The head of any enterprise, regardless of the field of activity, dreams that profits will grow, and production costs remained unchanged. The "5S" system in production (in the English version 5S), which is based only on the rational use of internal reserves, helps to achieve this result.

This system was not created from scratch. Something similar in late XIX the century was proposed by an American. In Russia, this was done by the scientist, revolutionary, philosopher and ideologist A.A. Bogdanov, who in 1911 published a book on the principles scientific management. On the basis of the provisions set forth in it, the USSR introduced the NOT, that is, the scientific organization of labor. But the most perfect was the 5C system proposed by the Japanese engineer Taiichi Ohno and introduced by him at the Toyota Motor plant in production. What is it, and why has the Japanese system become so popular?

The fact is that it is based on a simple principle that does not require costs. It consists in the following - each employee, from a cleaner to a director, must optimize his part in the overall workflow as much as possible. This leads to an increase in the profit of production as a whole and to an increase in the income of all its employees. Now the baton of the introduction of the "5C" system has been picked up by enterprises all over the world, including Russia. In this article, we will try to convince skeptics that Japanese know-how really works, and in absolutely any field of activity.

System "5S" in production, what is it

International 5S stands for five steps (“step” in English step). Some economists and promoters of the new explain the name by the five Japanese postulates that are consistently implemented in the 5S system: seiri, seiton, seiso, seiketsu and shitsuke. For us, our native "5C" is closer and more understandable - five consecutive steps that need to be completed in order to achieve the prosperity of our production. This:

1. Sorting.

2. Compliance with the order.

4. Standardization.

5. Improvement.

As you can see, the "5C" system does not require anything supernatural in production. Perhaps that is why you can still meet distrust and a frivolous attitude towards her.

Stages of creating a system

The wise Japanese Taiichi Ohno, who, thanks to the introduction of his methods at the Toyota production plant, managed to rise from an engineer to CEO, drew attention to how many losses occur due to various discrepancies and overlays. For example, some small screws were not put on the conveyor in time, and as a result, the entire production stopped. Or vice versa, the parts were supplied with a margin, they turned out to be superfluous, and as a result, one of the employees had to take them back to the warehouse, which means wasting their time on empty work. Taiichi Ohno developed a concept he called "just in time". That is, exactly as many parts as needed were now delivered to the conveyor.

Other examples can be cited. The "5S" system in production also included the concept of "kanban", which in Japanese means "advertising sign". Taiichi Ohno suggested attaching a so-called "kanban" tag to each part or each tool, in which the entire necessary information part or tool. Basically, it applies to anything. For example, to goods, medicines, folders in the office. The third concept on which the 5S system in production is based is the concept of "kaizen", which means continuous improvement. Other concepts were also devised that were suitable only for highly specialized production processes. In this article, we will not consider them. As a result of all the innovations tested in practice, 5 steps have been formed that are applicable to any production. Let's analyze them in detail.

Sorting

Many of us have items on our desktops that, in principle, are not needed. For example, old forms, unused files, drafts of calculations, a napkin on which there was a cup of coffee. And among this chaos there may be the necessary files or documents. The basic principles of the "5S" system involve optimizing your workflow, that is, making sure that time is not wasted searching for the right things among the rubble of the unnecessary. This is sorting. That is, at the workplace (near the machine, on the table, in the workshop - anywhere), all items are laid out in two piles - the necessary and the unnecessary, which must be disposed of. Further, everything you need is decomposed into the following piles: “used often and constantly”, “rarely used”, “almost not used”. This completes the sorting.

Order keeping

If you just disassemble the items, there will be no sense. It is necessary to arrange these items (tools, documents) in such an order that what is used constantly and often is in sight, or so that it can be quickly taken and easily put back. What is rarely used can be sent somewhere in a box, but a kanban tag must be attached to it so that after a while it can be easily and accurately found. As you can see, the "5S" system in the workplace starts with the simplest steps, but in fact it turns out to be very effective. And besides, it improves mood and desire to work.

This third step is the most logical for many. We are taught to be clean from childhood. In production, it is also necessary, and not only the tables of office workers or cabinets in catering establishments, but also machines, utility rooms of cleaners should be clean. In Japan, employees take good care of their workplaces, they are cleaned three times a day - in the morning before work, in and in the evening, after labor day. In addition, they have introduced special marking of areas at their enterprises, allowing them to observe order in production, that is different colors plots marked finished products, warehousing certain parts and so on.

Standardization

The principles of standardization were invented by Taiichi Ohno. makes extensive use of them and modern system 5S. Production management, thanks to standardization, receives a wonderful tool for controlling all processes. As a result, the causes of delays from the schedule are quickly eliminated and errors that lead to the release of low-quality products are corrected. At the Toyota Motor plant, standardization looked like this: foremen drew up daily work plans, exact instructions were posted at the workplace, and at the end of the working day, special workers checked which deviations from the plan occurred during the day and why. This is the basic rule of standardization, that is, precise instructions, work plans and control over their implementation. Now many enterprises, for example, ENSTO plants in Estonia, are introducing a bonus system for employees who strictly follow the provisions of the 5C system and, on the basis of this, increase their productivity, which is an excellent incentive to accept this system as a way of life.

Perfection

The fifth step, which completes the "5S" system in production, is based on the concept of kaizen. It means that all employees, regardless of their position, should strive to improve the process of work in the area entrusted to them. The philosophical essence of kaizen is that our whole life gets better every day, and since work is a part of life, it should not remain aloof from improvements either.

The field of activity here is wide, because perfection has no limits. According to the concepts of the Japanese, workers themselves should want to improve their production process, without instructions or coercion. Now many organizations are creating teams of workers who monitor the quality of products, teach their positive experience to others, and help achieve excellence.

Basic Mistakes

In order for the 5C system to start working, it is not enough to organize it or hire employees who will force their colleagues to implement it. It is important that people realize the usefulness of this innovation and accept it as a lifestyle. The introduction of the "5S" system in Russia in production is facing difficulties precisely because our Russian mentality is different from the Japanese one. Many of our productions are characterized by the following:

1. Employees, especially if there are no incentives for them, do not seek to increase the profits of the enterprise. They ask why try to make the boss even richer if he already has everything.

2. The leaders themselves are not interested in the introduction of the "5C" system, because they do not see the expediency in it.

3. Many directives "down from above" are accustomed to carry out only for "tick". In Japan, there is a completely different attitude to their work. For example, the same Taiichi Ono, introducing the "5S" system, thought not about personal gain, but about the benefit of the company in which he was just an engineer.

4. At many enterprises, the "5C" system is being forcibly introduced. Lean production, which implies the elimination of losses of all kinds (working time, raw materials, good employees, motivation and other indicators), does not work, as employees begin to resist innovations at a subconscious level, which ultimately reduces all efforts to zero.

5. Managers implementing the system do not fully understand its essence, which causes failures in established production processes.

6. Standardization often develops into bureaucracy, a good deed is overgrown with instructions and directives that only interfere with work.

The production system of Rosatom (RPS) is a culture lean manufacturing and a system of continuous process improvement to ensure 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, 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 Ministry of Medium Machine Building of the USSR 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, a decision was made to apply systems approach in the deployment of RPS at enterprises: decomposition of goals to the level of the site manager, 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.

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 improving the production and management efficiency of the activities of State Corporation Rosatom and the enterprises that are part of 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 Aleksey Kapitonovich Gastev in the late 20s and early 30s created the Central Institute of Labor, where he researched work operations and rationalized 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" essentially 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 on that foundation further development work organization systems. Their new modifications appeared, first it happened in the East, in Japan, and then returned to the West, in 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, and 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 there have been attempts to use the domestic experience of NOT in our industry 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 as an integrated 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 the entire life cycle of this facility. 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 production system Rosatom will be used 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 most effective solution of any issues 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 providing nuclear safety our power, 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, it 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?

- No. 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?

- No. 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 production 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 reduction warehouse stock. 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 for a person or equipment to arrive for the next part, 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.

- In this case, we are talking about 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 RPS on various enterprises SC 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 similar products, then everything is clear. 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 a new model is created in 10-12 months. 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.

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 it is very important that they effective interaction between themselves. 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 an internal motivation to implement these tools in their work.

Simply because the increase in one's own efficiency is inherent in the character of a person. If this is a conscientious employee, 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 provisions 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 implemented in a number of GC enterprises, for example, Balakovo NPP, in 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, experience this kind there are activities. And this process will continue.

BONUS

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

About the author:

We thank the Department of Public Communications of JSC "PO ECP" for providing this material.

One of the examples of this can be the RPS project of the specialists of the Central Laboratory of Laboratory Elena Kozets and Pavel Shport - an engineer of physical and chemical methods of analysis Elena Kozets and an engineer of instrumentation and control Pavel Shport within the framework of the School of Corporate Development proposed a project aimed at a quick and effective implementation of the 5C system in the office divisions of the enterprise.

Today, one of the main RPS tools is the 5S system. Probably everyone has heard about this system at the Electrochemical Plant. It includes five components. The first of them is “Sort”, while getting rid of everything unnecessary. Point two: "Keep order" - every little thing should know its place, where it can be found, without wasting time and without making unnecessary movements. The third rule - "Keep clean workplace". Naturally, everything should be in good condition and ready for further work. The fourth "C" - "Standardization of the procedure for maintaining cleanliness and order." And finally, the fifth - "Improve the order, stimulate its maintenance."

The mass introduction of the system began at the enterprise in 2013, but it mainly covered production workshops. During 2016, specialists from the research and production control department, together with the labor protection department, assessed the level of development of the 5C system in the company's divisions. It is worth noting that there is not a single production unit left where the score would be lower than 4 points (out of 5 possible). And the central factory laboratory can be called an exemplary unit for the implementation of 5C.

To date, the 5C system has been fully implemented in production and is now maintained at the proper level and improved. The next stage is the introduction of 5C in the office.

What should a 5C system look like in an office?

To reduce office waste is to eliminate everything that adds to the time, capital, and resources required to get the job done. This process is applicable to countless problems. It is possible to significantly reduce the cost of money and time by gradually eliminating numerous small losses, such as rework and correction, waiting, unnecessary movements, excessive processing, equipment downtime, excess inventory, and others.

Was:

It became:

What are the main problems here? The first problem is the lack of motivation among employees and their managers. The second is an insufficient understanding of why, how and what needs to be done. And this leads to the third problem - the low rate of implementation of the system. In principle, the production workers had the same problems three years ago. But, fortunately, using the experience of implementing the 5C system in production, you can take into account all these shortcomings so that the process in the office goes faster and more efficiently.

I myself have already gone through all the stages of implementation over the past three years. I saw what problems arise, - says Pavel Shport, coordinator of the implementation of the 5C system at ECP. - When you come to the unit, you often hear that everything is working great there and no new systems are required. However, after three years, attitudes towards the system have changed. People realized that it works and helps, there was an interest. Therefore, our first priority is to arouse interest among office workers.

So, the first step is the selection of pilot jobs (workrooms) and bringing them to an ideal state according to the 5C system. Further implementation in other divisions will already be based on the example of pilot ones, on the example of those positive features of the work that will appear in them. Visual materials will be created for the application of the system adapted to the specifics of our enterprise.

It is difficult to talk about the timing of implementation at the moment. But the main thing is that the work has already begun, the project has received the support of the management. To date, the necessary technical measures are being taken to form a team, conduct diagnostics and determine key areas project. The authors of the idea hope that the plan will be realized this year.

Olga BELYANTSEVA, photo courtesy of Pavel SHPORT

Typical instructions, templates and algorithms for implementing the 5S system can be found in

The Rosatom Production System is a program to improve the performance of all production processes in the Russian nuclear industry. It was developed taking into account the well-known experience of the Japanese Toyota Production System and is based on the Kaizen system. The implementation of the system is based on the principles of lean manufacturing and is based on the desire to reduce the time of the production cycle by eliminating losses.

1.5 years ago, the RPS Development Directorate was established. Today, there are about a hundred enterprises in the industry in the framework of the implementation of the RPS, which includes the State Scientific Center of the Russian Federation - IPPE.

The 5S lesson is aimed at improving workplaces so that staff can work most efficiently, taking into account the convenience and safe performance of operations.

The first day of training began with a theoretical base - the philosophy of the production system and the RPS 5C tool were presented in the form of presentations with good examples. But the main part of the training is practical, the application of the acquired knowledge directly on the production site.

The 5C system is a set of organizational and technical measures for the rational organization of workplaces, ensuring work safety, increasing labor productivity, and improving product quality. The system got its name from the first letters of five Russian words: sort, keep order, keep clean, standardize, improve.