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List of sources:
1.Tairova M.M., Kadirov F. Development logistics strategy in the enterprise. "Худудий иктисодиётни ривожлантириш йуналишлари". Материалы республиканской научно-практической конференции. Бухоро, 2013й., 82-84 бет
Tairova M. M., PhD Hamidov M. E. student
Bukhara State University Uzbekistan, Bukhara THE PRINCIPLES AND VALUES OF KAIZEN
The article reveals the essence, principles and components of the Kaizen system. It is shown that the purpose of the application of Kaizen in the company.
В статье раскрыта сущность, принципы и составляющие системы Кайдзен. Показана цель применения Кайдзен на предприятии.
Key words: Kaizen, product, process, customers , quality, strategy .
Ключевые слова: Кайдзен, продукт, процесс, клиенты, качество, стратегия.
Kaizen - a style of thinking and behavior. He guides individuals and teams in the "family of companies", it allows you to focus their efforts on ensuring profits in the long term by improving the quality of products and processes, which should increase the level of customer satisfaction [1]. (It should be noted that the word "product", "process" and "customers" were deliberately used in this order: Japanese markets have traditionally assumed the orientation of the product, not the customer; Kaizen is focused more on the quality of the product, which then reflects the quality of care on the client.)
The process of improvement in the company using kaizen - is the subject of each concern. Every employee is free to consider any initiative that contributes to the improvement of the product, further reducing losses and costs. Consequently, the group, whose work is based on the Kaizen principles, are less limited than, for example, the group responsible for a project or for quality control, or just individual employee in the traditional Western companies, where they may reproach if they begin to "pry" into a functional region that goes beyond the competence of their own department.
The concept of lean manufacturing is aimed at:
a) the continuous improvement of customer satisfaction and stakeholders;
b) the constant improvement of the effectiveness and efficiency of business processes;
c) simplification of the organizational structure and improve the management process;
d) establishment of a system that can respond quickly and flexibly to changes in the external environment.
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The philosophy of lean manufacturing requires a high level of self-management, based on a corporate culture that attaches great importance to the principles to which the organization defines, supports and develops.
The basic principles of lean manufacturing are:
1) strategic direction (the concept of lean manufacturing is based on the strategic objectives of the transformation and improvement of production and management systems);
2) focus on value creation for the consumer (any activity should be considered in terms of adding value to the end user);
3) organization of the value stream for the consumer (all processes in the company should be constructed as a continuous stream of value creation, which ultimately will improve the effectiveness of its activities);
4) continuous improvement (carried out on the basis of the collection, review and implementation of the proposals of the employees of the company);
5) stretching (production only by customer order);
6) reduction of losses;
7) Visualization and transparency (the execution of all processes in the company should be carried out in such a way that all participants saw the entire value creation process and have the necessary information about it);
8) priority security;
9) the construction of a corporate culture based on respect for the individual;
10) built-in quality;
11) making decisions based on facts (to make good and timely management decisions all the events and problems should be recorded and viewed on the site of their origin)
12) establishment of long-term relationships with suppliers (to reduce losses in the supply chain);
13) compliance with standards.
Kaizen - is one of the approaches to improving organizational performance. This term originated in Japan and came to refer to a system of interrelated activities that lead to the improvement of the quality of products, processes and management systems. In the modern sense of kaizen - a system of continuous quality improvement, technology, processes, corporate culture, productivity, reliability, leadership and other aspects of the company. The main focus of attention kaizen system aims at "quality" of the staff, because it is from the staff depends on the quality of its products and services. This system involves the process of improving each employee - from the head of the highest level, to the ordinary employee. Every employee organization offers small improvements on a regular basis. The proposals are not made sporadically for months or years, but constantly. For the most part they are not global, as are minor improvements. This is the essence of the Kaizen system - a large number of small, minor improvements leads to a significant improvement in quality.
At the heart of kaizen system are 5 key elements. That it could work properly, and to be an effective tool to improve the quality in the organization is necessary to create conditions for their implementation.
The first element - teamwork. All employees must work as a team towards a common goal and the desired improvement in the work. Employees at all levels must do everything possible for the good of their colleagues and the company. Teamwork implies a constant exchange of information, mutual learning, timely performance of their duties and so on. The second element - the personal discipline. Discipline is paramount to success. Kaizen requires that each employee increased self-discipline in all aspects of work - managing your time, execution of work quality, compliance with the requirements and regulations, expenditure of material and financial resources. The third element - morale. Regardless of whether the company manages to succeed in implementing the changes or not, staff should strive to maintain high morale. Senior management should implement in the practice of various motivational tools such as good working conditions, merit-based system of incentives and rewards, paid vacation, benefits, payment of medical services, the provision of loans to employees, etc. The fourth element -quality circles. This is one of the fundamental elements of the Kaizen system. The organization needs to organize the work of quality circles. The composition of these circles should include workers at different levels. In the circles of quality employees have the opportunity to share ideas, skills, technology and other important resources for collaborative work. Exchange of information and cooperation within the framework of quality circles allows employees to assess the effectiveness of its work on the basis of a comparison with the work of others, and thus to try to improve its performance. The Fifth Element - suggestions for improvement. It is necessary to give employees the freedom to suggest improvements, regardless of rank occupied in the control system. Offers employees can be anything, even absurd, and they must all be taken into account and addressed.
The Kaizen system considers seven types of losses or seven «muda»:
Movement - unproductive and unnecessary movements increases the runtime operations and their complexity.
Standby - excessive time waiting for execution of operations increases the production cycle.
Technology - wrong organized process technology results in lack of coordination.
Transport - long distance movement from place to place, the raising and lowering in the production process increased unproductive expenses.
Defects - to correct the defects go costs of materials and labor.
Inventories - excess inventory of materials add value to the product, but do not give value.
Overproduction - production produced more than planned.
3. Standardization - is the process of standardization work. Standardization provides a framework for stable operation, but standards need to be changed when you change both external and internal environment. The system kaizen standardization process does not end ever. Standards are constantly being improved. Improving standards performed by PDCA cycle.
The use of kaizen system is carried out through the establishment and continuous operation of so-called kaizen - teams. According to the tasks that they decide, we can distinguish 5 main types of commands: Permanent teams - the teams work every day. The team consists of specialists (workers, employees) operating in the field. Teams to solve the problems - formed to find solutions to specific problems in the work. The team consists of participants from several permanent teams. The total number of members of such a team is usually six to eight people. After reaching a decision, the team disbanded.
List of sources:
1.Brooks D. Europe and the Liberal Illusion // International Herald Tribune. 2013. June 6. P. 12.
2.Валиев Р.М Внедрение японской системы 5S в российских реалиях // «Креативная экономика» № 1 (49) за 2011 год, стр. 17-22
УДК 658.5
Агафонцева К.А. студент
4 курс, институт Экономики и управления Самарский национальный исследовательский университет
имени академика С.П. Королева Россия, г. Самара СПОСОБЫ ПОВЫШЕНИЯ ЭФФЕКТИВНОСТИ СИСТЕМЫ
УПРАВЛЕНИЯ ПРОМЫШЛЕННЫХ ПРЕДПРИЯТИЙ Статья посвящена исследованию повышения эффективности системы управления. Проанализированы способы повышения эффективности на примере промышленных предприятий. Рассмотрены лучшие подходы, способствующие успешному развитию предприятия.
Ключевые слова: повышение эффективности, система управления предприятия, Бережливое производство, оптимизация, показатели эффективности, Теория ограничений.
The article investigates the increase of efficiency of the control system. Analyzed ways to improve on the example of industrial enterprises. Considered the best approaches contribute to the successful development of the enterprise.
Keywords: increase in efficiency, Enterprise Management System, lean, optimization, performance indicators, Theory of Constraints.
Существует множество факторов и направлений повышения эффективности системы управления, но при выборе конкретных способов необходимо учитывать специфику деятельности компании. С целью
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