От 5S до Инновационных дней: Lean-подход к развитию поставщиков и цепочек поставок

DOI: 10.33917/mic-2.127.2026.73-83

Рассматривается Lean как платформа развития поставщиков, анализируются ключевые инструменты — 5S, VSM, Кайдзен, SMED, TPM и Канбан — и их роль в повышении дисциплины, прозрачности и культуры улучшений. Описывается поэтапное внедрение программ: диагностика, обучение, реализация и закрепление стандартов. Особое внимание уделено Lean как мышлению, обеспечивающее вовлеченность, доверие и устойчивое развитие партнерских отношений в цепочке поставок.

Источники:

1. Ohno T. Toyota Production System: Beyond Large-Scale Production New York: Productivity Press, 1988. pp. 16-27. ISBN 978-0915299140

2. Monczka R.M., Handfield R.B., Giunipero L.C., Patterson J.L. Purchasing and Supply Chain Management (7th ed.). Boston: Cengage Learning, 2020. ISBN 9780357710890

3. Trent R.J. Strategic Supply Management: Creating the Next Source of Competitive Advantage. Florida: J. Ross Publishing, 2007. ISBN 978-1932159677

4. Hirano H. 5 Pillars of the Visual Workplace: The Sourcebook for 5S Implementation Portland, OR: Productivity Press, 1995. pp. 8-23.

5. Bicheno J., Holweg M. The Lean Toolbox: The Essential Guide to Lean Transformation (4th ed.). Buckingham: PICSIE Books, 2009. pp. 112-117. ISBN 978-0954124458

6. Lean Enterprise Institute & McKinsey & Company. Why 5S remains the first step in Lean transformation. Joint Study, 2018. pp. 3-4.

7. Rother M., Shook J. Learning to See: Value Stream Mapping to Add Value and Eliminate Muda. Lean Enterprise Institute, 2003.

8. Bhasin S. Lean management beyond manufacturing: A holistic approach. Springer, 2015. DOI 10.1007/978-3-319-17410-5

9. Jüttner U., Peck H., Christopher M. Supply chain risk management: Outlining an agenda for future research. International Journal of Logistics Management. 2007. № 18(2). pp. 197-210. DOI 10.1080/13675560310001627016

10. Womack J.P., Jones, D.T. Lean Thinking: Banish Waste and Create Wealth in Your Corporation New York: Simon & Schuster. 1996. pp. 3-27. ISBN 978-0684810355

11. Liker J.K. The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. New York: McGraw-Hill, 2004. p. 23. ISBN 978-0071392310

12. Netland T.H., Ferdows K. The S-curve effect of lean implementation: A context perspective. International Journal of Operations & Production Management. 2016. № 36(11). pp. 1435-1457. DOI 10.1111/poms.12539

13. Imai M. Kaizen: The Key to Japan’s Competitive Success. New York: McGraw-Hill. 1986. pp. 1-12. ISBN: 978-0075543329

14. Shingo S. A Revolution in Manufacturing: The SMED System. Portland, OR: Productivity Press. 1985. pp. 9-14. ISBN 978-0915299034

15. Nakajima S. Introduction to TPM: Total Productive Maintenance. Portland, OR: Productivity Press. 1988. pp. 17-30. ISBN 978-0915299232

16. Krause D.R., Handfield R.B., Scannell T.V. An empirical investigation of supplier development: Reactive and strategic processes. Journal of Operations Management. 1998. №17(1). pp. 39-58. DOI 10.1016/S0272-6963(98)00030-8

17. Bhamu J., Sangwan K.S. Lean manufacturing: Literature review and research issues. International Journal of Operations & Production Management. 2014. №34(7). pp. 876-940. DOI 10.1108/IJOPM-08-2012-0315

18. Chesbrough H.W. Open Innovation: The New Imperative for Creating and Profiting from Technology. Boston: Harvard Business Press. 2003. pp. 1-25. DOI 10.1108/14601060410565074

19. Capgemini Research Institute. Supplier-Led Innovation: Unlocking Value Through Ecosystem Partnerships. Paris. 2022. pp. 6-9.