When talking about the concept of time management, most people mean a system for managing their own time resource, developed by Western experts. This is more than justified, because it was there that the theoretical and practical foundation of knowledge appeared, which makes it possible to manage every minute of your life as efficiently as possible.

Not everyone knows that the East also has its own time management techniques, which are no worse, and in some aspects even more effective than western concepts. Speaking of Eastern countries, we mean Japan, because it is the country rising sun became the birthplace of many business technologies (the first thing that comes to mind is the Kaizen system, but today we are not talking about it). Japanese system 5S is a clear demonstration of what peaks have been reached business people this country in managing its own time.

What is a 5S system

Opens up opportunities for optimizing working conditions in the office or production facility. It includes the need to create and maintain order on the desktop, accuracy, as well as a set of measures aimed at saving time and energy.

In other words, the 5S system allows you to eliminate the chaos that is inherent in any work process. In a factory or office where many people interact, clutter is almost inevitable. The introduction of a 5S system reduces the impact of this negative factor almost to zero.

Elements of the methodology of the 5S system

This system is based on five fundamental principles. Let's look at them in more detail.

The first step is called "Seiri", which literally means sorting. It's about about eliminating everything unnecessary. In practice, there is a division of all items into necessary and unnecessary. Sorting occurs in three main categories:

• Unnecessary things. They are subject to elimination, since they will never be useful to their owner.
• Potentially useful items. These items are rarely used. That is why they stand out special place for storage.
• The right things. These include something without which the workflow is simply impossible.

The Japanese argue that this step can significantly increase the level of culture and make work safer.

The second step is called "Seiton", which stands for "neatness, order." This stage necessary to organize those things that are needed in everyday work. All items are placed in places where they can be easily removed if necessary. Experts advise labeling items so that they can be quickly found.

The third stage is called "Seiso" and has the meaning of ordering and content in tidy. This step involves maintaining cleanliness. The workplace should be visually divided into several zones, each of which will contain certain things. At the same time, it is necessary to ensure that all devices are clean. You also need to check their functionality from time to time to avoid problems that can reduce the efficiency of the workflow.

In the fourth stage, which is called "Seiketsu", standardization takes place. At this step, the effectiveness of the implementation of the first three steps is evaluated, and the results are recorded in writing or in electronic format. The most productive innovations are used to automate and standardize the work process.

The fifth step is called "Shitsuke" and involves the improvement and formation of discipline. This stage aims to ensure that the use of the 5S system in production has become life philosophy workers. The implementation of the above methods can improve labor productivity. Obviously, this is the primary task of time management.

It is no secret that companies that use the 5S system, in the office or in production, maintain an ideal labor discipline. To make your personal work or the work of hired workers much more productive, it makes sense to implement the principles of 5S as quickly as possible.

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5C is the management philosophy with which effective production begins and without which it simply cannot exist.

5C is in second place after mapping in terms of popularity in TechnoNIKOL. We started the implementation of 5C in the Company about 10 years ago and continue to this day. This tool helps achieve customer satisfaction, cost leadership, security, high performance labor. Problems are not visible until organized workplace. Cleaning and tidying the workplace helps uncover problems, and finding problems is the first step to improvement. 5C are five words that begin with the letter "c":

Step 1 - "sorting" - a clear division of things into necessary and unnecessary and getting rid of the latter.

Step 2 - " keeping order» (neatness) - organizing the storage of necessary things, which allows you to quickly and easily find and use them.

Step 4 - "standardization" (maintenance of order) - the implementation of the established procedures of the first three steps.

Step 5 - "improvement" or "self-discipline" (forming a habit) - improving, maintaining the results achieved previously.

Figure 1. Organization of the workspace according to the 5C principle

The main goals of 5S:

1. Ensuring cleanliness in the workplace.
2. Saving time, mainly for searching for what is needed in the work.
3. Ensuring safe work, reducing the number of accidents.
4. Increasing the level of product quality, reducing the number of defects.
5. Creating a comfortable psychological climate stimulating the desire to work.
6. Exclusion of all types of losses.
7. Increasing labor productivity (which in turn leads to an increase in the profits of the enterprise and, accordingly, an increase in the level of income of workers).

Step 1 "1C"

Sorting involves:

1. Separation of all items in the operating area into necessary and unnecessary.
2. Removal of unnecessary items from the operating area.

To remove unnecessary items from the operating area at the initial stage of implementation, we used the so-called "red label campaign", when a red label (flag) is glued or hung out on each item - a candidate for removal. All employees of the department where the sorting took place were involved in this process, as a result, they identified items that:

• must be immediately taken out, thrown away, disposed of;
• should be moved to a more suitable storage location;
• must be abandoned and their places must be created and designated.

For items with red flags, a “quarantine zone” was organized, which was sorted out once a month. Items that had lain in the quarantine area for more than 30 days were either moved to a permanent storage location, usually in a storage area, or sold and sometimes disposed of.

The red label can be a regular red sticker with the date of moving this item to the quarantine zone, or it can be more complex in form: with information about the unit, the reasons for moving to the quarantine zone, those responsible, etc. An example of a red label in Figure 2.

Figure 2. "Quarantine zone" with items placed in it with red flags

Step 2 "2C"

It is not enough to put everything in its place once, this order must be observed always and by everyone. When going around workplaces at the initial stage of 5C implementation, there were many problems with the return of tools and inventory to their place. Some time passed until the optimal location for items in the operating area was chosen, which allowed any employee to easily use, quickly find and return documentation, tools, materials, and components to their place. When marking the place of storage of items, they tried to use the principles that allow, at the first glance at any of the places, to immediately determine what should be there, what is the number of items and the period of their storage. For these purposes, we used different methods visualizations:

1. Outlining objects - drawing the outline of an object on the surface where this object should be stored

Figure 3. Quality table, mineral insulation production, Ryazan

Figure 4. Outlining objects on the quality table, production of mineral insulation, Ryazan

Figure 5. Stand with tools, locksmith shop, Yurga

Figure 6. Tool stand (vertical placement and storage of tools), production site, Khabarovsk

Figure 7. Table with tools (horizontal placement and storage of tools), production site, Khabarovsk

2. Color coding, in which different types of tools and fixtures correspond to different colors

Figure 8. Photo of centrifuge connectors with a mating part matching in color, mineral insulation production, Ryazan

Figure 9. Color marking of pipelines at the binder preparation site, Khabarovsk

3. Paint markings to highlight storage space on floors and/or aisles

Figure 10. Designation of storage places for saws in production shop, Ryazan

Figure 11. Locksmith shop, production of mineral insulation, Zainsk

Figure 12. Open storage area, production of mineral insulation, Ryazan

Figure 13. Warehouse of spare parts, production of mineral insulation, Yurga

Paint marking is also used to mark dividing lines between work areas or traffic lanes.

Figure 14. Workshop for the production of mineral insulation, Ryazan

Step 3 "3C"

There is such a saying “it’s clean not where they sweep, but where they don’t litter”. Of course, cleanliness involves cleaning workplaces, making equipment and workplace neat enough to carry out control, but the main thing was to create such conditions under which the formation of dirt and dust was reduced to the minimum allowable amount. This process is still ongoing, and many proposals are being submitted on this topic to improve the equipment or the workplace.

It would seem that everyone understands the benefits of cleaning:

• a clean workplace that is pleasant to work in (which increases emotional condition employee and makes the workplace more attractive);
• constant readiness for work of everything that may be required to perform production tasks;
• ensuring the safety of work (for example, spilled engine oil and puddles on the floor can lead to injury);
• ensuring the operability of the equipment (there is no risk of dust and dirt getting into the working mechanisms);
• absence of marriage.

However, the transition from persuasion to action, especially in old factories with 50 years of history, was anything but easy. In all departments, we carry out cleanliness checks in accordance with predetermined cleanliness criteria (cleanliness in the office and in the production hall are not the same), which are indicated in the checklist. The checklist at a number of sites describes in detail the content and procedure for cleaning up, there are photographs of the places where they were carried out:

To facilitate periodic inspection, checklists have been affixed next to the relevant equipment to quickly check for correct filling and correct identified deficiencies.

There is another simple tool to control the workplace cleanliness standard - this is a photograph of the workplace in the form in which it should be. Below is an example.

Figure 15. Purity standard, mineral insulation production, Ryazan

Step 4 "4C"

Standardization - the creation of a unified approach to the implementation of tasks and procedures. The main purpose of this phase is to prevent a backtracking on the ongoing implementation of the first three phases. To standardize means to develop such checklist which everyone understands and is easy to use. Below is an example of a tabular part of a checklist for a manufacturing unit and an office.

Checklist for the production department

office checklist

Compliance with the requirements of 5C is part of the professional certification of workers and engineers and has long turned into a general cultural norm- from the director's office to production and auxiliary premises.

Figure 16. Workplace standard in the industrial area of ​​Ryazan

Figure 17. 5C board in a warehouse finished products, production of mineral insulation, Khabarovsk

Figure 18. Workplace standard for chief power engineer, mineral insulation production, Khabarovsk

Figure 19. Workplace safety standard, mineral insulation production, Chelyabinsk

Step 5 "5S"

The fifth stage is improvement or self-discipline, maintaining the results achieved earlier. The stability of the 5S system does not depend on how well the procedures of the first four stages are implemented, but on whether the first four stages are supported by the fifth.

Unlike the first four Cs, improvement cannot be implemented as a technique, the results of improvement cannot be measured, but it is possible to create conditions that will encourage employees to continue working within the 5C system. TechnoNIKOL Company uses for this different instruments: 5C slogans, 5C posters, information boards "WAS" - "BECOMING", 5C mailing lists, visits to departments where 5C is being implemented, etc.

Figure 20. 5C posters, mineral insulation production, Cherkasy

Figure 21. Fragment of the information board 5C "WAS" - "BECOMING", Ryazan

Figure 22. Attachment of personal responsibility in the warehouse of finished products, Zainsk

The head of any enterprise, regardless of the field of activity, dreams that profits grow and production costs remain unchanged. The "5C" system in production helps to achieve this result (in English version 5S), based only on rational use internal reserves.

This system was not created clean slate. Something similar in late XIX the century was proposed by an American. In Russia, this was done by the scientist, revolutionary, philosopher and ideologist A.A. Bogdanov, who published a book on the principles of scientific management in 1911. On the basis of the provisions set forth in it, NOT was introduced in the USSR, that is, scientific organization labor. But the most perfect was the proposed Japanese engineer Taiichi Ohno and the "5C" system he introduced at the Toyota Motor plant in production. What is it, and why has the Japanese system become so popular?

The fact is that it is based on a simple principle that does not require costs. It consists in the following - each employee, from a cleaner to a director, must optimize his part in the overall workflow as much as possible. This leads to an increase in the profit of production as a whole and to an increase in the income of all its employees. Now the baton of the introduction of the "5C" system has been picked up by enterprises all over the world, including Russia. In this article, we will try to convince skeptics that Japanese know-how really works, and in absolutely any field of activity.

System "5S" in production, what is it

International 5S stands for five steps (“step” in English step). Some economists and promoters of the new explain the name by the five Japanese postulates that are consistently implemented in the 5S system: seiri, seiton, seiso, seiketsu and shitsuke. For us, our native "5C" is closer and more understandable - five consecutive steps that need to be completed in order to achieve the prosperity of our production. It:

1. Sorting.

2. Compliance with the order.

4. Standardization.

5. Improvement.

As you can see, the "5C" system does not require anything supernatural in production. Perhaps that is why you can still meet distrust and a frivolous attitude towards her.

Stages of creating a system

The wise Japanese Taiichi Ohno, who, thanks to the introduction of his methods at the Toyota production plant, managed to rise from an engineer to CEO, drew attention to how many losses occur due to various discrepancies and overlays. For example, some small screws were not put on the conveyor in time, and as a result, the entire production stopped. Or vice versa, the parts were supplied with a margin, they turned out to be superfluous, and as a result, one of the employees had to take them back to the warehouse, which means wasting their time on empty work. Taiichi Ohno developed a concept he called "just in time". That is, exactly as many parts as needed were now delivered to the conveyor.

Other examples can be cited. The "5S" system in production also included the concept of "kanban", which in Japanese means "advertising sign". Taiichi Ohno suggested attaching a so-called "kanban" tag to each part or each tool, in which the entire necessary information part or tool. Basically, it applies to anything. For example, to goods, medicines, folders in the office. The third concept on which the 5S system in production is based is the concept of "kaizen", which means continuous improvement. Other concepts were also conceived that were suitable only for highly specialized production processes. In this article, we will not consider them. As a result of all the innovations tested in practice, 5 steps have been formed that are applicable to any production. Let's analyze them in detail.

Sorting

Many of us have items on our desktops that, in principle, are not needed. For example, old forms, unused files, drafts of calculations, a napkin on which there was a cup of coffee. And among this chaos there may be the necessary files or documents. The basic principles of the "5S" system involve optimizing your workflow, that is, making sure that time is not wasted searching for the right things among the rubble of the unnecessary. This is sorting. That is, at the workplace (near the machine, on the table, in the workshop - anywhere), all items are laid out in two piles - the necessary and the unnecessary, which must be disposed of. Further, everything you need is decomposed into the following piles: “used often and constantly”, “rarely used”, “almost not used”. This completes the sorting.

Order keeping

If you just disassemble the items, there will be no sense. It is necessary to arrange these items (tools, documents) in such an order that what is used constantly and often is in sight, or so that it can be quickly taken and easily put back. What is rarely used can be sent somewhere in a box, but a kanban tag must be attached to it so that after a while it can be easily and accurately found. As you can see, the "5S" system in the workplace begins with the most simple steps, but in fact it turns out to be very effective. And besides, it improves mood and desire to work.

This third step is the most logical for many. We are taught to be clean from childhood. In production, it is also necessary, and not only tables should be clean office workers or cabinets in catering establishments, but also machines, utility rooms of cleaners. In Japan, employees take good care of their workplaces, they are cleaned three times a day - in the morning before work, at lunchtime and in the evening, at the end of labor day. In addition, they have introduced special marking of areas at their enterprises, allowing them to observe order in production, that is different colors areas of finished products, storage of certain parts, and so on are marked.

Standardization

The principles of standardization were invented by Taiichi Ohno. makes extensive use of them and modern system 5S. Production management, thanks to standardization, gets a wonderful tool for controlling all processes. As a result, the causes of delays from the schedule are quickly eliminated and errors that lead to the release of low-quality products are corrected. At the Toyota Motor plant, standardization looked like this: masters made up daily plans works, workplaces hung out precise instructions, at the end of the working day, special workers checked which deviations from the plan occurred during the day and why. This is the basic rule of standardization, that is, precise instructions, work plans and control over their implementation. Now many enterprises, for example, ENSTO plants in Estonia, are introducing bonus system employees who clearly comply with the provisions of the "5C" system and, on the basis of this, increase their productivity, which is great incentive accept this system as a way of life.

Perfection

The fifth step, which completes the "5S" system in production, is based on the concept of kaizen. It means that all employees, regardless of their position, should strive to improve the process of work in the area entrusted to them. The philosophical essence of kaizen is that our whole life gets better every day, and since work is a part of life, it should not remain aloof from improvements either.

The field of activity here is wide, because perfection has no limits. According to the Japanese, workers themselves should want to improve their manufacturing process without instructions or coercion. Now many organizations are creating teams of workers who monitor the quality of products, teach their positive experience to others, and help achieve excellence.

Basic Mistakes

In order for the 5C system to start working, it is not enough to organize it or hire employees who will force their colleagues to implement it. It is important that people realize the usefulness of this innovation and accept it as a lifestyle. The introduction of the "5S" system in Russia in production is facing difficulties precisely because our Russian mentality is different from the Japanese one. Many of our productions are characterized by the following:

1. Employees, especially if there are no incentives for them, do not seek to increase the profits of the enterprise. They ask why try to make the boss even richer if he already has everything.

2. The leaders themselves are not interested in the introduction of the "5C" system, because they do not see the expediency in it.

3. Many directives "down from above" are accustomed to carry out only for "tick". In Japan, there is a completely different attitude to their work. For example, the same Taiichi Ono, introducing the "5S" system, thought not about personal gain, but about the benefit of the company in which he was just an engineer.

4. At many enterprises, the "5C" system is being forcibly introduced. Lean, implying the elimination of losses of all kinds (working time, raw materials, good workers, motivation and other indicators) does not work, as employees begin to oppose innovations at a subconscious level, which ultimately reduces all efforts to zero.

5. Managers implementing the system do not fully understand its essence, which causes failures in established production processes.

6. Standardization often develops into bureaucracy, a good deed is overgrown with instructions and directives that only interfere with work.

The “5S” method (“5s” system) is a method of organizing a workspace (office), the purpose of which is to create optimal conditions for performing operations, maintaining order, cleanliness, accuracy, saving time and energy. 5S is a tool of lean manufacturing, the Japanese manufacturing organization Kaizen.

Order and cleanliness in the workplace, not “orderly chaos”, is the basis for all improvements, productivity and quality in manufacturing and other industries. Only in a clean and orderly environment can goods and services that meet customer requirements be produced without defects and meet the requirements of the processes applied. The necessary prerequisites for achieving this are the 5S methodology, or 5 steps. You can find standard instructions, templates, and the best experience of enterprises in a practical guide to implementing 5S.

5 steps of the 5S methodology:

Sorting, removing unnecessary. In the workplace, all items are divided into necessary and unnecessary. Unnecessary items are removed. These actions in the workplace lead to improved work culture and safety. All employees are involved in sorting and definition of subjects which must be: immediately removed and disposed of; moved to a storage location; left as necessary and to do the job. It is necessary to establish rules on how to sort out unnecessary.

Self-organization, observance of order, determination of a place for each thing. Organize the necessary items. Required Items located on certain places so that they are easily accessible to everyone who uses them! You should also mark them for quick retrieval.

Cleanliness, regular cleaning. A system is created in which nothing else is polluted. Make sure everything is in its place. Work areas for workplaces should be demarcated and marked. Clean regularly and often so that when you need something, it is in place and in working order. Thorough cleaning of the equipment ensures the prevention and identification of possible problems in operation.

“Standardize” the process. Maintain order and cleanliness through the regular implementation of the first three steps. The most effective solutions found during the implementation of the first three steps must be consolidated in writing in order to become visual and easy to remember. Develop document standards working methods, equipment maintenance, safety measures using visual control.

Improving order and discipline. To maintain the workplace normal condition perform work in a disciplined manner, in accordance with established standards. Awareness of the 5S system as a generally accepted daily activity and its improvement. Visualize improvement actions: identify improvements in equipment; write down suggestions for improvements; implement new and improved standards.

5S helps:

streamline the course of action for the design, organization and standardization of the working environment. Good structured conditions work facilitates work and is a good motivating tool.

improve work safety, work efficiency, which helps in the growth of results and helps to identify with the workplace or work system.

organization of the office, workplace and working system in general through: reducing the need for what is needed; establishing where it is needed and how much of it is needed.

To ensure the consistency of cleanliness and order, on the one hand, the standardization of the implemented processes and the measures taken is assisted, on the other hand, auditing, possibly in conjunction with a remuneration system.

The 5S system as the first step in the implementation of lean manufacturing in industrial enterprise

SYSTEM 5S AS THE FIRST STEP OF INTRODUCTION OF ECONOMICAL MANUFACTURE AT THE INDUSTRIAL ENTERPRISE

Laricheva E.A., Sklyar E.N.(BSTU, Bryansk, RF)

The article reveals the essence of the system 5 Sas applied to an industrial enterprise.

In article the system essence 5S as with reference to the industrial enterprise reveals.

5S system as the first step in the implementation of lean manufacturing in an industrial enterprise

AT recent times Lean manufacturing is becoming more and more popular. Its implementation requires a transformation in the mentality of workers and managers of enterprises, who must learn to identify losses, understand what actions or conditions are really losses, and continuously work to eliminate them. You can start implementing lean manufacturing with the 5S workspace organization system (“Organization”), developed at the turn of the 60-70s. twentieth century in Japan.

The 5S system includes five steps (Table 1)[ 1; 4 ] .

Table 1 - The essence of the stages of the 5S system and possible effects

Stage name	Decryption	Effect types: P - performance; B - Security; K - quality
1. Removing unnecessary	All objects of the working environment are divided into three categories: necessary, unnecessary and not urgently needed. Unnecessary ones are deleted certain rules. The necessary ones are saved at the workplace. Those not needed urgently are located at a certain distance from the workplace or are stored centrally. The areas of responsibility of each employee are distributed and fixed	P: Reducing unnecessary inventory Reduction of the occupied areas B: Reducing Injuries Through Relief production environment from unnecessary TO: Improving the safety of raw materials, materials, finished products
2. Arranging the placement of items	In relation to the necessary objects and objects, not needed urgently, solutions are developed and implemented that provide: Speed, ease and security of access to them; Visualization of the method of storage and control of the presence, absence or location desired item; Freedom of movement and aesthetics of the working environment	P: Effective use workplaces, improvement of labor organization. Reducing the loss of time for searching, walking, etc. B: Reduction of injuries due to the safe way of storing objects - creating a safe situation TO: Reduced waste due to the inadvertent use of non-conforming components
3. Workplace cleaning	The main sources of contamination of the working space are determined. An analysis is carried out and it is determined who has access to documents / details, to which ones, in what way, etc.	P: Reduce downtime due to equipment failure B: Improvement of sanitary and hygienic working conditions. Prevention of leaks of steam, gas, air, water and hazardous substances. Reducing accidents due to equipment failure. Elimination of the causes of accidents, fires, accidents TO: Reduce waste and waste associated with pollution. Reduction of marriage due to malfunction of equipment and instrumentation
4. Standardization of cleaning rules	An instruction is being developed that includes the rules for using documents/details in departments/sites. The circle of persons who have the right to use them is determined	P: Reduction of losses due to visualization of control and management B: Visualization of security control TO: Standardization of control methods
5. Forming the habit of keeping clean and tidy	The instructions developed at the 4th stage are approved by the order of the director issued by the enterprise. Persons holding positions who have access to documents/details are instructed on the job. At the end of the briefing, a document is signed confirming that the person is familiar with the briefing. A person responsible for the storage of documents / details must be appointed. If necessary, a system of penalties is introduced	P: Growth in output due to staff motivation for productive work B: Compliance with labor protection rules. Safe production behavior TO: Reduction of marriage due to inattention or indiscipline of staff

The introduction of the 5S system is the first step towards deploying lean manufacturing (Lean-Manufacturing) and educating the staff in the ability to continuously improve the production environment and maintain achieved level. To improve the efficiency of 5S implementation at an industrial enterprise, the contests "Best shop", "The cleanest working area", etc. should be introduced. At the same time, the title of “Worst Shop” and “Dirtiest Workplace” should be awarded to increase discipline.

During the 5S - streamlining, an inventory of specialized equipment is provided and a list of unused special equipment is compiled. tool. As a result, it should be written off and sent for further disposal of worn-out and discontinued units, equipment, scrap metal. The amount received from recycling and processing will be the sum of the direct economic effect.

However, the effect of these measures is not only in reducing production costs, increasing the price of products due to increased quality, reducing the time spent on manufacturing a unit of production, but also in the psychological component - employees will work with great enthusiasm and efficiency on a neat, clean workplace (Table 1).

The main result is a relative saving of resources, not costs, primarily a reduction in the balance of work in progress for the period, which leads to savings on lending or the possibility of investing earlier released Money to alternative activities.

To implement these changes, a person-leader is needed, occupying a leading position and having the right to make important decisions and bear responsibility for them. He should be appointed as a "change agent", someone who will promote the idea and control the process.

Before the introduction of the system, it is required to conduct a one-day training seminar for all heads of departments. Managers must implement the first three principles of the system in their workplaces in three months.

Every three weeks, they should participate in individual-group consultations on implementation: first, the accumulated questions and problems are discussed in the audience (in groups of 10-12 people), and then all members of the group, together with consultants, sequentially go around the offices, workplaces of each member of the group. At the same time, solutions to many problems are found precisely in the course of such discussions and visits. Leaders will easily learn from each other's experience. Achievement of the result should be checked against the checklist.

The organizational structure of management should be changed. First of all, change staffing. Entrust production management to foremen and foremen. All intermediate managers in the person of former deputies are transferred to the development group.

It is difficult to assess the effects from the introduction of this measure to the implementation of the 5S system, however, based on the experience of Russian enterprises, it is possible to assume what the benefits will be if successful implementation of this project (Fig. 1) .

With the successful implementation of the 5S system, it is possible to move on to the implementation of the kaizen system, which is based on: customer orientation, total quality control, quality circles, suggestion system, automation, workplace discipline, general equipment care, quality improvement, productivity growth and development of new products. One of the distinguishing features of the system is that it is aimed at developing proposals and innovations “from the bottom up”, that is, the employee makes a proposal for improvement, the proposal is considered, and a decision is made whether to implement it or not. Then the proposal is implemented, and the employee is rewarded for his idea (including as a percentage of the economic effect).

Figure 1 - Expected benefits from the implementation of lean manufacturing

These activities will entail not only an undoubted material effect for the enterprise, but also a change in the corporate culture, expressed in a more accurate and attentive attitude to one's own workplace and the enterprise as a whole, and the growth of rationalization proposals. Such offers should be encouraged financially (premiums from 5 to 15% of wages, organization of trips, excursions) and morally in the form of certificates, honor boards, etc.

Literature

1. Volodin, R.S. Forming an archive of documents using the 5S system / R.S. Volodin. -http://www.virtpronet.ru/index.php?do=static&page=5s;

2. Imai, M. Kaizen: Key to the success of Japanese companies / M. Imai. – M.: Alpina Business Book, 2005. – 274 p.

3. Popov, S.G. Application of methods of the concept of "Lean production" / S.G. Popov. - http://ria-stk.ru/mmq/adetail.php?ID=48266.

4. Ratimeshin, V.E. Streamlining / 5S - a system of putting things in order, cleanliness and strengthening discipline with the participation of all personnel / V.E. Rastimeshin, T.M. Kupriyanova. - http://www.tpm-centre.ru/page.php?pageId=106&menuItemTreeCode=050304