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DMZ Experience

The journey of a thousand miles begins with a single step.

This website section contains general information on the DMZ Production System development, involved production sectors, and applied tools and methods.

DMZ took the lean production path in 2010. With the support of Transmashholding and Alstom Transport it was conducted six audits of the production system existing at DMZ. The auditors used such instrument as road map. Every year new Transmashholding members join to the audit system. At the moment, among them there are: Tver Carriage Works, Bryansk Engineering Plant, Demikhovo Engineering Works, Metrowagonmash, Novocherkassk Electric Locomotive Plant, KMT, Oktyabrsky Electric Railway Car Repair Plant, Tsentrosvarmash, and Kolomensky Zavod.

  • 2010

We started implementing actively the Production system on the shop floor #26 (machine assembly workshop). For this purpose in the shop there were indicated two pilot sectors: pantograph assembly line and powder coating production line. First, the lean production instruments were adapted and adjusted in these two lines and then, by the end of 2010, they have been already successfully applied in eight pilot sectors.
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  • 2011

     More nine pilot sectors were inolved in the programme: the bigger number of the production lines, the wider range of the lean production instruments.

    Moreover, in 2011 for the fist time the warehouse became one of the pilot sectors. This let us accomplish a considerable work with our suppliers and, as result, we have devised an algorithm of supplies in full sets and have improved packing standards according to the logistics and ergonomics requirements.  

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  • 2012

The best lean production practices and instruments were implemented in more seven pilot sectors.

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  • Nowadays

100% of pilot sectors are involved into the programme.

 100% of the staff have got training in lean production major instruments.

This significant result was achieved due to the coordinated work between the training and lean production departments and the cross-training  method applied at DMZ contributed a lot. Within this programme, our co-workers have proved not only a deep theoretic knowledge, but also its successful practical application. Besides that, the specialists from one department share the experiences with their colleagues from other ones. 

At DMZ the following lean production instruments are in widespread use:

  • 5S (workplace organization method)
  • Visual management board and 5-minutes meetings
  • VSM (Value Stream Mapping)
  • TPM (Total Productive Maintenance)
  • OEE (Overall Equipment Effectiveness)
  • Road Map (a plan intended to achieve a particular goal)
  • PDCA (iterative management process regarding taking decisions)
  • SMED (Single-Minute Exchange of Dies)
  • Êanban (visual method to control production and supplies)
  • QRQC (Quick Response Quality Control)