Metrovagonmash implemented the production management automation system

On August 4, 2015 1C Company announced completion of creation of a system of potoko-rhythmical production management in JSC Metrovagonmash on the platform of 1C: Manufacturing Enterprise Management^[1].

Project Tasks

Production of cars - case difficult and resource-intensive. For release of one product it is necessary to plan about 30 thousand production operations, to create the specification as a part of which up to 22 hierarchical levels, to calculate materials requirement and component parts which quantity can be 8-10 thousand units on a product.

Metrovagonmash, 2014

Before in JSC Metrovagonmash the German system of production accounting was used, and problems of purchase planning of materials and component parts were solved in other program. There were cases when the material which is not used within the production program or on the contrary was bought - the required scarce material because of what there were product output failures to meet time constraints was not bought in time.

The system of potoko-rhythmical production management, uniform for all divisions, and the related management of logistics was required for the enterprise. It was required to organize production planning at the level of production sections, to arrange uninterrupted supplies of required materials and component parts, to provide accurate observance of the diagram of production, to strengthen control over product output.

For creation of such system selected 1C: Manufacturing Enterprise Management - a core of the corporate information system of Transmashholding unrolled on 13 thousand jobs in 13 manufacturing enterprises of group.

Project Progress

The project was executed by specialists of Transmashholding Ltd and Management of information technologies Metrovagonmash.

Project Results

In a system two modes of information processing are organized:

• operational - for registration of all actions during production process;
• periodic - is executed for accounting of parameters which could not be considered in a foreground mode (the automated processing without participation of personnel).

It helped to provide the high performance of a system when processing 5 million production operations at the same time.

In total 400 jobs are automated.

• The management system for the normative reference information (NRI), uniform for all divisions of the enterprise, including different types of structure of products (design, production, copy), cards of replacements, logistic standards, etc. is created. It simplified and accelerated calculation of materials requirement, formation of specifications and the production schedule.

• Management of material resources is optimized, exact calculation of materials requirements and component parts is adjusted, control of their holiday in production is strengthened. During the day the movement of material resources is considered in a system in the online mode upon document posting. For control of deficit of component parts the plan of material security is recalculated in a system each hour during the working day, on accomplishment of recalculation only 15-25 minutes leave. The full stroke of replanning with fact assessment on the available remaining balance of materials takes from 40 to 70 minutes. As a result it was succeeded to provide a regular supply of production with required materials, to reduce duration of equipment downtimes and to provide an accurate adherence to deadlines of accomplishment of production orders. The volume of work in progress is reduced by 20%.

• Effective management of serial production of complex products in the conditions of the incomplete regulatory base is adjusted. Production planning not only at the intershop level, but also at the level of specific production sites is automated. Once a day a system recalculates the production plan and requirements of production according to the current situation. It provided continuous operational planning of work of production sites. Production capacities are used more rationally, the rhythm of production significantly increased,

• Any change of release schedules, statuses of production assets or structures of products instantly is reflected in the actual indicators of a system on a status of production or logistics. Heads of production services quickly obtain information on readiness of products in general and about results of work of separate workshops by semi-finished products. It helped to strengthen control of observance of the diagram of production and accomplishment of production orders.

• In development process and system implementations specialists of Transmashholding Ltd created the techniques and recommendations facilitating implementation at other enterprises of holding. According to the results of the project in JSC Metrovagonmash the decision on replication of production functionality of a system on other enterprises of holding is made.

Igor Shpak, the chief executive of JSC Metrovagonmash, told: "Using a new production system and the model implemented in it end-to-end business of processes to us was succeeded to reduce work in progress, stocks and to release current assets. We could increase significantly the level of control and improve quality of internal interaction of key services of the enterprise: designers, technologists, production workers, suppliers, economists. As a result the quality and rhythm of work of services, quality of the regulatory base of the enterprise, accuracy of operational and economic planning increased that, certainly, positively affected quality of products which are turned out by the enterprise".

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