Kaizen conversion at AlES

The systematic work towards conversion to Kaizen principles in all production departments and head office proceeds in a systematic manner at AlES JSC. The decision to deploy Kaizen system – the lean technologies in production process – was made in February 2024. The department of CHPP-3 became the pilot site. The results turned out to be better than expected, and now the conversion process is gaining momentum in all JSC’s divisions. Currently, active work is underway at CHPP-1, CHPP-3, CHPP-2 and the head office.

However, power engineers are not only learning the theory – they are actively studying the experience and practice of system implementation in other companies and organizations of Almaty. This allows them to understand algorithms, to consider the mistakes of others, to use proven methods of conversion, which have already been adapted to our conditions, mentality, and capabilities. In particular, recently a group of specialists and heads of departments of AlES visited Almaty Fan Factory in Koyankus settlement of Almaty region.

– The factory demonstrated how kaizen technologies contribute to reducing losses, lowering the number of defects and optimizing work processes. Automation, robotic technology and well-thought-out labor organization have enabled the enterprise to achieve significant results,’ says Madi Zaniginov, a kaizen specialist who is involved in the implementation of the system at the company. – ALES understand the potential of such changes and is already initiating the first steps in this direction. The visit to the fan factory was an important step for us on the way to improving business processes. Implementation of kaizen technologies is the way to a more efficient, sustainable and competitive future of the company.

Madi Zaniginov notes the great potential that the Kaizen Concept holds for the company’s further growth and development. Madi is literally at the front line of this process, as he is involved in the work of Kaizen technology deployment.

Fazoil Salimov, Director of CHPP-2 named after A.Zhakutov, learnt a lot of useful practical information during the visit to the fan plant: “The Kaizen system was launched at this enterprise in 2012. According to Marat Bakkulov, General Director of the enterprise, after the implementation of Kaizen, the operating and production costs of the enterprise were optimized. We were shown administrative and production facilities and were impressed by the process of organization and arrangement of staff workplaces, the use of modern robotics methods in the production processes, accounting and storage of inventories and finished products”.

Power engineering specialists are well aware that there are differences between the implementation of Kaizen Concept at a new modern enterprise, where the system has been “integrated” into the production process practically since the plant was founded, and the implementation at an enterprise with a profound history and the equipment manufactured in the middle or even at the beginning of the last century. Nevertheless, this task is feasible, although it has its own specifics, they believe. And this visit provided an insight into the algorithm of implementing such criteria as lean production, loss reduction and cost minimization.

– I am impressed by the level of organization and the work approach at AVZ, the use of Kaizen system. Here every process is optimized with maximum efficiency, says Adil Abildayev, an engineer of instrumentation and automation at CHPP-1 named after B.Orazbayev. – That is reflected in the indicators: there are no time losses, high production speed is observed. Also there is a noticeable involvement of the management in the process of a constant improvement. The plant is equipped with modern equipment and technologies. I would especially like to mention the modular lift for stock control and warehouse automation. In general I am very glad that I managed to visit AVZ, the visit was very useful and educative.

Murat Karimov, Director of Energoremont Production Association, was also very impressed with the organization of work and work processes at the plant.

– Clearly scheduled and executed work operations. People work – each in his place – no one interferes with anyone. All of the machines at the plant are robotized, everything is organized according to the latest technology and Kaizen. There is a very high efficiency. We have seen this abroad, but we did not know that we have it in Kazakhstan, near Almaty, Murat Karimov shares his impressions. – AVZ employs 160 people. The wages here are high: on average from 300 thousand – for laborers and up to 600 thousand – for highly qualified specialists. I also noticed how much importance is devoted to quality here. At every step at the enterprise there are posters with a common call: “Don’t manufacture defects, don’t deliver defects, and don’t accept defects!”

Murat Karimov was particularly attracted by the organization of warehousing at the plant, which is all done electronically.

– All operations are carried out online: relocations, requests, write-offs… There is no paperwork, Murat Karimov said. – No one submits any requests in paper form. All the information on the warehouse is displayed on the screen. Everything is logged: how much and exactly what materials there are in the warehouse, where they are placed. And any employee of the plant, approaching this screen, even if the warehouse employee is absent, selects the required material, a part, enters a request, the required data, and receives information about its location. And then all he has to do is to press the confirmation button, and automatically from any level and any point of the warehouse he receives the material. There is practically no human factor involved. Everything is well thought through – every step, every action – everything is organized according to Kaizen. We want to bring our enterprise to such a state and management format in the future.

Everyone agreed that the visit to the plant will allow us to adjust the process of Kaizen system implementation, adapt the experience of our colleagues to our own realities, and thus speed up the process in the company. Besides, the Kaizen system is not only about workplace organization. It also includes the concept of “Kaizen gemba”, which implies decision-making at the workplace, and when problems arise – their resolution.

Let us remind you that Samruk-Kazyna JSC adheres to the concept of Kaizen, many of the structures of the group of companies are actively implementing it, and some of them have already successfully applied it in practice. AlES JSC is among them.

For reference:

Five basic principles of Kaizen Concept (5S):

• Seiri (sorting),
• Seiton (systematisation),
• Seiso (keeping clean),
• Seiketsu (standardisation),
• Shitsuke (improvement).