ISSN 0798 1015

Vol. 39 (Nº 01) Year 2018. Page 25

Organizational Design and Rationalization of Production Systems of a Machine-Building Enterprise (by the Example of the Contract Assembly Workshop)

Diseño Organizacional y Racionalización de Sistemas de Producción de una Empresa de Construcción de Máquinas

Viktor P. KUZNETSOV 1; Ekaterina P. GARINA 2; Elena V. ROMANOVSKAYA 3; Svetlana N. KUZNETSOVA 4; Natalia S. ANDRYASHINA 5

Received: 28/08/2017 • Approved: 03/10/2017

Contents

1. Introduction

2. Results and discussions

3. Conclusions

References

1. Introduction

 The object of research is the Gorky Automobile Plant (GAZ) - the largest enterprise of the Russian automobile industry. In 2003, the Gorky Automobile Plant adopted the ideology of changes, developed based on the principles of the Toyota Product System and called it “Production system GAZ”. The basic principles of the system and their impact on the work processes in the organization are reflected in Table 1.

Table 1
Basic principles of the GAZ Production System and their impact on the labor processes in the organization

In parallel, in accordance with international standards, projects are being implemented in a number of areas, such as the introduction of new production, technological and logistical processes, training of personnel, and the localization of components [2]. So, in 2012, the capacities of the Gorky Automobile Plant opened production of exhaust systems within the framework of the joint venture of the GAZ Group and Bosal. In 2013, the production of frames for Mitsubishi Pajero Sport cars was started, in 2014 - the manufacture of fasteners parts together with Bulten, the MW SpA wheel line was opened. In July 2013, the production of Mercedes-Benz Sprinter Classic cars was launched. Car production is organized in full cycle mode, including all the main technological stages: welding, painting, assembly.

2. Results and discussions

 Concern Daimler AG and the Russian “GAZ Group” invested more than 190 million euros in launching the local production of Mercedes-Benz Sprinter Classic. This is one of the largest investment projects in recent years in the Russian automotive industry. The project on the contractual assembly of low-tonnage vehicles allowed the creation of new jobs, upgrading the qualifications of GAZ employees, and establishing work to localize the production of auto components in Russia. For the production of Sprinter Classic cars, GAZ has modernized about 90,000 sq. meters production and logistics facilities; The launch of a new painting complex produced by the German company Eisenmann.

The capacity of the complex is more than 10 bodies per hour, 11 colors are provided for painting cars [4]. New technologies, in which about 50 million euros were invested, allowed to ensure the process of painting cars and guaranteed protected against corrosion.

In addition, a system for quality control of components and finished products was created in Nizhny Novgorod in accordance with the norms of Daimler. The Sprinter Classic is equipped with a modern eco-friendly OM646 diesel engine with high torque and low fuel consumption. The engine will also be produced in Russia. The mechanical gearbox TSG (specialized transmission for small-capacity cars Mercedes-Benz) new Sprinter Classic is adapted for Russia and specific loads. Volumes of production of the workshop for contractual assembly in 2013-2015. Are shown in Figure 1.

Figure 1
The volume of production of the workshop of contract assembly

The cost calculation for the past years of project implementation (Daimler contract manufacturing for 2015) is carried out in Table 2.

Table 2
Calculation of production costs for contract manufacturing Daimler for January - June 2015 (RUB thousand)

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Table 2 Cont.
Calculation of production costs for contract manufacturing Daimler for July - November 2015 (RUB thousand)

From the table it follows that for the period from January to June 2015 the cost price was constantly decreasing, this is primarily due to a sharp increase in production volumes (from 87 vehicles in January to 790 in June). For the period from July to November 2015, the cost of assembling one car increased (from RUB 31,800 in July to RUB 68,100 in November), which is associated with decrease in the number of cars produced in the second half of 2015.

One of the main problems of the organization of production in the workshop of contract assembly is a high level of losses from defects. Figure 3 shows the dynamics of losses from marriage in the workshop of contract assembly for 2014-2015 - up to RUB 92,000 per month. Monthly losses from defects often exceed the established by the production standard, which by the end of 2015 was RUB 40.000. The average monthly loss from defects in 2015 was RUB 77.443, which is by 55.2% higher than in 2014.

To assess the quality level of the products produced by the workshop, the following indicators are calculated: 1. FTC - the percentage of cars taken from the first presentation at the MB-RUS station (at the end of 2015 the figure was 53.4% (compared to the previous period, this indicator increased), 2. DRL - the average number of defects per vehicle (at the end of 2015, the indicator was 11.54% (compared with the previous period, this figure decreased), 3. DRR - the percentage of cars without entering the repair area (at the end of 2015 the indicator was 68.63% - relatively unchanged), 4. CPA - the score for one car (at the end of 2015 the indicator was 96 points).

The analysis of the quality indicators of the produced products allows us to conclude that they do not correspond to the established normative values. In addition, one of the most important problems in organizing the production of the workshop was the lack of training for managers of the principles of the production system GAZ. In early 2014, the output was 59 cars per day. The structure of CCAD (workshop assembly of Daimler motor vehicles) consisted of 3 sections. On the conveyors, untrained team leaders carried out the organization of production processes, the assembly was carried out in a two-shift mode; the number of production workers was 298 people. Due to the massive number of defects, 23 painters and 12 straighteners worked on the site for completion and delivery of cars, on external hiring from outside organizations, the amount of expenses for which in 2014 for the period from January to May amounted to RUB 15,186.18.

The internal audit of the production organization made it possible to identify a number of problems in the field of production technology and logistics: The management of the promotion of the EPD is carried out in manual mode; Not enough tools; Working racks are not equipped with devices for assembly of assemblies; Not uniform loading of operators (lack of alignment in the product range); Cluttering of workplaces with containers with large-sized parts; Execution by operators of work on unpacking of parts and waste disposal; Unnecessary movements of operators, waiting, alteration of defects; There is no organized submission of materials on work places. For the purposes of a systematic approach to the efficiency of production organization, to exclude work that does not add value to the product and reduce costs, it became necessary to apply the principles of the GAZ production system and the training (theoretical, practical) to the tools and methods of the GAZ production system for team leaders (leaders).

3. Conclusions

Based on the work performed and the results obtained, the objectives of the production development in the workshop for the next year should be: 1) increase in production of production personnel by 7.5%; 2) organization of submission of details for workplaces on the system “Kanban” with regard to barcoding 90%; 3) increase the level of implementation and distribution of the production system by 0.89 points; 4) reduction of costs and increase of production efficiency by RUB 11,439; 5) improving the quality of the produced car: DRL by 40.5%; DRR by 175.2%; CPA by 40%. In order to achieve the set goals, the following activities are proposed: 1) Carrying out standardization of workplaces on sections 425-10, 425-20 CСАD; 2) Introduction of a pulling system for the supply of parts, taking into account barcoding for workplaces of assembly sites; 3) Revision of the norms of consumption of material resources, replacement of materials. Decreased defects. Reducing the cost of the tools. Reduction of energy costs; 4) Reduction of the completion time for one car; 5) Management (theoretical, practical) of tools and methods of PS GAZ for leaders (leaders) of groups in 2014 in the number of 18 persons was organized and conducted at the CCAD production sites, in the number of 6 in 2015; 6) Carry out work aimed at eliminating laborious work to eliminate defects such as: Tightening on sidewalls; Poor-quality plastering in false windows; Poor-quality welds on buses 20 + 1; Dent on the hood in the area of the company logo; Dent in the opening of the front doors; Dent fuel filler flap, etc.; 7) Integration into the technological chain of the conveyor 425-10 operations for installing the roof extension, the organization of new jobs; 8) Organization of the wheel manufacturing cell in the production areas of the site and integration of the process into the technological chain of the assembly conveyor.

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1. Kozma Minin Nizhny Novgorod State Pedagogical University, Nizhny Novgorod, Russia. e-mail: kuzneczov-vp@mail.ru

2. Kozma Minin Nizhny Novgorod State Pedagogical University, Nizhny Novgorod, Russia. e-mail: e.p.garina@mail.ru

3. Kozma Minin Nizhny Novgorod State Pedagogical University, Nizhny Novgorod, Russia. e-mail: alenarom@list.ru

4. Kozma Minin Nizhny Novgorod State Pedagogical University, Nizhny Novgorod, Russia. e-mail: dens@52.ru