Further plans and expected results

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In recent years, digitalization has become an integral part of the development of various sectors of the economy, including for road industry enterprises. The introduction of a digital environment in construction allows for
Prerequisites for the implementation of the digital environment
Roadmap for the implementation of new digital solutions
Current status of implementation projects

AIS
AIS Construction PROF
LLC "SPb Engineering Bureau USB"
Resource management system, effectively manages the economy of phone numbers philippines construction projects, calculates actual cost, generates work production schedules

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Many regions and organizations are moving in this direction, some of them can set and determine trends. Today we have the opportunity to look at digital transformation using the example of the companies JSC Vyatavtodor and JSC Chimbulatsky Quarry, which are under the jurisdiction of the Ministry of Transport of the Kirov Region, which began the transition in early 2023. The initiator of the introduction of the digital environment was the Governor of the Kirov Region Alexander Sokolov.

Further in the article we will consider all the details of this process from the point of view of its initiator and the managers of both companies, learn about the key challenges they faced, the current state of implementation projects, as well as the software products they used.

Prerequisites for the implementation of the digital environment
For each individual company, the primary reason for switching to digital planning and management tools may be different factors. Thus, at the initiative of the Governor of the Kirov Region Alexander Sokolov, Deputy Prime Minister Alexey Zherdev, together with the Minister of Transport Alexey Petryakov, began to modernize the outdated planning system, which did not provide the necessary level of accuracy for the implementation of federal-scale construction projects. Until 2023, business planning was based on the indicators of previous years and was not linked to real indicators. After the introduction of digital tools for resource planning, the prospects for project implementation became clear and transparent, and companies were able to save resources.

The choice of software products was based on the need to obtain a fast and high-quality result in conditions of high workload of companies: JSC Vyatavtodor occupies 80% of the regional market for maintaining the operation of highways, and is also involved in their reconstruction and construction. JSC Chimbulatsky Quarry, in turn, is the largest producer of crushed stone, 30% of which is supplied directly to JSC Vyatavtodor.

"When I took office as the Minister of Transport of the Kirov Region, one of the key tasks set before me was to improve the efficiency of the companies JSC Vyatavtodor and JSC Chimbulatsky Quarry, which are owned by the Kirov Region," the Minister said. "Based on my management experience in the road industry, I decided that in order to implement this task, first of all, it was necessary to organize a high-quality planning process that would ensure transparent formation of business plans for budgets and create a system of control over the company's activities on this basis. At the board of directors of joint-stock companies, the enterprises were tasked with researching the market for software products capable of solving these applied problems."

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As a result, the company managers proposed an option using several software products, the so-called integrated services. One of them was intended for the formation of production plans in the form of work schedules, income and expense budgets (IEB) and cash flow budgets (CFB) based on resource planning and the formation of an in-house reference book of resource consumption rates by type of work. The second was a service for accounting for work and analyzing the efficiency of equipment, and the third was a BI platform for visualizing data in any form on any type of gadget (smartphones, tablets, computers).

The launch of these services was planned in stages, with subsequent unification into a single information space. After market research, the board of directors settled on the following services:

AIS Stroyka PROF for resource planning. The software product is included in the Unified Register of Russian Software for Computers and Databases and is recommended for use in the construction industry
Fort Monitor as a system for monitoring vehicles and stationary objects
FineBI for visualization of data from AIS Stroyka PROF and Fort Monitor systems in the form of dashboards
The use of integrated services ensured the optimal price of both the software products themselves and the implementation process, and made it possible to gradually launch services without overloading the company's staff.

"When choosing software products, one of the conditions we set for the developers was that their team should include specialists who have experience not only in implementing software products, but also directly in managing companies in the road industry. This requirement for the developers proved itself in the future when implementing projects," added Alexey Petryakov.

Roadmap for the implementation of new digital solutions
Mikhail Fedyaev, managing partner of the company that developed the resource planning system AIS Stroyka PROF, which has become the main tool in achieving the set goals for digitalization, spoke about the strategy for implementing their product in the companies Vyatavtodor and Chimbulatsky Quarry, as well as about the current status of the implementation project.

The implementation strategy, or roadmap, consists of 4 elements.

Start with one branch and scale the system across the entire structure of JSC Vyatavtodor.
It consists of applying the experience of implementing the AIS Stroyka in one of the branches of JSC Vyatavtodor to all the others. This process begins with filling out the "Responsibility Matrix", a document that lists what actions and functions in the system each individual specialist must perform. The document was compiled by the developers of the AIS Stroyka system themselves - the Engineering Bureau of the USB.

"The Responsibility Matrix" makes it possible to quickly build business processes in the company. We know the functionality of our system well, and also that the company has a planner, economist, system administrator, logisticians who are responsible for the supply and formation of the cost of the material. In general, people with different functions. And in order to build business processes, we fix this functionality in our system," explained Mikhail Fedyaev.

To train employees of JSC Vyatavtodor in the skills of working in the AIS Stroyka.
At least 2 specialists undergo training in each branch of the Vyatavtodor company. After completing the course, they begin to build the planning process together with a specialist from the Engineering Bureau of the USB.

Creation of resource models for significant construction projects of JSC Vyatavtodor using the AIS Stroyka.
Two options for creating such models are being considered.

In the first option, the work is assigned to a joint team of specialists from JSC Vyatavtodor and specialists from the developer of the AIS Stroyka system — the Engineering Bureau of the USB. The advantages of this approach lie in the detailed immersion of the JSC Vyatavtodor team into the process.

In the second option, resource models would be created only by a team of specialists from the Engineering Bureau. In this case, the process of creating models is faster, better, and the managers of the customer company receive an independent assessment of their business processes from the outside.

JSC Vyatavtodor chose the first option.

Adaptation of standards for production planning.
During the adaptation, the resource consumption standards created on the basis of the State Electric Grid System are revised, taking into account the productivity and resources of the branches of JSC Vyatavtodor, and a Corporate Directory of Resource Consumption Standards for the company is created.

"We are currently in the process of scaling the resource across branches," commented Mikhail Fedyaev. "We work with each branch separately. In March, two or three branches should already switch to independent work and begin to conduct all their planning in the system. And then form a calendar plan of work for a month, a quarter, or a year within their branch."

Current status of implementation projects from the point of view of the heads of the companies "Vyatavtodor" and "Chimbulatsky quarry"
The heads of the companies undergoing changes also shared their views on the current state of digital environment implementation projects in their organizations. Thus, the General Director of JSC Vyatavtodor, Aleksey Vladimirovich Veprev, commented:

"Today we are in the active phase of implementing production and resource planning, with the formation of income and expense budgets (IEB) and cash flow budgets (CFB). The work is being carried out according to the approved roadmap. We are gradually implementing software products in each branch of the company.