Inventions, innovation proposals, and utility models are of great importance in the process of improving the technologies used. All of them act as objects of technical creativity. However, the most widespread of them are rationalization proposals. In an enterprise striving for the most effective achievement of its goals, they are by no means the least important. Let us consider this category in more detail below.

Positive points

Thanks to the rationalization proposal, an existing technical solution can be improved, the equipment used can be modernized and adapted to certain production conditions. In addition, with the help of such implementations, it becomes possible to eliminate certain errors of designers or constructors. According to data provided in specialized publications, rationalization proposals have recently provided about 70% of the total savings in the Russian economic system.

Definition

In the previous provision, a rationalization proposal was a technical solution that was useful and new for the production, institution or organization to which it was directed. It involved changing technology, the design of products or equipment, and the composition of the material. In addition, certain types of decisions were given that belonged to the category under consideration.

According to this provision, the rationalization proposal had such characteristics as usefulness, novelty and technical solution. In current recommendations, the definition is given in a slightly modified form. In particular, a rationalization proposal is a managerial, organizational or technical solution that is recognized as useful and new for a given structure. From the definition it is clear that only the first part has changed. Thus, the rationalization proposal is no longer limited exclusively to the area of ​​technical methods for solving current practical problems.

Characteristic

First of all, it should be noted that the proposal, which is submitted as a rationalization proposal, should not simply pose any task. Through it, it is necessary to reveal specific ways to solve the problem. A situation should be created in which, thanks to a rationalization proposal, it would be possible to obtain the expected result with maximum efficiency and with the least losses. Decisions that merely state a need, limit themselves to indicating the advisability of carrying out a particular event or the positive result that can be achieved during its implementation, and so on, will not be recognized as useful and new.

Rationalization proposals, examples of which will be given below, include a fundamental answer. The solution should be so specific that there is no need to make any guesses or assumptions. The proposal reveals the essence of the author's idea, and its execution does not require additional creative modifications. This condition will be considered fulfilled if the solution and materials explaining it contain sufficient information for the practical implementation of the plan using known design (construction) methods.

Methods of execution

Providing a solution to a problem can be carried out using managerial, organizational, technical means or a combination of them. Among technical proposals, the predominant ones are those that relate to design changes in products, production technologies, equipment used, or material composition. Such solutions are focused on improvement and modernization. At the same time, it is not excluded that a project that involves the introduction of new technology or equipment can be recognized as a rationalization proposal. Management and organizational decisions contribute to obtaining effective results through the implementation of appropriate activities or optimization of management.

What could be the rationalization proposals?

Various examples can be given. Thus, the decision may concern the allocation of labor resources and document flow. Rationalization proposals can be made regarding equipment repairs, changes in work schedules, and so on. The solution can also have an organizational and technical focus, combining different elements. Thus, thanks to the rationalization proposal, it is possible to achieve an improvement in the condition of places for workers, optimal placement of equipment, effective separation or combination of production operations, and so on.

Novelty

This is the second essential sign of a useful solution. A rationalization proposal, unlike inventions, is subject to the requirement of local novelty. This means that this attribute must be present within those companies to which decisions are sent. A proposal will be considered new if, before its submission, the enterprise did not know about it to an extent that would be sufficient for its implementation.

Championship

Novelty is determined in accordance with a specific time period. Regarding rationalization proposals, the concept of primacy is used. It is determined by the date of receipt of a correctly completed application for project implementation. The primacy will be recognized by the author who did it first in accordance with the established procedure. A proposal can be opposed only by information that reveals the essence of this or an identical project that became known before the specified date of primacy.

Information Fund

The rationalization proposal includes:

Authorship

It must be borne in mind that a useful and new proposal must be the result of the creative activity of the person submitting it. Often in special publications it is proposed to consider this feature as an independent criterion for the “protectability” of a decision. However, according to a number of experts, this is not particularly necessary due to the fact that all intellectual property for which copyright is recognized must have a creative orientation.

Thus, it is initially believed that all objects of this kind, including the rationalization proposal, are the result of the creative activity of the creators themselves and are not borrowed from open sources. Of course, the latter should be obvious. Refusal to recognize a proposal as rationalization based on the establishment of borrowing, therefore, is allowed only if this fact is proven or is not directly disputed by the applicant himself.

An improvement proposal (RP) is recognized as such if:

is new;

can solve technical problems;

gives a visible positive effect.

What should be the significance of novelty?

It is often difficult to separate RP from invention, since both are homogeneous in nature and can have significant scope. For example, rationalization affecting the production of watches in million volumes will yield greater profits and savings than the creation of one unique device that helps assemble the same watches by hand. Novelty can be considered significant if it:

matters at the level of global equipment;

solves the problem posed in production;

introduces new important elements into an existing solution.

It is noteworthy that a rationalization proposal can be confirmed even if it was previously known, but was not applied in a specific production. These subtleties can be understood using the example of clothing production. Let’s say that employees of a clothing workshop suffer from heat in the summer, aggravated by the heating of electric lamps. There was a need to lower the temperature. To do this, the innovator proposed replacing electric lamps in lampshades with “housekeepers” (daylight). The issue of lowering the temperature was resolved.

On the one hand, both types of light sources are already familiar to the world. Nevertheless, this is a rationalization proposal, since in the indicated production such lamps have not yet been installed in lampshades.

Types of offers:

rationalization (new only for a specific industry enterprise);

industry-specific (has significance in the entire industry);

cross-sectoral (affects several different areas).

RP Groups

Innovations in production technology - technical proposals. This could be an improvement in devices, units, machines, apparatus, tools, etc. This also includes changes relating to the product itself (different style, color, size, etc.). An innovation proposal may affect production technology (improving brightness, strength, etc.), safety precautions, etc.

Organizational and production proposals. They do not change production technology, but they can increase productivity. This includes saving energy, materials, reducing equipment costs, etc.

Before you begin to legitimize an idea, give it a “marketable appearance.” Clearly define how your proposal will benefit and by whom, when and how the idea will be used. Check out previous similar solutions. Why is your solution better? Speed, efficiency, safety, comfort and other characteristics must be translated into the language of numbers. To do this, an economic analysis is first carried out. All considerations are recorded in a table for a clearer perception by people who will consider your rationalization proposal. All diagrams, graphs and verbal descriptions should not exceed two pages. Express only the essence.

What does a sample rationalization proposal look like? The application is drawn up on standard A4 sheets. At the top left we indicate the addressee (usually the head of the enterprise), on the right is a “header”: an interdepartmental standard form with the number P1 and a code according to the classifier of documentation (managerial). In the same place, but a little lower, we write: “Registered, No.” Leave space for the date. Even lower along the width of the sheet, a table is drawn where the authors of the improvement proposal are indicated. In the first column - personnel number, in the second - full name, in the third - place of work (residence), then - position, education, date of birth. Even lower (in the center): “Application for rationalization proposal.” Further: “We ask (if from one person, then in the singular) to consider the submitted proposal, indicated under No. (the number is written), recognize the introduction as rationalization and accept it for use. Next line (below, also in the center): “Description of the offer.” Next, the prepared text with calculations and tables is inserted. At the end we add: “Distribution of rewards.” Below, under this phrase: “This proposal has not been previously considered anywhere (has not been submitted anywhere). I certify the following: I do have rights to this proposal, since I am its author.” If the innovation is classified as secret, the proposal is considered secret, and the author undertakes to comply with the rules of secrecy, as indicated in the application. Next, after the “Attached” mark, there is a list of graphic materials, calculations, and justifications. At the very end, be sure to indicate “Total sheets...”, author’s signature and date. The next sheet is devoted to the section “Conclusions on the rationalization proposal”. It is mandatory to have at least two reviews (for example, from the workshop and from the chief mechanic), which are certified by signatures (with the date of the review and indicating the position). If the proposal concerns the field of labor protection, another recommendation is needed from a specialist in this field.

This article is devoted to a very important and integral part of the activities of any enterprise - rationalization. What exactly is its importance, and how to create your own innovation proposal?

Rationalization (rationalization activities at the enterprise) is the process of improving means and methods of production in order to increase its efficiency. Includes improvement of equipment, technology, labor organization, production and management.

The main thing in the article, if you don’t have time to read:

• money is paid for innovation proposals
• rationalization proposals must be unique within one enterprise - they can be exchanged with colleagues
• You can submit innovation proposals to an enterprise without being an employee through communities of innovators and inventors

• if there is an economic effect, payments can be significant

The principle of rationalization - in a simple sense, is needed in order to improve the functioning of elements in the space around us, to optimize the level of their interaction. Most often, rationalization in production involves the search for more economical solutions that will allow obtaining the required result with less labor and resources. In practice, this is achieved through improvements in several areas. For example, the improvement of labor tools and technical processes is the modernization and technical re-equipment of the equipment used in order to ensure positive trends in the development of the company. For the same purpose, the results of labor are improved, but definitely in other ways - by expanding the range of services provided, improving the consumer properties of manufactured products, and so on. And improvements in relation to labor processes (labor rationalization) involve ensuring a more favorable working environment by eliminating factors leading to stressful situations in the work team, providing material incentives for each individual employee, and increasing the interest of the formed personnel in the growth of the status of the enterprise.

Companies need rational ideas, employees have ideas - to obtain mutual benefit, all that remains is to organize the connection between these links. Rationalization activities, as part of innovation, are regulated at the state level.

TNLA regulating rationalization activities. The procedure for recognizing rationalization proposals

Russian Federation

The organizational conditions for the development of rationalization are determined by the Decision of Rospatent and the Ministry of Industry of Russia dated June 25, 1996 N 6/7 “On Methodological Recommendations for the organization and conduct of rationalization work at enterprises of the Russian Federation.” In accordance with this Decision, a technical, organizational or management proposal that is new and useful for a given enterprise can be recognized as rationalization.

In Russia, the process of recognizing a proposal as rationalization is carried out by sending the author and subsequent consideration of an application drawn up in the following form: Download the application form. Technical, organizational and management proposals must be prepared in a separate order from each other. Proposals are also recorded in the journal, regardless of whether a positive decision was made to accept them. When considering an application at an enterprise, a detailed analysis is carried out according to the criteria of technical solution, novelty and usefulness, and, if it fully complies with the requirements of the enterprise and available resources, the amount of incentive payments to the author is assigned. Recognition of the improvement proposal and the start of its application is accompanied by the issuance of a certificate to the author (co-authors) no later than a month later. Russian legislation also provides for bonus payments to persons who contributed to the use of this offer. Payments to the author are made as follows:

• within up to a month after the proposal was recognized as rationalization (25% of the minimum wage);
• within up to 2 months after 1 year has passed from the date of implementation into production or after the end of application of the improvement proposal (if the operation lasted less than a year, the remainder of the remuneration is paid);
• within up to 2 months after the end of the 2nd year of application of the improvement proposal, an additional payment is made if the volume of its application has increased compared to the previous year.

The remuneration is not lower than 50% of the minimum salary established in the Russian Federation for proposals with technical solutions and 25% for organizational and managerial ones. Its maximum dimensions are not limited.

Ukraine

Art. 481-484 of the Civil Code of Ukraine, a rationalization proposal is considered to be a proposal approved by a legal entity, including any decision (improvement) regarding the organization of the process in any field of activity.

In Ukraine, the number of transactions on intellectual property rights has recently increased significantly, and, in fact, a “new life” has begun for such a legal object as a rationalization proposal.

Subjects of IP rights to rationalization proposals, based on the provisions of Art. 483 of the Civil Code of Ukraine, are its author and the legal entity to which it is addressed. The author is, in turn, an individual who made efforts to create a proposal, or a group of individuals (co-authors) who jointly took part in the project. Ownership rights to an innovation proposal are distributed among co-authors on the basis of mutual agreement and upon the fact of making a personal creative contribution to its development (without taking into account technical, organizational or material assistance, as well as facilitating the conclusion of an agreement with the company).

In Art. 484 of the Civil Code of Ukraine states that a legal entity that has recognized a proposal as rationalization has unlimited rights to use it. In addition, such acts differ from inventions or patents, plant varieties and other intellectual property certificates in that the law does not prohibit everyone, except the author himself, from allowing them to be used. In general, the author’s property rights in this case come down to one thing - receiving remuneration for 2 years from the time the rationalization proposal was integrated into the activities of the enterprise. The funds are paid by the legal entity that has become the subject of the agreement.

Without recognition, the proposal will not become rationalized, and for recognition, in addition to the above aspects, it will need to be properly formatted. In general the recognition procedure involves the following:

• submission by the author of the proposal of a written application in Form N IB-5, which must indicate all the necessary information, such as description, drawings, diagrams, sketches and everything that is directly related to its use at the enterprise;
• putting forward the requirement of sufficiency for implementation to the documentation submitted by the author (according to Article 482 of the Civil Code of Ukraine);
• registration of the proposal in the company and consideration during the 1st month of the decision on, in fact, recognition or non-recognition of it as rationalization.

As a result of recognition, the company provides the author with a special certificate, on the basis of which he will subsequently receive remuneration. This certificate contains information about:

• the name and (if any) corporate name of the company that issued the certificate;
• name of the improvement proposal;
• surnames of the author (surnames of co-authors from “A” to “Z”);
• date of acceptance of the offer;
• the date of its recognition;
• registration number of the journal proposal.

The certificate is confirmed by the signature of the company manager and seal.

Temporary Act N 479/92 established norms for the amount of remuneration, determined in the terms of the agreement between the author and the company, with minimum limits of:

• 10% of the company’s annual income from the implemented innovation proposal (exact calculation is made according to Methodological Recommendations N 80);
• 2% of that part of the cost of production (including works and services) that falls on an improvement proposal that does not have a positive impact on income.

Payment of remuneration is carried out at the frequency specified in the contract, but no later than 3 months that have passed from the end of each year of application of the improvement proposal in the organization.

Republic of Belarus

Resolution of the Council of Ministers of February 17, 2010 No. 209 “On approval of the Regulations on rationalization in the Republic of Belarus”

In Belarus, a written application must comply with the given form.

Each of the decisions, be it technical or organizational, is also formalized separately. The application and the materials attached to it must contain the signatures of all co-authors and the dates of creation. After the application has been registered, the author still has the right to make adjustments to it until a decision is made on its acceptance/rejection, but the very essence of the proposal cannot be redefined. For all adjustments and additions, separate sheets with dates and signatures are created. A certificate of acceptance of the proposal is transferred to the author (each of the co-authors) within 30 days. The co-authors distribute the remuneration among themselves based on the percentage specified in their written agreement. The amount of payments is determined by the situation at the enterprise; for proposals without an economic effect it is at least 2 basic amounts, and with an economic effect - up to 10% of the effect.

Kazakhstan

Applications for a proposed invention are drawn up in accordance with the “Instructions for drawing up applications for inventions (EZ-1-74)”, with no less strict regulations on the constituent elements and nature of documents. The application must contain information about the full name of the author and co-authors, their job responsibilities, education, and year of birth. The document contains all the data about the proposal, such as its description, decision to accept/reject, changes in technical documentation, calculated data on annual savings after implementation of the proposal and the author's agreement on the mutual distribution of funds. In general terms, the author is required to calculate, analyze and present what the technical advantage of his solution is in comparison with those already used and justify the expected economic effect from its implementation, as well as estimate the possible scope of application of this solution. That is, the registration procedure is essentially similar to those previously described.

At enterprises, rationalization is regulated by the Regulations on Inventive and Rationalization Activities and may include the following sections:

1. Planning and analysis of inventive and rationalization activities. It sounds fantastic how such an activity can be planned. Often the output of planning is dry numbers, but how to do this is completely unclear. After all, it is impossible to plan ideas. In fact, everything is very simple - it is necessary to conduct a survey, identify the most pressing problems in areas of activity and set tasks to solve them. This is called “thematic planning” - for more details, see the link http://rzd-expo.ru/
2. Reporting and document management on inventive and rationalization activities. This is what creative people dislike the most. A rationalization idea would be to automate the entire process from Excel and Google Sheets to integration into your CRM or internal website, but it may not be counted if this is part of your job responsibilities, or such an item is already planned in the work by a senior manager.
3. Stimulating innovative activities. Payments for ideas and % of the economic effect. If the idea is too profitable for the employer, the maximum amounts of one-time payments or per year are indicated.

How to submit an innovation proposal without being an employee of the company?

It often happens that you know better from the outside. For example, near my house in a grocery store, terminals for card payments are installed in front of the cash register. It's really inconvenient and delays the line. Until I pay by card, the next buyer cannot post the goods. My appeals to the store manager did not yield any results - she is not motivated to change, rather the opposite. If the installation site of the terminals is revealed, she will receive a scolding for not immediately noticing. What to do in this case? Contact higher management, who are also not very interested in the problems of a small store in a huge chain. It is not reasonable for me to approach even higher management on such a minor issue. And I don’t want to conflict and prove something. You can contact the society of inventors and innovators and benefit from such an offer.

• All-Russian Society of Inventors and Innovators http://www.ros-voir.ru/
• The Society of Inventors and Innovators of Ukraine seems to have ceased its activities in 2006. They may still be active in regional and city councils.
• Belarusian Society of Inventors and Innovators http://belgospatent.by
• The Kazakhstan Society of Authors of Discoveries, Inventors and Innovators exists formally

Thus, the article examined the main issues related to the relevance, procedures for registration, recognition and benefit from an innovation proposal. The team of madcash.pro authors sincerely hopes that it will benefit readers, becoming one of the keys to success in concluding another profitable deal.

Ideas for improvement proposals

The main criteria for recognizing a proposal as rationalization will be:

• novelty of the technical solution (within the enterprise)
• economic effect
• organizational decisions
• occupational health and safety

In practice, everything depends on the company where you work and on the management. In a large enterprise, it is difficult to find new technical solutions - everything is already known and planned (but nothing has been done). Organizational decisions are also not recognized - these are obvious mistakes of your management. For a small business, using spreadsheets and LED lights can go a long way. If there is no work on rationalization, conduct a survey among employees and colleagues: “name 3 things that most interfere with your work.” The more data you have to analyze, the easier it will be to identify the main problems that need to be addressed. Well, then you need to successfully solve the problem using available means.

Main directions:

• special devices not produced by industry. Various grippers, service platforms, special lifting devices
• saving energy and other resources
• automation of document flow and databases. The output must be a document in the prescribed form
• development of educational stands and software systems
• use of modern chips and components in outdated equipment

What about their rationalization ideas?

Abroad, all innovations among employees are encouraged with bonuses and bonuses without paperwork and planning. Modern developments can be seen in IT companies. For example, everyone gets a mug or other souvenir with the company logo for a smart idea. Large companies are happy to use voluntary ideas from consumers in production. This is called crowdsourcing.

Transcript

2 The business portal “Production Management” has been successfully developing since 2010. It was created on the basis of the magazine “Production Management” of the same name (the first issue was published in 2008) by transferring it to the Internet format. Currently we only work in this format. In September 2011, a large strategic investor entered the project, which made it possible to begin implementing a new concept for the development of the portal. Today our portal provides its audience with various sections and services. These are various sections in the Internet magazine, Library, News and Forum. This is an opportunity to find the best personnel using the Work section and not miss important events. After all, the Events section is available to the audience. We are also appreciated for the fact that we create a number of unique projects. Best experience (or “best practice”) is the core of our portal. Almost all of him are exclusive interviews with professionals in various fields of production management. TOP managers of leading domestic and foreign companies share their management experience, talk about the difficulties and successes of implemented projects. According to experts, this is what made the portal the most high-status specialized project on the Russian-language Internet. The key topics of the portal are: development of production systems, modern technologies for organizing production, modernization and technical re-equipment, strategic management, quality management, labor productivity, personnel management in production, cost reduction tools, management accounting and reporting, logistics of a manufacturing enterprise, MRO, information technology and production automation, innovation and R&D. The portal's editors are a team of professionals with significant practical experience in manufacturing enterprises, publishing, consulting and business education on manufacturing topics. Having our own Center for Research and Analytics allows us to conduct unique research projects, ratings, create analytical materials and practical guides. The presence of professional translators specializing in production topics on the portal’s team makes it possible to provide the portal’s audience with relevant materials from foreign production sources (English, German and French), as well as interviews with the management of iconic foreign companies. The audience of the portal consists of top managers of well-known companies (including Persons with whom we have published exclusive interviews), heads of production units, and managers of industrial companies, government representatives (geography: Russia and CIS countries Belarus, Ukraine, Kazakhstan). In 2011 and 2012, the business portal “Production Management” became a winner of the Competition of Journalistic Excellence, organized by the Union of Mechanical Engineers of Russia and the Union of Journalists of Russia.

3 Copyright Portal "Production Management". This analytical review or any part of it cannot be distributed without the written permission of the Business Portal "Production Management" or reproduced in any way. It is prohibited to transfer the review to third parties. Organizations that purchased or received this report from the Business Portal "Production Management" are responsible for its non-distribution. All rights reserved. This analytical review was prepared by the Research and Analytics Center of the Business Portal "Production Management" for informational purposes only. The information contained herein has been obtained from sources believed to be reliable by Business Management but should not be construed, directly or indirectly, as investment advice. All opinions and assessments contained in this material reflect the opinions of the authors on the date of publication and are subject to change without notice. Business Portal "Production Management" is not responsible for any loss or damage arising from the use by any third party of the information contained in this report, including published opinions or conclusions, or for consequences caused by incompleteness of the information presented. The information presented in this report was obtained from publicly available sources or provided by companies mentioned in the report. Legal address: Moscow, Mira Ave., 52, building. 3, room III. for letters: , Moscow, PO Box 109. Website -

4 Information about the Business Portal “Production Management” Welcome speech 5 1 Rating methodology 6 2 Results of the rating “100 best innovation proposals in industry 2012” Structure and assessment of rating participants Winners of the rating “100 best innovation proposals in industry 2012” 13 3 State and trends of innovation in Russia What is the nature of the rationalization proposals received as part of the rating? What are rationalization proposals in Russia and in the world? What is the economic efficiency of innovation? Who is the source of rationalization proposals? What is the system of motivation and bonuses for rationalization activities at the enterprises participating in the rating? 4 Conclusions

5 Welcome speech Dear ladies and gentlemen, The Center for Industrial Research of the Business Portal “Production Management” brings to your attention the first all-Russian rating “100 best rationalization proposals in industry 2012”, aimed at assessing the rationalization movement existing in the domestic production environment and providing both industrial companies and up-to-date benchmarking data to the general public. The innovation movement has historically been highly developed in our country, and today it is gaining momentum again. More and more companies are recalling the Soviet traditions of scientific labor organization; many are guided by the modern experience of the world's leading companies, including the Toyota Corporation. This is evidenced by the results of the study “Production Systems of Russia”, according to which rationalization is the most common tool among enterprises implementing modern methods of production optimization; this was stated by about 180 companies out of 500. This prompted the Business Portal “Production Management” to launch the first one in Russia a unique rating “100 best innovation proposals in industry 2012”, designed to evaluate and stimulate the implementation of this tool in our country. And we are happy to report that it was a success. The main goals of the rating were as follows: to promote the popularization of the innovation movement among Russian enterprises and their employees; make a snapshot of the situation by the nature of rationalization proposals at the end of 2012; determine which rationalization proposals are most common and what they are aimed at; 5 systematize the experience of market leaders in submitting innovation proposals; evaluate the effectiveness of this tool for enterprises; understand the prospects for innovation in Russia. It can be argued that our experiment was a success; the first independent rating of rationalization proposals in the history of Russia took place. We plan to make it an annual event and are looking forward to your suggestions for its improvement.

6 I Rating Methodology When preparing the rating, we planned that its results would be assessed based on the effectiveness of rationalization proposals and the magnitude of financial indicators achieved through their implementation. The main criterion on the basis of which proposals were to be ranked was the economic effect: both relative (percentage of enterprise cost reduction) and absolute (in thousands of rubles). This decision was explained by the desire to give enterprises of various sizes and specifics the opportunity to participate in the rating on equal terms. However, having considered the rationalization proposals submitted by participating enterprises, we were forced to adjust the methodology for evaluating them. At first glance, financial indicators are a universal measure of efficiency, but after analyzing the questionnaires and discovering how different and dissimilar they are from each other, we came to the conclusion that it makes no sense to compare them directly. As evidenced by the data obtained, the concept of rationalization today includes a wide variety of proposals put forward at Russian enterprises: replacing old equipment with new ones; use of new raw materials and materials; changes in product design; standardization and regulation; optimization without financial result; 6 process optimization; use of recycled materials; mechanization of manual labor; eliminating unnecessary operations, etc. For a more objective assessment, we decided, within the framework of the first rating of the hundred best innovation proposals, to group them as follows: Group 1 - rationalization proposals that have a pronounced economic effect and are aimed at optimizing processes and operations. We arrived with the correct registration (filling out all points of the questionnaire, a detailed description of the essence of rationalization and a schematic (photo) image). This group included proposals that our experts identified as optimization aimed at optimization of various kinds, including, for example, optimization of resource use. That is, the first group is proposals, from our point of view, closest to the world concept of “kaizen” (rationalization proposal). Naturally, when the rationalization proposal was described in detail and qualitatively in the questionnaire, the essence of optimization and its quantitative and qualitative results were explained, and it was easier to evaluate it. Group 2: rationalization proposals that have a pronounced economic effect and are aimed at modernization and reengineering. To the second group we included proposals characterized as modernization or technological (engineering) those that are aimed at changing the elements of the work system.

7 system and technological process, for example, the use of new raw materials, the use of new equipment. There is no need to enter into a debate now and find out what a real kaizen proposal is and whether real rationalization is essentially reengineering, since there are a great many opinions on this matter. We believe that in conditions of depreciation of fixed assets and inefficiently organized work systems, with a high potential for modernization, any proposal that allows enterprises to improve their processes or increase financial performance deserves to be called rationalization. Thus, the first group included 36 rationalization proposals. Basically, they were ranked according to the economic effect parameter, however, while tracking quantitative indicators, we could not help but pay attention to quality indicators. Therefore, particularly elegant and interesting solutions were also noted. The second group included 64 rationalization proposals, and when evaluating them, the main criterion was the economic effect. When dividing into groups, factors such as the speed of implementation of proposals, positions occupied by their authors, non-financial effects, originality of proposals, etc. were taken into account. 7

8 II Results of the rating “100 best innovation proposals in industry 2012” Despite the short period for submitting questionnaires (2 months) and the decision to conduct the rating in early August, Russian industrial enterprises responded vividly to our idea. More than 70 enterprises in various industries from various regions of Russia expressed their desire to take part in the rating of “100 Best Innovation Proposals in Industry 2012”. Unfortunately, due to the fact that such a competition is being held for the first time, many enterprises were unable to comply with all the requirements for registration and filling out application forms, and we were forced to exclude their candidacies. As a result, 17 enterprises were allowed to participate in the rating. Structure and evaluation of rating participants. The finalists of the competition (17 enterprises) collectively submitted more than 150 innovation proposals to participate in the rating. It was extremely difficult for us to select the top hundred among them, and we hope for the understanding of the participants. The candidates for the finals were selected in such a way as to demonstrate the diversity of rationalization proposals of Russian industrial enterprises. As part of the “Production Systems 2013” ​​rating, we plan to evaluate and compare systems for submitting and implementing innovation proposals, and we hope that the finalists of the “100 Best Innovation Proposals in Industry 2012” rating will take part in it. But, despite this, we believe it is correct to assess what kind of enterprises participated in the rating, how and what rationalization proposals they submitted and what results this led to. The industry structure of the participating enterprises was quite expected, although the absence of representatives of the Russian energy industry among them, who are traditionally strong in the field of innovation and implementation of optimization solutions, was somewhat surprising. It should be noted that the vast majority of participants in the rating (90%) are large manufacturing enterprises with staff from 700 to people and revenue from 700 million to 110 billion rubles. 8 Fig. 1. Structure of participants by industry

9 As we can observe in Fig. 1, mechanical engineering and metallurgy are leading, which indicates both a strong tradition of innovation that has not been lost over the past 20 years, and the presence of great potential for optimization in these industries. The reason for the latter largely lies in outdated technologies and fixed assets. Geographically, 12 regions of the Russian Federation were represented among the rating participants, which, in principle, demonstrates the sufficient prevalence of the innovators movement. Table 1. Number of participants by region. Region Number of participants St. Petersburg, Leningrad region 3 Republic of Tatarstan 2 Yaroslavl region 2 Vologda region 1 Republic of Buryatia 1 Republic of Bashkortostan 1 Nizhny Novgorod region 1 Vladimir region 1 Krasnodar region 1 Irkutsk region 1 9 Sverdlovsk region 1 Murmansk region 1 The leading region is the Leningrad region together with "City of Peter". They are followed by the Republic of Tatarstan, where the development of production systems has traditionally been strong, and the Yaroslavl region. Unfortunately, a number of enterprises from various regions were unable to participate in the rating due to the busyness of senior managers or their absence due to vacations. Otherwise, the picture of the regional prevalence of innovation would probably be more complete. Separately, it should be noted that the development of rationalization systems of participating enterprises occurs within the framework of the introduction of various concepts of production management (although we do not exclude that there is confusion with terminology, which is common in domestic practice). The majority of participating enterprises (more than 50%) are actively implementing the QMS (quality management system), the concept of “Lean Manufacturing” and the Production System. The age of the system for submitting and implementing rationalization proposals is also fundamental. After all, it depends on how involved and trained the employees are, how well the submission and implementation of proposals are worked out, and how well the enterprise’s economists are able to calculate the economic effect obtained from the implementation of the proposal. Therefore, the questionnaire included a question about how long the innovation system has been in operation.

10 Table 2. List of enterprises finalists in the rating “100 best innovation proposals in industry 2012” Participant enterprise Age of innovation system, years 1 Apatit-Electromashservice 14 2 Armtel 2 3 BaselCement-Pikalevo 2 4 EVRAZ Nizhny Tagil Iron and Steel Works 75 5 Irkutskkabel 7 6 NPO Nauka 10 7 NPF Packer 6 8 OMZ-Special Steel Izhora Plant 2 9 OMK Almetyevsk Pipe Plant OMK Vyksa Metallurgical Plant PA ElAZ Russian Paints 4 13 Severstal Severstal-Metiz Selenga Pulp and Cardboard Mill Management Company AgroHolding Kuban 5 17 Management Company ODK Saturn Gas Turbines 41 During the survey, a number enterprises noted the continuity of innovation traditions dating back to the times of the USSR. Basically, these were large metallurgical and machine-building enterprises. More than half of the enterprises (11 participants) have been implementing innovation proposals for no more than 10 years. And a particularly pleasant surprise was the participation in the rating of enterprises with very little experience (2 years), but despite this, they are ready to demonstrate that they have something to be proud of. There were four such participants. Now let's get to know our participants better. Apatit-Elektromashservice presented to our analysts a number of rationalization proposals, which, moreover, were perfectly designed: the financial effect was calculated both in equivalent per unit of production and in relation to total annual indicators. All proposals can be divided into two areas: improvement and optimization of operations and work processes on a screw-cutting lathe and optimization of repair activities. Rationalization proposals of employees are quick and inexpensive to implement, their effect is clear, it is easy to calculate, both the presence of “savvy” of employees and a high culture of designing the proposals themselves can be traced, which indicates a developed system of rationalization. Armtel presented only one proposal aimed at standardization processes,

11 lamentation and formalization of processes, and, nevertheless, it has already been implemented and brings a positive result to the enterprise. Armtel's rationalization system is at the very beginning of its development, and we are confident that participation in the competition will allow them to develop it to an international level. BaselCement-Pikalevo, winner of the “Production Systems 2012” rating in the “Advanced Production System” category, presented several proposals, some of which do not have a large financial effect, but fully comply with the world standard of “kaizen proposals”, both in design, so in essence. In addition, they presented proposals that demonstrated a good level of financial performance and a noticeable reduction in costs. The main directions of rationalization: optimization of existing processes and operations and optimization of repair activities. EVRAZ Nizhny Tagil Iron and Steel Works, a large metallurgical enterprise with rich traditions, presented a large number of rationalization proposals, distinguished by very serious financial results. Moreover, for the most part, they fall under the classical type of Soviet rationalization, that is, they belong to the scope of activity of engineering and technical services to change and improve elements of the working (technological) system, namely: replacement of equipment and raw materials, modernization, changes in product designs, etc. . Therefore, of all the rationalization proposals presented by the enterprise, we were able to include only two proposals aimed at optimizing resources (for example, electricity) in the first group. At the same time, it is necessary to note the colossal potential for modernization, which the company is quite skillfully implementing. Irkutskkabel, one of the leaders in the “Production Systems 2012” rating, also provided a large number of rationalization proposals for the rating. Some of them are modernization, some are optimization, and some are aimed at saving resources. In terms of the number of proposals that made it to the finals, especially in the first group, Irkutskkabel occupies a leading place, not to mention the fact that the glory of the best rationalization proposal in Russia this year went to it. A reliable system for calculating the economic effect and production costs, a rationalization system that covers everyone, from directors to ordinary workers, have become, in the opinion of our experts, the key to the company’s victories. NPO Nauka submitted quite a lot of rationalization proposals to the rating, but, unfortunately, most of them did not meet the basic selection criterion of having a recorded financial and economic effect. Despite this, a number of proposals have all the optimization properties and are submitted by workers “from the machine”, which is one of the most valuable characteristics of the rationalization system. Many proposals are aimed at changing designs, technologies, standardization and regulation. It should also be noted that the best proposals focus primarily on improvement and optimization at the operations, process and product levels. NPF Packer provided three rationalization proposals, two of which met the requirements for classic kaizen proposals, but, based on the small volumes of production, the resulting financial effect was small compared to the proposals of other participants. For a confident victory in the rating of “100 Best Rationalization Proposals in Industry 2012”, enterprise employees are recommended to draw up rationalization proposals in a more detailed and high-quality manner and develop innovation aimed at optimizing processes and organizing flows. OMZ-Special Steel Izhora Plant, a metallurgical enterprise, like EVRAZ, has distinguished itself by a considerable number of rationalization proposals that are effective from an economic point of view, which, however, are also of an engineering, modernization nature. Therefore, of all the rationalization proposals, we were able to include in the first group only one proposal aimed at optimizing resources (rational use of 11

12 charge) and brought a serious economic effect to the enterprise. OMK Almetyevsk Pipe Plant submitted only two rationalization proposals, but one of them deservedly took second place in terms of efficiency and focus on process optimization (technological transitions). A detailed and high-quality description of the essence of the proposal, a high economic effect (more than 1 million rubles), rapid implementation (within 1 month) all this testifies to the promise of the OMK system of rationalization proposals and its reliable traditions. OMK Vyksa Metallurgical Plant, like other metallurgists, presented several rationalization proposals, also related to the area of ​​improving elements of the working (technological) system, although they have an economic effect. This resulted in the fact that only one proposal could get into the first group, but in the second, OMK’s rationalization proposal turned out to be the most effective financially (58 million rubles of economic effect). ElAZ software, which became the winner of the “Production Systems 2012” rating in the “Intelligent Production System” category, submitted mainly rationalization proposals with changes in technologies and designs of a purely engineering nature and, due to small production volumes (against the background of metallurgical giants), could not take a worthy high place among the ranking finalists. But based on ElAZ’s success in developing the Production System, we are confident that at the next competition it will present the most progressive kaizen proposals aimed at optimizing processes. Russian paints, an enterprise with good references and results in implementing a system of rationalization proposals, provided three rationalization proposals of an engineering nature, and all of them have a good financial effect. But we were able to classify only one as optimization, close to kaizen, due to the fact that it was associated with a revision of the entire product identification system at the enterprise. The proposals of the Severstal group of companies were also of a more engineering nature, which led to the inclusion of only one proposal in the first group, but in the second group there were several of them. Unfortunately, the participant did not provide the names of the factories that submitted and implemented the proposals, which caused additional difficulties. We hope that in the future the successes of our market colleagues will push Severstal to more carefully prepare for such ratings. Severstal-metiz, unfortunately, presented only two rationalization proposals, one of which on the recycling of the resource (neutralized water) was able to take its rightful place in the first group of proposals. The Selenga pulp and cardboard mill, which has been developing an innovation system for only two years, provided a number of proposals from several (apparently pilot) production sites with classic elements of modernization and reengineering. An additional advantage was that the economic impact was calculated for each proposal, but only one proposal could be included in the first group. The rest competed with the proposals of metallurgists and machine builders. Management Company AgroHolding Kuban participation in the rating of “100 best rationalization proposals in industry 2012” of one of the country’s largest agricultural holdings was a very positive sign, designed to show the path to rationalization for all agricultural enterprises and representatives of the agro-processing complex. Despite the specifics of the proposals and the difficulties of comparing them with metallurgists and machine builders, the innovation proposals of the Kuban team were able to take worthy places in our rating. We consider the path chosen by the employees of Management Company AgroHolding Kuban to be extremely promising, especially in the context of Russia’s dependence on food imports, and we call on all agricultural and food industry enterprises to follow Kuban. 12

13 UK ODK Saturn Gas turbines, this unique enterprise in the mechanical engineering industry, provided a number of proposals aimed at changing the design and technology, and only one of them was included in the first group, where, thanks to the economic effect, it took its rightful place. The rest competed with metallurgical enterprises in terms of economic efficiency Winners of the rating “100 best rationalization proposals in industry 2012” Since, according to our methodology, proposals that best fit the concept of “kaizen” were selected in the first group, and modernization and engineering transformations were concentrated in the second group, the results were also divided into two parts as follows: Table 3. Group 1, the best rationalization proposals in Russia according to the criteria of “compliance with international standards of rationalization,” “high-quality description and design,” “speed and ease of implementation,” and “economic effect of implementation.” Proposal Enterprise 1 Changing the process of marking drums with cable products Irkutskkabel 2 3 Adjusting the welding stand of the mill during technological transitions Kaizen project “Organization of work on the restoration of machine parts in the OMK ERC Almetyevsk Pipe Plant Apatit-Electromashservice 13 4 Manufacturing of a mobile lift for the repair of pressure regulators BaselCement- Pikalevo 5 Device for drilling on a screw-cutting lathe in a continuous manner Apatit-Electromashservice 6 Device for pressing double-row spherical roller bearings 3614 according to GOST into a part Apatit-Electromashservice 7 Longitudinal stops for precision processing on a screw-cutting lathe Apatit-Electromashservice 8 Device for quick centering of the hole th On the turning-screw-cutting machine Apatit-Electromashervice 9, a constructive change in the protective ring of the suction pipe of the 1Grt 1250/71 pump to improve the operation and increase the Apatit-Electromashervice 10 installation of oil indicators in the gearboxes of the basel-male-palevo 11 Avar-packed button Basel-chamber elevators Pikalevo

14 Proposal Enterprise Change the operation algorithm of GP-7 in emergency situations (with one faulty lifting table) Use of non-marketable materials as a sublayer for power cables Change the design of the KVOU GTA-6/8RM in order to reduce transport dimensions and transportation costs Reuse of neutralized water for cooling drawing mills OMK Vyksa Metallurgical Plant Irkutskkabel UK ODK Saturn Gas turbines Severstal-metiz 16 Recycling of lead Irkutskkabel 17 Cleaning of metallurgical equipment (electric motors, electrical cabinets, contactors, etc.) by cryogenic blasting (cleaning with dry ice granules) Severstal 18 Rational use of charge. OMZ-Special Steel Izhora Plant 19 Organization of transportation of drum sets in Irkutskkabel containers 20 Use of alternative containers for transporting cables in PVC insulation with a conductor cross-section of 1.5-10 sq. mm Irkutskcable Use of underutilized steam energy for drying cordel Irkutskcable Replace diesel fuel with an aqueous solution of the “Poliprom” detergent Reduce energy consumption when switching the power supply to the automation systems of the PGR section and refrigerators from power voltage (380V 50Hz) instead of the G-D system (rotary converters) Irkutskkabel EVRAZ Nizhny Tagil Iron and Steel Works 24 Recycling of polyethylene Irkutskkabel 25 Optimization of labels on boxes Russian paints Changing the drainage pattern of the waste line from washing stations. Using cardboard for sheathing products on reels 7 Changing the manufacturing operation of the “Plate” part APRS Selenga pulp and cardboard mill Irkutskkabel Production Association ElAZ 29 Device for testing electrical equipment Agroholding Kuban 30 Hydrotesting of KCM. PACKER 31 Use of a gas-air burner to ignite gas at the top when stopping blast furnaces at PPR. EVRAZ Nizhny Tagil Iron and Steel Works

15 Offer Enterprise Improvement of the design of the air distributor in the adsorbers Measuring system for the water level in the “warm tank” reservoir Design of the refrigerator lid and the method of its implementation during repairs. Changing the method of marking inscriptions on the “Body” part according to clause 10 of the TT drawing Introduction of technological improvements to the “Clamp” part NPO SCIENCE NPO SCIENCE NPO SCIENCE NPO SCIENCE NPO SCIENCE Table 4. Group 2 the best rationalization proposals of Russia according to the criteria “modernization”, “change” technology", "reengineering" and "economic effect of implementation". Offer Enterprise 37 Casting wheel steel into seven-blank molds combined with profit, the internal diameter of which is 507 mm, the height of the molds is 2870 mm. OMK Vyksa Metallurgical Plant 38 Matrix for the manufacture of TPG with a cross section of 240 sq. mm with an angle of 120 degrees Irkutsk cable Use of high-carbon ferrochrome instead of medium-carbon in the smelting of chromium-containing steel grades in the converter shop of EVRAZ Nizhny Tagil Iron and Steel Works 40 Obtaining additional quantities of blast furnace additive 41 Increasing the production of krypton-xenon concentrate 42 Reducing the cost of fuel oil production Ts EVRAZ Nizhny Tagil Metallurgical Plant EVRAZ Nizhny Tagil Metallurgical Plant EVRAZ Nizhny Tagil Metallurgical Plant 43 Reducing the production time of cable products Irkutskkabel 44 Change the design of the workpiece pusher OMK Vyksa Metallurgical Plant 45 Use of lime dust from gas purification and aspiration systems of the lime-dolomite shop in the charge of AGC-3 Severstal 46 Recycling of waste from the department naphthalene distillation EVRAZ Nizhny Tagil Metallurgical Plant plant 47 Change in design of fuel supply for engine D049 from GTES-2.5 UK ODK Saturn Gas turbines

16 Offer Enterprise Elimination of gaps between the wide and narrow walls of the CCM-4 mold without mechanical impact. Increasing the actual durability of narrow plates of caster molds CCM-4 Changing the design of the annealing furnace of the galvanizing unit Changing the operating program of the hydromechanical expander in the production of double-seam pipe Reducing the consumption coefficient per strip for the production of thrust brackets Using new designs of self-supporting insulated wires to reduce production costs Changing the technological scheme for pumping out defects from the workshop production of container board in the cooking and washing shop. EVRAZ Nizhny Tagil Metallurgical Plant Severstal-Metiz OMK Vyksa Metallurgical Plant EVRAZ Nizhny Tagil Metallurgical Plant Irkutskkabel Selenga Pulp and Cardboard Mill 54 Reducing the cost of XPE cables Irkutskkabel 55 Input into the sintering charge of waste wood chips Severstal 56 About restoration performance of the Sictra AL drawing machine Irkutskkabel 57 Use of circular knives drawing with critical wear in cutting coiled steel on APR-2 (made in Korea) OMK Almetyevsk Pipe Plant Technology of loading iron ore materials into blast furnaces. Severstal 59 Reducing the level of defects in the production of thrust brackets from 0.5% to 0.3% EVRAZ Nizhny Tagil Iron and Steel Works 60 Reducing steam consumption for the hot water supply and heating systems of the administrative and administrative building of the car cleaning section of the copper shop. Severstal 61 Replacement of filling material in the design of Irkutskkabel cables Use of an additional heat exchanger in the circuit of the condensate line of separators for continuous blowing of boilers of the medium pressure unit. Replacement of the separating layer material in cables of the KVVGE, AKVVGE brands. Use of MKRL tape instead of a refractory cord when casting ingots weighing up to 120 tons. Installation of VFDs on feed (network) pumps of steam boilers Application of digital processing of signals coming from the TK6-2RUHLZ turbogenerator in the GTA-6RM self-propelled control system BazelCement-Pikalevo Irkutskkabel OMZ-Special Steel Izhora plant Russian paints UK ODK Saturn Gas turbines

17 Offer Enterprise 67 Replacement of material for the separating layer Irkutskkabel 68 Change in the design of “Sections” BC and BC included in the “Cyclone Blocks” for ground-related products UK ODK Saturn Gas Turbines 69 Installation of a liquid meter to account for dilutions of the verstat Agroholding Kuban Division Sugar Reduction of time changeovers and the amount of waste when moving from section to section when twisting copper round TPGs on Cortinovis 371 Increasing the yield of commercial products of solvent, BS-1 and indene-coumarone resin Changing the design of hot air distribution to the KVOU of GTA-6/8RM units Optimization of grain shipment from the elevator LV 3*175 production site 1 Modernization of the electric drive of the sulfate feeder of the soda recovery boiler 3. Irkutsk cable EVRAZ Nizhny Tagil Metallurgical Plant UK ODK Saturn Gas turbines Agroholding Kuban Ust-Labinsk KHP Selenga pulp and cardboard mill 75 Increasing the output of marketable products pitch distillate 76 Replacement of diesel locomotives TG M-6 on TGM- 4 EVRAZ Nizhny Tagil Metallurgical Plant EVRAZ Nizhny Tagil Metallurgical Plant One-time reduction in costs for equipment of workshop 20 due to the use of batch 47 in production. Installation of a device for removing premium milk from the milk pipeline Transfer of processing of grooves of the “Nut” part from C630 machining centers to the FSS400 milling machine Use for the smelting of semi-products in chipboard-120 metal bags made of galvanized iron from Metallopttorg LLC. Optimization of filtration of pentaphthalic varnishes in the varnish release department of shop 1 on one thread. Reduction of the consumption coefficient for smelting 10GN2MFA steel using the ESR method from cast electrodes in a crystallizer with a diameter of 1700 mm. Using polypropylene tape to fasten the flexible casing of drums Changing the scheme for pumping white strong liquor to the workshop for the production of wood chemical products OMZ-Special Steel Izhora Plant Agroholding Kuban Production Association ElAZ OMZ-Special Steel Izhora Plant Russian paints OMZ-Special Steel Izhora Plant Irkutskkabel Selenga Pulp and Cardboard Mill

18 Proposal Enterprise Replacement of a part of metal manganese Mp-95 not cheaper ferromanganese FMP 78. Change in the manufacturing process of the part “Pump frame 9T TsN” Change in the design and manufacturing technology of the part “Bottom” TsKB R B04, included in the “Special sewer drains” TsKB R and TsKB R Changes in the technical process of forging with subsequent cutting on the USAY 1010 saw. A mechanized method for loading alumina at a complex of treatment facilities. Change in the design of winches AR, APRS and APRS 60 / OMZ-Special Steel Izhora Plant Production Association ElAZ UK ODK Saturn Gas turbines OMZ-Special Steel Izhora Plant Selenga Pulp and Cardboard Mill Production Association ElAZ 91 Change in the design of the CN cover Production Association ElAZ 92 Siphon casting steel ingots 42CrMo4A with reduced profitable part. OMZ-Special Steel Izhora Plant Fastening bronze bushings in the working cylinders of a 1250 tf press. Changing the design of the pipeline distribution of the oil sulphurizing system B of the block-container unit GPA-6 RM V OMZ-Spetsstal Izhora plant UK ODK Saturn Gas turbines Using waste from the thrust housing UPR 80/ElAZ 96 Production Association Changing the design of the air duct section and installing reinforced air flow gate valves Agroholding Kuban Korenovsky elevator 97 Optimization of the process of loading floor storage warehouses with grain at production site 2 Agroholding Kuban Ust-Labinsky KHP 98 Changing the design of the drive of the running gears and oil pump at KShP Agroholding Kuban Korenovsky elevator 99 Manufacturing of a rolling and rolling device for the MTZ-80,82,82.1 tractor Agroholding Kuban 100 Replacing the filter element in the oil system of the turboexpander unit DT 5/220. OMZ-Special Steel Izhora Plant Choosing a single winner among so many proposals is not an easy task. And having carefully analyzed each one, our experts awarded first place to S.I. Dobretsky, OJSC Irkutskkabel, who presented a completely new look at the process of marking drums with cable products. The introduction of this proposal made it possible to reduce the cost of marking drums, improve its appearance and eliminate unattractive areas.

19 workplaces with hazardous working conditions: marker 15 units, painter 3 units. As a result, the implementation of the proposal brought 1.7 million rubles of economic effect. The team of F.A. Khabirov, A.V. Sandrevsky, D.G. Matveev and A.V. Kulagin deservedly took second place. (“OMK Almetyevsk Pipe Plant”) for the proposal to adjust the welding stand of the mill during technological transitions. This proposal was implemented in 3 days and brought a financial effect of 1.1 million rubles. The fact of saving the standard time for switching from one standard size to another was reduced by 16 minutes; there were 61 transitions in the base period; savings amounted to 16.3 hours; the average mill productivity increased by 31.37 tons/hour. As a result, additionally produced products amount to 511.33 tons. Third place (as well as places from 5 to 9 inclusive) was taken by Apatit-Electromashservice. Proposal for organizing work on the restoration of machine parts at the ERC Finka A.O. is a classic proposal aimed at optimizing the process rather than the technology itself. Its implementation not only brought economic benefits, but also significantly improved the working conditions of staff. It should be noted that the proposals of Apatit-Electromashservice were the best in terms of the quality of preparation and elaboration and were closest to the kaizen standard. Although they did not bring a multimillion-dollar effect, like proposals to replace raw materials from other participants, they can indeed be called rationalization in the best sense of the word. I would especially like to note the 6th category turner of the Apatit-Electromashservice enterprise, Andrey Nikolaevich Kuznetsov, who put forward three proposals for rationalization for working on a screw-cutting lathe. The ease of their implementation, the elegance of the idea itself, as well as the clear and tangible effect at both the process and operational levels, evoke sincere pride in the ingenuity of the Russian production worker. Fourth place (as well as 10th and 11th places) was taken by the proposals of BaselCement-Pikalevo. Like Apatit-Elektromashservice, this enterprise has a high culture of preparing rationalization proposals. Kaizen proposal by Grigoriev S.V. to manufacture a mobile lift for repairing pressure regulators revolutionized the operation, freeing up two workers, reducing labor intensity and improving safety, all in just 9 days. Separately, I would like to highlight the rationalization proposal of the Irkutskkabel enterprise, which took 22nd place. It consisted of replacing diesel fuel with detergent. Someone will laugh and ask: “Where is the rationalization here?” But, apparently, diesel fuel was used for cleaning floors for many years, and no one was concerned that it was unprofitable, harmful, and a fire hazard. The problem was simply not noticed until V.I. Gorbachev. and Shcherbo I.I. did not pay attention to it and did not submit a proposal to eliminate it. Their example is instructive for every production worker: look around, because the basis of rationalization is the constant desire to do better than it was, and the absence of inertia of thinking. No less progressive is the direction of increasing the efficiency of electricity consumption in production, a striking example of which is the proposal by I.B. Bezdenezhnykh. and Gulyashcheva P.V. (“EVRAZ Nizhny Tagil Metallurgical Plant”) to reduce electricity consumption when switching the power supply to the automation systems of the PGR section and refrigerators from power voltage (380V 50Hz) instead of the G-D system (rotary converters). This proposal took 23rd place, which is not surprising, because the world's leading economies (Japan and Germany) have long been increasing the efficiency of use of all types of energy resources in enterprises, reducing their consumption and improving the cost structure of products. It is impossible not to mention Fattakhov R.A. and a group of his colleagues, authors of a number of interesting proposals from the ElAZ Production Association. The proposals of his group show non-banality - 19

20th technological and engineering thought and serious experience gained over the years, which allowed them to take 28th place with the proposal “change in the manufacturing operation of the “Plate” APRS part.” Simple solutions, quick implementations, focus on technological operations, these are the factors that, with proper development, high-quality design of proposals and a slightly greater focus on optimizing processes rather than technologies, will allow this team and the enterprise itself to compete worthily in the fight for victory next year. The best rationalization proposal (engineering) in terms of financial indicators, which took 37th place, was the proposal of OMK Vyksa Metallurgical Plant for casting wheel steel into seven-blank molds combined with profit, which was submitted by a group of engineers and technologists of the plant (first place among technological and engineering proposals) . The effect of implementing this proposal amounted to 58.1 million rubles. In this case, we must not forget about the effect of scale, but it does not prevent anyone from using “Pareto analysis” and finding out on which processes, operations and technologies the enterprise spends the most resources, and concentrating its optimization efforts in these areas. To summarize the above, I would like to note that the total effect of implementing more than 150 proposals submitted for our consideration by 17 enterprises from different industries amounted to about 300 million rubles. 20

21 III State and trends of innovation in Russia What is the nature of the innovation proposals received as part of the rating? One of the goals of the rating “100 best rationalization proposals in industry 2012” was to provide enterprises with the opportunity to see the whole picture that has developed with rationalization proposals in Russia, so that any manager could compare his system of rationalization proposals and its product with the results of our rating and make appropriate conclusions. When planning this rating, we took as a basis similar ones conducted in England, France, Austria, China, India, Malaysia, Taiwan, and assumed that our main task would be the distribution of rationalization proposals (kaizen) by type, as is done all over the world: aimed at the workplace (5S), aimed at repair and maintenance (TPM), aimed at logistics and logistics, aimed at optimizing processes and operations, etc. Then, depending on the number of certain proposals, we had to create nominations or separate ratings for them, as for example in India, Taiwan and Malaysia, where the most popular is the rating of proposals and TPM systems. But having received the results of the survey, we discovered that the scheme familiar abroad does not work in Russia, and we divided all 150 rationalization proposals into the following types (see Fig. 2). 21 Fig. 2. Types of rationalization proposals of participating enterprises. The presented types of rationalization proposals are, in fact, a product of systems for submitting and implementing rationalization proposals, that is, they indicate which ones

The system “passed” 22 proposals for implementation over the past 2 years. The creation of such a classification did not present any difficulties, since it does not even require additional explanations and studies. A quick look at the list of rationalization proposals, any reader will see that proposals with the names “Change of design” and “Replacement/Modernization” prevail in it, that is, classic rationalization proposals from the point of view of NOT, which in the total number turned out to be more than 50%. Having analyzed the information that is in the public domain, although enterprises like to talk more about the general effect than about specific rationalization proposals, we were convinced that this classification and percentage correspond to the general market situation (with a deviation of no more than 5.5%). Next year’s rating, “100 Best Innovation Proposals in Industry 2013,” will help us understand how actively this situation is changing, and we hope that current participants will look forward to it and prepare for it with no less impatience than we do. We did not divide optimization proposals into types, as is customary abroad, due to their small number - only 8% of the total. On the other hand, we are pleased with the fairly large percentage of rationalization proposals for the recycling of raw materials and materials - 12% of the total. This suggests that in the minds of managers and employees, the attitude “Russia is a country with innumerable and rich resources” began to change to “saving even 100 rubles will help the enterprise to be competitive.” A high percentage of proposals aimed at optimizing resources (raw materials, supplies, energy) 13.3% of the total, on the one hand, is a very good trend, and on the other hand, it indicates that when designing, planning and organizing production (technological, working) systems at Russian enterprises do not know how to reduce resource consumption. What surprised us was the presence of this type of rationalization proposals, such as the replacement of raw materials and materials 16.7% of the total. As a rule, these proposals are submitted by engineers, technologists, supply specialists, department heads, and such a large percentage of the total number indicates both the existence of high potential for modernization and optimization of production, and the need to carefully monitor all global trends in the development of technologies and the emergence of new types of raw materials and materials with new properties and qualities. Also, six proposals that we classified as “regulation, standardization, formalization” were not included in the classification, since, although they bring an effect, they are not rationalization in nature, but fall under the tasks of QMS and process management in production. The fundamental issue is always the timing of the implementation of the innovation proposal. On the one hand, this is a measure of the effectiveness of the system for introducing rationalization proposals, and on the other, an assessment of the complexity (the magnitude of fundamental changes in production) of implementing proposals. Considering that up to 70% of innovation proposals are aimed at modernizing and changing designs and technologies, the presence of such a large number of innovation proposals with an implementation period of 3 months or more is not surprising. At the same time, 34% of rationalization proposals were implemented in less than a month, which indicates a high degree of readiness of enterprises for changes and a well-functioning system for implementing proposals. I would like to note that within the framework of the modern Kaizen Blitz methodology, it is believed that “A proposal that cannot be implemented over the weekend is not worth considering.” We were 22

23 are pleased to note that more than 10% of the innovation proposals of the rating finalists meet this requirement! Rice. 3 Structure of rationalization proposals by implementation time. So, we can conclude that rationalization proposals in Russia have a clear focus, they: correct errors in technological processes; change the design of products (designed with errors); 23 initiate replacement/repair of outdated equipment or its components; change materials and raw materials for production to more efficient and modern ones; optimize the use of various types of resources (loss of energy, raw materials, materials); propose to effectively reuse raw materials and materials in the production process; optimize processes, operations, technologies. A sample of 70 enterprises and more than 500 rationalization proposals (of which 17 enterprises and 150 proposals were admitted to the finals), with an emphasis on rationalization in mechanical engineering and metallurgy, seems to us sufficient to formulate such conclusions. To leave no doubt, we lack enterprises in the automotive and energy industries in the ranking. But we hope that, having become interested in the results of our rating and based on the competitive Olympic principle, they will take part in the rating of “100 best innovation proposals in industry 2013.” What are rationalization proposals in Russia and in the world? The results of the rating “100 best innovation proposals in industry 2012” were in many ways surprising for us. Having analyzed the potential emails sent to us

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FIFTY RATIONALIZATION PROPOSALS

By about 1956, I already had 50 improvement proposals on my account. I can’t say that they were all very valuable, but they all concerned new types of tools for making carvings or improved the technology for making various tools. And I thought that my tools could be useful not only at our factory. But I didn’t have the slightest idea about how to implement them at other enterprises.

Here are some of my rationalization proposals, which, as it turned out later, became useful to many machine-building plants in our country.

Method for manufacturing measuring collets. Many modern machines have various components in which the feed is carried out by the movement of a piston in a cylinder - a conventional hydraulic connection.

In order for such connections to be sufficiently reliable and operate reliably, the gap between the cylinder and the piston operating in an oil environment must be 5-7 microns. This is a theoretically justified task set by the designer.

How was a gap of 5-7 microns guaranteed in practice during the manufacture of these systems? No way or just “feel”!

Having looked closely at the technique of finishing the piston and the inner surface of the cylinder in machine shops, I made smooth gauges for the closers every 2 microns so that they could accurately measure the inner diameter of the cylinder and have at least some kind of reference. But such calibers are, of course, primitive. After all, the cylinder could have an ellipse or barrel shape of 2-4 microns, which cannot be probed with any caliber.

Our suppliers purchased pneumatic long gauges - rotameters and four-ball bore gauges designed by the Kalibr plant. Judging by the advertisement and passport, both devices guaranteed accuracy of measurements of internal diameters up to 0.001 mm. This was all that modern measurement technology had created for internal measurements to within one micron. But both devices did not take root at our plant. The fact is that many cylinders had holes in the walls and it was impossible to use a pneumatic gauge to measure them - air escaped into these holes.

Four-ball bore gauges were also not suitable, since they limited the measurement depth to 30-40 millimeters, and we had to measure much longer cylinders. In addition, the balls often fell into the holes of the cylinder, and then it was very difficult to remove the bore gauge from the cylinder. With such measures there was no point in thinking about any microns.

Inspector N.S. Petrov proposed a new device - a collet bore gauge for measuring deep holes with an accuracy of 0.001 mm. Theoretically, the device provided the required accuracy, did not require a supply of specially purified compressed air, did not fall into the side holes of the cylinder, and was very portable: one could, as they say, “carry a micron in your pocket.” Many factories needed it.

Nikolai Sergeevich Petrov contacted many tool shops of various factories, and went to the Kalibr plant with a request to produce at least one prototype of his device. And everywhere experts refused him, saying that it was impossible to make what he had drawn on paper out of metal. He had been struggling with his gut meter for several years. And finally, one day a drawing of a bore gauge came to me.

Everything about this device was simple, with the exception of one detail - the measuring collet. In order to guarantee a measurement accuracy of one micron, this collet must naturally be manufactured with even greater precision! It is impossible to achieve such precision with any complex configuration, even with super-golden hands. It was necessary to find a technology in which all elements of the collet would be obtained correctly.

Collet bore gauge by inventor N.S. Petrova

I decided to try to create a technology for manufacturing a measuring collet for a bore gauge. I worked on this technology for six months. Then he spent another six months finishing it on the machine. And finally, a year later, my students began making these measuring collets. And two years later, the collet bore gauge already appeared in many instrument factories.

The most difficult thing when making a measuring collet is to make a deep, accurate cone with an angle of 52°48’

I have been invited to factories more than once to show them the process of making measuring collets. This means that the need for this device has not disappeared to this day. However, the managers of the Caliber plant, apparently defending the honor of their uniform, categorically refused the mass production of Petrov’s collet bore gauge - “someone else’s” brainchild! That’s why even now a number of factories make bore gauges for themselves, but avoid using instruments from the Kalibr plant. The Kalibr plant has created and produces a lot of very complex devices and precision instruments, but it was not lucky with a high-precision bore gauge.

A collet bore gauge works by comparison with setting a given size using a reference ring. In some cases, the size can be set using a block of gauge blocks (not lower than 3rd grade) clamped into a measuring clamp. The device can check holes up to 150 mm deep with an accuracy of 0.001 mm, and even deeper holes with a hole diameter of over 25 mm. With the same accuracy, you can check the taper and ellipse of the hole to its entire depth.

The collet bore gauge consists of a micrometer with a division value of 0.001 mm; the housing in which the rod moves; measuring collet and ball. The collets are made replaceable, with graduations along the outer diameter every millimeter. The smallest diameter measured by the device is 6 mm, the largest is 52 mm. The design of the device is very simple.

The most difficult thing in the manufacture of a measuring collet is obtaining a deep, precise cone with an angle of 52°48’ with an 11th class finish. It is no less difficult and important to make an external ellipse with very precise radii, as well as to achieve strict concentricity of the elements of the cone, ellipse and radius surface.

The angle of the cone inside the collet is calculated mathematically, it ensures that the rod moves one micron when the outer diameter of the collet's measuring sphere changes by exactly one micron. To properly manufacture a collet, it is necessary, first of all, to correctly perform all the preliminary operations, since without this, even the most careful fine-tuning cannot achieve the required accuracy of the device.

Many of my rationalization proposals relate to cutting tools. Of these, I would like to introduce readers to the changes technologies for manufacturing taps and dies , which are required at every machine-building plant and are produced in the USSR in tens of thousands.

The technology for manufacturing taps is well known:

1) blank,

2) thread cutting (for thread grinding or completely to size),

3) groove milling,

4) heat treatment,

5) thread grinding (if the thread is cut with an allowance for grinding),

6) sharpening.

The first (rough) taps and taps with complex thread profiles are usually cut clean in their raw form. This technology has existed for many decades, and even now many toolmakers will roll their eyes if they are told that it needs to be changed. But this technology definitely needs to change! I only suggested changing the order of two operations, and this turned out to be enough to make it possible for the turner to fulfill the standards by 1000%. A thousand percent sounds implausible, but there is no exaggeration here.

Let's take, for example, taps with shaped round threads, which in most factories are immediately cut straight to size in their raw form (such threads are used in fire fighting devices and fittings).

According to the norm, it took 29 minutes at our plant to cut a round thread with a diameter of 20 mm with a pitch of 3 mm and a cutting length of 50 mm - as they say, it’s not a lot of time! After all, you need to maintain the size of two radii, external and internal, the diameter of the thread, and you also need to keep the cleanliness of the thread surfaces within the 7th grade.

It is also difficult to cut a round thread because chips adhere to the thread comb along the entire profile, and this inevitably entails nadir and breakage on the outer radius of the thread. To avoid nadir, we cut the taps with a comb clamped into a spring holder, but this did not always help.

I swapped the second and third operations: I suggested milling the grooves on the workpiece, and cutting the threads later.

And the craftsmen and technologists, of course, widened their eyes at me and began vying with each other to prove that, they say, the cutting will go to blows, will chip off the comb, and the spring holder with the comb will “nod” all the time!

However, I insisted on my own and on the first batch of 100 pieces I fulfilled the norm 1000%: it took me 2.9 minutes to make each tap. And there was no miracle here, everything was theoretically justified and understood in advance. First of all, I abandoned the spring holder and clamped the comb into a rigid steel block with a hole for a bolt. Such a rigid holder did not give any “nods” when cutting for impact.

When cutting with the old method, the threads often got nadirs, and in order to avoid them, it was necessary to work at low speeds. With the new method (impact cutting), I increased the speed 10 times and, in essence, there was no more impact cutting as such: when stripping the thread, the chips merged into a continuous short thick strip.

What caused the nadir on the thread using the old method? Due to chips sticking to the comb. With the new method, this chip sticking stopped by itself. The chips, of course, still stuck, but now, before cutting began, each feather of the tap knocked the stuck chips off the comb.

Subsequently, I analyzed all this when, having started the machine at low speeds, I examined the operation of the comb under a magnifying glass using a new method. At the same time, when changing technology, I was guided only by intuition and extensive experience in cutting all kinds of threads on a wide variety of cutting and measuring tools.

At first, some threaders and mechanics tried to object to the new technology. But the advantage of the new method was so obvious that soon all threaders began to demand that they be given taps with pre-milled grooves for cutting.

After two or three weeks, the sharpeners came to me to thank me. “How easy and quick it is now to sharpen taps!” - they said. I understood them perfectly: earlier, when the grooves of the taps were milled after cutting the thread, the cutter bent large burrs into the thread, and the sharpener had to remove a lot of metal from each feather with an abrasive wheel in order to remove these burrs. Now the burrs have disappeared, and sharpening went 3 times faster.

New technology began to be used by threaders who produce taps with conventional metric threads: rough taps began to be cut “for impact” immediately to size, finishing taps were cut “for impact” with an allowance for thread grinding.

Soon I heard gratitude from the thread grinders, which, I must admit, I did not expect. It would seem that it doesn’t matter to the thread grinder whether the thread was pre-cut - before milling the grooves or after milling. It turned out that it is far from all the same. The thread grinder hits the thread with an abrasive wheel “at a spark” - it “strikes” along one side of the profile, sees the spark and notices this moment on the longitudinal stroke indicator, then brings the wheel to the other side of the profile until the same spark is obtained. He will see on the indicator how much from one side of the profile to the other, and divide this value in half. After this, he places the thread wheel exactly in the middle (according to the indicator) and begins to grind the thread profile - he is sure that he hit the thread exactly in the middle.

With the previous method, the spark was generated from the contact of the grinding wheel with the burr remaining inside the thread profile after milling, and not with the plane of the profile. Therefore, the thread grinding wheel did not always fall exactly in the middle of the thread; the worker polished only one side of the thread, while the other remained black - and the tap was scrapped.

Now there were no burrs, a spark was obtained only from the touch of the circle to the very plane of the thread, and hitting the thread was always accurate. The marriage stopped completely.

A few words about meeting the standards 1000% when cutting finishing taps with round threads.

Of course, only one rearrangement of the order of operations could not give such a high result. Here, various little things played a rather important role, the use of which made it possible to carry out two operations without fuss, but quickly and confidently - cutting (scraping) the profile and finishing threading.

Each operation took an average of one and a half minutes. Such “little things” include, as I already said, the abandonment of a spring holder, a carbide (non-rotating) rear center, punching (marking) one of the sides of the square of the tap for the clamp, etc.

With a simple (steel) back center it would be impossible to increase the cutting speed by 10 times - it would burn out. The rotating center does not provide stability and sufficient rigidity when cutting “for impact”; the product would begin to vibrate. The use of a carbide center eliminated all this.

Marking one side of the square of the tap made it possible to always clamp the clamp in one place, which eliminated the need for the turner to get into the thread after stripping with a finishing comb. It was enough to hit the thread the first time - and the remaining 99 taps no longer needed this operation.

The use of such little things in combination with new technology has made it possible, even now, when it would seem that everything has already been taken into account and calculated, to fulfill the norm by 1000%.

As for the use of new technology for the production of round dies, in this case a significant effect was also obtained.

Using conventional technology, cutting internal threads was slow, since with continuous chips the danger of nadir appearing on the die thread was even greater than when cutting external threads. According to the technology I proposed, windows are first drilled in round dies, then a hole is bored for threading, then the back of the head on the feathers of the die is removed on both sides, and only after that the thread is cut.

I started cutting dies in this way from sizes 24×1.5 and 24×2 and reached size 100×2. The cutting was carried out “at impact” at high speed while constantly “knocking down” the chips sticking to the teeth of the comb. The carving was 2 times faster and clean, without the slightest nadir.

In addition to increasing productivity in the thread cutting operation itself, some other advantages of the new method were revealed: there was no need to manufacture master taps for each die size; the operation of running the die with master taps to remove burrs in the thread became unnecessary; thread defects that occurred during thread running with a master tap were eliminated.

Of course, just like with tapping, all these successes did not come by themselves, only from rearranging operations in technology. For the internal combs, it was necessary to make holders of increased rigidity, and the cutting combs themselves, using a new method, began to be made with a large-diameter shank. In addition, I proposed making combs for cutting dies not with a regular profile, but with a cone along the average diameter, while ordinary threaded dies have a thread profile cut along a cylinder with a cone along the outer diameter.

With conventional combs, only the last tooth works as an edge, which quickly becomes dull, and the comb often has to be sharpened. At a certain cone angle, different for different thread pitches, each tooth of the modernized comb cuts with the entire profile and removes very small chips, which protects the tool from dulling and ensures easy chip removal. Such a comb with four teeth removes a layer of metal 0.2 mm deep in diameter in one pass.

Regular profile (a) and improved profile (c) combs for cutting dies

Previously, threaders often thought about whether to run a die with a master tap after drilling windows or not to run it? If you run it, it means risking the die, since it is not always possible to immediately hit the thread with a tap (especially with a large diameter). But it didn’t hit right away - the die goes to waste. If you don’t drive it away, the sharpeners will raise a cry, since they have to grind down the feathers of the die for a long time in order to remove burrs on the threads left after drilling the windows. Often, the thread would be annealed, become soft, and the die would be rejected again. This way and that - it was still bad!

With the new technology, all these troubles disappeared, dies began to be produced of high quality and twice as fast.

Thus, a seemingly insignificant change in the order of operations in technology gave a brilliant result. Now this method is used in the tool shops of many factories. For those toolmakers who work in the old way and cut threads on a die “as a whole,” I advise you to switch to the new technology, they will not go wrong!

Of course, I won’t describe all my 50 rationalization proposals - it would take a long time and there is no need. But I will tell you about one more proposal that eased the hard physical work of turners-closers - about the mechanization of finishing of threaded gauge rings of medium and large sizes.

In most tool shops of machine-building plants, gauge threaded rings are cut with a cutter and, after hardening, finished with cast iron laps. Grinding internal threads on gauges is used quite rarely.

If we take, for example, the M100?2 ring, then the finishing allowance is usually left at 0.4 mm. And if we take into account that after heat treatment the ring inevitably deforms by 0.3-0.35 mm, then the turner has to finish the ring for a long time using laps, spending a lot of physical strength.

I was able to mechanize the finishing of large threaded gauge rings using a regular lathe. I did my first experiment with rings with a diameter of 60 to 200 mm, and for this purpose I used an old machine intended for decommissioning.

A strip with a longitudinal groove is attached between the guides of the machine on the edges of the frame. Two push-button starters for right and left strokes move along this groove and can be fixed in the right place. The starter buttons are elongated and directed towards each other.

The threaded ring is screwed onto the lap in the usual manner and clamped with the carrier bolt. The drive shank, moving along with the ring along the lapping axis, in its extreme position presses the left starter button, which switches the machine to reverse. Having reached the right starter button together with the ring, the carrier switches the machine to forward motion. This automatically reverses the rotation of the spindle, and with it the change in the direction of movement of the ring along the lap. To make the drive shank hit the stops more softly in extreme positions, two PCB blocks are attached inside the frame.

Device for a lathe for mechanical finishing of thread gauges

An ordinary threaded lap is placed on a conical mandrel, and the turner can only monitor the normal movement of the ring along the lap, add lapping abrasive from time to time and, if the ring becomes weak to move along the threads of the lap, tighten it on the mandrel. Thus, an allowance of 0.7-0.8 mm is easily removed from the ring and the thread on the ring is clean. For final finishing, leave 0.03-0.04 mm and carry out finishing manually on a finishing lap with a small amount of a finer abrasive.

In addition to threaded ring gauges, on a modernized machine, various threaded parts that require the removal of large allowances on the thread can be finished in the same way.

Since the starters for reversing the spindle rotation during finishing are placed below the level of the bed guides (they are backups of the main machine starters), the machine remains fully suitable for any turning work and can be used for its intended purpose.

I managed to rationalize and improve a whole range of carving works and tools, but there was no particular merit in this: it was simply that at that time there was still a great difference in the culture of tool production in Moscow and Leningrad. I learned a lot at the Leningrad factories, and what was commonplace there often turned out to be an innovation at the Moscow factories.