The results of the implementation of lean manufacturing. High tech. Productivity Improvement Team: Experience of Implementing Lean Manufacturing

We are grateful to the editors of the magazine "PO Substance" PJSC "Company" Sukhoi "for providing this material.

Of course, a characteristic feature of each branch of the Sukhoi Company is its “own” production system and the factories have their own approaches to managing its development. However, the results of an individual enterprise are very important for the Holding as a whole. The economic effect of the implementation of BP tools affects the overall economic efficiency of the Company, and, consequently, its competitiveness. Therefore, we will consider the activities of the PSS of the Company's branches in 2015.

Based on the results of 2014, the project Novosibirsk Aviation Plant named after V.P. Chkalova (NAZ)“Reducing the fuselage assembly cycle by optimizing the out-of-drop assembly” won not only the Sukhoi Company, but also the United Aircraft Corporation (UAC) as a whole. At the conference on replicating best practices in 2015, this project was taken over by other UAC subsidiaries for replication. According to the results of the competition for PSS projects for 2015, the winner in the section "Provision and storage facilities" was the NAZ project "Optimization of logistics processes for the transportation of inventory items in the shops of military aircraft (BAT), civil aircraft (GAT)". In addition, realizing the importance and relevance of the topic of this Project for the subsidiaries of the UAC, as well as the fact that it was 100% implemented in the branch, the management of the Company and the jury selected it for participation in the UAC Competition.

I would like to dwell in more detail on the implementation of the system of rationalizing kaizen activities at the N.A. V.P. Chkalov. For its implementation, an information system - "kaizen-portal" was developed at the plant, as well as regulatory documents: instructions defining the procedure for submission, consideration, approval and acceptance for implementation of rationalization proposals, and the Regulation on bonus payments to employees for rationalization proposals. The results of the kaizen activities of the N.A. V.P. Chkalov were recognized as effective. The economic effect amounted to more than 6 million rubles.

Komsomolsk-on-Amur Aviation Plant named after Yu.A. Gagarin (KnAAZ) traditionally has its own strengths in building a production system. The branch is actively introducing the brigade form of labor organization (BFOT).

The positive experience of the pilot shops quickly spread throughout the plant. As a result, nine workshops were transferred to a time-bonus system of remuneration, 122 pilot sites and 368 brigades were created in the divisions. At the production sites, according to the schedule, there are visual control boards for monitoring production indicators.

Several subsidiaries of UAC took the BFOT project for replication to disseminate best practices for the development of the production system.

For the rational organization of workplaces in 2015, the vacated areas - 486.7 m 2;
Office equipment removed - 62 pcs;
The service station was taken out - 3180 pcs;
Exported scrap metal (black) - 116237.2 kg;
Exported scrap metal (non-ferrous) - 15387.7 kg;
Tools handed over - 1430 pcs (2 164 763 rubles);

Based on the results of project activities for 2015, two KnAAZ projects: “Increasing productivity in shop No. 33” and “Improving the efficiency of the pipeline manufacturing process at KnAAZ” - became winners in the “Blank production” section at the competition for PSS projects in “Sukhoi” and both reached competition of projects of PSS UAC. The project “Improving the efficiency of organizing quality control processes for fuels and lubricants” was recognized not only as the best in the “Accompanying processes” section, but also became the owner of the audience's award at the competition of projects in the Company.

The active work on involving personnel in the process of continuous improvement (kaizen) began at KnAAZ in 2015. Prior to this, the traditional rationalization proposal served as the basis for the design, recording and implementation of improvement proposals. In 2015, the specialists of the department of implementation, operation of corporate systems developed and prepared for test operation an automated information system for submitting and supporting improvement proposals (AIS). It made it possible to gain access to improvement activities for most of the plant's staff, to automate the registration, processing, maintenance, storage of improvement proposals, calculation of remuneration and processing of payments, generation of reports on the results of improvement activities.

The result of 2015 - out of 1550 submitted proposals, 930 were implemented. The economic effect amounted to more than 40 million rubles.

In addition to the above two branches, the structure of the Sukhoi Company includes Sukhoi Design Bureau- the largest design bureau, a working site for a pilot production, design and research scientific center (PINC) and flight research and development base (LIiDB). The implementation of lean manufacturing tools has its own specifics here. The main activity of the OKB is design activity. The low efficiency of the use of high-performance equipment (HPE) with numerical control (CNC) forced the management of the OKB to start introducing new methods for the development of the Sukhoi Production System. For this, the equipment of the branch was connected to the automated monitoring system of the malware. To analyze the reasons for the decrease in the efficiency of the malware, data is collected on the amount of time lost in its work. After their analysis, corrective actions are introduced to eliminate the causes of losses. As a result, in 2015, the indicator of the overall performance of the HPE increased almost 3 times.

We are convinced that the introduction of lean manufacturing tools and technologies in the Company's branches allows, with insignificant investments, to achieve a significant reduction in production costs, an increase in labor productivity, competitiveness and production culture. All this is obvious. Proof of the effectiveness of the implementation of lean production are the results of monitoring the "Roadmap for the development and implementation of elements of the lean production system" for UAC subsidiaries and dependent companies for 2015.

All of the above, of course, has a positive effect on the dynamics in the field of improving the Sukhoi Production System (PSS).

The Production System Development Department (PDPS) of the Sukhoi Company proposed a unified scheme for the development of the “lean theme” in the branches. For this, the specialists of the department began to develop a unified base of normative documents (ND) for the implementation of methods and tools of lean production. The last document approved in 2016 is "Temporary procedure for assessing the level of implementation and dissemination of the MSS." It provides for a unified form of reporting on the indicators of branches, as well as conducting a self-assessment of their development, and conducting audits by specialists of the DRPS of the Corporate Center of the Sukhoi Company at the production sites of the branches. Conducting informed assessments helps to track the results achieved in the development of MSS; promptly indicate the directions for its improvement and, ultimately, achieve the set business goals in creating effective production.

Among other regulatory documents, a draft “Policy in the field of development of the production system in the Sukhoi Company” (construction of lean production) was developed and is being approved.

In 2015, specialists from the Production System Development Department took an active part in the development of National Standards for Lean Manufacturing, representing the entire Sukhoi Company. Currently, these GOSTs have already been approved and are being put into effect from the second half of 2016.

Summing up the results of 2015, one cannot but touch upon such a "lean topic" as personnel training - its main asset. Company management must have an interest in competent, skilled workers. The creation of a corporate culture requires the availability of trained personnel of the Company. The relevance of teaching lean manufacturing tools was confirmed by the results of an anonymous sample survey in the branches. A survey conducted in September 2015 showed that there is an understanding of the usefulness of BP approaches and methods in enterprises, but so far there is not enough knowledge among the executive staff and at all levels of management.

You can find typical instructions, templates and algorithms for starting a LEAN project inPractical Guide to Implementing Lean Manufacturing .

In this regard, together with the Department of the Corporate University of the Company, a training program for Sukhoi Company personnel was developed and approved, as well as a program for training its own trainers for training in branches. In the course of its implementation in 2015, 1,825 people were trained. The 2016 training program provides training for over 3000 people.

In conclusion, I would like to note once again that the Company pays special attention to the personnel, a whole motivational base has been created for each direction of lean production.

Development Department of the Sukhoi Production System

production file management lean

Lean production (hereinafter lean, lean management, lean production) is a system of measures aimed at reducing costs and improving the quality of production processes that originated in the middle of the twentieth century at Toyota and were subsequently developed by American researchers.

Goals of Lean Manufacturing:

1) reduction of costs, including labor;
2) shortening the development time for new products;
3) shortening the time of product creation;
4) reduction of production and storage areas;
5) guarantee of delivery of products to the customer;
6) maximum quality at a certain cost, or minimum cost at a certain quality.

The main elements of the philosophy of "Lean Production":

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

Toyota identified seven types of losses that were found to be typical for various types of enterprises, both manufacturing and service nature. The fight to liquidate became the backbone of the philosophy of "thrift".

1) Production of surplus products. According to Toyota specialists, the largest source of losses is the production of products in a larger volume than is necessary at the next stage of the enterprise's production process.
2) Downtime for organizational or technical reasons. The metrics that are commonly used to measure equipment and worker downtime are equipment efficiency and worker productivity. Less obvious is the downtime of a machine operator working on work-in-progress that is not needed at the moment.
3) Transport. The movement of materials and parts throughout the enterprise, as well as double or triple reloading (transshipment) of unfinished products do not add to the value of the final product of the enterprise. The volume of losses can be reduced by changing the layout of technological equipment in the workshop, reducing the distance between technological operations, establishing rational routes for transporting raw materials and semi-finished products, and choosing the correct location of workplaces.
4) Technological process. The source of losses can be the technological process itself. Some manufacturing operations are the result of poor design of product components or material recycling processes, or poor equipment maintenance. Therefore, in the process of improving the organization of production, they can be painlessly eliminated simply.
5) Stocks. Any stocks should make the management of the enterprise strive to find opportunities for their liquidation. However, it is necessary to start with the reasons causing the appearance of stocks: by eliminating these reasons, it is possible to achieve a decrease in the volume (or complete elimination) of stocks.
6) The movement of the employee in the workplace. From the outside, the employee may appear busy, but in fact, his work does not create any added value. Simplification is a huge source of reductions in motion waste.
7) Defective products. Production losses due to poor product quality are often significant. The overall cost of maintaining product quality is much higher than is commonly believed, and it is therefore very important to identify the underlying causes of these costs.

Jeffrey Liker explored Toyota's manufacturing experience alongside James Wumek and Daniel Jones. In his book Toyota's Tao: 14 Management Principles of the World's Leading Company, he pointed out the eighth type of waste: unrealized employee creativity (waste of time, ideas, skills, opportunities for improvement and gaining experience due to inattentive attitude towards employees whom you have no time to listen to).

Chet Marchwinsky and John Shook point to two more sources of losses - mura and muri, which mean "unevenness" and "overload", respectively.

Moore - uneven work execution, for example, fluctuating work schedules caused not by fluctuations in end-user demand, but rather by the specifics of the production system, or an uneven pace of work to complete an operation, forcing operators to rush first and then wait. In many cases, managers are able to eliminate unevenness by leveling planning and being mindful of the pace of work.

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

In Lean Manufacturing: How to Get Rid of Waste and Make Your Company Thrive, James Wumek and Daniel Jones outline the following principles of Lean Management:

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

In particular, the JIT system is capable of providing continuous flow, but only if the changeover time is significantly reduced. Reduced changeover time means less time to move from one activity to another. This makes it possible to make a few of the same parts, change the machine, make a few more other parts, and so on. That is, parts can (and should) be produced only when required by the next production stage.

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

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

Just-in-time delivery is a planning and management method as well as a manufacturing philosophy that aims to immediately satisfy customer demand with high quality and without wastage.

The term just-in-time delivery literally reflects the content of this concept. It means the release and provision of goods and services exactly when they are needed: not earlier, since in this case they will wait in the wings, or later, because then customers will have to wait for them. In addition to the time factor contained in the concept of JIT, this concept includes requirements for quality and efficiency.

How does the JIT approach differ from traditional approaches to organizing production? In the traditional approach to the organization of production, it is assumed that each stage of the production process “adds” the manufactured products to stock. Such a stock is a buffer inventory or safety stock for the subsequent production stage, located "below" in the course of the general process. This subsequent production step takes the work-in-progress from the stock, processes it, and transfers it to the next buffer stock. These stocks act as boundaries separating each production stage from its adjacent stages. Buffer stocks make each production stage relatively independent, and therefore, if work in stage "A" for some reason (for example, as a result of equipment failure) stops work, section "B" can continue to work for at least for a while. Section "C" will be able to continue working even longer, since its work is provided by two buffer stocks, and it will stop working only after all this stock is used up. However, this relative isolation has to be paid for by creating inventories (a waste of working capital) and a decrease in throughput (a slow response to consumer demands). This is the main argument against the traditional approach to organizing production.

Products released during production "just in time" are fed directly to the next stage of production. Now problems that arise at any stage of production have a different impact on the entire production process. For example, if stage "A" stops producing, stage "B" will notice it immediately, and stage "C" will also very soon. The problem that arose at stage "A" now quickly becomes known to the entire system, since this problem affects the system as a whole. As a result, the responsibility for solving the problem is now assigned not only to the personnel "A", but extends to the entire personnel of the enterprise. This significantly increases the likelihood of a prompt solution to the problem, because it is too important to ignore. In other words, by preventing the accumulation of stocks between stages of production, the enterprise receives a mechanism for increasing the internal efficiency of the enterprise.

Jidoka (autonomization) is the introduction of human intelligence into automatic devices capable of independently detecting a defect, after which they immediately stop the production line and signal that help is needed. Autonomy has a dual role. It eliminates overproduction, an important component of production waste, and prevents the production of defective products.

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

The term "kanban" in Japanese terminology refers to a card or signal. Such a card is a simple control tool; it is used to enable (signal) the flow of materials in a "trailing" type of control system, such as that used in the JIT system. There are different types of kanban characters: movement kanban or movement kanban. The move kanban is used to signal the previous site that material can be taken from the stock and sent to the next site.

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

Vendor kanban is used to signal the vendor to ship material or parts to a specific production site. In this respect, it is similar to movement kanban, but it is usually used when interacting not within the organization, but with external providers.

Whichever type of kanban system is used, the basic principle is always the same: receiving kanban triggers the movement, production, or delivery of one unit of production or a standard package of such units. If two kanbans are received, it signals the movement, production, or delivery of two items or two standard packs of products, and so on.

There are two rules that govern the use of the kanban system. They are also known as one and two card systems. The most commonly used system is with one card, since it is the simplest. In it, only the "kanban" of the movement (or the "kanban" of the seller for receiving materials from an external source) is valid. The two-card system uses the movement and production kanban.

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

1) Sort (Serti - Seiri). Take away what you don't need and save what you need.
2) Create your own workplace (Seiton - Seiton). Arrange the tools in the order in which they are easily accessible when needed.
3) Keep the workplace clean (Seiso - Seiso). Keep instruments clean and tidy; the workplace should be free of debris and dirt.
4) Standardize (Seiketsu - Seiketsu). Establish a norm in everything that meets the standard.
5) Learn to maintain a certain order (Shitsuke - Shitsuke). Develop a need and pride in maintaining a standard order.

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

The goal of total productive maintenance (TPM) is to eliminate variability in production processes caused by unplanned equipment shutdowns. It does this by engaging all staff in finding ways to improve equipment maintenance. The professionals in charge of this process are encouraged to take responsibility for the use of the equipment, to engage in day-to-day maintenance and simple repairs. With this organization of equipment maintenance, operations personnel can have more time to improve their skills and deepen the training needed to create higher-level service systems, improve the quality of service for larger operating systems.

Quick Changeover (SMED) deals with equipment changeover time (the time it takes to change from one job to another). Reducing equipment changeover time can be achieved in various ways, for example: reducing the time to find the necessary tools and equipment, solving problems in advance because of which the readjustment may be delayed, as well as the constant use of the same techniques when reconfiguring.

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

Rice.

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

1) Find an agent of change, a leader. Typically, this role is played by someone from the company's leaders. It is only important that this is one of the leaders who can take responsibility for the coming changes.
2) Get the necessary knowledge of the lean manufacturing system. The agent of change must be so imbued with the ideas of lean production that they must become his second nature, otherwise all transformations will instantly stop, at the very first decline in production. There are many ways to gain knowledge now. These include the literature, which is now not lacking, training courses (seminars, trainings) organized by numerous consulting companies. It can be very helpful to visit one of the companies that have successfully implemented lean manufacturing.
3) Use or create a crisis that will become a lever. It is the crisis that serves as a good motive for introducing the Lean Production concept in the organization. Unfortunately, many business leaders only recognize the need for a lean approach when faced with major challenges.
4) Describe value streams. First, reflect the current state of material and information flows. Then create a future state map from which operations and processes that do not create value for the consumer will be excluded. After that, determine the plan for the transition from the present state to the future.
5) As soon as possible, start with accessible, but important and visible to all activities. In many cases, it is advisable to start transformation with the physical production process, where the results of the change are most visible. In addition, you can start with processes that, while extremely important for the company, nevertheless, are performed extremely poorly.

Rice.

6) Strive to get the results of the work done as soon as possible. Immediate feedback is one of the most important characteristics of the Lean Production concept. Employees need to see firsthand how new methods are yielding results. It is psychologically important for them to see that the organization begins to really change.
7) As soon as the opportunity arises, move on. Once you get the first local results, you can start making changes in other parts of the value stream. The sphere of influence of lean manufacturing should be expanded. For example, transferring the methodology from production to offices, using the practice of continuous improvement (kaizen).

Lean manufacturing has been used in Russian enterprises for many years. Unfortunately, most of the information about the successes or failures in its development we hear either from the experience of foreign companies or from consultants. Perhaps that is why there is an opinion that lean manufacturing does not work in Russia. But what is the real situation at Russian enterprises?

To find out, we decided to speak personally with representatives of those companies that have ever claimed to use Lean technologies. Information on the use of lean manufacturing was obtained from open sources: company websites, lists of conference and seminar participants.

Managers of nineteen Russian enterprises were interviewed. Eight of them use Lean manufacturing approaches, five have applied, but have refused further implementation. Representatives of two companies declined to provide information about their venture, and one manager said his company was in the process of closing.

First, about those who no longer apply

Five out of 19 companies took the path of mastering lean technologies, but abandoned this venture for various reasons:

did not get the quick promised effect;
could not cope with the resistance of the staff. When the work touched specific foremen (workers), they were not able to explain their personal benefits and involve them in the process of implementing lean production, although all management personnel were trained and fully involved;
could not independently continue the development of the approach after the implementation of several projects by consultants at different production sites;
faced with the fact that behind each step was hidden an additional previously invisible volume of work when it came to real implementation;
the crisis contributed to the halt of reforms;
the usual established management system became an insurmountable obstacle to innovations, therefore they preferred to leave everything as it is;
management lacked the will to continue with the implementation.

Now about those who apply

Of the eight companies that use Lean Manufacturing, four are in the early stages. They have only been implementing this system for the last six months. The situation is approximately the same for everyone: at this stage, managers interested in mastering the approach are faced with staff resistance. This is their main headache, despite the massive training. The resistance of the staff stops the whole process and there can be no talk of results so far.

The two companies have been using Lean for three years, and have only launched some tools in certain divisions. Managers find it difficult to speak about results or cannot appreciate the benefits of the lean approach. However, one company cut delivery times by 40 percent, and another cut equipment changeover time from 4 hours to 20 minutes.

Two more companies have been using Lean Manufacturing for at least seven years. They are proud of their results, making no secret of them:

labor productivity grows annually by 20-25 percent;
equipment changeover time was reduced by 100 percent;
production cycle time was reduced by 30 percent;
customer satisfaction increased by 100 percent;
the volumes of work in progress and inventories are reduced annually by 10-15 percent;
the turnover of funds increases annually by 10-15 percent;
a good staff motivation system has been developed and maintained;
participate in the implementation of lean manufacturing with their suppliers.

These companies are open to communication today, because they know from their own experience that this path is not fast, and competitors are unlikely to be able to catch up with them. They have already received a real effect from the implementation of lean manufacturing, but they are not going to stop there:

“We have big plans. Much can still be improved, there is serious work ahead for many years, ”their managers say.

Summarize. Lean manufacturing works in Russia! Despite a significant number of failures, there are positive examples.

Those enterprises that have not yet been able to get the effect should not abandon the implementation of lean production. Especially now, in the conditions of the economic crisis. It is in crisis conditions that enterprises using this approach get the maximum advantage over their competitors.

Well, modern approaches, such as the use of lean manufacturing in conjunction with the Theory of Constraints, significantly speed up the implementation process. Rapid results release removes staff resistance. Employees get motivation, without which success cannot be achieved.

Irina Belyaeva

Attend the Efficiency Improvement Techniques workshop.

The events will be held in all research and production complexes of the enterprise. For example, thanks to the technical re-equipment of the glass-making section using lean principles it is planned to reduce losses for tool movement by 20 km per year, to reduce energy consumption by 50%, optimize the production process, which will allow, without increasing the number of personnel, to increase the output of products received for passing one mode by 29%. The combination of these measures will increase the productivity of the department by 1.4 times. In another production unit, due to the use of a new type of tooling and the use of modern materials, it is planned to reduce the labor intensity and material consumption of the manufacture of polymer structures for radio engineering by 20%.

“All enterprise processes must be efficient. The widespread use of lean technologies contributes to this. Thanks to the implementation of the principles and tools of lean production, only one of the divisions of the enterprise has already achieved an almost twofold increase in labor productivity, and the economic effect from the implementation of proposals for improvement amounted to more than 12 million rubles at the end of 2017 ",- noted Director General of ONPP "Technology" Andrey Silkin.

Particular attention in the work to improve production efficiency will be paid to additional training of personnel and the involvement of employees in the process of continuous improvement, including through participation in the development of rationalization proposals. In 2018, it is planned to train about 100 employees in both internal and external courses on lean manufacturing, with 25% of the training program being practical exercises. As a pilot project, an automated system for the operational management of the submission and implementation of improvement proposals will be put into operation at one of the sites. It is planned to involve up to 5% of the company's employees in the implementation of continuous improvements.

One of the important points of the program will be the implementation of measures to improve the working conditions of employees. In 2018, several sanitary facilities will be repaired. There will also be a new food intake point equipped with modern household appliances in the glassware production workshop, which will simultaneously accommodate all employees of the division. This will improve your eating conditions and optimize your lunch breaks.

ORPE Technologiya has been introducing the best production intensification practices since 2012. During this time, more than 300 employees have been trained. The company has created a department for optimizing production processes, as an experiment in one of the departments there is a program for submitting proposals from employees to improve production processes (kaizen system), visual management tools have also been developed. The results of the implementation of the principles and tools of lean manufacturing were highly appreciated by the expert community: in 2016 and 2017. the enterprise was twice awarded the title of laureate of the Russian competition of labor productivity leaders, the Cup named after A.K. Gasteva.

Irina Belyaeva
Specialist of the department of management systems of the company "ARB-Consulting"

Lean manufacturing has been used in Russian enterprises for many years. Unfortunately, most of the information about the successes or failures in its development we hear either from the experience of foreign companies or from consultants. Perhaps that is why there is an opinion that Lean Manufacturing does not work in Russia. But what is the real situation at Russian enterprises?

To find out, we decided to personally speak with representatives of those companies that have ever claimed to use Lean technologies. Information on the application of Lean Manufacturing was obtained from open sources: company websites, lists of conference and seminar participants.

First, about those who no longer apply

Five out of 19 companies followed the path of mastering Lean technologies, but abandoned this venture for various reasons:

did not get the quick promised effect;
could not cope with the resistance of the staff. When the work touched specific foremen (workers), they could not explain their personal benefits and involve them in the process of implementing Lean production, although all management personnel were trained and fully involved;
could not independently continue the development of the approach after the implementation of several projects by consultants at different production sites;
faced with the fact that behind each step was hidden an additional previously invisible volume of work when it came to real implementation;
the crisis contributed to the halt of reforms;
the usual established management system became an insurmountable obstacle to innovations, therefore they preferred to leave everything as it is;
management lacked the will to continue with the implementation.

Now about those who apply

Two companies have been using Lean Manufacturing for three years, and have only launched some tools in certain divisions. Managers find it difficult to speak about the results or cannot evaluate the benefits of the Lean approach. However, one facility cut delivery times by 40 percent, while another cut equipment changeover times from 4 hours to 20 minutes.

Two more companies have been using Lean Manufacturing for at least seven years. They are proud of their results, making no secret of them:

labor productivity grows annually by 20-25 percent;
equipment changeover time was reduced by 100 percent;
production cycle time was reduced by 30 percent;
customer satisfaction increased by 100 percent;
the volumes of work in progress and inventories are reduced annually by 10-15 percent;
the turnover of funds increases annually by 10-15 percent;
a good staff motivation system has been developed and maintained;
participate in the implementation of Lean Manufacturing from their suppliers.

These companies are open to communication today, because they know from their own experience that this path is not fast, and competitors are unlikely to be able to catch up with them. They have already received a real effect from the implementation of Lean Manufacturing, but they are not going to stop there:

“We have big plans. Much can still be improved, there is serious work ahead for many years, ”their managers say.

Summarize. Lean manufacturing works in Russia! Despite a significant number of failures, there are positive examples.

Those enterprises that have not yet been able to get the effect should not abandon the implementation of Lean Manufacturing. Especially now, in the conditions of the economic crisis. It is in crisis conditions that enterprises using this approach get the maximum advantage over their competitors.

Well, modern approaches, such as the use of Lean Manufacturing in conjunction with the Theory of Constraints, significantly speed up the implementation process. Rapid results release removes staff resistance. Employees get motivation, without which success cannot be achieved.