How to build lean manufacturing in the enterprise.

A working group is formed from the company's employees who have experience and are able to think creatively. activities of the company, studies all stages of production and everything that is with & nbsp; this is connected For each product, the value is determined After that, value streams are built. Also, data is collected on the opinion of consumers about the products produced (telephone surveys, questionnaires, etc.) The value of the product is taken taking into account the opinion of the consumer and this is mandatory who is engaged in the manufacture of products) there is a dialogue between the consumer and the manufacturer

In the process of developing value stream maps members of the working group will have to face the fact that all actions will be divided into three categories:

- actions that create value;

- actions that do not create value;

- actions that do not create value, but are inevitable and necessary

Those activities that do not create value and which can be avoided should be immediately excluded from the value stream, as these are clear losses

Value stream maps can be global or local

Local – reflect the movement of flows within the organization They can be enlarged and detailed (where a step-by-step description of all operations is made)

Global – reflect the confluence of many local value streams, different suppliers around the world as a whole and across all product components

After you develop value stream maps and can eliminate all activities that do not carry value from the process, it is time to think about organizing the continuous movement of these streams. First of all, questions will arise about the presence of parties and queues in the stream, since they prevent the creation of mass production Lean production involves the release of small batches of products at each stage of the production process; these batches move continuously in the value stream This route starts at the raw material source and ends at the customer All of this is driven by reduced changeover time It is possible to replace equipment with high productivity and long changeover time with equipment with lower productivity and significantly less changeover time Thus , parties and queues are transformed into the system accurately and on time

In order to smoothly debug the production process throughout the value stream, you can apply a system to smooth production schedules. It will allow you to synchronize performance at different stages of the entire stream and help it move continuously without creating inventoryThere will also be changes in the placement of equipment - it will be moved from workshops with the same types of operations to specialized production cells. Such a cell will be equipped with all the equipment that is necessary for the production of only one product. Maintenance of equipment in such a cell will be carried out by a single product team

At each stage, the work will be clearly coordinated with the operations and actions performed at other stages The time to complete the work will be equal to the takt time The takt time will be set by the speed of the production itself (the speed must exactly match the existing demand) The consumer will pull the product that he needs to set the takt time at the same time And if we need to increase or decrease the speed of production, we can simply increase or decrease the composition of the product team When switching to the production of other products, equipment is replaced in the production cell (if necessary)

To ensure that the entire process is completed in the shortest possible time, all employees and mechanisms must be as reliable as possible They must be ready to start work at any time, the ability to perform this work perfectly in order to receive only a suitable product Plus to everything , people who work in production teams - should be developed in different areas All work operations should be clearly standardized, preferably with the use of visual controls

The last step in creating a lean manufacturing enterprise is to deploy an appropriate policy. It is necessary to identify priority goals in order to make the transition from classical (mass) production to lean production. At this stage, it will be necessary to allocate resources, appoint persons responsible for implementation and set quantitative indicators for them Deployment policy is an open process, and builds employees and resources in accordance with the tasks that are set for the enterprise

Agents of change will play a special role in building lean production at the enterprise, because it is they who will have to turn the direction of the company from traditional to stream production direction, chairman of the board of directors) The higher the position and more powers of the head of such a project, the better and faster positive changes will occur in the work of the company. In fact, the introduction of lean manufacturing in a company or enterprise is a revolution, and it must be managed by a competent person who has extensive Opportunities