The historical path of the plant — it’s years of creative selfless labor of workers, professionals, managers, at different periods of supplying technical equipment of the railways with modern products — from simple relay NR, CR, TFR to modern REL, IVG-KR, electronic components, devices, microprocessor-based systems.
The Great Patriotic War interrupted the peace work of the collective. In memory of those tragic events in the factory park is a monument dedicated to those who did not return from the war. The plant was evacuated to Saratov, where he continued to release signaling equipment now for the needs of the railway troops.
In 1945, after returning to Leningrad, the factory was re-established manufacturer of signaling equipment.
The production activity of the plant began in a small two-story building. Then, the plant has been actively developed through new construction, capacity and capacity utilization of its branches in Gatchina (shop number 11) and in the fishing (shop number 4). In 1989, all three production sites have received the status of legal entity as independent companies became part of the NGO «Soyuzzheldoravtomatizatsiya.»
The period from 1990 to 2003 was the most difficult for the company, the plant reduced funding, the volume of production fell. But despite this, the management and staff of the plant not only maintained its production potential, but also mastered a number of new products and systems. At the same time, it was refitted for the production of electronic equipment issue with elements of surface mount systems and electric interlocking containers (ECR-R), and transportable modules (EC-TM).
An important stage in the life of the plant began the years of reform the Ministry of Railways and the creation in 2003 of JSC «Russian Railways». St. Petersburg Electrotechnical Plant, along with other plants, became a member of JSC «Russian Railways» as a branch of retaining profile (specialization) of the enterprise. He led the Department of Enterprise alarm, centralization and blocking.
At this stage it was introduced fundamentally new methods of management — Principles of budgeting and financing, carried out technical inventory and registration of property, including land. Soon began the process of stabilization of the plant — has increased the volume of production and sales, to master new products and systems RAT. The staff of the factory has become the winner in the competition among the enterprises of JSC «ELTEZA.»
The most important event for the St. Petersburg Electrotechnical Plant was the decision to restructure the electrical plant — branches of JSC «Russian Railways», adopted by the Department of SCB in January 2004, the second phase of structural reforms in the railway transport. From that moment began preparations for the establishment of the first «Russian Railways’ subsidiary as a single property complex on the basis of eight electrical plants.
As part of the structural reform of the electrical plants, not directly related to the transportation process, it was merged into OAO «ELTEZA.» This has contributed to the development of the economic independence of the group of plants, enhance the effectiveness of their activities. At the same time the company was interested in maintaining a strong supplier (the subsidiary), the production base and reliable supply of products for the Russian railways.
When combining plants in one subsidiary were conditions for the organization of package deliveries RAT for projects under construction, at the same time responsible for their quality and delivery has become united. Now you can make better use of common funding for the design and development of new products.
Each plant has established close ties with customers in the production of JSC «Russian Railways». Combining plant will centralize the marketing function of individual branches, organize the full range of supplies and thus strengthen competitive advantage.
In preparation for the creation of the first subsidiary leadership of JSC «Russian Railways» with plant managers systematically considered fundamental organizational reform issues. Much organizational work was held Head of Department of production and assembly automation and robot VS Minakova, currently holds the position of General Director of JSC «ELTEZA.»
Since 2005, St. Petersburg Electrotechnical Plant has been part of «ELTEZA» and is leading on the development of production, development of new products and technical re-equipment management automation and remote control. Today it is a stable and profitable operating company, the largest supplier of products RAT.
The plant produces the following main groups of products: Relay equipment, power train automation equipment tonal track circuits, power panel, transportable modules for various applications, electronic equipment for railway automation systems, including microprocessor systems EC. A total network of roads plant supplies more than 400 items of products, including 260 kinds of self-made.
In 2007 the plant produced products worth 699.4 million. Rubles. (118.8% to 2006). Labour productivity growth in relation to 2006 was 20.1% and was ahead of the growth of wages. The plant has been ranked among the branches of «ELTEZA» for the development of output per worker. The share of newly developed products account for 25% of total production. These results were achieved as a result of intense, well-coordinated work of the staff of the plant.
In terms of budget financing improved planning and production management. To solve planning, accounting tasks throughout the production cycle are used computer equipment.
The plant specialists work closely with the scientific design organization that promotes the development of the production of new, competitive products and systems of railway automation. The plant is being proactive and purposeful work for the development of new products. Through the introduction of new technological processes, equipment, tooling systematically implemented measures to reduce material and labor costs.
The plant is a policy aimed at increasing the effectiveness of the company based on the standards of quality management system, improved forms of remuneration, outcome-oriented, implemented motivation productivity. The personnel policy is based on principles of social and economic partnership, reflected in the Collective Agreement businesses. It aims to increase the prestige of working at the plant, promoting the professional growth of young people.
The management and staff of the company are proud of the results obtained, but at the same time are not going to rest on our laurels. It is planned to further technical development of the plant, improving the organization and efficiency of work. In this regard, to solve many pressing problems.
Guidelines adopted by the country’s strategic program for the development of railway transport until 2030, provides for technical re-equipment industry, including in the area of railway automation. To implement it, the plants of «ELTEZA» received corporate order to supply electrotechnical products for the needs of JSC «Russian Railways» for the period 2008-2010. In particular, one of the tasks for the near future — proofed RAT entrances to ports, as well as the Russian section of the highway Moscow — Helsinki. In this regard, today require increase in production capacity of the plant.
The management of «ELTEZA» and the St. Petersburg Electrotechnical Plant realistic about the actual state of the production base of the Company, the financial capacity of the company and understands its responsibility for the implementation of this program and the corporate order. From these positions in the near future to address a number of fundamental issues. To ensure the profitability of the work, make a profit and implementation of innovations in production is necessary to develop and implement financial mechanisms to regulate prices for the products of the plant. It is necessary to take into account inflation, rising prices for materials, components, energy resources. However, the need to reduce production costs through the financing and implementation of organizational and technical measures.
The long-term technical policy in the field of creation of new competitive products and systems RAT allows you to select the direction of modernization of the enterprise, and to justify the necessary investments in production development.
Today, one of the problems the company is a large depreciation of fixed assets. It is necessary to update and overhaul of equipment, buildings, engineering systems and communications. This requires not only the full use of the depreciation, but also to attract additional investment. The management and staff of the plant, providing significant volumes of production and sales, hoping for priority funding in this direction.
Another sore point for the company, located in the city, there is a shortage of personnel. The ongoing human resources policy does not give the desired results. Compounding the situation and the uncertainty of the social situation of workers of the subsidiary after the factory of JSC «Russian Railways». However, in connection with the recently adopted Russian Industrial Association of Employers agreement between the rail and the Central Rosprofzhel, factory workers are hoping to maintain the level of social protection achieved in the JSC «Russian Railways». At the same time, the plant vat understand that the key to solving social and human problems is the performance of each of them.
Noting the 70th anniversary, the plant team is proud to belong to OJSC «Russian Railways», sees its future as part of a railway holding strong and ready to fulfill the tasks outlined strategic program of development of railway transport.
SN MIKUSHKIN, chief engineer of the St. Petersburg Electrotechnical Plant
St. Petersburg Electrotechnical Plant — branch of «EL Teza» produces railway automation for roads in Russia and abroad. Together with scientists from PSTU, VNIIAS, GTSS now established a sound small-sized equipment automation and remote control, including various types of relays, electric interlocking blocks. In 1982, with the development of the production of the type of relay REL began the transition to the production of small-sized equipment. Currently it produced 170 items of relay technology, and more than 70 relay units of EC.
Since 2003 began the production control computer system for the microprocessor electric centralization (TEC ECM), developed taking into account the use of surface mounting. Its assembly is made on the modern equipment, which is honored tests of some elements, as well as verification of printed wiring on the bench.
Since 1991, the plant with the support of GTSS commercial production of electric interlocking systems for small plants (ECR-R), and in 1998 — for average (EC-TM.P), are in great demand on the network. Production volumes reach 250 units. The equipment according to the project made by the full, here performed its installation and adjustment for the whole station set. Simple assembly is carried out on the construction site, and requires a minimum amount of time compared to new construction of traditional EC. Delivery of the system is equipped with gas fire, adjustment is carried out by specialized organizatsiya.Tipovye certified modules, and their life span is the same as that of the traditional positions of EC.
In 2007, the organization of high-speed traffic on the line St. Petersburg — Helsinki with the direct participation of the plant were built and put into operation three stations, each of which consists of 16 transportable modules. The station Zelenogorsk October road project GTSS first mounted a two-storey complex of 20 units.
Much attention is paid to the quality of products. In 2003, the plant was designed and certified for compliance with ISO 9001-2001 quality system, and in 2007 it has been applied to the production of RAT. Operation of the plant in the field of quality is confirmed annually by the Register of certification at the Federal Railway Transport. Certified products, including 150 samples funds RAT, 69.7% of its total volume. This work resulted in a decline of 55% in the number of claims to the equipment in the first quarter of this year compared to the same period of 2007
For verification processes at the plant are continuously being technological and design and supervision of all the products according to the standards set out in the technical specifications are subject to periodic tests.
Much is being done to organize the production of new equipment and modernization of electronic products RAT. Since that time, prepared and mastered the production of 18 types of new and upgraded products RAT. Among them: the microprocessor-based systems, EC; Complexes of means-no-relay centralization KTSUK processor; Managing computer system TEC ECM; centralized traffic control system — DC «South» with the RCP, dC «path»; signal conditioners for locomotive signaling — FSS, FS-EN; track circuit equipment -GP-31, GP-41, IVG-KR; supervisory control blocks: AD SEC, KDSP, KR-489; small-sized units DIM1P, DIM2P, DIM3P.
Due to the increasing demand of roads in automation and robot factory increases production capacity. In 2006 it was produced goods and rendered services worth 606 million. Rubles. In 2007 the volume of production increased by 16%, and the figure was 707 million. Rubles.
These indicators confirm that the factory team is developing new technologies, improving the organization of work and is ready to provide rail transport Russian modern and reliable devices RAT.
The structure of technical control of production at the plant appeared immediately after its creation. In 1938-1939. ETZ Leningrad was passed all the technical documentation, equipment and technological foundation for the signaling relays of various types with the plant. Kozitskogo. During these years, there were patterns of production, management and technical cont la products manufactured LETZ. Initially, production volume signaling relay was small, but in 1940 it amounted to 13,500 units. All products undergo technical inspection.
In 1945, first appeared in the form of service quality control department. This department is headed by GM Dyakov — a veteran of World War II, worked for 25 years in this position and subsequently awarded the mark "Honorary railwayman". In the State Department employs 120 people — master controllers and control, which monitors the quality of plant products — transformers, switches and triggers impulse relays, Staten Islands. Especially successfully worked MI Kuznetsov, RM Sotskova, A. V. Demidov AI Hintsitskaya,
B. S. Kirillov, and others.
In 1959 the plant mastered the production of small relay type NMSH, which required the creation of new jobs: monitors to areas of stamping, electroplating and assembly shop. The team has established OTC incoming inspection of materials and components, operating ny control, acceptance tests, and monitor the reliability of signaling equipment in operation, carried out work with claims from consumers.
The development of small-sized relay NMSH allowed to go to the production of a block of the EC. The first cabinets with NMSH were installed in the area Ramenskoye -Pavlovsky Posad. Later Staten you and relay units first BMRC station Leningrad Pas were awarded a diploma of II degree ENEA USSR. Soon, the plant started serial production of the equipment.
Changes over time range and complexity of manufactured equipment, increased production volumes. In connection with this steel has high requirements for the qualification of control masters and overseers. For successful work, many of them marked by high government awards. For example, the controlling master VA Mikhailov was awarded the Order "Badge of Honor".In 1983 in the framework of cooperation of the CMEA countries has been developed and mastered the electromagnetic relay of the fourth generation type REL. Factory workers have qualified assistance services, signaling, exploiting these relays. In particular, the controller LG Queen helped employees MOUTH distance of the South Ural road master adjustment of the relay.
In the second half of the 70s in the factory developed specifications and technical documentation of complex system of quality control. Its implementation allowed the plant to a new way to solve problems and improve the quality of software products. Proof of this was the attribution "Quality Mark" modernized relay NMSH.
Before the plant is constantly pose new challenges for the production series, the development and production of new microelectronic products — equipment tonal track circuits, signal generators of the station to ALS-EN, various microelectronic sensors, devices such as disk-to-B, transportable modules EC-TM. New approaches are needed to improve the quality of products, changes in the organizational structure of the technical control. To this end, the factory has been a department of integrated quality management. Its main task was to develop and implement documented procedures describing the quality system, and then the quality management system.
Tool to improve the quality of the plant was the introduction in the production of the international standard ISO 9001.
In the period of 1995-2003. Plant worked to develop a quality system in accordance with the requirements of international standard ISO 9001. This standard provides for the certification of not only the system itself but also the products produced in accordance with its requirements. With continuous care and support of the director of the plant VI Nikonov was created to develop a proactive team documented procedures of the quality system. It consists of the following experts: SV Larchin, VA Smirnov, AG Racine, SO Zasukhin, AB Zadkine, SI Tereshchuk and others. In the short term have been developed documents that describe the functioning of the quality system of the plant.
In 2003, after checking the register SSFZHT issued a certificate confirming compliance with the requirements of the plant’s production SSFZHT R 39 / ISO 9001. This certificate was issued for the first time the manufacturing plant signaling equipment.
The next step in the transformation was the creation of an effective quality management system that will improve the motivation of labor. The more satisfied employees work at the plant, the lower turnover, higher productivity and fewer differences between the services.
Continuing efforts to improve the quality system, the factory is already a part of "ELTEZA" in 2007 he received a certificate of compliance certifying that the plant meets the requirements of the QMS ISO 9001-2001.
Implementation of the QMS documented procedures of the plant does not mean that the full implementation of international standards. The continuous and purposeful verification (audit) of the quality management system. According to international standards, internal audit — the process of obtaining an objective assessment to determine the extent to which the agreed criteria. It is considered as a mandatory element of any management system as senior management ensures that the established quality management system is in working condition.
Audits at the plant showed that internal audit can be a powerful tool for improving the management of production. This process quality service responsibly, internal audits planned in advance, defined testable units, dates, questions. The test is based on a systematic approach. With this in divisions it created a favorable climate, and subsequent inspections authority, a certified QMS, held in a calm atmosphere.
All found in the audit observations are reflected in the report, which is approved by the Director and shall be communicated to departments. Then controlled by their full and timely implementation.
This practice has had positive results, and inspection control SSFZHT Register, held in February 2008, it was confirmed that the QMS is successfully operating the plant, all the rules and procedures are fully implemented.
Improving product quality is directly related to its certification (mandatory or voluntary), and an objective assessment of compliance with the requirements of the plant’s production safety standards adopted in rail transport, and / or specifications for a specific sample of signaling equipment.
It should be noted that the plant was one of the first on his own initiative to certify products to the assets of the enterprise. In the period 1996-2001,. this procedure in the certification system of Gosstandart of Russia were: machinery and SEC ALS EN relay REL, PL3U, D3, OL2-88, SZI1U, Staten you blocks ECR, EC-M-DIM 1, 2, Div. Now, continuing the successful re-certification of the product certification system in the railway transport of the Russian Federation. For certified products previously added to the panel power switch DSSH-15, 16, DIM1.2P. Total to date, the plant has a certificate of conformity for 150 types of equipment.
In the act of surveillance carried out in February 2008, it noted that the conditions have been created at the plant to ensure the stability characteristics of the following certified products. This type of electromagnetic relays
REL, DZ, OL2-88, PLZU blocks type ECR and EC-M, type GP31 generators, pulse generators DIM-1.2P and others. The staff of the plant perceives it as high praise of his work. Future plans provided certification of all manufactured products.
Certified products must also have its own distinctive sign. For this purpose, bar coding is used today. It will be a specialized device for checking the characteristics of manufactured at the plant signaling devices and bar code printing on a special label. At the same time in his memory will store all the necessary information.
The staff of the factory maintains a close relationship with the railways. The plant held videoconference on quality compression device. Widely used materials online surveys of roads in quality of products. Suggestions and comments operatives are helping to improve the design of plant workers and enhance product quality. In their recommendations are constantly improving the design and manufacturing technology related parts and signaling devices, improving techniques and methods of acceptance tests of finished products.
In the future, the further development of the plant is planned to involve all staff in the process to ensure product quality and maximum disclosure of creative abilities of each employee.
In addition, it provides for the improvement of the quality management system to improve the culture of production and reducing the complexity of the production process.