Psr rosatom small groups in production. See what "PSR" is in other dictionaries. - Is it for two enterprises? Elektrostal and Podolsk

The introduction 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 State Corporation Rosatom and reduce costs, but also to increase wages and create new rules career development.

The RPS is based on the NOTPIU of the USSR Ministry of Medium Machine Building - the system scientific organization labor, production and management. In addition, the RPS includes and adapted to industry specifics the best achievements and tools from other modern systems, in particular, Toyota principles Production System of the Japanese automobile company Toyota. The basic principle of RPS, as well as the production system of "Toyota", 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 the RPS implementation is to create on the basis of the best examples of domestic and foreign experience universal methodology of the management system for the integrated optimization of production and management processes, its approbation at the enterprises of the State Corporation "Rosatom". Further development of the RPS will take place in the form of software solutions aimed at improving the production efficiency of key products, as well as replication RPS experience in other sectors of the economy.

The tasks of the RPS are:

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

The system ensures the implementation of strategic goals through staff training, as well as through continuous improvement and continuous improvement opportunities to increase labor productivity, improve quality, reduce costs and meet customer requirements. The implementation of RPS is aimed at embedding the ideas of prudence and optimality into the logic of acceptance management decisions in production, and through production - to 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 the progressive growth of the productivity of production processes, the reduction of production costs and the improvement of the quality of work and managerial work. In addition, RPS is aimed at combating any losses: excess inventory, backlogs, downtime, unnecessary movements.

Development and implementation of RPS started in the second half of 2008 when CEO Sergei Kiriyenko set a goal for Rosatom State Corporation to quadruple labor productivity in the industry by 2020, reduce costs and, as a result, reduce the cost of manufactured products. On December 29, 2008, an order "On the implementation of the Rosatom production system in industry organizations" was signed.

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

In 2010, 54 projects were successfully implemented under 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 at the main production chains of Rosatom enterprises.

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

production system Rosatom (RPS) is a way to manage 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 of the NOTPIU approach and the developments of the Ministry of Medium Machine Building of the USSR. The RPS includes and adapted for the nuclear industry the best achievements from other modern methodological platforms, primarily the production system of the Toyota company.

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

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

The introduction of RPS is aimed at embedding the ideas of prudence and optimality into the logic of managerial decision-making in production, and through production into other processes and structural divisions of the company.


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 the progressive growth of the productivity of production processes, the reduction of production costs and the improvement of the quality of work and managerial work. In addition, RPS is aimed at combating any losses: excess inventory, backlogs, downtime, unnecessary movements.

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

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

Since 2009, practical work has begun at the pilot sites of NPPs under construction and operating, and at the machine-building complex.

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

Since August 2011, the second stage of RPS development has been launched, when the system is being implemented at 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 the RPS. 10 pilot enterprises of the industry have been selected, where the implementation of a single package of RPS activities has begun (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 unified methodology, motivation programs for different levels employees).

In 2015, seven pilot enterprises completed all target indicators deployment of the production system and achieved the status of "Leader". These are PJSC KMZ, Balakovo NPP, JSC UEIP, JSC OKBM, Smolensk NPP, FSUE 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 systemic deployment in 2017, began.

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

Rosatom Production System (RPS)
What is a 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 State Corporation Rosatom 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 Sergey Kiriyenko, Director General of Rosatom State Corporation, set a goal to quadruple labor productivity in the industry by 2020, reduce costs and, as a result, reduce the cost of products. On December 29, 2008, an order "On the implementation of the Rosatom production system in industry organizations" was signed.

The RPS is based on the USSR Ministry of Medium Machine Building NOTPIU - a system of scientific organization of labor, production and management. In addition, the RPS includes and adapted to industry specifics the best achievements and tools from other modern systems, in particular, the principles of the Japanese Toyota Production System.

Japanese 5S Principle: Quality - Safety - Performance


Sort - SEIRI Separate the necessary from the useless

Designate rarely used
Leave only what you need

Keep Order - SEITO Designate a place for each item
Every thing in its place

Keep clean - SEISO Wash equipment
clear workplace
Find sources of pollution
Eliminate sources of pollution

Standardize - SEIKETSU Designate places requiring special
attention
Create visual standards

Improve - SHITSUKE Keep discipline
Follow the rules of 5S
Improve your standards


BEST PRACTICES IN FSUE ATOMFLOT:

year 2014:

The project “Improving the productivity of SFA separation” was implemented within the framework of the enterprise and the division of the NSC “Improving the productivity of SFA separation”, target- separation of 5 SFAs in one shift, as well as an ambitious indicator - separation of 6 SFAs in one work shift.

As part of the optimization of procurement activities, the Information system preparation of applications for the purchase of goods/works/services. This project is in competition. RPS projects Rosatom took first place in the nomination " best project on optimization of office processes (debureaucratization)”. The author of the work - Rgroup leader new technology and RPS technologiesAlexander Melitonov.

2015:

"Optimization of the LRW processing process". Target indicators achieved:

Reduced by 10% the processing time of 90 m 3 LRW;
- reduced labor costs by 60% for processing 90 m3 of LRW.

"Optimization of the nuclear fuel reloading process for OK-900, KLT-40, KLT-40M reactors using reloading equipment of complex 1314". Target indicators achieved:

Reduced by 10% (by 4 days) the time spent on reloading nuclear fuel.

2016:

- "Introduction of the 5C system at the special stage for the repair of ship nuclear power plants and ATU (RC 6 bay western side and 7 bay)", as a result of the implementation this project a complete modernization of the site for the repair of nuclear power plants and ATUs was carried out. The equipment necessary for the repair of special equipment and special fittings was purchased and installed in accordance with the developed layout scheme. nuclear icebreakers and ATO courts. Also purchased and installed shelving, workbenches, cabinets. As a result of the project implementation, 100% of jobs were covered in accordance with the requirements of the 5C system;

- “Using the CPS SRW container as a revolving container for loading AZ liners and rods from the reactor plant nuclear ships", which made it possible to save, in advance, more than 150,000 rubles;
“Reducing the time spent on preparing information and documents for placement in the UIS”, the 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 company's internal trainer Alexander Melitonov. The Regulations on the motivation of employees for the development of the production Rosatom are in force.

If you have a proposal aimed at improving the efficiency of production processes, reducing time losses, please contact the group of new equipment, technologies 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 enrollment in RPS training, please contact the Human Resources Department - Training and Development Manager Elena Tkachenko, tel.: 55-33-59 (ext.: 7359).

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

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

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

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

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


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

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

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

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

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

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

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

 

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