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3regard to the term of his office, the more complicated procedure for removal from office, and the increased role of the ombudsman as a controlling body, which actually performs the function of general, non-departmental supervision. These modern principles of the ombudsman's activities are included in the draft Declaration of European Ombudsmen. The representatives of the Russian Federation are among those who work it out.
The emergence of new "specialized" ombudsmen is one of the main trends in the modern development of the ombudsman institution. In addition, according to a number of researchers, this institution should be collegial, independent, having the status of a senior official, performing many functions in their areas of activity. The role of the ombudsman personal qualities, the degree of his humanity and respectful attitude in society are increasing.
These circumstances can lead ultimately to more effective work of the ombudsman as an authority, and will serve as an additional guarantee in the field of protecting the rights and freedoms of the country's population.
REFERENCES
Vagizov R.G. The concept of ombudsman (Commissioner for Human Rights) in the modern legal doctrine // Russian Justice. 2008. № 11. S. 24-28.
Vagizov R.G. Domestic mechanism for the implementation of international standards and norms in the field of civil and
political human rights (Russian Federation and the Republic of Tatarstan): author. dis____Cand. legal sciences.
Kazan, 1998. 23 p.
Komarova V. V. Commissioner for Human Rights in the Russian Federation // State and Law. 1999. № 9. S. 21-26. Melik-Dadaev I. A. The Ombudsman's institution (history, main functions and peculiarities of activity in Scandinavian countries) // Scientific information on the state of crime and the fight against it in Scandinavian countries. 1986. No. 94. P. 96-100.
Matveev S. N. Constitutional (statutory) legal basis of the status of the Commissioner for Human Rights in the subjects
of the Russian Federation: dis. ... Cand. legal sciences. Kazan, 2004. 196 p. Tumanov V. A. Constitution of the Russian Federation: Encyclopedic dictionary. / V. A. Tumanov, V. E. Chirkin, Yu. A. Yudin;
Head auth. collective S. M. Shakhrai. - 2nd ed., Revised. and add. - M.: Big Rus. Encycl.: Yurist, 1997.320 p. Tikhomirova L.V. Legal Encyclopedia. M.: Yurinformtsentr, 1997. 525 p.
Man, Law, Civilizations: Normative-Value Dimension: Monograph / Ye.A. Lukasheva; Institute of State and Law RAS. -
M.: Norma: SIC INFRA-M, 2013. 384 p. The World Book Encyclopedia. Field Enterprise as Educational Corporation // Holert N. Corrol. N. Y., 1972/V. 14. 574 p. Official website of the Ombudsman in Chile https://www.ombudsman.gov.ph/about-us/history/ Official website of the Ombudsman in New Zealand http://www.ombudsman.parliament.nz/about-us/history Markheim M.V. The correlation of the regional ombudsman's service development in Russia // Scientific reports of Belgorod State University. Series: Philosophy. Sociology. Law. 2014. No. 16. p. 152.
RESEARCH OF HUMAN FACTOR INFLUENCE ON THE IMPLEMENTATION PROCESS OF "LEAN MANUFACTURING" USING THE METHODOLOGY OF LEAN-CERTIFICATION BY M. VADER
Current trends in the development of business processes indicate the rationalization of automation systems aimed at finding points of production costs and product values origin. The concept of lean manufacturing is becoming increasingly relevant for the non-industrial sector, namely for the theory and practice of management, which allows us to apply its principles for the effective implementation of business automation. Lean manufacturing
(lean production, from the English "lean" - lenten, slender, fat-free) is an effective modern management concept aimed at optimizing business processes by maximizing orientation to the interests and needs of customers and markets, as well as taking into account the motivation of each employee. One of the urgent problems is the problem of identifying the characteristics of the human factor influence on the process of introducing this philosophy into the organization. To study the features of the human factor influence on the process of implementing lean manufacturing in an organization, the company's thriftiness was assessed by Lean-certification proposed by Michael Vader. This technique has previously been tested in companies such as "Leadership Excellence International, Inc.", "Orgprom Institute" and LLC "TMC Group".
Keywords
lean manufacturing, lean-certification, coefficient of concordance (CC), concordance of opinions, assessment of significance, ranking
AUTHORS
Tatyana B. Kurbatskaya,
Candidate of Psychological Sciences, Associate Professor, Management and Marketing Chair, Moscow University named after S.Yu.Witte; Associate Professor, Economic Theory and Management Chair,
Russian Academy of Transport, Moscow 12, 2nd Kozhukhovsky passage, bld. 1, Moscow, 115432, Russia alterego123@yandex. ru
Ekaterina V. Samoilova,
Graduate Student, Economic Faculty, Russian Academy of Transport, Moscow 22/2, Sentinel Street, Moscow, 125315, Russia zolotce86@list.ru
Bernhardt Blessing, Professor, Vorarlberg University (FH Vorarlberg), Dornbirn 1, Hochschulstrafoe, Dornbirn, 6850, Austria bernhard.blessing@fhv.at
Nikita V. Kurbatsky,
Student, Economic Faculty, Moscow University named after S.Yu.Witte, Moscow 12, 2nd Kozhukhovsky passage, bld. 1, Moscow, 115432, Russia alterego123@yandex. ru
1. Introduction
Nine categories of assessment are distinguished: losses from excessive movements, losses from excessive processing, losses from inventories excess, losses from transportation, losses from overproduction, losses from waiting, losses from defects, rejects and rework, leadership strategy and manufacturing culture.
TABLE 1 - FORM FOR CONDUCTING LEAN-CERTIFICATION ACCORDING TO M. VADER
1. Losses from excessive movements Average number
1.1. Planning the process by stages 4
1.2. Productive capacity 3,5
1.3.The reduction of cycle time 3
1.4.Standards of work 3,5
Average number of the category 3,5
2. Losses from excessive processing Average number
2.1.Cost reduction measures 4
2.2.The flow of products 4
2.3.Value stream mapping 5
2.4.The value for the customer 5
Average number of the category 4,5
3. Losses from excess inventories Average number
3.1. Kanban systems 5
3.2. Just-in-time technique 6
3.3. Materials handling 4
3.4. Work in progress (WIP) 4
3.5. Single product flow and mass production 6
Average number of the category 5
4. Losses from transportation Average number
4.1. Use of production facilities 6
4.2. Parts transportation 7
4.3. Transport equipment 5
Average number of the category 6
5. Losses from overproduction Average number
5.1. Production planning 5
5.2. Time and tact planning 5
5.3. Decrease in processes variability 5
Average number of the category 5
6. Losses from waiting Average number
6.1.Total productive maintenance (TPM) 5
6.2. 5S system 5
6.3. Reduction of changeover time 7
6.4. Quick changeover 5
6.5. Overall equipment efficiency (OEE) 5
6.6. Equipment control 6
Average number of the category 5,5
7. Losses from defects, rejects and rework Average number
7.1.Source research and "poka-yoke" tool 6
7.2.The level of defects 7
7.3.Systematic continuous improvement 4,5
7.4.Modern quality improvement tools 5
7.5.Rejects and rework 7,5
Average number of the category 6
8. Leadership strategy Average number
8.1. Strategy deployment 5
8.2. Information availability 6
8.3. Relationships with customers and suppliers 5
8.4. Prospects 4
Average number of the category 5
9. Manufacturing culture Average number
9.1. Manufacturing culture 6
9.2. Suggestions and motivation 6
9.3. Kaizen teams and events 7
9.4. Communication and dissemination of information 9
Average number of the category 7
Total 47,5
Each category includes several subcategories. Subcategories are also divided into several sections and evaluated as follows: points are given for each section of each subcategory. Numbers 1 -3 indicate obvious problems in the work, 4-7 - minor errors, 8-10 - a high level of work quality. Then the numbers are summed up and the average number of each subcategory is found. After that, the points of the subcategories are again summed up and the average number of each category is found. Next, the total number is calculated. The total number of points is 90, but most companies being certified for the first time get from 40 to 60 points. Advanced companies that have been implementing Lean for several years can number from 80 to 90 points.
This method is undoubtedly quite relevant, however, we believe that due to the lack of mathematical data processing, it allows us to give only a subjective assessment of the company. Therefore, for further research, we will use the Lean implementation factors ranking system proposed by associate professor Kurbatskaya T.B.
2. Materials and Methods
2.1. Lean introduction factors ranking method
2.1.1. Questionnaire survey
The questionnaire contains six blocks, each of which reveals the attitude of employees to one of the components of lean manufacturing. The respondent was asked to evaluate each of the parameters of lean manufacturing using a 5-point system.
TABLE 2 - FORM FOR THE ANALYSIS OF ATTITUDES TOWARDS LEAN MANUFACTURING
Sex: maleL femaleL Age:
(1-very negative, 3-moderate, 5-very positive)
1. I think the most important in the 5S system of workspace organization and optimization is ... • 1S (Sorting) - separation of things by degree of importance and discarding unnecessary ones. • 2S (Compliance with the order) - a competent organization of the workspace, allowing you to find and use the necessary things quickly. • 3S (Cleanliness) - keeping the workplace clean and tidy. • 4S (Standardization) - standardization of the workplace current state. • 5S (Improvement) - developing a habit of constant care for the workplace and continuous improvement of the system itself. 2. I believe that the implemented system for total productive maintenance TPM ... • contributes to the prevention of losses (breakdowns, idle time, rejections) throughout the life cycle of the manufacturing system. • improves the functioning quality of design, commercial and other departments, including manufacturing one. • provides for the involvement of all personnel, including top managers, in achieving the goal. • creates the conditions for constant striving for the ultimate and comprehensive increase of the manufacturing system efficiency. • provides improved quality of service (and maintenance) of equipment.
3. I believe that the Kaizen system ... • improved the organization of the working space and working conditions of employees. • increased labor productivity. • contributed to lower manufacturing costs and increased resource savings. • increased the efficiency of the equipment. • improved the quality of products and work performed. 4. I believe that the system "Quick changeover SMED" • allows to reduce the time of equipment adjustment and readjustment operations down to ten minutes. • supports the flexibility of the manufacturing system. • reduces losses from excess inventories of work in progress, delays in manufacturing products, and a decrease in quality. • simplifies working operations. • improves the organization of the workplace and working conditions.
5. I believe that the Kanban inventories movement maps ...
• help prevent idle time.
• contribute to the rapid detection of defects.
• contribute to the execution of work on time.
• contribute to continuous operation.
• contribute to more successful work.
6. This is a company ...
• which provides its employees with the opportunity to move up the career ladder.
• which provides its employees with the opportunity to improve their professional skills.
• which is constantly striving to improve staff efficiency and optimize working conditions.
• where the activity of small initiative groups is actively developing.
• which tries to maximize the involvement of personnel in the process of continuous improvement and solving manufacturing problems directly on the spot.
2.1.2. Calculation of concordance coefficient (Cc)
Then, the sums of ranks (places) corresponding to each parameter were calculated with the help of a computer program. After that, we had to get the value of the concordance coefficient (Cc), which would indicate the consistency or inconsistency of the experts' opinions in each of the examined groups. We took the significance level equal to 0.05, believing that it is rather possible to make a mistake in making the decision in no more than five cases out of a hundred. To study the groups, we used the generalized opinion of a group of respondents - the generalized ranking, which is obtained quite simply - by the largest sum of ranks. To find out the expert opinions degree of consistency, we used the concordance coefficient (Cc), which was calculated according to the method proposed by I.G. Venetsky, V.I. Venetskaya. This coefficient was introduced by M. Kendal and B. Smith and characterizes the degree of expert opinions consistency concerning the influence of various factor signs attracted by researchers on the value of the resultant sign. Experts determine the significance of every factor sign independently from each other by ranking factor signs. The results of expert opinions on the ranks of factor signs (a km) were summarized in tables.
c
The concordance coefficient is calculated by the formula: Cc =
12 L
but since in our case there cannot be identical ranks, then: Cc =
m2(k2-k)-my^1Tj]
-[m2(k3-k)]
In this case, the coefficient numerator is determined as follows:
- we find for each factor sign Xj the sum of ranks , assigned by all experts, and get the sum of ranks for the first factor sign £ alj, for the second factor sign £ a2j etc. and up to £ akj.
- we find the total sum of expert evaluations for all factor signs: £lj=1 £rJ=1 aij.
- the total sum of expert evaluations is divided by the number of factor signs, i.e. by
y* y¡=i
yjl=1aij
k, and we get the average sum of the of factor ranks signs: T =
- we find the sum of the squared deviations of the factor attributes ranks sums from their average values: S = £(£ aij - T)2 .
The denominator of concordance coefficient is a hypothetical sum of ranks determined by experts in the case of full consistency of their opinions.
The value of concordance coefficient ranges from zero, corresponding to the complete inconsistency of expert opinions, to one, indicating complete consistency of opinions.
The significance of Cc is evaluated by the criterion x2 (the number of degrees of freedom is equal to the number of factor signs minus one): x2 ~-
-I
12L
-[m k(k+1)
but since there are no related ranks in our study, then £Tj = 0 , so x
i k-2 _
-iyTj] '
—[mk(k+1)]
S
s
The actual value was compared with the table value: with ^ actual^2, as a result of which it became clear how the opinions of the respondents were consistent. In our case, 5 factors were used, therefore, according to the table "Values ^ depending on the number of degrees of freedom and confidential probability", these values were presented as initial and used in the computer version of the program for calculating results.
In computer processing:
- arithmetic mean is indicated in tables (X),
- standard deviation (o),
- coefficient of variation (V), it is calculated as a ratio: V = -100%
- o-the error of the mean, which is calculated by the formula: a = -—=, where n is
the number of measurement.
These values were presented as initial and used in the computer version of the program for calculating the results.
2.1.3. Consistency of respondents' opinions
We examined the consistency of opinions regarding each of the lean manufacturing parameters using the concordance coefficient. These studies are presented in Table 3.
TABLE 3 - CONSISTENCY OF OPINIONS ON THE IMPLEMENTATION OF THE LEAN MANUFACTURING SYSTEM
No. Concordance coefficient Significance assessment
Section 1 0,32 8,91 Not significant
Section 2 0,14 4,00 Not significant
Section 3 0,16 4,46 Not significant
Section 4 0,29 8,11 Not significant
Section 5 0,59 16,57 Significant
Section 6 0,19 5,37 Not significant
According to the table, a statistically significant consistency of opinions was revealed in the fact that when compiling a Kanban inventories movement maps, the main thing is to complete the work on time. That is the most of ordinary workers believe that these maps help prevent idle time, quickly detect defects, and work continuously. But the employees do not have a unanimous opinion on such parameters as 5S, TPM, Kaizen, "Quick changeover SMED", as well as on the implementation of "lean manufacturing" in general. The data in relation to the 5S system indicate that the employees have different attitudes towards this workplace organization system. Some of them note the high efficiency of the 5S workplace organization system, while others believe that this system is ineffective. Here we can assume that not all employees of the company use this system in their work, and that is reflected in various efficiencies. There is also a lack of consistency in the opinions of the employees on the TPM parameter, i.e. all employees note a different degree of this system effectiveness. Here we can assume that this system works in some units, but it does not in others. This may be due to staff turnover, a low level of staff competence in some units of the company. There is also inconsistency in opinions on the implementation of the Kaizen system. Some employees believe that this system improves the organization of the workplace and working conditions and significantly increases labor productivity, improves the quality of work. At the same time, other employees are negative about it and do not see quality improvement. There are also different opinions of the employees when they evaluate the effectiveness of the SMED Quick Changeover system. Some respondents believe
that this system allows them to reduce the time of equipment adjustment and readjustment, reduces losses from inventories excess, delays in manufacturing products, and lower quality, while others do not note the effectiveness of this system and believe that it only interferes with their work.
2.1.4. Calculation of concordance coefficient (Cc) for lean manufacturing sections
Thus, we can conclude that the employees of the company do not have a single opinion on the effectiveness of lean manufacturing implementation. It can be assumed that employees are initially skeptical of lean manufacturing and see only an extra burden in it instead of a positive effect, thereby reducing the effectiveness of the system implementation. The questionnaire included six sections of factors:
1 section - 5S, 2 section - TPM system, 3 section - Kaizen, 4 section - Quick changeover SMED, 5 section - Kanban inventories movement maps, 6 section - JSC JMC
The data obtained during the ranking of the criteria of employees' attitude to lean manufacturing were processed according to the method of I.G. and V.I. Venetskys. It turned out that the opinions on sections 1, 2, 3, 4 and 6 were not in concordance. Opinions on section 5 were in concordance on one of the factors.
TABLE 4 - CALCULATION OF CONCORDANCE COEFFICIENT (CC) FOR SECTION 1 "5S"
Index No. Factor No. M V X o I
1 0,48 37,11 3,43 1,27 24,00
2 0,43 31,75 3,57 1,13 25,00
1 3 0,61 47,20 3,43 1,62 24,00
4 0,20 37,42 1,43 0,53 10,00
5 0,55 46,58 3,14 1,46 22,00
TABLE 5 - CALCULATION OF CONCORDANCE COEFFICIENT (CC) FOR SECTION 2 "TPM SYSTEM"
Index No. Factor No. M V XX o I
1 0,63 78,22 2,14 1,68 15,00
2 0,29 27,85 2,71 0,76 19,00
2 3 0,59 50,07 3,14 1,57 22,00
4 0,57 40,28 3,71 1,50 26,00
5 0,52 42,00 3,29 1,38 23,00
TABLE 6 - CALCULATION OF CONCORDANCE COEFFICIENT (CC) FOR SECTION 3 "KAIZEN"
Index No. Factor No. M V XX o I
1 0,68 54,77 3,29 1,80 23,00
2 0,51 62,78 2,14 1,35 15,00
3 3 0,42 29,96 3,71 1,11 26,00
4 0,42 33,86 3,29 1,11 23,00
5 0,57 58,79 2,57 1,51 18,00
TABLE 7 - CALCULATION OF CONCORDANCE COEFFICIENT (CC) FOR SECTION 4 "QUICK CHANGEOVER SMED"
Index No. Factor No. M V X o I
1 0,43 25,60 4,43 1,13 31,00
2 0,53 47,14 3,00 1,41 21,00
4 3 0,47 54,84 2,29 1,25 16,00
4 0,34 31,49 2,86 0,90 20,00
5 0,61 66,64 2,43 1,62 17,00
TABLE 8 - CALCULATION OF CONCORDANCE COEFFICIENT (CC) FOR SECTION 5 "KANBAN MAPS OF INVENTORIES MOVEMENT"
Index No. Factor No. M V X o I
1 0,43 31,75 3,57 1,13 25,00
2 0,14 33,07 1,14 0,38 8,00
5 3 0,46 29,33 4,14 1,21 29,00
4 0,42 29,96 3,71 1,11 26,00
5 0,30 32,40 2,43 0,79 17,00
TABLE 9 - CALCULATION OF CONCORDANCE COEFFICIENT (CC) FOR SECTION 6 "COMPANY"
Index No. Factor No. M V X o I
1 0,38 33,33 3,00 1,00 21,00
2 0,36 25,61 3,71 0,95 26,00
6 3 0,51 42,80 3,14 1,35 22,00
4 0,55 78,82 1,86 1,46 13,00
5 0,71 57,52 3,29 1,89 23,00
2.1.5. Interpretation of received data in sections Section 1. 5S
A strong factor is the competent organization of the workspace (25). The respondents refer to moderate qualities the following: arrangement of things by degree of importance and disposal of unnecessary ones (24), maintaining cleanliness and order at the workplace (24), developing a habit of constant care for the workplace and continuous improvement of the system itself (22). A weak factor is the standardization of the workplace current state (10). We assume that this is due to the personal difficulties of implementing the 5S system in the company.
FIGURE 1 - INDICATORS OF THE SECTION "5S" FACTORS
Section 2. TPM system
When determining the attitude of employees to the TPM system, it turned out that the most important factor here in this company is the creation of conditions for the constant striving for the ultimate and comprehensive improvement of the manufacturing system efficiency (26). The moderate factors are the following: ensuring the improvement of the equipment servicing (and maintenance) quality (23), as well as the involvement of all personnel, including top managers, in achieving the goal (22). The respondents consider to be the weak factors those facts that the TPM system in the company does not contribute either to improving the quality of design, commercial, manufacturing and other units functioning (19), or preventing losses (breakdowns, idle time, rejects) throughout the entire life cycle of the manufacturing system (15). This may be the result of the lack of a carefully designed staff motivation system.
FIGURE 2 - INDICATORS OF THE SECTION "TPM SYSTEM" FACTORS
Section 3. Kaizen
According to the employees of the company, the prevailing factor in this section is the reduction of manufacturing costs and increasing resource savings (26). The employees noted among moderate factors: improving the organization of the working environment and working conditions for employees (23) and increasing the efficiency of equipment (23). The employees do not believe that the Kaizen system helps to improve the quality of products and work performed (18) and increase labor productivity (15), and they consider both of these factors as weak. This may be due to misunderstanding of the need to submit proposals for improving Lean-system in the company regularly.
FIGURE 3 - OF THE SECTION "KAIZEN" FACTORS
Section 4. Quick changeover SMED
The workers consider as the most influential factor in the quick changeover system the possibility of reducing the time of adjustment and readjustment of equipment down to ten minutes (31). The moderate factors in this section are: maintaining the flexibility of the manufacturing system (21) and simplifying the work operation (20). Weak factors are: improving the organization of the workplace and working conditions (17), as well as reducing losses from stocks of work in progress, delays in manufacturing products, and reducing the quality of products (16). This may be due to insufficient utilized capacity of equipment.
1 2 3 4 5
Быстрая переналадка SMED
Группы факторов
FIGURE 4 - INDICATORS OF THE SECTION " QUICK CHANGEOVER SMED " FACTORS
Section 5. Kanban
The employees acknowledged the fulfillment of work on time as the strongest factor in this section (29). Among the moderate factors, they mentioned the fact that Kanban traffic maps contribute to continuous operation (26) and to the prevention of idle time (25). Respondents do not believe that traffic maps contribute to a more successful performance of work (17) and to the rapid identification of defects (8), therefore they identify both of these factors as weak. This may be due to the realization that defective products are extremely rarely withdrawn in the Russian Federation.
FIGURE 5 - INDICATORS OF THE SECTION "KANBAN" FACTORS
Section 6. JSC "JMC"
The employees consider the most important in this section that JSC "JMC" provides them with the opportunity to improve their professional skills (26). The moderate factors are: maximum involvement of personnel in the process of continuous improvement and the solution of manufacturing problems directly on the spot (23), constant desire to improve personnel work and optimize working conditions (22), as well as providing the employees with the opportunity to advance along the career ladder (21). The employees considered the development of small initiative groups activities to be the weakest factor (13). Perhaps this is because only a small part of the company's employees are currently involved in this activity. The difference in opinions is also due to differences in interests and the age range of employees.
1 2 3 4 5
AO "OMK"
Группы факторов
FIGURE 6 - INDICATORS OF THE SECTION "COMPANY" FACTORS
Thus, we identified certain problems that exist in this organization after using the methodology for assessing the attitude of employees to the Lean manufacturing system using the questionnaire.
We found the problem of the lack of clear standards for the organization of the workspace at JSC "JMC" in the section "5S".
The main problem in the "TPM System" section is that this system does not function efficiently, not allowing the company to reduce losses and improve the quality level.
In the "Kaizen" section, the problem is that this strategy contributes neither to an increase in labor productivity nor to an improvement in the quality of products and work performed.
There is a problem with the organization of the workspace and working conditions, as well as a low level of reduction in losses from stocks of work in progress, delays in manufacturing products, and a decrease in product quality in the "Quick changeover SMED" section.
In the section "Kanban maps of inventories movement", we consider to be the problem that these traffic maps do not result in the more successful performance of the work, and do not contribute to the more rapid identification of manufacturing defects.
We see the main problem in the section "Company" in the insufficiently intensive development of small initiative groups activities due to involvement of only a small part of all personnel in this process.
2.1.6. Lean manufacturing system implementation correction program
Based on the data obtained, a program was developed to correct and improve the implementation of the Lean manufacturing system in the company.
TABLE 10 - PROGRAM MEASURES FOR THE CORRECTION AND IMPROVEMENT OF LEAN MANUFACTURING SYSTEM IMPLEMENTATION
Problem Solution
Lack of clear workspace organization standards - Introduce a clear standard for organizing a workplace in the company - Modernize workplaces in various units - Provide additional staff training on all parameters of the Lean manufacturing system
Ineffective functioning of the TPM system - Conduct additional seminars, trainings, workshops - Generate additional motivation for employees - Hire additional qualified staff (coaches, counselors)
Ineffectively applied Kaizen strategy - Introduce the cycle "plan-do-check-act" PDCA - Create a system of support and incentives for employees - Reduce costs
Inadequate SMED system operation - Form working groups to identify problems - Try to shorten the manufacturing cycle - Automate the process as much as possible
Ineffective use of Kanban maps of inventories movement - Visualize processes (kanban tables) - Implement the service level agreement (SLA) - Hold daily "briefings" in stand-up format
The low level of small initiative groups activities development. - Work out a staff motivation program to involve as many employees as possible in small initiative groups - Work out an incentive program that will provide for the rewarding of the most active employees. Form small initiative groups on a specific basis (age, gender, common interests, etc.)
3. Results
The described method may be applied to any company, of any orientation, so we can say that this technique is universal in nature. Implementation of the programs for Lean manufacturing system correction and improvement, developed on the basis of the calculations done and the measures taken to improve the implementation of the Lean manufacturing system, can increase labor productivity, reducing the number of rejects and labor costs.
REFERENCES
Vader M. Lean Manufacturing Tools: Mini-manual on the implementation of lean manufacturing methods / Michael Vader; trans. from English by A. Baranov, E. Bashkardin. - 2nd ed. - M.: Alpina Business Books, 2011. -124 p.
Vader M. How to assess the thriftiness of your company: a practical guide / Michael Vader; trans. from English by A. Baranov, E. Bashkardin, M. Samsonova. - M .: Alpina Publisher, 2016 -- 136 p.
Ermakova E.A. Implementation of lean manufacturing principles in R&D processes // Creative Economy. - 2012. - No. 10 (71). - P. 19-24.
Rampersad H. K. TPS-LeanSixSigma: a new approach to creating a highly efficient company / Rampersad H., A. El-Homsi: tr. from English by LLC "Perevodim" under the scientific. ed. of V.L. Shper.— M .: Standards and quality, 2011.— 416 p.
Deffrey C. Liker. Tao Toyota: 14 management principles of a leading company in the world. - M .: Alpina Publishers, 2011 .-- 400 p.
Michael L. George. Lean manufacturing + six sigma in the services sector - M .: Alpina Business Books, 2005. - 402 p.
Masaaki Imai. Gemba Kaizen. The way to reduce costs and improve quality. - M .: Alpina Publisher, 2010 .-- 344 p.
Levinson W., Rerik R. Lean manufacturing: a synergistic approach to reducing losses. - M.: RIA "Standards and Quality", 2007. - 272 p.
Radnor Z., Johnston R. Lean in UK Government: Internal Efficiency or Customer Service? // Production Planning &
Control: The Management of Operations. 2013. Vol. 24.No. 10-11. P. 903-915. Radnor Z., Osborne S.P. Lean: A Failed Theory for Public Services? // Public Management Review. 2013. Vol. 15. No 2. P. 265-287.
Venegas C. Flow in the Office: Implementing and Sustaining Lean Improvements. New York: Productivity Press, 2007.
IDEOLOGICAL SURPASSING OF PHILOSOPHY
The article is devoted to the study of ideological and philosophical components correlation in the worldview formation. According to the author, it is fundamentally important to take for understanding Russian history and culture not speculative, but ideological coordinates as the basis. Ideology as a professed philosophy is incomparably higher than any palliative abstraction. It is necessary not to lower culture to the level of the masses, but to elevate a person to the level of culture, impossible without a cult.
Keywords
Russian philosophy, ideology, aesthetics, religion, extremism, social ethics,
history, Russian culture
AUTHORS
Pavel D. Simashenkov
Candidate of Historical Sciences, Associate Professor, Associate Professor, Public Administration and Legal Support of the Civil Service Chair, "MIR" University 21, st. G.S. Aksakova, Samara, 443030, Russia pavel.simashenckov@yandex.ru
1. Introduction
Where did philosophy stop
due to the limitations of human power,
there the sermon begins.
L. Shestov
Consistency is the virtue of theory. Practice is usually chaotic and situational. It is possible to say from the height of the years lived: it is not shameful to follow any doctrine in youth, checking, consciously mastering it in practice - this is how the worldview becomes a conviction. The mature summation of empiricism is perhaps higher than philosophy, since it is gained through much suffering in one's own life. Everything starts with ideology, perceived in youth outwardly (a matter of honor). And everything ends with ideology that has become an internal conviction (a matter of conscience) and therefore convincing. In our opinion, the value of practice is more of a negative character: life experience protects from dogmatization and resonance, the so-called "religion of science." Theory plays a positive role in ideological synthesis; retrospective generalization is the best way to decipher omens and pave the way forward [1].
