Significant reduction in profitability

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Most often, the reason for looking for changes is serious problems such as a significant decrease in profitability, an increase in the number of defects, customer dissatisfaction, etc. In such a situation, companies need to find ways to cope with the troubles and return to normal operations.



Let's take a closer look at some examples.

"Ural" (Miass)
The Ural automobile plant (city of Miass) began gansu mobile number database implementing lean manufacturing in Russia back in 2004 after the economic crisis, which led to a sharp drop in demand for products.

Every employee, from cleaners to top managers, was informed about this new concept. To test the system, the plant created several sample areas for assembling machines and specific components.

The effect achieved was truly astounding: labor productivity doubled, costs were reduced by 3 times, and the level of unfinished production was reduced by 4 times. The net benefit in monetary terms justified the boldest expectations: 300-400 million rubles per year.

"RUSAL"
No less successful was the Russian experience of implementing lean manufacturing at RUSAL. Here, based on the results of the analysis of weak points, logistics were optimized. As a result, stocks of parts were reduced by 70%, equipment changeover time was reduced by almost half (46%), and labor productivity increased by 35%.