The production units of Russian Steel are moving to a motivation system based on lean indicators. Lean manufacturing and waste. Defects Ftt calculation of the indicator is accepted from the first presentation

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-making production and production of tubular and flat products (except for the roll-formed sections shop and TPZ Sheksna - they will be changed from March), the production of tubular products will start operating under a new incentive system.

This means that the main production streams will be focused primarily on customer needs and order fulfillment, rather than volume.

The section distributors have already worked on the system of lean indicators for a year, showing good results

Customer market

Competition in the steel market is constantly intensifying and is shifting to the area of \u200b\u200bproduct delivery, ”explains Yegor Rybin, senior manager of the Business System Development Center. - A manufacturer that produces high-quality metal and delivers it on time has every chance of winning the fight for a client.

Today, some of Russian Steel's subdivisions are still operating according to a system based on the “push” principles. Each shop has a production plan, and often the customer is unhappy, as the focus is more on volumes than on order fulfillment.

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

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

Several divisions have already completed 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, FTT 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 at any of the links. Only in this case the cost of production at each redistribution will be minimal, which means that the profit from its sale will increase. In this case, the FTT indicator will help to control deviations.

It is important to implement end-to-end flow control so that the links in the chain work as a whole, '' explains Yegor Nikolaevich. - This will meet the requirements of customers.

For example, if a company promises a customer a specific delivery date for products, this will become a competitive advantage in the domestic market. The shortened lead time will make it possible to process additional requests, which means to expand the geography of sales.

Anastasia Chikisheva

In lean manufacturing, there is a term that is called. These are losses.

The founder of lean manufacturing, Taiichi Ohno, once said: “All we do is look at the time period, from the moment the client gave us their order to the point at which we receive money. And we're shortening that time frame by removing non-value-creating waste. ”

In general, we can say that this is the clearest definition of what happens when applying the entire set of methods and technologies of lean manufacturing. The only purpose of their application is to reduce the time period from the receipt of the order to the receipt of money.

In different areas of activity, such a period of time can begin and end at different moments, for example, in contract manufacturing, sometimes the client immediately gives the money and then waits for a long time and unhappily for his order to be ready, and then it is necessary to analyze the "reverse" time period - from receiving money before the transfer of the finished product to the client, in other cases this period includes the replenishment of the reduced warehouse stock, which the client took and immediately paid for, and so on.

But whatever the chain of actions that leads to the client getting what he needs, there is always a loss in it.

The “normal” level of losses for modern production is such that the efficiency of an internal combustion engine looks like an ideal result by comparison.

For traditional industries, the percentage of time that a product is processed is a fraction of a percent of the total lead time. It can be 0.5% or 0.003%. Sometimes, during primary assessments, values \u200b\u200bare obtained in the range of 15-40 %%, but during analysis it almost always turns out that this is another case of self-deception.

What happens the rest of the time?

Taiichi Ohno has compiled a list of 7 types of losses, which will be discussed below. There are other types of losses, but you will definitely not see them the way Ohno described - in the process "from ordering to receiving money."

So what is this loss?

Defects
Stocks
Movement of people
Moving materials
Expectations
Over-processing
Overproduction

Each type of waste is intertwined with the others - inventory often leads to expectations, movement of materials is accompanied by movement of people, and so on. Different industries are characterized by their own "layouts" - which losses are greater and which are less.

The most interesting thing is that some of the losses outside the logic of lean manufacturing are considered “useful”, and even sometimes appear to the consumer as a competitive advantage. Let's try to figure out if this is really so.

Defects

For a long time I have used this definition:

"Production of low-quality products, the presence of defects, incorrect information, alterations of products at the production stage, inspection of defects."

It is important to understand that when it comes to marriage or defects, we are usually talking about two types of defects - correctable and irreparable. The second type of imperfections after discovery leads to the fact that you simply throw away the defective part, component, material or product. You either dispose of or send for recycling of raw materials. The first type of drawbacks leads to the fact that a whole cycle of "revision" is launched - additional work that allows you to eliminate or reduce to drawbacks to an "acceptable minimum".

In terms of reworking defects, there is something in common between "Defects" and "Overhandling", but for now I will omit this topic - the important thing is not what type this or that loss belongs to, but that we can identify it as a loss.

In this sense, there is a large number of actions that are related to defects, but are often not perceived by the participants in the process as losses, i.e. as actions that do not create value.

I'll start with a simple one - processing of low-quality raw materials.

Usually, these processes require either additional efforts from the workers (straighten the bent, sort out the fit, and so on), or additional energy resources (cleaning from impurities, additional refinement to a high-quality state), or reducing the processing speed (reducing the speed of the lathe due to poor quality surfaces of parts).

In production, people may not perceive these actions as losses, because they allow them to "squeeze the maximum" out of the available raw materials, even if they are bad and "worthless." But if you look at the value stream from a point from which you can see not only the production that works with the raw materials that it got, but also the procurement block, then you can see that low-quality raw materials appeared for a reason, but because someone did not did a good job. This could be a purchasing manager who did not find high-quality raw materials, or a manager who made a decision to buy obviously low-quality raw materials, “we will process it anyway,” or a supplier evaluator who did not assess the danger of buying raw materials from an unverified (or poorly verified) supplier.

In general, in any case, a failure occurred in the process, which ultimately led to the processing of low-quality raw materials, which (processing) may at a lower level seem not at all a loss, but very useful work.

The second, more confused from the point of view of the "everyday point of view", the case - quality control.

All quality control efforts are waste.

We are told that the customer does not want to receive defective products, so we must check everything carefully.

Not true. The client doesn't "don't want to receive defective products," he doesn't want us to make it at all.

But the situation is hopeless. If a company, through its processes, is not able to achieve the required quality level for a client, it is forced to establish quality control processes to ensure that the client does not receive products that are not satisfactory for the quality.

"But it would be better if you did everything right the first time and you don't need to check the quality."

The problem is that this point of view "casts a shadow" on all employees involved in quality control - from controllers to the director of quality. All of them, in terms of lean manufacturing, do the work that is useless for the client.

No, don't get me wrong: quality control is an extremely important job for a manufacturing company. But it is also a loss from the client's point of view.

Each controller is important to the manufacturer and useless from the client's point of view.

But the manufacturer, who considers his controllers to be very important participants in the process, often shifts his point of view to the client, and gets used to thinking that the controllers and the client are very necessary.

In this case, an advertisement appears in which a food product is shown and as an "additional feature" they say: "We carry out quality control as many as five times!", As if it were so cool that it should be spoken of as a competitive advantage - they say, no competitor has such a thing!

I think the first competitor who guesses to launch an advertisement like “we don't have a single quality inspector and we will pay a million rubles for any defect you find” will choke on the surge in demand for their products.

There are still many different subtleties in attributing certain processes to defects, but these two - processing of low-quality raw materials and quality control - in my experience, most often incorrectly refer to "actions that create value."

How to measure defects

For the "final scrap", the indicator is known - divide the number of good products by the total number of made products (both good and bad) - and you get an indicator called the proportion of quality products.

If you divide the number of defective products by the total number of made products, you get the "share of rejects".

But if the control system at the enterprise is very "pumped over", and most of the defects can be revised, then the "share of defects" will be negligible even if half of the enterprise is engaged in the processing of defects. Therefore, the “marriage rate” does not always reflect the actual state of affairs with defects.

A more objective indicator is what in the English-language literature is called FTT - first time trough, and in Russian it is a little clumsily called "pass from the first time", or "pass from the first presentation" (which is also not very cool, because it assumes "Presentation" ... To whom? To the inspector of the Quality Control Department, of course!). This indicator is calculated as the ratio of products recognized as high-quality from the first time to the total number of manufactured products. That is, for example, a product that received a correctable defect is considered unsuitable for calculating FTT, although later it may be modified and sent to the client in a suitable form.

What does FTT show? What proportion of products is actually manufactured in accordance with the technology with high quality, without deviations, and, accordingly, to which traditional methods of calculating the cost price can somehow be applied. If the scrap rate is 0.5%, and FTT does not exceed 65%, this means that every third product has been modified in one way or another, i.e. during its production, additional (besides planned) resources were applied - materials, time of a person or equipment, human efforts or additional energy resources. That is, everything is bad. Although in appearance - everything is quite decent, only half a percent of marriage.

The difference between the "share of quality products" and FTT just shows the scale of the "hidden problems", which means that if you are aiming at improving the quality of the process (and its result, as a result), then you need to move from calculating the share of scrap to calculating FTT. It is necessary to identify the causes of corrected deviations and eliminate them. Involvement of additional controllers, of course, will allow keeping the share of defects at a low level, but at the same time the enterprise will still spend a lot of extra resources on reworking products.

Consequence of elimination of defects

Deming was one of the first to discover that high-quality products can cost less than low-quality ones. And the reason for this phenomenon is that the cost of rework and the cost of the control system are included in the price of low-quality products. If you do not make a marriage, you do not need to keep extra inspectors (or any inspectors in general), and you do not need to spend additional resources on reworking defective products. This means that the cost of products that are produced with high quality the first time and without any exceptions will obviously be lower than the cost of products, in the production of which the presence of "internal defects" is allowed.

This is an interesting consequence of the struggle for one hundred percent product quality.

Many people think that it is impossible to achieve one hundred percent quality. It's right. But it is quite possible to achieve a level of quality that will be accepted by the client as good in 100% of cases. Examples of this can be found.

In conclusion

I would like to hear other examples of losses like "defects", which for various reasons are considered "useful", if you have such - leave a comment on the note.

The rest of the types of losses will be devoted to their notes.

Figure: 3. Paretto diagram of the primary returns of the coil.

As a result of joint brainstorming, an Ishikawa diagram was built on the problem “Return of parts for revision after operations“ Finishing ”(Fig. 3), and an analysis of the state of the refinement process, reasons for returns for revision by roughness and control schemes was carried out.

FIFTH CHARNOVSKY READINGS. Collection of works

Figure: 4 Ishikawa diagram on the problem "Return of parts for revision after the operation" Finishing "

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

- the regulation on the remuneration of locksmiths is drawn up in such a way that the performer has no motivation to hand over parts from the first presentation Each employee strives to complete the details "just in time" and, as observations have shown, he is in a hurry and transfers part of the responsibility for the control of details to the staff of the Quality Control Department. As a result of the analysis of the rear documentation, it was recorded that there were 2 returns from the optical fiber winding section due to a mismatch of roughness and 2 research protocols, where a manufacturing defect was recognized as the cause of fiber breakage due to a mismatch of the coil roughness with the requirements of the design documentation. Including because of these circumstances, employees of the Quality Control Department, feeling increased responsibility, when

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exercising control, tried to be reinsured. And with the slightest doubt that the surface roughness did not meet the requirements of design documentation, they returned the coil for revision. Due to the lack of control samples and the inability to measure hard-to-reach surfaces using the profilograph, returns occurred at the level of subjective feelings like “dislike”, and not on the basis of “corresponds to CD - does not correspond to CD,” which generated heated debates between performers and controllers.

4. Planning and implementation

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

1. Minimization of subjective assessment of roughness by QCD employees.

2. Elaboration of alternative technological methods for the formation of the required roughness.

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

All activities were planned and a plan was drawn up

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,

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together with representatives of the customer's shop, designers, technologists and representatives of the quality control department. The result of this event was the act of attestation of the control sample and the adjustment of the design and technological documentation, since the project revealed unnecessary requirements for the roughness of individual coil surfaces in the design documentation.

4.2 The next direction to optimize 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 measures 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 for the next year and study the implementation of this cooperation operation, before purchasing 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 profitable and will allow, when this operation is introduced into the technological process, to reduce the production time of one coil by about 20%.

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

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quality indicators, in our case, with an individual key indicator "acceptance from the first presentation", or "FTT". Motivation of employees on the basis of key indicators, in contrast to the base salary, is focused on achieving long-term and short-term goals of the company, "motivating the employee to perform his job duties". And the salary is a fixed monthly salary. The system of forming the variable part of the monetary

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 implementation of the company's strategic goals. At the same time, KPI indicators in the system of forming 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 complex procedural theory of motivation, "the level of effort is determined by the value of the reward and the degree of confidence that a given level of effort will actually entail a certain level of reward."

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

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

FTT is calculated using the following formula:

The data required to calculate FTT is collected from 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, must provide a quality passport. If an employee of the Quality Control Department found defects, then a corresponding entry is made, and the part is returned, if the part corresponds to the technical documentation, the entry "Delivered from the first presentation" is made. Every month, the site manager collects this data and, based on it, calculates an additional monetary remuneration, which is determined by the following formula:

On the pilot site for the implementation of this initiative, it was decided that this additional bonus will be paid on top of all other parts of the salary, in fact, this was a salary increase, but with a slight limitation - the bonus is not paid if the FTT is less than 70%.

5. Results of implementation

Thus, due to the implemented measures in the mechanical production, it was possible to "expand" a narrow link (control section): the number of parts awaiting inspection decreased by 90%, and there was a further tendency to decrease, the FTT parameter for the coil by

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the locksmith area became equal to 95%. Optimal spending of the fund of working time of the staff of the Quality Control Department 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 make control samples for other parts, where there was a question about the impossibility of using objective control methods to assess the roughness.

Fig. 6 Photo of the working time of an employee of the Quality Department "After"

But the most important thing in this project is that one of the main indicators of Lean Accounting has been tested and introduced into everyday life - "assessing the effectiveness of standardized work", or FTT. The formula for calculating this indicator has been adapted for the features

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

Fig. 7 FTT schedule by months after the introduction of the provision on additional bonuses.

Most companies start implementing lean manufacturing with the organization of pilot lean manufacturing cells. This, according to the American Lean Accounting practitioner B. Bagalli, is the first step towards lean production. This early stage of lean requires, first of all, a number of changes in accounting, control and measurement systems. These include new performance metrics for Lean cells.

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

Literature

1. Elia M. Goldratt, Jeff Cox Purpose. Continuous improvement process. Publisher: "Popuri" 2009 500s.

2. A.I. Klochkov 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(date of treatment 10.30.2015)

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

(date of treatment 10.30.2015)

4. Maskell B., Baggali B. Lean accounting practice: management, financial accounting and reporting system in lean enterprises. / Per. from English. - Moscow: Institute for Comprehensive Strategic Studies, 2013 .-- 384 p.

5. Paretto V., Coursd`EconomiePolitique. Droz, Geneva, 1896

6. FOURTH CHARNOVSKY READINGS. Collection of works. Materials of the IV international scientific conference on the organization of production. Moscow,December 5-6, 2014 - M .: NP "Association of Controllers"; Graduate School of Engineering Business, 2014 .-- 460s

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

K.S. Artemiev

General director

Ltd "Bravo Motors", Astrakhan[email protected]

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

Key words: lean manufacturing, software and hardware 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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Quality Loop 1 Conference "Quality and Technical Regulation" Quality Loops Self-control of the worker in the positions before the Quality Gates Scope of control: 100% -Produce a high-quality truck (build quality) -Produce a car with high quality the first time Marriage \u003d DO NOT accept DO NOT send Volume control: 100% Quality Loop2 Control in the Quality Gate area Audit The scope of control depends on the dynamics of the product quality. Quality Loop3 Quality Loop4 Purpose: 0 defects found after Loop 1 Audit with tz. consumer - APA Product quality inspection (APA) - Check the quality of the unit / unit before sending to the next. position - Regularly check problems / defects on the Problem Tracking Board (for foremen, foremen) -Perform work in accordance with the ROC - Track all problems - Interact with production when a problem / defect is detected - Follow the "Procedure for interaction between the controller and production personnel (help chain) »Scope of control every shift 1 car October / 2011

Conference "Quality and technical regulation" Quality loop 1 SELF-CONTROL Quality loop 2 QUALITY GATES Operator Qualitative performance of the assembly operation Quality confirmation: stamp in the KKS about the operation performed Reliability of the declared quality. DO NOT transmit transmit! 1.Checking the quality of the performed operation 2.Fixing defects on the quality board Defector Eliminating the defect on the VK Master Comments on the causes of defects and measures to solve them Controller 1.Revealing defects 2. Turn on the signal beacon, inform the defectant 3.Write the defect on the quality board 4. Stop the conveyor (if necessary) 5. Start the conveyor after eliminating the defect or after making a decision Eliminate the defect: -On the QUALITY GATE -On the conveyor -At the next positions ANALYSIS OF THE CAUSES OF DEFECT OCTOBER / 2011

Every shift quality control of cars on behalf of the “Consumer” - APA indicator. Quality indicator APA (audit post assemly) is an indicator that assesses the ratio of the number of detected nonconformities (defects) of products during inspection, taking into account their criticality to the quantity of tested products. The source of information on the ARA indicator is the results of daily inspections of the DC. Independent inspection control of the quality of finished products 1 time per WEEK MON. Mon. VT. Wed THU. Fri. Independent inspection control of the quality of finished products 1 time per SHIFT No identification of some defects Repeatability of problems A large number of defects Defective cars go to the consumer Stable and stable quality control processes Reducing the number of rework Localization of problems within the plant Reducing the number of complaints and related costs Conference “Quality and technical regulation »October / 2011

Layout of the ARA post Venue of the meeting Car inspection area Auditor's workplace October / 2011 Conference "Quality and technical regulation"

Conducting an audit of finished products (ARA) Conducting quality control of assembly and equipment of the selected vehicle Selection and transfer of a vehicle to the ARA site for inspection control Placing a list of identified problems (defects) with photographs on the FTР - server of AVZ ftp: // / Departments / Quality Control Department ASP / CAR AUDIT October / 2011 Conference "Quality and technical regulation"

Audit of finished products (ARA) CAR AUDIT Date Date of departure from GSK Defects detected ARA current ARA Distribution by divisions Number of defects / ARA AVZPRZKD Defects detected ARA current ARAARA Defects of ARA current ARAARA CURRENT DEFECTS OF ARAARA CURRENT ARAARAApr 31 Mar, 3 15.3 116, 3 73, 4 1.35.3 8, 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 Graphic representation of the ARA indicator at the finished product stand "ARA" Moving the car to the reservation site (for review, analysis of defects ARA - AVZ ARA - PRZ ARA - NTC Filling in and mailing a "problem tracking sheet" (defect) for a detailed description of the defect Conference "Quality and technical regulation" October / 2011

Conducting an audit of finished products (ARA) Filling in and mailing a "problem tracking sheet" (defect) for a detailed description of the defect CAR AUDIT Actions Detailed description of the problem (defect) Place of inspection Description of the problem Sketch / photo 1. AVZ Oil leakage from the bolts of the oil sump Inspection date DK Ivanov Inspection time Conference "Quality and technical regulation" October / 2011

Conducting an audit of finished products (ARA) Development and adoption of operational measures to localize and contain the problem (defect) CAR AUDIT Actions Prompt measures to localize and contain Measures to eliminate the causes of the problem (defect) Measures Term Measures Term Fill in! Time Responsible Responsible Sidorov CRITICAL, DEVIATIONS from TU - within 3 hours SIGNIFICANT, INSIGNIFICANT - within 24 hours Rechecking cars, (components) located in GSK1 / 2, for the presence of this defect Identifying causes, developing corrective actions and filling Issue Tracking Sheet October / 2011 Quality and Technical Regulation Conference

Carrying out an audit of finished products (ARA) CAR AUDIT Tracking the effectiveness of the developed operational and corrective measures Consideration of the operational and corrective measures taken for identified problems (defects) Tracking the effectiveness of operational measures for identified problems (defects) Tracking the effectiveness of corrective measures for 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) CAR AUDIT Allocation of responsibility based on the results of work with problems (defects) identified during the ARA inspection control Review of the effectiveness of operational and corrective measures for identified problems (defects) Daily monitoring of quality indicators is carried out Based on data on According to the results of inspection control, TOP5 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 assesses the level of production of products from the first try (ie products that did not require additional revision outside the technological process). The source of information for this indicator is SAP AvZ. The indicator is calculated on a daily basis according to data per day and from the beginning of the year: Conference "Quality and Technical Regulation" October / 2011

September / 2011 The quality indicator DPV (defects per vehicle) is an indicator that assesses the ratio of the number of inconsistencies (defects) of cars detected during production to the number of cars assembled during the reporting period. Conference "Quality and Technical Regulation"

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

Sites for the Inspection control of carcases and frames (RZ) Conference "Quality and technical regulation" Inspection area of \u200b\u200bthe car frame Auditor's workplace Frame inspection area October / 2011

Site for the Inspection of the engine, gearbox Engine inspection area Gearbox inspection area Auditors' workplace Conference "Quality and technical regulation" October / 2011

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

2.8. How do you evaluate how frugal you are?

Diomidov Ilya Georgievich, head of Quality Systems Department, RusPromAvto LLC

The post-war devastation in Japan posed the task of restoring social, political and economic life to the leaders of enterprises. A similar task is now facing the heads of Russian enterprises. Russia is increasingly lagging behind the rest of the world in terms of production efficiency and labor productivity, lagging behind in the ability to manage costs and quality. Russian industrial goods and Russian machine-building enterprises are becoming less and less competitive in the foreign and domestic markets every year. It is possible to search (and find) the reasons for this in the influence of unfavorable external conditions and factors on domestic business, for example:

peculiarities of national character;
low purchasing power of the population;
unfavorable situation in the world market;
etc.

The influence of such factors is significant, but most companies and their leaders are unable to change these conditions and influence these factors - just as we are unable to influence the weather and global climate change.

Let's try to look “inside” the business and try to find ways to increase its competitiveness based on global experience. The traditional approach is based on the belief that competitiveness costs a lot of money. Usually, business leaders believe that in order to improve quality and increase production efficiency, it is necessary, first of all, to spend a lot of money on the purchase of the latest equipment, technologies and computer systems, and all these expenses, one way or another, will lead to an increase in the cost of production. But today's customer wants better quality at a lower price. More than 30 years ago, Japanese managers discovered that better quality and lower cost were compatible. If we improve quality of work At every stage of the product life cycle, from product concept development, through design, pre-production, production, sales, marketing and after-sales service, the cost can be significantly reduced while improving quality. Improving productivity means better use of resources and achieving better efficiency.

The Lean Manufacturing philosophy can provide invaluable assistance to the head of the enterprise on the way to improve production efficiency. Lean Manufacturing is a manufacturing philosophy that shortens the time between a customer placing an order and shipping the finished product and eliminates waste in the value chain. The philosophy and principles of Lean production in the Russian-language literature are most fully described in the works of and. A. Baranov in the article gives the most typical results of applying the principles of Lean production in practice:

Increase productivity by 35%
Increase in equipment efficiency by 25%
Releasing production area by 35%
Releasing manual labor by 25%
Reduction of work in progress by 50%
Reduce waste by 45%
Reducing the production cycle by 50%
Reduced transportation costs by 45%
Reduced changeover time by 70%
Reduced non-production costs by 35%

The basic principles of Lean manufacturing that form the business development strategy are:

Elimination of Waste
Continuous Improvement (Kaizen)
Customer orientation (Customerfocus)

Losses (Waste, Muda) in Lean manufacturing are usually understood as:

Overproduction of products,
Inventories (stocks of raw materials, stocks of finished goods, work in progress),
Defective production, defect elimination and error correction costs,
Excess (unnecessary) work (work that does not add value to the product),
Unnecessary movement of materials, personnel and vehicles,
Inefficiency of production operations (for example, unnecessary movement of workers during operations)
Downtime and waiting, delivery delays, or premature deliveries.

Losses are a consequence of a certain organization of work at the enterprise and the "tuning" of the processes implemented at the enterprise. Whatever reasons are caused by losses (irregularity of supplies, change of product type, equipment failure, etc.), they are always the result of imperfection and instability (variability) of processes. Significant process variability increases the likelihood of defective products being produced. To eliminate (or reduce, if it is impossible to eliminate) wastage, it is necessary to improve processes. Thus, when mastering the methods of lean production, the entire toolkit of modern quality management methods is in demand, based, as is well known, on the process approach (TQM ideology, ISO 9000: 2000) and the desire to reduce the variability of processes (6 Sigma concept).

If the management of the enterprise has decided to follow the path of transformation of the enterprise based on the principles of Lean production, then it is interested in ensuring the effectiveness of the transformation process at its enterprise. The indicators used by management at all stages of the transformation to assess the current state of the enterprise, when setting goals and making management decisions, can help in solving this problem. Indicators for assessing the impact of change must be developed and implemented in practice before the start of full-scale work to transform the organization. These metrics will help ensure the attention and visible support for change and transformation from the top management of the enterprise, which is necessary to consolidate success in managing the transformation process of the entire business organization, through key indicators and policies. Anand Sharma (Anand Sharma)the book recommends developing seven to ten easy-to-understand performance indicators of an enterprise's operational activities and implementing them systematically, starting with the areas (departments) that are pioneers in the transformation of the organization. The new metrics complement and replace the old metrics that were used before the start of the transformation process to measure the performance of departments and individual leaders. New indicators used as criteria for assessing performance should be simple and understandable for both lower and middle managers and financial managers of the enterprise.

The indicators used by Western enterprises can be roughly divided into 2 large groups:

Integral (complex indicators), which allow assessing the general state of the production system of the enterprise and the impact of the ongoing transformations on the operation of the enterprise or the company "as a whole";
Specialized indicators to assess the impact of specific improvement actions on specific production processes.

Integral (complex) indicators:

The integral indicators for assessing the effectiveness of transformations include such generally accepted indicators of production efficiency as inventory turnover, volume of work in progress in monetary terms, output per employee or labor productivity. Since these indicators are well known, let us dwell in more detail on less known indicators:

The ability to produce products correctly the first time (FTTFirst-Time-ThroughCapability).

Shows what proportion of all manufactured products was produced immediately in accordance with the requirements of the consumer. A consumer can be considered both an external consumer (customer, buyer) and an internal consumer (the next production site, warehouse).

N in. \u003d the number of items entered for processing on the production line (put into production at the production site).

N br. \u003d number of finally rejected items

Rep. \u003d number of products re-processed

Rerun \u003d number of products retested (additional) tests

Nrem \u003d number of repaired products (from the number of those put into production)

Usually, a work shift or work day is chosen as the observation period.

Target FTT \u003d 100%

Full efficiency of production equipment (OEE -OverallEquipmentEffectiveness)

Shows how effectively a certain equipment (or a group of equipment, for example, a production line) is used in the production of a certain type of product, or a group of products.

Tpol \u003d total equipment operating time (total equipment operating time per shift)

Tcm \u003d total working time (shift duration)

Shopping mall \u003d estimated cycle time for processing (manufacturing) one product.

Nsp \u003d number of manufactured products

Ndef \u003d number of identified defective products

Usually, a work shift is chosen as the observation period.

Target value of the indicator OEE \u003d 100%

Total lead time (DTD -Dock-to-DockTime).

Full time between unloading materials and components to the warehouse and shipment of finished products to the consumer. The indicator can be applied both to assess the enterprise as a whole, and for individual production lines or for individual product groups. Used to assess the efficiency and flexibility of a production system.

T zap.mts - the volume of stocks of raw materials and materials and components in the warehouses of material and technical supply in days, which can be calculated as:

Using natural or monetary indicators to determine the stock in the warehouse and the average daily requirement of a production line or enterprise.

T pr.ts \u003d the total time of the production cycle, that is, the time between the beginning of the first and the end of the last operation of the production process on the product, taking into account the time of equipment changeover and the time of interoperational movement (storage) of the product. In the English-language literature, the abbreviation MCT (ManufacturingCycleTime) is used to denote the total production cycle time.

T zap.prod - Stock of finished goods in the warehouse in days. It can be defined as:

Using natural or monetary indicators to determine stocks of finished goods and average daily productivity of a production line or enterprise.

Specific DTD values \u200b\u200bdepend on the type of product and the manufacturing processes used.

Lean transformation aims to drastically reduce the DTD

Plan execution ratio (BtsBuild-to-Schedule)

Shows the ability of the enterprise (production process) to meet the requirements of consumers in terms of volume, nomenclature and sequence of production.

BTS \u003d Ksht x Xort x K last x 100

К last \u003d

The observation period depends on the length of the production cycle, but usually it is a shift, work day or week.

BTS target value \u003d 100%

Specialized indicators.

Obviously, many widely used and well-known indicators can be used to assess the effectiveness of transformation processes, for example: total downtime, labor productivity on the site, losses from scrap, percentage of product returns from consumers, etc. Nevertheless, the following indicators seem to merit attention:

Area occupied by a production site or production line(area of \u200b\u200bthe production cell).

It is calculated as the sum of the areas occupied by production equipment, storage areas, areas used for equipment maintenance.

The goal is to reduce the area occupied by the production site while increasing (or maintaining) the level of productivity. Reducing the area occupied by the production site leads to a decrease in losses associated with unnecessary movements of workers, semi-finished products and products.

Product transportation route - The total path (in meters or kilometers) that the product travels from the beginning to the end of the production process

Monitoring is done before and after implementation of improvement actions.

The goal is to shorten the transportation path of the product

Equipment downtime due to changeovers - time from the moment of stopping the equipment for changeover (leaving the last good product before the start of changeover) to the release of the first good (serial) product after changeover (in minutes or hours)

monitoring - every changeover.

The goal is to reduce downtime by reducing changeover wait times, reducing actual changeover times, and reducing the waste of materials used during changeovers.

Work in progress turnover (in days) - the amount of materials, raw materials and components constantly in the production process, referred to the average daily requirement of the production process in materials and components.

The advantage of such an indicator for determining the turnover of stocks is regardless of changes in prices for products and materials used in their production.

Monitoring is done before and after implementation of improvement actions.

The goal is to reduce the turnover period of work in progress.

Full production cycle time (MST - ManufacturingCycleTime) - The total time from the start of the first operation to the end of the last operation of the manufacturing process to create a product. Includes time for processing, moving, equipment changeover, etc.

Monitoring is done before and after implementation of improvement actions.

The goal is to reduce the total production cycle time (and, as a consequence, to reduce the value of the DTD indicator).

I hope that this material will help the leaders of Russian enterprises choose a tool for the practical use of Lean manufacturing principles in practice, because the modern conditions for the existence of business in Russia are not worse than those in post-war Japan. It took more than 30 years for Toyota to switch to the lean manufacturing system, modern researchers argue that the transformation of the organization and the transition to lean manufacturing principles can now be completed faster - in 4 ... 6 years. We can use the experience accumulated over the past decades by the world's best companies in the field of mastering the principles of Lean manufacturing. Japanese companies have paved the way for the future, you just need to be able to walk along it. Lean ideas and methods can and should play a decisive role in enhancing the competitiveness of Russian industry. The transition to lean manufacturing principles often does not require serious investments. Often, you can do without the purchase of new expensive equipment, new expensive materials and technologies - there is no need to rapidly automate production and introduce expensive computer systems, but it is necessary to change the culture of production, change the system of relationships between different levels and departments of the enterprise, change the system of value orientation of managers and ordinary employees of the enterprise, sometimes it is more difficult than buying, assembling and launching new expensive equipment ...

Literature:

Monden Y., Shibikawa R., Takayanagi S. Nagao T., How Japanese enterprises work. - Abbr. per. from English. - Ed. D.N. Bobrysheva - M.: Economics - 1989.
Wumek James P., Jones Daniel T., Lean Manufacturing: How to Get Rid of Waste and Make Your Company Prosper. from English. - M .: Alpina Business Books - 2004.
A. V. Baranov, Principles and Practice of Lean. A system of simple solutions to improve the competitiveness and profitability of the enterprise. - www.acfor.ru/oper27.php
Anand Sharma, Patricia E. Moody., The perfect engine. How to Win in the New Demand Economy by Building to Order with Fewer Resources - Ney York, The Free Press - 2001.
Michael H. McGivern and Alex Stiber, Lean Manufacturing Techniques -

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