Manufacturing is an extremely serious matter: it includes the workshops where components are produced and service shops (repair service, tools section) and, of course, assembly lines. At that time, two production shifts were organized at the factory, which produced 1,700 refrigerators per day, but in order to reach the planned volume, the number had to be increased to 2,000.

"Investments are needed," they decided at Beko and started to move towards the goal.

To produce 2,000 refrigerators per day, it was necessary to organize the work of additional production shifts at the assembly line in the auxiliary workshops.


– Previously, we worked in two 8-hour shifts, that is, from 7 am to 12 am, five days a week,– Stanislav Miroshnikov continues to talk about the organization of production. - And we had to work in the 24/6 format, that is, from 7 am to 7 am six days a week, for this it was necessary to recruit about 350 employees.


Training an employee to work at an assembly line is not easy and it is time-consuming. “It takes years, – stresses Stanislav Miroshnikov, – and we didn't have that much time”. The factory started to recruit engineers, technicians and foremen at the end of 2020, to train and retrain. However, the management of the factory faced a serious problem - the turnover of newly trained personnel: a lot of people were recruited but some of them left. Newcomers had been trained but there were not so many experienced professionals.

– Thanks to our joint efforts and the involvement of specialists from other cities, we have coped with this issue, – says Stanislav Miroshnikov, head of production at Beko in Kirzhach.

To reach the planned volume of 12 thousand refrigerators per week, the factory needed not only employees but also additional capacities.

– We have calculated our capacities, – says Stanislav Miroshnikov, – and realized that we do not have enough of them, that not all the equipment can provide us with the planned output. It was assumed that there would be problems with the production of side panels for refrigerators, plastic and foam plastic components, and we would also lack the capacity of production accessories. We urgently organized investment and started to procure equipment.

In a short period of time, machines for foam plastic and pressurized casting method of production were delivered to the factory. In addition, polyurethane and plastic molds were bought. And of course, we taught our employees how to operate the new equipment.

- All the equipment arrived at the factory by April 2021, - says Stanislav Miroshnikov, - and since May we started working in four shifts and reaching the planned capacity.

A professional must not only set a task and calculate the ways to solve it but also try to look into the future and suggest what problems may be encountered along the way. This was done at Beko too.

– Previously, we saw three issues that may arise in production, – admits Stanislav Miroshnikov, head of Beko production. - It is a problem with the line of side panels for refrigerators, a problem with the production of molded cases for refrigerators and a problem with painting. Fortunately, the last problem did not exist and the situation was resolved with the panels. The problem of the equipment for production of thermoformed cases became the main issue. In order to somehow level it, we have brought a molding machine from Turkey but, unfortunately, the equipment cannot manage. It just does not withstand such loads, so the problem remains.

To solve the problem, the factory organized the production of thermoformed cases on a 24/7 basis (24 hours a day, seven days a week), recruited additional employees to control the operation of the equipment and organized duty calls for shop managers during the evening and night shifts.

- Seven managers of the shops, and not specialized, but, for example, mechanical workshop related to auxiliary production, control the operation of the equipment, - Stanislav shares a way to solve the problem. - Every night, from 7 pm to 7 am, one of the managers stays and personally monitors how the line (machine) operates. Thus, we show employees how important this equipment is for the factory, therefore it is under the personal control of managers. This tight control over the production of thermoformed cases is already bringing positive results.

There were also unpredictable problems - for example, overheating of equipment that could not cope with the increasing load.

- Of course, problems happened and we found ways to solve them, - confessed Stanislav, - and still every now and then there occur different situations that need to be resolved. But on the whole, we have coped with the task, and this is largely thanks to our team - the team of the entire factory, all departments because we work as a whole, as a single organism. We are now coming to the production of 12 thousand refrigerators a week. This is a complete well-coordinated work of professionals.

Guests often come to the factory of Beko Company. So in mid-July, the first deputy governor of the Vladimir region, Alexander Remiga visited the production premises. He visually inspected new refrigerators made with the use of unique technologies, and held a working meeting with the management of the factory, at which problems of the enterprise and ways of solving them were discussed.

The meeting was attended by the director of the factory Gokhan Ozgurel, manager of the technical development department Bilgin Hadzhioglu, manager of the personnel department Anastasia Reshetova and production manager Stanislav Miroshnikov.
– One of the problems at Beko is the lack of employees, – confessed Stanislav Miroshnikov. – The enterprise is expanding, modernizing, capacities and volumes of manufactured products are growing. So we need workers and we have planned to increase the staff number by 400 people more. However, there are several large enterprises in Kirzhach, so the working-age population of the city is employed, and many young Kirzhach residents prefer to develop their careers in Moscow. We invite university graduates, offer them good wages but there is no accommodation; the infrastructure is not developed, so young specialists do not stay in the city.

According to Stanislav Miroshnikov, many employees from Beko live in the towns neighbouring Kirzhach, located at a distance of up to 70 km. They are delivered to the factory by the company's vehicles but the roads are bad and there is no traffic interchange.

In addition, social infrastructure is underdeveloped. For qualified specialists to come to Kirzhach with their families, it is necessary to build new houses, kindergartens and schools, outpatient clinics and cultural facilities in the city, improve parks and squares, and equip pedestrian zones.

Alexander Remiga agreed with the problems identified during the meeting: educational institutions and healthcare institutions, and a decent level of improvement are needed where the employees of the companies already live, especially when it comes to inviting specialists from other regions. “We must assume obligations to provide social infrastructure,” said Alexander Remiga.

The participants of the meeting also agreed that qualified personnel should be recruited as much as possible from among the residents of the Vladimir region. Therefore, in cooperation with the regional administration, the issue of modernizing the social infrastructure would be worked out.

The result of the meeting was an order for the Department of Regional Development to elaborate the initial plans for the improvement of streets, roads, squares, parks, landscaping and arrangement of pedestrian zones in Kirzhach.