On 16 tons of pelmeni it is more! Lean production in dumplings workshop

Really lean production is when costs literally for kopek, and arrived to one million. But that everything turned out, it is required to approach case with all gravity: conduct researches, draw conclusions, make proposals. Such approach was applied on the line of test semi-finished products, in a popular speech nearly two years ago — in dumplings workshop. As a result development of the line was increased by 23%, i.e. by more than 16 tons of pelmeni a month!^[1]

The chief engineer of JSC Agrarnaya Gruppa MP Sergey Kovalchuk was one of coordinators of process, and Anna Sergeyevna Anikina, the shop manager on production of meat and meat products, and Alexander Vladimirovich Zabeyvorota, the chief mechanical engineer of MT realized it. Specialists and productions, and engineering service were involved.

— Purchase in May, 2014 of the new equipment was the cause for optimization — Sergey Kovalchuk tells. — Earlier in production of pelmeni a lot of manual work was used, now the majority of processes became mechanized. Here and decided to organize workflow on the new line not as it is necessary, and "correctly". For this purpose attracted students of summer "Lean of TPU school" who just learn to do production thrifty and effective.

Before starting optimization, at first it is necessary to reveal bottlenecks. Three methods are for this purpose used: card of a flow, chart "spaghetti" and hierarchy of problems. In a flow

The value stream map is the scheme displaying each short step of production: as why is necessary also how many on it leaves time.

Then the card of a flow "Is formed as will be" — ideal model of production processes. And then both cards compare and draw conclusions.

By drawing up the card of a flow "As is" in dumplings workshop it became clear that temporary losses of the first sort (optional) are the whole two hours for a working shift! And (inevitable) — it is even slightly more loss of the second sort. By optimization the first type of losses managed to be eliminated practically, and strongly to reduce the second. As a result the production cycle began to take only 2 hours 20 minutes instead of nearly 5 hours, and the efficiency of a flow grew by 10%.

In "plate"

The chart "spaghetti" is called so because it is similar to a plate with straight noodles. Each macaroni is a route of one worker: from the machine to the machine, in the next workshop, to control scales... The chart helps to understand what distance there passes each worker for what and how many it borrows time.

Earlier one employee of dumplings workshop for change "reeled up" more than four kilometers! He had most to run on the next section behind meat and the test, to approach several times a table of weight control of a semi-finished product and so on.

To reduce excess bustle, it was decided to set control scales in each workplace and also to enter a new position: the worker who would provide operators with ingredients for a molding of pelmeni. As a result of relocation of operators were reduced by 3640 m, or by 7.5 times.

WAS

BECAME

In a hierarchical chain

Problems which do not allow production to be really effective yet build in the form of the hierarchy diagram. So one global problem is selected, its reasons, then the reasons of the reasons and so on then are defined. The scheme allows to look at all range of problems entirely and to think over methods of their elimination.

In dumplings workshop there was one big problem: low development. But whether it was possible to solve it, without having found out the reasons? Of course, no! Therefore researchers got to the bottom of the essence. For example, one of the reasons of low development — a stop in a production process when there is a transition to other types of pelmeni.

Earlier given operation was performed jointly by the operator of the dumplings automatic machine and the mechanical technician. Now operators were trained to conduct reconfiguration independently that considerably reduced waiting time and increased labor productivity. And also responsibility of the people working on the equipment increased: because "both you will prepare, and you will work".

Thrifty implementation

— Even it is possible to call process of implementation of a complex of actions in life safely thrifty — Sergey Kovalchuk says. — The total costs of implementation in November, 2014 made less than hundred thousand rubles, and performance in a cash equivalent increased by 2.7 million rubles a month.

A bit later similar procedures were carried out on section of vacuum packaging and also showed the efficiency. In process preparation of documents for section of molding of sausages. The management of Holding inspired by successful experience decided to create department of management of lean production. He will be engaged in development of projects on lean production at all enterprises of Agrarian Group.

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