Tasks
and solutions

We solve tasks related to the management of production, supply, logistics and IT support of these processes.

 

Our solutions are well suited to you if you are looking to increase efficiency in the following areas:

We solve tasks related to the management of production, supply, logistics and IT support of these processes.

 

Our solutions are well suited to you if you are looking to increase efficiency in the following areas:

Customer orders, release plan
Stocks
Supply
Production
System
management
PLAN

Customer orders, release plan

Problems

  • Disruptions of product release plans, deadlines for the execution of customer orders, the inability to determine and plan the dates of shipment of finished products. As a result, non-fulfillment of contractual obligations, the gap between supply and demand.
  • Lack of control over the progress of production, % of order readiness, detailing the passage of technological routes. As a result, it's impossible to identify deviations and take measures to eliminate delays in the execution of orders.

Our solution

  • Quickly evaluate deadlines, manage the production plan based on both accepted orders and demand forecasts, and perform long-term capacity balancing.
SNABSHENIE

Stocks

Problems

  • Large stocks of materials, components, un-finished goods, Assembly unitsbut there's a lack of
    supplies and materials in the workshops for production orders, there's a lack of equipment for assembly etc.
  • Stocks are accounted to the kopek, but only the storekeeper knows (or doesn't know) what is really in the warehouse. There's a gap between accounting and actual data.
  • Since stocks are investments in the assets of an enterprise, there's a persistent deficit of working assets for settlements with counterparties.

Our solution

  • To bring to a minimum, due only to non-reduced purchase batches, by order production run and the level of insurance stocks (by time or quantity)
SYSTEM

Supply

Problems

  • The procurement department makes purchases based on its assumptions about the inventory needs for a certain period, often unreasonable.
  • Purchases is determined by the volume of allocated budgets that don't match the actual needs. There's no financial procurement plan, or it's not maintained.
  • The size of the purchase batches based on the minimum price, excluding the cost of product tracking (storage).

Our solution

  • Make it transparent, purchasing under the production plan, within the procurement budget
production

Production

Problems

  • Plans aren't the subject of calculation in the system, but the subject of negotiations and trade, a pack of deficits, "sorcery" in MS Excel.
  • Meetings on the implementation of the plan are daily. Managers at all levels use mainly "math. model" of management, heroically extinguish "fires" that they themselves lit yesterday, including without checking the launch on time.
  • The director of production or the general director at the end of the month (quarter/year) works as the "chief dispatcher", trying to push important orders through bottlenecks or pulling out shortages of components for assembly, but in production solid "traffic jams".
  • Production is apparently overloaded, but there's an intuitive feeling that it's possible to increase output at the same facilities, despite the shortage of skilled workers and worn-out equipment.
  • There's no objective picture of what is happening, although planning meetings are held more than 2 times a week and 80% of the time consist of finding out "Who is to blame?" (shortage), "Who didn't close?" (lack) and "Where's the detail?".
  • It's often possible to see that scarce qualified personnel don't work, but go for blanks, tools, equipment, product engineer, master. Or they look at the process of adjustment, urgent repairs, quality control.
  • New processing centers "make money" (i.e. parts under the order/release plan) only 30% of the time, and the rest of the time they either stand idle or "make wages to workers", stamp out "dead" un-finished goods, pushing it forward, under the "shaft plan".

Our solution

  • To make production manageable, reliably fulfilling obligations, working "just-in-time", rhythmically, synchronously and predictably.
  • As a result, production resources, materials and seem-finished products will be available in the required quantity, at the "right point", and exactly on time for the production, assembly and sale of finished products.
SYSTEM_1

Management system

Problems with systems

  • The inconsistency of the actions of various services, isolation on their own tasks and indicators, the lack of end-to-end processes and common goals due to "patchwork" automation.
  • The lack of a single production software and integration of departments for the order fulfillment process leads to information gaps that don't allow consolidating and analyzing data, predicting and modeling "what if".

    As a result, focus on short-term results to the disbenefit of medium- and long-term.
  • Using non-targeted software for management tasks. For example, the accounting system distorts the real picture of the financial and economic condition of the enterprise. Warehouse software won't help determine the adequacy of the inventory level. CRM won't calculate the shipment date of the order.
  • The wrong choice of the IT system creates a problem of discrepancy between real (physical) processes and virtual (software), the process of adaptation and implementation becomes endless.

Our solution

  • To make the correct "diagnosis", formalize goals and objectives, assess the possibility and feasibility of needs, offer the optimal Solution, implement.
  • Finally, to increase the efficiency of managers, allowing them to focus on profit-making, rather than manual administration of processes.