scholarly journals Energy efficiency of heating equipment and resources in the implementation and adaption of lean manufacturing tools LLC TATNEFT-AZS center

2021 ◽  
Vol 22 (6) ◽  
pp. 16-28
Author(s):  
L. R. Mukhametova ◽  
I. G. Akhmetova ◽  
D. A. Zaripova ◽  
A. R. Nurislamova
Keyword(s):  
Energy Efficiency ◽  
Continuous Improvement ◽  
Production Technology ◽  
Lean Manufacturing ◽  
Lean Production ◽  
Heating Equipment ◽  
Value Stream ◽  
Initial Stage ◽  
Standard Application ◽  
Varied Range

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.

Material Handling and Assembly Process Optimization using Value Stream Mapping

2017 ◽  
Vol 6 (1) ◽  
pp. 59
Author(s):  
Daniel Derrell Forest ◽  
G.H. Massiha
Keyword(s):  
Process Optimization ◽  
Continuous Improvement ◽  
Lean Manufacturing ◽  
Material Handling ◽  
Design Method ◽  
Added Value ◽  
Value Stream Mapping ◽  
Assembly Process ◽  
Workplace Design ◽  
Value Stream

<span>The purpose of this project is to evaluate and optimize an assembly process for ergonomic and productivity considerations. Companies use lean manufacturing as a method for continuous improvement in order to increase throughput and for to reallocate resources for more important tasks. For this project, value stream mapping (VSM) was used to evaluate, analyze, and improve the ergonomic factors of an assembly process and to increasing throughput. With the use of VSM, researchers are able to see the areas of added value, non-added value, and bottlenecks. This project illustrates the implementation of VSM for the minimization of waste, by using the design method to restructure the process of assembly. The results show drastic improvement in assembly time and ergonomic workplace design, while providing a platform for a continuous improvement system.</span>

scholarly journals Continuous Improvement Through Lean using VSM for Application in Machining Based Product Company

2019 ◽  
Vol 8 (2S11) ◽  
pp. 778-784
Keyword(s):  
Continuous Improvement ◽  
Production System ◽  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Machine Performance ◽  
Forecast Data ◽  
Long Time ◽  
Current Production ◽  
Management Techniques

This paper is a consequence of a job in a business devoted to mechanical manufacturing (machining base product). During the entire manufacturing cycle, several wastes could be detected using a lean manufacturing approach by Value Stream Mapping (VSM). This paper proposes the techniques that are used to show the improvements to be achieved with each of the lean tools suggested. This work is primarily intended to be a guide for organisations that want to begin to implement lean production. The development of how lean management techniques are used continues dependent on the development of intelligent value today. Smart, creative techniques, critical information, talent, and big data need to be sustainable in other respects. I4.0 assumes a critical foundation of this latest vision for the organisation's future. As the results, the lean manufacturing approach by the VSM pointed out eight waste from the current production system, known as Kaizen burst that influence to company’ profit which is high access inventory volume in between process, high rework and reject volume, delayed supplier and deliver product on time to customer, wrong forecast data, changeover time require long time, low machine performance/ inefficiency machine, travelled time in between process and lack on 5S activities. However, only three main findings based on the production system discussed in this paper

scholarly journals Manufacturing enterprise management concept focused on maximum customer engagement

2021 ◽  
Vol 116 ◽  
pp. 00085
Author(s):  
Vadim Tynchenko ◽  
Oksana Kukartseva ◽  
Aygul Ogol ◽  
Andrei Yamshchikov ◽  
Aleksandr Bondarev
Keyword(s):  
Lean Manufacturing ◽  
Lean Production ◽  
Foreign Market ◽  
Complete Sequence ◽  
Customer Engagement ◽  
Enterprise Management ◽  
Manufacturing Companies ◽  
Value Stream ◽  
Management Concept ◽  
Push And Pull

This article examines one of the main directions for improving the activities of structural units - lean production, which is widely practiced abroad, but in Russian conditions it is mainly used by large manufacturing companies focused on the foreign market. The article discusses the methodology for the implementation of lean manufacturing. Seven types of losses were given, as well as a complete sequence of actions to eliminate them. We learned a value stream map, types of streams and their composition according to various factors. We examined the tools in the Lean Manufacturing system for the implementation of this technique. Also, enterprise management systems based on push and pull systems were described, diagrams for them were given that show the essence of the operation of these systems. At the end of the work, conclusions were drawn about the way to improve the enterprise, such as “lean manufacturing”. The main objective of this article is to identify the essence and features of the research based on the principles of lean production in the structural unit of the research object.

scholarly journals JUSTIFICATION OF ECONOMIC EFFICIENCY OF IMPLEMENTATION OF LEAN PRODUCTION

2021 ◽  
Vol 31 (5) ◽  
pp. 813-819
Author(s):  
K.A. Kotlyar ◽  
Yu.V. Babanova ◽  
R.S. Antonyan
Keyword(s):  
Lean Manufacturing ◽  
Lean Production ◽  
Economic Effect ◽  
Popular Science ◽  
Value Stream Mapping ◽  
Special Role ◽  
Financial Indicators ◽  
Value Stream ◽  
The Media ◽  
The Impact

Currently, the topic of introducing lean production is becoming more and more relevant, which is confirmed by the number of enterprises involved in this process, as well as widespread coverage in the media and popular science publications. The economic component of these projects plays a special role in the implementation of lean production, since with the correct calculation of the economy at the start, the rate of implementation is much higher, and the percentage of adoption of the implemented tools is higher. Today there are many ways to calculate the economic effect, but most of them are general in nature and do not fully demonstrate the specific results of changing processes. In addition, natural rather than financial indicators are often used, which complicates the overall assessment of the efficiency of the applied solutions. The purpose of this article is to assess the impact of value stream mapping, as a key tool of lean production, on eliminating losses and improving the productivity of the enterprise as a whole. The practical basis of the research was the experience of implementing lean manufacturing in more than 2 thousand commercial enterprises of various industries, with revenue from 100 million to 25 billion and an average number of 10 to 10 000 people.

scholarly journals Reserves of teaching staff's productivity growth based on lean technologies

2021 ◽  
Vol 125 ◽  
pp. 05004
Author(s):  
Alena Alexandrovna Borisova ◽  
Victoria Alexandrovna Vinichenko ◽  
Ekaterina Vladimirovna Spiridonova ◽  
Elena Nikolaevna Kirichenko
Keyword(s):  
Continuous Improvement ◽  
Value Creation ◽  
Lean Manufacturing ◽  
Point Of View ◽  
State Technical ◽  
Value Stream ◽  
Depth Interview ◽  
Long Time ◽  
Value Creation Process ◽  
Simultaneous Elimination

The purpose of this study is to find and justify reserves for increasing the productivity of teachers on the example of the Novosibirsk State Technical University. Some of the methods presented in the paper are well-known and are of interest from a practical point of view. These include a survey, observation, experiment, and in-depth interview. Some methods are specific and are more often used by experts in the field of lean manufacturing. The key set of lean tools was the kaizen umbrella, which includes the philosophy of continuous improvement, the method of mapping the value stream, the “five why” method. Diagrams of various purposes are widely used in the article: Ishikawa, Pareto, spaghetti. The main problem solved in this paper is a large number of errors in syllabuses, a long time of their creation and excessive control. The hypothesis about the simultaneous elimination of these shortcomings by automating the process itself was tested. The experiment proved the validity of the hypothesis. The duration of the value creation process during the development of syllabuses was reduced by 15%, and the overall satisfaction of the participants in the process increased by 27.5%. The total savings of the working time fund amounted to 0.5 million man-hours across the entire university, accounting for almost 100 thousand syllabuses.

scholarly journals Lean Management in SPA

2020 ◽  
pp. 46
Author(s):  
Marco Vieri ◽  
Daniele Sarri ◽  
Stefania Lombardo ◽  
Marco Rimediotti ◽  
Riccardo Lisci ◽  
...  
Keyword(s):  
Structural Optimization ◽  
Continuous Improvement ◽  
Lean Production ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Total Quality ◽  
Value Stream ◽  
Productive Process ◽  
Management Method ◽  
Set Up

Lean “slim” is a management method that increases efficency of the process analizing sequence, times and infrastructures to create more value with less work. Pillars of Lean production are multiple optimizing actions: 5S (sort, set-up, shine, standardize, sustain), Seven Waste Identification, Value Stream Mapping, Total Productive Mainteinance, error proofing, FastChangeovers, CI Blitz. Born in Toyota following the evolution of Scientific Method of Management, Taylorism and Total Quality is the actual efficiental method in the productive process. It is a new born method in farming but already used in agro-industry process like winery. It is a partecipative, continuous improvement action that is based on human involvement and structural optimization.

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