> Abstracts № 3, 2019

ABSTRACT


THEORY AND METHODS OF PRODUCTION ORGANIZATION

 

Challenges, threats and expectations of digitalization for industrial enterprises

  А.I. Piskunov

  AbstractAbout the AuthorsReferences

 

  Introduction. The fourth industrial revolution is radically transforming the global economic system, rapidly intensifying the race of digital technologies, which imply complete transition to automated production, controlled by intelligent systems. At the same time, digitalization of all areas of industry is not just a trend any longer, but the main condition for economic growth and competitiveness of industrial production.
Data and methods. The article contains an overview of the current state and level of digitalization processes in the Russian industry with an emphasis on the threats, challenges, expectations and advantages that digi-talization brings for Russian industrial enterprises.
Results.It is shown that digitalization involves digital technological transformation of industrial production, opening up access for various management levels to the entire array of operational production information in real time, while various digital algorithms and solutions allow for continuous feedback. At present, a significant part of technological equipment of Russian industrial enterprises can not be used to create a digital image of production processes, since such equipment is unable to transmit the data to digital systems.
Conclusion. The conducted research shows the existence of prospects for successful formation of digital economy in Russia, however, the issue of their effective implementation still remains. Also, this requires a solution of ensuring cyber security in the domestic industry

 

  Key words: digital economy, digital transformation, Industry 4.0, digitalization of production, cyber security.

 

  For citation:
Piskunov A.I. Challenges, threats and expectations of digitalization for industrial enterprises. Organizator proizvodstva = Organizer of Production, 27(2), 7-15.

  10.25987/VSTU.2019.33.81.001 (in Russian)


 


 
<style=”text-align: center;”>  А.G. Boev, S.I.Voronin

  AbstractAbout the AuthorsReferences

 

  Introduction. TThe article is devoted to topical issues, concerned with the development of the digital economy in the Russian Federation and the methodological problems of introducing digital platforms at enterprises of the domestic industry through the use of project methods.
Data and methods. The article reviews the evaluations of research and consulting structures, regarding the perspectives for digital transformation of the domestic economy. It substantiates the relevance and advisability of introducing digital platforms at Russian enterprises, namely, flexible intelligent information and analytical systems, integrating the personnel, technologies and resources of production companies into a single high-efficiency project. The individual cases of successful digital transformation of international and domestic companies have been examined. We have identified the problems and risks of using traditional cascade logic for development and implementation of projects when introducing digital platforms. The general scientific and special methods were used as a means of research, namely, comparative analysis, synthesis, structuring, description, the methodology of AGILE and the SCRUM-method.
Results. The authors proposed the variant of adaptation and use of the SCRUM-method to realize the project for developing and implementing the digital platform at an industrial enterprise. Within the framework of this task, the SCRUM-method can be used as an incremental approach to development, in which compatible digital services and solutions (modules) for individual business processes and functional areas of the company will be rapidly created by a cross-functional team, with subsequent dynamical and flexible refinement and integration into a single digital platform, taking into account the dynamically changing needs and conditions. We have proposed the management algorithm for the development and implementation of a company’s digital platform based on the SCRUM-method. The advantages of the SCRUM-method and the constraints on its use (both budgetary and qualificational) have been systematized.
Conclusion. TThe results of the study can be used as an analytical and managerial basis for planning and realizing the projects for the development and implementation of digital platforms at industrial enterprises, with the use of the SCRUM-method.

 

  Key words: digital economy, digital platform, SCRUM-method, industrial enterprise

 

  For citation:
Boev A.G., Voronin S.I. The use of the scrum-мethod in implementing the project on introducing a digital platform of an industrial enterprise. Organizator proizvodstva = Organizer of Production, 27(2), 16-26.

  DOI: 10.25987/VSTU.2019.59.41.002 (in Russian)


The practice of production organization

<style=”text-align: center;”>  S.B. Suloeva, V.S.Martynatov

  AbstractAbout the AuthorsReferences

 

  Introduction. The oil and gas complex is one of the main areas of the Russian industrial economy. Oil and gas companies provide more than a half of export earnings. The capital investments in the oil and gas complex account for about one-third of total investment from all sources. The effectiveness of investments is impossible without focusing on modern digital technologies that have penetrated both into the life of a modern man and in the operating mechanisms of large industrial corporations.
Data and methods. The author has examined the concepts of digitization and digital transformation of an oil and gas enterprise. We studied the features of digital transformation of Russian oil and gas companies in modern economic conditions. Seven major trends in the oil and gas industry are identified and the advantages of their use are disclosed. Using the examples of the largest oil and gas companies of Russia, we have analyzed the potential and practice of implementing digital technologies. The main groups of technologies, impacting the digital transformation of oil and gas companies, have been characterized. We identified the main tasks to be solved by oil and gas companies when implementing digital solutions. The role of oil and gas companies in testing new solutions within the industrial complex was specified. We have described the transformation of traditional business models of oil and gas companies under the impact of digital transformation. Based on the results of the study, the author submitted the proposals for strengthening competitive advantage and the growth of oil and gas companies as digital leaders in the industrial complex.
Obtained result. In the conclusions, the author submitted the proposals on implementing the strategy of digital transformation of oil and gas enterprises.
Conclusion. The application area of the results obtained encompasses the formation of concepts for the development of technological infrastructure, the practical implementation of projects in the field of digital transformation, and the assessment of the effectiveness of implementing information-technological innovations for strategic development of the main activities of oil and gas companies. The areas of further research are focused on assessing the impact of digital transformation of companies upon the industrial complex of Russia, as well as on identification and analysis of key trends in the development of information technologies in the near future.

 

  Key words: digital transformation, digitization, digital economy, Industry 4.0, digital technologies.

 

  For citation:
Suloeva S.B., Martynatov V.S. The features of the digital transformation of oil and gas enterprises. Organizator proizvodstva = Organizer of Production, 27(2), 27-36.

  DOI: 10.25987/VSTU.2019.26.70.003 (in Russian)


 


 
<style=”text-align: center;”>  D.S.Emelyanova, N.S.Klyuchareva, S.L.Kolesnichenko-Yanushev

  AbstractAbout the AuthorsReferences

 

  Introduction.The article discusses seven essential factors impacting the organization of verification at enterprises of single-unit production and significantly changing the conditions and procedure for conducting verification of materials, semi-finished products and components. Special attention is paid to the economic aspects of the organization of product verification at an enterprise. The article gives a brief description of risks, arising from disregard of the features of product verification, applied at enterprises. The authors of the article propose a set of measures, aimed at optimizing the processes of product verification, defining the requirements for organization of control verification procedures, and minimizing risks, associated with storage planning for materials, semi-finished products and components. The paper proposes the options of verification planning, used by suppliers of materials, semi-finished products and components, as well as the suggestions on increasing the effectiveness of verification procedures. The requirements are formulated for planning of training for the staff, performing control functions. The authors analyzed the key problems, related to implementation of the verification process and the factors impacting the effective organization of product verification. It was also concluded that, in order to ensure the fulfillment of production plans in terms of timely delivery of materials, semi-finished products and components to workshops, it is necessary to consider the features of products, manufactured by an enterprise, along with the dynamic adaptive redistribution of resources of the departments, implementing the process of verification.
Data and methods. The conducted study is based on the practical application of the interstate standard, regulating the requirements for planning works on verification of products supplied to engineering enterprises, and on the use of statistical methods for assessing the conformity of products, delivered to an enterprise. As a research tool, the study employs the methods of comparative analysis, structuring and description, as well as the requirements of national standards for the use of quality management systems. The article classifies the risks, arising from disregard of the specificity of materials, semi-finished products and components, used at enterprises of single-unit production. The conclusion is made on the necessity for using electronic automated control systems to ensure verification and traceability of the products, being verified. The dynamic and synchronous provision of production materials, semi-finished products and components is possible only with the proper organization of the verification process and adaptive consumption of resources.
Results. The authors have presented a set of organizational measures that implement the type of actions to be applied to minimize the risks arising during organization of product verification and enable to deliver relevant products to industrial departments of the main and auxiliary production.
Conclusion.The research results and guidelines can be applied in the practical establishment of the verification system at domestic mechanical engineering enterprises of single-unit production..

 

  Key words: verification, product verification, single-unit production, input control, risks, efficiency, control operations, materials, semi-finished products, components, optimization model.

 

  For citation:
Emelyanova D.S., Klyuchareva N.S., Kolesnichenko-Yanushev S.L. On the peculiarities of product verification at enterprises of single-unit production. Organizator proizvodstva = Organizer of Production, 27(2), 37-45.

  DOI: 10.25987/VSTU.2019.42.89.004 (in Russian)


Enterprise management

<style=”text-align: center;”>  I.V. Kablashova, Y.A. Salikov, I.V. Logunova

  AbstractAbout the AuthorsReferences

 

  Introduction. The article presents the results of a theoretical study of areas of change in the enterprise management system when introducing digital technologies. It is revealed that digital transformation covers all areas of the enterprise activity, which, in turn, determines the change in the technology of making and implementing management decisions, and the formation of a new culture of enterprise management. These changes, of course, necessitate the structural modification of the enterprise management system.
Data and methods. The conducted studies have shown that the trends of enterprise development in the conditions of the fourth technical revolution necessitate the creation of new conditions for effective enterprise management, the foundation of which is extensive analytical data and cloud technologies. The study employed the methods of empirical and methodological analysis, statistical methods, the data from scientific and analytical publications on the problem under consideration, and Internet resources.
Results. The analysis of key areas of enterprise management development was conducted, and the features of a digital enterprise were identified and described. It has been substantiated that, in the conditions of the digital economy, information technologies predetermine the need to build new models of the enterprise management system, which strengthens the role of the process approach for integrating business processes throughout the entire chain of product creation. It is concluded that digital transformation determines the necessity for modification of the enterprise management system, which implies not only the introduction of modern technologies in business processes, but also fundamental changes in the principles, methods and processes of enterprise management, in corporate culture, and in internal and external communications. The factors of ensuring the effectiveness of management processes were identified and classified. The ways were proposed for improving the sustainability of the enterprise management system in conditions of digitalization. The problems were systematized and described, solved with the help of the main classes of software products, which are used in enterprise management processes.
Conclusion. The solutions are formulated on introducing changes in the organizational structure of the enterprise management system, and on highlighting the issues, related to the development of social management and control of competition between the internal initiatives, which makes it possible to reduce the degree of staff resistance to changes in the digital transformation of the enterprise.

 

  Key words: digital transformation, enterprise management system, internal structure, digital technologies, software products, sustainability of the control system, competition between the internal initiatives, corporate knowledge, digital organizational culture.

 

  For citation:
Kablashova I.V., Salikov Y.A., Logunova I.V. The innovative development of the enterprise management system in the conditions of digital transformation. s. Organizator proizvodstva = Organizer of Production, 27(2), 46-58.

  DOI: 10.25987/VSTU.2019.92.57.005 (in Russian)


 


 
<style=”text-align: center;”>  Y.P.Аniskin, O.A.Alatortseva

  AbstractAbout the AuthorsReferences

 

  Introduction. The article is devoted to the analysis of the features of corporate business planning of science-based companies. The specificity primarily consists in the need for equalizing the production potentials of the company’s business units to ensure a balanced interaction of production processes in the planning period. This will help to solve the strategic tasks of company development.
Data and methods. The article reviews the indicators, characterizing the production activity of a company. The methodological approach to estimating the production activity index of a company has been presented and described, using a concrete example. The methodological provisions are reviewed, that must be considered when creating the mechanism for managing the production activity of a science-based company.
Results. The dynamics of the change in the production activity index characterizes the state of production and makes it possible to reveal the opportunities of economic growth in the process of corporate planning. In the case of updating the product range, the permissible part of the production capacity is allocated for tasks of mastering the industrial output of innovative products. Under these conditions, the production activity index is objectively declining, reducing the financial stability of a company. This means that, within the planning period, it is necessary to provide the compensation of expected financial loss at the expense of external or own financial sources.
Conclusion. The results of the study can be used in creating a special mechanism for managing the production activity of a company in conditions of dynamic output renewal, the growth of custom production, the individualization of the product range and increasing demands for the quality of manufactured goods.

 

  Key words: corporate planning, features of corporate planning, production activity, production activity index, production activity index in increments, balanced planning, financial stability.

 

  For citation:
Аniskin Y.P., Аlatortseva O.A. The features of corporate planning of the production activities of a science-based company. s. Organizator proizvodstva = Organizer of Production, 27(2), 59-67.

  DOI: 10.25987/VSTU.2019.59.66.006 (in Russian)


Economic problems of organization production

<style=”text-align: center;”>  I.А. Gunina

  AbstractAbout the AuthorsReferences

 

  Introduction. In the context of increasingly sophisticated production processes, the ever increasing automation and robotization of enterprises, the study of the fundamentals of productive labour in combination with the possible change of the general management paradigm is of particular importance. The significance of high-tech production is dictated by the need to solve the strategic development tasks faced by the Russian Federation. Only the advanced enterprises, possessing unique technologies and powerful human resources, capable of manufacturing high-tech products, are able to ensure long-term competitive growth. The domestic military industrial complex can serve as an example of such enterprises. When solving the tasks, related to ensuring the security of the State and its allies, the enterprises of the complex sell some of the output in foreign markets, gaining significant income. As world practice shows, there are advanced technologies which are able to provide the enterprises with orders and protect them from competitors for a relatively long period. Unfortunately, the percentage of domestic enterprises in the innovative product market is small. This is mainly due to the low efficiency and backward material base of industrial enterprises. In this regard, it is necessary to trace the change in the conceptual framework of productive labour.
Data and methods. The modern economy is an economy of ever increasing pragmatism. The significant lagging of Russia behind the leading economies in terms of the export of high-tech products is dictated by a number of objective and subjective reasons. The primary reason is the low level of productivity and the lag in the capital-labour ratio. The top 10 countries, led by China, have gone through a period of technological underdevelopment of industrial production and solved the problem of efficient work either long ago, or relatively recently. Meanwhile, Russia has yet to take this step. The second reason is the «productivity loop», the essence of which consists in the owners’ disinterest in raising labor productivity due to the fear of losing part of the profits through price reduction in the absence of a growing demand for products. The market, however, cannot grow with high costs of inefficient production.
Results. The problems of labour productivity increase should be considered only within the framework of a new concept. Especially, it concerns the advanced, the most innovative industries. The idea of the intellectual interaction of production factors consists in the fact that a person is not viewed as a part (even, the main one) of the production process, while a machine is regarded as an intellectual element of a high-tech process. Machines almost completely assume the function of transforming the objects of labour, while the releasing labour energy of the personnel is directed to the intellectual support and maintenance of the production process. As a result, there is only highly productive labour, since its quantitative component, determining the efficiency, is practically unlimited (limited by market capacity only) and directly interrelated with the qualitative component, i.e. the intellectual interaction and maintenance of the production process.
Conclusion.The concept of intellectual interaction of the productive forces is essential for highly developed economy, the availability of highly intellectual labour resources, the advanced high-tech production, and the absence of protectionism.

 

  Key words: productive labour, high-tech production, high-tech output, the concept of intellectual interaction of production factors, industrial enterprises.

 

  For citation:
Gunina I.А. The conceptual framework and tendencies of productive labour development in high-tech production. s. Organizator proizvodstva = Organizer of Production, 27(2), 68-80.

  DOI: 10.25987/VSTU.2019.16.66.007 (in Russian)


Innovation process control

<style=”text-align: center;”>  E.B. Lubyanskaya, Y.P. Anisimov

  AbstractAbout the AuthorsReferences

 

  Introduction. Under conditions of accelerated development, it is impossible to imagine an economy without the use of information technologies in various fields of activity. The formation of a strategic management system for innovative projects in the digital economy involves the use of new opportunities in the field of information technology.
Data and methods. There are many different research methods that help to more accurately assess the features of the strategic management system for innovative projects in the digital economy. The article employed such methods as literature reviews, bibliographic and statistical, reports, projects, etc.
Obtained results. On the basis of the conducted research, the main features of the strategic management of innovative projects, which are complementary and interdependent, were identified. The approaches to the strategic management of innovative projects in the digital economy are considered. Also within the framework of the project concerning the digital economy, which is being formed and further implemented thanks to modern information platforms, only new diverse technologies of managerial nature will be implemented in practice. But at the heart of these technologies will have the principles of strategic management of innovative projects.
Conclusion. In the study, the authors identified the features of the strategic management system for innovative projects in the digital economy, affecting the development and implementation of innovative projects in organizations. As a result of the research, the authors concluded that the concept of a strategic management system for innovative projects will not undergo significant change in the conditions of the digital economy. Moreover, new information technologies will involve classical principles and methods of strategic management at their core.

 

  Key words: digital economy, strategic management system, innovative projects.

 

  For citation:
Lubyanskaya E.B., Anisimov Y.P. The peculiarities of the system of strategic management for innovative projects in the conditions of the digital economy Organizator proizvodstva = Organizer of Production, 27(2), 81-93.

  DOI: 10.25987/VSTU.2019.68.57.008 (in Russian)


Marketing and sale organization

<style=”text-align: center;”>  P.А. Аrkin, N.V. Mukhanova, Е.А. Moshnyatsky

  AbstractAbout the AuthorsReferences

 

  Introduction. This article is the first of a series of articles dedicated to logistic optimization of the production of vending equipment in Russia, and it solves the problem of selecting a manufacturer and a transport company for transportation of components of vending equipment for its further production using the example of BP-ENTERTAINMENT LLC, based in St. Petersburg. The task is solved on the basis of a mathematical model, with account of using the method of expert assessment. The decision on the choice of suppliers is essential, since the change of a manufacturing country and competent selection of suppliers can significantly reduce the cost of purchasing parts and components, and lower the total cost of vending equipment produced by BP-ENTERTAINMENT LLC
Data and methods. The mathematical model has been built, outlining real factors and goals of the choice of suppliers. The model has a number of assumptions to reduce the computational complexity of the problem under consideration. In this model, the minimization of equipment purchase costs was selected as a target function. To solve the task, the method of expert assessment was proposed.
Obtained results. The application of this model was carried out by the BP-Entertainment LLC, as a result of which it was decided to purchase the components from manufacturers from the People’s Republic of China, as well as to use the services of a transport company. As a result, the purchase price lowered by 59.4% with a 19-day extension of the delivery time. In the company, the result was acknowledged as most successful.
Conclusion. The developed model can be used for implementation in the purchasing department of an enterprise, and will allow to manage the budget more efficiently, reduce the purchasing costs, improve the quality of the purchased goods, and avoid the risks associated with unscrupulous suppliers.

 

  Key words: mathematical modelling, expert assessment method, risk minimization, cost reduction, choice of equipment manufacturer.

 

  For citation:
Аrkin P.А., Moshnyatsky Е.А., Mukhanova N.V. The logistic model of vending equipment manufacturing: the purchasing of components and their delivery to the inland depot of the russian manufacturer. s. Organizator proizvodstva = Organizer of Production, 27(2), 94-104.

  DOI: 10.25987/VSTU.2019.57.11.009 (in Russian)


 


 
<style=”text-align: center;”>  I.A. Krasyuk, М.V. Коlgan

  AbstractAbout the AuthorsReferences

 

  Introduction. The article is dedicated to the analysis and identification of the phenomenon of digital relationships in distribution channels, and the potential for ensuring the stability of competitive position and results, as well as for identifying potential risks associated with their evolution. The paper presents a com-parative analysis of existing business models, identifies key advantages and disadvantages of various views from the position of applicability in digital transformation, and draws a conclusion regarding the general level of the problem study.
Data and methods. The analysis showed that, in the conditions of digitalization, the process of creating a next-generation business model is impacted by two aspects, namely, the number and range of transactions, specifying the degree of coordination and integration in the work of all distribution channel stakeholders, creating value for customers and the ecosystem; and the deep contact with a consumer, the idea of the necessary range of goods and services, satisfying the client’s needs. On the basis of the two demarcation points presented, a conceptual research methodology for constructing digital business models is established.
Results. The conceptual system has been investigated and specified. The principles of the subversive scenarios of market transformation in conditions of digitalization have been formulated and disclosed. The theoretical significance of the obtained scientific and methodological results lies in the development of a conceptual methodology for implementing the transformation of business models of enterprises, based on the use of a combinatorial matrix of digital business model typification. The study is theoretically underpinned by fundamental works of Russian and foreign scholars, the experts in the field of enterprise business models and their integration into the concept of global value chain; the founders of marketing scientific schools and their views on the component of consumer value, underlying any business model, and, certainly, by studies, dedicated to «openness» of enterprise processes, fleshing out a business model.
Conclusion. In the practical aspect, the results of the research can be used by enterprises to reconsider their activities, and create the need for the application of digital technologies and the possibilities of interaction with partners and clients in the conditions of digitalization.

 

  Key words: distribution channel, business model, digitalization, consumer value, added value chain, principles of transformation.

 

  For citation:
Krasyuk I. A. ,Коlgan М.V. The transformation of relationships between the distribution channel stakeholders in conditions of digital economy. s. Organizator proizvodstva = Organizer of Production, 27(2), 105-115.

  DOI: 10.25987/VSTU.2019.98.76.010 (in Russian)