Digitalization of the fuel company "Rosatom" TVEL

2023

How to switch from Autodesk to Russian solutions. Experience of designers of Rosatom fuel division - in TAdviser video interview

The Central Design and Technological Institute (TsPTI), which is part of TVEL, the fuel division of Rosatom, specializes in the design and design activities of the nuclear industry. During its work, CPTI has accumulated valuable expertise on the use of digital technologies in the design of various objects, including unique large-scale objects of the megacarbon class. Alexey Grachev, Chief Specialist of the Information Modeling Technologies Department (TIM) of TsPTI, spoke about how and what solutions are used in the design, as well as the process of switching from imported engineering products to Russian ones in a video interview with TAdviser. Read more here.

TAdviser interview with Alexey Grachev, Chief Specialist of Information Modeling Technologies Department

The Central Design and Technological Institute (TsPTI), which is part of TVEL, the fuel division of Rosatom, specializes in the design and design activities of the nuclear industry. During its work, CPTI has accumulated valuable expertise on the use of digital technologies in the design of various objects, including unique large-scale objects of the megacarbon class. Alexey Grachev, Chief Specialist of the Information Modeling Technologies Department (TIM) of TsPTI, spoke about how and what solutions are used in the design, as well as the process of switching from imported engineering products to Russian ones in a video interview with TAdviser. Below are the video and text version of the conversation, prepared with the support of ASCON. Read more here.

2022

Why the TVEL holding conducted a reboot of the digital strategy. Main reasons and conclusions

Evgeny Garanin, director of digitalization, TVEL fuel division Rosatom"," at the TAdviser Digital Transformations Day conference on September 27, shared his experience in developing an effective digital strategy. He recalled that TVEL is a monopoly supplier of nuclear fuel at Russian nuclear power plants and has a share of about 30% in the international market. The holding has more than 13 enterprises engaged in core activities, and about 30 more engaged in other business in accordance with the previously taken course of diversification.

In 2018, TVEL adopted a large digitalization strategy, and every year they conducted a review of completed and launched projects in the next. But in the end, the company came to the conclusion that there is no clear understanding of why certain projects are being done. Questions arose: how to prioritize projects, from which departments to take into work proposals on projects, and who to refuse, how to prove that it is necessary to do these things, etc.

In this regard, a reboot of the digital transformation strategy has been done. At the same time, the experience gained from the result can be used not only in IT topics, said the director of digitalization of TVEL.

Slide from the presentation of Evgeny Garanin

By the time the company came to a reboot of the digital strategy, a large volume of strategic documents was developed in TVEL, and the cycle of their development was generally completed. There was a division strategy projected on all enterprises of the holding, separate strategies for each product. And plus there was a strategic package of documents covering functional articles: HR, financial and economic block, logistics, etc.

At the same time, Yevgeny Garanin stressed that no external contractors were involved in the development of the strategy, but only the internal team plus employees from Greenatom - IT-subsidiaries of Rosatom. The company has ceased to involve consulting organizations in the development of strategic documents: "When you develop a strategy, you must answer for it - that it is correctly developed and will lead to those results."

Of all the documents listed above, the company identified all strategic goals and development drivers that allow these goals to be achieved, and began to connect strategic goals with projects through business competencies.

Slide from the presentation of Evgeny Garanin

More than 140 business competencies were obtained, which were divided into groups, and then for each competence, in accordance with the TOGAF methodology, it is determined how the company supports it with the help of people, processes, technologies.

Slide from the presentation of Evgeny Garanin

There was also a gradation of how well each of the competencies is now supported with the help of IT, and then projects with a period until 2030 and activities that need to be done in order to get a good level of support for competencies have been identified.

After that, projects are carried out and monitoring is carried out, as far as it was possible to advance in terms of achieving the result.

Due to this approach, TVEL found more than 10 areas and projects that were not previously in the strategy.

Evgeny Garanin noted that in general, since 2017, the company has made a big breakthrough in terms of "numbers," and summarized the best practices of digital transformation in TVEL. First, those who work in the division act as business partners. The business partner is assigned to each function, he has a good understanding of business tasks and goals.

And an important point is connected with this: when we talk about digital transformation, it is no longer enough to be just an IT guy. Now such an employee must also understand something about production, and about designers, science, etc. And at the same time, he must take a proactive position in promoting the figure.

Another important point is the IT service model. The company has an internal integrator, and all service functions, all routine operations are displayed in the internal insourcer. This allows employees of the division to engage exclusively in development and work with business.

Slide from the presentation of Evgeny Garanin

The fourth important practice is IT evangelism. This is now actively engaged in Rosatom. IT evangelism involves, among other things, the formation of a digital culture.

For digitalization, this is very important, because when we look "from above," from the level of a top leader to our enterprises, it is quite difficult for us to reach the machine and understand what problem a person has, who works for him. Therefore, we introduced the concept of an IT evangelist. These are people who travel around enterprises and talk about what technologies we have, what projects we do, offers to get involved in them, etc. This allows us to interest people, find digital hotbeds of support at our enterprises, raise the level of digital culture and, among other things, comfortably accept the changes that our digital projects bring to business, "explained Evgeny Garanin.

The nuclear fuel supplier TVEL, which is part of Rosatom, creates a decision-making system based on AI

The fuel company TVEL, which is part of the structure, Rosatoma plans to entrust artificial intelligence (AI) with making decisions without human participation. Director of TVEL Digitalization at Evgeny Garanin TAdviser Summit 2022 said that the company is moving from decision support systems (SPS) to automated decision making, based on AI technologies and. Big Data

TVEL digitalization director Yevgeny Garanin: We want to stop creating decision support systems and start introducing decision making systems. The photo is TAdviser

According to him, the concept of transition is spelled out in the company's digitalization strategy developed until 2030. Moreover, AI and Big Data will be used in all areas of TVEL activity:

• strategic management and development;
• centralized business services and corporate functions;
• production;
• Quality management;
• Marketing and Sales;
• science and engineering.

We want to stop building decision support systems and start implementing decision systems. Every sector of our operations should have "big data," AI and IoT. At the same time, today we do not have the required "hygienic" level of basic automation in all areas. We will still have to implement more than one project in order to come to the possibility of using AI, digital twins and other "cool pieces." To successfully implement our strategy, we have built a connection between business and IT so that they work together, - said the director of TVEL digitalization at TAdviser Summit 2022.

According to Yevgeny Garanin, in 2021, TVEL has already implemented several projects based on AI. Thus, a platform for collecting and analyzing production data was created, which is responsible for predicting the quality of izgotavlivayemoy̆ products, detecting collisions and managing the maintenance and repair of equipment. AI allows you to predict at early stages the quality of products in a long production cycle (up to 6 months), timely adjust the operation of equipment and increase the level of yield.

Also in 2021, TVEL began introducing AI in corporate processes, and the process of automation of procurement began. According to Yevgeny Garanin, the task is to make the procurement commissions work without people, and all routine work is carried out by software robots (RPA). Only the correctness control function will remain on the person. Another project, which started in 2021, is associated with scientific and technical activities. TVEL automates the routine operation of generating reports for customers on the scientific work done. The implementation of RPA in the corporate sphere will allow:

• 16 times reduce labor costs in routine processes;
• reduce the labor costs of specialized experts by 30% by unloading them to solve more creative problems;
• Reduce the number of revisions and corrections in reports by 90%.

As Yevgeny Garanin said, the IT service, as part of the digitalization strategy, has revised its approach to working and interacting with other divisions. Back in 2017, a program for IT transformation was launched: representatives of IT divisions were assigned to business areas, which are subtly versed in production processes. They offer the business technology. A service model has been implemented, all non-core tasks are transferred to service companies created in Rosatom Corporation. In addition, an institute of IT evangelism was created inside TVEL, people who are engaged in the formation of digital culture and propaganda of the activities of IT divisions were identified.

TAdviser SummIT took place on May 31, 2022 in Moscow. The event was attended by more than 900 delegates, more than 100 reports were made. Among the key speakers are the Minister of Digital Development of the Russian Federation Maksut Shadayev, Deputy General Director of RZDEvgeniy Charkin, Chief information officer of Uralchem Valery Fokin, Vice President for IT at Evrazholding Artem Natrusov, Chief information officer of Lenta Sergei Sergeyev and others.

Artem Natrusov, VP IT EvrazHolding

2013-2014: Key projects

In the annual report for 2013, published in October 2014, TVEL gives the main results in the direction of IT for the reporting period. These, in particular, include the completion of a project SAP ERP for replicating a standard solution based on the management of enterprise resources in four TVEL companies - KMZ, ChMZ,ON ECH, NZHK, AEHK, as well as the commissioning of a single industry EDMS Rosatom (EOSDO) at six more enterprises of the company - Uralpribor, NNKC, Centex-NSPpZB, NKB AB

In 2013, the project of replicating the expanded functionality of the master system for human resources management at production enterprises of the second stage was also completed. The system fully automates personnel accounting, organizational structure management, personnel time and payroll accounting, as well as performance management processes and occupational safety indicators accounting. Thus, now all enterprises included in the contour of the SAP ERP TVEL project also work in a single centralized personnel management system of SAP HCM Rosatom.

Another major project last year was the development of ACS design and technological preparation of production (ACS KTPP) in the Fabrication division. The expanded functionality of the system was put into commercial operation at the enterprises "MSZ," "ChMZ," "NZHK" and the parent company "TVEL." The system was put into pilot operation at the enterprises OKB-NN, KMZ, NNKTS, UZGTS, Uralpribor, a branch of NNKTS - Centrotech-SPb. The project of replication and development of the CTPP ACS in the Gas Centrifuges division was also completed.

Production at the Novosibirsk Chemical Concentrate Plant (NZHK)

The company expects that the development of the ACS KTPP, implemented within the framework of these projects, will reduce the cost of design and technological preparation of production by 10% due to the use of more rational methods of organizing work and reduce the time for coordinating technical documentation with enterprises by 10% due to automated interaction between enterprises. Another expected effect is to reduce the time for designing and launching products into production by 20% by coordinating the interaction of business units and using typical design and technological solutions accumulated in the system.

Among other key projects of 2013 is the completion of the replication of the unified enterprise resource management system "1C ERP: Rosatom" in one of the company's enterprises - "NNCC." The system was put into commercial operation. The creation of a centralized corporate fund of regulatory and technical documentation on procurement activities and documentation of the integrated management system of quality, ecology and labor safety "TVEL" was also completed.

In accordance with the transformation program of Rosatom IT, the key projects of 2014 are the pilot implementation of subsystems for the management of product life cycle elements in the Gas Centrifuges division, the replication of the CTCS ACS at the enterprises of the separation and sublimate complex (UECC, CP software, CFS, AECC), the development of the concept of automation of the main activity "VNIINM named after A.A. Bochvara."

This includes the implementation of a project to develop the concept of creating an integrated design management system at CPT and the implementation of a project to expand the functionality of the corporate data warehouse.

IT projects TVEL Rosatom

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