We would like to thank Severstal's Internal Communications and Corporate Media Department for providing this material.

Starting from January 1, 2015, coke and blast-furnace, steel-smelting and tubular and flat-rolled products (except for the roll-formed section shop and Sheksna TPZ - they are expected to change from March), the production of tubular products will start working according to a new motivation system.

This means that the main production streams will be focused primarily on customer needs and order fulfillment, and not on volumes.

Variety distributors have been working on the system of lean indicators for a year, showing good results

Customer Market

Competition in the steel market is constantly escalating, moving into the area of ​​product supply, - explains Egor Rybin, senior manager of the Business System Development Center. - A manufacturer that produces high-quality metal and delivers it just in time has every chance of winning the fight for a client.

Now part of the divisions of Russian Steel is still working according to a system based on the principles of "pushing out". Each shop has a production plan, and often the client is not satisfied, because the focus is more on volume, and not on order fulfillment.

Wages of employees will directly depend on the implementation of lean indicators. The better they are, the higher the salary. At the same time, colleagues in the redistribution will fulfill the agreed goals, which will make the work truly team work.

The new goal-setting system implies a clear focus on fulfilling orders for the client. During the work of the team, indicators such as OTIF (timely shipment), Lead-time (average time from accepting an order to transferring it to the client) and FTT (fit from the first time) will be evaluated.

Several departments have already worked out a year on the system of lean indicators. The pioneer in this project was the production of long products, which showed good results in 2014. For example, the FTT rate ranged from 93 to 95 percent.

Efficient Chain

At the same time, it is very important to establish production without losses - to build a chain so that no time and resources are wasted on any of the links. Only in this case, the cost of production at each stage will be minimal, which means that the benefit from its sale will increase. In this case, the FTT indicator will help control deviations.

It is important to implement end-to-end flow control so that the chain links work as a whole, - explains Egor Nikolayevich. - It will meet the requirements of customers.

For example, if a company promises a customer a specific date for the delivery of products, then this will become competitive advantage in the domestic market. Reduced order lead time will make it possible to work out additional requests, which means expanding the geography of sales.

Anastasia Chikisheva

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Table 1

Criterion	Foreign enterprises	Russian enterprises
The Role of Leadership	Management takes an active part in the implementation and improvement of the BP philosophy	Almost no attention is paid to eliminating losses; no value approach
PSU Developer	Strict selection to the working group for the implementation of BP from among the most competent employees	In most cases, a BP developer is a person who does not have in-depth knowledge and a complete understanding of the essence of the BP concept
Approach to the implementation of BP	In European and American companies: Carrying out transformations strictly from top to bottom with the obligatory execution of all approved standards by ordinary employees;	In half of the cases, there is a simple copying of the experience of foreign companies using 1-2 tools
	In Japanese and Korean companies: Involvement in the transformation process of the entire staff of the company, focusing on the ideas and suggestions of employees
Motivation of personnel in the implementation of BP	Remuneration based on the results of the implementation of the established plan; problems and bugs are not hidden, as their discovery is encouraged leadership and is seen as the first step towards improvement	The prevalence of monetary incentives for making proposals; hiding problems and mistakes due to the inevitability of punishment from management
Attitude to standards, instructions	Strict adherence to established standards and guidelines	Formal attitude to standards and regulations

Company employees resist all possible changes, which is associated with the fear of their personal inadequacy to new requirements and, as a result, the fear of losing their jobs, as well as the unwillingness to increase their own workload and expand their range of responsibilities while maintaining wages at the same level.

From a social point of view the most important factor Influencing the set of features of the implementation of the BP concept is the Russian mentality of the working personnel, which to one degree or another hinders the transformations even with the full support of the management.

One of the most famous features of the Russian mentality is the “Russian maybe”, which is usually understood as an indicator of the motivation of a Russian worker to carry out instructions “in a slipshod manner” with the hope of a favorable outcome and without taking into account the risk of a completely opposite outcome. However, it is worth noting that an operation done “at random” in most cases entails an unpredictable result, which is especially undesirable in situations where the employee is negligent about the safety of his own and those around him. There are many accidents at work, which were the result of the desire of workers to fulfill their duties as soon as possible, while deliberately violating safety regulations.

Therefore, any leader must strive to protect himself, his subordinates and consumers from the consequences of the "Russian chance". Most The best way achieving this goal - early assessment of risks that the worker may lose sight of, and their prevention.

The next distinguishing feature of the Russian worker is the constant awareness that in the event of unplanned situations, first of all, it is worth looking for someone to blame. At the same time, the management uses a very dubious set of methods for solving the problem that has arisen - requiring the guilty employee to explain his actions with his subsequent punishment, for example, in the form of a reprimand. In this case, the problem is considered to be completely solved. However, as practice shows, the same problem will soon repeat itself, and with a completely different employee.

According to Edward Deming, 96% of problems are caused by system features, not human error. Therefore, a system of punishments for the guilty will only entail that employees begin to cover up mistakes, perpetuating the root causes of problems and turning these problems into permanent ones. Provided that the factor was really human, the manager, together with the subordinate, needs to analyze the current situation, identify the sources of problems and try to standardize this operation so that neither this nor the other worker can perform it incorrectly, thereby again creating favorable conditions for such an error to occur.

A modern leader must always remember that any mistake is information about gaps in the reliability of the company's production system. Therefore, when it occurs non-standard situations non-constructive question "Who is to blame?" should be replaced by constructive - "What to do?".

The third feature of an employee with a Russian mentality is the readiness to overcome all possible barriers to achieve his goal and to comply with any standards in the presence of a higher goal in his work. But if he has to do something the meaning of which is not clear to him, then all this enthusiasm disappears very quickly.

In Russian companies, standards and instructions are often not implemented due to the fact that they are directive - drawn up and approved by management. If the rigid discipline of the company makes the worker obligated to follow these standards, he will comply with them, but this time casually, turning many good undertakings into a mere formality.

Therefore, when introducing any new standard, method or instruction, it is not enough just to bring it to the attention of ordinary workers. All innovations must be developed directly at the production sites, involving the workers themselves in this process, taking into account their opinions and listening to all reasonable criticism.

The fourth feature of the Russian mentality is a really big problem for all Russian employers - most Russian people do not show much love for work of any kind, considering it just a means of obtaining material rewards to satisfy their needs in modern society. Naturally, this confuses leaders who implement BP, because instead of workers who know their job well and are responsible for its results, they have at their disposal, basically, people who came to their workplace only to work his shift, according to his job description and get paid for it.

One of the main results revealed in the course of the aforementioned ICSI study is the fact that a significant part of companies that have begun transforming their production system based on the BP concept abandon it within the first 1-2 years, for some reason not taking into account attention to all the positive effects that this concept can bring. Further, the analysis of the activities of the Russian company OJSC "Magnitogorsk Iron and Steel Works", which abandoned lean transformations, was carried out.

A key feature of the transformation of the company's activities based on the concept of BP is the creation of an integrated system with its main suppliers and consumers. This means that the implementation of the concept only at the enterprise itself does not lead to a guaranteed elimination of losses, lower costs and higher profits. It is important that the suppliers who provide the company necessary materials and semi-finished products, and consumers who use the company's finished products for their own specific purposes also operated in accordance with the basic principles and values ​​​​of BP.

3.2 Analysis of potential opportunities for applying the BP concept at OAO Magnitogorsk Iron and Steel Works

3.2.1 Brief description of OJSC "Magnitogorsk Iron and Steel Works" and analysis of the main problems of the enterprise

OAO Magnitogorsk Iron and Steel Works is one of the world's largest steel producers and holds a leading position among Russian ferrous metallurgy enterprises.

The company's assets in Russia represent a large metallurgical complex with a full production cycle, starting with the preparation of iron ore raw materials and ending with the deep processing of ferrous metals.

MMK produces a wide range of metal products with a predominant share of high value-added products, and is a major supplier to the pipe, engineering and construction industries. The nomenclature of the plant includes:

· Cold-rolled and hot-rolled products in coils and sheets of low-carbon steel;

hot-rolled and cold-rolled strip made of carbon and low-carbon steel;

· rolled hot-dip galvanized from low-carbon and extra-low-carbon steel;

hot-rolled tape.

The share of the automotive industry in the structure of MMK's shipments to domestic Russian market grows from year to year (for example, from 6.4% in 2010 to 7% in 2011). Among the companies in the automotive industry, the largest consumers of MMK's products are OJSC AvtoVAZ, OJSC KAMAZ, GAZ Group.

Currently, MMK is actively developing new types of products for the automotive industry. The company has adopted and is implementing a program for the acceptance of MMK rolled metal products from Russian and foreign automakers, in accordance with which work is underway to approve technical processes and the plant's products from the world's leading (Ford Motor Company, General Motors, Volkswagen, Renault-Nissan, Hyundai-Kia) and Russian (AvtoVAZ) automakers. In addition, the acceptance program covers manufacturers of components operating in the Russian Federation.

As a result of the audit of MMK, conducted in 2012, deviations were revealed in the volume of deliveries and the range of products of the plant to one of the key customers - the GAZ Group. So, for example, in July this indicator was 67% of the planned one, in August - 79%. Non-fulfillment of orders amounted to 14171 tons.

The indicator of production according to the plan shows how well the plant fulfills the plan for the production and delivery of products (correspondence to volume, delivery time, nomenclature).

It is assumed that the failure to fulfill the shipment plan is a systemic problem, the cumulative accumulated result of a number of other problems:

Inappropriate and defective products;

Long periods of interoperational finding of metal;

The absence of metal;

· Unscheduled equipment downtime.

Thus, to solve the key problem, it is necessary to analyze the company's activities, identify the second level of problems and propose a set of measures to solve them.

Let's consider the first problem - non-compliance of products with the given technical specifications and the presence of defects in it. The main types of defects in products manufactured by MMK are:

low weight;

mismatch mechanical properties;

· scratch;

· prints;

mismatch chemical composition;

Rust stains

spots of sticking welding;

rolled-in foreign particles;

pollution

Tempering colors.

To illustrate the second problem (uneven loading), let us analyze the operation of a 5-1A hydrogen furnace for annealing hard-worked coils.

In the course of monitoring the operation of this furnace, it was found that the average weight of the load is 96.1 tons, while the planned figure is 100.8 tons. Thus, the planning of equipment loading is carried out without taking into account its maximum capacity.

One of the indicators of lean manufacturing that characterizes the operation of equipment is the OEE indicator - the overall efficiency of the equipment, the indicator is complex and takes into account both the possibility of the equipment, and productivity and quality.

The indicator is calculated according to the following formula:

OEE = (Availability) R (Performance) R (Quality Level) (1)

Availability = Actual working time / Planned working time.

performance = Actual performance / Rated performance.

Quality level = Percentage of good product after annealing.

Based on the available data on the operation of the furnace (Table 2), using formula (1), we calculate the OEE index for this hydrogen furnace:

As a result, for the observed furnace, the OEE value is:

table 2

Therefore, with the loading of a separate furnace taken and the time it takes effective use it's all right, since an OEE value greater than 0.8 is the best practice of successful companies.

But still there is a monthly failure planned assignments on 10 %. This means that we will calculate the load of equipment for the entire section of hydrogen furnaces. Table 3 shows the planned and actual results of the work of the block of hydrogen furnaces for June - August 2012.

The results of the work of the block of hydrogen furnaces for June - August 2012

Table 3

There is also the following data:

· the actual time of one cycle - annealing with cooling minus the time of loading and unpacking - 59.3 h;

· average weight of cage - 100t;

release program (plan) for August - 42584 tons.

Let's calculate the equipment load:

The calculation was carried out tentatively for favorable conditions:

· 2 days per month are allotted for scheduled and unscheduled repairs and shutdowns of the furnace;

the number of cranes and their workload is normal;

· the average weight of the cage is 100.0 tons, although the actual weight of the cage is less (Table 3).

The time for cage formation and unpacking is also not taken into account; Presumably, the loading of two hydrogen furnaces is carried out in parallel by two cranes. With such assumptions, the following result was obtained - the planned output for August is 42584 tons, which exceeds the maximum possible output from 36 furnaces (40788 tons). It turns out that the site is placed in obviously impossible conditions.

The next problem in the work of MMK is the long interoperation periods for finding the metal. The inter-operational periods for finding the metal are set to improve the following performance indicators of the workshop:

Reducing production costs (excessive aging increases costs).

Ensuring the required surface quality (rust, dirt, etc. may appear over time).

· Fulfillment of orders on time.

At MMK, standards have been set for inter-operational periods for finding metal, depending on the type of product:

· 48 hours;

· 120 hours.

The time of interoperational metal find times affects such a lean manufacturing indicator as DTD (time from delivery to delivery).

The time from delivery to delivery is the time between the unloading of raw materials (materials) and delivery finished products consumer.

DTD = (The time spent by raw materials in stock + the duration of the production cycle + the time spent in the warehouse of finished products),

Timekeeping from delivery to delivery was carried out for melting 0219036 (steel grade 08 Yu):

· the beginning of etching 18.09.12 - 14:00;

etching, rolling;

· shipment to the warehouse for sending to the coating shop - until 7:00 h. 09/19/12;

· the established cycle time for the production of shop No. 5 - two weeks;

· interoperation periods of storage for this production - no more than 120 hours.

Thus, the actual production cycle time is 17h. Therefore, it is possible to observe the losses associated with the freezing of semi-finished products in the form of inter-operational stocks.

The problem of compliance with and reduction of interoperational terms of finding metal can only be solved systematically, taking into account other factors. The processing time is a small fraction of the cycle time, but the execution data production program, for example, for July, testify to the non-fulfillment of the plan for 12 positions (order dated August 10, 2012 on the work of workshop No. 5 for quality in July 2012). An analysis of the non-fulfillment of the production program in the sections of the workshop indicates that the reasons for deviations are the lack of metal or unscheduled downtime (50/50).

We will show the problem of unscheduled downtime of equipment by analyzing the operation of hydrogen furnaces for annealing hardened coils No. 3-1B of sheet rolling shop No. 5 (Table 4) and evaluating the OEE index.

Again, we can see that within one furnace, the OEE indicator is at a very good level, but in fact, there is a monthly failure to meet the planned targets for the block of hydrogen furnaces.

The main catalysts for this problem are:

lack of metal

Unscheduled downtime

lack of taps

small average weight cages;

· 10,000t excess orders for hydrogen furnaces.

Table 4 Time allotted for the annealing operation of hydrogen furnace No. 3-1B

Technological operation
transfer of containers;
transportation of rolls by cranes;
installation of 4 rolls, installation of a muffle (furnace No. 3-1V);
Density testing
purge
2. Annealing - 38 hours. H 60 min.
3. Cooling: air and water - 24 hours. H 60 min. = 1440 min.
4.Unpacking
Planned annealing time - 2280 min + 1440 min
Actual annealing time - 3720 min.- 81 min.* 2	3558 min. (59.3 hours)

Thus, based on the analysis of MMK's activities, a number of conclusions can be drawn to draw up a further action plan to solve the key problem when interacting with consumers-enterprises of the automotive industry:

1) the main problem of "MMK" when working with key clients- non-fulfillment of the shipment plan;

2) since the share of the automotive industry in the MMK shipment structure is quite high, it is necessary to look for ways to solve the problem that has arisen in order to fulfill the plan in terms of nomenclature, volume and timeliness;

3) the pull principle is not applied when planning work at MMK;

4) any methods to prevent and eliminate the main types of losses are not effectively applied at MMK's production sites;

5) the equipment of the enterprise is loaded unevenly. Monthly production plans are more than the maximum possible output from the total number of furnaces. The reason for this is the lack of clock alignment and thread synchronization;

6) OEE score (86.9%) for individual equipment is very high, however, it indicates the possibility of improving the overall performance of the equipment;

7) based on a comparison of the production cycle time, which is 17 hours, and the average cycle time (2 weeks), it can be said that the direct processing time is a small fraction (about 10%) of the total cycle time, which implies room for productivity improvements;

3.2.2 Development of a proposal for solving problems based on the concept of BP

It is assumed that all existing problems can be solved by applying the concept of BP through the awareness of its philosophy and the use of its main methods and tools.

First of all, it is necessary to improve the planning procedure in terms of order sequencing, as currently the PWB only plans orders by quantity and volume, while order sequencing and ordering is important for the shop.

The solution of the issue on hydrogen furnaces (10,000 t excess of orders for hydrogen furnaces) must be coordinated with the company's strategy: where, in which shops orders for this annealing will be placed (shop No. 5 or No. 11).

The solution to the problem of releasing nonconforming and defective products is to increase the FTT - the percentage of products that pass production cycle and meet quality requirements the first time (not including products that require re-inspection or additional processing and defective products).

FTT = Process Input Parts - (Scrap + Re-Inspection + Rework Parts)/ Process Input Parts

Thus, it is necessary to take a number of measures to improve the production process:

1) reduce the level of marriage:

Carrying out activities to improve technological processes in each workshop;

· Strengthening control by the quality control department for a number of nomenclature items with the highest level of defectiveness;

Conducting weekly quality meetings.

2) minimize re-inspection (due to the system of measures "Built-in quality");

3) reduce the proportion of parts undergoing additional and / or re-processing (due to the methods described in paragraphs 1 and 2).

An improvement project to address the issue of long lead times may include:

1) revision of the standards for the interoperational periods of finding the metal (how, when and for what purposes these standards were established, whether they correspond to the present needs);

2) improvement of the equipment loading planning procedure;

3) reduction of equipment changeover time (application of the TPM methodology);

4) optimization of interoperational stocks (assessment of the cost of work in progress, as well as the cost of storing nonconforming products and defects in isolators).

The method for calculating the metal consumption coefficient for finished steel is carried out at the place where costs are found, for example, a defect in hot-rolled steel (mismatch of chemical composition, warping of hot-rolled steel) is detected in the cold rolling shop and metal consumption is written off to this shop.

Statistics show a stable excess normative coefficient metal consumption by 20%.

Consequences for exceeding the standard coefficient:

1) writing off costs for shop expenses (~ 1/3 losses due to subcontractors);

2) deterioration of reporting indicators;

3) demotivation of personnel.

A metal shortage or absence project may include:

1) clarification of standards for the metal consumption coefficient;

2) determination of the share of subcontractors in the excess consumption of the shop;

3) determination of the share of the human factor in the excess consumption of the shop;

4) identification and elimination of demotivating factors in the procedure for attributing expenses - write-off at the place of occurrence, and not detection;

5) introduction of the “3 NOT” principle: do not take, do not transfer defective or non-conforming products;

6) determination of the balance between losses and efforts aimed at achieving the standard expense ratio in monetary terms;

7) adjusting the methodology for calculating this coefficient and updating the procedure for assigning structural subdivision excess consumption coefficient;

8) introduction of a standardized procedure at the pilot site;

9) analysis of the obtained results and standardization of successful practice (adjustment of SRT).

Conclusion

The problems associated with improving the efficiency of the organization of the production process constantly arise before the management of any company. These problems are especially relevant for Russian enterprises, and OJSC MMK is no exception. The reasons for this are factors such as:

the rapid development of enterprises;

Entering new markets (including international ones);

search for new investments and the realization that low organizational culture holding back their influx.

In accordance with this problem, tasks are set and solved thesis. As a result, the following results were obtained:

1) Studied the basics of the concept Lean;

2) An analysis of the practice of introducing the concept at Russian enterprises was carried out;

3) The main features of the implementation of the concept, characteristic of Russian companies, are highlighted;

4) The production system of the OJSC MMK enterprise was studied and the main problem of its functioning was identified - failure to fulfill the plan for shipments of manufactured products to major customers in the Russian automotive industry;

5) Proposed measures to improve the efficiency of the production system through the organization of production in accordance with the concept of Lean production:

· Adjustment of the planning procedure;

· Improvement of technological processes;

· Strengthening control by the quality control department;

· Conducting weekly quality meetings;

· Minimization of repeated control;

· Revision of standards for interoperational terms of finding metal;

· Improving the procedure for planning the loading of equipment;

· Clarification of standards for metal consumption coefficient.

Implementation, development and improvement of the Lean production concept at OJSC MMK, in my opinion, is key way survival of the enterprise in modern market conditions.

Summing up, it should be noted once again that the organization production processes- this is a subtle tool in the hands of a manager, with which you can lead an enterprise to success, prosperity and stability, but with inept or inappropriate use, directly opposite results are possible. Therefore, it is necessary to study methods for improving the organization of production, monitor its formation, improve and regulate its changes. It should become an integral part of the entire enterprise, be adequate to modern requirements dictated by economic and technological development, Russian mentality, as well as the specifics of a particular enterprise and contribute to the achievement of the set goals, and, consequently, to increase the efficiency of the enterprise.

Bibliography

1. Free Russian encyclopedia "Tradition" [ Electronic resource] - Access mode: http://traditio-ru.org/, free (accessed 03/31/2014);

2. Project GOST R Lean production. Fundamentals and vocabulary. - M., 2013;

3. It T. Production system of Toyota. Walking away from mass production- M.: IKSI, 2005;

4. Wumek D., Jones D. Lean production. How to get rid of losses and achieve prosperity for your company - M.: Alpina Business Books, 2005;

5. The practice of building a Production system based on the philosophy of lean production and the practical experience of KAMAZ OJSC, - presentation // Lean-academy [Electronic resource] - Access mode: http://lean-academy.ru/Docs/Conference/PSK. pdf, free (accessed 5.04.2014);

6. Production management - M.: YATsP SER, 2001. - 300 s;

7. Youth Scientific Forum [Electronic resource] - Access mode: http://www.nauchforum.ru/en/node/230, free;

8. Branch Knowledge Base [Electronic resource] - Access mode: http://www.wikipro.ru, free;

9. Pereira R. A guide to lean manufacturing [Electronic resource] - Access mode: http://wkazarin.ru/wp-content/uploads/2013/09/LSSAGLM.pdf, free (accessed 04/06/2014);

10. Vakhrushev V. Principles of Japanese management. - M: FOZB, 2002;

11. Toyota Global Site [Electronic resource] - Access mode: http://www.toyota-global.com, free;

12. Imai M. Gemba kaizen - M.: Alpina Publisher, 2014;

13. Okrepilov V. Quality management: Textbook for universities. "Publishing house "Economics", 1998;

14. Hobbs D. Implementation of lean manufacturing: practical guide for business optimization. -- Minsk: Grevtsov Publisher, 2007;

15. Lean production at engineering enterprises: theory and practice of implementation: Sat. monographs Russian Academy Natural sciences, 2010;

16. Blog about production management[Electronic resource] - Access mode: http://www.leaninfo.ru/lean-map, free;

17. Production system GAS. Basic provisions, - presentation - Nizhny Novgorod, 2012;

18. Website of OJSC Zavolzhsky engine plant» [Electronic resource] - Access mode: http://www.zmz.ru/, free;

19. Website of the state corporation "Rosatom" [Electronic resource] - Access mode: www.rosatom.ru, free;

20. Yurkiv N. Implementation of the Production System "Rosatom" in JSC "Novosibirsk plant of chemical concentrates" - M., 2012;

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22. Website of the Deming Association [Electronic resource] - Access mode: http://deming.ru, free.

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Carrying out an audit of finished products (ARA) AUDIT OF THE VEHICLE Date Date of departure from the GSK Defects detected ARA current ARA Distribution by departments Number of defects / ARA AVZPRZKD Defects AR A current ARAARA Defects found 98.9 15 6.46, Apr 4 15.895.8 73.9 1.77 8.88.8 0.50.5 2.52.5 6.36.3 "ARA" Moving the car to the reservation site (for review, analysis of defects ARA - AVZ ARA - PRZ ARA - STC Completing and sending out a "problem tracking sheet" (defect) according to a detailed description of the defect Conference "Quality and technical regulation" October / 2011

Carrying out an audit of the finished product (ARA) Filling in and sending out a "problem tracking sheet" (defect) for a detailed description of the defect AUDIT OF THE VEHICLE Actions Detailed description of the problem (defect) Place of inspectionDescription of the problem Sketch / photo 1. AVZ DK Ivanov Time of inspection Conference "Quality and technical regulation" October / 2011

Carrying out an audit of finished products (ARA) Development and adoption of operational measures to localize and contain the problem (defect) AUDIT OF THE VEHICLE Actions Operational measures to localize and contain Measures to eliminate the causes of the problem (defect) Measures Deadline Measures Deadline Fill in! Time Responsible Responsible Sidorov CRITICAL, DEVIATIONS from TS - within 3 hours SIGNIFICANT, MINOR - within 24 hours "Issue Tracking Sheet" October/ 2011 Conference "Quality and Technical Regulation"

Carrying out a finished product audit (ARA) AUDIT OF THE VEHICLE Tracking the effectiveness of the developed operational and corrective measures Consideration of the operational and corrective measures taken on identified problems (defects) Monitoring the effectiveness of operational measures on identified problems (defects) Monitoring the effectiveness of corrective measures on identified problems (defects) Conference « Quality and technical regulation” October/ 2011

Stand ANDON Conference "Quality and technical regulation" October / 2011

Carrying out an audit of finished products (ARA) AUDIT OF THE CAR Distribution of responsibility based on the results of work with problems (defects) identified during the inspection control "ARA" Consideration of the effectiveness of operational and corrective measures on identified problems (defects) Daily monitoring of quality indicators Based on data According to the results of inspection control, TOR5 was determined taking into account the criticality of defects. Conference "Quality and technical regulation" October/ 2011

2. Quality indicator FTT (first time through) - an indicator that evaluates the level of production of products from the first time (i.e. products that did not require additional refinement outside the technological process). The source of information for this indicator is SAP AvZ. The indicator is calculated daily according to the data for the day and from the beginning of the year: Conference "Quality and technical regulation" October / 2011

September/ 2011 Quality indicator DPV (defects per vehicle) - an indicator that evaluates the ratio of the number of non-conformities (defects) of cars identified during the production to the number of assembled cars for reporting period. Conference "Quality and technical regulation"

Inspection control of the quality of finished products AVZ Engine plant Press and frame plant Conference "Quality and technical regulation" October / 2011

Areas for the Inspection Control of Cabin Frames and Frames (IRZ) Conference “Quality and Technical Regulation” Cabin Frame Inspection Area Auditor’s Workplace Frame Inspection Area October/2011

Inspection control area of ​​the engine, gearbox Engine inspection area Gearbox inspection area Auditor's workplace Conference "Quality and technical regulation" October/ 2011

Inspection control areas for cabins, bridges Workplace for auditors Conference "Quality and technical regulation" October/ 2011 Cabin inspection area Bridge inspection area

Rice. 3. Paretto chart for primary returns of the coil.

As a result of a joint brainstorming session, an Ishikawa diagram was built on the problem of “Returning parts for revision after “Debugging” operations (Fig. 3), and an analysis was made of the state of the finishing process, the reasons for returns for revision by roughness, and the control scheme.

FIFTH CHARNOV READINGS. Collection of works

Rice. 4 Ishikawa diagram on the problem "Return of parts for revision after the operation" Finishing ""

The Ishikawa diagram (Fig. 4) clearly shows that the most problems were identified in the “Personnel” section, namely

- the position on the remuneration of locksmiths is drawn up in such a way that the contractor has no motivation to hand over the details from the first presentation. Each employee strives to complete the details “just in time” and, as observations have shown, is in a hurry and transfers part of the responsibility for monitoring the details to the QCD employees. As a result of the analysis of the rear documentation, it was recorded that there were 2 returns from the winding section optical fiber due to non-compliance with roughness and 2 study protocols, where the cause of fiber breakage was found to be a manufacturing defect due to non-compliance with the roughness of the coil design documentation. Due to these circumstances as well, QCD employees, feeling increased responsibility, when

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exercising control, tried to play it safe. And at the slightest doubt that the surface roughness did not meet the requirements of the design documentation, the coil was returned for revision. Due to the lack of control samples and the inability to measure hard-to-reach surfaces using a profiler, returns occurred at the level subjective feelings"I like it - I don't like it", and not on the basis of "corresponds to the CD - does not correspond to the CD", which gave rise to heated disputes between performers and controllers.

4. Planning and implementation

After analyzing the causes of problems, the following directions were outlined to eliminate these inconsistencies:

1. Minimization of the subjective assessment of roughness by the QCD staff.

2. Development of alternative technological methods for the formation of the necessary roughness.

3. Development and testing of new methods of motivating performers aimed at improving the quality of products.

All activities were planned and planned

works in the Gantt chart (Fig. 5).

Fig.5 Action plan in the Gantt chart

4.1 To minimize the subjective approach to control operations, according to the work schedule, a

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together with representatives of the consumer shop, designers, technologists and representatives of the quality control department. The result of this event was the certificate of certification of the control sample and the adjustment of design and technological documentation, since during the project excessive requirements for the roughness of individual coil surfaces in the design documentation were revealed.

4.2 The next direction in optimizing the “finishing” operation was the search for alternative technological methods for the formation of surface roughness. Due to the inaccessibility for machine polishing, the current technological process uses manual polishing, which takes more than 25% of the total coil manufacturing time. To optimize this direction of solving the problem, technologists proposed to carry out vibration tumbling of several test samples instead of manual polishing. The result of these activities was one coil, the finishing of which was obtained by vibrating dry tumbling. Checking the coil for compliance with the design documentation gave a positive assessment, and it was decided to include this equipment in the procurement plan next year and elaboration of the implementation of this cooperation operation, prior to the acquisition of this equipment in accordance with the procurement plan. From the point of view of increasing productivity, this method of surface formation, in comparison with the current technological process, is more than 5 times more profitable and will allow, when implementing this operation in technological process reduce the production time of one coil by about 20%.

4.3 To motivate employees, aimed at the delivery of products from the first presentation, it was decided to link the variable part of the salary with

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quality indicators, in our case, with an individual key indicator "acceptance at first presentation", or "FTT". The motivation of employees based on key indicators, in contrast to the base salary, is focused on achieving long-term and short-term goals of the company, "motivating to fulfill official duties» the employee himself. And the salary is a fixed monthly salary. The system for forming the variable part of the cash

remuneration based on key performance indicators stimulates the employee to achieve high individual results, as well as to increase his contribution to collective results and achievements, to the achievement of the company's strategic goals. Wherein KPI indicators in the system for the formation of the variable part of the salary based on KPI should be quite simple and understandable to employees, and the size of the variable part of the compensation package should be economically justified. According to Porter-Lawler's comprehensive process theory of motivation, "the level of effort exerted is determined by the value of the reward and the degree of confidence that a given level of effort will in fact entail a certain level of reward."

Based on the above requirements for simplicity and efficiency of calculation, an indicator was determined - acceptance from the first presentation. The purpose of this metric is to monitor whether the contractor is producing products right the first time. Some tend to think of this metric as a measure of quality, as it tracks scrap, scrap, rework, and repairs. But B. Maskell proposes to consider it as an indicator of the efficiency of the standardized operation of the cell: “FTT shows the percentage of products made in the cell without the need for refinement, repair or rejection. If the requirements of standardized work are observed,

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the product will be made correctly the first time, and the FTT will be 100%” . By reducing FTT, we not only improve product quality, but also reduce losses within the process.

FTT is calculated using the following formula:

The data needed to calculate FTT is collected based on the marks in the worker's quality passport. According to the regulation “on quality passports”, each employee, presenting a product for a control operation along with accompanying documentation, is obliged to provide a quality passport. If the QCD employee has identified defects, then an appropriate record is made, and the part is returned if the part complies technical documentation, the entry “Passed from the first presentation” is made. On a monthly basis, the head of the site collects these data and, based on them, calculates an additional cash reward, which is determined by the following formula:

In the pilot area for this initiative, it was decided that this additional bonus would be paid on top of all other parts of the salary, in fact it was a salary increase, but with a small restriction - the bonus is not paid if the FTT is less than 70%.

5. Results of implementation

Thus, due to the implemented measures in mechanical production, it was possible to “open up” the bottleneck (control section): the number of parts awaiting control decreased by 90%, and there was a further downward trend, the FTT parameter for the coil by

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locksmith shop became equal to 95%. Optimal spending of the working time fund of the QCD employees gave an increase in labor productivity equal to 31% (see Fig. 6). First of all, this became possible due to the manufacture of a control coil, which minimized subjectivity during control operations. It was also decided to manufacture control samples for other parts, where there was a question about the impossibility of using objective methods control to assess the roughness.

Fig. 6 Photo of the working time of the QCD employee "After"

But the most important thing in this project is that one of the main metrics of Lean Accounting was tested and put into practice - the “standardized work performance assessment”, or FTT. The formula for calculating this indicator has been adapted to the specifics

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technological process associated with long cycles of manufacturing parts. The part is presented to the control operation, and is taken into account in the FTT index by operation, and not just at the end of the production cycle.

Fig.7 FTT chart by months after the implementation of the additional bonus provision.

Most companies start implementing lean by setting up pilot lean cells. This, according to the American lean accounting practitioner B. Bagalli, is the first step towards lean production. At this early stage of thrift, it is necessary, first of all, to make a number of changes in the systems of accounting, control and measurement. These include new performance metrics for Lean Cells.

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In the process of the implemented project, about cardinal changes in indicators for such a short time it is too early to speak, but as the statistics in Fig. 7 shows, there has been a significant trend towards improving quality and reducing such losses as the cost of marriage or the cost of correcting marriage. For experienced workers this indicator has become a source of pride, and for the less qualified direction of improvement in the labor field.

Literature

1. Elia M. Goldrat, Jeff Cox Purpose. The process of continuous improvement. Publisher: "Popuri" 2009 500s.

2. Klochkov A.I. KPI and staff motivation. A complete collection of practical tools. [Electronic resource] http://www.alldirector.ru/wp- content/uploads/2012/11/KPI-%D0%B8-%D0%BC%D0%BE%D1%82%D0%B8%D0%B2%D0%B0%D 1%86%D0%B8%D1%8F- %D0%BF%D0%B5%D1%80 %D1%81%D0%BE%D0%BD%D 0%B0%D0%BB%D0%B0.pdf(accessed 30.10.2015)

3. Theories of motivation [Electronic resourcehttp://www.laynetworks.com/Theories-of-Motivation.html

(accessed 30.10.2015)

4. Maskell B., Baggali B. The practice of economical accounting: managerial, financial accounting and reporting system at economical enterprises. / Per. from English. - M.: Institute for Complex Strategic Studies, 2013. - 384 p.

5. Paretto V., Coursd'Economie Politique. Droz, Geneva, 1896

6. FOURTH CHARNOV READINGS. Collection of works. Proceedings of the IV international scientific conference on the organization of production. Moscow, December 5-6, 2014 - M .: NP "Association of Controllers"; graduate School engineering business, 2014. - 460s

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SOFTWARE AND HARDWARE COMPLEX FOR NON-INTRUSIVE ANALYSIS OF THE PERFORMANCE EFFICIENCY OF EQUIPMENT AND EMPLOYEES AT THE ENTERPRISE

K.S. Artemiev

CEO

OOO Bravo Motors, Astrakhan[email protected]

IN article describes existing methods numerical and hardware control of the efficiency of equipment and employees in the enterprise and is proposed new way, based on hardware-software control and analysis of equipment operating cycles, which does not require a shutdown or modification of equipment for its implementation.

Key words: lean manufacturing, hardware and software systems, production control, employee control.

HARDWARE-SOFTWARE NONINTRUSIVE ANALYSIS COMPLEX FOR OVERALL PERFORMANCE OF THE EQUIPMENT AND THE EMPLOYEES AT THE ENTERPRISE

CEO of Bravo Motors, LLC

[email protected]

The existing ways of numerical and hardware control of equipment and employees overall performance at the enterprise are described

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Petr Mishnev, head of Directorates for technical development and quality of Russian Steel

We thank the editors of the newspaper "Severstal" for providing this material.

Petr Alexandrovich, one of the main tasks for the DTRK team last year was to increase the level of the indicator FTT(fit from the first time. - Approx. ed.). Have you been successful in this matter?

Yes, definitely. This is one of our main achievements. Losses in quality were more than halved. During the year, we revised the target for this indicator twice, based on real performance and potential. At the beginning of the year, no one was sure that we would really be able to achieve such ambitious figures. So, in the flow of TsOM-1 (products from the combined mill 2800/1700 - Approx. ed.) and the roll-formed sections shop managed to reduce FTT losses by 67 and 65 percent, respectively. Losses in this indicator were reduced by 78 percent at the pipe plant in Sheksna. In other streams, the reduction in losses was from 40 to 50 percent.

- What is the key to such success?

In my opinion, in systemic teamwork and prompt response to problems, ambitious goal-setting and involvement of managers in resolving issues. 2018 presents us with new challenges - we need to reduce FTT losses by an average of 25 percent.

- What initiatives have already been implemented to achieve this goal?

Several at once. Since February 1, the production of flat products has been restructured technical department. Previously, at this processing stage, two teams solved customer problems: one from the cold-rolling shops, the other from the hot-rolling shops. Now these departments have been merged into one. Employees no longer divide defects into “yours” and “mine”, but together they monitor compliance with the technology from planting slabs in the rolling mill furnace to shipment to the client. I am sure that the restructuring will improve the efficiency of work with claims and the search for defects.

Also in February, we launched the Iron product auto-certification system for pilot operation. It allows you to automatically evaluate the suitability of the metal, based on the requirements of the client.

REFERENCE INFORMATION

Auto-certification system for Iron products:

The tool will evaluate rolled metal according to the standards and requirements of the customer, - explains Alexey Ogoltsov, senior manager of SKA. - Often, a worker has no more than 14 seconds to check the coil for defects on the 2000 mill. During this time, a person cannot qualitatively evaluate all the parameters. Iron will allow you to make decisions many times faster.

In addition, in the future the program will provide recommendations for the reassignment of rolled metal products. The official launch of the tool is scheduled for mid-December. The developers suggest that it will help reduce the number of claims from customers by 25 percent.

A team of specialists from the Directorate for Technical Development and Quality, Severstal-Infocom and the French company Fives Keods worked on the development of the Iron system.

Another innovation of this year is the work on the creation of a system of proactive control and product quality management.

- How does this approach to quality issues differ from the existing one?

- The system that we have now is based on reaction. We start looking for areas for improvement only after we receive negative customer feedback. new system we implement to prevent the shipment of defective metal. A large agile team is working on the development of the project. Specialists deal with the issues of metal certification, the prevention of defects, as well as the introduction of tools and processes that improve quality.

The team is currently working on three products. One of them is an electronic measuring device for roll profiling control. So far, this work is done manually without transferring information to the system, which negatively affects the quality of rental. In the future, the instrument will have a function for archiving measurements so that the results are available at any time.

Interviewed by Alexandra Pokrovskaya