Designing an effective control system. Methods for designing and rationalizing control systems

Introduction

2. "Problem Scenario"

Conclusion

Bibliography

Introduction

In a market economy, Russian enterprises operate in a constantly changing economic environment and in highly unstable institutional conditions. In order to survive and adequately respond to changes in market conditions, increase stability and adaptive capacity in meeting consumer demand, overcome the backlog in the development of equipment and technology, and ensure high quality of products, enterprises must purposefully and systematically carry out organizational changes.

These provisions are of particular importance for small businesses, since in the course of reforming the economic system of the Russian Federation, almost all industry has moved from state ownership to joint-stock (private) ownership.

The relevance of the topic is due to the fact that the processes of liberalization and regionalization of the economy taking place in the country put forward the task of bringing the management system in line with market conditions for small businesses.

The purpose of this work is to develop a project for the management system of an entrepreneurial organization on the example of the Lilia retail store in the city of Lipetsk. The goal set determined the content of the study, which boils down to solving the following interrelated tasks:

definition of "problem scenario";

formation of a target management system;

analysis and synthesis of an effective organizational structure of management;

modeling and evaluation of organizational structure parameters;

assessment of the effectiveness of measures to improve the management system.

The object of the study is the retail store "Lilia" in the city of Lipetsk.

The subject of the study is the process of designing an enterprise management system.

The methodological and theoretical basis of the study was the works of domestic and foreign scientists on the improvement of management organization. In the course of the study, the following methods were used: a survey, momentary observations, expert assessments, modeling, graphical, computational and analytical, as well as a systematic approach.

The information base was made up of regulatory legal acts of the Russian Federation, statistical materials of the Federal State Statistics Service and the territorial body for the Lipetsk Region, enterprise reporting materials, publications in periodicals, as well as Internet resources.

The scientific novelty of the work lies in the development of guidelines for improving the design of the management system at retail enterprises.

The practical significance of the results of the study lies in the fact that they can be used in the activities of retail enterprises in the Lipetsk region and other regions of the Russian Federation in the process of improving management systems.

1. Selection and justification of the design object

The object of design is the retail store "Lilia". Organizational and legal form - PBOYuL (enterprise without the organization of a legal entity). This organization is a representative of a small business with a total of 11 people. The store specializes in the sale of household chemicals, gifts and other industrial goods.

2. "Problem Scenario"

The organizational and legal basis of the store is PBOYuL. Kind of activity - retail sale of industrial goods. The number of personnel is 11 people, the management apparatus consists of 2 people: a director and an accountant. The organizational structure is shown in Figure 1.

Figure 1. Organizational structure of the store "Lilia"

The sales volume for 2007 amounted to 12,387,390 thousand rubles, which is 13% more than in 2006 and 21% more than in 2005. Profit in 2007 increased by 10% compared to the previous year. The main indicators of economic activity are presented in tables 1 and 2.

Table 1.

Structure of assets and liabilities in dynamics for 2005-2007.

Assets	01.01.05	01.01.06	abs. off	01.01.07	abs. off
Fixed assets	8 538	26 716	18 178	27 663	19 125
in % of total	24,7%	28,0%	21,8%
in % to the beginning of the period	312,9%	324,0%
inventories	22 347	56 926	34 579	83 257	60 910
in % of total	64,6%	59,8%	65,6%
in % to the beginning of the period	254,7%	372,6%
Liquid assets	3 699	11 616	7 917	15 987	12 288
in % of total	10,7%	12,2%	12,6%
in % to the beginning of the period	314,0%	432,2%
TOTAL property	34 584	95 258	60 674	126 907	92 323
Passive
short-term obligations	26 793	43 699	16 906	70 627	43 834
in % of total	77,5%	45,9%	55,7%
in % to the beginning of the period	163,1%	263,6%
long term duties	0	0	0	0	0
Equity	7 791	51 559	43 768	56 280	48 489
in % of total	22,5%	54,1%	44,3%
in % to the beginning of the period	661,8%	722,4%
TOTAL sources of property	34 584	95 258	60 674	126 907	92 323
in % to the beginning of the period	275,4%	367,0%
Own working capital	-747	24 843	28 617

Table 2.

Analysis of the store's profit and profitability in dynamics for 2005-2007.

Name of indicator	2005	2006		2007
1	2	3		4
Profit analysis
The volume of sales of products, works, services for shipment	60 626	135 280		261 640
	223,1%		193,4%
Cost of sold products, works, services	54 058	126 854		251 584
Costs per 1 ruble of sold products, rub.	0,89	0,94		0,96
Profit from sales	6 568	8 426		10 056
Profitability of sales	10,8%	6,2%		3,8%
Analysis of profit from financial and economic activities
Operating income (expenses)	-323	-137		-2 467
Profit (loss) from financial and economic activities	6 245	8 289		7 589
Profitability of financial and economic activities	10,3%	6,1%		2,9%
Balance sheet profit analysis
Non-operating income (expenses)	349	42		125
Balance sheet profit (loss) (profit before tax)	6 594	8 331		7 714
Profitability of operations (according to balance sheet profit)	10,9%	6,2%		2,9%
Return on total capital	19,1%	8,7%		6,9%
Net profit analysis
Net profit	5 096	6 878		5 696
Net return on sales	8,4%	5,1%		2,2%
1	2	3		4
Return on equity	65,4%	23,2%		10,6%
Profitability of non-current assets	59,7%	39,0%		20,9%
Analysis of profit and profitability from the release of marketable products
Release of marketable products	57 595		148 808	256 407
Growth rate compared to the same period last year	258,4%	172,3%
The cost of commercial products	50 831		136 809	244 364
Costs per 1 ruble of output, rub.	0,88		0,92	0,95
Profit from the issuance of com. products	6 764		11 999	12 043
Profitability of marketable products	13,3%		8,8%	4,9%

As a method of analyzing the external environment, we use SWOT analysis, which is presented in Table 3.

Table 3

SWOT-analysis of the store "Lilia" in Lipetsk

Strengths	Opportunities in the external environment
Well-known brand in the local area Dealer agreements with well-known suppliers Market Structure The marketing information system works This year a prospective development project was organized	Improved service and reduced service time Possibility of narrow specialization Development of corporate clients and new consumer industries Integration with manufacturers Tight integration with factories and getting big discounts Increasing profitability, controlling costs
Weaknesses of the company	Threats of the external environment for business
Quality problems (below average quality) Lack of working capital for purchases Last year drastic changes: high staff turnover (20% over the past six months)	Dollar exchange rate instability (purchase prices are pegged to $ and sold in rubles) Supplier policy changes

The priority of factors of the external and internal environment is carried out using the method of "paired comparisons".

When analyzing the external and internal environment, the four presented in Table 1 turned out to be a priority.

A1 ˃ A2 A2˂ A3 A3˂ A1 A4 ˂A3

Table 1.

Pairwise Comparison Matrix

Factors		A1	A2	A3	A4	Σ	α
Fame	A1	1	1.5	1.5	1.5	5.5	0.343
Quality	A2	0.5	1	0.5	1.5	3.5	0.218
Service	A3	0.5	1.5	1	1.5	4.5	0.281
Market change	A4	0.5	0.5	0.5	1	2.5	0.156
16

Thus, the priority of factors will be

A4˂A2˂ A3˂ A1.

The accuracy of the normalized values ​​of the priority coefficient can be increased if its rank value is taken into account when assigning a weight characteristic. (Table 2)

Table 2.

First transformation of the pairwise comparison matrix

A1	A2	A3	A4	Σ	α
A1	1*5.5= 5.5	1.5*3.5=5.25	1.5*4.5=6.75	1.5*2.5=3.75	21.25	0.349
A2	0.5*5.5=2.75	1*3.5=5.25	0.5*4.5=2.25	1.5*2.5=3.75	14	0.23
A3	0.5*5.5=2.75	1.5*3.5=5.25	1*4.5=4.5	1.5*2.5=3.75	16.25	0.267
A4	0.5*5.5=2.75	0.5*3.5=1.75	0.5*4.5=2.25	1*2.5=2.5	9.25	0.152
60.75

The largest deviation from the previous value of the priority coefficient is

(0.152 - 0.156) /0.156 * 100 = 0.2%

Then the largest deviation of the priority coefficient from the previous values ​​will be

(0.221 - 0.22) /0.22 = 0.46%.

Since this value is less than the established range, the priority coefficients can be considered established.

3. Selection of a department in the management apparatus for the development of a detailed organizational project for improving the management system

Since the enterprise is small in size, it itself will be the subject for the development of a detailed organizational project for improving the management system.

4. Formation of a target management system that ensures the effective functioning and development of the design object

It should be noted that the enterprise management system is a mobile (due to rapidly changing external and internal economic conditions) tree structure with many nested processes.

The goal tree of the Lily store is shown in Figure 1.

Since the enterprise itself is chosen as the divisions, there is no need to supplement it.

To determine the priority of an individual target located at any level of the target tree, multiply the values ​​of the target tree priority coefficients to the specific target being assessed. The data is presented below.

External and internal goals: 0.5 each.

Entering new sales markets - 0.4 (20%)

Increase in market share - 0.6 (30%)

Products - 0.4 (20%)

Staff - 0.3 (15%)

Economic - 0.3 (15%)

Pricing policy - "deep penetration" - 0.4 (8%)

Improving the quality of customer service - 0.6 (12%)

Cost reduction - 0.2 (3%)

Normal profit - 0.3 (4.5%)

Improving work culture - 0.2 (3%)

Advanced training - 0.3 (4.5%)

Figure 1. The goal tree of the store "Lilia"

5. Analysis and synthesis of an effective organizational structure of management

In the "Lilia" store, the coordination of control actions is characterized by such a type of coordination as mutual agreement. This is due to a clear distribution of functions and agreed guidelines. The type of management of the organization is organic, since the goals and functions are set within the store itself. The store is located in the northwest area of ​​the city. Such a type of product as household chemicals is quite appropriate here, since there are no competitors in this area.

Analysis of the current functional management structure consists of the following developments.

The matrix classifier serves to determine the structure and content of management functions. The general view of the matrix classifier is presented in Table 3.

Table 3

Construction of a matrix functional classifier

Based on the table, consider the content of the functions.

1.2 Planning and forecasting of scientific and technological development:

development of a strategy for scientific and technological development;

drawing up a forecast of scientific and technological development.

1.3 Organization of scientific and technological development:

development of plans for scientific and technological development;

study of the market mechanism of scientific and technological development.

1.4 Rationing of scientific and technological development resources:

development of norms of resources for scientific and technological development;

distribution of resources for scientific and technological development.

1.5 Stimulation of scientific and technological development:

introduction of new technologies of scientific and technical development;

stimulation of personnel in scientific and technical development.

1.6 Coordination of scientific and technological development:

development of plans for scientific and technological development and following them.

1.7 Control of scientific and technological development:

planning measures to control scientific and technological development.

2.2 Planning and forecasting the management of sales activities:

sales management planning;

sales management forecasting.

2.3 Organization of sales management:

responsible store merchandiser;

drawing up sales management plans.

2.4 Rationing of marketing management resources:

development of norms of resources in the management of marketing activities;

allocation of resources in the management of marketing activities.

2.5 Sales promotion:

entering new markets;

increase in market share.

2.6 Coordination of sales management:

responsible to the head of the organization;

carried out in accordance with the developed plans.

2.7 Sales management control:

carried out by the manager;

based on the developed package of documents.

Planning, organization, stimulation, coordination and control over personnel management, in the field of marketing and quality management is carried out by the head of the organization. All general functions for organizing the service lie with the manager together with the store merchandiser. The senior salesperson manages the service.

The functional-resource matrix serves to determine the types and amounts of resources allocated for the implementation of management functions. (Table 4)

Table 4

Functionally - resource matrix

Let's form indicators of efficiency of use of financial resources for allocated functions.

Euntr \u003d Expensesuntr / Administrative expenses

EUSD = ExpensesUSD/Administrative expenses

Eup \u003d Expensesup / Management expenses

Em \u003d Expenses / Management expenses

Euf = Expensesuf/Administrative expenses

Ei = Expenses/Administrative expenses

The differentiation matrix of special management functions serves to analyze the content of work on management functions assigned to individual management positions. (Table 5)

Table 5

The differentiation matrix of the function of labor planning

Function group	Single function	Work / operation	Performers
			Supervisor	Merchandiser (combines administrator positions)
1	2	3	4	5
Personnel Management	Code 01 02 03 04 Hiring	Code 01 02 01 Development of an employment order	1,4,5,6,11	8,9
Code 01 02 02 Job description preparation	1,2,4,6,11	5,7,8,10
Conducting an interview	2,3,4,9,11,12	8,7, 10,
Introduction to the store	4,6,12	2,3,8,9,11
Code 01 02 03 04 Dismissal from office	Code 01 02 03 01 Notice of dismissal	1,4,5,6,11,12	2,3,8,9
Code 01 02 03 02 Receiving a letter of resignation	2,4,5,6,12	7,8,11
Code 01 02 03 01 Paperwork	1,24,5,12	3,7,8,9,11
	5,6,7,11	1,2,9

These tables show the load on the manager and merchandiser. As you can see, the head is under a lot of pressure, and the merchandiser is a little less. In order to reduce the burden on the head, it is possible to propose the introduction of a new position - an administrator or deputy head, to which some of the duties will be shifted.

The average range of control will be equal to 1, since there is only one manager in the organization.

6. Modeling and optimization of the parameters of the organizational structure of management

The optimal (normative level of centralization of management functions Ktsn) is determined using the correlation dependence:

Ktsn \u003d A R U

In relation to a specific organization (Lilia store):

Ktsn = 0.049 10000.1013 40.9965 = 196

The coefficient of flexibility of the management apparatus characterizes the potential capabilities of managerial employees to effectively carry out the entire scope of work for any management function, taking into account its vertical structure. In this organization, the coefficient is 1, since only one person occupies a managerial position.

The coefficient of diversity characterizes the level of specialization of labor of workers at the lower level:

Kr=ΣFn/Rn

Кр= ¼ =0.25 - coefficient of diversity.

The integral efficiency criterion serves to evaluate each of the projected options for the redistribution of employees between management levels for any management function.

Optimization of the centralization of management functions is carried out by determining the number of redistributed workers between management levels:

K \u003d (Pv (+-x)) / Pv + Рn

K \u003d (8 + 1) / 8 + 4 \u003d 0.75

7. Organizational regulation of the proposed changes in the management system

Includes "Regulations on the service" and the job description of the merchandiser.

APPROVE

Director "Lily"

2008

POSITION

about Human Resources

1. General Provisions

1.1 The Human Resources Service is an independent structural unit and reports directly to the Director.

1.2 In its activities, the HR department is guided by the current legislation, regulations of intersectoral bodies of the Russian Federation, the Lilia Charter, orders and instructions of the director a, these Regulations.

1.3 The service is managed by a leading specialist who is appointed and dismissed by the director. During the period of temporary absence of the leading specialist, the duties are performed by the specialist of the service.

1.4 A person with a higher or secondary specialized education and experience in practical work in team management is appointed to the position of a leading specialist.

1.5 The organizational structure, staffing and staffing of the service are approved in the prescribed manner.

1.6 The HR Service has its own seal and stamps of established patterns.

2. Main tasks

2.1 Ensuring a unified personnel policy, preparing proposals and implementing measures for the optimal formation of managerial and organizational and production structures based on professional qualification requirements for personnel and in order to achieve maximum profit.

2.2 Organization of work on the formation of optimal social and labor relations in the interests of increasing production efficiency.

2.3 Participation in the development of a system of material and social incentives that closely link the results of economic activity with the contribution of each employee.

To solve these problems, the personnel department performs the following functions:

3.1 In the field of organizing work on the selection, appointment and training of managers:

3.1.1 Development of proposals for the appointment, transfer and dismissal of managers.

3.1.2 Ensuring the preparation of the necessary materials for the appointment of the director, deputy directors and chief accountant.

3.1.3 Formation of a reserve for promotion to senior positions organization of his training, education and training.

3.1.4 Selection, organization of reception and movement of workers, preparation of draft orders and execution of employment contracts.

3.1.5 Working with employees on personnel matters.

3.1 6 Providing assistance in employment (retraining) to employees released as a result of reorganization, reduction in the number and staff.

3.1.7 Providing practical assistance in the development of regulations on departments (services), job descriptions of employees.

3.2 In the field of meeting the needs for qualified specialists, training, retraining and advanced training of workers:

3.2.1 Organization of work to study the situation with labor resources in structural divisions, develop programs to meet the needs of divisions with qualified specialists, release and employment of released workers.

3.2.2 Organization of retraining and advanced training of managers and specialists at various advanced training courses in accordance with the plans.

3.2.3 Study, preparation of proposals and introduction of new areas of advanced training and retraining of personnel in a market economy and the introduction of new technologies.

3.2.4 Search and development of new forms of cooperation with educational institutions of communication for the training of specialists for the specific conditions of their future production activities.

3.3 In the field of accounting and reporting:

3.3.1 Formation and maintenance of personal records and personal files of employees according to approved forms. Registration, maintenance and storage of work books of full-time employees.

3.3.2 Organization of the development of vacation schedules for employees and control over their observance. Registration of holidays, pensions and disability certificates, their constant accounting.

3.3.3 Preparation and timely submission to the statistical authorities of monthly, quarterly, semi-annual and annual reports in the forms assigned to the service.

3.3.4 Issuance of certificates of labor activity to employees.

3.4 In the field of organizing work on awarding employees with state and departmental awards:

3.4.1 Preparation of materials for awarding state awards, conferring honorary titles and awarding departmental awards to employees.

3.5 In the field of social protection and wages:

3.5.1 Participation in the development of Annexes to the collective agreement.

3.5.2 Participation together with the planning and financial service in the development of a system of compensation and bonuses for employees.

3.5.3 Registration of the necessary documents for employees to assign them state and corporate pensions, as well as benefits to their family members in case of loss of a breadwinner.

3.5.4 Carrying out work on medical care for employees together with the labor protection group.

3.6. For other areas of activity:

3.6.1 Control over the implementation of existing laws and regulations on issues of work with personnel in structural divisions.

3.6.2 Study and dissemination of advanced domestic and foreign experience in personnel management, including through publications and print.

3.6.3 Preparation of documents for travel abroad.

3.6.4 Consideration in the prescribed manner of letters, applications, complaints and appeals of citizens on issues within the competence of the service.

4. Rights and obligations

The leading HR specialist on the basis of unity of command manages the work of the service, exercises all the rights and obligations arising from the tasks assigned to the service, and has the right to:

4.1 Involve, if necessary, employees, in agreement with the relevant managers, in the performance of the tasks assigned to the service.

4.2 Participate in meetings on issues related to the activities of the service.

4.3 Coordinate developed draft orders, instructions, instructions and other normative acts, prepare and send information materials to departments and services, conduct business correspondence on issues within the competence of the service.

4.5 Carry out inspections of the work of departments on the organization of work with personnel.

4.7 Make proposals for the promotion, bringing employees to disciplinary responsibility.

4.8 To carry out the selection and placement of employees in the service. Prepare job descriptions for service employees for approval.

5. Responsibility

The Human Resources Lead is responsible for:

5.1 Timely and high-quality performance of the functions assigned to the service.

5.2 Ensuring labor and performance discipline, labor protection and safety in the unit.

5.3 Observance of secrecy, non-disclosure of commercial and other information of a confidential nature.

5.4 Ensuring the safety of property and material values ​​assigned to the service.

5.5 Use of granted rights.

The Leading Specialist shall be liable in accordance with the established procedure for losses caused to the Company and its employees by improper performance of their duties.

6. Relationships and connections

The Human Resources Department is in constant contact with:

6.1 With all structural divisions on the following issues:

staffing planning and determining the need for personnel, - recruitment, execution of employment contracts, - movement and dismissal of employees, - evaluation of labor activity, remuneration, - rewards and incentives, - training and advanced training of employees, - registration of pensions, vacations, leaflets disability.

6.2 Planning and financial service, accounting for bonuses, allocation of funds for training, quarterly, semi-annual and annual statistical reporting.

6.3 With the management of workshops and services for:

execution of employment contracts, - creation of a reserve for filling managerial positions, selection of candidates, formation and training of reserve groups, - advanced training and training of management personnel, including the level of middle managers, - development, coordination and implementation of tariff agreements and annexes to the collective agreement, - positions set out in clause 6.1.

6.4 With trade union bodies on the development and implementation of annexes to the collective agreement.

6.5 With the employment authorities on the issues of employment of laid-off workers, selection of candidates for vacant positions.

6.7 With the bodies of social protection of the population on the issues of registration of pensions for full-time employees.

66.8 With universities, academies, educational institutions of communication, training centers on the organization of training, retraining and advanced training of managers and specialists.

7. Basic requirements for the qualifications of department employees

Employees of the Human Resources Department must meet the qualification requirements.

The staff of the service should include specialists, as a rule, with higher education, who have practical experience in managerial and leadership work.

8. Organization of work

8.1. The service organizes its work according to the plans approved by the Director of the store "Lilia".

8.2. The Service, in accordance with the established procedure, submits to the Director a report on the implementation of the work plan, timely informs in cases of non-fulfillment of planned activities.

8.3. The service conducts office work in the manner established in the store.

8.4. The Service, at the request of the management and on its own initiative, timely and reliably prepares operational information, statistical data, analytical reports and other information on issues within its competence.

Leading HR Specialist

200_

Agreed:

Familiarized with the situation: _________________________________

Job description of a merchandiser.

I APPROVE _________________________ (full name)

General Director (institutions, organizations) _________________________

JOB INSTRUCTIONS for the Merchandiser of the store "Lilia", Lipetsk

1. GENERAL PROVISIONS

This job description defines the functional duties, rights and responsibilities of the Commodity Manager.

1.2 The commodity manager is appointed to the position and dismissed from the position in accordance with the procedure established by the current labor legislation by order of the General Director.

1.3 The commodity manager reports directly to the General Director, Deputy General Director.

1.4 A person who has a higher or secondary vocational education without presenting requirements for work experience or primary vocational education and work experience in the specialty for at least 2 years is appointed to the position of a Commodity Manager.

1.5 The merchandiser must have computer skills at the level of a confident user.

1.6 The merchandiser must know:

resolutions, orders, orders, other governing and regulatory documents relating to the work of a trade enterprise;

commodity science, standards and specifications for goods, basic properties of goods, quality characteristics, methods for determining the quality of goods;

organization of warehousing, conditions of storage and transportation of goods; commodity market conditions;

methods of studying consumer demand;

modern fashion and tendencies of its development; the procedure for developing plans for commodity supply, commodity circulation;

procedure for drawing up applications for goods;

advanced domestic and foreign experience in organizing trade and warehousing; inventory standards;

suppliers, range and nomenclature of products produced or supplied by them;

the management structure, the rights and obligations of employees and the mode of their work;

rules and methods of organizing customer service;

fundamentals of economics, organization of labor and management;

the order of registration of premises and showcases;

foundations of aesthetics and social psychology;

labor legislation;

Internal labor regulations;

rules and norms of labor protection;

safety regulations, industrial sanitation and hygiene, fire safety, civil defense.

1.7 The commodity manager must have organizational skills, communication skills, must be energetic and positively minded.

1.8 During the period of temporary absence of the Commodity Manager, his duties are assigned to ___________________________.

2. FUNCTIONAL RESPONSIBILITIES

2.1 Merchandiser:

2.1.1 Constantly studies the demand for all groups of goods and trends in its development.

2.1.2 Examines the factors affecting the sale of goods and are important for their successful implementation, types of demand (sustainable, rush, short-term, etc.), the reasons for its increase and decrease, differentiation in the purchasing power of the population, predicts the demand for goods and sales volume.

2.1.3 Examines the prospects for the sale of new products, taking into account the socio-demographic characteristics of various groups of the population, the state and dynamics of their incomes, traditions and tastes.

2.1.4 Analyzes the experience of competitors, taking into account changes in the tax, price and customs policy of the state.

2.1.5 Controls sales, compares planned data with the results obtained in terms of volume, revenue, sales time, identifies deviations and changes in market conditions.

2.1.6 Takes part in the preparation of plans for turnover and commodity supply.

2.1.7 Controls the compliance of goods with the current GOSTs and TUs.

2.1.8 Maintains constant contacts with suppliers.

2.1.9 Controls the fulfillment of contractual obligations by counterparties, including the receipt of goods in the agreed assortment in terms of timing, quality, and quantity.

2.1.10 Participates in the preparation of claims to counterparties.

2.1.11 Participates in the preparation of responses to customer claims.

2.1.12 Takes measures to accelerate the turnover of goods, reduce product losses, studies the causes of the formation of excess commodity resources and "illiquid assets", develops measures for their implementation.

2.1.13 Informs, if necessary, warehouse workers and the administration of the enterprise about the rules for storage, transportation of goods, monitors compliance with the rules for storage, transportation of goods, preparation of goods for shipment to the trading floor.

2.1.14 Carries out daily control of commodity balances in the warehouse of the enterprise.

2.1.15 Participates in the inventory of goods.

2.1.16 Carries out operational accounting of the results of the sale of goods, draws up market reviews, reports in accordance with established forms, draws up documents related to the supply and sale of goods.

2.1.17 Participates in pricing.

2.1.18 Complies with labor and production discipline, rules and regulations of labor protection, industrial sanitation and hygiene requirements, fire safety, civil defense requirements.

2.1.19 Fulfills the instructions and orders of the administration of the enterprise.

2.1.20 Informs the management about the existing shortcomings in the work of the enterprise, possible measures to eliminate them.

3.1 The merchandiser has the right:

3.1.1 Give orders and take appropriate actions to eliminate the causes that create obstacles for the implementation of the Commodity Manager of their functional duties.

3.1.2 Make proposals to the administration of the enterprise to improve the work related to the functional duties of the Commodity Manager and the entire enterprise as a whole.

4. RESPONSIBILITY

4.1 The merchandiser is responsible for:

4.1.1 Failure to fulfill their functional duties.

4.1.2 Unreliable information about the status of the received tasks and instructions, violation of the deadlines for their execution.

4.1.3 Failure to comply with orders, orders of the administration of the enterprise.

4.1.4 Violation of the Internal Labor Regulations, fire safety and safety regulations established at the enterprise.

4.1.5 Disclosure of trade secrets.

4.1.6 Loss, damage and shortage of goods and other material assets in accordance with applicable law.

5. WORKING CONDITIONS

5.1 The mode of operation of the Commodity Manager is determined in accordance with the Internal Labor Regulations established at the enterprise.

Acquainted with the instruction: _______________ / _________________ (signature) (full name)

"___"___________ _____ G.

8. Evaluation of the effectiveness of measures to improve the management system

The effectiveness of measures to improve the management system of the Lilia store can be determined through:

Reducing the labor intensity of work on management functions (T);

Reductions in the number of managerial employees (N)

H=2200/1800=122

Growth in labor productivity of management employees (P)

P \u003d (100 H) / 100-H

P \u003d (100 122) / 100 - 122 \u003d - 554

Reducing the activity of management information cycles

Tc \u003d 8.2 50,000 (1 - 196 / 0.75) \u003d 10.6 million

Reduction of costs associated with a decrease in the duration of management information cycles

S = 10.6 6.5 = 68.9 million rubles

Conclusion

Thus, after analyzing the management system of the retail store "Lilia", the results were obtained and proposals were developed.

The organization is the object of management by the management system (management personnel). When creating an organization, its main parameters are determined: goals, types and scope of activities, forms of ownership, size and types of organization; activities are also carried out to provide the organization with all the necessary financial, material and labor resources: selection and hiring of personnel, purchase of raw materials, materials, equipment, its installation, rent, construction or purchase of industrial premises, etc.

The company's philosophy is to meet the needs and tastes of consumers. High quality and promotion of new products, that is, the expansion of the product range. Market leadership is not measured by volume, but by the effectiveness of the brand. The company strives first of all to be efficient, that is, to constantly discover new sources of meeting the needs of consumers.

“Organization management structure” or “organizational management structure” is one of the key concepts of management, closely related to the goals, functions, management process, the work of managers and the distribution of powers between them. Within the framework of this structure, a management process takes place (the movement of information flows and the adoption of managerial decisions), in which managers of all levels, categories and professional specializations participate. The structure can be compared to the frame of the management system building, built to ensure that all processes occurring in it are carried out in a timely manner and with high quality. Hence the attention that leaders of organizations pay to the principles and methods of building management structures, the choice of their types and types, the study of trends in change and the assessment of compliance with the tasks of organizations.

The changed organizational management system of the Lilia retail store showed that it is possible to relieve the head and increase the competence of management at the enterprise.

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The sequence of organizational design tasks arising from general systems theory can be depicted in the form of a block diagram (see fig ..)

The organizational basis of the management system is its structure. The structure determines the composition of the units included in the management system, their subordination and interrelationships, the form of division of management decisions by levels, and, consequently, the very number of management levels. In other words, the management structure is the organizational form within which the management process is carried out. Thus, to design a sufficiently effective management structure means to determine such a ratio of its elements, in which the requirements of the control object are met most quickly and in a timely manner.

Rice The sequence of tasks of organizational design of the control system

1. The method of organizational modeling allows you to solve problems, the main parameters of which are the direct characteristics of the organizational structure, for example, the task of grouping management decisions by levels, the task of forming the composition and list of structural units, developing documentation that regulates the activities of the unit and the system as a whole.

2. Organizational modeling develops both in scientific and theoretical terms, and in the direction, is applied in nature and can cover various aspects in the formation of the management structure: managerial, informational, socio-psychological. This creates an opportunity for a comprehensive consideration of issues that stand in the way of solving the problem, starting with the calculation of quantitative parameters and ending with the organizational regulation of subdivisions.

3. This approach makes it possible to model various variants of the organizational structure without resorting to full-scale experiments, the implementation of which in real conditions is usually associated with various financial and temporal difficulties.

Thus, the method of organizational modeling is the most universal and modern for the design of the organizational structure and decision-making processes.

The design of a management system in real conditions is based on typical management structures, in which the number of levels, names and numbers of functional units, etc. are always fixed. Therefore, the primary task at the initial stage of designing an organizational structure is the scientifically based choice of a typical management scheme as a theoretical model of the structure. To solve this problem, it is necessary to analyze the dialectics of the development of production and economic organizations as an object of management. As a result of this analysis, the following emerged. Any organization as an object of management is a complex system that needs clear and efficient management in order to improve the efficiency of the functioning of all its elements. For a long time, the management system, which was based on a linear-functional structure, was quite able to cope with this task.

With the development and formation of market relations, new requirements are imposed on the object of management, the range of tasks is expanding, due to the constantly changing goals of functioning. The effectiveness of management in this case will depend on how quickly and timely the production apparatus is able to solve these problems. The matrix-staff structure quite successfully copes with such tasks, since it allows managing the entire system as a single object, while maintaining the different target orientation of structural links. Hence - universality, which is expressed in the fact that the matrix-staff structure combines all possible options for hierarchical subordination: linear, thematic, functional.

If necessary (for small organizations), the matrix-staff structure can be transformed into any of the generally accepted forms of management organization: matrix, linear-functional or linear.

On first stage designing, a matrix-staff model is selected, which is subject to detailed consideration and is necessary for the subsequent stages. Thus, the first theoretical prerequisite, identified as a result of the pre-project survey, is realized. The sequence of stages in the design of the control structure is shown in fig.

Rice. Stages of designing a management system by organizational modeling

On second stage management decisions are distributed by levels within the framework of the matrix-staff structure.

Third stage is the actual process of designing the governance structure. It is based on the study of the possibility of designing one or another version of the structure for the selected control object. The question of the formation of any management structure will depend on how expedient the presence of functional, thematic or coordinating levels in it. In this case, expediency is understood as the degree of loading of the decision-maker. The load, in turn, we define as the total (total) labor intensity of management decisions made by the manager at the level during the study period according to the formula

where Qp- total labor intensity, h.

Ti - laboriousness i th management decision, part;

Kij- number of repetitions i-th decision at the j-th level;

where Wed - estimated number of managers;

Qp- the complexity of making managerial decisions, hours;

Fd - effective time fund of one employee, h

The resulting number of managers is compared with the allowable value. If the estimated number of managers is equal to or greater than the allowable value, this indicates that the workload of each is within the specified limits or is overestimated. In any case, the level of management is fixed here, and if the load is too high, the issue of forming an additional unit at this level is decided. If the calculated value of managers is less than the permissible value, therefore, the degree of loading is extremely small and does not even reach the minimum limit of the established limit. In this case, it is legitimate to talk about the exclusion of this level, to transfer powers to the head of another level, or to combine these powers. Such a load study is carried out in stages at the linear, functional, thematic and coordinating levels. The results of the study make it possible to substantiate the variant of the management structure.

Let us consider how the issue of choosing a variant of the structure is solved depending on the load on the control levels. The load calculation starts from the line level, since it is inherent in any management structure and, in a certain sense, is dominant. Studies have shown that the transition to the design of one form or another of the organization of management depends on the load of the linear level, which may be less than the established limit, be within the specified limits of the limit (TO 1 <Ср <К 2 ) and go beyond those boundaries.

(Cp>K 2), where Cp is the estimated load value,

The basis for the formation of any of the existing options for the management structure is the model of the matrix-staff structure. Therefore, the choice of one or another form of management organization begins with a study of the possibility of a matrix-staff structure. This model provides (along with the linear and functional levels, which are also inherent in other structures) the presence of thematic and coordinating levels. Consequently, the question of the formation of a matrix-staff structure will depend on the expedient presence of these two levels in it. Let's consider how the choice of the structure variant takes place depending on the load of the linear control level.

Happening 1. The load of the line manager is less than the established limit, i.e. Wed< К1. The selection algorithm in this case consists in the gradual combination of the levels inherent in the matrix-staff structure with the linear level in order to provide the line manager with a load. The unification begins with the coordinating level, since the process of transforming the matrix-staff structure into any other begins with the exclusion of this particular level. If loading is not achieved in the first step of the process, a thematic level is added, and then, if necessary, a functional one. With such a ratio, when the load of a line manager is made up of the combined load of managers of the coordinating, thematic and functional levels, i.e. Wed \u003d Sl, +Sk+ +C t, + SF, it is possible to design only a linear control structure. In other cases, when the load of the line manager is reached at the first step of the iteration, i.e. Wed \u003d Sl + Sk; or on the second: Wed == Sl+Sk+St the possibility of designing a linear-functional or matrix control structure is created. Consequently, with insufficient loading of the linear level, depending on the initial calculated data and the functional, thematic and coordinating levels, three variants of the structure can be designed: linear, linear-functional and matrix.

Case 2. Line manager load is within limits K1>Wed<К2. In this case, the information about the linear level is sufficient, and the choice of the structure variant will depend only on the load ratio of the subsequent levels. If loading is achieved at all levels, a matrix-template control structure is selected; under any other conditions, a linear-functional or matrix structure is selected.

Case 3 The load of the line level manager is more than the set limit limit, i.e. Wed K2. In the case of an excessive load on the line manager, an attempt is initially made to supplement the structure with a coordinating level so that the total load reaches the nearest integer. In this case, it is necessary to check the controllability rate every time. The controllability norm is an indicator of the optimal ratio of the number of subordinates per manager. This indicator is usually determined on the basis of experimental data. If the controllability norm is observed, it is possible to design a linear-functional or matrix control structure. If not, the linear level is fixed with the original initial data and further study of the load of the remaining levels leads us to the decision to form a linear-functional or matrix-staff structure.

Thus, the entire planned set of works on calculating the load on organizational levels precedes the analysis of the choice of a structure option. Such an analysis allows, based on the given parameters of the control object, to evaluate the possibility of forming coordination, thematic or functional levels (the linear level is always present), and depending on this, the possibility of designing a linear-functional, matrix or matrix-staff management structure.

Therefore, on fourth stage the final choice of the structure variant takes place and all further calculations are carried out within the framework of the selected structure.

On fifth stage the issue of forming the composition of units at levels within the selected structure is being resolved. This task involves determining the composition and number of managers and performers necessary for the adoption and preparation of management decisions. The delivery of this task is related to the fact that the criterion for the creation of any organizational unit - department or service - is the norm of manageability. The formation of structural units will ultimately depend on how the resulting number of managers and executors corresponds to the rule of manageability. The initial data for this stage of work are:

Nomenclature of managers and performers (compiled on the basis of the staffing table);

Information about the complexity of making and preparing management decisions (obtained as a result of an expert survey);

list of decisions assigned to:

line level control;

functional level of management;

thematic level;

coordination level;

An effective fund of time for managers and performers.

The estimated number of performers is determined by the following formula:

where Csp - the number of performers providing the preparation of management decisions;

Qsp - labor intensity of preparation i-x decisions, hours;

Fd - the actual fund of time of one performer, h.

After the number of performers and managers at each level is calculated, the issue of creating structural units is decided. This is achieved by adjusting the resulting population. All the data necessary for this are available: the estimated number of managers and performers, a typical management organization scheme (in this case, a scheme of a matrix-staff structure); allowable controllability for a given object. The correction of the received number is as follows. The accepted number of managers and executors is determined by rounding the estimated number and the controllability rate is checked. If the resulting ratio significantly exceeds the controllability rate, the issue of creating an additional control body is decided (if the possibility of separating the control function remains). Conversely, with a reduced rate of manageability, two controls that perform related functions can be combined into one. So, taking into account the typical management scheme, the formation of structural divisions takes place. The final documents of this stage of work are the adjusted lists of performers and managers by departments, and, consequently, the composition of departments at each organizational level.

On sixth stage a decision is made to implement this structure and approve the management scheme.

The next three steps are seventh, eighth and ninth are organizational regulations on which the development of documentation regulating the activities of individual performers, departments and the management system as a whole is carried out.

An important task is to design a set of decision-making procedures (PPR) (block 7). This is dictated by the fact that the organizational procedure is one of the main elements of management technology, determines the sequence of stages of work, which ultimately regulate the process of managerial work. In other words, an organizational procedure is a complex of interrelated technological operations aimed at achieving a clearly fixed goal. Examples of procedures can be: “drawing up a report on the work done”, “issuing a travel certificate”, “registering an employee for work”, etc. Having a complete list of procedures adopted in the department, you can draw up a decision-making scheme that will allow you to judge the effectiveness of the functioning of the department . We will show how to do this in practice in Chapter 8. In addition, the use of the organizational modeling method at this stage of the process makes it possible, based on a complete list of procedures, to model the rules for the work of performers and managers in each procedure, and then for the department as a whole.

The entire process of designing the management structure is being completed by the development of the regulation on the organization. The implementation of this stage requires a comprehensive study and addition of a number of provisions (documents) due to the requirements of economic legislation, such as: regulations on the enterprise, regulations on departments, job descriptions.

The regulation on the enterprise requires knowledge of the charter, strict adherence to the principles of construction; production processes, forms and systems of remuneration, requirements of the external environment.

Development department regulations is one of the independent tasks of organizational regulation of the management system. The decisive importance of this task is determined by the requirement of correct, efficiently organized work within the department, the need for a clear division of rights and duties between individual employees. Regulations on departments must also comply with the law. Much attention is paid to the construction of a single model structure that covers all aspects of the department's activities, since the regulation on departments to a certain extent determines the position on the positions of the department's employees, their duties, rights and responsibilities, which should also be strictly regulated. In this regard, the development of such instructions, which sequentially indicate the stages of work and specific performers responsible for the implementation of each stage, is of the utmost importance.

This method of building organizational structures allows you to design any form of management, clearly shows how the process of transformation of the matrix-staff structure into a linear structure and the irreversibility of this process and once again confirms the correct choice of the matrix-staff model as the basis for designing the management structure.

1.27 Methodology for building a production management system

The main task of the management and production preparation system is to:

Continuous monitoring of the state of the production process and the impact on it in the event of deviations from the planned course of production,

Development of technological and planning documentation and preparation of technical equipment,

Providing the necessary materials, semi-finished products, components,

Carrying out organizational measures for the preparation of the production process.

The efficiency of machine-building production is largely determined by the degree and level of development of the vertical division of managerial labor, i.e., the organization of the work of managers to coordinate the activities of structural divisions and performers. The principle of operation of the management process at the enterprise is shown in fig. 1

Picture 1.

Depending on the functional role in the production management process, managers, specialists and support personnel are distinguished.

· The work of managers is the highest level of management. They make decisions on the most important issues of the enterprise, direct and coordinate the work of lower levels.

· Specialists perform the functions of preparation and implementation of management decisions. Their activities combine the functions of management and execution.

· Auxiliary personnel (technical performers) carry out information maintenance of the control system.

Persons engaged in managerial activities are also classified according to other criteria, in particular, according to the composition and profile of the teams they lead, the level and place occupied in the management system. On this basis, managers can be top, middle and lower levels. Such a vertical deployment of the division of labor forms the levels of management (Fig. 2). The shape of the pyramid shows that each top level of management has fewer management personnel than the previous one.

Figure 2………………………..Figure 3

Classification of managerial personnel by management level:

The highest level of enterprise management

Who: Chairman of the Board of Directors, President, CEO.

What they do: - ensure the interests and needs of shareholders,

They develop the policy of the enterprise and contribute to its practical implementation.

・Mid-Level Managers

Who: heads of departments, heads of workshops, laboratories, etc.

What they do: - ensure the implementation of the enterprise's functioning policy,

developed by top management

Responsible for bringing more detailed tasks to departments and departments, as well as for their implementation

They have a wide range of responsibilities and have great freedom of decision-making.

The lowest level of management

Who: foremen, foremen, controllers and other administrators

What they do: - manage directly workers and other non-management

staff.

Responsible for bringing specific tasks to the direct executors.

The ratio of time spent on the performance of the main functions of production management differs by management levels (Fig. 3). It should be noted that at all levels of management, managers perform not only purely managerial, but also executive functions, however, with an increase in the level of leadership, the share of executive functions and tasks in the specialty decreases, and in management it increases.

Fundamental principles of management.

· the principle of optimal combination of centralization and decentralization in management;

unity of command and collegiality in management;

the principle of scientific validity, which implies scientific foresight, socio-economic transformations planned in time at the enterprise;

the principle of planning, which establishes the main directions and proportions of the development of production;

The principle of combining rights, duties and responsibilities, providing for the performance by each subordinate of his tasks and a periodic report on their implementation;

The principle of hierarchy and feedback, which consists in creating a multi-stage management structure, providing for the presence of two-way communications from the boss to subordinates;

· the principle of private autonomy and freedom, which assumes that all initiatives come from freely acting entities that perform managerial functions at will within the framework of the current legislation;

the principle of motivation, providing for a system of rewards and punishments;

· the principle of democratization of management, i.e. participation in the management of the enterprise of all employees.

Types of organizational structures:

1. Linear organizational structure of management
Meaning: at the head of each structural unit there is a head endowed with all powers, carrying out the sole management of subordinate employees and concentrating all management functions in his hands. The enterprise management system is built on a production basis
Advantages: - unity and clarity of command, - consistency of actions of performers, - ease of management (one communication channel), - clearly defined responsibility, - efficiency in decision-making, - personal responsibility of the head for the final results of his unit.	Disadvantages: - high requirements for the qualifications of the manager, - lack of links for planning and preparing decisions; - information overload, - many contacts with subordinate and higher units; - concentration of power.

2. Functional organizational structure of management
Meaning: organized by a set of units specialized in the performance of specific types of work necessary for decision-making in the linear management system. At the enterprise, specialists of the same profile are combined into specialized structural units
Advantages: - high competence of specialists responsible for the implementation of specific functions; - release of line managers from solving a number of special issues; - standardization, formalization and programming of processes in the conditions of automated control; - exclusion of duplication and parallelism in the performance of managerial functions; - reducing the need for generalists.	Disadvantages: - excessive interest in the implementation of the goals and objectives of "their" units; - difficulties in maintaining permanent relationships between different functional services - lengthy decision-making procedures; - a relatively frozen organizational form that is difficult to respond to changes in production conditions

3. Linear-functional organizational structure of management
Meaning: With such a structure, the line manager assumes full power. In developing specific issues and preparing appropriate solutions, he is assisted by a special apparatus, consisting of functional units. In this case, the functional units are subordinate to the chief line manager.
Advantages: - deep study of management decisions through the use of specialists; - the release of the chief line manager from a deep analysis of problems; - the possibility of attracting consultants and experts.	Disadvantages: - lack of close relationships and interaction at the horizontal level between production units; - insufficiently clear responsibility, - overly developed system of vertical interaction,

4. Matrix organizational structure of management
Meaning: During the functioning of the program-target structure, the control action is aimed at fulfilling a certain target task, in the solution of which all links of the enterprise participate. The whole set of works to achieve a given goal is considered not from the position of the existing hierarchy of subordination, but from the position of achieving the goal provided by the program
Advantages: - flexibility and adaptability of the management structure; - increasing the creative activity of administrative and managerial personnel; - increasing the motivation of production personnel - reducing the burden on high-level managers - increasing personal responsibility for the implementation of the program as a whole and its parts.	Disadvantages: - complex structure of subordination, resulting in problems in setting the priorities of tasks; - unhealthy rivalry between program managers; - the need for constant monitoring of the ratio of resource allocation; - Difficulty in acquiring the skills needed to work on the new program.

1.28 Management of main and auxiliary processes

An integral element of the automated control system of the TOE is the means of diagnosing the state of the equipment. Technical diagnostics is divided into:

functional (measurement of individual parameters characterizing the current state of the equipment, and signaling its state)

Statistical. (registration of changes in the state of the main equipment and calculation of operational indicators of its operation).

Technical diagnostics of the state of the main equipment is used to:

automatic control over the preparation of equipment for operation and issuance of permission to start (it is solved by installing signaling sensors);

· prompt search for the place and cause of failure or failure in a cycle, taking into account the number and time of downtime, issuing a signal about a violation of the cycle and changing tools;

determination of the causes of failure of nodes, operational preventive control of the state of nodes and the issuance of signals for repair maintenance;

identification of slowly changing processes and determination of the resource of equipment operability;

· prevention of marriage, control of the geometric accuracy of equipment and its prediction for the next period.

Features of the functioning of the ACS of the main and auxiliary processes

· ACS of the main equipment. CNC systems and microprocessor technology give equipment flexibility in the transition from the manufacture of products of one standard size to the production of products of another size. The values ​​of the controlled parameters and the structure of the multidimensional ACS can be determined with the help of a computer, which acts on the masters through peripheral devices.

· ACS tool supply system (SIS). To build a SPI of production sites, it is necessary first of all to solve the question of how to evaluate the cutting ability of a tool. For this, production information is collected and processed about the laws of distribution of the durability of cutting tools, taking into account economic criteria.

· ACS of the quality control system. Depending on the conditions and capabilities of a particular production, when developing a product quality control management system, three control programs are created:

Active control program (adaptive adjustment or process control).

Statistical control program (setting based on the results of control of individual quality parameters in a batch or a sample from a batch of products).

Acceptance control program (automatic verification of the main quality parameters with the issuance of a certificate of product suitability, or collection of information from all control operations on the quality of manufactured products in a batch and determining the frequency of control (sample size).

After the execution of the automatic control program, a signal is issued about the suitability of the product, the need to correct the CNC machine program, change the tool, or take other measures.

· ACS warehouse system. To develop a warehouse system management system, the initial data should include:

The range of manufactured products, semi-finished products and blanks,

The sequence and frequency of their launch and their parameters,

Characteristics of mobile units, the number of units and the number of working elements in each unit,

The number of cells in the racks.

· ACS of the transport system. It is designed to ensure the uninterrupted operation of cargo handling equipment and its operational reliability, as well as the required cargo flow. The transport service management system has a hierarchical structure for processing information flows:

First level - local transport equipment control devices

The second level is the management of material flows of machine-building industries.

· ACS maintenance. This system must constantly monitor the operation of the subsystems for removing and processing chips, preparing and distributing coolants, supplying electricity and compressed air.

1.29 Technological preparation of production

Automation of non-flow production forces a new approach to the design of technological processes. The main goal of the technological preparation of non-flow production is to ensure its mobility when the program for the production of products changes, the high efficiency of the production process for manufacturing products within the specified time and the required quality.

The tasks of technological preparation of production are divided into functions:

· Ensuring the manufacturability of the product design. The manufacturability of parts is assessed, and methods for obtaining blanks are also determined.

· Design of technological processes. The general task is the development of optimal technological processes according to one criterion of optimality or their combination. The entire design process is broadly divided into three stages: the design of route technology, operating technology and control program.

Design methods used (in ascending order of complexity)

The addressing method is based on the use of the principle of unification and can be applied when introducing group and standard technological processes into production. When implementing this method, one does not resort to procedures for the synthesis of new structures.

Synthesis method - used in the design of single, typical and group technological processes. When implementing this method, one or several stages of structure synthesis are required:

Synthesis with a prototype - a prototype workflow or a subset of several prototype workflows is used.

Synthesis without a prototype - it is necessary to design the sequence of the technological process, based on the general design patterns, taking into account rational criteria for evaluating solutions,

· Design of technological equipment. The common task is the development of technological equipment, special cutting and measuring tools. In non-flow production, they tend to use standardized tooling.

· Development of control programs. The general task is the development of UE for the main and auxiliary equipment of machine-building production on the basis of the developed technological processes.

1.30 Operational scheduling, accounting and scheduling of the production process

The planning function involves deciding what the goals of the enterprise should be and what production personnel should do to achieve these goals. The plan is a complex socio-economic and technological model of the future state of the enterprise. In the typical structures of top-level management systems, in particular production planning, there are most often three levels:

The level of long-term (strategic) planning, at which:

Market conditions are analyzed

A promising production program is being developed,

Needs for various resources are assessed

Other preparatory works for the complex long-term preparation of production are being carried out;

the level of calendar (tactical) production planning, at which specific production tasks and needs for the means of ensuring technological processes for manufacturing products for certain periods of time are determined;

The level of operational planning, at which the current tasks of coordinating (dispatching) production and managing technological processes and production equipment are solved.

Types of operational planning in mass production:

· Hourly chart. Determines the uniform release of products during the shift or the release with some increase, depending on the specific working conditions of this area.

· Partion-periodic. At the same time, constant standard schedules for the manufacture of batches of semi-finished products are established in relation to the rhythm of the subsequent stages of production.

· According to the rhythm of release. The production of all semi-finished products at all stages of production is timed to the established rhythm of production.

Types of operational planning in non-line production:

· Custom. End-to-end cycle schedules for the preparation and execution of each order are established in coordination with other orders (single and small-scale production)

· Serial ahead of time. It is built on the basis of advancing the execution of work at each previous stage compared to the next one by a time equal to the duration of the corresponding part of the production cycle (serial production with a stable nomenclature)

· Warehouse planning.

It is based on the accumulation of a warehouse stock of semi-finished products, which ensures uniform supply of them to the subsequent stages of production and replenishment of stocks by manufacturing semi-finished products in established batches (serial production of components)

· By cycle sets.

This involves grouping semi-finished products depending on the duration of their production cycle, the time of delivery to the next stages of production and the scheme of the technological route (medium and large-scale production with a stable and repetitive nomenclature)

· By appointment. At each stage of production, a reserve standard is established for each type of semi-finished products, and this standard is maintained constant (large-scale and mass production)

Stages of operational planning in mass production:

1. The calculation of the monthly plan-schedule for the launch-release of products for operations is carried out on the basis of annual, quarterly and monthly plans and data on the state of the equipment.

2. By the beginning of the planned period (month), a nomenclature plan for the month is sent down by sections, indicating the list of products and the deadline for their manufacture. Next, the load factor of the main equipment is determined and the distribution of work for each equipment is made.

3. Based on the nomenclature-calendar operational plan of the site and information about the actual implementation of the plan for manufacturing products, as well as the availability of blanks in the warehouse received from the accounting system, the calendar plan is corrected.

4. The ultimate goal is to calculate and bring shift-daily tasks to the specific performers of each individual section.

The functions of the accounting system are to collect, accumulate and issue data on the actual course of the production process, the use of various types of resources, and the quality of manufactured products.

All collected and systematized statistical data on the functioning of the production system for a certain period at the required time comes from the accounting system to the dispatching system, which makes operational decisions aimed at eliminating deviations between the planned and actual production progress, and implements the decisions made by transferring control information to control object.

Modern machine-building industries are man-machine systems, so part of the functions of managing and preparing production falls on production personnel. When calculating the number of engineering and technical personnel (ITR) in machine shops and sections, their number is taken depending on the type of production and the number of main machines within 7 ... 13%. For assembly sites and workshops, depending on the type of production and the number of production workers, engineering and technical personnel are accepted within 5 ... 7%.

The calculation of the number of employees working in production units is made depending on the type of production and the number of production workers: for machining production 0.6 ... 2.2%, for assembly production 0.4 ... 2.0%.

The area standard for each employee is assumed to be 6m 2

1.31 Manufacturing process software and simulation of manufacturing processes

For the operation of the production system in an automated mode, it is necessary to select technical means for collecting, transmitting and processing information, as well as developing software for controlling equipment. The software (software) of the production process consists of three main components: general, general special and special software.

· General software is the standard software supplied with the computer. It includes the operating system, database management system, and LAN software.

· General special software - software of the mini-computer level and micro-computer level software that do not depend on the specifics of a particular production task.

Special software is targeted application programs, usually implemented as simple modules, each of which performs one function

The organization of a computer network essentially depends on its topology - the scheme of computer interconnections, which is shown in Figure 4.

"Star" "Ring" "Tire"

In a star topology, a sufficiently powerful computer should be used in the central node, capable of servicing many simultaneous information flows between the primary computers. In ring and bus topologies, due to the absence of a central node, it becomes more difficult for the network node to transmit information, since each node must recognize the messages intended for it at the address indicated in the message, and in the ring type topology it must ensure that other messages are transmitted to users.

The area occupied by the workshop control complex is usually assumed to be 30m 2 .

The information model of machine-building production consists of the following data arrays reflecting the current state of control objects:

"Model of the state of the main equipment"

The batch currently being produced

Semi-finished product code and operation number,

The number of manufactured products in a batch and manufactured for a given shift,

Planned task for the party and for the shift,

Sign of the final operation.

“Model of the state of the tool supply system”

Location of tool kits

The code of the semi-finished product and the number of the operation for which the tool is intended.

"Model of the state of the product quality control system"

Products that are currently under control operations,

Product code and number of controlled items per shift,

The number of rejected items.

"Model of the state of the warehouse system"

The contents of each cell of the warehouse are reflected (the code of the semi-finished product or finished product, the number of the last completed operation, the number of semi-finished products and products in the cell) - the state of the drives in the sections is reflected (details of the batch of semi-finished products that are currently loaded on the main equipment, details of the parties semi-finished products, the loading of which has already ended, and the operation on the equipment is ongoing or has already been completed, but the manufactured products have not yet been shipped).

"Model of the state of the labor protection system"

Information about the readiness of production equipment for start-up and equipment downtime related to the implementation of labor protection measures.

"Model of the state of the transport system"

The number of semi-finished products in the transport system,

The code of each item and the number of the operation to which it must be sent

Delivery address in the warehousing system.

"Model of the state of the maintenance system"

Information about the health of all types of production equipment,

Its readiness to carry out planned tasks,

Downtime for repairs

Information on the type of material processed in the previous period

Status of maintenance systems.

· "Model of the state of the control system and preparation of production."

UDC:338.24

K. B. Gerasimov

Designing organization process management systems

Any organization is a system and includes certain elements that are closely interconnected. In order to develop the methodology of organizational reengineering, a model for designing process management systems or their part has been developed.

Any organization is a system and includes certain elements that are closely interrelated. While developing the methodology for organizational re-engineering, the model of the process control systems or their parts engineering is worked out.

Key words: control system, organization, process, design, technology, task.

Key words: management system, organization, process, engineering,

technology, task.

Modern organizational development is conditioned by the tendencies of deepening the ties between science and practice, as well as the need to use effective means for organizational restructuring. Despite the existence of methods for reforming organizations and their structures, there are problems in creating such structures that not only must comply with the goals and objectives of the organization, but also are able to flexibly restructure under the influence of market factors, and sometimes successfully resist them. Existing reengineering models focus mainly on business processes and do not concern the main elements of the organization.

Scientific research in this direction requires the time and efforts of many scientists. Therefore, the development of the structure of the organization based on the application of the concept of reengineering becomes relevant.

Reengineering is the redesign of organizations, possible with the recognition of the need for modernization or development, focusing on other values ​​when using the achievements of science.

The methodology of organizational reengineering, based on the concepts of systemic, process and functional approaches, was developed by B.N. Gerasimov and presented in detail in the work. Using the main provisions of this methodology,

© Gerasimov K. B., 2012

K.B. Gerasimov continued to develop methodological tools for a universal information-logical model of reengineering of economic systems of the “organization” type and used it to design a product sales management system at enterprises. However, the work did not end there. There was a need to develop technological equipment for managers at various levels.

Let's present some concepts used in this article on works.

A subsystem is a part of a system that is singled out in a certain way and has system properties. For example, a functional subsystem (FP) is a part of the system that is distinguished by a functional attribute.

A functional control block (FCB) is a part of the FC, allocated in a certain way, focused on managing the activities of a specific mini-object and including all control functions.

A sub-process is some part of a process or FP, allocated in a certain way and having the right to independent existence.

The functional task of management (FZU) is a set of actions to perform one management function within the framework of a given mini-object or FCF, for example: recruitment planning, organization of personnel assessment, accounting for staffing needs, etc. In order to highlight the FZU in any area of ​​management , it is necessary to structure management activities.

Structure - (structure, location, order) reflects certain relationships, the composition of the constituent parts of the system, its structure (structure). The structure characterizes the organization of the system, the stable ordering of elements and relationships. Information is exchanged between different FCFs, which makes the structure of the management system (CS) of an organization interdependent and very complex.

Thus, an organization's CS consists of a number of processes or FPs. Each FP consists of a certain number of FCF, which, in turn, consist of a finite number of FZU interconnected in the management cycle. Each FZU consists of a finite number of functional control operations (FPU) that sequentially transform input information into output information using technology.

Technology (from the Greek techne - art, skill, skill) - a set of methods for processing, manufacturing, changing the state, properties, form of raw materials, material or semi-finished products, carried out

produced during the production process. However, this definition is more related to the manufacturing sector. In the non-material, or rather, intellectual sphere, technological processes also take place, covering the activity of transforming information and influencing human relations. At the same time, there is an indispensable invasion into the sphere of interests of an individual, which can and should be influenced to improve the quality and efficiency of the organization.

FZU technology is a set of certain actions that are sequentially performed one after another for the successful implementation of a given task.

An operation is a transformation of objects, information, behavior or activities of people. In other words, the transformation of matter. However, both mental (conscious) and even subconscious operations are performed. Some of them relate to the idealistic understanding of matter, because its forms are diverse.

In order to build the FP CS (parts of the FP, FCF) in the organization, it is necessary to develop a concept, model or mechanism; technology, tools; legal, information, technical and personnel support.

At present, it is very important to improve the management process and improve the quality and efficiency of management systems or individual aspects of its activities. To do this, a specific area of ​​the organization's activity is selected, which is especially in need of improvement at the present time.

The implementation of the main ideas for the development of a particular FP (process) is based on the choice of one or more FCF within this FP. To ensure a new quality of management, it is necessary to scientifically construct each FCF included in the FP (part of the FP). At the same time, it would be very cumbersome to consider the construction of a FP or a part of a FP. The methodological foundations for constructing a single FCF or a FP that includes several FCFs are similar. This is due to the system properties of all these structures and the same element base. The only difference is that more efforts are required to connect the models of various FCFs into a single model of the entire FP or its part.

The authors have developed a model that consistently considers the forms and content of all the elements of the FCF, determines their place and role in the FP, and, finally, purposefully ensures the interaction of these elements in fulfilling the intended purpose of the FCF within the higher organization management system. Below, we will consider the construction of the FUB, implying that

that according to the same methodological canons, the construction of other systemic formations within the organization can be carried out: processes, subsystems, subprocesses, etc.

The FCF construction model includes five stages:

Selection of the system parameters of the FUB;

Development of the composition and content of FZU;

The choice of means to ensure the solution of the FZU;

Determination of the expected effectiveness of the FZU decision;

Rationing of the FZU solution time.

Before proceeding with the content of a particular SCF, certain decisions must be made at the system level. This is due to a common understanding of the functions, processes and elements that take place within the framework of the FSF. The process of selecting the system parameters of the SLF is shown in fig. 1.

Rice. 1. Selecting the SLF System Parameters

The concept is a system of views on the process (object). The concept of the implementation of a specific FCF determines the forms and content of the activities of personnel, services and their relationships in a given organization.

If the system parameters of the selected FCF are available, it is possible to start designing the FZU elements.

Within the framework of this stage, the activity begins on the formation of all selected elements of the FZU included in the selected FCF. The process of developing the composition and content of FZU is shown in fig. 2, where the most important operations of this stage are highlighted.

Rice. 2. Development of the composition and content of FZU

At the beginning of the stage, a fragment of the matrix "FUB - Control Functions" is constructed (Table 1), so that future FZUs are formed.

Table 1

Matrix "FUB - Control Functions" (fragment) _____________

Item No. SFU name Control functions

rationing forecasting planning organization accounting control analysis regulation coordination

1 FUB 1 + - + + + + + + -

2 FUB 2 + + + + + + + + -

N FUB N + - + + + - + - -

Note. The “+” sign marks real-life tasks; the sign "-" marks the task, the existence of which is possible, but under certain conditions; "0" means the absence of the physical meaning of this problem.

All FZU have the right to exist only if each of them carries a specific semantic load within the framework of the FSF. The substantiation of the existence of FZU begins with a brief description of its essence, which in the future should serve as a guide for the development of technology for its solution, as well as the formation of the content of information support.

The FCF model is built on the basis of a typical graph of control functions. Let us give an example of the FSF model "Management of the supply of resources" (Fig. 3). As a result of the preliminary analysis, all FZU of this FCF have the right to exist.

Rice. 3. System graph of the FSF "Management of the supply of resources"

The technology for solving FZU should be designed at the level of procedures, where the transformation of input information into output information is shown in all details. It is most convenient to do this for individual FZU, which cover some closed logical space, clearly delineated by a specific control function within the framework of this FCF. For clarity, it is advisable to present the technology for solving the FZU in tabular form (Table 2).

table 2

FZU solution technology

Input information Solution operations Output information

Document 1 1.

The sequence of designing the FZU solution technology is as follows. First, the output information is set, presented in the form of documents, which must be obtained within the framework of this FZU in a particular organization. Then, the selection of operations for converting input information into a given output information is performed. This takes into account restrictions on the amount of data, their placement, time, reliability, completeness of information, etc.

FZU solution technologies include several typical operations. In the initial stage of solving the FZU, such operations are included as making a decision to start the process of solving this FZU, collecting data, studying the materials (output information) for solving previous problems, studying analogues of solving this FZU, etc. The main part of the technology operations is devoted to the use of some or methodological tools.

Electronic media is necessary to accelerate the rapid transition to solving other FZU, and it is also used as a material for training colleagues in the profession. Information in this form can be easily used to accumulate statistics, as well as for use in unforeseen situations. The information that needs to be obtained from adjacent FZU is revealed. The input and output information of the main and adjacent FZU are coordinated.

The decision of the FZU is achieved by attracting means of implementation, which include decision methods, elements of management and methods for making managerial decisions of the FZU and all types of support. The sequence of operations for selecting and using the means of providing FZU is shown in fig. four.

The study of the operations that make up the technology for solving the FZU makes it possible to determine the necessary means of solving it.

Elements of management and methods of making managerial decisions need to be placed in the right place. They should not be abused, but some operations cannot do without them so that the results of the decision of the FZU are adequate. Elements of management contribute to the choice of one of several options for the implementation of the operation, the clarification of the scope of work and the promotion of the process of solving the FZU. Basically, these are means of communication (meetings, negotiations, etc.), power, motivation, etc.

As solution methods, mathematical (statistical, calculation, comparisons, etc.), sociological (questionnaires, testing, interviews), etc. can be used. For some tasks, there may be several solution methods. At the same time, these methods can give different results in terms of accuracy, reliability, and other parameters.

Rice. 4. The choice of means of providing FZU

The legal support of FZU provides for the use of existing legislation on the topic of scientific research, the rationale for the relevant recommendations, and the compilation of a list of legal documentation used in the work.

The technical support for the implementation of the FZU is mainly reduced to the use of computers, office equipment, etc. Therefore, in this case, the section can be called “computer support”.

Staffing is a compilation of a list of specialists indicating their level of qualification (competence), who should be instructed to solve a specific FZU or apply technology within its framework. At the same time, it should be emphasized whether the entire FZU is decided entirely by this specialist or the participation of other specialists is necessary in the decision, for example, in the legal, technical, software or economic support of the FZU solution.

An important role is played by the standards for the implementation of FZU, which are determined by an expert. Each organizational unit has specific SSFs for which it is responsible.

The complexity of the implementation of the FZU is a time standard during which this FZU must be satisfactorily solved and then used to solve subsequent problems or make managerial decisions. The normative labor intensity for each FZU is determined by calculation or expert way, depending on the complexity of its algorithm, the amount of information processed and other factors. If the FZU solution is fully formalized, then the labor intensity standard will be more reasonable and process-oriented.

The most important operations of the FZU solution technology are included in the job descriptions for the relevant professions of the organization's specialists. For the successful performance of official duties, the specialist checks the competence of the personnel, i.e., the ability to solve the FZU at the set time with the specified quality.

Thus, all means of ensuring the FZU within the framework of this process form the conditions for the implementation of the elements of the FCF. Then you can assess the level of funds used in the organization and determine the need for the acquisition of new funds in the future.

The process of designing a process control system can be applied in various economic systems of the "organization" type to build models of management activities. The use of the presented approach implies the possibility of including original elements or new technological operations that will significantly enrich management activities and introduce an additional ornament for scientific research and practical development. This may be necessary when designing process control systems or their parts, as well as when designing a new operational process. The design of new operations may be required in connection with the establishment of relations between various FCF and (or) FI of the organization to coordinate mutual interests, which will require additional studies of the interaction of systems at various levels.

Thus, the selection of the main elements of the system, the establishment of their interaction, the definition of means of support, the evaluation of the effectiveness of innovations affects the flexibility of the architecture of the designed management system, which will improve the manageability of the organization's processes.

Bibliography

1. Gerasimov B.N. Fundamentals of Russian management: Management theory. Management technologies. Ch. 1-2: textbook. allowance. - Samara: SGAU, MIR, 2006. - 524 p.

2. Hammer M., Champy J. Reengineering of the corporation: Manifesto of the revolution in business / per. from English. - St. Petersburg: St. Petersburg State University, 1997. - 352 p.

3. Davenport T.N. Process Innovation: reengineering work through information technology. - Boston, Mass.: Harvard Business School Press, 1993. - 337 p.

4. Gerasimov B.N. Organizational reengineering: monograph. - Samara: MIR, 2008. - 265 p.

5. Gerasimov K.B. Development of product sales management systems: monograph. - Penza: MACU; PGU, 2008. - 207 p.

6. Gerasimov B.N. Control technologies: monograph. - Samara: NOANO VPO SIBiU, 2010. - 460 p.

Section 9. Design of control systems

9.1. The essence of designing control systems: concept, goals, objectives, methods of implementation

The design of control systems includes making decisions regarding what goods/services should be produced and how they should be produced, i.e. how work will be organized, what equipment will be used, how people and equipment will interact.

Design of control systems includes:

Forecasting future demand;

Design of goods/services;

Process design.

Forecasting future demand is one of the main tasks of designing operating systems. The main task of design is to meet the needs of consumers, to predict future demand for the output products of the system.

Prediction methods fall into three categories:

7) production of a new product/service.

Two types of design are possible:

- "relay race", when responsibility for the project is transferred from department to department. This type of design is typical for Western European firms;

- continuous production A process that is difficult to change to produce a homogeneous product, such as electricity generation.

For the production of services, a different classification is used:

- professional services– close contact with customers, non-standard and adaptability to changes in customer requests, high labor intensity (management consulting, architectural design);

- service enterprises- occupy an intermediate position between professional and mass services, a high degree of contact with the client. High capital intensity (retail stores, restaurants);

- mass services– limited contact with the client, high labor intensity. The service is strictly defined by the manufacturer and varies slightly depending on the wishes of the customer (airport, supermarket).

An important stage in the design of the operational process is the construction of a process diagram. The scheme defines the physical location of the resources that perform transformations (equipment, materials, personnel) and the flows of transformed resources (materials, information, customers) in the operational process. The choice of process scheme depends on the main types of process.

There are four main types of process diagrams: construction diagram, factory diagram, conveyor diagram, group diagram (Fig. 1).

Individual production				Professional Services
Small batch production				Service enterprises
		Group Structures
Large batch production				Mass
		Conveyor
Continuous production

Figure 1. Relationships between schema types and operating room types

processes

Table 1

Comparative evaluation of process schemes

Comparative evaluation of process schemes	Main characteristic	Advantages	disadvantages
Conveyor Group structure	There are no flows of materials, customers, information Resources come together in multiple places Convertible resources move from one site to another Combined	Flexibility adaptability Thread minimization High throughput, flexibility	High unit cost of the output Complex routes for moving materials; the need to minimize distances Low flexibility; sensitivity to breakage; the need to harmonize the performance of all sections Low equipment load; it is necessary to determine the composition of the goods / services that will be produced in each group; it is required to develop a detailed layout of equipment placement within the group

9.2. Strategic Job Design

The success of the operation depends on how successfully the design of the task is carried out. There are two approaches to job design: scientific management and behaviorism.

Scientific management consists in the consistent solution of three tasks:

1) scientific research of the task;

2) selection and training of workers to work with new methods;

3) introduction of a new method.

The advantage of this method is a systematic study of work activities with a view to improvement.

Disadvantages that accompany this method:

People are doomed to boring and monotonous work;

Strengthening exploitation;

Focus on quantity, but not on the quality of the product;

The creative possibilities of the workers are ignored.

The behavioral approach is based on:

On awareness of the significance of the work;

On awareness of responsibility for the results of work;

Knowing the results.

If these factors are observed, then the worker acquires a high intrinsic motivation for high-quality and high-performance work and receives satisfaction from his work.

Finally, the design of control systems must take into account the technological process, which should be part of the strategic planning of operations. The choice of technological process depends on:

From the scale of production - determines the amount of the output product;

From the degree of automation - determines the extent to which the technique depends on the people who manage it;

From the degree of integration - determines to what extent the individual elements of the technical base are related to each other, whether it is possible to combine them into an integrated system.

In addition to design, the most important aspects of control systems are planning and control.

9.3. Management systems planning: essence, goals, tasks, methods

Planning management systems is one of the most important activities of a manager and consists of 5 stages:

1) analysis of the nature of CS planning;

2) development of a planning strategy;

4) project planning;

5) management of stocks and materials.

basis analysis of the nature of planning of control systems is the concept of a control loop, awareness of the time scales of planning, taking into account the features of planning input resources and managing them, planning the process.

The main task of management is to meet the needs of consumers at the lowest possible cost. This requires the following:

Plan - a document that defines what operations are supposed to be performed in a given period of time;

Measurement - it is necessary to register the volume, quantity, range of output products, the amount of resources needed to carry out the transformation process;

Comparison - comparison of what really happened with what was planned;

Control actions - Deciding what actions are needed and taking those actions.

The described control implementation scheme is called the control loop .

Input resource management primarily includes the following:

Personnel management (training, motivation, remuneration, organization of work, etc.);

Materials management (materials enter the organization from suppliers and are either processed or used in the operational process);

Information management (either used as it is received or transformed in the operational process); - equipment management (the main factor determining the production capabilities of the organization).

Time scale awareness of planning is strategy planning and scheduling.

Strategic planning includes making decisions that determine the possible volume of production, while taking into account bottlenecks and the synchronization of supply and demand.

There are two approaches to solving these problems:

following demand;

Proposal follow-up.

In the first case the volume of the output product changes depending on changes in demand. A change in volume will entail changes in working conditions and the number of employees. Therefore, following demand or managing supply implies features in the following cases:

When hiring and firing staff;

When organizing overtime work;

With the duration of the working day;

When creating stocks;

When issuing subcontracts;

With the participation of consumers.

In the second case the volume of the product remains unchanged regardless of demand. Supply following or demand management involves features in the following cases:

When setting prices;

When making a reservation;

While waiting;

When issuing additional goods/services.

scheduling based on strategic planning and includes: a production plan (required to determine the weekly task) and a work plan (to determine the daily load), including routing, loading, resource allocation, consideration of peculiarities when working in the presence of queues, dispatching.

Project Planning involves a clear definition of the beginning of work and the end of work, takes into account the uniqueness of the project.

Inventory Management materials is of particular importance when planning production processes. These include raw materials, semi-finished products and finished products.

The main task in planning is to determine the size of the stock, the delivery time of the order and the quantity of deliveries.

9.4. Improvement of management systems

Improving management systems is vital for any organization. The following indicators are used to assess the SU: economy, efficiency, effectiveness.

economy characterizes the methods of obtaining input resources at the lowest cost while meeting the established requirements for these resources. To increase this factor, attention should be paid to quality, quantity, timeliness, choice of suppliers. The level of efficiency of the CS is determined by the costs of acquiring the goods and services necessary for the operational process. In doing so, you should pay attention to the following points:

The quality of the purchased goods or services;

The number of goods or services purchased;

Timeliness of deliveries;

Careful selection of input providers.

Efficiency means the production of the desired product (service) that satisfies the requirements of minimizing the amount of input resources. Efficiency is closely related to performance.

Efficiency means the production of output goods/services needed by the consumer.

To measure the indicators of SU, the concepts of production norms can be used, information about which can be obtained both from internal sources and from external ones.

To determine the need for changes in operations, you can use the N. Slack matrix (Fig. 2).

With the help of this matrix, it is possible to analyze all the factors of the SU and assess the need for changes. To do this, it is necessary to quantify the achieved level of operation performance for each factor of the operation, compare them with the relevant standards and evaluate the importance of all factors of the operation for consumers. This will allow you to enter any of the production indicators in one of the cells of the matrix.

0 "style="margin-left:33.75pt;border-collapse:collapse;border:none">

Redundancy

Acceptable

Acceptable

Acceptable

Improve

Improve

Improve

Urgent measures

Urgent measures

DIV_ADBLOCK7">

Redundancy- the achieved value of the production indicator significantly exceeds the norm that ensures the preservation of the business.

Once areas for improvement have been identified and corrective actions have been prioritized, it is necessary to decide what changes are needed.

There are two general categories of change:

Breakthrough - a significant increase in performance in one step through new technologies, new methods of work or new management methods;

Continuous improvement is a continuous series of small improvements.

Common to all measures to improve the CS is that they are necessarily associated with changes. In this case, the success of efforts spent on improving the MS depends on the staff and how the organization manages change.

9.5. Strategic Needs in Control System Design

In modern conditions, often the strategy requires not just a change in the organizational structure, but the design of the organization. This approach qualitatively differs from the widespread methods of improving the efficiency of organizations (traditional dismemberment and association on an experimental basis of departments or areas of responsibility of managers, their replacement, improvement of certain organizational procedures) in that it involves not quantitative changes in the organization, but qualitative ones (transformation of the organization into a model completely different from its previous form).

Responsibility and decision centers

The developed strategy must be correlated with the relevant structural units of the enterprise in which the strategy should be implemented. That is, there must be a dynamic balance between the strategy and the enterprise, and, first of all, the organizational structure of management must correspond to the chosen strategy.

In domestic practice, there is a tradition of combining the functions of developing and implementing plans in the same unit. I think this is quite justified. After all, otherwise the responsibility for the final results is reduced. Therefore, at the stage of strategy implementation, it is necessary to delegate part of the authority (and responsibility) to those departments that participate in its implementation. At the same time, general management, coordination and control remain the functions of top management (strategic center).

Strategy funding budget. The principle of dividing budgets into current and strategic

In order to make strategic planning more effective and eliminate disagreements between strategy and current activities, it is necessary to distinguish between current and strategic budgets. The budget of a strategic project is also important in overseeing the implementation of this project. To make the most informed decision at this stage, it is necessary to have several alternative options for strategic projects. In this case, the selection criteria should be not only the degree of risk and financial performance indicators of investments, but also the degree of achievement of the priority goals of the enterprise as a result of the implementation of a particular project. In particular, when comparing several projects with acceptable risk and acceptable financial performance, it may be found that the financial performance of investments is higher for some projects, and the perceived degree of achievement of priorities is higher for others. In such cases, it is necessary to determine what is most important for the enterprise: obtaining high financial indicators for the use of investments or achieving the maximum possible results in priority areas of development.

If the latter is the most important, then the project that allows achieving the highest results in achieving the priority goals of the enterprise should be accepted for implementation. The rejection of such a project can only be justified by very significant reasons (the extreme importance of obtaining a quick return on investment, the unavailability of the required amount of financial resources, etc.).

The adoption of the strategic project budget is an approved decision to implement the strategy.

The strategy funding budget is an investment plan for the duration of the strategy. It shows what are the directions of investment, the time of investment. The most difficult thing in this case is to determine the time frame for the beginning and end of the implementation of the strategy.