The Synchronized Production System is an advanced method of organizing production that allows your company to minimize waste, significantly increase profits and achieve outstanding results. The book describes in great detail all the stages of building synchronized production: from the introduction of visual management in the enterprise to building a pull production system and continuous improvement of all production activities. The peculiarity of this publication is its exclusively practical orientation. Each stage of the synchronized production system is described in detail and supported by tips for its implementation, numerous illustrations and case studies.

Hitoshi Takeda. Synchronized production. – M.: Institute for Complex Strategic Studies, 2008. – 288 p.

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Introduction. To achieve a state of synchronized production, as a rule, you need to climb four levels of production culture (Fig. 1). The book proposes to break the implementation of synchronized production into 13 stages, each of which is described in a separate chapter.

Rice. 1. Perfect production condition; To enlarge an image, right-click on it and select Open image in new tab

Stage 1. Concept 6S

Most of the changes needed to reform production can be made using the 6S concept. To put the concept of 6S into practice, you need to involve all the staff: everyone must be interested in the changes, otherwise there will be no benefit from 6S.

WHAT IS 6S?

• SEIRI - sorting; liberation of the working won from necessary items and organization of the storage system.
• SEITON - rational arrangement; the arrangement of the necessary items in an order that facilitates their search and use (Fig. 2).
• SEISO - cleaning; maintaining cleanliness in the workplace.
• SEIKETSU stands for standardization.
• SHITSUKE - improvement.
• SHUKAN is a habit.

It is necessary to radically change the prevailing ideas about both the workspace and the principles of organizing production. Many behavior patterns are so deeply ingrained that people are simply not aware of them. The goal of implementing 6S is to recognize these habits and change them radically so that there is no return to the old ways of working. Reforming production is impossible as long as the staff will behave as before.

Stage 2. Alignment and smoothing of production

The period for which a product is produced is called takt time. The method of producing output according to takt time is called smooth production. Each machine must process products in accordance with the takt time, otherwise the machines will be idle or work with overload. Resolutely eliminate all stocks: from them one harm. When inventory levels decline, different kinds of problems come to the surface. It can be formulated in another way: without eliminating losses, you cannot get rid of stocks.

Smoothed production output allows you to reduce inventory at all stages of production. It is necessary to build synchronized production in the opposite direction to the movement of products, that is, first introduce it at the last production stage, and then move to the first stage. It should be remembered that the goal pursued is to achieve the efficiency of the axes of the production system, and not its individual elements (for more details on the dangers of local optimization, see, for example,).

Leveling production is the distribution of production volumes, allowing each shift to produce the same number of products. Smoothing production is the equalization of the volumes and types of products produced daily. The ultimate goal of smoothing production is the production of products that meet the requirements of consumers, with a minimum of production costs.

Leveling => Smoothing => Increasing the number of cycles (Fig. 3).

Rice. 3. Leveling, smoothing, increasing the number of cycles; * - perhaps a typo in the figure, should read 20

Step 3: One Piece Flow

The one-piece flow allows you to coordinate actions at different stages of production. However, many factories still produce products in large batches, which leads to a buildup of inventory that accumulates at every workplace. When there are many operators on the line, the ability to work in a team becomes especially valuable. The flow of one-piece products contributes to the optimization of operations performed by the team.

For the efficient functioning of the flow of single products, it is necessary to establish a standard buffer stock - the minimum stock of parts and products on the line, ensuring the continuity of the flow. The buffer stock is stored next to the workstations. There are three main points to consider when creating an efficient one-piece flow: equipment, personnel, and production (Figure 4).

Stage 4. In-line production

In a manufacturing context, "flow" refers to the continuous movement of products through all stages, from the supply of material to the finished product. Raw materials, standards for performing operations, kaizen activities, information exchange between processes are the elements from which the formation of an efficiently functioning flow begins. The end result, which leads to this way of producing products, is the production of only necessary products and the standardization of all operations and processes in the enterprise.

First of all, you will need to create a backlog of parts at the end of each production line. Workers must perform operations in a strict sequence, then the flow will be smooth. To do this, it is necessary to train operators to operate several machines, that is, to expand their qualifications. Then, using kaizen methods, you should reduce the inventory level of the necessary parts (this should be done gradually, step by step). In particular, the U-shaped layout of the equipment will make it possible to maintain the continuity of the flow. The machines should be placed as close as possible to each other in the same sequence in which the operations are performed.

It is advisable to place the equipment in the workshops counterclockwise. Why exactly? The product flow moves from right to left, and right-handed workers pick up workpieces with their right hand, and change the position of switches with their left hand.

For the efficient functioning of in-line production, workers must be proficient in several specialties. This will allow you to vary their load. Depending on the skill level, workers are divided into three groups: groups A, B and C (Fig. 5).

Visual and audible cues are visual controls. They are used to alert about deviations from the normal course of work and violations of the continuity of the flow. In the event of quality problems, mechanical defects and malfunctions, the worker must press the button and call the foreman or employee of the repair department. If there is a problem, do not rush to stop the line, but call the foreman or foreman. It will stop at the right moment (when other workers finish the cycle). In those cases: when the lines are equipped with a stroke limiter, in the event of a malfunction, the stop will occur automatically (Fig. 6).

Step 5: Reducing Lot Sizes

Lot size reduction, which is inextricably linked to the reduction of changeover times, is carried out in order to produce only the required products in the required quantity and at the right time, and to better respond to fluctuating customer demand and changes market conditions. Stocks should be kept to a minimum production costs- decrease. Mastering quick changeover operations is an important prerequisite for creating a continuous flow of one-off products and increasing profits.

Among various kinds losses the most dangerous is overproduction. Overproduction leads to excessive loading of workers on processes, hides problems, increases the buffer stock, which, in turn, generates new losses. To achieve an efficient production system, you need to figure out how you can reduce the buffer stock and organize a continuous flow of one-piece products. The release of products in large quantities is a direct path to overproduction. In order to optimize changeover operations, it is necessary to abandon the prevailing stereotypes and form a new order of operations (Fig. 7).

Signal kanban is used on lines where products are released in batches. Triangular kanbans signal the start of production, while other types of kanbans signal the removal of materials. Kanbans are a means of coordinating and communicating information, and they control output and reduce lot sizes. Proper use of kanbans and containers contributes to increased production efficiency.

Stage 6. Places for storing parts and products

Although this chapter will focus on the production line, the principles that optimize the flow of information can be successfully applied in offices, service organizations, and other sectors of the economy. Visual controls allow any worker to assess the production situation without looking for any additional information. For managers, it is especially important to be able to track the pace of production directly on the shops, since in this case you can instantly respond to deviations that have arisen.

The basic principle that should be followed when developing designations for the location of objects is that each detail should have its own place. For example, a part is identified by a number, a place by a letter designation.

After assembly, finished products are immediately moved to the designated storage location, so finished product storage should also be considered as part of the production process and accordingly they should be subject to all rules regarding the organization of storage and movement. The same applies to the principle of "first in, first out": this principle must become universal.

Containers should be used to store and move items around the facility. It usually doesn't occur to us to consider empty containers as indicators. When the industry has developed rules for the use of containers as material level indicators, it is not difficult to identify the lack of material by counting empty containers.

Within the framework of the synchronized production system, all storage facilities are self-regulating. If the warehouses are not automatically adjusted according to the needs of the subsequent process, this means that the warehouses do not fulfill their role, but are simply a place where surplus products accumulate.

Step 7: Production according to takt time

The takt time is the time interval for the release of products, set by the subsequent process (consumer). Work-in-progress should be kept to a minimum, but care should be taken to ensure that downstream processes receive the right parts in the right quantities at the right time. Takt time is calculated by dividing the available working time by the number of items to be produced per shift.

When releasing products, slowing down or speeding up the pace should be avoided. There is nothing worse than releasing products ahead of schedule (Figure 8).

Do you think that the condition of your working line is worse than ever? Eliminating waste begins with the awareness of shortcomings. In an effort to identify losses, do not immediately try to figure out how to eliminate them; you will deal with this later. First, it is very important to identify losses, down to the smallest. After that, you can proceed to a consistent, step by step, elimination of them. Thus, the ability to see the losses (muda) around is developed (Fig. 9). Reducing the number of workers on the line, first of all, the most skilled workers should be removed from there. Prior to being transferred to other areas, these workers should be assigned to carry out kaizen actions on the line for a month. The true performance indicator is easy to track when reducing production volumes. With the growth of production volumes, in no case should the number of workers employed on the lines be increased.

Stage 8. Control of production volumes

Improvements should help reduce costs. In order to visually present the results of these actions, one of the visual management tools is used - a schedule for recording and distributing production volumes. Its main purpose is to help create a flexible continuous flow that functions without interruption.

Controlling production volumes helps to accomplish three critical tasks:

• foremen, workers and senior managers receive specific figures and their visual display, which allows them to discuss the situation in detail and ways to improve it;
• control of production volumes helps to meet delivery deadlines;
• production volume control allows you to track production costs.

Hourly monitoring of production status allows quick response to deviations. It also helps to develop a conscious attitude among workers towards the performance of production tasks, since, having information about the current situation, they can adjust the pace of work themselves, if necessary. In this way, it can be guaranteed that by the end of the shift, the needs of the downstream process will be fully satisfied. This method also allows you to keep track of the production time for each product and control how much you managed to reduce production costs during the shift.

As tools that allow you to take into account and control the volume of production and the time of manufacture of individual products, two types of graphs are used:

• Production control schedule. During the week, every hour, data on the current production volumes and the time of production of products are entered into the chart. then the data is compared with the planned indicators and analyzed. Regular use of this schedule allows you to identify "bottlenecks" in production.
• Graphic display of fluctuations in production volumes and production time. Based on the data from the previous chart, a diagram is drawn that compares actual and planned data on the time and volume of production during the month. This allows you to see the dynamics and understand how to proceed.

If nothing changes, production costs will certainly increase. The most significant losses are caused by the following factors:

• downtime on the line (the cost of paying idle workers, the cost of storing work in progress, other costs);
• human error (reprocessing, loss of consumer confidence);
• mechanical defects (fall in output, losses due to quality defects, repair costs);
• errors in planning (additional shifts, overtime pay);
• incompleteness of kaizen actions (losses due to unused potential, low productivity).

To develop leadership qualities, you must adhere to strict self-discipline and be ready for self-learning. The responsible foreman seeks from the workers the fulfillment of the assigned tasks. The behavior and views of the leader largely determine the safety of work on the site, the quality of products, the quantity of products, the time of manufacture of products and the level of production costs.

The responsible foreman is one of the most important links in the chain of formation of the synchronized production system. He must convince the workers that improvements are impossible without effort. Workers are not accustomed to stand idle. If they are not looked after, they will begin to do work that should not be done under any circumstances. The foreman must convince the workers to refrain from working during the waiting period.

The three tasks that the foreman must ensure are: ensure high quality products, meet delivery deadlines, and reduce production costs.

Stage 9. Standardized work

Standardized work is a central element of the production system. Moreover, it would not be an exaggeration to say that without the application of standardized work, synchronized production does not exist. The most important point of standardization is the creation of a system that will support the constant compliance with standards. Standards must be strictly observed, even if they are far from perfect, since kaizen in the enterprise is possible only if there are standards. To prevent workers from neglecting standards, they must be involved in the process of setting standards.

Five tasks of standardized work (regulation of the performance of manual labor):

• The basis of all gemba operations.
• Identification of kaizen activities and consolidation of improvements in new standards.
• Providing new workers with accurate and complete instructions.
• Prevention of unnecessary operations.
• Quality assurance and labor safety, ensuring the required production volumes and an acceptable level of costs.

Three elements of standardized work

1. Cycle time (time to produce one product or part)
2. The sequence of operations (assembly or manufacture of products carried out in a certain time sequence)
3. Availability of standard buffer stocks (an absolute minimum of stocks that ensures the continuity of the rhythmic-cyclical work).

Advice. If the floor of the workshop is marked out according to the sequence of procedures (for example, using arrows and numbered lines), then the operators will perform the work faster and better.

The introduction of standardized work allows you to identify and eliminate waste and improve production processes (Fig. 12).

Step 10: Quality Assurance

Quality comes from work. Control procedures do not create quality as such. Collective quality control is ineffective: "I process products - you check the quality." The self-control procedure allows the workers to verify how accurately the production standards are observed in the production of products. The worker checks the quality of manufactured products at specified intervals (every hour) and enters the data into the self-control sheet. Checking the results of his work, he monitors the quality of the finished product and ensures that low-quality products do not enter the subsequent process (for more details, see and). Poka-yoke are devices built into machines and mechanisms that provide automatic protection from mistakes.

Stage 11. Equipment

The value of machines and mechanisms is determined not by the degree of wear or service life, but by the ability to make a profit. Enterprises must take care to extend the life of the equipment. Machine tools must be regularly cleaned, checked and lubricated to ensure continued performance. The cause of defects should be sought based on the principle of CG: gemba - a specific place, gembutsu - a specific defective object, genjitsu - specific conditions. Machine availability is the fraction of time that a line or machine is up and running.

Stage 12. Kanban system

A kanban is a card that specifies which items to withdraw and how many to withdraw and how those items are to be produced. The subsequent process withdraws strictly necessary products in the right quantity and at the required time, the previous process produces only what was ordered from the subsequent process. Cards containing information about the withdrawal and transportation of materials and products are called withdrawal kanbans. Production instruction cards are called production kanbans. These two types of cards circulate between processes, ensuring their regulation. Kanbans are the carriers of information as well as the requirements of the subsequent process.

In traditional manufacturing systems, products are "pushed" by a previous process to a subsequent manufacturing step. The release of products takes place according to a schedule drawn up on the basis of forecasted demand. This means that in the previous production stage, products are manufactured and moved for which no orders have been received. With this approach, excess production is inevitable. The only way to eliminate the waste caused by overproduction is to change the production system itself, i.e. switch to the production of only the necessary products in the right quantity and at the right time. Such a system can be compared to a supermarket in which goods are laid out on the shelves only to replenish the goods already sold, in other words, after the subsequent process (consumer) has withdrawn what is needed. The most important principle of such a system is the availability in the right quantity and at the right time of products for which there is a demand.

Three functions of kanbans: automatic transmission of information - production instructions, integration of material and information flows, effective tool kaizen.

Conditions prior to the introduction of kanban into practice:

• creation of mass production
• lot size reduction
• smooth production
• reduction of transport cycles and unification of routes
• continuous production
• addresses and storage locations
• type of packaging and types of containers

Rules for using kanbans:

• each container must have a kanban
• after the first product is removed from the container, the kanban is removed and placed in the kanban box/rack
• the subsequent process removes items from the previous process
• the release of products is carried out in the same sequence in which the withdrawal of products occurs by the subsequent process
• it is necessary to produce as many products as were withdrawn by the subsequent process
• if there is a shortage of parts at a subsequent stage, you must immediately report this to the previous stage
• kanbans should be launched and circulated in the same production area where they are used
• Kanbans should be handled as sensibly and carefully as money
• never pass defective products to the next production stage

Implementation of kanbans should start from the last production stage. The kanbans used in the final stage of production are called supply kanban. In this case, kanban cards are also delivery orders. If the enterprise does not use supply kanbans, then their function is performed by the withdrawal kanbans of finished goods. The role of the customer in this case is performed by the production planning department.

Once the finished goods withdrawal kanbans are attached to the parts containers, the assembly kanban becomes a production order for the production of new parts. Assembly kanbans, in order of arrival (i.e., in order of removal of parts), are placed on the production order tracking board located at the head of the assembly line. This board is a visual management tool. The withdrawal kanban acts as an order for the movement of products and parts. Products that are withdrawn for production needs must be immediately replenished with the same ones (Fig. 13).

A production kanban is an order for the production of a specific product. Production kanbans are removed from containers as soon as the parts are removed and moved to the finished product storage. The production kanbans are then placed on the production order tracking board in the order in which they are received. You can reduce the number of kanbans in circulation with the help of kaizen actions.

It is very important for the synchronization of production processes to use a special red box as a means of visual control. The main task of management at the gemba is to resolve emergency and problem situations. The use of red boxes helps identify bottlenecks in the kanban system and allows immediate action to be taken to correct problems.

All production orders must arrive at the gemba in the form of kanbans. Not on gemba production plan in the traditional interpretation of this concept: the basis for the release of products is the demand at the next stage. The kanban must include the item name and number, part names and numbers, location, container type, number of items in the container, and registration numbers.

At the beginning of the introduction of kanbans, workers often do not understand the appropriateness of their use, kanbans seem to them an additional burden. That's why the first step is to explain the purpose of using kanbans, provide workers with clear instructions, and discuss the benefits of this tool for improving production. Kanbans are also essential tool implementation and maintenance of the "just in time" principle.

Stage 13. Relationship and systematization of the stages of synchronized production

When implementing a synchronized production system, it is necessary to remember the interrelation of stages. An attempt to implement one separate stage, not taking into account the relationships within the entire system, will certainly end in failure (Fig. 15).

CREATE ASSOCIATED PROCESS FLOW

IDEAL - A FLOW OF SINGLE PRODUCTS

Taiichi Ohno taught that the ideal is the flow of one-offs. For the correct answer on the school exam put five. The correct answer is the one-piece flow. It turns out that in order to master lean manufacturing, you just need to create a flow of single products. What could be easier? In fact, Ohno taught that creating a one-piece flow is extremely difficult and not always feasible. He said:

In 1947, we arranged the machines in parallel lines, and in some places arranged them with the letter L and tried to put one worker on three or four machines in accordance with the processing sequence. Although it was not about increasing the pace of work or overtime, the workers fought back fiercely. The machine operators did not like that the new layout required them to combine professions ... In addition, other problems were discovered. When it became clear what kind of problems these were, I was able to decide in which direction to move. Although I was young and energetic, I decided not to push for immediate, drastic changes, but to be patient.

Ohno learned to be patient and prudent in reducing waste, and in doing so, always moved towards a flow of one-off products, also called "continuous flow." Products are processed sequentially, waiting times between operations and product paths are kept to a minimum, all of which ensures maximum efficiency. Flow reduces total lead time, speeds up turnover Money and leads to quality improvement. However, Ohno understood that the flow of one-piece products is very vulnerable.

Attempts to create a continuous flow lead to the identification of problems that impede the flow. Essentially, to create a flow, account for solve problems, and this leads to a reduction in losses. We often compare production to a ship sailing on a sea full of underwater rocks. High water level as high level stocks, hides rocks, i.e. problems. But if the water level - stocks go down, the ship can crash in no time, flying into the rocks. Most operations have a lot of pitfalls, and it's only natural that we try to keep enough inventory that hides problems.

Ohno found that if inventory levels were reduced, problems surfaced. People have to solve them, because otherwise the production system will stop. This is fine as long as the problems are not too severe and people are able to optimize the process to prevent the same problems from recurring. In addition, Ono realized that for this it is necessary to provide minimum level system stability, otherwise reducing inventory will only lead to a loss of productivity, as we saw in Chapter 4.

Linking two or more processes into a continuous flow makes any problem more acute and needs to be fixed immediately. Connected enterprise-wide flow means that if the problem is not effectively fixed, the All enterprise, and maybe several enterprises. Think about how important the availability of equipment, the availability of labor and material supply, if in the event of any malfunction, thousands of people will be forced to stop work! This happens from time to time at Toyota as well. Since all processes are connected together, a problem with one of the main components in a few hours leads to the shutdown of the entire plant. I

Many organizations believe that such production stoppages are unacceptable. For those who stopped production, a direct road to the labor exchange. However, Toyota sees this situation as an opportunity to identify weaknesses in the system, overcome the identified shortcomings and strengthen the system as a whole. Such a paradoxical way of thinking baffles those who are used to thinking only about financial results. The Toyota Way suggests that by seeing failures as an opportunity for improvement, long-term results can be significantly improved. The traditional way of thinking, on the contrary, comes from the assumption that success is possible only when there are no failures at all.

So the goal is not to compromise performance. A sensible approach requires you to prepare to create flow by eliminating the underlying problems, and then moving forward in a meaningful and purposeful manner, starting with planning and establishing a problem-solving discipline. As the process improves and its reproducibility progresses, further leveling takes place, in which the control parameters are made even more stringent, which allows the next layer of problems to be identified during the next cycle of continuous improvement.

WHY STREAM?

More often than not, implementation failures stem from the erroneous belief that success is rooted in the application of lean manufacturing tools (such as creating a cell). We often arrange visits to lean factories for our clients, sometimes to Toyota factories, and it is quite interesting to hear what they take away from such excursions. Usually they are impressed by cleanliness, order, discipline, thoroughness and people who are focused on their work. But when they see something that can be immediately applied in their own enterprise, their eyes literally light up.

While on a tour of the lean enterprise one day, someone noticed that there was a small supply locker next to each bin, and the bin leader wrote out supplies as needed. A kanban system was used to restock, say, plastic gloves. Our "industrial tourist" burned with impatience to return to his factory and create a similar system for ordering consumables. Unfortunately, he noticed only one tool and lost sight of the interconnectedness and interdependence of the entire set of elements. To successfully create a lean process, you need to have a good understanding of how a particular tool works to achieve a goal. It is unlikely that an experienced mechanic, repairing a car, will first take the first wrench that comes across, and then start looking for a nut suitable for it. First of all, he will determine the essence of the problem and the measures that will eliminate it, and only then will he select the tools necessary for the work.

And yet, we often see organizations pick up tools before they even think about what's going on. “We are going to implement visual control,” the managers say, as if we are talking about the piece of the puzzle that needs to be put back in place. The key to long-term success is a shared effort that includes understanding the underlying principles or concept, an effective strategy that requires the implementation of this concept, a methodology for applying this concept, lean manufacturing tools for implementing the chosen method, and an effective approach to measuring the overall result.

We believe it is useful to think about the relationship between unit flow and cost reduction in the context of a larger model, as shown in Figure 1. 5-1. Instead of recklessly trying to create a flow and pull system, stop and think about what goal you want to achieve. This model highlights the relationship between the core principle of lean - identifying and eliminating costs - and the method of achieving this goal - reducing the lot size, which brings closer to the creation of a continuous flow. It is not uncommon to think of continuous flow as the primary goal of building a lean process, but in reality, continuous flow aims to eliminate waste in all areas. operations. The first task is to eliminate losses.

When material and information are in continuous flow, the amount of wastage in the process is reduced. This is true by definition. Significant volume loss will not create a flow of material or information. However, what is happening has a deeper meaning. Maintaining a continuous flow between processes ties them together, and one process becomes dependent on another. This interdependence and the limited amount of buffer stocks make any interference with the flow more serious.

Anyone who has tried to create a flow of one-off products (and this is really not an easy task!), understands that exacerbating problems can be a big advantage ... or cause a huge damage. In the absence of an effective support system, exposing problems is tantamount to a death sentence. This is why lean tools are so important: they can create the structure that will help you achieve success and avoid failure. Lean manufacturing tools contribute to the creation of both support systems and control methods that allow you to adequately respond to identified problems.

LESS IS MORE: REDUCING LOSS THROUGH OVERPRODUCTION CONTROL

Genuine one-piece flow means that each operation produces only what this moment need the next one. If the next operation is suspended for some reason, all previous operations are stopped. It would seem that it can be more unpleasant than stopping. However, the alternative to stopping work is overproduction, where we do more or faster than the next operation needs. Toyota considers overproduction to be the most dangerous of the seven types of waste, as it generates the other six (excess inventory, extra movements, extra processing, latent defects, etc.). This allows you to understand how less can become more (less means fewer parts produced in individual process steps, more means more value-added work in the process as a whole). The following is an example of a typical situation of overproduction, which negatively affects the satisfaction of consumer requirements.

Case Study: Controlling Overproduction Improves Operational Availability

Standing in a circle and watching the production line showed that overproduction is extremely common. Stocks of products accumulated along the line - products lay in piles. All workers were constantly busy, but we noticed that the operators spent a significant part of the time warehousing excess products. When there was no work, most operators fiddled with inventory (the result of overproduction). Comparing the cycle time with the takt time showed - and this was not surprising - that the duration of all operations was less than the takt time, which means that the operators had extra time. Because they weren't doing other value-adding tasks, they spent that time overproduction and inventory.

In addition, the observation showed that as a result of overproduction, the next operation (consumer process) spends Extra time for the movement and unpacking of products arriving in large quantities, and this creates additional inconvenience. The cycle time of this operation fit within the clock cycle, however, due to additional work to move and unpack products, the total time exceeded the takt time, and as a result, this operation could not meet the requirements of the consumer during the planned working time. In this case, the excess of losses was created by the supplier process, and the negative consequences were detected in the consumer process.

We asked the operators who performed the previous operations to stop and stand without causes, instead of continuing to work despite the fact that the next process is littered with excess material. Of course, the operators felt very uncomfortable, because the authorities inspired them that it was unacceptable to stand and do nothing. The importance of this approach is well understood at Toyota, as it allows everyone to see and understand the scope of the opportunity. When the picture is not blurred violent activity (overproduction), everyone sees how much time is wasted.

When the operators began to work less(manufacture fewer parts), the time lost by consumer processes was reduced and they could spend it on promotion performance. The control of overproduction made it possible to significantly increase the overall yield of the process as a whole.

Of course, we were not happy with the fact that the operators were idle - waiting is also a kind of loss. Next, it was necessary to decide how to eliminate additional losses during the performance of these operations and, by combining operations, achieve "full load". The analysis of standardized work helped to solve this problem (an example of such an analysis is described in Chapter 4).

Case Study: Creating an Aircraft Repair Flow at Jacksonville Naval Air Station

Repair work has even greater variability than production. It is possible to understand what the problem is and how long it will take to eliminate it, only after a thorough examination. Therefore, repairs are often seen as a craft job that requires the collective participation of an entire team of specialists. It's like going back to old days, when a team of craftsmen, gathered around the stand, was assembling a Ford Model T.

The US Department of Defense performs a huge amount of work on the repair and modernization of ships, submarines, tanks, weapons systems and aircraft. These are all very large objects. Aircraft repairs almost always need to be done urgently. If a fighter is in a repair hangar, it means that one less aircraft is ready for battle.

The largest facility in Jacksonville, Florida, is an airbase that repairs US Navy aircraft. Aircraft periodically arrive at overhaul, and some of them also have serious defects that require special treatment. Since it is necessary to fix the aircraft and return it to service as quickly as possible, as soon as it arrives at the base, it is rolled into the hangar and qualified personnel get down to business, disassembling the machine into parts. The aircraft is stripped of its skin, repairs or replacements are made, one part after another is checked, and finally reassembled, after which the aircraft is ready to take off again. There is another incentive to do the work immediately - payment. For the repair of aircraft, the base exposes an hourly bill.

Although aircraft have been repaired at the air base for decades, the need to reduce the time an aircraft spends on the ground has always been very acute. It happens that planes are taken out of production, which leads to a reduction in the fleet. If aircraft stay in the repair hangar for too long, the time to complete scheduled combat missions is reduced. Command aviation systems Navy rolls out Air Speed ​​program to speed up repair process aircraft at naval aviation.

Two aircraft were delivered to Jacksonville for repairs - RZ and F18 fighters. Repair work was carried out in different hangars. Hired consultants worked at the base as lean manufacturing experts. They led the lean teams and helped them acquire the knowledge and skills to do so. Independently from each other, the experts analyzed the current situation for RZ and F18 and came to the same conclusions:

Each aircraft was considered unique project, and the specialists who were engaged in its repair did not apply any standardized process.

The work area around the plane was cluttered with tools and parts that were lying around at random.

Maintenance workers spent an unreasonable amount of time walking around looking for the right tools, parts, and supplies.

After disassembling the aircraft, the parts were put into boxes and sent to storage facilities (for this, for example, automated system warehousing and transport), and when the parts are returned from the warehouse so that the aircraft can be reassembled, a lot of time is spent dismantling the boxes and finding the right parts. Often parts went missing as they were used to repair another aircraft. Repair of several aircraft is carried out simultaneously, and when for some reason (for example, lack of basic parts) work on one of them was suspended, mechanics were transferred to work on another aircraft.

There was a conviction that the arrival of aircraft for repairs was unpredictable and it was impossible to draw up a plan that would ensure a stable, even amount of work.

Value stream mapping revealed a huge amount of wastage in existing processes. Future state maps were developed, where solutions of a single nature were proposed for all aircraft:

The process of disassembly, fault analysis, repair and assembly should be broken down into clear steps.

It is necessary to create a production line for each repair site, each of which must perform a certain type of work.

It is necessary to bring the line operation in line with the takt time. An analysis of the actual data showed that the arrival of aircraft is much more stable than is commonly believed.

A standardized work procedure should be developed for each site. I

To stabilize the process and reduce the amount of non-value-added walking in search of tools and parts, the 5S method should be applied.

It is necessary to create a "stationary station" so that in the event of a suspension of work on one of the aircraft (for example, due to waiting for parts that require a lot of time to manufacture), the aircraft can be placed in it and not stop the general flow. Management must know the process thoroughly and stop the practice of accepting aircraft at any time. Work in progress should be kept under control, not allowing the number of aircraft to exceed the number of repair sites on production lines (this will be discussed below).

The working area was divided into workplaces. This made it difficult from a technical point of view to move the aircraft from one place to another. At some point, the plane was completely disassembled: the wings and landing gear were removed. The F18 fighter was a new aircraft for the base, and they managed to acquire a rig for it, which was a huge contraption on wheels that allowed the dismantled aircraft to be moved from one repair site to another. However, it was impossible to do this with the RZ fighter, and in this case it was decided to create a “virtual production line”. Repair crews approached the aircraft at set intervals to perform a certain type of work. This meant that they had to take with them the tools and materials needed for the respective operation.

To debug the individual components of the system, several practical kaizen workshops were held. Among them were seminars on 5S, during which the base made a redevelopment of the working area, determined its place for everything and marked standard places. Hands-on workshops on material flow helped develop a more rational approach to aircraft dismantling. Now the parts of the aircraft fit into special boxes, and when they returned from storage, they all lay as they should. Hazardous materials were placed on carts in containers. The stock of all containers, parts and materials was replenished using pull systems By use of available stocks. A slow and complex process of detailed analysis of each operation began to develop procedures for standardized work and to bring the pace of work of each section in line with the takt time.

The RZ fighter is a rather old model, which will soon be withdrawn from service. The Navy decided to reduce the fleet of these aircraft by 50 units, from 200 to 150, with the condition that about 120 of these aircraft were constantly in combat readiness. To ensure the combat readiness of such a number of aircraft, it is necessary to reduce the time Maintenance. Since such aircraft have experienced fuel system problems and fatigue due to aging, the need for additional mechanical strength tests makes the repair requirements more stringent, and therefore further complicates the work that has to be done in a very short time. We can say that from the point of view of the Navy, the situation was a crisis, and from the point of view of lean manufacturing, it was an ideal opportunity to demonstrate the importance of eliminating waste.

Prior to the presentation of additional requirements for testing and work, the repair of such a fighter took 247 calendar days. In order to constantly maintain 120 aircraft in combat readiness, it was necessary to reduce the cycle time to 173 days, that is, by 30%.

Lean officially began in April 2004 under the guidance of an experienced consultant 5 . Less than a year later, by February 2005, after value stream mapping and numerous kaizen workshops, the results presented in the table became visible.

It is one thing to set up a process, another thing is to manage it. This skill required a completely different approach to management than the one that today's leaders are used to. It was necessary not only to deal with a variety of tools - 5S, standardized work, problem solving, etc., but also to stop attempts to accept an excess number of aircraft. The last task was one of the most difficult. The basis of the flow concept is a fixed amount of work in progress. The line has a certain number of working sections and a "stationary station", there are no other places for aircraft in the hangar. When the repair of one aircraft is completed and it leaves the hangar, the next one can be accepted.

This contradicted all the guidelines of the leaders and the accepted system of indicators. First, the management was convinced that if the aircraft remained outside the hangar, it would take longer to repair it. The adoption of lean manufacturing has proven just the opposite - the lead time is significantly reduced when working on a fixed number of aircraft. Accept

the next plane is possible only after a seat is vacated at the beginning production line, and until then, it's best to leave the plane outside the hangar. Secondly, it used to happen that the workers were left without work, since all the work on the repair of the aircraft in the hangar was completed. Managers feared this situation, since they were judged by the hours of work of production workers, and it was for these reasons that the hangars were provided with an auxiliary workforce. From time to time, when a new aircraft was received for repair, someone from a higher leadership ordered it to be accepted for repair. Lean consultants had to use all their influence to get the plane out of the hangar. It was a real clash of cultures.

The Navy was amazed at the results. The Jacksonville base soon became a favorite tour destination for Navy personnel, Air Force personnel, Navy aircraft depots, and other organizations who wanted to see true lean manufacturing in action. The airbase has become a role model. The most surprising thing, perhaps, was that the repair of aircraft was carried out on a line resembling an assembly line. Creating a production line with a predetermined takt time allowed for continuous improvement, eliminating waste and ensuring a balanced operation of the line as a whole. Chaos and disorganization began to crowd out control and stability.

STRATEGIES TO CREATE ASSOCIATED PROCESS FLOW

Table 5-1 lists strategies for creating an associated process flow, as well as commonly used primary and secondary tools.

Table 5-1. Strategies and Tools Used in Creating an Associated Process Flow
Strategies	Basic tools of lean manufacturing	Auxiliary tools for lean manufacturing
* Continuously eliminate waste* Detect problems* Make problem solving a must* Create related processes, ensuring their interdependence* Identify weak links in the flow and strengthen them	Workplace/Cell layoutPull MethodsClearly defined customer/supplier relationshipVisual control	KanbanKanban boardsSupermarketsFIFO QueuesProblem solving

lean manufacturing. Depending on the circumstances, it is possible to apply both those tools that were already used at the stabilization stage, and additional ones. With regard to the named goals and strategies, they are all required.

SINGLE PRODUCT FLOW

The desire to create a one-piece flow - the ideal of flow - has become a kind of "fad", with many companies' attempts to achieve this level ending in failure. Creating a one-piece flow is an extremely complex task that requires a well-established process and special conditions. Often it is simply impossible to create such a flow, in other cases, before reaching this level, it is necessary to go through many turns of the spiral of continuous improvement.

As an analogy, imagine a line of people passing buckets of water on a fire. Only one bucket is passed from hand to hand at one time. This is how a flow of single items is formed when an item is transferred by one participant in the chain to the hands of another. This requires impeccable coordination of actions of all participants in the chain. Having passed the bucket to his friend further down the chain, the chain member immediately accepts the next bucket from his neighbor on the other side. If the rhythm of the movements of the two participants in the chain is not coordinated, one of them will have to wait for the other, and this is one of the types of losses. It is extremely difficult to achieve perfect coordination of actions, this is possible only with a clearly agreed cycle time. If anyone in the line hesitates a little or makes a mistake, it will unsettle everyone else, and the house will burn down.

In most single-piece manufacturing plants, a single item is placed between jobs, and thus a slight variation in individual worker cycle time does not create a wait. However, even at this level, the cycle time balance of individual operations must be extremely high. The presence of additional products between operations allows you to work with a higher variation in cycle time at different operations, but this approach leads to an increase in overproduction, which is a waste. This is a real puzzle. Reducing buffer stocks between operations reduces overproduction, but increases losses due to unbalanced work cycles.

Moving along the path of creating lean processes, you should stick to the golden mean. Along with resolving a certain number of urgent problems that cannot be ignored, a means of insurance should be taken care of until the reproducibility of the process allows the steps of the process to be more closely aligned. The spiral model of continuous improvement discussed in this section reproduces this cycle. Step-by-step equalization requires the reduction of buffer stocks throughout the flow, which leads to the identification of progressively smaller problems. This again causes instability, and the spiral makes new round, bringing a new level of efficient operation in harsher environments.

CLUE

When is a problem not a problem?

At Toyota, managers have a responsibility not only to stop work and fix problems, but also to constantly and vigilantly identify potential problems. before how they arose. In a well-oiled lean environment with continuous, connected flow, there are certain signs of possible system failure that serve as "warning indicators" for everyone. The ability to identify problems before they occur allows managers to take proactive remedial action and thus prevent failure. Note: Toyota does not believe that failure is always a bad thing.

In essence, the absence of failures in the system is considered an indicator of excess losses. The inability to predict when and where failure will occur is an indicator of an ill-conceived system.

ESSENTIAL FLOW CRITERIA

As we discussed in the previous chapter, a number of conditions are necessary to create an uninterrupted flow. Usually these criteria are met during the stabilization phase, but we will repeat them again.

The primary task of stabilization is to ensure stable reproducibility, at least during the day. The process must fulfill the requirements of the consumer on a daily basis.

Sustained reproducibility requires stability in resources - people, materials and equipment - and their readiness. Resource readiness failures are a major obstacle to flow creation. It is necessary to use methods that ensure the availability of resources (it is not just about increasing the amount of resources, which increases costs).

An indispensable condition is the reliability of the process and equipment. In the early stages, it's about the bigger issues like downtime and changeovers, but as the process improves, the smaller issues, like ease of use and ease of use, need to be addressed as well.

The cycle time must match (be equal to) the takt time. If operations have different cycle times, waiting and overproduction occur.

TRAP

Attempting to prematurely create a flow of one-piece products is very risky.

We've seen company representatives come back from lean classes excited by the flow of one-pieces and immediately set to work building cells. However, they soon discovered that the cell was idle most of the time and concluded that lean does not work in the real world. The phenomenon that gave rise to their problems is called "piece through exit." Take the situation where five machines are lined up in a one-piece stream and each machine is faulty 10% of the time, in other words, 90% of the time it is up and running. The time that the cell is in working condition will be:

0.9 5 =0.9 X 0.9 X 0.9 X 0.9 X 0.9=59%!

Solution: Keep several items of work in progress between operations, carefully considering where exactly to provide such a buffer stock. This will increase the time of productive operation of the cell up to 90%.

Case Study: Danger of creating one-piece flow for processes with short cycle times

The transition from traditional "batch and queue" processing methods to material flow has become a fad. With most fashion hobbies, there are extremes that cause negative consequences. In many cases, the “craze” with the flow of one-piece products leads to a decrease in performance indicators. The one-piece flow may not be the best effective method with a short cycle time (30 seconds or less).

The objective of one of the kaizen workshops was to create a flow of one-pieces during an assembly operation. The product was a fitting, the assembly of which took 13 seconds. The takt time, determined taking into account consumer demand, was 5 seconds. The work was distributed among three operators and created

cell (another fad) to transfer the product from operator to operator, which is necessary to create a flow.

A few months later, the site was struggling to keep up with consumer demand, and the operators again began stockpiling batches between operations. As the graph of the ratio of cycles in Fig. 5-2, the cycle time of the operators was not properly balanced.

This imbalance is the main reason why operators deviate from the "no parties" rule. If the operators deviate from the original plan, this clearly indicates the failure of the plan. Unfortunately, usually in such cases, management tries to force subordinates to follow the rules and maintain the flow, instead of stopping and comprehending the flaws in the process. Learn to perceive the deviations made by the operator as a positive phenomenon! Stop, observe, and find the real cause of the problem. Its elimination will benefit the process.

Even if the cycle times are properly balanced and a debugged thread is created, there is another less noticeable problem. Attempts to create a one-piece flow with very short cycle times generate a high waste rate, which is calculated as the ratio of waste to value-added work. That's why it happens: in the course of any workflow, there is a certain amount of inevitable waste, for example, you need to take a part and put it in the next operation. These losses can be minimized, but in the best scenario, one movement will take from half a second to a second (take and put). Suppose the conditions are optimal, and this operation takes

second during the work cycle - half a second to pick up the part, half a second to put it down. We get a second of extra movements during the cycle. If the cycle time is five seconds, one second spent moving material is 20% of the total cycle time! If the operation is carried out in 3 seconds, this figure will exceed 30%. This is a huge percentage of losses. However, such losses are often overlooked, since it is believed that since the material is flowing, and the operators are constantly moving, we have lean manufacturing. As you can see, this is not at all the case.

This operation can be improved by not breaking the work into many different operations in an attempt to create a flow, but by putting two operators on it who will take the part and process it from beginning to end. This will reduce the time by two seconds, resulting in a job completed in 11 seconds (Figure 5-3). The net time spent processing one product is 5.5 seconds (two people working at the same time produce two products every 11 seconds, 11 divided by 2 = 5.5 seconds per unit), which exceeds the takt time by 0.5 seconds. The next step is to reduce other wastage and simplify the operation so that it can be done in 10 seconds or less and a unit can be processed in 5 seconds or less.

IN this example thread creation resulted in a 33% decrease in performance (three operations instead of two). In addition, on the scale of the entire value stream, this operation was a small fraction of the total material flow. There was much greater scope for creating flow and reducing overall lead time by linking operations in other areas using the pull methods described below.

PULLING

The terms "pull" or "pull system" are often confused with "flow". It should be clear that pull, like flow, is a concept. These two concepts are related but do not mean the same thing. Flow is the state of the material as it moves from one operation to another. The pull determines when the material is moved and who (the consumer) dictates that the move is necessary.

Many people don't understand the difference between push and pull methods. Some mistakenly believe that they are engaged pulling as the material continues to flow. However, a stream can exist without being pulled. Pulling differs from pushing in three main ways:

1. Certainty. The presence of a clear agreement between the supplier and the consumer, which sets the limit values ​​for the volume of output, assortment and sequence of release.

2. Fixing. Facilities shared by the two named parties must be assigned to them. This applies to resources, location, storage, containers, etc., as well as the overall timestamp (takt time).

3. Control. Simple control methods with visual alerts and physical restraints as agreed.

In a push system, there is no contract between the supplier and the customer regarding the amount of work to be delivered and the delivery time. The supplier works at his own pace, guided by his own work schedule. The material is then delivered to the consumer, whether or not the consumer requested it. The location of the material is not determined, and it is folded where there is free space. Since there is no certainty of mutual obligations and location, it is impossible to develop a clear method of control, since it is not clear what and how to control.

Of course, part of the situation is controlled by accelerated dispatch, rescheduling and rearrangement of people, but this only creates additional waste and variation. Of course, one can object that the terms of the agreement of the parties are determined by the schedule. All processes work according to a single schedule. The timetable can indeed be unified, but this does not ensure coordinated actions.

The pull system is a collection of several elements that support the pull process. The kanban signal is one of the tools used as part of the pull system. Kanban is just a communication method, it can be a card, an empty box, a cart, or some other signal by which the consumer says: "I'm ready for the next portion." In addition, there are other elements, including visual control and standardized work. If the above three elements of the pull system are functioning properly, there is a “linking” of the supplier processes and the consumer processes. The three listed elements determine the parameters of the "binding" and how close and stable this connection is.

The specific situation described below illustrates with an example the three requirements that a pull system must meet. The easiest way to illustrate and understand them is with a one-off product flow, but the same principles apply to any variation and in any situation, whether producing a wide variety of products in small batches or working in batches where the volume of product between processes is much larger. We took the most understandable example, but these principles are applicable in any conditions.

Case Study: Creating a One-Piece Flow

Operation A supplies parts for Operation B, which supplies parts for Operation C.

Is there a clear contract with specific conditions?

Yes. We said that this is a flow of one-piece products, and this very definition implies specified amount. (As we shall see later, the implied definitions are not enough.)

What are the terms of the agreement?

Delivery of products one by one.

When is the submission?

When is the previous product accepted at the next operation (remember the chain of people with buckets on the fire)?

By observing what is happening, we can determine whether the contract is being fulfilled. On fig. In Figure 5-4, we see that operation B does not fulfill the contract and exceeds the specified limit (one product).

How can you tell if a contract has been violated?

The term "single item flow" implies that there should be no more than one item between operations. THIS IS NOT ENOUGH! The terms of the agreement must be extremely clear and represented in visual, accessible to all form.

What happens if they are not clear and presented visually?

The contract will not be respected, this will cause deviations (generate variation) from the agreed standard (we see that by creating a pull system, we begin to create a structure that supports the next stage - standardization).

How to ensure visibility, which will allow easy to control the situation?

Define place for a single item and to fix him after him. Circle this place with tape or paint so that it can be seen that only one item is allowed here, and provide the designation with an explanatory inscription so that it is as clear as possible (if a square is outlined on the table, an inscription or symbol should be added explaining what this square means), as shown in fig. 5-5.

In addition to visual cues, you can limit the physical space so that only one product can fit in the space provided. This technique is especially effective when the parts are oriented vertically and can be inserted into a special recess, thereby controlling the quantity.

One of the main benefits of flow and clear agreement is that the consequences of problems are now made explicit. If, in the example above, the visual controls indicate a constant deviation from the terms of the contract, then another problem has arisen.

Deviation clearly indicates the presence of a hidden problem that needs to be addressed. In such a situation, managers often lament: "They know perfectly well what to do, but we can't get them to work the way they should." Many managers make the mistake of blaming the operator for non-compliance with the rules, when in fact the operator is compensating for a problem that needs to be solved by their actions. Stop and stand in a circle to determine what deficiency the operator is compensating for.

There are usually two reasons for this situation. First, you need to make sure that the terms of the contract are presented visually in a way that is understandable to everyone; secondly, to check if there are additional problems that the operator is forced to bypass.

The main reasons for deviations in the work of the operator are:

1. An imbalance in the cycle time of individual operations, the cause of which may be a normal variation in the amount of work, skill of the operator or the duration of the cycle of the machine. Usually the one who has extra time left deviates from the rules.

2. Periodic downtime due to lack of parts (or fear that parts will run out). Operators leave the work area to take on additional tasks such as bringing in parts or checking their quality. Suspension of work due to equipment failures or defect correction.

3. Intermittent pauses due to difficulty in operating equipment or fixtures, or when performing overly complex operations.

4. A variety of reasons, such as the desire to create a reserve in order to gain time for changeover, sometimes the operator leaves the line for any reason, goes to lunch or a break for rolling schedule and other similar reasons.

In some situations, it makes sense to adjust the amount of work in progress depending on the operation. The one-piece flow requires impeccably to balance the duration of operations, which is an extremely difficult task. Imagine an operation, such as deburring an injection molded part, for which variation in working time is common.

Cycle times will vary slightly each time as most of the time we are dealing with manual operations and no one is able to cycle multiple times in the same amount of time (not even Olympic athletes can run the same distance twice with the same result). This minor variation can cause intermittent failures in the stream. Operators do not like to stand idle, and to compensate for the problem, they begin to build up buffer stocks. Building up buffer stocks is a logical choice to offset minor time variations; however, extension volumes should be limited by the standard. In this case, the agreed buffer sizes, compensating for a slight variation in time, should be no more than two or three units of production.

CLUE

Benefits of a side view

Often, communication difficulties are caused by the fact that it is difficult for us

- “j/ realize why others do not understand seemingly obvious things. The purpose of a standard terms agreement is to ensure that everyone has a common understanding of these terms. To check how well you succeeded, find a person who is unfamiliar with the work area, show him the standard and ask him to explain the essence of the contract. You will be surprised to see how difficult it is to convey information about the terms of the contract using visual means!

WORKING WITH A COMPLEX FLOW

Considering more complex example, we will see that the same concepts are taken as the basis here. In our case, three different product models are produced - 1, 2 and 3 - and we need to provide flexibility that allows us to produce one of these models at any time. Organization Chart

Let's assume that at operation C it is required to make model 2. The operator takes one product from a given place between operation B and operation C. According to the terms of the contract, this serves as a signal for operation B: an empty place is a signal, and when the consumer pulls out the product, the next one should be fed to this place, i.e., make a part for model 2. Now the situation corresponds to Fig. 5-7.

Operation B then picks up part 2 between operations A and B, which prompts operation A to start manufacturing the part for model 2. When completed, operation B replenishes the stock between operation B and operation C. The picture is now as shown in Fig. 5-8.

Of course, this is a simplified model, but all three necessary conditions and their observance is supported by visual means. This basic model is applicable to high-volume or small-range production, as well as inventory management. Its main advantage is the flexibility that allows you to make any model at any time and quickly switch from one model to another.

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Dao Toyota Liker Jeffrey

Heijunka - alignment of production and work schedule

Heijunka– alignment of production and work schedule

Heijunka represents the alignment of production both in terms of volume and product range. To prevent sudden ups and downs, products are not released in the order in which the consumer orders them. First, orders are collected over a period of time, after which they are planned in such a way as to produce the same assortment of products in the same quantity every day.

From the very beginning, TPS was designed to produce small batches of products, taking into account the needs of the consumer (both external and internal). With a single piece flow, you can make items A and B according to the order in which they are ordered (for example, A, B, A, B, A, B, B, B, A, B…). But this means that the production of parts will be disordered. So if there are twice as many orders on Monday as on Tuesday, you will have to pay workers for overtime on Monday and send them home before the end of the working day on Tuesday. In order to even out your work schedule, you should find out the needs of the consumer, decide on the range and volume, and create a balanced schedule for each day. For example, you know that for every five A's you make five B's. You can level production and produce them in the ABABAB sequence. This is called leveled mixed-production production because you produce heterogeneous products, but at the same time, anticipating customer demand, you build a certain sequence of production of different products with a balanced level of volume and nomenclature.

On fig. Figure 10.2 shows an example of an unbalanced schedule in a small lawnmower engine manufacturing plant (an example from one plant).

Rice. 10.2. Traditional production (no alignment)

In this case, the production line produces three types of motors: small, medium and large. Medium engines are in the highest demand, so they are made at the beginning of the week: on Monday, Tuesday and part of Wednesday. Then the line is reconfigured, which takes several hours, and the production of small engines begins, which are made the rest of Wednesday, Thursday and Friday morning. The least demand for large engines, which are manufactured on Friday. This misaligned schedule creates four problems:

1, It is usually impossible to predict the order in which consumers buy engines. Consumers are buying medium and large engines all week. So if a customer unexpectedly decides to buy a large batch of large engines at the beginning of the week, the plant will have problems. They can be solved by keeping in stock a large number of finished engines of all kinds, but these stocks, due to the associated costs, will cost the company very much.

2, It is not always possible to sell all engines. If the plant doesn't sell all medium engines made Monday through Wednesday, it will have to keep them in stock.

3, Unbalanced resource usage. It is likely that different sized motors require different labor inputs, with large motors being the most labor intensive. Therefore, at the beginning of the week, the level of labor costs is average, then it decreases, and at the end of the week it increases sharply. Therefore, here are pronounced m?yes And m?ra.

4, Uneven requirements are imposed on the previous stages of the process. This is perhaps the most serious problem. Since the plant is purchasing various details for three types of engines, he asks suppliers to send parts of one type from Monday to Wednesday, and different types of other parts for the rest of the week. Experience shows that consumer demand is constantly changing and the plant somehow fails to stick to this schedule. There are often sudden changes in the product mix, such as a rush order for large engines, and the factory runs a full week of just that type of product. Suppliers have to be prepared for the worst case scenario and keep at least a week's supply of parts for each of the three engine types. The so-called shepherd's whip effect leads to the fact that the manufacturer's behavior is transmitted up the supply chain to its beginning, that is, with a small wave of the hand, a huge force is created at the tip of the whip. So a slight change in the schedule at the engine assembly plant leads to the creation of more and more stocks at all stages of the supply chain, as we move from the end consumer to its beginning.

Target series production- due to the scale of production to achieve economies for each piece of equipment. Changeover of tools for the transition from product A to product B leads to equipment downtime during changeover, and therefore to losses. You have to pay the operator the time during which his machine is readjusted. It would seem that the conclusion suggests itself - before switching to product B, make a large batch of product A. But for heijunka such an approach is unacceptable.

In the engine example, the factory carefully analyzed the situation and found that the line changeover was taking so long due to the need to ship, return, install and dismantle parts and tools for different types engines. For different engines, pallets (pallets) of different sizes were used. It was decided to supply the line operator with a small amount of all kinds of parts on mobile racks. The tools required for all three engines were installed above the production line. In addition, it was necessary to create a pallet on which engines of any size could be installed. This avoided a complete changeover of the equipment, allowing the plant to produce engines in any sequence. As a result, it became possible to determine the repeating sequence for the manufacture of engines of all three types, taking into account customer orders (see Fig. 10.3). Graph flattening provided four benefits:

Rice. 10.3. Balanced production with a mixed product range

1. Flexibility - now the plant can give the consumer what he needs at the right time. This leads to a reduction in inventories and the elimination of other related problems.

2. Reducing the risk that finished products will not be sold. If a factory only makes what the customer orders, it doesn't have to worry about holding costs.

3. Balanced use of labor resources and machines. The plant can now standardize work and align production with the fact that some engines require less labor than others. And if one big engine that requires more intensive work is not followed by another, the workers successfully cope with the load. If the enterprise aligns the schedule taking into account labor costs, it is possible to ensure a balanced and even workload during the day.

4. Balance of requests issued to previous processes and suppliers. If a plant uses a just-in-time system and suppliers deliver parts several times a day, suppliers will have a stable set of orders. This will allow them to reduce their inventory, and therefore their costs, which will be reflected in the cost price, which means that everyone will benefit from the leveling.

But none of this will be possible if the plant fails to reduce changeover times.

It's hard to believe, but this can be done in almost any situation. Decades ago, Shigeo Shingo proved that this is where to start. Shingo did not work for Toyota, but worked closely with it. He was an engineer in the organization of production and meticulously took into account every microscopic movement of the worker. In the spirit of Toyota, he thoroughly analyzed the process of setting up large stamping presses and found that most of the work performed can be classified into one of two categories - this or m?yes, or something that can be done while the press is running. He called the second category "external adjustment" as opposed to "internal adjustment", which can only be done with the press turned off.

In traditional mass production, the team that changes the production line to another product starts by shutting down the press. Shingo wondered how much of the changeover work could be done while the press was running. Trying to expand the range of such operations, he organized in a different way workplace operator and introduced a number of technical improvements. With the press running, you could take the next die and tools, warm up the die, and put it next to the press - all of these are "outside" operations, and they could be performed while the press was still releasing parts. When the press is turned off, it remains only to replace the die and continue working. Unexpectedly, it turned out that multi-ton presses, which used to be readjusted for hours, can be readjusted in a few minutes. It was as hard to imagine as an auto repair crew at a car race taking less than a minute to fix a car.

Over the years, retooling has become something of a national sport in Japan, similar to the American rodeo. During a trip to Japan in the 1980s, I visited one of Mazda's stamped door panel suppliers. The team of this plant won a prize in the national competition for the changeover of a press with a force of several hundred tons in 52 seconds.

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Principle 4: Equalize the amount of work (heijunka)

When you implement TPS, you must start by leveling production. This is the primary responsibility of those involved in production management. Perhaps the alignment of the production schedule may require you to speed up or delay the shipment of some products, and you will have to ask some of the customers to wait a little. If the production level stays more or less constant throughout the month, you can apply the pull system and keep the assembly line running balanced. But if the level of production—yield—changes from day to day, there's no point in trying to apply all the other systems, because in these circumstances you simply won't be able to standardize work.
Fujio Te, president of Toyota Motor Corporation

After Dell Computer and other successful companies, many American enterprises are striving to create an "assembly-to-order" production model. They are guided only by what and when the consumer needs, that is, they strive to create flawless lean production. Unfortunately, consumers are often unpredictable and their orders change monthly or even weekly. If you make items on a first-come-first-served basis, you will periodically have to push your employees and equipment to the limit, producing a huge amount of products, and pay for overtime. After that, there will be periods of calm, people will have nothing to do, and equipment will be idle. With this kind of work, you do not know how many components to order from suppliers, and will be forced to keep a huge stock of what the consumer may need. It is impossible to conduct lean production with this approach. Rigorous adherence to the assemble-to-order model leads to huge inventory, which hides problems and ultimately leads to a decrease in quality. The chaos in the enterprise is growing, and the lead time is increasing. Toyota found that in order to create the best possible lean manufacturing and achieve an increase in the quality of customer service, it is necessary to level the production schedule, not always strictly following the order of receipt of orders.

A number of companies I have worked with that have attempted to work on a "make to order" basis have most often made the customer wait six to eight weeks for the ordered item. At the same time, “especially valuable” customers could wedge into the queue, and their orders were urgently fulfilled to the detriment of the rest. But is it worth it to break the rhythm of work in order to fulfill some order today, if the consumer still receives the ordered product only after six weeks? Wouldn't it be better to collect orders and even out the production schedule instead? This will allow you to expedite order fulfillment, reduce stocks of parts, and all customers will be pleased to know that standard lead times have been significantly reduced. Isn't that better than the alternating work and downtime required by the "make to order" principle?

When talking about waste, Toyota managers and workers use the term m'uda, and eliminating m'uda is the essence of lean manufacturing. But for the organization of such production, two other Ms are also important, and these three Ms represent single system. Engaging in only the eight kinds of loss (m'uda) will only hurt effective work people and production system. The Toyota Way document talks about "eliminating m'ud, m'uri, m'ura." What are the three "M's"?

Muda are actions that do not add value. The best known M includes the eight types of losses mentioned above. These are activities that increase lead time, cause unnecessary travel to deliver a part or tool, build up extra inventory, or keep you waiting.

Muri - overload of people or equipment. In a certain sense, it is the opposite of m'ud. M'uri pushes a machine or person to their limits. Overloading people threatens their safety and causes quality problems. Overloading equipment leads to accidents and defects.

Mura - unevenness. This "M" is in some way the result of the action of the first two. At times, in normally functioning production systems, there is more work than people and equipment can handle, and sometimes there is not enough work. The cause of unevenness is an incorrect schedule or fluctuation in production volumes caused by internal problems, such as downtime, missing parts, or defects. M'uda is the result of mura. The uneven level of production makes it necessary to match the available resources (equipment, materials, people) with the maximum volume of production, even if in fact its average level is much lower.

Imagine that your production schedule fluctuates wildly, that it is uneven and unreliable. You have decided to move to a lean manufacturing system and are only thinking about how to eliminate mud from your production system. You start to reduce inventory levels. Then you try to maintain an even pace of work and reduce the number of people in the system*. After that, you work on organizing the workplaces to eliminate unnecessary movements. Finally, you start the system. And sadly you discover that the system is running out of steam due to peaks in customer demand that force people and equipment to work too hard, and therefore inefficient! Production is now organized as a flow of single items, there are no stocks, but the pace of production and the range of products are constantly and dramatically changing. All you have achieved is an extremely erratic flow of one-pieces. Your workers are overwhelmed. Equipment fails more often than before. You are missing details. And you conclude: "Lean does not work here."

* Toyota never fires or demotes workers who have had to be removed due to productivity gains. Such a short-sighted move, which at first sight reduces costs, is sure to generate hostility towards the company, and the rest of the workers will be reluctant to participate in kaizen work in the future. For those who lost their jobs as a result of manufacturing improvements, Toyota is always looking for alternative value-added jobs.

Curiously, paying more attention to m'uda is a very common approach when implementing "lean tools" because it's not that hard to identify and eliminate costs. But most companies forget about the more complex process of stabilizing the system and achieving uniformity” - creating a balanced lean flow. This is a concept called heijunka, which requires the alignment of the work schedule. This is perhaps the most consciously applied principle within the Toyota Way. The realization of heijunka is a prerequisite for the elimination of mura, and this, in turn, is necessary for the elimination of muri and muda.

Overloading followed by underloading leads to constant start-ups and shutdowns and is inconsistent with high quality, work standardization, productivity and continuous improvement. As Taiichi Ohno said:

The slow but stubborn tortoise does not create so many losses and is much better than the hurried hare, which rushes forward at breakneck speed, and from time to time stops to take a nap. The Toyota Production System can only be understood when all workers become turtles (Ohno, 1998).

From other Toyota executives, I have heard more than once: “We prefer to be slow and persistent like a turtle than to jump like a hare.” US production systems make workers hares. They work to the point of exhaustion, and then take a break. In many American factories, workers unite in pairs - while one works for two, the other is free. If this does not affect the daily rate of production, managers turn a blind eye to this.

Heijunka - alignment of production and work schedule

Heijunka represents the leveling of production both in terms of volume and product range. To prevent sudden ups and downs, products are not released in the order in which the consumer orders them. First, orders are collected over a period of time, after which they are planned in such a way as to produce the same assortment of products in the same quantity every day. From the very beginning, TPS was designed to produce small batches of products, taking into account the needs of the consumer (both external and internal). With a single piece flow, you can make items A and B according to the order in which they are ordered (for example, A, B, A, B, A, B, B, B, A, B…). But this means that the production of parts will be disordered. So if there are twice as many orders on Monday as on Tuesday, you will have to pay workers for overtime on Monday and send them home before the end of the working day on Tuesday. In order to even out your work schedule, you should find out the needs of the consumer, decide on the range and volume, and create a balanced schedule for each day. For example, you know that for every five A's you make five B's. You can level production and produce them in the ABABAB sequence. This is called leveled mixed-production production because you produce heterogeneous products, but at the same time, anticipating customer demand, you build a certain sequence of production of different products with a balanced level of volume and nomenclature.

On fig. Figure 10.2 shows an example of an unbalanced schedule in a small lawnmower engine manufacturing plant (an example from one plant).

In this case, the production line produces three types of motors: small, medium and large. Medium engines are in the highest demand, so they are made at the beginning of the week: on Monday, Tuesday and part of Wednesday. Then the line is reconfigured, which takes several hours, and the production of small engines begins, which are made the rest of Wednesday, Thursday and Friday morning. The least demand for large engines, which are manufactured on Friday. This misaligned schedule creates four problems:

1. It is usually impossible to predict the order in which consumers purchase engines. Consumers are buying medium and large engines all week. So if a customer unexpectedly decides to buy a large batch of large engines at the beginning of the week, the plant will have problems. They can be solved by keeping in stock a large number of finished engines of all kinds, but these stocks, due to the associated costs, will cost the company very much.
2. It is not always possible to sell all engines. If the plant doesn't sell all medium engines made Monday through Wednesday, it will have to keep them in stock.
3. Unbalanced use of resources. It is likely that different sized motors require different labor inputs, with large motors being the most labor intensive. Therefore, at the beginning of the week, the level of labor costs is average, then it decreases, and at the end of the week it increases sharply. Therefore, m'uda and m'ura are pronounced here. 4. Uneven requirements are imposed on the previous stages of the process. This is perhaps the most serious problem. As the plant buys different parts for three types of engines, it is asking suppliers to send in one type of part Monday through Wednesday, and different types of other parts for the rest of the week. Experience shows that consumer demand is constantly changing and the plant somehow fails to stick to this schedule. There are often sudden changes in the product mix, such as a rush order for large engines, and the factory runs a full week of just that type of product. Suppliers have to be prepared for the worst case scenario and keep at least a week's supply of parts for each of the three engine types. The so-called shepherd's whip effect leads to the fact that the manufacturer's behavior is transmitted up the supply chain to its beginning, that is, with a small wave of the hand, a huge force is created at the tip of the whip. So a slight change in the schedule at the engine assembly plant leads to the creation of more and more stocks at all stages of the supply chain, as we move from the end consumer to its beginning.

The goal of mass production is to achieve economies of scale for each piece of equipment. Changeover of tools for the transition from product A to product B leads to equipment downtime during changeover, and therefore to losses. You have to pay the operator the time during which his machine is readjusted. It would seem that the conclusion suggests itself - before switching to product B, make a large batch of product A. But for a heidzuik, this approach is unacceptable.

In the engine example, the factory carefully analyzed the situation and found that the line changeover takes so much time due to the need to ship, return, install and dismantle parts and tools for different types of engines. For different engines, pallets (pallets) of different sizes were used. It was decided to supply the line operator with a small amount of all kinds of parts on mobile racks. The tools required for all three engines were installed above the production line. In addition, it was necessary to create a pallet on which engines of any size could be installed. This avoided a complete changeover of the equipment, allowing the plant to produce engines in any sequence. As a result, it became possible to determine the repeating sequence for the manufacture of engines of all three types, taking into account customer orders. Graph flattening provided four benefits:

1. Flexibility - now the plant can give the consumer what he needs at the right time. This leads to a reduction in inventories and the elimination of other related problems.
2. Reducing the risk that finished products will not be sold. If a factory only makes what the customer orders, it doesn't have to worry about holding costs.
3. Balanced use of labor resources and machines. The plant can now standardize work and level production with the fact that some engines require less labor than others, and if one big engine that requires more intensive work is not followed by another, workers can handle the load successfully. If the enterprise aligns the schedule taking into account labor costs, it is possible to ensure a balanced and even workload during the day.
4. Balance of requests issued to previous processes and suppliers. If a plant uses a just-in-time system and suppliers deliver parts several times a day, suppliers will have a stable set of orders. This will allow them to reduce their inventory, and therefore their costs, which will be reflected in the cost price, which means that everyone will benefit from the leveling.

Dao Toyota Liker Jeffrey

Benefits of the one-piece flow

Creating a flow of single products involves a broad program of measures to eliminate all kinds of m?yes(loss). Let's take a closer look at some of the benefits of flow.

1. Embedded Quality. The one-piece flow greatly simplifies the build-in of quality. Each operator is also a controller and tries to solve the problem on the spot, without passing it on to the next stage. Even if he missed the defects and they went further, they will be found very quickly and the problem will be immediately identified and corrected.

2. True Flexibility. If the equipment becomes part of the production line, our ability to use it for other purposes will be reduced. But the lead time is reduced to the limit, which means that we are more flexible in responding to customer requests, making what he really needs. Instead of waiting weeks for the system to which the order is given to issue products, we can complete the order within a few hours. The transition to a new product range, which is required by changing consumer demand, is carried out almost instantly.

3. Productivity increase. When work was divided into departments, you felt like you were maximizing productivity because work efficiency was judged by the workload of people and equipment. It is actually difficult to determine how many people it takes to produce a given number of units in high volume production because productivity is not measured in terms of value-added work. Who knows what the productivity loss is when people are "loaded" with producing surplus parts that then have to be sent to the warehouse? How much time is wasted searching for defective parts and repairing finished products? If there is a one-piece flow cell, non-value-adding work such as moving materials is minimized. You can immediately see who is overloaded and who is left idle. It is very easy to create a cost estimate for value-adding work and calculate how many people are required to achieve a given performance. When it comes to transferring a supplier working on the system mass production, per line organized in accordance with TPS, the Toyota Supplier Support Center in each case achieves an increase in labor productivity of at least 100%.

4. Free up space in the workshop. When the equipment is distributed over the areas, significant areas between them disappear, although most of them are occupied by reserves deposits. In a one-piece flow cell, all blocks fit together and inventory takes up almost no space. If the production areas are used more efficiently, the construction of new facilities can be avoided.

5. Enhance Security. Wiremold Corporation, one of America's first adopters of TPS, has achieved exemplary security records and has been awarded numerous state awards for safety. However, when the company decided to take on the challenge of transforming high-volume production into a single-piece flow, it was decided that a special safety improvement program was not needed. The reorganization was led by Art Byrne, ex-president a company that studied TPS and realized that one-piece flow would automatically lead to increased safety by reducing the amount of material that had to be moved around the plant. Reducing the volume of cargo allows you to get rid of forklifts, which are often the cause of accidents. The volume of containers that need to be lifted and moved will also decrease, which means that the number of accidents when lifting containers will decrease. If you deal with the flow, security increases by itself, even if you do not pay special attention to it.

6. Morale Boost. Wiremold's lean organization found that employee morale improves every year. Prior to the transformation, only 60% of employees in surveys said they worked for a good company. This figure has grown every year and in the fourth year of transformation it exceeded 70% (Emilani, 2002). The flow of one-off products leads to the fact that most of the time people are busy creating added value and can quickly see the fruits of their labor, and when they see their successes, they feel satisfaction.

7. Stock reduction. By not investing in stocks that lie idle, you can use them for something else. At the same time, you will also save on bank interest, which must be paid for funds frozen in stocks. You will also avoid stock obsolescence.

On fig. 8.3 shows a traditional shop, where the equipment is grouped by type. One tool that can be used to schematically represent material paths is the Spaghetti Diagram. If we plot the flow of materials in the shop on a diagram, we get something resembling spaghetti, which are randomly mixed on a plate. The product moves randomly in different directions. The work of individual sections during the movement of the product is not coordinated. No amount of schedules and plans can eliminate the variability inherent in a system in which material moves randomly.

Rice. 8.3. Unordered flow when combining the same type of equipment

On fig. In Figure 8.4, which shows the lean cell, we see a different picture. Equipment is grouped according to the flow of material as it becomes a finished product. At the same time, the equipment is placed in the shape of the letter U, since such an arrangement contributes to the efficient movement of materials and people and facilitates the exchange of information. You can organize the cell in the form of a straight line or the letter L. In this case, we have shown the trajectory of the movement of two people who serve the cell. What if demand drops by half? Leave one operator per cell. What if demand doubles? Place four people on the cell service. Of course, in order to serve different technological operations, people must be prepared to combine professions, such are the requirements of Toyota factories.

Rice. 8.4. U cell for piece flow

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