Launch of "1C:ERP" at the machine-building enterprise "Akonit"

2021

Launch of 1C:ERP

Kazan office "1C-Rarus" automated the work of the engineering enterprise JSC "NPO" Akonit "on the basis of solutions" 1C: ERP. Enterprise Management ',' 1C: Document Flow ', and ' 1C: CRM '. 1C-Rarus announced this on May 21, 2021. The implemented information system was prepared and put into operation in just 5 months. At the same time, one of the plants in the SEZ "Alabuga" began operation of the system 2 months after the start of work. During the project, the features of conveyor production and technical and design processes were implemented. It was possible to reduce receivables by an average of 80 million rubles through the introduction of mechanisms to control the fulfillment of the terms of contracts and standard reports. By the end of 2021, it is planned to increase net profit by 6% due to a decrease in production, administrative costs and the development of functionality for processing customer orders.

Until 2020, the corporate IT circuit of the enterprise was based on self-described and multi-platform solutions. To develop and maintain them, unique specialists were required, which significantly increased the cost of ownership of systems. The head company did not have a complete picture of the state of business in the context of production sites. There was no transparency, there were no tools for prompt management decision-making. Given the shortcomings of the existing IT loop, it was necessary to create a single platform with the ability to scale and replicate to all enterprises of the holding.

The management of NPO Akonit JSC decided to switch to another information system of managerial, operational, regulated accounting on 1C:Enterprise 8 of' platform. In terms of operational and production accounting processes, it was necessary to replace self-described systems. At the same time, it was important to re-engineer and adapt business processes to improve the efficiency of production activities, taking into account the differences between methodology and architecture from historical systems.

The project started in July 2020. During the work, the content, cost and timing of the implementation of each requirement was monitored. At the time of putting the system into operation, 1C-Rarus specialists processed 160 requests for changing the content of the project and 586 unique requirements. The project was 95% implemented remotely at geographically remote production sites in Vologda, Kirov, Novokuznetsk, Elabuga. 350 employees of the enterprise became users of the system.

Project results

• The work of all production sites and the trading house was organized in a single system, which made it possible to speed up the receipt of management reports by more than 2 times - from 12 to 5 calendar days. Now management receives reliable information throughout the holding and promptly makes management decisions.
• The labor intensity of the input has decreased. As data a result, the formation of regulated reporting accelerated 5 times - from 25 to 5 calendar days.
• Due to the transfer of the order generation cycle from two systems to: order 1CERP processing has accelerated by 25%.
• Integration with the Autodesk PDM Vault PDM system has reduced the effort to unload construction documentation and create a resource specification. The process began to take 4-8 hours instead of 24.
• The development of specialized AWS for accounting for production and warehouse operations within the 1C:ERP made it possible to simplify and speed up the work of workshop masters and storekeepers of workshops, as well as reduce the risk of accounting errors and reduce the time for searching and correcting inaccuracies. Due to the development of the "Warehouse Accounting" block, the volume of inventories is expected to decrease by 12%. The cumulative result of the development of the Production, Warehouse and Quality subsystems will reduce production costs by 10% by the end of 2021.
• The quality of products has improved. Due to the implementation of measures to eliminate the identified deviations, it was possible to reduce the indicator of production scrap by 20%.
• Thanks to the development of the analytics functionality of writing off expenses under items, operating and administrative costs were reduced by 10%.
• The mechanisms for calculating the cost in '1C: ERP' made it possible to generate information on the calculation of the cost of finished products at a better level. By the end of 2021, this figure will decrease by 2%.
• The development of the "Sales" and "Treasury" block allows you to reduce receivables by an average of 80 million rubles, including through the introduction of mechanisms to control the implementation of the terms of contracts and standard reports.
• Integrated with system '1C: Document Flow'. Optimized work for approval/signing of internal and external documentation.
• By the end of 2021, it is planned to increase net profit by 6% due to a decrease in production, administrative costs and the development of customer order processing functionality.

The events developed at supersonic speed: in May 2020, the survey began, in July an agreement was signed with the 1C-Rarus company, in September active preparations for the transition began, in October the first plant entered 1C, and two months later the entire company with a rattle and red from lack of sleep eyes issued the first shipments. This project was a challenge and a major stress for everyone, but we coped, said Grigory Zhadnov, Director of IT and Integration Processes of JSC "NPO" Akonit. "

Implementation of the software product "1C:ERP. Enterprise management "in the production holding of OA NPO" AKONIT "

Project 1. Increased transparency, productivity and speed of business management. Self-described systems were replaced with: in 1CERP terms of operational and production accounting processes. Corporate reporting tools have been implemented throughout the holding to ensure transparency and traceability of financial and economic activities. The process of preparing management and regulated reporting has been simplified and accelerated. An information system has been created with a margin of scaling and functionality for continuous business development. The processing and execution time of production orders from the moment of receipt of the request to the moment of shipment of finished products has been reduced. Reengineering and adaptation of business processes was carried out to improve the efficiency of production activities, taking into account the differences in the methodology and architecture of historical systems. Labor productivity has increased due to training and adaptation of personnel to work in new systems. Integration with the third-party PDM system 'Vault' is implemented.

Project 2. As a result of the project, the 1C:ERP system has developed an automated work center that allows the manager to manage purchases and control related processes in one window. AWS is a form with 3 tabs:

1. orders to suppliers: The manager sees all his active orders to suppliers with the necessary details on them. All functions of working with the order are available to the specialist: payment, creation of transportation requests, analysis of working with the order.

2. payment calendar: Monitors planned and actual payments for manager orders.

3. Plan of transport arrival for unloading: Reflects the schedule of goods receipt to the warehouse for orders to suppliers and/or tasks for transportation.

The "Report of the Head of Purchasers" was developed to calculate the rating of department specialists for the month. To do this, several indicators are used: the number of created orders to the supplier (IPS) per month, the amount of IPS receipts per month,% of IPS fulfillment on time, the amount of purchase savings, the payables ratio, the number of performed tasks on the kanban board and the number of overdue tasks. Instructions for working with the Purchaser's AWS have been prepared, training of employees has been carried out.

In addition, a number of additional tasks have been completed:

• A working capital report has been set up, in which the filling of lines by reserves is automated and a new version has been created - by areas of activity;
• The functionality of creating a mark-up for calculating prices for supplier orders has been improved;
• The possibility of paying for several applications for transport in one application for cash consumption has been improved;
• A report has been developed to reconcile calculations between their organizations.

The following works were performed:

• Entry of initial residues/help in entering initial residues
• Delivery of software products to the customer's office
• Integration with other 1C: Enterprise-based systems
• Integration with third-party automation systems
• Consulting on the choice of software and options for its maintenance
• Methodical provision of specific accounting and control features in the automation system (adaptation requirements)
• Initial Settings for Standard/Industry Solution (Program) to Start Accounting
• Transfer data from previous automation systems
• Phase Planning, Scheduling
• Selling Selected Products
• Collect and analyze customer requirements for the automated system
• Creating User Rights Interfaces and Sets
• Technical implementation of specific accounting and control features in the automation system (adaptation)
• Installing Software on Customer Computers

The following functions are automated:

• Data Analysis and Forecasting
• Bank and cash desk
• Budgeting, Financial Planning
• Settlements with customers
• Settlements with suppliers
• Dispatching of cargo transportation
• Shop Level Production Dispatching
• End of period
• Complete and disassembly of materials
• Data Consolidation
• Control and accounting of serial numbers, expiry dates and certificates
• Logistics of the address warehouse
• Tax accounting
• Intangible assets
• Production Volume Scheduling
• Wholesale trade
• Fixed assets
• Customer Ordering
• Ordering suppliers
• Subcontracting
• Material Requirements Planning
• Capacity Requirements Planning
• Maintenance and Repair Planning
• Production operations
• Standard Cost Calculation
• Calculation of standard cost of orders
• Actual Cost Calculation
• Settlements with counterparties
• Regulated reporting
• Product Redundancy
• Certification of raw materials and products quality
• Inventory
• Trading operations
• Composition Data Management and Product Structure, Recipe
• Manufacturing Process Data Management (Roadmaps)
• Cash Management (Treasury)
• Repair Logistics Management
• Order Warehouse Management
• Customer Relationship Management (CRM)
• Warehouse Inventory Management
• Supply Chain Management
• Management accounting
• Manufacturing Cost Accounting
• Accounting of equipment and standards of repair and maintenance
• Asset Accounting, Depreciation Calculation
• Accounting of equipment operation indicators
• Inventory Receipt Accounting
• Inventory Sales Accounting
• Accounting of production orders
• Registration of overalls and overalls
• Inventory accounting in shop storerooms
• Accounting of production services
• Financial analysis
• Generation of payment schedule for suppliers
• Generation of payment receipt schedule
• Pricing, Price Lists

Maintenance:

• Consulting is carried out on methodological issues of working with the 1C program
• Preferential support has been issued 1S:ITS