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M. E. PETRUSHOV Open Joint Stock Company “FINGO Semibratovo, Rusija

SUMMARY In the report the approach of process model development of the enterprise is considered. The development project of a new process model of the enterprise was realized on the basis of an innovative method [1] which allowed to combine the work on the practical aspects of the activity with the training of the personnel, to form the team of the project, to provide the involvement of the workers into the process of projecting and introduce the results of the development. While designing the quality management system (SQM) of Open Joint Stock Company “FINGO” the central part of it consisted in developing the process model of the enterprise. During the training the team of the developers found out the most significant processes, applied their identification and agreement. The process model development was done on the basis of MMPI methodology.

EXPERIENCE OF INTRODUCTION OF THE PROCESS APPROACH AT THE MACHINEBUILDING ENTERPRISE

Work on the process model has allowed the administration to analyze efficiency of interactions of divisions in processes and responsibility. The enterprise has accepted personal responsibility as one of the main principles of the process model. The use of the scale of process maturity allowed to choose the necessary depth of the process model development on the first stage. Application of this technology to implement the project of development and introduction of system of a quality management in Open Joint Stock Company “ FINGO” has allowed to reduce essentially terms of its realization, to take off opposition to innovations and to create adherence to the strategic purposes of new owners and a new leadership.

QUALITY SYSTEM MENT IN FINGO

Key words: education, process model, innovative method, responsibility

MANAGE-

As motivation to development and introduction of a system of a quality management at Open Joint Stock “ FINGO” the strategic task of increase of competitiveness and promotion into the international markets has served. At the enterprise a КС УКП system has been developed and put to use before which has been focused on production management. Behind its boundaries there were processes of research of the market, promotion of production to the consumer, designing, service,

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the analysis of satisfaction of consumers, which in conditions of market economy essentially influence quality of business. Also management processes of the enterprise have not been included in КС УКП model, such as « Strategic planning », “Business - planning”, « «Management of expenses ». The development project of new process model of the enterprise was realized on the basis of an innovative method [1]. The starting mechanism of the design became a diagnostic innovative seminar on which the management team of the enterprise, including heads of middle management, has carried out the analysis of their activities from view of conformity to requirements of the international standards. The innovative seminar allows connecting work on practical problems of activity with training the personnel provides their involving in processes of designing and introduction of results of development, forms a team of the project. As instrument of research at a seminar the method of the SWOT-analysis has been applied which has allowed determining strong and weak parts in a operating management system, and also dangers and possibilities for business in an environment. The determined and proranged problems became the basic directions of work on system of a quality management. The technology of development of system of a quality management based on an innovative method, has allowed to include into

designing systems practically all management team. A core of technology was training which has turned to stage-by-stage collective work with process model and documentation of system. During seminars mission of the enterprise, vision, strategic purposes and the basic strategic directions have collectively been formulated. Proceeding from strategic tasks of the enterprise, the analysis of the competitive environment and requirements of consumers in groups three different projects of a policy in the field of quality have been developed, which have been in details analyzed before to make a choice. The collective adhered to a principle, that each idea has value, and tried to take from each project all most significant. The circuit of development of a strategic basis of the project is submitted on fig. 1. The most long and most debatable stage was the development stage of process model of Open Joint Stock “ FINGO “. The enterprise has determined a purpose of introduction of process model : creation of conditions for application of the system approach of management of business processes on the basis of the documentary descriptions and diagrams of processes, allocation of responsibility, specified requirements to quality, rules of conducting processes and mechanisms, control over processes, monitoring and constant improvement of the identified parameters.

Fig. 1. The scheme of development of a strategic basis of the project

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As a result the following three groups of processes have been allocated: a) the main processes which are directly connected to the consumer and make added value: marketing, designing, preparation of production, production of gas cleaning equipment, selling, service, analysis of satisfaction of consumers; b) management processes: internal audit, the management of inappropriate production, adjusting and warning actions, management of the personnel; c) support processes: management of infrastructure and industrial environment, information support, documentation and quality records . The given scheme of processes is the first approach, and the collective understands, that in process of working off in practice of process model, the scheme will be specified, and can be radical changed in any part. But work on process model has allowed administration to analyze efficiency of interactions of divisions in processes and responsibility. Precise structuring responsibility within the limits of processes became the main result of introduction of process model. This responsibility in organizational structure should be supported by corresponding competencies. The enterprise

has accepted personal responsibility for processes by one of main principles of process model: a head is appointed for each process who is responsible for process, in the structural divisions carrying out process heads of sub processes are appointed. Responsibilities are in details classify in responsibility matrixes of processes. The coordination of borders, responsibilities, input and output of processes was carried out in some iteration in process of comprehension by members of a team of logic of processes and definitions of parameters. As a management system of Open Joint Stock “ FINGO “ the form of representation of processes as the Book of processes was been chosen, which is made according to MMPI methodology. All allocated processes identified by a team of developers are identified and documented. Each process of last level of the diagram of decomposition is accompanied by procedure (the standard of the enterprise) which determines a way of management of this process, i.e. it’s conducting in the set scope. All standards besides the description of processes and diagrams of a course of actions include samples of forms for registration of measured parameters. When describing processes at Open Joint Stock “ FINGO “ there was a question of definition of a necessary and sufficient degree of documentary development of processes. To solve this problem

Fig. 2. Conducting technology of the project on development of SQM on the basis of an innovative method

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the approach based on an assessment of “ a maturity of processes » which is given in one of standards ISO (ISO/MEC 15504) has been used. The level of a maturity of processes at the enterprise was assessed according to a scale of a maturity from “incomplete” up to “improved”. This analysis of business - processes has shown, that the system of management at the moment of development of SQM was basically at the first level - « carried out processes ». Use of a scale of a maturity have allowed valid to choose depth of study of processes at the first stage and then to pass from one to other type of the description of process model depending on a level of “maturity” of a system of management of processes.

development and introduction of system of a quality management in Open Joint Stock Company “ FINGO” has allowed to reduce essentially terms of its realization, to take off opposition to innovations and to create adherence to the strategic purposes of new owners and a new leadership.

Literature:

The structure of the project of development and introduction of process-oriented system of management, which main mechanism of realization is an innovative method, differs from the traditional approach. This difference is that training from a local stage turns to continuous working process and penetrates all stages of this project. The technology of work in the project on the basis of the innovative method, applied by Open Joint Stock “ FINGO “, is shown on fig. 2. Development and introduction of system represent the project which should be officially started: terms of its realization are established, the team of developers is generated, resources are allocated. Optimum duration of the project is one of the important factors of its success. The delayed project results in decrease of motivation of developers as well of all personnel of the enterprise. Unreasonably short term will not allow to provide real introduction of the system, the developed documentation remains as formality, and in this case manageability will be reduced only. Application of this technology to implement the project of

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Dudchenko V.S. Innovational Games. Practice, Methodology and Theory.- Tallin: “Valtus”, 1989 – 104 pg

ISKUSTVO UVOĐENJA PROCESNOG PRISTUPA U PODUZEĆE KOJE SE BAVI IZGRADNJOM STROJEVA SAŽETAK: Referat opisuje projekt razvoja novog procesnog modela koji je primijenjen pri uvođenju sustava upravljanja kvalitetom u poduzeće za proizvodnju industrijskih filtera “FINGO”. Novi procesni model razvoja poduzeća nastao je na osnovu inovativne metode koja je omogućuje istovremeno i rad na projektu uvođenja sustava i kontinuirano obrazovanje osoblja poduzeća, osnivanje projektnog tima, te aktivno uključivanje radnika u proces razvoja poduzeća. Tijekom same obuke, kroz seminar, određeni su misija, vizija, strateška uloga i strateško usmjerenje poduzeća. Kao rezultat prepoznate su tri grupe procesa, te je precizno strukturirana odgovornost unutar granica procesa što je i bio glavni rezultat uvođenja procesnog modela. Razvoj procesnog modela nastao je na osnovi MMPI tehnologije.

Ključne riječi: obuka, procesni model, inovativna metoda, odgovornost, procesi


ISKUSTVO UVOĐENJA PROCESNOG PRISTUPA U PODUZEĆE KOJE SE BAVI IZGRADNJOM STROJEVA