Russian production sites of the "August" company are included in the implementation of the national project "Labor productivity". At the August-Alabuga plant in the Republic of Tatarstan, the implementation of lean manufacturing principles started in the spring of 2021. As a result of cooperation with the Federal Center of Competence (FCC), the enterprise doubled its output as part of a pilot project to optimize the production of herbicides on the line of aqueous solutions. Now two more production lines are being prepared for the transformations, and for the next three years the global goal of 30/30/30 has been set for the plant: an increase in labor productivity by 30%, an increase in product margins by 30% and an increase in the productivity of the enterprise to 30 million liters of products in year. At the moment, another production site "Augusta", located in the Chuvash Republic, is being prepared to be included in the number of participants in the national project - the branch of Firm "Augusta" JSC "Vurnarsky plant of mixed preparations".
Optimization of herbicide production on the line of aqueous solutions of the August-Alabuga plant was chosen as a pilot project, within the framework of which it was planned to test and evaluate lean production methods at the August company. This line produces preparations "Augusta" for weed control on various crops: "Tornado 500", "Tornado 540", "Dry Hose", "Ballerina", which have earned the recognition of farmers. The primary tasks for the experts and employees of the enterprise were to increase capacity during the peak production season and improve the efficiency of equipment. The project started in March 2021.
Lean production methods have shown their productivity: according to the results of the implementation of a project lasting six months, the output increased by 100% (from 380,9 to 761,8 l / person-h), and the time of the process in the manufacture of one batch of product (20 cubic meters) decreased by 48% (from 23 to 12 hours).
Key points in optimizing line performance related to eliminating bottlenecks between different production cycles - situations where the limited capacity of one section limits the efficiency of another. So, one of the effective changes was the acceleration of the drug filling line. After receiving confirmation that the quality indicators of the finished product meet the requirements of the technical specifications, the time from the start of pumping it into the storage tank to the start of filling was 120 minutes. However, by means of calculations, experts have confirmed the possibility of starting the filling of the drug earlier - before the final filling of the storage tank. After the introduction of organizational measures before the start of packaging, as well as a change in the approach to the size of the packaged preparations, the waiting period was reduced to 15 minutes - only this made it possible to reduce the batch production time by 27%, and increase the output per person by 35%. In addition, it was possible to make the processes of pumping finished products and control of their quality parallel.
An important role in minimizing downtime and optimizing production processes was played by the introduction of production analysis, rebalancing of production lines in terms of leveling their productivity, improving in-shop logistics, standardizing work at stages with high variability of operations (including at such a stage as labeling). An information system for monitoring and calculating the overall efficiency of equipment (IVAMS) was introduced. At the same time, the employees involved in the production process underwent additional training in the following programs: "Fundamentals of Lean Manufacturing", "Implementation of Improvement Projects", "Production Analysis", etc. Working conditions were improved, a standard for the workplace and its cleaning was introduced, and feedback was strengthened , regular informing and involvement of each employee in the main processes of the enterprise, material incentives were introduced for the most active and orderly employees, including the possibility of career growth.
The implementation of the program to increase labor productivity at the August-Alabuga plant continues. The following facilities are an emulsion concentrate line for fungicide production and an emulsion concentrate line for herbicide production. Two relevant working groups are already operational; on the fungicide production line, a project map is ready, production analysis has been carried out, ideal and target flow maps have been developed.
“Our main goal is to move to work in a lean production mode on an ongoing basis and with the involvement of all our employees, without exception,” says Vladimir Alin, General Director of the August-Alabuga plant. - This is not a loud slogan, but a direct necessity. Optimization of many work processes at the enterprise will help us to fulfill the ambitious tasks of providing farmers with plant protection products, and participation in the national project to increase labor productivity in this regard is a huge help. "
Another Russian production site - the branch of JSC Firm "August" "Vurnarsky plant of mixed preparations" - is currently also preparing to participate in the national project. In November 2021, an expert from the FCC has already visited it. Also, the employees and the director of the plant Vladimir Sveshnikov received colleagues from the central office of the company "August" and the enterprise "August-Alabuga" to discuss the plan for the implementation of the lean production system.