What levels are the psr certificates divided into? Rosatom Production System: Experience of Rosenergoatom Concern. - How many modules were released

We are grateful to the editors of the "REA" magazine (Rosenergoatom Concern ") for providing this material.

When setting the task, Andrei Petrov emphasized that we need changes that give a real economic effect, having a direct impact on production. This decision was based on the positive experience of the Smolensk and Balakovo NPPs, which started implementation of RPS back in 2007, and at the end of 2015 received the status of "Enterprise - the leader of the RPS" at the industry level.

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

While deploying the program of the Concern's transformation into the AKP division at the beginning of 2016, we understood that a functional vertical was needed, since it would be difficult to implement our plans without an effective management system. To this end, the NPP directors allocated active, proactive specialists, and the management of the Concern decided to create a department for the development of the RPS and operational efficiency in the central office, the task of which was the overall coordination of the development of the RPS in the division, methodological support of the RPS divisions of the NPP and the units of the central office of the Concern ...

Summing up the work of enterprises on the systematic implementation of the RPS is carried out with the help of developmental peer reviews of the quality of system deployment (for short we call them RSPK), whose teams involve highly qualified industry specialists.

RPPK allow you to carry out diagnostics in the directions of deployment of the RPS, assess the level of development of the production system at the enterprise, identify development zones and best practices. Representatives of 18 enterprises participating in the RPS development program of Rosatom State Corporation participate in the work of the RPPK at the sectoral level, and at the divisional level - employees of our leading enterprises, RPS divisions of NPPs and the RPS development and operational efficiency department. Full-time examinations take place twice a year.

In the middle of the year, an interim check - "Previsit" is carried out, within the framework of which the current level of development of the RPS at the enterprise is assessed, problem areas are determined for the prompt solution of emerging problems, and recommendations for managing the deployment program are given. At the end of the year, the results of the implementation of the program 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 auditors, the enterprise conducts a self-assessment of the implementation of all indicators of the RPS deployment in five areas: "Decomposition of goals", "RPS flows", "Project and change management", "Training", "Motivation".

In the middle of the year, the level of implementation of indicators was different at each station. The RPPK teams gave 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.

Nevertheless, since one of the RPS principles is continuous improvement, based on the results of the final inspections, the stations received new recommendations from experts, which will form the basis for plans for the further development of the Production System at the sites.

Based on the results of the work of the divisional-level RPPK, seven nuclear power plants and the Concern's headquarters, which adopt the experience of the Smolensk and Balakovo NPPs on the principle of “leaders teach leaders,” under the leadership and with the help of the RPS development department, are assigned the status of “RPS-enterprise”. Based on the results of the sectoral RPPK, the Balakovskaya and Smolensk NPPs should be confirmed, and the Leningrad NPP should receive the status of "Enterprise - the leader of the RPS". Confirmation and receipt of this status will take place at the beginning of 2017 based on the results of financial statements.

The audits also identified the best practices that will be recommended for implementation at other sites. For example, at the Kola NPP, the best practices were recognized: lifting mechanisms, the use of industrial polyethylene dock ladders, the introduction of workplace standards for the 5C system at production sites. At the Kalinin NPP, the application of the "Instruction manual for working with PPU" was noted, the development and implementation of standards for cleaning and inspection of equipment of production areas of the centralized repair shop with visualization.

One of the objectives of the outgoing year set by the State Atomic Energy Corporation Rosatom for the division is to reduce the turnover of inventories in the Electric Power Division (in terms of revenue) by 27%. This task would have been impossible without opening a personal RPS project. general director Concern and his deputies to reduce reserves.

The analysis carried out within the framework of the RPS project showed that this can be done due to:

bringing production stocks for REW to standard;
development and approval of standards for the availability of fuel assemblies in the operational stock;
development of schedules for reducing 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.

In the information center of the General Director of the Concern, monitoring was organized to reduce the turnover of current inventories. The dynamics of all current stocks of NPPs and subsidiaries is monitored on a monthly basis. 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 NPP and Novovoronezh NPP-2 made it difficult to fulfill the task. Due to the fact that the current production stocks consist of 75% of fresh nuclear fuel (SNF) and core components (KAZ), due to unscheduled shutdowns of power units, an incomplete predicted burnout of the fuel in the core occurred, and, as a consequence, the failure to write off this fuel from the balance of the enterprise.

Participation in industry competitions led to a clear understanding of the need to plan activities, to agree on 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 nomenclature, the quantity of stocks and the formed irreducible stock in production cycle(from overhaul before overhaul), and then make a decision on further work with stocks and the establishment of their standards.

The main task of the RPS is to find and eliminate losses, as well as to solve problems that arise in various processes of the life 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. RPS tools such as value stream mapping and production control and analysis help us learn to see our processes from the point of view of lean manufacturing. To learn how to use them, this year each leader was given the task of implementing two RPS projects. A RPS project is a project aimed at optimizing a process.

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

The best RPS projects and PPUs of 2016 (with economic effect)

The selection of the winners from the projects and proposals selected for the State Corporation was held within the framework of the annual forum "AKP Leaders". Each of the applicants was given the opportunity to personally present the implemented improvements. As a result, Denis Romanovich Vihasty, a repair engineer at the Kursk NPP, became one of the winners of the PPU competition. His proposal - "Development of a plug for the repair of the lower tract of the technological channel (TC) sb. 26", allows cutting off the TC from the SbC without carrying out work on dismantling the clips sb.25-33r.

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

An important task for the next year is the implementation of A.Ye. Likhachev in December 2016 of the roadmap for the implementation of RPS engineering standards at Rosatom facilities under construction.

Results of 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 start-up of power unit No. 1 of the Leningrad NPP- 2, the Concern, together with the general contractor, developed a Plan joint activities on the implementation of RPS during the construction of power units No. 1 and 2 of the Leningrad NPP-2 and the 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 the Leningrad NPP and JSC Concern Titan-2, organized and conducted training for the employees of the Leningrad NPP-2 and contractors led by the general contractor in the basic RPS course, developed on the basis of the standards of JSC IC "ASE" RPS-standards for construction and installation works management, production control and analysis, application of the 5C system at the construction site, "Chain of help" and "Suggestions for improvement" standards. The adapted guidelines to motivate employees involved in the implementation of the RPS.

Another major challenge for next year is to look at the processes "New Products", "R&D and Innovation", "Quality" from the standpoint of RPS in order to optimize them and determine the possibilities and ways of implementing intersectoral and interdivisional RPS projects.

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

Culture is a set of codes that prescribe a certain behavior to a person with his inherent experiences and thoughts, exerting a managerial influence on him. RPS is a new culture of production, organization of work and jobs. 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 the result. When planning work on involvement in the RPS, we need to form a positive attitude towards the Production System.

At the forum "RPS Leaders" 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 the RPS is dramatically changing at enterprises where the system has been introduced for several years.

To have a positive attitude towards the RPS requires an engaging implementation style. A high level of reputation is typical for enterprises in which managers are actively involved in implementation: they personally explain, demonstrate by example. The presence of AKP leaders demonstrating effective tools systems that clearly and convincingly explain the need for its implementation is an important factor influencing the high reputation of the RPS. The upbringing, "nurturing" of such employees should be a priority for the heads of enterprises of the division at all levels.

Typical reputation of the RPS at different stages of implementation (results of qualitative research; illustrated with drawings collected during the research)

A lot of work on the development of the RPS has been done this year, and even more remains to be done next year. I would like to wish our leaders of 2015 - Smolensk and Balakovo NPPs - to successfully confirm their title, and to Leningrad NPP - to receive it at the industry level. Nuclear plants, participants of the transformation program 2016, who have reached targets RPS-enterprises, to reach a new level and become RPS-leaders. And to subsidiaries and branches (not NPPs), participants in the 2017 transformation program, I wish successful implementation development plans for the RPS using the experience of the Concern's nuclear power plants.

Production system Rosatom (RPS) is a culture of lean production and a system of continuous improvement of processes to ensure a competitive advantage at the global level.

RPS is based on five principles that encourage employees to be attentive to customer requirements (not only in relation to end consumer, 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 waste; identify and eliminate any losses (excessive warehouse stocks, interoperational backlogs, downtime, unnecessary movements, etc.); be an example to colleagues.

These principles were formulated on the basis of the best examples of domestic and foreign experience, in particular, systems scientific organization labor, production and management (NOTPiU) of the Ministry of Medium Machine Building of the USSR and 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 sectoral RPS projects are aimed at increasing productivity, reducing costs and improving product quality. Knowledge and ability to apply RPS tools is a prerequisite for a professional and career growth employees of the nuclear industry.

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

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

The production system "Rosatom" (RPS) is a method of managing a production site through the control of emergency situations in terms of parameters: production plans, safety, quality and loading of operators and equipment.

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

RPS is the successor to the approach of NOTPiU and developments of the USSR Ministry of Medium Machine Building. The RPS includes and adapted for the nuclear industry the best achievements from other modern methodological platforms, first of all, the production system of the Toyota company.

The system ensures the implementation of strategic goals through staff training, as well as through opportunities for continuous improvement and continuous improvement to increase labor productivity, improve quality, reduce costs and meet customer requirements.

The implementation of the RPS is aimed at embedding the ideas of prudence and optimality into the logic of making managerial decisions in production, and through production into other processes and structural units companies.

RPS is designed to maximize productive actions 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 decrease in production costs and an increase in the quality of working and managerial labor. In addition, the RPS is aimed at combating any losses: excess inventory, interoperational backlogs, downtime, unnecessary movements.

The development and implementation of the RPS began in the second half of 2008, when the General Director of ROSATOM, Sergei Kiriyenko, set a goal to quadruple labor productivity in the industry by 2020, cut costs and, as a result, reduce the cost of products.

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

Since 2009 began practical work at pilot sites under construction and operating nuclear power plants, machine-building complex.

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

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

At the beginning of 2015, it was decided to apply a systematic approach to the deployment of the RPS. 10 pilot enterprises of the industry were selected, where the implementation of a single package of RPS activities began (setting goals to the level of leaders of small groups based on the goals of the enterprise, training the methodology of top management and project participants, implementing RPS projects in the office and production uniform methodology, motivation programs for different levels of employees).

In 2015, seven pilot enterprises met all production system deployment targets and achieved Leader status. These are KMZ PJSC, Balakovo NPP, UEKhK JSC, OKBM JSC, Smolensk NPP, FGUP PO 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.

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

The Engineering Division is one of the leaders in the implementation of RPS among the enterprises of the State Atomic Energy Corporation Rosatom.

The production system "Rosatom" as a tool for increasing the efficiency of production processes has been successfully applied at JSC ASE EC since 2009. In 2010, the company introduced a system for motivating employees for introducing RPS into their activities, in particular, for submitting proposals for improvements (PPI).

Since 2016, the process of working with employees' ideas in JSC ASE EC has been automated - an industry information system has begun to work for employees to make suggestions for improvements "Idea Factory". In 2016 alone, about 2,000 PPU and PSA (proposals for cost reduction) were submitted with a total economic effect of about 9 billion rubles.

The implementation of the production system at the NPP construction sites is aimed at increasing the controllability of the construction process according to uniform standards, reducing costs, eliminating losses, and increasing labor safety and productivity. At the construction sites of the Belarusian NPP, Kursk NPP-2, Novovoronezh NPP-2, Rostov NPP and in all contractors involved in their construction, work is being built strictly in accordance with 8 RPS-standards of JSC ASE EC - a unique set of lean production standards created for the first time in the world. Since 2016, the implementation of RPS standards has begun at other foreign sites.

The tools of the production system are used not only at the construction site, but also to optimize office and business processes. Company managers open and successfully implement personal RPS projects aimed at optimizing activities. In particular, the use of RPS tools in day-to-day work allowed the project and commerce units to achieve results that are an example for the entire nuclear industry.

Novovoronezh NPP-2: an exemplary platform for the implementation of RPS

In 2015, the management of Rosatom State Corporation set the task for ASE EC JSC to create an exemplary RPS site on the basis of the NV NPP-2 power unit 2 construction site. As a result of the work done, the following were created:

· Algorithm for implementation of RPS in all contractors;

· System of end-to-end training;

· The system of distribution and control over the implementation of the RPS-standards;

· Transparent and well-built system of visualization of the construction progress;

Exemplary storage facilities;

· Comfortable construction site and exemplary territory;

· Reference areas of labor culture, industrial life, organization and management of production, etc .;

· The system of planning and control of work execution has been optimized.

As a result of the work done in May 2016, the commission of the State Atomic Energy Corporation "Rosatom" awarded the site the status of exemplary.

The General Director of ROSATOM made a decision to extend the experience of NV NPP-2 to all construction projects in the industry.

Process Factory

Process Factory is a unique form of training that simulates real work using RPS tools carried out on a construction site. Participants perform timing of the total cycle time when assembling formwork elements, during observations determine losses, identify causes, exchange experience gained on the use of production system tools, discuss proposals for improving the formwork assembly process and implement them to increase the time and economic indicators process.

Knowledge transfer

RPS specialists of JSC ASE EC conduct training in RPS standards and tools of the Rosatom production system for employees of both the company itself and contractors. All training is carried out in accordance with the license of the Ministry of Education.

In accordance with the instructions of the General Director of ROSATOM, in 2016, a seminar “Implementation of RPS Engineering Standards” was developed to train all organizations in the industry on the basis of the reference power unit 2 NV NPP-2. The purpose of this seminar is to gain knowledge and skills on building an effective management system at an enterprise, mastering techniques to reduce all types of losses and costs in production.

Not so long ago, my colleague was in Obninsk for advanced training courses at Rosatom. So, as soon as the AKP was mentioned in a conversation with each other, there was an absolutely unanimous flurry of indignation and indignation. Everyone said that due to the huge amount of absolutely unnecessary papers, there was simply no time left for the main work, people were forced to stay after work, and the production itself was on its own. So what is this abbreviation that caused a sharp reaction of rejection from absolutely different people- managers, engineers, economists from all over Russia?

The history of the creation of the AKP, its essence

RPS is a production system of Rosatom, which has been implemented since 2009. It is based on Toyota's Lean Manufacturing System (TPS), which was developed in Japan between 1945 and 1975. in specific conditions: in post-war times, Japan lay in ruins and the country needed new cars different types(cars, small and medium-duty trucks, etc.) in small quantities. Some provisions, for example, the color differentiation of parts, are associated with the illiteracy of workers, and in the post-war period these were mainly peasants. As in tsarist Russia: hay and straw. The main idea is the right parts on time in the right place. The idea is good and not new at all. But here's the embodiment of this idea ...

Although the production of fuel for nuclear power plants is fundamentally different from the production of cars, especially in post-war Japan, Rosatom created a separate structure for the implementation of the RPS - the Directorate (RPS Development Director - S.A. Obozov) with a staff of 41 people. RPS structures were also created at the enterprises of the TVEL Fuel Company, including at the Machine-Building Plant in Elektrostal, the main producer of fuel for nuclear power plants in Russia.

The enterprises organized bureau for the RPS and created departments in the shops with functionaries freed from the main work. I think that there will be several hundreds of such liberated people who are not part of the central staff of JSC "AKP" in Rosatom.

In general, Toyota's lean production system is a set of previously known techniques from any textbook on economics or organization of production from the Soviet era and successfully applied in practice:

So, as it were, the famous "pulling system" is nothing more than a planning system for production, taking into account interoperational backlogs, which was used at the plant before.

Kaizen: there are and always have been plans for technical re-equipment, while free creativity was encouraged - submission and implementation rationalization proposals and inventions.

About the notorious 5C principle (putting things in order and cleanliness, according to which 90-page guidelines were issued and elevated to the rank of philosophy!) And talking funny - it's as organic as washing your hands before eating, in addition, there are shop and factory commissions on the culture of production constantly dealing with these issues.

Andong, JIDOUKA (Jidoka): do not transfer the marriage to the following operations - both earlier and now at the plant, the detected marriage was seized and placed in the marriage isolation ward, there are special guidance documents for this.

Gemba - production meetings should be held in production facilities.

Muda is waste that must be minimized.

Now to the question: "Where did you go?" sometimes they answer: "in the gembu, eliminate muda."

RPS - shackles for production workers

Thus, this whole system is reduced to a set of well-known commonplace truths. The darkness of the secondary and additional documents with many indicators, different strategies: 3 steps, 5 questions, 14 principles, etc. etc. We are required to fill out a huge amount of paperwork in the form of plans, schedules, tables, reports, presenting long-term and "ambitious" plans, etc. About 90 documents appeared on the plant website of the AKP over the year, many of them under 100 pages, in addition, there is a shaft of instructions and orders. Moreover, the specificity of production is not taken into account at all - special requirements for the quality (reliability) of products.

The enterprise has unique equipment with various processing cycles. However, a RPS team from Rosatom, led by a Toyota consultant, arrives, walks along the line and indicates that there should not be more than 3-5 fuel rods on the storage rings (fuel element). This leads to downtime of the entire line in the event of a failure of one installation. There is only one answer to attempts at discussion: you do not know how to work, such a place is behind the fence.

All this resembles a universal pill for all diseases and is called quackery. Moreover, mutually exclusive tasks are posed - to eliminate interoperational backlogs as a class and at the same time to increase productivity. This is also unnatural as the cultivation of high morality in a brothel: “girls, in the morning we study the bright image of Natasha Rostova, answer me in the afternoon, and to clients, to clients. And whoever does not fully disclose the topic will go to the cops' subbotnik. "

Numerous indicators, graphs, diagrams, reports have the same connection with increasing productivity, as in the well-known problem of Schweik: there is a four-story house, each floor has eight windows, on the roof there are 2 dormer windows and 2 chimneys, each floor has 2 tenants. Now tell me gentlemen, in what year did the doorman's grandmother die? It’s as if, before washing the dishes, the hostess would draw a schedule for half a wall and mark in it every washed clove of each fork, the consumption of water, soap, electricity, and calculate her productivity.

Here is an excerpt from only one document "Regulations on small groups" (MG: 6-10 people): The format of the DPA (industrial analysis board) is established in the department and MG (12 - 20 graphs, many of which are colored and processed according to special programs), an hourly production analysis should be carried out. The MG leader is the most skilled worker of the MG members. Those. the most literate worker (out of 8 people!) is imprisoned for filling out unnecessary pieces of paper, although all the data is in the electronic database, and he will not have time for more. Well, engineers and technicians fill in all this in an expanded volume for the department, and some indicators are suitable for a Ph.D. thesis.

For several years, the AKP has grown so much that it has become self-sufficient and functions, giving out a mountain of paper, production, in general, it does not need, it can work on its own and for itself.

And the decrease in the number is carried out by a volitional order - from time to time they pinch off one person, because even the AKP cannot explain the connection between labor productivity and dozens of pictures. There is a purposeful knockout of personnel, on which the quality and reliability of products depends to the greatest extent: highly qualified workers are simply laid off, and their engineers and engineers are laid off and drowned in a sea of paper, preventing them from working normally. And then it is even worse - a landing party of AKPs from Rosatom landed at the plant (with salaries several times higher than ours) and my colleague, the head of the fuel rods and assemblies production site, is sometimes surrounded by three at once: one demands to immediately build diagrams, the other draw pictures and fill in the tables, the third one requires a hundred magnets to create another "supermarket" (no one needs a stand with dozens of unnecessary pieces of paper, which are attached with magnets). A person is simply not able to do work. And you can't send them - they immediately run to complain to the director.

And it would be fine if there were really specialists, otherwise one of them recently asked me "such a ruler", trying to explain with gestures which, in the end, it turned out that he needed a square! Of course, they own complex programs for building tables, graphs, diagrams, but all their activities are efforts directed perpendicular to the direction of movement - no matter how much you increase them, the speed will not increase, but, on the contrary, will decrease due to the increase in frictional force. It would still be possible to put up with a parallel reality, but I'm afraid this perpendicular world will push us into the abyss.

AKP as a non-economic shamanistic ideology

The AKP consists of elements of coercion and propaganda, I analyzed what is more in it, what it resembles: either the church of the times of the Inquisition and the crusaders, or the commissars of the 20-30s with their agitprop, and decided that more on the latter , something like shamanistic commissars (shamkors).

Methods for achieving their goals: cost reduction - non-economic, performance assessment is also non-economic. The ideology is more reminiscent of a shamanic cult with totem signs - huge stands with a bunch of graphs, reports, tables, diagrams, plans, some of which workers must fill out every half hour; a taboo system - there should be no more than 8 people on the line (now no more than 6, in the near future -5); there should be no objection - whoever is not with us is against us; all stands must have fresh pictures; floors should be washed only using the principles of 5C, rituals and chanting mantras at the stands.

The reaction of the production workers to the arrival of the top shamkors is one to one - the reaction of the peasant to the arrival of the commissars. If the peasants hid grain and livestock, then we hide the fuel rods, removing them from the line, because it is impossible to work with the inter-operational backlogs of 3-5 fuel rods, and the container with products, pushing them through the back streets throughout the workshop. If they see a sitting operator controlling the normal course of the process, or filling out technical documentation, a favorite question is why is he sitting? And what the operator should do - either turn around like a dervish, or jump up and down, squealing joyfully, they don't say, because they themselves don't know.

Instead of solving serious problems, AKP managers are engaged in the creative work of the poor: "Let's use a cap instead of a hat!"

Or even worse - technically unfounded ideas are put forward that can cause a collapse of production: they constantly demand to produce fuel elements for one fuel cartridge, then repeat for another, etc. And the fuel elements in the cassette of different enrichments, to switch to a different type, you need to remove fuel pellets, rebuild the equipment. It is the same as when manufacturing a car for him alone, first M10 nuts are made, the equipment is rebuilt, then M14, the equipment is rebuilt, then M16, etc., 1 car is assembled and the cycle is repeated. As they say, no comment! And the Japanese generally put forward proposals, and in a categorical form, which cannot be called anything other than nonsense.

In the statutory documents, the AKP is positioned as consulting company with the following type of activity:

advising on commercial activities and management;

provision of services for the analysis of enterprise efficiency, optimization production process, education and training, the introduction of techniques aimed at reducing unproductive losses.

Apparently, the AKP significantly exceeds its powers, launching metastases at all Rosatom enterprises (332 affiliated enterprises as of 03/31/15), commanding everyone, without being responsible for anything.

And from the point of view of management theory, the AKP is some kind of irresponsible blotch on the side (in science - a system without feedback, no matter what they do, production will be responsible).

According to the report for 2013 (clause 2. JSC "RPS" has no branches and representative offices. Where did the RPS bureaus come from at the enterprises and the freed workers in the shops? It turns out that enterprises perform their work for JSC "PSR" and also report to them!

Everything is turned upside down! In addition to the AKP directorate, everything else is illegal - just some kind of initiative imposed from above. Now more people draw "pictures" than fuel rods do.

An analogy comes to mind with regional committees, which in Soviet time gave instructions on when to plow, sow, harvest, to what depth to plant potatoes, etc. Everyone knows how it ended. But at least they were responsible for their instructions. So, in 1959, the first secretary of the Ryazan regional committee received the Hero of Socialist Labor for three times fulfillment of the plan for meat, and a year later he shot himself because he put all the cows under the knife, and there was no more meat or milk. These will not shoot themselves. They will blame the production for everything - the analysis had to be done not according to 80 indicators, but 180, to fill out papers in the "supermarket" not every half hour, but after five minutes, and so on. etc. But there are almost no cows left.

Redistribution of financial flows to the RPS

The functionaries of the RPS receive a certain% of the savings for any type of activity of the enterprise, therefore, 3 magic letters "RPS" are inserted into any document. Recently, the number of personnel at the site has decreased by almost 2 times, while the plan increased by 30%, however, salaries remained at the same level. According to existing standards, there should be 2 times more personnel on the site. Obviously, the savings are spent on maintaining the structure of the RPS. According to Protocol No. 1 dated 09/30/11 until the end of 2011, 42,105,000 rubles are allocated only for one RPS task. The shop staff was addressed by Technical Director with this information: the profit of the plant in 2011 was 1,700 million rubles, and in 2012 it was planned to 200 million rubles, and all of it will be distributed through the RPS. In 2012. JSC "PSR" received 277.264.000 rubles only for consultations, and this is only for the central office, and taking into account hundreds of employees throughout Rosatom, and hundreds, formally listed as workers and engineers, but dealing exclusively with the PSR, which are on the balance sheet of enterprises, their covens ( they call them conferences) throughout the country (in April this year - in Sochi), the amount will be several times greater. Now the SEPs will unfasten crumbs from their production table according to the criteria they know alone (if there is good mood and greed will not completely suffocate).

No wonder George Orwell is considered a great writer. In the same 1945, his book "Animal Farm" was published. Our situation is very accurately predicted there:

“At times it began to seem that although the farm was getting richer, this abundance had nothing to do with the animals - except, of course, the pigs. Of course, they did not shy away from work. They were loaded with, as Screecher never tired of explaining, endless responsibilities of supervising and organizing the work on the farm. Much of what they did was simply beyond the understanding of animals. For example, Shrieker explained that pigs pored over such mysterious things as "bulletins", "reports", "minutes" and "memoranda" on a daily basis. They were large, thickly scribbled sheets of paper, and, as they were filled, the sheets were burned in the oven. The farm's prosperity depends on this work, Squealer explained. Still, pigs did not create any food by their labor, and their vast collective was always distinguished by excellent appetite. "

Results of the RPS activity. Beginning of the End

Yes, and all the activities of the AKP employees resemble the habits of these cute animals: all the acorns in the clearing have already been eaten and digging has begun under the oak tree. And the fact that the roots of the oak have already been exposed, they do not care. Examples? - please: in the summer of 2011 at one of the nuclear power plants there was a depressurization of 3 cassettes, corrosion of fuel elements in the reactor was detected - this is an emergency. And these cases began to repeat themselves with frightening regularity. Quite recently, during the start-up of one reactor, the components of the fuel assemblies began to fall off, their revision will cost millions (tens of millions?) Of rubles. And these fuel rods and assemblies are made just at the sites where workers run from one operation to another, and engineers are busy drawing pictures that stretch along the line for tens of meters, like shingles. And the number of workers left on the line is 2 times less than three years ago. And here comes the RPS team from Rosatom, headed by a consultant from Japan, about 15 people, and profoundly says that one more should be cut. Welders and other skilled workers, on whom the reliability of fuel rods depends, are forced to perform other operations, so that they do not have enough time for their main work. What kind of full control of products can there be? Delays began in the supply of components with a sharp deterioration in their quality. There was no such thing before. Recently we received defective components, with them 2 fuel assemblies were assembled, which cannot be put into the reactor, a loss of about 20 million rubles.

A young lady from the AKP, who seemed to have not worked for a day in production, angrily reprimanded the production director that it was necessary to hold daily meetings at the polling stations. We cannot disobey - they set up stands with pictures 18 meters long in our workshop (people immediately aptly christened them a wailing wall), and the management of the plant and the main workshops gathers there every day. If an abnormal situation occurs at this time, and the manual is not in place, the wrong decision may be made, here is the depressurization of the cassettes and defective components. I have been working at the enterprise for a long time, and have never observed such a heavy, oppressive, hopeless atmosphere, the further, the more it is imbued with a sharp rejection of the activities of the incompetent overseers put over us and chased apologists of nonsense. Due to the specifics of production, we have competent, qualified employees, they see and understand everything, and the most frequent reaction to all this orgy is “absurdity, insanity, injustice”. If in 2009 the cost of a share in JSC MSZ was 11,400 rubles, then on July 16, 2013 it was 1,800 rubles - the market cannot be fooled by beautiful pictures and pseudoscientific texts.

By the way, at the section for the manufacture of fuel elements for the company "AREVA", the management of the company banned such activities led by the Japanese, and there is not a single refusal for their products!

Road to nowhere. The use of the Toyota system in the world and in Russia

Let's consider the problem from the other side, according to the available facts. Lean manufacturing expert Curtis Quirin, who has traveled half the world, laments that if you think about it, only three companies have successfully implemented the lean manufacturing system. These are Toyota, Honda and Danaher. All other enterprises that have embarked on the path of introducing this production system are very superficially engaged in the use of Lean manufacturing tools. And that effort is wasted. Those. the system does not take root anywhere, and the aforementioned 3 companies work, most likely, not thanks to, but in spite of the system.

Example from Russian industry: Nizhny Novgorod kaizen

GAZ was the first enterprise in the Russian automotive industry to use Japanese lean manufacturing technologies. Since 2005, the system began to operate at all enterprises of the Gorky Automobile Plant. It includes four principles: “people are our most valuable asset”, “focus on the production site”, “continuous improvement every day” and “think about the customer”. The citizens of Nizhny Novgorod improved their skills so much and came up with the idea that they stopped producing the Volga, and the government was forced to pump 38 billion rubles into GAZ ($ 1.2 billion at the then exchange rate.) Obviously, all their intellectual forces and financial resources were spent on the release of "pictures", as we call them, and there is no longer any energy or money left for the cars.

In science, technology, there is such a concept as the repeatability (reproducibility) of the result. If the result does not repeat itself (which we observe) it is no longer a system.

Now let's get down to the Chief Teacher - Toyota. They are the world leaders in the production of defective products. Apparently, recalling defective Toyota cars has already become a tradition.

For the first time in US sales of its vehicles, Toyota became the first in a list of automakers to recall more than 4.8 million defective vehicles in the US in 2009. This is reported by The Detroit Free Press. And in other years, their number is in the millions, for example, in 2012 - about 10 million.

And finally, in March 2014, Toyota pays the unprecedented, largest-ever fine in the United States - $ 1.2 billion for untimely troubleshooting and consumer deception (US Department of Justice language) resulting in severe accidents and deaths. April 2014 - recall of 6.7 million vehicles with defects.

Here are the reviews about Toyota from the penultimate Geneva Motor Show: “The most sad sight was presented by the stands of Japanese brands. The Toyota exposition, the high level of production of which is known only to Russians, and even then for advertising feats, was ignored by the European public. "

Do we need a second Chernobyl?

In the nuclear industry, a single failure is an emergency, until recently there were no such failures for many years, but our Teacher has millions of them !!! If the AKP continues its activities at the same pace, then exploding nuclear reactors... I can even imagine how the reactor can be brought to an accident. If in the CPS cassette a row of fuel elements along the wall of the casing by mistake will have a different enrichment, the cassette will bend due to uneven heating and, if necessary, its emergency discharge, the cassette will simply jam. A nuclear explosion, of course, will not occur, but the superheated steam can tear off the reactor lid or destroy the primary circuit equipment through the inlet and outlet pipes.

There was no nuclear explosion in Chernobyl either - only a thermal explosion due to the non-descended emergency protection rods. And the probability of error has recently increased due to a sharp decrease in the number of personnel and the performance of several operations by one worker. At the last day of informing with fanfare, it was announced that at the plant for the production of centrifuges for uranium enrichment, the time for the manufacture of one centrifuge was reduced by almost 10! once. Now it remains to wait until they begin to fall apart, and uranium hexafluoride, which is so useful for the body, will appear in the surrounding air.

"Altruism" of the Japanese

And finally, the last thing. I am surprised by the people who are touched by Toyota's willingness and willingness to share with them and even teach the system of "lean". They probably don't know that free cheese only happens in a mousetrap, or they think it only applies to mice. Then especially for them, about people, from Virgil: "Fear the Danians who bring gifts." My grandmother, a Ural Cossack woman, called such "strangers".

Toyota itself is moving away from its own system. Toyota's quality management is changing under the pressure of globalization. The company is no longer betting on self-improvement, but on strict adherence to standards. Toyota believes that in Russia (at its factories) you can strive for absolute quality and reduce costs with the same efficiency as in Japan, and rightly so, everything has its time.

What is wrong is that Toyota is imposing its obsolete costly system on the rest of the world. Everyone knows that the Japanese are patriots of their country and company, and there is nothing surprising in the fact that they weaken competitors with their system, and in the era of globalization, the whole world is competitors. In military science, this is called a false target: enemy aircraft bombard plywood models of tanks and guns. In production, this can be compared with a miracle steam locomotive, the design of which is offered for free. True, half of the steam goes to the whistle, the locomotive barely crawls, but discussions are prohibited: whoever is not with us is against us; and then a consultant from Japan comes and says that the whistle is heard only 30 km away, it would be necessary to further increase its power. And they will increase it until the locomotive stops, which happened at GAZ.

But I have such an opinion in the light of recent decisions (the planned decrease in the plant's profits by 8.5 times, the transfer of most of the RPS profits, the termination of payments of bonuses for saving material resources) that RPS managers could take any theory: wave-particle, theory chess openings, etc., just to create a structure for it and close financial flows to it. And they took the Toyota system out of a sense of innate delicacy, so that the production workers would not be very nervous, it is still more plausible, and it has also been tested on GAZ.

I think that in a few years the government will not be able to get by with one billion dollars. A phantasmagoric picture is emerging, worthy of the brush of Bosch or the pen of Kafka, more absurd than in his "Process": the chief consultant, Mr. Hayashi, arrives from Japan, walks through all the factories of Rosatom and, in a couple of minutes, with an eagle-eyed gaze of an 80-year-old elder production, issues an indication as in a nightmare. But, if you wake up after a nightmare, you sigh with relief, then here you can't even argue, you won't have time to open your mouth before you fly out of the factory - you can see very high support from a simple (seemingly status) consulting firm.

Epilogue. (Epitaph?)

The AKP is an ideological cover for the redistribution of financial flows to the newly created structure, which is not responsible for anything, does not produce anything useful and whose functioning poses a danger to the continued existence of the nuclear industry. This structure, like the Terminator, cannot be persuaded, cannot be convinced, it can only be destroyed, otherwise it will destroy the nuclear industry. And no half measures, like the article "Dizziness with success", will not help here. They will calm down for a while, but then they will again take up their own - after all, the oak is still standing, and not all the acorns have been dug from under it.

V.N. Kartashov, engineer ts.55, PJSC MSZ

Note:

The article was created starting in November 2011, some of the numbers may be out of date.

Hello Tatiana.

In connection with the 70th anniversary of the Russian nuclear industry, which happened on September 27, 2015, I ask you to post two articles by an employee of one of the enterprises of this very industry. I really hope that these articles will catch the eye of people who wish Russia well and have the opportunity to give these articles an official move. The person who wrote these articles is a pensioner, a veteran of the nuclear industry who has worked at the enterprise for many years. I dared to write everything that was painful because I had enough and there was nothing to lose. Younger people are much more careful. Personally, I am not familiar with this person. Therefore, for objectivity, I talked with other people working at the plant. I was told that after the first article was posted on the in-house network, people came up to him and shook his hand. About the AKP, everyone has sharply negative reviews.

In general, the actions of the PSR are reduced to a significant (and, according to the author, fatal) decrease in the number of employees, a decrease in material costs (including due to the preservation, or even a decrease in the level of wages) and an increase in labor intensity. As you can see from the articles, these seemingly good goals can add up to a deadly cocktail!

By the way, these articles, in my opinion, will easily be included in the topic "Possible objects of sabotage", which after the explosions in China became popular in the blog, and "Methods of sabotage war."

The most important achievement in Russian nuclear technology is its quality and reliability. Anyone who has read these articles is clear that if everything that is written in the articles is true, then a serious blow is being dealt to the prestige of Russia as the leader of nuclear technologies. Undermining the prestige is fraught, as I see it, with serious problems not only for Russia, but also for the consumer countries (and these are mainly developing countries). Nuclear power plants are a source of cheap energy that these countries need so much. Provided, of course, that nothing explodes, does not infect the area and does not blow the roof off the population, who understands that they are actually living on an atomic bomb.

I am also very interested if the plans for the collapse of our nuclear industry come true, will Russia's sworn friends occupy a niche in this business, or will this begin the global collapse and discredit (in full) of the world nuclear industry? I assure you, the answer is not obvious. I hope that things will not go further than theoretical layouts.

In the meantime ... “The introduction of the 5S Japanese system for organizing the workspace has begun in the Moscow metro,” Denis Litvinov, head of the Vykhino depot, told m24.ru. He emphasized that the new system will be part of a lean manufacturing program that will significantly improve the reliability of the units being repaired. This, in turn, will reduce the number of breakdowns and improve passenger safety. It is expected that by 2017 the 5S system will be implemented in the repair and maintenance departments of all electric depots of the metro. "

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