The indicator of bonuses for employees otk. Criteria for evaluating the effectiveness of audit work. Accounting for marriage in engineering production

ALL RUSSIAN LEAN NEWS

AVIASTAR-SP: IN 2015, THE EMPLOYEES OF THE COMPANY HAVE ALREADY SUBMITTED 3,500 KAIZEN PROPOSALS

You are a successful and promising employee, but you are unhappy with the fact that the company, in your opinion, is not spending money very efficiently or the working conditions leave much to be desired? Do you know how you can fix everything? Do you have any ideas and have you even calculated how much profit can be brought to the plant if you change something in the department or workshop? Contact Lean Manufacturing (BP). Initiative people are always welcome here and appreciate new ideas at their true worth.

Suffice it to say that this year Aviastar employees have written 3500 applications with the aim of further improving the quality of labor at the enterprise. Many of them are specific rationalization proposals and kaizen proposals with an economic effect, - explains the head of the bureau for innovation, invention and kaizen proposals Dmitry Mironov, with whom we decided to talk on this topic.

He noted that in order to work with thinking and creative people in each plant division today there are responsible engineers of the main and auxiliary industries. In some places, responsible representatives for the shop are introduced - this is metallurgy, UIT, etc. They are involved in the preparation of documents, holding shop committees, which consider the proposals of the authors and make appropriate decisions. Employees wishing to take on this responsibility in their department can contact the Improvement Department. production system... For this, monetary surcharges are provided, taking into account each subject of the proposal that brought economic effect.

According to Dmitry Mironov, metallurgists most often turn to them with effective proposals. And there are practical results. So, in shop 215, the manufacture of forgings for the Il-76MD-90A product was previously carried out on a two-ton hammer. At the same time, insufficient force of the stamping equipment led to incomplete filling deep ribs and under-stamping of streams on the mirror of the stamping equipment. The result was frequent breakage of guide hammers. In this regard, it was decided to transfer the manufacture of stampings for aircraft parts to a three-ton hammer, which made it possible to eliminate defects and obtain an economic effect. The application was accepted in 2014, and the project itself was implemented in 2015. The award for a fruitful idea was paid to the employees in June this year.

Here is another successful example implemented in production. To test some technical characteristics on an airplane, four batteries used to be used: two on each wing console, which was expensive. One of the leaders of the POS suggested making two portable simulators for replacement, which can be recharged. And most importantly, they do not need to be bought and they significantly reduce costs. This project has been successfully implemented and is being effectively used in our enterprise.

Specialists of the Bureau for Innovation, Inventions and Kaizen Proposals ask you to pay attention that in order to submit an application to improve productivity or working conditions, you need to be ready to reasonably prove the proposed economic efficiency her for the enterprise. Therefore, with innovators, permanent job in order to bring their creative idea to its logical conclusion.

By the way, for each kaizen proposal, authors or participants are paid monetary rewards from 200 to 2000 rubles per month. For rationalization proposals with kaizen - effect, the size of payments is measured on a scale of gradation, but not more than 10 average salaries in the enterprise. Additional rewards await constant innovators. Thus, two young specialists of Aviastar were recommended for the nomination “Best Young Rationalizer”. These are employees who have already submitted more than 10 effective ideas. And on August 10 at Aviastar, a special competition for "The Best Rational Proposal" starts in order to activate the Lean Manufacturing program.

As statistics show, a person who submitted the first application with a productive idea and received a monetary reward for it becomes a “professional” rationalizer, actively thinking, looking for new ways to reduce production costs.

SERGEY POPOV, PMZ: "THE PERM MOTOR PLANT HAS AMBITIOUS PLANS"

Sergey Popov, Managing Director of OJSC “PMZ”, head of the “Engines for Civil Aviation” division, talks about how he managed to avoid rash costs, what tools lean manufacturing uses the company and what goals it sets for the coming years.

The two previous years were quite successful for the Perm Engine Company. The company managed to make it profitable, first of all, due to the well-coordinated work of the team. In more detail, the company began to pay more attention to costs. We have tried to completely avoid rash costs - whether it is the purchase of expensive equipment or an order from a supplier of components, there must be a justification for each action. Moreover, we tried to convey this to each employee - specific goals were set, their significance was explained. The results speak for themselves. The plant implements the principles of lean production. To be honest, I would like them to be applied more widely. I think, first of all, working in accordance with the principles of the 5S system teaches people to the simplest and most difficult - to order. This is the cleanliness in the workplace, and the consistency of adherence to technologies, rules, standards.

But the most important thing in the application of lean manufacturing tools is consistency. After all, you can forceful methods to introduce anything, but one has only to weaken the pressure, and if people do not have an understanding of the need to use this or that toolkit, we will very quickly surrender the positions we have won. And it is also important not to slip into indicative use. Last year, beautiful markings were drawn in all workshops, nightstands were painted, it would seem that this is order, put in order. But these changes were perceived by the collective skeptically - many did not understand what the point was, how it could be useful specifically for each of them.

And this year we took a different path - workshops were held not only for heads of shops, but also for heads of factory services at the upper and middle levels.

These were a kind of "subbotniks", where, in real "combat" conditions of the workshop chaos, teams of specialists had to work together to figure out how work should be organized on a specific site, what is needed for the case and should be left, and what should be simply thrown away without regret. breaking the usual stereotypes. And at first it was really hard for everyone, but then - the result exceeded expectations. The workers themselves became active participants in all transformations, they believed that this system works. But I understand that this task will not be solved at the same time, at once. To destroy stereotypes in their heads, to teach, to teach, and not to force, to think in a new way is a long and laborious process and it takes a lot of patience. But I believe - we will succeed.

Over the past couple of years, a large number of new high-tech equipment has come to the enterprise. The machine park of the enterprise has not been updated for quite a long time, and the equipment that we have purchased to date is only a small part of the need. Negotiations are now underway with suppliers to purchase another batch, they have reached the final stage. A procurement tender will be announced in the near future. It is planned to purchase about 50 pieces of equipment for welding, heat treatment, machining centers. It will be delivered to almost all major mechanical assembly shops, primarily to areas that are "narrow" for the production process.

It is worth mentioning the ongoing increase in the share of aircraft engines in the total production of the enterprise. This process is smooth, gradual, mainly associated with the start of operation of the Il-476 aircraft. So far, the aviation theme, according to sales plans for next year, is about 30–35 engines for aviation and 70–80 for ground ones. In the future, we will achieve a 50/50 ratio. Of course, we would like more of our motors to fly. And the aviation future of the plant, which we are counting on, is associated with the PD-14 engine and civilian customers.

If we talk about the “Engines for Civil Aviation” division, headed by me since April 29 of this year, it is worth noting that all enterprises of the corporation are building their work within the framework of overall strategy UEC. It spelled out the role of each enterprise and mutual obligations, and production cooperation between the companies of the division, not only on the PD-14 project, will certainly expand.

We hold weekly meetings within the division and discuss issues of cooperation, the state of affairs on joint projects. So, now I see an increase in the transfer of certain types of work on the production of the PS-90 engine to NPO Saturn. And this is quite understandable - the volumes of production of engines based on PS-90, which are supposed to be at PMZ, we are definitely not in a position to master alone. We have an outdated machine park, we will have to buy a fairly large amount of equipment, but it is already difficult to fit in the existing buildings, we are forced to look for free space. At the same time, serious funds were invested in the technical re-equipment of NPO Saturn. The capabilities of this enterprise and its competencies will be in great demand by us. It is necessary during August to draw up a "road map" for the preparation of production there, to determine the amount of funding and sources.

In different periods, the production of the ASh-62 engine was transferred from Perm to Rybinsk, then the D-30, and now it is the PS-90. The idea of producing this engine by cooperation is not new. I have a 1988 document on my desk that was handed over to me in Rybinsk. Even then, it was planned to organize the production of PS-90 there, with the construction of appropriate areas and the allocation of funds. This decision was worked out by the Ministry of Aviation Industry. Surprisingly, our technical specialists having looked at the calculations of that time, they confirmed: everything is in agreement with modern proposals for the organization of production.

I think that the Perm Motor Plant has serious prospects, its development plans are ambitious - after all, by 2027 we must reach the production level of up to 270 engines per year. And for this it is necessary, using the advanced experience of creating high-tech industries, to build the best engine plant in Russia.

THE CONTROLLER ITSELF: MATERIAL STIMULATION OF EMPLOYEES TO DETECT PRODUCT NON-CONFORMITIES

From September 1, in all the main workshops of the Trubodetal plant, the provision on material incentives for employees to identify non-conformities of products will come into force.

Previously, such a system was tested for five months at sections 1.1 and 1.2 of the thermo-press-welding shop No. 1. The regulation was developed in order to improve the quality of products and eliminate the possibility of unintentional ingestion of defective products by the consumer. Also, the new rules should help to increase the personal responsibility and motivation of plant employees and eliminate the material interest of workers in hiding defects.

Trubodetal's specialists saw a similar system at the Paker enterprise in the city of Oktyabrsky (Bashkiria). It is based on the principles of the three "not" - do not accept a marriage, do not make a marriage, do not pass the marriage on to another.

Let us recall what is included in this system. If an employee reveals a defect at the entrance control, he receives an incentive in the form of 500 rubles. The one who admitted or overlooked this discrepancy, on the contrary, will be punished with a 10 percent loss of bonus. If a person himself made a discrepancy, it does not matter, through his own fault or due to equipment malfunction, but reported this by filling out the registration form, then he will not be punished. Each case will be dealt with by a commission consisting of a site foreman, a quality control department controller and a technologist. Thus, the need to hide the marriage disappears.

I must say that the system will begin to operate at the enterprise in a modified mode. The implementation will take into account the five-month experience of her work in the first workshop. Pavel Voznyuk, Acting Head of the Technical Control Department, spoke in more detail about the test results:

Now we can say that the system works, but it does not work as efficiently as we would like. In fact, the same people fill out the nonconformity registration forms and complain about the same defects. At the same time, the number of inconsistencies detected by the technical control department did not significantly decrease. Not all employees of Sections 1.1 and 1.2 have adopted such a product quality control system, and I am now talking not only about workers, but also about foremen. The point is also in the mentality of people. To some, the submission of such forms seems almost a betrayal, although in fact it is only a professional attitude to the matter.

We will take into account the shortcomings of the original version and, in order to involve more people, we will work on changing the reward and punishment system. The workers, in my opinion, need to remember that the quality of the products, like nothing else, affects the reputation of the enterprise. If we want to work in a successful factory, then each of us must take care of the quality of the products that we produce.

What do you think is the main obstacle to implementation new system product quality control?

In order for it to take root, first of all, it takes time. People need to get used to innovation. On the same "Packer", such a culture has been forming for years, so it is naive to expect that here at Trubodetal it will work one hundred percent from the first day. Nevertheless, we need to move forward towards improving product quality, which means we need to start somewhere. I think if the workers and their leaders show activity and begin to monitor the quality of the products themselves, we will soon get the first results.

LEAN PRODUCTION OF OUR "APPLIANCE"

BEST KAIZEN OF AUGUST

The best kaizen of August can rightfully be called the kaizen of the master of the neutralization station Petr Murashko. This is perhaps one of the most unique kaizens that were invented by our factory workers.

Working at a neutralization station is not an easy task, and all activities related to wastewater treatment must be performed in a specific sequence. For example, sludge pumping operations are carried out before starting the vacuum filter. At

In this case, the vacuum filter must be put into operation between 08:00 and 08:30. Since the simultaneous pumping of sludge with a running vacuum filter is impossible

I had to start work earlier (from 07:00 instead of 07:30). Moreover, any delay in operations led to a shift in the schedule and, as a consequence, led to an emergency operation. This is exactly what Petr Murashko drew attention to. He developed a new schedule for the neutralization station. By and large, only the sequence of operations was changed, but after this change, operations began to be performed in a normal mode, delays no longer lead to a shift in the schedule, and the time for performing operations has also decreased. “Changes to the station's operating schedule allow operations to be carried out at a measured pace, and this improves the quality of performance, reduces the risk of injury and equipment damage,” notes the author of the improvement, Petr Murashko.

This is far from the only improvement that was introduced by Pyotr Murashko at the neutralization station entrusted to him. For a short period of work at our enterprise, they submitted about 6 kaizen proposals, developed more than 7 working standards, fully numbered and visualized workplaces and storage areas.

And this is not the limit. According to Peter, he plans to organize a single automated system control of the level of the boundaries of the media in all containers, which will simplify the work of the operator, as well as speed up the time of the process.

The indicators of the quality of labor and the coefficients of reduction by the controller, testers and locksmiths of the TsIS OTK are established by the regulation on the SBT OTK.

Workers who have absenteeism without good reason, who have appeared at work in drunk, or who were absent from work for more than three hours continuously or in total during the working day without a valid reason, who committed theft of property of the enterprise

seizures (raw materials, materials, tools, parts, etc.) or those that contributed to their theft, who made a postscript in the orders or other documents, are completely deprived of the bonus.

Brigades or individual workers Those guilty of defects that caused claims for products, the return of poor-quality products identified by the consumer, may lose the premium in full, about which an order is issued for the division.

Full or partial withdrawal of the bonus is made during the settlement month in which the omission was committed and is formalized by the order of the director of the enterprise, the head of the shop (department).

In the presence of facts of additions and distortions of reporting, complaints about products and the return of poor-quality products, the premium is withdrawn in the billing period in which these violations were discovered or reported about them.

To workers laid off from previous place work for systematic violation labor discipline, absenteeism for no good reason or drunkenness at work, bonuses for six months are paid in half. AAAAAAAAAAAAAAAAAAAAAAAAAAA

Payment of bonuses in full to these employees within six months of work is made even if the place of work within the enterprise changes during this period.

The reduction of the bonus is made by the accounting department on the basis of the record of the head of the personnel department in the order for hiring.

The team of the subdivision (workshop, department, site, brigade), after at least 3 months of work, has the right to apply in the future for the payment of the bonus in full, if the employee does not commit violations of labor discipline and is conscientious about the performance of his duties.

The application is considered by the administration of the enterprise in agreement with the trade union committee.

The decision is formalized by order general director... The draft order is prepared by the department in which the employee works.

With a collective (brigade) form of organization and stimulation of labor, an employee dismissed from former place work for the above reasons, the reduction of the bonus is made based on its size, accrued to the employee, taking into account his real contribution to the overall results of the work of the team of the brigade (including accrued taking into account the coefficient of labor participation).

The unpaid part of the premium in this period is not subject to distribution among the steel members of the collective and remains in the fund from which it should be paid.

Workers who have worked for an incomplete month in connection with conscription into the armed forces of the Republic of Belarus, transfer to another job, admission to educational institution, retirement, layoffs on staff reductions, on on their own and for other valid reasons, the bonus is paid for the actual hours worked.

Workers who have worked for an incomplete month and who are dismissed for violation of labor and production discipline will not receive a bonus for that month.

In order to increase the material interest of the team of specialists and employees in the performance of tasks to increase the volume of production, reduce its cost, accelerate turnover working capital, to improve the quality of labor at the enterprise, the Regulation "On bonuses to managers, specialists and employees of JV" Zeiss-BelOMO "for the main results of economic activity was introduced.

Bonuses for production collectives, workshops, departments, sections and other divisions of the enterprise for the main results of work are carried out on a monthly basis at the expense of the cost within the bonus fund accrued to these divisions.

The divisions prepare a monthly report on the formation of the bonus fund for the main results of economic activity.

The main condition for calculating bonuses for workshops and departments is the fulfillment of the plan:

- for the main shops, industries and sections that are part of them, the fulfillment of the compulsory nomenclature plan is not less than 100%.

- for departments and auxiliary workshops - fulfillment of the profit plan.

If the nomenclature of the most important products is not fulfilled by one or several main workshops, departments, auxiliary workshops and management of separate and subsidiary enterprises, through the fault of which the failure occurred, are excluded from the list of bonuses, regardless of their indicators.

The fact of non-compliance and the specific culprits are reflected in the orders at the end of the last month.

The fund for bonuses is calculated monthly as a percentage of the planned salary fund for managers, specialists and employees of the corresponding division, depending on the performance of fund-forming indicators.

If the conditions for bonuses are not met, the specified fund is reserved. If the conditions for bonuses are met in subsequent periods of the calendar year, the bonus is paid in the amount of 50% of the accrued fund.

Accounting for the fulfillment of bonus indicators is carried out on an accrual basis from the beginning of the year.

Indicators, sizes and conditions of bonuses for workshops and sections of the main and auxiliary production are reflected in Appendix B.

General indicator bonuses for all divisions of the enterprise are reflected in table 2.9.

Table 2.9 - General indicator of bonuses for all divisions of the enterprise

Coefficient quality	Prize percentage
Coefficient quality	In the absence of safety violations	In the presence of safety violations




For departments 30, 41, 42, 45, 46, workshop 26

The amount of unreimbursed fines, losses from marriage and downtime, surcharges for deviations from normal working conditions due to the fault of this division, as well as the amount of the cost of packaging in the division in excess of the standard and in 3 times the amount of the cost are excluded from the accrued fund for bonuses. written off in excess of the standard or lost.

10.4. Bonuses for employees of enterprises

The system of bonuses for employees of the enterprise is aimed at increasing the material interest of workers, managers and engineering and technical workers and employees in increasing production efficiency, increasing sales and improving product quality, increasing profits, increasing labor productivity and profitability of the enterprise.

The regulations on bonuses to workers, managers, professionals, specialists and technical employees of the enterprise are developed by the employer or an authorized body, agreed with the trade unions and included in the collective agreement. The employer can grant the right (to large enterprises) to develop and approve regulations on bonuses for workers to the heads of large internal production units (workshops, departments, services, etc.).

To ensure the stimulating effect of bonus systems on the efficiency of workers, it is necessary to adhere to certain requirements:

decide on the purpose of bonuses, which may consist in improving the technical level and quality of products, labor productivity and sales volumes (if in great demand for products), reducing the cost of production through saving all types of costs;

to establish indicators of bonuses, which depend on the results of work of certain groups and categories of workers;

the number of indicators should not exceed two or three;

conditions and indicators of bonuses should not contradict each other, so that the improvement of some indicators (conditions) does not cause deterioration in others.

Indicators of bonuses to workers of the main production, characterizing the quality results of their labor, can be:

while stimulating the improvement of the quality of products, works, services: increasing the grade (grade) of products, increasing the level of delivery of products from the first presentation, reducing the cases of returning low-quality products after checking by employees of the technical control department (QCD); absence of claims (complaints about products, works, services) from other divisions of the enterprise or consumers; a decrease in the level of marriage in comparison with the previous period, and the like;

while stimulating cost reduction: saving raw materials, materials, fuel and energy resources, tools, spare parts;

while stimulating development new technology and progressive technology: increasing the equipment utilization factor; shift factor of new types of machines and equipment; shortening the time for mastering new technologies.

For workers who are engaged in the maintenance of production, it is advisable to establish bonus indicators that directly characterize the improvement in the quality of labor: ensuring uninterrupted and rhythmic operation of the equipment of the main shops; timely repair and increase in the overhaul periods of equipment operation; reducing the cost of repair and maintenance of equipment; uninterrupted and rhythmic provision of workplaces with materials, raw materials, tools, vehicles, all types of energy and the like.

It is advisable to reward workers-inspectors of the quality control department for the implementation of planned measures to improve the quality and prevent rejects of products (works, services), the absence of passes of products with rejects for subsequent operations or outside this area (workshop, enterprise), the absence of complaints from consumers; reduction of cases of return of products (assemblies, parts) from the following operations, sections, workshops, and the like.

The above indicators can be used as independent indicators of bonuses. For example, for quality control inspectors of the machining department of parts of mass production, their bonuses may be provided for reducing the cases of returning defective parts from the assembly shop in comparison with the standard, warehouse controllers finished products- for the absence of complaints from consumers, electricians on duty and repairmen on duty, adjusters - for the absence of equipment downtime due to their fault, regardless of the performance indicators of other workers. In hardware processes and automated production, where equipment downtime creates a threat of non-fulfillment of the production plan, bonus conditions are set up to these indicators - the fulfillment of the production plan by a section, workshop, brigade, if these workers serve.

When paying bonuses to workers of the main production, the qualitative indicators of their labor are established as additional ones. According to the level of their fulfillment, the bonus is adjusted for the fulfillment or overfulfillment of production norms, production targets, standardized targets, and the like.

Systems are also used in which, instead of adjusting coefficients, an increase in the premium in percentage is provided for each percentage of overfulfillment of the main indicator.

The indicators of bonuses to workers for their personal contribution to the final results of the work of the workshop (enterprise) is the growth of labor productivity, as well as profits, production of products for export, and a decrease in the cost of production. The bonus for the individual results of the worker's work on a special scale is increased for each percentage of these indicators.

To increase bonuses, and, accordingly, wages, indicators of growth in labor productivity, volumes of export products, profits (income), and a decrease in production costs are used in conditions of an increase in the wages fund, taking into account the level of their performance in the shop or at the enterprise as a whole.

In certain sectors of the economy, the indicators of bonuses for workers have their own characteristics.

In the coal industry, in addition to bonuses for completing shift production tasks, workers can receive bonuses for improving the quality of coal, indicators of which are its grade (grade) and ash content. If these indicators deteriorate, premiums are not paid. In addition, the basic salary is also reduced, because the volume of the task itself is listed. Workers can also benefit from savings in materials, energy and the like.

On motor vehicles, bonuses may be established for employees for saving fuel and lubricants, for excess tire mileage, the use of the standard carrying capacity of vehicles, and one-time bonuses for excess vehicle mileage (without overhaul). On passenger vehicles, premiums may be set for excess cash receipts and so on.

In the mining and chemical industries, in addition to bonuses for completing production tasks, bonuses to workers can be established for the increased content of the main raw material in the ore, as well as for saving drilling tools (bits, bits with hard surfacing), energy resources, and the like.

V agriculture indicators of bonuses can be increased against the norms of milk yield, animal growth, the safety of young animals of various animals, ensuring the marketable output of vegetables and other products, and the like.

On railway transport in bonuses it is proposed to apply indicators of the fulfillment of tasks for the repair of rolling stock and other works provided for by the plan in a timely manner and technological processes subject to high quality performance of unloading tasks, general loading of wagons (cargo), compliance with track points, non-exceeding of kilometers with an unsatisfactory assessment to the previous month, improvement of the traffic schedule passenger trains for aspiration, compliance with the limits of operating costs and payroll and the like.

Thus, each industry can apply its own specific bonus indicators, which should ensure an increase in production productivity.

Among the methods material incentives managers, professionals, specialists and technical employees should apply:

bonuses for both individual and collective results of work;

increase in official salaries;

establishment of allowances and surcharges to official salaries.

The indicators and conditions of bonuses to the head of the enterprise are determined in the contract (Appendix I).

Bonus systems for managers, professionals, specialists and technical employees structural units it is recommended to build enterprises according to a single scheme, the structure of which is given in table. 10.28.

Table 10.28

The structure of the bonus system for managers, professionals, specialists and technical employees

Indicators and amounts of bonuses			The name of the structural unit
Basic conditions of bonuses, in case of non-fulfillment of which the bonus is not paid	Key indicators of bonuses	Prize sizes	Additional bonus conditions, if not met, the bonus is reduced to 50 percent

Bonus indicators (column 2 of Table 10.28) for managers, professionals, specialists and technical employees of the main and auxiliary shops who are responsible for the results of work directly in their production areas should reflect the results of the work of these structural divisions.

In the systems of rewarding the collectives of the departments of the administrative apparatus, general plant services, central laboratories and other functional divisions, the indicators of their specific activities are used, if they are amenable to accounting.

The main indicators of the company's activity in market conditions: an increase in volumes products sold and profits, increasing labor productivity and quality of products (works, services), reducing its cost - as a rule, they are used as the main conditions for awarding structural divisions of an enterprise (column 1 of Table 10.28).

Additional terms bonuses to the structural and functional divisions of the enterprise is the implementation functional responsibilities.

indicators of income incentives (fulfillment, overfulfillment of the plan, growth or growth similar);

reducing the labor intensity of products, the introduction of the design labor intensity of products, progressive labor standards, etc .;

reduction of material consumption or energy consumption of products;

quality indicators (no growth or reduced losses from defects, no complaints from consumers, etc.).

When organizing bonuses, a bonus can be charged on the individual wages of an employee or on the collective wages of workers in a shop, department, laboratory, or other service. With the collective calculation of bonuses, it is possible to use KTU when distributing bonuses among employees (excluding the heads of these services, for whom the bonus is determined by the first head of the enterprise).

The use of special bonus systems for:

creation, development and implementation of new equipment, progressive technologies, new types of products;

export sales;

collection, storage, processing and delivery of scrap and waste of ferrous and non-ferrous metals, precious metals, hard alloys, tool and high-quality steel, abrasive tools;

collection, storage and delivery of oils and other petroleum products for regeneration;

saving fuel, electricity, heat and other energy sources;

collection, storage, sorting and delivery of recyclable materials.

Based on the modern conditions of the functioning of production, the entry into market economy, other systems for organizing remuneration and stimulating the efficiency of labor of workers, managers, professionals, specialists and technical employees may arise.

We are grateful to the editorial office of the newspaper "Novosti v detlyah" JSC "Trubodetal" for providing this material.

Let us recall what is included in this system. If an employee reveals a defect at the entrance control, he receives an incentive in the form of 500 rubles. The one who admitted or overlooked this discrepancy, on the contrary, will be punished with a 10 percent loss of bonus. If a person himself made a discrepancy, it does not matter, through his own fault or due to equipment malfunction, but reported this by filling out the registration form, then he will not be punished the first time. Each case will be dealt with by a commission consisting of a site foreman, a quality control department controller and a technologist. Thus, the need to hide the marriage disappears.

I must say that the system will begin to operate at the enterprise in a modified mode. The implementation will take into account the five-month experience of her work in the first workshop. More details about the test results told Acting Head of the Technical Control Department Pavel Voznyuk:

- Now we can say that the system works, but it does not work as efficiently as we would like. In fact, the same people fill out the nonconformity registration forms and complain about the same defects. At the same time, the number of inconsistencies detected by the technical control department did not significantly decrease. Not all employees of Sections 1.1 and 1.2 have adopted such a product quality control system, and I am now talking not only about workers, but also about foremen. The point is also in the mentality of people. To some, the submission of such forms seems almost a betrayal, although in fact it is only a professional attitude to the matter.

- What, in your opinion, is the main obstacle to the introduction of a new product quality control system?

- In order for it to take root, first of all, it takes time. People need to get used to innovation. On the same "Packer", such a culture has been forming for years, so it is naive to expect that here at Trubodetal it will work one hundred percent from the first day. Nevertheless, we need to move forward towards improving product quality, which means we need to start somewhere. I think if the workers and their leaders show activity and begin to monitor the quality of the products themselves, we will soon get the first results.

Decision No. 2-6347 / 2017 2-993 / 2018 2-993 / 2018 (2-6347 / 2017;) ~ M-6332/2017 M-6332/2017 dated February 19, 2018 in case No. 2-6347 / 2017

SOLUTION

In the name of the Russian Federation

Central District Court of the city of Novokuznetsk, Kemerovo Region, composed of

presiding: Putilova N.A.

with the secretary: V.V. Zelentsova

having examined in open court session in the city of Novokuznetsk

civil case on the claim of T. S. Morozova against JSC "EVRAZ ZSMK" on the recognition of illegal orders on the application of measures of material influence,

INSTALLED:

Claimant Morozova T.S. applied to the court with a claim against the defendant JSC "EVRAZ ZSMK" to declare illegal the order on the application of pecuniary measures. Asks the court to recognize the order No. from DD.MM.YYYY illegal; to recover from JSC EVRAZ ZSMK in its favor the amount of the monthly premium for September 2017 and compensation for moral damage in the amount of 2,000 rubles.

The requirements are motivated by the fact that since 2014 he has been working for JSC EVRAZ ZSMK as a quality control department controller. By order No. from DD.MM.YYYY, measures of material influence were applied to her in the form of deprivation of the production bonus by 50% for September 2017.

Considers this order illegal on the following grounds:

DD.MM.YYYY she was 3 minutes late for the unassignment, when the master entered the premises of the unassignment reporting an industrial accident that had occurred at another enterprise of EvrazHolding. She heard all the circumstances of the accident, except for the name of the victim, which she signed on the acquaintance sheet. Believes that ignorance of the victim's surname does not affect the process of performing her work duties, provided for in the work instructions.

Requirements of clause 2.1. work instructions for the controller in the production of ferrous metals, which provides for the controller to attend shift-meeting meetings and receive production assignments for the shift she completed.

According to clause 4.4 collective agreement JSC "EVRAZ ZSMK" for 2017-2018 the time of the shift-meeting meetings (unassignments) before and after the shift is not included in work time and is paid based on the assigned tariff rate(salary) with accrual district coefficient.

Clause 5.9 of the Internal Rules work schedule JSC "EVRAZ ZSMK" stipulates that only systematic delays or absenteeism for unassigned assignments or briefings without good reason shall be regarded as a violation of labor discipline.

In this situation, there is no fact of systematic delay (no-show).

Since depriving employees is a measure of punishment, when deciding on deprivation of the production bonus, the employer had to take into account the severity of the misconduct, whether the said misconduct caused material or other damage to the enterprise, no grave consequences occurred.

From the order No. from DD.MM.YYYY it does not follow about causing damage, about the occurrence of serious consequences, then there is every reason to assert that the deprivation of her production bonus by 50% for being late for a trip for 3 minutes is illegal.

At the hearing the plaintiff Morozova T.S. insists on satisfying the stated requirements in full.

The defendant's representative Mazikina N.The., Acting on the basis of a power of attorney, did not recognize the claim in full.

Having heard the parties, having examined the written materials of the case, the court considers the stated claims unreasonable and not subject to satisfaction.

It was established at the hearing.

With DD.MM.YYYY Morozova T.S. works for JSC "EVRAZ ZSMK" as an inspector in the production of ferrous metals at the acceptance of finished products on the basis of an employment contract from DD.MM.YYYY, which is confirmed by the order on the employment of an employee No. from 10.06.2014g.

Subsequently, with T.S. Morozova. fixed-term employment contracts were concluded for periods of absence of employees of N.E. Musokhranova. and Baeva Yew.The.

DD.MM.YYYY based on supplementary agreement To labor contract No. dated 01.04.2016 T.S. Morozova was transferred to the technical control department at the inspection site of the Russian railroad controller in the production of ferrous metals at the acceptance of finished products of JSC EVRAZ O. Z.-Siberian Metallurgical Plant.

By order No. l / s from DD.MM.YYYY to the inspector in the production of ferrous metals at the acceptance of finished products at the OTK Russian Railways section Morozova T.S. measures of material impact were applied for violation of clause 2.1 of the working instructions 12/322/2014, clause 2.1 of IOT-OTK-31-2014 - when calculating the production bonus for September 2017, reduce the amount of the bonus by 50%, wages for participation in the shift meeting, in the shift DD.MM.YYYY to produce for the actual time of presence.

The plaintiff was familiarized with this order on September 29, 2017, which is confirmed by an acquaintance sheet, but she did not agree, since she listened to the safety precautions 100%.

The order was issued on the basis of a memorandum of the master of the control section of the Quality Control Department of the RBC O.P. Stolbenko, from which it follows that inspector of quality control department T.S. Morozova 25.09.2017 came to the shift-meeting meeting with a delay of 5 minutes, in connection with which she received an incomplete briefing on health and safety, it was proposed to reduce the production bonus by 50%.

Also Stolbenko O.P. in the report dated 09/30/2017. indicated that from the explanatory note of T.S. Morozova. it follows that the reason for the delay is the return to the washer for gloves. To a comment about the possibility of obtaining gloves after a shift-meeting meeting, T.S.Morozova spoke in a raised voice about the prejudice towards her, to justify being late, she indicated that she was a single mother who had the right to time to send her child to kindergarten, an inconvenient work schedule kindergarten... No supporting documents about being a single mother and about the working hours of the kindergarten. Morozova T.S. did not present. The fact of being late for the shift-meeting meeting was confirmed in the explanatory note dated September 25, 2017. Controller Morozova T.S. during its labor activity has established herself as a person who is irresponsible in fulfilling the requirements of work instructions, other local normative documents JSC "EVRAZ ZSMK". So, Morozova T.S. 02/06/2015 was on the territory of the workshop without a pass, it was revealed by the master control I.G. Upit, with T.S. Morozova. an explanatory conversation was held; 03/18/2015 T.S. Morozova was in the shop without a helmet, which was revealed by the control I.G. Upit, for which Morozova T.S. was held liable; 09.02.2016 was in the shop without PPE for hearing organs, which was revealed by the master control Shamonin A.V., for which Morozova T.S. was held liable; 04/12/2016 workplace Morozova T.S. did not meet the IOT requirements, the violation was revealed by the control master Matveeva OA, for which Morozova T.S. was held liable; 04/08/2017 T.S. Morozova was on the territory of the workshop in improper shoes (boots with heels), for which Morozova T.S. was held liable; 25.09.2017 T.S. Morozova I was late for the shift meeting.

From the explanatory note of T.S.Morozova. it follows that she was 3 minutes late for the unassignment, as she was in the inspection, and then returned to the sink for gloves.

The court considers the order № from DD.MM.YYYY to apply to Morozova T.C. pecuniary measures are legal and not subject to cancellation, based on the following.

DECIDED:

To satisfy the claim of T. S. Morozova against JSC "EVRAZ ZSMK" to declare illegal the order on the application of measures of material influence, to recover the lost bonus and compensation for moral damage.

The decision can be appealed to the Kemerovo Regional Court on appeal within a month from the date of the final decision of the court.

Presiding Officer: (signature)

Right. Judge: N.A. Putilova

Court:

Central District Court of Novokuznetsk (Kemerovo Region)

Judges of the case:

Putilova N.A. (judge)

Judicial practice on:

Judicial practice on wages

Arbitrage practice on the application of the norms of Art. 135, 136, 137 of the Labor Code of the Russian Federation

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