Improving the management of innovative activities of the enterprise. Degree work management of innovative processes in education teaching aid on the topic. Innovative activity of an enterprise as a factor of economic growth
Obtaining new or improving manufactured types of products, methods of their production and meeting the market needs of society in competitive goods and services, as well as developing organizational and economic relations and interaction in a market environment. The objective prerequisites for the development of innovative activity are the need to increase the competitiveness of products and the enterprise as a whole; the constant desire of manufacturing enterprises to expand the markets for their products and, on this basis, to satisfy ...
Share work on social networks
If this work does not suit you, there is a list of similar works at the bottom of the page. You can also use the search button
Other similar works that might interest you.wshm> |
|||
| 17784. | Development of measures to improve personnel management in the travel company "Volna-Tour" | 58.68KB | |
| Theoretical foundations of personnel management. The concept of the structure of human resource management. Functions and methods of personnel management. Features of personnel management in the travel company Volna-Tour. Characteristics of the activities of the travel company Volna-Tour. Peculiarities organizational structure personnel management services. | |||
| 8188. | DEVELOPMENT OF RECOMMENDATIONS AND MEASURES TO IMPROVE PERSONNEL AND DOCUMENTATION SUPPORT OF MANAGEMENT | 97.47KB | |
| In this regard, the documentation and staffing of the human resource management system is of great importance in matters of effective operation of the personnel management service. The organization of work with documents affects the quality of the work of the management apparatus, the organization and culture of work of managerial employees | |||
| 5086. | Development of measures to improve the marketing management of the company JSC "Eurasia Holding" | 114.07KB | |
| Analysis of the marketing management system on the example of OJSC Eurasia Holding. a brief description of OJSC Eurasia Holding. Analysis marketing activities OJSC Eurasia Holding. Development of measures to improve the marketing management of the company JSC Eurasia Holding. | |||
| 12514. | DEVELOPMENT OF MEASURES TO IMPROVE THE PERSONNEL MANAGEMENT SYSTEM IN THE CAFE IP ILYIN A.Yu. "SAMURAI" | 306.05KB | |
| Personnel management is a targeted impact on the human component of the organization, which focuses on establishing a correspondence between the goals of the organization and the capabilities of employees. Personnel management is based on a generalized idea of the place of a person in an organization. | |||
| 13157. | Development of measures to improve commercial activities in Rosinvest LLC | 56.82KB | |
| The business contract reflects the agreement of the parties of the partners regarding the direct implementation of the chosen entrepreneurial activity in a certain organizational legal form. Theoretically and practically, it is customary to single out several groups of business contracts in accordance with the areas of activity. Most of the documented relationships in business are contracts regarding intra-economic and economic activities, as well as contract services for labor relations insurance ... | |||
| 21465. | DEVELOPMENT OF MEASURES TO IMPROVE RUSSIA TRANSPORTATION BY RAILWAY TRANSPORT | 1.13MB | |
| The current state of container transportation in Russia. Analysis of the company's consumers and the volume of container traffic. Development of measures to organize the process of transport and forwarding services for groupage cargo. Development of measures for additional customer service during the transportation of groupage cargo. | |||
| 17269. | DEVELOPMENT OF MEASURES TO IMPROVE THE LEVEL OF SERVICE QUALITY OF PIVOVAR LLC | 243.36KB | |
| Improving the quality of service at Pivovar LLC. Thus, in the current situation, there is a need to develop theoretical and methodological support in the field of forming indicators and assessing the quality of services in a new approach to solving organizational and economic problems... | |||
| 21474. | DEVELOPMENT OF MEASURES TO IMPROVE THE SETTLEMENT SYSTEM IN BATYREVSKY PUBLIC PIT LLC | 202.39KB | |
| Doubtful accounts receivable and overdue accounts payable indicate violations by suppliers and customers of financial and payment discipline, which requires ... | |||
| 19466. | Development of measures to improve the personnel motivation system of CJSC VKSM | 254.47KB | |
| The relevance of the chosen topic is determined by the fact that it is necessary to ensure the strengthening of the motivation of the labor activity of the personnel on the basis of the formation and development of a system of incentives that encourage the modern worker to effective highly productive work. But a simplified approach with an emphasis on material incentives has shown to be ineffective the initial increase in labor efficiency turns into stagnation, which is a big problem in terms of the development of both the individual and society as a whole, since... | |||
| 21102. | Communication management and development of measures to improve communication activities | 6.16MB | |
| General characteristics of LLP Region-Media. Analysis of communications management in LLP Region-Media. Difficulties in the development of communication relations in the organization LLP Region-Media. Recommendations for improving the management of communication activities in Region-Media LLP. | |||
-- [ Page 1 ] --
As a manuscript
Grigorieva Maria Vitalievna
Improving the management of innovative activities of small enterprises
Specialty 08.00.05 - economics and management of the national economy
(innovation and investment management)
dissertations for a degree
Candidate of Economic Sciences
Moscow 2007
The work was done at the Department of Management
Non-state educational institution
“Institute of International Law and Economics named after A.S. Griboyedov"
scientific adviser– Doctor of Economics, Professor
Makarova Irina Kamilievna
Official opponents: doctor of economic sciences, professor
Smyshlyaeva Ludmila Matveevna;
Candidate of Economic Sciences, Associate Professor
Burmistrova Tatyana Valentinovna
Lead organization– Department of General and Special Management
Russian Academy of Public Administration under the President of the Russian Federation
The defense will take place on May 30, 2007 at 12:00 pm at a meeting of the dissertation council K 521.005.02 at the A.S. Griboyedov at the address: 105066, Moscow, st. Spartakovskaya, house 2/1, building 5, conference hall.
The dissertation can be found in the library of the Institute of International Law and Economics named after A.S. Griboyedov.
Scientific secretary of the dissertation
council, candidate of economic sciences,
Associate Professor E.P. Pilipenko
1. GENERAL CHARACTERISTICS OF WORK
Relevance of the research topic. The current stage of world development is associated with the processes of globalization, characterized by the strengthening and complication of interrelations and interdependencies in the main areas of economic, political, social life, science and technology, culture, and business. A global information field is being created that generates ideas, innovations, knowledge and has an impact on the formation of a new type of economy - innovative, where knowledge and innovation are the source of economic growth.
In the conditions of fierce international competition, the economic development of Russia is determined mainly by its scientific and technological advantages, the ability to innovate solutions in practice. The actualization of the problem was expressed in the definition at the state level of priority areas for the development of science, technology and technology in Russia; in the adoption of the state target scientific and technical program for 2002–2006. At present, the Ministry of Education and Science of the Russian Federation has begun work on the implementation of the Federal Targeted Scientific and Technical Program for 2007–2010, the expected results of which should be the creation of a balanced, sustainable research and development sector that ensures expanded reproduction of knowledge; formation of an effective innovation system built into the global innovation system; technological modernization of the economy based on advanced technologies; creation and expansion of "technological corridors" that ensure the competitiveness of certain sectors of the Russian economy on the basis of advanced technologies of domestic development.
In the 21st century, the need for a deeper understanding of the essence, patterns and specifics of the evolution of innovation systems at all levels of government: international, national, in certain industries and areas of activity has become increasingly apparent. World experience shows that although the market plays an important role in stimulating innovation activity, it is not capable of ensuring the dynamic development of national innovation systems. The regulatory role of the state, which forms the national innovation system in conjunction with national projects socio-economic development of Russia.
With the increasing role of innovation in economic evolution, there is an increasing interest in the strategic and ongoing management of innovation processes, both at the national level and at the level of individual corporations, enterprises, and firms. The accumulated theoretical and practical experience is being rethought, adapted to the new conditions of development, and at the same time the process of its transformation into a new economic theory of innovation, adequate to a knowledge-based society.
In the innovation system of Russia, a special role belongs to small innovative enterprises. In the formation and development of such enterprises, two ways can be distinguished: the first is the independent development of niches in the world market of high-tech products with further development into medium and large firms, and the second is the launch of a new product (process) on the market together with a large corporation.
In domestic management science, the problems of innovation management in large companies, but at the same time, they are not sufficiently disclosed in relation to small firms operating in modern market conditions. This put us in front of the need to substantiate the features and main directions for improving the management of innovative activities of small enterprises.
The degree of development of the problem. At the beginning of the 20th century, I. Schumpeter, N. Kondratiev, and after them a number of other economists laid down in their works theoretical basis research of the innovative sphere of activity. Their work made it possible to outline the patterns of technological evolution and the role of innovations at various stages of the long-term cycle of development of science and technology, develop the idea of the interaction between technological shifts and institutional changes, the mutual influence of technological and socio-economic evolution, work out in sufficient detail various approaches to the classification of innovations that made it possible to clarify the role of innovations of various classes.
Deep developments on the study of the production management mechanism, on the economy and organization of R&D, implementation new technology and technologies were carried out by domestic economists: L.I. Abalkin, A.G. Aganbegyan, V.A. Aleksandrov, A.I. Anchishkin, V.N. Arkhangelsky, S.P. Auctionecom, R.A. Belousov, P.G. Bunich, A.E. Varshavsky, D.M. Gvishiani, S.Yu. Glazyev, B.V. Gubin, G.M. Dobrov, N.I. Komkov, V.I. Kushlin, V.N. Leksin, V.A. Lisichkin, D.S. Lvov, V.L. Makarov, V.I. Mayevsky, V.F. Medvedev, E.A. Oleinikov, A.M. Omarov, Yu.M. Osipov, N.Ya. Petrakov, P.P. Pilipenko, D.I. Piskunov, S.V. Pirogov, G.Kh. Popov, A.G. Porshnev, N.F. Pushkarev, A.A. Sintov, V.K. Senchagov, V.L. Tambovtsev, A.I. Tatarkin, V.A. Ustinov, A.N. Folomiev, N.G. Chumachenko, S.S. Shatalin, V.G. Shorin, E.G. Yakovenko, Yu.V. Yakovets, Yu.V. Yaremenko and others.
However, studies of modern problems of managing the activities of small enterprises in the conditions of Russian market innovations are still fragmentary. In the domestic management science, such topical issues as the formation of the infrastructure of small innovative entrepreneurship, the protection of intellectual property, the financing of innovative projects, the marketing of innovations, and the motivation and stimulation of innovative activities of the personnel of small enterprises are not sufficiently disclosed.
In the context of the formation of a competitive national innovation system, it became necessary to revise and further develop the scientific apparatus, substantiate new scientific provisions in the field of theory and practice of innovation management in small enterprises.
The object of the dissertation research perform Russian small innovative enterprises operating in modern market conditions.
Subject of research is the current system of management of innovative activities of small enterprises.
Purpose of the study consists in the development of conceptual provisions for the management of innovative activities of small enterprises and recommendations for their practical implementation in modern Russian conditions.
In the dissertation research, based on the goal, the following tasks:
- to assess the development of the theoretical provisions of the innovation process, explaining the nature of the emergence and spread of innovations as a socio-economic category, the features of their formation under the influence of internal driving forces, the patterns of evolution of innovation systems;
- to analyze the factors of the business environment, the conditions for the functioning of market entities, as well as to identify the actual problems of forming the infrastructure of the Russian innovative business and propose directions for their solution;
- formulate the fundamental principles of the concept of innovation management in small enterprises, determine the features of their implementation in modern Russian conditions;
- identify trends and problems in the development of domestic small innovative enterprises and show ways to solve them ; determine the main directions for improving the process of innovation management in small enterprises in modern conditions;
- substantiate and develop a system of measures to strengthen state support for small businesses.
Methodology and research methods. Methodological and theoretical basis research constitutes the dialectical method of cognition. In the course of the study, general scientific and particular methods of cognition were used: historical, systemic, formal-logical, statistical, sociological, economic analysis, functional and others.
Empirical base of research. The dissertation actively used the provisions of the legislative acts of the Russian Federation, departmental regulations of ministries and departments, data from the state statistics of the Russian Federation. In the formation of theoretical provisions and practical recommendations, the works of leading scientists in the field under study, the experience of innovative activities of small enterprises in Russia were used.
Scientific novelty of the research consists in the fact that the theoretical and methodological foundations of innovation management in small enterprises and the mechanism for their practical implementation in a market economy have been developed.
Scientific novelty is confirmed by the following scientific conclusions and results submitted for defense:
- theoretical provisions are formulated that explain the nature of the emergence and spread of innovations: the features of their formation under the influence of internal driving forces, the patterns of evolution of innovation systems and environmental factors, the conditions for the functioning of market entities, as well as the features of innovation management in small enterprises. The concept of "small innovative enterprise" as a structural link of the national innovation system, whose production activity is characterized by increased susceptibility to scientific and technological achievements and the ability to generate an innovative product, has been clarified;
- the application of a systematic approach made it possible to reveal the main elements of the innovation management system in small enterprises (commercial potential of an innovative product; logistics and infrastructure of innovative processes; financial and credit resources); the factors of their effective activity were determined;
- the main directions for improving the management of innovation activities in small enterprises operating in modern market conditions, including marketing management, designing new organizational forms, development of motivation and stimulation of innovative activity of personnel;
- formulated and substantiated the principles of operation of the mechanism of state support for small innovative businesses in terms of insurance of loans used for innovative projects; providing tax incentives for retained earnings of small businesses invested in innovation; inclusion of small enterprises in the list of conditions for special taxation regimes when they achieve significant final results of innovative activity.
The practical significance of the study. The main theoretical provisions of the study, which make up its novelty, are brought by the author to specific recommendations in the field of managing small innovative enterprises, and can also be used in the educational process when reading the disciplines: "Innovation Management", "Entrepreneurship" at the economic faculties of universities.
Validity and reliability of the results obtained are provided with a research methodology based on a systematic and integrated approach to the subject of research; on the use of official statistical, regulatory documents and results scientific research on the problems of managing innovative activities of small enterprises in Russia and abroad.
Approbation and implementation of the results of the dissertation research. The main provisions and conclusions of the study were published by the author in articles and collections of scientific papers, and were also discussed at methodological seminars of the Department of Management, scientific and practical conferences of the Institute of International Law and Economics named after A.S. Griboyedov.
Publications. According to the results of the study, 4 scientific publications of 8 p.l. were published.
The structure of the dissertation work. The dissertation work consists of an introduction, three chapters, a conclusion, a list of references.
Introduction
CHAPTER 1. Theoretical and methodological foundations of innovation management in small enterprises.
1.1. The essence and main stages of the innovation process
1.2. The concept of innovation management in small enterprises
1.3. Foreign experience in innovation management in small enterprises
CHAPTER 2. Modern trends in innovation management in small enterprises in Russia
2.1. Infrastructure for the development of small innovative entrepreneurship in Russia
2.2. Features of innovation management at domestic small enterprises
2.3. State regulation of small innovative business: domestic experience and problems
CHAPTER 3. Main directions of management improvementinnovative activity in small enterprisesin modern conditions
3.1. Application of a marketing approach to innovation management in small enterprises
3.2. Improvement of motivation and stimulation of innovative activity of personnel in small enterprises
3.3. Strengthening state support for small innovative enterprises in the Russian Federation
Conclusion
List of used literature
The main content of the work
In the introduction the relevance of the chosen topic is substantiated, the purpose and objectives of the study are formulated, scientific novelty and practical significance dissertation work.
In the first chapter The research presents the theoretical and methodological aspects of innovation management in small enterprises in modern economic conditions.
It has been substantiated that the purpose of the innovation and technological policy of small enterprises is to create conditions for the formation of a progressive production structure, increase the competitiveness and quality of products, primarily by reducing production costs. Small innovative enterprises themselves are one of the main sources of innovation generation.
The history of the development of a scientific school on the management of innovation activities, including foreign experience, the Soviet period of centralized management of scientific and technological progress, and modern approaches to the formation of innovative systems are considered.
The study showed that at the beginning of the twenty-first century, a fundamentally new view of the innovation process, innovation policy and the management system of this area of activity as a whole took shape. Qualitative changes and shifts in the world economy, taking place in the era of globalization, lead to the transformation of mechanisms for appropriating benefits from the use of new technological knowledge.
INTRODUCTION
CHAPTER 1. BASICS OF INNOVATION PROCESS MANAGEMENT
1.1 Innovation and the innovation process
1.2 Types of innovation process
1.3 Phases of the innovation process
CHAPTER 2. INNOVATION PROCESS MANAGEMENT
2.1 Organizational structure of enterprise management
2.2 Organization of innovation management in the enterprise
2.3 Introduction of innovations as a stage of the innovation process
CHAPTER 3. WAYS TO IMPROVE THE INNOVATIVE ACTIVITY OF THE ENTERPRISE
3.1 Innovation performance
3.2 Improvement of innovative activity as the basis for achieving the strategic competitive advantage of the enterprise
CONCLUSION
LIST OF USED SOURCES.
In modern conditions, innovation activity is inherent in any manufacturing enterprise to one degree or another. Even if an enterprise is not a leader in the innovation market, sooner or later it will certainly face the need to replace obsolete technologies and products. Innovative processes, their implementation in new products and new technology are the basis of economic development.
The innovation process is the preparation and implementation of innovative changes and consists of interrelated phases that form a single, integrated whole. As a result of this process, an implemented, used change appears - innovation. For the implementation of the innovation process, diffusion is of great importance - the spread over time of an innovation already once mastered and used in new conditions or places of application.
Modern innovation processes are quite complex and require an analysis of the patterns of their development. This requires specialists involved in various organizational and economic aspects of innovation - innovation managers.
Innovation managers must have scientific, technical and economic-psychological potential, engineering and economic knowledge, as well as promote the innovation process, predict possible cataclysms and ways to overcome them.
A market economy is characterized by the competition of independent firms interested in updating products, the presence of a market for innovations that compete with each other. As a result, there is a market selection of innovations, in which innovation managers participate.
At present, an important part of the state social economic policy is an innovation policy that defines the goals of the innovation strategy and mechanisms for supporting priority innovation programs and projects.
Innovative activity is declining under the influence of low solvent demand for scientific and technical products from both the state and the non-state sector of the economy. In the face of a decrease in demand, organizations in the first place reduce production volumes science-intensive products, often replacing it with a technically simpler and cheaper one.
The relevance of the chosen topic is due to the fact that the innovation process is the creation of such a system that will allow in the shortest possible time and with high efficiency to use the country's intellectual and scientific and technical potentials in production. Thanks to the use of new information technologies, both small and large organizations of all forms of ownership can use these potentials.
The innovation process is a powerful lever with which to overcome the recession in the economy, ensure its restructuring and saturate the market with a variety of competitive products.
The innovation process is designed to ensure an increase in the country's gross domestic product by mastering the production of fundamentally new types of products and technologies, as well as expanding, on this basis, markets for domestic goods.
For the development of innovative activity, a set of measures is also needed to create purely market structures (for example, innovation exchanges for the implementation of innovative projects, organization open auction securities innovative firms and information support for participants in the innovation market).
The implementation of the main stages of innovation, from the transformation of scientific and technical developments into an innovative product that is attractive to investors, manufacturers and buyers, and ending with their development in production, requires expanding the network of technology parks, business incubators, innovation and technical centers in those regions of Russia, where the infrastructure is concentrated, which ensures the activation of the innovation process.
Management of innovative activity has features in comparison with traditional activity. First of all, this is due to the presence of research and design work. Another feature is its riskiness. At any stage of creating new consumer products and models of equipment, unexpected, previously unseen problems may appear, which can lead to deadline violations, resource overruns, failure to achieve planned goals, or even to the closure of an innovative project.
In the process of innovation management, it is necessary to solve technical and production issues taking into account economic feasibility and commercial benefits, introduce new technologies, develop new products and their marketing, ensure consistency, continuity, dynamics of the enterprise's innovative activity throughout its entire length - from an idea to a realized material product. That is why this topic is interesting for research, however, it is not sufficiently developed, since each innovation requires a more thorough analysis and development of practical recommendations for the implementation of innovations.
Management of innovative processes is the management of scientific, scientific, technical, industrial activities and the intellectual potential of the company's personnel in order to improve the produced or develop a new product (service), as well as the methods, organization and culture of its production and, on the basis of this, satisfy the needs of society for competitive goods and services.
The object of the research is the study of the innovation process and innovation as a result of this process, suitable for practical implementation.
The subject of research of the thesis is the study of the management of the innovation process at the enterprise - closed joint-stock company "Tirotex" (CJSC "Tirotex").
The purpose of the thesis is to develop practical recommendations for improving innovation - as the basis for achieving a strategic competitive advantage of the enterprise and assessing the effectiveness of the innovation process.
The objectives of this thesis work are:
1. To study the world experience in managing innovation processes.
2. Summarize the main theoretical approaches to the study of innovation and the innovation process.
3. Analyze the demand for scientific and technical products.
4. Evaluate the effectiveness of innovations.
The research methods for writing a thesis are the study and analysis of scientific literature, as well as the generalization of the achievements of world and domestic practice in managing innovative processes.
The scientific novelty of the thesis consists in the development of practical recommendations for improving the management of innovative processes in the enterprise.
The practical novelty lies in the possibility of using the materials of this work in the management of innovations in Tirotex CJSC.
The theoretical basis of the study is the works of Russian and foreign authors, the most significant of which are V.Ya. Gorfinkel, R.A. Fatkhutdinov, F. Kotler, J. Schumpeter and others.
Graduate work Includes: introduction, three chapters and conclusion.
The first chapter discusses the basics of innovation process management, the relationship between the concepts of "innovation" and "innovation process", types and stages of the innovation process.
In the second chapter, an analysis is made of the management of the innovation process at CJSC Tirotex, in connection with which attention is paid to the organizational structure of enterprise management, the organization of innovation management and the procedure for introducing innovations as a stage of the innovation process.
The third chapter of the thesis reveals ways to improve the innovative activity of the enterprise, as the basis for achieving the strategic competitive advantage of the enterprise, namely the introduction of automated lines for sewing, folding, turning and packaging of garments. The chapter gives an assessment of the effectiveness of innovation.
In conclusion of this work, the main conclusions and recommendations for the study were formed.
The word "innovation" is translated into Russian as "novelty", "innovation", "innovation". In management, innovation is understood as an innovation that has been mastered in production and has found its consumer.
Innovation is the end result of the activity of innovation, embodied in the form of a new or improved product introduced to the market, a new or improved process used in organizational activities, a new approach to social problems.
Here we should pay attention to the broad interpretation of the concept of innovation - it can be New Product, new technological process, new structure and management system of the organization, new culture, new information, etc.
Under the innovation in the XIX century. understood, first of all, the introduction of elements of one culture into another. In the XX century. technical improvements were considered innovations. J. Schumpeter at the beginning of the century understood the role of innovation as a means to overcome economic downturns. He pointed out that the source of profits can be not only price manipulation and cost reduction, but also a change in products.
In his work The Theory of Economic Development, Schumpeter wrote: “Under the enterprise, we mean the implementation of new combinations, as well as what these combinations are embodied in: factories, etc. We call entrepreneurs economic entities whose function is precisely the implementation of new combinations and which act as its active element.
The concept of "realization of new combinations" according to Schumpeter covers the following five cases:
1. Production of a new, that is, a good not yet known to consumers or the creation of a new quality of a particular good.
2. The introduction of a new production method (method) unknown to the industry, which is not necessarily based on a new scientific discovery and which may even consist in a different way of commercial use of the relevant product.
3. The development of a new sales market, that is, a market in which the given branch of industry of this country has not yet been represented, regardless of whether this market existed before or not.
4. Obtaining a new source of raw materials or semi-finished products, equally regardless of whether this source existed before or simply was not taken into account, or was considered unavailable, or it had yet to be created.
5. Carrying out an appropriate reorganization, for example, securing a monopoly position (through the creation of a trust) or undermining the monopoly position of another enterprise.
If we consider innovation as the end result, then it must have somewhere its beginning, source, and this beginning is some kind of idea, idea, invention. There is a long path from this idea to its implementation, containing many stages and actions. This path is called the innovation process.
An innovation process is an activity in which an invention or entrepreneurial idea receives an economic content.
It is necessary to highlight the characteristic properties of innovation that distinguish it from a simple innovation:
1) scientific and technical novelty;
2) industrial applicability;
3) commercial feasibility.
The commercial aspect defines innovation as an economic necessity realized through the needs of the market. From this point of view, there are two points:
1) "materialization" of innovation - from an idea to its implementation in a product, service, technology;
2) "commercialization" of innovation - turning it into a source of income.
Innovation activity firms are a much more effective means of competition than all traditional methods. With it, other methods can no longer play a significant role. In the second half of the XX century. A boom in innovations began in all spheres of society. In 1979, the US Congress passed the National Science and Technology Innovation Act, which stated that innovation is a central issue for US economic, environmental, and social prosperity.
The innovative strategy was designed to reduce the trade deficit, win competition in the world market, and stabilize the dollar.
In Germany, it was also confirmed at the state level that innovations are the main means of combating all social diseases. Thus, the fact that in the 40-50s. was the strategy of individual firms, in the 70-80s. becomes the strategy of entire nations, public policy developed countries.
At the same time, the science of innovation activity also developed. It meant a departure from understanding the market as a free game of supply and demand. Now it was supposed to seize the initiative from the market, manage the market, provoke the emergence of the needs of the mass buyer, offer him something that he had not yet had time to think about. This strategy created the "consumer society".
Considering the innovation process (see Appendix 1), it is necessary to define a number of concepts that are basic.
Invention, that is, initiative, proposal, idea, plan, invention, discovery.
Innovation is a well-developed invention, embodied in a technical or economic project, model, prototype.
The concept of innovation is a system of orienting basic ideas that describe the purpose of innovation, its place in the organization system, in the market system.
Initiation of innovation - scientific and technical, experimental, or organizational activity, the purpose of which is the emergence of an innovative process.
Diffusion of innovation is the process of spreading innovation at the expense of firms - followers (imitators).
Routinization of innovation is the acquisition by innovation over time of such properties as stability, sustainability, constancy and, ultimately, obsolescence of innovation.
Depending on where the innovation is applied - inside the company or outside it, there are three types of innovation process:
Simple intraorganizational (natural);
Simple interorganizational (commodity);
Extended .
A simple intra-organizational (natural) process involves the creation and use of innovation within the same organization. Innovation in this case does not take a direct commodity form. Although the role of consumers are those units and employees who use intra-company innovation.
In a simple interorganizational (commodity) process, innovation acts as a subject of sale and purchase in the external market. This form of the innovation process means the complete separation of the function of the creator and producer of innovation from the function of its consumer.
The extended innovation process is manifested in the creation of new manufacturers, the violation of the monopoly of the pioneer manufacturer, and the further distribution of the product - diffusion. The phenomenon of diffusion of innovation contributes to the economic development of society and is an incentive to initiate a new innovation process.
In practice, the rate of diffusion of innovation depends on various factors:
1) technical and consumer properties of innovation;
2) innovative strategy of the enterprise;
3) characteristics of the market where the innovation is being implemented.
Innovation activity is Team work many market participants in a single innovation process in order to create and implement innovation.
The basis of innovation activity is scientific and technical activity. The concept of scientific and technical activity was developed by UNESCO and covers:
1) research and development;
2) scientific and technical education and training;
3) scientific and technical services.
Innovative activity translates scientific and technical activity into an economic "channel", ensuring the production and commercial implementation of scientific and technological achievements.
In innovation activities, the following categories of main participants are distinguished, classifying them by priority (see Appendix 2):
1) innovators;
2) early recipients (pioneers, leaders);
3) simulators, which in turn are divided into:
a) earlier majority;
b) lagging behind.
Innovators are generators of scientific and technical knowledge. These can be individual inventors, scientific and research organizations, small scientific enterprises. They are interested in generating income from the sale of the intellectual product they have developed, which over time can become an innovation.
Early recipients (pioneers, leaders) are manufacturing firms that were the first to master the innovation, using the intellectual product of the innovators. They seek to obtain super-profits by bringing the innovation to market as soon as possible. Pioneer firms primarily include venture capital firms operating in small businesses.
Large corporations that are leaders in their industries also fall into this category. If such firms have scientific, research, design divisions in their structure, then they are also innovators. Although in this case they can use the services of purely scientific or design organizations by concluding an agreement with them or buying a patent (license).
The early majority is represented by imitating firms, which, following the "pioneers", have introduced an innovation into production, which also provides them with additional profit.
Laggards are firms that are faced with a situation where a delay in innovation leads to the release of products that are new to them, but which are either already obsolete or are not in demand in the market due to excessive supply. Therefore, lagging firms often suffer losses instead of the expected profit.
Imitator firms do not engage in research and inventive activities, they acquire patents and licenses from innovator firms, or hire specialists who have developed an innovation under a contract, or illegally copy an innovation (“innovative piracy”).
In addition to the above main participants in innovation, there are many others who perform service functions and create an innovation infrastructure:
1) exchanges, banks;
2) investment and financial companies;
3) mass media;
4) information technologies and means of business communication;
5) patent organizations;
6) certification bodies;
7) libraries;
8) fairs, auctions, seminars;
11) education system;
12) consulting companies.
One of the stages of innovation activity is the management of the innovation process from the invention to the implemented innovation.
The innovation process consists of several parts (phases), which together make up the innovation life cycle (LIC).
Let us consider the composition and content of the phases of the innovation process with respect to product innovation, which is the most significant among other types of innovation.
As a rule, five phases of the innovation process are distinguished:
Fundamental Science - Applied Science - Development (Design) - Production - Consumption (Operation).
1. Phase "Fundamental Science".
This phase includes fundamental scientific research - experimental and technical activities aimed at obtaining new knowledge about the basic laws of the development of nature and society. Fundamental science is carried out in academic institutes, higher educational institutions, branch institutes.
In countries Western Europe, in the USA and Japan, fundamental science is mainly based in high school. In Russia - in industry and economic institutions. The main form of organization of research in Russia is still scientific research institutes (NII), isolated from higher educational institutions and enterprises. The Russian Academy of Sciences occupies the leading position in the network of scientific organizations of the academic profile.
Science, as a system, appeared in Russia almost 300 years ago thanks to the state act-decree of Peter I, and in the future it developed as a state affair. First, the Academy of Sciences was created, and then a university was created on its basis and university science began to develop. Later branch science spun off from academic and university science. These three structures of Russian science were centered on the Russian Academy of Sciences, which was the backbone of the organization of scientific activity in the country. It was the Academy of Sciences that largely set the standards for scientific research, formed fundamental scientific values, determined scientific priorities, the rank of scientific prestige and social recognition.
The result of fundamental scientific research is new theoretical knowledge - discoveries. Predicting the possibility of their practical application is very difficult.
Statistics show that only 10% fundamental research have a positive result.
In the US, the most important performers of fundamental research are universities - 51.3% of research. The role of university science is especially great in fulfilling orders National Institute healthcare - 66.7%. Even the Pentagon places 48.7% of its basic research in universities.
By the beginning of 2008, there were 4,535 scientific organizations in Russia, and in terms of their number, Russia returned to the level of 1990 - 4,646 scientific organizations. At the same time, the greatest reduction in their number occurred in 1990-1995, after which the number of scientific organizations began to grow.
2. Phase "Applied Science".
At this phase of innovation activity, applied theoretical and experimental research is carried out - scientific activity aimed at achieving practical results and the solution of specific national economic problems.
As F. Bacon noted at the beginning of the 17th century, “the doctrine of nature should be divided into the study of causes and obtaining results: into parts - theoretical and practical. The first explores the bowels of nature, the second remakes nature, like iron on an anvil.
Science did not immediately become a creative social force. Until the middle of the 18th century, scientific achievements were used in production only spontaneously. During this period, science, as F. Bacon wrote, "is prone to chatter, but is powerless and not ripe for giving birth."
In the second half of the 18th century, science was formed as an integral system, organized with principles common to all branches of science. From that moment on, it turns from an isolated sphere of human activity into the most important factor in the intensification of production.
A strong stimulus for this development of science was the demand that matured in the economy for the transition of production to a machine basis. Printing played an important role in creating a scientific infrastructure, a “bank of scientific information”.
Nevertheless, until the 20th century, there was no close cooperation between science and industry - the results of applied research often did not find practical application.
Traditionally, in the USSR, applied science was carried out in branch institutes - research institutes (NII), special design bureaus (SKB). In the countries of Western Europe, in America, applied research, as a rule, is carried out directly at enterprises. This brings science and production closer, gives a significant gain in terms of time and results in the implementation of innovations.
At present, significant changes have taken place in the field of applied science in Russia. Scientific organizations that carry out research and development as their main activity or have subdivisions whose main activity is to carry out scientific research and development, regardless of their belonging to a particular sector of the economy, legal form and form of ownership, choose their own directions development, seek financial opportunities, establish business relationships, commercialize their intellectual products.
Applied research uses new knowledge obtained by fundamental science to create new and improve existing means and methods of human activity. The result of applied research is recorded in inventions, know-how, scientific and technical monographs, in terms of reference for the design of new objects.
In the modern world, there is a constant deepening of the process of turning science into a direct productive force, and production into the practical application of scientific achievements.
“The progress of the sciences,” wrote Condorcet, “ensures the progress of industry, which itself then accelerates scientific progress, and this mutual influence, the action of which is constantly renewed, must be ranked among the most active, most powerful reasons for the improvement of the human race.”
The practical use of this result in production is also far from always predictable, and the probability of obtaining a negative result is high. Therefore, investments in applied research are risky.
Despite this, all the leading countries of the world pay great attention to stimulating the growth of inventions. According to statistics, the number of patents registered in 2001-2007. in Japan it was 3.5 million (37%), in the USA - 2.6 million (27%), in the European Union, South Korea and China - 12% each.
The fastest pace of patent registration is growing in the PRC and by 2012, according to this indicator, Chinese specialists will bypass the current leaders in the number of inventions - the Japanese. China pays great attention to the development of modern technologies, in particular, in the field of chemistry, computers, telephone communication and transmission of information.
In 2007, the Patent Registration Office (PCT - Patent Cooperation Treaty) of the World Intellectual Property Organization (WIPO) recorded an unprecedented high level of new patent registrations - 156`100 patents, which is 4.7% more than than in 2006.
Particularly significant growth in the number of patents was shown by South Korea and China, which, compared with 2006, showed an increase of 18.8 and 38.1%, respectively. The top three for 2007 is led by the United States (52`280 patents, or 33.5% of the total), followed by Japan (27`731 patents, 17.8% of the total) and Germany (18`134 patents, 11.5% of the total). 6% of the total). Brazil (an increase of 15.3%), Malaysia (71.7%), Singapore (13.9%) and Turkey (10%) also added a lot in growth. True, none of them is yet in the top ten.
In Russia, the number of registered patents in 2006 was 695, in 2007 - 507 and in 2008 - 568.
3. Phase "Development (design)".
This phase contains the design preparation of the product for its subsequent production. This includes the following main activities:
1) engineering forecasting - forecasting of new technical solutions, new materials, new design methods. It also establishes possible restrictions on the design, manufacture and use of a new product - resource, technical, economic, social, environmental.
2) parametric optimization - definition specifications product (sample), ensuring the optimal range of product parameters, its standard sizes;
3) product design - development of a draft design, identification of possible technical alternatives, development of a technical design, development of a product for manufacturability;
4) production of a prototype (prototype), its testing and fine-tuning;
5) adjustment of design documentation based on the results of testing a prototype.
The Applied Science and Development phases are often combined into one phase, Research and Development (R&D).
R&D is carried out both in specialized laboratories, design bureaus, pilot plants, and in research and production divisions of large firms. At the output of this phase - a well-developed invention - innovation. Innovation exists in the form of a project, a prototype, a utility model.
When evaluating the effectiveness of R & D, the calculation period is used, which is divided into the following stages: scientific research, development work, production of industrial samples, mass production, the use of manufactured products or technologies in industrial and economic practice, the elimination (utilization) of products.
Calculations of the effectiveness of scientific research take into account the following main provisions and conditions:
R&D assessment is given within the calculation period;
It is obligatory to take into account the time factor (changes in costs and results over time, unevenness of income and expenses at different times);
At the initial stage of R&D, only future expenses and incomes related to the implementation and implementation of scientific development are taken into account;
When calculating the actual efficiency, the actual costs and income associated with R&D and the implementation of its results are taken into account;
The price system that is in effect at the time of the calculations, tariffs, taxes, etc. is used. (with the obligatory indication of this moment), inflation is not taken into account;
Uncertainty and risk factors are indicated, as well as ways to reflect them in the calculations;
The principle of comparison “without a project (without innovation) and with a project (with innovation)” is used, that is, the evaluation of the effectiveness of scientific research is carried out by comparing cash flows associated with the conduct of the study and the use of its results, with the cash flows that would have occurred if the study and, accordingly, the implementation had not been carried out;
Evaluations of the effectiveness of R&D, with rare exceptions, should be expressed in monetary terms.
Justification of the effectiveness of scientific development is carried out at the following stages (stages) of its life cycle:
At the application stage, inclusion in the R&D plan and conclusion of an agreement (assessment of the potential effect);
At the stage of completion of development (assessment of the expected effect);
At the implementation stage (calculations of the actual effect).
At the final stage of assessing the effectiveness of R&D, the results of work in the areas of their use should be reflected.
When forming an assessment of R&D efficiency, it is necessary, first of all, to identify and assess the change in efficiency in the production, economic and other activities of the Company when implementing scientific development. Changes of this kind can be characterized by factors of efficiency (efficiency, usefulness) of R&D.
The implementation of scientific results can positively affect the main performance indicators of the enterprise due to:
1. Increasing income from the growth of product sales.
2. Reducing material and energy costs.
3. Reduce living costs.
4. Developments aimed at saving time.
5. Savings in capital investments.
6. Factors associated with quality improvement finished products, price changes, optimization of financial flows and taxation.
In market conditions of management, a significant effect can be obtained from the results of scientific developments, which, in their practical implementation, provide:
Increasing competitiveness, expanding the market for the company's products and services in the domestic and foreign markets;
Increase in the market value of the Company's shares;
Increase in the total capitalization of the enterprise;
Reducing the risks associated with the production and economic activities of the enterprise;
Receiving income from the sale of patents and licenses;
Receiving income from the acquisition or sale of real estate, financial investments, other operations in the stock and financial markets;
Income growth from enterprise restructuring and improvement of the enterprise management system.
The effectiveness of R&D is largely determined by the very process of conducting and implementing scientific developments. Most important factors of this process, in terms of its effectiveness, are:
The volume of costs for R&D and their distribution over time;
The duration of the period from the completion of R&D to the start of implementation of the obtained scientific results;
The volume of implementation and its distribution in time throughout the entire life cycle of innovation;
The duration of the period of growth in the volume of implementation and the dynamics of the volume of implementation;
The system of relationships between various participants (organizational and economic mechanism) scientific project, including relations of implementing organizations with an enterprise, a scientific organization, relations of an enterprise and implementing organizations with public authorities and local government.
4. Phase "Production". This phase consists of the following parts:
Organizational and technical training, which in turn contains - design and technological, logistical, organizational training production.
Design preparation of production includes the design of special equipment, fixtures, tools.
Technological preparation of production covers the development of technologies, both for the main and for auxiliary production.
Logistics preparation, firstly, includes the logistics of raw materials, materials, components, standard equipment, tooling, tools, and secondly, equipment installation and commissioning.
Organizational training includes the development of a system of plans for the development of new products; restructuring of existing divisions and development of the structure of new production divisions; development of a system of business relationships both within the organization and with the external environment; development of a wage system.
Launch of production - a set of technical, organizational, economic measures with the aim of mastering a new product in production.
In the “Production” phase, the reaction of consumers to innovation is not yet known, so investments continue to be risky.
Statistics show that the probability of materializing an innovation reaches only 8.7%. Out of every 12 inventions, only one reaches the last phase of "Consumption".
To reduce the risk, pilot production is often organized, followed by a trial sale of an experimental batch. At the same time, the behavior of consumers, the reactions of competitors and the distribution network are monitored.
5. Phase "Consumption (operation)". This phase consists of the following parts:
1) sales innovative products consumer;
2) use (operation) of products by the consumer;
3) provision of services for the maintenance and repair of products.
For most types of new products, especially consumer goods of short and medium use, the “consumption” phase is not so important, but some types of products, such as high-priced, high-tech, technically complex products, require special attention in this phase. This attention is manifested as monitoring the operation of such a product, its technical condition, to prevent possible malfunctions that can have serious consequences, and to adjust the design of the product. Thus, it can be said that research and development for such products is not interrupted.
In a market economy, to obtain the commercial effect of innovation, two more phases are essential - "Marketing" and "Investment".
The “Marketing” phase is present in the innovation process twice:
1) at the beginning of the innovation process before the "Development" phase, as marketing research of the market, external and internal environment - in order to search for innovative opportunities, assess the feasibility of innovation;
2) at the end of the innovation process before the "Consumption" phase - in order to organize the promotion and marketing of a new product.
The life cycle of an innovation can be represented as a strip diagram that reflects the sequence and connection of the phases of the innovation process (see Appendix 3).
For highly complex innovative products that pose a danger to nature and society, they include such a life cycle stage as "Liquidation", since their decommissioning is risky and expensive, requires innovative solutions and actions. Examples of such products are nuclear power plants, missile weapons, space stations, unique types of Vehicle etc.
The innovation process can also be graphically reflected in the form of a life cycle curve, which reflects not only the order of the phases of the innovation process, but also the distribution of financial resources - the profitability curve (see Appendix 4).
The innovation process represented by the profitability curve can be expressed by the scheme: D → SP → P → T → D 1 > D, where
D - money (capital);
SP - means of production, labor, intellectual product (in the form of projects, prototypes, "know-how");
P - production;
T - new product;
D 1 - income from the sale of goods;
The income from the sale of goods D 1 must be greater than the invested capital D in this case, the profitability of the innovation process will be ensured. This is reflected in the profitability curve by different areas of the cost and income phases.
Aggregated net profit at time t is calculated by formula (1.1):
Пt = Σ (Цt – Сt) Nt – Нt (1.1)
where Пt is the forecast of net profit in year t;
Tt is the expected duration of the product release, years;
Цt - the forecast price of the product in the year t - in a particular market;
Ct - forecast costs for the release of the product in year t;
Nt is the forecast annual program for the production of goods in year t;
Нt – forecast taxes in year t for this product.
Using this formula, it is possible to build a predictive cycle of profitability of an innovation planned for release.
In the general case, we can propose the following sequence for calculating the innovation life cycle (LIC):
1. Construction of the life cycle curve for the dominant product based on data on:
a) the dynamics of the scale of production of goods in previous years;
b) the dynamics of sales of goods in previous years;
c) dynamics of profitability for previous years;
d) sales forecast, product profitability for the next few years based on future development scenarios.
2. Construction of the life cycle curve for a promising product based on data on:
a) the planned duration of the phases of the innovative process of a promising product;
b) the duration of the phases of the innovative process of the analogue product in the event that there are no data on the product being designed;
c) the forecast of sales of goods in dynamics for the coming years.
3. Adjustment of the life cycle cost of a promising product, taking into account the following coefficients:
a) competitiveness (K1) - the greater the competitiveness, the shorter the life cycle of the dominant model;
b) the number of competitors (K2) - the more there are, the shorter the life cycle;
c) technical complexity (K3) - the more complex the product, the longer the cycle;
d) experience in the production of goods (K4) - the more experience, the shorter the cycle;
e) flexibility of production technologies (K5) - the easier the technology is rebuilt, the shorter the cycle;
f) scientific and technical dynamics of the industry (K6) - the more dynamic the industry, the shorter the cycle.
4. Determination of the transition point from one model to another. Not in all cases it is possible to switch to a new model according to the classic “50/50” option.
Thus, we can conclude that in management, innovation is an innovation that has been mastered in production and has found its consumer. Depending on where the innovation is applied - inside the company or outside it, there are three types of innovation process: simple intra-organizational (natural); simple interorganizational (commodity); extended . As a rule, five phases of the innovation process are distinguished: fundamental science, applied science, development (design), production, consumption (operation).
Closed joint-stock company"Tirotex" was created by reorganizing the state enterprise Tiraspol Cotton Association "Tirotex" on the basis of the Decree of the Government of the Pridnestrovian Moldavian Republic No. 4 dated January 12, 1996.
Today CJSC "Tirotex" is a team of 6,000 employees. The main direction of development of "Tirotex" is to ensure profitability by rational organization production process, including production management and development of the technical and technological base, as well as the effective use of human resources while improving the skills, creativity and loyalty of each employee, as well as increasing production and sales volumes, ensuring sustainable competitiveness.
The main management body of CJSC "Tirotex" is the general meeting of shareholders. Its competence includes: approval of plans and annual reports, amendments to the Charter, election of members of the Management Board, election of the Audit Commission, decision-making on the termination of the company's activities, appointment of a liquidation commission, approval of the liquidation balance sheet.
The Board of CJSC "Tirotex" resolves all issues of the joint-stock company's activities, except for those that are within the exclusive competence general meeting shareholders. For each financial year, the Management Board submits a detailed report on the Company's activities for consideration by the shareholders.
The organizational structure of CJSC "Tirotex" should be attributed to a linear-functional type, which provides for the creation of a linear structure of functional units at the main links. The main role of these divisions is to prepare draft decisions that come into force after approval by the respective line managers. Along with line managers, there are heads of functional departments who prepare draft plans, reports, which turn into official documents after being signed by line managers. The main advantage of this structure is that, while maintaining the focus of the linear structure, it makes it possible to specialize the performance of individual functions and thereby increase the competence of management as a whole. The association defines three areas - the market, production and management. The service relations of the head and the management team are based on the principle of unity of command with the delegation of authority and responsibility for each management function. Management technology is based on the development and use of regulatory documents, Regulations on the services and divisions of the association and job descriptions personnel.
The organizational structure is designed to provide a clear delineation of competence and responsibility between different levels of management, eliminate unnecessary links and be most effective. The organizational structure is formed on the principle of allocation of cost centers and responsibility centers.
Currently, CJSC "TIROTEX" includes 5 market-oriented linear associations reporting directly to the Chairman of the Board (see Appendix 5):
1. Trading house.
2. textile association.
3. Sewing association.
4. Engineering and technical association.
5. Consolidation social development.
In addition, Tirotex CJSC includes the Textile Research Institute, which is developing a new resource-saving, environmentally friendly technology, and a joint-stock commercial Bank Tirotex. The services of marketing, social and technical activities united for the entire enterprise are endowed with a separate status.
A trading house is an association in which Tirotex CJSC market management is concentrated. Its main task is to ensure the volume of sales and control the balance of finished products in warehouses. The trading house also controls the dynamics of receivables. An engineering and technical association is an association that provides basic production with materials, energy resources and technical services. The association of social development provides the employees of the enterprise with various services (catering, medicine, transport, housing and communal services). Each dedicated association operates on the principles of self-financing and economic accounting with the preservation of one legal entity - "Tirotex" and with sub-accounts for each association.
The organizational structure of CJSC Tirotex is based on the principle of divisional, with the allocation of product orientation to the market according to the main divided assortment and functional orientation with the separation of services of the production, social and market infrastructures of the association.
The functions of managing current activities are distributed among financial, marketing and production structures. These three functions are performed by various departments, interconnected by functional links necessary for the successful operation of the enterprise. The basis of the functions is the formation of plans for the current period, monitoring their implementation and analysis of the results.
Responsibility for the financial well-being of Tirotex CJSC is entrusted to the financial management department, headed by the financial director. The financial director coordinates the activities of three functional divisions: finance department, economic department, accounting department, each of which has an internal linear structure.
The Department of Finance is responsible for the timely creation and rational use of funds Money, management of receivables and payables, organization of payments for consumed resources and sold products.
The Accounting Department ensures timely reflection of the business operations of the enterprise, control over the safety and rational use of property, identification of factors that contribute to saving labor, material and financial resources, compiling financial statements for internal and external users.
The Department of Economics is implementing a set of measures to ensure connectivity production programs with a marketing program, analyzes the costs of production and sale of products in the range using planned and actual cost estimates, determines the break-even point of production, the margin of financial strength, the angle of the operating lever, proposes measures to optimize the structure of the assortment, generates various statistical reporting packages.
An important place in the organizational structure of CJSC "Tirotex" is occupied by the marketing department. The main goal of marketing structures is to find a buyer for their products, to achieve the highest possible high consumption, to achieve maximum consumer satisfaction, to provide the widest possible choice, and the main task is to move goods to the market. At the same time, the main elements of the goods distribution system are: transportation, subsequent warehousing and storage of goods, maintenance of inventory, receipt, shipment and packaging of goods, order processing. In the practice of the marketing service of CJSC Tirotex, the following sales promotion methods are widely used: credit sales, free distribution of samples, price reductions for goods in bulk or regular purchases, and the use of packaging.
A special role in the management structure is assigned to the management of long-term development. The Department of Perspective Development conducts an analysis financial condition enterprise, evaluates the effectiveness of certain areas of the enterprise, identifies unused reserves, proposes measures for their implementation. Under the leadership of the Chairman of the Board, the Department for Prospective Development works out the main directions and indicators of the development of the enterprise for the future, develops business plans, the main goal of which is to attract external sources financing of long-term projects. One of the functions of the Department for Prospective Development is tax minimization, which allows reducing the costs of the enterprise and increasing the efficiency of its work.
The most important component of the enterprise in all its forms is innovation - the process of constant renewal in all areas of its activity. But in order to organize innovation in the enterprise, special units are needed that could be engaged in this work. Such a division at CJSC Tirotex is R & D (Scientific Research Department for Design Development). This is a structural unit engaged in the development and implementation of innovative projects based on the latest achievements of science and technology, improving the quality of products.
In its work, R&D is guided by internal documents CJSC "Tirotex", the current standards of GOST, TU, OST and TO, as well as plans, schedules, methods, scientific developments research institutes and firms.
R&D employees are constantly improving their knowledge in the technology of production, equipment operation modes, rules for its operation, technical requirements for raw materials and finished products, the basics labor law, rules and regulations of labor protection, safety and fire protection
The R&D structure includes:
Department of development of assortment and patterns on fabric;
Art workshop on fabrics;
Department for the development of new technologies and types of finishes;
raw materials laboratory;
exemplary tissue laboratory.
The main tasks and functions of R&D include:
1. Sample preparation or fabric structure calculation for firms/
analysis of manufacturability, prices, sample development,
coordination with production, confirmation from firms, issuance
technological task and standard-sample to factories with the organization
architectural supervision within a month.
2. Development and implementation of innovative product and technology projects.
3.Organization technological preparation production.
4. Development of regulatory and technical documentation for products.
5. Development of original highly artistic patterns of fabrics corresponding to the current and promising direction fashion,
meeting the technical and economic requirements of the industry,
artistic and aesthetic quality indicators and conditions of use
advanced technology in mass production.
6. Organization of joint work with representatives of firms for the period of laboratory and production tests at the textile association CJSC Tirotex.
7. Carrying out research work to improve the technological process of production and testing of new equipment, the introduction into production practice of more advanced technological processes developed by research institutes, firms, R&D employees.
8. Organization of the study of advanced and foreign experience in the field of technology and product design with visits to related enterprises and foreign firms.
9. Participation of employees in conferences, symposiums, seminars
held in the CIS countries and far abroad.
The rights of R&D employees include:
1. R&D employees have the right to receive from factories and structural subdivisions of the textile association Tirotex CJSC the necessary information on issues within the competence of R&D.
2. R&D employees have the right to receive samples of their new developments on account of their salary.
Functions, duties and rights of the director of the NC (scientific center):
1. Director of the NC - is obliged to know, to apply in the work the policy in the field of quality in accordance with the requirements of the ISO 9001-2000 series.
2. Carry out work aimed at mastering new technology and
technology to produce products that meet market requirements.
3. Ensure joint work with representatives of firms during laboratory and production tests at Tirotex CJSC.
4. Conduct an analysis of the technologies used for the production of finished fabrics in order to identify efficiency gains.
The director of the NC has the right:
1. Establish official duties for subordinates to him
employees, so that each employee knows the scope of his duties and is responsible for their implementation.
2. To give instructions and orders for the performance of artistic work, for the development of new structures of fabrics, terry, knitwear, for the development of new patterns and colors of dyeing, and new technologies.
3. Submit proposals for the reduction or deprivation of the size of the bonus for both NC employees, and managers, and performers who did not provide part-time jobs in the implementation of the schedule.
To implement any innovation in CJSC Tirotex, it is necessary that it go through the following stages:
1. Preliminary preparation of the project.
Prior to the official development of the project, technical work is carried out, which will later serve as the foundation for the innovation process. Ideas are discussed in the most general form, which makes it possible to cover the widest range of innovative ideas in the discussion. Technical workers are looking for ways to solve problems in their areas of specialization.
2. Project opportunities.
Concrete ideas of possible projects arise from preliminary activities. These may be technical concepts aimed at improvement, or the foresight of consumer interest in case of some changes in the production and processing process.
3. Acceptance of the project.
As the ideas develop as they are discussed in terms of technology and market demand, the innovation process moves into the more concrete stage of formal design development. The activity at this stage is to bring the directions of technical work in line with the needs of the consumer. Further, a specific project proposal is drawn up in writing, an estimate is drawn up and terms are determined, official presentations are arranged in order to obtain permission to implement the project.
4. Implementation of the project.
This stage is directly related to the work of engineers and scientists involved in the project. Their activities include solving technical problems and generating ideas. Technical workers analyze the results of previous developments, as well as important information coming from outside.
5. The task of management specialists is not to lose sight of
competitors and consumers in order to ensure the correct orientation of the project. The management team should try to prevent the project from being disrupted. The project manager and other professionals must actively defend the merits of the project and its budget.
6. Evaluation of project results.
When the technical work is completed, the project is carefully evaluated, the results are compared with those expected and checked for their compliance with the current market demand. If this is a successful innovation, the project is transferred to production. Otherwise, a decision is made either to finalize it, or to stop work in this direction.
7. Implementation of the project into production.
If the project passes the test, it is transferred from the research department to the production department in order to introduce the innovation into serial (mass) production.
R&D functions include the development of new fabric structures and new models, the creation of new patterns, the introduction of new technologies.
The innovative activity of a large enterprise successfully operating in the market develops, as a rule, on a wide front and extends to the relevant organizational units.
The level of use of the innovative potential of an enterprise largely depends on all previous experience, the conditions for the functioning of R&D departments, and the level of production.
After the creation of the closed joint-stock company "Tirotex" through the transformation of the state enterprise Tiraspol Cotton Association "Tirotex" in 1996, the process of introducing innovations began at the enterprise. The main directions of introduction of innovations were:
1. Technical development.
2. Development of the range.
3. Improve product quality.
4. Financial and economic policy.
To expand sales markets and improve the product range, the enterprise has developed a program for installing new, more advanced and productive equipment:
Weaving production - 24 stbu-1-330 weaving machines were installed and put into operation for the production of fabrics up to 310 cm wide.
Finishing factory - two packing machines for export packaging of fabrics.
Printing machine "UNIQA" for printing fabrics up to 320 cm wide, improving the quality of printing and fabric production;
Engraving machines and development of templates "ROBUSTELLI", for the manufacture of templates for printing fabrics up to 320 cm wide, improving the quality of engraving;
Washing machine "METSERA" for washing crepe fabrics (new method of finishing).
Sewing factory - six universal machines of 1597 class, providing automatic fastening and thread trimming:
Press for installing fittings (buttons);
Approximately - a sorting table;
The flooring table has been reconstructed.
Programs for further equipment upgrades are constantly being worked out.
Particular attention is paid to the production of finished products and the expansion of the range. One of the most important criteria effective work the enterprise is the presence of a sales market for products, for this it is necessary to constantly improve and develop the range. During the period of restructuring, CJSC Tirotex developed and introduced more than 90 types of fabrics of various widths and directions, mastered the production of fabrics for clothing, diagonal groups and medical assortment.
The bed assortment is developing:
Bedding sets - 1.5 and 2 bedrooms; embroidery sets.
Men's range:
Flannel and cotton shirts, pajamas, shorts, dressing gowns, suits; overalls.
Women's range:
Nightgowns flannel and calico, dressing gowns, pajamas; a set of clothes for the house, blouses, suits.
Children's range:
Sets for newborns, bedding sets, skirts, trousers, dresses, sundresses, suits, shirts, shorts, blouses, etc.
Other assortment:
Curtains, tablecloths, kitchen sets, dining sets, coffee table sets, napkins, towels, handkerchiefs, mittens.
The company's products are single-thread and twisted cotton yarn, gray fabrics (100% cotton), a range of finished fabrics - linen group, chintz group, suit and dress group, jacquard fabrics, flannel, crepe, teak.
Such areas of new types of products as fabrics with the use of yarn of the ring spinning method have been worked out; the production of jacquard fabrics and their sale on the Western market, the technology for the production of fabrics with the effect of compression has been worked out.
In order to improve the quality of its products, Tirotex CJSC adopted a comprehensive quality action plan covering the activities of all departments. The action plan provides:
a) modernization of equipment in order to improve quality:
The reconstruction of the loosening and scutching unit in the STC was carried out;
Improving the quality of the cotton blend;
The scheme for removing wastes on RTA-1 has been changed - desulphurization improvement;
Weaving machines of a new design were installed on 70 looms - improving the quality of winding fabric.
b) improvement of the quality management structure - a three-level quality control has been created:
Level 1 - production control (PC), carries out internal control of filling parameters, testing of semi-finished products, development of technologies for the development of a new range.
Level 2 - technical control (UTC), controls the formation of batches of raw and finished fabrics, garments for their intended purpose.
Level 3 - inspection control (IC) carries out inspection control of the quality of incoming raw materials, auxiliary materials, finished products for packaging, labeling, warehousing, storage and shipment from the sales warehouse to destination.
The result of the measures taken is the achievement in 1999 of the grade of finished fabrics up to 98.4%.
At the enterprise, on a monthly basis, based on the results of work, an analysis of the financial condition of the enterprise is carried out according to the following types: diagnostics of the state of the enterprise; assessment of financial activity.
The analysis makes it possible to assess the financial position of the enterprise; property status; capital adequacy for current activities; the need for additional sources of funding; rational use of borrowed funds.
The ongoing analysis aims to prepare information for adoption. management decision. The efficiency of work also depends on the efficiency of analysis and decision-making. A mechanism for daily control and regulation of production in the main areas has been worked out.
The improvement of the financial position of the enterprise made it possible to implement a number of investment projects for the reconstruction of the enterprise, which was completed in 2007. As a result of the radical reconstruction, the production of consumer goods was put into operation, own base construction industry, which made it possible to conduct industrial and social construction on its own, as well as repair fixed assets. In order to provide the enterprise with its own heat carrier and refuse the services of a district boiler house, a boiler station was built and put into operation.
To solve the problems of transporting finished products and importing raw materials and refusing the services of railway transport and contracted motor transport enterprises, Tirotex created a large fleet of vehicles with powerful heavy vehicles for transit flights over long distances.
In total, since 1996, about 100 different objects have been built and reconstructed.
During the formation of market relations, it was the reform of the enterprise that became an objective and most urgent necessity, the purpose of which is to search for internal sources for efficient economic activity. One of the main areas of reform is to improve the management of the enterprise itself.
"Life-supporting" key areas in the enterprise's activities were identified. All targeted functional programs, on the basis of which the joint-stock company is developing today, perform the functions of protecting the enterprise from adverse economic impacts.
Having identified the most vulnerable areas of today's economy that can destabilize the operation of an enterprise, the administration is trying to neutralize or weaken the impact of negative factors on the enterprise's activities using the developed functional programs.
One of the innovations at CJSC Tirotex is the opening of a warehouse logistics center. Logistics can significantly reduce the time interval between the purchase of raw materials and semi-finished products and the delivery of the finished product to the consumer, contributes to a sharp reduction in inventories, speeds up the process of obtaining information, and improves the level of service.
The promotion of material flows is carried out by qualified personnel using a variety of equipment: vehicles, loading and unloading machines, etc.
Various buildings and structures are involved in the logistics process, the course of the process significantly depends on the degree of preparedness for it, the most moving goods accumulated in stocks, the totality of productive forces that ensure the passage of goods better or worse is always somehow organized.
Logistics allows you to minimize inventory, and in some cases completely refuse to use them, can significantly reduce the time of delivery of goods, speed up the process of obtaining information, and increase the level of service.
Activities in the field of logistics are multifaceted. It includes the management of transport, warehousing, stocks, personnel, organization information systems, commercial activities and much more. The fundamental novelty of logistics activities is the organic relationship, the integration of the above areas into a single material-conducting system.
At the enterprise, the logistics system is presented in the form of the following subsystems:
1. Purchase - a subsystem that ensures the flow of material flow into the logistics system.
2. Production planning and management - this subsystem receives the material flow from the procurement subsystem and manages it in the process of performing various technological operations, turning the object of labor into a product of labor.
3. Sales - a subsystem that ensures the disposal of the material flow from the logistics system.
The Logistics Department includes several divisions.
Firstly, it is the customs forwarding department, which is engaged in the provision of cargo transportation and customs clearance of goods.
Secondly, the material support service - after delivery to the warehouses of CJSC "Tirotex" provides the enterprise with raw materials, materials. The sales service plays an important role: it is this service that is responsible for managing the finished product - its warehousing, storage and shipment with subsequent delivery to the client. Today, the consumer does not just want to get a quality product. He wants to get it on time, on time. Western standards that are penetrating the post-Soviet market teach us to value time, organize it correctly and take advantage of it. If the customer wants to receive the goods at 16 hours 16 minutes - then it should be so.
Faced with difficulties, the administration of the enterprise decided to create a warehouse complex, where the entire inventory would be concentrated. At the same time, the warehouse complex must have greater productivity, ensure daily planned replenishment of goods in the assortment required by customers within the time specified by the contract.
And most importantly - to form consignments and ship goods to customers in a timely manner. All these issues were resolved with the organization of a convenient and large warehouse complex. Its appearance was preceded by a lot of work on the construction, on the design of the system warehouse logistics, on the introduction of an automated warehouse management system, on staff training.
With the advent of this complex, all finished products, personnel and documentation began to be concentrated in one place. Accordingly, the terms of shipment of goods were reduced. If earlier a truck with goods weighing 18-20 tons was shipped within 4 hours, now this process takes from 30 minutes to an hour. Such a significant reduction in terms is also achieved due to the appearance of a preparatory section, the so-called "shipping ramp". This is a place where the goods are prepared in advance, and at the appointed time are quickly shipped from the warehouse.
The next positive moment is the increased controllability of the commodity flow. All incoming and outgoing products from the warehouse have a barcode. This allows you to clearly record all operations with the goods, keep records and automate the process of managing the warehouse complex. A significant advantage appears in the preservation of the goods. Products concentrated in one place are much easier to store.
If we evaluate the appearance of the complex as a whole, we can see that it has become another step towards the confidence of customers that they will be offered a full range of quality products, professional advice and optimal service. This, in turn, allows you to achieve maximum economic efficiency of the tasks solved by the enterprise.
One of the most important innovations introduced at CJSC Tirotex is the MAX system. This is a package of integrated enterprise management systems that has a wide range of tools designed to manage the production and marketing of products in the modern business world. The document is intended for administrators who are faced with the task of choosing an integrated business management system.
MAX is a package of enterprise-wide integrated business management systems that is designed for enterprises engaged in industrial and commercial activities, which include one or more organizational units. Typical users of MAX are medium and large enterprises with an annual turnover of 2 to 500 million dollars.
MAX is designed to support all areas of the enterprise from planning, warehousing and production to the purchase and sale of goods. It includes systems that provide support for making strategic, tactical and operational decisions, as well as an accounting system and financial management, and can be easily integrated with other systems.
Currently, MAX is used by enterprises that belong to various industries industry. These are enterprises of mechanical engineering and instrument making, chemical, pulp and paper and food industries, manufacturers packaging materials, clothing, automobiles, cables, building materials and other enterprises, as well as enterprises that carry out large-scale one-time projects for the manufacture of special-purpose products.
Tasks, the solution of which is supported by the MAX functions.
Many MAX users work in a complex ECR environment, which includes international structures and groups of companies. You can configure MAX for any level of integration so that users can take full advantage of the distributed environment.
MAX allows you to work with a variety of different monetary units, units of measure, warehouses, divisions, industries, suppliers and consumers of products, which makes it possible to flexibly manage the work of the enterprise.
MAX is quickly implemented and has a low cost of ownership. The use of the most advanced high-performance development tools and industry-standard interfaces, combined with the modular structure of MAX, allows you to customize the system according to customer requirements, expand the computing capabilities of the system and reconfigure it as the enterprise evolves, and integrate the system with other products. This makes it possible to painlessly expand the system as new functionality is developed.
The company has completed the development and implementation of a quality system that meets the requirements international standard ISO-9001. This allows the association to withstand competition, develop production (improve product quality, expand the range), search for new markets and partners in already “conquered” markets.
Currently, the following areas of innovation activity are distinguished:
1. Development of a new range.
2. Innovations in technological processes.
3. Innovations in data collection and analytics methods.
Based on the study of sales markets, the specifics of regional traditions and fashion trends, the range is being improved.
Development of blended fabrics (cotton+polyester, cotton+lovsan, cotton+linen);
Changing the structure of fabrics (introduction of percale group, satin and diagonal groups);
Development of knitwear assortment.
For finishing production: expansion of directions for processing fabrics, which includes:
Stuffing patterns for smooth dyeing;
Printing with active dyes;
Samphorization of tissues;
Development of new types of final finishing of fabrics.
For sewing:
Development of models of bed linen sets using embroidery;
Development of table assortment models using quilted fabric;
The development of the shoulder assortment (everything that has a size) is medical clothing, special. clothes;
Release of garments from knitwear (t-shirts, pajamas, nightgowns);
Release of new models of p / w sets from percale and satin fabrics.
Innovations in technological processes can also be divided into spinning and weaving, finishing, and clothing production.
It should be noted that the investment program of the enterprise, designed for 5 years (in the period from 2005 to 2010), was completed by the enterprise in 2 years. In total, 47 million dollars were invested in the technical re-equipment of Tirotex. These investments determined the fundamental changes that have taken place at the enterprise in recent years.
For spinning and weaving:
The direction of development of the width of the fabric, that is, the replacement of narrow fabrics with wide ones up to 320 cm;
Replacement of weaving equipment with high-speed machines "TAYOTA", "PICANOL".
For finishing production:
Replacement of fabric processing technology with the use of chemicals and dyes from new manufacturers.
The possibilities of the enterprise in terms of mastering new drawings with designs have significantly expanded various directions that meet customer requirements, new dye colors on various articles, new types of final finishes. In addition, photography is developing.
For sewing:
Use of new equipment - automated lines for sewing garments;
Introduction of new quilting and embroidery machines.
The sewing association has 8 sewing lines, which already produce a million meters of finished products per month. The capacities of these lines make it possible to produce 1.5 million meters per month.
In order to fully appreciate the uniqueness of this equipment, let's give the following figures - 1 million meters of manual labor can provide 650 people. UASHL "AKAB" employs 170 people. From this it can be seen that the main advantage of ASL is their efficiency, both in terms of human resources and time costs: no more than 15 minutes pass from the moment the fabric enters the rollers or pallets of the machine to the output of the finished product. In normal production, this takes 5 to 7 days. This is the time that is spent on the manufacture of products by hand, its warehousing, storage, transportation from one site to another. This technology is absolutely new, and the project was mastered by the enterprise practically from scratch. To date, it has become the "highlight" of Tirotex, in the future it will become an additional advantage of the enterprise in the competitive struggle.
Innovations in data collection and analytics methods include:
Creation of operational planning centers;
Implementation of the ACS system (automated control system) "Tirotex / MAX" using bar coding at all technological transitions. It allows you to automatically collect information on all technological transitions in real time, and also makes it possible to track the execution of orders from the start to the end of the technological cycle.
The main goal of these events is to make the work of a huge mechanism called "Tirotex" clear, synchronous and uninterrupted. The results of such work can be traced both in increasing labor productivity, and in improving the grade, and as a result, in increasing the volume of products.
Summing up, it should be noted that the main direction of development of "Tirotex" is to ensure profitability through the rational organization of the production process, including the management and development of the innovation base, the effective use of human resources, as well as increasing the volume of production and sales of products, ensuring sustainable competitiveness.
The innovative activity of "Tirotex", successfully operating in the market, is developing on a wide front and is spreading to the relevant organizational units. The main directions of introduction of innovations were technical development, assortment development, improvement of product quality, financial and economic policy.
When designing, developing and implementing innovations, it is necessary to determine the necessary costs for their implementation, possible sources of financing, evaluate the economic efficiency of innovations, compare the effectiveness of various innovations by comparing income and costs.
In a market economy, when developing and implementing innovations, the most common is the project approach. The basis of the project approach to the activities of the enterprise, including its innovative activities, is the principle of cash flow. A feature is its predictive and long-term nature, therefore, in the applied approach to the analysis, the time factor and the risk factor are taken into account.
The following main performance indicators of the innovation project have been established:
1) financial (commercial) efficiency, taking into account the financial implications for project participants;
2) budgetary efficiency, taking into account the financial implications for the budgets of all levels;
3) national economic economic efficiency, which takes into account costs and results that go beyond the direct financial interests of the project participants and allow for monetary expression.
Of course, additionally, costs and results that are not amenable to valuation(social, political, environmental, etc.).
A variant of a generalized scheme for analyzing an innovative project is presented in Appendix 6.
To calculate the financial efficiency of an innovative project, four main methods of investment analysis are used:
1) return on investment;
3) net present value;
4) internal rate of return.
The return on investment method is very common in practice. But its significant drawback is ignoring the future value of money, taking into account the income of the future period and, as a result, the inapplicability of discounting. In conditions of inflation, sharp fluctuations in the interest rate and a low rate of internal savings of the enterprise, this method is not accurate enough.
The yield index (IR) method is focused on the analysis of the ratio of the sum of the reduced effects to the value of the reduced capital investments:
IR=Σ (Rt – St)
Кtt=0 (1+ E) t (3.1)
where IR is the yield index;
Kt - capital investments for the t - year, rub.;
Rt - results (income) on year t, rub.;
St - costs incurred in the t - year, rub.
If the profitability index is positive, then the project is profitable; if it is less than one, then the project is not effective.
Net present value (NPV or NPV - English net present value) is a net present value and is defined as the sum of current effects for the entire billing period. In this case, the value of the discount can be constant or variable. NPV is calculated by formula (3.2):
NPV = Σ (Rt – St)
t=0(1+ E) t (3.2)
where NPV is the net present value of the project;
R t – results (income) on t-th step, rub.;
S t - costs at the t-th step, rub.
The effectiveness of the project is considered at a given discount rate E based on NPV values: the larger it is, the more efficient project. If NPV is less than one, the project is not effective.
The method of internal rate of return (IRR or IRR - English internal ratio of return) reveals the rate of discount E IRR at which the value of the reduced effects is equal to the value of the reduced capital investment.
The project is effective if the IRR is equal to or greater than the investor's required rate of return on capital.
Calculations for GNI and NPV can lead to conflicting results for one project. This is explained either by an error in choosing the required discount rate E, or by a discrepancy between the requirements of the investor and the project manager to the rate of return. In any case, PTS should be preferred.
The internal rate of return (IRR) is the discount rate (E) at which the total value of discounted income (PVR) is equal to the total value of discounted capital investments (PV K).
Abroad, the calculation of the rate of return is often used as a first step. quantitative analysis investments and for further analysis those innovative projects are selected, the internal rate of return of which is estimated at a value of at least 15-20%.
The value of the internal rate of return (IRR) is best determined by plotting net present value (NPV) against the value of the discount rate (E). To do this, it is enough to calculate two values of NPV for any two values of E and build the following graph:
Rice. Dependence of the net present value (NPV) on the size of the discount rate (E).
The desired IRR value is obtained at the point of intersection of the graph with the x-axis, i.e. IRR = E at NPV = 0.
This indicator is mainly used when it is necessary to choose between several alternative projects. The higher the IRR value, the more profitable the project is considered. In any case, the IRR value must be higher than the bank rate, otherwise the risk of investing money in innovation will not be justified, since it will be easier and without risk to invest money in a bank.
From this it becomes clear that if an innovative project is fully financed by a bank loan, then the value of the rate of return indicates the upper limit of the acceptable level of banking interest rate, exceeding which makes this project economically inefficient.
The indicator of internal rate of return has other names: rate of return, internal rate of return, rate of return on investment.
The payback period (PP) is one of the most common indicators for evaluating the effectiveness of investments. It represents the time interval beyond which the net present value (NPV) becomes positive, i.e. payback is achieved in the period when the accumulated positive present value becomes equal to the negative present value of all investments.
In other words, the payback period is the number of years required to recoup the investment.
Investing in market conditions involves significant risk, and this risk is greater the longer the payback period of investments. Market conditions and prices may change too significantly during this time. This approach is invariably relevant for industries in which the rates of scientific and technological progress are the highest and where the emergence of new technologies or products can quickly devalue previous investments.
None of the listed methods is sufficient by itself to accept a project. Each of the methods for analyzing innovative projects makes it possible to consider only some of the characteristics of the billing period, to find out important points and details. Therefore, for integrated assessment The project needs to use all these methods in combination.
For the production and economic activities of industrial enterprises, the technical side of production, the level of development of equipment and technology, the experimental design and research base is of paramount importance. The scientific and technical level of production determines the economic efficiency of the enterprise's production, the level of the main indicators of its activity.
Untimely replacement of obsolete machines and equipment leads to an increase in the number of obsolete machines and equipment. And this means that economic indicators are deteriorating, large labor resources are diverted, and the cost of repairs, often carried out at a low technical level, increases.
Renewal of obsolete funds, characterized through the coefficients of renewal and disposal of fixed assets production assets, including their active part, indicates an increase in the technical level of the enterprise. When determining the impact of the process of updating fixed assets on the technical level of production, one should take into account the fact that the measure of replacing old equipment with new becomes expedient only if the newly introduced fixed assets turn out to be much more productive and efficient than the old ones.
One of the main indicators characterizing both the efficiency of the entire production, and the efficiency of use and the level of technical condition of the means of labor, is the indicator of capital productivity.
The high rates of scientific and technological progress also determine the high growth rates of fixed assets, outstripping the growth of labor productivity and production. With the inefficient use of fixed production assets, an increase in the capital intensity of production cannot be considered justified, since its dynamics depends not only on the number of newly introduced fixed assets, but also on the level of their operation and on how highly productive the new equipment is. Inefficient use of fixed assets results in a decrease in labor productivity; an increase in the cost of production, a decrease in the profitability of production, a decrease in the growth rate of production. At the same time, the level of development of the technical base of the enterprise and the scientific and technical level of production as a whole are reduced.
Scientific and technological progress has a significant impact on production technology. Technology is an expedient way to connect tools with objects of labor and is implemented in the final product. The applied technological processes significantly affect the quality of products. "Technology reveals the active relationship of man to nature, the direct process of production of his life ...", wrote K. Marx in the first volume of "Capital". Therefore, the characteristics of the technology used, the degree of its progressiveness and compliance with the latest achievements of science and technology, occupies a special place in the characteristics of the scientific and technical level of the enterprise's production. The use of progressive technological processes, their continuous improvement is one of the main sources of saving materials and reducing labor intensity, a factor in increasing output, one of the reserves for increasing the efficiency of any enterprise (association).
With the introduction of clothing industry automated AKAV lines, the replacement of manual labor with automatic machines increased production volumes, increased labor productivity and, consequently, reduced labor intensity for the manufacture of a unit of product, which leads to an increase in the efficiency of the enterprise.
Consider a comparative analysis of the time of manual labor and automated. And we will reveal the growth rate of labor productivity of the machine for the fold of products (Table 3.1).
Table 3. 1. Comparative analysis of the time of manual labor and the AKAV machine
| Indicators | Pillowcase fold | Sheet fold with elastic band | duvet cover fold | sheet fold | ||||
| ShP | AKAV | ShP | AKAV | ShP | AKAV | ShP | AKAV | |
labor input, |
20 | 11 | 92 | 26 | 89 | 14 | 95 | 14 |
|
shift, unit |
1440 | 2618 | 313 | 1108 | 324 | 2057 | 303 | 2057 |
| Release in 3 shifts, units | 4320 | 7854 | 939 | 3324 | 972 | 6171 | 909 | 6171 |
| Number of workers, pers. | 1 | 1 | 3 | 1 | 3 | 1 | 3 | 1 |
| Earning Fund. fees, rub. | 580,06 | 122,58 | 579,98 | 122,58 | 580,19 | 122,58 | 580,08 | 122,58 |
Table 3.2. Deviations and growth rates of PT for folded products
From table 3.2 it can be seen that in connection with the introduction of the machine for the fold of bedding products, the volume of output for operations increased:
1. Fold the pillowcase into 3534 units. in 3 shifts; the number of employees did not decrease, and the ability to work decreased by 9 seconds.
The wage fund decreased by 457.48 rubles. Labor productivity of 1 employee increased by 1178 units.
2. Fold a sheet with an elastic band - the output in 3-shift mode increased by 2385 units. the number of employees decreased by 2 people, the labor intensity decreased by 66 seconds, the wage fund decreased by 457.45 rubles, the output per 1 worker increased by 795 units.
3. Fold the duvet cover - output in 3-shift mode increased by 5199 units, the number of employees decreased by 75 seconds, the wage fund decreased by 457.61 rubles, labor productivity of 1 employee increased by 1733 units.
4. Fold the sheet - output increased by 5262 units. the number of employees decreased by 2 people. Labor intensity decreased by 81 seconds, the payroll decreased by 457.52 rubles. labor productivity of 1 employee increased by 1754 units.
Conclusion: the introduction of the JENSEN pillowcase folding machine, when working in 3-shift mode in 22 working days, made it possible to ensure the production of 172,800 units. The output of similar products in the sewing shop by the warehouse worker is 95040 units. The volume of folded products will increase by 77760 units. or 181%.
The introduction of an automatic machine for folding sheets and sheets with a TEXRA elastic band will make it possible to ensure the output of products per month in the amount of 73128 units, and in the sewing shop - 20658 units. The volume of production will increase by 52470 units. or 354%, with a reduction in workers - 19 people.
The output of straight sheets at TEXRA is 153762 units per month, in the sewing shop - 19998 units, with the release of workers - 19 people. The volume of production will increase by 115764 units. or 670%.
The production of duvet covers on the MULTITEX machine is 135762 units. per month, in the sewing shop - 21384 units, while 19 people are released. The volume of production will increase by 114378 units. or 635%.
With the introduction of new automated equipment in the sewing workshop, for sewing the shoulder assortment (medical jackets, gowns, trousers, etc.), the expected economic effect from the introduction of new equipment was calculated (see Appendix 7).
The data in the table (see Appendix 7) shows a sharp decrease in the time spent on operations:
Stitch the top edge of the pocket for 16.2 seconds. If before the introduction of equipment, the release per shift will be 5333 units. And, consequently, the rate of growth of labor productivity will be equal to 400%. With a volume of 15000 units. per month, the expected economic efficiency will be 34.3 USD;
Sew 1 pocket for 21.6 seconds, before the introduction of new equipment, the output per shift was 381 units, then with the introduction, the output will be 533 units. the growth rate of labor productivity will be 140%. With a volume of 15000 units. per month, the expected efficiency will be 45.7 USD;
Sew on 1 button for 7.9 sec. Before the introduction of the equipment, the output per shift of products (for 10 buttons) was 242 units, after the introduction it will be 720 units. The growth rate of labor productivity will be 297%. With a volume of 15000 units. per month, the expected efficiency will be 105 USD;
Unscrew the collar for 10.6 seconds. Release per shift before the introduction of new equipment will be 2717 units. with a volume of 6000 units. per month, the expected efficiency will be 3 c.u. The growth rate will be 200%.
Thus, the calculation of the expected economic effect from the introduction of new equipment in the clothing industry for the volume of 15,000 units. per month will be 188 USD. And, consequently, labor intensity, the wage fund will decrease, labor productivity will increase by 259% and product quality.
By introducing new equipment for the sewing workshop in 2009 - a medical assortment folding machine, it is possible to calculate and consider cost reduction and increase in labor productivity (Table 3.3):
Table 3.3. Comparative analysis of the time before the implementation and after the implementation of the automaton by fold
Let us analyze and calculate the time spent with the introduction of the machine and the performance of manual labor, i.e. warehouse, for each assortment.
1. The monthly production of medical gown is 300 units.
Labor productivity of a warehouseman 395 units. per shift or 790 units. for 2 shifts. Productivity of the machine 873 units. per shift or 1746 units. for 2 shifts. It follows that the introduction of the machine will increase output by 478 units. per shift or 956 units. for 2 shifts.
On the machine, this product will be folded in 1.7 days in 2-shift mode and with the work of two operators. Manual labor will complete this volume in 3.8 days in 2 shifts and with the work of 4 people.
2. The production capacity of medical jackets is 6000 units. per month.
Labor productivity of a warehouseman 702 units. in 1 shift, or 1404 for 2 shifts. The labor productivity of the machine is 960 units. per shift or 1920 units. for 2 shifts. It follows that the output of products with the introduction of the machine increased by 258 units. in 1 shift or 516 units. for 2 shifts.
On the machine, this product will be folded in 3 days in 2-shift mode, with 3 operators working. Manual labor will produce this volume in 4.2 days by 4 stackers.
3. The production capacity of trousers is 6500 units. per month. Labor productivity of a warehouseman - 533 units. per shift or 1066 units. for 2 shifts. Productivity of the machine 873 units. per shift or 1746 units. for 2 shifts. The output of products with the introduction of the machine will increase by 340 units. per shift or 680 units. for 2 shifts.
On the machine, this volume is completed in 3.7 days with the work of 4 operators. Manual labor will produce the volume in the same days, but with the work of 6 warehouse workers.
Conclusion: by introducing an automatic machine for adding medical products, the volume of output can be increased by reducing labor intensity, increasing labor productivity by 60%, thereby reducing the number of workers by 6 people, while reducing the wage fund. And most importantly, the terms for making an order will be reduced and thereby guaranteeing the delivery of quality goods within the time required by the client.
The bed assortment of Tirotex CJSC is very popular in 30 countries of the world, and the demand for the company's products is also increasing in the domestic market, among Pridnestrovians.
The section of automated sewing lines AKAV is the most modern, powerful, economical, productive complex, where manual labor is completely replaced by automatic machines. The appearance of such a site allows the company to increase the range of garments, increase volumes and conclude new contracts.
Let's consider and make a comparative analysis of the time for sewing and packing a 2-bed set of bed linen, in a sewing team and on AKAV automated lines, based on the data (Table 3.4).
Table 3.4. Time analysis for tailoring and packaging of bed linen
| Time spent, sec. | |||
| ShP | AKAV | Deviation | |
| Duvet cover: | |||
| Sewing | 302 | 31 | -271 |
| Gap finishing | - | 107 | - |
| Reversal | 45 | 27 | -18 |
| fold | 25 | - | - |
| Total | 372 | 165 | -207 |
| 2 pillowcases: | |||
| Sewing | 192 | 33,4 | -158,6 |
| Reversal | 34 | 18 | -16 |
| Total | 51,2264 | -174,6 | |
| Sheet: | |||
| Sewing | 287 | 35,6 | -251,4 |
| Package: | |||
| Clear Kit | 12 | 12 | - |
| Wto kit | 30 | 30 | - |
| Fold the duvet cover | 62 | 14 | -48 |
| Fold 2 pillowcases | 40 | 22 | -18 |
| Fold the sheet | 27 | - | - |
| Packing in a bag, box | 68 | 68 | - |
| Total for packaging | 239 | 146 | -93 |
| Total tailoring and packaging | 1124 | 398 | -726 |
Conclusion: from a comparative analysis of time, one can see deviations in the labor intensity of the product, as well as a decrease in the production of a set of 726 sec.
Labor productivity per 1 employee is 26 units. in the sewing shop, and 72 units. in the AKAV section. The growth rate of labor productivity is 277%.
We calculate the savings in the number of workers, and the number of days required to complete the order.
The volume of production of bed linen (a set for the domestic market) is 30,000 units. per month. In the sewing workshop, this volume will be produced by 1 team of 20 seamstresses and 6 packers in 22 working days in 2 shifts.
At the UASHL site, on AKAV automated lines, this volume of products will be produced by 7 operators, 3 seamstresses and 6 packers in 9 working days in 3 shifts.
Thus, when performing the monthly volume of these products, the sewing team performs this volume for a given period of time.
At the UASHL site, this product will be completed in 9 working days, while 10 workers are released and thus the wage fund is reduced. And most importantly, the terms of the order are reduced, which allows us to carry out a different volume of production already in this month.
CJSC "Tirotex" supplies its products to more than 30 countries of the world. The main product range is bed linen. Sheets and sheets with an elastic band are in great demand.
The monthly volume of sales of sheets with an elastic band is more than 100,000 units, and for the year the volume of this production is over 1 million units.
To achieve this volume of production of garments, it is necessary to introduce automated equipment that allows you to increase labor productivity, increase sales volumes, reduce the cost of production, improve the quality of products, which will entail the search for additional markets.
Introducing in 2009 an automated line for sewing sheets with an elastic band, we will determine the reserves for increasing labor productivity and analyze it with the existing RIMAK semiautomatic device (Table 3.5).
Table 3.5. Comparative time analysis for sewing sheets with elastic
For one shift, a sewing team of 13 people produces 1651 units, for 2 shifts the output is 3302 units. For a month - 72644 units.
AKAV automatic machine will produce 542 units per shift. two operators, for 3 shifts the output will be - 1627 units. The issue for the month will be 35797 units.
To fulfill the monthly volume of production of sheets with an elastic band, 2 teams of 26 people are located in the sewing workshop in fact, but in essence - due to illness, due to absenteeism for various reasons - 20 people.
From the above calculations, it can be seen that the volume is 100,000 units. will be able to perform 1 brigade and automated line AKAV. Thus, one team (13 people) is completely released, thereby reducing the wage fund, increasing labor productivity by 42%, which means that the enterprise will receive additional profit.
The introduction into production of automatic lines for sewing straight sheets by TEHRA at the UASHL site will allow an additional 300,000 meters of fabric to be processed.
Consider the productivity of the machine A 1, A 9 and the sewing team for sewing sheets, based on the data (Table 3.6).
Table 3.6. Labor productivity of machines A1, A9 and the sewing team
From the data in the table, you can see the difference in the labor intensity of products, the output of products per month and the difference in the number of workers needed.
Let us calculate the savings in the number of workers when introducing this equipment.
The volume of production of sheets - 54000 units. one sewing team per month. A team with a constant number of workers (30 people in 2 shifts) fulfills this volume and even exceeds it.
Automatic A 9 produces 40788 units. per month - 6 operators. To fulfill the volume, it is necessary to produce 13212 units, it can be performed by the A1 machine in 9 days also by 6 operators.
Consequently, by introducing automatic lines for sewing straight sheets, the labor intensity of production, the cost is reduced, and 18 people are released, which leads to a decrease in the wage fund.
Technological progress is inseparable from the economic result. Only the equipment that has higher technical and economic indicators than the one being replaced should be introduced at the enterprise. The comprehensive and most complete expression of the effectiveness of new technology is the indicator of national economic efficiency, which takes into account all types of costs for its design, manufacture and implementation and all types of savings obtained in the sphere of its production and consumption.
Economic efficiency should be determined in the process of designing new technology, in industries that produce means of production, and in industries that introduce new technology into production. It is important to analyze the actual effectiveness of the introduced new equipment in an enterprise where new equipment has been installed to replace the old one. When studying the actual efficiency, it is revealed to what extent the indicators of the actual operation of the new equipment correspond to design indicators, as well as the reasons for the existing deviations, as well as the real savings from the introduction of new equipment during its operation. The data obtained as a result of such an analysis will make it possible to identify the most effective directions in the development of new technology and prevent the introduction into production of machines that require large expenditures of funds and labor, which cannot be compensated by reducing the cost of manufactured products in the near future.
Thus, introducing into production at the new UASHL site automated lines for tailoring, with a spoon, turning and packaging of garments Tirotex CJSC can increase and produce a new range of garments, increase volumes both in foreign and domestic sales markets and conclude new contracts, thereby increasing profits, profitability and efficiency enterprises.
vital activity modern man, especially the development of new areas of knowledge, engineering and technology, requires a clear definition of the concepts used in these processes. For the successful creation and implementation of effective innovation, it is necessary to understand the essence of the concepts of "innovation", "innovation process".
The innovation process is the process of transforming scientific knowledge into innovation. Its main feature is the obligatory completion of the innovation, i.e., obtaining a result suitable for practical implementation. The innovation process has a social significance, since the process takes place in a social environment, brings to life social needs and is accompanied by a process of social change. Therefore, when researching, planning and managing innovation processes, it is necessary to take into account their social consequences.
In the process of writing the thesis, it was found that the general theory of innovation is a system of industry-independent use of provisions that explain the essence, laws and conditions for the formation of innovations and the consequences associated with them. Today, in many domestic, translated and original scientific papers the term "innovation" denotes both the process of creating and implementing something new and its specific result, which leads to a confusion of concepts.
A review of the economic literature showed that today, depending on the object and subject of their research, various economists view innovation in different ways. And in general, there are four main areas in research, depending on what constitutes the essence of innovation:
Change (F. Valenta, L. Voldachek, Yu.V. Yakovets and others);
Final result (N.N. Molchanov, L.M. Gokhberg, L.I. Utkin, S.Yu. Glazyev, D.V. Sokolov, V.N. Arkhangelsky, R.A. Fatkhutdinov, V.N. Gunin, A B. Krutik, S.D. Ilyenkova, G.S. Gamidov, G.D. Kovalev, and others);
Progress (V.N. Lapin, B. Twiss, B. Santo, S.V. Valdaitsev, F.F. Bezdudny, G.A. Smirnova, A.B. Titov, V.P. Vorobyov and others);
A set of events (F. Nixon).
And this becomes all the more important and relevant because today the problem of the lack of official generally accepted terminology in the field of innovation continues to exist. That is why interest in this problem does not weaken even today, since there is, on the one hand, great practical and theoretical significance and relevance of the study of this issue, and on the other hand, significant uncertainty and confusion in concepts.
Summing up, we can say that the process of introducing innovations at CJSC Tirotex covers almost all aspects of the company's activities. The company is constantly working to improve technologies, replace and modernize obsolete technological equipment, which allows the company to develop and expand the range of products in accordance with market requirements and expand product markets.
Positive for CJSC "Tirotex" is the increase in the competitiveness of manufactured fabrics by increasing the width of fabrics, improving quality and consumer properties, introducing new technologies for processing fabrics, mastering the production of a new range. This allowed the association to supply fabrics and garments not only to the markets of the CIS countries, but also to international markets, for example, the development of a new assortment helped Tirotex CJSC to penetrate the market of the Scandinavian countries and increase production efficiency. The company widely uses the MAX system, which is one of the most important innovations introduced at CJSC Tirotex. This system is designed to support all areas of the enterprise from planning, warehousing and production to the purchase and sale of goods. It has a low cost of operation and is quickly introduced into the work of the enterprise.
The decisive factor in the effective implementation of innovations in the enterprise was the entire staff of the enterprise and its attitude towards it. The task of managers in the implementation of innovations was to form the psychological readiness of the personnel, which manifested itself in the awareness of the production and economic necessity of implementing innovations, the personal and collective significance of innovations, as well as ways of personal involvement in the implementation of innovations.
There are several forms of attitude of employees to innovations. These positions are formed on the basis of psychological barriers that must be taken into account when introducing innovation. It must be taken into account that the resistance of the staff is due to three main reasons: uncertainty, a sense of loss and belief that changes will not bring anything. Therefore, in the innovation process, the maximum support of the personnel from the management and providing it with the fullest possible information about the upcoming changes is necessary.
Innovations must be introduced in stages, since the enterprise and its employees can only withstand a limited number of changes.
In general, the main issue in the management of development work is the balance between change and stability. The main thing in development management is the ability to see the state of the goals of the enterprise in dynamics. A goal is a direction, not a destination, so achieving a goal requires a constant readiness to innovate and a response to the need for internal and external innovation.
Successful implementation of innovations requires adaptation to market requirements, technological superiority of the product, the desire to release new products, the use of evaluation procedures, a favorable competitive environment, and appropriate organizational structures. A negative impact on innovation is provided by a superficial analysis of the market, a lack of financial and material resources, production and commercial problems.
The very search for effective organizational forms of innovation management is based on a skillful combination of scientific, innovative and market factors. The introduction of these searches into production is an innovative process. CJSC "Tirotex" relies mainly on its own scientific and technical potential, since it is more promising from many points of view. In general, in the country, such a potential remains largely unclaimed today by the domestic industry, because. requires overcoming a number of financial, organizational and managerial barriers.
The group of successful enterprises is small. Most of the opportunities for innovative development today belong to enterprises with foreign participation, which, accordingly, have access to foreign sources of financing. At the same time, examples of successful enterprises can also be found among those who focus on both the domestic and foreign markets, have state and other forms of ownership.
State participation in the creation of a favorable innovation climate may consist in direct financing of various initiatives or objects, as well as indirect regulatory measures.
State funds that finance innovation are concentrated on small innovative businesses. The activities of the funds are quite successful, however, there are at least two “buts”: firstly, the budget of such funds is very modest; secondly, there are legislative and regulatory restrictions that make it difficult for funds to invest in the risky stages of development of small innovative projects, as well as complicate the procedures for returning funds allocated as interest-free or soft loans.
When creating the infrastructure to support innovation (technoparks, incubators, innovation and technology centers), market approaches, including financing on a parity basis, have been used only in recent years. Unfortunately, the scale of the formed infrastructure does not yet meet even the low innovation demands that exist in the country. As a result, the number of innovative enterprises is small.
Indirect incentive measures do not contribute to the creation of favorable conditions for the development of partnerships between science and business, between small innovative enterprises and industry.
To date, government initiatives are still fragmentary and non-systemic, and therefore often ineffective and solve even some of the problems that enterprises engaged in innovative business have to face. The low business activity in the scientific, technical and innovation sphere, which is observed today, confirms the conclusion that without thoughtful state support it will be difficult for innovative businesses to get on their feet. At the same time, innovations are of great importance for the development of the national economy as a whole, and priority sectors in the first place.
1. Abramov S.I. Investment. - M: TsEM, 2007. - 357 p.
2. Abryutina M.S., Grachev A.V. Analysis of the financial and economic activities of the enterprise. ”- M .: Business and Service, 2002. - 298 p.
3. Balabanov I.T. Innovation Management: Textbook for High Schools. - St. Petersburg: Peter, 2006. - 352 p.
4. Bashin M. Current assets of the enterprise in the conditions of the market. - M.: Finance, 2008. - 178 p.
5. Blank I.A. Financial management. - Kyiv.: Nika-Center, 2003. - 265 p.
6. Bocharov V.V. The financial analysis. - St. Petersburg: Peter, 2005. - 134 p.
7. Bradik W. Management in the organization. - M.: Infra-M, 2007. - 421 p.
8. Bukhalkov M. Intra-company planning. - M.: Business and service, 2006. - 241 p.
9. Valdaytsev S. V. Business and innovation assessment - M.: Filin, 2003. - 195 p.
10. Weiss G., Dering W. Introduction to the general economy and organization of production. - Krasnoyarsk, 2002. - 214 p.
11. Vodachek L., Vodachkova O. Innovation management strategy at the enterprise. - M.: Economics, 2004. - 365 p.
12. Volkov I.M., Gracheva M.V. Project Analysis: Financial Aspect. - M.: UNITI, 2005. – 232 p.
13. Glazunov V.Ya. Financial analysis and risk assessment of real investments. -M: Finstatinform, 2004. - 154 p.
14. Gorfinkel V.Ya., Shvandar V.A. Enterprise Economics: Textbook for universities. - M.: UNITI-DANA, 2007. - 321 p.
15. Grinev V.F. Innovation management: Textbook.-K.: MAUP, 2007. - 187 p.
16. Gruzinov V.P., Gribov V.D. Enterprise Economics: Textbook. - M.: Finance and statistics, 2001. - 220 p.
17. Degtyarenko V.Ya. Evaluation of the effectiveness of investment projects. - M: Expert Bureau -M, 2004. - 67 p.
18. Dorofeev V.D., Dresvyannikov V.A. Innovation management. Tutorial. - Penza, 2003. - 213 p.
19. Endovitsky D.A. Comprehensive analysis and control of investment activity: methodology and practice. - M.: Finance and statistics, 2001. - 114 p.
20. Efimova O. V. Financial analysis. - M.: Accounting, 2006. - 96 p.
21. Zavlina P.N., Kazantseva A.K. Innovation Management: Textbook. - St. Petersburg: Nauka, 2004. - 177 p.
22. Zaitsev N. Economics of an industrial enterprise. - M.: Infa-M, 2003. - 234 p.
23. Idrisov A.B., Kartyshev SV., Postnikov A.V. Strategic planning and investment performance analysis. - M.: Filin, 2002. - 165p.
24. Ilyenkova S.D., Gokhberg L.M. Innovation Management: Textbook. - M.: UNITI, 2003.
25. Innovation management: Textbook./ed. S.D. Ilyenkova. - M.: UNITI-DANA, 2007. - 313 p.
26. Kabushkin N.I. Fundamentals of Management: Textbook. - Minsk.: New edition, 2002. - 256 p.
27. Kovalev VV Methods for evaluating investment projects. - M.: Finance and statistics, 2003. - 67 p.
28. Korobeinikov O.P. Integration of strategic and innovative management// Management in Russia and abroad.-2003.-№ 4. - 47 p.
29. Krylov E. I. Analysis of production efficiency, scientific and technological progress and economic mechanism. - M.: Finance and statistics, 2003. - 98 p.
30. Makarenko M.V., Malahina O.M. Production management: Textbook for universities. - M.: Finance and statistics, 2001. - 178 p.
31. Meskon M.Kh. Fundamentals of Management: Textbook. - M.: Delo, 2002. - 267 p.
32. Moskvin V.A. Lending of investment projects: Recommendations for enterprises and commercial banks. - M.: Finance and statistics, 2001. - 71 p.
33. Raitsky K. Economics of the enterprise. - M.: DIS, 2002. - 414 p.
34. Sergeev I.V. Business Economics: Textbook - M.: Finance and Statistics, 2005. - 135 p.
35. Starobinsky E.K. Fundamentals of management in a commercial firm.-M.: Delo, 2004. - 244 p.
36. Tomilov V.V., Pesotskaya E.V. Marketing in the business system. - St. Petersburg: Helikon Plus, 2000. - 167 p.
37. Utkin E. A. Firm management. - M.: Akalis, 2003. - 94 p.
38. Fatkhutdinov R.A. Innovation management. - St. Petersburg: Peter, 2002. - 313 p.
39. Fatkhutdinov R.A. Production Management: A Short Course. - St. Petersburg: Peter, 2004. - 177 p.
40. Schumpeter I. Theory of economic development: - M.: Progress, 2000. - 344 p.
41. Economics of the company. Textbook / ed. prof. N.P. Ivashchenko. – M.: INFRA-M, 2006. – 277 p.
42. Yagudin S.Yu. Venture business. Franchising. Educational and practical guide. – M.: MESI, 2006. – 113 p.
S.K. Zatonskaya, A.A. Tereshin INNOVATIVE TECHNOLOGIES AS AN OBJECT OF IMPROVING THE MANAGEMENT OF AN ENTERPRISE (ON THE EXAMPLE OF SMZ) In the conditions of the global crisis, anti-crisis measures to develop the economy and maintain production are becoming increasingly important. One of the ways out of the crisis? introduction of innovative technologies in the production process and improvement of the management system. Qualitative shifts in the modern economy indicate that there has been a significant regrouping of the main factors and sources that determine economic development. This means that the most important in the formation of the model of economic growth in the twenty-first century. systems of innovative processes, scientific knowledge, new technologies, products and services should become. The main components of innovation systems are technological, scientific and scientific-technical, socio-organizational, managerial, as well as cognitive innovations embodied in scientific knowledge, inventions and various material carriers. In the process of innovation, it is necessary not only to identify the relationship of various innovations, but also to support the continuous evolution of innovation systems. This is due to the expansion of the boundaries of self-development and self-organization of economic systems and demonstrates the increased opportunities for improving the economy and its structural transformations. Under the influence of innovation activity, structural transformations of the economy are also involved in the system of objects of innovation management. The growing role of innovation processes in the economy leads to an increase in the dynamism of economic systems and the entire reproduction cycle. This entails the blurring of intersectoral boundaries, the diversification of supply and demand, and orients innovative forms towards penetration into new industries and new markets. Being the object of innovative management, innovations not only force the manager to look for other forms and methods of influence, but also fill the management process with new content, giving it a strategic focus. Innovative activity requires from the staff, in addition to high qualifications and a clear professional orientation, a special type of perception and motivation, as well as the ability to take risks. With the strengthening of the innovative direction of the economy, scientific skills and knowledge have an increasingly significant impact on the productive process. software products , patents and licenses, i.e. objects that do not have a natural-material form. The object of management is the intellectual assets of the enterprise and virtual technologies. Production innovations, new technologies and methods of influence are based on cognitive, socio-psychological, cultural and ethical roots. With the development of the innovative orientation of the economy, the strengthening of the technical and technological feasibility of scientific ideas and the increase in the economic feasibility of innovations, management acquires the features of the most important socio-economic institution that influences various spheres of human activity. The evolution of innovation management as a public institution in different countries can occur much faster than changes in other elements of the institutional system, since the sources of evolution here are the accumulation of new knowledge and skills by mankind, which lead to changes in value orientations. By creating, implementing and promoting radical innovations that define the technological process, the Institute of Innovation Management strengthens and expands its influence. The technological process, which develops in the form of revolutionary, spasmodic changes, is combined with evolutionary socio-organizational and managerial innovations. Scientific progress, developing in the form of breakthroughs, i.e. scientific discoveries and inventions, coupled with the effect of training, advanced training, knowledge and skills of the workforce. As a result of the cumulative effect of the introduction of radical and evolutionary innovations associated with them, a new type of production, a new structure of innovation and a new type of market behavior of enterprises arise. The tactics of the behavior of an economic object in market conditions are dictated by such short-term incentives as price and profit. However, the strategy of innovation management is associated with long-term incentives for economic development and the creation of a new model of economic growth. Disciplines dealing with innovation problems invest in the concept of "innovation" different content. Thus, sociology emphasizes the aspect of spiritual creativity and considers innovation in the context of scientific and mental activity. It includes the motivation of labor activity, and ways of behavior that are qualitatively different from those previously available. The system definition represents innovation as an active or passive change of a given system in relation to the external environment. Innovative activity based on rationality and usefulness cannot be conceived without rewarding individual efforts, mental energy and ingenuity. From this perspective, innovation is an effective combination of technology and organization with an entrepreneurial ethic. The market becomes a universal mediator between the stages of production and consumption, which makes non-economic coercion meaningless, gives dynamism to all society's resources: financial, raw materials and labor. What is the purpose of social production? it is an innovative technical transformation of human material life. Innovation, in a similar interpretation, ? it is both a process innovation, a product innovation, and a social innovation. Innovation, therefore, appears not only as a goal, but also as a process, as well as a result. All types of innovation are closely and inextricably linked. Thus, an innovation-product can influence the change in production processes, technologies, organizational conditions (especially when training employees and creating social working conditions). Through the innovation-process, it is possible to simultaneously create the necessary technical prerequisites for the innovation-product. While product innovation is focused on the result of labor, process innovation is focused on improving the efficiency of the production process. Social innovations are associated with changes in the socio-technical system. Social innovation can also be a tool for product innovation. All innovations are ultimately aimed at improving the socio-economic efficiency of production, and the result of innovation activity largely determines stability in the present and success in the future. Innovative activity consists of activities united in a logical chain. Each link in this chain, each stage of this activity is subject to its own logic of development, has its own laws and content. Connecting, scientific research, experimental design and technological development, investment and financial, commercial and production activities are subordinated to the main goal? creating innovation. Therefore, innovation activity cannot be reduced to any of its components. It is characterized by frontality, a high level of uncertainty and risk, and the difficulty of predicting results. An example of the successful application of innovative programs for the development and improvement of management is JSC Samara Metallurgical Plant. How entity Samara Metallurgical Plant (SMZ) was established in early 2005. It is part of Alcoa ? the world's leading producer of aluminium, aluminum products and alumina. SMZ? Russia's largest manufacturer of aluminum semi-finished products, sheet-rolling, pressing and forging products? serves customers in the aviation, packaging and other industry segments of the market. Is the quality management system of the LMS certified according to ISO 9001/9002, environmental management system? in accordance with ISO 14001:1996. The main recipients of the products of the Samara Metallurgical Plant in the domestic market are enterprises and trading companies of the Volga region, the Central Federal District (Moscow region), the Urals. The leaders among the industries consuming the plant's products are food, automotive, light industry, and construction. 58 The plant's products are exported to 29 countries of near and far abroad. A special pride of Samara metallurgists is the development of the production of aluminum strip for the manufacture of cans for soft drinks and beer. The Samara Metallurgical Plant is the only one in Russia that produces this product. For the development and implementation of the technology for rolling highly textured aluminum strip, the modernization of the rolling complex and the organization of large-scale production of cans for drinks, the employees of the plant, headed by former General Director M.V. Fedorov in 2004 were awarded the State Prize of the Russian Federation. With the advent of Alcoa, investments increased significantly: in 2006, a new Vai-Cosim cutting line was installed, and about $70 million was invested until 2008. The company plans to produce up to 80,000 tons of canned tape per year, which can fully satisfy the demand of Russian manufacturers of cans for soft drinks and beer. Constantly improving the technology and equipment of its production, SMZ was the first in the country to master the large-scale production of pressed finned panels for shipbuilding, the manufacture of risers (risers) for oil production systems from the seabed. In 2006-2008 the plant implemented investment projects with capital expenditures of more than $140 million aimed at increasing production efficiency and improving product quality. The management of the Samara Metallurgical Plant has done a lot of work to introduce a culture of industrial safety in production. The system of a rational workplace in production and in the office has been implemented and is working. Adopted a program of universal preventive Maintenance equipment. Regular visits of foreign delegations to exchange experience have become. The social and charitable programs implemented at the plant are approved not only by the employees of the enterprise, but also by the residents of Samara and the region. This helps to strengthen the positive image and authority of the enterprise in regional administrative, political and industrial circles. In order to improve management efficiency, SMZ has introduced innovative management methods of АBS (Alcoa Business System), which help to improve business performance. So, based on the theoretical premises of ABS, before something can be improved, it is necessary to achieve stability. The following management tools help to achieve the stability of production processes. 1. TPM (Total Productive Maintenance, TPM)? a Japanese methodology for monitoring and continuously improving the condition of equipment in the workplace, providing for a sequence of 7 steps: general care of equipment, regular cleaning, inspection and restoration, involvement of all employees in the common cause of restoring equipment to a level close to new. This improves safety, reliability and product quality. 59 2. System "Kaizen" (Kaizen? Lean production)? it is continuous improvement; elimination of losses from the system; increasing efficiency through standardization; joint work. The management team of the Kaizen group is being created, including specialists from various departments at different levels in the organization. Led by an experienced instructor, the team includes production operators, management representatives, technical support and project department, logistics, planning, EHS (safety), technologist. It is the responsibility of the Kaizen and Problem Solving Officer to set up a 12-month calendar to allocate time and resources among participants to support Kaizen activities and complete the work cycle. 3. Problem Solving teaches employees to recognize problems and find their root cause. To do this, deviations from the standard are considered according to the scheme: Yield product = Process + Equipment + Materials + Person + Interaction + Technological route. 4. Daily Management provides a plan for each process that everyone can agree on and commit to. Visual controls should be placed in prominent places. Among them are operational management boards (production indicators, labor protection, information, technology, quality, service, improvement measures, etc.). ). 5. Suggestion System? it is a formal process by which anyone in an organization who has an idea or proposal can submit it for consideration and implementation. The system allows you to involve employees in active participation in the life of the enterprise and gives them a chance to personally change something for the better 6. Informing (Communication) ? clearly communicating business plans and ideas to all employees and paying attention to employees' opinions through various media. 7. Reward & Recognition. The developed and adopted enterprise standard establishes a unified procedure for using the “Employee Incentives” tool within the framework of the “Stop Losing” program and the Alcoa business system (ABS). Established criteria for promotion. The purpose of the employee compensation system is to involve employees in the process of recognizing and rewarding their own success, as well as the success of their colleagues and subordinates. The introduction of Alcoa's ABS system made it possible to increase the activity of employees in modernizing and improving existing production technologies. 60 The economic effect from the implementation of the project for the reuse of 35% of pallets for transporting can tape, taking into account the cost of their partial repair, amounted to almost 7.7 million rubles. The effect from the implementation of the project for the restoration of rollers for the Fata-Hunter cutting line by hardfacing and grinding amounted to 639 thousand rubles. The economic effect from the implementation of the project to replace the cylindrical rollers of the roller table with biconical ones, which removes the peals from the EPSHB furnaces, exceeded 3.1 million rubles. by reducing surface defects on the underside of rolls from 123 t/month. up to 10 t/month The high economic efficiency of the implemented projects proves the effectiveness of the application of innovative methods in the management of Alcoa at SMZ OJSC. The value of these proposals lies in the fact that they are put forward by people who know the features of their equipment, its shortcomings and opportunities for improvement to increase productivity and reduce waste from defects. The implemented innovative management methods encourage employees to devote more time to the equipment they work on, since well-functioning equipment is needed not only by the company, but also by the workers themselves. Reducing the cost of repair and maintenance of equipment entails an increase in quality and a decrease in the cost of production, and, consequently, an increase in the profit and competitiveness of the enterprise in the market. Thus, innovative technologies at the enterprise help to solve many problems of improving production management, improving the quality of products, enhancing labor resources through the use of motivating and stimulating factors. This, in turn, stabilizes the production process and increases the economic performance and competitiveness of the enterprise. Introduction of innovative technologies? this is an anti-crisis direction to stabilize production and develop the economy, create new jobs, and support social programs. 61
We also recommend
mafia style party invitations
Gangster themed kids birthday party
Games for a corporate party in nature in the summer are cool
Presentation - domestic and wild birds Educational presentation "Such different birds" for children of younger preschool
How to write a report: an example and recommendations How to write a thematically informative report
"April 1 - April Fool's Day" methodological development on the topic Scenarios for April Fool's Day in the House of Culture