To date, the assembly line of refrigerators consists of three sections. First, “in-fridge electronics” are assembled, the cables are adjusted, and after installing the panels and the lid of the special equipment, the body is foamed with polyurethane, which is necessary both for thermal insulation and for stiffening. The foamed body is sent to the second section, where external elements of the cooling system are attached to it, a compressor, a thermostat, an electronic control card are installed (all this is accompanied by an automatic quality control scanner at all stages of assembly!), the cooling circuit is put together, air is sucked out of the pumps and, finally, its "blood" - the refrigerant - is poured into the refrigerator. After an external inspection of the system for tightness, it is transferred to the third section for hanging doors, mounting drawers and shelves. Once again they are checked to ensure everything is smooth, there are no scratches, dents and other external defects anywhere, the foam packaging elements are put on, after which the finished refrigerator is “dressed” in cardboard or film. 10 refrigerators are sent to the warehouse of finished products and then to trade, towards their customers...

And every eleventh is sent to the laboratory for testing, because one of the main "secrets" of the popularity of Beko refrigerators is their consistent high quality, which must be carefully and permanently monitored! Just like a business that is constantly evolving to support its growth and development, a successful company in today's fast-paced world simply cannot help but move forward.

– Today we are modernizing the line, improving the logic of delivering refrigerators through it, – says Andrey Morozov, Assembly Engineer. – The line has also begun to introduce robotics to free up workers in places where the robot can be installed to reduce the labor intensity and, of course, affect the cost of the finished refrigerator.

- Our current ambitions are serious production targets, and the series are not easy. Production line cannot exist without workers, the staff has been increased, new employees need to be trained, - Nikolai Beltyukov, Head of the Workshop, shares his concerns. – And foremen should not just teach workers to perform a specific operation, but do it quickly and efficiently, which requires their commitment.
The foremen cope with their goal: the workshop has extensive experience in training new employees, there is a well-developped mentoring system, the best and most active workers can upgrade their skills, get higher qualification - and the corresponding pay rate.

– Every newcomer who joines the site, get immediately a mentor - an experienced employee with at least a year of work experience, who is familiar with at least eight operations in different sections, sometimes the entire line - we also have such employees - Irina Zueva, Senior Forewoman, reveals the secrets of personnel management. - In general, our task, as foremen, is to identify who is the best in everything, we look at dedication, we see who is efficient, meets deadlines, in what post - some employees can combine three operations, while others can barely survive their work shift. We give people different assignments to fulfill them, we look at how they cope, and if we see both the potential and the desire to achieve more, we say: “Let's assign you a qualification grade, you already know everything!".

Everyone has learning opportunities – both those who have just joined the workshop and those who have been working for several years. Depending on the position, it takes from a week to three months to master new knowledge and skills with an individual approach. And then a qualification commission, right here, at the factory, asks questions a specific job on behalf of representatives of the HR department, the Quality Department, and Heads of Workshop. The management itself is constantly learning - after all, these are those who constantly “grow above themselves”, are ready for new knowledge and new responsibility, and take advantage of career growth opportunities at Beko.

Lines mean people

– 160 people work on the line per shift, – says Senior Forewoman Maria Sedova – Someone with a packing kit, someone with a screwdriver, someone is engaged in molding or foaming the body, there are locksmiths, there are soldering... We all work as one big team, people don't sit in their corners. Each shift has a daily production budget, if for some reason it was not completed on the day, it must be exceeded the next day. The workshops are equipped with electronic boards, which display all the data - production objectives, releases, deviations. If we fall behind, we try to catch up.

Senior Foremen have a lot of responsibility for running the shops as they are in charge of both people and production. They have to keep track of the availability of components, adjust their production to the Workshop of Mechanical Production and Painting, etc., decide which series to launch next so that the line does not stand idle. Reconfiguring the line is a complex, responsible process, the faster it goes, the less production lags behind the plan. The overall goal depends on everyone - and everyone not only can, but should turn to more experienced colleagues when any problems arise.
– The learning process never stops here, – recalls Nikolai Beltyukov, who went from a moulder to a Head of Workshop at a factory, referring to his own experience. – When it seems that you already know everything and there is nothing to be surprised, the line can always bring something new. Not always good or bad, but the line means people, and people are constantly teaching one another.

They teach, help, support, assist in solving problems and give advice on how to do work more conveniently, come up with ideas. They gather both on holidays and at their “line” parties, and outside work, they invite Foremen to birthday parties to communicate in their communities: assemblers are a friendly team with a warm atmosphere!

Nikolai Beltyukov
He was appointed Head of the Refrigerator Assembly Workshop on 23 January 2023. He joined Beko in March 2014 as an Operator for molded and foamed polyurethane. Then he moved to the position of Service Engineer, Technician, and last year he became a Shift Supervisor.

– When I joined Beko 9 years ago, I did not think about becoming a Head of Workshop. I was constantly learning something, I singled out some of my qualities for improvement, and some of them were emphasized to me.


One of the most interesting projects in my career has been reducing the time it takes to update a model on the line. There, any smallest detail, upon closer inspection, can greatly affect the transformation, and there is the possibility of practical continuous improvements - this project is still ongoing, it is headed by Alexander Polin.


Well, I also need to make improvements at my current workplace. Very ambitious objectifs have been set to increase production, train new employees, and I constantly keep in touch with experienced employees, listen to their opinion.


And, of course, at a new workplace I have more responsibility for production, here I have to anticipate problems, and for this I need to understand the operational concept not only of our line, but also of others at the factory, at least those that indirectly affect one or another issue. It is not easy, a timely and correct assessment of the situation by the manager counts for a lot!

Tatyana Astafieva
On January 26 of this year, she was appointed to the position of a Staff Management and Material Movement Specialist. Before that, she was both a Technician and a Computer Operator, and joined Beko in November 2012 as an Dispatcher in the shopfloor of assemblies.

– I joined the company during its development phase, got involved in small projects to improve the production process, and step by step new challenging tasks were set before me. Now I am in charge of people in three production departments with the total headcount exceeding 700 people. My area of responsibility includes record keeping, attendance control, organization of on-the-job training, employee evaluation. I try to improve the working environment, minimize the problems affecting my staff, because people are the main value of our factory! There is a very good working climate here, and when
work is fun, the results exceed expectations.

In addition to managing people, my responsibilities include moving and tracking materials in the factory's SAP system, and developing measures to improve the internal scrap rate. I was engaged in the implementation of a material non-conformity tracking system, in the future I plan to integrate it into new departments under my leadership. I have ambitions and ideas for their implementation, our management team supports these initiatives and people's desire for development. Therefore, I do what our company, our employees really need, and I like it!