Lean Production Tools Research Articles

Формирование корпоративной культуры бережливого производства в современных условиях

The current stage of development of the national economy is associated with the formation of technological sovereignty of the country. Harsh sanctions, existing restrictions on access to certain market segments, digitalization and other challenges form an explicit request to Russian business to transform approaches to the organization of production, aimed primarily at increasing labor productivity, which is possible due to several main factors: the development of the production and technical base, maximizing the use of people-human capital and optimization of organizational factors. The first factor is quite costly and time-consuming in terms of implementation. The development of human and organizational factors can be carried out through lean production tools, the main problem of which is the significant resistance of personnel to new introductions. The work of foreign and domestic scientists and practitioners in the field of lean manufacturing and corporate culture has been studied, which allowed to formulate the author's definition of “corporate culture of lean production”, which allowed to develop a model of corporate culture of lean production at three levels of management (TOP, Middle, Down Management). The proposed model of transformation of the existing corporate culture into a corporate culture of lean production is considered in three planes with the designation of the stages of formation of a new corporate culture. It is noted that only voluntary adherence to a new ideology can maximize the effectiveness of innovations.

Повышение эффективности деятельности предприятий промышленности на основе инструмента 5S «lean production»

автором настоящей статьи отмечается важность изучения передового опыта внедрения инструмента 5S «lean production» в деятельности структурных подразделений промышленного предприятия ПАО «КАМАЗ», а также анализ работы с учетом применения системы 5S, позволяющей снизить временной фактор по затратам на организацию внедрения механизмов бережливого производства. Цель. Выявить особенности применения одного из важных инструментов 5S lean production на предприятиях промышленности в условиях цифровой экономики. Методология. В настоящей статье автором использованы общенаучные методы, в том числе наблюдения и анализа, а также прикладные методы структурного и системного анализа. Результаты и выводы. Проведенное исследование отражает результаты, полученные в ходе реализации инструмента 5S «lean production». Выдвинуто предложение по разработке механизма внедрения инструмента 5S бережливого производства с учетом специфики производства предприятия ПАО «КАМАЗ». Обозначено направление совершенствования процесса реализации внедрения инструмента 5S на предприятии. Статья может быть полезна для топ-менеджеров и практиков, заинтересованных в применении инструментов бережливого производства на предприятиях промышленности с учетом специфики деятельности компании, помогающих молниеносно адаптироваться на изменения как вне, так и внутри организации. the author of this article notes the importance of studying best practices for implementing the 5S “lean production” tool in the activities of structural divisions of the industrial enterprise PJSC KAMAZ, as well as analyzing the work taking into account the use of the 5S system, which allows reducing the time factor in the costs of organizing the implementation of lean production mechanisms. Target. To identify the features of using one of the important tools of 5S lean production at industrial enterprises in the digital economy. Methodology. In this article, the author used general scientific methods, including observation and analysis, as well as applied methods of structural and system analysis. Results and conclusions. The conducted research reflects the results obtained during the implementation of the 5S “lean production” tool. A proposal has been put forward to develop a mechanism for introducing the 5S lean manufacturing tool, taking into account the specifics of the production of the PJSC KAMAZ enterprise. The direction for improving the process of implementing the implementation of the 5S tool in the enterprise is indicated. The article may be useful for top managers and practitioners interested in applying lean manufacturing tools at industrial enterprises, taking into account the specifics of the company’s activities, helping to quickly adapt to changes both outside and inside the organization under the influence of the digital economy.

Improving system of industry certification of products using lean production tools

Improving system of industry certification of products using lean production tools

Risk and Uncertainty Consideration in the Practice of Lean Production

The purpose of the study is to consider the concepts of "risk" and "uncertainty" in the innovative processes of the enterprise in the practic e of lean production. The objectives of the study are to identify the essence of innovation risks, to consider the conceptual apparatus of risks and decision-making in conditions of uncertainty, to consider the components of uncertainty, to give an example of uncertainty and the behavior of the company in this context. Methodology. In this study the following research methods were used: analysis of theoretical materials, synthesis and generalization of literature, as well as classification, description and comparison. Results. The classification of innovation risks is developed, the differences between such concepts as "risk" and "uncertainty" are considered, the types of uncertainty and the algorithm for assessing innovation risks and uncertainties are studied, the experience of using lean production tools, accompanied by risks and uncertainty, is considered. Conclusions. Implementing lean production in an industrial enterprise can be a challenging task. However, if risks are taken into account and adequately managed, lean production can bring significant benefits in the form of increased efficiency, reduced costs and improved quality of products or services. Uncertainty is an integral part of the innovation sphere of the economy. Companies that competently manage uncertainty and are ready to adapt to changes have a better chance of success in innovation business.

ВНЕДРЕНИЕ БЕРЕЖЛИВОГО ПРОИЗВОДСТВА НА РОССИЙСКИХ ПРЕДПРИЯТИЯХ

The article is a study devoted to the analysis of the process of introducing the lean manufacturing concept at Russian enterprises. The author summarizes the conceptual foundations of Lean technology: fundamental principles, main types of losses, tools and implementation algorithm. Based on the analysis of data from the Federal Competence Center, the activities of the most successful Russian enterprises that joined the national project “Labor Productivity” were analyzed. Despite the positive experience of implementing lean production, confirmed by the achievement of economic effect, the author identified the main problems in the implementation process: insufficient involvement of the top management of the enterprise and a superficial understanding of the values of the philosophy of lean production, the absence or insufficient understanding by staff of the feasibility of introducing lean production and proposed specific ways to solve them. Based on the results of the study, it was concluded that the efficiency of industrial enterprises that have implemented lean production tools and methods has increased and the relevance of introducing the concept of lean production in the social sphere has been identified.

OPTIMIZATION OF THE TOOL MANAGEMENT SYSTEM IN THE IMPLEMENTATION THE PROJECT LIFECYCLE MANAGEMENT CONCEPT AT THE ENTERPRISES OF THE “ALMAZ – ANTEY”

Production project lifecycle management is a complex and capacious process of development, planning and production. The concept of the project life cycle, lifecycle management strategy and its structuring are considered. The relevance of the implementation of the concept to optimize the tool management system at the enterprises of the “Almaz – Antey” ASD Corporation” has been formulated. Software products of lifecycle management control system are considered. An Ishikawa causal diagram assessing the problem of the current tool management system is presented. A map of the flow of creating the value of selection and testing of prefabricated metal cutting tools in the “before” and “after” optimization states has been formed. Ways to improve the tool management system are proposed, its effectiveness after the introduction of lean production tools is analyzed.

ОЦЕНКА РЕЗУЛЬТАТОВ РЕАЛИЗАЦИИ СТРАТЕГИИ РАЗВИТИЯ ОРЕНБУРГСКОЙ ОБЛАСТИ

The article discusses the results of the implementation of the development strategy of the Orenburg region. Today, strategic planning extends to all levels of government – federal, regional and municipal. The development of strategies is not just a requirement of legislation, it is also an urgent need for each region individually. Regions are differentiated in terms of resources and development factors, and therefore they play a special role in the development and implementation of socio-economic development strategies. The purpose of this study is to assess the interim results of the implementation of this Strategy at the beginning of 2024 and to develop recommendations related to solving the tasks set in it. The development of the Orenburg region is influenced by both external and internal economic and social factors. External factors include restrictions in the economy due to the changed external conditions caused by international sanctions (restrictions), including a reduction in imports and withdrawal of foreign partners from the Russian market, loss of export markets, delays in the restructuring of production and logistics chains, the need to reorient supplies, lower prices for Russian exports, problems in mutual settlements, as well as high uncertainty in the development of the global economy and the possible tightening of sanctions. The internal factors influencing the trends of socio-economic development of the Orenburg region in the medium term include an insufficient level of investment in fixed assets, a low level of innovation, including digital technologies, lean production tools aimed at increasing labor productivity, increased competition with other regions in terms of attracting investors, as well as demographic a situation characterized by negative dynamics of natural and migratory population growth.

A roadmap for lean production tools implementation

A roadmap for lean production tools implementation

COORDINATED DEVELOPMENT OF LEAN PRODUCTION TOOLS AND METHODS IN THE CONTEXT OF INDUSTRY 4.0.

COORDINATED DEVELOPMENT OF LEAN PRODUCTION TOOLS AND METHODS IN THE CONTEXT OF INDUSTRY 4.0.

Industry 4.0 technologies integration with lean production tools: a review

PurposeLean production has been proved to be a cost-effective and efficient means of production that reduces non-valve added activities. Industry 4.0 (I4.0) is a technology-driven platform that allows machines to interact with other systems through artificial intelligence, machine learning, industrial Internet of Things (IoT), etc. that improve the production system with flexibility, quality and customization throughout the whole value chain. New approaches to digitization of lean production have recently been emerged and they are transforming the industry and increasing productivity throughout the value chain. Through this article, an effort has been made to review the research published in this field.Design/methodology/approachThis paper reviews the literature published in various journals, the databases Web of science (WoS), ScienceDirect, Scopus, Emerald etc. were referred with a focus on lean concepts and tools and I4.0 technologies; it has been noticed that the integration of the lean tools with I4.0 technologies is a very effective tool for the industry.FindingsIt has been found in the literature published earlier in various journals that lean manufacturing (LM) is commonly acknowledged and considered a best practice to improve the productivity. It is concerned with the tight integration of people into the industrial process through continuous improvement which leads to value addition throughout the whole value chain by eliminating non vale added activities. The findings show that organizations can improve their productivity and flexibility with speed and accuracy by integrating I4.0 technologies with LM, which is foremost need of any industry across the world.Originality/valueThis article accentuates the connections between the principles and tools developed under the umbrella of I4.0 and those developed by the LM techniques, with a specific emphasis on how some of the principles and tools of I4.0 improve the implementation of lean principles dependent on the competence levels of the technology. Very few articles have been published in this area, and this paper is an original piece of research covering a review of extant research published in various journals.

Внутрифирменное обучение сотрудников методам и инструментам бережливого производства

As part of the urgent tasks of organizing corporate training and staff development in companies, the solutions implemented in the leading electric grid company of the Republic of Tatarstan — JSC “Grid Company”, on the organization of its own educational course aimed at mastering the methods and tools of lean production by employees of the enterprise are considered. The article describes the theoretical justification and experimental approbation of pedagogical and organizational conditions for corporate training of employees in lean production methods and tools. The analysis of the factors that most affect the effectiveness of the development of the corporate training system is carried out. The experience of organizing targeted training of the company’s employees with a sufficient level of theoretical knowledge and practical experience in the field of implementing lean production methods and tools for their pedagogical activities within the organization in order to effectively train all the company’s personnel is considered. The indicators of readiness of an employee of the company to carry out pedagogical activities, as well as indicators of the level of development of the educational program by trainees are presented. In the final part of the article, recommendations are given to organizations planning to organize their own corporate training, having prepared for this training their own staff-teachers who have a sufficient level of knowledge and experience on the topic of the planned corporate training.

Optimization of energy saving of an industrial and warehouse real estate enterprise

The material is devoted to the application of methods and tools of lean production at industrial and warehouse facilities and, in particular, the issue of using modern technologies in warehouses to reduce energy consumption costs and minimize the harmful contribution to the environment is considered.

Prospects of lean production in the oil and gas industry

The paper considers the problem of lean manufacturing in the oil and gas industry. Oil-producing enterprises have no experience in using lean manufacturing, but it seems to be cost-effective. Now the introduction of resource-saving technologies at the enterprises of the oil and gas industry, including lean manufacturing, is relevant. The purpose of the article is to develop recommendations for promising directions for the development of lean manufacturing in the oil and gas industry. The current state of the oil and gas sector of the economy in the world and in the Russian Federation has been studied. The importance of the issues of the concept, philosophy and tools of lean production in the works of domestic and foreign scientists is noted. The distinctive features and goals taken into account when implementing the concept of lean production in the oil and gas industry are highlighted. Lean manufacturing tools and methods that are actively used in the oil and gas industry are presented. The article also tells about the experience of implementing lean manufacturing at a machine-building enterprise in Moscow. Orenburg JSC Drilling Equipment Plant, engaged in the development of drilling equipment and tools for the oil and gas industry. In order to develop lean production in this industry, it was proposed to use lean oil refining, which makes it possible to ensure the competition of Russian oil refineries efficiently and at low costs. Considerable attention is paid to the implementation of strategic management, which enables enterprises to adapt to changes in the external environment in a timely manner and achieve sustainable competitive advantages. The use of the latest resource-saving strategies is of practical importance, they will allow enterprises to achieve sustainable competitive advantages for long-term survival and achievement of their goals.

Longitudinal study of lean tools in Spanish manufacturing firms

PurposeLean management is a suitable methodology for companies that want to improve their productive performance and competitiveness. This study aims to research levels of implementation and internalisation of Lean production tools in Spanish manufacturing companies, and explores differences in behaviour between SMEs and large companies based on data gathered over three time periods. The correlation between Lean adoption and company performance is also analysed.Design/methodology/approachCompany survey data for the years 2012, 2015 and 2018 collected from 354 respondents were used to conduct a longitudinal study on the level of lean tool adoption and internalisation in manufacturing companies.FindingsOver the years, the use of Lean tools has increased, whereas levels of internalisation have remained stable. Lean tool use in SMEs and large companies show significant differences in 2012 and 2015, but this is no longer the case 2018. Results also show that higher Lean tool use helps increase return on sales (ROS), and higher levels of internalisation of tools helps reduce the number of products rejected.Originality/valueTo date, there are no known studies on the use and internalisation of Lean tools or their correlations with business performance indicators in Spanish manufacturing companies.

КОНЦЕПЦІЯ «LEAN PRODUCTION» В СИСТЕМІ СТРАТЕГІЧНОГО МЕНЕДЖМЕНТУ ТРАНСПОРТНИХ ПІДПРИЄМСТВ

The article is devoted to the study of problems and obstacles that may arise when implementing the concept of "Lean Production" (thrifty production) at enterprises of the transport industry in the system of strategic management. A number of possible problems and obstacles that arise when implementing the concept of "Lean Production" (thrifty production) into the management system of transport enterprises are outlined. The factors of successful implementation of the concept of "Lean Production" (thrifty production) in the system of strategic management of transport enterprises, through which the enterprise will be able to counteract possible barriers, are summarized in the section of groups. It is emphasized that the concept of "Lean Production" is implemented through systems of lean production or their components, in particular, technologies of analysis, improvement and involvement, which allows to optimize costs and resources in the system of strategic management of transport enterprises, as well as to create maximum value for the client. The transition from a traditional production system to a lean production is not an easy task. Change requires attention focused on impacting both process and people. Despite the widespread coverage of the benefits obtained from the implementation of the concept of "Lean Production" (thrifty production), there are a number of reasons for the failure of the application of this approach to the strategic management of transport enterprises. Lack of understanding of the concept and purpose of lean production is the main obstacle on the way to the implementation of the concept of "Lean Production". Misunderstanding the concept leads to various major problems, such as fragmentary or partial implementation of lean production tools and methods or their complete incorrect application. In order to successfully implement the concept of "Lean Production" in the strategic management system of transport enterprises, management must take innovations seriously, set goals for continuous improvement, and be interested in the experience of similar domestic and foreign enterprises. Taking into account the proposed list of factors for the successful implementation of the concept of "Lean Production" (thrifty production) in the system of strategic management of transport enterprises will ensure the efficiency of business processes, saving costs, improving the level of customer service and strengthening relations with them

Implementation of Quality Tools in Material Store Management System

Abstract: The raw material and finish goods important aspects for any manufacturing industry. As this plant newly constructed so the Raw material and finished goods are not that properly arranged and not in proper manner, it is complicated for the workers and store in charge to keep track of the materials. We identified the problem and discussed it with the industry guide and come to know that we can implement 5S in this plant. 5S is a five-step methodology for creating a more organized and productive workspace: Sort, Straighten, Shine, Standardize, and Sustain. 5S serves as a foundation for deploying more advanced lean production tools and processes.

The growing gap between lean production and digital lean tools

PurposeThis paper aims to gain empirical insights into the relationship between lean production and digitalization within Industry 4.0 from a process-theoretical perspective. Following an initial report at the European Lean Educators Conference 2021 conference, the authors searched for explanations as to why digital lean tools stagnate, whereas production improves continuously.Design/methodology/approachThis paper is based on a qualitative case study in a Norwegian processing industry company over a period of 18 months from 2020 to 2022.FindingsProcess theory offers explanations of why digitalization and lean can change over time. Despite agile development, digitalization is still characterized by centralization and programmatic planning. Lean production is decentralized, with long-term and continuous change processes. This creates challenges for coordination between digitalization and lean.Practical implicationsOrganizations should strive for coordination and collaboration between central and local decision makers and between digital and business process competence. Digital systems should have built-in flexibility for local setup, and local managers need sufficient competence to set up systems that are aligned with continuous improved production.Originality/valueThis study contributes empirical insights into real-life industry challenges to a literature that has until now been theoretical and focused on potential synergies.

An Experience of Using Lean Production Tools in the University

The article presents the results of introducing lean manufacturing tools into the practice of a higher educational institution (Tyumen State University) within an academic year. The main research methods are timing, polling and spaghetti charting. There is mapped the organization of the course study. The effectiveness of spending time and resources when running lessons is analyzed. The issues addressed in the study relate to the productiveness of higher education institutions, their activity to be assessed not only via the characteristics of services, but also via the ways of their provision. Within our research, there was revealed a contradiction between the consumers’ (students’) expectations and the complication of the educational process. This contradiction negatively affects the university’s services quality perception and evaluation in general. The research shows that managing a higher educational institution in terms of customer orientation involves decomposition and detailed analysis of the main process – that is, of knowledge transfer. All other auxiliary processes are organized around it. Any change in an educational institution must begin with a lean mapping of all stages of knowledge transfer.

SYSTEMATIZATION OF APPROACHES TO THE UNDERSTANDING AND IMPLEMENTATION OF LEAN MANUFACTURING

The work systematizes approaches to understanding the essence of lean production and takes into account the specifics of implementing this concept specifically for Ukrainian enterprises. The toolkit of lean production, which can be implemented in Ukrainian enterprises, has been systematized. For each type of tool, it is indicated which tasks it can solve for Ukrainian enterprises and what is the peculiarity of its application for domestic economic entities. Most of the companies that are already implementing or have implemented a lean production system have carried out preliminary measures to prepare personnel for the implementation of these latest tools, and for Ukrainian enterprises, this preparatory stage is just as necessary because there is an urgent need to understand that enterprises will be able not only to implement the tools of lean production but also to implement qualitative transformations in the management system of the enterprise. It has been proven that the problem at Ukrainian enterprises is mostly outdated equipment and significant dependence of production processes on personnel, as a result, for the effective implementation of lean production approaches, it is necessary to train personnel and improve their qualifications. Outdated equipment should be updated and new resource-saving technologies introduced, but this is a longer and more expensive way than training staff. A diagram of the relationship between the possibilities of lean production implementation and staff training for obtaining quality transformations at domestic enterprises has been developed, which indicates the importance of staff training to achieve positive results from the implementation of the concept of lean production. This scheme allows you to clearly follow the sequence of stages of staff training to ensure readiness for the implementation of the lean production system and to prepare staff for quality transformations in enterprise management. It has been proven that the staff is the main link of transformations at the enterprise and ensuring its better management and timely implementation of measures to save resources.

Механізм управління діяльністю транспортних підприємств на засадах концепції ощадливого виробництва

The article is aimed at forming a mechanism for managing activity of transport enterprise on the basis of the conception of lean production. In the current economic conditions, the overwhelming majority of managers of domestic transport enterprises are aware that in order to effectively fight for consumers and maintain the desired level of competitiveness, modernization of all aspects of economic activity is necessary, in particular: reducing production costs, improving the level of product quality, reducing the time for the process of mastering new types of technologies, and improving the customer service process. One of the effective management approaches aimed at achieving these goals is the conception of lean production. As result of the study, it is allocated that the leading goal of the conception of lean production is to eliminate all types of losses and efficient use of material, financial and labor resources through continuous improvement of all business processes of enterprise aimed at meeting the needs of consumers by introducing lean production tools. Formation of an effective and market-compliant mechanism for managing the activities of a transport enterprise based on the conception of lean production is an objective need to ensure the effective development of enterprises in the current conditions. The author proposes her own definition of the concept of mechanism of management of activity of transport enterprise on the basis of the conception of lean production): it is a complex system that combines goals, principles, purpose, means and tools of introduction of lean production to increase management efficiency and achieve the effect (result) of creating a culture of continuous improvement of the quality of transport services, as well as improving the indicators of the level of economic efficiency of the transport enterprise. The mechanism of management of the transport enterprise on the basis of the conception of lean production involves the formation of a conception at the enterprise, which defines the goals, principles and purpose that affect the choice of tools for lean production, the use of which will increase the efficiency of management of the transport enterprise, which, in turn, affects the result of activities in general. Prospects for further research in this direction are the assessment of the effect or result of the introduction of the mechanism of management of the transport enterprise, in particular, the quality of transport services and improvement of indicators of the level of economic efficiency of the transport enterprise.