The head of the company. Implementation of the automation system, main problems and tasks. Modern production automation systems Methodologies for enterprise management automation systems

An enterprise is exactly what the current industry is in dire need of. Automation of the process can significantly increase the productivity and efficiency of organizations. In addition, this has become relevant also because at present there is a global computerization of almost all branches of human life.

general characteristics

The enterprise (ASUP) is currently used on the territory of the Russian Federation according to the MRP and ERP methodology. Both of these directions are recognized all over the world.

As for the appearance of the first automation systems, these were material resource planning systems, they are also MRP. This direction was developed and first used in the United States in the 1960s. It is worth noting that even today it has not lost its relevance at all.

However, the automated enterprise management system (AMS) is the most common nowadays, it is often called informational. It was she who received the reduction in the form of ERP. As for the general information about the introduction of such technologies, then, as in the case of any other major change, it could not be painless. However, today it is fair to say that a certain number of problems have been formalized, well studied, and effective methods have been developed that will allow them to be solved without much damage to the enterprise itself. If you study the problems and take care of their solution even before you start implementing an automated enterprise management system, you can greatly facilitate this process.

General information about APCS

If we define an automated system, then it is a set of software, technical, information and several other complexes, as well as certain actions of specially trained personnel. The actions of employees are usually aimed at solving certain problems of planning and managing various types of activities in the enterprise.

The use of an automated enterprise management system is intended to optimize and increase the efficiency of the work of the management staff at the facility. In addition, the same rule applies to the work of some other personnel services that carry out their activities at the enterprise. Experts in this field agree that the use of such a set of tools, which helps to more effectively manage any enterprise, significantly increases the existing competitiveness, and can, in principle, bring the object to an acceptable level so that it can compete with other companies.

Automated enterprise management systems play a very important role in the effective work of managers. If you believe the statistics, then approximately 60% of the manager's working time is spent only on compiling reports and documentary tasks for the surrounding staff. The presence of an automated system will allow the employee to get quick access to the information he needs. In addition, it is also possible to use an automated enterprise management information system in order to quickly calculate the salary for each employee, based on many factors.

Equipment classification

There are several groups of automated systems that are used to manage an enterprise, depending on their functional equipment:

The first are multifunctional systems that are designed to perform the full range of tasks necessary for the complete and effective management of the facility.
There are expert analysis systems. This complex is aimed at monitoring the main trends and directions of development of the enterprise.
Separately allocated systems that will allow you to calculate the wages of staff.
The last functional features are programs that will allow you to manage personnel. They are designed to effectively solve any problems related specifically to employees. They can store all contact information for each employee individually, their work schedule, the date of hiring and dismissal, paid wages, and many other important information.

Tasks of automation systems

Here it is worth dwelling in more detail on the main task of the expert program. Its primary goal is to search and compare the most diverse characteristics of the applicant for the required position. The use of this automated enterprise management information system will allow you to easily find the most promising employees in the right department. However, it should be noted here that the use of such expert programs is quite expensive, and therefore it would be advisable from an economic point of view to apply them to already fairly large facilities.

Another rather important fact. It is best to integrate automated systems only together with other programs that will be used for accounting and other activities of these employees, that is, accountants. This feature is due to the fact that the manager will be able to make objective decisions only if he has all the relevant information about the state of the enterprise and its employees.

As it has already become clear, an automated control system as part of an enterprise system is a complex of many programs. However, they are not all the same and are divided into several more groups, depending on the nature of the production in which they are used. They can be of a continuous type, discrete, that is, a single, small-scale or medium-scale production, as well as a continuous-discrete type, that is, large-scale or in-line mass production.

Basic principles of creation

The automated control system as part of the enterprise system began to be actively used in the 1970s. At the same time, its effectiveness was also confirmed.

There are several basic principles for creating automated control systems of different classes:

There is a so-called principle of new tasks. In other words, these are optimal tasks that can be solved using conventional computing technology.
The second principle can be called complex. In this case, during the development of an automated control system, it is necessary to approach the solution of a complex of such tasks as technical, economic and organizational.
Another principle can be called the principle of the first leader. In this case, it means that the development of programs for an automated enterprise management system should be carried out with the participation and under the control of the head of this facility. This is true for the development of a large-scale automated control system that will manage the entire enterprise. If one of the subsystems of the automated control system is being developed, then the participation of not the head, but the head of the functional service, for which the complex is being developed, is allowed.
Another principle is often called the continuous development of the system. In this case, it is assumed that the number of tasks to be solved will constantly increase, which means that the system will constantly develop. In addition, new tasks will not replace previously implemented ones.
The next principle is modularity and typing. It consists in the fact that there will be an allocation and development of separate and independent parts of the system that will be used in various kinds of subsystems.
The last principle is quite simple, and it consists in automating the circulation of documents, as well as in creating a single information base throughout the enterprise.

It is worth noting that most of the principles apply even to the creation of an automated management system for hotel enterprises. This is especially true of the last point, where the common database is a key element.

The main problem of development

It is worth considering several main problems, as well as ways to solve them, which may arise during the formation of an automated control system, and it is worth starting with the main one.

The first common problem is the lack of setting a specific management task in the enterprise.

In the literature on the automated enterprise management system, this problem is given the most significant place, since it is quite difficult to solve. In addition, it is often confused with another item, namely the reorganization of the enterprise structure. However, this problem is much more global, since it also includes philosophical and psychological aspects, in addition to management methodology. In more detail about the problem, it lies in the fact that many leaders manage their enterprises based only on their own experience, vision and needs. At the same time, they quite often use actually unstructured or poorly structured data on the dynamics of growth and development of their object.

If you turn to such a director and ask him to describe his structure of activities of any of the departments responsible to him, then, most likely, the matter will come to a standstill. It is for this reason that the competent setting of management tasks is the most important factor in the successful development and implementation of automated project management systems in the enterprise.

It is important to note here that correctly set tasks will positively influence not only the development of the object as a whole, but also the development of the automation process itself separately. As for the solution to this problem, everything is rather bad here for some reason. Firstly, on the territory of the Russian Federation, a special national approach to setting management tasks has not yet been fully developed. Therefore, the experience of Western management is used, but in many cases it is not adequate in relation to the situation in Russia. Secondly, the experience of Russian-Soviet times is still applied in setting these tasks. In this case, everything is somewhat better, and many principles are still in harmony with the realities of life, but at the same time they are less and less able to withstand the general market competition.

Based on the foregoing, we can draw the following conclusion: before embarking on the implementation of an automated enterprise resource management system, it is necessary to formalize as clearly as possible all those control loops that, in general, need to be automated. Most often, this requires the involvement of experienced consultants from outside, which will lead to unnecessary expenses. However, they will be significantly less than the money spent on a failed automation project.

Solving problems with employees

Since often many directors are not ready for this problem, it is worth considering it in more detail.

The first is local resistance. It is worth saying that this is encountered much more often, and the problem itself can either significantly delay the implementation process, or even completely disrupt it, which is unacceptable. Most often this is caused by several purely human factors.

First, many people, oddly enough, are afraid of innovation and tend to be more conservative. For example, a person who has worked in a paper-based warehouse for many years will find it quite painful to switch to a computerized system. Secondly, many will begin to worry that they may lose their jobs, as they can be replaced by a machine, although before that they were considered indispensable in this enterprise. In addition, the introduction of such a system can increase accountability for any actions that employees take on the ground, which can also put significant pressure on them.

In order to minimize the damage from the occurrence of such a problem, or even reduce it to nothing, the manager needs to contribute as much as possible to the group that will develop the automated control system. In addition, it is necessary to carry out high-quality explanatory work with personnel and solve several more tasks:

Create an understanding among each employee of the enterprise that the integration of the system is inevitable.
The head of the implementation group must have sufficient authority, since even subconscious resistance of employees in high positions (for example, top managers) is possible.

Solving the problem with the workload

Next, it is worth understanding that integrated automated enterprise management systems at the stage of their installation will significantly increase the burden on employees. Naturally, this is due to the fact that, in addition to performing their daily duties, employees also have to master new equipment, engage in self-education, etc. In addition, during the pilot implementation, as well as a certain amount of time after, employees will have to work as the old system as well as the new one. Because of this, the integration process can be delayed, as employees will say that they do not have enough time to learn new technologies, as they are always busy with their direct duties.

In such cases, a good leader should do the following:

First, it is worth introducing a temporary system of rewards and gratitude, which will increase the motivation of employees to master new technologies.
Secondly, it is necessary to take certain organizational measures that will reduce the time allotted for the development of new knowledge.

MRP and ERP technology

As mentioned earlier, there are two areas of automated control systems that are currently used around the world. However, these systems are not without drawbacks.

If we talk about MRP, then the main disadvantage of the system is that when calculating the need for materials, the production capacity of the enterprise, the loading of these capacities, the cost of labor, and so on, are not taken into account. This was the impetus for the development of MRP II, designed for production resource planning. Over time, systems for accounting for other costs of the enterprise were added to it. Thus, in the future, an automated enterprise management system was formed, the function of which is to take into account all those industries that the first MRP did not calculate. It was this automated control system that later became known as the ERP-system for automated enterprise management.

Summing up all of the above, we can say with confidence that automated systems have come a long way and are now an effective means of managing an enterprise, but at the same time they need to be very competently implemented and managed. Of course, there is room for improvement in the systems themselves.

Moscow INFRA-M 2000

.-"V" 1 "O^""^ .

Kalyanov G.N., Doctor of Engineering Sciences Popov Yu.I., Ph.D. economy Sciences Rybnikov A.I., Ph.D. economy Sciences Titovsky I.N., Ph.D. tech. Sciences

Automation of enterprise management / Baronov V.V.

A 18 and others - M .: INFRA-M, 2000. - 239 p. - (Series "Secrets of management").

ISBN 5-16-000133-6

The book analyzes the issues of creating enterprise management automation systems. The models of enterprises are considered, the life cycles of systems are described, the main approaches to planning and managing the process of enterprise automation, special attention is paid to the choice of the system. The book outlines modern approaches to building enterprise management systems that have recently become widespread (the concepts of MRP, MRPII, ERP and APS), and the main economic and mathematical methods that are used in these systems.

A brief overview of enterprise management systems present on the Russian market is also given, with the main attention being paid to foreign systems.

ISBN 5-16-000133-6

Introduction ................................................ ................................................. ............... 5

Basic concepts of control automation .................................................. 9

Brief review of literature .................................................................. .............................. eleven

Enterprise management methods .............................................................. ......... sixteen

BASIC CONCEPTS OF MANAGEMENT THEORY .............................. 16

CONTROL THEORY METHODS USED IN AMS. 20

HISTORY REFERENCE................................................ .... 24

TYPES OF ENTERPRISES.................................................... ............ 27

ENTERPRISE MODELS.................................................................. ...... thirty

MODERN APPROACHES TO BUILDING SYSTEMS
ENTERPRISE MANAGEMENT............................................... 31

System life cycle ............................................................... ............................... 80

XU MODELS AND ITS MAIN STAGES.................................................. 80

REQUIREMENTS ANALYSIS................................................ ........... 81

DEVELOPMENT OF THE TERMS OF REFERENCE............................................... 97

DESIGN................................................. ............... 99

IMPLEMENTATION (PROGRAMMING / ADAPTATION) .............................. 109

TESTING AND DEBUG.................................................................... .110

AUTOMATION OF TESTING AND DEBUGING.................................. 113

OPERATION AND MAINTENANCE............................................... 117

CASE TECHNOLOGIES - TOOL SUPPORT LIFE 118

Approaches to the automation of enterprise management .............................. 125

PIECE (CHAOTIC) AUTOMATION .............................. 125

AUTOMATION BY AREA ............................................................... 125

AUTOMATION BY DIRECTION.................................................. 126

FULL AUTOMATION OF MANAGEMENT

ENTERPRISE ............................................... ................. 127

Automation process management .......................................................... .135

PLANNING THE AUTOMATION PROCESS................................... 135

STRATEGIC PLAN (STRATEGY AUTOMATION).. 136

DETERMINING THE EFFICIENCY OF INVESTMENTS

IN INFORMATION TECHNOLOGIES.................................................. 141

OPERATIONAL PLANNING AND IMPLEMENTATION
AUTOMATED SYSTEMS............................................... 152

Classification of control automation systems
enterprise ................................................. ................................................. 154

CUSTOM / UNIQUE SYSTEMS .............................................. 154

ADAPTABLE SYSTEMS............................................................... 154

MODERN APPROACH TO CLASSIFICATION

APPLIED SYSTEMS ....................................................... ........ 158

CHARACTERISTICS OF THE SYSTEMS PRESENT

ON THE RUSSIAN MARKET.................................................... ..... 162

System selection .............................................................. ................................................. 166

MAIN CRITERIA FOR SELECTING A SYSTEM .............................................. 166

RISK AND RISK MANAGEMENT............................................... 175

Management of the implementation and operation process.............................. 189

STANDARD IMPLEMENTATION PLAN ............................................................... 189

MAINTENANCE AND PERFORMANCE OF THE SYSTEM....................... 196

Annex 1. Terms and concepts (glossary) .............................................. 198

Annex 2. Control automation systems
enterprise ................................................. ................................................. 205

R/C FROM SAP AG............................................... ......................... 206

ORACLE APPLICATIONS BY ORACLE...................................... 210

BAAN IV FROM BAAN.............................................. ................... 212

ROSS SYSTEMS RENAISSANCE CS..... 217

IT BOSS MANAGEMENT SYSTEM ................................. 223

Bibliography................................................ ......................................... 232

INTRODUCTION

This book discusses a number of issues related to the automation of enterprise management. The main attention is paid to the creation of systems that automate processes such as financial management, procurement, etc., as well as various aspects of automation: creating enterprise models, describing the life cycle of systems, planning and managing the process of enterprise management automation, system selection problems . The book also outlines modern approaches to building enterprise management systems that have recently become widespread, namely the concepts of MRP, MRPII, ERP and APS, as well as the main economic and mathematical methods that are used in these systems.

Algorithmization of enterprise management processes is an extremely difficult task, and its solution faces the following problems:

What parameters characterizing the state of the enterprise should be measured (taken into account);

What set of hierarchical models is best suited for solving planning and management problems;

For what purposes and how most effectively can economic and mathematical methods be applied;

How to use project management techniques.

It was with the aim of optimizing production management and a possible solution to the above problems in the mid-60s that the American Society for Production and Inventory Management (APICS) formulated a number of principles according to which it was proposed to build both enterprise models and the main production processes on them. For the first time, these principles were applied to solve the problems of managing the inventory of an enterprise and were called the concept of MRP (Material Requirements Planning - planning of material resources), the main provisions of which are listed below:

The production process model is described as a flow of interrelated orders.

When fulfilling orders, resource constraints are taken into account.

Minimization of production cycles and stocks is ensured.

Supply and production orders are generated from sales orders and production schedules.

The movement of orders is linked to economic indicators.

The execution of the order is completed by the time it is needed.

Later, as this approach was applied to other processes or activities, the concepts of MRPII, ERP IT appeared. d.

The methods or approaches of MRP, MRPII and ERP are a formalized set of concepts and processes that can be used to describe the operation of an enterprise. They are purely constructive in nature, i.e. they can be perceived as a set of instructions (algorithm): do it this way, transfer data or materials in such and such a form there, make a record of the operations performed there. They are intuitive to any manager or manager. Their main value lies in the following:

They appeared as a result of the analysis of the activities of really operating enterprises;

Their development was evolutionary, the next concept absorbed the previous one;

They have proven to be effective;

They cover all the activities of the enterprise as a whole. The concepts of MRP, MRPII and ERP have proven to be extremely efficient and user-friendly. Their focus on solving practical problems associated with the activities of enterprises, and solving management problems has led to the fact that all the leading manufacturers of enterprise management systems began to actively use them. Moreover, to characterize the degree of coverage of the areas of activity of the enterprise, the following terms have come into practice: a system of the MRP or ERP class, or in short an MRP or ERP system. Despite widespread use, the MRP - ERP recommendations for the organization and management of production processes are not a standard in any sense at the present time: international, national or any association. They are still APICS recommendations, unlike the ISO 9000 series: 9000-9004, which set requirements for the establishment of quality management programs in industry and the service sector (although the introduction of some MRP-APS class MRPs allows enterprises to receive ISO certification).

This book provides a brief overview of enterprise management systems present on the Russian market, with the main focus on foreign systems. Of the domestic systems, only the BOSS-CORPORATION® system manufactured by IT Co. was included in the review. All issues related to the creation of the systems themselves, the choice of tools, design, programming technology, are practically not covered in the book, since at present there is an extensive literature on these issues. Also, the issues of choosing hardware that are used in automated control systems are not considered: servers, workstations, telecommunications facilities.

Automation of enterprise management based on economic and mathematical methods, computer technology and information technology is an integral part of the process of improving the activities of almost all enterprises. Recently, a qualitatively new stage has been outlined, which is characterized by the desire to create integrated automated systems that combine all control tasks. This is facilitated by distributed computing systems and networks, database management tools, design tools and implementation of functional subsystems. Many of the new information technologies developed by major foreign firms are present on the Russian market today.

The introduction of an integrated automated system for any enterprise is one of the most time-consuming and costly development programs.

Under these conditions, the role of business leaders who make strategic decisions in the field of computerization is extremely important. The main thing is to develop a strategy for the development of automation, which would guarantee the achievement of the goals of the enterprise. This strategy should be based on the achieved level of automation of management, the experience of developers, the features of the organization of production, the financial and human resources of the enterprise, and global trends. The most important component of this strategy is, in some cases, the justification and decision-making on the choice of an automation system available on the Russian market. Therefore, it is necessary that business leaders be familiar with the concepts of modern information technologies, how they are designed and implemented. This was the main goal in writing the book, since a systematic presentation of many important issues in the domestic literature is practically absent. The authors sought to solve the following problems:

To identify trends in the development of information technologies in Russia and abroad;

Give a description of the main approaches to control automation;

In preparing the book, the authors turned to domestic and foreign publications, articles in scientific periodicals and on the Internet. All main sources are mentioned in the review and included in the bibliography. In addition, meetings, discussions and joint work with domestic and foreign experts contributed to the writing of this book to a large extent.

BASIC CONCEPTS OF CONTROL AUTOMATION

An automated enterprise management system (APCS) is a control system built on the basis of the use of computer technology, economic and mathematical methods and information technologies. Automation of management is aimed primarily at integration, which is one of the most important features in modern production systems.

APCS consists, in turn, of subsystems. The purpose of dividing the automated control system into subsystems is to single out large heterogeneous elements to simplify the processes of designing, implementing and operating the automated control system. All subsystems are usually divided into two groups - functional and supporting subsystems.

Functional subsystems are allocated in accordance with the management functions carried out at the enterprise. The automated control system for an industrial enterprise includes the following subsystems: management of technical preparation for production, main production, auxiliary production, logistics, technical and economic planning of production, accounting, sales, personnel, quality of products and services, finance.

Supporting subsystems are designed to provide a solution to a complex of tasks of functional subsystems. The structure of providing includes subsystems of technical, informational, mathematical, software and organizational support.

The technical support subsystem is a complex of technical means, which includes computer equipment, equipment for organizing local networks and connecting to global networks, devices for registering, accumulating and displaying information.

The information support subsystem includes external information support in the form of input and output documents (including in electronic form) used in solving functional problems, and internal, focused on the organization of the enterprise database.

The software subsystem includes mathematical methods, models, algorithms used in solving control problems.

The software subsystem includes system software, application programs for solving control problems, as well as other programs used in the enterprise.

Organizational support consists of a set of rules, instructions, regulations and other documents regulating the functioning of the automated control system.

The design, implementation and operation of automated control systems at the enterprise are carried out with the help of software tools. Modern software tools are complex multifunctional systems. They contain application software packages for solving control problems, tools for integrating tasks into the required configurations, tools for interfacing automated control systems with other systems, such as CAD, and much more. Such systems can be called basic. It should be emphasized that the base system is a means of creating an automated control system, but is not a complete automated control system or its fragment. It ultimately allows creating a flexible, modifiable automated control system for an enterprise, which combines standard approaches to solving management problems and the specific features of an enterprise.

Basic systems are usually focused on a certain class of enterprises. The structures and compositions of the basic systems differ from each other and from the required functional structure of the automated control system in the enterprise. These differences leave a serious imprint on the choice of the base system and the process of designing the process control system.

BRIEF REVIEW OF LITERATURE

An extensive literature is devoted to the problems of building control systems, their design and implementation. For the first time, a mathematical model for planning optimization was proposed by L. V. Kantorovich. Further development of this approach was reflected in the construction of the theoretical foundations for optimizing the management of enterprises belonging to various industries. Optimization methods were based on linear programming and discrete programming. Many domestic studies in this area originate from the works of D. B. Yudin and E. G. Golshtein, A. A. Korbut and Yu. F. Finkelstein. Applied mathematical methods and optimization and modeling algorithms for a wide class of systems, including automated control systems, are devoted to the works of E. S. Venttsel.

The design of an automated control system is a complex process of synthesizing functional and supporting subsystems. Much of what exists today in real automated control systems by enterprises was incorporated in the works of V. M. Glushkov, O. V. Kozlova and V. I. Dudorin, S. A. Dumler, in works on the typification of design solutions. The development of ideas in the field of designing automated control systems and the generalization of domestic experience can be found in publications.

The issues of optimization of enterprise planning at all levels, taking into account the linkage of the production management process to the management of technical preparation and project management, were considered by M. G. Zavelsky and A. A. Pervozvansky. The study of the possibilities of the statistical approach to the analysis and synthesis of the enterprise management system was carried out by D. I. Golenko. Many provisions of these works have not lost their significance today. In the flow of publications on automated control systems, a significant place is occupied by works devoted to issues of operational management. The tasks of constructing work schedules in small-scale and individual production were studied by V. V. Shkurba from the Institute of Cybernetics (Kiev). The work of V. M. Portugal, A. I. Semenov, V. K. Kulikov is devoted to the construction of organizational structures for the operational management of production; N. A. Solomatin and his colleagues carried out research on automation and simulation in operational management systems. The works of F. I. Paramonov are devoted to the issues of automation of control of group production lines. Further development of the ideas and methods developed by F. I. Paramonov and the school headed by him is connected with flexible production systems.

For our potential reader, translated literature will be of great interest. R. Bellman's book provides justification and analysis of the dynamic programming method, which served as the basis for creating a formalized description of a number of production management models. The work of J. Biegel describes the tasks of enterprise management for systems whose structure is close to MRP and MRPII. Book St. Bir is devoted to the methodological foundations of the organization of enterprise management from the standpoint of cybernetics. It contains a number of fundamental ideas, such as a hierarchy of models, an analogy in the behavior of enterprises and living organisms, and a number of others. Books on the study of operations by G. Wagner and H. Tahi, on the theory of schedules - by R. Conway, W. Maxwell, L. Miller, and a collection of articles have become a noticeable phenomenon. The listed and many other works are reference books for several generations of Russian researchers and developers of automated control systems.

Foreign experience in creating control systems such as Just-in-Time is described in. Integration in the management of production systems and enterprises in general gives rise to a number of issues that require scientific study, among them is the use of artificial intelligence systems in management. It becomes clear that when creating integrated management systems for domestic enterprises, the greatest difficulties are associated with adapting the basic systems to the conditions of the enterprise. One of the areas of integration is the creation of supply chains. Therefore, it is quite legitimate that in a number of works on logistics, MRPII systems are considered as an element of supply chains.

In recent years, interest in the problem of implementing MRPII / ERP systems at Russian enterprises has increased. There are also works on this topic in the form of journal publications and articles on the Internet. Information about the APICS organization is contained in . The role of this organization, which brings together specialists in enterprise management, is extremely important for developing a strategy for the development of MRPII / ERP systems. General ERP implementation issues are discussed in. Particular attention is paid to the specifics of the implementation of ERP systems in Russia. A systematic presentation of the concept of ERP can be found in the articles of D. L. Kazansky. The publication is devoted to dynamic modeling of an enterprise as a method for designing and implementing automated control systems based on a basic system.

Abroad, a significant number of works have been published on various issues of enterprise management automation. Work in this area has been greatly influenced by the approaches inherent in operations research. The close connection between the organization and management of enterprises with operations research is shown in.

In the flow of work, a number of directions can be distinguished that led to the creation of modules of modern basic systems. , The theoretical justification for the use of forecasting, the development of forecasting methods and the analysis of the close connection between forecasting and planning in the enterprise are devoted to work. Approaches to solving planning problems at the highest strategic level of enterprise management were discussed in. An important place in the research of MRPII / ERP systems is occupied by methods and means of implementing top-level planning modules. The key issues are: plan formation procedures, temporal characteristics of planning systems, their connection with other subsystems, planning optimization, regulation.

Inventory management based on independent demand is an integral part of all production systems. The main models and methods for solving inventory management problems are described in. The core of all MRPII / ERP systems is the planning of the needs for material, production and other resources. The efforts of many researchers have been directed to the formation of structures for solving these problems, first in MRP, and then in MRPII / ERP and the development of control methods, in particular, to solve the problem of batch size optimization. Algorithms were proposed that made it possible to obtain rational solutions. These questions have been elucidated in the works. The solution of problems such as MRP formed the basis of the first serious software systems, which largely determined the direction of development of the functionality of basic systems. There is a significant bibliography devoted to operational management of production, which dates back to work on scheduling optimization. In operational management, such a method as “start-up-release” management is used, which increases the reliability of the implementation of plans and helps to eliminate the causes of production failures. The Just-in-Time in-line production, and its variety Kanban, has received great development. The main problems of this type of production are the organization of interaction with the external environment and real-time control. The experience of creating such systems in Japan and Germany is reflected in a number of works.

Concepts, algorithms and software for project management, including systems such as ERP, are described in a number of works. Their topics cover the methods of STC, PERT, planning under constraints, solving problems of enterprise management by network methods.

The role of carriers of the public standard in the field of MRPII / ERP belongs to a number of APICS publications, including a periodically published dictionary and bibliographic collections. There is a library of APICS - The Performance Advantage articles on the Internet. There are hundreds of articles on almost all issues related to MRP, MRPII, ERP systems and their varieties. An analysis of a number of works from this source clearly shows that the process of development of these systems was not smooth and unambiguous, but they proved their right to exist and greatly contributed to increasing the efficiency of production abroad. In recent years, there has been an increase in the number of works on issues such as integration within the enterprise and between enterprises. The last direction is called "logistics" or "production" chains (Supply Chain).

Work on modeling discrete systems based on Petri nets led to the creation of a methodology for dynamic modeling of enterprise management systems.

Among the educational literature, one can single out the book Gaither N., which describes all the main types of enterprise management systems, as well as models and methods for solving management problems.

General issues of developing complex software systems are covered in the works.

Among the publications of domestic authors, a series of works by V.V. Lipaev, which together describe the whole range of software development problems. References to these works can be found in books published in recent years on key issues of development management, quality assurance and reliability, achieving correctness, and standardization.

In recent years, an important role in the automation of enterprise management has been played by the methods of structural and object-oriented system analysis and the CASE-tools supporting them, designed to solve complex tasks of reorganizing activities, as well as to automate the most labor-intensive stages of requirements analysis and system design. A detailed description of the most popular structural methodologies is given in.

Works are devoted to object-oriented methods.

The problems of CASE systems are described in detail in.

Among the works of domestic authors devoted to CASE technologies and related methods of analysis and design, one can cite. All these works are used as teaching aids in the relevant disciplines in a number of universities in Russia and the CIS countries.

In recent years, the problems of reorganizing the activities of enterprises have attracted increasing interest. At the same time, the most popular reorganization methodologies are BPR, BSP, CPI/TQM and CMM.

Finally, the work is devoted to the consulting approach to enterprise automation and includes an overview of the methodological and instrumental base used at the stages of reorganization of the enterprise, when analyzing requirements and designing its automation system.

Of course, a large number of publications remained beyond the scope of this brief review. A lot of useful information on the issues under consideration is contained in the documentation for the systems, in the reference and training manuals of the manufacturers of the basic ERP systems and CASE-tools.

MANAGEMENT METHODS OF ENTERPRISES

Basic concepts of control theory

Using the cybernetic approach, in the most general form, the process of enterprise management can be illustrated using the diagram shown in Fig. one.

With regard to an industrial enterprise, the cybernetic approach suggests that the following principles should be used in enterprise management:

Enterprise management is considered within the framework of a system that includes, in addition to the enterprise, the external environment;

The purpose of management is formulated in quantitative terms;

The communication and control mechanisms operating in the system are analyzed taking into account both determinism and stochastic changes.

Enterprise management is always subordinated to some goal, so you can always talk about management that is optimal in a certain sense, for example, the goal: maximizing profit for a given

Here t is time, X„, M (f) is the vector of measured parameters characterizing the state of the controlled object (the measured part of the phase coordinate vector), Z M3M (f) is the vector of measured parameters characterizing the state of the environment, U is the control action, V - environmental impact, W - information disturbances. In the general case, U, V, W may depend on X and t.

a certain period of time, reducing production costs, etc. It would seem that the simplest answer to the question of how to build enterprise management can be obtained using the theory of optimal control. However, in practice, a number of factors prevent the use of this approach in its pure form. The application of the theory of optimal control implies the presence of the following elements:

Dynamic model of the enterprise;

Control system model;

Optimality criterion;

Model of external influences on the enterprise and information disturbances (external disturbances and noise).

Unfortunately, it is impossible in practice to create mathematical models covering all these components. Even simplified models turn out to be of such dimension that none of the known methods for constructing optimal control can be implemented to determine control actions.

In order to obtain predictable results of managing complex objects and to accumulate useful knowledge gained through experience, a number of simplifications are used that can be formalized within the framework of control theory. These simplifications concern both the process of developing control actions, and enterprise models and external influences and information disturbances.

Management has two components:

Software control actions that depend only on time;

Corrective control actions formed according to the feedback principle, i.e., depending on the mismatch between the current values of the controlled parameters and the predicted software ones.

The behavior of the controlled parameters of activity is shown in fig. 2.

Methods for the formation of the program component of control actions and forecasting the behavior of an enterprise when these actions are implemented in the economy and in the field of enterprise management gave rise to the development of such a direction as planning methods. The addition of planning methods by methods of periodic formation of corrective components of control actions formed the basis of the direction - project management.

After the introduction of these simplifications, the enterprise management process can be represented as shown in Fig. 3.

"^"LIBRARY

Initial data (including _ high-level plan)

Regulation

The control

Planning consists in developing a planned "trajectory" of the process D/) for the planning period (/ 0 , t^). Accounting, i.e. measurement, in production systems consists in determining the true state of the process X ^ (t) at given times. Control allows you to determine the deviation X f (() from X m (f), and regulation consists in determining the corrected plan X (f), i.e., in essence, it is a solution to the planning problem under new initial conditions.

The control circuit shown in fig. 2 and fig. 3, is universal and applicable to all process manufacturing systems. The components of the vector function X(f) can be indicators characterizing the course of production, the state of income, expenses, capacities, stocks, personnel, etc.

The following terms are used to describe the management process. Enterprise management is a set of influences designed to ensure the efficient flow of the production process from the point of view of the set goals.

The implementation of the enterprise management process takes place within the framework of the enterprise management system - a structure in which the management object and the control part can be distinguished.

The object of control is the production process. In the role of the managing part of the enterprise are management services.

Enterprise management takes place over time, so it should be considered as a management process. The structure of the production process determines, in turn, the structure of the management process. At each enterprise, several areas of activity can be distinguished (production, marketing, supply, finance, etc.), and within these areas - processes of deeper levels, which are also objects of management.

An enterprise management system is an organizational type management system. In such systems, the role of organizing, coordinating and coordinating the behavior of groups of people is important.

All private production processes, down to elementary ones, are controlled processes. Each process is controlled by implementing control functions at separate discrete points in time. The management functions include: Planning, accounting, control, regulation, analysis. Planning is the determination of the behavior of the controlled process in the future in a deterministic way. Accounting - determination of the actual state of the controlled process at discrete points in time. Control is the definition of deviations between the planned and actual state of the controlled process at discrete points in time. Regulation - ensuring the functioning of controlled processes within the specified parameters. Analysis is a summing up of the results of the implementation of the managed process for the period of management, the identification of factors that influenced the degree of achievement of the planned results. There is another function of management - forecasting. Forecasting is a definition for the future of the probabilistic characteristics of a controlled process. Depending on the objectives of the study, the forecasting function is considered as an independent one or combined with planning.

Further progress in the field of formalization of enterprise management methods is related to:

1) with a systematic approach, which implies the construction of a system of models. Typically, these models have a hierarchical structure that reflects various qualitative features of the behavior of such a complex object as an enterprise, for example, a process model, a representation of an enterprise as a composition of queuing systems, data models used in an enterprise, etc.;

2) with the creation of regular methods for determining control actions based on the hierarchical principle of decomposition and task aggregation. According to this principle, the result of solving the upper level control problem becomes the initial condition for solving the problem of constructing the control action of the lower level problem. Moreover, the result of solving the problem of the lower level does not lead to a revision of the result of solving the problem of the upper level.

The application of these approaches has led to the following results:

Isolate a number of simplified problems to which some methods of optimal control theory, finite automata, operations planning, etc. could be applied;

Create effective procedures for making managerial decisions using the empirical knowledge of decision makers (DM);

Use heuristic management strategies;

Determine the principles of formation of organizational structures of enterprises.

Methods of control theory used in automated control systems

When solving particular problems related to enterprise management, a number of formalized methods are widely used, which are sometimes called economic-mathematical in the literature. Some of them have found application in modern automated control systems. Under the economic-mathematical methods, it is customary to understand a set of formalized mathematical methods that make it possible to find optimal or close to them solutions to economic problems. The problem statement should reflect the existing economic constraints. For enterprises, these restrictions stem from limited resources or from the external conditions in which their economic activities are carried out. The optimization criterion is formalized as an objective function. This is an expression that, based on the task at hand, needs to be maximized or minimized. *- The role of optimization criteria at various levels of the enterprise management system can be, for example, sales volumes, profit, total deviation of production time from the required ones, equipment load level, work planning period (month, year), total costs for production and work in progress etc. Variables in economic and mathematical models are controlled parameters. When solving optimization problems, variables can be the number of manufactured products, start / release times, lot sizes, inventory levels, start and end times of operations. Another important feature of economic and mathematical methods is that they can be a powerful tool for analyzing the economic situation. With their help, for example, one can quickly determine that, under given constraints, there is no feasible solution. Some methods are not limited to obtaining the optimal solution. When a plan is formed, they allow assessing the sensitivity of the optimal plan to changes in external conditions or internal characteristics of the enterprise.

The variety of economic and mathematical methods is quite large. This brief analysis is based on the nature of the mathematical apparatus.

Linear programming consists in finding the optimal solution for a linear objective function under linear constraints and constraints on the non-negativity of variables.

In terms of linear programming, a wide range of problems of production planning, financial activity, technical and economic planning, R&D planning can be formulated.

The peculiarity of linear programming lies in the fact that with its help one can not only obtain the optimal solution, but also successfully investigate the sensitivity of the resulting solution to changes in the initial data. The results of the sensitivity analysis have a clear economic interpretation.

A special case of linear programming is the transport model. It is obtained in a natural way when formalizing the problem of transportation planning, however, it can also be used to solve other tasks of the automated control system (assignment of personnel to jobs, drawing up shift schedules, etc.). The specific structure of the constraints of the problem allowed us to develop effective solution methods.

An important place in the automated control system belongs to discrete programming methods that are focused on solving optimization problems with integer (partially or completely) variables. The requirement of integers in many problems of production management comes to the fore, if we are talking, for example, about determining the optimal program for the production of products, the number of which must be an integer. A special case of discrete programming problems are problems with Boolean variables (0 or 1), i.e., problems of choosing one of two solutions for each object (the number of objects can be large). As an example, you can specify the tasks of placing equipment, forming a portfolio of orders, etc.

To solve discrete programming problems, various algorithms have been developed, including combinatorial and random search.

Stochastic programming models describe situations in which model elements are random variables with known distribution functions. For linear programming problems, the approach to solving is to reduce the original problem to a deterministic form.

Network models and methods are used where it is possible to clearly structure a controlled process in the form of a graph that describes the relationship of work, resources, time costs, etc. A number of methods have been developed for solving problems on network models to determine the critical path and allocate resources.

Dynamic programming is a multi-step process of obtaining a solution to an optimal problem. The formalization of dynamic problems looks the most natural, but this method can also be successfully applied to static problems if it is possible to break the solution of the original problem into stages. A serious limitation of the application of the dynamic programming method is the dimension of problems. If the dimension is large, then it is necessary to memorize a large amount of intermediate information. In practice, the solution of optimization problems is possible for systems with a dimension not exceeding three.

Multicriteria models reflect one of the types of uncertainty in the problems of finding optimal solutions - the uncertainty of goals. These models and methods are extremely promising, since many planning tasks in APCS can and should be considered as multicriteria. This approach makes it possible to optimize the resulting solutions according to a set of criteria that reflect the economic, technological, social, environmental and other aspects of enterprises' activities.

Mathematical statistics in the automated control system is used to solve the problems of analyzing and forecasting economic and social processes in enterprises, creating and adjusting the regulatory framework. The most commonly used methods are: calculation of static characteristics, correlation, regression and dispersion analysis.

Inventory management theory allows you to determine the levels of stocks of materials, semi-finished products, production facilities and other resources, depending on the demand for them.

The scheduling theory is a methodological basis for solving problems of ordering the sequence of work. At the same time, the structure and parameters of the technological process are taken into account. To solve problems formulated in terms of scheduling theory, priority-based modeling methods are used.

Heuristic methods are widely used in APCS, and further progress in this direction is associated with the development and implementation of expert systems. Expert systems make it possible to accumulate knowledge bases about the production process, about effective management decisions and, on this basis, offer rational solutions to problems that are difficult to formalize.

The range of economic and mathematical models and methods is extremely wide. Their use is constrained by the difficulty of adequately describing the production process, obtaining solutions in conditions of high dimensionality of problems, as well as the lack of the qualifications of managerial personnel necessary for this case.

The following are the models and methods for solving particular problems of enterprise management, included in the basic systems of the ERP type:

To solve the problems of strategic planning, linear programming models are used;

Operational planning is built, as a rule, on the basis of network models. In this case, methods for calculating the critical path and PERT are used;

To solve the problems of forecasting demand and other economic processes, methods of regression analysis, time series analysis, procedures for processing expert estimates are used;

When solving problems of planning sales and production, linear programming methods are used;

The task of generating a production schedule can be formulated as the task of minimizing the total production cycle under capacity constraints, where the launch (release) dates act as variables. In basic systems such as ERP, there are procedures to solve this problem by generating, analyzing and screening options while reducing the number of variables at each iteration;

The task of calculating the material requirements to ensure the production schedule is solved on the basis of the explosion model, during which the calculation of the network structure describing the composition of the product is performed.

Operational production management in ERP is based on the use of priorities and heuristic methods for building work schedules.

The regulatory framework can be formed using statistical methods.

History reference

The production of goods and services has existed since time immemorial. However, before the emergence of markets where consumer goods could be sold, most products were produced at home or by small guilds of craftsmen and artisans. Produced goods often had a unique character and were produced for personal consumption. As technology has advanced, there has been a shift from subsistence farming to labor specialization. The markets grew, the centralization of production increased. The first factories appeared, and with them the first problems of managing a large enterprise. Accordingly, the role of science in the field of production management also grew. The generally recognized historical events that led to modern industrial technologies were the following: The Industrial Revolution is a period of great discoveries:

The invention by James Watt in 1769 of the steam engine, which replaced the energy of man and animals with the energy of machines;

Discovery and development of rich deposits of coal and iron ore;

Description by Adam Smith in 1776 of the division of labor and specialization, which are a means of increasing efficiency and served as an impetus for the invention of specialized equipment;

Eli Whitney's 1790 proposal for the use of interchangeable parts, which made it possible, in the production of standard products, to change them according to customer orders without the participation of qualified craftsmen.

Scientific management - the period of formalization of management theory:

The publication in 1911 of Frederick Taylor's book "The Principles of Scientific Management", in which he first considered

scientific approaches and principles of building a management system;

The study of elementary movements and the time spent on them by workers. The most famous here are the works of Frank and Lillian Gilbreth, who modified work operations in such a way as to eliminate unproductive movements;

Henry Gantt's use of work planning diagrams;

]. the introduction of an assembly line by Henry Ford, which reduces the assembly time of a car many times over. Assembly lines (or conveyors) made it possible to produce large volumes of standard products - to move to mass production.

The role of human relations in the production process

Elton Mayo suggested that workers are affected not only by management demands and material incentives, but

and the attitude of colleagues;

Abraham Maslow, Frederick Herzberg, Douglas McGregor and others have developed a variety of theories of motivation and work relationships.

The second half of the 20th century is a period of great scientific achievements:

In the field of scientific management - the development of mathematical > methods for solving production problems. These primarily include methods of linear programming and the emergence of a digital computer, the use of mathematical modeling and the theory of the queuing model;

The quality revolution, which consists in the application of new methods of organizing production, aimed at a sharp

"improving product quality. The technical means in this area, first used by Japanese enterprises, are small-scale production, just-in-time production, as well as "Total Quality Management" systems;

Information technology - integrated computer production, flexible production systems, the emergence of the World Wide Web WWW, etc.;

The trend towards globalization - the growing scale of trade between countries has led to the emergence of transnational companies and increased competition between countries.

Below, the issues of applying information technologies in enterprise management are considered in more detail.

In the mid-1940s in the United States, 50% of workers were employed in information processing, and the growth rate of labor productivity in metalworking was 20 times higher than that in information processing. This was a powerful impetus to the study of the possibilities of computers for the processing of economic information, including in production management systems. Some researchers believe that each new generation of automated systems and information technologies increases labor productivity by at least 1.5 times.

In the 1950s, computers began to be used in production management. The first computer for this purpose was installed in 1954 at General Electric. During this period, computers are used to reduce the cost and complexity of management work. These include calculations in accounting, warehouses, reporting. Separate programs are used as software.

In the 1960s, methods aimed at improving decision-making systems were being developed. These include methods of linear programming, scheduling theory, project management. The first application packages for production management also appeared, for example, PICS - Production and Inventory Control System. Research has been carried out on the development of the architecture of DBMS - database management systems, and the first such systems have appeared. In general, the listed systems and methods were used rarely and locally.

By the mid-1960s, a system of economic and mathematical research had been created in the USSR. Through the efforts of researchers in academic and industry institutes, universities and enterprises, the first models of intra-factory planning were developed.

In the 1970s, management software was used by many enterprises. The concept of production information systems was developed and implemented. Its goal is to provide managers of all levels with the necessary information when solving management problems in the most important areas - demand forecasting, supply, inventory management, planning, operational management. An example of such systems were systems such as MRP - Material Requirements Planning (Material Requirements Planning). The growing process of integration of management functions has led to the creation of systems such as MRPII - IBM Manufacturing Resource Planning (Manufacturing Resource Planning).

In the 1980s, the problem of creating CIM - Computer Integrated Manufacturing (Computer Integrated Manufacturing) came to the fore. The systems of this class are characterized by the following features. Firstly, the use of full-featured systems such as ERP - Enterprise Resource Planning (Enterprise Resource Planning) for production management. Secondly, the use and integration with ERP systems of CAD / CAM systems - Computer-aided design (Design automation system) / Computer-aided manufacturing (Production automation system).

In the 90s, decision-making systems, expert systems and artificial intelligence systems are being developed.

Work in the field of improving control and automation methods was also carried out in Russia (formerly in the USSR). On this path, a number of significant works, including fundamental ones, were carried out.

From the mid-70s to the end of the 80s, the development of automated control systems in terms of technology followed the path of transferring information support from file systems to the environment of various database management systems (DBMS), integrating technical means and increasing their power, expanding the range of tasks to be solved.

A new stage was associated with the advent of the PC. Its main feature was the approximation of calculations directly to the manager's workplace. New graphical tools and mathematical software have made it possible to make a qualitative leap in the creation of a friendly user interface.

In the 1990s, the process of implementing integrated solutions based on local networks, powerful DBMS, and new design and development technologies was developed.

Enterprise types

The basis of the activity of any enterprise is the production process. Under the production process, it is customary to understand a set of interrelated labor and natural processes, during which the resources of an enterprise (materials, energy, equipment, working hours of employees, finance, etc.) are converted into enterprise products (products, services).

The structure of the production process, the features of its organization determine the enterprise management system and should be taken into account when creating an automated control system. This section briefly outlines the accepted classification of enterprises.

At the highest level, industrial enterprises are divided into enterprises with a discrete and continuous nature of production. Discrete production includes, for example, machine-building enterprises, and continuous production includes metallurgical, chemical, etc.

The traditional classification of production by type is based on such features as the composition of the nomenclature, regularity, stability and output. There are three types of production: single, serial, mass.

Single production is characterized by: a wide range, instability and irregularity of release, single copies. In a single production, universal, less often specialized equipment is used. Operations are not assigned to jobs. Production sites have a technological form of specialization. The main form of organizing the process of manufacturing objects of labor is sequential. This is a form in which a batch of parts or products is transferred from one workplace to another without dividing into transfer batches.

Serial production is characterized by a limited range, a relatively large release in periodically repeating batches. Several operations are assigned to one workplace. The equipment is specialized, universal with specialized equipment. Production sites are organized according to the subject or technological principle. The form of organization of the manufacturing process is parallel or parallel-sequential. With a parallel form, the processed part or transfer batch is transferred to the next workplace immediately after the completion of this operation, without waiting for the production of the entire batch. With a parallel-sequential form of organization of the production process, the processing of a batch of parts at each operation is carried out continuously with the maximum possible parallelism at adjacent operations.

Mass production is characterized by a narrow range, large output continuously for a long time. One operation is often assigned to one workplace. Equipment - specialized, installed according to the technological process. The form of organization of the production process is parallel.

The listed features do not preclude a deeper classification of the structure of the production process, since modeling processes requires a description of the organization's features to the level of the production site. Areas with a subject form of specialization are of the following types: single-subject production lines, multi-subject permanent production lines, multi-subject variable production lines and group production lines. Group production lines can be single and multi-group. All previous types can work as continuous - with a parallel form of organization of the production process and as discontinuous - with a parallel-sequential form.

Another approach to the classification of production systems is based on the analysis of the relationship of the enterprise with the external environment. Here the following types of production systems are distinguished: make-to-stock, assembly-to-order, design-to-order.

Make-to-stock means that the final product is completely made and goes into the warehouse waiting for orders. Planning is based on forecasted demand. (. Assembly to order means that all components of products up to high-level assembly units are manufactured in advance and arrive at the warehouse. The basis for planning the production of components is the forecasted demand for final products or directly for these components. When an order is received for a product of a certain configuration, the final frill The starting points for production are forecasted demand and orders.

Making to order means that the technical preparation of production has been completed, a certain stock of materials has been created. These actions can be performed in full or in part, but to the extent that allows, if necessary, to complete them without violating the established deadlines for the implementation of orders. In custom manufacturing, some of the work is done based on forecasted demand, and some is done after the order is received.

Design to order means that the technical preparation of production begins only after receipt of the order. In some cases, for enterprises with complex products, this classification is supplemented with another type - design to order.

The production process consists of a number of phases - procurement, processing, assembly, testing. Depending on which phases are performed at the enterprise, there are enterprises with a closed and open production cycle.

Such characteristics of products as labor intensity, cost, and duration of the production cycle have a significant impact on the production process and control system. For complex engineering products, the production cycle can be up to 1.5 years.

For the enterprise management system, the degree of economic independence of its units is important. In a centralized control system, the most complete set of control functions is implemented at the enterprise level. In a decentralized system, a full set of management functions is implemented for structural units of a deeper level. For the association - these are factories, for the plant - production, workshops, etc.

The production process at an enterprise can be characterized by
be both a complex and unique combination of different
characteristics. For example, an enterprise can simultaneously
exist single and serial production, be manufactured
products in stock and on orders. *

Enterprise Models

Currently, there are various types of enterprise models that are used to solve various problems: determining the average load of equipment, the required production capacity, transport management, etc. For automation purposes, types of models are used, the most complete classification of which is contained in the IDEF standards (Integrated Computer Automated Manufacturing Definition).

The idea of creating IDEF originated in the mid-70s in the US Air Force as a solution to the problem of increasing the productivity and efficiency of information technology, which arose, in turn, during the implementation of the ICAM (Integrated Computer Aided Manufacturing) program. IDEF was seen as a family of methods and technologies for modeling complex systems and designing computer systems. In total, it was supposed to create 14 standard

The family of standards began with the IDEF0 standard, developed on the basis of a modeling technology known as SADT (Structured Analysis & Design Technique).

In 1985, IDEF1 was expanded and renamed IDEF1X. Some of the IDEF standards never became de facto standards, such as the IDEF2 standard. Others, such as IDEF0 and IDEF1X, evolved from Air Force standards to a US government standard known as FIPS. In general, the IDEF family of standards covers almost all currently used approaches to creating enterprise models used in process automation, and design methods (structural and object-oriented approaches). In the field of enterprise modelling, IDEF standards play the same role as the OSI protocol stack model in the field of networking and applications.

To create dynamic models of processes, methods based on the use of Petri nets and finite automata are currently most widely used. Sometimes, for these purposes, modeling systems are used in which dynamic elements of various nature are used, for example, those described by systems of ordinary nonlinear differential equations, elements used in the theory of automatic control (pure delay, threshold elements), etc.

A detailed description of the IDEF standards can be found at http://www.indel.com. Structural and object-oriented approaches are described in more detail later in this book.

Modern approaches to building enterprise management systems

Concepts MRP, MRPII, ERP, APS

This section provides a description of the concepts of modern enterprise management systems and basic systems. The main goal is to help the reader navigate the basic automated systems available on the Russian market.

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MINISTRY OF EDUCATION AND SCIENCE OF RUSSIA

Federal State Budgetary Educational Institution

higher professional education

"Nizhny Novgorod State Pedagogical University. Cosmas

Department of secondary vocational education

OTHET

ontechnologicalpractice

Completed by student: Tokmina M.A. Group: PKS - 11

Base of practice: Kantaurovskoye general store, store No. 43

Leader from the organization: Tolchkova Yu.M.

Head from NGPU: Balunova S.A.

Nizhny Novgorod 2013

Introduction

1. Description of the enterprise

2. . Practice assignments from the enterprise

3. Individual task

3.1 Statement of the problem

3.2 Algorithm for solving the problem

Conclusion

Information sources

Appendix No. 1. List of files on the CD, barcode, label

Introduction

Technological practice took place on the basis of Kantaurovsky general store, in store No. 43 from 11/25/2013 to 12/22/2013. The director of the institution is Poletaeva Galina Valerievna. The head of the practice from the institution was Yulia Mikhailovna Tolchkova, a personal computer operator.

Location of store No. 43: 606473 Nizhny Novgorod region, Borsky district, Kalikino village, st. Oktyabrskaya, 18.

The development of economic and social relations, the expansion of the network and enterprises and the increase in their size, the emergence of new ties between enterprises and industries, the increase in the flow and volume of information - all this has led to a sharp complication of managerial tasks.

The complication of the tasks solved in the field of management, in turn, led to a change in the nature of management processes.

The use of computers significantly increases the efficiency of management, but it assumes the active participation of a person in the management process. It is he who makes the final decision on the basis of an assessment of various calculation options, taking into account the additional data at his disposal.

Technological practice is an organic part of the educational process and aims to consolidate and deepen the knowledge gained in the process of theoretical activity, to involve the student in socially useful work and to link the theoretical knowledge gained with the real production conditions.

Technological practice should be carried out at basic enterprises (organizations) under the guidance of experienced specialists.

During the passage of technological practice, student interns work according to the regime established for this enterprise and obey the internal regulations of this organization.

The purpose of the technological practice is to study by students a real enterprise and working conditions on it, to acquire applied skills in developing and maintaining programs, studying information flows and workflow, ways of storing and processing information, collecting materials for a report and preliminary selection of a probable topic for a graduation project.

In addition, during the internship, student interns must also take an active part in the social life of the enterprise.

1. Description of the enterprise

1.1 General information about the enterprise

The company was registered on February 6, 1995 by the registrar Inspectorate of the Ministry of Taxes of Russia for the Bor district of the Nizhny Novgorod region. Chairman of the Board of the organization - Poletaeva Galina Valerievna. The company KANTAUROVSKOE SELPO is located at 606472, NIZHGOROD REGION, BORSKY DISTRICT, S KANTAUROVO, STREET KOPERATIVNAYA D 2, the main activity is "Retail trade in non-specialized stores of non-frozen products, including drinks, and tobacco products." The organization also operates in the following non-core areas: “Retail trade in non-specialized stores mainly in food products, including drinks, and tobacco products”, “Rental of other machinery and equipment not included in other groups”, “Rental of own real estate”. The main branch of the company is "Retail trade of consumer cooperation".

The enterprise has 20 stores in the ownership of a separate non-residential building, 2 of which are intended for the sale of industrial goods, 2 stores are equipped with software, the rest of the stores work with cash registers, a warehouse is assigned to the enterprise.

The entire staff of the enterprise has a higher or secondary vocational education in their specialty.

The company also organizes refresher courses.

The main activity of store No. 43 is retail trade in non-specialized stores, mainly food products, including drinks, and tobacco products. The store has an automated data accounting system. This store belongs to the group of self-service.

Shop No. 43 has 4 sales assistants, a PC operator, and a cleaner.

On July 19, 2011, KANTAUROVSKOE SELPO entered into an agreement with 1C-Rarus NN, where they purchased the software products 1C-Rarus: Trade Complex. Groceries, edition 8", "1C: Accounting 8", as well as the necessary commercial equipment. In this regard, a new position of PC operator was introduced into the staff of the enterprise.

The person in this position is responsible for:

Control over the installation, operation and maintenance of facilities

· security and fire alarms and video surveillance systems of store No. 43.

administration of the institution's local area network;

Implementation, configuration of application software;

ensuring computer security of the information system;

A student undergoing technological practice as a programmer was entrusted with the following duties:

Maintaining computer equipment in working condition;

installation, configuration and maintenance of operating systems;

1.2 Types of software for automated enterprise systems

All information is in numeric or text format. Various orders, statements, applications for goods are an example of input textual information. The information system “1C-Rarus: Trade Complex. Food products, edition 8.

The software allows not only to register all business transactions in stores, to exchange the necessary data, but also to control the processes of purchasing goods, mutual settlements with suppliers, posting goods in the warehouse, mutual settlements with buyers and suppliers.

All document flow between the office and the store is carried out via the Internet.

All equipment at the enterprise is constantly updated, these duties are assigned to the company "1C Rarus - NN". Now the entire enterprise has modern high-performance computers based on the Intel Core processor - i3 2630 QM. RAM - 4 GB, hard disk capacity - 180 GB.

"Star" - a topology with a clearly defined center in the form of a hub (switch) to which work computers and a server are connected. The server controls the entire network, registers users, sets various restrictions, monitors every step of users. The server is the "king and god" of the entire network. But it can also work without a server connected by only one switch. In this case, the settings are made on each computer individually. This is the most reliable network in existence. If for some reason one of the computers is not peeled, then this will not affect the performance of the entire network in any way. There is also a small minus of such a network, in my opinion, not quite significant. After the deployment of the entire network, it will not be easy to equip it with new jobs.

2. Practice assignments from the enterprise

2.1 Analysis of the implementation of the practice task from the enterprise

Given exercise was :

1. in formation list incoming goods from suppliers

2. realize write-off of goods

3. Send requests for goods to the server

4. Print a barcode on the product

5. Write down the key code for the cash register

It is required to create a simple warehouse accounting system for several warehouses, which will allow you to receive and release products, as well as generate a report on the balance of products.

Configuration objects:

1. Reference books

Products (number of levels: 1)

Warehouses

2. Documents

Arrival (header details: Warehouse)

Consumption (header details: Warehouse)

details of the tabular part: (Material, Quantity)

3. Document log

· Warehouse

4. Report

Remaining products

5. Document

income, expense

Form the screen form of the document Arrival automatically.

For this assignment, I needed those recorded during the lecture. At the first stage, we get acquainted with the entire database of this store No. 43 (Fig. 1)

(Fig. 1)

The second stage is the formation of an invoice for the receipt of goods. To do this, I used the special features of the program, which allows me to quickly and accurately enter the product by its barcode into the database (Fig. 2)

(Fig. 2)

automated information document management program

The third stage is to compile a barcode for the cash register (Fig. 3)

(Fig. 3)

This task took approximately 20-30 minutes per supplier to complete. The task is very interesting, there are some difficulties in finding the product in the main database. Listing the operations of the technological process, I would like to say a few words about the operation of storing information. More recently, information was stored on such machine media as punched cards, punched tapes, magnetic tapes, and magnetic disks. With the development of BT, information carriers have also changed. Already a floppy disk (floppy magnetic disk), which was constantly changing both externally and in the amount of recorded information, today can no longer meet the requirements of users. This applies not only to the technical reliability of storage media, but also to the amount of information stored. Modern economic information systems with powerful processors, equipped with removable hard drives, laser disks, provide a higher speed of information processing and allow the user to work with large amounts of data, providing ease of use and reliability in the safety of information.

The technology for designing automated processing of economic information in solving any economic problem is divided into 4 stages:

initial;

preparatory;

· basic;

final.

The composition and structure of the operations of each of the stages of the technological process may be different depending on the used means of CT, means of organiza- tional communication and the requirements for information conversion technology. According to their purpose, technological operations are auxiliary, main and control. The latter form the basis and refer to operations within the machine data processing technology. These are operations of ordering, adjustment, accumulation and actual processing.

Ordering - Randomly arranged data is placed in a specific sequence of keyword values.

Correction - the process of making changes to already generated data files, allowing them to be kept up to date for processing.

Accumulation - the process of periodically adding data to existing files in order to form the initial data for a certain period of time.

Processing - execution of all arithmetic and logical operations to convert the source information into the result.

There are various forms within machine information processing technology. The most common forms are data processing in batch and dialog modes.

Sometimes the automated solution of problems must be coordinated in time with the course of controlled processes. Accordingly, the organization of information processing for these needs is called real-time data processing technology.

An important characteristic that determines the scope of the real-time mode is the speed of the control system response to changes in the states of the control object.

Currently, there is a trend towards the maximum approximation of information and software resources to the user. PCs operating in a network have a significant advantage over workstations operating in time sharing mode. And, most importantly, intelligent interface tools provide the user with simple and reliable ways to solve their professional problems. The main result is a change in the end user interface with the terminal.

From the method "remember (the state of your resources) the following:

design (necessary sequence of actions in terms of commands)

type (control text)" there is a transition to the method "look (at the graphical model of the state of resources)

select (required action from the hierarchical menu)".

Such an interface is supported by all means of information technology - components of the knowledge base, including a database, application software and support technology based on hardware, system and tool software.

Returning to the question of the stages of development of technological processes, it must be said that at the final stage the control and release of the result documents is carried out.

All stages of the development of technological processes (pre-project stage, technical design, stage of detailed design, commissioning) are documented.

Documentation - registration of the description of the selected options for building information technology with comments that ensure their use during the operation of the system.

The presence of documentary justification allows you to check the correctness of the option.

The program design phase influences programming style, reliability, efficiency, debugging, testing, and program performance. Thus, it is an essential part of any software development.

Small programs do not cause such difficulties as large ones, since one person can easily handle their compilation. But it is impossible to organize the design of programs that are so significant in volume that one person cannot manage to develop them.

3. Individual task

3.1 Statement of the problem

The program of practice in the profile of the specialty provides for the need for the student to complete an individual task proposed by the head of the practice. The task can be:

program development;

creation of models (drawings, drawings, diagrams) using specialized software;

creation of Internet sites;

drawing up instructions for working with the software product;

development or modification of databases.

An individual task contributes to an in-depth study of individual issues of development and operation of automated information systems, the study of theoretical sections of special disciplines, the development of a student's cognitive activity and independent work skills. An individual task may contain elements of scientific research, which are determined by the head of practice from the university.

Real production problem situations can serve as material for individual tasks. It is advisable that the theme of an individual building be relevant and have practical significance for an enterprise, a university.

The study of the subject area of the topic of the assignment for practice: the study of regulatory documentation for the existing information processing technology. Elaboration of the workflow of the task, the rules for compiling (filling in) primary documents. Determination of the units involved in the processing of information on this task, their functions, powers, delineation of responsibility.

Study of the problem statement. Determination of the hardware and software configuration of computer equipment in the enterprise. The structure of the local network of the enterprise. Elaboration of the composition and structures of databases into which operational information is entered. Elaboration of the composition and structures of databases that store regulatory and reference information. The study of the main algorithms for processing information in this problem. Refinement of existing database structures, development of new database structures (if necessary) and development of information processing algorithms for the task section proposed for independent development. Develop a test case for this section of the problem.

An individual task is to study the Illustrator package and create a booklet about the practice base:

1. Terms of reference: studying the illustrator package, applying it to practice, creating a business card, applying knowledge in Word to create a booklet.

2. Description of work: description of the structure, description of supported fonts, list of used fonts and other technical features.

3.2 Algorithm for solving the problem

Booklet development algorithm.

Currently, there are many programs representing text editors. The Microsoft Office package is intended for creating documents and developing general design and is focused on the output of finished documents with high resolution. The package allows you to create presentations and other free-form files, and then scale, rotate and warp them. In addition, Word contains a wide range of tools for working with text and multipage documents. Algorithm for creating a booklet:

Formation of requirements;

Implementation of ideas and correction of minor flaws;

Booklet printing.

Formation of requirements

The booklet should be attractive, not have unnecessary information, the title, company slogan, contact details should be indicated.

Implementation of ideas and correction of minor flaws

According to the booklet creation algorithm, the next step is the practical implementation of the developed ideas. This can be done not only by text, but also by graphic means. However, one should not forget about the convenience of using the booklet, so it is necessary to think over not only the external design, but also the structure. It is possible that minor errors may be found during the creation process. Therefore, before the final launch of the booklets for printing, it is necessary to check that the shortcomings that can cause a negative reaction from the user have been eliminated.

Conclusion

During the period of technological internship, the student-trainee kept a diary in which she daily made notes on the work done, a work plan from the head of the practice.

The trainee also consolidated the theoretical skills acquired during her studies with practical ones. I got acquainted with the organization, structure and principles of the enterprise functioning. Developed communication skills. Gained experience of working in a team.

During the internship, she showed herself as a capable and responsible employee. She completed the assigned tasks in a timely manner. The individual task received at the enterprise was completed in full and on time.

Information sources

Main literature

1. Golitsyna O.A., Popov I.I. Fundamentals of algorithmization and programming: Textbook. M.: FORUM: INFRA-M, 2002. 432 p.

2. Duvanov A.A. Web construction. HTML. St. Petersburg: BHV-Petersburg, 2003.

3. Instructions of the enterprise on safety and fire safety.

4. User manual for the software product 1C Rarus: Shopping mall (Foodstuffs). Moscow, 2007.

Additional sources of information

5. Handbooks and textbooks on programming systems, office work, accounting, modeling methodologies.

6. Shaposhnikov I.V. HTML tutorial. St. Petersburg: BHV-Peterburg, 2003. 288 p.

Electronic sources of information

7. http://www.nlr.ru/ - Russian National Library (RNL).

8. http://www.rsl.ru/ - Russian State Library (RSL).

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...

Which, in turn, contributes to:

Growth in productivity;
- acceleration;
- cheaper;
- increase in accuracy and stability.
To date process automation in the world it is used everywhere - from coordinating the most complex industries to making purchases in supermarkets. The direction of the company, as well as its scale, in this case is not fundamental: automation literally permeates any of them. And thanks to the use of the processor approach, uniform principles of automation are applied to the entire set of processes.

Principles

Although process automation has the ability to be implemented at different levels, its principles for each of them, as well as for any of the processes, are the same. This circumstance sets the conditions for the most efficient implementation of processes carried out in automatic mode and determines the principles of their control by automation.
These principles include:
1. Consistency. In a process that is controlled by automation, all operations must be coordinated both mutually and with its inputs and outputs. Failure to comply with this condition often leads to failures in the performance of the task.
2. Integration. The process under the control of automation must be able to integrate into the overall system of the organization. In accordance with the level of automation, such integration can be implemented in different ways. That, however, does not change the essence of the principle itself, which remains unchanged. The purpose of automating any process is to ensure its interaction with the environment, which is external to it.
3. Independence of execution.

Any process implemented through automation should be implemented without human participation or with a level of control exercised by the operator minimized. Under the condition that the process is implemented correctly, human intervention in it should not take place.
It is worth noting that the principles listed above can be significantly detailed, depending on the type of processes and the level of automation.

Thus, the automation of production processes provides for such principles as:

Continuity;
- specialization;
- proportionality, etc.
Levels
Automation of processes is a necessary condition for supporting the management of a company, affecting all levels of its hierarchy, and the level of automation is determined in accordance with the level of management. There are three main levels of management:
- operational;
- tactical;
- strategic.
Based on the classification described above, the following levels of automation are distinguished:
1. The level of performers. Characteristic processes for him are those that are performed regularly. Their automation works to achieve operational goals (for example, the implementation of one of the production processes), maintaining the specified parameters (for example, the autopilot of an airliner) and maintaining the desired mode of operation (for example, the temperature indicators of the boiler).
2. The level of production management. In this case, the goal of automation is the correct distribution of tasks between processes that are lower in the hierarchical ladder. An example is the implementation of production and service planning, as well as resource management processes, documentation, etc.
3. The level of enterprise management. Automation carried out at this level solves problems related to analysis and forecasting. Contributing to the effective work of the highest level of the enterprise hierarchy in the financial and economic area is its main purpose.
As for the implementation of process automation at each of the above levels, it is possible through the use of systems such as:

- CRM - customer relationship management system;
- OLAP - analytical processing in real time;
- ERP - enterprise resource management.

Each of the automation systems can be attributed to one of their three main types:

1. Immutable. During the process, the specified sequence of actions is not subject to any adjustments.
2. Programmable. Depending on the program used and the features of the process, the sequence of actions may vary. The choice of the desired sequence depends on the set of instructions that the system is guided by.
3. Self-configuring. The necessary options for solving the problem can be selected at the discretion of the system during operation. Changing their sequence and execution conditions is carried out by monitoring the progress of the process.
These types of process automation can be used separately or as part of a combined system: it all depends on the situation.

Kinds

According to the location of enterprises in the natural resource processing chain, all of them can fall into one of three categories.
The first is the "miners" and producers of raw materials. As an example, here we can cite representatives of agriculture or the hydrocarbon production industry.
The second is those who process the raw materials extracted first. This category includes car manufacturers, enterprises engaged in the production of electricity, steel, electronics, etc.
The third is representatives of the service sector: entertainment, medical, educational, financial and other institutions and institutions.
For any enterprises, no matter which of the described groups they belong to, there are general categories of processes associated with their activities.

Those processes are:

1. Business. Or business processes, as they are also called. Their task is to ensure effective interaction both within the enterprise and with various external stakeholders (consumers of goods or services, product suppliers, regulatory authorities, etc.). Typical business processes are all types of planning, marketing and accounting, as well as customer contact activities.
2. Design and development. Such processes include the collection and analysis of initial information, the implementation of the project, ensuring control over its implementation, etc.
3. Production. All processes for the implementation of the production of goods or services should be attributed to this category. The same can be said about the processes associated with various types of planning, supply, service, etc.
4. Monitoring and analysis. The collection and processing of data relating to the execution of processes is the main task of the processes in this category. Examples - the implementation of quality control of goods or services, management, stocks.
Anyone who wants to get acquainted with examples of various technical tasks for automating company subsystems can view and buy them in the Quality Management online store.

Strategy

Being a difficult and rather time-consuming task, process automation requires a strict adherence to a certain strategy, which contributes to increased efficiency of operations and obtaining a considerable number of obvious benefits.
In order to form a strategy, the process must:
1. Understand. Based on a carefully conducted analysis, you can get the most complete picture of the process, down to the smallest details. So, you should get data about its inputs and outputs, the sequence of operations, the presence of communication with other processes, the composition of its resources, etc.
2. Simplify. This can be done by removing operations that are not of value. Some operations can be combined, carried out in parallel, and so on. Everything that is the most rational is welcome here - for example, the improvement of the technology for implementing the process or its complete replacement.
3. Automate. This point should be approached only after the previous one has been completed. The reason for this is simple: the simpler the process, the easier it is to automate and the more stable and efficient it will be.

Advantages

Practice shows that process automation in the vast majority of cases, it contributes to a tangible improvement in the quality of both products and the management of its production. When implementing QMS management, it allows the company to improve the quality indicators of its work. However, before making a final decision regarding the implementation of automation, it is recommended that you familiarize yourself with its main advantages.
So, the main advantages of process automation are:
1. Accelerating the execution of operations that are repeated. Automation in the course of its work is not subject to fatigue, which ensures its error-free operation, regardless of the duration of the activity. In addition, it implements tasks of the same type much faster than a person.
2. Improvement of qualitative performance indicators. The main reason for this is the lack of a human factor, which helps to reduce the number of various kinds of errors at times.
3. Improved control accuracy. Thanks to the information technology used, the volume of process data can be very large, which contributes to its more accurate execution.
4. Possibility of simultaneous implementation of several tasks. The parallel solution of such actions with the help of automation significantly increases productivity, while not compromising accuracy and quality.
5. Increasing the speed of decision-making in situations that are typical. This advantage ensures that there are no inconsistencies in the next stages of the process.

When automation may not be justified

However, it should be taken into account that in some situations the use of process automation is not justified. This is possible when:
1. The actions performed are too complex technologically or economically.
2. The product has a short life cycle. In the event that products are created and brought to the market as quickly as possible, or the demand for them will be short-lived, automation may turn out to be less rational than manual execution of processes.
3. The products are single, handmade by the master.
4. Demand for a product is subject to excessive fluctuations. This circumstance leads to changes in output volumes, which makes the use of automation unjustified.
In any case, before making a final decision regarding the appropriateness of using automation, the most thorough analysis should be carried out in order to exclude the possibility of an incorrectly drawn conclusion.

The introduction of a control automation system, like any major transformation in an enterprise, is a complex and often painful process. Nevertheless, some of the problems that arise during the implementation of the system are well studied, formalized and have effective solution methodologies. Early study of these problems and preparation for them greatly facilitate the implementation process and increase the efficiency of further use of the system.

The main problems and tasks that require special attention in their solution:

Lack of setting the task of management at the enterprise;
The need for partial or complete reorganization of the enterprise structure;
The need to change business technology in various aspects;
Resistance of employees of the enterprise;
Temporary increase in the load on employees during the implementation of the system;
The need to form a qualified group for the implementation and maintenance of the system, the choice of a strong team leader.

Now let's describe these points in more detail:

Lack of setting the task of management at the enterprise.

This point is probably the most significant and difficult. At first glance, its theme echoes the content of the second paragraph, devoted to the reorganization of the structure of the enterprise. However, in fact, it is more global and includes not only management methodologies, but also philosophical and psychological aspects. The fact is that most managers manage their enterprise only on the basis of their experience, their intuition, their vision, and very unstructured data about its state and dynamics. As a rule, if a manager is asked to describe in some form the structure of his enterprise or a set of provisions on the basis of which he makes management decisions, the matter quickly comes to a standstill.

Competent setting of management tasks is the most important factor influencing both the success of the enterprise as a whole and the success of the automation project. For example, it is completely useless to engage in the introduction of an automated budgeting system if the budgeting itself is not properly set up at the enterprise, as a certain sequential process.

Unfortunately, at the moment in Russia, a national approach to management has not fully developed, and at the moment Russian management is an explosive mixture of Western management theory (which in many ways is not adequate to the current situation) and Soviet-Russian experience, which, although and in many ways harmonizes with the general principles of life, but no longer meets the stringent requirements of market competition.

Therefore, the first thing to do in order for the project to implement an automated control system to be successful is to formalize as much as possible all those control loops that you actually plan to automate. In most cases, this will require the involvement of professional consultants, but in experience, the costs of consultants simply do not compare with the losses from a failed automation project. However, one should not make a mistake in choosing consultants... But this is a separate complex issue.

The need for a partial reorganization of the structure and activities of the enterprise.

Before proceeding with the implementation of an automation system in an enterprise, it is usually necessary to make a partial reorganization of its structure and business technologies. Therefore, one of the most important stages of the implementation project is a complete and reliable survey of the enterprise in all aspects of its activities. Based on the conclusion obtained as a result of the survey, the entire further scheme for building a corporate information system is built. Undoubtedly, it is possible to automate everything, about the principle "as is", however, this should not be done for a number of reasons. The fact is that as a result of the survey, a large number of places where unreasonable additional costs arise, as well as contradictions in the organizational structure, the elimination of which would reduce production and logistics costs, as well as significantly reduce the execution time of various stages of the main business processes. As one of the greats said, you cannot automate chaos, because the result will be automated chaos. By the term reorganization, I don't even mean reengineering in its classical Western sense, with a complete restructuring of all internal and commercial activities. The reorganization can be carried out at a number of local points where it is objectively necessary, which will not entail a noticeable decline in the activity of current commercial activities.

The need to change the technology of working with information, and the principles of doing business.

An effectively built information system cannot but make changes to the existing technology of budgeting and control planning, as well as business process management.

Firstly, one of the most important features of a corporate information system for a manager is the management accounting and financial controlling modules. Now each functional unit can be defined as a financial accounting center, with the corresponding level of financial responsibility of its head. This, in turn, increases the responsibility of each of these leaders, and provides top managers with effective tools for precise control over the implementation of individual plans and budgets.

In the presence of an information system, the manager is able to receive up-to-date and reliable information about all sections of the company's activities, without time delays and unnecessary transmission links. In addition, information is provided to the manager in a convenient form "from a sheet" in the absence of human factors that can bias or subjectively interpret information during transmission. However, it would be fair to say that some managers are not used to making management decisions on information in its pure form, if the opinion of the person who delivered it is not attached to it. Such an approach, in principle, has the right to life even in the presence of an information system, but often it negatively affects the objectivity of management.

The introduction of an automation system introduces significant changes in business process management. Each document that displays in the information field the course or completion of one or another end-to-end business process is created automatically in the integrated system, based on the primary document that opened the process. Employees responsible for this business process only control and, if necessary, make changes to the positions of the documents built by the system. For example, a customer has placed an order for products that must be completed by a certain date of the month. The order is entered into the system, based on it, the system automatically creates an invoice (based on existing pricing algorithms), the invoice is sent to the customer, and the order is sent to the production module, where the ordered type of product is exploded into separate components. Based on the list of components in the purchasing module, the system creates purchase orders for them, and the production module optimizes the production program accordingly so that the order is completed on time. Naturally, in real life, various options for unrecoverable disruptions in the supply of components, equipment breakdowns, etc. are possible, therefore, each stage of order fulfillment must be strictly controlled by the circle of employees responsible for it, who, if necessary, must create a managerial impact on the system in order to avoid unwanted effects or reduce them.

Do not assume that working with an automated control system will become easier. On the contrary, a significant reduction in paperwork speeds up the process and improves the quality of order processing, raises the competitiveness and profitability of the enterprise as a whole, and all this requires greater composure, competence and responsibility of performers. It is possible that the existing production base will not be able to cope with the new flow of orders, and organizational and technological reforms will also need to be introduced into it, which will subsequently have a positive effect on the prosperity of the enterprise.

Resistance of employees of the enterprise

When implementing corporate information systems, in most cases there is active resistance from field employees, which is a serious obstacle for consultants and is quite capable of disrupting or significantly delaying the implementation project. This is caused by several human factors: the usual fear of innovation, conservatism (for example, a storekeeper who has worked for 30 years with a paper filing cabinet, it is usually psychologically difficult to switch to a computer), fear of losing a job or losing one's indispensability, fear of significantly increasing responsibility for one's actions. The heads of the enterprise, who have decided to automate their business, in such cases should in every possible way assist the responsible group of specialists implementing the information system, conduct explanatory work with personnel, and, in addition:

Create a strong sense of inevitability of implementation among employees at all levels;
Give the implementation project manager sufficient authority, since resistance sometimes (often subconsciously, or as a result of unjustified ambitions) arises even at the level of top managers;
Always support all organizational decisions on implementation issues by issuing relevant orders and written instructions.

Temporary increase in the load on employees during the implementation of the system

At some stages of the implementation project, the load on the employees of the enterprise temporarily increases. This is due to the fact that in addition to performing normal work duties, employees need to master new knowledge and technologies. During the trial operation and during the transition to the industrial operation of the system, for some time it is necessary to conduct business, both in the new system, and continue to conduct them in traditional ways (to maintain paper document management and the previously existing systems). In this regard, certain stages of the system implementation project may be delayed under the pretext that employees already have enough urgent work for their intended purpose, and mastering the system is a secondary and distracting activity. In such cases, the head of the enterprise, in addition to explanatory work with employees who evade the development of new technologies, must:

Increase the level of motivation of employees to master the system in the form of rewards and thanks;
Take organizational measures to reduce the period of parallel conduct of business.

Formation of a qualified group for the implementation and maintenance of the system, the head of the group

The implementation of most large control automation systems is carried out according to the following technology: a small (3-6 people) working group is formed at the enterprise, which undergoes the most complete training in working with the system, then a significant part of the work on the implementation of the system and its further support falls on this group. The use of such technology is caused by two factors: firstly, the fact that the enterprise is usually interested in having specialists at hand who can quickly solve most of the work issues when setting up and operating the system, and secondly, training their employees and their use is always significantly cheaper than outsourcing. Thus, the formation of a strong working group is the key to the successful implementation of the implementation project.

A particularly important issue is the choice of the leader of such a group and the administrator of the system. The manager, in addition to knowledge of basic computer technologies, must have deep knowledge in the field of business and management. In the practice of large Western companies, such a person holds the position of CIO (Chief Information Officer), which is usually the second in the hierarchy of the company's management. In domestic practice, when implementing systems, such a role, as a rule, is played by the head of the automated control system department or similar. The main rules for organizing a working group are the following principles:

The specialists of the working group must be appointed taking into account the following requirements: knowledge of modern computer technologies (and the desire to master them in the future), communication skills, responsibility, discipline.
With special responsibility, one should approach the selection and appointment of a system administrator, since almost all corporate information will be available to him;
The possible dismissal of specialists from the implementation group during the project can have an extremely negative impact on its results. Therefore, team members should be selected from dedicated and reliable staff and a system should be developed to support this commitment throughout the project;
After determining the employees included in the implementation group, the project manager must clearly describe the range of tasks solved by each of them, the forms of plans and reports, as well as the length of the reporting period. In the best case, the reporting period should be one day.

Conclusion

All of the above tasks that arise in the process of building an information system, and methods for their solution are the most common and Naturally, each enterprise has its own unique organizational specifics, and various nuances may arise during implementation that require additional consideration and search for methods to solve them. That's what professional business consultants are for.

Before you implement an implementation project, formalize its goals as much as possible;
Never sacrifice a pre-design analysis stage. Engage professional consultants to survey your enterprise and set management objectives. Your costs will certainly pay off. But try to deal with reputable companies, because, unfortunately, in addition to consultants, there are also pseudo-consultants;
Carefully approach the choice of software for building CIS, as errors are costly. Try to see as many systems as possible, and see them "live", and not from the marketing materials of the developers. Do not try to develop the system by your own programmers. Ready-made systems have been developed by specialized teams for many years and have a real cost much higher than the selling price - a well-known paradox characteristic of software and intellectual products;
Give high priority to the system implementation process, among other organizational and commercial processes. Empower the project manager;
Create an atmosphere of inevitability of implementation among all employees of the enterprise and try to increase the rate of mastering new technologies by organizational measures;
Remember that the implementation of the system is like a repair - it cannot be completed, it can only be stopped. So the implementation will essentially never end, the system must be constantly improved in the course of its industrial operation along with the progress of information technologies and methodologies for managing the activities of your enterprise.

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