Igor Malyasev: "Let the forge factory remain a place where people want to work."

      The forge plant is 55 years old. On June 30, 1971, the first bucket of soil was removed at the construction site of the future enterprise. Thus began the countdown of the factory's history. General Director Igor Malyasev in an interview with "KAMAZ News" about how the forge plant operates and develops today.

       – Igor Anatolyevich, what is the mood of the team as they meet the anniversary? – 55 years is a long time for a factory. Behind us are changes in eras, economic upheavals, and technical revolutions. But one thing has remained unchanged – brave, strong, and goal-oriented people. It is no coincidence that the forge plant is called a training ground for personnel. The backbone of today's team consists of those who have worked at the plant for 30, 40, and even 50 years. We are grateful to the veterans for their labor and understanding that the future of the plant lies with the youth. They openly pass on their experience to the young. Despite all the external crisis phenomena, the forge plant feels confident: we manage to operate profitably, which allows us to continue developing. This year, we have not abandoned any repair tasks, we are completing the restoration of the plant's administrative building, and we are supporting and maintaining all of KAMAZ's social programs.

       – How does the forge plant look today in terms of meeting planned indicators and staffing? – In terms of meeting planned indicators, we are below the level set by the business plan. There is an objective explanation for this: the automotive market, not only in Russia, has significantly declined. However, despite the crisis circumstances, the forge team has managed to regulate the financial situation by reducing production costs. We have decided that this year, savings from energy resources will be used to maintain the salary level of the plant's personnel. As for staffing, we have the necessary number of employees to fulfill the current production plan. At the same time, the recruitment of specialists such as forgers, setup technicians for stamping equipment, and CNC machine operators continues, as these professions are key for the plant. It is known that the volumes of KAMAZ products will traditionally grow in August-September. To meet the increasing planned tasks, it will be necessary to increase the number of core personnel. In this situation, in addition to staffing, the training of newly hired workers will also be important. For example, we currently have mentors – experienced forgers who are assigned to new teams of stamping forgers, and this tandem ultimately allows us to maintain work quality.

       – After taking over the forge in 2023, you set yourself the task of creating a digital plant… – Yes, the digitalization of production processes is the demand of the times, something that will simplify work for future generations. For three years now, we have been actively engaged in the digitalization of production, and employees no longer question why the "forge" needs an MES system. Moreover, the team has developed an understanding that successful digitalization is not a one-time project, but a continuous process. As is known, CPC-1 became the first at the plant where the operational management system for production processes began to be implemented. We are moving systematically: tasks such as shift-daily assignments, equipment status, personnel occupancy, tools for calculating workers' salaries, and operational management of transportation have been successfully integrated into the information system. Currently, in CPC-1, in addition to the MES system, a repair management system has been implemented. We have tested a management system for forklifts, achieving positive results, and are now transitioning to another platform: management of floor transport will be carried out jointly with the MES system based on the principle of Yandex-taxi. By the end of this year, tasks related to cutting metal blanks in CRM, production of forgings in CPC-3, and manufacturing of stamping tooling in SHIK will need to be accumulated into a unified information system. Digitalization will also affect the system for moving material assets, and it will also be linked to the MES system. Work will continue on creating a mobile version of the MES system. The application installed on the phone will allow workers to see not only planned assignments but also drawings of forgings. I can confidently say that we are very close to forming a digital twin of the forge plant. With the completion of sensor installations, all four production buildings will be integrated into a unified information system. And then, with a single click on the monitor, it will be possible to see the entire technological process of forging production in real-time and manage it operationally.

       – From the very first days, you actively engaged in the implementation of the project "Modernization of the Forge. Stage 2". Are you satisfied with the progress of the work? – As is known, the project "Modernization of the Forge. Stage 2" involves the technical re-equipment of heavy forging production. The project is considered promising and has government support. Within this project, space was freed up in CPC-3 for the placement of a new automated forging line based on a press with a force of up to 14,000 tons. Currently, colossal work is being done – the foundation is being poured (its depth is 12 meters), and these works should be completed by autumn. At the same time, at the Voronezh plant of heavy mechanical presses, a manufacturer of forging equipment, a combined press with a capacity of 2,100 tons has already been tested and is ready for shipment, while the main forging press is being assembled for testing. Real samples of the stamping process are also being tested with robots. The first shipment of equipment to Naberezhnye Chelny is expected in autumn. The main stage of the project is scheduled for March 2027, when commissioning work will begin.

       – What percentage of the total output of products by the forge plant today consists of diversified products? Where are the forgings supplied? – Traditionally, such products are stamped forgings for the automotive industry. Among our customers are large automotive companies such as the Ural plant, the GAZ Group, which includes the Yaroslavl Motor Plant, the Pavlovsky Bus Plant, and the Altai Precision Products Plant. The forgings we supply to these partners have the status of "serial production." There are also areas under development: these include 14 additional positions for Ural, and trial batches of crankshafts are currently being stamped for Chery, which has local car production in Russia. Within this project, a crankshaft for a 2-liter four-cylinder engine has already been mastered, and the design of stamping tooling for a 1.4-liter engine crankshaft has begun. The development of diversified products for the forge plant is an important task. Currently, the output of such products accounts for 10%. Its further development is primarily linked to the activity of the automotive industry market and the equally active work of the forge plant teams and KAMAZ Industrial Components.

       – With your arrival at the plant, work on production culture, creating benchmark sections, and ergonomics of workplaces has intensified. This year, the plant was one of the first at KAMAZ to test samples of new workwear. How does this reflect on work processes? – Production culture is a focus of special attention for us. It requires daily work, and all components are important: cleanliness in the buildings, cleaning and washing of equipment, quality of lighting, technological and executive discipline, and the professional level of personnel. It is important to me that people choose the forge plant based on the culture that has been formed here. After all, it is this culture that can largely stop the outflow of personnel, stimulate the retention of youth, and attract young specialists. Even the children of employees, for whom we hold an Open Day at the production every year, should see cleanliness and order around them. The same goes for the new workwear: I personally participated as an expert in the development of new samples, clearly understanding that workwear is an integral part of the culture of a working person. It should be comfortable, convenient, and safe, which is why I tested it myself and suggested that our workers do the same. – You actively meet with the youth and pay great attention to supporting the masters. What do these relationships mean to you as a leader? – Interaction with the youth is a very important direction in the work of any leader. I believe that it is essential to find points of contact with each generation. Together with the personnel service, we organize personal meetings with young workers and round tables with student interns. The guys provide feedback, including on improvements that they believe are necessary. We actively work with the masters. I personally attend such meetings monthly. The masters share their successes and provide information about "pain points," seeking help. In all this, there is more of a friendly approach than a directive one. I believe that the main thing today is to lend a shoulder to the young in a timely manner, while they are still gaining strength, rather than immediately demanding independence. Over time, the youth will definitely show themselves.

       – What are the plans for the development of the plant in the coming years? – Work will continue on the project "Modernization of the Forge. Stage 2". In tool production, the development of progressive technologies for restoring tooling using robotic 3D cladding is planned. Within the framework of robotization, a robot will be installed on the stamping line in CPC-3 this year, where forgings for ball joints are produced, for the trimming function. Our goal is to optimize complex manual labor.

      

       Together with the State Scientific Institution