Quality and technology

One of the main directions of the management system is continuous improvement of production processes, keeping-up with the high pace of technological development. Development of own technological solutions and know-how bring the Company’s efficiency to a new level, having no analogues in Kazakhstan.

Train safety.

Ensuring high-quality, reliable and safe train traffic is one of the priority tasks for Astana Railways. For its effective solution, the Company introduces innovative developments, modern methods and technologies, as well as the leading-edge equipment.

Since 2016, the Company has been implementing the “Kaizen” lean production technology – continuous improvement, starting with production ad up to the top management, from the director up to the ordinary employee.

The goal of Kaizen is lossless production.

Kaizen is based on process thinking, as the improvement of processes leads to better results. The efforts of employees to optimize the work process are appreciated, even if this does not bring direct savings to the company. The company has implemented more than 20 projects within the framework of lean production technology. The main projects are “Improving the efficiency of locomotive repair processes within TO-2”, “Efficient organization of jobs according to the 5S system”, “Implementation of LEAN lean manufacturing at the enterprise”, “Hoshin Kanri” and “Improving the efficiency of the process of forming payment documents for the supply and cleaning of wagons.

As a result of the implementation of the Project “Improving the Efficiency of Locomotive Repair Processes in the Framework of TO-2”, the efficiency of the TO-2 process increased at the first stage from 14.13% to 53%, at the second stage – up to 54%, the number of repairmen decreased from 4 people to 3 with the possibility of reloading (one operator was released, who later began to be involved in additional types of work with an increase in production volumes), the cost of repair of TO-2 was reduced by 40%, the time of TO-2 was up to 60 minutes. Refueling time with diesel fuel (1 ton) – for 3 minutes.

As a result of the implementation of the Project “Effective organization of workplaces according to the 5S system”, optimal conditions were created for the performance of work operations, a system was established to maintain order, cleanliness, accuracy, a comfortable psychological climate was created, labor productivity increased by reducing the time it took to search for objects within the workspace.

The result of the Project “Implementation of Lean Production at the Enterprise” was the involvement of all employees in the process of identifying and eliminating losses in production. The company held 14 presentations, determined the winners in the competitions “Best Presentation”, “Identification of Difficulties in the Workflow and Solutions”, “The Best Workplace in the 5C System”, rewarding and encouraging nominees.

The result of the implementation of the Hoshin Kanri project was the understanding by employees of the relationship between work tasks and the company’s strategy, and the simplification of communications with middle management. The working group identified more than 9 important indicators that directly affect the production process and, accordingly, increase work efficiency and improve the quality of interaction with consumers. The efficiency of production processes increased by 9.8%, the potential for a further increase is 28%.

As a result of the implementation of the Project “Improving the efficiency of the process of generating payment documents for the supply and cleaning of wagons”, the total savings in terms of labor intensity amounted to 7.05% (138.18 hours per year). This time is rationally aimed at reloading the accountant with additional options aimed at implementing measures to optimize operational activities and standardize processes. The economic effect was 38.52%.