Grigory Panov Graduated from the Moscow Institute of Radio Engineering, Electronics and Automation. In 1995 he founded the company GrandGift. He took eight different courses on lean manufacturing, which he began implementing in his company in 2006.

Lean rules that increase speed

I will list a few lean rules that we follow in the company. All of them have been proposed as a response to problems that have arisen in the past. Thanks to the introduction of fresh ideas, we were able to reduce the time for processing orders, searching for information, and reducing the amount of inventory.

1. Room plan. On the wall next to the door to each office there is a plan of the desk: the location of the desks, indicating their numbers, as well as the names, positions and photos of the employees who sit at them. Anyone who comes to the department can easily find the right colleague.

2. Internal mail. All offices have special racks with pockets for papers. Each of them is signed, some have photographs of the employees to whom the papers are addressed. This helps speed up internal document flow. Let's say an employee needs to endorse my papers, but I'm busy. Then he leaves the documents on a stand in his office. I walk around the office many times a day and, if I see papers addressed to me, I immediately sign them and leave them on the same stand, but upside down (a signal that the document has been signed).

3. Class loading schedule. We have an office where gift wrapping courses are held - we teach this skill to all staff, including cleaners and drivers, as well as clients. In our free time we use the classroom as a meeting room. Previously, employees had to check with the training department when a room was available. Now we have hung a sheet in the hallway with a schedule of classes for two to three months in advance. Now anyone can book a time by simply entering their last name in the empty space. Of course, it would be possible to maintain a schedule on the corporate portal, but this is more complicated: you need to go to the website, etc. We all walk along the corridor several times a day.

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

5. Visual navigation on shelves. The folders on the shelves only stand vertically - so they are easy to get out. To ensure that the folders are always put in their place, we have made markings: an oblique line of a certain color runs diagonally along the spines of the folders. If the folder is out of place, it will immediately catch your eye.

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

7. Signal cards for consumables. We make alarm cards for all office materials (printer paper, cartridges, toilet paper, cardboard, cleaning products, etc.) so that you can notice when they are running low. At the bottom of the material container we place a bright card with the name of the consumable. When a person takes the last cartridge or the last pack of printer paper, this card is opened. Supply department employees walk around the office every day and, if they see a signal card, order materials. The idea of ​​signal cards was first used in the corporate first aid kit to help refill medications on time, and then we began to use it for consumables in the office and warehouse.

8. A place for each item. One way is to mark the outline of an object, for example, in desktop drawers: when a tool is not in place, it is immediately visible. In addition, we implemented the following ideas:

• Homemade table trays. Instead of standard plastic dividers, the tables have homemade cardboard trays with the required number and size of cells (each compartment is labeled).
• Thematic toolkits. For example, we have a presentation case in which additional items are stored along with the projector: a mouse, speakers, extension cord, remote control, etc. Each item has its own place, marked with an outline and a signature. The suitcase contains detailed instructions on how to operate the projector. Now there are no more problems: nothing is lost, any employee can independently connect the projector.

9. “Ears” with telephone numbers for monitors. About once a month, our list of internal telephone numbers is updated - someone joins the company, someone quits, or moves to another office. Employees came up with the idea of ​​attaching transparent pockets to the monitor, into which lists with phone numbers are inserted . All departments are responsible for updating in turn (the specific performer is determined by the boss). The duty officer collects information about updates, corrects the list and sends it to everyone in a ready-made format - all you have to do is print it out, cut it out and put it in your pocket. The last line on the list is the person on duty next month.

More on the topic

• Article “How to increase labor productivity by a third when there is no money for it.” In crisis conditions, when there is no money and time for complete technical re-equipment, inexpensive (or better yet free) ways to improve the situation are needed. The most effective method is lean manufacturing.
• Article "Lean manufacturing, or How to reduce losses". The goal of lean manufacturing is to identify, analyze and eliminate all waste in the production process.

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Lean Office Japanese pedantry in the context of the Russian “creative” mentality Lee KoN M trainings and consulting tel: (4872)

Business ultimately comes down to three concepts: people, product, profit. People come first. If you don't have a strong team, the rest of the factors won't do much. “Business ultimately comes down to three things: people, product, profit. People come first. If you don't have a reliable team, then little can be done from the other factors." (Lee Iacocca) This is a system for organizing and maintaining an effective, comfortable and productive work environment. It is the basis for increasing manageability, optimizing and improving business processes, which leads to increased productivity. Lean Office

Streamlined workflow is the first step towards increased productivity, quality and necessary business process improvements (kaizen). Only in a clean and orderly environment can products and services be produced on time, without defects and meeting customer requirements. “The Tao must be practiced day after day persistently and consistently, without rushing or rushing” The Tao of Toyota, page 21

Lean Office involves all company employees in the process. The first and probably the most important step in implementing a lean office is to involve all company employees in the process. If the goals of employees and management differ, any, even the best, transformations are doomed to failure. lean tools The second step is to directly apply lean tools. a process of continuous improvement (kaizen). The final stage of implementing a lean office is a process of continuous improvement (kaizen).

Social structure Coercive bureaucracy Rewarding bureaucracy Imposition of rigid rules Numerous rules and procedures, documented Hierarchical control Authority is delegated to employees Rules and procedures are a tool for empowerment Hierarchy promotes organizational learning Autocratic Organic Employees are trusted Minimal rules and procedures Undeveloped hierarchy Top-down control Minimal documented rules and procedures Hierarchical method of management

5S5S5S5S Sort Keep Clean Create Order Standardize Improve Five terms that start with “S”, words that represent the five steps to creating a lean workplace that follows the principles of Lean Manufacturing and Visual Management

Lean Office Standardization of the workplace Standardization of the workplace An important condition for the free flow of flow within the organization is the maximum comfort of each employee. Similar to production, a lean office offers a number of simple rules for the placement of workstations, items on the table, and filing cabinets.

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

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

Lean Office Kanban A system for informing organizational units about resource needs. The system consists of cards that indicate the need for resources and an organized system for the circulation of such cards in the organization. The use of such cards allows you to simplify communication, lack of resources and excess inventory in the organization.

As a result of using lean in the office, the costs of paper processes are reduced, the amount of work is reduced, the number of errors is reduced and the amount of work space is reduced. Which steadily leads to increased productivity and reduced costs. Lean office

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

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

The Lean Vector team in its work is constantly in dialogue with managers, specialists and workers of enterprises. We want to pay attention to how the implementation of Lean Manufacturing is perceived by workers.

We present in this article a verbatim interview with an employee of one of the industrial enterprises:

“I learned about “Lean Manufacturing” when I got a job at one of the largest enterprises in our city. I worked on the main assembly line. When I got a job, we were given lectures about “Lean Manufacturing” and were shown examples of how it was and how it has become. They told us about the implemented “5S System” " and "Kaizen proposals". I found it all very interesting.

When I started working, Lean Manufacturing was already being implemented in full swing, everyone is talking about it, information stands have been placed, the workplaces are clean, there are no parts piled up. In one word - “Order”. I liked that senior managers hold their meetings and planning meetings right on the shop floor, in production. A special place has been equipped for these purposes.

Kaizen proposals, as I understand it, were introduced to collect information from workers to improve the production process. From the very beginning of the implementation of the Enterprise Production System, Kaizen proposals were financially motivated. They demanded Kaizen proposals from the managers, and they demanded from the workers, there was even a certain “plan”. We, the workers, wrote Kaizen proposals and received even a small increase in our salary. The result of these proposals was visible, but over time the funding decreased and the workers simply stopped “bothering.”

The attitude of workers towards this whole innovation (the introduction of the Production System) is twofold. Some say that it has become much better, cleaner, brighter, the clutter of parts has been removed, and labor costs have decreased. Others have a negative attitude - they think that this is just another money laundering. Still others don't care at all. Unfortunately, there are fewer “supporters of change”. In general, there are problems, but I would say that they arise rather from work discipline and responsibility, both of managers and workers.

There was often an opinion that this was being done “for show.” For example, they came to do timekeeping. Well, some people came and didn’t even introduce themselves who they were. They didn't ask us about the problems. We were not in all positions. Why did you come? Nothing changed after them.

Another example is that they introduced a procedure that provides for stopping the conveyor when problems arise. We were given instructions by a master on this system. But in fact, the procedure was not followed - I could not stop the conveyor, there was an “unspoken ban” despite the presence of stop buttons...

There is constant downtime for the supply of components. It seems like I warn you in advance to get a ride in advance. But the response was often untimely.

There was indifference on the part of some masters. The master often had “no time for improvement.”

Here the reader may think that “everything was bad.” But in fact it was better than “before”. For example, when I visited neighboring sites where lean manufacturing had not yet been implemented, the difference was clearly noticeable. You immediately realize how much cleaner and more convenient your place is.

After working for a year at one company, I changed my place of work. I want to say that the difference between enterprises where Lean Manufacturing has been implemented and where it is not is very significant.

One immediately notices the weak production culture, production clutter everywhere, and disorganization. As a worker, I didn’t understand why line managers were needed there? They work very poorly with subordinates, there is no relationship. During work, you have to do a lot of unnecessary actions due to disorganization. There is an eternal problem with cleaning supplies in the workplace, with a shortage of one thing or another.

There is no careful attitude towards equipment. For example, if a worker sees that one of the elements will soon break, then he still works until a breakdown occurs, and this is the equipment on which he earns money.

When I arrived, young, energetic, with little experience in Lean Manufacturing, I simply put things in order and maintained order in the workplace out of habit. To which people who have been working for a long time told me: “Why are you doing this? They don’t pay for this, and in general, because of you, we will all be forced to do this.” While offering management some solutions to optimize the work process and ease of use, managers simply let it all fall on deaf ears. Cleanliness and order are established only before the inspection, and are not maintained constantly. As soon as people have free time, they do anything but production matters. As a rule, they take their phones and surf the Internet, completely disconnecting from reality. I would generally prohibit Internet access for employees in the workplace if their activities are not related to it.

After all, the employee, having completed his main operation, immediately switches to the phone, but he can at least clean up. I often encountered sabotage from workers, i.e. intentional damage to equipment, inventory and manufactured products. This was due to the fact that the workers were dissatisfied with working conditions and management’s attitude towards them (“don’t care”). This is very evident when a worker quits and is given two weeks of work. This is where he really starts to mess up! There was a feeling that senior managers did not know or understand at all what was happening in their production. In general, a feeling of complete “chaos”!

From my own experience, I will say that “Lean Manufacturing” brings very great benefits to an enterprise. I consider it IMPORTANT to convey to all employees the whole essence of “Lean Manufacturing”! It is IMPORTANT that all employees understand why this is being done and why it is needed! Regardless of whether it is a manager or a simple worker."

We pay attention to how the implementation of Lean Manufacturing is perceived by workers. Very often you hear from managers at various levels that “the workers don’t need anything” and they are “only interested in their salaries.” In our experience, this is far from the case. The basis of any person’s motivation is the desire for comfort, socialization, recognition (Maslow’s Pyramid, 2,3,4 steps). Accordingly, working conditions and communications in the company are important for everyone.

The basis of Lean (Lean Manufacturing) is a system of continuous improvements (Kaizen), which allows you to involve all personnel in improvement processes. From this position, the degree of involvement of workers in the process of identifying problems, in the process of developing and submitting proposals for improvements, will be an indicator of the development of the Production System.

METHODOLOGY 5 METHODOLOGY
5S
27.12.2017
3

How to improve your workplace

Possible causes of losses

GARBAGE AND DIRT

MESS

FOREIGN OBJECTS

NO RULES

5S is a system for rational organization of the work environment

 5S activities

In production areas where it is clean and tidy:

Objections to the implementation of the 5S system

Benefits for you personally of implementing the 5S system

The first stage is sorting

The second stage - rational arrangement

The third stage - cleaning

The fourth stage - standardization

Fifth stage - improvement

ENGAGEMENT

Think about the questions and write down your answers.

Think about the questions and write down your answers.

PRODUCTION LOSSES

It is very easy for any company to see how the material flow is organized: production or trade. The flow of information and documents in the office is much less obvious. But paying attention to it, finding and eliminating losses is just as important as eliminating losses in production. Why – says lean manufacturing consultant Sergei Gusakovsky.

Today, as a rule, office work causes an ambiguous attitude among most employees. This is understandable: requests come from clients at very different times, work planning requires coordination between departments, sales plans on which supply work is based are not fulfilled, entries in the CRM database are entered late, invoices are sent to the accounting department before preparing the monthly report and etc. You look at all these problems and, at first glance, who is to blame is not clear, how to solve it is not clear.

But, obviously, the speed of business development directly depends on the speed of decision-making, the amount of time for drawing up documents and signing (waiting).

When creating value maps in many enterprises, it turns out that the time required to produce (create) a product is often less than 1/3 of the total order fulfillment cycle for a customer. The remaining time is spent waiting for information to pass through the enterprise.

Here is a simple example that shows how important it is to organize work with information well.

If we imagine that an employee spends 10 minutes a day searching for information, then based on 8 working hours (480 minutes minus lunches of 60 minutes and breaks of 20 minutes, 400 minutes remain), the losses amount to 2.5% of working time.

Now let's calculate how much this is worth in money to the company. To do this, we multiply the number of office employees by the number of working days and by the average salary (we take 300,000 rubles as the average salary per day). As a result, we will know how much it costs us to search for information each year.

Cost of information search per employee per day:

300,000 x 2.5% = 7,500 rub.

The cost of searching for information throughout the office. Let's say an office of 50 people:

7,500 x 50 = 375,000 rub.

And per year? Let's assume there are 240 working days in a year:

375,000 x 240 = 90,000,000 rub.

It turns out that with 50 office workers, the company spends 90 million rubles a year on searching for the necessary information! And this is only one type of loss, and there are many more.

Losses in document flow need to be managed, reduced, and not referred to as system limitations.

Many companies create ISO quality standards and calm down on this: if there is a standard, then there are no problems. But that's not true.

Let's imagine a situation in which people come to work for a company where there is a system of standardized business processes, and even certification has been carried out according to ISO quality standards. There is a standard - the director’s soul is calm! However, everything is not so wonderful - you can’t stop. ISO 9004 talks about the need for change and improvement, but today this often does not happen in enterprises.

The process must be optimized - losses must be eliminated. Thus, a vital activity system is created: the blood (documents) in the office are constantly moving, and do not stand still or move jerkily.

Will the body be healthy if the blood moves in jerks?

Here typical bottlenecks, which can be identified in offices using lean manufacturing technology.

• High workload
• Approval period
• Document preparation period
• Deadline for signing the document
• Document deadline
• Deadline for delivery to the performer
• The need to supplement and finalize the document
• Loss of relevance of the solution
• Little interaction between departments
• Extra reporting
• Extra requests
• Poor office computerization
• Limitations in the availability of office equipment
• Lack of feedback
• Duplication of information (low responsibility)
• Complexly organized archives (order of information storage)
• Document signing system
• Lack of delegation system

The list of bottlenecks can be supplemented, but the most important thing is to begin work on clearing them out - i.e. to reduce the time required in the company’s office to process each document from the moment it arises to execution.

The first step will be to collect statistics and analyze how much time each bottleneck “eats.”

As an example, I will give data on the analysis of losses by employees of a large manufacturing enterprise (2,500 employees), who analyzed the work in their department and in the plant management as a whole.

Losses that exist and affect office processes were ranked according to a 10-point system:

The department in which the respondent works (the most significant values ​​are highlighted in color):

In general for the plant:

From the data obtained as a result of the analysis, we see that both in the work of the department and in the enterprise as a whole, the greatest losses are identified in “waiting”.

It is necessary to change the process of movement of documents, define strict deadlines for the presence of documents in each department. One solution is document automation, but this approach can sometimes teach you to hide losses.

Often automation does not improve efficiency, but only automates the “mess” that exists in the company. Therefore, the first step is to optimize the flow of information and only then automate it.

It is also clear from the analysis that the company has a large gap in the value of losses in transportation - this means that there are no rules for the movement of documents within the enterprise. Reducing the options for document movement will help solve the biggest problem - waiting.

How to optimize office process?

Employees must decide for themselves which method or tool to use. Here are some tools:

1. Elimination of unnecessary links

2. Converting document approval from a sequential to a parallel process

3. Creation of information maps of information flow

4. Creation of a mechanism (tools) for determining the location of a document

5. Creation of a “fish of documents” database - templates

6. Creation and launch of an electronic document management database

7. Constantly reducing the “stocks” of documents on desktops

8. Minimize documentation

9. Changing the organizational structure into a flat structure with delegation of authority

10. Introduction of a culture of office work as a performance discipline

11. Introduction of innovations.

The list of tools can be expanded. But I’ll emphasize the main thing - efficient office work is something that needs to be taken seriously.

If you do not take active steps, then existing office processes, personnel management, and document flow can slow down and stop the company's development even more than market restrictions or competitors.

Finally, there is a lean manufacturing diagram, which is also relevant for building a lean office.

Sergey Gusakovsky

Consulting partner of the company "Key Solutions", consultant on lean manufacturing and financial management.

Interim manager for company management.

Management and organizational development consultant.

Project manager for implementing the Lean approach (lean manufacturing) in business.