Lean production loss in production. Classification of the main types of losses in industrial enterprises

Enterprise management, which allows you to eliminate losses that do not add value to the products.

Losses are usually called “muda”, which literally means uselessness in Japanese. It is customary to distinguish 7 types of waste in lean manufacturing. These include costs associated with:

• Overproduction;
• Stocks;
• over-processing;
• Extra movements;
• Release of defective products;
• time expectations;
• Transportation.

What are Lean Losses?

Overproduction is expressed in the manufacture of excess products. This applies to both volumes and production time, that is, when an enterprise has released a lot of a product that will not be sold immediately. In turn, inventory losses are formed when more raw materials, semi-finished products enter the production process than necessary. If we talk about overprocessing, then we are talking about an effort that does not add value to the final product for the customer-consumer.

In production, there are often unnecessary movements associated with the movement of workers or tools, as well as equipment used during the production process, which do not contribute to increasing the value of products from the point of view of the buyer. Losses can be formed as a result of the release of low-quality products, which require additional actions to check it, sort it, if necessary, dispose of it, replace it, repair it.

Expectations in the form of interruptions in the work process, which are associated with waiting for people, some materials, equipment, or waiting for the necessary information, can also cause production losses. In turn, the peculiarities of transportation, the movement of materials within the enterprise can cause costs that are completely unnecessary to the end user.

All of these categories are the main losses of lean production, and it is precisely to eliminate them that the introduction of a well-designed management approach to organize the most efficient operation of the enterprise is aimed.

It should be noted that with a more qualitative approach during the implementation of the system, 8 losses of lean production are often revealed. Experts refer unrealized human potential to the eighth type of costs. Often employees are able to offer a lot of useful ideas. Failure to use such ideas is the reason for the loss of the most valuable thing - the potential of people working in a particular production.

Sources of Lean Waste

The main seven types of losses in lean manufacturing are formed for the purpose of overload and unevenness. They are the sources of unnecessary costs that do not add value to the product.

Moore - the definition of uneven performance of work. Examples of unevenness are:

• Fluctuating work schedule, which is not associated with changes in demand, demand for products by the end consumer;
• An uneven mode of operation, related to the execution of operations at first at a too fast pace, and then expressed in downtime-waits.

Muri is the definition of equipment overload or operator overload. This happens when you work at too high a speed, with too much effort over an extended period of time compared to the workload required by the project or labor standards.

Muri, like mura, are sources of losses that are eliminated in the course of literacy. As a result of their elimination, it turns out to fulfill the task of reducing various losses that do not add value to the final product.

Articles on the topic "Lean Manufacturing":

Taiichi Ohno (1912-1990), the chief executive of Toyota, at one time established 8 types of muda. There may well be other types of muda, but the key 8 deserve special attention:

• 1. Overproduction (surplus production);
• 2. Transportation;
• 3. Waiting;
• 4. Stocks;
• 5. Defects;
• 6. Unnecessary processing;
• 7. Movement;
• 8. Loss of creativity;

Overproduction is considered one of the most terrible types of losses, because other types of losses depend on it.

In order to eliminate this type of loss, it is only necessary not to produce too much. It is necessary to produce only what was ordered by the buyer.

In addition, large batches can cause overproduction, which can lead to a lack of quick changeovers. Proactive production can also be one of the causes of overproduction.

Equipment in excess, not standardized and unsystematized quality may, among other things, be the causes of overproduction.

Overproduction causes certain consequences - raw materials are used up prematurely, as a result of the purchase of materials, which leads to an increase in stocks to excess levels, and loss of quality.

Overproduction can be avoided by using a pull supply chain, as well as by leveling the loads of production lines.

Long setup times - as a result of producing products in large quantities, can also be the cause of excess stocks. In addition, the production and material supply planning system may also be imperfect.

There is a need for additional space, warehouses, labor force, because. stocks are growing.

All these excess stocks hang like a dead weight in the enterprise budget system.

Sources of losses:

• special warehouses for materials and products for
• Ensuring timely deliveries that hide production problems and do not add value to the customer;
• · materials and semi-finished products paid for by the enterprise, but at the stage of delivery.

Directions for improvement:

• analysis of the demand for products with a long shelf life;
• · analysis of the timeliness of price changes for illiquid stocks, analysis of claims for illiquid stocks;
• Balancing production and marketing;
• · analysis of the dynamics of stocks and reduction of stocks of materials and raw materials between operations.

The inefficiency of the organization of the production flow helps to identify the map of the value stream. Displaying material flows and their direction, we see the distance that the workpiece or material overcomes before it becomes a finished product. An increase in transportation costs leads to an increase in the cost of products.

Optimizing the layout of equipment, storage facilities, and the direction of material flows in general helps to reduce the number of shipments.

"Movement" refers to the movement of workers during a shift. These movements can lead to an increase in injuries, a decrease in the productivity of personnel, and the accumulation of fatigue.

It is worth noting that the personal role of the worker is very important in the process of optimizing his work shift and the actions he performs. By solving the problems of optimizing the production process, one can consider advanced training and effective organization of the workplace. This personal involvement of workers can be carried out within the framework of Kaizen - a movement - constant small improvements that occur gradually and on their own.

Comparing all types of losses, it is possible to identify the loss with the least damage - "Waiting".

This is the time when no useful action is carried out, no value is created.

Waiting is a unique type of loss, into which it is necessary to transfer all other losses that cannot be excluded. To measure expectation, it is necessary to calculate the total number of equipment and personnel downtime per shift, month, quarter, year. This can be done using the timing of the work of personnel and equipment.

Ways to improve:

• production planning based on orders;
• Suspension of the production process in the absence of specific orders;
• Creation of a flexible schedule for both workers and equipment;
• Implementation of 5S (workplace organization system);
• · introduction of TPM (a system of general maintenance of equipment, with the involvement of all personnel in it);
• Implementation of SMED (quick changeover);
• Implementation of Kaizen (small incremental changes on an ongoing basis);

All of the above measures help reduce waiting times.

In addition, excessive processing of products also contributes to the increase in costs, the reason for which is the lack of a certain standard of production for the worker.

Before starting the execution of an order, the employee must have a clear understanding of what he is producing, what actions add value to the product, and what final properties this product should have. This should all be standardized.

Another type of loss - defects in manufacturing - may entail the cost of adjustment and revision, correction, further control, and reorganization of the workplace to eliminate these defects. These losses arise due to violation of technologies, low qualification of the worker, incorrectly selected equipment or material. The cost of defects can be calculated by deriving the total amount of defective products and rework costs. As elsewhere, the interest and involvement of each employee in producing high quality goods is very important here.

And the last type of loss is the loss of creativity.

Sources of losses:

• Incorrect attitude towards employees, focused on their performance only mechanical work;
• Uncomfortable working conditions and, as a result, the desire to leave the workplace as soon as possible;
• · undeveloped system of incentives, rewards for successful work, motivation;

Directions for improvement:

• availability of explanations of the goals and objectives of the enterprise for each employee;
• Involvement of each employee in a system of continuous stepwise improvements (Kaizen);
• Creation of more comfortable working conditions;
• Creation of a new system of employee motivation or qualitative improvement of the old one;
• Implementation of open contact between the staff and the management of the enterprise.

From the point of view of lean production, the entire functionality of the enterprise is divided into processes that accumulate costs, losses that do not add value to the end consumer, and processes that add this value to the product for the consumer. The main objective of lean manufacturing is precisely the reduction of these aforementioned processes that do not create value for the consumer.

Lean manufacturing tools:

• · Continuous improvement - Kaizen (Kaizen);
• Organization of workplaces - 5S;
• · Standard operating procedures;
• · General productive service;
• Equipment (Total Productive Maintenance -TPM);
• Just in time (Just-In-Time - JIT);
• · Maps of the movement of material assets;
• · Kanban;
• · Fast readjustment;
• · Built quality.

The use of these tools clearly increases the competitiveness of the organization, creating value for the customer. The creation of value is marked by the creation of a value stream.

The value stream is a compilation of all actions, processes, etc., that are performed in order for the product to go through three stages of management: problem solving from the development of the product itself to its release, information flow management from the acceptance of the order to the planning of the goods delivery schedule, transformation of the product in the physical sense (from raw materials to finished products).

The next step in putting the concept of lean into practice is to define the entire value stream for each product. It is rarely included in the process, but almost always shows the amount of muda.

Lean manufacturing is about eliminating waste. What does the word "loss" mean? The article will help you understand the types of losses, show examples in the life around you, and also teach you how to count the money that the company loses because of them. You are offered to help required for download).

Most of the material on this subject presented in books describes in detail the losses in production processes. therefore, we would like to talk about losses, first of all, in office processes, in the processes of providing services - where we encounter them on a daily basis.

First, let's define the wording.Any activity that takes place in the process of making a product or providing a service consumes resources but does not create value for the customer. Those. actions you can do without.

At present, Lean manufacturing distinguishes eight types of losses.

EXPECTATION

The most common type of loss in office activities isexpectation . We all know that if you need to agree on a contract in several departments, then you will have to wait a long time. Employees usually take their time. Each department, having received a document, for starters .... just put it aside ... because no one is going to drop their affairs, which are already in progress and immediately begin to consider a new document. Therefore, the contract will first lie down for a day or two, and then it will be considered. As soon as the case is transferred to the next department, everything repeats ...

Moreover, each of the employees of the department is sincerely sure that he works as efficiently as possible. Indeed, everyone is constantly busy analyzing a document. But no one pays attention to the fact that in our approval process, the contract lies for several days, waits and nothing happens to it ... Imagine, if we remove all expectations, then how quickly we could receive the necessary documents, services ... How far we could overtake competitors!

A visit to any government institution is also not complete without this type of loss. And it doesn't matter if we have a queue with a time stamp or not, we still face a wait. First, we wait in line at the reception to receive a card and coupon, then in front of the doctor's office. Again, it is possible that at this moment all employees are working and very busy, but we, as customers, are forced to wait and waste our time. And, of course, we are not ready to pay our money for this expectation.

From practice: in office processes, losses from waiting reach 60-80% of the time of the entire process. That is, if we conclude a contract for 10 days, then 6 days of them the contract lies on the tables. Do you think the client is willing to pay for it?

And in our daily life, any queue, whether it be to the checkout of a store, to a gas station, or a frozen computer, is all a waste of our time.

Calculation: Let's take a very average salary of an employee of 24 thousand rubles, with an average rate of working hours per month of 160, we get the cost of 1 man-hour of an employee at 150 rubles.

Employees received an invitation to a meeting. , i.e. sorry - delayed 🙂, for half an hour. Everyone is waiting for his arrival.

Direct losses from waiting:

That's the cost of waiting at the door for just one meeting. And how many such meetings per month, year? and perhaps some directors consider it bad form to arrive on time ...

The presence of losses in the process leads not only to monetary losses (the so-called -direct losses), but also to indirect losses— which cannot be valued in rubles, but which affect the company's image, customer loyalty, competitive advantage:

Sequencing	The time when the contract lies and is waiting for processing	Time of processing
The client submitted the contract for approval to the department		1 min
The contract lies on the table and waits until the boss is released.	3 hours
The head of the department determined the contractor		1 min
The contract lies on the table and waits for the contractor to complete the previously started cases	3 hours
The contractor prepares a conclusion and submits the decision to the head for approval		2 hours
The contract lies on the table and waits until the head is released.	3 hours
The manager approves the conclusion and informs the client		5 minutes
Total	9 o'clock	2 hours 7 minutes
Total process time	11 hours 7 minutes

Please note: only 2 hours out of 11 with the document pass real work, and that's all 18% of the total duration. The rest of the time the papers “stupidly” lie and wait. And the client is also waiting ...

How many more customers do you think the company would have if the conclusions always done in 2 hours?

There are two key words in my question: first - ALWAYS - means the same in duration for each performance, and the second - 2 hours is the minimum process execution time in the absence of waiting time losses.

Well, how? Is it possible to implement a process without waiting for the client?

DEFECTS

The following type of losses is quite difficult to observe in the office, but in fact it is very common -defects are the manufacture of a product or the provision of a service with errors that require additional resources to correct them . Defects always entail additional processing, which only increases the cost of production and lengthens the process time. After all, it takes less time to do everything right the first time than to do it wrong first and then redo it.

In production, fixing defects is easier: the master handed over 10 blanks to the machine in the morning, and in the evening received 9 processed and 1 defective, not accepted by the controller. And in the office everything is more hidden from prying eyes: an employee sits, looks at the computer, what does he do there? It can be difficult to understand. When providing services, the client can usually see and notice an error only at the final stage. But how many errors were identified and corrected in the course of execution by the performers themselves - usually this is not even recorded. Employees themselves are not interested in informing management about their "jambs", easier to remake in a quiet way.

From practice: The bank uses the services of an insurance company to arrange insurance for non-real estate when concluding mortgage agreements. Bank employees constantly complain among themselves about the high level of defective documents from the insurance company. The management does not respond to complaints, as there is no documentary evidence. After collecting and recording data on insurance policy revisions for a month, there were found errors in 95% of documents. For a bank (as well as for an insurance company) this is a huge waste of resources: after all, all documents had to be redone, coordinated with clients, and often with the registration chamber, which, of course, affected the time for issuing a loan and the cost of the operation for the bank. Realizing the terrible statistics, the bank's managers set strict conditions for the heads of the insurance company about the need for more than 5% of cases.

And here are examples from life: mistakes when placing price tags on goods in a store (provided that this was not done on purpose), as well as the loss of test results or an outpatient card in a polyclinic.

Calculation:

Parameter for calculation	Meaning
Number of insurance policies (= number of mortgages), per year	10 000
The time spent by a bank employee to identify an error and “kick” the insurance company	10 minutes = 0.17 hours
Waiting time for the bank and the client - while the insurance company remakes the policy	0.5 days
Time to prepare (remake) 1 insurance policy by the insurance company	10 minutes
The cost of additional materials (valuable form, cartridge ....) per 1 insurance policy	20 rubles
The cost of 1 man-hour of a bank employee	150 rub
Calculation	10,000 pieces* 0.17 hours* 150 rubles
Total loss of the bank	255,000 rubles per year
Total loss of insurance payment for alterations to employees	255,000 rubles per year
Total insurance loss for additional materials	200,000 rubles per year
Additional loss of time from waiting for the client	0.5 days

OVER PROCESSING

The next type of loss isredundant processing - performing operations that are not necessary for the client, which as a result lead to a delay in the entire process , and also, often, additionally bureaucratizes the process.

For example: in large companies, when signing an agreement, in addition to direct executors in the economic, legal and accounting departments, a visa is also required for the head of this department. Everyone understands that this is the case, but traditions require it ... and each additional visa is both the time until the documents are “cured” on the table and the price of the working time of the leader himself.

Or another real experience: every day the office collects documents on customer transactions for the day and puts them in a certain order - this takes 15-20 minutes, i.e. for a month about 8 hours or a whole working day. Finished documents are sent to the accounting department. Imagine our surprise when we found out that the accounting department, having received beautifully folded pieces of paper, pours everything on the table into one big pile and sorts it according to a completely different principle!

Another example: this is the duplication of information, contracts in electronic and
paper form, and sometimes also in scanned form - just in case. We spend and we pay for the time of employees for actions that are not needed by the client and which only complicate our processes.

Calculation: The price of a formal signature: on the prepared contract for the provision of bank services, the executor signed first, then formally - the head of the office.

Parameter for calculation	Meaning
Number of contracts, per year	6 000
Manager's time spent on approval of 1 contract	1 minute = 0.017 hours
Waiting time for the client - until the manager is free

Lean Production ideologue Taiichi Ohno identified seven types of mass production losses, without identifying which it is impossible to increase the efficiency of any enterprise:

• - overproduction;
• - expectation;
• - movements (unnecessary movements of personnel, tools);
• - transportation;
• - excessive processing;
• - stocks (materials, resources);
• - defects and alterations.

Overproduction - production ahead of what is actually required for the next production stage or customer. The worst form of loss, which amplifies the other six.

Overproduction losses occur when an enterprise produces, assembles or releases more than is necessary. Something is done just "just in case", and not "just in time". Lack of planning, large backlogs, long changeover times, insufficiently close contact with customers (misunderstanding of their constantly changing requirements) lead to an increase in the duration of production cycles. The manufacturer unreasonably believes that its consumers need more output, and as a result suffers from the cost of producing goods and services that cannot be sold.

What to do?

Identify processes that produce more than the customer “pulls out” and that require additional measures to organize the storage of excess products between operations.

Reduce wastage by reducing the amount of time spent setting up, retooling and balancing production lines.

Waiting - downtime for operators during machine operation due to equipment malfunction, late receipt of necessary parts, etc.

Wait time is lost when people, operations, or partially finished products are forced to wait for further actions, information, or materials. Poor planning, unreliable suppliers, communication problems, and poor inventory management result in downtime that results in wasted time and money.

What to do?

Identify people or equipment that are waiting for the completion of the previous or beginning of the next operation, materials or information.

Reduce waste by leveling production lines using cycle time/takt time bar charts to synchronize processes. Movements - the performance by operators of movements that are beyond the scope of productive work or in which there is no need, for example, the search for parts, tools, documentation.

Lost movement is the unnecessary movement of personnel, products, materials and equipment that does not add value to the process. Often, workers make unnecessary movements from their site to the workshop warehouse and back, as well as around the equipment they do not need. This is one of the most unpleasant losses for both ordinary personnel and management, as wasted time and downtime reduce the efficiency of production processes, making it harder for workers to work. While most manufacturing processes are designed from the ground up to minimize unnecessary movement, movement loss remains one of the main sources of waste that occurs unnoticed and leads to failures.

What to do? Determine when personnel make unnecessary movements or movements and draw up a comprehensive diagram of the actual process flows. Reduce waste by developing and studying a value stream map and/or a physical flow map for each process, and then reducing the movement of operators, equipment, materials.

Transportation - the movement of parts and products unnecessarily, for example, from a certain stage of production to a warehouse, and not to the next stage.

Transport losses occur when personnel, equipment, products, or information move more frequently or over longer distances than is actually necessary. In multi-stage processes, materials and personnel move from process to process that are separated by space and/or time. Instead of arranging processes in series or side by side, they are often located far apart, requiring the use of forklifts, conveyors, or other transport devices to move materials to the next operation. All these movements do not add consumer value to the manufactured product.

What to do? Identify movements of personnel, materials or information that do not contribute to the value creation process. Reduce wastage by minimizing the physical distance of material handling and vehicle movement by delineating zones and applying redevelopment. Overmachining is the performance of unnecessary or incorrect machining, usually due to poor tool quality or poor product design.

Waste from over-processing occurs when a product or service is produced that has a higher usability than the buyer wants and is willing to pay for. Adding functionality that has no value in the eyes of the customer does not improve the product or process. Lack of information about how consumers use a product or service often leads to the addition of unnecessary functionality that the manufacturer believes customers need or want (although this is not exactly known).

What to do? Locate products returned by customers that are broken or defective where there was no visible wear prior to the failure. Clarify the situation through a survey of consumers and a study of the work of the product in real conditions.

Reduce waste by identifying what functionality the consumer really needs and is willing to pay for. To do this, you need to understand and clearly understand exactly how and under what conditions customers use the product produced by the enterprise. Inventory - holding more inventory than is necessary for the well-planned operation of the pull system.

Physical inventories are generally classified by their position in the value stream and by their intended purpose. To describe the position of stocks in the production process, such concepts as raw materials and materials, work in progress and finished goods are used. To describe the intended use of stocks, the concepts of buffer stock, safety stock, and shipping stock are used.

Since stocks are always characterized by a certain position and purpose (and some stocks perform several functions at once), the same items can simultaneously represent, for example, finished goods and buffer stock. Similarly, the same items can be both raw materials and safety stock. And some items may even be finished goods, buffer stock, and safety stock (particularly if the value stream between the raw material and the finished product is not very long).

In order to avoid misunderstandings, it is important to give a precise definition of each type of inventory. Raw Materials

Items in the factory that have not yet been processed.

Work in progress (Work-in-Process) Products that are in the enterprise between stages of processing. In Lean manufacturing systems, standard work in progress is the minimum number of parts (including those on machine tools) needed to keep a cell or process running smoothly.

Finished Goods Items that have been completed and are ready for shipment.

Buffer Stock

Goods that are typically stored downstream, at the end of a production line or process, to meet customer needs in the event of a sudden short-term increase in demand beyond current production capacity.

Safety Stock

Products located anywhere (raw materials, work in progress or finished goods) and insuring the subsequent stages from possible problems in the previous stages of production. Safety stock may also be referred to as emergency stock.

The terms buffer stock and safety stock are often used interchangeably, leading to confusion. There is an important difference between the two, which can be summarized as follows: buffer stock protects the customer of the enterprise in the event of a sudden change in demand; safety stock protects the enterprise itself from the temporary inability of its production stages and its suppliers to meet demand.

Stock on shipment (Shipping Stock)

Goods in the shipping areas of the production line, ready for the next shipment. As a rule, their volume is proportional to the volumes of lots and the frequency of shipment. Another name is cycle stocks.

Waste due to excess inventory is associated with a range of quality issues such as rework and defects, problems in workforce and/or production planning, lead times, and supplier issues. It is too expensive to maintain excessive stocks that freeze capital and require the payment of bank interest. Excess inventory reduces the return on investment in labor and raw materials.

What to do?

Identify overcapacity, excess inventory of raw materials, work in progress, or finished goods with a turnover of less than 10 times per year.

Reduce waste by applying just-in-time and kanban.

Correction - inspection, alteration and rejection.

Losses due to defects or the need for rework occur when there is no reliable preventive system that includes poka-eke (Roka-Yoke) methods and built-in error protection. Every time they make a mistake while working with a product and pass it on to the next step in the process or, worse, to the customer, the manufacturer has to put up with rework as an integral part of the process. He loses money twice every time he makes, assembles, or repairs something wrong, while the customer only pays for the product or service once.

What to do?

Identify defective or incomplete products or services, as well as finished products that are remanufactured or discarded. Reduce waste by improving the visual inspection system and developing more complete standard operating procedures.

Implement a built-in poka-eke error protection system where the source of errors is hidden.

The identification and reduction of the losses discussed above will give a significant impetus to the company's exit from the crisis and / or the development of production and the development of new products by freeing up the resources of the enterprise.

Losses	Causes	Consequences	How to calculate losses?	How to eliminate?
overproduction	large parties; Impossibility of quick readjustment; Proactive production Excess equipment, unstable quality.	premature consumption of raw materials; purchase of materials; excess inventory, loss of quality.	· The amount of unclaimed products and blanks in warehouses and intermediate operations. During the month, quarter, year.	· pulling system of deliveries; · Load balancing of production lines.
excess inventory	Long-term readjustment production of products in large quantities; · imperfection of the system of production planning and supply of materials.	· increase in areas; additional labor force; The need for a search The possibility of damage the need for additional pallets.	Determine how many materials are in stock that are not needed in the next week (month - depending on the supply cycle)	· pulling production system; leveling of production Reducing the batch size Improvement of the planning system.
Transportation	inefficient placement of equipment; long distance between production sites; Inefficiently organized production flow; remoteness of storage facilities.	increase in travel costs; Additional search costs damage to products during transportation.	· The cost of moving workpieces from one operation to another, and in stock. Possible marriage in case of improper transportation. Value stream map.	optimization of equipment location; optimization of production sites; Optimization of the location of warehouses.
Travel	irrational organization of the workspace; irrational arrangement of equipment and containers; · inconsistency of operations; Lack of standardized processes.	a decrease in labor productivity; Staff fatigue Growth of injuries and occupational diseases.	· Timing of movements of the worker, determination of time and distance. Spaghetti diagram.	· optimization of the production process; · professional development of personnel; optimization of equipment distribution; Efficiently organized workplaces.
Expectation	unbalanced production processes; - imperfection of planning; production of products in large batches.	increase in time for the manufacture of a unit of production; Decreased performance staff demotivation.	· Timing of the work of personnel and equipment. Total downtime per shift, month, year.	alignment of production processes; optimization of equipment location; Reduced set-up time.
Overprocessing	Lack of a standard lack of understanding of what the consumer wants; Imperfection of technologies.	increase in production costs; increase in production time.	Find out from the customer what properties of the product he considers necessary, and which are secondary, or not needed at all. Excess processing costs.	standardization; careful study of customer requirements.
Rework defects	· violation of technology; low qualification of the worker; Inappropriate tools, equipment, materials.	additional costs arise: for revision, for control; to organize a place to eliminate defects	Quantity of marriage - its cost, or the cost of rework.	organization of the process of ensuring the release of quality products; Implementation of a system for the efficient operation of equipment.

Bibliography:

· Womack James P., Jones Daniel T. - Lean Manufacturing: How to get rid of waste and make your company prosper/ Per. from English. – M.: Alpina Business Books, 2004. – 473p. – (Series “Management Models of Leading Corporations”).

· Mann, David - Lean Manufacturing Management/ D. Mann; per. from English. [A. N. Sterlyazhnikova]. Transl.: New York: Productivity press, cop. 2005 Moscow: Standards and quality, 2009

· Rampersad, Hubert K. - TPS-Lean Six Sigma: A New Approach to Building a High-Performance Company: per. from English. / H. Rampersad, A. El-Khomsi. Transl.:.- Charlotte, N.C.: Inform. age publ., 2007 Moscow: Standards and quality, 2009

· Taiichi Ohno. - Toyota production system: moving away from mass production- M: IKSI Publishing House, 2012. ISBN 978-5-903148-39-4

· "Just in time" for workers. - Productivity Press Development Group. M. Publishing house IKSI, 2007, ISBN 5-903148-02-6

1. Poka-yoke- error prevention, building a process in a way that prevents the transfer of a defective product to the next stage of production.

2. Losses
Enterprise losses is any activity that consumes resources but does not create value for the consumer. Losses are divided into seven types:

1. Overproduction.
2. Marriage and change.
3. Movement.
4. Movement of materials.
5. Backlogs on "repartitions".
6. Additional processing.
7. Downtime.

1. Losses overproduction arise when shops or sections produce, assemble or produce more than necessary. Imperfect work of the planning and dispatching department, large backlogs, long readjustment, lack or insufficient contact with the client lead to a wasteful increase in the duration of business processes.

Example. Shop No. 202 smelted 410 hulls per shift, although the next Shop No. 203 in the production chain is able to process only 250 hulls per shift. Extra resources spent, the question is “for what?”.

2. Marriage and alteration. Every time we make a defect and pass it on to the next stage of production, we lose money twice when we try to fix it, while the customer only pays us once. Even worse, if the marriage went to the customer. After receiving back a defective product, we may lose the customer. Not everyone wants to buy goods from a scammer for the second time.

Example. The plant produced a new DPT 810-2U1 engine in a batch of 100 pieces and a cost of 800 thousand rubles. 60 engines returned for warranty repairs. Additional costs amounted to 400 thousand rubles. for the engine. The selling price of DPT 810 is RUB 1,050 thousand. Total: sales revenue - 105 million rubles. Planned income - 25 million rubles. (until return for warranty repair). Taking into account the repair - only 1 million rubles. "Excellent result!

3. Movement. Absolutely unjustified movements (employees, equipment, raw materials) that lengthen the business process.

Example. 480 employees of workshop No. 5 due to construction problems (the workshop has just been built) are forced to visit a special institution 370 meters from the workshop building. The average salary of an employee is 18 thousand rubles. With an average speed of movement of an employee of 5 km / h, it will take about 8 minutes of working time to visit this institution - about 192 people / h per day, or about 20 thousand rubles. only for wages, and about 440 thousand rubles per month.

4. Movement of materials. Often, instead of a consistent arrangement of business processes, one has to deal with the use of technical means - cranes, loaders, vehicles, conveyors, etc. to move workpieces to the next stage of processing.

Example. After machining in workshop No. 33, the product is stored in boxes and returned for heat treatment to workshop No. 30, from where it travels back to workshop No. 33 for assembly.

5. Backlogs at the "repartitions". Most businesses use borrowed money to replenish their working capital. But having inflated stocks of raw materials between operations is an unaffordable luxury for a diligent manager. About 30% of the purchase reserve can easily be found in excess inventory.

Example. During an unscheduled inventory of the hardware section, about 280,000 bolts were identified, while only 70,000 pieces are needed to fulfill the planned target for the month. So, at the price of a bolt of 27 rubles. apiece, 5670 thousand rubles. working capital "buried in the ground".

6. Additional processing. Production of goods or services with consumer qualities that significantly exceed the consumer's requirements for which he is willing to pay. Ignorance or misunderstanding of the process of using the released product leads to unnecessary processing operations.

Example. The machined surface of the side and back of the part on a longitudinal grinding machine will please the eye of mechanics only when the product is overhauled in 10-12 years. The losses of today's processing are huge - millions per year.

7. Downtime. They mainly arise in the presence of unfinished products, when employees of the enterprise stand and wait for when it will be possible to start working. Such downtime is the result of bad planning, poor management, unprofessional inventory management, and a lack of basic communication between departments.

Example. In the assembly shop, about a dozen blanks accumulated near the milling machine - the operator could not install them on the machine due to a breakdown of the gantry crane. Given that this machine is at the beginning of the technological chain, the work of the workshop has stopped. The search for a repairman after 1 hour and 20 minutes was successful - the crane started working. Approximate losses: 76 machine operators were idle for 80 minutes (with an average salary of 18 thousand rubles per month, this is 10.4 thousand rubles of losses only in the wages of workers, not counting the fact that people will have to be taken out on weekends, and others the workshops were also idle due to the lack of blanks).

Of all the types of losses, the most dangerous is overproduction Producing more items faster or earlier than is required for the next production step, because it creates and hides other waste at the same time. In the economic sense, overproduction leads to an increase in the volume of working capital frozen in work in progress, an increase in the tax base, an increase in the cost of purchased materials, an increase in the volume of finished products, etc. There are other associated losses, for example, defects are hidden in large volumes, which will be discovered, possibly after some time, which means that it will be very difficult to restore the conditions for their occurrence, identify and eliminate their causes.

Overproduction leads to inventories, which not only affect working capital, but also form a whole chain of additional costs, such as: additional accounting and reporting functions, overdocumentation, the need for production and storage space, a multiple increase in the volume of lifting, transport and storage operations.
Overproduction (and not only it) entails both expectations, and, therefore, losses in labor productivity (output), as well as a decrease in the utilization rate of equipment.

Internship

Description of the situation. At the enterprise, whose field of activity is the production of switch products for railway transport, the concept of lean production is being introduced, but there is a steady tendency to freeze working capital.

A way to identify problems. In 2011, the experts of CJSC "Krona Group" conducted a survey of the enterprise in order to identify problems in the production system and develop proposals for improving the situation.

To achieve the goal, the following tasks were set:

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