SERVICES
Creation of new and modernization of existing production facilities
The methodology for designing and commissioning efficient and competitive production facilities was formulated in 1993. It is based on the idea of “Three Projects”:
The main stages and needs are:
1993 - 2000. - Transition to CAD and development of end-to-end design culture;
2000 - 2008. - large-scale programs of technical re-equipment of large production facilities with CNC equipment;
2008 - 2014. - Digitalization of production facilities, IOT, development of planning systems (MES, APS) and production monitoring systems (MDC, SCADA);
2014 - 2020. - sharp restriction to foreign technologies and equipment, large-scale import substitution programs, need to reduce costs and increase productivity;
2020 - present. - Concentration of investor capital domestically and an increase in startup teams with new products seeking flexible manufacturing facilities to produce them and continuous development;
- growing need for reverse-engineering of spare parts for foreign equipment and replacement of departed manufacturers with domestic products;
- introduction of end-to-end IT architecture, decision support systems (DSS), digital twins and AI.
All this time projects continued to be effectively implemented according to the methodology. And all this time the methodology was changing, responding to the needs of the time. But what remained unchanged was the Three Projects approach, which proved its effectiveness in practice.
Today the methodology can be described by a sequence of the following tasks, solved sequentially in these projects:
1. Conceptual project.
a. Production product analysis
b. Formulation of requirements for the future enterprise: production program, type of production, architecture of CAD and digital services for production planning and monitoring
c. Formulation of several perspective scenarios of production organization
d. Detailed calculation of each scenario, analysis of the calculated indicators, making a decision on the feasibility of creating or modernizing in this or that scenario
e. Analysis of financial instruments of investment
- own funds
- government support measures
- credit instruments
- private investments
f. Development of a business plan
g. Development of a roadmap for project implementation
2. Implementation Project
a. Development of design solutions (technological and construction)
b. Passing the expertise
c. Development of working documentation (technological and construction)
d. Construction and installation works
e. Equipment delivery, installation, start-up and adjustment works
f. Implementation of technology and commissioning of production
g. Achievement of the specified productivity and profitability
3. industrial project
a. Optimization of business processes
b. Customization of IT solutions
c. Adjustment of the development strategy to current requirements and constraints
Our team participates in the realization of each item of the “Three Projects” providing its experience and expertise to investors, owners and management of the production to be created.
- Experimental Project,
- Implementation Project
- Industrial Project
The main stages and needs are:
1993 - 2000. - Transition to CAD and development of end-to-end design culture;
2000 - 2008. - large-scale programs of technical re-equipment of large production facilities with CNC equipment;
2008 - 2014. - Digitalization of production facilities, IOT, development of planning systems (MES, APS) and production monitoring systems (MDC, SCADA);
2014 - 2020. - sharp restriction to foreign technologies and equipment, large-scale import substitution programs, need to reduce costs and increase productivity;
2020 - present. - Concentration of investor capital domestically and an increase in startup teams with new products seeking flexible manufacturing facilities to produce them and continuous development;
- growing need for reverse-engineering of spare parts for foreign equipment and replacement of departed manufacturers with domestic products;
- introduction of end-to-end IT architecture, decision support systems (DSS), digital twins and AI.
All this time projects continued to be effectively implemented according to the methodology. And all this time the methodology was changing, responding to the needs of the time. But what remained unchanged was the Three Projects approach, which proved its effectiveness in practice.
Today the methodology can be described by a sequence of the following tasks, solved sequentially in these projects:
1. Conceptual project.
a. Production product analysis
b. Formulation of requirements for the future enterprise: production program, type of production, architecture of CAD and digital services for production planning and monitoring
c. Formulation of several perspective scenarios of production organization
d. Detailed calculation of each scenario, analysis of the calculated indicators, making a decision on the feasibility of creating or modernizing in this or that scenario
e. Analysis of financial instruments of investment
- own funds
- government support measures
- credit instruments
- private investments
f. Development of a business plan
g. Development of a roadmap for project implementation
2. Implementation Project
a. Development of design solutions (technological and construction)
b. Passing the expertise
c. Development of working documentation (technological and construction)
d. Construction and installation works
e. Equipment delivery, installation, start-up and adjustment works
f. Implementation of technology and commissioning of production
g. Achievement of the specified productivity and profitability
3. industrial project
a. Optimization of business processes
b. Customization of IT solutions
c. Adjustment of the development strategy to current requirements and constraints
Our team participates in the realization of each item of the “Three Projects” providing its experience and expertise to investors, owners and management of the production to be created.