Abstract
The article proposes an algorithm for implementation of lean manufacturing in relation to a company in the road construction industry. The concept of lean manufacturing involves the possibility of using several tools at the same time to solve the problems and losses encountered during construction and installation works. The results of testing a tool such as a 5S system in a road construction company are presented to confirm simplicity and effectiveness of the proposed recommendations.
Highlights
In modern conditions of economic development, enterprises of various industries are constantly forced to adapt and improve business organization
It happens due to the active dissemination of information about the successful experience of European and American companies in various industries in the implementation of individual lean manufacturing tools
Specific production problems of a road construction company can be solved with a separate tool or a set of lean manufacturing tools, the main ones being distinguished (Figure 1): - standardization of work; - organization of workspace (5S); - Value Stream Mapping (VSM); - visualization; - single-minute exchange of dies (SMED); - protection against unintentional errors; - prevention of occurrence of unintentional errors and their prompt elimination until the operation is stopped, so that the inappropriate part does not fall onto the ; - structured information system that regulates the processes of supplying production and supplying the desired volume of products to the consumer (Kanban); - total productive maintenance (TPM)
Summary
In modern conditions of economic development, enterprises of various industries are constantly forced to adapt and improve business organization. It happens due to the active dissemination of information about the successful experience of European and American companies in various industries in the implementation of individual lean manufacturing tools. Large industrial companies such as Russian Railways OJSC, Sberbank PJSC, KAMAZ PJSC, Rosatom State Corporation and many others have experience in implementing this concept in Russia. Despite the real results of the concept, such as increased labor productivity, improved product quality, reduced rejects and production time, many top managers emphasize the difficulties encountered in its implementation In most cases, these difficulties were caused by a number of problems, such as: low staff involvement, making mistakes in instructions and regulatory documents, technical impossibility of using concept tools in the production process. It must be emphasized that many companies, when introducing and once using the tools of the lean manufacturing concept, without receiving a visible positive effect and quick results, subsequently return to the original version of the established production process
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