State Transport University
Institute of Transport Engineering and Organization of Production (ITTOP MIIT)
Theme 5: Lean
5.2. Lean manufacturing, basic concepts
5.3. Lean manufacturing tools.
5.4. Functional strategy of quality management in Russian Railways.
5.5. The concept of lean production as one of the key ones in building a quality management system at Russian Railways
5.6. Basic principles of the concept of lean production in Russian Railways
5.1. The history of the concept of "Lean production"
Taiichi Ohno, who started working at Toyota Motor Co in 1943, is considered the founder of the concept of lean manufacturing. In 1945, Japan lost the war, and in order to survive the economic downturn and remain a leading power, it was necessary to apply great intellectual effort. At that time, the undisputed leader of the automotive industry was America. For decades, America has reduced costs by increasing mass production and reducing the range of produced car models. This American style - mass production - has been used effectively in many industries.
At that time, the president of the automobile company Toyota Motor Co (“Toyota Motor Company”) Toyoda Kiichiro said: “We need to catch up with America in three years. Otherwise, Japan's automotive industry will not survive." The Japanese realized that in order to catch up with America, they needed to develop their own production system, different from the traditional American mass production system. And Toyota succeeded. For several decades, the automotive corporation has been creating its own management system, integrating the best world practices.
This was achieved not by increasing purchases of metal for cars, not by expanding production facilities and recruiting personnel, not by strengthening the establishment of mass production. Toyota has succeeded in breaking the world-wide American stereotype of the system mass production and organizing the production of a wide range of car models in small batches according to a completely new system invented by Toyota employees.
The ideological basis (Toyota Production System, TPS) is the desire for continuous improvement, gradual but continuous improvement. The goal is to eliminate any waste that increases costs without creating added value.
The key to the philosophy of Toyota Production System is the reliance on the human factor and, to put it simply, teamwork, the formation of an atmosphere of mutual assistance.
The principles shared within the company should be extended to its customers and suppliers. If they have problems, you figure it out together, look for solutions, teach each other. It is no coincidence that some Russian enterprises were introduced to the Toyota Production System by their Western partners.
Then, during a 15-year period beginning in 1959-1960, Japan experienced unusually rapid economic growth. Since then, Japanese manufacturers have practically not lost their positions in the world.
Now the Toyota production system is no longer their trade secret, the Japanese are happy to share their experience with manufacturers from other countries.
In the 1980s, interest in the Toyota Production System (Toyota Production System) appeared in the United States: American automakers then faced a serious competitor in their own market. In the Western interpretation, the concept became known as Lean production (in the Russian version of the translation - lean production).
At first, Toyota's experience was concentrated in industries with a discrete type of production, primarily in the automotive industry. Then the concept was adapted to the conditions of continuous production, later it began to be applied in trade, the service sector and even utilities, healthcare, the military and the public sector. They started talking about "Toyotism" as an international management philosophy.
Here one cannot fail to recall the Soviet theory of the scientific organization of labor, which also paid great attention to collectivism, rationalization, and the elimination of losses - increasing productivity.
5.2. Lean manufacturing, basic concepts
Lean(Lean Production) - a system for organizing and managing product development, operations, relationships with suppliers and customers, in which products are manufactured in strict accordance with the needs of consumers and with fewer defects compared to products made using mass production technology. This reduces the cost of labor, space, capital and time.
As of 1990, to produce the same amount of output using a lean manufacturing system, as a rule, it takes half the labor costs, half the production space and capital investment, several times less time to develop and fulfill orders, than in enterprises operating on the principles of mass production.
lean-enterprise(Lean Enterprise) is a business system for organizing and managing product development, operations, relationships with suppliers and customers, using the principles, practices and tools of lean manufacturing to create well-defined customer value (goods and services with higher quality and fewer defects). , with less labor, in a smaller production area, with less capital and in less time compared to the traditional mass production system).
Lean businesses involved in the production of a particular family of products operate on the basis of an agreement whereby they determine the value of products from the perspective of the end consumer, eliminate non-productive activities from the value stream, and perform activities that create value in the form of a continuous flow as they "pull" products by the client. The cooperating enterprises carry out the listed procedures continuously throughout the entire life cycle of this product family.
The presented definition of the system of lean manufacturing very concisely expresses the essence of this concept. Let's try to uncover some provisions of this definition.
"Business System"- here it is important to understand that this is precisely a “business” system, that is, a system that is set up to make a profit and functions under market conditions and according to its laws, sensitively responsive to market conditions. Every business has its own goals and strategy for achieving them, and the business system must ensure the achievement of these goals. Every enterprise has a business system, the only question is how effective it is. The fact that the Lean business system grew out of the most efficient Toyota business system today speaks for itself. That it is a "system" means that no part of the enterprise/organization should be left outside the scope of this system, and now there is a growing awareness of this truth. If some operations or processes are not covered by this system, this reduces the efficiency of the enterprise / organization as a whole. An important principle of the concept of lean manufacturing is continuous improvement and participation in this process of the entire team.
"Creating well-defined customer value" involves understanding what is value for the consumer. And here you can not rely on only your own knowledge. Work should be carried out to identify all components of customer value, sometimes directly with the end consumer of the product / service. This is a guarantee that the requirements of the consumer will be satisfied most fully and at the lowest cost (excessive work is excluded).
If a company is engaged in lean manufacturing, then it puts the interests of the customer, buyer, client, partner and its own employees at the forefront, and everyone benefits from this. Therefore, the introduction of lean manufacturing is the best business card for presenting the company to partners and customers.
“With less labor, in less space, with less capital and in less time”- in the concept of lean manufacturing, this means an exception all kinds of losses(overproduction, over-processing, waiting losses, transportation losses, personnel movements, losses due to defects/rework, etc.).
The concept of lean manufacturing is based on five principles that guide managers in their transition to lean manufacturing:
Definition of value each product family from the customer's point of view.
Definition of all stages of the value stream for each product family and eliminating, to the extent possible, non-value-adding activities.
Aligning operations that create value in a strict sequence that ensures the smooth movement of the product in the stream, directed to the client.
At the end of the flow formation - creating the possibility of "pulling" value customers from the previous stage.
Once value has been determined, identifying value streams, eliminating stages that cause waste, and drawing system formation- repeating the whole process anew as many times as necessary to achieve a state of perfection in which absolute value is created and there is no waste.
It is necessary to explain what is push production and pull production.
Push production– processing of products in large batches at the maximum speed based on the forecasted demand with the subsequent movement of products to the next production stage or to the warehouse, regardless of the actual pace of the next process or the needs of the customer (consumer). Within such a system, it is almost impossible to implement lean manufacturing tools.
Pull production- a method of production management in which subsequent operations signal their needs to previous operations.
There are three types of pull production:
Supermarket pull system (reimbursement/replenishment system) is type a pull system.
Sequential pull system - type c pull system.
Mixed pull system – type c pull system.
Each process is responsible for restocking its supermarket, so the operational management and search for objects of continuous improvement (kaizen) is not a big deal. However, its application is complicated in the presence of a large number of types of manufactured products.
Sequential pull system it is advisable to use with a large range of products produced by one process, i.e. when it is difficult or almost impossible to maintain a stock of each type of product in the supermarket. Products are essentially made-to-order, with total stock in the system kept to a minimum. A consistent system requires short and predictable lead times, and a good understanding of the order flow from the customer. The operation of such a system requires very strong leadership.
Mixed Pull System- involves a combination of the two listed systems. It is advisable to apply it when the 80/20 rule is in effect, i.e. when a small proportion of product types (approximately 20%) makes up the largest part of the daily output (approximately 80%).
All kinds of products are divided into groups according to output volume: high volume, medium volume, low volume and rare orders. For the "rare orders" group, it is advisable to use a sequential pull system. For other groups - the pull system of the supermarket. With a mixed pull system, it may be more difficult to manage improvement and detect deviations.
5.3. Lean manufacturing tools.
Lean manufacturing concept is aimed at maximizing resource savings in the production process, primarily temporary. The basic principle of this concept is to identify and eliminate processes that do not bring added value or reduce it (for example, processes leading to excess inventory, waiting processes, processes of excess transportation, processes of excessive processing, processes that create defects, etc.).
It is advisable to use the tools of the lean production concept to determine and eliminate unproductive resource costs when optimizing the internal processes of Russian Railways.
Under the value stream understand all the activities - both value-creating and non-value-creating - that allow a product to go through all stages of the process:
1) from concept development to the release of the first product,
2) from order acceptance to delivery. These activities include the processing of information received from the client, as well as operations to transform the product as it moves to the client.
When lean manufacturing was widely introduced into management practice, it turned out that it was in dire need of business process description.
Business can be characterized as a set of interrelated and interacting processes. Then, if we carefully describe each process and study the interrelationships of the processes, then we will understand how any business works and we can use this description for a variety of purposes.
For the practical application of the lean manufacturing system, it is necessary to be able to systematically describe business processes, that is, the most important business processes that bring us money in payment for our products or services.
How to learn to see processes? At the enterprise, first of all, we see machines, apparatus, transport systems, people engaged in their work.
Process it is a sequence of actions aimed at obtaining some product and / or service. Moreover, these actions are distributed in time and space. It is rare to see these actions all at once from one point. "So what?" - you say. The processes are running, everything is working. Why document them, describe them, is it not enough to keep everything in your head, as it is now?
First of all, the description of the process speeds up the exchange of information and reduces the risks of making untimely and erroneous decisions and actions.
Processes can be described in words, but words are understood differently. In this regard, the most obvious and accessible is the visualization of business processes using a visual picture of the process.
First of all, we need a description of the process as it currently exists in order to get a starting point for further improvement. Having a current description of the process, we can build an "ideal" process and outline a transition plan to it. And only after that, continuous process improvement begins according to the concept of lean manufacturing.
Lean manufacturing tools are:
Elimination of hidden losses.
Quick changeover (SMED).
Just-In-Time (JIT) system.
Tag (kanban).
Error prevention.
Mapping the value stream.
Kaizen.
And others.
Elimination of hidden losses
Losses of the first kind do not create value, but they cannot be abandoned with existing technologies and fixed assets.
Losses of the second type do not create value, but they can be quickly eliminated.
The hidden waste that can be found in mass production falls into seven categories:
Overproduction
Expectation
Movement
Transportation
Stocks
Overprocessing
Fixes
It is necessary to identify and then eliminate these losses.
Loss of overproduction
Overproduction losses occur when we produce more than is necessary. Lack of planning, large backlogs, large changeover times, insufficiently close contact with the customer (consumer) (this interferes with the understanding of their constantly changing requirements) leads to an increase in the duration of production cycles. We worry that our customers may need more, and as a result, we suffer the cost of producing goods and services that are not being used or cannot be sold.
To eliminate the losses of overproduction, it is required to find processes that during which more than "pulls out" customer, and therefore surplus products require additional measures for their storage.
Releasing more items faster or earlier than required for the next production step is considered the most dangerous form of waste in lean manufacturing, as overproduction creates and hides other waste, such as inventory, defects, and excess movement.
The introduction of pull production is aimed at preventing overproduction, which is also one of the three most important components of the production system. "just in time".
Waste of waiting time
This type of loss occurs due to operator downtime during machine operation due to equipment malfunction, due to untimely receipt of the necessary parts, etc. Losses can be eliminated by leveling and synchronizing individual processes.
Losses in transit
This type of waste is associated with the movement of parts and products unnecessarily, for example, from production to the warehouse of the next production stage, instead of locating the next stage in close proximity to the previous one.
It is necessary to build and analyze the flow of transportation of materials, parts, etc. Waste is reduced by minimizing the physical distance of material transport and vehicle movements by zoning and replanning.
Waste due to over-processing
These losses are associated with the performance of unnecessary or excessive processing, as a rule, when releasing products and services with higher consumer qualities than the consumer demands. Adding features and functionality that have no customer value does not improve the product and the process that produces it. The lack of information about how the consumer uses a particular product often contributes to the addition of unnecessary features and functions to the product, which, in the opinion of the manufacturer, are necessary for the consumer (however, this is not known exactly). Waste can be reduced by identifying what features and functions the consumer really needs and what the consumer is willing to pay for.
Stocks
Waste due to holding more inventory than is necessary for the well-planned operation of the pull system. Excess inventories are tantamount to freezing capital, reducing the return on investment in labor and raw materials.
It is necessary to identify excess production capacity, excess stocks of raw materials, work in progress or finished goods with a turnover of less than 10 times a year. Apply just-in-time and tag (kanban).
Travel losses
Losses caused by the movements of the operator, performed by him outside the scope of productive work or in which there is no need, for example, the search for parts, tools, documents, etc. While most manufacturing processes were originally designed to minimize unnecessary movement, this is generally one of the largest sources of waste that occurs unnoticed and leads to failures.
Losses can be reduced by analyzing value stream maps and/or physical flow maps for each process.
Losses due to fixes
This type of loss occurs when there is no reliable control system and built-in error protection.
Every time we make a mistake while working with a product and pass it on to the next step in the process or to the customer, we put up with rework as an integral part of the process. We lose money twice every time we remodel and repair.
Losses can be reduced by improving visual inspection. Development of more complete standard operating procedures, implementation of built-in error protection system and "fool protection" system (for example, photocells, stop in case of incorrect installation of a part, etc.).
5S workplace organization system.
Sort: Get rid of what you don't need
Keep order: define a place for each thing.
Keep your work area clean.
Standardize procedures for maintaining order and cleanliness.
Improve order. Encourage maintenance.
Some lean advocates introduce a sixth concept - develop and maintain safety procedures in the workplace. Toyota traditionally adheres to a system of only 4S. No matter how many S, the main thing is that this program is an integral part of the lean manufacturing system.
3. Quick changeover (SMED).
Many manufacturers believe that long-term processing of one large batch is more efficient and therefore beneficial than processing several small batches, since the latter requires frequent changeover of equipment.
Toyota realized that the opposite was true. If the changeover time is significantly reduced and the changeover process is simplified, then it can be done more frequently, thus better satisfying customer requests.
Today, customers are interested in the fast and high-quality execution of his order. Therefore, faster changeovers on smaller and more flexible changeover equipment make it easier to respond to customer requests and reduce the cost of holding large inventory while waiting for the right orders.
Bo , Larger parties demand more , more stocks. Bo , Larger stocks freeze more , higher amounts of money and make customers wait longer. Thus, large batches reduce the ROI (ROI).
The process of reconfiguring production equipment to move from the production of one type of product to another in the shortest possible time. The main ideas for quick changeover are as follows (figure 5.1.):
allocation of internal changeover operations that can only be performed by stopping the equipment (for example, installing a new mold),
allocation of external changeover operations that can be performed during the operation of the equipment (for example, delivery of a new mold to the machine)
subsequent transformation of internal changeover operations into external ones.
4. Just in time (JIT) system.
A production system that produces and delivers only those items that are needed at exactly the right time and in exactly the right quantity. Just in Time uses three key elements: pull production, takt time, and continuous flow. While the Just-in-Time system is simple, it requires strict discipline to implement.
Takt time equal to the available production time divided by the volume of consumer demand.
The purpose of takt time is to bring the rate of production exactly in line with the rate of consumption. It determines the "pulse" of the lean manufacturing system.
Process speed is usually measured by takt time. (for example, the enterprise operates 480 minutes per day, consumer demand is 240 pieces of this product per day. The takt time is 2 minutes.)
Takt time was first used as a control tool in Germany in the 1930s in the aircraft industry.
Continuous flow- production and movement of a single product (or a small homogeneous batch of products) through several stages of processing with the greatest possible continuity. At the same time, at each previous stage, only what the next stage requires is done.
Figure 5.1.
Schematic diagram of quick changeover
Continuous flow is also called the flow of single products and "made the product - handed over the product." In a continuous process, WIP between process stages and/or at their starting points is minimized.
5. Tag (kanban).
A tag (kanban) is a communication tool that gives permission or an indication for the production or withdrawal (transfer) of products in a pull system. There are six rules for the effective use of the tag:
Processes - consumers order products in full, indicated on the tag.
Supplier processes produce products in the exact volume and sequence indicated on the tag.
Without a tag, products are not manufactured or moved.
A tag is always attached to all parts and materials.
Defective parts and parts in inaccurate quantities are never transferred to the subsequent production stage.
To reduce inventory and discover new problems, you need to consistently reduce the number of tags.
6. Mistake prevention.
This method eliminates the very possibility of making a mistake. Workers, engineers and managers themselves develop procedures and devices to prevent errors where they may occur. Preventing errors where and when they occur is the most economical and cheapest way to avoid problems.
A control that uncovers errors but provides no feedback is called evaluative.
Informative control– control that provides data and information about where and when errors occur. It can be useful to prevent future errors.
Control that detects, corrects and/or prevents errors before they occur where they could or have occurred is called source control. Only control at the source prevents errors from passing to the next stages of the process and provides data to prevent errors or to correct them. Source control is also called in-process control.
7. Mapping the value stream.
A holistic view of the process of manufacturing a product gives an overall picture of the value stream, the totality of all its components.
A value stream map is a simple diagram that depicts each step in the flow of materials and information needed to fulfill a customer's order.
Most processes begin with a request to perform some action or supply a product and end only with the delivery to the consumer.
Value stream mapping covers all processes, from the shipment of a product to the receipt of raw materials or a request for an action.
Mapping the value stream will allow you to identify the losses hidden in the process, often making up a large part of the cost of a product or service.
On the way from the application to the delivery of goods / services, the material flow passes through many workers and equipment (machines). The flow of information also moves from the initial request for a product/service to acceptance by the customer.
Value stream mapping includes a description of both material and information flows.
First of all a map is drawn up of the actual, current state of the value creation process.
Then with the help of this map, a vision of the process is formed, taking into account improvement - a map of the future state of the value creation process.
8. Continuous improvement (kaizen)
There are two levels continuous improvement: kaizen of the entire value stream and kaizen of the process.
The concept is based on the principle of continuous improvement of the organization's internal processes with minimal resources and the involvement of all employees in the implementation of improvements.
To ensure maximum involvement of employees at all levels of management in the process of setting up a quality management system, Russian Railways will form a hierarchical structure of quality managers. In addition, within the framework of using this concept, it is advisable to create a system for accounting, evaluating and implementing proposals from Russian Railways employees in the field of improving working conditions, saving resources, improving equipment and processes, and improving the quality of work and services. A promising element of this system for use in Russian Railways may be an approach that provides for the sharing of the effect of an innovation between Russian Railways and the employee who proposed it.
5.4.
Order of Russian Railways OJSC dated January 15, 2007 No. 46r approved Functional strategy of quality management in Russian Railways.
Open Joint Stock Company "Russian Railways" is the undisputed leader in the Russian transport market in terms of the volume and geography of the provision of transport services. However, leadership in terms of traffic volumes does not automatically provide the highest level of financial and economic performance. Achieving high profitability by Russian Railways due to the price factor is not always possible, since tariffs for the vast majority of services of Russian Railways are strictly regulated by the state, with the obligation to carry out commercially ineffective, but socially significant transportation.
In the same time, In many market segments, usually highly profitable, Russian Railways is already operating in an increasingly competitive environment. This circumstance requires the development and implementation of an active strategy in the field of improving the quality of services provided and the efficiency of transportation in order to form non-price competitive advantages.
Therefore, Russian Railways as a strategic direction, a direction was taken to conduct a highly efficient, client-oriented (consumer), socially responsible business using the best practices of Russian and foreign companies.
Russian Railways is today on the threshold of a new stage of development. The content of this stage will be continuous complex optimization of business processes, improving the structure and principles of management, strengthening the corporate culture, and in general - achieving the target state determined by Strategic program until 2010 and the main directions of development of the open joint-stock company "Russian Railways" for the period up to 2015(hereinafter referred to as the strategic development program of Russian Railways). In the face of increasing competition, it is important for Russian Railways not to lose promising markets, to use all its reserves to maintain and strengthen competitiveness in the long term.
As world experience shows, this task can be solved by Russian Railways only through a systematic approach to optimizing all aspects and functional areas of activity based on the quality management methodology as an integrating platform.
The functional quality management strategy at Russian Railways was developed to detail and develop the strategic development program of Russian Railways in the field of quality management.
With the creation and development of the Russian Railways holding, the principles and mechanisms of the quality management system will be extended to the emerging subsidiaries and affiliates of Russian Railways.
5.5. The concept of lean production as one of the key ones in building a quality management system at Russian Railways
The construction of a quality management system at Russian Railways will be based on the integration of the best world practices in the field of quality management and the use of recognized and widely used concepts and methods of quality management with the obligatory consideration of the specifics and technological features of the work of Russian Railways. Among the concepts recognized by world practice, the key role is occupied by the concept of "Lean production".
In accordance with world practice, the Lean Production concept is aimed at maximizing resource savings in the production process, first of all, temporary . The basic principle of this concept is to identify and eliminate processes that do not bring added value or reduce it (for example, processes that lead to excess inventory, waiting processes, processes of excess transportation, processes of excessive processing, processes that create defects, etc.) .
aim implementation of "Lean production" in JSC "Russian Railways" is the implementation of the system flexible adjustment of internal processes to the needs of customers, optimization of management of all types of resources of Russian Railways and reduction of non-productive costs.
5.6. Basic principles of the concept of lean production in Russian Railways
The key principles for the implementation of "Lean Production" at Russian Railways are as follows:
leader leadership
Consumer Orientation
Strategy oriented activities
Continuous improvement of activities
System approach to management
Employee engagement
Making decisions based on reliable information
Mutually beneficial cooperation with suppliers
Orientation to the balance of all stakeholders
5.7. Organization of work on the implementation of lean production in Russian Railways
The organization of work on the implementation of lean production at Russian Railways, as one of the concepts used in the implementation of the functional quality strategy, provides for the phased, continuous and responsible executors - managers of the relevant levels.
It is assumed that the development and implementation of the lean production system, as well as the quality system as a whole, will be carried out by the employees of Russian Railways themselves. To this end, Russian Railways will form a hierarchical structure of quality managers to ensure the implementation of the principles of the quality system at all levels of management:
1) quality ideologists - top managers of Russian Railways who are responsible for the implementation of the quality management system on the scale of Russian Railways as a whole;
2) quality managers - employees of Russian Railways, providing quality training and implementation of projects in the field of quality management at the level of the central office of Russian Railways;
3) quality directors - employees of Russian Railways, providing project management for the implementation of a quality management system at the road level;
4) quality managers - heads of project teams for the implementation of projects in the field of quality management at the level of branches of Russian Railways;
5) masters of quality - employees of Russian Railways, responsible for the implementation of the principles and methods of the quality system at the level of linear enterprises;
6) quality instructors are employees who ensure the implementation and control of the principles and methods of the quality management system at each workplace, for each production, technological and business process of Russian Railways.
At the same time, all employees of the Company are the executors, starting from the top management and ending with each employee who ensures quality at his workplace.
The transition to a new management model aimed at improving the quality of services provided and internal processes will require each employee of Russian Railways to have a clear understanding of their place and role in the quality management system being created, increase responsibility for the results of their work and transition to new principles of motivation focused on for quality improvement. The listed requirements necessitate training of employees in order to improve their perception of all processes that are supposed to be modernized as a result of the implementation of quality improvement measures.
Associate Professor Kovalskaya Marika Ivanovna
"Lean production at Russian Railways"
Quick Reference
Moscow, 2012
at Russian Railways
2. Fundamentals of lean manufacturing. Kinds
3. Lean tools | |
3.1. Value Stream Mapping | |
3.1.1. Value stream map | |
provision of a locomotive with a crew under | |
train. DS Saint-Petersburg-Sorting- | |
Moscow) | |
3.1.2. Shift Process Optimization Project | |
whip in the outer thread of the curve | |
3.1.3. Process Value Stream Map | |
technical diagnostics of traction rolling stock | |
composition in production cycles (TChR-27 | |
October TR) | |
3.1.4. Process Value Stream Map | |
alteration of the rail gauge with mixed | |
crutch fastening (in a 3 hour "window"). | |
3.1.5. Cycle Value Stream Map | |
development of the document in the technical department. | |
October railway. ShCh-14. | |
3.1.6. Process Value Stream Map | |
production of operational switching at | |
preparation of the workplace on the VL-10kV. | |
Oktyabrskaya railway ECH-6 |
3.1.7. Process Value Stream Map
RSHR assembly flow. Privolzhskaya railway | |
road. PMS-196 | |
3.1.8. Process Value Stream Map | |
wagon repair. | |
October railway. VChDE-27. | |
3.1.9. Project “Turnover of transmission | |
locomotives at St. Petersburg station - | |
Sorting - Moscow " | |
3.2. 5C is a technology for creating effective | |
workplace | |
3.3. Pull-in-line production | |
3.4. TPM - Total Equipment Maintenance | |
3.5. Visualization | |
3.6. Kanban | |
3.7. SMED - fast changeover | |
equipment | |
3.8. Just in time (Just-In-Time) |
4. Improvement projects of the finalists of the competition
"Best division
1. The history of lean production in Russian Railways
Lean (lean production, lean manufacturing - English lean - “skinny, slim, no fat”).
In order to implement the directions of the Functional Strategy for Quality Management at Russian Railways JSC, approved by Order No. 46r of Russian Railways JSC dated January 15, 2007, as well as in order to comply with paragraph 8.20 of Minutes No. 50 of the final (for 2009) expanded meeting of the Management Board of JSC "Russian Railways" dated December 23-24, 2009 in the first quarter of 2010, work began to reduce operating costs by introducing the principles of lean manufacturing at the railway experimental sites, followed by replication of the experience throughout the network. The main documents that determine the implementation of the project for the implementation of lean production were approved and adopted: the Concept for the Application of Lean Production Technologies at JSC Russian Railways, the Program for the Phased Implementation of Lean Manufacturing at JSC Russian Railways, the Regulations for Managing the Program for the Phased Implementation of Lean Manufacturing at JSC Russian Railways ”, indicators of the effectiveness of the implementation of lean production in pilot divisions.
The project involved 47 pilot linear enterprises of the railway network, including 5 locomotive repair depots, 5 enterprises for the repair and maintenance of MVPS, 4 regional directorates of logistics, 23 enterprises of the infrastructure complex. Managers and specialists of various levels of the Company's management take part in the implementation of the project. The main emphasis in the project is on strengthening the engineering and technological staff.
As part of the "Plan for retraining and advanced training of managers and specialists of the management apparatus, branches and structural divisions of Russian Railways for 2010", approved by the President of Russian Railways V.I. Yakunin March 11, 2010 No. 24, 519 employees were trained in lean manufacturing tools in person.
In fact, when implementing the project for introducing lean manufacturing technologies in pilot divisions, the task is to work out the elements of the new production system of Russian Railways, which will later be replicated throughout the entire railway network.
Considerable attention is paid to spreading the ideology of "lean production" and ensuring staff motivation in the framework of the project. In 2011 held
11 thematic video conferences in all areas of economic activity, which made it possible to demonstrate to pilot enterprises concrete examples of improvements in work technology using “lean manufacturing” tools.
One of the important motivational mechanisms launched in the project is the holding of a competition for the best unit in the project "Lean production in Russian Railways". The winners were awarded at the final extended meeting of the Company's Management Board for 2011.
2. Fundamentals of lean manufacturing. Types of losses
Lean production involves the involvement of each employee in the optimization process
And maximum consumer orientation.
IN In accordance with the principles of lean manufacturing, all activities of an enterprise can be classified as follows: operations and processes that add value to the consumer, and operations and processes that do not add value to the consumer.
The goal of lean manufacturing is to eliminate waste (waste is any activity that consumes resources but does not create value). For example, the consumer does not need at all that the finished product or its parts are in stock.
1) Unnecessary movement of workers
Losses can occur for reasons such as:
irrational organization of workplaces (inconvenient location of machines, etc.);
extra movements of the worker in search of the necessary tool, equipment, etc.
Loss elimination example:
At one of the sites of the enterprise, the tool was stored in a common closet. Workers at the beginning of the shift took one tool, and then changed it to another during the day. As a result, operators spent 10-15% of their time on pointless trips to and from the cabinet. For each, they decided to fix small cabinets for tools. As a result, the movement was reduced, and the workplace became more convenient. Labor productivity increased by 15%.
2) Unreasonable transportation of materials
It is about the movement of materials that does not add value to the final product. Here are the reasons for the losses:
transportation of materials between workshops located at a considerable distance from each other;
inefficient layout of industrial premises.
Loss elimination example:
According to the technology adopted at one enterprise, a large-sized body part was twice moved to the welding area. The body was welded, returned to the previous site for surface treatment, then again taken for welding (the assembly unit was welded) and again transported to its original place. Time was spent not only moving the part, but also waiting for the loader. To reduce losses, it was decided to place the welding station in close proximity to the machining area and the electric cart. Thus, it was possible to exclude the transportation of the component using a forklift: the removal and installation of the part, as before, is carried out by a crane beam, and an electric cart is used to move the body. The time saved was 409 minutes per month, which is equivalent to the production time of two cases.
3) Unnecessary processing
Losses of this type arise if any properties of the goods are useless for the customer. Namely:
Products are manufactured with functions that are unnecessary for the consumer;
