Complex goal

Know:

• basic concepts, categories and tools for managing the development of an organization;
• psychological phenomena related to individual behavior person and relevant to his life in the organization.

Be able to:

• diagnose and solve problems and tasks of organizational development determined by psychological factors;
• analyze the external and internal environment of the organization as a source of organizational and psychological problems.

own:

• conceptual apparatus in the field of organizational development;
• organizational and psychological methods of implementation and psychological support innovation in the organization;
• technologies for working with groups and teams;
• methods of psychological support for organizational development programs;
• basics of organizational consulting.

Changes in the organization and the concept of organizational development

Modern organizations must operate in rapidly changing environments. Therefore, one of the most important needs for an organization is the ability to manage change. This is also important for people working in the organization in order to remain productive and relevant. The issue of change management in organizations is today one of the priorities in several sciences - economics, political science, sociology and psychology. Practitioners and managers primarily resort to knowledge related to the nature of the life of the organization, its adaptation to economic and social conditions. The request from practice to find effective methods of managing companies addresses the development of the organization as one of the real resources for competitiveness and long-term existence in the production market and in the personnel market. Involving psychologists as organizational consultants makes it possible to improve the quality of support for the dynamic processes of an organization.

An enterprise requires consulting regarding the development of an organization in several cases. The head of the enterprise or its owner formulates organizational development tasks in the language of technical or economic tasks. The most typical ones are:

• – a feeling of crisis that cannot be reduced to any specific aspect of the organization’s activities (sales, logistics, personnel qualifications, marketing, etc.), sometimes this condition is defined as a systemic crisis;
• – the desire of business owners to carry out systematic development in accordance with certain strategic goals based on the optimal organizational configuration (structure) of their business;
• – desire of business owners to leave the management process operational activities organization or redistribute the existing structure of division of powers between owners and hired managers;
• – preparing a business for merger or sale.

The economic approach to organizational development as the streamlining of production and management processes (i.e., in essence, the design and optimization of business processes) is not completely satisfactory, since it does not contain mechanisms for implementing organizational changes. The social psychological approach to understanding organizational development is seen as a long-term effort to improve problem-solving processes. This is possible through the renewal of the organization through more effective joint regulation of the cultural postulates of the organization.

One of the most important factors The effectiveness of an enterprise is the activities of its personnel. Any changes related to people are always more complex than replacing equipment or financial investments. Change management tasks in an organization are related to the activities of personnel who are either a participant or initiator of change, or their goal.

An organization as a subject of activity has the necessary characteristic - variability, the ability to change. Change is built into the nature of any acting subject, and therefore is inherent in an organization operating in its market for goods or services. Moreover, the change, depending on the pace, dynamics, strength and intensity, can be evolutionary and revolutionary. Accordingly, the purpose of organizational change is to promote survival, growth and development.

Based on this, life in general and the life of an organization in particular occur in conditions of change, the localization of change is outside or inside the organization, and their origin can be intentional, planned or accidental, arising from the nature of things, therefore, dynamic. People, employees of organizations are trying to manage either internal or external changes, which are planned or random. Therefore, 4 classes of changes are possible (Table 3.1).

Table 3.1

Four classes of changes

For example, quadrant A is internal and planned changes. This could be the implementation of new policies and assessment systems for states. Managing a planned change, whether generated within an organization or imposed from outside, involves managing the change processes. At the same time, managing dynamic change is more related to the nature of organizational culture and style.

Recognition of determinism environment leads to the idea that organizations comply with demands outside world, and the “success” of an organization is associated with the ability to satisfy the needs of the outside world. To manage change, it is important to understand the influence of factors. From the point of view of reaction to changes in the external environment special role internal factors of organizational change play a role. External factors can be characterized as follows:

• – changes in social structure society, norms and habits;
• – technological changes in the industry and technology in general;
• – economic – rating of interests, features of demand for a product or service, indicators of the personnel market;
• – political interests, legislation, relations between parties.

There are processes within an organization that are not always directly related to external factors. These forces can strengthen or weaken the influence external factors. Internal factors:

• – key employees;
• – intensity of work, morale, sense of confidence;
• – motivation;
• – group relations, communications;
• – individual relationships, satisfaction with them.

Based on the understanding of the importance of external and internal factors, there is a need to monitor their impact on the organization, and change management becomes the activity of managers to create a balance of external adaptation and internal integration.

Planned change in an organization and organizational development are interconnected. In a practical sense, organizational development is a way of managing an organization or an organizational development program. In the theory and practice of organizational development, it is not so much specific changes in the organization that are important, but rather the creation of a special form of organization capable of independently managing changes. Managing the natural development of an organization, which has internal and external sources of both planned and dynamic change.

At its core, organizational development is general concept, which includes a number of methods and approaches designed to improve the efficiency of the organization. Common to the approaches and methods is the transformation of the organization and the learning system, and the transformation of effective organizational learning into a method of change management.

Organizational development – systematic and long-term application of scientific knowledge about behavior as a means of increasing the effectiveness of an organization in terms of its ability to adapt its goals, structure, and work style to changes.

Organizational development becomes a management style based on humanistic values. The theory of organizational development has its own history, which is based on the analysis of effective practice and the creation of theoretical approaches. Among them special place occupies team development, which is both a development approach and a development method. The understanding of the theory of change and development of an organization is based on the works of M. Woodcock and D. Francis. Organizational design is based on the need for unified work in the management of “technical” and social systems in the organization. Of particular importance are works in the direction of studying management and leadership style.

Organizational development is an impact carried out for the entire organization, managed from above, in order to improve the effectiveness of the organization through planned interventions in the processes of the organization, using scientific knowledge. In essence, organizational development is a planned system of changes in an organization.

Formulated following characteristics organizational development concepts:

• – focus on formal organization;
• – ensuring a balance of individual and organizational needs and goals;
• – focusing on social interaction;
• – the organizational development specialist is not required to propose to the administration ready-made solutions, but he must help her develop the ability to solve such problems and contribute to the creation of an ideal organization;
• – adapt the changed organization to modifications of environmental conditions;
• – open communications and deep mutual trust between the organization’s employees and consultants.

Organizational development is a body of knowledge and practice that improves the performance of an organization and individual development. An organization should be viewed as a complex system made up of other systems, each with its own attributes and varying degrees of coherence. Organizational development intervenes in these systems, but in essence, it is the inclusion of a new methodology in strategic planning, organizational design, leadership development, change management, management, training.

Currently, organizational development is supplemented by the following provisions:

• – human activity and organizational systems are interdependent;
• – individuals and organizations can mutually adapt;
• – organizations that adapt to change are more effective;
• – conflicts of organizational values ​​are possible in the organization;
• – some conflicts are natural and can be managed;
• – most conflicts are psychological;
• – the needs of individuals and organizations are compatible enough to allow mutually beneficial agreements to be concluded;
• – there are no ideal technical and social processes, the characteristics of the environment should be taken into account;
• – employees strive to improve themselves and the organization in order to achieve their goals;
• – the organization creates favorable opportunities for the growth and self-improvement of its members;
• – democratic participation of workers in the decision-making process improves both the decisions themselves and their implementation;
• – democratic participation helps individuals mature psychologically;
• – employees who are trusted do their work better and faster;
• – open communication promotes the development of self-awareness and feeling self-esteem, increasing trust between employees and loyalty to the organization;
• – the culture of senior management influences the organizational ability to change;
• – cooperation helps organizations achieve goals better than coercion;
• – identifying and correcting organizational pathologies may require the help of a professionally trained consultant, usually from the outside;
• – changes in organizational behavior entail new norms of attitudes, values ​​and skills, as well as knowledge;
• – changing organizational culture requires the active participation of organizational members.

Organizational development is a complex strategy aimed at changing the beliefs, attitudes, values, culture and structure of an organization so that it can better adapt to new technologies, markets and problems.

Assuming that the strategic goal modern organization can be defined as the creation and maintenance of competitive advantages, then one of the main factors for the successful survival of an organization in competition is the ability to respond adequately to changes occurring in the external environment in a timely manner.

This ability is achieved in several ways, and one of them is to transform the organization into learning organization. The key factor in creating a “learning” organization is the process of continuous organizational development. Symptoms confirming organizational development are varied and include mainly:

• 1) application for technological leadership;
• 2) asset growth;
• 3) segment expansion;
• 4) involvement in large integrated industry structures;
• 5) development of human resources.

Organizational development is related to economic and technological processes. At the same time, it is necessary to take into account that technological leadership is resource-intensive and when the technological cycle is “compressed,” the organization is deprived of the opportunity to recoup investments in technological productivity. The growth of assets is fraught with a discrepancy between the managing and managed subsystems. The expansion of a segment leads to a loss of predictability of consumer behavior, and the formation of integrated structures leads to a loss of organizational uniqueness. Only human resource development does not have permanent negative effects and in the best possible way ensures the development of the organization as a whole. That is why organizational development fundamentally involves the development of human resources.

A key factor in the formation of a learning organization is the process of continuous organizational development. A learning organization can be called an organization that creates conditions for the training and development of all employees, and, being in the process of constant self-improvement, thus changes the world around it.

Creating an internal environment in which development occurs at the individual, group and organizational level is a complex process that requires systematic approach, involvement of line managers, support from senior management, application of modern innovative methods and technologies.

It is interesting to consider organizational development on the basis of a competency-based approach. To create sustainable competitive advantages, constant, continuous training and development of employees is necessary, which, carried out in interaction, ensures development at the group and organizational level, through the creation, exchange and application of knowledge and skills that are not just demanded by the external environment, but shape it.

Active systemic implementation of changes at the levels of "organization", "group", "individual" gives the organizational structure the status of "mature". Structural maturity is a certain level of structure development, at which the entire system of structural and functional interaction is simultaneously updated with the effect of the greatest synergy. It's about not just about structural flexibility - variability of structure, due to the mobility of relations between structural units. Similar property is adaptive - the system has the ability to adapt to changes in the external environment. And a mature structure provides opportunities for initiating changes, self-development, and creating key competencies.

One of the goals of the organization’s development system is to update the totality of interactions on different levels: personality – personality, personality – organization – goal of the organization’s development system. It is important to understand that learning is the basis of development, since development involves not just quantitative, but qualitative changes, a transition to another level. Training may be forced. Development requires intrinsic motivation employees. If an organizational culture is created that promotes the development of employees, an incentive system that supports the acquisition and exchange of knowledge, then the commitment of employees, their involvement in the activities of the organization and the sharing of its goals will increase. Only in this way can the organization's strategy be implemented. Without a career planning system, the creation of a personnel reserve and other elements of the development function, the effective implementation of structural and functional interaction, the creation of key competencies and compliance with the properties of a learning organization are impossible.

The development function can be defined as providing a sustainable competitive advantage and structural maturity of the organization through the implementation of the entire set of structural and functional interaction. Since development occurs in interaction, implementation should be considered various methods development in the system of organizational interactions.

Development methods that are implemented in the process of interaction within the group are the most effective and have the greatest impact on the development of personnel and the organization. Obtaining knowledge is most closely related to its application in practice and brings with it real changes in activity.

The interaction between an employee and an organization makes it possible to implement methods that require one-time or irregular interactions between employees of an organization.

And finally, methods that affect partnership interaction (training organizational leaders) - self-training or knowledge transferred by external specialists. The future of the development function in to a large extent depends on the extent to which the value that leaders bring can be accurately assessed and measured.

If we think of a learning organization as a place in which people continually expand their ability to create the results they truly desire, in which new, expansive ways of thinking are nurtured, and in which people continually learn how to learn together, then there are five characteristics of such a learning organization: organizations.

• 1. Personal mastery. This discipline encourages people to constantly clarify for themselves what is important to them, i.e. my own concept. At the same time, they must constantly re-evaluate how things are going now, i.e. current situation. The tension between concept and reality generates energy. This energy encourages personal growth.
• 2. Creating a shared vision. This discipline is centered on general goals, not those that are imputed. It allows you to discover skills, necessary for groups or organizations to achieve their desired future. The overall concept encourages genuine interest rather than foolish complacency.
• 3. Team training. This is the discipline of interaction in a group. Teams bond through the use of dialogue and well-structured discussion. They think collectively. The whole becomes greater than the sum of the parts.
• 4. Cognitive models. People, without knowing it, are endowed with hidden beliefs and convictions that actively influence thinking. These beliefs are very powerful and can prevent you from continuing your education. Bringing them into the light and examining them creates space for change.
• 5. Systems thinking. This is the fifth discipline, which unites all the previous ones. It is a fundamental axis of knowledge and a set of tools that allow people to see patterns in complex systems.

In the activities of a manager in a changing organization, traditional management functions are modified, new ones appear - supporting and increasing instability, cultivating variability, flexibility, and unpredictable changes. This approach in to a greater extent corresponds to the realities of modern times, which exist in a constantly changing and poorly predictable environment. The manager sets new tasks, such as developing the ability to change, based on the ability to notice, the possibility of change and development, readiness for internal changes.

Organizations seeking organizational growth must take into account the characteristics of the environment and adapt to conditions, drawing from experience intellectual and emotional lessons. These are essentially dynamic changes.

The mechanism of targeted management influence on the organization consists of goal setting and goal implementation, the unity of which is the basis for the effectiveness of social management. It is an interesting idea that the absence of some order does not mean uncontrollability. The control mechanism is built on the basis of the interaction of spontaneous regulators (traditions, norms, customs). In the nature of an enterprise, there is social automatism, an inherent organizational order created and created by the management apparatus (products of managerial labor - regimes, tasks, documents, etc.). The mechanism of social management is not limited to targeted control actions, but includes processes of organization and self-organization. Integration of management means the mobilization of internal sources of organizational energy of the managed object, the use of positive opportunities for self-organization, which allows you to “save” on targeted influence from the outside. Two trends are fighting in management: increasing efficiency through detailing, complicating target management and through the development of self-organization.

The development of an organization is determined by organizational values. Three general values ​​that are interconnected - manageability, customer service and innovation - influence priorities, determining both methods and content.

The bearers of values ​​are the creators of the organization (founders), as well as company leaders and hired managers. Existing values ​​are implemented in management and in general in the ways of managing the organization and personnel.

Controllability how value found its manifestation in the consistency of goals and actions regarding execution. Setting goals for the development of the organization as a whole and its personnel is consistent with the manager’s vision of an effective employee, which indicates such leading characteristics as diligence, discipline, and loyalty.

Organizational value "innovativeness" represents a focus on change. It is based on the organization’s ability to generate innovations and implement innovations (manifests itself through openness to new technologies and contacts, proactive management). Forms of innovation are implemented in different planes - production technologies (introduction of a new production line, development of new machines), changes in the organizational structure. All innovations are based on training and involve the development of human resources.

Clientele – the value of matching an organization to market needs. Enterprises aimed at identifying and satisfying consumer needs consider customer service to be one of the basic values ​​and declare it as the basis and goal of intra-company changes. The forms and content of organizational behavior, reactions to changes external to the organization are mediated by the demand for the product and regulate relationships with the client.

An assessment of the organization's basic values ​​finds opportunities to develop and improve the enterprise's activities. Challenges of the external environment pose new tasks for the organization related to its development. At a certain stage of development of an organization or during a period of crisis, an enterprise faces challenges that involve awareness of values ​​and sometimes adjustments. For example, an enterprise that has a stable place in the market for the production of goods and familiar place in the personnel market, faces changes in demand or changes in the personnel market in the region. Then the search for ways of organizational change leads to the question of awareness of the values ​​of the organization, management, and staff. If a discrepancy between existing and necessary ways management, values ​​are being revised.

Organizational Development (OD)- is a collection theoretical concepts and practices designed to help organizations become more flexible and adapt to change, and managers to develop the necessary skills to do so.

Unlike traditional approaches to change management, organizational development views change as continuous process updates affecting all aspects of the organization’s activities on various levels. Changes should become a permanent practice of the organization, and not emergency causing shock and panic among employees. Of course, in such a dynamic organization, the management system must be different from the management system used in organizations whose internal environment stable and static. The main objective of OD is to help the organization develop a suitable management system that would provide maximum flexibility and dynamism to the organization to achieve its goals.

Organizational development uses a wide range of techniques and methods to improve the efficiency of organizations from the point of view of a systematic approach to it as a single organism. One of the basic assumptions underlying OD is that change must occur at all levels of an organization's functioning, spanning the entire organization as a system.

Organizational development can be defined as a long-term activity aimed at increasing the organization's ability to solve problems and renew itself, carried out, in particular, through more effective management of organizational culture (especially culture labor collectives) using the concepts and practices of applied psychology. However, this definition for a long time considered classical, in modern concepts of organizational development has undergone significant revision and clarification. Over almost half a century of the history of organizational development, its theoretical foundations have been expanded and enriched in accordance with the dynamics of the context in which organizations exist and changing management practices.

Classic concepts and definitions of organizational development assumed that the main task of organizational development specialists is to help the organization solve problems that hinder effective use human resources, create organizational environment, conducive to the development and self-improvement of each employee of the organization and to achieve more successful and productive functioning of the organization as a whole. Modern OD concepts emphasize the maximum integration of the individual needs and interests of employees and the goals and objectives of the organization as a whole, as well as the creation of structures, systems and processes that would enable continuous improvement of the organization's performance.

Despite the fact that OR has much in common with traditional forms management consulting and human resource management, there are significant differences between them. OD differs from traditional consulting in that it focuses on the processes occurring in the organization rather than the content of the work, actively involves the client in the process of change rather than simply making recommendations, and views change as an ongoing, ongoing process. What distinguishes OR from human resource management is that main task OD is to develop structures, systems and processes within an organization that would contribute to improving the effectiveness of the organization, while human resource management is centered around the personal growth of individuals in the organizational system.

Organizational development can be considered as a complex that includes what can be called the “OD philosophy”, that is core values and principles shared by OD practitioners; set of concepts and models that make up theoretical basis organizational development; large number methods and tools with the help of which OD programs are implemented in practice. All three components of OD will be analyzed in detail in subsequent chapters. But to better understand the current state of affairs in the field of organizational development, it is necessary to first pay attention to the history of its emergence and formation.

Any organizational improvement in an enterprise begins its life as an innovation and ends as an outdated organizational form that gives rise to new problems and requires further improvement.

The state of the production organization characterizes its current system at the enterprise and reflects the quantitative and qualitative parameters of the position in which it is in a given period of time, as well as the degree of implementation of its scientific principles.

Analysis of organizational status production system First of all, it consists of assessing how well it corresponds to current and future tasks and conditions of its functioning.

Organizational level of production is a relative characteristic of the organization of production, labor and management, based on a comparison of the actual values ​​of indicators of organizational development of production with the corresponding basic values.

Analysis of the state of production organization is a set of measures aimed at identifying positive aspects and shortcomings in the organization of production at the enterprise and the formation of goals and specific directions for its improvement.

Develop an organizational improvement plan.

Based on the results of the system analysis, a plan is developed to improve the organization of production.

The technical and organizational development plan for production includes the following sections: creation and development of new types of products and improving the quality of products; introduction of advanced technology, mechanization and automation of production; improvement of labor organization; improvement of management and organization of production; major repairs and modernization of fixed assets; measures to save raw materials, materials, fuel, energy; research and development work; main technical and economic indicators of the level of production and products.

The technical development and production organization plan is being developed in two stages.

On first stage a technical and economic analysis of the organizational and technical level of production and products is carried out, opportunities and ways to improve it are identified.

On second stage measures are developed that are interconnected in terms of goals, resources, deadlines, performers, regulatory mechanisms, sources of financing are determined and their economic efficiency is calculated.

Calculation of the economic effect from the implementation of organizational and technical measures. Logistics costs, their assessment and planning.

Overall economic effect of implementation organizational event (E) is calculated using the formula

E = (Z 0 – Z 1) – Yong × Zm,

Where Z 0 – costs of production before the implementation of the organizational event, rubles; Z 1 – costs of production after implementation of measures, rub.; Yong– standard coefficient of economic efficiency; Zm– costs of implementing an organizational event, rub.

Logistics costs– these are the costs associated with performing logistics operations, i.e. placing orders for the supply of products, purchasing, storing incoming raw materials, intra-production transportation of products, intra-production storage in work in progress, storage finished products, external transportation, etc.

The costs of operating a logistics system can be assessed using indicators such as the amount of administrative and management costs; value added in logistics chains; costs associated with warranty service and return of goods by the consumer.

A significant part of logistics costs is taken up transaction costs,T. e. related to concluding transactions in the logistics system. They are typical for purchasing, distribution, service and customs logistics and arise before and after the conclusion of transactions in logistics systems of various levels.

48. “Pull system” for managing material flow at an enterprise. KANBAN system. Just-in-time system.

“Pull way” of organizing logistics processes in production, it is a production organization system in which parts and semi-finished products are supplied to subsequent technological operations as needed. Here, the central control system does not interfere with the exchange of material flows between different parts of the enterprise and does not set current production targets for them. The production program of an individual technological link is determined by the order size of the subsequent link. The central control system poses a task only to the final link of the production technological chain.

Micrologistics system KANBAN Essence The KANBAN system is that all production departments of the enterprise, including final assembly lines, are supplied with material resources only in the quantity and on time that are necessary to fulfill the order specified by the consumer department.

Key elements of this system are:

· rational organization and balance of production;

· total control quality at all stages of the production process and the quality of initial material resources from suppliers;

· partnership only with reliable suppliers and carriers;

· increased professional responsibility and high work morale of all personnel.

The most widely used micrologistics “pull” system in the world is concept« right on time" (JIT) . micrological system “just in time” is modern concept building a logistics system in production, supply and distribution, based on synchronizing the processes of delivery of material resources, unfinished products, finished products in the required quantities by the time a link in the logistics system needs them, in order to minimize costs associated with inventories.

The “just in time” logistics concept is characterized by the following main features: minimal (zero) inventories of material resources, unfinished products, finished products; short production (logistics) cycles; small volumes of production of finished products and replenishment of stocks (supplies); relationships for the purchase of material resources with a small number of reliable suppliers and carriers; effective information support; high quality of finished products and logistics services.

47. “Push system” for managing material flow at an enterprise. Systems for planning requirements for materials and production resources.

« push system"is a production organization system in which objects of labor arriving at a production site are not ordered directly by this site from the previous technological link. The material flow is “pushed” to the recipient upon a command arriving at the transmitting link from central system production management. The “Push System” controls production through the master production plan and, depending on it, consistently determines the volume of work-in-process inventory.

Concept idea« needs planning (resources)" lies in the fact that it is first determined how much and in what time frame it is necessary to produce finished products. In this case, the main production plan is divided into main plans for the production of individual components of the final product. Then the time is determined and required quantity material resources to meet the production schedule.

In the MRP class logistics system, three base blocks:

1. Formation of the main plan based on customer orders and demand forecast. This organizational and algorithmic process includes a procedure for quickly checking the feasibility of a resource plan - the so-called “rough cut capacity planning”.

2. Needs planning, i.e. drawing up a schedule for the production of batches of products own production and schedule for the purchase of materials and components. At the same time they work quite well certain algorithms calculating order sizes and order launch dates based on network models. At this stage, the calculation of resource load or balancing of the schedule by resources is also performed - the “capacity planning” procedure.

3. Operational management , which includes procedures for checking the completion and launching of orders, managing the progress of production through the mechanisms of production cycles, priorities, order sizes, as well as accounting for the completion of operations and orders, warehouse accounting.

In modern production, several variants of “push systems” of the RP (resource planning) type are used, namely MRP-I and MRP-II, as well as MAP (material availability planning - dynamic planning of the need for material resources). In sales, programs such as DRP (distribution resource planning) are used. Each of them, along with common features has its own characteristics.

49. Connection of the logistics approach to organizing production according to ISO with the Japanese system of continuous improvements (“kaizen”) and American system lean production (“leanproduction”).

Kaizen is a Japanese philosophy or practice that focuses on continuous improvement in manufacturing, development, supporting business and management processes, and all aspects of life. “Kaizen” in business is constant improvement, starting from production and ending with top management, from the director to the ordinary worker. The goal of the kaizen system is to improve standardized actions and processes and create loss-free production.

The key principles on which the Kaizen philosophy is based are identified:

· focus on customers – it is most important for the company that their products and services meet the needs of customers;

· continuous changes (a principle that characterizes the very essence of this philosophy), i.e., continuous small changes should be observed in all areas of the organization: supply, production, sales, personal relationships, etc.;

· open recognition of problems - all problems are openly brought up for discussion;

· promoting openness – a low degree of isolation (especially in comparison with Western companies) between departments and workplaces;

· creation of work teams - each employee becomes a member of the work team and the corresponding quality circle (an employee new to the organization is also a member of the “first-year club”); etc.

Micrologistic system “lean production”(translated from English language– lean, lean, flexible, “lean”, low-cost, lean production). This concept is essentially a development of the JIT (just-in-time) concept, includes elements of the KANBAN and MRP (materials, production resources planning) systems and is based on the use of flexible production technologies.

The essence of the intra-production logistics concept of “lean production” is expressed in the creative implementation of the following principles:

· achieving high quality products;

· reducing the size of batches of manufactured products and production time;

· provision low level stocks;

· training of highly qualified personnel;

· use of flexible equipment and short periods of changeover.

The practice of using systems based on the principles of “lean production” has shown that defects can be reduced by 90%, production cycle time by 90%, inventory by 90%, total costs by 73%, lead times entry to market – from 50 to 75%.

50.Customer orientation. Quality control mugs. Six Sigma system. A system of continuous improvements “driven from below.” Production cell concept.

The principle of “customer focus” is processes related to the consumer, which includes three subsections: determination of requirements related to the product, analysis of requirements related to the product, exchange of information with the consumer.

Quality circle (quality control circle) is a group of plant (factory) workers who regularly meet on a voluntary basis to identify problems affecting production efficiency and product quality, and prepare proposals for eliminating them. The main goal of all theoretical and practical activities in organizing quality circles is, of course, to ensure victory in competition and increase the company’s profits.

Six Sigma system. In order to minimize the likelihood of defects in operating activities, the Six Sigma control system is used - a high-tech technique for fine-tuning business processes.

A serious tool for increasing the productivity of a company in order to achieve and maintain its competitiveness is also continuous improvement system« initiated from below", or the system " comprehensive quality management (TQM)”, which refers to integrated management practices that focus all functions and levels of an organization on quality and continuous improvement. These efforts should result in increased customer satisfaction through corporate cross-functional objectives such as quality, cost, scheduling, personnel development and new product development.

One of the lean manufacturing methods that allows companies to produce with least losses a certain range of products for its customers is “ cell production» . A production cell includes the personnel and equipment or workstations required to perform individual steps or an entire segment of the production process; in this case, the equipment is located in an order corresponding to the sequence of processing objects of labor.

1. The concept of an enterprise, its tasks and main features.

2.Enterprise as a production system.

3.Production logistics: essence, goals, objectives.

4.Enterprise as an object of logistics management.

5.The production structure of the enterprise as spatial structure logistics system.

6. Structure of main production. Workplace as a primary link in organizing the production process.

7. Indicators characterizing the structure of the enterprise.

8.Organization of production: essence and objectives. Logistics concept of production organization.

9.Production process and its principles rational organization. Stages, phases, types of production process in logistics.

10.Organization of the production process over time.

11. Pushing (centralized) and pulling (decentralized)
lized) flow control.

12.Types of production organization: single, serial, mass.

13.Methods of organizing production: non-line (single), batch, line.

14.Flow-line method of organizing production:

15.Modeling of equipment placement.

16. The concept of production capacity of an enterprise and the factors that determine it.

17. Production assets of the enterprise, their classification.

18.Calculation of the production capacity of the enterprise.

19.Indicators of production capacity utilization.

20. The role of logistics management in increasing the efficiency of use of production facilities.

22. Inter-shop and intra-shop operational planning at the enterprise.

23.Rhythmic work of an enterprise and methods for its determination.

24.Development of calendar and planning standards for the enterprise.

25.Calculation of calendar and planning standards in individual production.

26. Operational production planning in mass production.

27.Network methods of planning in an enterprise.

28.Modern logistics enterprise management systems.

29. The concept of innovation (innovation) and logistics support life cycle new products.

30. The essence and stages of scientific and technical preparation of production for the release of new products.

31.Composition, tasks and structure of the enterprise’s instrumental facilities.

32. Methodology for determining the need for tools and technological equipment.

Forms of organization and performance indicators of the instrumental economy.

33. Repair facilities of the enterprise: essence, tasks, composition, management structure.

34. Forms and methods of organizing repairs and maintenance equipment.

35.Organization and technical preparation of equipment repair.

36.Analysis and ways to improve the organization of repair facilities.

37. Product quality, indicators and assessment of its level.

38. Conformity assessment. Product certification.

39. Concept and functions of standardization. International standardization.

40. Product quality management system at the enterprise.

41. Total quality management system.

42.Design of production organization.

43.Composition of the organizational project of the enterprise.

44.Organizational improvement of production systems.

45.Development of an organizational improvement plan.

46.Calculation of the economic effect from the implementation of organizational and technical measures. Logistics costs, their assessment and planning.

47. “Push system” for managing material flow at an enterprise. Systems for planning requirements for materials and production resources.

48. “Pull system” for managing material flow at an enterprise. KANBAN system. Just-in-time system.

49. Connection of the logistics approach to organizing production according to ISO with the Japanese system of continuous improvement (“kaizen”) and the American system of lean production (“leanproduction”).

50.Customer orientation. Quality control mugs. Six Sigma system. A system of continuous improvements “driven from below.” Production cell concept.

Related information.