We thank the editors of the journal "REA" (Concern Rosenergoatom») for providing this material.

When setting the task, Andrey Petrov emphasized that we need changes that give a real economic effect and have a direct impact on production. This decision was based on the positive experience of Smolensk and Balakovo NPPs, which started implementing the RPS back in 2007, and by the end of 2015 received the status industry level.

The introduction of production (or business) systems in recent years has become widespread in Russia. Companies that want to win the competition need to keep up with the times, but it is better to be “one step ahead”. Lean production is a philosophy of doing business, management. For those who have carefully studied the essence of lean technologies, it is clear that they are the future of management, and theory lean manufacturing reshapes the traditional way of doing business. Realizing this, the State Corporation Rosatom has been actively implementing RPS since 2008 at its enterprises.

At the beginning of 2016, when we launched the Concern's transformation program into an RPS division, we understood that a functional vertical was needed, since it would be difficult to implement what was planned without an effective management system. To this end, the directors of NPPs allocated active, initiative specialists, and the Concern's management decided to create a department for the development of RPS and operational efficiency in the central office, the task of which was the overall coordination of the development of RPS in the division, methodological support for RPS divisions of NPPs and divisions of the central office of the Concern .

Summing up the work of enterprises on the systemic implementation of the RPS is carried out with the help of developing peer reviews of the quality of the system deployment (in short, we call them RPKK), the teams of which involve highly qualified industry specialists.

RPPK allows to carry out diagnostics in the areas of RPS deployment, assess the level of development of the production system at the enterprise, determine development zones and best practices. Representatives of 18 enterprises participating in the RPS development program of Rosatom State Corporation take part in the work of the RPPK at the industry level, and employees of our leading enterprises, RPS divisions of NPPs and the RPS Development and Operational Efficiency Department participate at the divisional level. Inspections are held twice a year.

In the middle of the year, an intermediate check is held - "Previsit", within which the current level of development of the RPS at the enterprise is assessed, problem areas are identified for the prompt solution of emerging problems, and recommendations are given for managing the deployment program. At the end of the year, the results of the program implementation for the whole year are summed up. The RPPK team gives an opinion on the achievement of indicators in all areas.

Before each visit of the inspectors, the enterprise conducts a self-assessment of the implementation of all indicators of RPS deployment in five areas: “Goal decomposition”, “RPS flows”, “Project and change management”, “Training”, “Motivation”.

In the middle of the year, the level of performance of the indicators was different at each station. The RPPK teams made recommendations for each of the directions, on the basis of which the stations developed action plans to achieve the indicators, which were fully implemented by the final RPPK, which made it possible to achieve such results.

However, since one of the principles of the RPS is continuous improvement, based on the results of the final inspections, the plants received new recommendations from experts that will form the basis of plans for further development. production system on the sites.

Based on the results of the work of the divisional-level RPPK, seven nuclear power plants and the central office of the Concern, adopting the experience of Smolensk and Balakovo NPPs on the principle of "leaders teach leaders", under the guidance and with the help of the RPS Development Department, are assigned the status of "RPS-enterprise". According to the results of the branch RPPK, Balakovo and Smolensk NPPs must confirm, and Leningrad NPP - receive the status of "Enterprise - leader of the RPS". Confirmation and receipt of this status will take place in early 2017 based on the results of financial statements.

The audits also identified best practices that will be recommended for implementation at other sites. For example, at the Kola NPP, the following were recognized as the best practices: organization of the procedure for the safe operation of lifting mechanisms, the use of industrial polyethylene landing ladders, the introduction of workplace standards according to the 5C system at production sites. On the Kalinin NPP the application of the “Memo on working with PPU”, the development and implementation of standards for cleaning and inspection of equipment at the production sites of the central repair shop with visualization were noted.

One of the tasks of the outgoing year set by Rosatom State Corporation for the division is to reduce the inventory turnover of the Electric Power Division (in terms of revenue) by 27%. The fulfillment of this task would have been impossible without the opening of a personal RPS project of the General Director of the Concern and his deputies to reduce stocks.

The analysis carried out as part of the RPS project showed that this can be done through:

• bringing production reserves for REW to the normative ones;
• development and approval of standards for the presence of fuel assemblies in the operational reserve;
• development of schedules for the reduction of reserves in each direction;
• procurement of materials and equipment, taking into account the analysis of warehouse stocks;
• efficient supply of materials and equipment (delivery just in time) and other activities.

AT information center The General Director of the Concern organized monitoring to reduce the turnover of current inventories. The dynamics of all current stocks of nuclear power plants and subsidiaries is monitored monthly. In the event of a deviation from the predicted reduction in stocks, those responsible for the directions report at which enterprise, in which direction the deviation occurred and what measures were taken.

However, unscheduled shutdowns at Smolensk, Kalinin, Rostov NPPs and Novovoronezh NPP-2 complicated the task. Due to the fact that the current productive reserves consist of 75% fresh nuclear fuel(SNF) and components of the core (KAZ), due to unscheduled shutdowns of power units, there was an incomplete predictive burnup of the fuel in the core, and, as a result, this fuel was not written off from the balance of the enterprise.

Participation in industry competitions led to a clear understanding of the need for activity planning, coordination of the timing of the opening and implementation of RPS projects in the division

After the completion of the project, it will be necessary to analyze the range, quantity of stocks and the formed minimum stock in production cycle(from overhaul to overhaul), and then make a decision on further work with reserves and the establishment of their standards.

The main task of the RPS is to search for and eliminate losses, as well as solving problems that arise in various life processes of enterprises. Learning to see losses is the task of every employee. Unfortunately, we get so used to reality that we no longer notice the problems that are nearby. To learn how to see our processes from the point of view of lean manufacturing, to notice losses, such RPS tools as value stream mapping and production control and analysis help. To learn how to use them, this year each leader was given the task of implementing two RPS projects. RPS project is a project aimed at process optimization.

If the solution to the identified problem is obvious, then any of us can submit an Improvement Proposal (PEP). This work is now being carried out at all enterprises of the industry, and for the sixth time the industry competition of PPU and RPS projects has been held at Rosatom State Corporation. Our division has repeatedly participated in it. The competition is held in three stages. At the first stage, the nuclear power plants and subsidiaries of the Concern determined the best PRP and RPS projects implemented in 2016. Selected proposals and projects were submitted for participation in the second stage, which was held at the division level. The selection committee considered more than 80 works from nuclear power plants, as well as from JSC Atomenergoremont, JSC Atomtechenergo and other organizations of the division, choosing the most effective PPU and RPS projects from them. Thus, we entered the third stage of the industry competition with 12 PSP and 12 RPS projects.

The best RPS projects and PPU in 2016 (with economic effect)

The selection of the winners from the projects and proposals selected for the State Corporation took place within the framework of the annual RPS Leaders Forum. Each of the applicants was given the opportunity to personally present the implemented improvements. As a result, one of the winners of the PPU competition was the repair engineer of the Kursk NPP Denis Romanovich Vikhasty. His proposal - "Development of a plug for repairing the lower tract of the technological channel (TC) sb.26", allows you to cut off the TC from the PVC without dismantling the clips sb.25-33r.

The program for the transformation of the Electric Power Division into the RPS Division in 2017 provides for the systematic deployment of the Rosatom Production System not only at nuclear power plants, but also in all other branches and subsidiaries of the Concern, which have yet to go through the path of learning RPS principles and tools. Serious assistance in this will be provided by NPP workers who have been certified by the ANO Corporate Academy of Rosatom as RPS trainers.

important task next year is the implementation of the approved CEO State Corporation "Rosatom" A.E. Likhachev in December 2016 road map implementation of RPS engineering standards at Rosatom facilities under construction.

Results of the RPPK at seven NPPs

Already this year, relying on the positive experience of JSC ASE EC (power unit No. 2 of NVNPP-2 was recognized by the State Corporation Rosatom as an exemplary RPS unit), as well as focusing on the upcoming key event of 2017 - the physical launch of power unit No. 1 of Leningrad NPP- 2, the Concern, together with the general contractor, developed a Joint Action Plan for the implementation of RPS during the construction of power units No. 1 and 2 of Leningrad NPP-2 and an Action Plan for the creation of a unified information database of the customer, general contractor and designer. As part of the implementation of these plans, a unified information database was deployed on the servers of Leningrad NPP and Concern Titan-2 JSC, training was organized and conducted for employees of Leningrad NPP-2 and contractors led by the general contractor on the basic RPS course, developed on the basis of JSC IK standards "ASE" RPS-standards for management of construction and installation works, production control and analysis, application of the 5C system at the construction site, "Chain of Help" and "Proposals for Improvement" standards. The general contractor was given adapted guidelines on the motivation of employees involved in the implementation of the RPS.

Another serious task for the next year is to look at the processes of "New Products", "R&D and Innovation", "Quality" from the standpoint of the RPS in order to optimize them and determine the possibilities and ways of implementing inter-sectoral and inter-divisional RPS projects.

Achieving the ambitious tasks set for the division for the systemic deployment of RPS is impossible without the involvement of all personnel in the philosophy of frugality and the use of production system tools. Let me remind you that RPS is a culture of lean manufacturing and a system of continuous process improvement to ensure competitive advantage at the global level.

Culture is a set of codes that prescribe a person certain behavior with his inherent experiences and thoughts, exerting a managerial influence on him. RPS is a new culture of production, organization of work and workplaces. It will take a long time to instill it, and therefore we assign a separate role in the formation of this culture to the involvement, training and motivation of personnel. Only together we can achieve results. When planning work on involvement in the RPS, we need to form a positive attitude towards the Production System.

At the RPS Leaders forum this year, the results of a study of attitudes towards the Rosatom Production System at the enterprises of the State Corporation were presented, in which employees of the enterprises of our division also took part. The attitude towards RPS is dramatically changing at enterprises where the system has been introduced for more than a year.

A positive attitude towards RPS requires an engaging style of implementation. A high level of reputation is typical for enterprises where managers are actively involved in implementation: they personally explain, demonstrate by example. The presence of RPS leaders who demonstrate the effective tools of the system, clearly and convincingly explaining the need for its implementation, is an important factor influencing the high reputation of the RPS. Education, "cultivation" of such employees should be a priority for the heads of enterprises of the division at all levels.

Typical RPS reputation at different stages of implementation (results of a qualitative study; illustrated with figures collected during the study)

Much work has been done to develop the RPS this year, and more remains to be done next year. I would like to wish our leaders in 2015 - Smolensk and Balakovo NPPs - to successfully confirm their title, Leningrad NPP - to receive it at the industry level. Nuclear power plants, participants of the 2016 transformation program that have reached the target indicators of the RPS-enterprise, to achieve new level and become AKP leaders. BUT subsidiaries and branches (not NPPs), participants of the 2017 transformation program, I wish you successful implementation of the RPS development plans using the experience of the Concern's nuclear power plants.

We bring to your attention an interview with Sergey Obozov, where he talks about the origins of the Rosatom Production System, gives comments on the goals and features of the RPS implementation process.

Look at the end of the article bonus— video report “Management production efficiency. Role of the Rosatom Production System”.

- Sergey Alexandrovich, what is the AKP and where did it come from?

– The Rosatom Production System (RPS) as a system was not invented or borrowed from other countries and companies. The RPS is a logically complete vision set out in a modern context effective management production processes.

RPS is the successor to the scientific organization of labor, production and management (NOTPiU) and the developments of the Minsredmash, thanks to which our industry managed to achieve a multiple increase in labor productivity. In addition, the RPS includes and adapted to our industry the best achievements and tools from other modern methodological platforms.

The production system of Rosatom (RPS) is methods, ideologies and specific tools for increasing production and managerial efficiency activities of State Corporation Rosatom and enterprises belonging to the state corporation.

Rosatom Production System (RPS)- a methodically integrated industry complex of interrelated production processes in which activities that do not create value are minimized as a result of consistent improvements using principles, rules, tools and methods.

Even before the revolution, the Imperial Technical School (now Bauman Moscow State Technical University) developed the Russian method of teaching practical skills. At the factories of Russia, the Taylor system began to be widely used. The revolution gave impetus to the development of an integrated approach to the organization of work, rational use resources.

The well-known scientist Kerzhentsev considers time as the most important resource and in 1923 creates the "Time" league. The timing of working time and the analysis of its consumption are being introduced everywhere. The organizer, scientist and poet Alexei Kapitonovich Gastev in the late 20s and early 30s created the Central Institute of Labor, where he researches work operations and rationalizes them. A model of continuous training for rational work is being created. We are talking about the mass training of skilled workers.

Then, already in the 1960s, the topic “Minsredmash and NOTPIU” appeared. The scientific organization of labor, production and management, which was introduced in the 60s in Minsredmash, gave a multiple increase in labor productivity.

In addition to the Soviet experience, we have attracted the best foreign experience, which has shown its effectiveness. First of all, it is the Toyota Production System and other production systems based on lean manufacturing.

- Tell me, what exactly was taken from the Soviet system of NOT in the AKP?

- Let's start with the fact that the Japanese experience, the same "Toyota" in essence relies on our domestic NOT. It includes everything from rational organization workplace, in order to exclude unnecessary movements and any kind of loss, to ergonomics, that is, the most correct in terms of convenience and rational organization of equipment and workplaces.

It was all in the history of NOT. The experience gained in Russia was actively studied, including by Western scientists. One of Taylor's associates, Gilbrett admitted: “The Russians are deeper than us into the NOT. Original Russian methods were two decades ahead of the WEST!

For example, according to the technique for laying bricks developed at CIT, the Russians were three times ahead of their US counterparts who worked according to the Taylor-Gilbrett method.

Domestic experience was then published in journals on the scientific organization of labor abroad, including in Germany, which at that time was one of the most advanced in the field of the implementation of NOT. It was said that it was the Soviet experience in the scientific organization of labor that deserved to be studied very carefully. The results were indeed very impressive for the time.

- In what industries were these systems introduced?

This system has been implemented everywhere. It was promoted and implemented not only at machine-building enterprises, but also in office activities, in the activities of ministries, and in construction.

Gastev's memo "How to work" is widely known - these are the so-called 16 testaments, many of which we use now in the RPS.

Similar methods were then introduced in all other industries. In particular, the Stakhanov movement was a further continuation. Despite the fact that the achievements of Stakhanov and his brigade were based on propaganda, it turned out to be a strong propaganda move, and it had its effect.

- One was chopping coal, but three were helping him.

- That's right. He and his team were released from all auxiliary work and so on. But, nevertheless, the approach itself, the very desire to increase labor efficiency and achieve the highest possible productivity in each specific area, has borne fruit.

The Stakhanovite movement had its effect, and in the country as a whole, labor productivity doubled at that time. These are our roots, our history.

Even in those years, the Japanese and Americans carefully studied the Soviet experience, took a lot of it and managed to give impetus to the further development of labor organization systems on that foundation. Their new modifications appeared, first it happened in the East, in Japan, and then returned to the West, to the USA. Moreover, the Japanese, paradoxically as it sounds, were taught immediately after the war by American scientists - Deming and Juran.

Production systems such as the Toyota Production System emerged, which then spread to American automobile factories and other industries around the world. The Japanese were the first to synthesize everything that had been developed before them and managed to develop the ideas of their predecessors further. The result was not just a set of certain tools, but a whole philosophy of production relations in any kind of industry, in any kind of production.

Now Rosatom, in fact, is returning to our roots. Such theses of Gastev as “We raise the question of creating a certain kind of psychological and general biological fitness of the worker for continuous improvement” and “The task ... to constantly hear the call for continuous improvement” directly became the basis of such a Japanese concept as “kaizen”, and we are now laying it in the basis of the Rosatom Production System.

But use domestic experience NOT in our industry have tried before. Gastev was shot in April 1939, and the NOT movement did not develop in our country for a long time. In the 1960s, Minsredmash again raised this issue, thanks to which it was possible to significantly increase labor productivity in the nuclear industry as a whole.

Rosatom is now making a new attempt, but on a much larger scale and taking into account the organizational mistakes of that time. And one of the conclusions that we made, studying the experience of Minsredmash in the 60s, is that the chief production worker should be responsible for the RPS at enterprises, and the first person should supervise. It is this organizational structure that is currently operating in the state corporation.

We can't help but ask a question. From a formal point of view, the RPS came to Rosatom through Japan. Did the Japanese use their production systems at Fukushima?

– The Japanese have an impressive experience that must be studied and adopted. I am aware of how these words sound against the backdrop of recent events, but there is an indisputable fact - Japan is one of the world leaders in the field of nuclear energy and a country that provides record time for the construction of a nuclear power unit in 37 months from the first cube of concrete to power start-up.

This record was set at the sixth power unit of the Kashiwazaki-Kariwa NPP. Moreover, in this achievement they used our experience - this is the experience of serial construction of the Zaporizhzhya NPP.

The Fukushima accident began as a natural disaster. The course of development of the accident today is quite well known, it is described, among other things, in your publication. Fukushima will change many things, but, first of all, in another area - in the area of ​​global views on security issues. If earlier many relied on probabilistic approaches, today we need to operate in terms of absolute reliability.

Production systems, be it Toyota or any other big company are aimed at the fact that the quality is laid in the process itself. And quality here is understood not just as questions of purely consumer properties of the product, but A complex approach. The created product is considered in a complex, including from the point of view of safety.

Those new safety requirements that will appear as a result of Fukushima will be laid down in nuclear power plants throughout life cycle this object. Not only at the stage of construction, but at the stage of design and even concept development.

If this is done effectively, if the ideology of the Rosatom production system is applied in full, and this will happen! - then, throughout the life cycle of a nuclear power plant, the facility will be laid down by the inevitable fulfillment of safety requirements already in the new conditions.

I don't see any contradictions here. The production system of Rosatom contributes to the maximum effective solution any questions if it is applied in full. In particular, the issues of reliability and safety are also in the field of activity of the RPS.

Second stage of implementation

- Next question. Well, we figured out what RPS is, and for what purpose is it being introduced into Rosatom?

– In terms of strategy for the coming years, Rosatom State Corporation positions itself as a global technology leader in the field of nuclear technology. The goal is very ambitious, the deadlines are extremely tight. A lot of work needs to be done in order to achieve the set goals.

Rosatom, due to its historical development, was created in those conditions when economic issues were not a priority, there were completely different goals and other tasks.

Deadlines - yes, they were. It was necessary to solve the problem of ensuring the nuclear security of our state in two or three years, that is, to create a nuclear shield. This task has been successfully completed. But economic issues related to the efficiency and activities of the Minsredmash and the nuclear industry as a whole were not a priority.

Now the world has changed, conditions have changed. Rosatom should become the world leader in nuclear technology. In order to solve these problems already in the new conditions, new methods are needed, new approaches are needed, and the key issue is the issue of efficiency.

Accordingly, the production system of Rosatom is precisely aimed at achieving maximum efficiency in all types of activities of our diversified corporation. I repeat - in all forms, from nuclear medicine to electricity generation.

Moreover, Rosatom should not only be efficient. It must be competitive with the world's leading players, including in terms of innovation.

Therefore, it is wrong to neglect the experience of foreign colleagues who have achieved success in a particular field of activity. And Rosatom absorbs all foreign experience in improving the efficiency of its activities, but relies primarily on domestic roots.

– Where exactly does the implementation of RPS begin?

– The production system of Rosatom began to be implemented in 2008. The first pilot sites were the machine-building plant in Elektrostal and ZIO Podolsk.

- That is, these are machine-building enterprises. One of them produces fuel assemblies, the other, respectively, works with steam generators and other heavy equipment.

– Both there and there, the introduction of the RPS has shown its effectiveness. There is an increase in labor productivity, there is a reduction in the cost of production, there is a reduction in the time of manufacture of products.

I can give an example of MCP welding at the fourth power unit of the Kalinin NPP, when it was possible to reduce the MCP welding cycle from 255 days to 127 due to the use of RPS tools.

- Where was it cooked? In Podolsk?

- Not. It was already cooked on site. This is another example of the implementation of the RPS in addition to the first two mentioned.

If my memory serves me right, then in 2010, 54 projects were successfully implemented through the RPS. At the first stage of implementation, pilot sites were selected at a number of enterprises. Now comes the second stage, when the system will be implemented in the main production chains of enterprises. We are moving from test, trial implementations to a full-fledged full-scale implementation of the RPS.

The system has already proven its effectiveness and has also brought a certain economic effect, although, as you understand, it is not always easy to measure it during pilot implementations.

In order of illustration. For example, in a workshop at a particular enterprise, the production area has been halved due to the rational placement of equipment or a change in its layout. How to calculate the economic effect in this case?

The workshop is half free, but it continues to be heated and maintained. The enterprise may be closed, and it is impossible to let tenants into the vacated area. It is rather difficult to calculate the effect of implementation here.

However, I have certain numbers. For those pilot projects that we implemented at the first stage, the effect was obtained, in total, about 3 billion rubles.

- Is it for two enterprises? Elektrostal and Podolsk?

- Not. As I said, in total, at the first stage, there were 54 pilot projects for the implementation of the Rosatom Production System at 51 enterprises. They gave us a cumulative effect of about 3 billion rubles. By comparison, this is more than 30 times the associated costs of implementing a manufacturing system.

- A question about a specific enterprise, about Podolsk. Where exactly at ZiO "Podolsk" was the implementation of the RPS? In what specific area?

– At the ZiO Podolsk plant, the system was implemented at the site for the manufacture of steam generator modules. Prior to implementation, productivity was two pieces per month. In October 2009, that is, less than a year after the start of implementation, productivity reached three pieces per month. Now we have reached the figure of five pieces per month.

- These are modules for steam generators for ...

- ... for the BN-800, your publication's favorite reactor.

– How many modules were released in total?

- Before the advent of the RPS, 72 pieces were produced in 41 months. After implementation - the same 72 pieces were made in 18 months. There is a reduction in production time.

Production area for studs for reactor units BN-800 in shop No. 33. In 2008, two sets of studs were produced per month. In October 2009 - three sets of studs per month. In 2010, five sets of studs per month.

At the same time, there was a two-fold decrease in the number of employees compared to 2009.

“People got fired or…

- Nobody fired people. There was a reduction in the number of participants in this process, and not the total number of personnel. People were not fired, they were transferred to other production sites.

At the same time there was a decrease in stocks. From 2008 to 2010, the reduction of stocks in the flow occurred 30 times.

Another example from Podolsk. A site for the manufacture of air coolers in shop No. 16 ZiO "Podolsk". In 2008, nine sets were produced per month. In 2009, we moved to the level of 12 sets per month. In 2010 - 15 sets per month. The cycle time for the manufacture of air coolers decreased by 20% by 2009, by 25% by 2010. Reduced stocks in the stream by 25 times.

Different sides of the AKP

– The question is, what actually changed with the introduction of the RPS?

– The main idea at the first stage of the implementation of the Rosatom Production System is to reduce different kind losses. That is, these are unnecessary unnecessary movements, these are unnecessary stocks and overproduction of products, as we like to say, "for future use." But this is frozen money!

I recently visited one of our enterprises - NIKIMT-Atomstroy OJSC, so they have been on the site for several years now, not "lying", but "rolling around" stainless steel sheets with a total value of more than 12 million rubles. And so far, unfortunately, this is not an isolated case.

RPS distinguishes seven classical types of losses. Unnecessary human actions, unnecessary extra transportation, waste of waiting when a person or equipment is waiting for the next part to arrive, excess inventory (essentially frozen money), unnecessary unnecessary processing steps, scrap or corrections, overproduction.

These are the seven classic types of losses. By reducing them, by proper organization jobs, due to the correct placement and layout of equipment and the effect is achieved.

- And the intensity of the work of people does not increase at the same time? Excessive burden on people is not always right. The French got burned on this.

- AT this case It's about the unnecessary work of people. That is, people worked, but they worked in vain or in vain, that is, they made losses. We remove unnecessary labor and replace it with necessary, useful labor that brings added value to the product.

Due to this, without changing the intensity of labor, there is an increase in the efficiency of activity.

– Do we understand correctly that Rosatom, by implementing the RPS, does not want to increase the sweatshop of labor, but, on the contrary, to remove unnecessary and unnecessary labor?

- In fact, that's exactly what it is.

– You have helped to increase by several times the rate of production of modules for BN-800 steam generators. Has the demand for modules increased?

The subtext of the question is clear. Yes, if we are building only one block with BN, your irony makes sense. But even in the case of BN, there is also a Chinese order for two blocks. And there is an understanding that we need to be ready to occupy a niche in the market, to be ready for new orders that will definitely appear.

By the way, after Fukushima, Rosatom has new opportunities. While many countries, including Russia's competitors in the nuclear market, have slowed down their activity, Rosatom has a "window of opportunity". This is one of the tasks that, among other things, fall on the RPS.

- What is the difference between the implementation of the RPS at various enterprises of the State Corporation "Rosatom"? We present how it can be implemented at the plant. But how will you implement the RPS in the design bureau? Or at the research institute?

– This question is often asked. If it's about serial production a large number of the same type of products, then everything is clear there. There is a pipeline where there are repetitive operations that can be improved from operation to operation.

At the same time, both Russian and Soviet experience, as well as the experience of foreign colleagues, show that production systems can be implemented not only in serial or mass production.

The Toyota production system was used not only in the shops, but also at the R&D stage. Moreover, the efficiency of production processes was laid down precisely at the R&D stage.

The designers considered how effective the production of a particular design, a particular product would be, that is, the issues of manufacturability are put at the forefront even at the stage of formulating the concept. A similar approach was in the design bureau of the Soviet period, but the requirements of technologists were not always strictly observed. Changes were made, including in terms of production efficiency. At the R&D stage, those costs are laid down, the cost price that the finished product will later have during its production.

As the experience of developing new models at Toyota shows, through the use of lean manufacturing methods in R&D, they are able to significantly reduce the development time. Let's say there are world records for the development of new models, and they belong to Toyota, when in 10-12 months new model. While at other foreign enterprises, the R & D cycle in the development of a new model takes up to 40 months.

But we don't need new project reactor every 10 months.

– But we need to achieve a reduction in the construction time of blocks to 40 months in order to be competitive. And this will require the introduction of production system tools so that at the design stage, the project itself would include a short construction time frame.

The same can be said about the cost of an object in a fiercely competitive market, when the Koreans win tenders for the construction of new power units, giving a low price for a unit.

Of course, at the R&D stage, it is required to take into account the cost of the future facility and its construction. This is one of the aspects of implementing a production system during the R&D phase.

The second aspect concerns the effectiveness of interaction between groups of specialists, designers and scientists, their communications with each other. The Japanese have such a thing as "obeya" - when all specialists gather in one large room and jointly solve problems. And often the designer solves the problems of technologists and vice versa. Unfortunately, we don't have such experience yet.

In the R&D cycle, there are also technological chains for constructing certain parts of an object. If one design bureau is developing a reactor, another is developing steam generators, and a third is developing a turbine, then their effective interaction with each other is very important. To ensure that the R&D product of one group of developers is made just in time when another group needs it. This is the so-called "pull" method - the same tool of lean manufacturing.

The organization of clear interaction is one of the tasks of the Rosatom Production System at the R&D stage.

– Can you name examples of institutions where the Rosatom Production System will be introduced?

– Now I visit NTK enterprises. They began to work, for example, at NIITFA, at VNIIKhT, at the Efremov NIIEFA. Ultimately, it is assumed that I will visit all or almost all of the STC enterprises. Specific projects and products are planned. And these are the main products of the development of certain organizations that are part of the NTK block of the state corporation. All enterprises included in this block will be covered by the RPS.

– How exactly can the RPS help the NIIEFA institute?

- Several projects have been planned. For example, cyclotrons that help diagnose cancer. Today NIEFA makes two cyclotrons a year. By 2014, the institute will work out the flow and enter the series of 10 products per year. This task will be solved using the RPS.

The next projects are the optimization of the production of gamma tomographs, linear therapeutic accelerators. Considering a possible future order, this could be a series of 25 pieces per year, each worth a million dollars. In addition, NIIEFA participates in the ITER project, and components for a thermonuclear reactor account for 70% of the institute's orders. Accordingly, the RPS will also be introduced there.

– What will be done to make the employees of the state corporation more willing to go to work on new system? Will there be incentives? Or will it be by order?

- Let's start with the fact that the implementation of the RPS shows that when people get acquainted with this production system, when we teach them, already at the training stage they have intrinsic motivation implementation of these tools in their work.

Simply because the increase in one's own efficiency is inherent in the character of a person. If this conscientious worker, he strives to ensure that he has order in the workplace, he strives to do his job more efficiently and efficiently. Internal motivation works, and this is the main thing.

At the same time, the task has been set - and it is already being implemented, in particular, in TVEL - to amend the existing regulations on motivation that are adopted at enterprises in order to take into account the contribution of each employee to the development of the enterprise's production system, take into account specific proposals for improvements, that each worker does. Such “Regulations on motivation for RPS” have already been introduced in a number of enterprises of the Group of Companies, for example, at the Balakovo NPP, VNIINM and others.

Of course, we will take into account previous experience. In particular, the Soviet one, when for the so-called "ratsuhi" ( rationalization proposals) a particular employee received a bonus.

Of course, these employees, who are interested in implementing the tools of the Rosatom Production System, actively participating in our programs, should be considered as personnel reserve in terms of their career growth in the enterprise.

- Both are important. Because a good locksmith will not necessarily become a good boss, but he will not refuse a good bonus.

- Absolutely. As I said, there is experience of this kind of activity. And this process will continue.

BONUS

Video report by Sergey Obozov “Production efficiency management. Role of the Rosatom Production System»

About the author:

Head and Chief Editor. At the Institute for Comprehensive Strategic Studies, he is responsible for the development of the publishing direction - books on lean manufacturing. He teaches "lean manufacturing" at the Tomsk Polytechnic University.

The Rosatom Production System (RPS) is a culture of lean manufacturing and a system of continuous process improvement to ensure a competitive advantage at the global level.

The RPS is based on five principles that encourage employees to be attentive to the requirements of the customer (not only in relation to the end user, but also to the consumer site, the consumer workshop and even the subsequent operator); solve problems at the place of their occurrence; build quality into the process, do not produce defects; identify and eliminate any waste (excess inventory, backlogs, downtime, unnecessary movements, etc.); be an example for colleagues.

These principles were formulated on the basis of the best examples of domestic and foreign experience, in particular, the system of scientific organization of labor, production and management (NOTPIU) of the USSR Ministry of Medium Machine Building and the Toyota Production System of the Japanese automobile company Toyota. The production system of Rosatom is aimed at fulfilling the strategic goals of the State Corporation, and industry RPS projects are aimed at increasing productivity, reducing costs and improving product quality. Knowledge and ability to apply RPS tools is prerequisite for professional and career development nuclear industry employees.

At the beginning of 2015, it was decided to apply a systematic approach to the deployment of RPS at enterprises: decomposition of goals to the level of the head of the section, optimization of the production of the main products of the enterprise ( production flows), implementation of RPS projects, training and motivation of employees. By 2017, the system deployment contour has grown from 10 to 23 RPS enterprises. Until 2020, there will be about 30 of them, their products will form about 80% of the total cost of Rosatom.

According to the development concept of the Rosatom Production System, all enterprises where the system is being integrated are divided into three levels: "RPS Leader", "RPS Candidate" and "RPS Reserve". RPS Leader enterprises receive a package of privileges (business coach visits to the enterprise, the opportunity for employees to travel to exchange experience at foreign and Russian advanced enterprises, family vouchers, certificates for training at the Rosatom Corporate Academy, participation in the Workspace Design project and etc.).

At present, the introduction of RPS at the enterprises of the industry has already made it possible to achieve significant savings, reduce inventory in warehouses and timing of preventive maintenance at Russian nuclear power plants.

The status of the Rosatom Production System has been finally determined - it has been recognized as a culture of continuous improvement. How to raise the level of RPS culture in the industry, what role is assigned to managers in this process, and what are the prospects for lean manufacturing, were discussed at the RPS Leaders forum.
The RPS Leaders Forum is a discussion platform for lean manufacturing professionals. Here they do not agitate, do not explain the principles of the production system, do not tell how to use the tools - in general, they do not chew on the methodology. RPS project and PSP contest participants, RPS department employees, methodologists, leaders of RPS enterprises, activists of change support teams - about 200 people in total - gather once a year to discuss strategy, goals and objectives. It was at this site that a decision was made several years ago to deploy the RPS system.

RCC

Until recently, there was no consensus in the industry whether RPS is a system or a culture. This year, everyone seems to agree that the SEP is more than just a set of projects and tools to improve production process. “AKP is, of course, culture. That legendary Hayashi (Nampachi Hayashi - former Toyota vice president, lean manufacturing consultant. - “SR”), who comes and regularly scolds us, for me is a symbol not so much of specific practices as decomposing stocks, how to organize chains, but of spirit and faith that there is no end to improvements,” said Rosatom CEO Alexei Likhachev.
What is the meaning of the concept of AKP culture, in simple words Alexander Lokshin, First Deputy General Director for Operations, explained: “Culture is a set of rules, norms of behavior, patterns that are considered the norm. A cultured person is one in whom deviation from such norms causes irritation and who has a need to comply with these norms. The culture of the SEP is the need to do well. Force to force to come to this, from my point of view, is impossible. When we manage to create a culture in which continuous improvement becomes a need for everyone, we will achieve our goals.” Alexander Lokshin even suggested changing the abbreviation RPS to PKR - “Rosatom's production culture”.
For more than a year now, the participants in the AKP movement have been puzzling over how to increase involvement in the AKP, what needs to be done so that everyone believes in it. Here are the most popular answers of forum participants: be patient and wait for the results of the RPS deployment, explain, convince; to train immediately upon hiring, to do this, attract authoritative people. The logic of the answers is clear: to form a culture of RPS in the industry is not a quick matter. Special place assigned to the head of the enterprise - he should become a role model. Every leader should be a mentor.


The opinion on how to change the culture was also expressed by the first deputy general director for corporate functions, main financial director"Rosatom" Nikolai Solomon: "We need to clearly show what we praise and scold, who we promote." At the same time, it is necessary not only to declare these principles, but to follow them, otherwise people will not believe. Nikolai Solomon noted that through the application of the principles and tools of the RPS, the values ​​of the state corporation are manifested and nurtured. The forum participants agreed that the main focus of the next year is to create exemplary workflows in production, in the office and in engineering, educate and develop employees, and build long-term relationships with suppliers.

RPS protects the thrifty

RPS Development Director Sergey Obozov briefly spoke about the implementation progress federal project Lean Polyclinic, in which RPS specialists from Rosatom participate: “Replication is carried out in 23 regions. There are no longer two polyclinics, as in pilot projects, but sometimes three, sometimes four, sometimes five. We provide basic training. We proposed to the Ministry of Health to create its own RPS project office.”
The activities of the RPS office were highly appreciated by the Administration of the President of the Russian Federation. Further more. The authorities have attracted Rosatom as a general partner to work on a program that is being implemented under the leadership of the head of the Ministry of Economic Development, Maxim Oreshkin, to increase labor productivity in industry and construction.
“We take on two budget-forming enterprises in each pilot region. Our main condition was “not a single person on the street”, so we selected factories whose production volume in 2018 should rise sharply. The second condition is that the owners and management really want to improve the results. We will show them a master class on how to make an increased volume with the same number of staff,” Sergey Obozov shared his plans.
In this project, the interaction will be built differently than in the Lean Polyclinic. Rosatom invites students to its place. Sergey Obozov counts: “Seven regions, two plants each - 14 plants, we are ready to accept 28 people in our teams, to work on Rosatom's exemplary flows. Somewhere before mid-December, I think we will complete these brigades, and from January 10, 2018 we are waiting for them at our factories.” The program will be implemented in the Tyumen, Tula, Nizhny Novgorod, Perm and Samara regions, Bashkortostan and Tatarstan.
The head of the Rosatom Academy, Yulia Uzhakina, added that nuclear closed cities could become lean cities. “The mayor of Zarechny is starting to do something, Ozersk is joining. We need to help them understand this matter: how it is done, what are the examples,” she said.
As Nikolai Solomon noted, the best practices of Rosatom must be presented in a very simple and understandable form so that people who have never heard of the RPS become interested in this system. “We are discussing with the Ministry of Economy and VEB the creation of a platform in which these cases will be publicly available,” he said.
“Next year is a year of expansion of practice, our experience will be replicated. But we must not forget ourselves to continue to replicate it within the industry - for this it is necessary that each RPS director, RPS leader have two or three sponsored directors, ”concluded Alexei Likhachev.

AKP as a way of thinking

Nikolai Kmitto
Chief Engineer of the Directorate at the Kursk NPP, a branch of NIKIMT-Atomstroy
- There was an unfavorable situation during the construction and installation works during the construction of the complex for the processing of radioactive waste of the Kursk NPP: at the time of the start of the installation of metal structures, the delay from the schedule was 90 days. We needed to eliminate this backlog at all costs. According to the schedule, the installation and application of a fire-retardant coating on the supporting metal structures of the storage frame takes 240 days, and we had to do it in 150 days. According to the classical scheme, work at height is envisaged, a protective coating is applied to the already assembled metal structures - somewhere it turned out to be underpainted. Plus gusts of wind and other adverse weather led to overspending of the flame retardant during spraying.
RPS tools and common sense. We paralleled the processes of installation and coating, began to apply the composition during the pre-assembly in the workshop, at the construction site - only on non-paintings and places of welding of elements. The delay from the schedule was eliminated. We saved on scaffolding, increased safety, as we practically eliminated work at height. In addition, the quality of the applied coating has improved due to dedusting and degreasing of metal structures in workshop conditions. It became possible to control the thickness of the coating, which reduced the consumption of material. Previously, the composition was applied in 20 minutes, now - in five. Economical effect proposals amounted to more than 13 million rubles. But the main thing is that this solution can be replicated for other capital construction projects.
RPS for us is a production necessity. The desire to apply RPS tools must come from within. Instilling a culture of lean work is difficult. I believe that it won't be long before every employee understands that RPS is a science that explains how a culture of continuous improvement works.

Vladimir Rogozhin
Advisor to the CEO forward planning production, OKBM im. Afrikantova
- We have prepared a project to optimize the workflow in the manufacture of a pipe system of shipboard reactor plants, which is assembled from modules. The goal is to reduce the production time for pipe systems from 494 to 442 days. Before proceeding with the assembly of the module, it is necessary to form a set of parts and prepare a package of relevant documents, draw up the documentation after the delivery of the finished product.
We have set ourselves the goal of reducing the paperwork processing time when manufacturing a module from 20 to five days. With the help of barcodes, processes were automated: if earlier documents were prepared by sampling, an inventory was made, it took up to 90 minutes, now the entire package is formed by simply scanning barcodes in just a minute. Labor productivity increased by 30%, economic effect - 6.4 million rubles a year. At the beginning of the year, two more projects were launched aimed at optimizing workflow. Until the end of the year, we will reduce the time for the formation of a package of documents in the manufacture of modules to three days and reduce the volume of documentation by almost half.
I've been doing PSR since 2009. At first, many of us were skeptical about the RPS, no one understood what it was for. I didn't immediately realize what it was. effective tool. But after several successful completed projects people got used to it and began to use it. Today we can say that the culture of continuous improvement has taken root in OKBM. I am motivated to use RPS by a clear methodology, a systematic approach to identifying inconsistencies, deviations and eliminating them with proven tools.

Sergey Trofimov
Repairman, UEIP
- Since 2015, about 500 of my PPUs have been sold. This year, in our workshop, we have prepared a rationalization proposal for the reuse of grease, since it did not lose its properties. The amount turned out to be small, only 70 thousand rubles. But still savings. The use of RPS is motivated by the continuous improvement of their work. I have been working at UEIP for 25 years and have been systematically engaged in innovation even before the introduction of the RPS. When the production system began to be actively implemented in our country in 2012, it became easier to draw up your proposals.
The culture of RPS can only be promoted through education, explanation of the principles and advantages of a systematic approach. And only on a personal example, and not in the form of an order or as an obligation. I instilled a culture of continuous improvement in my brother. This year, in our workshop, he took second place in the supply of PUF after me, he has about 70 PUF. People are already starting to look up to him.
When you get used to working in a new way, you see what else can be optimized. As far as possible, I try to help colleagues from other areas.
Sergey Mikheev*
Engineer of the 1st category, ASE
- The project is aimed at reducing the cost of forming an artificial foundation for the hydraulic structures of the Kursk NPP-2. After evaluating the soil replacement scheme for the foundations, our team proposed replacing the material adopted in the project, sand and gravel mixture, with sand. The point is that in Kursk region there are no problems with the delivery of sand, but the sand and gravel mixture would have to be transported from other regions. Having changed the configuration and assessed how rational it would be to make an artificial foundation in terms of construction organization, we recalculated the strength. We concluded that our solution meets all requirements. The overall economic effect from the implementation of the proposal amounted to 275 million rubles.

Eugene Ratz*
Engineer of the 2nd category, ASE
- The idea of ​​replacing the soil came up with Sergey Mikheev in the process of designing the organization for the construction of the Kursk NPP-2. We wondered why such a solution was chosen and whether it could be optimized. We actively use RPS tools in our work. With their help, you can solve any issue, including justifying cost reduction to designers, who are often not ready for criticism, and consider their decisions to be optimal. Any project can always be optimized, there would be a desire. There are no perfect projects.

Andrey Salnikov
Structural assembler, RosSEM
- We had to mount 118 eight-meter columns weighing 300 kg each at the zero mark of the reactor compartment of the Belarusian NPP. These columns support technological equipment reactor. Previously, we fed columns into an opening with a diameter of 1 m from the eighth mark, then moved them in a horizontal position with the help of improvised means to the installation site, lifted, fixed, and constructed scaffolding. The mounting loop for fixing the column had to be cleaned, welded, then the column was mounted - this is work at a height, it is inconvenient. Then disassemble everything and repeat 117 times.
Therefore, a device for vertical movement of columns was developed and implemented - such a star-shaped trolley was obtained, on which the column was fixed. Three installers calmly roll a trolley with a load to the installation site. We have significantly accelerated the process: if we installed all the columns on the first block in the old way in 59 days, then on the second block we did it in 18 days. It would seem a simple cart, but the effect is colossal.
This is not my first project. Laziness is the engine of progress, and, probably, I am a big lazy person. When I see a problem, I immediately think about how to solve it or how to simplify the process. Everyone helped, I would not have done anything alone. The economic effect amounted to about 780 thousand rubles. The main thing is that the experience will be replicated for other construction sites of units under the NPP-2006 project. I have a lot of developments, I plan to implement them at the next construction sites.
We started implementing the production system at the end of 2014 at the Belarusian NPP. I immediately connected, as this is an understandable working tool that facilitates work, saves resources and develops a person. Today it is already a culture of continuous improvement.

Sergey Sachkov
Head of the VVER-440 Fuel Rod and FA Fabrication Section, MSZ
- When I worked at another site, we created a device that allows using scales to determine the number of technological tips removed when assembling a bundle of fuel elements for RBMK reactors. In the process of assembling the bundle, fuel rods are inserted into the cells of the frame in three pieces. In order for them to enter strictly in the center and with minimal friction, technological tips are used - they are put on the fuel rod before assembly, after assembly they are automatically removed. Whether all the tips were removed was observed by the fitter. Since three fuel rods are inserted into the frame in 100 seconds, the mechanic waited all this time instead of starting to prepare the next bundle, then he counted the tips and only then gave a signal to continue the operation. With such an organization of labor, in order to assemble 30 bundles per shift, two locksmiths had to work on two assembly stands.
We proposed to determine the number of removed tips by weight. The scale accurately determines whether all the tips have been removed and gives a signal to continue working. The locksmith does not need to be present all the time next to the beam assembly stand and count the tips, at this time he can assemble the frame of the next beam. As a result, the same amount of work can be done by one locksmith at one stand. The freed assembly fitter became a production planning engineer.
I think this practice can be replicated for another type of fuel. I am interested in self-development and benefit the company. Therefore, I do not divide my activities into RPS and official duties. For me, this is a working tool. At first, people perceived the AKP negatively, but now I see that the attitude is changing. Previously, they believed that it was imposed, but now they see how I implement my ideas, see the result and get involved. Good example contagious.

The Rosatom Production System (RPS) is a culture of lean manufacturing and a system of continuous process improvement to ensure a competitive advantage at the global level.

The RPS is based on five principles that encourage employees to be attentive to the requirements of the customer (not only in relation to the end user, but also to the consumer site, the consumer workshop and even the subsequent operator); solve problems at the place of their occurrence; build quality into the process, do not produce defects; identify and eliminate any waste (excess inventory, backlogs, downtime, unnecessary movements, etc.); be an example for colleagues.

These principles were formulated on the basis of the best examples of domestic and foreign experience, in particular, the system of scientific organization of labor, production and management (NOTPIU) of the USSR Ministry of Medium Machine Building and the Toyota Production System of the Japanese automobile company Toyota. The production system of Rosatom is aimed at fulfilling the strategic goals of the State Corporation, and industry RPS projects are aimed at increasing productivity, reducing costs and improving product quality. Knowledge and ability to apply RPS tools is a prerequisite for professional and career growth of nuclear industry employees.

At the beginning of 2015, it was decided to apply a systematic approach to the deployment of RPS at enterprises: decomposition of goals to the level of the head of the site, optimization of the production of the main products of the enterprise (production flows), implementation of RPS projects, training and motivation of employees. By 2017, the system deployment contour has grown from 10 to 23 RPS enterprises. Until 2020, there will be about 30 of them, their products will form about 80% of the total cost of Rosatom.

According to the development concept of the Rosatom Production System, all enterprises where the system is being integrated are divided into three levels: "RPS Leader", "RPS Candidate" and "RPS Reserve". RPS Leader enterprises receive a package of privileges (business coach visits to the enterprise, the opportunity for employees to travel to exchange experience at foreign and Russian advanced enterprises, family vouchers, certificates for training at the Rosatom Corporate Academy, participation in the Workspace Design project and etc.).

At present, the introduction of RPS at the enterprises of the industry has already made it possible to achieve significant savings, reduce stocks in warehouses and the timing of scheduled preventive repairs at Russian nuclear power plants.