Dang Oleinikov, Aircraft engine: With Directum implementation we received the highly effective instrument of interaction between employees

Dang Oleinikov: Divisions of our company are located in the territory of Perm Motors Group, its body is at considerable distance from each other. Before implementation of electronic document management responsibles independently carried documents everything approving. And as a result — process of approval was dragged out, white papers could be lost, processing of correspondence required big time expenditure. Therefore in 2011 the management of the enterprise charged to department of information technologies to implement an electronic document management system.

Dang Oleinikov: Among all variety of systems we decided to address the most known and mass, actually it was top-10 systems at that time. It was required that a system not only covers functionality necessary for us, but also allowed to develop independently further it and to improve. Naturally, the question of the price of licenses, the equipment and implementation services was not the last too.

We paid special attention when choosing to opportunities of mass input and automatic entering of documents from official mailboxes, scanners and faxes, to convenience of using of the electronic signature when vising documents, to integration tools with the information systems existing in the company.

In addition we studied experience of implementation of the similar systems at other enterprises, responses about work of the companies which are engaged in implementation. The Directum system approached by all these criteria.

Dang Oleinikov: Implementation of Directum happened step by step, and on each iteration we set specific objectives with a certain effect.

At the first stage of system implementation which began in 2011 we defined the following tasks:

• creation of uniform electronic archive of unclassified documents;
• reduction of time for processing and document retrieval, including archive;
• receiving timely, up-to-date information about the course of approval of documents;
• exception of cases of loss of documents;
• ensuring control of execution of instructions.

On preparatory project stage the plan of transfer of business processes to a system was made. First of all work with the entering and outgoing correspondence was implemented, then passed approval of agreements into Directum, and management of organizational and administrative documentation was broken into subprocesses: "Plans/protocols/solution" and "Approval of orders and orders" — each business process considered features of the company.

Since 2013 we started further development of a system. Process on work with foreign correspondence, functionality of control of execution of instructions according to the documents delivered on control, approval and the approval of memos, the modules "Management of Meetings" and "Management of Performance Indicators" and also integration into Microsoft Lync 2013 was implemented.

In April, 2014 we set the object to transfer approval of procurement documentation and protocols of purchase to an electronic form. Among problems of this stage: creation of uniform electronic archive of purchasing documents, reduction of labor input of process of approval, decrease in search time of electronic copies.

In 2015, relying on the got operating experience of a system and also on notes and proposals of users, we defined the basic principles of implementation and the requirement which put in all updated and developed business processes:

• start of processes of approval of use of the master;
• the maximum unification of processes regarding preparation and creation of documents;
• the maximum simplification of the interface for approving.

On the basis of process under approval of memos the unified approval route is developed for different documents based on which approval of technical specifications, technical requirements and programs is implemented. In 2016 by the same principle process "Protocols, plans, solutions" was updated.

Dang Oleinikov: By the time of project completion of implementation in 2013 more than 800 employees worked with Directum. At the moment the number of the users working in a system exceeded 1500.

Dang Oleinikov: At the beginning of implementation the project team needed certain "grinding in" to each other that affected the speed of approval of decisions on the project. The long preparatory stage necessary for accounting of wishes of all key users and the top management as automation affected all divisions of the company was necessary.

For acceleration of process the methodical council for system implementation consisting of heads of different level and the thematic directions specialists was created. For each process the responsible who performed coordination of works on creation of project solutions was appointed. So, for example, the HR director was appointed responsible for orders and orders, approval of project works on the entering and outgoing letters was performed by the general director assistant, on contractual processes – the head of contract department. The First Deputy CEO headed council. The initiative and active participation of the management allowed to implement the project timely, and to configure processes most optimum.

Dang Oleinikov: After end of the first implementation project we noted more than once that the letters arriving from the Russian organizations began to be processed, be considered and be performed much quicker. And here the letters arriving from foreign partners were at first processed "in the old manner". With respect thereto additional business process "Correspondence with foreign partners" was developed and implemented. Its distinctive features became:

• certain place and magazine of registration, other clerk;
• an opportunity to send the document for transfer for the entering and outgoing letters;
• possibility of creation of the expert opinion to the letter.

As a result the staff of departments of foreign economic relations and protection of intellectual property were also connected to work in a system.

Dang Oleinikov: Certainly, problems were, especially at employees of the senior generation. First of all, it was connected with a variety of systems used at the enterprise, in each of which there was the interface, the special principles, a set of the nuances, etc. It is quite natural that emergence of one more system which had to be studied and mastered gave an inconvenience and difficulties.

At once It should be noted that at first after start of a system most of users preferred to call consultants, but not to read the instruction. The first several months the number of addresses in day were calculated by several hundred calls, messages, requests in a support service and personal addresses. Nevertheless, the gained effect of system implementation blocked the listed shortcomings.

At the beginning of 2015 we made the decision on transition to the new version of the Directum 5.1.1 system which feature was a new interface. Users were trained for transition to the new version in advance, sent video records via new interface, held fact-finding seminars. Nevertheless, the first day was very saturated on addresses and questions.

For a week of trial operation of the new version we held fact-finding seminars on practical questions of work for most divisions that allowed employees to adapt to features of Directum 5.1.1 better.

Dang Oleinikov: System implementation of Directum allowed us not only to optimize work with documents, but also to receive the highly effective instrument of interaction between employees. The average time of consideration and approval of documents was reduced. According to our statistics, now this indicator is:

• for the entering / outgoing letter — 1 day (2-3 days before implementation);
• for the order, the order, the protocol, the plan, the solution — 2 days (5-7 days before implementation);
• for the contractual document — 5 days (14-21 days before implementation).

We observe similar indicators and further at transfer of processes of approval of separate document types of a paper format to electronic.

Dang Oleinikov: Several integration solutions are implemented:

• integration of credentials of users with the Active Directory;
• ABBYY Recognition Server — is configured automatic capture of documents from official faxes of the enterprise and their transfer to the PDF format. With its help the scenario of automatic recognition of the PDF files created in a day and full-text search according to documents is started;
• Microsoft Lync Server 2013 — implements an opportunity to contact quickly other participant of business process without additional windows and any search;
• corporate portal of the enterprise on the SharePoint 2010 platform — the automatic publication of organizational and administrative documents on the portal after their approval or registration is implemented;
• the accounting system of the Navigator enterprise — is configured directory synchronization on workers and divisions of the enterprise from the module "Personnel" and also cost codes from the automated workplace "Finance".

Separately it is worth mentioning that within works on creation of a system of exchange of documents and instructions among the enterprises of United Engine Corporation exchange of letters and work with orders of JSC UEC is successfully implemented

Dang Oleinikov: In the Directum system employees practically from all divisions of the company, including the top management work. At the same time more than 500 employees use a system, more than 2000 people are authorized.

Statistics of use of a system:

• 1200 tasks a day;
• 2400 tasks a day;
• 900 documents a day.

Dang Oleinikov: Yes, of course. In the last two years already implemented processes are considerably finished and also new are implemented. At the moment approval of the most part of documents on the general activity of the enterprise is transferred to the Directum system (work with design and technology documents and also the documents concerning production and assembly of products is conducted in the specialized systems).

At present there are following tasks on development of a system:

• unification, optimization and upgrade of the existing approval processes;
• works on creation of a user-friendly starting interface for users and heads;
• development of convenient reports on work of employees in a system;
• implementation of planning processes and control of implementation of purchases (based on the module "Purchase management");
• implementation of processes on collecting of requests for acceptance and personnel recruitment, consideration of the summary and the choice of the candidate, acceptance and dismissal of employees;
• approval of powers of attorney;
• implementation of record keeping in divisions in electronic form;
• approval of feasibility statements.