THE PURPOSE. Consider the introduction and implementation of lean production technology in the branches of OOO Tatneft - AZS Center. Describe the essence of the technology, consider the problems, the complexity of implementation and propose an algorithm for introducing the technology and involving each employee in the process of optimizing the business and maximizing customer focus. METHODS. At the initial stage, it was decided to start implementing the Lean philosophy with two of its tools: kaizen and 5S. Using the philosophy of continuous improvement Kaizen, a system of kaizen sentences was developed and formalized. In order to provide material incentives for employees at each workplace, the Regulation on the system of continuous improvement of the production system of OOO Tatneft-AZS Center was adopted, which regulates and regulates the process of submitting and evaluating kaizen proposals. For the implementation of the 5S system, the standard "Application of the 5S system in the organization of a workplace" was developed, discussed in all labor collectives and adopted, on the basis of which the implementation of the 5S system was started in all branches of OOO Tatneft-AZS Center. RESULTS. The article describes the use of a fairly wide and varied range of Lean manufacturing tools: kaizen proposals, 5C, standardization, TPM, visualization, SFM-visual management, value stream maps. The tools differ in both the time and duration of implementation and their effectiveness. CONCLUSION. Within the framework of adapting the principles of Lean production to the retail and sales network of oil products of OOO Tatneft-AZS Center, the primary factors are industry and organizational specifics.
ASSESSMENT OF CONTINENT-WISE ENERGY EFFICIENCY BASED ON CO2 EMISSIONS: A
SLACK-BASED DEA APPROACH