Ramenskiy Instrument-Making Plant (RPZ)

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Тип проекта

Методологическая концепция системы управления,  внедрение SPM (Lean ERP SCMo) и интеграция со  смежными системами.

Ramenskiy Instrument-Making Plant JSC« - a modern enterprise of the aviation industry, part of the Concern " Radio-electronic Technologies "(KRET).
JSC " RPZ " is one of the largest instrument-making enterprises in Russia with about 3,500 employees, the range of manufactured products includes about 70 thousand items, the production cycle is up to a year.

(РПЗ) Раменский Приборостроительный Завод

Among its products are technological equipment and tools, multifunctional flight navigation systems and complexes that work on most military and civil aircraft, as well as helicopters.,
The company provides services for maintenance and repair of manufactured products.

(РПЗ) Раменский Приборостроительный Завод
(РПЗ) Раменский Приборостроительный Завод

The company provides a full cycle of product manufacturing, from R & D, procurement operations to the assembly of final products.

Production features: на предприятии представлен полный цикл изготовления изделий — от НИОКР, заготовительных операций, и до сборки конечной продукции, несколько тысяч Assembly units, материалов и PKI в составе изделий, примерно 25 уровней вложенности.
(РПЗ) Раменский Приборостроительный Завод

Prerequisites for starting a project

С начала 1990-х годов на АО «РПЗ» использовалась для планирования система самостоятельной разработки, которая уже ни технологически, ни идеологически не соответствовала потребностям предприятия. В 2006 году завод предпринимает попытку заменить ее на западную систему, но проект не решил поставленных задач, в силу функционального несоответствия внедряемой системы SyteLine ERP задачам завода. Планирование так и не было запущено. Сейчас SyteLine используется на АО «РПЗ» в традиционном для внедренных в России западных ERP ограниченном режиме: крайне «тяжелые» учетные функции производства.
Project goals:
  • building a new planning and monitoring system (SPM) that allows you to respond as quickly as possible to internal and external changes, adjusting product output;
  • optimization of information flows related to monitoring, inventory management, planning and accounting of production progress;
  • optimization of material flows and resources (people, machines).
Main tasks to be solved during the project:
  • setting up a top-level planning and balancing system with the ability to model and distribute customer orders by time and quantity, based on the available workshop capacities;
  • setting up a system for order-based nomenclature planning and monitoring of production and supply;
  • automated control of parts start-up in workshops with controlled start-up restriction;
  • automated order generation for suppliers;
  • integration with the current production accounting system and product data management system — transmission of generated launch batches, obtaining actual production progress data;
  • transfer of the ITR compensation system from piecework to piecework-premium, depending on the complete delivery of DSE to assembly shops;
  • providing visualization (monitoring) of production progress for plant management.
Lyrical digression:

The initial project time frame was extended almost 2 times due to difficulties in developing a planning model. After the test run, the planning model had to be radically changed by implementing a rather complex algorithm for automatic reallocation when planning both production balances and completed production tasks and orders to suppliers. While linking them to orders and the top-level plan. Also, integration with the company's accounting system, which was not perfectly implemented, turned out to be more difficult than initially expected.

As a result, the Planning and Monitoring System (SPM) first started operating in the pilot operation mode, which is necessary for stabilizing processes, reconciling regulatory information, and formalizing demand management procedures.

Project Features:
  • An extremely complex model for planning multi-product (by finished products) production, taking into account different launch batches.
  • Deep integration with the accounting production system.
  • During the project, the planning methodology itself changed.
  • Making changes is extremely difficult.
The project was successfully completed in 2015.
Project development in 2020:
  • The company has established its own Competence Center for SPM.
  • SPM and other systems were integrated with the analytical (BI) system implemented at the plant.
  • Through the efforts of the Competence Center, with the consulting support of Rightstep, a project was implemented to modify the SPM for district management software.
  • Pilot operation was carried out, and additional forms of monitoring were formed.
  • The extended functionality was put into commercial operation in the same year.
(РПЗ) Раменский Приборостроительный Завод