Development of the integrated model of production assets management for OJSC “Rosseti”
Student: Czenczova Alisa
Supervisor: Irina Volkova
Faculty: Faculty of Management
Educational Programme: Master
Year of Graduation: 2014
<p> </p><p>This work is of a project type and dedicated to development of the integrated model of production assets management for OJSC “Rosseti”. In the first part of this work we considered major theoretical and methodological approaches to the formation of production assets management. In the practical part of the work we laid special emphasis on the development and testing of an integrated production assets management model for the Russian electric holding company OJSC “Rosseti”. To date, in the distribution subsidiaries the Standard Model of production assets management was introduced (methodology is from former JSC “MRSK Holding”), which has a more technical nature. Earlier in one of the holding companies - OJSC “FSK ES” – model of production assets management was developed, having more strategic nature. Therefore, in the second chapter, we made a comparative analysis of methodologies of production assets management of OJSC “MRSK Holding” and OJSC “FSK ES” to identify strategic gaps and weaknesses of the OJSC “MRSK Holding” methodology and proposed corrective actions.</p><p>After the gap analysis integrated model of production assets management of OJSC “Rosseti” was developed. After that we also developed tools for assessment of the effectiveness of the company's production assets management, namely the model of goal-setting and the system of key performance indicators in terms of production assets management.</p><p>In the third part of the work we carried out testing of the proposed model within OJSC “Rosseti”. In particular, we proposed the technique of benchmarking of distribution subsidiaries, which allows us to compare companies by maturity rate. The proposed methodology of benchmarking includes both quantitative and qualitative indicators, which were divided into four blocks: technical block, block of assessment and the completeness system of the introduction of production assets management by the method of OJSC “MRSK Holding”, economic block and investment block. Main reason for the development of this technique was to determine the level of readiness of each subsidiary to the introduction of the proposed integrated model of production assets management. As a result we developed common maturity matrix, in which all subsidiaries were ranked depending on the individual scoring maturity level. It should be noted that is not possible to implement the proposed model across the holding company OJSC “Rosseti”, therefore, on the basis of benchmarking we identified five subsidiaries with the highest level of maturity indicators that can serve as pilot projects for introducing the proposed production assets management model: OJSC “MRSK Center”, OJSC “MRSK Center and Volga Region”, OJSC “MRSK Volga”, OJSC “Tumenenergo” and OJSC “MOESK”. Then we developed a roadmap of medium-term planning horizon, including a package of measures to address the existing gaps, implementation and further development of the production assets management of OJSC “Rosseti” in the following areas: strategy, organization and processes, methodologies and technologies. It is assumed that initially the model will be implemented in five selected subsidiaries, and then will be broadcast to all other subsidiaries of the company. Moreover, we have proposed a set of measures to address existing gaps in the level of maturity of “lagging” subsidiaries to ensure uniform development of all business units of the company.</p><p>Thus, in the framework of this work, we designed a target integrated production assets management model and the appropriate tools for its implementation, as well as a set of measures and recommendations for implementation of this model in practice. The proposed integrated model can be used in developing of own systems of production assets management of Russian grid companies, as well as capital-intensive companies from other industries.</p>
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