background Layer 1

Implementation of an automated control system in an automobile plant

Allur Group JSC
IT Provider
Year of project completion
Project timeline
May, 2021 - February, 2022
Project scope
45000 man-hours
  • Increase in production volume and turnover of the automobile plant;
  • Improving the quality of the automotive plant's products.
  • Expansion of the line of car brands and cost management in the context of each car produced;
  • Identification of components and organization of the small-knot car assembly process (CKD production.
  • Increasing the efficiency and quality of management decisions;
  • Increasing the quality control of manufactured products and their accounting;
  • Increasing the information security of the automotive plant's activities.

The uniqueness of the project

  •  Design and development was carried out on the release of 1C: ERP Enterprise Management for Kazakhstan, which has the most complete and up-to-date functionality. 
  • -Implementation was focused on centralization of ERP as the main enterprise management system. This required creating mechanisms for integration with other industry information systems that were implemented in parallel.
  •   Transition from a complex large-knot vehicle assembly process (DKD or SKD) to a small-knot process (CKD). This car assembly process makes it possible to reduce the costs of the assembling enterprise due to the installation of locally produced components, and, accordingly, to increase the level of localization, which, as a result, affects the cost of the finished product - it is usually lower than that of the car assembled through large-knot assembly.

Used software
- 1C: ERP Enterprise Management for Kazakhstan

- 1C: Wages and Personnel for Kazakhstan

- 1C: Document Management

- 1C: WMS

- 1C: WMS

- 1C: MES

- 1C: MES Painting

- 1C: MES DCTool

- 1C: QLS
Difficulty of implementation
The project was implemented in a very short time. Such important ERP-system modules as Procurement, Sales, Warehouse and Production Accounting were launched within 12 months.

The project included the deployment of IT, network and IT-service infrastructure, as well as the consecutive implementation of the full featured ERP-system consisting of several subsystems, including MES, QMS, WMS, control systems of reference information, finished product movement, work with the suppliers, dealers, etc.
Project Description
SaryarkaAvtoprom plant is the largest automobile manufacturer in Kazakhstan, part of the Allur group of companies, which for many years has been the flagship of Kazakhstan's automobile production. "SaryarkaAvtoProm", the first plant in Kazakhstan that meets the requirements of industrial assembly, which includes welding, painting and assembly of bodies. In addition, the plant is the only enterprise that produces all types of vehicles. The product line is currently represented by the following brands: JAC, Chevrolet, KIA, LADA, UAZ, MAN, Renault. Dealerships are represented in all regions of the country.

At the time of the project start there was only 1C:Finance, 1C:Accounting for Kazakhstan. All other processes were not automated, such as warehouse logistics management, accounting of inventory in warehouses and other areas, and there was a lot of paperwork.
The implementation of strategic objectives for the development of the enterprise and improving the quality of products required the transition to new digital management tools. The enterprise needed a comprehensive solution that would cover all key processes of the plant: from production planning and equipment management on the conveyor to quality control and formation of service systems and order processing.

1C:ERP solution which meets the key functional requirements of the project and supports the integration with the other systems of the enterprise was chosen as the basis for the new enterprise management information system. 1C:ERP became the part of automated control system which included the systems necessary for operational production and warehouse accounting MES, WMS and QLS.
The project was divided into two stages. Within the first stage of the project production planning processes, warehouse and production logistics contour were automated. In particular, technological preparation of production, production and quality management, warehouse management of finished products.
The MES block provides tracking and planning of the production sequence - the movement of the vehicle and components from one stage of production to another. The whole process is monitored in real time: the specially installed monitors allow to see the analytical data in any section. QLS quality control system allows keeping track of the characteristics of produced cars and components, analyzing warranty claims and, if necessary, giving recommendations for correction of processes.

The throughput capacity of assembly lines was increased due to automation of internal logistics processes. Scheduled equipment maintenance and repairs are automated and accounted for in the planning process. Registration points are organized on the assembly line to track VIN movements on the assembly line, forming a history of assembly and defects. Quality acceptance of the car is organized in an electronic logbook. The history of assembly and defects is automated. The production of cars for export is now separated in the plan, because for export cars different documentation is used and additional completing is possible. Documentation for the production of vehicles for both export and domestic market has been unified. Also in the first phase all the "historical" data was transferred.
The company was interested in the transition to a new level of planning and management of production facilities based on the use of real data.
Before the start of the project, part of the planning process was conducted in the form of Excel spreadsheets. This approach limited the speed of the production process, increased operating costs and did not allow to obtain operational information about the progress of production. The project organized identification of inventory through barcoding, address accounting system at the container yard, warehouses and storage areas of inventory.

The process of changing the production program depending on the supply of machine sets has been automated. A separate plan is maintained in the context of the shops: CKD welding, painting in the context of the brands. Automated collection of information on actually assembled cars in the context of inventory accounting in the warehouses.
The second stage of the project was devoted to financial results of production and automation of business processes: electronic document management, treasury, budgeting, accounting and tax accounting, economics, cost calculation, purchasing and sales management, repair and maintenance management, payroll and human resources management.
The planning and budgeting block included the ability to build an annual production plan, annual budget and cash flow budget. With the help of the system, specialists working with procurement can make procurement plans taking into account the conditions and specifics of supply of the full range of components.
Project geography
Kazakhstan, Kostanay
The international IT professionals' community has announced the 'Top 100 IT Leaders' project. It is a global initiative that allows top IT managers to share their experience, expand their professional network and showcase the best digitalization practices of their companies. Here we will answer the basic questions about the project.

April was full of new initiatives from vendors as well as some fascinating news on the technology front. With Olympics in Paris approaching, more  news will be flowing in from the capital of France.

Given the current job market situation, one may find a need to maintain a strong LinkedIn profile. AI can streamline the process and make it easier to connect with the right people and opportunities.

The integration of Artificial Intelligence (AI) into business operations marks a transformative era, enhancing efficiency and innovation across industries. From revolutionizing HR with automated recruitment to aiding early disease detection in healthcare, AI's impact is profound. It enables predictive cybersecurity, personalized customer interactions, and accelerated software development in IT. 

Lots of news from technology vendors and modern cases on how to use data analytics for operations excellence – this is what March brought us this year.

We use cookies for analytical purposes and to deliver you the best experience with our website. Continuing to the site, you agree to the Cookie Policy.