PSR Rosatom projects in medicine. Rosatom production system

Production system Rosatom (PSR) is a lean production culture 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 customer’s requirements (not only in relation to the final consumer, but also to the consumer site, consumer workshop and even the subsequent operator); solve problems where they arise; build quality into the process, do not produce defects; identify and eliminate any losses (excess inventory, interoperational 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 Engineering of the USSR and the Toyota Production System of the Japanese automobile company Toyota. The Rosatom production system is aimed at achieving 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 use RPS tools is 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 site manager, optimization of the production of the enterprise’s main products (production flows), implementation of RPS projects, training and motivation of employees. By 2017, the system deployment contour grew from 10 to 23 RPS enterprises. By 2020 there will be about 30 of them, their products will form about 80% of Rosatom’s total cost.

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

Currently, the implementation of RPS at industry enterprises has already made it possible to achieve significant savings, reduce inventories in warehouses and reduce the timing of scheduled preventive maintenance at Russian nuclear power plants.

The implementation of the Rosatom Production System (RPS) is a large-scale industry project designed not only to increase labor productivity to the level of foreign competitors of the Rosatom State Corporation and reduce costs, but also to increase wages and create new rules for career growth.

The RPS is based on NOTPiU of the Ministry of Medium Engineering of the USSR - a system of scientific organization of labor, production and management. In addition, the RPS includes and adapts to industry specifics the best achievements and tools from other modern systems, in particular, the principles of the Toyota Production System of the Japanese automobile company Toyota. The main principle of the RPS, like the Toyota production system, is to meet the needs of the consumer in the shortest possible time with the minimum possible expenditure of resources at the required level of quality.

The purpose of introducing RPS is to create, based on the best examples of domestic and foreign experience, a universal methodology for a management system for complex optimization of production and management processes, and test it at the enterprises of the State Corporation Rosatom. Further development of the RPS will take place in the form software solutions aimed at increasing the production efficiency of key products, as well as replicating RPS experience in other sectors of the economy.

The objectives of the RPS are:

Identification of key Rosatom products and parameters of their competitiveness;
Setting goals for key products;
Development of methodological documents on the use of optimization tools production processes, diagnostics of production management system and labor resources;
Optimization of production processes;
Carrying out comprehensive diagnostics of production for key products in order to identify reserves for increasing production efficiency;
Approval and launch of comprehensive programs to increase the production efficiency of divisions based on the results of the diagnostics;
Creation of industry infrastructure to ensure the process of increasing production efficiency.

The system ensures the implementation of strategic goals through personnel training, as well as through continuous improvement and continuous improvement capabilities to increase productivity, improve quality, reduce costs and meet customer requirements. The introduction of RPS is aimed at embedding the ideas of efficiency and optimality into the logic of adoption management decisions in production, and through production - into other processes and structural units companies.

RPS is designed to maximize productive activities per unit of time at each workplace by consistently eliminating losses in production and management processes. RPS ensures a progressive increase in the productivity of production processes, a reduction in production costs and an increase in the quality of workers and managerial work. In addition, the RPS is aimed at combating any losses: excess warehouse stocks, inter-operational backlogs, downtime, unnecessary movements.

The development and implementation of the RPS began in the second half of 2008, when general director Sergei Kiriyenko set the goal of the Rosatom State Corporation to increase labor productivity in the industry by four times by 2020, reduce costs and, as a result, reduce the cost of products. On December 29, 2008, the order “On the implementation of the Rosatom production system in industry organizations” was signed.

Since 2009, the production system has been actively implemented at Rosenergoatom Concern OJSC. It was in the Concern that the first learning programs on RPS tools and the training process has been launched. Moreover, it has started practical work at pilot sites of nuclear power plants under construction and in operation, and in the machine-building complex.

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.

Since August 2011, the second stage of RPS development has been launched, when the system is being implemented in the main production chains of Rosatom enterprises.

Currently, the system is deployed at 79 enterprises in the industry, which are divided into three groups, in order of priority (groups A, B and C). Among the enterprises of group A, the highest priority ones have been identified, which have received the status of reference ones, where promising projects are being carried out, the results of which are planned to be transferred to other enterprises. Many Rosatom enterprises have already achieved certain positive results in implementing the system.

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

Look at the end of the article bonus— video report “Production Efficiency Management. The 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 AKP 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 Ministry of Medium Machine Building, thanks to which our industry was able to achieve a multiple increase in labor productivity. In addition, the RPS includes and adapts to our industry the best achievements and tools from other modern methodological platforms.

The Rosatom Production System (RPS) is the methods, ideologies and specific tools for increasing the production and management efficiency of the Rosatom State Corporation and its member enterprises.

Rosatom Production System (RPS)- a methodologically holistic industry complex of interconnected production processes in which non-value-creating activities are minimized as a result of consistent improvements using principles, rules, tools and methods.

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

The famous scientist Kerzhentsev considers time as most important resource and in 1923 creates the League "Time". Working time tracking and analysis of its consumption are being introduced everywhere. Organizer, scientist and poet Alexey 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 in rational work is being created. We are talking about mass training of skilled workers.

Then, already in the 60s, the topic “Ministry of Medium Machinery and NOTPiU” appeared. The scientific organization of labor, production and management, which was introduced in the 60s at the Ministry of Medium Machine Building, gave a multiple increase in labor productivity.

In addition to Soviet experience, we attracted the best Foreign experience, which has shown its effectiveness. First of all, this is the Toyota production system and other production systems, which are based on Lean.

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

– Let’s start with the fact that the Japanese experience, the same “Toyota”, is essentially based on our domestic NOTE. It includes everything from rational organization the workplace, in order to eliminate unnecessary movements and any type of loss, to ergonomics, that is, the most correct in terms of convenience and rational organization of equipment and workplaces.

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

For example, according to the brick laying method developed at the CIT, the Russians were three times ahead of their US colleagues who worked using the Taylor-Gilbrett method.

Domestic experience was then published in journals on the scientific organization of labor abroad, including in Germany, which was then one of the most advanced in the field of implementation of scientific and technical labor. It was said that it was the Soviet experience in the scientific organization of labor that deserves to be studied very carefully. The results were indeed very impressive for that time.

– In which production facilities were these systems implemented?

– This system was 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 precepts, many of which we still use in the AKP.

Similar methods were then introduced in all other industries. In particular, a further continuation was the Stakhanov movement. Despite the fact that the achievements of Stakhanov and his brigade contained a lot of 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 freed 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 Stakhanov movement had its effect, and in the country as a whole, labor productivity then doubled. These are our roots, our history.

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

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

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

But they have tried to use domestic NOT experience 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 60s, the Ministry of Medium Machine Building again raised this issue, thanks to which it was possible to significantly increase labor productivity in the entire nuclear industry.

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 by studying the experience of the Ministry of Medium Machine Building in the 60s is that the chief production worker should be responsible for the RPS at enterprises, and the first person should be in charge. This is exactly the organizational structure that currently operates in the state corporation.

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

– The Japanese have impressive experience that definitely needs to 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 Zaporozhye NPP.

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

Production systems, be it Toyota's or any other large company, are aimed at ensuring that quality is embedded in the process itself. And by quality here we mean not just issues of purely consumer properties of the product, but an integrated approach. The product being created is considered holistically, including from a safety point of view.

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 construction stage, but at the design stage 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 entire life cycle of a nuclear power plant, the facility will be built into the inevitable fulfillment of safety requirements under new conditions.

I don’t see any contradictions here. The Rosatom production system contributes to the most effective solution of any issues if it is applied in full. In particular, issues of reliability and safety are also within the scope of activities of the AKP.

Second stage of implementation

– Next question. Okay, we figured out what the RPS is, but for what purpose is it being implemented in Rosatom?

– The Rosatom State Corporation positions itself in terms of strategy for the coming years as a global technological leader in the field of nuclear technologies. The goal is very ambitious, the deadlines are extremely tight. To achieve our goals, a lot of work remains to be done.

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

There were deadlines, yes. 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 was solved successfully. But economic issues related to the efficiency and activities of the Ministry of Medium Machine Building and the nuclear industry as a whole were not a priority.

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

Accordingly, Rosatom’s production system 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 must not only be effective. 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 one or another field of activity. And Rosatom absorbs all foreign experience in improving operational efficiency, but relies primarily on domestic roots.

– Where exactly does the implementation of RPS begin?

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

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

– In both cases, the implementation of the RPS has shown its effectiveness. There is an increase in labor productivity, a reduction in production costs, and a reduction in production time.

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 thanks to the use of PSR tools.

-Where did they cook this? In Podolsk?

- No. This was already cooked on site. This is another example of the implementation of RPS in addition to the first two mentioned.

If my memory serves me correctly, then in 2010 a total of 54 projects were successfully implemented through the RPS. At the first stage of implementation, pilot sites were selected at a number of enterprises. Now the second stage is coming, 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 RPS.

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

By way of illustration. Let’s say that in a workshop at a particular enterprise, production space 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 vacant, but it continues to be heated and maintained. The enterprise may be closed, and tenants cannot be allowed into the vacated space. It is quite difficult to calculate the effect of implementation here.

However, I have certain numbers. For the pilot projects that we implemented at the first stage, a total of about 3 billion rubles was achieved.

– Is this 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 did the RPS implementation take place at ZiO Podolsk? In what specific area?

– At the ZiO Podolsk plant, the system was implemented at the site for the manufacture of steam generator modules. Before implementation, productivity was two units per month. In October 2009, that is, less than a year after the start of implementation, productivity reached three units per month. The figure has now reached five units per month.

– These are modules for steam generators for...

– ...for BN-800, your publication’s favorite reactor.

– How many modules were released in total?

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

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

The reduction in numbers occurred by half compared to 2009.

- People were fired or...

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

At the same time, there was a reduction in warehouse stocks. From 2008 to 2010, the reserves in the flow decreased by 30 times.

Another example from Podolsk. The production area for air cooling units in workshop No. 16 of 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 production cycle time for air-cooling devices decreased by 20% by 2009, by 25% by 2010. Flow stocks have been reduced by 25 times.

Different sides of the AKP

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

– The main idea at the first stage of implementation of the Rosatom Production System is to reduce various types of losses. That is, these are unnecessary extra 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 - OJSC "NIKIMT-Atomstroy", so for several years now they have had stainless steel sheets not “lying”, but “lying” total cost more than 12 million rubles. And so far, unfortunately, this is not an isolated case.

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

These are the seven classic types of losses. Due to their reduction, due to proper organization workplaces, due to the correct placement and layout of equipment, the effect is achieved.

– Doesn’t the intensity of people’s work increase? Putting too much stress on people is not always the right thing to do. The French got burned by 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 produced 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, the efficiency of activity increases.

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

– In fact, that’s exactly what it is.

– You helped increase the production rate of modules for BN-800 steam generators by several times. 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 gained new opportunities. At a time when many countries, including Russia’s competitors in the nuclear market, have slowed down their activity, Rosatom has a “window of the possible.” This is one of the tasks that, among other things, falls on the AKP.

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

– This question is often asked. If we are talking about mass production large quantity products of the same type, then everything is clear there. There is a conveyor belt where there are repeating 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, shows that production systems can be implemented not only in serial or mass production.

The Toyota production system was used not only in the workshops, 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 efficient the production of this or that design, this or that product would be, that is, issues of manufacturability are put at the forefront even at the stage of formulating the concept. A similar approach was used in the design bureaus of the Soviet period, but the requirements of the technologists were not always strictly observed. Changes were made, including from the point of view of production efficiency. At the R&D stage, those costs are laid down, the cost that the finished product will have during its production.

As the experience of developing new models at Toyota shows, by using lean manufacturing methods in R&D they are able to significantly reduce 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 when developing 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, a short construction timeframe is included in the project itself.

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

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

The second aspect concerns the effectiveness of interaction between groups of specialists, designers and scientists, and their communications with each other. The Japanese have a concept called “obeya” - when all specialists gather in one large room and solve problems together. Moreover, designers often solve technologists’ problems and vice versa. Unfortunately, we do not have such experience yet.

In the R&D cycle, there are also technological chains for the design of certain parts of the object. If one design department 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. So that the R&D product of one development group is completed exactly on time when another group needs it. This is the so-called “pull” method - the same tool of lean manufacturing.

Organizing 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 am visiting NTK enterprises. We started working, for example, at NIITFA, at VNIIHT, at NIIEFA named after Efremov. Ultimately, it is expected that I will visit all or almost all NTK enterprises. Specific projects and products are outlined. And these are the main products developed by certain organizations included in the STC block of the state corporation. All enterprises included in this block will be covered by the RPS.

– What exactly can PSR help the NIIEFA Institute with?

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

The next projects are optimization of the production of gamma tomographs and 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 for components for fusion reactor accounts for 70% of the institute's orders. Accordingly, RPS will also be implemented there.

– What will be done to ensure that employees of the state corporation are more willing to switch to work new system? Will incentives be provided? Or will this happen by order?

– Let’s start with the fact that the experience of introducing 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 increasing one’s own effectiveness is inherent in a person’s character. If this is a conscientious worker, he strives to ensure that he has order in the workplace, he strives to do his work 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, at TVEL - to amend the existing regulations on motivation that have been adopted at enterprises in order to take into account the contribution of each employee to the development of the enterprise’s production system, to take into account specific proposals for improvements, which every employee does. Such “Provisions on motivation for RPS” have already been implemented in a number of enterprises of the Civil Code, for example at the Balakovo NPP, at 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 specific employee received a bonus.

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

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

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

BONUS

Video report by Sergei Obozov “Management of production efficiency. The role of the Rosatom Production System"

About the author:

Head and editor-in-chief. At the Institute for Comprehensive Strategic Studies, he is responsible for the development of a publishing direction - books on lean manufacturing. Teaches "lean manufacturing" at Tomsk Polytechnic University.

Rosatom Production System (RPS)
What is PSR?

The Rosatom production system is a large-scale industry project designed not only to increase labor productivity to the level of foreign competitors of the Rosatom State Corporation and reduce costs, but also to increase wages and create new rules for career growth.

The development and implementation of the RPS began in the second half of 2008, when the General Director of the Rosatom State Corporation Sergei Kiriyenko set the goal of increasing labor productivity in the industry by four times by 2020, reducing costs and, as a result, reducing the cost of products. On December 29, 2008, the order “On the implementation of the Rosatom production system in industry organizations” was signed.

Japanese 5S principle: Quality - Safety - Productivity

Sort - SEIRI Separate the necessary from the useless

Indicate rarely used
Leave only what you need

Keep order - SEITO Designate a place for each item
Every thing has its place

Keep it clean - SEISO Wash the equipment
Clear workplace
Identify sources of pollution
Eliminate sources of pollution

Standardize - SEIKETSU Indicate places requiring special
attention
Create visual standards

Improve - SHITSUKE Maintain discipline
Follow the 5S rules
Improve standards

BEST PRACTICES AT FSUE "ATOMFLOT":

year 2014:

The project “Increasing the productivity of spent fuel assemblies separation” was implemented within the framework of the enterprise and division of the Nuclear Weapons Complex; the target indicator was achieved - separation of 5 pieces of spent fuel assemblies in one shift, as well as an ambitious indicator - separation of 6 pieces of spent fuel assemblies in one work shift.

As part of the optimization of procurement activities, it was put into operation Information system preparation of applications for the purchase of goods/works/services. This project took first place in the category " best project on optimization of office processes (de-bureaucratization).” Author of the work - RHead of the group of new equipment and technology RPSAlexander Melitonov.

2015:

“Optimization of the liquid radioactive waste processing process.” Targets achieved:

The processing time of 90 m 3 of liquid radioactive waste was reduced by 10%;
- labor costs for processing 90 m 3 of liquid radioactive waste were reduced by 60%.

"Optimization of the reloading process nuclear fuel reactors of the OK-900, KLT-40, KLT-40M types using reloading equipment of the 1314 complex.” Targets achieved:

The time spent on reloading nuclear fuel was reduced by 10% (by 4 days).

2016:

- “Implementation of the 5C system at the special section for the repair of ship nuclear power plants and automatic control units (RTK 6 span, western side and 7 span)”, as a result of the implementation of this project, a complete modernization of the repair section for nuclear power plants and automatic control units was carried out. The equipment necessary for repairing special equipment and special fittings was purchased and installed in accordance with the developed layout diagram nuclear icebreakers and ATO vessels. Shelves, workbenches, and cabinets were also purchased and installed. As a result of the project implementation, 100% of workplaces were covered in accordance with the requirements of the 5C system;

- “Use of the CPS SRW container as a recyclable one for loading core casings and cores from reactor plants of nuclear ships,” which allowed saving, preliminary, more than 150,000 rubles;
“Reducing time spent in preparing information and documents for placement in the Unified Information System”, time spent was reduced by 69.8% from 5776 hours to 1746 hours for 572 contracts, which saved more than 1,500,000 rubles.

2017:

Rosatomflot has started training personnel on the RPS course under the guidance of the enterprise’s internal trainer, Alexander Melitonov. The Regulations on motivating employees for the development of Rosatom production are in force.

If you have a proposal aimed at increasing the efficiency of production processes, reducing wasted time, contact the group of new equipment, technology and RPS - group leader Alexander Melitonov tel.: 55-33-01 (ext.: 6269), Leading specialist of the group Valery Romanov tel.: 55-33-01 (ext.: 6168).

For questions about registering for RPS training, please contact the HR department - training and development manager Elena Tkachenko, tel.: 55-33-59 (ext.: 7359).

Rosatom Production System (RPS) - a way to manage a production site through control emergency situations by parameters: production plans, safety, quality and workload of operators and equipment.

The main goal of RPS is to identify and reduce all types of losses in production and business processes.

PSR is the successor to the approach of NOTTPiU and the developments of the Ministry of Medium Engineering of the USSR. The RPS includes and adapts to the nuclear industry the best achievements from other modern methodological platforms, primarily the Toyota production system.

The introduction of RPS is aimed at integrating the ideas of efficiency and optimality into the logic of making management decisions in production, and through production into other processes and structural divisions of the company.

RPS is designed to maximize productive activities per unit of time at each workplace by consistently eliminating losses in production and management processes.

RPS ensures a progressive increase in the productivity of production processes, a reduction in production costs and an increase in the quality of working and managerial work. In addition, the RPS is aimed at combating any losses: excess warehouse stocks, inter-operational backlogs, downtime, unnecessary movements.

On December 29, 2008, the order “On the implementation of the Rosatom production system in industry organizations” was signed.

Since 2009, practical work has begun at pilot sites of nuclear power plants under construction and in operation, and in the machine-building complex.

In 2010, 54 projects were successfully implemented through the RPS.

Since August 2011, the second stage of RPS development has been launched, when the system is being implemented in the main production chains of Rosatom enterprises.

At the beginning of 2015, a decision was made to apply a systematic approach to the deployment of RPS. 10 pilot enterprises in the industry were selected, where the implementation of a unified package of RPS measures began (setting goals to the level of small group managers based on the goals of the enterprise, training in the methodology of senior management and project participants, implementation of RPS projects in the office and production using a unified methodology, motivation programs for different levels of employees).

In 2015, seven pilot enterprises met all target indicators for deploying the production system and achieved “Leader” status. These are PJSC KMZ, Balakovo NPP, JSC UEIP, JSC OKBM, Smolensk NPP, FSUE PA Start and PJSC MSZ; they set new ambitious goals and continue to optimize processes.

In March 2016, the selection of Reserve enterprises, applicants for system deployment in 2017, began.

Magazine

Second stage of implementation

Different sides of the AKP

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Rosatom Production System (RPS)What is PSR?

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Rosatom Production System (RPS)
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