Production System and Practices of Zarubezhneft-Dobycha Kharyaga LLC

Production planning and management is currently one of the most "urgent" and "mysterious" challenges for domestic enterprises.

How can personnel be involved in achieving the company's common goals? How can labor productivity be increased? How can the "bottom-up" data transfer process be optimized? How can production process stability be achieved? How can quality be built into them? How can continuous improvement be ensured? How can production sites be used effectively? And so on — the questions are endless.

There can be many answers to all these questions. One of them is through the implementation of a production system.

Back in the 1920s, the system of scientific organization of labor, production, and management (NOTPiU) was first created by the USSR Ministry of Medium Machine Building. A process for improving the organization of labor was developed based on scientific achievements and best practices. It was based on improving organizational forms of using human labor within a single labor collective (for example, an enterprise) or society as a whole. The ultimate goal was to save time spent during the labor process.

The term "production system" itself was first applied in the 1950s at the Toyota plant in Japan, and today this truly broad concept includes many practices.

Single-piece flow, Six Sigma, Kanban, Kaizen, SMED (Single-Minute Exchange of Die), Total Productive Maintenance (TPM), poka-yoke and baka-yoke — "error-proofing and fool-proofing" — there is so much in the modern world.

Zarubezhneft-Dobycha Kharyaga has identified 4 directions for the development of its production system.

TEAMWORK ORGANIZATION is aimed at creating a team of like-minded people who understand their contribution to achieving the company's common goals, training highly qualified specialists to solve the company's strategic tasks, and identifying and developing the potential of the company's employees. It includes practices such as:

• development of the Team Work Standard (TWS)
• determining the best workshop by calculating a rating and the best employee of the month
• visualizing results and current status on boards (Production boards, presence of TWS at the workplace)
• additional motivation (bonuses) for the best employees and best teams

WORKPLACE ORGANIZATION — 5S creates efficient workplaces and is aimed at eliminating waste, increasing productivity, and improving HSE.

LEAN CULTURE AND LEAN PRODUCTION are aimed at creating an element of corporate culture that values the company's property and resources (electricity, fuel, equipment life).

This is achieved in the company by placing posters at workplaces near potential savings objects and on information boards, exchanging experience with companies where the lean production system has been successfully implemented, training employees, and holding workshops and seminars as part of the lean production system development and the search for ways to save.

The goal of a lean attitude is not to reduce costs, but to reduce waste that exists at every workplace for employees of various professions, whether it be a turner, a banker, a civil servant, or a director.

ORGANIZATION OF THE IMPROVEMENT SYSTEM (I HAVE AN IDEA).

"I HAVE AN IDEA!" is a suggestion system aimed at involving employees in the process of continuous improvement of the Company's activities and process optimization in the main areas of "HSE" and "PRODUCTION".

All employees, including those from contracting organizations, participate in submitting ideas. On a monthly basis, all submitted ideas are reviewed and either accepted for implementation or rejected with justification. Points are awarded for ideas accepted for implementation, which can be exchanged for prizes. In addition, a cash prize is awarded for the best idea submitted at the end of the month, quarter, and year.

The practice helps involve employees in the process of continuous improvement, gives them the opportunity to demonstrate leadership qualities, and express an active position in improving production processes and working conditions. Management takes the active position of employees into account when forming the talent pool.

Over 7 years of working with the production system at Zarubezhneft-Dobycha Kharyaga, we have managed to form a culture of leadership and develop a unified approach to solving production tasks. We have created a community of employees who respect their enterprise and are highly motivated to work in it.