Dispose of or use waste

[Mimaktsa10]

Zero waste is another key principle of lean manufacturing. What is it?

The concept of lean manufacturing is quite extensive and complex; it is impossible to cover it in a few paragraphs of text, but it is necessary to outline its main tools.

Read also!

"Increasing enterprise profits: calculation, methods, examples"
Hoshin Kanri

This is the integration of the company's global strategies, tactical plans (developed by middle managers) and the actions of line workers. Hoshin Kanri allows for the consistent achievement of major goals and avoidance of problems arising from poorly structured communication within the company.

Andon

It is a visual system for alerting all albania email list employees about the current status of work so that operators can stop the production process in time. This tool operates in real time at the plant and immediately informs personnel about emerging problems.

Waste

Anything that appears during production and is not a final product is of no value to the consumer. Therefore, companies strive to minimize waste.

Poka-yoke

In lean manufacturing, this term refers to identifying and preventing defects in order to avoid defects in finished products. This tool also ensures resource savings.

Kaizen Blitz

Kaizen Blitz as a Tool for Implementing the Japanese System
It will take a considerable amount of time to implement the Japanese management methodology at an enterprise. However, there are also express solutions for situations when performance improvement and radical changes are urgently needed. One of them is the kaizen blitz, which is a practical seminar. All employees of the company take part in it, which allows the entire working “machine” to be activated and the effectiveness of the efforts made to be assessed.

The procedure for conducting a kaizen blitz:

Stages Term
1. Make plans and prepare
Procedure:

to study the specifics of production;

determine which areas will be improved;

identify problems;

select team members;

think through specific measures and actions

0.5-2 days
2. Conduct the blitz itself
Initial acquaintance:

team members get to know each other and assign responsibilities;

goals are defined;

the necessary materials are provided;

if necessary, training or instruction is provided

1 day (1-3 hours)
Study of the actual situation:
observe work, collect data;

draw a process map;

calculate the time required to complete the work;

analyze information using certain tools

1-2 days (3 hours each)

+ additional time to collect information

Implement improvements:

propose ideas, test their viability;

agree on plans;

implement ideas in production;

think up new standards

2 days (3 hours each)
Present the results
Procedure:

prepare a presentation;

disseminate the results;

to recognize and reward outstanding employees;

monitor the implementation of plans

2-3 days (1.5 hours each)
Total time:

7-13 days

The concept of "gemba kaizen"
Gemba Kaizen is one of the tools of lean manufacturing.

The Japanese word “gemba”, literally translated as “real place”, refers to the workspace: the construction site or floor where production (or interaction between the supplier and the client) takes place.

Gemba Kaizen is about improving the place where people work. Changes, even small ones, in the workspace have a big impact on the company's overall performance.

The concept of "gemba kaizen"

Here are the golden rules of gemba kaizen:

When problems and failures arise, the first thing to do is go to gemba to understand the situation and find a solution (by the way, the American management principle is absolutely the opposite: problems should be solved remotely).

Inspect all objects and find probable causes of the problem. There are several types of causes: people, machines, methods, materials, and measurements.

Take action (temporary solutions) immediately to prevent things from getting worse.

Find the root of the problem. For example, the Pareto principle can be useful here.

To prevent such troubles in the future, describe everything in documents (instructions, standards, etc.).

By implementing the gemba kaizen concept in the workplace, the company receives significant benefits in the form of savings in money and time, as well as the creation of a healthy atmosphere in the workforce: stress and negative emotions decrease, people are focused on work, and all problems are quickly resolved.