It is not uncommon to encounter a situation where a conservative leader, due to his false beliefs, cannot accept new principles of organizing production.
Despite this, the LEAN principles do not lose their objectivity. Established stereotypes of thinking, as well as internal contradictions should not become an obstacle to the implementation of measures to introduce lean production. Below are the main points that prevent the understanding of the usefulness of this approach to organizing production.
The company has been operating for decades and is well supplied with orders, so there is no need for radical changes.
In fact, the market has changed rapidly over the past two decades, so adherence to old production principles will not be able to maintain the organization's activities at the proper level for long, and over time will inevitably lead to lagging behind competitors.
All modern technologies invented abroad will not work in our conditions and with the Russian mentality.
Although the lean manufacturing approach was developed and mastered in Japan, the entire Western business world has picked it up and developed it. This method is in no way connected with anything national, its principles are universal and based on the conservation of resources using modern tools.
It won't take root, they'll try and abandon it.
The application of a continuous improvement system should not be a one-time event, but a permanent one, based on a complete change in the production culture. It is important to start making changes, and after the first significant improvements, no one will want to stop.
"I'm just a cog in the system, what can I do?"
Only those employees who go to work for the sake of appearances can think like that: came, worked, got a salary. But if each employee is involved in the process, starts to act, organizes his workplace correctly and improves routine processes, then the efficiency of the company will increase many times over.
Everything needs to be changed, it is difficult and expensive
Numerous examples of lean manufacturing implementation show that only stereotypes will change. To master LEAN principles, no additional financial costs, personnel changes and reshuffles, or immediate changes in technological processes will be required. First of all, it is necessary to reconsider your mentality, and this is a rather leisurely process.
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Efficiency of lean manufacturing implementation at the enterprise
The work of a company where lean manufacturing methods have been mastered and successfully applied is characterized by the following changes in indicators:
productivity increases by 3-10 times;
downtime is reduced by 5-20 times;
the duration of the production cycle is reduced by 10-100 times;
warehouse stocks are reduced by 2-5 times;
the level of defects decreases by 5-50 times;
the release of new product samples occurs 2-5 times faster.
Examples of optimization after the implementation of lean manufacturing
Below are some of the best examples of the results of using lean manufacturing technology in practice in different industries:
in the electronics industry, the number of production stages was reduced from 31 to 9, the production of a single unit of goods began to take place in 1 day instead of 9, 25% of space was freed up, and savings over 6 months amounted to about 2 million dollars;
the aviation industry has gone from completing one order in 16 weeks to 16 months;
the increase in quality in the automotive industry was 40%;
productivity in non-ferrous metallurgy increased by 35%;
during major repairs of large-tonnage lawyer data package vessels, 25% of production space was freed up, one main operation now required 2 hours instead of 12, and savings over 15 days amounted to 400 thousand dollars;
The assembly of automotive components and units is characterized by the release of 20% of production space and the refusal to build a new building, and the savings in a week amounted to 2.5 million dollars;
in the pharmaceutical industry, waste was reduced from 6% to 1.2%, energy consumption was reduced by 56%, and $200,000 was saved annually;
In the production of consumer goods, productivity has increased by 55%, production cycles have been reduced by 25%, inventory levels have been reduced by 35%, and weekly savings amount to approximately $135,000.
Case: VT-metall