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Izhevsk Mechanical Plant is a major firearms manufacturer that produces Makraov, Yarygin and Toaker pistols, Mosin rifle, Degtyarev and Simonov antitank rifles – about 750 000 units each year. The plant also produces specialized machinery, microelectronics, precise steel castings and other products. It is a large diversified enterprise where automation of business processes is necessary.
Manufacturing of any goods and of firearms in particular is a continuous activity with a very long cycle. All the departments if IMP are involved in this activity. The plant uses an ERP system to automate manufacturing, coordinate services and departments. Implementation of a BPMS is a new step in development.
The plant needed to optimize document management and to get rid of manual input, long document approval, excessively complex routes for memos and contracts. These look like standard tasks typical for any large company. However, no out-of-the-box solution for document management suited the plant.
The main criteria for selecting the system was flexibility. IMP is deeply involved in transformation and scaling of the business, so the plans for development are formed for a few years ahead. They were looking for a tool that could be easily integrated with other IT systems, and would easily adapt to any changes introduced in the company, and would have enough capabilities in store for any future modifications. The ELMA BPM system met these requirements perfectly, so the plant launched implementation of the BPMS.
There were three main phases in automating document management on the plant:
• Configuration of task management and schedule compliance module.
• Automation of handling organizational-administrative documents.
• Contract management.
The most active participants of the implementation project were heads of departments, employees of IT, Organizational Development, and Legal. Wherever necessary, other employees also took part in the project.
Less paperwork. Due to automation, the amount of paper documents has reduced significantly. Of course, there are still paper documents required by the law, such as CEO’s administrative orders that always have to be printed and signed.
Automatic task assignment. Tasks are assigned based on executive documents. If an order or a memo specifies a responsible employee, the exact task and due dates, ELMA automatically assigns this task to the employee. The employee and their superior receive notifications about the task having been assigned.
Optimization of document routes. This is a major step in automation of contract management. In engages each department of the plant to one extent or another, so you can imagine how many people are involved in the process. After analyzing requirements and requests of different departments, IMP determined more than 200 routes for contractual documents. These routes were optimized and today in ELMA, there are 6 document flows and 20 routes.
Electronic records management. Processing incoming and outgoing mail is a difficult task because the amount of letters and electronic messages in enormous. Electronic records management help take the workload off the company’s administration office. Now, mail is very well structured and correspondence is handled only by those employees who have specific permissions.
Security. Access to documents in the system and permissions within business processes are strictly differentiated. IMP belongs to the military industrial sector so the issues of security are highly prioritized.
Today they continue working on automation based on the ELMA BPM system. Processes for managing regulatory documents are being designed. Such documents include state and industrial standards, instruction and policies. Unlike administrative-organizational documents, these documents belong to a strict hierarchy and approval routes. The plant is also planning to integrate ELMA with their module of financial compliance.