Ready-made rationalization proposals with economic effect examples. Rationalization proposal. Rationalization proposals in the enterprise: examples. Reward in two stages

Rationalizing, or kaizen, employee suggestions help companies save and generate additional profits. The Kuban holding was the first to introduce the kaizen system in the agro-industrial complex, which received an effect of 800 million rubles in seven years. In a crisis, the relevance of rationalization proposals increases significantly.

Lyudmila Kremneva

The state increases support for agriculture in order to replace imports with domestic products, which is undoubtedly beneficial for farmers. However, their production costs rose significantly after the weakening of the ruble. To make a profit, companies must improve efficiency and cut costs by encouraging employees to do so. A program of rationalization, or kaizen, proposals can help to do this.

A properly implemented system of rationalization proposals can bring tangible benefits, says Michael Germershausen, Managing Director of the Antal Russia recruiting company. “I know of a case when a cleaning lady won the competition for the best rationalization proposal,” he says. The employee drew attention to the fact that one of the company's branded stores is always empty for the first two hours after opening, but in the evening before closing, queues are constantly gathering in it. She proposed to change the store's opening hours by two hours later. This innovation immediately had a positive effect on sales volumes - they grew by about 15%. The cleaning lady was awarded a valuable gift.

The idea works

Back in 2011, the management of the mobile operator MTS initiated a project to collect rationalization proposals - "Idea Factory". For three years of its implementation, the company received $ 37 million in additional profit. One of the brightest ideas is the proposal of an employee of the IT Operations Department. He has developed a billing system unified for several platforms, which allows calculating the cost of communication services for each specific client based on the tariff chosen by him. The effect of its implementation was $ 1 million.

The Baltika Brewing Company also believes that thanks to the ideas of its employees, one can significantly save money and increase profits. In 2007, two projects were launched here: for employees of the sales department - the program “Have an idea!”, For production personnel - “Your idea works”. As a result, in the first year, about 900 rationalization proposals were collected. For example, two engineers came up with the idea of using condensate, which is formed during the production process and is not used in any way, to heat water in the boilers of the boiler room. Thanks to this, it was possible to reduce gas consumption.

Another idea, suggested by the sales manager on the eve of the New Year holidays, contributed to an increase in beer sales by 300%. He advised installing in every supermarket selling Yarpivo (Baltika's trademark) installations in the form of Christmas trees made of coasters - cardboard coasters for beer mugs to draw the attention of customers to the product. Experience has shown that the idea worked.

OVER 500 IDEAS SUBMITTED TO KUBAN IN 2014

HR Director of Nokian Tires Russia (tire production) Lilia Yasakova believes that it is advisable to pay bonuses to heads of departments, depending on the initiative of their employees, only if the standard for rationalization is met. Thanks to this incentive program, which was launched in 2013, the company received 1,350 ideas against 929 in 2012, and the amount of savings increased from 12 million rubles. up to 28 million rubles.

Similar techniques are applicable in the agro-industrial complex. For example, the Kuban agricultural holding (part of Basic Element) became the first agricultural company in Russia to start introducing a production system based on kaizen principles in 2007. “According to it, everyone, from ordinary workers to middle-level employees, is working on modernizing technologies, reducing time and labor costs,” the then general director of Kuban, Fyodor Druzhinin, said in an interview with Agroinvestor in 2008. - For the first time in Russia, this system was introduced at GAZ. As a result, labor productivity there quadrupled. Druzhinin and the company's specialists were trained at the car plant, although at first the manager doubted its expediency. “An automobile plant is about machines, walls, heat, a monotonous technological process every day. And today we have a drought, tomorrow it will flood the fields, then it will hail ... After graduating, I realized that I was wrong, ”he recalled.

During the first year of operation of the kaizen system, the agricultural holding received 336 rationalization proposals, 286 of which were implemented. This brought the company RUB 21.3 million. additional profit. “I'll give you an example. The calf milk bucket is usually hung on a hook. The calf pushes him, the bucket falls, and the milk spills. It has always been like this on state farms, - said Druzhinin. “But as soon as the workers began to think about reserves for improving production, someone suggested using a ring instead of a hook: it fixes the bucket more reliably.” Another idea is to optimize the transport of calves. Previously, several milkmaids literally lifted two or three animals in a small cart pulled by a horse, then sat in it themselves and held the calves during the move so that they would not run away. Employees of the company came up with the idea of making carts with higher walls and a tailgate at the back that turns into a ladder. As a result, one person instead of three was able to handle the transport of calves.

“The kaizen system can be successfully applied in all industries. One of such illustrative examples of introducing kaizen in "Kuban", which is relevant for all companies, is the reduction of energy costs, ”says Elena Artyushchenko, deputy general director of the holding (quoted from the company's press release). “In 2009, we analyzed the consumption of electricity at enterprises, reduced it where possible, and over five years we received an economic effect of about 36 million rubles.”

Since 2007, Kuban employees have developed and implemented about 4.6 thousand standards and over 3.4 thousand improvements, including more than 500 kaizens last year. Labor productivity during this time has tripled - from 106 thousand rubles. up to 333 thousand rubles. gross profit per employee per year, which allowed to double wages. Inventors receive a prize for ideas introduced into production. In 2014, employees were paid in the amount of 2.8 million rubles. for rationalization proposals; the total amount of premiums for ideas since 2007 has exceeded 13 million rubles. Last year, the holding received an economic effect from the implementation of the production system in the amount of 86 million rubles, in general, over seven years, this amount exceeded 800 million rubles.

It's easy to submit a rationalization proposal

Despite the fact that such risks are possible, there is a transparent scheme at Rusagro - the Your Idea Works program. “An employee prepares his proposal in writing and submits an application to the program manager at the enterprise,” says Olga Fedorova, HR and organizational development director for the sugar business of the group. “The manager registers it and sends it to experts who evaluate the idea and either launch it or reject it.” Fedorova believes that this method of submitting rationalization proposals works: about 130 kaizens were submitted during the year, 60 of them have the status of "in progress", 25 have already been introduced.

CEO of a recruiting agency SQ-Team Alexey Gorbunov is of the opinion that sometimes it is enough to ask employees the question: “If the company belonged to you, what would you change first?”. One trading firm did just that, posting it on a corporate website and asking store managers to bring the issue to the attention of employees. Management pursued two goals: to reduce costs and to stop talking about ineffectiveness of leadership and salaries. In two weeks, about 400 written proposals were received, of which 50 ideas seemed sensible and interesting. Some of them were aimed at how to save money, some were more radical in nature: dismiss some managers, and use the money to buy equipment. As a result, 17 rationalization proposals were implemented, the topic of the conversations was also changed - now the employees are discussing how to get into the working group, which decides which programs will be launched within the direction, Gorbunov shares. “People want to get involved in the project because they believe these ideas will help them better solve work problems,” he adds.

Who is promoting ideas

Employees willingly take on the role of project moderators. For example, at the Nikiforov Sugar Plant (part of Rusagro), these duties are performed by Process Engineer Tamara Khludentsova. One of her ideas was helped by her colleagues. It was necessary to find a way to process substandard sugar faster and easier. At the beginning of the sugar beet processing season, when all the centrifuges are started, the first batch of sugar turns out to be inconsistent with GOST. Previously, this sugar was dried, packaged and sent to a warehouse for subsequent re-processing. Now, instead of releasing a low-quality product in boiling devices, the massecuite mass is dissolved to a certain value and dumped into a clearing mixer with further return to the process stream. “To achieve this and thereby eliminate unnecessary stages of work, my colleagues and I used a regular pipeline that used to be in another section,” explains Khludentsova. “We improved the equipment and put it into operation.”

After the implementation of this project, the team's joint work to improve production efficiency did not end. The workers of the shop, noticing what participation Khludentsova takes in the program “Your Idea Works”, come to her for advice: they ask how to describe their idea, whether it makes sense. The specialist helps them because he sees that the management appreciates the proposals. According to Gorbunov, the very fact that the company has employees who are not indifferent to the production process, and they are ready to support colleagues and management in the necessary changes or propose them, suggests that the company can count on success.

At TehBioKorm (sale of feed for farm animals), the site manager personally helped cow feeding specialist Galina Ivanova to improve her rationalization proposal. It consisted in increasing the safety of animals and increasing the average milk yield by changing the daily ration of cows. To achieve the desired result, it was required to constantly monitor the livestock, control the process of feeding and digestion of feed, and, if something did not go according to plan, change the diet.

In the course of the work, Ivanova came to the conclusion that it is optimal to add 0.3-2 kg per head / day of chopped straw to the animals, increase the proportion of structural fiber and reduce the content of starch, easily digestible carbohydrates by reducing the portion of ground grain by 0.5-1, 5 kg per bird / day. Thanks to this correction of the diet, the cows will be less sick with diarrhea and subclinical acidosis, the specialist noted. In addition, they will restore the process of secondary chewing activity, which will lead to a greater release of saliva, which helps prevent acidification of the rumen and the death of microflora. At the same time, the fat content in milk will not drop. The lifelong productivity of cows was increased from 40 thousand kg of milk to 70 thousand kg, the safety of animals also increased.

In the Cherkizovo group, not only ordinary employees, but also managers are actively involved in the process of submitting rationalization proposals. The company has developed a plan, which reflects how many proposals each department must provide and how many are received in fact. Many affiliates even exceed the plan for kaizen proposals. HR Director of the Meat Processing segment Sergey Peskov is sure that thanks to this practice, managers are better aware of how useful it is for them to promote the ideas of their subordinates.

Reward in two stages

An incentive scheme, when an employee is first awarded for submitting a rationalization proposal, and then for the fact that thanks to him, the company managed to save money, is used in almost every enterprise. For example, at Rusagro, the author of an idea receives a T-shirt with the Your Idea Works logo and a small prize. “If the idea is approved and implemented, then the employee is paid an additional bonus depending on the size of the annual economic effect, but not more than 5%,” comments Fedorova. The most active participants of the program are invited to corporate events, for example, the New Year's party in Moscow. The company pays for the flight and hotel accommodation. The project participants live and work in the Tambov and Belgorod regions, and it is a strong motivator for them to come to the capital for a celebration, where they will once again celebrate their merits, says Fedorova.

BONUS FOR KAIZEN DOES NOT EXCEED 100 THOUSAND RUB.

However, according to Khlebnikov, sometimes it is better to reward the author of an idea confidentially, especially if he himself wants it. According to a survey conducted by HeadHunter, only 27% of respondents seek public recognition for their contributions. Many are simply afraid of gossip and envy of colleagues.

At Cherkizovo, each employee receives an award if his idea is recognized as rational and included in the list of kaizen proposals that will be implemented. The amount of the remuneration is 500 rubles. The second prize - 5% of the planned economic effect - will be received by the rationalizer after implementation. Also paid 5% of the amount of the effect received for the year. True, you won't be able to make millions: the program rules have a limit on the amount of bonuses - their total amount cannot exceed 100 thousand rubles.

If the idea was proposed by a group of employees, then the first prize of 500 rubles. every person gets. After the implementation of the idea, they give 8% of the economic effect on everyone. “The amount is distributed depending on the degree of participation of the employee in the implementation process, the complexity of the project, the timing of its implementation,” lists Peskov. - The total amount of the premium, again, cannot exceed 100 thousand rubles. to the team ".

In addition to awards for the proposal and implementation of innovations, an employee of the company can receive an award for participating in the competition for the best kaizen proposal. If an idea wins first place in one of the nominations, then he will receive 50 thousand rubles, if the second - 30 thousand rubles, for the third they pay 10 thousand rubles.

Of course, cash bonuses are not the only way a company is rewarded. A photo of a distinguished employee appears at the plant's stand, and an article about his achievement appears in the plant's newspaper. The hero of several publications was the chief mechanic of the Ulyanovsk branch of the Cherkizovsky meat processing plant Sergey Vishnyakov. One of his ideas is to supplement the installation through which the minced sausage moves with an air supply piston to provide the necessary pressure inside it. Due to the fact that this machine, which resembles a pipeline, is very long and the pressure is not enough (and two pistons cannot be supplied), it was decided to shorten the pipeline where possible. As a result, now all the minced meat that is in the installation is used for the production of sausages, whereas before, some was washed away as waste after the end of the production cycle. They wrote about the idea in the corporate newspaper of the company in order to encourage the specialist, and to show the rest of the employees that simple technical proposals are also accepted. Vishnyakov is confident that by submitting the idea of a pipeline and a piston, he not only contributed to the improvement of the enterprise, but also simplified his work.

Mushegh Mamikonyan, President of the Meat Council of the Common Economic Space (CES), is sure that although Vishnyakov's innovation is point-and-shoot, his contribution is so significant that neither the economic effect nor the optimization of resources can be compared with it. “It is important that there are highly qualified mechanics in the industry, with innovative thinking and glowing eyes, like Kulibin in his time,” the expert is sure.

Michael Germershausen from Antal Russia also thinks that the value of rationalization proposals is not only in their commercial benefits. If the company implements the ideas of the employees, then there is an effect of motivating the personnel to give out more ideas, increasing loyalty and involvement, which ultimately improves the company's brand. An organization that listens to employees' suggestions and encourages their initiative looks more attractive on the labor market than competitors, Germershausen is convinced.

Inventions, rationalization proposals, utility models are of great importance in the process of improving the technologies used. All of them act as objects of technical creativity. However, the most widespread of them are rationalization proposals. In an enterprise striving for the most effective achievement of the set goals, they are far from the last meaning. Let's consider this category in more detail below.

Positive points

Thanks to the rationalization proposal, an already existing technical solution can be improved, the equipment used can be modernized and adapted to certain production conditions. In addition, with the help of such implementations, it becomes possible to eliminate certain errors of designers or constructors. According to the data provided in specialized publications, rationalization proposals have recently provided about 70% of the total savings in the Russian economic system.

Definition

In the previously existing regulation, the rationalization proposal was a technical solution that was useful and new for the production, institution or organization to which it was directed. It implied a change in technology, design of products or equipment, and the composition of the material. In addition, certain types of decisions were cited that belonged to the category under consideration.

According to this provision, the rationalization proposal had such characteristics as utility, novelty and technical solution. In the current recommendations, the definition is given in a slightly modified form. In particular, a rationalization proposal is a managerial, organizational or technical solution that is recognized as useful and new for a given structure. It is clear from the definition that only the first part of it has changed. Thus, the rationalization proposal has ceased to be confined exclusively to the field of technical methods for solving urgent practical problems.

Characteristic

First of all, it should be noted that the proposal, which is introduced as rationalization, should not just pose any task. Through it, it is necessary to reveal specific ways to solve the problem. A situation must be created in which, thanks to the rationalization proposal, it would be possible to obtain the expected result with maximum efficiency and with the least loss. Will not be recognized as useful and new solutions, only stating any need, limited to indicating the feasibility of carrying out this or that event or a positive result that can be achieved during its implementation, and so on.

The rationalization proposals, examples of which will be given below, include a principled answer. The solution should be so specific that there is no need to make any guesses or assumptions. The proposal reveals the essence of the author's idea, and its implementation does not require additional creative improvements. This condition will be considered fulfilled if the solution and the materials explaining it contain enough information for the practical implementation of the concept by means of known design (construction) methods.

Methods of execution

Provision of a solution to the problem can be carried out using managerial, organizational, technical means or their combination. Among the proposals of a technical orientation, those concerning the design changes of products, production technologies, the equipment used or the composition of the material prevail. Such solutions are focused on improvement and modernization. At the same time, it is not excluded that such a project, which provides for the introduction of new technology or technology, is recognized as a rationalization proposal. Management and organizational decisions contribute to obtaining an effective result through the implementation of appropriate measures or optimization of management.

What could be the rationalization proposals?

There are different examples. So, the decision may relate to the placement of labor resources, document flow. A rationalization proposal can be made on the repair of equipment, changes in the work schedule, and so on. The solution can also have an organizational and technical focus, combining different elements. So, thanks to the rationalization proposal, it is possible to achieve an improvement in the condition of places for workers, optimal placement of equipment, efficient separation or combination of production operations, and so on.

Novelty

This is the second essential feature of a useful solution. A rationalization proposal, in contrast to inventions, is subject to the requirement of local novelty. This means that this feature must be present within the companies to which decisions are directed. A proposal will be considered new if, prior to its submission, the company was not aware of it to the extent that would be sufficient for its implementation.

Championship

The novelty is determined in accordance with a specific time period. With regard to rationalization proposals, the concept of primacy is used. It is determined by the date of receipt of a correctly executed application for the implementation of the project. The championship will be recognized for the author who did it first in accordance with the established procedure. The proposal can be opposed only by such information that discloses the essence of a given or identical project, which became known before the indicated date of the championship.

Information fund

The rationalization proposal includes:

Authorship

It must be borne in mind that a useful and new proposal should be the result of the creative activity of the person submitting it. Often in special editions it is proposed to consider this feature as an independent criterion of the "protectability" of the decision. However, according to a number of experts, this is not particularly necessary due to the fact that all intellectual property, for which copyright is recognized, should have a creative direction.

Thus, it is initially believed that all objects of this kind, including the rationalization proposal, are the result of the creative activity of the creators themselves and are not borrowed from open sources. Of course, the latter should be obvious. The refusal to recognize the proposal as rationalization on the basis of the establishment of borrowing, therefore, is allowed only if this fact is proved or is not disputed directly by the applicant himself.

Nastenka France, Paris # 4 July 2, 2009, 8:21 am Julia, many carry out the orders that are not mentioned in the instructions. The time is difficult now, you are holding on to work, so you are adjusting to the bosses I want to draw the attention of the moderator to this message, because: A notification is being sent ... Give me peace of mind and the distillery I want to draw the attention of the moderator to this message, because: Going sending a notification ... Galina (guest) # 5 July 2, 2009, 8:30 am if in your competence, then make proposals to reduce the cost of stationery, hospitality, mobile communications, office maintenance (if there is such an item of expenses) - introduce stricter limits , for example.

How to write a rationalization proposal?

At the beginning of the sugar beet processing season, when all the centrifuges are started, the first batch of sugar turns out to be inconsistent with GOST.

Previously, this sugar was dried, packaged and sent to a warehouse for subsequent re-processing.

Now, instead of releasing a low-quality product in boiling devices, the massecuite mass is dissolved to a certain value and dumped into a clearing mixer with further return to the process stream.
«

Info

To achieve this and thereby eliminate unnecessary stages of work, my colleagues and I used a conventional pipeline that used to be in another section, explains Khludentsova.

“We improved the equipment and put it into operation.”

After the implementation of this project, the team's joint work to improve production efficiency did not end.

Rationalization, innovation

And we must not offer what to buy specifically, but, on the contrary, how to save money! I wanted to suggest transferring the Internet to my computer in the waiting room, otherwise it is in the next office.

And you have to run back and forth. But they put an innovator on him.
to keep track of company cars. So now I have internet on my beard! I want to draw the attention of the moderator to this message, because: Sending notification ...
«First ← Prev.1 2 Next

Making a rationalization proposal: ideas should work

Attention

According to it, everyone, from ordinary workers to middle-level employees, is working on modernizing technologies, reducing time and labor costs, - said the then general director of Kuban Fyodor Druzhinin in 2008 in an interview with Agroinvestor.

- For the first time in Russia, this system was introduced at GAZ. As a result, labor productivity there quadrupled.
Druzhinin and the company's specialists were trained at the car plant, although at first the manager doubted its expediency.
« An automobile plant is about machines, walls, heat, a monotonous technological process every day.

I want to draw the attention of the moderator to this message, because: Sending notification ...

Ksenia [email protected] Russia, Nizhnevartovsk # 7 July 2, 2009, 9:54 am I will tell you what current you need to know what is your responsibility and what departments you yourself can steer ....? I want to draw the attention of the moderator to this message, because: Sending notification ...
IRINA Russian Federation, Sukhoi Log # 8 July 2, 2009, 17:39 Ksenia, my job is small - to print documents and select the necessary information on the Internet at the request of employees (we have unlimited).
Stationery is purchased by an accountant, tea, coffee, etc. we take in our store (our company has a chain of stores, a home, a hairdresser's, a canteen, milk and meat, too, our own, etc.), therefore, you do not have to spend money on this either.
What should be the reward amount for employees to be truly motivated to improve something? At GAZ, for example, they believe that the amount of remuneration should depend on the worker's contribution: let's say, just 200 rubles are paid for the filing of kaizen in the company, and 500 rubles for its implementation. Other companies refuse to talk about the amount of remuneration to their employees, but they confirm that the figures announced by GAZ are quite acceptable and are considered "average for the market." Money is not the main thing? Meanwhile, despite the recommendations of experts, some companies manage to involve employees in improvement processes at no cost. Their staff is ready to make suggestions without any financial incentives. One of these companies is Citibank.

Rationalization proposals examples in the office

The workers of the shop, noticing what participation Khludentsova takes in the program “Your Idea Works”, come to her for advice: they ask how to describe their idea, whether it makes sense.

The specialist helps them because he sees that the management appreciates the proposals.

According to Gorbunov, the very fact that the company has employees who are not indifferent to the production process, and they are ready to support colleagues and management in the necessary changes or propose them, suggests that the company can count on success.

At TehBioKorm (sale of feed for farm animals), the site manager personally helped cow feeding specialist Galina Ivanova to improve her rationalization proposal.

It consisted in increasing the safety of animals and increasing the average milk yield by changing the daily ration of cows.

The fact that foreign companies are actively using this tool is known to everyone interested in this topic. What do we have?

Not long ago, about 5 years ago, a German consultant on the organization of production who worked for us asked in surprise: “I have been to many Russian enterprises and have never seen a working rationalization system anywhere. Why did you ruin it, we once even came to you to learn from experience! " Indeed, until recently, most companies "were not up to it."

Now the second birth of this instrument is taking place. In addition to the name “rationalization proposal” familiar to many, it can be called “kaizen proposal”, “total optimization of production”, “suggestions for improvement”, or even “Stop losing!”, As in the Russian divisions of Alcoa. Of course, each of these names implies its own specifics, its own characteristics, but they have one common goal - to use the initiative of employees, find internal reserves and make them benefit their company.

We bring to your attention a brief overview of the best Russian experience, prepared using materials posted by the companies themselves on our Production Management portal and in other media.

Economic effect of rationalization proposals

What economic effect can be obtained from rationalization proposals, is it worth spending time and effort on this? What costs are required for this?

Even a cursory analysis shows that the results are very good:

"Uralelectromed"I have already saved in three years 22 million rubles thanks to rationalization proposals. It is assumed that by the end of this year it will correspond to the level of 2009 - more than 9 million rubles... Since the beginning of this year, more than 1000 applications have already been received from Uralelectromed employees, of which about 200 works have been completed at the level of rationalization proposals and are being implemented in production. Over 1.2 million rubles were paid to the initiators of these developments.
On KAMAZ in 2008 alone, 48 thousand kaizen proposals were received to improve all areas of activity. In three years, according to the proposals received, 2,700 projects have been opened, 1,300 pieces of equipment and 90 thousand square meters have been released. meters of production area. The economic effect from the development of the KAMAZ production system for three years amounted to 1.6 billion rubles, with costs - 16 million rubles.
Total optimization in enterprises Severstal Group in 1998-2002 brought in tens of millions of dollars through the implementation of effective and at the same time low-cost activities. For example, at the head enterprise of the group - - during this period, 2388 events were initiated, by the beginning of 2002, 1835 of them were implemented. The total economic effect was $ 60.5 million... Since 2000 at JSC " Karelian pellet"within the framework of the TOP project, five target programs have been developed. The actual effect of the implementation of the framework measures of three of them is about 5 million dollars.
On Ulyanovsk Automobile Plant in 2001 alone, the economic effect from the implementation of 369 proposals exceeded 3.5 million dollars.
Since 2008, thanks to projects implemented by employees Alcoa SMZ within the program "Stop Losing!", was saved more than 253 million rubles., and the best offer of the competition to reduce losses will allow Alcoa SMZ to save over 35 million rubles.
On UAZ as a result of the implementation of our own program to reduce production costs and costs for 11 months of 2009, 383 measures were implemented with an economic effect by the end of the year more than 160 million rubles.
The economic effect of the implemented rationalization proposals on Gorky railway made up more than 79 million rubles in the first half of 2010.
On Neftekamsk Automobile Plant in 2009, 3,833 kaizen proposals were submitted, of which 3,042 were introduced into production. 11,000 kaizen proposals have already been submitted in 8 months of this year, of which 7,028 have been introduced into production. meters of production space, which have created a reserve for the organization of new production.
The economic effect of the introduction of "Kaizen" in agricultural holding "Kuban" by the end of 2009 amounted to 107 million rubles.
In company " Severstal-metiz"In the first half of 2010, 90 rationalization proposals out of 130 submitted were introduced into production. 62 rationalization proposals were implemented at the Cherepovets site of Severstal-metiz. The economic effect of the previously implemented rationalization proposals in the first half of the year was more than 11 million rubles... Since the beginning of the year, the Oryol branch of Severstal-metiz has introduced 13 ideas with a general economic effect more than 3 million rubles... At the Volgograd enterprise in the first half of the year, 15 rationalization proposals were implemented, the effect of which is now being calculated.
V Cherepovets Metallurgical Plant in the 1st half of 2010, 739 rationalization proposals were introduced into production with a total economic effect of over 8.9 million rubles.
In the first half of 2007, the company " Promtractor", Which is part of the" Tractor Plants "Concern, due to the technical creativity of its employees saved 7.4 million rubles... At the same time, the enterprise significantly - by 46.1 percent. - labor productivity has increased.
Implementation of the TOP ("Total Production Optimization") program at Cheboksary Aggregate Plant saved the company in two years 80 million rubles.
V " Orelenergo»A program to improve performance is being implemented. To date, 48 employees have already made their proposals to improve the efficiency of their activities. The result was 16 proposals with the expected total economic effect in the amount of 91 million rubles.
October railway- economic effect for 2010. already made 21.8 million rubles.
At the Novokuznetsk Metallurgical and West Siberian Combines ( EVRAZ Group) have introduced about 1000 proposals and inventions in a year and a half. The economic effect is impressive - 300 million rubles.

Many companies are one of major success factors These projects mark the maximum involvement of employees of enterprises in the optimization processes.

“We try to involve the employees of the enterprise as much as possible in the process of optimizing the production process. And for its part, the leadership " Uralelectromed"In every possible way supports research and inventive activities" - says the head of the technical department of Uralelectromed Alexander Krestyaninov - Since the beginning of this year, more than 1000 applications have been received from the employees of Uralelectromed, of which about 200 works have been completed at the level of rationalization proposals and are being implemented in production. Mostly these initiatives relate to the production sector, but there are also proposals to optimize management processes and reduce the cost of production. Over 1.2 million rubles were paid to the initiators of these developments. "

V Neftekamsk Automobile Plant one of the priorities is to involve each employee in the improvement process, and this is done by submitting kaizen suggestions. In order to motivate and involve in this process as many employees as possible, the plant has developed a Regulation on material incentives for each submitted proposal (regardless of the presence, lack of effect), for each implemented proposal.

Employee training is an important factor in the success of projects

In order to popularize innovative activities, employees of " Uralelectromed»Under the age of 30 they regularly undergo training in the framework of program "Rationalization and Invention"... At the seminars, in particular, they are told how to properly formulate and defend a rationalization proposal, acquaint them with the basics of patent science, etc.

The Kaizen management system is being phased in in all structural divisions agricultural holding "Kuban" since 2006. In 2009, the company trained 1,366 people in the basics of Kaizen industrial psychology. During this time, 197 employees' proposals were introduced.

Industrial site Volgograd Aluminum Plant recently it became both a testing and training ground for a week - a landing of specialists for the development of the production system of RUSAL's enterprises landed on the enterprise. In five days, four teams, into which the mermaids broke up, developed dozens of improvement projects. The first one worked with the machine in the foundry department. The result is 34 kaizen improvements, of which 20 have already been successfully implemented. As a result, the turnaround time decreased and the productivity of the casting machine increased. Oleg Buts, Project Manager for the Development of the Production System of the Sayanogorsk Aluminum Smelter, who was a member of this group, is fully satisfied with the expected economic effect. The second team was able to significantly restructure the work of the operators of one of the brigades in the electrolysis buildings. “The first two days were spent assessing the situation and fixing the problems,” said Andrey Kartavtsev, head of the electrolysis department of the Sayanogorsk aluminum plant. - And then the actual work on the improvements began. The third group got rid of defects in the forging and foundry department of the VgAZ-SUAL-Remont enterprise. Now there is practically no marriage, but there is a new table to simplify the work, a production analysis stand and a work plan for the next six months. As a result, it will be possible to save more than 1 million rubles. The work on the jacks repair site was standardized, in addition, the number of emergency stops was reduced to naught.

Some companies hold special competitions for rationalization proposals.

For example, on Irkutsk Aviation Plant The first kaizen proposals were started by SMEs employees a year ago, and in 2010, leaflets with requests for improvement were poured into special boxes more actively, the press service of the plant notes. During the implementation of this BP tool in the Mechanical Assembly Production, 700 kaizen proposals were submitted. Of these, 225 have been implemented (the figure is increasing all the time). According to the heads of SMEs, on average 8-10 quite sensible proposals for improving production processes are received per week. When evaluating kaizens, many factors were taken into account: simplicity and originality of the solution, the earliest possible implementation of the project, the effect of improvement, repeatability (replication of previously submitted proposals), the activity of competitors and, of course, the mandatory implementation of the proposal by the department, practically without attracting additional funds. The results were summed up in terms of the overall efficiency of the equipment (OEE). The results obtained are encouraging. For example, the winning machine MCFV-1680 (shop 269) "issued" the OEE indicator - 81.9%. For comparison: at enterprises in Japan, 65% is considered a good ratio, in the USA - 75%. That is, on a single machine tool, the IAP employees exceeded the global indicators of overall efficiency. In workshops 201, 217, 221, the winners' indicators are somewhat more modest, but still they are not lower than 73.5%. Conventionally, the economic effect obtained from increasing the efficiency of high-performance equipment can be equated to the purchase of two additional machines. The organizers are unanimous in their assessments - the competition was a success, according to the results of the competition, 105 winners were awarded. According to the organizers, such competitions will now be held 2 times a year.

V agricultural holding "Kuban" held a competition among employees "Best Kaizen 2009" and identified four leading innovations to improve manufacturing processes. The winners were chosen in the nominations: " Efficiency", "Profitability", "The novelty of thought", "Originality of the technical solution". As a result, the most effective was the development of the Semyonovodstvo division, the economic effect of which exceeded 6 million rubles. Four workers improved the process of collecting and shipping grain waste in the calibration shop. As a result, the team doubled the capacity for storing seeds - up to 360 tons. The introduction of the development also eliminated manual labor. According to the results of the last year, the most profitable was the project of the specialist of the "Storage and Processing of Grain" department, which improved the technological scheme of the feed mill. Having spent only about 1.4 thousand rubles, it achieved an economic effect in the amount of 478 thousand rubles, that is, the profitability exceeded 99%. For the originality of the technical thought, the company encouraged an employee of the Agricultural Enterprise division, who proposed to improve the bearing unit of the cultivator. This made it possible to double the service life of the mechanism, and the economic effect amounted to 3.47 million rubles. His idea is recognized as an innovation in the agricultural sector.

"Dry" also holds competitions for projects to improve the production system. It is divided into two stages: the first, qualifying, takes place at each enterprise and the final - in the Moscow office of the holding. The winners are determined in three nominations: " Development"- a project that started before the beginning of this year and has a positive development dynamics." New project"should be launched this year and underway with a phased implementation plan developed. In the nomination" Fast effect"projects are involved that gave a concrete positive effect and the implementation of which took no more than two months. The evaluation criterion is a reduction in the time of production of products, performance of work or provision of services, as well as the share of the improved process in the total volume of processes of the Sukhoi production system. The winners of the competition will receive material Encouragement Members of working groups may be offered promotions, salary increases, or personal allowances.

At the leading enterprises " Concern "Tractor Plants" there are also programs for encouraging creativity and employee activity, such as "600 hours", "TOP", "Golden frames".

Annually at the enterprises Alcoa Russia in Samara and Belaya Kalitva a competition is held for the best rationalization proposal within the framework of the corporate loss reduction program "Stop Losing!"... The authors of proposals for improving the work process, products or production activities in general are employees of the production and resource departments of the enterprise. Losses can be reduced by improving the safety of working conditions, reducing costs, improving quality, and reducing the time or effort spent on work. In February-March, the best proposals from each directorate were considered by a commission headed by the General Director of the plant M.G. Spichak. Stop Losing! Program has been operating at the enterprises of Alcoa Russia since 2008. It is aimed at encouraging employee initiative and their contribution to reducing company losses. Rationalization proposals, or proposals for improvement, can relate to any area: production, labor protection, environmental protection, or improving the working conditions of employees. In addition to recognizing the initiative of each participant in the program, the company encourages employees as follows: each accepted offer adds 50 rubles to the virtual piggy bank - “ A barrel of honey". When the "barrel" accumulates 500 thousand virtual rubles, the company converts them into real money, which is spent on charitable purposes, or to improve the working conditions of the company's employees. In 2008, Barrels of Honey No. 1 financed the purchase of equipment for corrective treatment for the Samara boarding school No. 113 for children with developmental disabilities. The second "Bochka" was spent on improving the living conditions of Alcoa SMZ employees: refrigerators, kettles and microwave ovens appeared in cabins. In 2009, the employees decided to provide assistance to the Samara boarding school No. 4, where 140 deaf and dumb children are trained and brought up. At present, a decision is being made where the funds of the fourth and fifth "Barrels" will be directed.

V " Tatneft"Youth scientific and practical conferences are held, which are held by the committee of the youth organization and the Central Council of Young Professionals (CSMC), created 10 years ago by Tatneft, one of the first in the industry. The purpose of these associations is to activate and give a systemic character to the production and creative activity of the company's youth. At the last conference, after preliminary consideration by the central expert commission, out of the 766 applications submitted, 228 scientific papers in 13 sections were admitted to the conference. A prerequisite for all works presented at the conference is the registration of a title of protection (patent for an invention, utility model), rationalization proposals, calculation of the economic effect from the implementation of the proposed development, as well as expertise in the Engineering Center and Investment Department of OAO TATNEFT. An innovation of this year's youth scientific-practical conference is that in all the presented works the economic effect of implementation is calculated.

Rationalization activities are an integral part of the strategy of JSC Russian Railways»To improve the efficiency and quality of work. Within its framework, corporate competitions, technical studies on the topic “ Development of technical creativity and rationalization business».

A well-functioning system of proposals was created at LLC "Petro"(part of the Japan Tobacco International group of companies). In 2008, two thousand employees of Petro LLC submitted 3,068, and in ten months of 2009 - 1,415 proposals. “This process is only gaining momentum here,” says Konstantin Ozerov. “If at the company's factories in Japan, each employee submits an average of 20-30 proposals per year and more, then at our enterprise, on average, 1.5 proposals are received from each employee. But this is on average. There are activists who submit 50-60 proposals or more. "

“Since 2009, our factory has reached a new level in the development and submission of proposals,” says Konstantin Ozerov, administrator of the business support department, chairman of the Proposals System committee of the Petro company. - If in past years we saw a significant number of small proposals, for example, on the organization of the workspace, administrative issues (work of the canteen, wardrobe, corporate transport), now more attention is paid to very serious projects related to the management of technological processes, equipment modification, labor safety ".

Now about 35 percent of all proposals are being implemented at Petro. Authors, whose rationalization proposal has been implemented, receive material remuneration from the company, which is paid strictly and immediately. The prizes are small - 300, 600 and 1500 rubles. However, as many years of experience show, moral satisfaction is of much greater importance in this process, rather than material interest.

In conclusion, we can quote the statement Alexander Shevelev, executive director of the Cherepovets site of Severstal-metiz: “Rationalization, as an ongoing process, is today an important tool in a continuous improvement program. It would be impossible to increase the efficiency and competitiveness of equipment and technologies, to improve working conditions without non-standard solutions and ideas offered by our employees ”.

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