One right decision out of hundreds of thousands
The enterprise could be managed “manually” in the early 2000s, when it produced only four truck models. Today KAMAZ produces cars in 200 variants, customers choose them (therefore, only 15–20 units pass each month for the same).
Two conveyors of machine assembly and one assembly of cabins, as well as 30 workshops of mechanical assembly production, must be provided with strictly defined components, and there are more than 70 thousand of them. Moreover, they need to be delivered to certain workstations (there are 70 of them on each assembly line), and they can get lost on the right and left sides of the conveyors … No human brains can cope with such a variety and volume of tasks. Only computer.
To modernize production management a system based on the industry-specific SAP for Automotive solution was applied.
“Its implementation coincided with the onset of the crisis, when KamAZ significantly reduced investments,” said Yury Klochkov, First Deputy General Director of KamAZ OJSC. - However, the project continued to be implemented. And they were not mistaken: the company was ready for the post-crisis growth in production volumes and their adjustments. Now the daily output has reached 180 cars, which corresponds to the pre-crisis period, but at the same time the number of work shifts has been halved, and as a result, doubled productivity growth has been achieved.
Other results of the implementation of SAP for Automotive in 2010:
- shortages of inventory decreased by 25%;
- 10% less rejects at the main production of the car assembly plant;
- all divisions optimized production costs;
- downtime is excluded.
The total economic effect is estimated at 500 million rubles.
Now more than 1000 users are connected to SAP for Automotive, but development continues. After completing work at the automobile plant, the creation of an inter-plant supply planning system began. Until the end of 2011, a logistics system will appear, uniting the enterprises of the main technological chain. Long-term plans include the introduction of solutions for the press and frame plant, sales and dealer network management, and the improvement of financial and economic activities.