.

Rice. 12.

Conventionally, the tools of the KAMAZ Production System can be divided into three main groups: tools for analysis and detection of losses, tools for improvement, tools for management and involvement (Table 11).

Table 4. Tools of the KAMAZ Production System

Since the experts assessed the performance indicators of the implementation of tools and methods of lean manufacturing at an average level, it is necessary to intensify work at the enterprise in such areas as KPI - key performance indicators, the use of a pull system, studying customer requirements, assessing customer satisfaction, even distribution of work, improving quality maintenance, work with suppliers on lean production, work with dealers on lean production.

Rice. one Goals and objectives of the Program of the Republic of Tatarstan "Implementation of the project "Lean production" in the Republic of Tatarstan for 2011-2013"

The implementation of the Program of the Republic of Tatarstan "Implementation of the project "Lean production" in the Republic of Tatarstan for 2011-2013" contributes to the intensification of this work, which provides funding for projects to introduce tools and methods of lean production, including projects to train personnel in lean production.

As a result of the implementation of the activities of the Program of the Republic of Tatarstan "Implementation of the project "Lean production" in the Republic of Tatarstan for 2011-2013" it is planned to ensure the achievement of the indicators presented in Table 4.

Table 4 Indicators of the Program of the Republic of Tatarstan "Implementation of the project "Lean production" for 2011-2013"

Indicator name
Index of industrial production of enterprises participating in the program, in %
Growth rate of labor productivity (against the corresponding period of the last year) of enterprises participating in the program, in %
The share of industrial enterprises implementing lean production development programs in the total number of industrial enterprises employing more than 500 people, in %
The level of profitability of production of enterprises participating in the program, in %
The number of enterprises whose personnel underwent professional development under the Program

Such an approach to the gradual increase in the efficiency of the enterprises of the economy of the Republic of Tatarstan, including OJSC KAMAZ, by reducing losses and training personnel, contributes to the growth of the production potential of the regional economy and the growth of competitiveness.

To date, an extensive arsenal of methods has been accumulated and tested, with the help of which an enterprise can implement "lean manufacturing" tools.

The most effective methods for implementing the Lean Production system in an enterprise are setting targets, implementing pilot projects, and calculating the economic effect.

Target indicators of lean production and the achievement of the goals of the KAMAZ Production System are presented in Table. 5.

Table 5 Dynamics of indicators of fulfillment of the goals of the KAMAZ production system

Indicators
Trained in the principles and methods of personnel safety
open projects
implemented projects
submitted kaizen - proposals
implemented kaizen - proposals
process standardization
process visualization
freed area sq. m
released equipment units.
economic effect obtained (million rubles)
including kaizens
costs for the development of PSK amounted to (million rubles)
% of economic effect

Goals of the production system "KAMAZ" for 2012:

1. Increase the operational efficiency of KAMAZ OJSC by reducing emergency downtime of equipment by 50%, increasing labor productivity by 16%. reduction of specific energy costs by 5% per vehicle, reduction of procurement costs by 1,500 million rubles, bringing the number of current vehicle configurations in line with the business plan for 2012, providing production with a personnel reserve for stable operation during the summer period .
2. To increase the efficiency of the management system of KAMAZ OJSC by introducing the standard "SFM - process control from the place of value creation", introducing the principle "logistics delivers, assembly assembles" by developing and implementing standards in the main process: assembly, logistics, implementation of the fifth and sixth phases of the project "Calendar", development and implementation of the personnel development map of the main process, implementation of a reporting system for managers based on the KPI of the main process.

To improve the quality and reliability of KAMAZ products by introducing a built-in quality system into the main processes by 100%, reducing losses from scrap by 10%, and reducing PPM by 25%.

4. Involve 100% of the personnel in the improvement of the KAMAZ production system by training all newly hired personnel in the principles, methods and tools of PSK, submitting 4 kaizen proposals per 1 employee per year, opening 4200 kaizen projects, implementing at least 3800, implementing 80 % of submitted kaizen proposals and kaizen projects, opening of a personal project by each head of KAMAZ OJSC.
5. To ensure the sustainable development of suppliers, subsidiaries, joint ventures based on the principles of the KAMAZ production system by teaching the basic PSK course to the heads of all auto centers and key suppliers, holding a 3-day seminar on the basic PSK course for the heads of dealers of KAMAZ OJSC, introducing PSK in all subsidiaries with 100% capital of KAMAZ OJSC, the creation of reference sites on the principles of PSK at 3 key suppliers and at one of the plants - the representative of the customer, the opening by the leaders of the joint venture of personal projects to integrate the production systems of the joint venture and PSK.
6. To ensure the loyalty of the company's personnel, customers, residents of the city and the Republic of Tatarstan to KAMAZ OJSC through the systemic transmission of successful experience in the development of the KAMAZ production system.
7. Get an economic effect by reducing losses in the amount of 1,418 million rubles.

An important element that increases the effectiveness of the implementation of "lean production" is the implementation of pilot projects. For example, the Mayak project at the Automobile Plant of KAMAZ OJSC was opened on September 8, 2010 with the aim of intensive implementation of modern standards, methods and management technologies of the TOS operating system (Daimler AG) to optimize the processes of the Automobile Plant of KAMAZ OJSC. In the course of the "Mayak" project, the workload of operators was equalized to a cycle of 240 s, and a new organizational structure was developed. The goals, results and tools used in the Mayak project are presented in Table. fourteen.

In addition, during the Mayak project, the master's controllability rate was changed: it was 1:35, it became 1:10 (the master is the team leader and its ideologue, to support the new conveyor structure). Organized operational work of managers and feedback through information centers of 3 levels: brigade, workshop, factory. More than 60% of meetings have been moved to information centers to ensure the flow of information and the escalation procedure. Workplaces were organized in accordance with 15 Daimler assembly principles (from 19% to 69% compliance). Since the beginning of the project, employees have submitted about 1,300 kaizen proposals with an economic effect in the amount of more than 17 million rubles. The work of the logistics service is organized on the basis of 14 principles of Daimler logistics. During the project, continuous training of personnel in the principles and tools and methods of Lean took place (about 1,400 workers and 350 engineers were trained). An integral element of the implementation of the "lean production" system in the enterprise is the calculation of the economic effect from the introduction of tools and methods of "lean production".

Table 6 Goals, results and tools used in the Mayak project

Project Goals	Project results	Lean Manufacturing principles, tools and methods used in the project
Reducing the number of modifications (assembly) of assembled cars by 50%	Goal achieved	Detailed mapping of all processes in the project coverage area. Cascade work planning in the format of standard tactical plans. Elimination of the 7 main types of waste in processes. visual management. 5S system. System of general maintenance of productivity TPM. Structuring responsibility according to SQDCM. Unified production schedule of the plant. Standardized meetings. Team leader concept. Standard roles and responsibilities. Personnel development map. Systematized Lean-assessment and targeted training for managers. Structured system of key performance indicators of processes. Structured problem solving. Expanded goal achievement mode
Implementing built-in quality	Implemented quality loops 1, 2, quality gates, quality posts
Implementation of the Andon system	Goal achieved
Implementation of TOS standards in assembly and logistics	Goal achieved
Increase labor productivity by 20%	Labor productivity increased by 49%.
Ensure the possibility of assembling 48,100 vehicles at GSK 1 in 2012 (24,000 vehicles were assembled at GSK 1 in 2010)	Ability to assemble 48,100 vehicles at GSK 1 provided in 2011
Implement the Shop floor Management standard for enterprise management	Shop floor management standard implemented in the project area
The cost of the project must pay off within the period of its implementation.	The economic effect of the project amounted to 629 million rubles. and exceeded the costs

The calculation of the economic effect is carried out on the basis of key performance indicators (stock reduction, reduction of the transportation route, reduction of unplanned equipment downtime, etc.) and expressed in the resulting savings in resources or additional output at the site, workshop, organization, are taken into account as a conditional effect.

Economy effect = [Costs before - Costs after] - Costs for the implementation of the event. (one)

The economic effect is the effect, the calculation of which takes into account in terms of value all types of results and costs due to the implementation of the measure.

Costs = Physical consumption of resources? Resource cost. (2)

Pre-implementation costs are calculated based on the results of mapping the current state of the process or accounting and management accounting data.

Z to \u003d R p to? St res, rub. (3)

Costs after - calculated as planned (at the stage of preliminary assessment) or actual expenditure of resources after the implementation of the activity

Z after = P p after? St res, rub, (4)

where P p before, P p after - the consumption of resources before and after the implementation of the event, St res - the cost of resources

Costs for the implementation of the event are one-time costs for the implementation of the event (costs for energy, materials, labor costs, etc.)

The use of the proposed methodology for evaluating the effectiveness will allow the enterprise to more accurately assess the effect of the introduction of tools and methods of lean production, on the basis of which it is possible to make a management decision on the effectiveness of the enterprise's work on lean production and the need to intensify this work.

The conducted correlation-regression analysis of time series made it possible to assess the degree of influence of factors on the dependent variable and on each other. The results of the analysis indicate the presence of a particularly close relationship between the production capacity of the enterprise and the volume of shipped products, revenue from product sales, average monthly wages, full cost of production, capital productivity and labor productivity. With an increase in these indicators, the indicator of production capacity increases (direct connection).

Each interpretation is based on a certain guiding idea - a goal, which is formulated in the form of a desired future state, and what is most remarkable, not only of the production system itself, but also of its external environment. Achieving this goal occurs through a profound change in production through specific systems and tools. Moreover, the use of these funds should be subject to a certain set of principles - the basic rules, the observance of which allows you to move in the right direction. Note that this structure does not accidentally resemble the content of strategic management (goal - strategy - tasks). LIN really orients the enterprise towards effective work in the long term, but only if it is possible to reorient the thinking of employees from narrow technological tasks to an understanding of production, economic and financial relationships.

It is important to deeply understand the economic and financial models of the enterprise, logical schemes, the relationship of production and financial processes and results in order to evaluate the results of the implementation of measures, which makes it possible to see problems and priority reserves for cost reduction.

We believe that another important problem in the implementation of LIN is the lack of a simple methodology that translates quantitative production, and above all, temporary results, into financial and economic results that are understandable to the owner and manager. Indeed, the main quantitative results of the introduction of lean production tools, as a rule, are a reduction in the lead time for orders, while, despite the low cost of activities, it is possible not to reduce, but to increase the cost.

The technique allows to calculate the economic efficiency of lean production measures by eliminating:

1. Overproduction;

2. Extra processing steps;

3. Unnecessary transportation;

4. Excess inventory;

5. Extra movements;

6. Eliminate expectations;

7. Elimination of defects.

The calculation of the effectiveness of lean manufacturing activities can only be carried out if the required information is available.

The economic assessment of losses is carried out on the basis of the information received about the results of the work of shops and their production units. To register information in the places where losses occur (workshop, site, workplace, warehouse, etc.), information collection points should be created, where not only information on the results of production activities is registered, but also some preliminary processing is carried out.

Possible losses for each type of losses for the structural divisions of the enterprise are proposed to be calculated using the following method.

1. Losses due to overproduction - these are losses as a result of the production of products, products in such a quantity that exceeds the demand of persons who have purchasing means. This, according to experts, is the worst of all types of losses, since overproduction leads to other losses.

Losses due to overproduction for the reporting period (for example, a quarter, a year) are the sum of the costs of storing unclaimed products during the reporting period and the total costs of producing unclaimed products in the established limit period.

Losses during overproduction (P 1) are determined by the formula:

P 1 \u003d P 1a + P 1b (1)

P 1a - losses associated with the costs of storing unclaimed products in the established limit period, rubles / reporting period;

R 1b - losses associated with the cost of producing unclaimed products in the established limit period, rubles / reporting period.

The cost of storing products in a specified limit period is determined by the following formula:

n 1 - the number of types of unclaimed products;

P ki - the number of unclaimed products of the i-th type for the established limit period, pieces;

C i - the cost of storing the product, rubles / day;

K вi - the number of days of storage of the i-th type of unclaimed products.

The costs for the production of unclaimed products in the established limit period are determined by the formula:

P i - the number of unclaimed products i-th type for the established limit period, pieces;

N mi , N ei , N ti , N fi , N si , N int.i - consumption of material, energy, technical and technological (equipment), financial, labor (physical labor) and intellectual resources, respectively, in the production of a unit of the i-th type products;

C m , C e , C t , C f , C s , C int. - the cost of a unit of material, energy, technical and technological (equipment), financial, labor (physical labor) and intellectual resources, respectively, at the end of the established limit period, rubles.

2. Losses due to unnecessary processing steps in machine-building production are losses associated with additional work on processing workpieces from various materials using influences of various nature in order to create a product or workpiece according to given shapes and sizes for subsequent technological operations. Products should come out of production of such high quality that, if possible, their alterations and improvements should be excluded, and quality control should be quick and effective.

Losses due to unnecessary processing steps P 2 are determined by the formula:

n 2 - the number of types of products for which excessive processing is carried out;

j - type of processing;

J is the number of types of processing;

P ij - number of products i-th kind, subjected to excessive j-th type of processing for the reporting period, pieces;

N mij , N eij , N tij , N fij , N sij , N int.ij - consumption of material, energy, technical and technological (equipment), financial, labor (physical labor) and intellectual resources, respectively, for carrying out the excess j-th type processing of the i-th type of product.

3. Losses due to unnecessary movements are the costs associated with more frequent movement of personnel and items (materials, products, etc.) than is required for a continuous technological process. It is important to deliver everything you need in a timely manner and to the right place, and for this, good logistics schemes must be implemented at the enterprise.

Losses due to unnecessary movements (P 3) are determined by the formula:

P 3 \u003d P 3a + P 3b (5)

P 3a - losses due to unnecessary movement of items, rubles / reporting period;

R 3b - losses due to unnecessary movement of the enterprise's personnel, rubles / reporting period.

Losses due to unnecessary transportation of items ( R 3a) are determined by the formula:

n 3 - the number of types of products for which gentle movements are carried out;

l - type of transportation;

L is the number of types of transportation;

P il - the number of products of the i-th type, subjected to excessive l-th type of transportation for the reporting period, pieces;

N mil , N eil , N til , N fil , N sil , N int.il - consumption of material, energy, technical and technological (equipment), financial, labor (physical labor) and intellectual resources, respectively, for conducting l-th type of transportation of the i-th type of product.

Losses due to unnecessary movements of the enterprise's personnel (R 3b)

are determined by the formula:

d - number of the employee's profession;

D - the number of professions;

P d - the number of employees of the d-th profession, carrying out unnecessary movements;

T d is the total time of unnecessary movements of an employee of the d-th profession.

4. Losses due to excess stocks - excessive stocks or storage in warehouses of more raw materials, materials and semi-finished products than is necessary for the technological process.

Losses due to excess inventory (P 4) are determined by the formula:

r - stock type;

R - the number of types of stocks;

K вr - the number of days of storage of the r-th type of stock;

P kr - the number of stocks of the r-th type of species;

C r - the cost of storing the r-th type of stock.

5. Losses due to unnecessary checks (controls) (P5) are determined by the formula:

d - the number of the profession of the employee carrying out the unnecessary check;

D - the number of professions of workers who carried out unnecessary checks;

P d - the number of employees of the d-th profession who carried out unnecessary checks;

N d - remuneration of an employee of the d-th profession per unit of time;

T d is the total time spent on unnecessary checks by employees of the d-th profession.

6. Losses due to waiting are the losses of products, works (services) that could be produced during the downtime of workers waiting for materials, tools, equipment, information. This is always a consequence of poor planning or insufficiently established relationships with suppliers, unforeseen fluctuations in demand.

Losses due to waiting as a result of equipment downtime (P 6a), are determined by the formula:

P 6 \u003d P 6a + P 6b (10)

P 6a - losses associated with equipment downtime;

R 6b - losses associated with employee downtime.

Losses due to waiting depend on the following factors: productivity of equipment (labor), waiting time and production costs per unit of product. Productivity should be understood as the efficiency of the use of resources in material production, which is determined by the quantity of products produced per unit of time.

Losses due to equipment downtime are determined by the formula:

n4 - the number of types of products that were not produced as a result of equipment downtime;

w - type of equipment;

W is the number of types of equipment;

P iw is the productivity of the w-th equipment producing the i-th type of product, pieces/hour;

T iw - idle time of the w-th equipment producing the i-th type of product;

С iw - costs for the production of the i-th type of product on the w-th equipment, rubles / piece.

As a result of downtime of workers:

n 5 - the number of types of products that were not produced due to downtime of workers;

z - the profession of the worker;

Z is the number of types of equipment;

T iz - waiting time for an employee of the z-th profession, producing the i-th type of product, hours;

C iw is the wage rate for an employee of the z-th profession producing the i-th type of product, rubles/hour.

7. Losses due to the release of defective products (rework) - the cost of correcting a defective product, as well as settling customer claims, etc.

The amount of losses due to the release of defective products (P 7) is determined by the formula:

P 7 \u003d P 7a + P 7b (13)

P 7a - losses associated with the cost of correcting defects;

P 7b - losses associated with the cost of manufacturing products with a final marriage.

Losses R 7a is determined by the formula:

n 6 - the number of types of defective products;

k - type of defect;

K is the number of defect types;

P ik - quantity of the i-th product with the k-th defect;

C k - the cost of correcting the k-th marriage of the i-th product.

Losses R 7b are determined by the formula:

q - type of final marriage;

Q - the number of types of final marriage;

P i - the number of the i-th product with the q-th defect;

The total losses by structural unit (P Y) are determined by the formula.

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Introduction

Lean manufacturing is a system for organizing and managing product development, operations, relationships with suppliers and customers, in which products are made in strict accordance with customer requirements and with fewer defects compared to products made using mass production technology. This reduces the cost of labor, space, capital and time.

Philosophy of Lean Manufacturing:

Determining the value of each product family from the customer's point of view;

Identify all stages of the value stream for each product family and eliminate, to the extent possible, activities that do not create value;

Aligning value-creating operations in a strict sequence that ensures the smooth movement of the product in the flow directed to the client;

At the end of the formation of the flow - creating an opportunity for clients to “pull” value from the previous stage;

Once the value has been identified, the value streams have been identified, the stages that cause waste have been eliminated, and the flow and pull system have been established, repeat the entire process as many times as necessary to achieve a state of perfection where absolute value is created and there is no waste.

The starting point of Lean Thinking is value. Value can only be determined by the end user, who, for a certain price and at a certain time, is able to satisfy the needs of buyers. Value is created by the producer. From the point of view of the consumer, this is what the manufacturer exists for.

"Lean Manufacturing" is a component of the vast Japanese management system Kaizen (continuous improvement) based on the ideas of Deming, Juran, Feigenbaum and their Japanese counterparts Ishikawa, Taguchi and Shingu. Careful study of other concepts, presented as a new last word in building effective management, set out in many books that filled domestic shelves, such as BSC (Balanced Scorecard), ABC (Accounting Based on the Process Approach), BPR (Business Process Reengineering) ), Agile Manufacturing System (quickly responsive manufacturing system), Synchronous Manufacturing System (synchronous manufacturing system), are less effective embodiment of the same ideas. That is, these are just systems that facilitate the transition from a centralized strict business management to a business based on the involvement of employees and the prevalence of horizontal approaches to management over vertical ones. From this point of view, various classical variants of MRP and ERP also provide support for inefficient business concepts that are becoming a thing of the past. They are being replaced by various versions of Kaizen presentation, one of the most important components of which is Lean Production.

The subject of this work is "Lean production" at the enterprise.

The purpose of the graduation project is to determine the effectiveness of the implementation of the concept of "Lean production" at the enterprise. To achieve the goal, it is necessary to solve the following tasks:

To study the concept of "Lean production", theoretical and methodological aspects of the concept;

History of origin, principles and tools;

Consider the types of losses and methods for assessing the effectiveness of the implementation of "Lean production";

To analyze the process of implementation of "Lean production" on the example of JSC "Nizhnekamskshina";

Give an assessment of the increase in efficiency from the introduction of "Lean production" in the domestic industry.

The object of the graduation project is OAO Nizhnekamskshina. The tire industry is one of the dynamically developing branches of the petrochemical industry. Stable supply of raw materials and timely sales of finished products allowed OAO Nizhnekamskshina to maintain its leading position in the face of fierce competition between Russian tire factories.

OAO Nizhnekamskshina is the largest enterprise in the tire industry and holds a leading position among tire manufacturers in the Russian Federation and CIS countries. The enterprise produces automobile tires of the KAMA, KAMA EURO brands. The assortment includes more than 120 sizes and models of tires, including those developed by the specialists of the Scientific and Technical Center "Kama".

On July 22, 2007, the 300 millionth tire rolled off the assembly line of OAO Nizhnekamskshina. It was the model KAMA EURO 228, size 205/75 R15, designed for Chevrolet Niva cars.

The enterprise is the first supplier in the Russian market,

received the status of "homologator" of tires at automobile plants Fiat, Volkswagen, Skoda.

The theoretical basis of the study was the works of such authors who study quality management, the concept of lean production, not only as a system as a whole, but also in relation to the tire industry, such as Boronenkova S.A., Melnik L.A., Loganina V.I. and etc.

The information base consists of regulatory and legal materials, special literature and practice base materials.

The practical significance of the work lies in the fact that the results of the study can be used both in a general understanding of the concept of "Lean production" and in its practical application.

The work used such research methods as comparative, dynamic, tabular, graphical, network, as well as the method of analysis and other statistical methods of quality management.

This work consists of three chapters: the first contains the theoretical and methodological aspects of the concept of "Lean production", the second characterizes the general activities, the quality management system, the process of implementing "Lean production" at OAO Nizhnekamskshina, the third includes ways to increase efficiency from the introduction of " Lean production” in the domestic industry.

Thus, the concept of lean manufacturing is gaining more and more popularity in Russia. Often, the introduction of new production systems meets with serious resistance from the company's personnel. Many manufacturing companies are interested in reducing costs, increasing productivity and improving quality indicators.

1. Theoretical and methodological aspects of the concept of "Lean production"

1.1 The history of the origin of "Lean Manufacturing"

The term "Lean production" ("lean" production), which later began to be translated as "Lean production", was introduced into scientific circulation by John Krafchik in the book "The Machine that Changed the World", which was published in 1990. However, the origins of the philosophy of lean manufacturing date back to the beginning of the twentieth century.

The ideas of "lean manufacturing" were first formulated and implemented by Henry Ford. But these ideas were in the nature of disparate events and did not affect the very outlook of workers. In 1913 (some sources say 1908), Henry Ford created the world's first workflow model, which was based on the movement of a workpiece between processes using a conveyor. A flow, low-cost production was created, and the Ford-T brand car had no competitors in the world in terms of price, quality, and level of service. But the ideas of Henry Ford did not become widespread, as the country's economy developed dynamically, the market was closed to other states, and there were opportunities for extensive development. Japan did not have such opportunities, and therefore immediately took the path of rational use of resources, eliminating all types of losses, increasing the initiative and responsibility of workers, and constantly systematically improving quality and procedures.

The Toyota automobile company has become the center for the development and implementation of the principles and methods of "lean manufacturing", borrowing all the best from the production systems of companies around the world. Toyota Toyota (Toyota Motor Corporation, Toyota Jidosha KK) is a Japanese automobile company that is part of the financial and industrial group Toyota. One of the largest automotive companies in the world. It produces its products under various brands, including Daihatsu. The headquarters is located in Toyota (Toyota).

The beginning of the history of Toyota can be considered in 1933, when the Toyoda Automatic Loom Works, which initially had nothing to do with cars and was engaged in the textile industry, opened an automobile department. It was opened by the eldest son of the owner of the company Sakichi Toyoda (Sakichi Toyoda) Kiichiro Toyoda (Kiichiro Toyoda), who later led the Toyota car brand to world fame. The initial capital for the development of the first cars was the money received from the sale of patent rights for spinning machines to the English company Platt Brothers.

In 1935, work was completed on the first passenger car, called the Model A1 (later AA), and the first Model G1 truck, and in 1936 the Model AA car entered production. At the same time, the first export delivery was made - four G1 trucks went to northern China. A year later, in 1937, the automobile department became a separate company, called Toyota Motor Co., Ltd.

The notion of work that does not add value, later embodied in the term MUDA, was introduced by Frank Gilbert (1868-1924), who once observed that a bricklayer erecting a wall had the side effect of bending over to pick up the next brick. After studying the steps required for a bricklayer to complete a given job, Frank Gilbert suggested stacking bricks on a pedestal next to the worker. Such, at first glance, an elementary solution to the problem led to an almost threefold increase in the speed of work and a significant reduction in the effort expended on it.

In 1934, Toyoda was reorganized in Japan. From now on, the company became known as Toyota, and the main products manufactured at its factories were not textiles, but cars. Kiichiro Toyoda, the founder of Toyota Motor Corp., was in charge of engine production, and constantly discovered more and more problems associated with their production. The main direction in improving the quality, he recognized, was the intensive study of each stage of the production process. In those post-war times, Japan lay in ruins and the country needed new cars. But the problem was that the demand was not strong enough to justify buying a powerful production line, in the Ford fashion. Many different types of vehicles were needed (passenger cars, small and medium-duty trucks, etc.), but the demand for a particular type of vehicle was not great. The Japanese had to learn how to work effectively, creating many different models in the face of low demand for each model. No one had solved such a problem before them, since efficiency was understood exclusively in terms of mass production.

In 1936, Toyota won its first tender for the production of trucks, during the execution of this order, new problems were identified in the technological process of manufacturing cars. The need to solve them prompted Kiichiro Toyoda to create "KAIZEN" groups, the main task of which was the continuous study of all stages of the production process with the subsequent development and implementation of methods for its improvement.

In post-war Japan, the level of demand in the economy was at a low level, so reducing the cost of products manufactured at Japanese factories through economies of scale was not possible.

The father of lean manufacturing is Taiichi Ohno (1912-1990), who started working at Toyota Motor Corporation in 1943, integrating the best world practices. Taiichi Ohno was an employee of the Toyota Corporation and gradually rose through the ranks to the head of the company. As an engineer, Taiichi Ohno developed the Kanban Cost Management System, Lean Manufacturing, and Just-in-Time. The company still adheres to this system. In 1949 he was appointed head of the machine shop. In the early 1950s, when Kiichiro Toyoda died, Taiichi Ono conceived and then made a revolutionary production management system (“kanban”) for those years, with the help of which the Japanese managed to eliminate any kind of waste from the production process. Scientific developments, both in the field of management and technical re-equipment, have always been highly valued at this enterprise. In the mid-1950s, he began to build a special production organization system called the Toyota Production System or Toyota Production System (TPS). The Toyota system became known in the Western interpretation as Lean production, Lean manufacturing, Lean. The term lean was proposed by John Krafcik, one of the American consultants. In the 1950s, Toyota was most active in this area. Thanks to the advanced scientific and industrial policy, the enterprise managed to create the Land Cruiser and Crown off-road vehicles. In 1954, Taiichi Ohno took over as director of the Toyota plant. Having passed several more steps of the complex Japanese hierarchical ladder, in 1975 he became the executive vice president of the entire company, since 1978 - chairman of the board of directors of Toyota Spinning and Weaving.

In the US, Taiichi Ohno wrote several books on the system, the most famous of which is The Toyota Production System.

Leaving mass production. Taiichi Ohno presents the thoughts and ideas of three managers of the 20th century - Henry Ford, Sakichi Toyoda and Kiichiro Toyoda.

A significant contribution to the development of the theory of lean production was made by an associate and assistant of Taiichi Ono - Shigeo Shingo, who created, among other things, the SMED method. After visiting the United States and getting acquainted with the supermarket system, Taiichi Ohno came to the conclusion that production should not be based on planned sales volumes (push strategy), but on real demand (pull strategy).
It was Taiichi Ohno who brought together all the advanced methods of increasing production efficiency within the walls of the Toyota plant.

Subsequently, Taiichi Ohno was asked what inspired him to create the Toyota Production System, to which he replied: I learned everything from the book of Henry Ford. However, it is the scale, precision, and continuous improvement of the Toyota Production System that has made it a foundational element of Lean Manufacturing, the main benefit of which is to follow its own golden rule: Maximum impact comes from continuous improvement.

At first, the concept of lean manufacturing was applied in industries with discrete manufacturing, primarily in the automotive industry. Then the concept was adapted to the conditions of continuous production, and then in trade, the service sector, utilities, healthcare, the armed forces and the public sector.

Gradually, lean production went beyond the enterprise. Now, with the help of lean manufacturing, they optimize the service sector and the process of communication between the consumer and the supplier, the process of delivery and service of products. Lean's ideas are promoted by regular international and regional conferences, many of which are initiated by the Lean Enterprise Institute (USA) and Lean Enterprise Academy (England). In many countries, the spread of lean manufacturing is provided with government support. In the period of the highest competition and the escalating crisis, enterprises around the world have no other way than using the best world management technologies to create products and services that maximize customer satisfaction in terms of quality and price.

In recent years, in Russia, as in the countries of the former Soviet Union, there has been a significant increase in interest in management, enterprise management, and the transformation of organizational structures of companies. Unfortunately, this interest has manifested itself only recently. Recently, many new concepts and management methods have been created in world practice: business process reengineering (BPR), Total Quality Management (TQM), balanced scorecard (BSC), statistical process control (SPC), coaching, models of international ISO standards 9000, ISO 14000, HACCP, Five S's, Six Sigma and more. Unfortunately, the countries of the post-Soviet space do not have their own developments in this industry. There are no traditions, schools, experience of predecessors, no well-established management systems. Therefore, Russian managers have to learn a lot from foreign methods in order to survive and remain competitive.

The concept of "Lean Thinking and Manufacturing" (Lean Thinking and Manufacturing) occupies one of the most prominent places among modern management proposals. However, the culture of our country as a whole is very far from the concept of "frugality". This may be evidenced by the fact that we have shavings stored in workshops, and metal blanks - in the open air; fences are built from natural wood, and furniture from sawdust; one workshop is located a few kilometers from another. Frankly, it is impossible to find a reasonable explanation for this. The competitive advantage of Russian enterprises can only be ensured by high quality and low costs.

Thus, today it is necessary to revise the entire organization of production in order to eliminate all types of losses. This requires the need for an integrated approach, including the quality and concept, methods and tools of lean manufacturing. Based on the problems of the functioning of Russian enterprises, experts in the field of quality management believe that the development of the concept of "Lean Production" and the application of its methods is an extremely important factor for improving the performance of all parts of the production system.

1.2 Principles and tools of "Lean production"

lean manufacturing loss

Lean manufacturing is a modern concept of organizing production, aimed at reducing various types of losses through the introduction of new production and management technologies, accelerating production and ensuring long-term competitiveness of the organization without significant capital investments.

Lean manufacturing principles.

The principle of understanding value - implies the need to understand what is the value for the end user. Value is considered as a concept outside of production. Value is the starting point of Lean Thinking. The value (of a product, service) can only be determined by the end user. It makes sense to talk about it only with a specific product in mind (good or service or all together), which, for a certain price and at a certain time, is able to satisfy the needs of buyers. Value is created by the producer. From the point of view of the consumer, this is what the manufacturer exists for. However, for a number of reasons, it is very difficult for a manufacturer to determine exactly what the value of a product or service is. As a rule, managers devoted most of their attention to managing systems: processes, departments, entire firms, which included many products at once. What you really need to do is manage all the value streams for each product or service.

The principle of loss control - provides for a significant reduction or complete elimination of seven main types of losses:

1 - loss of overproduction;

2 - losses due to defects and the need for rework;

3 - losses during movement;

4 - losses during transportation;

5 - losses from excess stocks;

6 - losses from excessive processing;

7 - loss of time waiting.

The principle of product flow - it is envisaged that instead of moving the product from one work center to another in batches, it is necessary to create a flow in which there is a continuous movement from raw materials to finished products through specialized production cells.

The pull principle, which implies that instead of working for a warehouse, the consumer should be given the opportunity to "pull" finished products from the production system. No work is done if its results cannot be immediately used in subsequent operations.

The principle of continuous improvement - when all losses from technological processes are eliminated, and products move smoothly and continuously as they are delivered to the consumer, it will become clear that there will be no end to the process of continuous improvement, for example, reducing the time of operations, cost, area, defects and scope of work .

Lean Tools

For the practical implementation of lean manufacturing, tools such as:

5S - five steps to maintain order. 5S is formed from five Japanese words that form the basis of keeping things clean and tidy. The absence of 5S in a working cell indicates:

For low efficiency;

The presence of losses;

Weak self-discipline and morality;

Poor quality;

High costs;

Lack of delivery discipline, both to internal consumers and external ones.

Potential customers will not take suppliers who do not practice 5S seriously. These five cleanliness points are the starting point for any company that aspires to be a responsible, world-class manufacturer.

There are five ways to assess the level of 5S at each stage:

Self-esteem;

Evaluation of an expert consultant;

Management evaluation;

A combination of the first three methods;

Competitions among working cells.

Kaizen: The central idea of kaizen is that not a day should go by without improvement in a company. Kaizen is not a single technique, it is the umbrella under which most of the "unique to Japan" practices live.

The Japanese understanding of management boils down to the following: meet standards and improve them. The goal of management within maintenance is to ensure that every employee in the company is able to follow the standard operating procedure. If employees cannot follow a standard procedure, management must either educate them or revise and amend the standard so that it is possible to act in accordance with it. The higher the level of management, the more time it devotes to improvement. The starting point for improvement is recognizing that there is a problem. Complacency and complacency are the sworn enemies of kaizen. This is why a customer complaint should be treated as a gift. Recognizing that the complaint

related to the problem, you get a chance to improve the quality of the product or

services. By brushing off the complaint, you lose this chance.

Kanban: just-in-time method. Correct specification of parts and finished product - with the right quantity - at the right time - without marriage. A just-in-time system is a pull system - it is such an organization of the process when each subsequent stage of production consumes everything necessary from the previous stage at the right time. The output of the final stage of production in this case is based on the requests of the consumer or corresponds to the production schedule. Just-in-time provides the manufacturer with the following benefits:

Reducing the level of inventories, purchased materials and finished products in stock;

Reduction of the occupied areas;

Growth of product quality, reduction of marriage and processing;

Greater flexibility in providing production;

Growth in productivity and equipment load factor;

Participation of the worker in solving problems;

Good relationship with the consumer.

Quick changeover (SMED): flexible production in minutes. Thanks to this tool, the company saves material and labor resources, increases productivity and speeds up order fulfillment.

Poka-yoke: “fool-proof”: involves structuring the process in such a way as to eliminate the very possibility of error. More broadly formulated by programmers: if the user can make a mistake, he will definitely make it. In fact, any important element will not work effectively enough if the human factor is not taken into account in advance.

There are 10 types of human errors that lead to defects:

Forgetfulness;

Misunderstanding of the reasons (occurrence of something);

Underestimation of any situation (or inability to identify any object);

Inexperience;

Unwillingness (to follow procedures and rules);

inattention;

Slowness (in making a decision);

Lack of standards;

Surprise;

Deliberately committing a mistake (or sabotage).

The sources of defects are the following facts:

Missed operation;

Processing errors;

Part positioning errors;

Missing detail;

Wrong item;

Processing the wrong part;

Wrong operation on the correct part;

Configuration errors;

Incorrect installation of equipment and use of the wrong tool or tool .

It is necessary to distinguish three main phases of the implementation of the principles of lean manufacturing: studying demand, ensuring the continuity of value flows and smoothing them. Only a deep study of demand, value streams and how to smooth them, along with the use of recommendations for managing value streams, can give reliability not only to the process of transformation itself, but also ensure its sustainability.

Phase of studying consumer demand. It is necessary, first of all,

identify who are the consumers of the results of some work, what are

their requirements, only after that you will be able to satisfy consumer

cue demand for its results. Various tools and methods can be used to identify and meet consumer demand, for example:

Takt time calculations;

Pitch calculations;

Calculations of buffer and insurance stocks;

Application of the 5S system;

Using problem solving techniques.

Value Stream Continuity Phase. At this stage, the necessary measures are taken to ensure that the results of the work in question reach all internal and external consumers in a timely manner and in appropriate quantities. For example:

Creation of supermarkets within processes;

Kanban system;

Application of the FIFO principle (“first in, first out”);

Ensuring a balance in the loading of production lines;

Standardization of work;

Proper layout of production areas.

smoothing phase. Finally, once customer demand for work outputs has been identified and a continuous process of delivering them has been established, they move on to smoothing it out in order to ensure an even and efficient distribution of work volumes across days, weeks, and months. To do this, the following flow smoothing tools are used:

Use of a board for proposals and discussion of ideas (visible pitch board);

Load leveling boxes (heijunka);

The use of logistics.

Thus, the promotion of a particular system is impossible without understanding it. Therefore, employees responsible for the effectiveness of the main activities of the enterprise must be provided

opportunity to learn the concept of lean manufacturing.

Applying the principles and skillful use of lean manufacturing tools will ensure competitiveness in any business area. The expediency of introducing "Lean production" in the organization:

High cost of production;

Low quality products;

Outdated technologies;

outdated equipment;

High energy intensity;

High cost of production;

Violation of terms of deliveries;

Lack of qualified personnel;

High competition in the market.

It is the tools of lean manufacturing that allow us to solve these and other problems.

The organization sets itself a global task - to improve every day, to progress day by day. Moving forward depends on the leaders themselves, because it is not enough to introduce tools, you need to change the culture of management, the behavior of managers.

1.3 Types of losses and methods for assessing the effectiveness of the implementation of the concept of "Lean production"

Lean manufacturing is a management concept that focuses on optimizing business processes with maximum market orientation and taking into account the motivation of each employee. Lean manufacturing forms the basis of a new management philosophy. The goal is: minimization of labor costs and terms of creating new products; guarantee of delivery of products to the customer; maximum quality at

minimum cost. The main idea is to eliminate losses

any activity that consumes resources but does not create value.

Taiichi Ohno, the founder of this system, identified seven types of waste: due to overproduction; time due to waiting; in case of unnecessary transportation; due to unnecessary processing steps; due to excess stock; due to unnecessary movements; due to defective products. There are also two other sources of waste - "load exceeding capacity" and "uneven load", which ultimately leads to the release of defective products.

Overproduction. It is customary to call overproduction the production of an excess amount of products or its premature production before real demand arises. In the shops, overproduction leads to the production of excess products, and in offices - to the creation of unnecessary documents or redundant information. The production of an excess quantity of products or their premature production does not contribute to the increase in efficiency, since they are associated with the consumption of additional material and labor resources, the need to store excess products. This forces employees to work faster than necessary, which is accompanied by other losses.

To eliminate losses caused by overproduction, it is required:

Develop technological processes in such a way that previous operations reliably provide subsequent ones;

Establish production norms and standards for each workplace of the process;

Provide signals to prevent premature start of production.

Expectation. Any expectation - people, documents, equipment or information - is always a loss. Waiting means idle work, and this causes the whole process to stop. Waiting does not create added value, and the consumer is naturally unwilling to pay for downtime. Losses of this type are the easiest to detect. They are especially annoying to workers. In any office, it is not uncommon for employees to wait a long time for signatures from superiors, the opportunity to use occupied equipment, phone calls, receipt of materials from suppliers, etc.

Analyze which signatures on documents are really needed, eliminate all unnecessary ones and standardize the new procedure;

Train employees in related professions so that they can replace each other;

Evenly distribute workloads throughout the day in order to optimally use the available labor resources;

To provide production with all the necessary equipment and timely deliveries of purchased products and materials.

Over processing. Those operations that are not needed by consumers who do not want to overpay money for their implementation are considered superfluous. Often such operations turn out to be unnecessary actions (for example, mutual checks of the work performed by different employees), obtaining an excessive number of signatures, unnecessary consideration of documents and work results.

To eliminate this type of loss, you need:

Analyze all work that creates added value, optimize or eliminate all unnecessary operations;

Determine which coordinating signatures on documents are really necessary, and eliminate all unnecessary ones.

Excess inventory. Any surplus inventory held by an enterprise is a waste. Storage of such stocks requires additional space, they can adversely affect safety by blocking aisles and production areas. These inventories may not be needed at all and become obsolete when demand for products changes. Lean manufacturing requires a radical change in the way we look at inventory. The presence of excess inventory means the need for additional efforts to manage it, it can slow down the flow of other production processes, since it is necessary to turn piles of papers and materials in search of the necessary.

To eliminate this type of loss, you need:

To produce at each site or workplace only the quantity of products required by consumers downstream of the production flow;

Standardize the layout of production sites and their loading;

Ensure that everything needed is delivered to subsequent parts of the production process exactly at the appointed time and there are no delays in the further movement of materials through the production process.

Extra movements. Any movement not required for the successful completion of the operation in question is a waste. Such movements are considered a form of waste, since each movement made must increase the added value of the product or service. Often, inefficient organization of the labor process and incorrect layout of workplaces cause unnecessary movements of performers - walking, stretching, bending, etc.

To eliminate this type of loss, you need:

Standardize document folders, drawers and cabinets throughout the office, use color coding as widely as possible;

Arrange files (with documents on desks or electronic files in computers) in such a way as to facilitate access to them;

Locate common office equipment in

the central part of the office, purchase additional equipment to reduce the amount of movement of employees around the office.

Losses due to defects or alterations. Rework costs, or re-

The repeated execution of work already done, in which defects were found, certainly belong to the category of losses, since any work in excess of the necessary is superfluous, increasing the losses of the enterprise. Losses from defects also include loss of productivity due to the interruption of the normal flow of the workflow to correct defects or rework products. This type of overhead is much easier to identify than other types of waste.

To eliminate losses from defects, it is required:

Introduce standardized working methods and forms of office documents;

Develop and implement tools to make work easier.

Transportation. Transportation over distances greater than necessary, or the creation of temporary accommodation, storage and warehousing, unnecessary movement from place to place of materials, people, information or documents - all this leads to loss of time and energy. Materials and purchased items are often moved from place to place within the facility multiple times until they reach their final destination. Naturally, all these movements lead to losses. In addition, placing products in temporary storage places increases the likelihood of damage, loss and theft, and interferes with normal movement within the enterprise.

To eliminate losses caused by excess transportation,

required:

Minimize the distance of any transportation;

Eliminate all places of temporary storage or warehousing

materials.

The problem of determining economic efficiency predetermines

the need to properly consider and analyze the level and extent of

implementation of lean manufacturing measures. This means that the definition of effectiveness requires the use of quantitative analysis and measurement methods, which involves establishing a relationship between the increase in the scale of implementation of the concept of lean manufacturing and the increase in the profit of the enterprise.

j - index of the structural unit;

J is the number of structural units where lean production is implemented;

Vj - the volume of output by the structural unit, on which lean production was introduced.

Thus, the share is determined by the formula:

To further determine the economic efficiency, the following steps are performed:

The volume of investments for the implementation of lean manufacturing activities is predicted for each activity implemented in

structural unit;

Depending on the projected volume of investments and the coverage of structural divisions with lean manufacturing activities, the share of the volume of output (g) is determined;

An expert way determines the threshold value r*, at which the economic effect from the introduction of measures for lean production will begin to manifest itself in the form of an increase in the profit of the enterprise (?P).

The threshold value r* may also depend on how effectively the measure is implemented. The higher the effectiveness of the implementation of the measure, the lower the threshold value r* will be.

The relationship between the increase in the share r above the threshold value r * (? r = r - r *) and the increase in the profit of the enterprise can be expressed as:

K - an indicator that characterizes the increase in the profit of the enterprise per unit of increase in the scale of implementation of measures for lean production. In the passage to the limit, this indicator is expressed as a derivative:

The economic effect of any activity, including lean manufacturing activities, lies in the additional profit received. Additional profit, in turn, is determined by how much the company's revenue and production costs will change in connection with the implementation of these lean manufacturing measures. Thus, the key approach to calculating the effect of any activity (including lean activities) is to determine how much more the company will receive and how much more it will pay in connection with the implementation of the concept.

lean manufacturing.

Net present value (NPV).

In international practice, a widely used indicator for assessing the effectiveness of projects is the net present value or net present value (NPV), which is determined by the formula:

It is the amount of investments (costs) in the t-th period for lean manufacturing activities;

T is the total number of years, where t = 0, 1, 2,…, n;

r - discount rate (rate);

Pt - increase in the profit of the enterprise from the implementation of the concept of lean production.

Internal rate of return (IRR).

The IRR of a project is the rate of return (barrier rate, discount rate) at which the net present value of an investment is zero, or it is the discount rate at which the discounted returns from the project equal the investment costs. Internal rate of return

determines the maximum acceptable discount rate at which

invest funds without any loss for the owner.

IRR = r, where NPV = f(r) = 0.

The IRR value is found using the following formula:

The economic meaning of this indicator is that it shows the expected rate of return (ROI) or the maximum allowable level of investment costs in the project being evaluated.

Discounted payback period.

The payback period of an investment is the time it takes for an investment to generate sufficient cash flows to recoup investment costs.

The general formula for calculating the payback period:

Current - payback period of investments;

Io - the value of the initial investment in the zero period.

Thus, it becomes possible not only to get an operational picture of the state of business processes in the organization, but also to improve the existing state of affairs.

The resulting efficiency of the implementation of lean production measures can be used both to analyze the results of the implementation of measures, and to determine those departments in which it is more profitable to implement lean production. Therefore, this approach will allow (especially in conditions of limited resources) to rationally distribute capital investments among departments aimed at implementing the concept of lean production.

2. Analysis and evaluation of activitiesOJSC« Nizhnekamskshina" in the field of "Lean production"

2.1 General characteristics of the activity,technical and economic indicators of the enterprise

To date, OAO Nizhnekamskshina is the largest tire manufacturing enterprise in Russia and the CIS countries. Almost every third tire produced in Russia is made in the city of Nizhnekamsk.

JSC "Nizhnekamskshina" was established in accordance with the Decree of the President of the Republic of Tatarstan "On measures to transform state enterprises, organizations and associations into joint-stock companies" dated September 26, 1992 No. UP-466, the Law of the Republic of Tatarstan "On the transformation of state and communal property in the Republic Tatarstan (on denationalization and privatization).

OAO Nizhnekamskshina was established on March 2, 1994 through transformation from the production association Nizhnekamskshina. The transformation was carried out on the basis of a privatization plan approved by the Decree of the State Property Committee of the Republic of Tajikistan No. 64 dated February 15, 1994, and entered in the register of joint-stock companies under number 700. The enterprise was established for an indefinite period.

The enterprise as an independent legal entity has existed since 1971. The company has two plants - a mass tire plant and a truck tire plant. In 1994, the production association "Nizhnekamskshina" was transformed into an open joint stock company; in 1997 - at OAO Nizhnekamskshina.

The mass tire plant was designed to provide the Volga Automobile Plant, the Ulyanovsk Automobile Plant and the fleet of vehicles in the regions adjacent to the plant with tires. The main range - tires for cars and trucks.

The truck tire plant was designed to provide tires for KamAZ and the fleet of vehicles in the regions adjacent to the plant. The main assortment is tires for trucks.

The structure of the Mass Tire Plant and the Truck Tire Plant includes the plant director, who is directly subordinate to the chief engineer, deputy director for production, chief technologist, deputy director for economic analysis, as well as the main production of the plant and auxiliary workshops of the plants.

The main production of the plant includes:

Production preparation of raw materials and shipment of finished products;

Preparatory production, which is engaged in preparation;

raw materials for the future production of tires;

Calender production, which collects the frame for assembly shops;

Assembly plant No. 1;

Assembly production No. 2;

Manufacture of car tire vulcanization;

Production of truck tires;

Automotive production.

Auxiliary workshops of the plant include an electrical workshop, a heating workshop, a mechanical repair workshop, in-plant electric transport, process flow systems, automated control systems, and utility workshops.

The governing bodies of OAO Nizhnekamskshina in accordance with the Charter of the Company are:

- General Meeting of Shareholders;

- Board of Directors;

- Sole executive body;

- The collegial executive body is the Board.

OJSC Nizhnekamskshina is the largest among Russian tire

factories, the enterprise in terms of production capacity, volume and range of products. The share of OAO Nizhnekamskshina in the total output of tires by Russian plants was 30%. Almost a third of the production goes to the assembly of Russian car factories.

In 2009, the production leaders are - Nizhnekamskshina OJSC is in the first place, producing 27% of the total Russian tire production, followed by Yaroslavl Tire Plant OJSC - 16% and Omskshina OJSC - 14%. The total capacity of domestic tire enterprises is 38.7 million tires per year.

The versatility of the enterprise's production is ensured by the production of tires of the most diverse range. The company produces tires for various conditions: road, universal (all-weather), winter, off-road, quarry. The produced tires are designed for different types of automotive equipment and, depending on this, are divided into types. The tires of the company are equipped with many automobile plants not only in Russia, but also in Ukraine.

The main consumers of OAO Nizhnekamskshina products are presented in Table 2.1.1.

Table 2.1.1. Main consumers of OAO Nizhnekamskshina products

It can be seen from the data in the table that the main share of product consumption falls on JSC AVTOVAZ - 61%; 11% of tire products are distributed to the plants of Volkswagen Group Rus LLC, Kaluga, SHKODA, UAZ OJSC, Ulyanovsk; 6.0% for OAG LLC, Izhevsk, insignificant consumption of products is accounted for by JSC AK Bogdan Motors, Ukraine.

A more visual percentage can be seen in Fig. 2.1.3.

Rice. 2.1.3. The main consumers of products at OAO Nizhnekamskshina

OAO Nizhnekamskshina has accumulated vast experience in the development and improvement of manufactured tires, testing of finished products. The development of new generation tire designs and the latest technology have made it possible to ensure the high quality and level of performance of finished products on the world market. To date, the company produces more than 120 sizes for all types of tires and agricultural machinery. Taking into account the increased requirements of car manufacturers to the quality of tires, the passenger flow of the Mass Tire Plant was reconstructed and the technology for manufacturing passenger radial tires was mastered on the equipment and licensed by Pirelli (Italy).

In 2001, the reconstruction of the passenger traffic of the Mass Tire Plant was continued. In accordance with the long-term development plan of OAO Nizhnekamskshina, a license for a new technology was purchased, and in 2004 the production of car radial tires was organized and put into operation. The project was financed at the expense of OAO TATNEFT.

Since July 1, 2004, the capacity of high-performance passenger radial tires "KAMA-EURO" was commissioned - 500 thousand pieces.

As of January 1, 2006, the design capacity for the production of tires of the enterprise amounted to 11,900 thousand tires per year, including 8,940 thousand tires for the Mass Tire Plant, 2,960 thousand tires for the Truck Tire Plant, and 2,960 thousand tires for the production of car radial tires - 500 thousand tires.

Among the internal factors of OAO Nizhnekamskshina are such as strategic partnership with OAO Tatneft, because the company operates as part of it. The function of supplying raw materials in the amount of demand is performed by OOO Tatneft-Neftehimsnab, the function of marketing finished products is performed by OOO Trading House Kama. By decision of the extraordinary general meeting of shareholders of OAO Nizhnekamskshina, protocol dated 27.06.2002, the powers of the sole executive body were transferred to the management company OOO Tatneft-Neftekhim.

The plant has implemented and effectively operates the ISO quality system -

9001:2000, certified by the international certification body TUV CERT, which provides for a thorough control of raw materials and components entering the plant, strict adherence to the process regulations throughout the entire production cycle and testing of finished products.

Mastering the production of high-performance passenger radial tires "KAMA-EURO" according to a new technology on imported equipment using imported and homologated raw materials. By decision of the Board of Directors, a set of measures was taken to withdraw services, non-core structures and service activities from the OJSC

Nizhnekamskshina.

In a market economy, OAO Nizhnekamskshina pays considerable attention to the problems of optimizing the process of promoting goods from producer to consumer.

The dynamics of the production of products of OAO Nizhnekamskshina is presented in Table 2.1.2.

Table 2.1.2. Production dynamics of OAO Nizhnekamskshina

	Production volume,	Growth rate, %
		Basic

The table shows that the volume of production in 2011 decreased by 1096.3 thousand units. (10%) compared to 2010; Compared to 2009, the production of tires in 2011 is less by 4939.2 thousand units. (33.4%). A significant decrease in production volume is associated with the cessation of production of the main range of truck tires in the 2nd half of 2011. A visual representation of this dynamics is shown in fig. 2.1.4.

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