Khabarovsk airport implemented document flow on the basis of EDMS THESIS

Customer

Khabarovsk airport - the director of photography on land activity of the international airport "Khabarovsk (New)" which is the largest air hub in the Far Eastern Federal District with a passenger traffic more than 2 million passengers a year. The airport is the most important element of transport infrastructure of the district connecting all remote regions of the Far East among themselves with the central part of Russia and the countries of the Pacific Rim. The Khabarovsk airport (New) wins first place on the volume of passenger and freight transportation among the airports of the Far East of Russia.

Situation

Khabarovsk airport conducted successful automation of financial document flow based on 1C independently. After that the company became interested in a possibility of complex automation of managerial document flow and office-work based on EDMS. The company expected to achieve the following goals:

• organization and optimization of document flows;
• increase in management efficiency by improvement of the organization of documentary ensuring management using modern information technologies;
• quality improvement and efficiency of work with documents;
• decrease in time expenditure on creation and document handling;
• formation of the corporate storage of electronic documents and accounts providing support of procedures of access isolation to documents and maintaining the protocol of work with documents;
• reduction of operating costs of office-work due to elimination of duplication of transactions and improvement of opportunities for operational informing employees on documents and the related management and business processes;
• gain of control and increase in level of performing discipline.

Solution

When choosing an electronic document management system the company stopped on EDMS THESIS from the company Haulmont. The good reputation of developer company in the market became a basic reason of the choice of a system.

Implementation of EDMS started in the spring of 2014 and was carried out in three steps. At the first stage passing in April beginning of May, 2014, the project manager from Haulmont company and the working group created from the staff of Khabarovsk airport conducted examination of workflows in the territory of the Customer and approved the functional specification in which the package of measures for EDMS extra rhenium was designated. According to the working schedule, on system implementation three months were allotted (June-August, 2014).

At the second stage of the project, in June-July, 2014, Haulmont developers executed a number of completions of a system taking into account specifics of document flow in JSC Khabarovsk Airport. In the course of completion the following tasks were solved:

• Development of the automated process of preparation and approval of contractual documents;
• Development of the automated process of preparation and approval of memos;
• Setup of standard objects of a system within processing of incoming documents, outgoing documents, orders, orders, information letters, office and reports, contractual documents and minutes of meetings;
• Completion of a card of the agreement and card of the partner for ensuring information exchange with a 1C system;
• Initial loading of cards and the scan copies of agreements from a 1C system;
• Initial loading of reference books of partners, banks, regions of banks and currencies from a 1C system;
• Automation of information exchange of contractual documents with a 1C system.

In particular, during completion the automated process of preparation and approval of contractual documents taking into account wishes of contractual department of JSC Khabarovsk Airport was implemented. The difficult process of the mixed approval of agreements allowing to approve contractual the document in the organization, to transfer him to the staff of the dependent company for the publication of the notification on purchase on the official site of the airport, to approve the protocol of consideration of offers, and after final approval of the selected partner, to unload the ready agreement in 1C for the subsequent payment was implemented.

Completion of the standard gateway of integration with 1C which provided loading of cards and the scan copies of agreements from a 1C system and back was separately made. Besides, unloading of reference books of partners, banks, regions of banks and currencies was adjusted and the possibility of their duplication is excluded. Information exchange with a 1C system was configured so that the necessary data from a system in a system were unloaded automatically on the fixed schedule (by default - time 5 minutes).

At the third stage of the project which passed in July-August, 2014, a modifed system was installed at the Customer and in his subsidiaries and affiliates in edition on 75 simultaneous connections. Works on integration with 1C were carried out by efforts of specialists of the Customer on places that allowed to accelerate project implementation considerably. Employees of technical support Haulmont provided remote training of users and system administrators, and according to the working schedule, same month a system was put into trial operation.

Result

Now practically all administrative personnel of JSC Khabarovsk Airport works in the THESIS system. Soon after installation a system was scaled from 75 simultaneous connections to 100. The total quantity of users makes nearly 200 people that makes about 80% of an office personnel of the company.

The company management notes such positive changes as:

• simplification of issue of instructions to employees due to functionality of problem definition in TEZIS;
• expansion of opportunities of control of performing discipline;
• acceleration of process of approval and payment of agreements due to automation and continuous integration with the accounting system.

"A system was pleasant to employees. We brought it into operation directly among business week - as far as I remember, on Thursday or on Friday. We had to enter internal regulations on work with a system, and afterwards we several times supplemented it. But I consider that it is normal: on a work progress there are always some problems and there is a need to make corresponding changes. Initially we were afraid that employees will be afraid to use a system if at once to begin to use actively the mechanisms of control of performing discipline put in a system. But now all so plunged into work with EDMS that, in my opinion, it is already possible to begin it to do. We have any more not a rarity when on planning meetings "work out" employees for the misses in work revealed with the help of TEZIS". It would be desirable to note separately work of technical support which in turn contacted our services and gradually trained employees from different departments including us, heads. At Haulmont the system of trainings in a format of webinars is not bad delivered on a flow; especially conveniently for the fact that video records of training can be saved and browsed then", - S. Polozkov, the project manager from JSC Khabarovsk Airport tells

"In general, the project was rather short. Expansion of a card of the agreement additional fields and development of non-standard process of approval of the agreement as he turns on (process) in the organizations a set of stages became the main completions of a system and it is tied on internal procedures of tendering (tenders). Also expansion of a standard integration bus of 1C under new fields of a card of the agreement was carried out. There is a wish to note that at work on integration of EDMS from 1C all works on the party of 1C were executed by the specialist of the customer and, despite deadlines, everything was complete in time. The top management of both management company, and the airport, gave full support at all stages of the project - from requirements gathering before start of a system in operation. All conditions necessary for a successful completion of the project, as from the organizational point of view (there was an opportunity productively to cooperate with all key users of a system), and with technical were provided (any problems connected with project infrastructure - for example, providing additional workstations for users, settings of the server hardware, problem solving were quickly solved with differentiations of access to networks, etc.) Generally, from work on the project there was a rare feeling that we with customer representatives are "on one party of barricades", - R. Ermakov, the project manager from Haulmont adds