ROSATOM Production System
ROSATOM Production System (RPS) is the culture of lean manufacturing and continuous improvement of processes aimed to reveal and reduce all losses in production and business processes, and to ensure competitive advantage on a global scale.
RPS is based on five principles which encourage the employees:
- to be attentive to customer's requirements;
- to respond the issues as they emerge;
- to incorporate quality into the process and produce no defective products;
- to identify and eliminate any losses (excess inventory, decoupling stocks, downtime, unnecessary movements, etc.);
- to set an example to colleagues.
For details please refer to http://www.rosatom.ru/about/system/.
These principles were formulated on the basis of the best examples of domestic and foreign experience, especially, the system of scientific organization of labor, production and management of the USSR Ministry of Medium Machine Building and Toyota Production System of Toyota, the Japanese automobile company.
RPS implementation is aimed to integrate the idea of diligence and optimality into administrative decisions-making logic at production site, and through production - into other processes and structural subdivisions of the company. Implementation of RPS projects is focused on performance gain, costs reductions and improvement in the products quality. Knowledge of RPS tools and competence in applying these tools are a guarantee of professional growth of employees engaged in the nuclear industry.
Starting from 2015, ROSATOM applies the system-based approach to deploy RPS at the pilot enterprises of the industry.
The Company included into ROSATOM management system can receive the status of RPS enterprise only subject to system-based application of RPS. According to the concept of RPS development, all RPS nterprises implement the integrated package of RPS arrangements, and are subdivided as follows:
- RPS Leader,
- RPS Candidate,
- RPS Reserve.
The integrated package of RPS arrangements provides for:
- setting clear objectives to the employees to the level of small group leaders based on scope definition of the enterprise, division, sector;
- RPS methodology training of the managers of the enterprises, participants of the projects;
- development of the product flows of the enterprise;
- implementation of RPS projects in office and at production site under a single methodology;
- incentive and development programs for different level employees.
In 2017 seven enterprises of TVEL Fuel Company - MSZ PJSC, UEIP JSC, KMZ PJSC, SGChE JSC, PA ECP JSC, ChMP PJSC, NCCP PJSC confirmed their RPS Leader status, maintained the achieved level and continued application of RPS tools and principles.
Following the results 2017 AECC JSC was granted the status "RPS Candidate" with inclusion into the RPS application contour in 2018.
The work within the framework of the branch program "Complex manufacturing optimization of nuclear industry enterprises" and divisional program "Transfer to operating models based on control over the whole supply chain" is aimed to improve performance of TVEL JSC and the companies included into TVEL Fuel Company management system.
In the reporting period TVEL Fuel Company opened and implemented more than 1027 RPS projects intended to address the issues in the product flows and to improve efficiency of all business processes. More than 80% managers of TVEL FC enterprises were involved in the project activity.
In 2018 TVEL Fuel Company intends to focus on the following areas of efficiency improvement: product quality improvement, logistics improvement, production flow efficiency improvement, forming of branch RPS samples. It is also planned to develop the client-to-supplier principle within the supply chain and the functions in relation to the material flow.
Suggestions for Improvement
The Company maintains regulated payments for suggestions for improvement (SFI):
- payments equal to 300 / 700 / 1.000 rubles for submitting SFIs of various categories and economic value;
- after SFI introduction - payment of interest from economic benefit received from SFI introduction;
- for assistance in implementation of SFIs with technical solutions (rationalization proposals): up to 30% of the amount paid to the authors.
Personal and team RPS contests are also held at the level of enterprise or structural subdivisions and the whole TVEL Fuel Company. The contest winners are awarded with diplomas, valuable gifts and participation in corporate divisional and branch events.
The best SFIs take part in annual Industrial contest of suggestions for improvement and projects on implementation of ROSATOM Production system, held among the workers of the companies of ROSATOM State Corporation. Following the result 2017 Trofimov S.V. - the maintenance technician of UEIP JSC, became the leader in the number of implemented 174 SFIs.
To increase involvement of the workers in continuous improvement in 2017 KMZ PJSC organized the pilot Kaizen team with the purpose to reduce the time of SFI introduction. In 2018-2019 it is planned to organize similar Kaizen teams at other companies of TVEL Fuel Company.
In 2017 there were filed more than 114 thousand SFIs. Efficiency indicator of the SFIs process is the quality indicator; it is calculated as the ratio of the adopted SFIs to the submitted ones. Thus, in 2017,93.8% SFIs were accepted for realization (in 2016 - 93.1%), 95.4% of accepted SFIs were implemented (in 2016 - 91.6%), which is illustrative of SFI quality growth.
Launch of the project "Production planning with the supply chain"; introduction of "easy" decisions at the first stage of the project allowed to reduce PT of supply chain planning by 30.5% (from 82 days to 57 days.)
By 2018 the project provides for mapping of the planning processes, analysis of the current planning problems, determination and implementation of arrangements for planning organization in SAP, achievement of goals of planning PT reduction and "just-in-time" production.
Table 29
Enterprises | Project | Results |
---|---|---|
TVEL JSC | Project group for optimization of through product flows |
|
TVEL JSC | Industrial stability improvement (Fabrication + KMZ) |
|
TVEL JSC | Perfect turn (SSC enterprises) |
|
TVEL JSC | Adjustment of zirconium products delivery for the client's requirements |
|
TVEL JSC | Increase of the value of work of production personnel |
|
MSZ PJSC | "Increase of RBMK flow efficiency" |
|
NCCP PJSC | "Optimization of lithium stock supplies planning process" |
|
KMZ PJSC | "Improvement of the process of instrumental support of the GC production" |
|
536 SFIs were found to be efficiency suggestions. 86.8% were accepted for realization, 89.7% - implemented.
In average, in TVEL Fuel Company one worker submits 5.6 SFIs. 80% of personnel of the Company participate in the improvement process through SFI submission.
Economic benefit from SFI implementation following the results of the year made RUB 289.3 mln.
Amount of the paid personal bonuses for the benefit from efficiency suggestions and SFI made RUB 40.8 mln, amount of the operating bonuses paid to minor groups for contribution to efficiency improvement made RUB 96.0 mln.
In 2017 enterprises of TVEL Fuel Company for the purposes of the labor efficiency improvement carried out the work to reduce the time spent to solve the production problems, this allowed to manage the time of the personnel. The organizational arrangements were carried out to eliminate the works that bring no value, the measures were implemented aimed at improvement of labor efficiency. All measures were evaluated in terms of safety, compensatory measure were implemented.
Diagram 15
Table 30
|
|
---|---|
SFI per 1 worker | 5.6 |
Operating bonuses paid to minor groups for contribution made to efficiency improvement | 96.0 RUB mln |
Personal bonuses paid for the benefits from efficiency suggestions and SFI | 40.8 RUB mln |
Workers who submit SFIs | 80% |
Economic benefit from efficiency suggestions and SFIs | 289.3 RUB mln |
This resulted in increase of labor efficiency in TVEL Fuel Company by 4.35%, and increase in interoperability by 29.5%. Increase in labor efficiency of production functions personnel made 4.4%.