Proposals for optimizing the work of the company Example. Course work: Development of proposals for optimizing the work of the enterprise personnel management service. What does production optimization in the enterprise
The company, the number of which exceeds one person, as a rule, there are various divisions - sales, marketing, accounting, etc. Objectives solved by these services are very different, various and principles of their organization and operation are different. However, it is possible to describe a universal algorithm that can be used when optimizing any unit, regardless of its purpose and the Organization. This is now we will deal with.
What is optimization?
Optimization of activity is a set of activities aimed at improving the efficiency of the unit (or enterprise as a whole). The essence of these events can be expressed by the famous motto - "Above, further, better!". That is, as a result of the actions taken, the division begins to demonstrate increased productivity, cost reduction, etc.
So, proceed. Our task is a description of the universal stages of optimizing the activities of the division.
The emergence of the optimization request
A formal optimization request can proceed from both the management of the company and from the head of the division seeking "what to control here". Accordingly, in the second case, the request is usually quite common, aimed at general improvement of the system, and in the first one - more specific, caused by dissatisfaction with specific indicators of the unit. For example, the company managed may have a desire to reduce the costs of a particular service. Say, too much she consumes. Especially often, such a desire arises with respect to units, directly affecting the company's economic results. An example is the personnel department, especially if its functions are limited to recruitment.
But the desire to reduce costs is far from the only motive for transformations. Most often we are talking about the fact that the unit in existing form is not effectively coping with its responsibilities.
The formulation of the request serves as a starting element, it is from it that all begins. And the first stage in this action becomes "Determination of the mission and the economic function of the division"
Definition of the mission and the economic function of the division
Probably, this item will cause the greatest surprise. It would seem, what should I define here? Sales Department - sells, courier service - delivers, advertising department - advertises. Etc. However, everything is not so simple.
Let's start with the fact that in today's Russian business, the conceptual apparatus is more or less established, but with official duties within one post is still very far from unification. People who occupy the position with the same name in different companies can engage in completely different matters. The most indicative example is marketers. The scatter of what can impose them in charge - from writing the concept of business development to personal sales. The same with personnel managers. Someone has learning, motivation, corporate culture, and someone has chronic irresponsive recruiting. And such a scatter can be found on most companies.
And that is why, before improving something, you need to determine what place it takes something in the general building of the company.
Accordingly, the answer to this question will include:
1. Description of specific tasks solved at the level of this unit
2. Place of division in the execution of the company's total activity
3. Determination of economic participation in the company's total activity
When answering these questions, you must try to observe the maximum clarity and specificity of the wording. Still, this is done not "for a tick", therefore, the wording type "in every way to contribute to the growth of the company's welfare" is not appropriate.
Definition of criteria for efficiency
This item is key. Depending on what will be elected as a criterion of efficiency, all further work will be built. As a rule, the criteria are selected based on the tasks defined in the previous paragraph. That is, the analysis of the "statutory goals" of the division is based on the analysis. For example, defined for the security service, the task "Prevention of theft of Property of the Company" means the amount of theft and will be this criterion for this task.
Thus, the previously formulated tasks give us the possibility of assessing the effectiveness of the actions of the division.
If we face the impossibility of assessment, it means that the tasks were formulated incorrectly, vague-senseless wording was allowed in the process, and you need to return to one point back. On the cola rolled, start first.
But here are the criteria are defined, and the next step will be "Evaluation of the effectiveness of the unit"
Evaluation of the effectiveness of the division
Everything is clear here. We take the selected criteria for efficiency and assess the situation for each of them. Something can be estimated in a numerical form, something according to the "satisfactory / unsatisfactory" principle. As a result, we get a general report on the division where the situation is clearly represented on each of the tasks set before him. And, looking attentive look at this report, we proceed to the next stage - "setting optimization problems"
Setting optimization problems
Obviously, this stage also does not cause much difficulty. It is necessary to optimize those items that kept the strongest "provided" during the assessment. Formulate the optimization tasks are in positive terms, i.e. As a goal, specify the desired result, and not the lack of undesirable. Simply put, the task "to reduce the average work period by vacancies to one and a half weeks" is the correct task.
And now, when all the tasks are delivered, the most interesting thing begins. Namely - "Optimization Activities"
Optimization activities
And, oddly enough, we begin with these events almost from the same as the floor page. That is - with analysis. But this is another analysis aimed at identifying internal reserves. And he begins with "drawing up a general list of functions inside the division"
Compiling a general list of functions inside the division
This list is closest to the detailed job instruction, with the difference that is done for the entire division as a whole. But for simplicity it is worth breaking in accordance with individual posts. Thus, we obtain a detailed list of functions executed by employees of the unit. And go further.
Evaluation of the success of functions
Here we, again, are evaluated. But no longer in general, as before, but for each of the functions. And we get a visual picture - which functions are lame and how they are distributed among employees.
In the simplest case, it turns out that all the failures occur from one person and the correct decision is to replace this person. But this situation is the most incredible, since this sabotage would be visible and without any research. Therefore, most likely, "saving" functions will be evenly distributed among the staff of the department.
If it turns out the impossibility of assessing the performance of functions - it is necessary to seriously think over the existing system of control and the fact that it exists at all.
Determining the dependence of the successful execution of functions from subjective factors
At this stage, we determine how much the problems of execution are associated with personal features of employees. For example, someone in life is very leisurely and he has constant problems with the deadlines of the tasks. Accordingly, the decision will be the change in its responsibilities in favor of those that do not require rapid reactions.
Definition of dependence on factors inside the division
The main factors affecting the performance of work is the working atmosphere in the division. Moreover, the sad consequences lead both deviations from the middle - both in positive and in the negative side. If the subdivision reigns the atmosphere of disunity, confrontation and aggression, then the work will obviously be a bounce in a part that requires interpersonal interaction. However, on the other hand, if the team has developed "warm", then most of the working time can be held in slow tea drinking and conversations "for life".
Other negative internal factors are:
1. Insufficient automation of the process (for example - manual filling of documents, maintaining paper databases, etc.)
2. Duplication of employee functions
3. Fuzzy definition of official duties
4. Availability of dual subordination staff
Determining the dependence of the successful performance of functions from factors outside the unit
In addition to the above, it is required to track external factors. Often the negative impact on the effectiveness of the unit is provided by the effect of related departments. For example, the slowness of the procurement department can be explained by the rate with which the accounts discharged by accounting. It is clear that in this situation something is to rule in the procurement of a special meaning.
Other examples - not departments of personnel and marketing can be responsible for the disruption of the selection of an employee or marketing plan, and leaders whose responsibilities included the approval of the candidates and materials presented (some leaders love to "take a couple of weeks to reflections").
"Tempographic mapping" - drawing up a temporary cost card for the implementation of the described functions (observation)
Copy further. Now we must arm a pencil, notebook and stopwatch and settle in the department for several days. As a result of this session, we get a picture of the use of working time in the department - who, how much and what spends. Sometimes strange things are found. For example, it may turn out that most of the working time employees go to the corridor to the common network printer installed there and then search for their documents on other departments (where they accidentally dragged from the total stack).
In any case, the data we get valuable. Of these, it immediately becomes clear where the years of our life leave.
"Tempographic mapping" (survey)
Immediately after the observational actions, we carry out a survey with a similar purpose. We offer employees to speak out about what they spend most of their time. Spellings we bring to the table, the table correlate with observation data.
Making Proposals for Improvement (Poll)
Another democratic event. We offer employees to express on the topic "What prevents you from the work of the department and what can be improved?" The results will not necessarily affect the depth of analysis (someone is annoying only the absence of soap in the toilet), but, in any case, listen to the opinion of the "people".
Search for the capabilities of the consolidation of the same type functions
An analytical stage can be considered finished, and now we are proceeding directly to improvements. The first of these will be "searching for the capabilities of the consolidation of the same type of functions." The meaning of this event is that the same type of time that take time from various employees is entrusted with a separate employee. Examples of such solutions mass. This is the answering machine, or the secretary telling the road to the office on which the subscriber switches at the end of the conversation. This is the PC operator, which in the accounting department is engaged in the introduction of primary documents, eliminating more qualified specialists from this routine. This is also "telemarketologists" - calls in the sales departments, and reversals in recruitment agencies. And many options are still.
Consolidation of functions makes it possible to save the time of expensive specialists and increase the overall productivity of the department.
Search for automation features
Automation - the batch of modern business. Indeed, in the business process of a typical organization there is a lot of "nodes" to be translated into a digital format. Accordingly, these nodes need to be identified and invent, how to put automation to the service person. The introduction of avomatization in the department can increase productivity to 100%, due to the disposal of employees from routine work and reduce the time for communications and search for the required documents.
In search of automation options, it is worth focusing on the general needs of the company. If the company's plans include the acquisition of a unified business process management system, then the problems of the department will be solved by it. If the implementation of the total CRM is not planned, it is possible to purchase or create some kind of type decision level. And, in any case, it remains the possibility of automating individual functions through "self-written" programs, without a wax on "100% digital management department".
Search for training opportunities
This item we put the last, despite the fact that in many departments of the "training" personnel in the first lines of priorities. However, learning to retail. And, since in our case, training is not an end in itself, but a means of improvement, we note the following points:
1. Optimization of work as a result of personnel training is not always possible, since there are a large number of factors increasing in advance. These include - low employee motivation, various training ability from different employees, insufficient trainer qualifications, lack of adaptation of the training course to the requirements of the company, etc.
2. People, unfortunately, not very resistant material. Therefore, investments in training are justified only with the condition that the student employee will work in the company a sufficient period for the "return" of funds invested in it. However, it is not always possible.
However, if the study revealed the need for learning, then training should take place. The main condition that must be followed in this case is to track the effectiveness of learning, how really the efficiency of the unit has changed.
Economic evaluation of prospects for optimization
So, after the optimization options are selected, we approach the most unpleasant moment. Namely - it is necessary to estimate the costs of these activities and compare them with the projected economic effect. Why do we call this stage the most unpleasant? Yes, because it is here that an incomparable scale of costs and acquired benefits can be found out. In the sense that the costs are large, and the benefits are alas. But, nevertheless, it is this stage that it is determining what transformations should be given a "ticket to life". And, no matter how bitterly, it should be ruthlessly abandoning "improvements for the sake of improvements" - transformations that do not pay off. Because in the long run, such "innovations" will only lead to disappointments.
And on this, actually, everything. Almost all. Because after the introduction of the selected solutions, you will still need to assess their effectiveness. But this is the return to the very beginning of our story - "Evaluation of the effectiveness of the unit."
Successful optimizations!
3.1. Development of proposals for optimizing staff costs
The analysis showed that the costs of personnel are quite effective. However, we define the main directions to optimize the cost of personnel.
During 2008, the leadership of LLC "Borets" plans to withdraw the main part of production outside the capital to subsidiaries. At the same time, the control apparatus will remain in Moscow, and will control the activities of the Holding.
In the current situation, first of all, I would like to increase the costs of training and professional development of the management office, economists and logistics on the topics "Restructuring of the Company or the construction of an effective organizational structure", "Optimization of financial flows in the holding" and "Logistics". I believe it will help to avoid many problems and help answer many important questions. For example: "How to rationally organize a holding structure in order to comprehensive tax optimization? How to distribute the tax burden between the structures included in the holding? Is it possible to transfer from one organization to another with minimal tax loss: expenses, property or cash? "
I consider the implementation of outplayer services, because With the main mass of personnel will have to part. Outplayment is a system of measures to provide services for promoting employment released by the company's employees. If the company during temporary difficulties takes care of the dismissed employees, this does not remain unnoticed and allows you to attract the best specialists in the future. Otherwise, the company simultaneously retains good relations with former employees and maintains a reputation as a socially responsible organization.
The outplayership consultant provides advisory support to abbreviated employees in the process of finding a job. For many "parsing" in the process of finding a job. Discussion and analysis of the latest contact experience with potential employers adjusts the expectations of the applicant and its future plans. The self-premium technique is being implemented. Additional psychological support is carried out. Courage, martial spirit greatly increase the chances of success. Moreover, an outplayer consultant will not only provide support in finding work, but also help it adapt to it, and at least a trial period.
Thus, autplayer consultants are assisted in the employment of dismissed employees, provide painless parting of an employee with the company, helping him to find a job and maintaining a reputation and commercial secrets of the customer company.
The use of outplayer procedures will allow the company to reduce the number of complaints from dismissed, including the number of lawsuits (payments on them), reduce the number of compensation payments to the dismissal employees, to preserve the company's positive image and at the same time to remain in acceptable relationships with employees falling under the reduction.
Analysis of the dynamics of the efficiency of the current use of the enterprise
Analysis of the costs of OJSC LUKOIL and the ways to reduce them
To begin with, submit a SWOT analysis of the enterprise "LUKOIL": Table 2.2.1 Strengths Weaknesses are a high degree of vertical business integration. - High standards of corporate governance and high reputation ...
Analysis of profitability of LLC "Izuumovskoye" Shcherbakulsky district of the Omsk region and the ways to increase it
Profit and profitability relate to the most important and generalizing indicators with which the efficiency of social production is estimated. Their value depends on the production, sales ...
Analysis of the structure of the cost of personnel and their assessment
Analysis of the structure and dynamics of the consumer basket in the region
In the Constitution of the Russian Federation, the Constitution of the Russian Federation of 12.12.1993 (as amended by the Federal Constitutional Law of July 21, 2007 No. 5-FKZ) // Rossiyskaya Gazeta, No. 237, 25.12.1993. p. 1 Art. 7 Formulated position, stanking ...
Analysis of the Lipetsk economy as a monogorod
Analysis of economic growth in planned and market systems
To improve the financial and economic activities of Poshidon LLC, it is necessary, first of all, to increase the turnover of receivables ...
The impact of the budget deficit on the quality of life of the population on the example of the municipality of Pushkinsky district
The basis of the economy of the Pushkinsky district is today 13 large and medium-sized industrial enterprises forming a diversified industrial complex: pulp and paper, metallurgical, chemical, woodworking ...
The profitability of the enterprise and the way to increase it on the example of UralchimService LLC
Justification of costs for current repair and maintenance of electrical networks
The mechanism of economic management as a whole is determined by the degree of manageability costs. The cost management system consists of interrelated processes of forecasting, planning, cost ignition ...
Organization of planned work in the enterprise
Cafe "Versailles" has been providing services in the field of catering. In order for the cafe "Versailles" not only continued to exist in the market of services in the field of catering, but also developed in all directions ...
Ways to optimize staff costs
Ways to increase profits at the enterprise
OJSC "M. Video" conducts regular research in the field of marketing and management of its organization. Based on the analysis of the financial and economic activities of the organization ...
Varieties of economic risk at the Moscow Vegetable Factory
The problem of risks in the APC is multifaceted. It applies not only to the state federal or regional agrarian policy, to the adoption of management decisions directly in production ...
Financial policy of the state in the field of small business support
Small business as a scope of economic activity is capable of maximum adaptability ...
Development of proposals for optimization of profits of OJSC L-Market
Improving the performance of the enterprise through the implementation of the financial strategy and the strategy of operating (production) activities
Studies have shown that it is possible to increase profits by expanding sales markets, which is possible due to the increase in volumes, marketing service and quality improvement.
Thus, the change in the nomenclature and the range of products manufactured and the services provided is one of the important factors affecting the level of production costs. With different profitability of individual products and services (relative to the cost), shifts in the composition of products related to improving its structure and improving production efficiency can lead both to a decrease and increase in the cost of production and provision of services.
As is known, an increase in the release reduces costs per unit of production, and therefore, the cost is reduced, which ultimately leads to an increase in profits from sales (scale effect).
In addition, the additional production of cost-effective products in itself gives additional profits.
Thus, with an increase in the release and, accordingly, the implementation of profitable products increases profits per unit of products, and also increases the amount of products sold, each additional unit of which increases the total amount of profit. As a result, an increase in the available cost-effective products provided its implementation gives a significant increase in profit. However, it should always be remembered that sales are always limited to solvent demand.
While many former largest publishers have sharply reduced the release of printed products and suffered significant personnel losses, many different commercial non-state publishing houses and advertising and publishing agencies have emerged, which managed to "fit" into new, market conditions, dramatically changed the publishing process, product distribution system And they took a dominant position in the printing market.
New trends associated primarily with decentralization of printing products, a decrease in medium cycling, the growth of the issue of the issue and the problems of distribution and sales, spawned the need for a structural restructuring of the printing industry in terms of creating smaller, mainly private industries that can withstand new conditions. Competitions on product quality, service range and manufacturing time.
Market requirements radically change the structure of printing services. Figure 3.1 shows how approximately the structure of printing services in Western Europe looks.
Fig. 3.1.
In Moscow and the Moscow region, before the start of market transformations (1990), the structure of printing services looked as follows (Fig. 3.2).
Starting from the mid-90s of the last century, a significant number of companies have come to the market of printing services of Russia, equipped mainly from 20 to 200 employees, equipped mainly by new printing equipment and is quite modern at that stage of technology that has occupied a free niche of label and packaging products. .
Fig. 3.2.
This made it possible to exhibit the labels, packaging of enterprises of the Ministry of Agriculture, departmental plants, regional and enlarged printing houses, which produced this type of product and could not compete with new companies due to obsolete equipment and technology. Over the past 10 years, there has been a stable growth in the volume of the packaging market by 3-4% annually. As a result, the structure of the production of printing products in Moscow and the Moscow region acquired a view close to European and looks approximately so (Fig.3.2).
Presented in Fig. 3.2 Structure is approximate because it does not record the issue of books, brochures, magazines and newspapers in print sheets, but accounting in the number of copies, which does not allow to accurately take into account the volume of production. In this regard, presented in Fig. 3.3 Data obtained by expert assessments. As can be seen from fig. 3.3 The proportion of the production of newspapers, books and magazines has decreased and gave way to a label and packaging.
OJSC L-Market has all the above parameters, and therefore has all the grounds for increasing production in perspective.
Fig. 3.3.
Marketing analysis of development options OJSC L-Market has shown that the most appropriate development strategy will be a strategy of concentrated growth.
The results of an analysis of profit and profitability for the reporting period (year) are used to determine the directions for finding reserves of its growth for the subsequent period. The main sources of profit growth is to increase product sales, reduce its cost, price increase by improving the quality of commercial products, implementing it in more favorable sales markets, etc.
At the same time, one of the most important indicators characterizing the work of industrial enterprises is the cost of production (services). Cost cost is a monetary expression of the costs of production factors necessary for the implementation of the enterprise of industrial and commercial activities related to the production of products and the provision of services.
The role of cost in the enterprise economy is difficult to overestimate. The financial results of the enterprise, the rate of expanded reproduction, the financial condition of the economic entity depend on its level. Being an important indicator of financial activities, it reflects changes in labor productivity and the efficiency of the use of enterprise resources.
It is of particular importance that cost is the indicator for which it is possible to judge the efficiency of the production of production, the competitiveness of the enterprise. Reduce the cost of production will allow competent cost management. According to experts, the cost management of the enterprise includes:
Knowledge of where, when and in what volumes of enterprise resources are spent;
Knowledge of patterns of behavior of different types of costs;
Forecast where, when and in what volumes additional resources are needed;
Ability to ensure the highest level of return on the use of enterprise resources;
Systematic identification and use of reserves of cost reduction and cost in general;
Organization of the production management system, oriented cost control and search for reserves for their effective reduction;
Focus on the prevention of costs, and not to their account;
Involvement in the cost management system of all types of costs.
Cost management should include the following procedures: planning, cost accounting, analysis of accounting information, decision-making based on the results of the analysis and the implementation of the necessary impacts on costs for their optimization.
The total costs are calculated by the following formula:
I0 \u003d IZO + IR + ITR + IPP + IPP, (3.1)
where the IOZ is the cost of placement and processing of the order;
IR - the price of material and technical resources;
ITER - transport costs;
ISCL - stockpiling and warehouse costs;
IPP - costs of tracking material resources on the way.
In turn, transport costs when applying the warehouse form of supply are calculated by the formula:
ITR \u003d from + ID, (3.2)
where from the cost of the supply of resources to the company's warehouse;
ID - costs for the delivery of resources to objects.
The possibility of achieving various values \u200b\u200bof the costs of treatment under different forms of MTO organizations in a printing company puts the task of technical and economic analysis of options and the choice of rational, in which the total costs of MTO (the sum of all costs) will be minimal that can be expressed by the following formula:
Io \u003d? And min (3.3)
where, i \u003d 1, 2, 3 ... n - types of costs.
In this regard, the most significant factors affecting costs are the amount of material and technical resources acquired, the increase in which creates conditions for profitable contracting and receiving discounts on the price of material and technical resources.
Therefore, to solve the problem of reducing the costs of production and sales of products at OJSC L-Market, a common program should be developed, which should be adjusted annually taking into account the circumstances treated at the enterprise. This program must be integrated, i.e. All factors that affect the reduction of production costs and product sales are taken into account.
In general, the following points should be reflected in it:
1) A set of measures on a more rational use of material resources (introduction of new equipment and waste-free technology, allowing more economically to spend raw materials, materials, fuels and energy; improvement of the regulatory framework of the enterprise; the introduction and use of more progressive materials; the integrated use of raw materials and materials; the use of waste production; improvement of product quality and decline in marriage, etc.).
2) Events related to improving the use of fixed assets (exemption of the enterprise from excess machines and equipment; delivery of the property of the enterprise for rent; improvement of the quality of maintenance and repair of fixed assets; providing greater loading of machinery and equipment; raising the level of staff qualifications serving machinery and equipment; Application of accelerated depreciation; introduction of more progressive machines and equipment, etc.).
3) activities related to improving the use of labor (definition and maintaining the optimal number of personnel; raising the level of qualifications; provision of advanced productivity growth in comparison with the average wage; application of progressive systems and forms of wage; improvement of the regulatory framework; improvement of working conditions; Mechanization and automation of all production processes; ensuring the motivation of high-performance labor, etc.).
In addition, a comprehensive program to reduce production costs should have a clear mechanism for its implementation.
It should also be emphasized that the planning and implementation of only individual measures to reduce production costs, although they give a certain effect, but do not solve problems in general.
Currently, when analyzing the actual cost of products, the identification of reserves and the economic effect on its reduction uses the calculation of economic factors. Economic factors most fully cover all elements of the production process: funds, objects of labor and labor itself. They reflect the main areas of work of enterprises to reduce costs: improving labor productivity, the introduction of advanced equipment and technology, the best use of equipment, reduction of workpiece and better use of labor items, reduction of administrative and other overhead, reduction of marriage and elimination of non-production costs and losses .
The basis for the development of a plan for the cost of commercial products are planned calculations. In the preparation of calculations in the publishing house, law on pricing and instructions of higher organizations are guided by the law on pricing and instructions. So, for printing publications in the 2010 children's, educational literature and state promenes, the level of profitability did not exceed 10%. Many types of services in the publishing house have developed and operate price lists, such as the manufacture of stamps, the output of the diapositives, the manufacture of samples, print newspapers, business cards and others. The price lists are revised as the labor costs and prices for materials change.
According to expert estimates, the implementation of a program to reduce production costs will reduce the material intensity of manufactured products by 4.0% and energy intensity by 8.1% compared with 2010. The decrease in the material consumption of manufactured products can be achieved by revising the expenditure rate of materials towards the reduction (paint for printing on sheet machines, color paint for printing newspaper products, consumables on binding processes, etc.), the introduction of new technology for the manufacture of offset printing forms. The norms of technical waste of newspaper and offset paper should also be recycled and improved for the Tensor Roll Newspaper.
An indicator of reducing the level of energy intensity produced products will be 29.8% against 8.5 percent achieved in the current year.
Proposals for optimizing development systems
taking into account reservoir inhomogeneities
The theory and practice of the development of oil fields indicate that the choice of the system of flooding (geometry and density of the wells of wells; the pace of injection and selections) is a key factor determining both oil production levels and finite oil recovery. Regular flooding systems, effective in conditions of homogeneous collectors, lose their attractiveness on inhomogeneous objects. At the initial stage of operation of deposits, the design of template patterns is justified, since this period is characterized by low learning objects. However, in the later stages of development, when the volume of knowledge about the structure of the formation becomes significant, the possibility of optimizing the system of flooding taking into account the detected heterogeneities.
Three main types of heterogeneities can be distinguished, characterizing the inner structure of the formation - this is a lithologic-facial, tectonic and structural-gravitational.
Considering lithological-facial inhomogeneity, We note that this is the most common and large-scale type of heterogeneity, reflecting the conditions of sedimentation, characteristic of this object. It is known that the collector properties of the breed substantially depend on the ownership of it to one or another type of found. As an efficient design solution in the conditions of high facial collector heterogeneitythe transformation of the planting system is proposed, as a result of which the mining wells are mainly located in highly productive facies, and less productive sediments in the adjacent zones with them. The specialists of the company "Concord" proposed a comprehensive analytical criterion for the optimal mutual arrangement of mining and discharge wells in the conditions of zonally inhomogeneous formation.
With the usual technologies of flooding of inhomogeneous reservoirs, most of the oil reserves in the permeable zones remain not covered by the factory. The reservoir in such conditions is a random alternation of factory and oil-saturated zones. In such objects, the introduction of injected water into stagnant oil-saturated zones is possible when creating periodically changing fields of pressures in a reservoir.A non-stationary field of pressure in the formation is created due to a periodic change in the volume of the injected agent or with a cyclic selection of fluid. The attractiveness of non-stationary factory technologies is their relative cheapness, because It does not require significant capital investments. The use of non-stationary flooding allows you to get a significant effect.
Another type of heterogeneity, which has a significant impact on the efficiency of oil recovery -heterogeneity due to tectonic processes. We are talking about systems of faults, disjunctive disorders and cracks. Fault and cracks cause abnormal characteristics of wells, with something ~ 10% of such abnormal wells can provide 50% of the accumulated oil production over the object. Consequently, the task of identifying the fault system and crack is of paramount importance. Traditional methods for analyzing seismic attributes do not fully solve it, so it is necessary to additionally attract commercial and geophysical information on wells. According to the results of the localization of cracks, as well as the analysis of the developmenta transformation of a factory system is proposed taking into account tectonic heterogeneities.
Introduction
Chapter 1. Characteristics of the organization
1.1 Company name and its rationale
1.2 Organization's property nature
1.3 Type of economic activity CJSC MZ "Balakovsky"
1.4 Assortment of goods manufactured
1.5 On the continuousness of the company's work on the market
1.6 Major Counterparty Firms and Competition Firms
1.7 The number of employees and the structure of the organization
Chapter 2. Management Functions
Chapter 3. Planning
3.1 Mission Organization and Strategic Vision
3.2 organization chains
3.3 SWOT-ANALYSIS
3.3.1 Evaluation and Analysis of the External Environment
3.3.2 Management examination of the internal strengths and weaknesses of the organization
3.3.3 Study of strategic alternatives and a choice of strategy
3.3.4 Implementation of the strategic plan and its assessment
Chapter 4. Organization of interaction and powers
4.1 Building the structure of the organization
4.2 Delegation of authority
4.3 Motivation
4.4 control
Chapter 5. Innovative technologies in the dairy industry: Proposals for implementation
5.1 Conducting fundamental and applied research
5.2 Innovative processes in the production and processing of milk
5.3 Problems of introducing innovations in the process of milk production and processing
Conclusion
Bibliography
Introduction
Relevance of the topic of research: Over the past years, economic transformations in Russia have created certain prerequisites for the formation and development of small and medium-sized businesses. At the very least, it has now become apparent that small and secondary entrepreneurship, promptly responding to changes in market conditions, gives the market economy the necessary flexibility. Small and medium business mobilizes considerable financial and production resources of the population, which in his absence could not be used.
It should be noted that, largely, modern economic difficulties in the development of small and medium-sized businesses are due to the imperfection of the production management system and innovation activities in small and medium-sized enterprises. Business planning will allow you to look into the future of the enterprise, to provide for goals, scope, scope and results of its activities in compulsion with sources and costs.
Innovative processes are a strategic factor in the economic stability of the industry, at the same time, efficient production allows the introduction of progressive technologies and equipment, providing its innovative component. As practice has shown, the economic efficiency of production and innovative activity of the organization are in direct relationship. Without the update and modernization of technological systems, the enterprise does not have the ability to produce products that meet high quality requirements, and therefore ensure competitiveness and goods and enterprises. As a result, a producer, applying outdated technologies, is not able to win in a competitive struggle with both domestic and foreign companies - innovators. Innovative processes are an effective tool for solving the production, economic and social problems of the agricultural sector of the country's economy. At the same time, it is the effectiveness that is a significant prerequisite for the intensification of innovative processes in the industry.
Many domestic scientists, in new economic conditions, devoted their scientific research to the problems of increasing the milk productivity and the quality of milk. Among them, such scientists as I.M. Dunin; S.A. Dancvert and others; G.V. Rodionov, N.I. Dragongrov, L.K. Ernst, G.M. Tulikov (1986-2010); N.I. Morozova, E.A. Goryunov, A.S. Shuvikov (2004), F.A. Musaev and others.
The object of study of the course project - ZAO Dairy Plant "Balakovsky".
The subject of the study is a project for implementing innovations into an enterprise production cycle using the project initiator funds, with the involvement of third-party funds.
The purpose of this course project is to develop innovative proposals for optimizing activities on the example of the Balakovsky Milk Factory CJSC.
To achieve his goal, the following tasks will be solved:
Explore enterprise: Determine the nature of the property, type of economic activity, product range, organization structure,
Consider the management functions of the enterprise,
Explore the characteristics of the planning of the enterprise,
Explore the organization of interaction and powers of the enterprise,
To assess innovative technologies in the dairy industry at the present stage.
In this course project, methods of analysis, deductive analytical research methods, method of generalizations are used as research methods.
The project has a logical structure and contains the introduction, five chapters, 17 sections, conclusion, a bibliography of nineteen sources, one application.
Chapter 1. Characteristics of the organization
1.1 Company name and its rationale
ZAO Dairy Plant "Balakovsky" was created in 2002 on the basis of the existing processing enterprise "Milk of the Volga region", which existed since 1998.
CJSC is registered at the address of Saratov region, Balakovo G., Saratov Highway, 22 house.
The name of the enterprise reflects its location and type of products manufactured - production and sale of wholesale dairy products: butter, cottage cheese, margarine, yogurt, milk, kefir, sour cream, cheese.
1.2 Organization's property nature
Balakovsky dairy plant is a commercial organization that exists in the form of a closed joint-stock company.
Under the joint-stock company means the Company, the authorized capital of which is divided into a certain number of shares, and the participants of which are not responsible for its obligations and carry the risk of losses associated with the activities of the JSC, within the value of the shares belonging to them. Joint stock companies can be open and closedWhat is reflected in its charter and brand name. The differences between them are as follows.
Shareholders open Society Can alienate the shares belonging to them without the consent of other shareholders of this company. Such a society is entitled to hold an open subscription to the promotions issued by him and carry out their free sale in accordance with the legislation of the Russian Federation.
The main characteristics of the open society are the scale of combined capital and a large number of owners. The main idea that is usually prosecuted when creating such a form of a private enterprise is to attract and concentrate large funds (capital) of individuals and legal entities in order to use their profit.
Society, the shares of which are distributed only among its founders or other, in advance of a certain circle of persons, is recognized closed society. Such a society is not entitled to conduct an open subscription to the stock produced by him either otherwise offer them for the acquisition of an unlimited circle of individuals.
Shareholders of a closed society have the preemptive right to acquire shares sold by other shareholders of this society, at the price of another person. The statute of society may provide for the preferential right of society for the acquisition of shares sold by its shareholders if the shareholders did not use their preemptive right to acquire shares.
1.3 Type of economic activity CJSC MZ "Balakovsky"
Milk plant "Balakovsky" is engaged in the production of dairy products.
Now the main activity of the Balakovsky dairy plant is:
Milk production;
The production of ferocular products;
Production of cottage cheese, yogurt, sour cream, cream;
Cheese production; butter cream;
Market research and product sales.
1.4 Assortment of goods manufactured
The dairy complex is designed to process milk and the release of whole milk products. The dairy complex performs the following functions:
reception, separation, cooling and pasteurization of raw milk;
release of drinking milk 2.5% fat content in polyethylene packages with a capacity of 0.5 liters and 1 liter;
production of the "Balakovsky" cheese 45% of fatty;
creamy oil silent 72% fat;
cream 6%, 8%, 20%, 35% fat;
sour cream 20% and 30% fat;
cottage cheese low-fat 1%, 5% fat.
Project capacity of the enterprise - 15 tons of milk processed per day with basic fatness 3.6%. The staff number of characters is 50 people with maximum boot of the enterprise with raw materials.
Table 1 Assortment of products CJSC Milk Plant "Balakovsky"
View of oil Mass fraction,% fat, including vegetable Energy value, KJ / 100g water product Vologda The traditional composition is sweet creamy and sour: Capless Amateur: Sweetsky: Capless Kiselvoye: Capless Peasant: Sweetsky: Capless Kiselvoyous unsalted Russian sweet and kiseli Sandwich Sweet and Skin "Edelweiss" With fillers (taste, vegetable oil) Slavyanskoye: Capless * Mass fraction of fat The Balakovsky dairy plant was created in 2002 on the basis of the existing processing enterprise "Volga Milk", which has existed since 1998. CJSC Milk Plant "Balakovsky" - an enterprise with rich traditions. It was organized in 1934 and more than seventy years produces high-quality, natural dairy products for the population. About 80 product items are produced at the plant, production facilities allow more 55 tons of raw milk per day. The company is equipped with modern equipment for packaging products in Poly Pak type packaging, Pup Pak, Flow Pak, plastic cups and baths, in vaccine barrier film. The company specializes in the production of a wide range of dairy products. Counterparty firms are: CJSC "Ufamolzavod", "Neftekamsky Highness". The main competitors of the Balakovsky dairy plant are: OJSC "Saratov Milk Combine" OJSC "Volskmoloko" OJSC Engels Milk Combine, Tatischevsky Milk Plant LLC Sovmol, LLC Pugachevsky Dairy Product, etc. At the moment, the number of all personnel is more than 130 people, including 20 people - management personnel. The structure of the organization is a way to build a relationship between control levels and functional areas, providing optimal, under these conditions, achieving the organization's goal. The structure of the organization of the Balakovsky dairy plant is linear-functional. The main advantages of such a structure is: High competence of specialists responsible for the implementation of specific functions; Liberation of linear managers from solving some special issues; Elimination of duplication and parallelism in the execution of management functions; Standardization, formalization and programming of phenomena and processes; Reducing the need for wide profile specialists; Maintaining constant relationships between different functional services. The following can be attributed to the following: Excessive interest in the implementation of the goals and objectives of its divisions; The appearance of trends of excessive centralization; Duration of decision-making procedures; A relatively frozen organizational form, with difficulty responding to changes. In modern theories of management and related disciplines, several approaches are prevalent, which are closely interrelated with each other and form a single practice and theoretical basis. The general for them is to understand the fact that all the processes occurring in the organization and outside it are closely interrelated with each other. Therefore, if in classical schools, the Office was understood and carried out in the form of an impact on the internal factors of the organization (for example, the reduction of costs), then the problems of flexibility and adaptation to changes in the external environment are subject to the fore. So, modern management is based on several common ideological and methodological approaches. The most frequently used process, systemic and situational approaches are most used. Briefly consider them: System approach - managers should consider the organization as a set of interdependent elements, such as people, structure, tasks and technology, which are focused on achieving the various objectives of the changing external environment. The situational approach concentrates on the fact that the suitability of various methods of management is determined by the situation. Since there is such an abundance of factors both in the organization itself and in the environment, there is no single best way to manage the organization. The most efficient method in a particular situation is a method that most of all corresponds to this situation. The process approach is considering management as a continuous series of interrelated management thoughts. This concept, meaning a major turn in management thought, is widely used and now. Management is considered as a process, because work on achieving goals with the help of others is not a one-time effect, but a series of continuous interrelated actions. These actions, each of which in itself is a process, are very important for the success of the organization. They are called managerial functions. Each managerial function is also a process because it also consists of a series of interrelated actions. The management process is the total amount of all functions. Henri Fayel, who is attributed to the initial development of this concept believed that there are five source functions. According to him, "manage means to predict and plan, organize, dispose, coordinate and control." Many authors complemented these functions. In the modern management, four management functions are allocated to the most applied in all organizations - is planning, organization, motivation and control. These four primary management functions are combined by the binding communication and decision making processes. Milk plant management functions "Balakovsky" We will look at exactly on the process approach. Planning is to determine the direction and method of activity to achieve the desired result in a specific situation. Planning preceded forecasting - analysis of the spectrum of possible development options based on the identification of major trends. Planning distinguish between two main stages: strategic planning and implementation of the strategy. Strategic planning is a set of actions and decisions taken by the leadership, which lead to the development of measures aimed at achieving the organization of their goals. The strategic planning process is a tool that helps make management decisions. As part of strategic planning, there are four types of management activities: the distribution of resources, adaptation to the external environment, internal coordination and organizational strategic prediction (awareness of organizational strategies). The following types of planning are used: Strategic, in which the plan is usually drawn up for 5-15 years and are formulated main goals and objectives of the enterprise to perspective. Long term - an integral part of strategic planning, plans are being developed for several years and aimed at solving individual independent problems of the company's strategy. Current planning - plans are drawn up for the current fiscal year and is a stage of implementing the company's strategy; It indicates all activities of the enterprise and the work of all divisions. Operational - production planning - detailed plans aimed at solving specific issues of the enterprise. Investment projects are the plans of capital investments directed to the creation of production capacity. Have a long-term nature. Business planning is a plan for creating a new enterprise, market entry and ensuring the profitability of economic activities. Technological planning - development of raw material spending standards, materials, rates for waste, drawing up recipes, etc. Aims to reduce marriage, losses. Social planning is considering the issues of the socio-qualification structure of working, raising their qualifications, improvement of working conditions, life, etc. The main common goal of the organization is a clearly pronounced cause of its existence - referred to as its mission. Objectives are produced to implement this mission. There is a wide and narrow understanding of the mission. In case of a broad understanding, the mission is considered as a statement by philosophy and purpose, the meaning of the organization's existence. The organization's philosophy determines the values, beliefs and principles, in accordance with which the organization intends to carry out its activities. The purpose determines the actions that the organization intends to exercise, and what type of organization intends to be. In the event that there is a narrow understanding of the mission, it is considered as a formulated approval as to what or for what reason is the organization, i.e. The mission is understood as a statement disclosing the meaning of the organization's existence, in which the difference between this organization from the likes is manifested. Mission Milk Plant "Balakovsky": "Milk - the basis of life on Earth. We united in order for milk to make the freshness of endless meadows and the golden radiance of the Sun, brought the health and mood of the holiday in every home. We respect the right to choose the buyer and strive to become the best and beloved for him. " Strategic vision of the Balakovsky dairy plant seems to cover the market segment in the amount of at least 5% of the current market capacity in the regions Objectives are a specific condition of the individual characteristics of the organization, the achievement of which is desirable for it and to achieve its activities. It is impossible to overestimate the importance of goals for the organization. They are the initial point of planning; Objectives underlie the construction of organizational relations; For purposes, the motivation system used in the organization is based; Finally, goals are the point of reference in the process of monitoring and evaluating the results of the labor of individual workers, divisions and organizations as a whole. There are four spheres in which organizations establish their goals: Revenues of the organization; Work with clients; Work with employees; Assistance to society. Consider the goals of the Balakovsky dairy plant in the aspect of long-term and short-term goals. Since the objectives established by the Organization in the areas of the needs and welfare of employees, social responsibility cannot be quantified and qualitatively measured, consider the goals of the company in its income and work with clients. In revenue. Profitability Long-term goal: an increase in the profitability of an organization by 15% by 2016. Short-term goals: increasing profits from sales by 2015 Reduced costs by 5% by 2015 Long-term goal: an increase in market share up to 10% by 2017. Performance (efficiency) Long-term goal: an increase in sales by 25% by 2019. Short-term goals: Improving the qualifications of workers and employees Financial resources Long-term goals: achieving the financial sustainability of the organization Short-term goals: achieving stable solvency organization An increase in the capital of the organization by 10% by 2016 Work with customers Long-term goals: Attracting customers by 20% by 2015 Short-term goals: workshops repair, advanced training and employees. Thus, the enterprise Milk Plant "Balakovsky" set goals in various fields that contribute to the achievement of their mission. The factors of the external environment (macros) have a significant impact on the enterprise, under the influence of which changes may undergo the effectiveness of the functioning of the enterprise and the sustainability of its financial and economic activity. In order to prevent any negative consequences for a particular enterprise, it is necessary to identify and identify external factors with their classification. The marketing environment is composed of microcers and macros. The internal environment is represented by the forces that are directly related to the company itself and its customer service opportunities, that is, by suppliers, marketing intermediaries, clients, competitors and contact audiences. The external environment is represented by a broader social plan, which affect the microcouette, such as social and cultural factors, demographic, economic, natural, technical and political. The company, its suppliers, marketing intermediaries, clientele, competitors and contact audiences are functioning within the framework of more extensive macros of the forces that either open up new opportunities, or threaten the company with new hazards. These forces are the most "non-controlling" factors for which the firm should closely monitor and to respond promptly. Let us analyze the external environment in which the Balakovsky dairy plant operates. Table 2 Analysis of the external environment of the company
Group factors Abilities. Achieving goals Obstacles. Achieving goals 1 Economic factors 1. Tax norms. 2. Customs duties. 3. Currency course. 4. Inflation rates. 5. The level of unemployment. 2. Required factors 1. Level of competition. 2. Demographic conditions. 3. The level of income of the population. 3. Technological factors 1. Improving communications. 2. Improving the means of delivery of goods. 3. Improving product sales. 4. Social factors. 1. Installations, Life Values \u200b\u200band Traditions. 2. The level of labor formation. Let's analyze the influence of each of the external factors on the activities of the Balakovsky dairy plant Economic forces. Taxes (+ -) The Tax Code of the Russian Federation largely streamlined the process of carrying out tax controls and expanded the circle of legal ways to protect the legal protection of the rights and interests of taxpayers. This document contains many positive moments that can be used by the enterprise for its protection with tax reduction, for example, the right to receive explanations from tax authorities, the principle of "all doubts in favor of the taxpayer", a ban on holding re-tax checks, etc. But still There are a large number of taxes that the enterprise is forced to pay the state. Customs duties (-) An increase in customs duties can create difficulties for the enterprise to hold and expand its position in the market, since some types of raw materials receive from foreign suppliers and exports its products abroad. Rate (-) A difficult unstable situation in our country, which took place in the financial crisis, led to a sharp rump of the dollar. This caused a sharp rise in price of raw materials imported from abroad. Due to the fact that the dollar rate is constantly changing, the enterprise has decided to conclude contracts with counterparties only in ruble equivalent. Inflation rates (-) High inflation adversely affects the entire production process and is a destabilizing factor in the development of production and sustainability of its financial position. Financial spending planning is complicated by the uncertainty of future prices, and the necessary replacement of equipment in the workshops - increasing costs. The inflation rate in 2011 amounted to about 12-16%. Accordingly, Alla CJSC failed to avoid raising prices for products. In order not to lose profitable partners, management seeks to reduce the cost and vacation products produced at prices on the day of its shipment. The unemployment rate (+ -). The unemployment rate may be for the enterprise both positive and adversely affecting the factor. The presence of unemployment, to a certain extent, is beneficial to the company due to the ease of acquiring the necessary labor force at a low price of the proposal, but at the same time, this factor has a negative consequence: the higher the unemployment, the lower demand. Market factors. Competition Level (+ -). The management of the company clearly understands that the company must satisfy the needs of consumers also effectively, as competitors do. In this regard, the company is committed to the release of high-quality, exclusive products, constantly participates in exhibitions, advertises its products, applies various types of packages, etc. An important competitive advantage of the enterprise is the territorial approach to suppliers, which saves on delivery. High quality products give competitive advantages over other manufacturers in the markets of the Republic of Belarus, Orenburg, Chelyabinsk regions. Demographic conditions (+ -). According to statistics, a significant part of the population is in pre-subsequent age and is not always suitable for work in the enterprise, in addition, in recent years, the birth rate has decreased in the country due to the unstable economic situation. Many enterprises and plants are on the verge of bankruptcy, especially this is relevant for small cities, and therefore the young able-bodied population leaves for more promising cities. Now the company is dominated by workers with work experience from 14 to 19 years, their share is 26%. These employees with extensive experience, which affects their productivity and quality of work, but in the future, the enterprise may have difficulty in providing qualified employees. The level of income of the population (+ -). Double-affect factor. A high level of income, of course, increases purchasing demand, but with increasing income there is a threat of high inflation, which will entail price increases and a decrease in sales. Technological factors Improving communications (+) Technological innovations affect the efficiency of the enterprise. Milk plant "Balakovsky" passed on a new type of work with clients on the bank-client system. The Bank-Client system is a program that allows cashing transactions in its own bank account using a modem connection without leaving the office. The Bank's operationalist does not need to manually enter the details of payment orders, so the operating day for the users of the system lasts longer on average for 2 hours. In addition, the accountant does not need to go to the bank daily, since payment orders and extracts can be completely taken several times a month as needed. Improving the means of delivery of goods (+) At the enterprise it is possible to ship output by road and by rail. Also, the company entered into an agreement for the use of wagons. In addition, the issue of replenishing the fleet of the enterprise with new trucks for the timely delivery of products to warehouses and in stores is being decided. Improving product sales (+). A marketing policy has been developed at an enterprise based on the analysis of consumer properties of products and predicting consumer demand and market conditions. Studies are conducted by the main factors that form a system of consumer demand for the production of the plant, the ratio of demand and suggestions for similar goods is carried out. Social factors Installations, Life Values \u200b\u200band Traditions (+ -) Installations, life values \u200b\u200band traditions affect the organization. Installations of workers change. In general, a relatively young worker does not like traditional paternalistic relations, they want to have more independence and social interaction at work. They are not inclined to consider some one to organize the place where they intend to spend their entire labor life. Many employees at the enterprise are gaining experience and experience in the future it was easier to get a more promising enterprise. Level of labor formation (+) The level of education is of great importance at any enterprise. People's training and retraining issues are given serious attention. To improve the qualifications, a training and course plant was created. When a device for work, all workers are mandatory for free training, after which the certificate is issued. Also, the company annually consists of all guidelines and ITRs. Taking into account a fairly high level of technology, personnel qualifications, power availability and not the traditional product manufactured - the competitiveness of the organization is quite high. The level of quality is also provided by modern technology, the presence in the organization "know-how", which is confirmed by medals, diplomas and honorary certificates obtained in annual competitions, including those conducted and under the auspices of international associations. But the most significant indicator of the competitiveness of the enterprise is the relatively low price of produced products with high quality, compared with Russian competitors. Based on the above, it follows that the dairy products produced by Alla CJSC has high competitiveness. We analyze the internal environment of the Balakovsky dairy plant Table 3 Analysis of the internal environment of the enterprise Milk plant "Balakovsky"
Strong side Weak side 1. Management personnel (management style, qualifications, etc.). 2. Morality and qualifications of employees. 3. A combination of payments to employees in comparison with the same indicator in competitors and in the industry as a whole. 4. Personnel policy. 5. Using incentives for motivating performance. Organization of general management 1. Organizational structure 2. Organization of the communications system. 3. Efficiency in general for the entire organization of the control system. 4. Organizational culture. Trade 1. The possibility of selling goods at a lower price than competitors. 2. The possibility of coverage of new markets. 3. Product stock control system Marketing 1. Products sold by the company (competitiveness of goods). 3. Organization of sales: Knowledge of consumer needs. 4. Image, reputation and quality of goods. 5. Methods of advertising work enterprise in the promotion of goods on the market 6. Provision policy. 1. The ability to attract short-term capital. 2. Attitude towards taxes. 3. Flexibility of capital structure. Management personnel (+).
1.5 Duration of the enterprise on the market
1.6 Major Counterparty Firms and Competition Firms
1.7 The number of employees and the structure of the organization
planning Innovative Management
Chapter 2. Management Functions
Chapter 3. Planning
3.1 Mission Organization and Strategic Vision
3.2 Objectives of the organization
3.3 SWOT-ANALYSIS
3.3.1 Evaluation and Analysis of the External Environment
3.3.2 Management examination of the internal strengths and weaknesses of the organization
Search
We can notify you about new articles,