The main goal of the RPS is to reduce all types of losses in the production and business processes and to increase the efficiency of ROSATOM operations.
In 2013, work to develop the RPS focused on specific sectoral projects aimed at reducing stocks, increasing labour efficiency, shortening process times and decreasing the self-cost of products.
Results of 2013
Over the year, 84 sectoral projects were implemented at 54 entities of the nuclear industry. In particular, 24 RPS projects succeeded in reducing the work-in-progress (WIP) by up to 80 %, eight projects reduced the amount of rejects by 41 %, 44 projects reduced the process duration time by 80 %, and eight projects increased labour efficiency by up to 88 %.
Fig. Number of sectoral projects by division
For more details of the RPS results in the Corporation’s divisions, see Section “Efficient supply of nuclear electricity to Russia’s economy”.
Plant-wide RPS projects
In 2013, 82 sectoral enterprises implemented more than 380 plant-wide projects aimed at the optimisation of their internal processes.
Fig. Number of plant-wide projects by division
Implementation of improvement proposals
In the reporting year, the active implementation of improvement proposals (IP) received from employees of ROSATOM continued. The number IPs substantially grew compared to 2012.
Fig. Implementation of improvement proposals
Sectoral contest of RPS and IP projects
Since 2011, the nuclear industry has run a contest to solicit improvement proposals and ideas for projects related to the implementation of the production system. Its main goal is to involve the Corporation’s employees in the RPS development and to exchange best practices. 2013 saw the introduction of new categories, which allowed the identification of the most active entity with respect to the submission and implementation of improvement proposals, and the most active employee was given a ROSATOM award. In 2013, over 100 applications (two times that of 2012) were submitted in the second stage of the contest.
JSC NCCP was the leader in submitting and implementing improvement proposals. The company demonstrated the best results in the sectoral contest. In 2013, JSC NCCP employees submitted 2,156 proposals.
The contest identified the most active worker in the nuclear industry in terms of proposal submitting: Boris Zabelin, the small group leader at JSC SCC’s RCP, who submitted 47 IPs.
Director for ROSATOM Production System
«I do not expect crucial changes in implementation of the RPS projects in 2014, but new priorities are that we will go not only “bottom to top” but “top to bottom” as well. We also sustained losses in the inter-division space where machines and long process links are not seen. Now, we have to build a pull system starting from ore mining through fuel supply to our plants. It is important, basing on the RPS principles, to view the entire nuclear fuel cycle. Moreover, it is necessary to carry out a thorough analysis of production which would help even and optimise the flows.»
On the whole, the past year demonstrated a substantial growth in achieving the set goals of the projects where over 600 RPS leaders could show their worth. However, the motivation of leaders trained in the framework of the sectoral projects failed to increase as making the “critical mass” of the RPS leaders; in turn, this did not crucially change the attitudes to RPS in the sector on the whole.
Plans for 2014 and on the mid-term horizon:
- organisation of megaflows at the inter-division level;
- organisation of production planning based on the RPS principles in all spheres of ROSATOM;
- organisation of RPC enterprises;
- implementation of RPS training and methodology programmes;
- implementation of leader development programmes;
- implementation of a lean production corporate culture;
- expansion of the RPS to subcontractor companies and design and survey and construction companies of the sector.
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