Impress Media introduced 1C: Small Business Management 8. Polygraphy 2 "

2022: Implementation of "1C: UNF 8. Polygraphy 2 "

On April 26, 2022, Armex announced the implementation of 1C: Small Business Management 8. Printing 2 "in the printing house" Impress Media. " The system helped to normalize technological operations, the settlement of orders accelerated by 30%, orders are transferred to production faster. Operational control of the profitability of products was organized at the stage of preliminary calculations. Warehouse management is optimized, warehouse turnover increased by 10-15%. The cost of purchasing materials is reduced by 15%. The planning of the work of production departments was optimized, even loading of equipment was ensured, the execution of orders in production is clearly controlled.

According to the company, the number of Impress Media orders has increased significantly over time. At the same time, spreadsheets were used to calculate orders, the warehouse was not automated, it was difficult to quickly monitor the timing of goods receipt from suppliers. Without knowing that the delivery of materials is delayed or postponed to another day, the sales manager could include in the routing materials that are in stock, but are planned for another order. Management did not have operational information about which orders are already in production, and which are in line.

In order to continue to comply with the short orders promised to customers, it was necessary to optimize the warehouse, improve planning, speed up the calculation, approval and transfer of orders to production, and strengthen control over the passage of orders along the process chain.

To solve the tasks set, the system "1C: UNF 8. Polygraphy 2. " The implementation partner was Armex.

The project was implemented in 10 months. At the first stage of the project, the rationing of technological processes in the printing house was carried out - this is about a hundred operations in prepress preparation, printing and the post-printing workshop. You have entered order settlement templates for sheet, book and journal products, and labels. At the second stage of the project, the warehouse was automated, dispatching was introduced at the production site, and employees were trained. Technologists have mastered the process of prioritizing orders - a barcode system and touch monitors are used to track them. In addition, Armex specialists, together with the heads of the printing house, built and tested user rights, which significantly reduced the risks associated with the human factor.

Key project outcomes:

• Automated order settlement. To do this, all process operations are rationed by time and cost. The value of consumables is reflected and updated in the system. The time that managers spend on costing has decreased by 30%. Orders are more quickly agreed with customers and put into production.
• It became possible to control the cost of products at the stage of pre-settlement of orders. The system has set a minimum profitability level, for some orders it is 10%, and if any order in the calculation "goes into minus" it is immediately visible. In this case, the manager changes the process parameters (paper, circulation, etc.) and coordinates them with the client or discusses with the commercial director the possibility of a discount. In all cases, working in the system ensures minimum profitability and completely eliminates the possibility of loss for the company.
• Sales managers have more time to find customers - they are now less likely to turn to management and technologists for advice and coordination. Previously, one of the most frequent reasons for contacting a commercial director was the question of the correctness of the cost calculation. Now such appeals come to naught, in the commercial department there is less nervousness, the work has become more orderly.
• Warehouse management is optimized: the receipt and disposal of consumables are automated, a scheme for reserving and scrapping materials for a specific order, including subcontracting raw materials, has been implemented. Using the "Delivery Calendar," managers see whether materials have arrived under their order or not, whether there are analogues in the warehouse and whether they can be used under a specific order. Excluded situations where, for example, paper from one order unexpectedly "leaves" for another. The turnover of the warehouse increased by 10-15%, the cost of purchasing materials was reduced, the inventory is carried out in one click.
• Using the standard functionality of the system, a full-fledged dispatch of orders is implemented at production, this allows you to arrange the order of their execution without a strict production plan. If necessary (for example, when an urgent order is received), technologists can quickly adjust the daily production plan, and workers always get up-to-date information about which order to work. All this ensured an even load of production lines and made it possible to plan production both in the near future and in the long term.
• The system of order tracking in production is implemented using barcodes. Using a barcode system and touch monitors, workers note the fact that orders have begun and ended. Here, at automated workplaces, they receive the following production task. Management and managers always know what is happening in production. This makes the work of the commercial department more predictable, and managers have up-to-date information about orders, which helps in communicating with customers and maintains their loyalty.
• Accurate and detailed calculation of order costs is provided. Management reporting shows the real situation in production and business, and key indicators are monitored in real time. This helps management to monitor the work of departments and quickly respond to force majeure situations. As a result, total costs were reduced by 15%.

For me, as director of development, the main task was to establish effective management accounting: where are we at a particular time and where are we moving in terms of economic indicators? This could not be determined without proper accounting for consumables, automatic order costing, and accurate costing. As of April 2022, these issues have been resolved, and I have once again made sure that 1C has flexible and wide options for setting up and adapting management reporting. Automation of the business helped us very much with solving bottlenecks: the lack of internal logistics and communication between production, office and warehouse. Now there is no problem, and now all work and the whole business is carried out in a single information system, which is very convenient for all employees. said Margarita Ukhova, Director of Development of Impress Media Printing House