How Stas and I automated the plant in 2 months

    Have you ever seen the automation of a manufacturing enterprise completed in 2 months? Or, perhaps, it was possible to do such automation? I am sure there are many such examples. I also have - I throw in the piggy bank.

    I must say right away that you did not have bias when reading (my article, but without bias when reading - ha ha ha ha) - such a short time is not due to the fact that Stas and I did automation. And the matter is not in the platform (yes, this is 1C - what else to automate production in our country with?). The thing is different. Perhaps this experience will be useful to someone if you can create similar conditions and make a record project.

    To be honest, this experience was not useful to me. I’ve never done automation so fast in my life. Stas - also did not. Well, let's go.

    Company


    The company is a full-cycle poultry farm. Own feed production, own chickens, hatched eggs (the herd are called), their incubators, where chickens emerge from eggs, their poultry houses, where chickens grow for about 40 days and become broilers, their killer, where broilers take their lives, their production, where they make sausages, sausages, rolls, etc., their lifeless chickens, where they freeze the hens so that you have the choice in your store to take fresh or last year’s.

    The recently rebuilt pig farm, which was already producing products, went into the load. There were sows that produced pigs, there were boars without which pigs could not be born, there were cultivation of those pigs to the size of hefty pigs, there was a workshop for the deprivation of pigs' life, and meat was transported to the production - to the same place where it was moved hens.

    Why did I talk in such detail? To convince you, from the point of view of automation, this is a real production. Moreover, multi-limiting. And then after all, production is considered to be something related to the hardware, even if the assembly of the product from ten components is carried out simply. There are many more components here. Dozens of spices alone.

    The number of employees, unfortunately, is poorly remembered. There are two numbers in my head - either 3, or 6 thousand people. Such a normal plant, in general.

    initial situation


    I came to this enterprise on October 4, as the head of the IT department. In the submission - Stas, 1C programmer, and two administrators. There are two tasks: routine - to manage the IT department, the main - to transfer the plant from January to 1C 8 Management of a manufacturing enterprise (SCP).

    At that time, the information system was 1C 7.7. I never understood anything in it, so I still don’t remember what it was called exactly - either “Production + Services + Accounting”, or “Integrated”. If there are those who understand, write the difference in the comments.

    Jobs were expected up to hundreds. Normal price tag for the plant.

    The pigsty at that time was not automated at all. They did everything on paper and in Excel, handed over to the chicken coop, and there they entered data.

    Yes, I almost forgot - there was still the Most Important Task. For her sake, everything was started.

    The Most Important Challenge


    If you worked with cost automation, you know what a cost structure is. If you are from the world of 1C, then you know a report such as “Cost Structure”.

    If you do not know, I will explain. Here is, for example, a sausage that you buy in a store. What is sausage made of? Let's say pork, chicken, and a bunch of spices and all kinds of additives, including water. At the first, or rather, the last redistribution, the cost structure is a flat table with the ingredients listed above. These are direct material costs.

    To the heap there are added the costs of, in fact, the production of sausages. Electricity, heat, gas, workers 'salaries, equipment depreciation, programmers' salaries, etc. The table is getting worse.

    And what is pork made of? Well, from a pig, I guess. And chicken is from chicken. A second level appears, and the flat table becomes a tree, with attachments. But, as we know, sausages are made from lifeless pigs. Making pork from a pig is also a redistribution. After all, it must be cut, at least. The costs of this redistribution are still being proved.

    A pig deprived of life, like a chicken, is created from a living animal. This is also a redistribution. Moreover, very impressive - large lines, foreign production, everything is automated. How many levels are already in our table?

    In the meantime, the chicken and the pig grew, they were fed, watered, treated for sores, heated, served chicken coops and pigsties, etc. Over the course of a lifetime, the list of costs has been very impressive.
    Well, etc., until the very clan herd, "released" the egg. The cost tree is very impressive - several levels, a bunch of lines with costs. You can learn in detail what our sausage is made of.

    But only a programmer can look at the cost structure in the form of a tree. And then, not to solve some practical problem, but because he himself built this tree. Something in it is impossible to understand normally.

    For example, I want to know how many rubles of electricity are in a kilogram of sausage. To collect a figure on a tree, you have to run all over the tree, because electricity was spent on all stages - and on heating the hen, then on the incubator, on the house, on all production stages.

    Therefore, for normal people needed a flat structure, collecting the final costs of the finished product. All electricity in one line, all heat, gas, workers' salaries, office salaries, depreciation, etc. Beautiful, small otchetik, the size of A4.

    The trouble was that the director needed this report. He knew nothing about 1C, but he wanted to see the report stably once a month. He himself looked at all the figures, compared with previous months, dug up if fermentation began in the cost structure.

    This report was in the old system, but lived on its last legs. It was not Stas who made it, but some sensible dude who quit a year or two ago. There it was somehow done through uploading to files, then these files began to be divided into pieces, because the volumes of information did not already fit.

    So they decided to switch to 1C 8. It's funny how they made the decision. They called one of the integrators, told the most important task. He left, then returned, and showed them the cost structure uploaded to Excel, formed by my report, which had been lying on the Internet for a long time. When I came to settle, this exel was also shown to me. They laughed together.

    Project preparation


    From October to January, I did only one thing on the project - I bought software and licenses. It was the SCP itself, Salary and personnel management (ZUP), and the industry solution Agricultural Enterprise Management (USHP). That zoo too.

    The rest of the time I was doing my favorite thing - valandal.

    The first month was "postpartum depression" - well, I changed my job, we have to keep up. Moreover, it was necessary to ride here 40 km on the highway. Although, they paid more.

    Then he tried to somehow organize the work of the system administrators, because it infuriated me if their jambs reached me. He made his first service desk, which no one ever took advantage of.

    Stas told me that we need to start doing something, but I did not listen to him. He himself did not know much about 1C 8 then, he specialized more on 7.7, so he just sighed sadly and continued to do his own thing.

    But I was expecting something. Well, I waited. January has come.

    vacation


    In early January, as expected, there was a vacation. Early in the morning, on the first day of the new year, they called me from the factory and said that the video surveillance had broken. I called the admin, he was already repairing. Never, neither before, nor after, they called me from work on January 1.

    A few days I just rested. The idea that something needs to be done on the project almost never left me, but I drove it away. Do not want and that's it.

    Then, in the region of January 7, the boss called the chief financial officer. He says - come to the factory, we will consult something. We arrived with Stas, discussed a custom accounting scheme. I asked - how is everything okay? I say yes, of course. We’ll go out and immediately everything will go round.

    I didn’t do anything else on the project until I got to work. That is, almost until mid-January.

    January


    Well, here, as they say, it started. There is such an approach - extreme programming. We had an extreme implementation.

    Naturally, from the first hour they started calling and asking us where and how to enter data. And we do not even have a server deployed. Thank gods, even though SQL was ready.

    Okay, quickly deployed 1C. Quickly added users - those who have already called. And whoever didn’t call means not much. The main thing is that bookkeeping has not yet reached out - in January they are usually busy with reporting, and they must take it from the old system.

    Users entered the program, and there - emptiness. No stock, no warehouses, no leftovers. We consulted for half an hour where to start - decided that the nomenclature is more important. You can’t do anything without her.

    We rushed to look for some kind of processing for transferring directories. Found quickly, downloaded, tried it - it works! The nomenclature has appeared. Units, contractors, warehouses - also moved. Slightly relieved, you can at least arrange the shipment.

    So did the leftovers. Found processing, downloaded, transferred. Yours through the rocker ... She only transferred the balance according to accounting. I had to urgently write a processing that created similar balances on management accounting.

    Further I can confuse with chronology since everything happened as in a dream. But everything was in January.

    Then the boss called. I thought I was a star. No, everything is more prosaic - she decided to change the names of the nomenclature, since such a thing is the introduction of a new system. But the trouble is, the correspondence table was drawn up very much.

    Well, quickly built a processing to rename the item. Fulfilled - apparently everything is fine. But soon the calls from the shipment warehouse began - they say we spoiled them all the documents. We look - damn it, and the truth. Due to fuzzy matching, real unacceptable substitutions have occurred.

    The story with the nomenclature continued in a sluggish mode for a couple of days. They will find an error, we will manually correct the correspondence table, run, forget. In the end, it seems, they won.

    Then they came from accounting and said that we were assholes. Because they did not make a key revision - accounting in two units. Generally, in 1C, accounting is carried out in one unit. If you have pieces, then count in pieces, if kilograms - then count in them. There is a conversion from one unit to another, but it is linear in coefficient.

    A hen is considered in the heads and kilograms. There is no linear relationship. In one house, 10 hens can weigh more than 15 hens in another. You really need two fields in each document - the number in kilograms and heads.

    I tried to argue, but Stas said what to do. Sat down, done. It took about half a day - it saved that in the second unit only accounting was needed, without calculating the cost, etc.

    Then the accounting department was stuck with some workstation. At first I fought back - I’ll do without AWP, enter the primary with my hands. But they insisted, showed their work (it's time, huh), and I decided to make this unfortunate AWP.

    Its essence is simple. Chickens in houses are periodically recounted and weighed. The results are written on pieces of paper and submitted to the accounting department. Here we need an AWP - we need to drive a couple of numbers, the current number and weight of hens, and the system should find the latest results of the same weighing, calculate the difference and draw up a release document. The issue is kilograms, the costs are written off to them.

    It immediately became clear that hens are moody animals, and sometimes they cease to eat normally. As a result, weight loss. It seems and do not care, but from the point of view of accounting, this is a negative issue, but 1C does not know how. I had to urgently modify.

    Suppliers woke up - it turns out that they have internal orders, when different units ask for something to buy. There is some simple approval procedure. The suppliers themselves, of course, in the new program, not a single foot. I had to quickly finalize the standard internal order, and conduct training.

    The problem came, from where they did not wait - the offset of the advance. If you are not from the world of 1C, I will briefly explain. If we paid the prepayment to the supplier, this is an advance. When he brought the goods, a creditor arises - we owe him money. But we already paid the advance. Reduction of the advance and the lender so that the program subtracts one from the other - this is the offset of the advance.

    The problem was that an aunt was sitting on this site, decisively not understanding what the offset of the advance payment was. In 1C there are normal tools that allow this operation to be carried out - but only if the person understands what he is doing at all. But she did not understand. And every morning it smelled of loaf of milk from her. I had to urgently invent a means of automatic offsetting the advance payment - even more automatic than the one that is already in the system.

    In the course we drew several printing forms, but this is so, seeds.

    Somewhere here ended January. It was a simple month - it was enough for us to organize operational accounting and input of primary documents. In the next month, salaries, costs and the most important task were to be born from the primary.

    February


    Then my fate decided that I was too well settled, and threw me a serious problem - my six-month-old daughter fell ill. I ate cauliflower from a purchased jar, and there, in the load, there was a bacterium, the name of which I remembered for my whole life - Klebsiella oxytoca (Klebsiella oxytoca).

    Eat - and then diarrhea. Several times a day. Dehydration, life threatening. My wife ran with her to the hospitals, I - with them every other time. It was already a shit to introduce. Everything fell on Stas's shoulders. As a result, they put in an infectious disease, after a couple of days they ran away from there. What just did not treat, nothing helped. As a result, they turned to the local famous professor, and somehow it so happened that by the day of admission it had already become easier. He prescribed some cheap pills, but most importantly, he reassured. The daughter is recovering.

    I set out briefly, but this story continued throughout February, creating not the most pleasant emotional background.

    My main concern - calculating a salary for either 3 or 6 thousand people, oddly enough, was decided easily. Maybe sensible girls got caught. Maybe the 1Snaya program is so good - I don’t know. But there were no problems. Found a processing that transferred the accrual history. They wrote a processing that uploaded data from the SCP to the ZUP - sort of, release in the context of houses, orders, something else. The algorithm for calculating the wages of workers was very complex, and was not automated either before us or with us. As believed the devil knows where, and continued. In 1C, the total accrual data fell.

    I had to tinker with the calculation of cost. Firstly, in those days, the algorithm for calculating through SLAEs, known as the Advanced Analytics of Cost Accounting (RAUZ), was relatively new, and contained errors. It is now he is the height of perfection, and then he had to doubt every figure.

    Secondly, a calculation was also needed in tax accounting, which I did not have to do before. Tinkering, found a couple of errors in the code, fixed, like something was counted.

    Thirdly, for the first time in my life I came across an issue through 40 accounts. There is nothing particularly interesting in that, except for one thing - it worked with errors.

    I had to tinker a lot with setting up the distribution of costs, because widely used domestic services. For example, there is some kind of repair shop - poultry houses go and repair if something is broken. At the end of the month, they hand over pieces of paper - who was repaired. Their costs (salary, materials) must lie exactly on those houses that they repaired. Not to say that the task of direct cosmic scale, but had to tinker.

    I remember the ending of this calculation. The boss just drove off to the UAE, but kept ICQ on. And periodically, once every half an hour, she asked me - well, did he calculate the cost price? But I didn’t tell her; And so the whole day - until it worked out.

    And when it turned out, proceeded to the most important task.

    In general, calculating the cost structure is not difficult. The usual iterative algorithm, which digs deeper and deeper, you just need to control the loop and correctly count the numbers. Real problems begin when you not only consider the structure, but must store it.

    For example, this month the cost structure is one, the next it is already different. Both must be stored, and not only the structures themselves, but also the remnants. A chicken lives for itself, and does not know that a large tail of hundreds of lines of the cost structure already stretches behind it. And when the chicken is deprived of life, and it lies, for example, in a warehouse in the form of a freeze, then another chicken, “created” last month, with its own cost structure, will be next to the shelf.

    I went through six options for the month. Either the calculation is too slow, then the amount of stored data exceeds all conceivable limits. But, in the end, something happened - the algorithm met the criteria and, by the way, lasted a long time - until the sale of this poultry farm to another agricultural holding. Then all of our soft starters were demolished in unison.

    At the same time, he tried to launch an industry-wide solution Agricultural Enterprise Management (USHP). Not everything worked out. Not everything worked - the program was designed for a person who understands what he is doing. And I, of course, understood poorly. But somehow launched.

    Learned a lot of new then. For example, that boars are bought abroad, because in Russia there is nowhere. It seems that the breed was called F1. And the process ... Mmmm ... Piglet production is asynchronous. First, the boar does its job, then the sow. They do not intersect with each other.
    And the sow is the main tool, like a machine or server. It must be amortized. A boar regularly produces finished products. She called such an unpleasant word that I will not bring it. It is from this word that piglets then emerge.

    In short, February ended successfully. And our introduction on this ended. We closed the month, the accounting department passed its reports, including those specific to agriculture. The director received his small report with a flat cost structure.

    I worked at this plant for another 3 months, and quit. The last three months have become a mirror image of the first - I did not do a damn thing. The main task was solved, the system was supported by Stas, we did not make any major improvements.

    The task that was previously considered secondary was in first place - in fact, managing the IT department, especially administrators. Those were still peppers. Actually, because of their carelessness and my inability to manage them the way the management wanted, I eventually left.

    Causes


    Now the main thing is why it turned out to start the system so fast? After all, taking into account the holidays, it was 1.5 months. And if you throw out the task of calculating the cost structure, which took almost the whole of February, then 1 month remains (you can throw it out because no one usually solves it, especially as part of the implementation).

    Answers to the question “why did it happen?” were already in the text. Both direct and indirect.

    The first reason is a prosaic, extreme mode. While there was time for preparation, I kicked the poop, drank coffee, smoked and thought about the high. As soon as time disappeared, we sat down and began to plow - there were no more options. Of course, you don’t like it when I say that the less choice, the better, but in this case it turned out that way.

    Interestingly, we almost did not work overtime. At the factory, for two months I did not stay longer than ever. In February, when it was necessary to close the month, I worked remotely for a couple of evenings - the family was still in the infectious disease, and there was nothing special to do.

    Extreme mode is good because it sweeps away all unnecessary. No meetings, deliberation, consideration of many solutions. Only the direct path, only to the goal, only what is needed. Therefore, in the system there was not a single extra refinement made "in reserve".

    But extreme mode is not the main reason. When you read the article, you noticed how I talked about meetings, discussions, cursing with users, meetings with directors, debriefing, sabotage, etc. - In short, about everything that usually accompanies the implementation project in factories? Did not pay attention?

    They did not pay, because there was none of this. The environment was great. Not in the sense that there was a green meadow, it smelled of roses and birds sang, no. The atmosphere was very depressing. But people, users, their leaders - all were like from a fairy tale.

    Almost no one asked for any nonsense, as is often the case. In general, they asked little. Only that without which it is impossible to work right now.

    When I did something and showed it to users, no one was naughty about the interface, inconvenience, etc. It works - and excellent. It doesn’t work well - okay, we’ll finish it with our hands. Although, honestly, I’ll say that it is precisely such people who want to help, to complete, so that it works well.

    Nobody, not once, complained to anyone. If there is a problem, they called us at the IT department. If we sent, then it all ended. If you really need to, they will call back again, and again, and again. I kept waiting for the evil boss to burst into me, as is the case at other factories and say “they don’t deal with us!”, But such a situation never arose.

    Now the question is why? What, at this poultry farm some special staff is being recruited? Or are they fed something like in the Equilibrium to suppress emotions?

    No, everything is more prosaic. It was the boss.

    It so happened that most of the office was subordinate to the CFO. Accounting, economists, financiers and, oddly enough, the IT department. That is, almost all users of the system were subordinate to one boss.

    And the boss was ... Strict, in short. Very smart (real), and very strict. Tough. If you come to complain and snot up, she will not apply soft skills to justify her inability to solve real problems, as some effective managers like. So grab that you will quickly run and agree with the one whom I went to complain about. Well, they did, at least.

    As in reality, I don’t know, because I didn’t complain to anyone, and nobody complained about me. Never. They resolved any question among themselves. It happened that it was not possible to agree with a specific accountant or economist, and they called for the boss - everything happened here. Because there are no options, there is nowhere higher, but it is necessary to agree.

    The boss, realizing the importance of the project, first of all, for herself, decided to give me privileges. She called and said - complain, you can! Who's bothering? Who does not help? To whom to tear off a head? I say no, everything is fine.

    This conversation was repeated several times. Seeing that I was adamant, she began to scold me. Says - you are not using the resource. Surely there are slippages because of someone, and you are hiding from me. Come on, say, do not try to resolve everything yourself. But for some reason I refused this time.

    That's how it was. Extreme mode and complete mutual understanding based on fear. And the chic result is a simple, working system without show-offs.

    As I mentioned in the introduction, I no longer had such an experience. Of course, I had to work extremely, but not on such a scale and not with such responsibility - this is a whole plant. There was no such atmosphere anywhere else. An environment ready to just achieve results, too.

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