The method of road signs in lean manufacturing. Lean system (Lean production)

3.5. Visualization (from Latin visualis - visual)

Visualization is any medium that informs how work should be done. This is such an arrangement of tools, parts, containers and other indicators of the state of production, in which everyone at a glance can understand the state of the system - the norm or deviation.

The most commonly used imaging methods are:

contouring

Color coding

Road signs method

Paint marking

"was" - "became"

Graphic work instructions

Outlining is a good way to show where tools and assembly fixtures should be stored. To outline means to outline assembly fixtures and tools where they should be permanently stored. When you want to return the tool to its place, the contour will indicate to you the storage location of this tool.

Tool storage rack (ShCh-15, East Siberian Railway)

Color coding indicates what specific parts, tools, fixtures and fittings are used for Press forms. For example, if some parts are needed in the production of a particular product, they can be painted in the same color and be in a storage location painted in the same color.

Road signs method - uses the principle of pointing to objects in front of you (WHAT, WHERE and in what QUANTITY). There are three main types of such signs:

pointers on objects indicating where objects should be located;

pointers on the ground, telling what kind of items should be here;

quantity indicators telling how many items should be in this place.

"It was" - "Became"

The image of the workplace / site / workshop “before” and “after” the changes clearly demonstrates the changes that have taken place, increases the motivation of workers and maintains the new standard.

East Siberian Railway, ShCh-5

Paint marking is a method that is used to highlight the location of something on the floor or in the aisles.

Paint marking is used to mark dividing lines between work areas or traffic lanes.

Application of paint marking on the auto-brake section (TChR-18 East Siberian TR)

Graphic work instructions describe in the most simple and visual form the work operations and quality requirements at each workplace. Graphical work instructions are located directly at the workplace and standardize the best way to perform work, ensuring worker universality and compliance with standards.

Results of the implementation of visualization:

the ability to significantly simplify work, save time, energy and money;

providing information on the planned indicators to be achieved, the availability of materials necessary for the work and the place of performance of certain works;

increase in productivity;

assistance to the manager in determining the state of the process, in identifying bottlenecks in production processes and operations, the ability to quickly take corrective measures;

simplifies training and transfer of experience.

Lean manufacturing is an efficient and affordable way to improve work efficiency. Everyone is familiar with the system when everyone works, everyone is busy with work, and labor productivity is very low precisely because of the loss of time for various kinds of searches and unmotivated work. Annoyance in such a situation reduces the efficiency of work even more. The introduction of lean manufacturing puts things in order, first of all, in the minds, teaches to think systematically, step by step. Further, this scheme is projected onto the workplace, where order is being put in place - the work culture is increasing. And as a result, a streamlined process facilitates the daily work of employees, increases the efficiency of production processes. To do this, we began to engage in the implementation of lean manufacturing technologies.

3.6. Kanban.

The term Kanban has a literal translation: "Kan" means visible, visual, and "ban" means a card or board.

In factories, kanban cards are used ubiquitously in order not to clutter up warehouses and workplaces with pre-made spare parts. For example, imagine that you are putting up doors. You have a pack of 10 doors near your workplace. You put them one by one on new cars and when there are 5 doors left in the pack, you know it's time to order new doors. You take a Kanban card, write an order for 10 doors on it, and give it to the person who makes the doors. You know that he will make them just in time for you to run out of the remaining 5 doors. And that's exactly what happens - when you put the last door, a pack of 10 new doors arrives. And so constantly - you order new doors only when you need them. Now imagine that such a system operates throughout the plant. There are no warehouses anywhere where spare parts lie for weeks and months. Everyone works only on demand and produces exactly as many parts as requested. If suddenly there are more or less orders, the system itself easily adapts to changes.

3.7. SMED - Rapid Equipment Changeover.

to reduce the time of adjustment and readjustment of equipment up to ten minutes. This system was originally designed to optimize

3.8. Just-In-Time - just in time.

A method of organizing production in which the movement of blanks and parts during the production process is carefully planned in time - so that at each stage of the process the next (usually small) batch arrives for processing exactly at the moment when the previous batch is completed. The result is a system with no workpieces or parts waiting to be machined, and no idle workers or equipment waiting for items to be machined.

4. Improvement projects of the finalists of the competition “The best subdivision in the project “Lean production in Russian Railways” in 2011

Oktyabrskaya railway, ShCh-16

Organization of the process of repairing outdoor equipment in workshops after the implementation of the project

It was confirmed in 2011 that it is easier for the brain to process pictures than text, and that it is easier for people to communicate in a visual way than only in text (for example, through reports).

Peculiarities perception individual, but the average person perceives 83% seen and 11% heard information. No more than 6% is allocated to organoleptic receptors in total. A slightly different picture emerges in the process memorization information: on auditory and visual individually, a person remembers 20% and 30%, respectively, and when these two methods are combined, the level of memorization increases to 50 percent.

When we look at pictures, our brain can process multiple elements at the same time, and this allows us to achieve speeds 60,000 times faster than normal text reading. Therefore, visualization is one of the powerful and proven methods in lean manufacturing.

The Role of Visualization in Lean Manufacturing

Visualization can be viewed in two ways:

1. as a method of presenting information in the form of an optical image (drawings, diagrams, graphs, block diagrams, maps, tables, etc.),
2. like placing all the tools, assemblies, parts, information about the production process so that they are visible at a glance.

Key benefits include:

visual planning

A separate place in lean-visualization is occupied by visual planning (VP).

Companies implement VP because:

One clear example of the use of VP is Toyota, which has Obeya- from Japanese "big room". In the company, it has become a project management tool to improve efficiency and meet timing in production.

Verdict

When the general manager of Toyota North America was asked why the company hadn't written a single book about its processes, he thought about it, and after a few minutes replied:

This is because such a book would consist of one page, on which would be written: "Keep it simple, make all processes visible and trust people to do the right thing."

Visual management is about that. Its goal is to make the workflow clearer for all its participants. With the help of visualization, you can get the maximum information in a minimum of time.

Visually understandable space

KS-3 Komsomolskoye LPUMG

Visualization examples

2. Value Stream Mapping or Materials Management (VSM)

3. Total Equipment Maintenance (TPM)

Application of the TPM method (Total Productive Maintenance) - general maintenance of equipment

Eight Principles of TPM

Scheme of clearing equipment from snow KC-5

Eight Principles of TPM

Types of losses

4. Quick changeover (SMED)

QUICK CHANGEOVER PRINCIPLE:  perform all external operations before the machine stops or after it starts;  turn internal operations

5. System of organization of production and supply (Kanban)

Visualization and kanban: in each cell it is drawn what should be there and taking the last item, remove the elastic from the stock and give the card

6. Continuous Improvement System (Kaizen)

The 3 Main Actions of Kaizen

Process description

Loss registration form

Kaizen List of Events

7. Model of the pull production system (Pull production)

8. Just-in-time

Applications for Just in Time:

9. Organization of the workspace (5S)

Methodology 5S

Methodology 5S

Application of 5S

Poster for the organization of the workplace in the locksmith shop KS-3

10. Protection against unintentional errors (Poka-Yoke)

We prevent defects, we introduce Poka-Yoke devices that protect against defects and errors

11. Analysis of the types and consequences of potential nonconformities, risk analysis (APN), (FMEA)

12. Standardization of work

13. Methodology of eight disciplines (8D)

Order on the creation of a working group

Japanese word for "signal" or "card". It is a method used to pull products and materials onto lean production lines.

There are several variants of kanban depending on the application: starting the previous process, two-bin (single-card), multi-card, single-use kanban, etc.

KANBAN allows you to optimize the chain of planning production activities, starting from demand forecasting, planning production tasks and balancing / distributing these tasks across production capacities with optimization of their load. Optimization is understood as “not doing anything extra, not doing ahead of time, reporting an emerging need only when it is really necessary.”

The KANBAN system was developed and implemented for the first time in the world by Toyota.

5C system - technology for creating an effective workplace

Under this designation, a system of restoring order, cleanliness and strengthening discipline is known. The 5 C system includes five interrelated principles for organizing the workplace. The Japanese name for each of these principles begins with the letter "C". Translated into Russian - sorting, rational arrangement, cleaning, standardization, improvement.

1. SORTING: separate the necessary items - tools, parts, materials, documents - from unnecessary ones in order to remove the latter.

2. RATIONAL LOCATION: rationally arrange what is left, put each item in its place.

3. CLEANING: keep clean and tidy.

4. STANDARDIZE: Be accurate by doing the first three S's regularly.

5. IMPROVEMENT: making established procedures a habit and improving them.

Quick changeover (SMED - Single Minute Exchange of Die)

SMED literally translates as "Change stamp in 1 minute." The concept was developed by Japanese author Shigeo Shingo and revolutionized the changeover and retooling approach. As a result of the introduction of the SMED system, any tool change and changeover can be done in just a few minutes or even seconds, "one touch" (the concept of "OTED" - "One Touch Exchange of Dies").

As a result of numerous statistical studies, it was found that the time for the implementation of various operations in the process of changeover is distributed as follows:

preparation of materials, stamps, fixtures, etc. - 30%

fixing and removing stamps and tools - 5%

tool centering and placement - 15%

trial processing and adjustment - 50%

As a result, the following principles were formulated, allowing to reduce the changeover time by tens and even hundreds of times:

separation of internal and external setup operations,

transformation of internal actions into external ones,

the use of functional clamps or the complete elimination of fasteners,

use of additional devices.

TPM (Total Productive Maintenance) system - Total equipment maintenance

TPM stands for "total equipment maintenance", mainly serves to improve the quality of equipment, focused on the most efficient use through a total preventive maintenance system.

The emphasis in this system is on prevention and early detection of equipment defects which can lead to more serious problems.

TPM involves operators and repairers who together provide improved equipment reliability. The basis of TPM is scheduling preventive maintenance, lubrication, cleaning and general inspection. This results in an increase in such an indicator as Full Equipment Efficiency(from the English "Overall Equipment Effectiveness" - OEE).

JIT (Just-In-Time) system

JIT (Just-In-Time) / Just in time - a material management system in production, in which components from a previous operation (or from an external supplier) are delivered exactly at the moment when they are required, but not before. This system leads to a sharp reduction in the volume of work in progress, materials and finished products in warehouses.

JIT involves a specific approach to supplier selection and evaluation based on working with a narrow pool of suppliers selected for their ability to guarantee just-in-time deliveries of high quality components. At the same time, the number of suppliers is reduced by two or more times, and long-term economic ties are established with the remaining suppliers.

Gabdrakhimova R.A., Plyasova O.V., Yamilova I.A., Branch of the Federal State Autonomous Educational Institution of Higher Professional Education "Kazan (Volga Region) Federal University" in Naberezhnye Chelny

The visual information exchange system has allowed many organizations to move to a qualitatively new stage in building a lean office. Its components are an excellent tool for creating a new working environment, complementing any other lean manufacturing tool.

The visual office is an information exchange system that will enforce work standards and ensure that any work is done on schedule and without errors.

The development of such tools should be carried out simultaneously with the introduction of any tools that contribute to the improvement of administrative processes.

Seven steps to creating a visual office:

1. Form and train a team to create a visual office.
2. Develop a plan for building a visual office.
3. Start implementing the plan.
4. Ensure the implementation of the 5S system.
5. Standardize visual indicators.
6. Standardize information visualization tools.
7. Standardize visual controls.

All procedures in the office are written down and presented wherever they can be used: how to send a fax, paper copying (passport copy, one-sided copy, two-sided copy). All possible options. Even a person unfamiliar with technology can, following the pictures, achieve the desired result the first time.

Visualization is one way to continuously improve.

Creating a visual office is a significant step towards creating a lean office.

The purpose of lean is to create value for the end consumer. A product or service acquires value only directly at the moment of work, and the absence of a pen on the table does not add it. The essence of the Lean Office is to eliminate waste, because finding office space does not create value.

Information visualization tools can tell a lot about the office itself, working conditions.

The introduction of a visual office system in the local administration can significantly improve and facilitate the work of:

• ensure the implementation and active use of 5S principles;
• increase productivity;
• reduce the number of errors and eliminate those already made;
• reduce stress;
• continuous improvement of all processes in the right direction with the help of visual performance indicators;
• visual display of information speeds up all processes.

When information is visible, people in the office perceive it much more quickly and easily, and find it harder to ignore.

Based on the results of observation in the executive committee (in the municipal service department) of the city of Naberezhnye Chelny, the following problematic issues and possible ways to eliminate them were identified:

1. Lack of a clear systematization of documentation:

• remove duplicate documents in the archive on the upper shelves of the cabinet;
• organize documents according to the degree of urgency (the most urgent is closer);
• folders with documents to sign and highlight in color;
• in accordance with the new arrangement of documents in folders, make their designation and mark with colored tape;
• vacated folders to use for other documents and for the accumulation of current documentation.

2. An important point is to remove the wires from the field of view. This will improve not only the appearance of the office, but, first of all, ensure the safety of the office. With unhidden wires located in a space actively used by employees, it is easy to get confused and get injured:

• to insulate the wires;
• secure the wires to avoid injury.

3. Review the placement of the table and other items around the workplace:

• change the position of the table in order to increase the passage;
• mark the location of objects on the desktop;
• make a mark on the printer to replenish the stock of paper (for example, the yellow line);
• remove excess items to the quarantine zone;
• place for documents accumulating on the edge of the table, trays with signs in the directions (for example, departments, district executive committees, etc.) in order to prevent them from falling and spilling, and to designate them with color;
• allocate space for stationery;
• consider changing the location of the cabinet;
• remove the chair, which reduces the ability to move and increases injuries;
• arrange flowers in such a way that they do not interfere with work and do not pose a threat to the safety of the health of employees;
• circle dangerous places with colored tape markings. These measures are the first steps towards creating a visual office.