«Visual Lean» service overview – IT-solution for monitoring the development of production system based on Lean

1. «Visual Lean» service overview –
IT-solution for monitoring
the development of production system
based on Lean
IT-SOLUTION
IN LEAN

2. Innovative Company
The company is founded by a group of experts - supporters of
Lean philosophy to develop IT-solutions.
2012
October
Nizhny Novgorod IT-park residents
Successfully passed the regional innovative projects
selection and opened the first office in Nizhny Novgorod.
2012
November
IT-SOLUTION IN LEAN LEANSOFTHISTORY

3. Version 2.0 of Visual Lean
Development of new
functional features.
Development of new services
in the field of Lean
manufacturing.
2014
January
Visual Lean Launch
Version 1.0 of Visual Lean web-service in
Russia. The first pilot projects are launched.
2013
May
2013
November
Kazan IT-park residents
Successfully passed the regional
innovative projects selection.
Opened the office in
Naberezhnye Chelny.

4. Partnership
Established collaboration with Kaizen Institute and
Lean Center “Prioritet”
2014
April
International contest
The company has become the general
partner and the organizer of the
international competition
"For leadership in Lean - 2014"
2014
January
2014
February
Key customers

5. 2015
June
Project “Visual Lean” is winner of the contest
“IT-Volga” by Skolkovo Foundation
2014
September
Technopark “Skolkovo”
residents
LeanSoft became resident of
Technopark “Skolkovo”.
2015 -2016
Key customers

6. Version 3.0 of
Visual Lean
Development of new functional features.
Development of new services in the field
of Lean manufacturing.
2016
September

7. • How to improve employee engagement in continuous
improvement process?
• How to monitor every department on Lean conformance in a
quality and timely manner?
MAINISSUESINIMPLEMENTINGLEAN
• How to reduce wastes performing Lean audits on a
regular basis at all the departments of the company?
• How to draw attention of personnel to the gaps in their
knowledge of Lean and encourage them to educate
themselves in this area?

8. ®
PROBLEMSSOLUTION
Audit Tracking System
SOLUTION IS IN USING OF SPECIALIZED INTERNET-SERVICE

9. The «Visual Lean» service facilitates the work of auditors and automates
monitoring of improvements in Lean towards perfection.
«VISUALLEAN»SERVICEDESCRIPTION
• Carrying out weekly internal audits in the area of Lean manufacturing at all the
departments of the company;
• Generating the Waterfall charts using the results of every passed audit;
• Generating trends showing the level of implementation of Lean philosophy, principles and
tools at all the departments in real time;
• Generating and printing reports online;
• Tracking the audits status (how many planned audits have already been conducted at the
moment)
• Performing cross-check audits to identify incorrect information
• Providing support information on all the questions of a checklist
Main functions of the «Visual Lean» service

10. PROCESSOFPRODUCTIONSYSTEMIMPROVEMENT
USING«VISUALLEAN»
weekly

11. HOWTOSTARTUSING«VISUALLEAN»SERVICE
1. Create a profile and the structure of the company, which will be used
for monitoring of production system development.
2. Create «Visual Lean» users and add their personal details.
3. Assign users to the departments and define their roles in the «Visual
Lean» (Manager, Auditor, Trusted Auditor)
To start an assessment using the IT- service «Visual Lean», it is necessary to
perform the following actions:

12. Компания
Division №1 Division №2 Plant/shop №1 Plant/shop №2
TreeleavesTreenodes
Departments
To start using the «Visual Lean» service, it is necessary to create the structure of the
company in the form of a tree, where:
• Tree root is an enterprise or company
• Tree nodes are companies, divisions, plants, shops, etc. The assessment of tree
nodes is based on the assessment of tree leaves.
• Tree leaves are the departments to be assessed. Assessment is performed only at these
departments.
This structure will be used in the course of the assessment and calculation of results.
SETMONITORINGCOMPANYSTRUCTURETreeroot
Enterprise/
company
Departments Departments Departments

13. FIRST NAME
LAST NAME
PHONE
EMAIL
ADDINGUSERS
FIRST NAME
LAST NAME
PHONE
EMAIL
FIRST NAME
LAST NAME
PHONE
EMAIL
User accounts must be created for all users of the «Visual Lean» service who are going to use it
for monitoring of the production system development.
AuditorsManagers Trusted Auditors

14. Treeroot
Manager Manager Manager Manager
TreeleavesTreenodes USERSANDUSERS’ROLESASSIGNMENT
Manager
Trusted auditor
Auditors Auditors Auditors Auditors
To use the service, it is necessary to assign users with clearly defined
roles for every department in the company structure. Roles available:
1. Auditor – fills in the checklists;
2. Manager – analyses visualized audit results and reports;
3. Trusted auditor – conducts an expert assessment of the
departments with significant deviations.

15. AUDITORS
Conduct weekly internal audits on their
departments
TRUSTED AUDITORS
Conduct an expert assessment of the
departments with significant deviations
LEAN PHILOSOPHY
3 CHECKLISTS
LEAN TOOLS
12 CHECKLISTS
LEAN PRINCIPLES
4 CHECKLISTS
HOWAUDITORSWORK

16. Lean Philosophy ( 3 checklists )
• Meeting the material needs of a person;
• Meeting the professional needs of a person;
• System of management and control based on Lean philosophy.
Lean Tools ( 12 checklists )
• Total productive maintenance (ТРМ); Single-Minute Exchange of Die (SMED);
• Value stream mapping (VSM); Production smoothing (Heijunka);
• Standardization; Built in Quality; Wastes analysis; “5S” System;
• Andon system; Kaizen; Kanban; Visualisation.
Lean Principles ( 4 checklists ) based on 14 principles of The Toyota Way
• Long-Term Philosophy;
• The Right Process Will Produce the Right Results;
• Add Value to the Organization by Developing Your People;
• Continuously Solving Root Problems Drives Organizational Learning.
LISTOFCHECKLISTS

17. YES
“YES” answer is put, if
the described
requirement is being
fully executed.
“NO” answer is put, if described
requirement is not being executed
at all or partially executed, or the
respondent does not understand
what is being asked about.
All the questions in checklists are divided into two types:
• “Yes-No” questions. The number of such questions amounts to 85% of all.
• “Open” questions. It is necessary to point the number of work places that meet certain criteria.
Such questions allow to reduce the influence of human factor when conducting an assessment.
TYPESOFQUESTIONSINTHECHECKLISTS
NO

18. Data from all checklists of every department should be input to the service once a week. Upon completion
of the assessment, the IT-service calculates the results automatically, introduces appropriate amendments
to the scores for companies, divisions, plants, departments and so on and generates a ranking. All the
findings instantly become available for the management of any level depending on access right.
INTERNALAUDITPROCEDURE

19. Line chart
Bar chart
Radar chart
Pie chart
Waterfall chart
GRAPHIC TRENDS (Line charts)
Provide visual information about the
development of the company’s
production system based on philosophy,
principles and tools of Lean production.
DIAGRAMS AND CHARTS
Allows to get a visual information about:
• Level of implementation of the
philosophy, principles and tools of lean
manufacturing,
• Bottlenecks identified using various Lean
criteria.
DATAVISUALISATION

20. TYPESOFMANAGER’SREPORTS
«Visual Lean» service automatically generates reports for selected departments
about the results of passed audits for a selected time period
• REPORT ON AUDIT RESULTS FOR A SELECTED DEPARTMENT GROUPED BY CHECKLISTS
Contains assessment results for every checklist only for a selected department with an indication of the
percentage of passed audits. The results are grouped by checklist.
• REPORT ON AUDIT RESULTS FOR A SELECTED DIVISION/PLANT/SHOP GROUPED BY LEAN AREAS
Contains assessment results for all passed in a selected division audits. The report includes the names of
departments in division and results for every department. The results are grouped by Lean areas:
Philosophy, Tools, Principles.
• REPORT ON PASSED AUDITS FOR SELECTED DIVISION/PLANT/SHOP/DEPARTMENT IN TABLE VIEW
Contains assessment results, which are displayed in the table. Results are displayed for every department
for every checklist with an indication of persons who are responsible for audit on every department.

21. FIND PROBLEM
Based on the results of
passed audits
employees find
bottlenecks and put
them into the online-
Service.
ASSIGN EXECUTOR
Assign the problem to
any employee-user
who will be
responsible for its
resolution.
TRACK STATUS (CHANGES)
Track the resolution status
of found problems,
e-communicate with
executers and make
necessary changes into the
online-service.
IMPLEMENT SOLUTION
Close problems, when
they were resolved and
solutions were
standardized in the
company.
PROBLEMSTRACKING

22. QUALITY MORALECOSTDELIVERYSAFETY
IDENTIFYINGPROBLEMSBYCATEGORIES

23. INFOGRAPHICSGRAPHIC TRENDS
CHARTS TABLES
Dashboard displays the key data
for every department or group
of departments or across the
enterprise.
Any manager can quickly find
the information, indicators,
results he needs.
DASHBOARD

24. KEYCUSTOMERS

25. 5
REGIONS
24
COMPANIES
33552
AUDITS
11
CITIES
ORGANIZER
International Public Organization for Development of
Production Systems Based on Lean Principles and
Philosophy
«FOR LEADERSHIP IN LEAN - 2014»
INTERNATIONALCOMPETITION
GENERAL PARTNER
LeanSoft Company
«Visual Lean» Service was used by
the contest organizers as the main
platform for evaluation of
production system development
of the participating companies
based on Lean principles and
tools.

26. ORGANIZINGINTERNALCOMPETITIONS
KAMAZ GROUP COMPETITION «PSK LEADER»
«Visual Lean» Service was used by
the competition organizers as the
main platform for evaluation of
production system development of
the KAMAZ group divisions based on
Lean principles and tools.
ORGANIZER
KAMAZ Production System
Development Committee
ADVANTAGES OF USING «VISUAL LEAN»
• Ready-made, single for the entire team
method of estimation and calculation of
results, based on measurable indicators;
• Common Information Space;
• Automatic calculation of results and online
current rating of participants;
• Accessibility, transparency and visualization of
results;
• Staff Involvement in the process of
continuous improvement through
participation in an internal competition using
«Visual Lean» service.

27. PROJECT
DURATION
8 months
NUMBER OF
COMPANIES
22 companies
NUMBER OF
DEPARTMENTS
932 items
NUMBER OF
USERS
1054 persons
EXPERIENCEOFIMPLEMENTATION-KAMAZ

28. INVOLVED STAFF
21 000 employees
PASSED
AUDITS
97830 items
PROCESSED USERS
REQUESTS
458 items
AVERAGE LEAD
TIME PER REQUEST
1 day
EXPERIENCEOFIMPLEMENTATION-KAMAZ

29. LEAN
PHILOSOPHY
+10%
LEAN
TOOLS
+9%
LEAN
PRINCIPLES
+12%
GROWTHINDICATORSBYAREAS
FOR5MONTHS*
*according to “Lean Manufacturing. Winners Technologies.” magazine. Issued by KAMAZ. Issue №2, April 2016.

30. To optimize costs of input control and be sure in delivery quality, a customer should help to develop
production systems of its suppliers based on Lean methods and tools.
SUPPLIERSDEVELOPMENT
To establish trusting relationships with suppliers, a
customer may ask them to regularly self-assess their
production system and share the results.
It is possible to do it using «Visual Lean» service.
The customer will see the development of the suppliers’
production systems and any issues identified in real time
and will be able to help the suppliers address them on
time. Using this service the customer will be able to
highlight any deviations, which the supplier needs to
eliminate.

31. Kaizen Tracking System
Service helps to record, control and track the status on implementation of Kaizen suggestions and
Kaizen projects. “Kaizen” serves to involve personnel into the CIP process, accumulate the common
company-wide expertise base, and replicate successful experience. Employees can enter data on their
Kaizen suggestions and their application in practice into the system. Both effective improvements and
improvements, which didn’t give a positive result, are sent to the expertise base and stored in the
system.
Common expertise base helps the employees, who are located remotely from one another, to share
openly and adopt experience, apply already proven effective improvements and refrain from testing
the improvements, which weren’t effective on the other areas. All the data in the expertise base are
systematized enabling quick retrieval of data and saving much time and resources due to the two-way
communication between the key players on any Kaizen suggestion put into the system.
SOFTWAREUNDERDEVELOPMENT

32. Standard Operating
Procedure
Specialized terminal with pre-installed IT-solution enables automation of the input and output of
standard operating procedures (operating instructions) and leveling with the help of Yamazumi chart.
The software will significantly speed up the document flow, allowing all the users to be aware of all the
changes online. It is an automated and multipurpose system where you can create, record, store, or get
approvals of electronic manuals.
This system will help to increase labor productivity of manufacturing engineers and workers by reducing
the time necessary for documents development, amendment and approval.
• Fast creation, editing and agreement of SOP
• Automatic synchronization between the charts when making amendments
• Quick creation of spaghetti chart
• Quick filling in of visual safety guidance
• Simple adding and editing of graphic image of operation
• Storage of revision history in SOP, quick search and sorting
• Informing the stakeholders online about changes in SOP
Main Service functions

33. Interactive Learninig
System
The service is designed for staff training on Lean production.
Knowledge base contains: glossary of terms, descriptions of theoretical and practical skills for
application of methods and tools of Lean production, step-by-step guide on addressing the problems
identified.
This service will make it possible to certify personnel for knowledge of Lean and create employee
training and refresher training programs.
The service will allow creating teams inside a company, engaging suppliers and training them online.
Service will allow to either conduct training inside the company for own personnel or engage suppliers
and train them online.

34. info@lean-soft.ru
www.lean-soft.ru
visuallean.ru
@lean_soft
Naberezhnye Chelny,
Mashinostroitelnaya, 91
IT-PARK
+7 (8314) 144-844
Nizhny Novgorod
Rodionova street, 192 D ,
+7 (8314) 144-844
Thank you!