Dubnensky Machine-Building Plant promptly monitors the execution of government orders with the help of 1C:ERP

2025: Implementation of "1C:ERP"

"1S:First Bit" comprehensively automated the work Dubnensky Machine-Building Plant of "" named after N.P. Fedorov. The system 1C:ERP helped to organize operational cost control, ensure accurate calculation of production costs at all stages of the technological cycle, optimize management, finance regulatory reference, information warehouse, customer relations. The processing of orders accelerated by 20%, receivables decreased by 10%, warehouse turnover increased by 10%, management reporting is formed 50% faster. Management monitors the execution of government orders in real time. This was announced by the First Bit on September 16, 2025.

Dubnensky Machine-Building Plant JSC is one of the machine-building enterprises. Russia The company produces products for key industries industries as part of the state defense order (GOZ).

The production facilities of the enterprise include a full production cycle - from design to production of finished products, service and equipment modernization. To work, the enterprise needs to accurately take into account costs, efficiently allocate resources and strictly control the release of products at all stages of production.

Earlier, for operational accounting and management, an outdated information system was used based on 1C: Enterprises - 1C: Manufacturing Enterprise Management, as well as a number of other 1C solutions. The integrations between the "1S:ZUP" and "1C: UPP" systems related to the transfer of data on the distribution of wage costs by production orders were not fully automated and required the mandatory manual reconciliation of the transmitted data, which led to delays in the calculation of costs and the formation of reporting. It was not possible to take into account actual costs in real time. There were inconsistencies between actual and planned expenses. It took a long time to prepare management reporting on projects.

The company began to need an information system that would make it possible to organize operational cost control, ensure the calculation of production costs without regular manual data reconciliation, speed up the formation of management reports, and strengthen control over the execution of orders.

In 8 months, the system was deployed at 500 workplaces. Executed integration with "" and with 1C: Salary and Human Resources a historical system, which implements the unique functionality of production and procurement planning. Specialized automated workplaces have been developed to manage cost allocation processes, cost allocation mechanisms have been implemented that take into account the specifics of the enterprise, and a number of other improvements to the system have been made to meet the needs of the enterprise. As of September 2025, 1000 employees of the enterprise work in the system.

A centralized system for managing basic regulatory reference information (NSI) has been created. Strict rules for maintaining directories for items, counterparties, and departments have been set up. Control of data correctness during input is implemented - the system automatically blocks duplicate or incorrect records. When the data is changed, the responsible employees are notified to approve the changes. Duplication of information is excluded, the accuracy of the data has improved.

Cost control has been strengthened, the speed and accuracy of calculating the actual production cost has increased:

• A unique methodology for allocating costs for production projects has been introduced, fully complying with the requirements of the State Environmental Protection Commission. Actual material consumption data is automatically completed during the production phase without using BOM standards. Costs are automatically allocated to projects as they are released, and discrepancies between planned and actual data are recorded.
• The mechanism of fractional allocation of costs for work in progress (WIP) has been implemented. The company was able to abandon the standard "boiler" method of accounting for costs and introduce a flexible approach to the distribution of costs at the cost of production. Responsible employees can now manually adjust the amount of costs that are written off to cost by specifying the percentage of costs to be allocated at each stage of the issue.
• Personnel costs are now linked to specific production orders and actual employee production. When you close a production order, the system automatically receives data from 1C: Salary and Human Resources about the actual production of personnel (by the number of hours and the amount of work). Based on this data, the payroll costs are automatically allocated to the cost of production in each production order, taking into account the production structure, the materials used, and the actual equipment load. The calculations automatically take into account bonuses, bonuses and additional payments to employees. When you make changes to actual data (for example, rework or quantity adjustment), the system automatically recalculates the amount of payroll costs based on the new data.
• Specialized reports have been added to the system to analyze the cost of production and WIP in accordance with the requirements of the BARS. The reports include details on cost items, production phases and divisions. The system automatically matches the planned and actual costs by production order. The reports provide for the possibility of analyzing the structure of the cost price in the context of direct and indirect costs. The mechanism of automatic filling of reporting forms based on accounting and management accounting data has been implemented. Added deviations between actual and planned data with automatic alarm for critical differences. Online access to reports helps management respond quickly to cost variances and adjust production processes in real time.
• Responsible employees have the opportunity to manage the distribution process online, record variances, and adjust costs depending on the stage of production readiness and the production cycle. If necessary, the system automatically reallocates costs in case of deviations from the plan key figures.
• The system provides a mechanism for monitoring the correctness of data - it automatically blocks incorrect or incomplete data if the amount of distributed costs exceeds the actual values ​ ​ for the work in progress. All adjustments are saved in the system and are recorded in the total cost of production reporting. Changes made by employees are recorded in the action log and can be canceled if necessary. Additionally, control was implemented over the compliance of accruals to employees and their actual production: if the amount of payroll accruals exceeds the actual production by order, the system records the deviation and warns about the need to check the data. This allows the company to obtain accurate data on the actual salary costs for each order and take them into account when calculating the cost of production.

Improved financial management:

• Unique budget reports were introduced with the transformation of accounting data (RAS) into management accounting data (MFP). Control of transformation correctness is implemented - the system records discrepancies and offers options for correction. Employees got rid of the need to manually recalculate data. Regulated reporting is formed by 70%, and management - by 50% faster.
• The mechanism of automatic creation of the register of payments is implemented, taking into account various statuses, dates of execution and counterparties. The system collects data from contracts, invoices and payment requests, groups payments by status (pending, executed, rejected) and due date. The data in the register can be adjusted interactively, and the amounts and payment statuses between accounting and order management are automatically checked. The register is updated online, allowing the finance department to quickly track the status of settlements. Accounts receivable decreased by 10%.

A single customer and process data center has been created. The system displays the current status of each order in real time and records the progress status. Order processing accelerated by 20%.

Accurate accounting of materials and finished products is ensured. Acceptance and shipment accelerated. Warehouse turnover increased by 10%.

The transition to a modern 1C:ERP solution allowed us to implement a complex methodology for allocating costs to production stages and projects. We were able to strengthen cost control, increase the speed and accuracy of calculating complex production costs, and optimize financial management. The execution of government orders is now monitored in real time, we can at any time receive information about the status of each order and evaluate the actual plan for costs. said Lebedeva's director of economics and finance Olga Igorevna.