Philosophy of production
Kaizen - the way to perfection
Kaizen (jp. 改善 kaizen, romaji Kaizen) is a Japanese philosophy or practice which is focused on continuous improvement of production processes, development, auxiliary business processes and management as well as all aspects of life.
By improving standardized programmes and processes, kaizen aims to eliminate waste and redundancies (lean manufacturing). Kaizen was first practiced in Japanese businesses after World War II, influenced in part by American business and quality-management teachers, and most notably as part of The Toyota Way. It has since spread throughout the world and has been applied to environments outside business and productivity
Keep the order
Arrange the necessary items in the proper place, so that they can be used immediately at the required time.
Keep it clean
Bringing the right things in a clean condition and inspection for deviations.
Following self-stated rules and continuous implementation of Kaizen.
Continuous maintenance of 5S - sorting, systematisation and cleanliness.
Separate the things you need from the things you don't need and throw away the things you don't need.
Elimination of seven losses (mud)
This is one of the Toyota's production system principles. In their analysis of production, they have combined all the activities for which they incur losses into 7 categories. During the analysis, all actions for which Toyota is experiencing losses were grouped into 7 categories.
A lot of traffic that is included in the creation of added value, but not directly related to changes in the shape or characteristics of the product, while still requiring costs
Production of more than will be sold or what the subsequent process requires
Production fault muda
Creation of defective products, which leads to labour costs (alterations, repairs) and mud in raw materials and spare parts
Challenging work or work that requires excessive quality
A situation in which workers do not carry out work but wait for the conditions to be prepared.
Muda associated with movements that do not create added value
Reserves in excess of reasonable quantities (reserves hide problems)
Kaizen has improved our performance
Reason for activating Kaizen system:
- Learning from Japanese gurus has provided management with great motivation to improve productivity
- Technologist Alexander was a key figure in the revitalization of Kaizen. We were able to "map out" the operation of BONUM plant and his diligence played a significant role.
- Employees with great potential have responded to the Kaizen activation, and as a result, the corporate culture has started to change, heading towards Kaizen.
Reducing the time required to install thermal insulation on the tank
The installation took 70 minutes with 4 people working
Video footage was made, analysis was carried out and Kaizen proposals were developed. After Kaizen implementation, it takes 40 minutes to work, provided 4 people are working on it.
In this way the time was reduced by 30 minutes for 4 employees.
Recommendations for the future
Recommendations were issued to ensure continuous Kaizen for all production processes:
- The company's management policy should be extended from top management to executives
- Managerial skills should be improved and the workload of administrative staff should be reduced.
- Work on strengthening the problem-solving skills and move from individual to team work
- Production control, which will cover all processes, should be promoted
- Data collection should be encouraged and standardisation promoted.
- The studied Japanese Kaizen methods should be applied and develop further.
On 26 February, a seminar on KAIZEN was held, organised by the Ministry of Economy, Trade and Industry of Japan and the Japan Association for Trade with Russia and the Newly Independent States, in cooperation with the BONUM plant.
The seminar was supported by the Ministry of Industry and Energy of the Rostov region, Chamber of Commerce and Industry, Union of Employers of the Rostov region.
Among the honoured guests there were present the Deputy Minister of Industry and Energy of the Rostov region - Head of the Department of Industry Atamantsev Andrey Anatolievich, Vice-President of CCI RO Alekseevsky Yuri Viktorovich, Vice- President of the Employers Union of the Rostov region - Netesanov Victor Fedorovich.
The event was attended by over 100 employees of industrial enterprises Rostov-on-Don and the Rostov region. The topic aroused lively interest.