1C-Rarus automated conveyor production for the Ural automobile plant

2021: Completion of a comprehensive digital system and automation of conveyor production

On September 21, 2021, 1C-Rarus announced the completion of a project to create an integrated digital system and automate conveyor production for the Ural automobile plant. The company's management implemented a monthly order-based production plan for cars and spare parts. 1,200 workplaces were automated. The project was put into commercial operation in 12 months.

The Ural Automobile Plant received a grant from the state program of targeted financing for the Digital Ural Complex Solution project. From Western software to domestic. "

Project prerequisites: separation of the holding structure: automobile plant "Ural," "RM-Tereks," "Saransk dump truck plant" - from the "GAZ" group and joining the "United Engineering Group" holding.

The management of AZ Ural has set goals to transfer existing business processes from Western software to domestic software. Optimize IT cost of ownership and minimize continuity and resiliency risks. Ensure separate accounting for the State Defense Order, reduce the time for preparing reports on the State Defense Order. This required an information system that had the necessary characteristics and allowed to integrate the mechanisms with the Customer's systems. To solve the tasks, the software products "1C: ERP," "1C: Document Flow," "1C: Payroll and HR Management" and 1C:ITIL on " platform were selected.

The project is divided into several stages:

• Abandonment of historical GAZ systems and registration in '1C: Payroll and HR Management' and '1C: ERP Enterprise management'
• Reporting and cost calculation in '1C: ERP Enterprise Management'
• Production planning on the pipeline and automation of production logistics. Abandonment of the Western System
• Implementation of planning and budgeting based on software products' 1C: Enterprise 8'and exchange' 1C:ERP: Enterprise Management 'and T-Flex.

Prior to the transition to the target IT architecture, the URAL Automobile Plant used information systems:

• "1C: Manufacturing Enterprise Management"
• "1C: Payroll and HR Management 2.5"
• KISU - own development of the Nizhny Novgorod site for NSI management on the basis of Oracle
• DocsVision
• BAAN
• Excel

The main complexity of the project was the highly customized software '1C: Production Enterprise Management 8', which was customized to the requirements of GAZ Group of Companies. NSI was introduced into several systems. KISU, BAAN and UPP were used as master systems for accounting for NSI.

Work was carried out to normalize and upload data to the 1C:ERP. During the unloading process, duplicates of directories, contracts, and counterparties were removed. The reference books were optimized: the structure of the enterprise, items of expenses and income, taking into account the requirements of the Customer. As a result of the pilot operation, the time for calculating the cost did not meet the requirements of the rapid closure regulations, after which, using methodological study, the methods of forming costs and their distribution base were changed.

Conveyor production is automated. A program for planning the daily bookmark of cars adapted to changes in demand, including customer failures, has been implemented.

Developed "AWS Bookmark Management" - from the standard documentation "Production Plan" for 5 days, the user is given to manage the order queue: change the queue, add it, remove the car from production. AWS allows changes in plans without opening separate documentation "Production Orders" and "Stages." With the help of AWS, the user can open orders not only for the assembly of cars, but also for the subassembly of units (cabin, power unit (motor), etc.). AWS helps in creating the "Production Task" of the main units: frame, bridge, transfer case, while the standard "Production Order" is not used, which allows changes to be made "painlessly" and quickly.

Developed "AWS of number nodes." AWS is connected with "Bookmark Control AWS," which shows the list of nodes with reference to assembly stations, models and VIN code. car After installation of the unit on the vehicle during assembly, the operator reflects the number information in the "Numbered Units AWS." The program substitutes a node with a serial number for a specific car. As a result of assembling units with serial numbers, the program allows obtaining the cost of the car. If you replace a unit that is installed according to the specification at production, the AWS will tell you that the number belongs to another automobile unit - after making sure that the selection is correct, the program will automatically replace both costs and support.

Developed 'AWS Automatic Inventory Write-Off'. The AWS records daily materials, PKIs, units used for production of products, taking into account the entered resource specifications and permits for replacement in the current period. All data on the materials used are accumulated during the day. Every night, all information on the materials used, taking into account the adjustments, is transferred to the documents Production Stage and Production without Orders. If there are negative residues, each dispatcher in the AWS sees their list, which must be worked out within the next day.

Automated planning and execution of materials and equipment. To fulfill the car production plan, the workshops involved must generate administrative lists on the needs, with information on the number, timing of delivery, manufacture and delivery to the workshop storerooms of components and semi-finished products included in the final product. Approved administrative lists serve as the basis for opening orders and forming issues by auxiliary workshops. The composition of one modification of the manufactured car includes 25,000 parts and components, the created parts are processed in 40 workshops. Every month, 4,000 orders are opened only in workshops that ship finished products to the customer.

Project results:

• Separate metering of BARS is provided.
• A master system has been created for maintaining NSI based on 1C:.ERP
• A unified infrastructure was created on the basis of 1C:ERP Enterprise Management 2, integrated with 1C: Payroll and HR Management Rev. 3.1 and 1C: KORP Document Management.
• 100% of '1C: ERP' contracts are consistent in '1C: Document Flow' using business processes and seamless integration
• The targeted write-off of components and units for a car has been implemented, which gives the accuracy of the cost estimate and the traceability of the main components of the car.
• Daily planning, control and formation of a rigid pipeline bookmark for 5 days was implemented using the created AWS "Bookmark Management."
• The financial result is calculated accurately and on time. Closing of the month according to the regulated accounting no later than the 5th day of the month following the current one by the second month of industrial operation.
• Separate accounting is ensured
• The average cost calculation time in the regulated accounting database is 2 hours, which fully meets the requirements of the quick closing of the month.

During the project implementation at the Ural Automobile Plant, a significant amount of work was carried out by the Customer's own IT service.

The following works were performed:

• Analyze and eliminate system bottlenecks
• Entry of initial residues/help in entering initial residues
• User Distance Learning
• Delivery of software products to the customer's office
• Individual training at the customer's office
• Integration with other 1C: Enterprise-based systems
• Integration with third-party automation systems
• Methodical provision of specific accounting and control features in the automation system (adaptation requirements)
• Initial Settings for Standard/Industry Solution (Program) to Start Accounting
• Customer Office Team Training
• Transfer data from previous automation systems
• Phase Planning, Scheduling
• Improve system performance
• Improve system stability and stability
• Load Testing
• Selling Selected Products
• Creating User Rights Interfaces and Sets
• Technical implementation of specific accounting and control features in the automation system (adaptation)

The following functions are automated:

• ABC/XYZ Sales Analysis
• Bank and cash desk
• Budgeting, Financial Planning
• Maintaining a Case Item
• Settlements with customers
• Settlements with suppliers
• Workflow
• Rework of ED formats
• End of period
• Integration (embedding) of the BED
• Complete and disassembly of materials
• Control and accounting of serial numbers, expiry dates and certificates
• Tax accounting
• Intangible assets
• Wholesale trade
• Fixed assets
• Customer Ordering
• Ordering suppliers
• Subcontracting
• Purchasing Planning
• Material Requirements Planning
• Capacity Requirements Planning
• Sales Planning
• Production operations
• Working with citizens' appeals
• Payroll and Personnel Accounting
• Standard Cost Calculation
• Calculation of standard cost of orders
• Actual Cost Calculation
• Settlements with counterparties
• Regulated reporting
• Inventory
• Trading operations
• Composition Data Management and Product Structure, Recipe
• Manufacturing Process Data Management (Roadmaps)
• Cash Management (Treasury)
• Information Technology Management (ITIL)
• Supplier Relationship Management
• Warehouse Inventory Management
• Management accounting
• Accounting in separate subdivisions
• Accounting of activities of auxiliary production facilities
• Accounting of contracts
• Manufacturing Cost Accounting
• Accounting and monitoring of the execution of orders
• Document Accounting and Storage
• Accounting for Unpackaged Deliveries
• Asset Accounting, Depreciation Calculation
• Accounting under IFRS
• Inventory Receipt Accounting
• Inventory Sales Accounting
• Accounting of production orders
• Time and Attendance
• Registration of overalls and overalls
• Inventory accounting in shop storerooms
• Accounting of production services
• Accounting for Export-Import Transactions
• Generation of payment schedule for suppliers
• Generation of payment receipt schedule
• Pricing, Price Lists

Economic impact of the project:

• Reduction of labor costs in subdivisions: 3%.
• Acceleration of management reporting: 3%.
• Speed up receipt of regulated reporting: 5%.
• Order processing speed: 2%.
• Decrease in inventory volumes: 1%.
• Reduction in material resources: 2%.
• Reduction in production costs: 2%.
• Reduced operating and administrative costs: 2%.
• Inventory turnover growth: 2%.
• Productivity growth in production: 3%.
• 2% reduction in downtime.
• Reduction in production scrap: 1%.
• Reduction in the terms of execution of orders/provision of services: 2%.
• Reduction in the cost of products/services: 1%.
• Receivables reduction: 1%.
• Increase in output/services: 1%.
• Profit growth: 1%.

Thanks to the teamwork of 1C-Rarus and URAL Automobile Plant specialists, it was possible to create an enterprise resource management system. We received control online over the execution of Orders, the formation and execution of bookmark plans on the pipeline, accounting for receivables and payables, including under State contracts, the automatic formation and execution of payment registers. We will continue to develop this system as much as possible using the typical functionality of 1C:ERP, 1C: Document Flow and 1C: Payroll and HR Management. The immediate plans include the introduction of volumetric scheduling, budgeting and integration with other applications of a single enterprise ecosystem, said Eldar Gumurzakov, head of the IT department of the Ural AZ.

Maintenance:

• The Internet version of ITS and ITS Internet services are used
• Consulting is carried out on methodological issues of working with the 1C program
• Consulting is carried out on technical issues of working with 1C software products
• A paid contract has been drawn up 1S:ITS
• Preferential support has been issued 1S:ITS

2020: Implementation 1C: Payroll and HR Management of 8 CORP

1C-Rarus On June 16, 2020, the company "" announced the automation of personnel accounting, payroll, as well as other accruals and deductions for 6 thousand employees of the Ural plant using the "" system. 1C: Payroll and HR Management 8 KORP The project on the methodology Agile allowed the enterprise to form reports in a short time.

Car Plant Urals"" is one of the manufacturers of all-wheel drive heavy trucks cars on the Russian market. The plant produces shift buses, special equipment, tractors, dump trucks. In total, the line of the enterprise has more than 250 modifications and equipment configurations as of June 2020.

To regularly support current legislation, a program was required that allows you to optimize and regulate the document flow for the processes of calculating wages and personnel accounting.

It was also planned to reduce the cost of supporting the information system by introducing a standard software product with the ability to implement the required improvements using extensions, external processing and reports. To achieve these goals, the 1C: Payroll and HR Management program was selected.

The launch of the system was carried out in conditions of limited access to the historical system using the developed concept of transferring initial balances and current data from the beginning of the year. To transfer vacation balances, a non-trivial algorithm for parsing and loading data for all employees was developed. Both basic and additional vacations are taken into account. This concept of loading initial balances has made it possible to form correct reporting since the beginning of the year.

During the project, the following tasks were implemented:

· A register of functional requirements for the personnel accounting and payroll system has been developed. Requirements include solutions to management tasks with a sufficient level of analytics.
· The concept of initial data transfer and load templates to the target system has been developed. The document describes approaches to loading historical data for the correct operation of the system in the future.
· System users and development specialists were trained to further develop and maintain the information system.
· Provided methodological and technical support to users at all stages of system implementation.

Despite the short timeframe of abandoning the historical system, the implementation was successful and made it possible to improve the key business processes of personnel accounting and payroll of plant employees.