DOI: 10.33917/mic-2.127.2026.73-83

The article examines Lean as a platform for supplier development, analyzing key tools — 5S, VSM, Kaizen, SMED, TPM, and Kanban — and their role in enhancing discipline, transparency, and a culture of continuous improvement. It describes a phased implementation of programs: diagnosis, training, execution, and standardization. Special attention is given to Lean as a mindset that fosters engagement, trust, and sustainable development of partnership relationships within the supply chain.

References:

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

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

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

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.

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.

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):197-210.

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.

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

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):1435-1457.

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

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

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

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):39-58.

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

DOI: https://doi.org/10.33917/es-4.184.2022.46-55

World trend of the XXI century — Industry 4.0 and digital platforms. In 2014, General Electric (GE) partnered with Big Tech giants — AT&T, Cisco, IBM and Intel — to take control of the global manufacturing industry created the Industrial Internet Contributors Association (Industry IoT Consortium IIC). By 2021, the IIC included Microsoft, Hewlett-Packard, Accenture, Huawei, Bosch, EMC, SAP, Siemens, SAS and others. GE together with BigTech created the industrial cloud platform Predix, declaring it to be practically an “operating system” for factories, analogous to Android or iOS in the world of machines, the language of the industrial Internet.

However, in 2020 GE and Predix suffered a devastating fiasco.

The article provides an analysis of the root causes and problems, and formulates the requirements for digital platforms of industrial software. The author describes alternative solutions and new principles for implementing digital transformation of Industry 4.0 based on the closing technologies of digital genesis, graph-centric platforms, tools, models and systems of collective conscious scientifically based balanced management (industrial, corporate, social, state). Closing technologies offered by Russia have got an enormous social and political resource.

DOI: 10.33917/mic-1.90.2020.50-56

This article discusses modern approaches to staff motivation, taking into account current market trends. In the context of digitalization and entry of the «millennials» into the labor market, historically established policies and practices become less effective and require their revision. The role of short-term remuneration become more important, including bonuses based on key performance indicators (KPI), one-time bonuses for special achievements and project bonuses. The remote labor market is growing, and the role of base salary for presence in the workplace is decreasing. Most employers focus on «millennials» who are accustomed to living «here and now», so the role of long-term remuneration programs become less important and the approaches to setting and revision of salary are changing. The widespread integration of information technologies and production robotics have direct impact on the requirements for personnel and their competencies. Professional knowledge and skills fade into the background, personal qualities and social skills become priority. Employers are required to be flexible and systematic in matters of personnel management to make the company efficient and ensure its competitiveness.

In May 2018 the Decree of the RF President formulated the task: an increase in labour productivity at the enterprises of basic non-primary sectors of the economy by at least 5% per year. Obviously, key performance indicators (KPIs) of companies with state participation should include this indicator. But this is hampered by imperfection of both the methods of calculating the indicator itself and the calculating methodology for the integral indicator of the companies’ KPI. In the article, the author cites a number of inaccuracies (defaults) in the traditional calculation of labour productivity and suggests a new approach to its calculation.

Outsourcing market in Russia is still very young and will be inevitably evolving, it provides plenty of opportunities to operators and executors.