РУС | ENG
 
 
Products and Services
 
KAMAZ  
KAMAZ
 

<h4>1. Company Description</h4>

<p><b>1.1. Industries in which the Company Operates</b></p>

<p>Engineering, metallurgy </p>

<p><b>1.2. </b><b>Territorial Distribution</b></p>

<p>Over 160 companies and organizations are spread across the country, including nine large plants in the cities of Naberezhnye Chelny, Zaink, Neftekamsk, Stavropol.</p>

<p><b>1.3. </b><b>Number of Staff</b></p>

<p>More than 50,000 employees</p>

<p><b>1.4. </b><b>Personnel and Departments Using the WebTutor System</b></p>

<p>Managers, professionals, and employees</p>

<h4>2. Project Objectives<br> </h4>

<p><b>2.1. </b><b>The program has been implemented to meet the following business requirements:</b></p>

<p>Objectives:</p> <ul> <li>Reduce time spent training and assessing KAMAZ employees </li> <li>Increase the number of staff trained using a DLS </li> </ul>

<p><b>2.2. </b><b>Which business processes should be automated (assessment, training, recruitment, accounting and training costs accounting, etc.)</b></p> <ul> <li>Distance learning </li> <li>Verifying training results </li> <li>New employee adaptation </li> <li>Assessment procedures </li> </ul>

<p><b>2.3 </b><b>What were the criteria for successfully implementing the planning stage?</b></p> <ul> <li>Successful operation of the distance learning system </li> <li>Training portal access for all enterprises and organizations </li> </ul>

<p><b>2.4 </b><b>What did the project plan involve (scope statement, analyzing business processes, etc.)</b></p>

<p>The plan was created for the "Automation of an integrated staff training and assessment system" project and was approved by the head of the Project Coordination Service.</p>

<p><img src="http://eng.websoft.ru/wb.nsf/0/c1069fdea99de6eac32575760083917e/Content/0.E62?OpenElement&amp;FieldElemFormat=gif" height="297" width="608" /></p>

<p>Fig. 1 - Example of a corporate portal home page</p>

<p> </p>

<h4>3. Project Parameters</h4>

<p><b>3.1. </b><b>Time frame for project implementation and milestones:</b></p>

<p> 1. Planning and preparation - December 2006 - February 2007<br> 2. Implementing (installing) the system - February - May 2007<br> 3. Setting up and populating system content - to September 2007<br> 4. Pilot system operation in KAMAZ branches - November 2007 - March 2008<br> 5. Launching commercial operation of the system in all KAMAZ offices - from April 2008 </p>

<p><b>3.2. </b><b>The customer project team (from IT to HR). </b><b>Team roles: how was interaction directed?</b></p> <ul> <li>Project Manager </li> <li>Head of Analytical Services - 1 person </li> <li>Department of Labor specialists - 5 people </li> <li>Department of Information Technology specialists- 6 people </li> <li>All professionals involved, including the project manager, were working part-time on the project. </li> </ul>

<p><b>3.3. </b><b>Main difficulties encountered during the project</b></p>

<p>The system was not integrated with other information systems used by KAMAZ.</p>

<p><b>3.4. </b><b>Did the time frame and cost conform to expectations?</b></p>

<p>It was not possible to complete the project by its scheduled deadline, but the savings and overall costs incurred by the project were as expected. Project completion was postponed by 4 months.</p> <br> <br> <img src="http://eng.websoft.ru/wb.nsf/0/c1069fdea99de6eac32575760083917e/Content/3.4002?OpenElement&amp;FieldElemFormat=gif" height="471" width="608" />

<p>Figure 2 - Screenshot from a course created using the CourseLab editor</p>

<p> </p>

<h4>4. Project Development</h4>

<p><b>4.1. </b><b>Development Plans (the automation of these business processes is planned) </b></p> <ul> <li>Using the Virtual Classroom </li> <li>Further development of e-learning courses </li> </ul>

<p><b>4. </b><b>Filling With Content: how was it accomplished?</b></p>

<p>KAMAZ specialists developed the following online courses:</p> <ul> <li>Prudent Production at KAMAZ </li> <li>Fundamentals of Project Management at KAMAZ </li> <li>Project Management Tools for the MS Project </li> <li>New KAMAZ Employee Training </li> </ul>

<p>KAMAZ also ordered the following courses from WebSoft:</p> <ul> <li>First Aid for Workplace Accidents </li> <li>Target Marketing </li> <li>Fundamentals of Project Management </li> <li>Fundamentals of Business Planning </li> <li>Negotiation Tactics </li> <li>Fundamentals of ISO 9000 certification </li> </ul>

<p><b>4.3. </b><b>System Support and Development Team <br> </b></p>

<p>The portal administrator is responsible for system support and development. For specific projects (for example, to create courses) other KAMAZ specialists were involved. </p> <br> <br> <img src="http://eng.websoft.ru/wb.nsf/0/c1069fdea99de6eac32575760083917e/Content/12.404A?OpenElement&amp;FieldElemFormat=gif" height="447" width="608" />

<p>Fig. 3 - New employee adaptation course</p>

<p> </p>

<h4>5. Project Results</h4>

<p><b>5.1. </b><b>Achieved Results (qualitative and quantitative)</b></p> <ul> <li>The TCD Portal (Training and Creativity Development) is open and available to all authorized employees who have computer workstations. </li> <li>The TCD Portal registered about 500 users by September 2008. </li> <li>Employees show a steadily growing interest in the portal: every month more and more users register and are successfully trained on the portal. </li> </ul>

<p><b>5.2. </b><b>Cost Efficiency</b></p>

<p>The introduction of a DLS at KAMAZ was economically profitable:</p> <ul> <li>The cost of implementing the system is several times cheaper than the cost of one time group-staff training </li> <li>Training is conducted on the job </li> <li>KAMAZ staff is motivated: employees feel the company cares about them, giving them the opportunity to use advanced technology information, "without taking them away from the workplace" </li> </ul>

<p><b>5.3. </b><b>Most Significant Results - what stands out?</b></p>

<p>Access to the TCD Portal (Training and Creativity Development) in all KAMAZ organizations and enterprises.</p>

<p><b>5.4. </b><b>Employee reaction to system implementation</b></p>

<p>Staff feedback was positive. Employees show a steady interest in the portal.</p>

<p><b>5.5. </b><b>Feedback from company managers following system implementation</b></p>

<p>Company management is pleased with the results of system implementation. Positive feedback was given on the DLS by the deputy general director of KAMAZ on Human Resources and Organizational Development, the Head of Analytical Services, and the Head of Project Coordination in the newspaper "Vesti KAMAZ".</p>