Abstract:

The lean concept supposes new approaches to production arrangement and management; accordingly, subsystems and management system elements, technologies and implementation methods for particular functions should change. Thesis objective: developing recommendations to improve the control function in the Russian companies introducing the lean management system. For this purpose, key changes in managed items and in the composition of control arrangement within the lean management system were studied; the key factors resulting in changes at different management levels were detected. The research methodology is structured so that the distinctive features of lean management and changes in the position and role of control are studied in the beginning in comparison with traditional management. Afterwards, the control function is studied in the companies having successfully introduced the lean management system (Toyota and KAMAZ).  In the course of the study, it was found that the role of self-management and self-monitoring of workers is growing in the lean management system on the basis of positive corporate culture coordinated with the company’s strategy. At the operational level, the control is based upon an elementary model – comparison with standards. It serves as the basis for implementation of a number of specific instruments of the concept – visual control and integrated quality. For efficient introduction and functioning of lean management, it is necessary to create leadership-based culture targeted at continuous improvement; and the existing systems, technologies and management methods are to be changed (adapted) on this basis. At the same time, the traditional objectives of control are to be transformed depending on the internal structural medium to harmoniously regulate the personnel relationships. To efficiently achieve the objective, the management system should contain both a managerial control system and a cultural instrumentality based on social impact.