Aistim Service 1C implemented a system ": Management of construction organization 8" in Remzhilstroy-Invest company

On November 13, 2014 the Aistim Service company completed^[1] system implementation "1C: Management of construction organization 8" in the Kaliningrad company "Remzhilstroy-Invest".

Goals and Objectives

The development strategy of the company assumed increase in volumes of construction by 1.5 times. In order that increase in production did not lead to the proportional growth of the servicing divisions the management decided to optimize an enterprise management system.

Earlier for the purposes of operational and production accounting at the enterprise spreadsheets and paper carriers were used. On building sites there were no computers. The uniform reference book of installation and construction works was absent. Material accounting on objects had to be kept manually. On formation of lists of requirements of divisions for materials and the construction equipment a lot of time left. It complicated works on objects, there were inaccuracies when planning supplier orders, the idle times connected with untimely supply of materials and special equipment were frequent.

The information system which would allow to organize accurate accounting of materials on building sites was required for the enterprise, to optimize purchases, to improve quality of work planning, to optimize loading of the construction equipment and vehicles. The management company needed tools for operational processing of requests for warranty and post warranty service of the built objects. Besides, it was necessary to increase the speed of formation of the management reporting, to provide operational approval of requests for a funds expenditure.

Choosing a Solution

As the software product the solution " was selected by 1C: Management of construction organization 8". The Aistim Service company became the partner in implementation.

Project Progress

During the project the end-to-end information system which covered 50 jobs in key divisions of the company was created: economical and technological departments; services of the customer, contractor, project management and logistics; commercial service and construction department and also in accounting and HR department.

Project Results

• Accurate accounting of materials directly on objects is adjusted. Requests for the construction equipment and materials form taking into account the current remaining balance and the project plan approved in a system. Information is automatically transferred to the centralized service of logistics which distributes resources and will organize their delivery to platforms. Intake of materials and the equipment on objects is registered in a system in real time. The centralized service of logistics had an opportunity to quickly control resource providing objects and to prevent emergence of the situations capable to lead to failure of deliveries. Duration of the idle times connected with the shortage of required materials was as a result reduced, financial losses from idle times decreased by 70-80%.
• The normative reference book of installation and construction works, uniform for all divisions, is created. It simplified calculation of materials requirement and construction mechanisms and significantly accelerated formation of the work plan on objects. The company could implement a centralized system of purchases. Suppliers are selected according to the results of tenders now, materials are bought by large parties at lower price.
• Loading of transport and the construction equipment is optimized. At order placement to the supplier a system itself suggests to create the request for delivery of the purchased materials and also shows what vehicles are free at present. Loading of a construction equipment is in the same way controlled: when obtaining the request for delivery of the equipment to an object a system allows to estimate what equipment is reserved and what is free to use. As a result duration of idle times of motor transport and the construction equipment was reduced by 10-15%.
• In a system the mechanism of registration of requests for warranty and post warranty service of the real estate which is in management of Remzhilstroy-Invest is implemented. The manager accepts requests by phone, registers them in a system and in the online mode traces all stages of their accomplishment — from appointment of the specialist before feedback from the applicant. It provided shorter terms of response to requests from the population and allowed to control quality of the performed works quickly. Customer satisfaction work of management company raised that, in turn, Remzhilstroy positively affects the relation of potential consumers of services to a brand.
• The system of electronic approval of requests for a funds expenditure is organized. Time for approval of payments was reduced by 7 times — from two weeks to two days. It increased loyalty of suppliers and allowed to lower labor costs of the managerial personnel occupied in reconciliation procedure of requests.
• Formation of a complete set of the management reporting according to standards of the enterprise is automated. Time for reporting was reduced from one month to one week. There was a possibility of calculation of profitability of the project for date of signing of the contract of shared-equity construction. It allows to predict more precisely future income and to plan costs on objects. Besides, the management now at any moment can estimate what projects already reached the level of "self-financing" and what are not present.
• All these conversions helped the enterprise to achieve the set strategic objective: during project implementation the volume of construction was increased by 1.5 times. At the same time the system created on the basis of "1C: Management of construction organization 8" helped to avoid the proportional growth of the servicing divisions.

Result

In a project deliverable the purchasing system is optimized, the regular supply of objects is provided with materials and the construction equipment. Losses from idle times on building sites were reduced by 70-80%. By 7 times the speed of approval of requests for a funds expenditure increased. The management reporting is prepared 4 times quicker. The enterprise could increase construction volumes by 1.5 times without expansion of number of the servicing divisions. Besides, accomplishment of requests for warranty and post warranty service of housing which is under control of the enterprise accelerated, consumer loyalty to the company increased.

Project deliverables are commented by the associate director Afanasyev Evgeny Nikolaevich: "This year we felt results of implementation of which at the beginning of the project could not think. The company conducted at the same time 12 large construction objects in different points of the city, and never we faced problems of "failures' in logistics or other difficulties which could cause unplanned costs. Within the project operational accounting of materials directly on construction objects which is conducted by storekeepers and foremen was started. Thus, the centralized service of logistics has an opportunity to trace actual balances of materials on objects and to make optimal solutions when purchasing. It led to decrease practically up to zero remaining balance of materials on the platform by the time of completion of construction that allowed to release actually current assets from not used stocks on building sites and to reduce the costs connected with idle time for 70-80%".

Notes