Lean manufacturing criteria in the office. Principles of implementing lean manufacturing in a company

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Lean Office (English Lean Office), business processes based on the principles of lean production. The practice of using lean manufacturing principles in an office yields the same results as in production processes. Since 2008, Sberbank has been introducing lean manufacturing. According to their own estimates for 2011. lean technologies saved them about 11 billion rubles.

Experience shows that the process is moving much faster and more systematically, and the results are improving where Lin is used in all aspects of production and management. Lean offices are also a necessary element of any administrative management. Armed forces, police units, administrations, hospitals, schools, libraries, banks and insurance companies are developing lean manufacturing around the world. For the first time, systematic issues regarding the use of a lean office were considered at the conference “Lean Service”, which was held in 2007 in Moscow.

Types of losses in the office:

Work in progress;
Errors in documents;
Repeated work with documents;
Doing unnecessary work;
Extra stages in the processes;
Expectations
Superfluous movement;
Moving documents.

Lin's methods in the office:

Visualization of activities and mapping (mapping) of the flow of creating consumer value in office processes;
Standardization in the office;
Goal Management;
Office design.

Implementation difficulties:

An entrenched habit of pointing and controlling;
Work is not amenable to measurement and control;
The work is creative and personified;
High educational level of office workers.

Don Tapping, Anne Dunn

Lean Office: Eliminate Time and Money Losses

Translators A. Zalesova, T. Gutman

Editor S. Turko

Project Manager S. Turko

Technical editor N. Lisitsyna

Corrector V. Muratkhanov

Computer layout A. Fominov

Cover design Designdepot

All rights reserved. The work is intended solely for private use. No part of the electronic copy of this book may be reproduced in any form or by any means, including posting on the Internet and corporate networks, for public or collective use without the written permission of the copyright holder. For copyright infringement, the legislation provides for the payment of compensation to the copyright holder in the amount of up to 5 million rubles (Article 49 of the Administrative Offenses Code), as well as criminal liability in the form of imprisonment for up to 6 years (Article 146 of the Criminal Code of the Russian Federation).

* * *

After reading this book, you:

Learn to identify losses and find hidden reserves for increasing office productivity;

Master the basic tools for reducing losses: kanban cards, 5S system, information visualization methods;

You can always know at what stage each process is and how long it takes to complete it.

I am pleased to present you the book Lean Office. Over the past twenty years, lean manufacturing has begun to play a leading role in reducing the costs of organizations — typically manufacturing — by identifying and eliminating losses (work that does not add value for which the consumer is not willing to pay). Nevertheless, they are trying to implement the same tools in non-productive sectors of the economy, including the armed forces, education, healthcare, finance and construction.

The book contains information about the experience of people who use lean manufacturing in a wide variety of industries. These pioneers of lean manufacturing - sensei - have achieved significant success in a wide variety of industries over the past ten years, they have done tremendous work to improve the business. The book talks about the successful experiences of such pioneers and the tools that they use.

Any organizational process - whether it is accepting an order for industrial products, processing a client’s credit card, medical care in a clinic - should satisfy the needs of the consumer (patient, client).

On the pages of this book, the reader will find complete guidance on identifying and eliminating costs by involving all employees in the process. This book is intended to become a compass that will show you the way to a more lean, productive and efficient office. There are no secrets. We are engaged in the systematic dissemination of information on best practices in all sectors and will be happy if you share your successes with us.

Bon Voyage!

Don tapping

Acknowledgments

This book is an example of teamwork, partnerships and first-hand learning of a group of people, each of whom contributed to its creation.

It took more than five years to create the book. Before she saw the light, her content was repeatedly processed and adjusted.

Many thanks to those who contributed to this work. The following are the names of its members:

Tom Casassa, CQE / SSBB / PM, Head Office Quality Management, Naval Surface Warfare Center, Panama City, Florida;

Curtis Walker, President, GDC Consulting;

Roger Kremer, Consultant;

Stu Tabbs, PhD., Leadership Specialist, Eastern University of Michigan, author of Small Group Discussion, McGraw-Hill, Inc. 1993;

Debra Hudfield, MSN;

Sheleg Holmes;

We express our gratitude to you, the reader and our client, for the time and effort that you spent on the application and development of lean manufacturing methods in the field of administrative work. We know that this is not an easy task, and we hope that we will help you in your endeavors. We will be glad if you share your successes and problems with us. Our email address:

Introduction

What is it for?

This book is primarily intended for organizations that want to improve administrative processes. First of all, it will be useful to managers who train employees, managers responsible for the implementation of lean manufacturing, coordinators of continuous improvement, and all those who are optimizing the work flow to increase productivity and improve outcome indicators.

Business leaders who bring organizations to new markets to discover new opportunities, and strive to streamline current business processes to become more competitive, must relentlessly add value to the company. The book “Thrifty Office" will bring them considerable benefit.

This book will help you to understand the difficulties that workers face in different fields every day. The authors convincingly explain why continuous improvement should become a way of life. At the end of each chapter, authors summarize, give questionnaires and case studies to help you improve your administrative field.

For executives in the healthcare, financial, retail, construction and manufacturing sectors, this book will help you stay in business in the 21st century and lay the foundation for further improvement of the company.

What is inside?

The book Lean Office provides an extensive set of detailed recommendations for creating a lean office. Following them, you can lay a solid foundation for the use of lean manufacturing tools. Office workers who process various requests every day should know what to do, where to go and whom to listen to.

The first part helps lay the foundation for creating a lean office. It talks about the basic tools and concepts of lean manufacturing, the upcoming changes, and the introduction of a number of very useful and effective tools. All this will allow you to make tangible progress in creating a lean office.

Part two talks about creating support systems needed to improve processes. This involves a detailed analysis of current processes, the development of standards to which they must comply, and load balancing to ensure an uninterrupted and non-stop work flow. This is the core of a lean office, and the implementation of this part of the project is the most time-consuming.

Part three is devoted to visual control, error protection and scorecards that will ensure the continuous improvement of a lean office. It is necessary to choose models for comparison, clearly define the distribution of functions in the new organization, find those who will assume the leadership role, and ensure that they work without defects. All these are necessary conditions for the formation of a new culture.

You can use this book as a complement to any other continuous improvement materials that are already at your disposal. Although this book is distinguished by its vast scope of material and contains everything you need, it should be noted that as authors and specialists in continuous improvement, we do not reject a different way of thinking. No book can help an organization get rid of all the problems. We sincerely believe that our book and the examples that it contains will help you find answers to many of the questions that arise before you create a lean office.

How to get the most out of a book

Applying the concepts and tools described in this book, you can create a system that, as part of a lean organization, will provide process control and improve them (allowing you to get rid of activities that do not add value).

Lean Office Japanese pedantry in the conditions of the Russian "creative" mentality Lee Kon M training and consulting tel: (4872)

Business ultimately boils down to three concepts: people, product, profit. In the first place are people. If you do not have a reliable team, then little can be done of the other factors. "Business comes down, ultimately, to three concepts: people, product, profit. In the first place are people. If you do not have a reliable team, then of the other factors, little can be done. ” (Lee Iacocca) This is a system for organizing and maintaining an effective, comfortable and productive work environment. It is the basis for improving manageability, optimizing and improving business processes, which leads to increased labor productivity. Lean Office

Streamlined workflow, the first step towards improving productivity, quality and necessary improvements to business processes (kaizen). Only in a clean and orderly environment can defective goods and services that meet customer requirements be produced on time, on time. “Tao needs to be practiced day after day persistently and consistently, without rush and hurry” Toyota Tao, p. 21

Lean Office involving all company employees in the process. The first and probably the most important step in implementing a lean office is to involve all company employees in the process. With a difference in the goals of employees and management, any, even the most beneficial transformations are doomed to failure. lean tools. The second step is to use lean tools directly. continuous improvement process (kaizen). The final step in implementing a lean office is the continuous improvement process (kaizen).

Social structure Coercive bureaucracy Encouraging bureaucracy Enforcing rigid rules Numerous documented rules and procedures Hierarchical control Empowerment delegated to employees Rules and procedures are tools for empowerment Hierarchy promotes organizational learning Autocratic Organic Employees are trusted Minimum rules and procedures Undeveloped hierarchy Controlled top down Minimum document rules and procedures hierarchical y way control

5S5S5S5S sort keep clean Create order standardize improve Five terms that start with “S”, words that indicate five steps that allow you to create a rational workplace that meets the principles of lean manufacturing and visual management

Thrifty Office Standardization of the workplace Standardization of the workplace An important condition for the free flow of flow within the organization is the maximum convenience of each employee. Similar to production, a lean office offers a number of simple rules for placing workstations, items on a table, and cabinets with documents.

Lean Office Balancing workload The most important factor in quality loss is uneven workload. The essence of this tool is to determine the workload of each employee during the working day and evenly redistribute responsibilities between all employees.

Lean Office Office Value Stream Flow Map Value Stream Stream Map Conditional representation of all operations in the value stream. Used to analyze and identify losses and when planning changes. It is a powerful tool for training new employees. The map allows you to expand the knowledge of employees about the processes taking place in the organization.

Lean Office Kanban A system for informing organizational units of resource requirements. The system consists of cards, which indicate the need for resources and an organized system of circulation of such cards in the organization. The use of such cards allows you to simplify communication, lack of resources and excessive reserves in the organization.

As a result of using lean in the office, paper costs are reduced, the amount of work is reduced, the number of errors is reduced, and the volume of the working area is reduced. Which is steadily leading to increased labor productivity, and lower costs. Thrifty office

We believe that today the Lean Manufacturing system (Lean Office) is one of the most effective business optimization ideologies. The use of its well-known tools can give a stable and lasting positive effect. But the most significant and lasting improvements can only be achieved by implementing lean manufacturing as a philosophy of continuous improvement. Lean office

Lean is, first of all, a modern effective approach to management. Only when all levels of management - from the CEO to the master - begin to make everyday decisions based on a different logic, only then simple words - customer value, flow, no loss, stretching and improvement - will cease to be just words that are very easy repeating Lean manufacturing (lean office) has long been more than the positive experience of several companies or the theory of several scientists. Lee CON M Personnel and Consulting Tel: (4872),

Grigory Panovgraduated from the Moscow Institute of Radio Engineering, Electronics and Automation. In 1995, he founded the company GrandGift. He studied at eight different courses in lean manufacturing, which he began to implement in his company since 2006.

Lean rules that increase the speed of work

I will list a few lean rules that we follow in the company. All were proposed as an answer to past problems. Thanks to the implementation of fresh ideas, we were able to reduce the time for processing orders, searching for information, and reducing the volume of stocks.

1. The plan of the room. On the wall next to the door to each office is his plan: the location of the tables with their numbers, as well as the names, positions and photos of the employees who are sitting behind them. Everyone who comes to the department can easily find the right colleague.

2. Internal mail.All offices have special racks with paper pockets. Each of them is signed, on some there are photographs of employees to whom the papers are addressed. This helps speed up internal workflow. Suppose a worker should endorse my paper, but I'm busy. Then he leaves the documents at the stand in his office. I go around the office many times a day and, if I see the papers addressed to me, I immediately sign them and leave them on the same stand, but upside down (a signal that the document is signed).

3. Schedule loading class. We have an office where courses on gift wrapping are held - we teach this skill to all staff, including cleaning staff and drivers, as well as customers. In our free time we use the class as a meeting room. Previously, employees had to check with the training department when the room is free. Now we have posted in the corridor a sheet with a schedule of classes for two to three months in advance. Now anyone can book a time simply by entering their name in a free cell. Of course, it would be possible to keep a schedule on the corporate portal, but it is more difficult: you need to go to the site, etc. On the corridor, we all walk several times a day.

4. Cabinets with open shelves. In closed cabinets, usually everything is piled up, and no one knows for sure what lies there. Junk can take valuable place for years. Therefore, we got rid of all closed cabinets, replacing them with open shelves. This disciplines the staff.

5. Visual navigation on the shelves.The folders on the shelves stand only vertically - so they are easy to reach. To always put the folders in their place, we made a marking: along the roots of the folders there is a diagonal line of a certain color along the diagonal. If the folder is not in its place, it immediately catches the eye.

6. Registration of each subject. On each item in the office, its address is indicated: cabinet number, table or shelf number, cell number (see fig. 2). For example, tags on wires simplify the process of moving employees from office to office: we don’t have to figure out where each wire leads from huge skeins under the tables, this can be read on the tag. In addition, electric wires are marked in red and wires that connect the equipment to each other in green.

7. Signal cards for consumables.We make signal cards for all office materials (printer paper, cartridges, toilet paper, cardboard, cleaning products, etc.) in order to notice that they are running out of time. At the bottom of the container for the material we put a bright card with the name of the consumable. When a person takes the last cartridge or last stack of printer paper, this card opens. The supply department employees daily go around the office and, if they see a signal card, order materials. The idea with signal cards was first used in a corporate medicine cabinet to buy medicines on time, and then we began to use it for supplies in the office and in the warehouse.

8. Own place for each item. One way is to outline the outline of an object, for example, in the drawers of desktops: when the tool is not in place, this is immediately visible. In addition, we implemented the following ideas:

Homemade desktop trays. Instead of standard plastic dividers, do-it-yourself cardboard trays with the right number and size of cells (each compartment is signed) are on the tables.
Themed tool kits. For example, we have a presentation case in which additional items are stored together with the projector: mouse, speakers, extension cord, remote control, etc. Each item has its own place, marked with a contour and a signature. The suitcase contains detailed instructions on how to work with the projector. Now there are no more problems: nothing is lost, any employee can independently connect the projector.

9. “Ears” with telephone numbers for monitors.About once a month, we update the list of internal telephones - someone comes to the company, someone leaves, moves to another office. Employees came up with transparent pockets attached to the monitor, into which lists with phone numbers are inserted . All divisions are responsible for the update in turn (a particular executor is determined by the head). The attendant collects information about updates, adjusts the list and sends it to everyone in a ready-made format - all that remains is to print, cut and put in your pocket. The last line of the list is on duty next month.

“Lean" production: how to understand it

"Lean - A special way of organizing activities, which provides for the optimization of all business processes in order to find and eliminate hidden losses and improve production at all its stages.

This term is usually understood in two main meanings:

A set of practical tools and business technologies to achieve the objectives.
The system of provisions is close to philosophical, which characterizes a special attitude to the organization of activities at all levels - from leadership to a simple worker.

In various literature, this technology may be referred to as:

BP ("lean manufacturing");
The English equivalent is “lean production”;
Lean or Lin-technology (tracing paper from the English term);
It can be written in English transcription, for example, “LEAN principles”.

In modern management, without the introduction of BP, no company can count on a leading position in its industry or even any serious competition.

Reasons to introduce lean manufacturing

The reason for restructuring the activities of the Lin system can be not only the expressed will of senior management. Common sense will tell you that you need to change management approaches if the organization systematically:

order fulfillment deadlines are not respected;
the cost of production is prohibitive;
increased delivery times;
a large proportion of rejects is found in products;
the share of costs in the financial balance is more than acceptable;
limited productive ability - there is work in progress.

In general, we can say that the introduction of BP will help solve the accumulated problems systematically, changing the working structure of the organization and qualitatively changing the situation for the better.

What can Lean technology bring?

To whatever extent the Lean manufacturing technology has entered the life of the company, positive changes are guaranteed. World practice shows that the effectively applied tools of this technique can improve the situation in the following areas of management:

shorten the operating or production cycle;
optimize the organization of space in the office or industrial premises;
reduce the proportion of work in progress;
significantly improve product quality;
to increase labor productivity, output;
reduce the cost of maintaining fixed assets;
ensure greater independence of working groups;
make management more efficient.

Systemic improvements are possible in other manufacturing areas.

ATTENTION! The main result from the introduction of BP will not be the number of tools used and not even a financial indicator of income, but a significant increase in the competitiveness of the organization.

Where appropriate to apply Lean Technology

The Lin system can be used in absolutely any field of production, trade, and service provision.

Initially, it was used in the field of automobile manufacturing, in giant plants such as Toyota. The effectiveness of the approach made it adapt to other areas of activity. The most widespread BP was in the following areas:

logistics (the name "Lean Logistics" has taken root);
IT (here also uses its own name "Lean software development");
construction technologies ("Lean construction");
medicine (“Lean healthcare”);
oil production;
education system;
credit organizations.

Whatever company applies the principles and methods of Lin technology, this will certainly bring positive changes and will lead to further development. Naturally, it is necessary to make appropriate adjustments to the methods, based on the characteristics of the industry.

Implementation or conversion?

The term "BP implementation", which is used in domestic practice, is not entirely accurate in relation to this technology.

In the usual sense, “introducing” one or another initiative means changing the state from the initial to the planned one. For example, the efficiency of equipment in production was estimated at 45%, and after "implementation" should reach the level of 90%. Managers perceive management technology as a kind of software that can be installed and thereby ensure the planned performance.

For Lin technology, this approach does not work. You can compare the development according to this scheme with the movement not from the start to the end point, but with the unfolding of a spiral, which increases positive effects with each circle, for which it is necessary to increase the applied efforts.

IMPORTANT! The transformation should be constant and systemic, affecting all areas, starting with the mindset of each employee. For this, the technology provided for simple and understandable tools.

LEAN system principles

Since BP is not only a set of tools, but also a way of thinking, it is necessary that the participants in the process imbued with its basic principles:

Product value for the consumer. The manufacturer must well understand what the future buyer appreciates in his products. Then it will be possible to abolish or significantly reduce those actions that do not affect these values \u200b\u200bin production.
Only necessary actions. You need to understand what procedures in production are really necessary, and eliminate all possible loss of resources.
Not a process, but a thread. Production technology should not be a set of procedures, but a continuous stream, where operations logically and immediately replace one another. It is important that each operation adds to the product the values \u200b\u200bdefined in paragraph 1.
What you need and as much as you need. The output must meet the needs and requirements of the end users.
There is no limit to perfection. The implementation of the BP system is not completed; it provides for constant work on subsequent improvements in an ever-changing market situation.

Hidden losses

The Lean production system is extremely concrete. In order to rebuild production, you first need to clean up your existing system by eliminating the most obvious "leaks", that is, minimizing hidden losses, nullifying unprofitable actions. Thus, the efficiency will increase and business management will be improved in other areas. Therefore, it is necessary first of all to determine the main types of possible losses in production. The founders and followers of the Lin system identified several of their varieties:

overproduction - Losses due to excessive production of products (increase the influence of other types of losses);
"Expectant" - Losses due to unproductive expectations (for various reasons, for example, simple, untimely deliveries, adjustment of poor equipment, inefficient production cycle, etc.);
dynamic - losses caused by unproductive movements and inappropriate movements (search for the necessary tools or documents, performing actions unnecessarily, incorrect organization of space);
"Spare" - Losses due to an excessive amount of stocks (parts, documents, raw materials, etc.), since resources need to be spent on storage, search, etc .;
quality - Losses due to defective production results (a large number of defects);
technological - Losses due to non-compliance of the technology with the requirements for the final product;
psychological - Losses due to creative burnout of employees.

LEAN Tools

To achieve the goals declared by "Lean" production, an extensive system of various management tools is used:

5S concept. This tool is intended for primary ordering of the main processes that cause hidden losses of various varieties. Application of the method immediately has a positive impact on the quality of products, labor productivity, and the safety of its conditions. The name "5S" reflects the five main stages of minimizing hidden losses, each of which begins with the letter "C":
- sorting;
- self-organization;
- the maintenance of the workplace in good condition;
- workplace standardization;
- improvement.
JIT method. The abbreviation stands for "Just-in-Time", "just in time." It is aimed at shortening the production cycle, which, in turn, will significantly reduce the cost of production, and hence the price of the goods. The essence of the method is that materials and raw materials are provided only if and in an amount when they are needed for production. Under the condition of "marginalized" working losses will be significantly reduced, compared with a constant overabundance of source material.
The Poka - Yoke method. The translation from the Japanese language of the expression is “error protection”. The point is to eliminate the very possibility of making a mistake. Everyone knows that prevention is always less complicated and costly than correction. Therefore, all the efforts of personnel and management units are directed to the creation of procedures or the use of devices to prevent errors.
Kaizen Approach. The word can be translated as "cultivation without stopping." Its basis is a gradual transition from stage to stage, each of the following provides for a small, but a change for the better. At each stage, the current situation is first analyzed, then specific steps for improvement are proposed, which are implemented in the next stage.
Kanban system. Also, the Japanese method, which provides control over the flow of materials and goods. It is based on the use of special work cards to accompany the product throughout its entire production cycle, each of which is called a “kanban”. They are of two types:
- selection cards - carry information on product details that must come from other sites or from suppliers;
- order cards - carry information about the movement of products or their parts within the organization (types, quantity), which should come from the previous stage of production.
Andon mode. It provides for the transparency of the process for all participants in the production using visual control, allows you to request help on time or stop the process.
SMED Method (“Single Minute Exchange of Die”, which can be translated as “delaying death similarly”) allows you to minimize temporary losses at intermediate stages of production.
Quality control can be done using a diverse palette of techniques:
- checklist;
- control card;
- stratification;
- bar chart;
- scatter chart, Pareto, Ishikawa, etc.
Quality control carried out using a variety of charts, graphs and matrices:
- network diagram;
- priority matrix;
- diagrams of connections, affinities, tree-like, matrix, etc.
Quality Analysis and Planning can be performed using various procedures:
- 5 why method;
- "House of quality";
- FMEA analysis, etc.

This is not an exhaustive list of Lean manufacturing tools. Since BP, as already mentioned, is not a set of technologies, but a system, the greatest effect will be brought by the integrated application of techniques, although each of them individually will have a positive impact on a particular industry.

Braking stereotypes about LEAN technology

The main problems of introducing “Lean” technology in production are in the heads of management and staff. False beliefs hinder the adoption of new principles for constructing production and letting them through you.

Nevertheless, the principles of LEAN are objective, and therefore stereotypes of thinking should not impede the implementation of this advanced technology. What hinders the awareness of this system? Consider the main internal objections:

“The company has been working for years, and now it is working pretty well, why are there any drastic changes?” The fact is that the market has changed rapidly in the last couple of decades. The old principles of production will not only not ensure the preservation of the level, but will inevitably pull it back.
“All these foreign technologies will not work in our conditions, on our mentality.” Indeed, “Lean" production as an approach was developed in Japan, it was picked up and developed by the western business world. But this approach is not something purely national, its principles are universal and based on the old as the world system of conservation of resources, simply “packed” into more modern tools.
"Do not take root, they will try and give up." The system of continuous improvement is not an action, not a one-time introduction, but a complete restructuring of the foundation, a basic change in the culture of work. If you start, then the running mechanism of improvements will not stop: they quickly get used to the good.
“I am only a cog in the system, what can I?” These are the thoughts of ordinary workers, ordinary staff, who think that nothing depends on them. However, the very basis of the Lin system refutes this stereotype, proclaiming the principle: "Every drop can overfill a glass." Thanks to the system, it is easy to answer the question: “What can I do exactly?” and begin to act: organize your workplace, improve the work of subordinate equipment, establish the necessary communications, etc.
"Everything needs to be changed, it is difficult and costly." In this case, only stereotypes need to be “broken”. The implementation of LEAN does not require any additional investments, nor changes in the personnel policy, nor immediate restructuring of technological schemes. It is a global change - in the mentality, and it is happening very gradually and gradually.