USC specialists presented a comprehensive strategy for the development of the Russian Shipbuilding production system (PSRS). The presentation of the project took place at the corporation's Management coordination council, which was held at the Baltic Shipyard under the chairmanship of USC CEO Andrey Puchkov.
"The presented PSRS development strategy demonstrates an integrated approach to the modernization of Russian shipbuilding through the integration of modern management practices, digitalization of production and the development of human capital," Andrei Puchkov said at the meeting. – The phased implementation of all areas of the system's development using the methodology of integrated programs for the technical and economic development of enterprises will ensure a steady increase in the operational efficiency of the industry. USC is ready to openly share the best practices gained during the development of the PSRS with colleagues, which will undoubtedly contribute to achieving the goals of the updated Strategy for the Development of the Russian Shipbuilding Industry."
The Baltic Plant
FlotProm, Nikita Grigoriev
As explained in the USC press service, the production system of Russian shipbuilding is defined as a set of interrelated practices, processes and procedures for conducting operational and investment activities. The main goal of the development of the USC is to increase operational efficiency, the quality of execution of business processes and management decisions in order to achieve the strategic goals of the USC and the industry as a whole.
In 2024, the corporation's management decided that it was necessary to restart and transform the existing USC production system, focused on lean manufacturing, into a sustainable process management system.
The transformation is based on two operating systems: the Quality management System (QMS) and the lean manufacturing management system. The QMS is present in all USC structures and is based on GOST R ISO 9001, however, it requires the elimination of deficiencies in the depth and completeness of documents, as well as the coverage of all management processes. The lean manufacturing system is a set of tools for identifying losses and improving the efficiency of production processes, the press service noted.
In the process, the corporation's experts identified five key areas for the development of the Russian shipbuilding Production System.:
- • Production and equipment management.
The main objectives of this area include: improvement of production planning and dispatching; increase in the efficiency of design and technological preparation of production; transition to new principles of design work (standardization, modularity, target efficiency, etc.); increase in the efficiency of equipment operation. Nine methodological documents are planned to be developed and implemented within the framework of the direction.
- • Performance management and continuous improvement.
Main objectives: to increase labor productivity; to expand the methodology of the PS to management processes; to form a link between goal setting and continuous generation of improvement measures; to develop comprehensive programs of technical and economic development (KPTER) for USC enterprises; to develop a knowledge management system, and to implement a platform for the exchange of best practices. It is planned to develop and implement 17 methodological documents within the framework of the direction.
- • Human potential development.
The main objectives are to form a strong HR brand; increase the engagement index; increase the percentage of appointments to key positions from the personnel reserve; reduce the percentage of vacancies. Seven methodological documents are planned to be developed and implemented within the framework of the direction.
- • Project management.
Main tasks: formation of a unified project management system: planning, cost, requirements, deadlines, resources and quality; improvement of tools for monitoring and monitoring project progress and deviation management; development of a structure of key performance indicators; automate project management processes. Within the framework of the direction, it is planned to develop and implement 12 methodological documents.
- • Management of supporting processes.
Main objectives: to increase the efficiency of support processes to the level that guarantees the continuity of the main production processes; to reduce the administrative and bureaucratic burden on organizational efficiency. Within the framework of the direction, it is planned to develop and implement 20 practical initiatives.
A comprehensive assessment of the level of development of the production system for each organization will be carried out in three directions: an assessment of the achievement of operational potential through KPTER, an assessment of the quality of ship and ship construction projects, and an assessment of the maturity of the organization of processes.
