EVRAZ Business System:

10 years of successful development

EVRAZ Business System (EBS) is a combined approach founded on a culture of continuous improvement which currently covers nearly all the Group’s main operations.

EBS development timeline: key events

2010

EBS development started. The company focused on maintaining and enhancing leadership positions in operational efficiency and cost reduction.

  • Efficiency enhancement programmes launched at all the Group’s enterprises. Working groups created for waste elimination and identification of bottlenecks.

2011

  • Operational improvement directions created in all the divisions. Lean manufacturing and Six Sigma tools implemented along the manufacturing chain.
  • First Lean sessions with top managers organised.

2012

  • The Group undergoes a shift from simple lean management tools to more complex ones: 2P, SMED, A3, VSA.

2013

  • Management Working Standard implemented at all the Group’s enterprises.
  • Six Sigma office launched in Urals, Siberia, and Coal divisions.

2014

  • Fast improvement tools implemented at all the Group’s enterprises.
  • Lean training sessions for employees started.

2015

  • The first EBS Summit organized in Kachkanar, with divisions sharing best practices of tools implementation.

2016

  • The Idea Factory and Problem-Solving Board tools launched.

2017

  • The EBS principles outlined.
  • EBS transformation programmes developed for all the divisions.

2018

  • The EBS transformation launched in the Urals and Coal divisions.
  • Development managers’ recruiting programme started.

2019

  • The EBS transformation rolled out in the Vanadium division.
  • The total effect of employees’ initiatives surpassed USD 1 billion.

2020

  • The EBS transformation of the Steel, North America segment started.
  • New projects launched in the Siberia division (supply marketplace, technical direction transformation, etc.).

RESULTS 2020

Siberia division Urals division Vanadium division Coal division
Total EBS effect, US$ million
Overall effect of the initiatives funnel from all initiatives at all stages (L1-L5). 641
358 241 25 17
Idea Factory results
Ideas implemented
38,726
Ideas accepted
49,979
Ideas submitted
80,624
Problem-Solving Board results
Problems eliminated
28,529
Problems submitted
29,956
Average problem elimination term, days
30
Plant shops involved in transformation
91
Number of people completed an internship at EBS teams
816