Ключевое слово: «lean»

В статье рассмотрены теоретические основы системы «Lean» (концепция «Бережливого производства»), проблемы и пути внедрения системы «Lean» в России в настоящее время и перспективы ее развития в текущей экономической ситуации.

Методы ТРИЗ и Производственной системы* отличаются по свойствам и возможностям, несмотря на некоторую схожесть в их первичном назначении при применении на производственных площадках (поиск/решение проблем и недостатков). Это различие обусловлено разностью классов и характера прорабатываемых проблем. Опыт внедрения ТРИЗ на предприятиях, в которых уже накоплен достаточно большой опыт внедрения Производственной системы показывает как преимущества, так и недостатки взаимодействия этих двух концепций в едином пространстве ресурсов и ограничений. Имеется множество видений того, как инструменты этих двух методологий должны или могут быть интегрированы. Их обзор представлен в публикациях многих авторов. В данной статье предлагается обновленный подход к такой интеграции, основанный на опыте существования двух методически направленных инфраструктур (ТРИЗ и Производственная система) на отечественных предприятиях.

The methods of TRIZ and the Production system *differ in properties and opportunities, de-spite some similarity in their primary function while their application on production sites (search/solution of problems and shortcomings). This distinction is caused by the difference of classes and the nature of the studied problems. The experience of the implementation of TRIZ at the enterprises, where rather a wide experience of the implementation of the Production system has already been accumulated, shows both advantages and shortcomings of the interaction of these two concepts in the uniform space of resources and restrictions. There is a set of viewpoints on how tools of these two methodologies must/can be integrated. Their review is presented in publications written by numerous authors. The aim of this research is the presentation of orderly theoretical and practical data on the integration perspective. In this article there was performed a task to suggest an updated approach based on the experience of the existence of two methodically aimed infrastructures (TRIZ and the Production system) at domestic enterprises. * The Production system is a concept of lean production management at domestic enterprises, derivative from Lean manufacturing

In Madagascar, daily life is often interrupted by frequent power cuts and load shedding, a common occurrence that poses challenges to both households and enterprises, by impacting productivity. The cost of electricity in Madagascar is also notably high, further worsening the difficulties faced by many in accessing reliable power. The main purpose of the present research is to identify an ideal strategy to improve the performance of the State-Owned Electricity Producer and Provider JIro RAno Malagasy or JIRAMA. The methodology of this research consists of four key steps aimed at improving the performance of JIRAMA. The first step involves applying the Problem Stream Mapping or PSM to JIRAMA, based on the Value Stream Mapping or VSM concept of Lean management. This step aims to visualize and analyze the current state of operations within JIRAMA to identify areas for improvement. The second step focuses on conducting a Root Cause Analysis of a specific problem identified during the PSM phase. This analysis aims to uncover the underlying causes of the problem. The third step involves contradiction analysis, a method used to identify and resolve conflicting objectives within the organization, such as balancing technical losses and quick installation in electricity distribution systems. Finally, the fourth step applies the Teoriya Resheniya Izobretatelskikh Zadatch or TRIZ, Theory of Inventive Problem Solving in English. That process generates ideal strategies to the identified problem, leveraging principles and patterns of inventive thinking to overcome technical contradictions and improve overall performance. The findings of this research culminate in the development of generic solutions tailored to enhance the performance of the state-owned company. These generic solutions serve as the foundation for designing ideal strategies aimed at addressing the specific challenges faced by JIRAMA. A strategy roadmap is then created, outlining the steps and timelines for implementing these strategies to achieve the desired performance improvements within JIRAMA. The main conclusion is that recovering the company and improving its performance is possible.