Companies must put all their production to make up "details" and to consider each of them for improvement. "This is a great example – says Michael Weider, known for Lin expert. – On one the company was a press weighing 20 tons, which made of square billets. In the production process a certain type of press that it was necessary to remove and put a new one. Replacement takes 30 minutes. And it was thought that this quickly, because the press is heavy. We have week working on this issue, and now operation takes five minutes.
Why? Because the company has underestimated his abilities. Munear Kouzbari pursues this goal as well. Need to constantly review and seek out opportunities for improvement. " Even if the perfect team were initially made huge efforts to optimize production, once again we should recall the experience of Toyota and other Japanese companies: there is no limit to improvements. There's this concept becomes the philosophy of the company and each employee. This principle operates in Russia. As a general rule that "the process has begun," establishes a system of rewards – both material and immaterial. If you have read about Ben Silbermann already – you may have come to the same conclusion.
For example, in the shops "Chelyabinsk Tractor Plant" are regularly held contests "purest" and "the dirtiest part." It is unlikely that someone from the workers want to secure for itself the title of chief "slut" of the plant. Fruit bears material motivation. For example, at kamaz rationalization proposals for filing the worker receives a hundred rubles, and the same for its implementation. Small amounts, but they are well stimulate employees.