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

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

Ludmila Kremneva

The state is increasing support for agriculture in order to replace imports with domestic products, which is certainly beneficial for farmers. However, their production costs rose significantly after the weakening of the ruble. To make a profit, companies must improve efficiency and reduce costs by incentivizing employees to do so. A program of innovation, 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 recruiting company Antal Russia. “I know of a case where a cleaning lady won a competition for the best rationalization proposal,” he says. An employee noticed 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 steadily gathering in it. She suggested changing the store's opening hours by shifting the opening time two hours later. This innovation immediately had a positive impact on sales - they grew by about 15%. The cleaner was awarded a valuable gift.

Idea works

Back in 2011, the management of the mobile operator MTS initiated a project to collect rationalization proposals - the "Idea Factory". Over the three years of its implementation, the company received $ 37 million in additional profit. One of the brightest ideas can be called the proposal of an employee of the information technology operation department. He developed a single billing system 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 amounted to $1 million.

The Baltika brewing company also believes that thanks to the ideas of employees, it is possible to significantly save money and increase profits. In 2007, two projects were launched here: for sales department employees - the program "I have an idea!", For production personnel - "Your idea works". As a result, in the first year, approximately 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. As a result, gas consumption has been reduced.

Another idea proposed 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 where Yarpivo (Baltika's trademark) is sold, installations in the form of Christmas trees made from coasters - cardboard coasters for beer mugs, in order to draw the attention of buyers to the product. As experience has shown, the idea worked.

OVER 500 IDEAS WERE SUBMITTED TO KUBAN IN 2014

Director of Human Resources at 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 proposals is met. Thanks to this motivation program, which was launched in 2013, the company received 1350 ideas compared to 929 in 2012, and the amount of savings increased from 12 million rubles. up to 28 million rubles

Similar methods are applicable in the agro-industrial complex. For example, Kuban Agricultural Holding (part of Basic Element) became the first agricultural company in Russia to start implementing a production system based on kaizen principles in 2007. “According to it, everyone, from ordinary workers to middle-level employees, is working to modernize technologies, reduce time and labor costs,” Fedor Druzhinin, the then general director of Kuban, 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 has quadrupled.” Druzhinin and the company's specialists were trained at the car factory, although at first the manager doubted its expediency. “A car factory is machine tools, walls, heat, a monotonous technological process every day. And today we have a drought, tomorrow the fields will be flooded, then it will be beaten with hail ... Having studied, 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 them were implemented. This brought the company 21.3 million rubles. additional profit. “Let me give you an example. The calf's milk bucket is usually hung on a hook. The calf pushes it, the bucket falls and the milk spills. It has always been like this on state farms, - said Druzhinin. “But as soon as the workers thought about the reserves for improving production, someone suggested using a ring instead of a hook: it secures the bucket more securely.” Another idea is to optimize the transportation of calves. Previously, several milkmaids literally lifted two or three animals into a small cart pulled by a horse, then got into 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 to make carts with higher walls and a tailgate at the back, which turns into a ladder. As a result, one person instead of three began to cope with the transportation of calves.

“The kaizen system can be successfully applied in all industries. One of such illustrative examples of the implementation of kaizen in Kuban, which is relevant for all companies, is the reduction in energy costs, - Elena Artyushchenko, deputy general director of the holding, shares (quote from the company's press release). “In 2009, we analyzed electricity consumption at enterprises, reduced it where possible, and in five years 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 doubled wages. Inventors receive a prize for ideas introduced into production. In 2014, employees were paid a total of 2.8 million rubles. for rationalization proposals; the total amount of awards for ideas since 2007 has exceeded 13 million rubles. Last year, the holding received an economic benefit from the introduction of the production system in the amount of 86 million rubles, in general, over seven years this amount exceeded 800 million rubles.

Submitting an offer is easy

Despite the fact that such risks are possible, Rusagro operates a transparent scheme - the program "Your Idea Works". “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 of the group's sugar business. “The manager registers it and sends it out to experts who evaluate the idea and either launch it or reject it.” Fedorova believes that this method of submitting rationalization proposals works: during the year, approximately 130 kaizens were submitted, 60 of them have the status “in progress”, 25 have already been implemented.

recruiting agency CEO SQ-Team Alexey Gorbunov is of the opinion that sometimes it is enough to ask employees the question: “If you owned the company, what would you change first of all?”. One trading company did just that, posting it on the corporate website and asking store managers to convey the issue to employees. Management had two goals: to cut costs and stop talking about management inefficiency and salaries. In two weeks, approximately 400 written proposals were received, of which 50 ideas seemed to be efficient and interesting. Some of them were aimed at how to save money, some were more radical: fire some managers, and use the money to buy equipment. As a result, 17 rationalization proposals were implemented, the topics of conversations were also changed - now 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 be part of the project because they believe these ideas will help them be more successful at work,” he adds.

Who promotes ideas

Employees willingly take on the role of project moderators. For example, at the Nikiforovsky Sugar Plant (part of Rusagro), these duties are performed by process engineer Tamara Khludentsova. One of her ideas was helped to realize by 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 centrifuges are launched, 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 recycling. Now, instead of releasing a low-quality product, the massecuite mass is dissolved in the boiling apparatuses to a certain value and dumped into the slurry mixer with a further return to the process stream. “To achieve this and thereby eliminate unnecessary work steps, my colleagues and I used a conventional pipeline that used to be at another site,” Khludentsova explains. “We improved the equipment and put it into operation.”

After the implementation of this project, the joint work of the team to improve production efficiency did not end. Employees of the workshop, noticing the participation of Khludentsova in the program “Your Idea Works”, approach her for advice: they ask how to describe her idea, does it make sense. The specialist helps them because he sees that the management appreciates the suggestions. According to Gorbunov, the very fact that the company has employees who care about the production process, and they are ready to support colleagues and management in the necessary changes or suggest them, suggests that the company can count on success.

In TechBioKorme (selling feed for farm animals), the head of the site personally helped cow feeding specialist Galina Ivanova to improve her rationalization proposal. It consisted in the fact that by changing the daily diet of cows to increase the safety of animals and increase the average milk yield. To achieve the desired result, it was necessary 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 to animals per head / day of chopped straw, 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 animal/day. Due to such a correction in the diet, 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 fall. The lifetime productivity of cows has been increased from 40 thousand kg of milk to 70 thousand kg, the safety of animals has 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 that reflects how many proposals each department should submit and how many are actually received. Many affiliates even exceed the plan for kaizen offerings. Sergey Peskov, Human Resources Director of the Meat Processing segment, 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 rewarded 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, in Rusagro, the author of the idea receives a T-shirt with the symbol “Your idea works” and a small bonus. “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%,” Fedorova comments. The most active participants of the program are invited to corporate events, such as New Year's Eve in Moscow. The company pays for the flight and hotel accommodation. The project participants live and work in the Tambov and Belgorod regions, and for them to come to the capital for a celebration, where their merits will be once again celebrated, is a strong motivator, notes 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 contribution. Many are simply afraid of gossip and the envy of colleagues.

In Cherkizovo, each employee receives a bonus if his idea is recognized as rational and included in the list of kaizen proposals that will be implemented. The amount of remuneration is 500 rubles. The second prize - 5% of the planned economic effect - will be received by the innovator after implementation. Also paid 5% of the amount of the received effect for the year. True, it will not work to earn millions: the rules of the program 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. each person receives. After the implementation of the idea, they give 8% of the economic effect for 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,” Peskov lists. - 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 the idea takes first place in one of the nominations, then he will receive 50 thousand rubles, if the second - 30 thousand rubles, for the third they will pay 10 thousand rubles.

Of course, cash bonuses are not the only way to encourage a company. A photo of a distinguished employee appears on the plant's stand, and an article about his achievement appears in the plant's newspaper. Sergey Vishnyakov, chief mechanic of the Ulyanovsk branch of the Cherkizovsky meat processing plant, became the hero of several publications. One of his ideas is to add an air piston to the installation through which the minced sausage moves, in order to provide the necessary pressure inside it. Due to the fact that this machine, which resembles a pipeline, is very long and there is not enough pressure (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, while previously part was washed out as waste after the end of the production cycle. The idea was written about in the company's corporate newspaper to encourage the specialist, and to show the rest of the employees that simple technical proposals are also accepted. Vishnyakov is sure 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 confident that although Vishnyakov's innovation is a point, 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 burning 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 an enterprise implements the ideas of employees, then there is an effect of motivating employees to give out more ideas, increasing loyalty and involvement, which ultimately improves the company's brand. An organization that listens to the suggestions of employees and encourages their initiative looks more attractive in the labor market compared to 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 massive of them are rationalization proposals. In an enterprise striving for the most effective achievement of its goals, they are far from the last importance. Let's look at this category in more detail.

Positive points

Thanks to the rationalization proposal, an 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 designers. According to data given in specialized publications, rationalization proposals have recently provided about 70% of the total savings in the Russian economic system.

Definition

In the previous provision, the rationalization proposal was a technical solution that was useful and new for the production, institution or organization to which it was directed. It involved a change in technology, the 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 features as usefulness, novelty and technical solution. In 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 can be seen from the definition that only the first part of it has changed. Thus, the rationalization proposal has ceased to be limited 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 made as a rationalization proposal, should not simply set some task. Through it, it is necessary to reveal specific ways to solve the problem. A situation should 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 losses. New solutions will not be recognized as useful either, only stating some need, limited to indicating the expediency of carrying out this or that event or the positive result that can be achieved with its implementation, and so on.

Rationalization proposals, examples of which will be given below, include a principled answer. The decision 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 execution does not require additional creative improvements. This condition will be considered fulfilled if the decision and the materials explaining it contain enough information for the practical implementation of the plan through known design (construction) methods.

Ways to do it

Ensuring the solution of the problem can be carried out with the help of managerial, organizational, technical means or their combination. Among the proposals of a technical orientation, those that relate to constructive changes in products, production technologies, equipment used or composition of the material predominate. Such solutions are focused on improvement and modernization. It does not exclude the recognition as a rationalization proposal and such a project, which provides for the introduction of new technology or equipment. Management and organizational decisions contribute to obtaining an effective result through the implementation of appropriate activities or management optimization.

What could be rationalization proposals?

Various examples can be given. So, the decision may relate to the arrangement of labor resources, workflow. A rationalization proposal may be made on the repair of equipment, changes in the work schedule, and so on. The solution can also have an organizational and technical orientation, 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, effective separation or combination of production operations, and so on.

Novelty

This is the second essential feature of a useful solution. A rationalization proposal, unlike inventions, is subject to the requirement of local novelty. This means that this attribute must be present within those companies to which decisions are sent. A proposal will be considered new if, prior to its submission, the enterprise did not know about it to the extent that would be sufficient for its implementation.

Championship

Novelty is determined in accordance with a specific time period. Regarding 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. Superiority will be recognized for the author who did it first in accordance with the established procedure. The proposal may be opposed only by such information that reveals the essence of a given or identical project, which became known before the specified date of the championship.

Information fund

The rationalization proposal includes:

Authorship

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

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

Nastenka France, Paris #4 July 2, 2009, 8:21 AM Yuliya, many people carry out those assignments that are not mentioned in the instructions. It's a difficult time right now, you're holding on to your work, so you're 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 a distillery I want to draw the attention of the moderator to this message, because: There is sending a notification… Galina (guest) #5 July 2, 2009, 8:30 am If it is within your competence, then make proposals to reduce the cost of stationery, hospitality, mobile communications, office maintenance (if there is such an expense item) - introduce tighter limits , for example.

How to write an innovation proposal?

At the beginning of the sugar beet processing season, when all centrifuges are launched, 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 recycling.

Now, instead of releasing a low-quality product, the massecuite mass is dissolved in the boiling apparatuses to a certain value and dumped into the slurry mixer with a 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 at another site, Khludentsova explains.

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

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

Rationalization, innovation

And it is necessary not to offer what to buy specifically, but on the contrary, how to save money! I wanted to offer to transfer the Internet to my computer in the reception room, otherwise it is in the next office.

And you have to run around. But they put an innovator on it.
to keep an eye on company vehicles. So now the Internet is on my beard! I want to draw a moderator's attention to this message because: A notification is being sent...
« First ← Prev.1 2 Next

Making a rationalization proposal: ideas must work

Attention

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, Fedor 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 has quadrupled.”
Druzhinin and the company's specialists were trained at the car factory, although at first the manager doubted its expediency.
« An automobile plant is machine tools, walls, heat, a monotonous technological process every day.

I want to draw a moderator's attention to this message because: A notification is being sent...

Kseniya [email protected] Russia, Nizhnevartovsk #7 July 2, 2009, 9:54 am I'll tell you what, you need to know what your duties are and what departments you can steer yourself ....? I want to draw a moderator's attention to this message because: A notification is being sent...
IRINA Russian Federation, Sukhoi Log #8 July 2, 2009, 17:39 Ksenia, my business is small - print documents and select the necessary information on the Internet at the request of employees (we have unlimited access).
Stationery is purchased by an accountant, tea, coffee, etc. we take in our store (our company has a chain of stores, a household, a hairdresser, a canteen, milk and meat, too, our own, etc.), therefore, we don’t have to spend money on this either.
What should be the amount of incentives for employees to be really motivated to improve something? In GAZ, for example, they believe that the amount of remuneration should depend on the contribution of the worker: for example, 200 rubles are paid simply for submitting kaizen in the company, and 500 rubles for its implementation. Other companies refuse to talk about the amount of remuneration for their employees, but 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 the process of improvement on a pro bono basis. Their staff is ready to make suggestions without any leverage of material motivation. One such company is Citibank.

Innovative proposals examples in the office

Employees of the workshop, noticing the participation of Khludentsova in the program “Your Idea Works”, approach her for advice: they ask how to describe her idea, does it make sense.

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

According to Gorbunov, the very fact that the company has employees who care about the production process, and they are ready to support colleagues and management in the necessary changes or suggest them, suggests that the company can count on success.

In TechBioKorme (selling feed for farm animals), the head of the site personally helped cow feeding specialist Galina Ivanova to improve her rationalization proposal.

It consisted in the fact that by changing the daily diet of cows to increase the safety of animals and increase the average milk yield.

The fact that foreign companies are actively using this tool is known to all those 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 nowhere have I seen a working system of rationalization proposals. Why did you ruin it, after all, once we even came to you to learn from experience! Indeed, until recently, most companies "had no time for this."

Now there is a second birth of this instrument. In addition to the familiar name “rationalization proposal”, it can be called “kaizen proposal”, “total production optimization”, “improvement proposals”, 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 review of the best Russian experience, prepared using materials posted by the companies themselves on our portal "Production Management" 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've already saved in three years 22 million rubles thanks to the suggestions. 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 1,000 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 the KAMAZ in 2008 alone, 48 thousand kaizen proposals were received, aimed at improving all areas of activity. For three years, 2,700 projects have been opened on the proposals received, 1,300 pieces of equipment and 90 thousand square meters have been released. meters of production space. 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 Groups in 1998-2002 brought 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 - - 2388 events were initiated during this period, 1835 of them were implemented by the beginning of 2002. The overall economic effect amounted to $60.5 million. Since 2000 at JSC " Karelian pellet"As part of the TOP project, five targeted programs have been developed. The actual effect of the implementation of the framework activities of three of them is about 5 million dollars.
On the 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 the UAZ as a result of the implementation of our own program to reduce costs and production 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 for Gorky railway made up more than 79 million rubles in the first half of 2010.
On the Neftekamsk Automobile Plant in 2009, 3,833 kaizen proposals were submitted, of which 3,042 were put into production. For 8 months of the current year, 11,000 kaizen proposals were already submitted, of which 7,028 were put into production. meters of production space, which created a reserve for the organization of new production.
The economic effect of the introduction of "Kaizen" in agricultural holding "Kuban" at 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 put into production. 62 rationalization proposals were implemented at the Cherepovets site of Severstal-Metiz. The economic effect of previously implemented rationalization proposals in the first half of the year amounted to more than 11 million rubles. Since the beginning of the year, the Oryol branch of Severstal-Metiz has implemented 13 ideas with a general economic effect more than 3 million rubles. In the first half of the year, the Volgograd enterprise implemented 15 rationalization proposals, the effect of which is now being calculated.
IN Cherepovets metallurgical plant in the 1st half of 2010, 739 rationalization proposals were put 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. - Increased labor productivity.
Implementation of the TOP program (“Total Optimization of Production”) on Cheboksary Aggregate Plant gave the company savings in the amount of 80 million rubles.
IN " Orelenergo» a program to improve performance is being implemented. To date, 48 employees have already submitted their proposals to improve performance. The result was 16 proposals with an expected total economic effect of 91 million rubles.
Oktyabrskaya railway- economic effect for 2010. already made 21.8 million rubles.
At the Novokuznetsk Metallurgical and West Siberian Combines ( EVRAZ Group) for a year and a half introduced about 1000 proposals and inventions. The economic effect is impressive - 300 million rubles.

Many companies are one of main success factors of these projects mark the maximum involvement of enterprise employees in 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"supports research and inventive activities in every possible way" - says Alexander Krestyaninov, head of the technical department of Uralelectromed - Since the beginning of this year, more than 1,000 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. Most of these initiatives relate to the manufacturing sector, but there are also proposals for optimizing management processes and reducing production costs. Over 1.2 million rubles were paid to the initiators of these developments.”

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

Employee training is an important factor in the success of projects

In order to popularize innovative activities, employees " Uralelectromed» under the age of 30 are regularly trained in program "Rationalization and invention". At the seminars, in particular, they are told how to properly draw up and defend a rationalization proposal, they are introduced to the basics of patent science, and so on.

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

industrial site Volgograd aluminum plant recently, for a week, it became both a testing and training ground - a landing force of specialists in the development of the production system of RUSAL enterprises landed at the enterprise. In five days, the four teams that the mermaids split into 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 execution time of the operations has decreased, and the productivity of the casting machine has increased. Oleg Buts, head of the project "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 reorganize the work of the operators of one of the teams in the electrolysis buildings. - The first two days were spent assessing the situation and fixing problems, - said Andrey Kartavtsev, head of the electrolysis department of the Sayanogorsk aluminum smelter. - And then the actual work on improvements began. The third group got rid of marriage in the forging and foundry department of the VgAZ-SUAL-Remont enterprise. Now there is practically no marriage here, but there is a new table to simplify 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. We also standardized the work at the jack repair site, in addition, we reduced the number of emergency stops to nothing.

Some companies hold special tenders for rationalization proposals

For example, on Irkutsk Aviation Plant The first kaizen proposals were submitted by SME workers a year ago, and in 2010 leaflets with applications for improvement were more actively poured into special boxes, 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 constantly increasing). According to the leaders 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: the simplicity and originality of the solution, the speedy implementation of the project, the effect of improvement, repeatability (replication of previously submitted proposals), the activity of the contestants and, of course, the mandatory implementation of the proposal by the department, with little or no additional funds. The results were summed up in terms of overall equipment efficiency (OEE). The results obtained cannot but rejoice. For example, the winning machine MCFV-1680 (shop 269) produced an OEE of 81.9%. For comparison: in Japanese enterprises 65% is considered a good ratio, in the USA - 75%. That is, on a single machine, IAP workers exceeded global indicators of overall efficiency. In workshops 201, 217, 221, the winners' figures 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 noted. According to the plan of the organizers, such competitions will be held now 2 times a year.

IN agricultural holding "Kuban" held a competition among employees "Best Kaizen 2009" and identified four leading developments to improve manufacturing processes. The winners were chosen in the following categories: Efficiency", "Profitability", "novelty of thought", "Originality of the technical solution". As a result, the development of the Seed Growing Division was recognized as the most effective, the economic effect of which exceeded 6 million rubles. Four workers have improved the process of collecting and shipping grain waste in the calibration shop. As a result, the team doubled the seed storage capacity to 360 tons. The implementation 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, she achieved an economic effect in the amount of 478 thousand rubles, that is, the profitability exceeded 99%. For the originality of the technical idea, 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 agro-industrial complex.

"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. Winners are determined in three categories: Development"is a project that started before the beginning of this year and has a positive development trend. " New project"should be launched this year and be underway with a developed phased implementation plan. In the nomination " Quick effect"Projects are involved that have had a specific positive effect and the implementation of which took no more than two months. The evaluation criterion is the reduction in the time of production of products, the performance of work or the 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 Incentives Members of working groups may be offered promotions, salary increases, or personal bonuses.

At leading enterprises Concern "Tractor Plants" there are also programs to encourage the creative initiative and activity of employees - such as "600 hours", "TOP", "Golden Frames".

Every year at enterprises Alcoa Russia in Samara and Belaya Kalitva a competition is held for the best rationalization proposal as part of the corporate program to reduce losses "Stop losing!". The authors of proposals for improving the work process, products or production activities in general are employees of the production and resource divisions of the enterprise. Losses can be reduced by improving the safety of working conditions, reducing costs, improving quality, 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. Program "Stop Losing!" has been operating at Alcoa Russia enterprises since 2008. It aims to encourage the initiative of employees 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 program participant, the company encourages employees in the following way: each accepted proposal adds 50 rubles to the virtual piggy bank - " Barrel with honey". When 500 thousand virtual rubles are accumulated in the “barrel”, the company converts them into real money, which is spent on charitable purposes or on improving the working conditions of the company’s employees. In 2008, Barrels with 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 "Barrel" was spent on improving the living conditions of Alcoa SMZ employees: refrigerators, kettles and microwave ovens appeared in change houses. In 2009, the staff decided to help the Samara Boarding School No. 4, where 140 deaf and dumb children are educated and brought up. A decision is currently being made on where the funds of the fourth and fifth "Barrels" will be sent.

IN " 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 systematic 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 766 applications submitted, 228 scientific papers in 13 sections were admitted to participate in the conference. A prerequisite for all papers presented at the conference is the issuance of a title of protection (a patent for an invention, a utility model), rationalization proposals, calculation of the economic effect from the introduction of the proposed development, as well as examination in the Engineering Center and Investment Department of OAO TATNEFT. The novelty of this year's youth scientific-practical conference is that in all the works presented, the economic effect of the implementation is calculated.

Rationalization activity is 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 Petro LLC(part of the Japan Tobacco International group of companies). In 2008, two thousand employees of LLC "Petro" submitted 3068 proposals, and in ten months of 2009 - 1415 proposals. “This process is only gaining momentum in our country,” says Konstantin Ozerov. - If at the company's factories in Japan each employee on average submits 20-30 proposals or more per year, then at our enterprise we receive an average of 1.5 proposals 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 Petro proposal system committee. — If in the past years we have seen a significant number of small proposals, for example, on the organization of the workspace, administrative issues (canteen, cloakroom, corporate transport), now more attention is paid to very serious projects related to process control, equipment modification, labor safety".

Now about 35 percent of all proposals are being implemented at Petro. The authors, whose rationalization proposal was implemented, receive material remuneration from the company, which is paid rigorously and immediately. Prizes are small - 300, 600 and 1500 rubles. However, as many years of experience show, moral satisfaction, rather than material interest, is much more important in this process.

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

It might be useful to read: