Slugin Gennady Biography

Write to the author of the Lokomotivomonnaya Plant of Ussuriysk, which is one of the largest enterprises in the city, the production is optimized. In this regard, the staff of employees from 3.2 thousand people will decrease to 3 thousand. There are already rumors in the city that they will fall under the reduction to a person. In addition, the leadership notes our plant as the most advanced from the point of view of technology, from the point of view of production capacities, because a lot of money is invested here.

I am very pleased that the factory remained both the production culture and production discipline. I have something to compare - the shipbuilding plant, the ship repair plant, the machine -building plant and the plant that is repairing diesel locomotives - I am proud that I got to this enterprise. At the moment, we have mastered the repair of 12 types, including working on the supply of linear equipment and modular equipment, diesel engines, therefore, to be honest, the plant pleased me with their purity and the attitude of people to work.

The main idea that the new leadership voiced was the unification of the process of operating the locomotive with the process of its overhaul. Did you manage to implement this in practice? Our financial component plant occupies the first place from the entire system. Most brings profit. Second place in terms of the number of employees, lagging behind only the factory in Ulan-Ude.

If we take the financial component, then at the end of the year we earned almost 9 billion rubles. The plant is very compact, and it pleases. Those factories where I worked occupy dozens, or even hundreds of hectares. This year the plant gained its plan, I have confidence that we will fulfill the plan, and we will arrange the financial indicators that we are set by the employer in Moscow.

At the same time, we clearly understand and predict the situation with the load next year and see a certain decrease in the modernization of diesel locomotives through Russian Railways. For a long time, the plant modernized diesel locomotives. In short: a locomotive came, there was one type of diesel, put a completely different, new, respectively, another binding, other devices were installed in the driver's cab, that is, not only the average overhaul was carried out, but practically renovation and corps, and all movable parts and equipment.

During modernization, this is a completely new level, which is quite financially capacious, since modernization according to the plan is coming to an end. The plant has a fairly serious task associated with a set of extrabudgetary loads. It is called an auxiliary activity. Here it can be seen who is worth what, what are the competencies of my deputies and heads of departments, services, workshops regarding the presence of an administrative resource.

Our plant is the only one almost to Baikal. Accordingly, there are a lot of commercial organizations that have railway equipment on the balance sheet, and which must be repaired. Now the task of entering the commercial market has been set, you need to offer your services. But, among other things, we cook not only railway components, we have a number of economies that may be interested in us because the technical capabilities of the plant are really very large.

That is, we can provide not only the repair of diesel locomotives, but also the repair of diesel engines. For miners, a very large spectrum, for colleagues from the construction industry, from Yakut cuts. Therefore, this year we will do everything to gain the necessary amount of work, in no case do we reduce financial indicators. What number of workers is it designed for? But we personally have some complaints.

There was a firm impression that we have labor standardization, unfortunately, in large numbers of positions are outdated. The plant is modernized, technologies are developing, and some time standards have not been revised for decades. What is this talking about from the point of view of business? If there used to be a key, then now a pneumatic circuit.

If earlier there was no stand for testing the test, now it has appeared. The technology has gone ahead, and the norms of time remained the same. This means that we overpay people for what they do. I wanted these time standards to be brought into line. At the same time, due to this, labor productivity would increase. And he must do more than one pen, but two.

His salary should not fall. If you look in history: we did 10, 30, 80, diesel locomotives, now we make cars, but this is not a constant. Technologies go forward, we must do more and more. The percentage of technological innovations that come to locomotive production should affect quantity and quality. I recently told my colleagues at a meeting: I had a motto at Askold, reliability, quality, guarantee.

” Unfortunately, none of these words is suitable for our products. For a year of the order of the complaints. This is not all the marriage of the plant. There is part of the wrong operation. I would really like the workers, the foremen, the masters realize at our plant in a year, the salary depends on the quality.For example: the locomotive goes to the line, then the complaint appears that there is a marriage, we again pay money to these people for marriage.

It turns out that we pay two or three times for the same work to be brought into normal compliance, as it should be for all regulatory documents. This is not normal. The labor collective should understand: the products leaving the plant should be pride. I first learned why in our railway industry they are not completely trusted to people. For example, in shipbuilding it is customary to issue personal stigma to workers for which they receive a bonus to wage.

But they will do everything so as not to lose the motivational component. What will be the moral right to demand payment for marriage? Unfortunately, at the factory this happens constantly. There will be optimization of the management structure. By the middle of the year, it will occur on a person. We are not a "white crow." One in one situation takes place in other factories.

I will give a simple example: take the service of the chief engineer. The chief engineer, two deputy, each deputy has the head of the department and so on. Do you understand the difference? There are a lot of bosses at the plant, there is no one to work. All people will receive social guarantees, these are payments in accordance with the Labor Code, payments with labor legislation.

All this will be decided. But not an end in itself reduction or dismissal. The goal is to reduce the complexity per unit of products, because, in our opinion, the costs per unit of products in modern compilation are higher. And I told my deputies, workers to whom I go every day - you need to understand my words correctly. Yesterday we won a competition with Lutek, today I signed a letter with another company, which has a Teplovozov order, with Yakut railways - they have more diesel locomotives.

These are enterprises that are not included in the Zheldorremash system. This year we need to meet with all interested diesel engineers, explain to everyone and agree on the price of the issue to form a production program for years. I repeat, our first plant in the system. Next, deal with the situation related to labor productivity. This is the first stage that concerns optimization.

There are a lot of leaders in my opinion. Worker, foreman, master, head of the production site, deputy head of the workshop, head of the workshop, deputy production. Here is the block that makes money. The rest simply provide production. Next is the service of the chief engineer. And the third is consumers. Do we produce diesel locomotives or should we heat up half a city? Historically, we have boiler houses that heat part of the city.

We must produce products, and not think where to buy fuel oil. We will live without a boiler room. We will transmit it. I am grateful to the head of Ussuriysk that he heard me. Reference: The production career of the Sludin Gennady lasts almost 25 years. He is a personnel officer of the Navy. After graduating from the Higher Naval School in OM, he arrived in the village of Danai, but Fokino at a 30 shipyard.

For 17 years at one factory, he went from the builder of the ship to the director. After that, for 3.5 years he headed the Askold engineering plant in Arseniev. After the work in Arseniev, a position was proposed at the Zvezda plant in a large stone, where Gennady Vladimirovich worked as the head of production and the deputy general director for technical support for three years. In December, the management company Lokomotovaya Technologies invited him to head the locomotive repair plant in the city of Ussuriysk.