Introduction
Conclusion
Applications
Introduction
In order to survive in modern society, organizations, as well as people, are constantly adapting and improving. In order not only to survive, but to grow and develop, they are forced to seriously change themselves in order to achieve their goals.
Changes in the structure of the modern economy are seen today as a structural shift that marked the transition to a knowledge-based economy. The transition from purely technical skills to intellectual ones leads to involvement in the practical processing of knowledge, which becomes a source of value. This puts forward new requirements for knowledge of the capacity of modern production, leads to a change in the concept of the economy, highlights the professional erudition of a person.
The restructuring of the Russian economy, its transition to innovative rails requires a thorough assessment of innovative projects and their effectiveness.
The return on many investments is of a delayed strategic nature. Innovative activity is carried out in conditions of uncertainty and increased risk.
Recently, the policy of innovative development has been most clearly formed in our country, which is reflected in a number of federal laws and regulations. However, the dynamic development of innovation processes is constrained by at least two factors.
The current stage of the socio-economic development of Russia is connected with the fact that general economic, political and social problems, hindering the advancement of the state and individual economic entities on the path of an innovative type of development, are aggravated by the lack of an effective innovation management system at most enterprises, which makes it particularly relevant to research aimed at improving the efficiency of forming the innovation policy of industrial enterprises based on managing their innovation potential.
At the same time relevant to modern conditions The need for the fastest and most active entry of Russia into the emerging post-industrial society is to analyze the reasons for the inefficient use of the existing potential and overcome resistance to changes in Russian enterprises.
In the management of innovative projects in many areas of activity, commercial analysis of the effectiveness of projects is clearly not given enough attention. Since it is the market that determines the success or failure of innovative projects to the greatest extent, their commercial analysis should be a priority and as detailed as possible.
The main areas of commercial analysis of the activities of an enterprise using innovative technologies are such as assessing the market prospects of innovative products, services, technologies developed within the project, as well as determining measures to supply the project with the necessary resources. When analyzing the market perspective of the results of an innovative project, it is necessary to pay special attention to which market the issue is oriented to. innovative products(local, regional, national, external), whether the capacity of this market is sufficient, i.e. will the demand for products be able to ensure their sale at a sufficiently high price, what share of the total market capacity can this innovative project provide, etc.
Therefore, we can talk about the emerging contradictionsbetween the need for innovative changes and the lack of clear methods and algorithms for assessing the effectiveness of innovative activity and its impact on the activities of the enterprise.
Among domestic scientists, general theoretical, methodological approaches to the development of an innovative type of development, management of an innovative economy are disclosed in the scientific works of R. Abdrashitov, A. Volsky, S. Glazyev, A. Prigozhin and other scientists. In domestic and foreign practice, theoretical and methodological approaches to the formation of "growth points" ("growth poles") are presented in the works of V. Baburin, V. Vysotsky, O. Nesterenko, Yu. Perevalov, F. Perroux, N. Hansen, A. Yakobson, V. Yatnov and others. Valuable for the analysis of the problem considered in the work are the developments of such authors as J. Galbraith, P. Drucker, V. Oyken, M. Porter. A contribution to the development of the theory of the strategy of innovative development of enterprises was made by such domestic scientists as V.M. Anshin, A.N. Dobrynin, A.M. Ignatiev, V.E. Rokhchin, E.V. Shatrova and others.
Object of study- innovative process.
Subject of study- efficiency of innovation process management at the enterprise.
Goal of the work- to study the features of the process of managing innovative changes.
Tasks:
to study the concept and functions of innovative changes, industrial innovation;
analyze the technologies for managing innovation processes;
based on the analysis of the activities of the division of an industrial enterprise - shop 490 of JSC "NPK "Uralvagonzavod" - to highlight the directions of innovative changes and their impact on the activities of enterprises;
production innovation management workshop
Work structure. The work consists of an introduction, three chapters, a conclusion, 14 figures and 19 tables, a list of references of 75 items and 4 appendices.
1. Theoretical foundations for managing the innovative activity of an enterprise
1.1 Industrial innovation as an object of management
P. Drucker wrote: "Innovation is a special tool of entrepreneurs, a means by which they use change as a chance for various kinds of business or services." Innovation is very widespread, covering all areas human activity. Based on this, it is possible to give the following definition of innovation. In the world economic literature, "innovation" is interpreted as the transformation of potential scientific and technological progress into real, embodied in new products and technologies. The problem of innovation in our country has been developed for many years within the framework of economic research NTP. The term "innovation" began to be actively used in the transition economy of Russia, both independently and to denote a number of related concepts: "innovative activity", "innovative process", "innovative solution", etc. To clarify the concept of "innovation" consider different views on its essence.
There are hundreds of definitions in the literature. For example, on the basis of content or internal structure, innovations are technical, economic, organizational, managerial, etc.
There are such signs as the scale of innovations (global and local); life cycle parameters (selection and analysis of all stages and substages), patterns of the implementation process, etc. Various authors, mostly foreign (N. Monchev, I. Perlaki, V.D. Hartman, E. Mansfield, R. Foster., B. Twiss, I. Schumpeter, E. Rogers and others interpret this concept depending on object and subject of his research.
For example, B. Twiss defines innovation as a process in which an invention or idea acquires economic content. F. Nixon believes that innovation is a set of technical, industrial and commercial activities that lead to the emergence of new and improved industrial processes and equipment on the market. B. Santo believes that innovation is such a social - technical - economic process that, through the practical use of ideas and inventions, leads to the creation of products and technologies that are best in their properties, and if it focuses on economic benefits, profit, the emergence of innovation the market can bring additional income.I. Schumpeter interprets innovation as a new scientific and organizational combination production factors motivated by an entrepreneurial spirit. In the internal logic of innovations - a new moment of dynamization of economic development.
At present, technological innovations are subject to the concepts reflected in the International Standards in Science, Technology and Innovation Statistics. International standards in statistics of science, technology and innovation - recommendations of international organizations in the field of statistics of science and innovation, providing their systematic description in conditions market economy. In accordance with these standards, innovation is the end result of innovative activity, embodied in the form of a new or improved product introduced to the market, a new or improved technological process used in practice, or in a new approach to social services. Thus, innovation is a consequence of innovation activity.
An analysis of various definitions leads to the conclusion that the specific content of innovation is change, and the main function of innovation is the function of change. The Austrian scientist I. Schumpeter identified five typical changes:
Use of new equipment, new technological processes or new market support for production (purchase and sale).
Introduction of products with new properties.
Use of new raw materials.
Changes in the organization of production and its logistics.
Emergence of new markets.
I. Schumpeter formulated these provisions back in 1911. Later, in the 30s, he already introduced the concept of innovation, interpreting it as a change with the aim of introducing and using new types of consumer goods, new production and Vehicle, markets and forms of organization in industry. In a number of sources, innovation is viewed as a process. This concept recognizes that innovation develops over time and has distinct stages.
Innovation has both dynamic and static aspects. In the latter case, innovation is presented as the end result of the research and production cycle (SPC), these results have an independent range of problems. The terms "innovation" and "innovation process" are not unambiguous, although they are close. The innovation process is associated with the creation, development and dissemination of innovations.
The creators of innovation (innovators) are guided by such criteria as the life cycle of the product and economic efficiency. Their strategy is to outperform the competition by creating an innovation that will be recognized as unique in a particular field. Scientific and technical developments and innovations act as an intermediate result of the scientific and production cycle and, as they are applied in practice, turn into scientific and technical innovations. Scientific and technical developments and inventions are the application of new knowledge for the purpose of their practical application, while scientific and technical innovations (STI) are the materialization of new ideas and knowledge, discoveries, inventions and scientific and technical developments in the production process with the aim of their commercial implementation to meet certain consumer requests. Indispensable properties of innovation are scientific and technical novelty and industrial applicability. Commercial feasibility in relation to innovation acts as a potential property, which requires certain efforts to achieve. NTI characterizes the end result of the scientific and production cycle (SPC), which acts as a special product - scientific and technical products - and is the materialization of new scientific ideas and knowledge, discoveries, inventions and developments in production for the purpose of commercial implementation to meet specific needs.
From what has been said, it follows that all three properties are equally important for innovation: scientific and technical novelty, industrial applicability, and commercial feasibility. The absence of any of them negatively affects the innovation process.
The commercial aspect defines innovation as an economic necessity realized through the needs of the market. The dissemination of innovations, as well as their creation, is an integral part of the innovation process (IP). There are three logical forms of the innovation process: simple intraorganizational (natural), simple interorganizational (commodity) and extended. A simple IP involves the creation and use of innovation within the same organization, innovation in this case does not directly accept commodity form. In a simple interorganizational innovation process, innovation acts as a subject of sale. This form of the innovation process means separating the function of the creator and producer of innovation from the function of its consumer. Finally, the extended innovation process is manifested in the creation of more and more innovation producers, the violation of the monopoly of the pioneer manufacturer, which contributes to the improvement through mutual competition. consumer properties manufactured goods. In the conditions of the commodity innovation process, there are at least two economic entities: the producer (creator) and the consumer (user) of innovation. If the innovation is a technological process, its producer and consumer can be combined in one economic entity.
As the innovation process turns into a commodity process, two of its organic phases are distinguished: a) creation and distribution; b) diffusion of innovation. The first mainly includes successive stages of scientific research, development work, organization of pilot production and marketing, organization of commercial production. In the first phase, the useful effect of the innovation is not yet realized, but only the prerequisites for such an implementation are being created.
In the second phase, the socially beneficial effect is redistributed among the innovation producers (NI), as well as between producers and consumers. As a result of diffusion, the number increases and the qualitative characteristics of both producers and consumers change. Diffusion of innovation is the process by which an innovation is transmitted through communication channels between members of a social system over time.
Innovations can be ideas, objects, technologies, etc., which are new for the respective economic entity.
Manufacturing innovations are embodied in new products, services or manufacturing process technologies, i.e. they represent the implementation of new knowledge in new products, services or the introduction of new elements into the production process. In other words, manufacturing innovations are those that are implemented in primary manufacturing activities.
In other words, diffusion is the spread of an innovation once mastered and used in new conditions or places of application. According to Schumpeter's theory of innovation, diffusion of innovation is the process of a cumulative increase in the number of imitators who innovate after the innovator in anticipation of higher profits.
The subjects of the innovation process are divided into the following groups: innovators; early recipients; early majority and laggards. All groups, except for the first, are imitators. Schumpeter considered the expectation of superprofits to be the main driving force behind the adoption of an innovation. However, in the early stages of innovation diffusion, none of the economic entities has sufficient information about the relative advantages of competing innovations. But economic entities are forced to introduce one of the alternative new technologies under the threat of being squeezed out of the market. A well-developed infrastructure is needed for the rapid spread of innovation.
The innovation process has a cyclic nature, which demonstrates the chronological order of the emergence of innovations in various fields of technology. (This is confirmed by various concepts of long waves by N.D. Kondratiev, I.E. Varga, I. Schumpeter, etc.).
As the activity representing IP develops, it breaks up into separate, differing sections and materializes in the form of functional organizational units that have become isolated as a result of the division of labor. The economic and technological impact of IP is only partially embodied in new products or technologies. Much more it manifests itself in an increase in economic and scientific and technical potential as a prerequisite for the emergence of new technology, that is, the technological level of the innovation system and its constituent elements increases, thereby increasing the susceptibility to innovation. In general, IP can be represented in expanded form as follows:
FI - PI - R - Pr - S - OS - PP - M - Sat,
FI - fundamental (theoretical) research;
PI - applied research;
P - development;
Pr - design;
C - construction;
OS - development;
PP - industrial production;
M - marketing;
Sat - sales.
Figure 1 - Model of the innovation process
The analysis of this formula requires abstraction from the feedback factors between its various elements, taking into account the duration of the FI-OS cycle, which can last over 10 years; relatively independent and each of the phases (FI - PI; Pr - C), etc. The initial stage of the innovation process is FI (theoretical research), which is associated with the concept of scientific activity. Of course, each individual element of the cycle (FI, PI, R, Pr, S, OS and P) is saturated with scientific activities related to FI. What is scientific work, on the development of which the emergence of innovations depends? Scientific work is a research activity aimed at obtaining and processing new, original, evidence-based information and information. Any scientific work should have novelty, originality, evidence. Characteristically, the amount of new data and information decreases from fundamental research to industrial production. Research activity is increasingly being replaced by skills, experience and standard techniques. Considering fundamental research from the point of view of the final result, it is necessary to single out research activities aimed at obtaining and processing new, original, evidence-based information and information only in the field of the theory of the question.
Theoretical fundamental research is not directly related to the solution of specific applied problems. However, it is precisely this that is the foundation of the innovation process. At the same time, the need for theoretical research may be due to the needs of practice and the synthesis of previous knowledge about the subject. Basic research, as a rule, is embodied in applied research, but this does not happen immediately. Only some fundamental research is embodied in PI - R - PR, etc. Approximately 90% of basic research topics can have a negative result. And of the remaining 10% with a positive result, not all are applied in practice. The purpose of fundamental research is the knowledge and development of the process (theory of the question).
Applied research (PR) has a different focus. This is the "reification of knowledge", their refraction in the production process, the transfer of a new product, technological scheme, etc. As a result of developments, designs of new machines and equipment are created, which smoothly passes into phases. Design (Pr), construction (C), development (OS) and industrial production (IP). Phases (M - Sat) are associated with the commercial implementation of the results of the innovation process. Thus, the innovation manager deals with various stages of the innovation process and, taking this into account, builds his managerial activity. Innovation management as a set of principles, methods and forms of management of innovation processes, innovation activities, organizational structures engaged in this activity and their personnel. It, like any other area of management, is characterized by:
goal setting and strategy selection
four cycles:
Planning: drawing up a plan for the implementation of the strategy.
Definition of conditions and organization: determination of the need for resources for the implementation of various phases of the innovation cycle, setting tasks for employees, organization of work.
Execution: implementation of research and development, implementation of the plan.
Management: control and analysis, adjustment of actions, accumulation of experience. Evaluation of the effectiveness of innovative projects; innovative management decisions; application of innovations.
Methods and algorithms are the tools of strategic innovation management that allow solving the tasks facing it. Thus, in a market economy, innovation is an effective means of competition, as they lead to the creation of new needs, to a reduction in the cost of production, to an influx of investments, to an increase in the image (rating) of the manufacturer of new products, to the discovery and capture of new markets, including external ones.
The management of the production relations of a society in a market economy can be considered successful if it ensures the competitiveness of a particular production system as a whole, i.e. harmonious development of its governing and managed parts. Competitiveness is a complex, synthetic concept. The analysis shows that its components are many groups of factors that affect the state and development of the production system:
-technology of the main and auxiliary production of the control object;
-facility management system technology;
-nature of economic and political influence external environment to the production system
-the level of technical and economic training of personnel;
-the level of development of science and technology in specific and related activities of the society;
-saturation of interests in each specific type of activity;
-economic potential attracted to the system (economic attractiveness, capital, resources).
Innovation management is one of the sides of a multifaceted management system that ensures progressiveness, i.e. progressive dynamics of development of all groups of factors listed above. Practice shows that new ideas do not bring success if there are omissions in the organization of production, and the diligence of employees cannot replace the talent and entrepreneurial energy of their leaders. It is impossible to consider the whole set of technologies. It is therefore important to develop methods for their operational analysis and application.
Table 1 - Classification of production technologies
Classification criterion Groups Complexity level Simple and complex Scope of application Scientific, educational, industrial Development dynamics Progressive, developing, established, obsolete Resource requirements Science-intensive, capital-intensive, energy-intensive Level of description Axiomatic, professional, know-how Quality of environment processing Low, medium, high level Purpose Creative, destructive, dual purpose Creation priorities , conversion
The classification of production technologies is the first of the tasks, which is determined by the presence of their multitude. Innovation performs the following three functions:
reproductive;
investment;
stimulating.
Reproductive function means that innovation is an important source of financing for expanded reproduction. The meaning of the reproductive function is to profit from innovation and use it as a source financial resources.
The profit received through the implementation of innovation can be used in various ways, including as capital. This capital can be used to finance new types of innovation. Thus, the use of profit from innovation for investment is the content of the investment function of innovation.
Thus, innovations are very widespread, covering all spheres of human activity. Innovation is a consequence of innovative activity. The innovation process is associated with the creation, development and dissemination of innovations. There are three logical forms of the innovation process: simple intraorganizational (natural), simple interorganizational (commodity) and extended. As the innovation process turns into a commodity process, two of its organic phases are distinguished: a) creation and distribution; b) diffusion of innovation. Diffusion of innovation is the process by which an innovation is transmitted through communication channels between members of a social system over time. The dissemination of innovation is an information process, the form and speed of which depends on the power of communication channels, the characteristics of the perception of information by business entities, their ability to practical use this information, etc.
The subjects of the innovation process are divided into the following groups: innovators; early recipients; early majority and laggards. Diffusion of innovation depends both on the strategy of imitators and on the number of pioneer recipients. The innovation process has a cyclic nature, which demonstrates the chronological order of the emergence of innovations in various fields of technology.
1.2 Tasks, functions and methods of innovation management
Innovation management includes strategy and management tactics. The strategy defines the general direction and method of using funds to achieve the goal. After achieving the goal, the strategy as a direction and means of achieving the goal ceases to exist. Tactics are specific methods and techniques to achieve the goal in specific conditions. The task of innovation management tactics is the art of choosing the optimal solution and methods for achieving this solution that are most acceptable in a given economic situation. Innovation management can be considered as an enterprise management system. From this point of view, the innovation management system consists of two subsystems: the control subsystem (subject of control) and the controlled subsystem (object of control).
Table 2 - Tasks and tools of strategic innovation management
ObjectivesToolsIdentification of the company's comparative advantages and turning them into competitive training of top management of companiesMonitoring of basic technologies and the range of their development. technology monitoring and outsourcingIdentification of priorities for the company's strategic development and the role of individual R&D projects in this. training of the top management of companiesCreating a sustainable competitive advantage of the company based on the acquired knowledge and ongoing R&D. - modern methods of planning and forecasting; technology monitoring and outsourcingEnsuring the reproduction of high-quality human resources in the field of R&D management. staff trainingAcquisition, use, legal protection and effective knowledge management. technology monitoring and outsourcingR&D project flow management. modern heuristic algorithms and methods of project selection, management of general and specific (innovation-oriented) types of resources. modern methods of planning and forecastingManagement of the direct process of R&D. modern heuristic algorithms and methods of organization, global management of R&D, etc.;
The subject of control can be one or a group of employees who carry out the purposeful functioning of the control object. The object of management is innovation, the innovation process and economic relations between participants in the innovation market. Communication of the subject of management with the object of management is carried out through the transfer of information. This transfer of information is the management process. Modern tools are distinguished by a high degree of efficiency in the practical activities of large companies. These include in particular:
.modern methods of planning and forecasting;
2.modern heuristic algorithms and project selection methods,
.modern heuristic algorithms and methods of organization, global management of R&D, etc.;
.technology monitoring and outsourcing;
.training;
.training of top management of companies.
The incentive mechanism for the development of innovations, first of all, is market competition. In market conditions, producers of products or services are constantly forced to look for ways to reduce production costs and enter new markets. Therefore, entrepreneurial firms that are the first to master effective innovations gain a significant advantage over competitors.
Figure 2 - Structure of the innovation process
Innovation is the result realized in the market, obtained from the investment of capital in New Product or an operation (technology, process), operations, for their implementation on the market and for further dissemination of the results. The innovation process includes seven elements, the combination of which into a single sequential chain forms the structure of the innovation process. These elements include:
initiation of innovation;
marketing innovation;
release (production) of innovation;
implementation of innovation;
promoting innovation;
evaluation of the economic efficiency of innovation;
diffusion (distribution) of innovation.
Researchers identify five main approaches to change management in an organization, which are determined by the managerial style.
Table 3 - Approaches to change management in the organization
Approach The main strategic issue for the manager The key role of the managers of the organization 1. Authoritarian approach ("commander") How do I shape the organization's strategy? Specialists in the field of strategic planning2. Controlling approach ("controller") Is the strategy chosen optimally? How should I track its implementation? Implementation control throughout the structure3. Collaborative ("Partner") Approach How should I involve managers in strategic planning so that they are accountable for implementing the strategy from the moment it is launched? Key coordinators4. Culture change approach How can I involve the organization's people in the implementation of the strategy? Training trainers 5. Leadership approach (leader educator) How should I motivate managers to strive to become business leaders through strategy implementation? Setting start conditions and arbitrage
In organizational change, resistance to change inevitably arises. Resistance to organizational change is one of the main challenges facing a developing organization.
Making strategic change in an organization is challenging. Difficulties in solving this problem are connected with the fact that any change meets resistance. I. Ansoff understands resistance as a multifaceted phenomenon that causes unforeseen delays, additional costs and instability in the process of change. This resistance is always shown in response to any changes.
In the process of change, there are delays in the start of the change process; unforeseen delays in implementation and other difficulties that slow down changes and increase costs compared to planned; attempts to sabotage changes within the organization or "drown" them in a stream of other priorities.
From the point of view of the researcher of strategy, resistance is a manifestation of the irrational behavior of the organization, the refusal to recognize new features of reality, to think logically and to put into practice the conclusions of logical thinking. From the point of view of the behavioral sciences, "resistance is a natural manifestation of various psychological attitudes towards rationality, according to which groups and individuals interact with each other."
Describing such a phenomenon as resistance, researchers often stop at identifying the types and causes of its occurrence, as well as developing methods to overcome it. Describing resistance to change, first of all, two types of resistance are distinguished depending on its strength and intensity: passive and active.
passive resistance - a form of more or less covert aversion to change, expressed as a decrease in productivity or a desire to move to another job.
active resistance is a form of open speech against perestroika (for example, in the form of a strike, a clear avoidance of innovation).
One of the first and most common classifications of the causes of resistance is the classification of Kotter and Schlesinger. They identify four reasons for resistance to change:
proprietary interest
Misunderstanding and lack of trust.
Low tolerance for change.
different assessment of the situation.
Pressure from colleagues.
Tired of change.
Previous bad experience with change.
Thus, the first four types can be considered as resistances that manifest themselves at the personal level, the next three as manifestations of resistances at the group level.
Such a classification of the causes of resistance is quite common.I. Ansoff singles out individual and group resistances, Hentze and Kammel describe personal and structural barriers. Individual and organizational resistance can be distinguished.I. Ansoff proposed a classification of methods for managing resistance during the implementation of changes.
Table 4 - Classification of resistance management methods during the implementation of changes
Method Application Conditions Benefits Constraints Forced Extreme urgency Fast High resistance Adaptive Sufficient time margin Low resistance Slow Crisis Threats to survival Huge time pressure, risk of failure Controlled Moderate urgency, repetitive intermittent changes Resistance, timing, pervasive change Complexity
The classification of ways to overcome the resistance of Kotter and Schlesinger is also best known (Appendix A). The choice of management method in the implementation of the strategy depends to a greater extent on the situation, which is to a certain extent determined by the strength of resistance to change. Strategic change management must be carried out throughout the entire reorganization process, while reducing the risk of employee resistance to change and increasing the impact of the organization's activities. The main factors influencing the development of the innovation process are shown in Table 5.
Table 5 - The main factors influencing the development of the innovation process
A group of factors Factors hindering innovation activity Factors facilitating innovation activity Economic, technological Lack of funds to finance innovative projects, weakness of the material and scientific and technical base, lack of reserve capacity, dominance of interests current production. Availability of a reserve of financial and material technical means, progressive technologies, the necessary economic and scientific and technical infrastructure. Political, legal Restrictions on the part of antimonopoly, tax, depreciation, patent and license legislation. Legislative measures (especially benefits) that encourage innovation, state support for innovation Socio-psychological, cultural Resistance to change, which can cause such consequences as changing the status of employees, the need to look for a new job, restructuring a new job, restructuring established ways of working, breaking stereotypes of behavior and established traditions, fear of uncertainty, fear of punishment for failure. Moral encouragement of participants in the innovation process, public recognition, providing opportunities for self-realization, the release of creative work. Normal psychological climate in the work team. Organizational and managerial The established organizational structure of the company, excessive centralization, authoritarian management style, the predominance of vertical information flows, departmental isolation, the difficulty of inter-industry and inter-organizational interactions, rigidity in planning, orientation to established markets, orientation to short-term payback, complexity of harmonizing interests. Flexibility of the organizational structure, democratic management style, the prevalence of horizontal information flows, self-planning, allowance for adjustments, decentralization, autonomy, formation of target working groups.
Putting innovation into practice entrepreneurial activity, it is very important to know what factors can slow down or accelerate the innovation process.
Thus, the following conclusions can be drawn.
Innovation is a movement, a central component of the innovation process, the essence of the process, a form of purposeful development (A.I. Prigogine). An innovation has certain stages of flow: origin, development, diffusion, routinization and characteristics: scale, direction (content), form, novelty. change
It is necessary to distinguish between innovations and minor modifications in products. Depending on the technological parameters, innovations are divided into product and process innovations. According to the type of novelty for the market, innovations are divided into: new to the industry in the world; new to the industry in the country; new for this enterprise (group of enterprises). Depending on the areas of activity, innovations are distinguished: technological, industrial, economic, trade, social, in the field of management.
According to the level of novelty, innovations can be divided into: absolutely new - invention, discovery; new to the country - an innovation can be either a local discovery (development) or a direct transfer or adaptation of an innovation implemented in another country; new to the industry - innovations not previously used in the industry; new to a multi-firm value chain, such as a supplier? intermediary? manufacturer; new to the corporation (systems of firms connected by common systems of ownership and (or) control); new to the company
Increasing the economic efficiency of enterprises is a key task of transformations in the modern Russian economy. This problem is solved primarily in the course of development and modernization of production. However, the larger and more radical the changes, the greater the likelihood of conflicts caused by the struggle of the old and the new. The choice of management method in the implementation of the strategy depends to a greater extent on the situation, which is to a certain extent determined by the strength of resistance to change.
1.3 Evaluation of the effectiveness of industrial innovations in modern mechanical engineering
Mechanical engineering is characterized by a constant complication of products, production technologies and methods of its organization. The increase in the technical and technological level of machine-building production is natural and irreversible, it affects all aspects of innovation. The innovation process can be viewed from many different perspectives, but there are always three basic components:
) new knowledge underlying the innovative idea and its source;
) a set of actions to transform new knowledge into innovation;
) the possibility of commercialization of the resulting innovative product.
For objective reasons, the main problem is obtaining new knowledge, which can be interpreted in a fairly broad aspect (new needs, results of scientific knowledge, technology shortcomings and ways to eliminate them, etc.). In this regard, it is urgently necessary to search for sources and obtain the necessary new knowledge inside and outside the enterprise. This is directly related to the cost of more financial resources and the development of intellectual potential. The problem is exacerbated due to insufficiently intensive development (acquisition) of new knowledge, lack of intellectual potential, narrowing of the social and material base of scientific knowledge, low efficiency of information exchange, etc.
Among the most important problems of the second component, it is necessary to highlight the rise in cost and inefficient organization of the stages of the innovation process. The transformation of new knowledge into innovation is constantly becoming more technically complicated, requiring active communications both in the internal and external environment. As a result, costs increase many times over and the organizational aspect becomes more complicated. It should be noted that the threats of loss and obsolescence of new knowledge become extremely significant, in connection with which there are special requirements to safety and intensity, that is, the time parameters of individual operations and the entire process.
Particularly problematic is the third component - commercialization. After significant costs are incurred, many complex operations are performed, and an innovative product is obtained (especially mass production of the final product), the motive of "payback" becomes aggravated. A lot of acute problems and contradictions are concentrated here, which can prevent the normal completion of the innovation process. Many of them, both objective and subjective, are not amenable to forecasting, and sometimes even to awareness (for example, psychological ones). Moreover, in order to "restore" the spent resources and compensate for the time, it is necessary to achieve superprofits.
A wide range of problems of intensifying innovation activity is complemented by significant uncertainty. The resulting risk is inherent in all components of the innovation process. The final result largely depends on his perception and ability to manage the innovation process in conditions of uncertainty and dynamism. In this context, the following are extremely important: ensuring the "flexibility" and "mobility" of the innovation process, the ability to realize the scale of costs and losses, the ability to recognize risks and use them to your advantage. In modern conditions, there are many ways to manage risks and level them, which should be in the "arsenal" of machine-building enterprises.
The solution to the above problems is largely in the hands of enterprises. However, there are a number of problems that can be classified as nationwide or even global.
The pace of the world innovation process is growing rapidly, the introduction of advanced achievements is accelerating, and innovation competition is becoming "aggressive". In this regard, it is important to ensure the continuity of the innovation process at the proper level, solving a set of the above problems. Moreover, the value of "borrowed" innovations is constantly declining. This does not provide full-fledged market advantages, and the price and technological (in terms of efficiency and time) advantages are quickly lost. A truly competitive product can be its own innovative product, protected not only in the legal and financial sense, but mainly by constantly increasing advantages in products and technologies.
A particularly urgent problem, in particular for the domestic engineering industry, is the reproduction and use of intellectual resources.
First, the social base of innovation activity is sharply reduced due to the flow of highly qualified specialists from the scientific sector to other sectors (not related to the acquisition of new knowledge and innovation) and their aging.
Secondly, the existing "inventive potential" of the population is practically not used, which leads to the loss of significant innovation opportunities. Thirdly, the factory sector of science is degrading, since the lack of proper institutional support does not allow establishing channels of cooperation with other sectors, and all the fundamental organizational problems of domestic science remain unresolved. The country still lacks a system for searching for innovative projects, inertia in the perception of the initiative of innovators has not been eliminated, and a system for stimulating innovators has not been created. World experience shows that the effectiveness of the innovation process is based on social principles: sociopsychological orientation and motivation for innovation, the ability to create new knowledge.
As a result, machine-building enterprises, which have not lost their scientific and intellectual potential during the years of the crisis, cannot fully develop the innovation process due to the fact that they themselves have to overcome many of the problems mentioned. Moreover, most of these complex (nationwide) issues cannot be solved by the enterprise on its own without state support.
The effectiveness of technologies is characterized by various indicators, but among them, from the point of view of an entrepreneur, the following are the most common:
-specific consumption of raw materials, semi-finished products, energy per unit of production;
-the amount of useful substance (product) extracted from a unit of raw material;
-quality and environmental friendliness of finished products (works, services);
-the level of labor productivity based on the actual workload of the staff;
-production intensification;
-production costs;
-cost of products (works, services);
-wastelessness of technologies.
Consideration of technologies at a professional level is associated with the development of a special theoretical base, the depth of the necessary study of which is one of the controversial issues in the training of managers. As a rule, it depends on the goals of their activities in specific cases:
a) at the user level, i.e. consumer of technologies as a final product;
b) at the developer level, i.e. creator of technologies as a final product.
The art (the highest professionalism) of the management personnel (manager) is manifested in the ability to select and combine elements of economic nature (resources, property, personnel, funds, etc.) into a working system. scientific potential etc.) to achieve economically significant results for society.
Depending on the choice of these goals, the subject specialization of the firm (enterprise) and the justification of priorities in the technologies of its main and auxiliary production, in the management system and perception of the business infrastructure external to the enterprise are carried out. Functionally, all technologies in the aggregate constitute elements of a single production and economic system of the region (region, city, district). For consideration, technologies are grouped by industry in accordance with the All-Russian Classifier (OK) adopted by the State Standard of Russia, which includes an industry classifier of products, and are studied in the preparation of management personnel, depending on their specialization. The creation and application of various technologies is based on a number of general principles (Fig. 3).
Figure 3 - Principles for creating industrial innovations
The principle of differentiation involves the division of the technological process into separate technological operations, transitions, techniques, movements. Analysis of the features of each element allows you to choose best conditions for its implementation, ensuring the minimization of the total costs of all types of resources.
The principle of specialization is based on limiting the diversity of elements of the type of technology. In particular, the level of specialization is determined by the number technological operations performed at one workplace for a certain period of time. The narrow specialization of technology creates the prerequisites for its high efficiency.
The principle of proportionality assumes a relatively equal throughput of all technological production sites that perform basic, auxiliary and maintenance operations. Violation of this principle leads to the emergence of "bottlenecks" in the technology, or, conversely, to their incomplete loading and a decrease in the efficiency of the production process.
The principle of direct flow is to provide the shortest path for the movement of parts and assembly units in a technology of any kind. There should be no return movements of processing objects at the site, workshop, production.
The principle of continuity implies the reduction to the possible minimum of interruptions in production technology, including technological ones, associated with non-synchronization of processing, transportation or storage operations, or for organizational reasons.
The principle of rhythm is the release of equal or evenly increasing volumes of technological operations per unit of time.
The principle of automation of technological processes ensures the intensification of technology and the efficiency of production in general.
The principle of flexibility ensures the mobility of technology when it is reconfigured to other types of products in a wide range.
The principle of electronization makes it possible to increase the control of the technological process based on the use of computer technology with advanced software.
Innovations can be purchased and developed in-house, and innovations as a result of the introduction of innovations can only be carried out in the organization itself. Innovations are not for sale, innovations are sold to turn them into innovations in the sphere of consumption. life path innovations can develop in one of three directions:) accumulation in innovative organization(I0);
) transformation in IO into innovation;
) sale as a commodity.
The effectiveness of the organization is expressed through economic and financial indicators. In the conditions of market relations there can be no unified system of indicators. Each investor independently determines this system based on the characteristics of the innovative project, the professionalism of specialists and managers, and other factors. The following requirements are imposed on the system of indicators:
indicators should cover processes at all stages of the product life cycle;
indicators should be formed for the future, at least for 3-5 years, based on a retrospective analysis of the organization's activities;
indicators should be based on data on the competitiveness of specific products in specific markets for a specific period;
the most important indicators should be expressed in absolute, relative and specific values (for example, profit, profitability of goods and production, unit price of goods);
indicators should be aligned with all sections of the plan;
indicators should reflect all aspects financial activities organizations (income, expenses, insurance, liquidity of securities and funds, taxes, resource efficiency, etc.);
the design of the final indicators should be carried out on the basis of multivariate calculations, with the determination of the degree of risk and sustainability of financial activities, using a sufficient and high-quality amount of information characterizing the technical,
organizational, environmental, economic and social aspects organization's activities.
One of the main indicators of the effectiveness and stability of the functioning of the organization is the indicator of its sustainability.
Innovation can have four types of effect:
-economic effect;
-scientific and technical effect;
-social effect;
-ecological effect.
By obtaining an economic effect in the form of profit, the Institute carries out a comprehensive development and improvement of the well-being of employees. Other types of effect carry a potential economic effect. For example, an innovative invention developed as a top-level innovation can give an economic effect either after its sale, or after the sale of an IO product developed on the basis of the invention. Or, increasing the degree of satisfaction of the physiological needs of IO employees and their families will reduce the loss of working time due to illness, increase labor productivity, the quality of reproduction of labor resources, etc., which cannot be immediately considered in the form of an economic effect. Reducing emissions of harmful components into the atmosphere, soil, water preserves the ecosystem, increases human life expectancy, etc. This effect cannot be immediately translated into profit.
The above examples allow us to draw the following conclusion.
The economic effect of developing, implementing at home (turning into an innovation) or selling innovations can be potential or actual (real, commercial), and scientific, technical, social and environmental effects can only take the form of a potential economic effect. In fact, if we take into account only the final results of the introduction or sale of innovations, then any type of innovative activity can be valued. The criteria for the final assessment here are: the time of receipt of the actual economic effect and the degree of uncertainty of its receipt (or the level of risk of investing in innovation).
When developing management decisions in innovation management, it was noted that alternative solutions should be brought into a comparable form according to eight factors:
-time factor;
-quality factor,
-scale factor;
-the factor of development of the object in production;
-method of obtaining information;
-conditions for the use of the object;
-inflation factor;
-risk factor (primarily technological and commercial) and uncertainty.
2. Analysis of the innovative activity of the production unit (on the example of shop 490 of OAO NPK Uralvagonzavod)
2.1 General characteristics of shop 490 JSC "NPK "Uralvagonzavod"
Workshop 490 of OAO NPK Uralvagonzavod is (PEC-490) an innovation center for OAO NPK Uralvagonzavod, carrying out all types of innovative activities. Its main activities are:
.Carrying out research and experimental work to find, improve and introduce new technological processes and cutting tools.
2.Development of low-cost technologies (for small and experimental batches) within the framework of the import substitution program, optimization of existing technologies.
.Development of new special machine tools with CNC and OTs.
.Carrying out start-up and adjustment works at the enterprise.
.Production of pilot batches of parts on new equipment with CNC and OTs on the premises of workshop 490 and in the workshops of the enterprise.
.Solving current production issues
The workshop is not an independent self-supporting subdivision, i.e. is not financially independent and does not form its own financial statements.
Economic relations of PEC-490 with the structural divisions of the enterprise and with third parties are formed as follows:
work on terms of reference, orders, orders, events and one-time orders;
acts of implementation or invoices for manufactured products;
monthly the act of the engineering works performed by the workshop is approved by the deputy. ch. engineer, quarterly report;
the revenue part of the workshop budget is formed from the amount of work (services) performed directly by the structural divisions of the enterprise, the costs associated with the implementation of promising experimental work of general plant significance, and the cost of work (services) performed for third-party organizations.
For a general description of the unit and analysis of the impact of the unit's innovative activities on the results of the enterprise, it is necessary to analyze the internal and external environment of the unit. The external environment is divided into the environment of direct and indirect impact. Let's consider them in more detail.
Direct impact environment:
1. Laws and institutions of state regulation.Adopted in November 2011 The concept of long-term socio-economic development of the Russian Federation for the period up to 2020 (Concept 2020 or KDR 2020). The Concept 2020 states that the transition of the Russian economy to an innovative type of development is impossible without the formation of a globally competitive national innovation system and a set of legal, financial and social institutions that ensure the interaction of educational, scientific, entrepreneurial and non-profit organizations and structures in all areas of the economy and public life. To create an effective national innovation system, it is necessary: to determine the main directions of the transition to an innovative socially oriented type of economic development of the country.
increase the demand for innovations from most sectors of the economy;
-increase the efficiency of the knowledge generation sector (fundamental and applied science), as there is a gradual loss of the groundwork created in previous years, aging of personnel, a decrease in the level of research, poor integration into world science and the world innovation market, and there is no orientation to the needs of the economy;
overcome the fragmentation of the innovation infrastructure, since many of its elements have been created, but do not support the innovation process throughout the entire process of generation, commercialization and implementation of innovations.
"KDR 2020" assumes that by 2020 the share of the innovation sector in the structure of value added created in various sectors of the economy of the Russian Federation will reach 17%, i.e. will be comparable to the share of wholesale and retail trade and will surpass the oil and gas sector
2. Labor resources.A particularly urgent problem, in particular for the innovative development of domestic engineering, is the reproduction and use of intellectual resources. First, the social base of innovation activity is sharply reduced due to the flow of highly qualified specialists from the scientific sector to other sectors (not related to the acquisition of new knowledge and innovation) and their aging. Secondly, the existing "inventive potential" of the population is practically not used, which leads to the loss of significant innovation opportunities. Thirdly, the factory sector of science is degrading, since the lack of proper institutional support does not allow establishing channels of cooperation with other sectors, and all the fundamental organizational problems of domestic science remain unresolved. The country still lacks a system for searching for innovative projects, inertia in the perception of the initiative of innovators has not been eliminated, and a system for stimulating innovators has not been created. World experience shows that the effectiveness of the innovation process is based on social principles: sociopsychological orientation and motivation for innovation, the ability to create new knowledge.
3. Suppliers.Crisis phenomena in the economy have exacerbated the uncertainty of the external environment. The suppliers that the enterprise and the subdivision (shop 490) counted on when designing the next innovative project may refuse their obligations and the subdivision will not be able to receive (purchase) equipment, raw materials, materials. Completing products at prices that were included in the project.
4. Consumers.The consumers of shop 490 products are, first of all, subdivisions of OAO NPK Uralvagonzavod. The subdivision has the opportunity to provide services to third parties, since its developments are extremely in demand on the market. for a certain period of time, it will independently set price parameters and dictate sales conditions, dictate its own “standards” of market rivalry to competitors, and will also be able to increase the value of its trademark, securing the image of an innovator. the ability to determine the depth and direction of market transformation, create new market segments, and adequately respond to consumer expectations. In this regard, the intensification of the innovation process at the enterprise is a key problem in terms of long-term development and improvement of market positions.
5. Competitors. Among the competitors in the production of hard-alloy metal-cutting tools and manufacturers of hard-alloy inserts for metal-cutting tools are such major competing enterprises in the Russian Federation as: SKIF-M LLC, Belgorod Region; JSC "Spetsinstrument", Georgievsk; LLC "PK MION" (Tomsk).
The indirect impact environment includes:
1. Economic environment.The economic environment for the innovation activity of shop 490 is characterized by negative processes. The state of production assets in the Russian Federation and the growing decline in investment in their reproduction cause concern for the future Russian industry. Data from Rosstat and a number of studies indicate the need for urgent action. At many events of the machine-building complex, previously formed orders are fulfilled, but there are no new ones.
The option of a partial stop of production is being considered. Imported equipment is the most important element in the formation of investments for the purchase of new equipment. domestic equipment is used mainly for simple reproduction. The introduction of fundamentally new innovative technologies on a large scale on Russian equipment is difficult. The introduction of new equipment is especially important for innovative departments, such as shop 490. Despite the fact that domestic equipment does not inspire confidence among many manufacturers, shop 490 is a platform for developing technologies that allow import substitution and reduce the cost of the reconstruction process of enterprises.
The unfolding global crisis, in the orbit of which Russia, with its peculiarities of development, also found itself, has made significant changes in the sectoral and product structure of mechanical engineering as an essential component of the investment process. The forthcoming significant cuts in imports of machinery and equipment will only intensify the discord in the reproductive structure of the active part of investment.
2. Scientific and technological progress.On the scale of the economy, the positive effects of innovation far outweigh the specific and few negative effects that are also offset by the implementation of innovation. From the point of view of civilizational development, the cultivation of an innovative development model is conditional and inevitable in the transition to a post-industrial society and social reproduction, since innovations not only increase efficiency, but also significantly change the conditions for economic development.
3. Political and legal environment.The political and legal environment in the Russian Federation is characterized by stability. At the same time, a negative factor of the external environment is the insufficient level of attention of the state to innovative processes and departments that determine innovative development at machine-building enterprises.
4. Socio-cultural conditions. Business is carried out to meet the needs of people living in a particular society, which forms their basic attitudes, values and norms of behavior. In this environment, consumer priorities are built.
5. Demographic environment.Demographic changes, for example, play little role in the field of fundamental production processes, where there is a discrepancy between economic realities.
From a similar perspective, new knowledge may not be of particular importance to those who aim to introduce a new social instrument to meet the need that has emerged as a result of demographic change. However, all sources of innovative opportunities must be systematically analyzed and taken into account. There is not enough intuition here.
The search must be organized and carried out on a regular, systematic basis.
6. Natural and geographical environmentpractically no effect on the innovation process.
Let's analyze the internal environment of the subdivision - shop 490 of OAO NPK Uralvagonzavod and its impact on the main technical and economic indicators of shop 490, which are presented in table 6.
Table 6 - Analysis of the main technical and economic indicators of shop 490 for 2009-2011, thousand rubles.
Name of indicators 2009 2010 Growth rate, % Off, + / - 2011 Growth rate, % Off, + / - Production volume ,038801.5100.3118.540591.3104.61789.8Contingent profit (+) / loss (-) 1247.8-8669.4-694.7-9917.21118.6-12.99788.0Average headcount, pers. 7983105.1+ 46881.9 - 15 Including workers 3739105.4+ 22974.4 - 10 Payroll fund - total 20898.412969.062.1-7929.416654.6128.43685.6 Average annual salary of one shop worker264.54156 .2559 ,1-108.29244.92156.788.67 Labor productivity of one worker of the workshop505.45363.0471.8-142.41613.38169.0250.34 Output per 1 worker 1079.21772.6271.6-306.591438.27185.0660 .65 Cost of OPF, thousand rubles 23000.022800.099.1200.034700.0152.211900.0 Capital productivity, rub. 1.741.3275.9 - 0.421, 2090.9 - 0.12 Capital intensity, rub. 0.580.76148.30.180.83109.20.07 Capital ratio, p.p. 291.14274.7094.3 - 16.44510.29185.8235.59 Conditional profit per employee, thousand rubles. 15.8-104, 5-661.4 - 120.316.45 - 15.7120.95 Including per worker 33.72-222.29-659.1-256.0138.57 - 17.4260, 86Conditional profitability of production, p.p. 0.032-0.223-696.9 - 0.2550.028-12.60.251
Table 6 shows that in 2010-2011. increased the cost of production. At the same time, there is an outpacing of production rates over the growth rate of prime cost, which made it possible to increase the conditional profit for shop 490. The average number of employees increased in 2010, and in 2011 it decreased
In 2011, compared to 2010, the amount of the payroll fund increased. The decrease in the volume of output and the increase in the average headcount in 2010 was the result of a decrease in labor productivity per shop worker compared to 2009; the productivity of one worker's shop has decreased.
In 2011, the growth in labor productivity was the result of an increase in production volume and a reduction in the average number of shop personnel.
During the analyzed period, there was an excess of the growth rate of labor productivity over the growth rate of the average annual salary of one worker of the workshop, which indicates a good prospect for the operation of workshop 490
The cost of fixed production assets in 2010 compared to 2009 decreased, the reason for this was the write-off of physically and morally obsolete shop equipment. In 2011, the cost of fixed production assets increased due to the acceptance of new equipment into the shop's balance sheet.
In 2010, the efficiency indicators for the use of fixed production assets decreased compared to 2009 due to a decrease in the volume of output and the cost of fixed assets, in 2011 these indicators decreased due to an increase in the cost of fixed assets.
Due to a decrease in the amount of conditional profit and an increase in the production cost of products, works, services produced by the shop, the conditional profitability of production decreased in 2010, and in 2011 the conditional profitability of production increased.
Thus, we can conclude that in 2011 the economic activity of shop 490 improved significantly compared to 2009 and 2010, which is confirmed by an increase in production volume and an excess of the growth rate over the growth rate of the cost of products, works, services; this led to an increase in contingent profit. One of the reasons for the increase in conditional profit was the introduction of new equipment, which is confirmed by an increase in the return on capital ratio.
The internal environment of the department is:
People
2.Technology
Structure
Goals and objectives
1. People.An analysis of the number, educational and age structure of the personnel of shop 490 of OAO NPK Uralvagonzavod shows that there is a slight upward trend in the number of workers from 53.2% to 53.8% in 2011.
There is a slight decrease in the number of administrative staff and engineering and technical workers - from 46.8% to 46.2%
This is due to a decrease over the period from 2009 to 2011. the number of employees with secondary education - from 16.9% in 2009 to 12.3% in 2011 and employees with secondary vocational education - from 26.5% in 2009 to 26.2% in 2011.
The average age of the staff is 43 years. The number of employees under 35 years old is 31.3%, 20% of the staff are pensioners. 6.2% of employees are trained in higher and secondary vocational educational institutions.
Wages play their motivating role - in 2010, the wage fund of workshop 490 lagged behind the growth in labor productivity of workers in workshop 490 in 2010, in 2011 this trend is increasing.
The wages of managers, specialists and employees of shop 490 are based on a system of individual standards. Shop 490 employees receive allowances and additional payments for heavy and harmful conditions labor, which is included in the hourly tariff rate (salary) and varies depending on the site and the nature of the work performed.
2. Technology.In domestic mechanical engineering and tool production, the share of outdated technologies, in comparison with progressive ones, is more than twice as high.
Table 7 - The ratio of basic and obsolete technologies in Russian engineering,%
Progressive technologiesBasic technologiesObsolete technologiesHeavy, transport and power engineering 16-1747-49Machine-tool and tool industry 9-1046-48Tractor and agricultural engineering 16-1852-54
Hence, it seems that the conclusion follows that in the current conditions, the most likely development of the active part of the production apparatus of the Russian Federation will be based on foreign technologies, on the basis of investments in non-financial assets filled with imported equipment. In particular, in our opinion, the machine-tool industry needs modernization on an innovative basis. Without it, full participation in the modernization of the active part of the fixed capital of the economy of the Russian Federation of the engineering industries is impossible. The machine tool industry satisfies the demand of key machine-building and industrial sectors. The prospective appearance of the active part of the fixed capital of the Russian economy depends on its appearance. Now, according to the main criteria of competitiveness, machine tool building occupies one of the last places among the engineering industries.
Table 8 - Assessment of the competitiveness of the machine tool and tool industries, 2009-2010
IndicatorsMachine tool building and tool productionMachine buildingInvestments in fixed assets in the volume of sold products, %3.55.1 Share of costs for machinery and equipment in the volume of investments in fixed assets, %63.370.4 production volume of innovation-active enterprises,% 8.815.9 Age of technological equipment, in % of the production apparatus of the industry up to 5 years up to 10 years 3.5 5.2 14.5 18.5 Share of advanced technologies, % 9-1016-17
For 15-17 years, the industry, which occupied one of the leading places in the world in the 1980s, has been so destroyed that it does not provide innovative and technological renewal of the production apparatus of industries and its own enterprises, but only performs the function of supporting those that are out of order. production capacity.
In the conditions of fierce competition in the metalworking equipment market, it is hardly possible to count on the expansion of the market segment for Russian machine-tool enterprises in the near future.
There are no prerequisites for this either in technological or in price aspects. The influence of the technological factor on competitiveness is minimized by the extreme deterioration of the production apparatus of machine tool enterprises in the Russian Federation.
The price competitiveness of the Russian machine tool industry has declined significantly in recent years.
The rise in metal prices influenced the rise in the price of Russian metalworking equipment in the period 2000-2009. for different commodity groups by 2.2-3.8 times. Import prices increased in the same ratio.
Thus, in terms of price, Russian manufacturers do not have advantages over foreign competitors. The industry needs innovative development not only of forging and pressing and metal-cutting equipment, but also of the component base in the first place.
The components include a significant amount of technical equipment, 60 - 95% of which is now purchased abroad. They include complete control systems with software and hardware, digital electric drives and electric motors, mechatronic units of rotational and linear motion and measuring transducers, digital hydraulic drive units, pneumatic drive units, electric spindles, various types of couplings, etc. Components are wear parts of various machines , therefore, generate constantly renewed demand. And a large import of components puts the Russian Federation in complete, which is too much, technological dependence on the outside world.
3. Structure, goals and objectives.Let's analyze the organizational structure of the unit (Fig. 8), which has a significant impact on the development and implementation of innovative strategies.
Figure 8 - Organizational and production structure of the experimental workshop 490 of OAO NPK Uralvagonzavod
The management structure of the production and experimental workshop 490 of OAO NPK Uralvagonzavod is linear-functional, and is shown in Figure 8. This type of organizational structure is a development of the linear one and is designed to eliminate its most important drawback associated with the lack of strategic planning links.
The linear-functional structure includes specialized units that do not have the right to make decisions, but only help the relevant manager to perform certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one.
Production - experimental shop 490 is headed by the head of the shop, who is directly subordinate to the Chief Engineer of the enterprise. The head of the workshop is appointed and dismissed from his post by the General Director of the enterprise on the proposal of the Chief Engineer. In its work, the production and experimental workshop 490 is guided by:
)the charter of the enterprise;
2)this provision;
)normative documents quality management systems;
)quarterly plans signed by the head of the workshop and approved by the deputy chief engineer;
)the regulation on the organization and conduct of production control over compliance with sanitary rules and the implementation of sanitary and anti-epidemic (preventive) measures at OAO NPK Uralvagonzavod;
)regulation on the organization of work on labor protection of OAO NPK Uralvagonzavod;
)Guiding documents of the Occupational Health and Safety Management System (OSH and TB)
)Orders and orders of the General Director of the enterprise, the Chief Engineer, and his deputies;
)Regulations on the budgetary process of OAO NPK Uralvagonzavod.
The tasks of the division are as follows:
)Ensuring a unified policy of the enterprise in the scientific, technical, industrial and innovation fields.
2)Carrying out research and experimental work to find, improve and introduce new technological processes and cutting tools into production;
)Ensuring effective interaction and coordination of activities of structural
)departments of the shop in determining the ways of transformation and development of scientific, technical and innovative spheres in relation to the conditions of a market economy.
)Carrying out work to improve product quality: finding out the reasons
)technological marriage, development and implementation of measures to eliminate it.
)Determination of the machinability of materials used for the first time at the enterprise, with recommendations on the use of the processing method, tools and modes.
)Increasing the competitiveness of research and development work.
)Carrying out permanent exhibitions of equipment, tool rigging on the territory of the production and experimental workshop and participation in exhibitions of the Russian Federation with an exposition of the workshop's achievements in the field of new technologies for metal cutting.
The organizational and production structure of shop 490 is in the process of changes. In order to optimize management costs, improve management efficiency by order of the General Director, the organizational and production structure of shop 490 was changed.
As a result of the measures, such subdivisions and services of the shop as the assistant head of the shop for reconstruction, the deputy head of the shop for new technologies will be liquidated. Transferred to other units departments 10, 17, 8.
If the management functions, as it were, break the global goal into several clear sub-goals of the functions, then the roles reflect the options for how the manager interacts with subordinates and other people, enabling the organization to get closer to the goal. If we compare the individual properties of managers of different levels, we can find similarities and differences.
Figure 9 - Implemented organizational structure of shop 490
The share of work performed by the workshop for third-party organizations is currently quite low, which is explained by the lack of equipment and the high workload of the PETs-490 in solving factory issues, therefore this species work is carried out by the workshop "if possible" (many potential customers who showed interest in the innovative developments of the workshop, especially after participating in exhibitions in Perm, Yekaterinburg and Nizhny Tagil, were refused).
To assess the external and internal environment of the unit, we will analyze the strengths and weaknesses of the PEC-490 (Table 9):
Table 9 - Evaluation of the strengths and weaknesses of the PEC-490
Evaluation parameters Strengths Weaknesses Organization and management - a large number of highly qualified engineering and technical workers A clear, well-established system of separation of powers and functions Optimization of the organizational structure Flexible organizational and managerial structure - the impossibility of making quick management decisions in response to changes in the external environment Production - a complete production and technological cycle modern system quality ISO 9001: 2000, operating at the enterprise a sufficient amount of technological equipment extensive experience and special training of production and technological personnel of the workshop the dynamics of growth in labor productivity outstrips wage growth - outdated (50%) stock of existing metal-cutting equipment lack of modern machining centers that allow increasing productivity due to the implementation of multi-axis and multi-axis processing Staff - highly qualified specialists (with high ranks and categories, as well as extensive experience in the enterprise) continuous learning and retraining of promising employees at the expense of the enterprise - lack of its own marketing service, the activities of which would allow the workshop to plan its activities not only within the enterprise, but also on the side insufficient qualifications of supply and sales personnel the main income from the introduction of new technologies - the formation of the cost of work (services) within the enterprise in a costly way the lack of the ability to form their own reserves for the development of production - the workshop is not an independent self-supporting unit large debt load (leasing payments) Innovations (technologies) - development and implementation of complex multi-level production technological processes optimization of production technologies available at the enterprise, taking into account the introduction of new equipment, tooling and tools - a long period of implementation of the technologies offered by the workshop at the enterprise; the results of innovative activities are not implemented in production; lack of rational management decisions in the field of innovations; modern equipment in those structural divisions of the enterprise where new technologies are being introduced
According to the results of the assessment, it is possible to single out, perhaps, several main strengths and weaknesses of the PEC-490:
-strengths: highly qualified engineers, complete production and technological cycle, great organizational and technical capabilities, development and implementation of modern technologies and innovations; flexible organizational and managerial structure.
-weak sides: outdated (by 50%) fleet of existing metal-cutting equipment, lack of its own marketing service, which would allow the workshop to plan its activities not only within the enterprise, but also outside, lack of a clear pricing strategy (costly method); the results of the innovative activity of the shop are not used by the enterprise;
Then it is necessary to evaluate the sales market, i.e. opportunities for PEC-490 and threats to its activities in the market (Table 10).
Table 10 - Assessment of opportunities and threats for PEC-490
Evaluation parametersOpportunitiesThreatsDemand factors - vertical and horizontal integration state support for industries - filling Russian market products of foreign companies at a lower price change in technology (substitute goods) Competition factors - great potential (technical, industrial, intellectual) for offering high quality products territorial advantage - the possibility of new competitors entering the market or the activation of existing ones lack of own material and raw material base ( in the field of hard alloys in particular) Sales factors - expansion of sales markets in conditions of free competition there is an opportunity to revise the terms of contracts for the supply of materials, find new suppliers - high barriers to entry to the market weak market mechanisms
Based on the assessment, several main opportunities and threats for PEC-490 can also be identified:
-opportunities: government support for industries, high intellectual engineering and production potential, improvement specifications and quality of manufactured products through the introduction of innovations;
-threats: filling the market with products of foreign companies (Sandvik, Iskar, Korloy, etc.), the possibility of new domestic competitors entering the market or the activation of existing ones.
Among the main risk factors that negatively affect the economic growth of PEP-490, the following can be distinguished (Table 11):
Table 11 - Main risk factors associated with the activities of PEC-490
Name of the factor Main types of risks Socio-political factor - reduction in the number of highly qualified personnel in the context of a deteriorating economic situation of the enterprise transition to a reduced work schedule, which will negatively affect the level of wages of employees of the enterprise state support for competitors of the enterprise risks associated with the state strategy to overcome the crisis 2009-2011 . (management of the ruble exchange rate, etc.) The economic factor is the development of the economic crisis in the global and Russian economies (falling demand for all major product groups, deterioration in the solvency of customers) rising prices for raw materials (decreasing profitability of the enterprise against the backdrop of increased competition for customers) credit risks (difficulties in attracting credit resources for working capital and investment projects, rising interest rates) currency risks ( significant change exchange rates may adversely affect the activities of the enterprise) a decrease in prices for finished products (a decrease in the level of profitability of the enterprise due to increased competition for customers against the backdrop of the development of the economic crisis in Russia) Legal factor - the possibility of changes in legislation, primarily in tax legal acts, which, among other things, may lead to an increase in deductions from the profit of the enterprise
Thus, summarizing the assessment of the external and internal environment, it can be noted that PETs-490 occupies a fairly strong position, creating a real opportunity for the workshop to provide competitive products to the market, of a sufficiently high level. However, taking into account the weaknesses, as well as the threats and risk factors associated with the innovative activities of the shop, PETs-490 needs to purchase a sufficient amount of technologically and economically justified metal-cutting equipment, develop an optimal pricing system, regularly assess the sales market and possible competitors.
2.2 Analysis of the innovative activity of the unit and its impact on the activities of the enterprise
Modern production in dire need of parts with high technological complexity and accuracy. OJSC "NPK" UVZ "is an enterprise with large production capacities, which are characterized by the presence of an outdated fleet of machine tools.
The equipment and technologies of OAO NPK Uralvagonzavod are characterized by:
mostly outdated machine tool park.
low and unstable quality of workpieces with a large run-up mechanical properties, which negatively affects machinability, very large allowances, the presence of solids, sand, welding, etc.
The need for the existence of this division was dictated by the expediency for the Company to manufacture cheaper tooling in the production of experimental or small batches of parts.
OJSC "NPK "Uralvagonzavod" is at the stage of restructuring its activities in accordance with the needs of a changing external environment, characterized by rapid development of technology and technology, an increase in demand for high-tech products. The company strives for diversification - the simultaneous development of several types of production in order to conquer new markets for products, reducing possible risks associated with a possible reduction in demand for a previously mastered type of production.
One of the problems of machine-building production is the availability of modern durable cutting tools.
IN modern technology the volume of use of new structural materials with special properties is increasing: high hardness, strength, toughness, corrosion resistance, heat resistance with low thermal conductivity. Machining such materials is fraught with great difficulties. Heat, which develops in the zone of contact with the material being processed, causes softening of standard hard alloys and, as a result, a sharp decrease in tool life and cutting speed. Shop 490 is designed to solve the problems of OAO NPK Uralvagonzavod associated with the introduction of new metalworking technologies in the company's divisions.
The innovative activity of shop 490, based on rationality and usefulness, cannot be imagined without rewarding individual efforts, mental energy and ingenuity. From these positions, the innovative activity of the personnel of shop 490 is an effective combination of technology and organization with an entrepreneurial ethic. The machine-building market becomes a universal mediator between the stages of production and consumption, which makes non-economic coercion meaningless, and gives dynamism to all society's resources: financial, raw materials and labor. The core of all factors of social production is the innovative technical transformation of the material life of man.
Through the process-innovation in shop 490, the necessary technical prerequisites for the product-innovation are simultaneously created. While the product-innovation is aimed at the result of labor, the process-innovation is focused on improving the efficiency of the production process, while social innovations are associated with changes in the socio-technical system.
The innovative activity of shop 490 consists of a series of activities combined into one 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. Combining, scientific research, experimental design and technological development, investment, financial, commercial and production activities are subordinated to one main goal - the creation of 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.
The introduction of innovative technologies in an enterprise helps to solve many problems of improving production management, improving the quality and reducing the defects of products, activating labor resources and their greater return through the use of motivating and stimulating factors, which in turn stabilizes the production process and increases economic performance and competitiveness enterprises. Innovative technologies are of great importance as anti-crisis areas for stabilizing production and developing the economy, creating new jobs, maintaining social programs which is an extremely urgent task in times of crisis.
Shop 490 identifies the causes of technological defects, develops and implements measures to eliminate them.
In PEC-490, innovation management is regulated as follows:
A work plan for the quarter is drawn up (since almost all innovative developments are quite laborious and monthly planning of this type of activity is impractical), which is approved by the chief engineer of the enterprise. The work plan is detailed in the following sections:
introduction of research works and new technologies in the divisions of the association;
-research work on re-equipment of the association's shops with modern cutting tools;
introduction of new technology in the divisions of the association;
performance of engineering works on current production in the divisions of the association.
Figure 10 - Stages of the innovation process in shop 490
According to the results of the quarter (within the presented sections), a report on the work done is compiled, including completed work or completed (at the time of the report) stages of work performed, which is also approved by the chief engineer of the enterprise.
It should be noted that the actual work performed differs significantly from the planned for a number of reasons:
innovative activity in the field of technology is difficult to plan in stages, since it can include a fairly large number of additional studies, tests and requires the development of implemented research and development;
-PETs-490 specialists of OAO NPK Uralvagonzavod are often involved in the main production (including as experts) to solve urgent production problems and eliminate technical and technological problems in the operation of tools and equipment, as well as optimize existing technical processes at the enterprise, that is, they practically cannot carry out the planned research work.
Let's analyze the innovative activity of shop 490 in the areas of activity: technologies, tools, equipment.
) Technologies
Shop 490 introduces various technologies:
to achieve accuracy and roughness in accordance with CTD.
-to increase productivity;
not requiring large expenditures, in the manufacture of experimental and small batches of parts;
optimizes existing ones;
individual technologies and production of serial parts according to the instructions of the chief engineer and production director.
technologies and production of the first batches of new experimental parts (Appendix B).
2) Tool
When creating their own tools of a new generation, the engineers of the production and experimental workshop try to maximally realize not only the wishes of consumers of their products, but also fully take into account the general direction of development of metal cutting technologies. Modern multi-purpose machines allow complex processing of parts of any size and complexity.
Multi-purpose equipment concentrates in one machine the ability to perform various operations: turning, flat milling, five-coordinate processing of curved and inclined surfaces.
However, even a modern machine will not be able to provide efficient processing if it is not equipped with the right tool.
The workshop personnel can design, manufacture and implement their own import-substituting tools adapted to specific workshop conditions, solve complex technological problems of current production, without involving third-party organizations.
The technologist starts designing the tool; he has at his disposal a certain "area of possible solutions". This "area" is limited by the accuracy, speed and power parameters of the machine, the parameters of the fixture, workpiece, etc. Each point inside this "area" is a possible technological or design solution. Each such solution can be characterized by a certain performance, tool consumption, electricity, etc. It is necessary to compare options for technological solutions at the cost of processing, taking into account the required productivity, tool consumption, etc. The decision is made about which option should be implemented based on the optimality criterion for this operation. To improve the efficiency of operations performed on existing machines, we are working in almost all areas of metal cutting, available at the enterprise. Shop engineer Ushakov A.V. developed and patented a method of fastening multifaceted cutting inserts with negative geometry. This method in terms of strength and reliability of fastening, it surpasses the well-known method "P" according to the ISO standard. This does not require high accuracy manufacturing of component parts. This method is widely used by shop engineers when creating turning and milling prefabricated cutting tools (Appendix B).
When designing a tool, the following are taken as a basis, as features of production: a wide range of materials, which differ significantly in their machinability; a fleet of machine tools, consisting of both a new modern, having a rigid speed system, a wide range of possibilities for regulating cutting modes, supplying lubricating and cooling liquid to the cutting zone (including inside the cutting tool), and working for many years and not responding elementary requirements when working with a cutting tool with replaceable multifaceted carbide inserts; workpieces with large allowances, various structures and inclusions that are difficult to process, shells, sand, burns, etc.; manufacturability of the design of parts; the needs of industries to increase productivity and increase the economic efficiency of machining, in order to reduce the cost of products; ensuring the reliability of processing to increase the number of industries built on the basis of minimal participation of operators in the processing process or unmanned technologies; increasing the utilization rate of equipment due to minimal downtime associated with regrinding and subsequent adjustment of equipment, unforeseen breakdowns of cutting inserts; the need for continuous improvement in the quality of manufactured products (for metalworking, this is, first of all, geometric and dimensional accuracy, machining cleanliness, the state of the surface layer of the part, etc.) while reducing its cost.
) Improving the tool of machine-building production
Figure 11 - Innovative activity in workshop 490 for the manufacture of tools
A feature of the production activity of shop 490 is that the subdivision conducts research on the cutting properties of new cutting materials in order to determine the scope of their application at the enterprise (Fig. 11). Together with leading companies, testing of modern cutting tools and determining the scope of its application at the enterprise. In addition, studies are carried out to determine the machinability of new materials and steels at the enterprise with the preparation of a report and recommendations. Together with the coolant developers and dealers of companies, the selection, testing and implementation of cutting fluids is carried out. Workshop 490 assists workshop technologists in the selection of cutting and auxiliary tools in the catalogs of foreign companies. The workshop presents its developments at seminars and exhibitions of regional and federal significance.
) Development of new special, CNC and OTs machines.
A large-scale technical reconstruction at the enterprise sets the task for the workshop specialists to adapt modern equipment with numerical program management for specific production purposes with the development of high-performance processing technology. At the production site of the workshop, the equipment received with the technology developed by the manufacturer undergoes commissioning, technology development, production of an experimental batch, adjustment of technology and tools. After that, the machines are transferred to the workshop. In cases where machines are delivered without technology, or it is not developed for all the planned details, then the development of technology, the control program, and tooling are carried out by specialists from the production and experimental workshop. At the same time, in the workshops of the enterprise, we are working on the development of additional technologies for the CNC machines installed in the workshops in order to load them. Today, in order to introduce the technology of special equipment parts, two machining centers MCH - 250 from Heller are installed in the PEC, on which:
German technology has been improved on two parts of special equipment. Control programs have been optimized. Reduced machining time compared to German technology by 10-15%, ensured stable quality of parts, partially developed and implemented our own cutting tools, modernized clamping devices to increase rigidity;
developed its own technologies, control programs, designed and manufactured the missing cutting and auxiliary tools, clamping devices for three parts of special equipment. Experimental batches of parts were processed and handed over to BTK. Currently, the workshop is conducting their serial production.
In order to provide technical assistance in the PETs, at the OTs "Heller", according to the technology developed by our specialists, the "Adapter" wagon part was finished. The German technology for manufacturing special equipment parts has been optimized at Heller's EC, installed in workshop 710. Machine time has been reduced by 50% with stable quality of parts. Frequent breakdowns of expensive imported milling cutters have been eliminated.
Thus, the technologies used in shop 490 can be classified as innovative, because in them, in accordance with the requirements of the All-Russian classifier Gosstandart of Russia can highlight the signs of industrial innovation.
In the work of shop 490, one can trace a high level of differentiation, the division of the technological process into separate operations, transitions and techniques, which ensures cost minimization. Specialization when performed by the workers of shop 490 is characterized by a large number of technological operations performed at one workplace for a certain period of time, which indicates the high efficiency of this type of specialization.
The main, auxiliary and maintenance operations in shop 490 exclude the appearance of "bottlenecks" in the technology. The organization of work excludes the return movement of the object in the sections of the workshop.
The division has insufficient opportunities for rhythmic work and the release of equal and uniform increasing volumes of technological operations. An obstacle to this activity is the lack of a technological base that could ensure the rhythmic work of the workshop. The problem of automation of technological processes for shop 490 is expressed in the need for reconstruction of sites for the intensification of innovative activities, increasing the production of innovative products to meet the needs of OAO NPK Uralvagonzavod and third-party organizations.
The principle of flexibility in shop 490 is implemented through the mobility of tool technologies, which make it possible to implement the most optimal technological solution by adapting it to specific shop conditions. The process of electronization of production in shop 490 is accompanied by the absence of a unified list of purchased and own tools for the entire enterprise. Therefore, there is a need to create a competitive, cheap set of tools and equipment of a new generation, which will increase labor productivity and product quality at minimal cost.
It can be concluded that the activity of the workshop has a pronounced innovative character. This is manifested in the following practical results:
3. Directions for improving the innovative activity of the production unit of a machine-building enterprise
3.1 Problems of managing the innovation activity of the production unit
The innovative activity of shop 490 encounters a number of obstacles that have a negative impact on both the activities of the unit and the activities of the entire enterprise.
Let's consider the problems of managing the innovation activity of shop 490 in more detail. Despite the fact that the PETs 490 in its activities for the design, manufacture of prototypes with TI (KD) and tool production shops, this interaction is complicated by the fact that in the tool production shops and shop 490 of OAO NPK Uralvagonzavod there is no equipment and software of the same type provision, therefore, the stages of design, manufacturing of prototypes and serial production are difficult.The problem is complicated by the inconsistency of equipment in design: fastening systems, according to the type of tool (Fig. 12).
Figure 12 - The process of introducing a new tool
On the production areas and existing communications of workshop 490, difficulties arise in the manufacture of prototypes of tools and equipment due to the deterioration of life support systems and non-compliance with the requirements for the production of high-tech equipment. Difficulties arise due to the lack of a local network and office equipment, which can ensure the speed of information transfer.
Extensive experience in the design and manufacture of non-standard tools in shop 490 cannot be effectively implemented, since the shop lacks specialized equipment - an engineering center for designing and processing new types of tools.
The use of carbide posts for the manufacture of end tools is hampered by the lack of modern means of control, the possibility of applying the results of research in the field of using modern tool materials.
The joint activity of workshop 490 with the Kirovgrad hard alloy plant and the Yekaterinburg Center for Plasma Technologies (CPT) for the development of wear-resistant film coatings is difficult, since there are no strong ties with enterprises with modern technologies.
The use of modern heat treatment technologies for a wide range of tool steels is impossible on outdated thermal equipment.
The production base of the workshop is not sufficiently equipped.
Figure 13 - Changes in the structure of the material and technical supply of shop 490
There is no centralized resource support for shop 490 with a physically and morally obsolete fleet of existing equipment.
Table 12 - Strengths and weaknesses of innovative production
ElementsStrengthsWeaknessesOrganization of production1. Interaction of PETs-490 (design and manufacture of prototypes), TI (design documentation) and IP workshops (production) 2. Availability of production facilities and communications 3. Existence of a single information space 4. Traditionally high level of production culture (experience, continuity, qualifications) 1 Lack of the same type of equipment and software at the stages of design, pilot production and mass production 2. Deterioration of life support systems 3. Lack of a local network and office equipment that ensure the speed of information transfer 4. Low level of aesthetic standard, lack of thinking in the context of a process approach to the manufacture of high-tech tools in subdivisions of the Society Technology1. Experience in design and manufacturing (IP, PETs-490) 2. Application of carbide posts for the manufacture of end tools 3. Joint activities with Kirovgrad (KZTS) and the Yekaterinburg Center for Plasma Technologies (CPT) - wear-resistant film coatings 4. There are technologies that allow heat treatment of a wide range of tool steels 5. There is a production base (IP workshops) 1. The absence of a specialized engineering center of the IP for the design and development of new types of tools 2. The absence of modern electronic controls. There is no application of research results in the use of modern tool materials 3. There is no interaction with enterprises with modern technologies 4. Outdated thermal equipment 5. Under-equipment of production with modern technological equipment and software, insufficient number of qualified personnel Resources1. Centralized provision of MTS 2. Sufficient qualifications and experience of personnel in the manufacture of a typical range 3. Some processing units are provided with high-tech equipment 1. - 2. Lack of flexibility, mobility of personnel in the transition to new tool manufacturing technologies. A long cycle of training qualified toolmakers (3-5 years). Insufficient number of highly qualified engineering and technical workers 3. Physically and morally outdated (by 87-90%) fleet of existing equipment Sales1. Technological need of the enterprise 2. Existing mechanisms for implementation within the enterprise. Possibility of realization to the enterprises of corporation with attraction of an administrative resource 1. Presence of the analog tool in the market. Lack of flexibility and mobility in the transition to new production technologies 2. There is no well-established mechanism for interaction with corporation enterprises
The process of purchasing tools for workshop 490 is quite complicated. If earlier process was of a centralized nature and the order of the tool was carried out in cooperation with one department (430), now it happens with the interaction of three departments: 430, 95 and UBT LLC. The time from ordering to receiving the tool increases. The personnel of the enterprise does not have sufficient flexibility and ability to master new technologies for tool manufacturing. There is a shortage of workers and highly qualified engineering and technical workers. The problem of import substitution as an urgent need of OAO NPK Uralvagonzavod is solved inefficiently: in the presence of an analog tool on the market, costly decisions are made to purchase a tool. 80% of the production of shop 490. As a result, the remaining share of manufactured products does not allow expanding the market and satisfying the existing high demand for the products of shop 490 of OAO NPK Uralvagonzavod. Thus, today shop 490 has sufficient potential for the production of modern high-tech tools:
3.2 Proposals for improving the management of innovative activities of shop 490 of OAO NPK Uralvagonzavod
The analysis carried out indicates that shop 490 can be a subdivision that can effectively contribute to improving the performance of an enterprise, increasing its competitiveness, and reducing production costs.
To improve the innovative activity of shop 490, which contributes to the increase in the efficiency of OAO NPK Uralvagonzavod, it is necessary to carry out a number of measures:
.The introduction of high-tech tools.
2.Development of innovative cooperation in the production of tools with domestic producers.
.Creation of a high-performance tool based on existing samples.
Let's consider these activities in detail.
Negotiations on possible joint activities with large foreign firms for the production of tools did not bring a positive result, since OAO NPK Uralvagonzavod is currently considered by them not as a strategic partner, but exclusively as a product consumer.
Of the domestic manufacturers of tools, the most acceptable partner for joint activities was Kirovgrad Hard Alloy Plant (KZTS). Based on the results of the working meetings, the following areas of joint work were identified:
A) production of prefabricated tools;
b) production of end carbide tools;
V) production of thread-cutting tools.
At the 5th international scientific and industrial forum "Technical re-equipment of machine-building enterprises of Russia. Special laser, optical and nanotechnologies" the first prototypes were presented - the result of joint activities with OJSC "KZTS", which aroused great interest among technical representatives of industrial enterprises. For example:
A) Cutters with mechanical fastening of inserts
b) Combined milling cutters for general and special purposes
c) Taps:
G) Combined milling cutters for turning inserts JSC "KZTS"
e) Taps designed and manufactured by OAO NPK Uralvagonzavod with application of wear-resistant coatings by OAO KZTS
For industrial production of high-tech tools own production it is necessary to implement a number of organizational and technical measures (Table 13).
Table 13 - Program of organizational and technical measures at the stage of mastering the production of high-tech tools
Name of the event Performers (co-executors) Result of the implementation of the event Costs, thousand rubles. 1. Analysis of the technical equipment of the enterprise - equipment, IT, software15, IP, 490, 41, 10 Determination of the needs of OAO NPK Uralvagonzavod in a high-tech tool 300.002. Monitoring of corporation enterprises76, IP, 490140.00Total: 440,00 3. Design490Creation and testing of prototypes of tools 150,004. ManufacturingIP, 490, KZTS1090.00TestingIP, 490, 150.00Total: 1390,00 5. Analysis of existing production capacities (resources - people, software, technology, equipment) IP, 490 Bringing the existing production base to a level that allows to ensure the production of the required number of tools75,006. Retrofitting: 181761.66 - purchase of equipment and software - 166742.62 - creation and development of technologies 490, IP, KZTS 10900.00 - training and retraining of personnel IP, 4902700.00 - improvement of infrastructure (preparation for production; communications) IP, 490, divisions of the enterprise1419, 03Total: 181836,66 Marketing activities (catalogs, exhibitions, presentations - conferences, seminars) IP, 490, 76, 77 Formation of a stable nomenclature and expansion of the tool sales market 3673.33 Total: 3673,33 Total: 187339.99
The program of measures provides for the analysis of the technical equipment of the enterprise - equipment, engineering and technical support, software and monitoring of the corporation's enterprises. Based on the data obtained, the design and manufacture of a high-tech tool is carried out.
An analysis of existing resources will allow to re-equip the enterprise with equipment:
acquisition of equipment and software;
creation and development of technologies;
training and retraining of personnel;
infrastructure improvement.
Costs for this project presented in Appendix G.
Table 14 - Expected investment performance indicators:
Indicator 2011 2012 2013 2014 2015 2016 1 Inflow Money, including: 500.0045510.8671910.4645498.0045498.0045498.001.1 net profit(economic effect) 500.0045498.0045498.0045498.0045498.0045 498.001.2 VAT recoverable0.0012.8626412.460.000.000.002 Cash outflow, incl.: 4423.48190423.340.0 00,000,000,002.1 investment costs (including VAT) 943.33186396, 650,000,000,000,002.2 current project costs (initiation and implementation budget) 3480,154026,690,000,000,000,003 Income tax 0,000,0014382,099099,609099,609099,604 Net cash flow-3923.48-144912.4857528.3736398.4036398.4036398.405 Cumulative net cash flow-3923.48-148835.96-91307.59-54909, 19-18510.7917887.616 Discount rate a, %15.7515 ,7515,7515,7515,7515,757 Discount factor1,000,860,750,640,560,488 Discounted cash inflow500,0039318,2453672,2829337,9225345,9321897,149 Discounted cash outflow4423,4816 4512.610.000.000.000.0010 Net present value-3923.48-125194.3753672, 2829337.9225345.9321897.1411 Cumulative NPV-3923.48-129117.85-75445.57-46107.65-20761.711135.4212 Simple payback period (years) 4.9313 Discounted payback period (years) 5 .3614 Net present value1135.4215 Return on investment, %0.67%16 Discounted cost return index0.8817 Internal rate of return, %5.05%
As a result, the payback period will be 4.93 years, the net present value of the project will be 1135.42 thousand rubles, the return on investment will be 0.67%, and internal norm yield - 5.05%.
Figure 14 - Expected return on investment
Consequently, the production of a high-tech tool of its own manufacture will allow the enterprise in the medium term to:
A) create a new competitive product (price, quality);
b) reduce tooling costs;
V) expand the sales market at the expense of corporation enterprises;
G) get additional profit;
e) increase investment attractiveness and raise the prestige of the enterprise;
e) guarantee the employment of staff;
and) consider the possibility of cooperation with enterprises of the Sverdlovsk region in order to create new types of tools (tool cluster).
2. Creation of high-performance equipment based on existing samples.
The production and experimental workshop has accumulated many years of experience in the creation of new machining technologies, solutions in complex workshops technical tasks, creation and implementation of own designs of cutting and auxiliary tools, development of tool adjustments and control programs.
All this is possible due to the presence of high-class engineers and workers in the workshop (many of them have the title of "The Best Engineer of Russia").
Examples of work include:
a) at the HELLER OC (installed since the autumn of 2008 in PEC-490) Own technologies, control programs have been developed, the missing cutting and auxiliary tools and clamping devices for three parts of special equipment have been designed and manufactured. Pilot batches of parts have been processed and handed over to BTC.
Acts of implementation have been drawn up.
The German technology was refined on two parts of special equipment. Control programs have been changed. Reduced machining time by 10% -15%.
The stable quality of the parts was ensured, the durability of the cutting tool was increased, and our own cutting tool with SMP was partially developed, manufactured and implemented.
Modernized devices to increase the rigidity of the system.
To provide technical assistance, in accordance with the order of the plant, for two months, the "Adapter" part was finished according to the technology developed by our specialists.
b) at the OC of the company "HELLER" (installed in shop 710)
On the instructions of shop 710 in connection with the shortcomings of German technology in the processing of special equipment parts:
Technology has been optimized.
Reduced machine time by 50% with consistent part quality.
The control program has been changed. Unreasonably frequent breakages of the cutting tool are excluded.
At the direction of the director of TI, we have developed projects for the technology of processing the "Adapter" part, developed by the firms "HELLER" and "DANOBAT".
It should be noted:
a) the processing modes calculated by the companies for this part do not take into account the real state of the workpiece (the presence of sand, shells, increased allowances) and have clearly overestimated cutting speeds by 25-30%, which will lead to frequent machine stops for its readjustment due to the low durability of the cutting tool and, accordingly, to its high consumption.
b) the cost of work on the creation of technology, the development of control programs, the assembly of cutting and auxiliary tools, the design and manufacture of the necessary equipment and fixtures is 15655.07 thousand rubles.
Table 17 - Economic calculation of the efficiency of manufacturing the part "Adapter" on the OC mod. MCH 250 from HELLER
Designed machine time PETs-490 at OTs "HELLER" Machine time according to the current technology of the shop 17024 min. ±5%257 min.
Provided that the workpiece is brought in accordance with the TT of the drawing, it is possible to reduce the machine time by 20-25%.
Table 18 - Calculation of the release of the part "Adapter" from 2 OTs "HELLER" according to the project of technology PETs-490 according to the methodology proposed by the company "HELLER":
NameCalculationMachine time (T mill ) Equipment operation time (3 shifts) Equipment load factor Equipment operation time per day Number of parts per day Number of parts per month (estimated number of shifts per year - 250) 24 min. 22.5 hours 0.9 22.5 * 0.9 * 60 = 1215 min. 1215: 24 * 2 = 101 children 101 * (250: 12) = 2104 children or 2104: 8 = 263 cars/set
The expected economic efficiency of the implementation of the "Adapter" part processing technology offered by PETs-490 will be 15.301 million rubles.
Table 19 - Economic efficiency of the implementation of the "Adapter" part processing technology
Name of the indicator Value, thousand rubles Firms "DANOBAT", "HELLER" Current technology ts.170Project PETs-490development of technology for the complete manufacture of the "Adapter" part; development of control programs; design and manufacture of necessary devices; design and manufacture of cutting and auxiliary tools; processing of the pilot batch of parts with the delivery of the BTK of shop 170; training of shop 170 operators in the operation and maintenance of the "HELLER" machine; preparation of the necessary documentation for transfer to shop 170; introduction of part processing technology in workshop 170 after the transfer of equipment. 15 655.07-5 000.00 The cost of manufacturing the "Adapter" part (excluding the cost of the workpiece): per unit (1 item) per year (2104 items) - 2.34 4 923.360.13 273.52 Expected annual economic effect ( 15,655.07 - 5,000.00) + (4,923.36 - 273.52) = 15,301.91
Thus, as a result, the payback period of organizational and technical measures for the introduction of a high-tech tool will be 4.93 years, the net present value of the project will be 1135.42 thousand rubles, the return on investment will be 0.67%, and the internal rate of return will be 5.05 %. As a result of the implementation of the project to improve the machining center through the "Adapter" part, the economic effect will be 15.301 million rubles.
Conclusion
Innovation is a movement, a central component of the innovation process, the essence of the process, a form of purposeful development. An innovation has certain stages of flow: origin, development, diffusion, routinization and characteristics: scale, direction, form, novelty. change
Accompaniment of innovation is carried out through innovative activity. Innovative activity includes the interaction of departments, training and retraining of specialists, planning and developing the necessary incentives, and overcoming undesirable consequences. Innovations are a universal value of society and can be both socio-economic and cultural-educational, organizational and managerial, technical and technological, etc.
Various activities are involved in innovation social groups(customers, direct developers, the public, etc.), each of which pursues its own interests, tasks and goals. Members of each of the groups may have ambiguous ideas, expectations, emotional experiences associated with the possible consequences of innovation.
Innovative activity is manifested in the creation and implementation of those innovations that give rise to significant changes in social practice, open up qualitatively new opportunities for society.
An analysis of the classifications of innovative changes made it possible to determine that, depending on the technological parameters, innovations are divided into product and process ones. According to the type of novelty for the market, innovations are divided into: new to the industry in the world; new to the industry in the country; new for this enterprise (group of enterprises). Depending on the areas of activity, innovations are distinguished: technological, industrial, economic, trade, social, in the field of management.
Organizational structures of innovation management are scientific organizations, venture firms.
The key task of transformations in the modern Russian economy. This problem is solved primarily in the course of development and modernization of production. The choice of management method in the implementation of the strategy depends to a greater extent on the situation, which is to a certain extent determined by the strength of resistance to change.
The activities of shop 490 are clearly innovative. This is manifested in the following practical results:
in the field of cutting tools: turning efficiency (reduction of time, quality of high-precision hole machining); cost-effectiveness of processes, environmental benefits; adaptation of technologies to specific processing conditions; improvement of thread technology; creation of computer programs for the optimal cutting method; high quality of the received details; exclusion of cutter breakage;
in the field of technology: the technology of rolling the profile of the tractor cab; rolls of own design; rotary drawing technology; production technology of a drinking tank for special equipment and ball plugs, two-coordinate rotation of a part and a tool in one plane;
in the field of mastering new machines: equipping new machines with unplanned tools; optimization of control programs; designed and developed a new additional tool; optimization of technologies for the manufacture of equipment.
An analysis of the innovative activities of shop 490 and its impact on the efficiency of the enterprise showed that shop 490 has sufficient potential for the production of modern high-tech tools:
.There is experience in the design and manufacture of single copies (samples were created that arouse the interest of potential consumers: end carbide cutters and drills, prefabricated cutters and boring holders for imported carbide SMP, etc.),
2.Sufficient resources and production base with a complete technological cycle.
However, there is a set of problems associated with the absence of:
.Specialized engineering center
2.A sufficient number of modern equipment and qualified specialists,
.unified software
.LAN between developers and manufacturers.
To improve the innovative activity of shop 490, which contributes to the increase in the efficiency of OAO NPK Uralvagonzavod, it is necessary to carry out a number of measures.
The introduction of high-tech tools.
Development of innovative cooperation in the production of tools with domestic manufacturers.
Creation of a high-performance tool based on existing samples.
As a result, the payback period of organizational and technical measures for the introduction of a high-tech tool will be 4.93 years, the net present value of the project will be 1,135.42 thousand rubles, the return on investment will be 0.67%, and the internal rate of return will be 5.05%. As a result of the implementation of the project to improve the machining center through the "Adapter" part, the economic effect will be 15.301 million rubles.
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Annex A
Table 1 - Methods for overcoming resistance to organizational change
Measures Prerequisites for application Advantages Disadvantages Training and provision of information Lack of information, inaccurate information or misinterpretation When employees are convinced of the need for an action, they actively participate in the transformation Very time-consuming if a large number of employees need to be involved Involvement in the project Lack of information among project initiators regarding the change program and perceived resistance to change Participants are eager to support change and actively provide relevant information for planning Very time consuming if participants have misconception about the goals of change Incentives and support Resistance due to the difficulty of individual adaptation to individual changes Providing assistance with adaptation and considering individual wishes facilitates the achievement of change goals Time-consuming and expensive, which can lead to project failure Negotiations and agreements Resistance of groups in leadership businesses that fear losing their privileges as a result of change Giving incentives in exchange for support can be a relatively easy way to overcome resistance Often requires big expenses and may cause claims from other groups Personnel reshuffles and appointments Inadequacy of other "tactics" of influence or unacceptably high costs for them Resistance is eliminated relatively quickly without requiring high costs Threat to future projects due to distrust of affected persons Hidden and overt enforcement measures Acute lack of time or absence appropriate power base for change initiators Threat of sanctions stifles resistance, makes rapid implementation of the project possible Associated with risk, generates persistent anger towards initiators, passive resistance to a possible reorientation of the project
Annex B
Table 2 - Innovative activity in the field of technologies
Direction Content of innovation Tractor cabin profile bending machine The manufacturing technology of the tractor cabin profile was cumbersome, and the quality of the resulting profile did not meet the requirements of the drawing documentation. On the basis of the existing sheet rolling mill, a fundamentally developed new technology rolling of the profile of the tractor cabin from a pipe Ø76 x 4. Designed and manufactured profiling rolls of our own design, manufactured additional stands. The introduction of the technology made it possible to reduce the labor intensity of profile manufacturing by several times, significantly improve quality, and reduce metal consumption by 41.2 kilograms per tractor. Today, the workshop produces profile rolling, both for the manufacture of its own products and on orders from third-party organizations. Rotary drawing technology To obtain thin-walled parts from sheet material with a three-dimensional shape, a rotary drawing technology has been developed that does not require lengthy preparation and the manufacture of expensive dies, but only a lathe and a set of knurling rollers. This process reduces the cost of manufacturing experimental, single and small-scale batches of parts by 10 - 20 times. The technologies developed by us are implemented in workshops on universal lathes and CNC machines for the manufacture of parts for special equipment and tractors. An original technology for manufacturing a drinking tank for special equipment on CNC lathes has been developed and implemented. Manufacturing technology of ball plugs for brake systems of railcars For the manufacture of ball plugs from a hydroformed billet, a technology for manufacturing ball plugs has been developed on a universal milling machine. An original method of two-coordinate rotation of the part and tool in the same plane was applied. Achieved high accuracy (4 - 5 microns) and cleanliness of the surface of the sphere of various materials- brass, cast iron, stainless steel. Annex B
Table 3 - Innovative developments shop 490 in the field of high-performance cutting tools of the new generation.
DirectionContent of innovation1. Turning The insert, or rather its cutting edge, the design of the holder, the method of fixing the insert, have a great influence on the efficiency of turning. The workshop engineers have developed a whole range of import-substituting turning tools with replaceable multifaceted carbide inserts for external turning, boring, parting and grooving, threading, which is widely used in the workshops of the enterprise in the manufacture of gondola car parts, road construction and special equipment. 2. Hard turning Grinding is considered the main technological solution for processing hardened materials with a hardness above 47 HRC to the final geometric shape. But thanks to the development of tool materials such as cubic boron nitrite (CBN), alumina-based ceramics and the increase in the rigidity and vibration resistance of machine tools, it became possible to replace grinding with blade machining - hard machining. Hard turning, hard milling, hard drilling. The goal of replacing grinding with hard turning is to improve the economics of the process, and there are environmental benefits as well. Hard turning has proven to be competitive due to its ability to meet technological challenges and higher productivity. Developed and widely implemented in the workshops in the processing of parts of special equipment and DST turning tools and milling cutters with inserts of CBN, PTNB and mineral ceramics. 3. Modern technologies milling One of the main technological operations Innovative geometrical parameters of cutters are developed, adapted to specific processing conditions. The following are taken as the basis for their creation: cutting inserts that are widely used at the enterprise, or corresponding to the principle of price - efficiency - quality. standard plates produced by most firms in order to avoid the monopoly of one. 4. Holemaking Maximum Hole Efficiency When choosing a machining process, cost is a decisive factor. The degree of process optimization is determined by the scale of the batch of parts. 4.1 Choice of hole making methods Drilling holes in solid material with a diameter from very small up to about 60 mm. carried out with a standard tool. With a larger processing diameter, core drilling is performed, mainly to save material and power. If the hole requires subsequent finishing, then countersinking, reaming, and boring are used to improve its parameters. Most holes are drilled in whole in the range of diameters 10 - 30 mm, and this operation is performed mainly with drills equipped with rotary inserts, but also with solid carbide. In this direction, production-experimental designs and manufacturing technology for drills, annular drills, countersinks with rotary multi-faceted plates have been developed and introduced in workshops instead of imported analogues. 4.2 Hole finishing The production technology of holes for high-precision parts of hydro-equipment, hydraulic cylinders, gear wheels (satellites) is a "fine process". In cases where it is necessary to process parts with an accuracy of 6-7 quality, high requirements for the shape of the holes (tolerances of straightness, roundness, cylindricity 5-1 µm) and surface roughness (Ra = 0.04 - 0.16 µm) in cast irons or in high-alloy hardened steels (HRc? 56), the leading place is occupied by diamond honing, diamond reaming, lapping. The workshop developed, manufactured and introduced into production when processing parts for DST and special equipment, various designs of hones, diamond reamers, laps, as well as finishing heads for universal turning and drilling machines. 5. Thread processing technology The processing of external threads at the enterprise is carried out with cutters, dies, and by the method of plastic deformation in a cold state (rolling with rollers, dies). Processing of internal threads - taps, thread cutters, rolling taps. The specialists of our workshop are constantly working to improve the quality of threads, productivity, reduce the cost of purchasing imported tools by creating and implementing our own. Various designs of cutters with rotary polyhedral inserts for cutting external and internal threads have been introduced in the workshops. Together with the specialists of the Promtek company and the tool plant - taps for threading in carbon, alloy and special steels, adapted to our conditions. All this is an absolutely competitive tool, and much cheaper than imported ones. When cutting internal threads with taps, on the modular machines and auto lines available in the workshops, the taps often broke and the thread “weakened”. The problem was solved by creating and introducing a special threading chuck, the design of which allows parallel displacement of the tap axis during threading, thereby aligning it with the axis of the hole. The cartridges are successfully used in the workshops of carriage production and special equipment. 6. Production of gears a computer program was created for calculating adjustment settings, which made it possible to quickly select the optimal options for the method of cutting crowns and a set of gear-cutting tools. This made it possible to significantly reduce the time for setting up the machine and in short time to produce high-quality gear pairs with a given contact patch. Making gears is a complex and lengthy process. Taking into account the increased requirements for quality and productivity, global manufacturers of gear cutting tools are actively engaged in its optimization, creating tools with multifaceted carbide non-regrindable inserts. We are also working in this direction. For cutting spline rims M=0.7 in "torsion" parts, a worm cutter with replaceable hard-alloy inserts has been developed and tested. High productivity and quality of splines obtained. For processing splined rims in the "Worm" part, a milling cutter with SMP was developed and tested. Provided high quality parts, increased productivity. A milling cutter with SMP for rough cutting of teeth in "Satellite" parts has been developed. Improved performance. When processing 18 grooves on the axes of the satellites, the design of the CNC lathe did not allow for an angle of 45º, specified by the technical requirements of the drawing. We have developed a technology, created and manufactured a special worm milling cutter with SMP carbide inserts for the manufacture of these parts on a gear hobbing machine. The process has been put into production.
Annex D
Table 4 - Project costs required to implement the program of activities
Item No. Indicator name 2011 2012 2013 2014 2015 8681.5598681.5598681 ,551.2 engineering services (technical equipment) 0.0023582.9023582.9023582.9023582.901.3 Special tools 0.004314.004314.004314.004314.002 Production costs, incl. 0.4581080.4581080.4581080.452.1universal tools2000.0069077.0969077.0969077.0969077.092.2 engineering services (technical equipment) 0.0010924.8710924.8710924.8710924.872.3 Special tools0.001078.501078.50107 8.501078.503Economic effect500.0045498.0045498.0045498.0045498.004Financing, including: 4423.48190423.340.000.000.004.1 current costs ( project activity) 3480.154026.690.000.000.004.2 investment costs (VAT included), incl.: 943.33186396.650.000.000.00 19654,030,000,000 .00 third parties (VAT included) 84.296405.710.000.000.005 VAT recoverable0.0012.8626412.460.000.00
Tags: Proposals for improving the management of innovative activities of shop 490 of OAO NPK Uralvagonzavod Diploma Management
-- [ 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. Griboedov"
Scientific director – 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 public service 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, scientific and technical sphere, culture, business. A global information field is being created that generates ideas, innovations, knowledge and influences the formation of a new type of economy - an innovative one, where knowledge and innovations 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 domestically developed technologies.
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 important role in stimulating innovation activity, it is not able to ensure the dynamic development of national innovation systems. The regulatory role of the state, which forms the national innovation system in conjunction with the national projects of the socio-economic development of Russia, is acquiring ever-increasing importance.
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 one is taking place. economic theory innovations adequate to a society based on knowledge.
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 are most deeply studied, 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 the theoretical basis for the study 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 mechanism of production management, on the economy and organization of R&D, the introduction of new equipment 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, research contemporary problems management of small enterprises in the conditions of the Russian innovation market 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 staff 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 development scientific apparatus, substantiation of 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 study 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;
- analyze factors business environment, the conditions for the functioning of market entities, as well as to identify actual problems formation of the infrastructure of the Russian innovative business and suggest 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 managing innovation in small enterprises in modern conditions;
- substantiate and develop a system of measures to strengthen state support for small businesses.
Methodology and research methods. The methodological and theoretical basis of the study is 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 element of the national innovation system has been clarified, production activity which is characterized by increased susceptibility to scientific and technological achievements and the ability to generate an innovative product;
- 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 are proposed, including marketing management, designing new organizational forms, developing motivation and stimulation of innovative activities 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 management of small innovative enterprises, and can also be used in 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 the results of scientific research on the problems of managing the innovation 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 in 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, the scientific novelty and practical significance of the dissertation work are noted.
In the first chapter The study presents the theoretical and methodological aspects of innovation management in small enterprises in modern economic conditions.
It is 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 the scientific school of innovation management, 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.
Improving management methods
industrial enterprise
Specialty 08.00.05 - Economics and management of the national economy
(innovation management)
dissertations for a degree
Candidate of Economic Sciences
Bryansk - 2012
The work was carried out at FBGOU VPO "Oryol State
Institute of Economics and Trade"
Scientific adviser: | |
Official opponents: | Doctor of Economics, Professor Doctor of Economics, Professor |
Lead organization: | FSBEI HPE "Voronezh State University" |
The defense will take place 17 » February 2012 at 12 o'clock at the meeting of the Dissertation Council DM 212.020.05 at FSBEI HPE "Bryansk State University named after Academician" 4, building 7, room. 205.
The dissertation can be found in the library of FSBEI HPE "Bryansk State University named after Academician"
Scientific Secretary
Dissertation Council A. I. Grishchenkov
Doctor of Economics, Professor
GENERAL DESCRIPTION OF WORK
Relevance of the research topic. The transition of the Russian economy to growth, and in the long term - a phased transfer of all economic systems to an innovative type of development, technological renewal of industrial enterprises, increasing their competitiveness, is impossible without a significant intensification of innovative activity and a mechanism for the effective use of innovations. The search for and use of innovations directly at enterprises is becoming an urgent task. The development of new technologies and the improvement of the basic principles of innovation management create conditions for updating the processes of reproduction in enterprises and give an additional impetus to economic growth. Continuous improvement of products, methods and methods of production make the innovation process the main condition for the formation of the competitiveness of enterprises, gaining and maintaining market positions and increasing labor productivity and production efficiency.
Innovations themselves are unique and require a unique organizational model for commercialization, and a careful assessment of the consequences of implementation. Therefore, the adoption of managerial decisions by the heads of industrial enterprises in the field of innovation with a high dynamism of the external environment is associated with difficulties in determining quality indicators innovative project and its economic efficiency.
It should be noted that, despite the presence of numerous works in the economic literature, there is no clear mechanism for managing the innovative activity of an industrial enterprise. The lack of in-depth studies of this problem caused complications of innovative transformations, due to the transfer to the practice of managing domestic enterprises. foreign experience without taking into account the peculiarities of the Russian economy.
To date, one of the least developed issues is the mechanism for the formation of an innovation management system, taking into account the features and operating conditions of industrial Russian enterprises. The relevance of the issues raised requires, first of all, development of new theoretical and methodological approaches and techniques for the effective management of innovation activities to ensure the competitiveness of enterprises in the domestic and world markets.
The degree of development of the topic. The exceptional importance, the growing relevance, the diversity of the problems of innovation and the development of an effective mechanism for managing innovative development have led to an increasing interest in this problem from scientists, both in Russia and abroad.
A significant contribution to the formation of a scientific understanding of innovation was made by the works of the following foreign scientists: P. Drucker, S. O'Donnell, N. Moncheva, I. Perlaki, E. Rogers, B. Santo, B. Twiss, E. Hargadon, J. Schumpeter, and others.
The founder of the theory of innovation is J. Schumpeter. In his opinion, economic development occurs not only through an increase in national reserves, means of production, but also through its own redistribution of means of production belonging to old combinations in favor of new ones. This theory served as the basis for the further development of scientific thought.
Prominent domestic scientists were engaged in the development of issues of innovative activity, innovative development and management of innovations:, O. M. Khotyasheva, and others.
Implementation and approbation of the research results. The main provisions of the dissertation and the scientific results of the research were presented by the author and received approval at interuniversity and regional scientific-practical conferences and seminars in the years, including II International conference "Problems of modern economy" (Novosibirsk, 2010); International scientific and practical conference "Actual issues of the development of innovative economy in modern society" (Saratov, 2010); International scientific-practical Internet conference "Crisis and post-crisis development of the economy of the country and the world" (Orel, 2010); All-Russian scientific conference "Economic development of Russia: institutions, infrastructure, innovations, investments" (Ivanovo, 2010); International scientific and practical conference "Actual issues of socio-economic development in the context of modernization" (Saratov, 2011).
Certain provisions of the methodology for managing innovative development and analyzing the effectiveness of innovative activities have been approved and implemented in the practice of a number of industrial enterprises.
Publications.The main provisions and results of the dissertation research were reflected in 12 printed works published by the author with a total volume of 4.5 pp., two of which were in the journal refereed by the Higher Attestation Commission.
Dissertation structure: the dissertation consists of an introduction, three chapters, a conclusion, a list of references (145 titles) and 1 appendix. The work is presented on 189 pages without application, contains 31 figures, 21 tables.
In the introductionthe relevance of the research topic is substantiated, the degree of its study is characterized, the goals and objectives of the research are indicated, the object and subject, theoretical and methodological basis research, the scientific novelty of the research is formulated, data on the practical significance and approbation of the work are given.
In the first chapter "Theoretical and methodological foundations of the innovative development of an industrial enterprise" the content of the concept of innovation, the innovation process is disclosed and the impact of innovation on the competitiveness of an enterprise is considered, the main factors that negatively affect the competitiveness of Russian industry are analyzed, the goals, objectives and principles of innovative development are highlighted, and modern methods of managing an industrial enterprise are considered.
In the second chapter "Analysis of innovative processes in an industrial enterprise" an assessment of the current state of the innovation sphere in the Russian Federation is given, legal framework innovation activity and the problems of their implementation, a model of the innovation process is presented, innovations are identified and the relationship between the availability of investment capital and the level of development of innovations in the country is proved.
In the third chapter "Formation of mechanisms for innovative development of industry" the main theoretical and methodological recommendations for developing a model of innovative development of industrial enterprises are formulated, methods for creating an optimal portfolio of innovative projects are substantiated, and a scheme for calculating the effectiveness of innovative activity is proposed.
In custodysummed up the main results based on the results of the study.
In the applicationcomparative characteristics of the main financial indicators using various technologies are presented.
MAIN PROVISIONS AND RESULTS OF THE WORK
SUPPLIED FOR DEFENSE
1. The author's model of the innovation process is presented, which combines the stages of the innovation process with the phases of the investment project, which, in contrast to previously known models, makes it possible to connect single system theoretical developments in the field of the innovation process and practical techniques used in the commercialization of innovations.
At present, an innovative model of enterprise development is the key to the success of the development of various sectors of the economy, regions, and individual territories. The implementation of such a model is impossible without understanding the essence of innovation processes in society and at the enterprise.
The innovation process is the process of creating and disseminating innovations (innovations). In the most general form, the scheme of the innovation process can be represented linearly as a sequence of successive stages. The first component of the innovation process in this model is innovation, i.e. new ideas, knowledge is the result of completed scientific research, experimental design, and other scientific and technical results. The second component is implementation, that is, the transformation of an idea or prototype into an industrial design: innovation or innovation. The third component is the diffusion of innovations, which refers to the spread of an already once mastered, implemented innovation: that is, the application of innovative products, services or technologies in new places and conditions. Such a scheme is the most generalized linear model of the innovation process. Its advantages include the fact that it is very simple, since it consists only of the main, most pronounced components of the innovation process. This allows you to immediately capture the essence of the innovation process. Separate blocks can be combined into one. This happens because fundamental research itself is rarely a source of innovation, but is the basis for applied research, which is already directly related to innovation. In addition, the phases can change places, for example, the phase of creating demand - marketing can either follow the phase of pilot and industrial production or precede it, and a set of measures to form consumer preferences can also be located between the phases of pilot production and industrial production. All these nuances depend on a particular enterprise and do not change the essence of the innovation process as such.
In reality, the relationship between the components of the process of creating and distributing innovations is much more complicated, there are a number of additional stages, which, although not the main ones, but in modern conditions they are no less important for the successful completion of the innovation process than the basic ones. In addition, the links between stages are often not linear. There are feedbacks, cross-links, etc. So after the creation of a prototype, the phase of applied research can again follow if the manufactured product was unsuccessful or for other reasons did not suit the manufacturer. Finally, the innovation process is not isolated, since it is actively influenced by the components of the external and internal environment of the enterprise.
Therefore, in addition to linear models, the so-called first and second generation models, there are many more complex models of the innovation process: a model with feedback Roswell, the Kline-Rosenberg chain model, the “Funnel” model by S. Wilwright and K. Clark, etc. All of the above models of the innovation process have both disadvantages and a number of advantages, and no doubt are of great value for understanding the essence of the innovation process. However, they are difficult to apply in practice due to the difference in methodological approaches in assessing the innovative processes taking place in society and on specific enterprise. A specific practical expression of the innovation process in an enterprise is an investment project that shows step by step the sequence of financing and making a profit from a particular innovation process. The author proposes a model based on the synthesis of classical models of the innovation process with feedback and generally recognized phases of the investment project, which allows you to combine practical and theoretical approaches, in this form the innovation process is presented in (Fig. 1).
It follows from the model that eight stages are distinguished in the structure of the innovation process according to the principle of the features of their implementation, which, in turn, are combined into three stages according to the type of product being created: innovation (intellectual product), innovation and innovation.
At the stage of innovation creation, the pre-investment phase of the innovation project begins, which is the economic foundation of the innovation creation process. Already during the generation of ideas and in the process of applied research, the concept of a future project is developed, and the first decisions are made about the possibility or impossibility of investing. At this stage, it usually already becomes obvious the likelihood of creating this innovation in principle. It is at this stage that the feasibility study of the project is developed and the final investment decision is made. Applied Research and developments are carried out mainly at the expense of budgetary funds (for the implementation of the national innovation strategy and large-scale projects), and within industrial enterprises at the expense of own funds. The use of borrowed funds at this stage seems inappropriate, since it is not yet fully known whether the innovation process will move from the innovation stage to the innovation stage. In addition, the search for an investor at this stage is very difficult, since the risks are quite high and the return on the project is not fully known.
The next stage is connected with the application of innovation in production, the creation of experimental facilities, the training of qualified personnel, the manufacture and testing of products on the market. It is at this stage that the investment phase of the innovation process begins, the project itself is implemented, it is monitored and controlled, and commissioning is carried out. Realizing this stage, the enterprise invests its own financial resources, and in case of their lack, it seeks an opportunity to use borrowed or borrowed sources of financing.
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After the formation of the idea and at all subsequent stages up to the stage of diffusion, an assessment of the possible risk should be carried out, and all possible measures should be taken to minimize it. At the stage of diffusion, innovations already once mastered in production begin to be used by other manufacturers in new conditions, both the number of producers and consumers of innovations increases sharply, and their qualitative characteristics also change.
An enterprise that has implemented an innovation gradually demobilizes resources, the current operation and repair of production is carried out. Innovation gradually ceases to be such and passes into the category of a conventional product. Gradually, production is completely closed or a new pilot production appears in its place. That is, the innovation process has completed its development cycle and moved on to a new round of the spiral. At the last stage of consumption, the effectiveness of a particular innovation process is established.
At a particular enterprise, certain stages of the innovation process may be absent. Part of the innovation stages of the innovation process can be delegated to various specialized organizations. It depends on the strategy developed or developed at the enterprise.
The proposed model (Fig. 1) connects the stages of the innovation process with the phases of the innovation project, which is a practical expression of the innovation process. This allows you to start one or another phase of the innovation-investment project in time, and in case of unsuccessful completion of the innovation process, to detect an error and avoid its occurrence in the future, in addition, the presented model allows you to determine how the innovation process proceeds at a particular industrial enterprise, and how each the stage of the innovation process is associated with the life cycle of an innovation and investment project.
2. A model of innovative development of an enterprise based on the concept of strategic analysis has been developed, focused on identifying the main ways of introducing innovations and promising areas for increasing competitiveness, and characterized by simplifying certain stages of the traditional strategic management system, which facilitates its practical application.
Innovative activity of the enterprise is difficult to implement without a clear plan. An innovation is a unique product that requires a specific implementation model, positioning and commercialization. Thoughtful innovation is first and foremost about building a viable business based on the results of scientific research on the needs of the market and the opportunities that the enterprise has. Thus, the commercialization of a technological innovation requires the development of an adequate and well-thought-out innovative business model.
M The model of innovative development of an enterprise is a set of program actions that determine the possibility and sequence of introducing innovations depending on the available resources and goals. The system of formation of an innovation-oriented organization can be represented as the following scheme improved by us (Fig. 2).
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Figure 2 - The system of formation of the model of innovative development
The formation of the model begins with the analysis of the external environment and the diagnosis of the internal state of setting long-term goals, on the basis of which a comprehensive development program is subsequently formed.
To build or select the optimal model, you can use the analysis methods thatwill allow answering the following questions (Fig. 3):
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We propose to group the results of the analysis of the external and internal environment of the enterprise in one block, since they are closely interconnected, and the same methods of analysis can be applied both to assess the internal state of the enterprise and to diagnose the external environment.
Based on a comprehensive analysis of the external environment, as well as the internal state of the enterprise
an enterprise development strategy is being developed, which is a plan of how the resources available to the enterprise will lead to the creation of additional value for the product. And since each enterprise has its own set of initial resources, the strategy is purely specific for each enterprise.The market economy is due to the emergence of new methodological approaches to innovative development, such as: integration, socio-psychological, life-cycle, logistics and strategic, which take into account the specifics of the current stage of development. The emergence of new approaches does not mean the denial of existing ones. New and old approaches exist in dialectical unity, complementing and developing each other.
The life-cycle approach involves the research and design of innovations, their manufacture, circulation and use. This approach proceeds from taking into account the period of time during which an innovation has an active vitality and brings real benefits to its producer.
The strategic approach involves solving issues of management, planning and implementation of innovative projects, anticipating changes in the economic situation, searching for and implementing large-scale innovative solutions that ensure its survival.
The socio-psychological approach assumes the patterns of people's behavior in connection with their inclusion in social groups and the psychological characteristics of these groups.
The logical approach provides innovative development, the purpose of which is to optimize the total costs of the functioning of innovative systems, to overcome certain limitations in the process of their functioning and development.
Thus, the proposed methodological approaches to innovative development are designed to contribute to the implementation of the innovation policy of enterprises. These approaches do not overlap, but complement each other.
The need for their application is caused by the complexity of the systems for ensuring the competitiveness of enterprises in a market economy. An innovative upsurge and sustainable economic growth are possible only on the basis of an increase in the scientific and technical level of production.
Considering innovation as one of the most important factors of economic growth, it is very important to understand the entire innovation process, highlight the role of the subjects of innovation activity, mechanisms for promoting innovation in the market environment at all stages. The scope of work required for the commercialization of intellectual property products at each stage is necessary to account for the database of innovative ideas.
Considering the problematic situations scientific organizations, universities and developers in terms of commercialization of scientific and technical developments, it should be noted that for their successful promotion to the foreign market it is necessary:
- - demonstrate potential buyer product samples, and by no means the theoretical results of the relevant studies. Even if their level is high, the results have little chance of being acquired abroad. It is necessary to complete the R&D stage;
- - to develop institutional methods for protecting intellectual property, in view of the fact that today technologies for recreating any idea and bringing it to life are widely developed all over the world;
- - to have full information about the market of similar technologies. To this end, it is necessary to carry out some work to collect information about existing analogues in order to identify the competitive advantages of their development;
- - to use the resources and capabilities of representative offices of state development institutions that are opening abroad;
- - use the experience of the so-called "spinning companies", "Spin-off" - companies that were originally nurtured in research institutes, universities or government laboratories as structural divisions, but then decided to become independent companies;
- - attract intermediary firms that are able to organize external scientific and technological contacts (including participation in conferences, including international ones) and are ready to implement their ideas in order to meet market demand. In this sense, technology parks can play an important role, which can act as a certain bridge between the needs of industry and the capabilities of universities.
Analysis of the innovative potential of the Republic of Kazakhstan shows that:
- - the share of spending on science in GDP is small in comparison with developed countries;
- - the number of research organizations is growing faster than the number of researchers;
- - the proportion of researchers working in government organizations is declining;
- - investments in the scientific sphere are growing in absolute terms, a small influx of young personnel into science is ensured;
- - the volume of work performed is growing, primarily due to budget financing;
- - the number of security documents issued is small and lags behind the declared number;
- - much more technologies are created in Kazakhstan than are used;
- - innovative activity of enterprises in the real sector is extremely low;
- - the share of innovative products in the gross industrial output is low.
In Kazakhstan, the total expenditure on scientific research is very small and amounts to no more than 0.3% of the country's GDP. However, there is an upward trend in this indicator in absolute terms, and a particularly significant increase is demonstrated by the capital expenditures of scientific organizations.
In Kazakhstan, innovative activity is extremely low. So only in 7 regions (Aktobe, Atyrau, East Kazakhstan, Zhambyl, Karaganda, Pavlodar regions and the city of Almaty) the share of innovatively active enterprises is above 5%, while in other regions of the country it fluctuates between 2.5-5% from the total number of firms. Nevertheless, it can be noted that, in general, innovation activity is growing throughout the country. "Appendix 2".
Based on the data, it can be concluded that the highest volumes of innovative products take place in the Karaganda and Akmola regions. In such regions as Kyzylorda, Kostanay, Zhambyl this figure is much lower. "Appendix 3".
The results of the strategic analysis of innovation activity revealed the following strengths:
- - significant scientific and innovative potential of the country, which allows to intensify innovative activities in the field of mining and processing of the mineral resource base, development of geology, metallurgy, health care, production of biotechnological and pharmaceutical products;
- - allocation at the state level of industrial and innovative development as the main factor in ensuring the competitiveness of the national economic system at the present stage;
- - maintaining the total number of research organizations and increasing the number of universities engaged in research activities;
- - the experience of "successfully" commercialized research, innovative projects in the Republic: the drug "Arglabin" (Institute of Phytochemistry), FSA (Chemical and Metallurgical Institute), special coke (Chemical and Metallurgical Institute), etc.
Weak sides:
- - weak connection between science and production, which even the emerging innovation infrastructure cannot yet strengthen;
- - lack of mass demand for innovative activities on the part of entrepreneurs, due to low profitability and the presence of manageable risks in traditional areas of activity;
- - there is a very low share of commercialization of the developments of research organizations, the bulk of projects are only conceptual in nature and are not brought to the level of prototypes, experimental, semi-industrial production is not launched;
- - insufficient development of the innovation infrastructure, which would make it possible to intensify the commercialization of scientific - research projects, as well as predict and form market demand for innovative products;
- - loss of the existing scientific and innovative potential due to the accumulated deterioration of the material and technical base of scientific research organizations and the massive outflow of highly qualified personnel, due to the decline in prestige and social status scientific activity, violation of the continuity of generations in science;
- - the lack of qualified, experienced, market-oriented innovative managers in production and entrepreneurship, the absence of the institution of "business angels";
- - lack of mechanisms and regulatory framework for the participation of authorities in direct support and financing necessary for the development of the region, innovative projects.
Possibilities:
- - using the intensification of support for research activities in the country, to achieve allocation for research organizations investment investments in priority areas of enhancing innovation activity;
- - attract private investment in the development of science, increase the competitiveness of science-intensive products, strengthen the relationship between research organizations and the business sector;
- - develop and implement objective methods for assessing the economic efficiency of the innovation infrastructure organizations;
- - introduction of international standards in the scientific assessment and examination of science-intensive, innovative projects to attract foreign investment in the development of science;
- - implementation of the Industrial Park project, which will create more than 20 export-oriented industries;
- - open more than 6300 new jobs; which will increase budget contributions by more than $10 million per year;
- - attract more than 500 million dollars of investment in the region.
An analysis of the projects received in the UniScienTech technopark showed that:
- - the vast majority of project proposals are presented in the field of chemistry, mechanical engineering, energy, metallurgy, mining industry;
- - Basically, project proposals are based on the use of fundamental scientific knowledge, or on the application of already known technology and are focused on the production of new products.
- - most of the projects are aimed at carrying out development work, i.e. the purpose of these projects is to create a prototype. These are projects with an average duration of about 12 months, with a low degree of completion. The predominance of such projects is due to the fact that the services of the technopark are most often needed by innovative companies at the Start-up stage, which have carried out research work on projects and are in need of moving to the next stage, which includes the development of design documentation and the creation of a prototype;
- - in most project proposals, special attention is paid to the technical description of the product or technological process and does not disclose issues regarding the sales market, the main components of the competitiveness of the project product (novelty, quality, reliability, prospects, compliance international standards, design, serviceability, etc.).
Thus, the vast majority of project proposals can be characterized as ideas requiring further development in terms of marketing analysis, protection of the intellectual property object, disclosure of the main components of the competitiveness of the project product.
The measures planned by the government to develop a promising state policy in the field of innovative development can contribute to the intensification of scientific and technical activity, however, the main direction of the country's socio-economic development leads to a partial modernization of production assets and technologies, which increases the technical gap from developed countries. Therefore, measures are needed to improve the mechanisms for managing innovation activity as a system of relationships between the state, scientific and technical sphere and market forces.
Organizational - economic mechanism of innovation management - is the interaction of the two systems, which is the support for effective financing of innovative projects.
The innovation activity support system should be built on a differential multi-channel basis, and include the following elements:
Direct (full and partial) state financing of selected priority areas for the development of science-intensive industries, which become the object of state targeted programs, as well as projects in the non-market sector of the economy;
A significant role in the financial and credit support of science-intensive production and increase in innovative activity in the real sector is given to venture funds. The underdevelopment of the stock market has a negative impact on the use of exit technologies for venture investors from financed projects. "Appendix 4".
Taking into account the huge need for financial resources from innovative companies, it is necessary to attract private capital to participate in venture funds and bring them closer to the place of implementation of innovative projects.
The implementation of market and institutional financial and credit mechanisms for investment support for innovation and the development of the National Innovation System (NIS) will lead to:
- 1. a qualitative change in approaches to the system and structure of state financing of science;
- 2. development of the stock market, including the development of special conditions for the entry of new high-tech companies on stock exchanges and special segments on the stock market;
- 3. as a result of the implementation of the State program for the formation of the NIS of the Republic of Kazakhstan:
- - spending on science will increase from 0% in the structure of GDP in 2004 to 2% in 2005 from all sources, including from the state budget up to 1%;
- - an effective system of venture financing of innovation activities will be created.
Today there is no integration system in the Kazakhstani industry information technologies relating to individual stages of the product life cycle (design, technology development, production preparation, production planning and scheduling, etc.).
Domestic scientific - research institutes engaged in the development and implementation of computer control systems for various stages of the production process from product design and technology development to production planning and management. However, developing and operating Computer techologies, as a rule, do not comply with accepted international PLM standards (Product Life Management - product life cycle management). But the main problem of our institutions and enterprises is the delusion that there are no problems with the transition from existing electronic technology to PLM technologies. The use of PLM technologies can significantly reduce the cost of manufactured products while significantly improving their quality and ease of use.
This means that a delay in the introduction of PLM technologies in the industry of Kazakhstan may lead, firstly, to the final loss of the domestic market of high technology products. Secondly, our enterprises will not be able to participate in the market of industrial cooperation; supply of components to foreign companies. Thirdly, national corporations that unite dozens of enterprises will not be able to provide effective interaction designers, suppliers of materials and components, manufacturers and consumers of high technology products. And this will lead to the expansion of foreign companies to the domestic market, using the advantages of PLM - technologies. Therefore, our institutes and enterprises face the most difficult task of forming in the next 5-10 years the processes of developing and applying PLM technologies to solve specific problems. automated control processes of design, production and operation of science-intensive products.
This requires a republican development program IISU NI ( Information Systems management of knowledge-intensive production) based on PLM - standards, within the framework of the current target program industrial and innovative development of Kazakhstan until 2015, while it is necessary to solve the following priority tasks for the development:
- - automated systems managing and exchanging product data in accordance with PLM standards;
- - technology and software tools for the preparation of electronic operational documentation for the product;
- - electronic information models of product quality management systems;
- - regulatory framework application of PLM-technologies (standards, guidelines and guidelines).
For effective solution complex of these tasks, it is necessary to create a research center for the implementation of IMIS NP based on PLM technologies (technology transfer). It is necessary in the near future (2-5 years) to develop and transfer to the industry the appropriate standards, but the use of PLM technologies. In this case, first of all, it is necessary to issue standards for the translation of technical documentation used by the consumer into electronic form.
S.K. Zatonskaya, A.A. Tereshin INNOVATIVE TECHNOLOGIES AS AN OBJECT OF IMPROVING THE MANAGEMENT OF AN ENTERPRISE (BY THE EXAMPLE OF SMZ) In the context 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. 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 personnel, in addition to high qualification and clear vocational guidance 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 direction of the economy, the strengthening of the technical and technological feasibility of scientific ideas and the increase economic feasibility 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, raising the qualifications, 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 utility 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 resources of society: 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, a product innovation can influence the change in production processes, technologies, organizational conditions (especially when training employees and creating social conditions labor). 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. As a legal entity, Samara Metallurgical Plant (SMZ) was established in early 2005. Is it 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 Samara Metallurgical Plant in the domestic market are enterprises trading companies Volga region, Central Federal District (Moscow region), Ural. 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 the 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. 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 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 the culture 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 , representatives of the management, 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 with the allocation of time and resources among the participants to support the 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 the Alcoa company 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 reduction 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, activating 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
