Expertise system for ERP implementation at machine-building enterprises. Implementation of the “galaktika erp” system at the machine-building enterprise “chtz-uraltrak” Initial problem and tasks

13.01.2024

Implementation of the SSA ERP (Baan) system at a modern machine-building enterprise: “Ufa Engine Manufacturing Association” Olga Aleksandrovna Tretyakova, Head of SSA ERP (Baan) in the North-Western branch of the company GMCS GMCS “The art of managing large projects is akin to the talent of a conductor, whose every wave of his hands unites the diversity of sounds into great symphonies.”

General Management Consulting Services About GMCS GMCS – General Management Consulting Services – was founded in 1997 and has been part of the Compulink group of companies since 2005. Why do clients choose GMCS? GMCS is a multi-product company, a partner of 4 leading global suppliers of ERP systems More than 200 successfully implemented projects in Russia and abroad / Greece, Italy, Kazakhstan, Moldova, Estonia, Romania, Poland / More than 270 highly qualified specialists Experience of employees in IT consulting from 5 to 8 years Expertise in more than 15 industries

GMCS services About GMCS Key aspects of IT-based management: Management and IT consulting Selecting a software solution for enterprise management Supply of information system licenses Implementation of leading ERP/CRM systems Audit of information systems implementation projects Training of system users Adaptation of software to enterprise requirements, development of solutions Technical support of information systems

Microsoft: Microsoft Dynamics AX (Microsoft Axapta), Microsoft Dynamics CRM, Microsoft Office Accelerator for Sarbanes-Oxley (MOSASO) Oracle: Oracle E-Business Suite, Oracle Financial Analyzer/Oracle Enterprise Planning & Budgeting, Oracle CRM SAP CIS: mySAP Business Suite , mySAP All-in-One, SAP NetWeaver, SAP Business One SSA Global: SSA ERP (Baan), SSA ERP LN (Baan 6.1) “Boss. Personnel systems": "BOSS-Personnel" About the company GMCS Product line

Clients Nuclear industry Distribution Logistics and transport Mechanical engineering and equipment production Oil and gas industry Food industry and agriculture Printing industry and packaging Consumer goods FMCG Communications and telecommunications Construction industry Retail trade and catering Pharmaceutical industry Chemical industry, etc. About GMCS

Year of foundation. Number of personnel - more than 19 thousand people. Number of independent divisions in the association Industry - mechanical engineering Types of products: aircraft engines and components, gas power plants, snowmobiles, walk-behind tractors, etc. civil products Ufa Engine-Building Production Association

The association has a license for the production of aviation equipment. The quality system meets the requirements of ISO-9001. UMPO has a quality certificate issued by the certification body TUV CERT (1997 Germany), as well as a certificate of conformity in the Oboronsertifika system issued by the Soyuzsert body. Unique technologies such as “Vacuum casting” are used complex-profile blades”, “Ion implantation, precision casting of titanium alloys with gas-static castings”, “Stamping of blanks in superplasticity mode”, etc. All types of production are available at the Ufa Motor-Building Production Association. The production of 51 models of aircraft engines has been mastered, which were installed on 168 types and modifications of military and civil aircraft of the MiG, Su and Tu series UMPO engines are used in 49 countries around the world More than 50 large customers in Russia and abroad - in India, China, Vietnam, South Korea

2. Design and engineering analysis of products - CAD/CAE CAD designs of main products 5. Development of technological processes of products and software for CNC machines - CAM CAD TP 7. Testing of products of process control systems - testing 8. Operation of products Operation monitoring 6. Production of SSA ERP products (Baan) Implementation of CALS technology at OJSC UMPO CAD CAD/CAM CAE Baan ERP PDM Product life cycle support 1. Marketing research and strategic planning Technical specifications for the product 3. Logistics and technical supply SSA ERP (Baan) 4. Design and engineering analysis those. CAD equipment, technological equipment designs and design documentation

Reasons for choosing the SSA ERP (Baan) system Experience of implementation at other military-industrial complex enterprises in Russia and abroad Availability of a reference model in the SSA ERP (Baan) system that describes the business processes of the enterprise Use of a smooth reengineering methodology in SSA ERP (Baan) that does not require immediate changes business processes of the enterprise

Managers of functional areas of the Chamber of Commerce and Industry Procurement Production Sales Budgeting and controlling Financial calculations Accounting Head of the planning and economic department Deputy director of the main production Head of the supply service Head of the financial department Chief accountant Sales director Chief technologist

Progress of work Period Contents of work 2001 June-December Preparation of a design solution, testing 2002 January-June Purchasing management, inventory movement accounting, production accounting 2002 July-December Transition from Baan IV to Baan V 2003 January-December Sales management, Management of settlements with counterparties, Material accounting 2004 January-December Project management for the preparation of new products, tool accounting 2005 January-December January-December Cost management, Planning

Communication between SSA ERP (Baan) and automated control system UMPO Production planning Maintaining master data UMPO Production planning Maintaining master data SSA ERP (Baan) ERP Purchasing management Inventory movement Shop management SSA ERP (Baan) ERP Purchasing management Inventory movement Shop management

Implementation problems solved in Inconsistency of some of the enterprise’s business processes with the standard processes of the “Western” aerospace industry. Low performance of the association's computer network (speed of about 2 megabits/sec). Maximum load and lack of computing power of the working server "BAAN" (no more than 170 sessions at a time).

Results at the beginning of 2005 Monitoring the fulfillment of contracts Monitoring deliveries by item, terms, taking into account permitted substitutions Planning purchase prices Automatic reconciliation of invoices with supplies Monitoring the timing of debt repayments, taking into account the conditions and payment schedules Automatic generation of postings Procurement, Finance

Results at the beginning of 2005 Regulatory calculation of DSE Accounting for the launch of production batches, generation of accompanying documents Accounting for write-offs for production orders Operational accounting of order fulfillment Accounting for production, generation of accompanying documents Accounting for defects Accounting for technological waste and surplus Control of work in progress Production

Results at the beginning of 2005 Monitoring the fulfillment of contracts Monitoring shipments, taking into account the terms of payment and client debts Controlling shipments according to the nomenclature of contracts Controlling the timing of debt repayments, taking into account the conditions and payment schedules Automatic generation of invoices and shipping documents Sales, Finance

Results at the beginning of 2005 Supply quality control Storage control Control of standard stocks, revaluation Control of stock movement by quality batches Control of non-liquid items Automatic generation of postings Carrying out inventories Inventories, Finance

Results at the beginning of 2005 Accounting, tax, management accounting of fixed assets Settlements with banks Settlements through the cash register, maintaining accounts Integration with the subsystem for maintaining master data Integration with the planning subsystem Integration with the payroll subsystem Other results

Release batch in SSA ERP (Baan) = release batches. Planning occurs based on the times of operations in the technological route. The launch date and release date are planned, and they are also controlled. There is no shortage of operational meetings. Of the possible options for selecting batch sizes, it is proposed to choose planning based on demand. The presence of inter-site and inter-shop shifts - in SSA ERP (Baan) is determined in the route based on the technology or in the movement parameters - for finished parts. Differences in planning SSA ERP (Baan) and OASUP

Our coordinates GMCS, Moscow, Michurinsky pr., no. URL: Tel./Fax:: +7 (495) , St. Petersburg Bolshoy pr. V.O., no. 80 Business center "Senator" Tel.: + 7 (812), Fax: +7 (812) Thank you for your attention!

Initial problem and tasks

The company used a system developed in Clipper (for entering production data), “1C: Accounting 7.7” (for maintaining regulated accounting) and “1C.8 ZUP” (for payroll calculation). Management was considering the transition to a comprehensive application solution “1C: Manufacturing Enterprise Management 8” (or “1C: ERP 2.0”).

Proposed solution

According to the Customer’s requirements, 2 implementation options were proposed:

1) Automation based on software products “1C: UPP 8” + “PiterSoft: Process Management”

2) Automation based on software products “1C: ERP 2.0”.

Comparative characteristics of the solutions are presented in Table 1.

Table 1. Comparative characteristics of the correlation between the Customer’s goals and the functional capabilities of 1C software products

The customer decided to automate using 1C: ERP 2.0.

Result

1. Accounting for production of products produced according to individual orders of customers with their own technical equipment. documentation

2. Monitoring the fulfillment of the buyer’s specifications at all stages (production - quantity, sale - quantity, price), including deadlines

3. Automatic generation of production task

The “Treasury” (planning of income and expenses) and “BDDS” (plan-factual analysis of enterprise cash flows) blocks were launched. The “BDR” block (plan-fact analysis of enterprise income and expenses) was partially launched (the project was suspended due to lack of funding from the Customer)

1. Regulated (both accounting and tax accounting in the system) has been launched.

2. Implemented serial (batch) accounting of materials and finished products

3. Organized the receipt of production costs by order

4. Set up to receive the necessary regulated Accounting and Tax reporting (including consolidated)

1. Automated accounting of customer specifications, calculation of planned cost estimates according to specifications

2. Implemented control over the fulfillment of the buyer’s specifications at all stages (production - quantity, sale - quantity, price), including deadlines

3. Mutual settlements with customers in the context of specification/specification line.

4. A mechanism for automatically generating documents and calculating prices between our own legal entities has been set up.

During the project implementation, the following areas of production activities were automated.

Expertise system for the implementation of ERP at machine-building enterprises Tikhonov A. N. Director of the State Research Institute of Information Technologies and Telecommunications State Research Institute ITT "Informika" Slide No. 1

Introduction of achievements of fundamental and applied science: ensures economic development; strengthens national security; allows integration into the global economy. IPI technologies ensure: the quality of complex engineering products; compliance of such products with international standards. Slide number 2

Introduction of FDI technologies in US industry: direct reduction in design costs - from 10 to 30%; reduction in product development time by 1.5-2 times; reduction in time to bring new products to market – from 25 to 75%; reduction in the percentage of defects and the volume of design changes - from 23 to 73%; reduction in costs for preparing technical documentation – up to 40%; reduction in costs for the development of operational documentation – up to 30%. According to foreign sources, losses from imperfect information interaction with suppliers in the US automotive industry alone are estimated at about $1 billion per year. Slide number 3

To implement IPI technologies, a line of software products is required that accompanies the product through all stages of the life cycle: Scientific research Design work Technological preparation of production Production Operation Operation Disposal Slide No. 4

Main components of IPI technologies Legal independence Technological independence Information security IPI technologies Standards, regulations, catalogs PDM ERP CAD / CAE / CAM ILS design Production Operation Slide No. 5

Difficulties in implementing ERP systems in Russia (%) The main reason for the failure of implementing ERP systems in Russia is that enterprise managers do not participate in the project, as a result the project is delayed, becomes more expensive and ultimately remains unclaimed. Slide number 6

Ways to promote ERP systems in enterprises: through their own departments of automated control systems, IT, etc., which are interested in increasing their own influence in the enterprise by justifying their existence; this leads to increased cost and complexity of the enterprise’s technological infrastructure; through sellers of ERP systems, who contact enterprise managers in any way for the sole purpose of selling and making a profit, without caring whether the enterprise needs it or not; on the recommendation of independent consultants; the advantage of this method is the ability to avoid a rash acquisition of a system by analyzing the problem and the current situation at a given enterprise; consultants offer options; the final decision must be made by company managers. Slide number 7

GNII ITT “Informika” has: a scientifically based methodology for analyzing and selecting IPI technologies; a database of independent experts in the field; experience in solving similar problems in a number of international projects and federal target programs on assignments from the Ministry of Industry and Science of Russia and the Ministry of Education of Russia; as an example - examination of compliance with the Russian version of the Baan ERP system. ERP requirements for creating a basic system on its basis for defense industry enterprises in comparison with competing solutions. Slide number 8

Expertise in the selection of a basic ERP system for defense industry enterprises. The following are taken into account: the specifics of the implementation objects; their importance for ensuring the economic and military security of the state. Software products reviewed: Baan; R 3 SAP; Oracle e. Business Suite; Galaxy; a number of other ERP systems. Slide number 9

Key requirements of the defense industry: compliance with the peculiarities of the production process at defense industry enterprises; compliance with international standards MRPII/ERP systems; implementation of the most effective methods of managing defense industry enterprises; functional requirements of a general nature (for managing production activities and the enterprise as a whole); functional requirements that take into account the specifics of defense industry enterprises; requirements for functionality from the information support side; quality requirements (compliance with ISO quality standards – 9000 version 2000; system testing; support for cross-version compatibility); means of implementation, adaptation and expansion of functionality; technological and system requirements; requirements for localization and support in accordance with operational requirements at defense industry enterprises. Slide number 10

Properties of defense industry products: complex high-tech products, units, services and documentation; long life cycles; unique configuration of finished product copies; a large number of components and levels of input; a large range of purchased products and materials; a large flow of design and technological changes. Slide number 11

Features of the production of defense industry products: development and/or production to order; combination of single and serial types; variety of forms and organization of production; diversity; long production cycles; large share of technical preparation of production; variety of technological processes - procurement, welding, foundry, machining, assembly. Slide number 12

Features of the defense industry management process: diversity; combination of approaches; program-target and linear-functional multi-level (strategic, current, operational); end-to-end nature (suppliers, manufacturers, customers); multiplicity of areas of planning, accounting and planning accounting units (contracts, projects, products, kits, batches, works, operations, etc.); a wide range of organization methods and management methods; such specific techniques as advance groups, serial counting, completeness; specifics of planning and cost accounting. Slide number 13

Difficulties in comparative analysis: differences in understanding of ERP system standards in Russia and abroad; differences in the functional structure of ERP systems among different development companies; detection of significant differences between systems only at deep levels of their structures; differences in the structure and list of reasonable and sufficient functionality, from the point of view of development companies; dynamic ideas about evaluation criteria and properties of systems. Slide number 14

Necessary requirements for the basic ERP system BAAN Oracle e. Business Suite R 3 Galaktika Availability of source codes of the system from a Russian company + - - + Adaptation of the system to current legislation by a Russian company* + - - + Support and maintenance of the system by a Russian company* + - - + Russian ownership of the Russian version of the system + - - + * The founders of the company are only Russian individuals and legal entities Slide No. 15

Sufficient requirements for a basic Oracle ERP system e. Business Suite R 3 Galaktika Compliance with international standards MRPII/ERP systems + + + - Implementation of the most effective methods of managing defense industry enterprises + + + - Functionality that takes into account the specifics of defense industry enterprises + partially - 3-level architecture 2-level Customer service via the Internet + + + – Web client + + + – Oracle, Informix, Oracle Manufacturability and architecture of the BAAN system Supported databases Slide No. 16

Quality characteristics of ERP systems Difficulties in obtaining objective information about systems, easily explained by competition in the software market Baan Oracle e. Business Suite R 3 Galaktika + + + - Duration of the company's presence on the ERP systems market 25 years 10 years Duration of product presence on the Russian market 9 years 7 years 13 years 10 years More than 16,000 About 10,000 More than 25,000 - More than 50 About 10 More than 100 About 50,002 Availability of implementations at leading enterprises of the Russian defense industry + - - No data Availability of a partner network + + 12 -24 months. 24 -36 months 36 -48 months 9 -24 months Compliance with ISO 9000 standards Total number of implementations in the world Number of implementations in Russia Average duration Slide No. 17

Results of the analysis of ERP systems for the defense industry: SAP R/3. Leader in the market of automated enterprise management systems. However, these solutions are used only to manage financial and accounting tasks at the level of management companies of large corporations. Experience in manufacturing companies is not so great. SAP R/3 has a high cost of ownership. The source codes of the system have not been transferred to Russian partners. The State Technical Commission has certified only the means of delimiting access rights to the system. Oracle e. Business Suite. Traditionally, Oracle application solutions (except DBMS) are used exclusively to manage the financial activities of companies. As with SAP, the company has virtually no industry experience. Localization and support of the system is carried out by the Company's representative office. The source codes of the system have not been transferred to Russian partners. Baan. A product of SSA Global Corporation, a leader among software manufacturers (up to 40% control) for industrial enterprises. Baan's solutions are considered the best in the world for defense industry enterprises. The source codes of the system are owned by the Russian company Alpha. Integrator”, which refines the system taking into account the requirements of national legislation and ensures the correct transition of users to new versions of the system. Galaktika Corporation continues to try to create production management modules in its system. When developing the system, existing business processes at Russian enterprises were used without their optimization. The proposed model of production management reflects the approaches of the times of centralized planning, and the implementation of such solutions leads to a lag of Russian enterprises in the field of business management. Slide number 18

Results of the examination: the need to focus on the use of powerful integrated adaptive basic ERP systems; adoption by Russian companies of the most advanced approaches to solving resource management problems proposed by world leaders in ERP solutions; the effectiveness of significantly lower costs on information technology (compared to capital investments in the technical re-equipment of enterprises) with a comparable impact on the growth of labor productivity. Based on the above, we consider it necessary and appropriate to recommend the Russian version of the Baan ERP system, owned by the Alfa Integrator company, as a base system for Russian defense industry enterprises. Slide number 19

Proposals on the structure of the examination system Ministry of Education and Science Ministry of Industry and Energy Department of International Relations and Information Technologies Department of the Defense Industrial Complex Federal Agency of Industry Interdepartmental Council Federal Agency for Science and Innovation State Research Institute of IT "Informika" Interdepartmental Center for the Development of IPI Technologies Approval Independent experts Examination result ERP developer companies and equipment suppliers Enterprises Universities Slide No. 20

Order of the Ministry of Industry and Science of Russia No. 277 dated December 23, 2003 “On the creation of an interdepartmental center for the development of IPI technologies” In accordance with the order of the Ministry of Industry and Science of Russia dated November 28, 2003 No. 264 “On the organization of work on the implementation of a comprehensive interdepartmental program for improving the quality of products of the defense industry complex "and to coordinate the implementation of the research work and pilot projects in the field of FPI technologies provided for in the specified program, I ORDER: 1. To assign the functions of an interdepartmental center for the development of FPI technologies to the state institution “State Institute of Information Technologies and Telecommunications” (A. N. Tikhonov) (hereinafter referred to as the Center), entrusting it with organizing and coordinating the implementation of the following set of works at defense industry enterprises: scientific research in the field of IPI technologies; creation and system integration of a set of domestic software products in the field of IPI technologies, ensuring their effective implementation at enterprises in various industries; analysis and examination of foreign software products in order to ensure the safety of their implementation at industrial enterprises; ensuring the implementation of pilot projects for the introduction of IPI technologies carried out within the framework of agreements with the Russian Ministry of Education and Russian agencies for defense industries; creating and ensuring the effective functioning of a system for retraining and advanced training of specialists in the field of IPI technologies using promising educational processes, including distance learning; organizing regional centers for the development of FPI technologies; provision of consulting services in the areas of activity of the Center. 2. ... Acting Minister A. Fursenko Slide No. 21

First, about the project itself: the implementation of 1C:ERP at an industrial enterprise. When we came to the client (in 2015), the number of people in the plant was 5 thousand people. During the project, the plant has grown significantly and increased production volumes; it now employs about 6.5 thousand employees. 1C is installed on 1.2 thousand workplaces. Active users now (June 2017) are about 350, with plans to increase to 450.

The enterprise is part of the military-industrial complex of Russia, and, therefore, has its own specifics.

Before this project, I launched medium-sized enterprises (1000-1500 employees, 50-150 jobs). We have already learned how to do them, having developed a clear methodology (now my team and I have an average time to transfer a project into commercial operation 7-10 months, depending on its complexity.)

But, as it turned out, with an enterprise of more than 2.5 thousand employees, there is a qualitative leap in the complexity of the project, which requires a revision of the technology.

So, in order. We arrived at the plant at the end of 2015. Initially, the task was to launch regulated accounting. In the course of functional modeling, the Customer’s management (at the suggestion of the chief accountant) decided to transfer the function of entering primary documents “on site”. The project boundaries were revised to include central warehouses, storerooms, shop accounting, contract management and BDDS. The deadline for implementing regulated accounting was shifted to 2017, and during 2016 the “primary” accounting system was automated.

The decision that the functional units would be launched into pilot industrial operation (hereinafter referred to as “OPE”) in stages, although it brought us a lot of headaches, globally turned out to be correct: if we had launched everyone at once, we would have simply drowned in a wave of problems, oh which I will tell you later.

To be honest, I thought that the main difficulty would be sabotage from users. Before the introduction of 1C, they did not enter anything centrally: some worked in Excel, others in self-written systems. The basis of document flow were “pieces of paper”, which were then submitted to the automated control system for entry by operators into the accounting program. Here, the project team from the Customer’s side approached the issue competently - a number of orders were issued, signed by the General Director, which closed the problem. The orders were not drawn up in the usual style “a system is being launched at our enterprise...”, but were quite specific: “from such and such a date, the accounting department will accept from warehouses only documents issued from 1C.” To eliminate possible misunderstandings, we immediately turned on barcoding of documents and distributed scanners to the accounting department (in fact, there were attempts to submit documents “drawn” by people in Word).

The launch sequence was determined as follows: central warehouses, contracts, BDDS, workshop storerooms, workshop accounting, and as a result - already regulated accounting, which was also divided into separate functional areas.

The first (although not the main) problem was quite predictable - the volume of data. However, I initially underestimated its scale. For example, simply loading (without any processing) balances at a “low price” takes about 4 days. And if the results suddenly reveal discrepancies, then another four days, and then another... That is, this stage of work must be worked out very carefully during planning together with the customer, literally day by day. For example, here we followed the usual path: we downloaded only directories and assigned users to hit the “primary” page, so that after finishing downloading the remainder, everything would be carried out, checked and entered into operational accounting. As a result, we physically did not have time to consolidate accounting and accrue repayment of costs by the end of the month, and in order to submit management reports, we had to manually transfer cost amounts from the old system, and then adjust them due to different accounting methods.

Also, the customer does not have many of the necessary data in normal form, and accordingly, they need to be asked to prepare them much in advance: for example, we started collecting a list of open orders three (!!!) months in advance. It would seem, what could be simpler? The enterprise must have information about what it should produce and ship to whom and when. But, as it turned out, in a formalized form they only had order numbers (a requirement for organizing separate accounting for the State Defense Order), and the name of the product, quantity, terms, etc. were stored either in Excel somewhere or in paper contracts.

In subsequent projects, my clients and I begin preparing for data transfer immediately after the first stage of the project - functional modeling.

And the scale of manual work must always be kept in mind when designing: for example, initially, when designing mutual settlements, the client wanted to break down the debt by stages of contracts, but after analyzing with us the labor costs of the preparatory work, they abandoned this idea.

Also, a large amount of “primary” increases the cost of errors: if you suddenly forgot about filling out some details or taught how to fill them out incorrectly (which, unfortunately, happens), then you won’t be able to “quickly go through everything with your hands.” In the best case, you will receive correctly filled in data starting next month. That is, on such projects you can only use a very experienced project team - the “jambs” of beginners may simply not be able to be corrected.

In addition, such a scale imposes specific requirements for pilot-industrial operation: usually for simple areas (for example, central warehouses) I budget one and a half to two months of support, this is quite enough to work out a block. And here some storekeepers began to seriously analyze the data in the program only after 3 months. That is, before this they simply learned how to enter documents into the system. It turned out that during the work to launch other sections, resources had to be diverted to support closed functional blocks. This must be taken into account when planning people and budgets.

Separately, it is worth mentioning the organization of informing users of the program. It is necessary to build modules into the configuration in advance to display mandatory messages: calling 350 people and saying that the instructions have been updated or that cost calculation will be launched today is unrealistic. Here the patch from the BSP (library of standard subsystems) helped us a lot.

In addition to the problem of scale described above, the second and main problem of the project was that there were no people at the enterprise who fully owned the work of any accounting area. At first I thought that these were characteristics of only this plant, but now I understand that for large organizations this situation is rather the norm. There are several key users who manage some of their own “piece” and there is a department head who has his own idea of how they work. And between them there is an abyss.

How I worked before: for each process, its Owner was identified, who formed the requirements for it, we developed a work plan, went through it with key users, and then approved it with the owner. Typically, this technique covers 80% of operations well, and the remaining 20 are “corrected” at the stage of pilot operation. We followed this path here too. The difference between reality and the perceptions of department heads appeared almost immediately. But the bosses said “it can’t be!”, and the subordinates, due to the corporate culture, did not object to them. As a result, the approved work scheme contained some too labor-intensive operations, a lot of redundant controls and did not contain a certain amount of what “they definitely don’t have.” All this had to be redone during pilot operation. The modifications that had already been implemented and delivered were eventually radically rewritten, and the EPE itself required the constant presence of programmers.

To the problem of the “spreading out” of knowledge about each process between dozens of people, there was added a large number of seemingly similar departments (they have about 30 central warehouses alone), which, despite the similarity of functions, had their own specifics and their own accounting features - which means that even the same operations can be performed in several ways. The slogan “process unification”, announced at the start of the project, died during the first combat launch.

Analyzing the results of the project, I don’t yet see a way to particularly reduce the risk of a significant discrepancy between the described processes and reality: in order to work out the scheme in detail with each department, and then with their managers, the budget for Functional Modeling will have to be increased by 5-7 times, and it is usually difficult for customers to understand the value of this stage and pay 25% of the project cost just for a “piece of paper”. There was an idea about a test run of the system on several departments, which I tried on another project, but it did not fully justify itself.

At the moment, I have determined for myself that on projects of similar scale I will have to put up with iterative refinement - just organize it correctly, and immediately include in the assessment the work of programmers for the entire pilot operation, and increase the time frame for user support at least twice.

The third problem of the project follows from the first two: a large number of users (for which many consultants are needed) and a large number of design decisions that are made right at the PPE stage. And since in ERP one and the same problem can be solved in different ways, different consultants use different methods, and as a result the system begins to “spread.” No “meetings at the end of the day” help here, because due to the volume of various issues, consultants simply forget a lot by the evening.

In the future, I will introduce a separate architect into such projects, who will be isolated from the users for the duration of the project, and through whom all design decisions will be made. He will also update user instructions daily (they are really needed for a large number of users).

What's the result? Despite the bumps, tears and gray hair, the client’s management unit was launched. Now we have moved on to regulation. I hope that the experience gained in the first stages will help in its launch.

The increase in state defense orders and tightening control over the expenditure of funds allocated for its implementation required enterprises in the machine-building complex to improve management accounting systems. As part of the implementation of the program for the rearmament and modernization of the Russian army, the volume of orders has increased, as a result of which it has become more difficult for enterprises to produce defense products in a timely manner and at adequate prices. In addition, there is clearly a trend towards consolidation in the industry. 60% defense products are currently produced by large engineering holdings. To monitor the production situation in real time and effectively maintain management accounting in accordance with the requirements of modern legislation, such enterprises must actively use new technologies.

Automation systems used at defense industry enterprises

In connection with large-scale technical re-equipment, enterprises of the military-industrial complex are purchasing CNC machines and creating automated control systems. As a rule, such automated control systems are built on the basis of a whole complex of specialized software products: ERP, HRM, CAD, EDMS, CPM, EAM, PLM, CAD, CAM, PDM, etc. Information systems of various classes are organically integrated with each other, as a result of which a modern smart production. Automated control systems for the full life cycle of products allow enterprises to produce more competitive and high-tech products.

Over the past 5 years, ERP-class systems have remained the most popular IT solution at defense industry facilities. Their share among all components of the IT infrastructure reaches 35% .

Advantages of using ERP at a machine-building enterprise

Through the use of “1C:ERP Enterprise Management 2” at factories and defense industry facilities conducting research work, the following is ensured:

Compliance with the requirements of the State Defense Order. According to the Federal Law “On Amendments to the Federal Law “On State Defense Order” and certain legislative acts of the Russian Federation” dated June 29, 2015 N 159-FZ, it is necessary to maintain separate accounting of costs in various areas (accounting, management, etc.).
Closed and consistent reporting. Machine-building enterprises are subject to regular inspections by management companies, military representative offices, tax authorities, Rosfinmonitoring, FAS, banks, etc. Thanks to the use of the ERP management information system, all reporting figures are easy to explain and “fight among themselves.”
Simplification of military acceptance procedures.
Full control in the field of project management, production, finance, logistics.
Effective management of purchases and orders.
Simplification of planning and cost regulation. Labor costs, equipment and materials requirements are calculated automatically.
Convenience of production planning. You can specify a list of operations for the manufacture of each individual product, assign completion dates and shipment dates for them.
Production dispatching.
Timely maintenance and repair of equipment.
Automation of accounting of current warehouse stocks.
Automation of accounting for production capacity utilization.
Automatic generation of production tasks for workshops.
Immediate notification in case of delay from the planned work schedule.
Automatic re-planning with updating deadlines for task implementation.
Automatic generation of orders to suppliers.
The ability to carry out plan-fact analysis of costs and deadlines for fulfilling orders after they are completed.
Timely reflection of the fact of order completion.
Quick return on investment by minimizing illiquid inventory, reducing downtime, and eliminating theft and abuse.
Improving enterprise manageability. The production situation can be monitored in real time by all responsible persons.