Tomskneftekhim implemented instruments of lean production

In 2017 in Tomskneftekhim company the project on development of a production system and performance improvement of work is implemented.

Tomskneftekhim – the Tomsk platform of the SIBUR and one of the largest Russian producers of polymers – polypropylene and polyethylene of high pressure. Key focuses of the platform are — start of capacities, mastering of the branded range, accomplishment of actions for risk minimization of unplanned stops and dead times of useful work (VPR); decrease in losses of raw materials for the realization account as costly, and without expensive actions, achievement of reference account regulations on raw materials, power; automation of production processes, implementation of technologies on the basis of application of statistical techniques of the analysis.

Project Tasks

After upgrade and step-by-step digitalization of the main productions of Tomskneftekhim in 2016-2017 statistical assessment of controllability and reproducibility of processes became need and focus of development of a production system (PSS). Many technology metrics of processes changed, and understanding of a current status and decision making on introduction of adjustments required statistical analysis on the basis of methodology of Six Sigma and the choice of optimum levels of key indicators of process, control in a MES system and the SPC module (Statistical Process Control / Statistical office processes), with fixing of target value and admissible dispersion to replaceable personnel in KPI.

Statistical assessment of processes plays an important role in the system of relationship "the supplier — the consumer" both in the enterprise, and beyond its limits. Assessment allows to answer a question as possibilities of processes of the supplier can meet consumer requirements and also plan and predict quality of products.

"Methodology Six sigma"

The system of 6 Sigma — the project approach to solving of tasks which is based on application of statistical techniques of the analysis on identification of key factors of process on purpose: quality improvements of products; performance improvements; effective use of energy resources, raw materials and materials.

The system of 6 Sigma — the instrument of system executive training and specialists in the field of modern methods of problem solving and management of technology processes. The methodology allows to develop quicker in comparison with model of Improvements by small steps due to implementation of breaks of projects of 6 Sigma which reduce the level of discrepancies to 70%.

Basic principles of methodology of 6 Sigma:

• project approach to improvement;
• orientation on the solution of one specific objective;
• restriction in time (4-6 months);
• team of experts of methodology (belts) and experts of process;
• focusing on the client;
• improvement of processes due to reduction of deviations;
• solutions should not be based on large capital costs;
• use of data and statistics;
• the confirmed economic effect.

Process key performance indicators

PKPE — key performance indicators of technology process allow to involve replaceable production personnel in increase in production efficiency at the expense of direct link of accomplishment of PKPE and motivation of replaceable personnel; reflect efficiency of conducting technology process in the set target ranges selected a basis of the analysis of significant parameters of technology process; have significant effect on stability of maintaining the technology mode; are connected with the main directions of the focus of operating activities (FOA): performance, costs and quality.

Main objectives of development and deployment of PKPE:

• increase in production efficiency of the enterprises of SIBUR Holding and competitiveness of society in general;
• accomplishment by the enterprises of the objects set in the production contract (PC) of the enterprise for the FOD directions;
• ensuring cascading of the purposes and KPI of the enterprises, divisions to the level of the purposes and KPI of replaceable production personnel;
• exception of provisions of job responsibilities of the KPI of replaceable personnel;
• focusing of KPI on the keyword parameters of technology process having significant effect on stability of maintaining the technology mode;
• accomplishment of the production schedule;
• the most effective use of raw materials, materials, semi-finished products and energy resources, and maintenance of quality at the necessary level.

Work performance improvement

In the conditions of rapid technology progress the need for search of a vector in optimization of the mechanisms and technologies allowing to increase company performance and stable and comfortable customer interaction the SIBUR forms. The "Work Performance Improvement Initiative" project (IPPT) became one of such steps.

Project Objective: efficiency evaluation of use of labor resources, comparison of indicators with world analogs in the industry.

For quality improvement of the project internal contrastive analysis of the enterprises of holding among themselves was carried out. Main methodology: calculation of the current index of intensity of work (IIW) for sectors of productive activity, project development of target number of ITR and increase in regulation of controllability. Comparison was carried out on: to quantity of signals which are daily processed by the operator; to the number of the equipment which services personnel; remoteness of this equipment and other. At assessment in digging were guided by a standard — the modern plant which is completely automated, and compared it to realities. When comparing with a standard it became clear that on hi-tech installations the index of intensity of work makes 300 conventional units. During an initiative bottlenecks for development of a complex of actions for achievement of target IIT are revealed.

The program of implementation of the following key directions is made: optimization of attendance number and coefficient of substitution, reduction of levels of management, training in adjacent professions, expansion of service areas, exception of non-core functionality, implementation of technological solutions.

• Optimization of attendance number and coefficient of substitution: on the basis of the analysis of actually fulfilled changes (not less than 100 changes in a year) with the smallest number of people without incident and violations, in an optimal standard mode the target number of people in change is defined.
• Reduction of levels of management: reduction of a chain of subordination, growth of regulation of controllability and level of responsibility, consolidation of several sections.
• Training in adjacent professions: transfer of experience by an adjacent profession, growth of a reserve of specialists for a substitution coefficient covering in positions.
• Expansion of service areas: increase in amount of works and intensity of work.
• Exception of non-core functionality: an output from functional duties of production personnel non-core works (a grass mowing, snow cleaning, cleaning of the equipment, drawing a signal-alarm marking, pogruzo-discharging, etc.)
• Implementation of technological solutions: industrial automation, consolidation operator, purchase of the new equipment.

The point priority of upgrade and automation of the enterprises of holding and also the target need for a human resource is as a result defined (target number in new conditions of production process). When implementing actions number of staff decreases, the intensity of work grows. Workers earn a fair reward in the form of review of the salary level from fund of economy for the increasing loading.

An opportunity to continue the labor activity on the holding platform to Tobolsk is offered the released employees.^[1]

Notes