IMPLEMENTATION OF LEAN-TOOLS IN THE OPERATIONAL MANAGEMENT OF THE ENTERPRISE

Abstract

The operating system of the enterprise is justified using a systems approach as one of the component systems of the organization that implements the operational function (production of finished products and / or provision of services to external customers / consumers). The structure of an enterprise's operating system is determined by the composition and relationships of its elements and subsystems, as well as by connections with the external environment. The elements of the operating system are allocated to the first order (processing subsystem, supply subsystem, control subsystem) and the second order for the supply subsystem (technical training, technological maintenance, resource provision). The result of the functioning of the operating system is argued - value for the consumer, cash flow and net income for the enterprise.

The need is proven for the use of lean tools within a separate subsystem of operational management. For the processing subsystem, Value Stream Mapping, Standard Operating Procedure, Poka-Yoke, Jidoka, Heijunka, Andon, SMED are proposed. For the supply subsystem, Just-in-time, Pull System, Kanban, Team work, competency map, Total Productive Maintenance  are appropriate. For the management subsystem, Lean Canvas, Visual Management are recommended. The 5 S, 5 W, Kaizen methods are established, which can be implemented in all subsystems. 5 S is considered as a basis for the implementation of further methods within the main processing subsystem. The introduction of lean methods does not require additional investments/financing and does not involve additional costs. The feasibility is argued for the use of lean tools in operational management in conditions of martial law and post-war recovery.