REGULAR VERIFICATION OF THE DEGREE OF IMPLEMENTATION OF THE PRODUCTION SYSTEM

We regularly check the achievement of the set goals for the implementation of the Production System.

Practically, this happens as follows:

1. An optimal Production System Is Being Developed;
2. A "Roadmap" of the stages of implementation of the Production System is being drawn up (according to the company's priorities), responsible persons, dates;
3. The "Pilot zone" is selected;
4. The improvement coordinator responsible for the implementation of the Production System/its elements is determined;
5. According to the planned dates, OPTIMUM experts conduct theoretical and practical training in the "Pilot Zone";
6. The trained coordinator implements the learned methodology (applies the tool) in the remaining zones according to the planned dates;
7. After a jointly defined period (2-3 months), the OPTIMUM expert checks the distribution status of the element in the enterprise;
8. Further, paragraphs 5, 6, 7 are repeated for the next elements of the Production System to be studied, according to the terms of the Roadmap;
9. + EVERY YEAR, a total verification of compliance with the Production System is carried out, within the framework that the company has chosen for itself. After verification, a quantified status is assigned.
10. Next, adjustments are made to the implementation plan to eliminate the detected inconsistencies.

EXPERIENCE

OPTIMUM's experts have extensive experience in the practical implementation of Production Systems / elements of Lean Manufacturing in such areas as:

• Implementation of corporate Production Systems at the new plant of the company with "0";
• Implementation of changes/improvements to an established Production System;
• Organization and leadership of multifunctional Working Groups aimed at reducing losses / introducing elements of Lean Production;
• Improving the corporate Production System / working out / presentation / defending the need for implementation / implementation;
• Development of an Optimal Production System based on world best practices (Toyota Production System, Lean Manufacturing, etc.);
• Development of documentation that simplifies processes: organization, collection of statistics for problem analysis, visualization, etc.;
• Successful application of Lean Manufacturing tools and techniques; Development of training materials;
• 5S: An Increase in the % of the implementation of the Workplace Organization System. Real experience of increasing from 35% to 98% in a specific production;
• Standardization of processes: development of standard technological maps / visualization / simplification of training / reduction of defects / increase in productivity;
• Kaizen: implementation of a continuous improvement System / involvement of staff in generating ideas aimed at improvement / more than 700 submitted proposals/year (more than 40% self-implementation) à exchange of best practices;
• TRM: Reduction of downtime due to equipment breakdowns by increasing the % implementation of the Universal Equipment Maintenance System;
• SMED – Reduction of conversion time by more than 50%;
• Yamazumy-Work Balance Board:Red Angle – reducing the level of defects due to the Quality Incident Management System;
• Reducing the number of personnel required for the process by rebalancing the lines;
• Reducing process time by identifying non-value-adding operations, followed by elimination/reduction;
• Working Groups – A system for organizing a Work Team (distribution of Roles and Responsibilities, regular communication, systematic problem solving, goals /key indicators, regular monitoring of indicators /inconsistencies, work boards);
• Kanban – increased productivity by more than 25% due to the introduction of a pull System;
• VSM: - increase productivity, reduce intermediate stocks and optimize resources;
• Red Corner / FMEA / ISPC / Poka-Yoke – reducing the level of defects / complaints;
• Risk Assessment – reducing the likelihood of adverse events (security incidents, operator errors, etc.);
• Conducting training on the elements of Lean manufacturing:
• Lean Manufacturing – Lean Manufacturing;
• Production System – Production System;
• Visual Factory – Exemplary production;
• 5S – The company's Production Process Management System;
• Standardization – Standardization;
• Kaizen – Kaizen Continuous Improvement System;
• TPM (Total Productive Maintenance) – Universal Equipment Maintenance;
• SMED (Single-Minute Exchange of Die) – Quick Conversion;
• Poka-Yoke / Error Proofing – Error Protection;
• Yamazumy / Work Balance Board – Work Balance Board;
• Red Corner – Red Corner (Quality);
• Kamishibai – Level Audit;
• Working Groups – Working Groups;
• Team Board – Team boards;
• Leadership – Leadership;
• KPI – Key indicators;
• Kanban – Kanban Pulling System;
• VSM (Value Stream Map) – Value Stream Creation Map;
• FMEA (Failure Mode and Effects Analysis) – Analysis of the types and consequences of failures;
• ISPC (In Station Process Control) – Process control at the Workplace;
• Risk Assessment – Risk Assessment.