Kungur Machine-Building Plant (1C: Enterprise 8.0)

2013: Integrated control automation based on 1C: Manufacturing Enterprise Management of 8 solution

A project on integrated control automation was implemented at OJSC Kungursky Machine-Building Plant on the basis of the 1C: Manufacturing Enterprise Management of 8 solution.

Automated functions

• Finance, management accounting, performance monitoring
• Accounting, tax, budget accounting, including regulated reporting
• Accounting
• Tax accounting
• Sales, Logistics and Transportation Management (SFM, WMS, TMS)
• Transport
• Rolling stock accounting
• Fuel and lubricant consumption planning
• Sales (Sales), Service, Marketing
• Ordering customers
• Inventory Sales Accounting
• Settlements with customers
• Wholesale trade
• Warehouse and Logistics
• Warehouse Inventory Management
• Inventory accounting in shop storerooms
• Human Resources and Human Resources Accounting (HRM)
• Payroll
• Personnel accounting
• Regulated reporting
• Procurement (procurement) and supplier relationship management
• Inventory Receipt Accounting
• Accounting for Unpackaged Deliveries
• Settlements with suppliers

Back in 2004, the company acquired the software product "1C: Production Enterprise Management 8," but the transition to this solution did not begin immediately, and for a long time many aspects of activity, such as operational and accounting of production, calculation of piece earnings were carried out in the old accounting system. At the end of 2006, the management of the enterprise decided to open a project for the transition of a new information system based on "1C: Manufacturing Enterprise Management 8."

Due to the large-scale design and special accounting requirements imposed by the contracts, the company was faced with the task of fully and correctly calculating the cost of manufactured products and services, which had not been solved before.

In 2006, the Perm company PPVTI was selected as a partner company for implementation by the management of the enterprise on a competitive basis.

The project was initially divided into several stages: the transfer of accounting to a new system, then the department of labor and wages, then the financial department.

From the very beginning of the work with the Customer, it was agreed that they will be performed according to the design technologies, a project team was formed, consisting of representatives of both parties, the scope and timing of the work for each of the stages was clearly approved. This, in the end, allowed the Customer to get an efficient system and a team of its own trained specialists at the scheduled time. In addition, this approach has eliminated a number of organizational and methodological problems and, having previously assessed the risks, avoided possible complications.

At the end of October 2007 The first stage of the project was completed: on the basis of PP "1C: Production Enterprise Management 8," accounting and tax accounting, document management, and the formation of regulated reporting were automated.

In March 2009, the second stage was completed - the payroll and personnel management unit was put into commercial operation. These works were carried out in a record month and a half of active joint work of the project team, the same amount of experimental operation lasted, despite the large number of employees of the enterprise.

The enterprise's vehicle management subsystem was integrated into 1C: Manufacturing Enterprise Management. The use of this subsystem has increased the control and transparency of the use of the company's own equipment.

In 2010, the company fully automated inventory accounting, which significantly improved the efficiency of inventory management.

Based on the results of the project, the following were automated:

• Personnel management and payroll, including the calculation of piecemeal salary for work orders (the company's staff is over 1,500 people);
• Accounting;
• Tax accounting;
• Cash management;
• Warehousing;
• Purchasing, Inventory and Sales Management;
• Customer Order Management;
• Repair management;
• Motor Vehicle Management.

Additionally, at the request of the customer:

• a specialized structure of reference books containing over 100 thousand elements has been developed;
• A variety of reports have been developed, including for the finance department.

The implementation of the 1C: 1C: Manufacturing Enterprise Management of 8 PP increased the efficiency of accounting and tax accounting.