Vostok-Service (1C-Bitriks24)

2020: Vostok-Service Resource Planning System

Project Task

In 2020, Vostok-Service decided to optimize the work of the Central Technical Management Department (CTU) and transfer the system for accepting and processing applications for the development of new clothing models from Excel to Bitriks24.

Situation

Previously, Vostok-Service customers issued product applications in a common Excel file. So that several people do not make changes at the same time and do not delete each other's data, access was provided on a schedule. An hour was allocated for each counterparty - sometimes a few days had to wait for their turn. In 2020, Vostok-Service turned to EM Si Art to transfer the system of receiving and processing applications for the development of new clothing models from Excel to Bitriks24.

Decision

The service was developed on the basis of Bitriks24, which allows Vostok-Service customers to create applications for the development of a new clothing model, and company employees to process them by promoting them along a given route. Instead of filling in the Excel file, business customers visit the Bitrix24 portal and at any time convenient to them fill out a special form where they indicate the type of product, number of models, number of simple sizes and other parameters. Drop-down lists and check boxes speed up checkout.

The list of steps of the requisition business process is determined based on the required types of work: for example, a customer request can include a sample sewing in a central laboratory; modification of the previously released model differs in the composition of work from development from scratch, etc. At the moment, there are more than 30 variations of stages.

The heads of working groups are involved in the processing of orders: design, technological, rationing, design. They determine the performers, establish planned deadlines for the performance of their work area. At the steps of the route, responsible employees fill in the fields, attach files, and book the working time of their colleagues.

It became easier to plan the load of employees: general calendars, drag & drop function, highlight absences (vacation, sick leave), the ability to "tap into the queue" with an urgent order and quickly coordinate changes facilitated the process for all its participants.

After setting the task to a specific performer, the application goes to the head of the next stage group. Each manager indicates the planned time taking into account technological standards, the number of orders in the work and the available resources.

At the end of the planning business process, the final settlement is sent to the customer for approval. If a confirmation is received, the company begins to execute the order.

Results

● The time for creating a file with applications (less than 6 hours instead of a few days earlier) has been reduced by 3-4 times;

● The time of the customer's application (1-1.5 minutes instead of 20 minutes earlier) has been reduced by 15 times;

● 3 hours of working time was released daily from system managers who previously restored formulas, indicated routes and edited graphs in Excel files;

● Team leaders' time to allocate resources has been significantly reduced.

Colleagues from EM C Art showed us a ready-made solution for tasks similar to ours. There was a "chess" schedule, convenient forms and reports. The option was perfect for us: we can say that at that meeting we literally saw our future. We no longer doubted, said Marina Nikitina, deputy head of CTU.