DEVELOPMENT OF LEAN PROCESS MANAGEMENT AT ENTERPRISES OF SOCIAL SPHERE

Abstract

The article describes the logic of the development of the Lean Manufacturing concept at Russian enterprises: from a focus on the main process to projects in office activities. An approach to the implementation of projects using lean production methods in social organizations is described. The directions of activity of foreign managers in projects to improve office processes are given on the example of Daimler AG. The tasks for each of the described areas and means for their implementation are considered. The basic requirements for organizing group work and holding meetings in the “ShopFloor Management” (SFM) format are listed. An example of an integrated system of indicators in the areas of “Safety”, “Quality”, “Cost”, “Delivery”, “Motivation”, “Ecology” contains typical requirements for indicators. An approach to changing the role of a manager in relation to employees, through changing his model of behavior and organizing group work at an information stand, is described. Examples of the design of some sections of the infoboard are presented and the principles of working with them are described. An example of the design of individual task cards is given. The author compares the approach to lean management proposed by him with the methods proposed by McKinsey for the implementation of continuous improvement activities in public sector organizations.