{"id":2741,"date":"2017-06-08T06:37:14","date_gmt":"2017-06-08T06:37:14","guid":{"rendered":"https:\/\/www.nortus.eu\/lidskoe-pivo-darbuotoju-noro-tobuleti-rezultatas-stebinantys-pasiekimai-per-pirmuosius-metus\/"},"modified":"2017-12-13T07:54:14","modified_gmt":"2017-12-13T07:54:14","slug":"determination-of-lidskoe-pivo-employees-to-improve-results-in-stunning-achievements-in-just-one-year","status":"publish","type":"post","link":"https:\/\/nortus.eu\/en\/news\/determination-of-lidskoe-pivo-employees-to-improve-results-in-stunning-achievements-in-just-one-year\/","title":{"rendered":"Determination of Lidskoe Pivo employees to improve results by stunning achievements in just one year"},"content":{"rendered":"<p><strong>Lean system implementation in Lidskoe Pivo, one of the largest breweries in Belarus, started comparatively recently. It began in the beginning of 2016. However, employees of this company have already proven that they have sufficient drive and discipline. The company started application and successful management of six Lean methods simultaneously. In just six months of work with\u00a05S, Kaizen Teian, Standardized Work, SMED, TPM, and PDCA methods the number of errors in logistics procedures has been reduced two-fold and yielded other significant benefits that multiplied the investments made. The practitioners of Lean.lt working with this company see that the results achieved in such a short time are a direct answer to the employees who were critical about the changes, wondering whether any of it was beneficial and worth the efforts. The team leaders are particularly motivated and inspired for further changes, therefore, this year, in addition to the methods already implemented, <\/strong><a href=\"\/en\/what-is-lean\/lean-glossary\/\"><strong>Asaichi<\/strong><\/a><strong> meetings and <\/strong><a href=\"\/en\/what-is-lean\/lean-glossary\/\"><strong>VACA<\/strong><\/a><strong> process analysis method have been added. <\/strong><\/p>\n<p><strong>First tangible results \u2013 order and standardised work<\/strong><\/p>\n<p>Employees noticed first obvious changes in everyday operations prompted by Lean system due to the application of\u00a0<a href=\"\/en\/what-is-lean\/lean-glossary\/\">5S<\/a> and the principles of standardised work.<\/p>\n<p>The leader of 5S team said that all company employees have already been trained to apply this method and participated in at least one 5S workplace organization process. Seeking to maintain consistent application of this method throughout the organization, 5S training is mandatory for all new employees. This will help to preserve the current state of affairs: production facilities labeled in the designated places, all employees complying with the procedure of labelling, tools are arranged so that it requires minimum unnecessary movements of employees to reach them. 5S method resulted in reduced transportation or standby losses.<\/p>\n<p>The essence of the <a href=\"\/en\/what-is-lean\/lean-glossary\/\">Standardized Work<\/a> is the analysis of operations, elimination of operational loss, and creation of standards. There are currently four workplaces at Lidskoe Pivo operating in accordance with the new standards. They have successfully ensured stability and reduced errors by 50\u00a0per cent in the logistics processes. Thirteen company employees have been trained to standardize work. Using this method allows them to create an even more comfortable and efficient working environment.<\/p>\n<p><strong>Solution of problems pays off by achieved desired outcomes<\/strong><\/p>\n<p>The leader of the <a href=\"\/en\/what-is-lean\/lean-glossary\/\">PDCA<\/a> team revealed that application of this method to solve the issues demanded utmost efforts. It required to collect sufficient data in order to find root causes of problems that disrupted operations or brought undesired results. The process of problem identification and search for solutions engages the team working with PDCA method. It is especially obvious when team members see desired continuous results \u00a0after elimination of obstacles that created the problem.<\/p>\n<p>The <a href=\"\/en\/what-is-lean\/lean-glossary\/\">SMED<\/a> team was facing a tremendous challenge of standardization of the transition from one product to another in the manufacturing lines with a diverse product range. The solution was discovered, which helped to speed up the process. Results of this team effort made work processes easier for employees working at production lines, in planning department as well as in sales division.<\/p>\n<p><strong>Quick elimination of systematically reported failures<\/strong><\/p>\n<p>The aim of the <a href=\"\/en\/what-is-lean\/lean-glossary\/\">TPM<\/a> team is\u00a0to ensure timely and adequate maintenance of equipment. The company decided to implement a\u00a0<em>red label<\/em>\u00a0system in a way that allows reporting any technical anomalies in a common document. Since this failure registration procedure is in place, we can instantly see who is responsible for elimination of faults, what is the expected repair time and failure status. According to the practitioner of Lean.lt, manufacturing companies with a large quantities of equipment find this method useful, because it allows for convenient and easy way to efficiently manage spare parts and maintain top quality of technical services.<\/p>\n<p>The <a href=\"\/en\/what-is-lean\/lean-glossary\/\">Kaizen Teian<\/a> team work outcome is &#8211; 315 employees trained to use the method and 150 implemented improvement ideas. The aim of Lidskoe Pivo with current count of nearly 500 staff members is to engage all employees in the improvement of its operations. This open-minded and disciplined organization has already been able to demonstrate that it is possible to strive towards excellent results even with application of several Lean methods simultaneously. Such attitude and the desire of employees to contribute personally to the improvement of activities always helps to sustain a competitive edge on the market.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Lean system implementation in Lidskoe Pivo, one of the largest breweries in Belarus, started comparatively recently. It began in the beginning of 2016. However, employees of this company have already proven that they have sufficient drive and discipline. The company started application and successful management of six Lean methods simultaneously. In just six months of [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":868,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[9],"tags":[],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v19.4 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Determination of Lidskoe Pivo employees to improve results by stunning achievements in just one year - NORTUS<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.nortus.eu\/en\/news\/determination-of-lidskoe-pivo-employees-to-improve-results-in-stunning-achievements-in-just-one-year\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Determination of Lidskoe Pivo employees to improve results by stunning achievements in just one year - NORTUS\" \/>\n<meta property=\"og:description\" content=\"Lean system implementation in Lidskoe Pivo, one of the largest breweries in Belarus, started comparatively recently. 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