Automation of planning and enterprise management. Automated enterprise management systems: technologies, program and functions. Benefits of process automation
LECTURE 13
APPROACHES TO AUTOMATION OF ENTERPRISE MANAGEMENT
Piecewise (chaotic) automation
Chaotic automation is one of the most inefficient types of investment in enterprise development. Randomness of the process in this section refers to the absence of a strategic plan. As a rule, with this approach, the implementation process information technologies is determined by momentary local tasks, and not by the real needs of the business. The decision-making criteria in these cases can be: the level of knowledge and preferences of the decision makers, the ability to buy now with an exclusive discount any equipment or software, etc. As a rule, as a result, the enterprise, at best, receives scattered application systems , the cost of integration of which in some cases can be comparable to the total cost of a complex solution. In the worst case, unfinished fragments of the information infrastructure and application systems are created that cannot be used in the practical activities of the enterprise. At the same time, the enterprise incurs additional costs for duplicating the functions that the information system was supposed to perform, and servicing the created unfinished application systems.
One of the reasons for this approach may be a misunderstanding of its role and functions of the information technology department (the department of automated control systems, computer technology - the name can be anything).
Automationonplots
Automation by sections implies the process of automating individual production or management departments of an enterprise, united according to a functional basis. For example, a packaging and labeling area, accounting, etc. A similar automation path is chosen in the following cases:
The investment resources of the enterprise are insufficient to solve the problem of automation in full;
There are areas where the use of automated systems gives a significant economic effect, for example, by reducing staff;
Production technology or other conditions do not allow to do without the use of automated systems. Most often, this approach is used to automate production sites. The main means of automation - specialized process control systems. The application of the principle of enterprise automation by sections for a number of enterprises is the only possible way to increase economic indicators in conditions of limited investment resources. For site automation to be effective, strategic and operational automation plans are needed. At the same time, the strategic automation plan, if an automation strategy for sections is chosen, should be reviewed periodically, at least once a year. When revising the strategic plan, it is advisable to pay special attention to the issues of continuity of the set of standards for information technology supported by the enterprise.
Automationondirections
Automation by directions implies the automation of certain areas of the enterprise, such as production, marketing, financial management. The approach associated with automation in directions is often used when using systems of the MRPII, ERP class, when ultimate goal works is the full automation of the enterprise.
This approach differs from site automation in the following ways. Automation in areas of activity involves the participation in this process of all organizational units, the functioning of which is associated with an automated direction. Usually any direction of activity covers almost all departments of the enterprise. For example, the procurement process. This process involves all departments from production (in terms of the formation of plans for the purchase of raw materials, components and equipment) to management (stationery, furniture) and directly the supply department and transport services. Therefore, the approach associated with automation by directions cannot, in principle, be considered as local. Its implementation is associated with the creation of at least the telecommunications infrastructure of the enterprise. In most cases, automation by direction is associated with business process reengineering and requires the creation of a model of the entire enterprise.
Everything said above regarding efficiency gains when using a site-by-site automation approach remains valid in this case. The revision of the strategic automation plan should be carried out after the end of the automation of any direction and the evaluation of the results.
Completeautomationenterprise management
APCS as a system consists of a large number of elements of various levels and for various purposes. These include subsystems, modules, control blocks, tasks, management procedures, functions, operations, etc. Basic systems such as ERP, as a rule, are hierarchical structures, consisting as a result of elementary management procedures intended for inclusion in the automated control system.
Integration involves such a combination and harmonization of management functions and procedures, so that in the course of the enterprise management process, optimization of its behavior is ensured.
Integration is manifested in all functional and supporting subsystems without exception.
In the technical support subsystem, these are local computer networks and ensuring the connection of the enterprise with the external environment through global networks. In the information support subsystem, this is the maintenance of databases under the control of a DBMS. The integration of software is manifested primarily in the coordination of inputs and outputs of mathematical models, the integration of various models (for example, forecasting and planning), the integrity and consistency of the system of mathematical models. Software integration is manifested in the fact that it is built in the form of a complex and at the same time flexible software package that allows you to execute programs in the required sequence and in the required combinations. Integrated CMS, built on the basis of one basic ERP system, takes the enterprise to a new level of organizational support integration due to the unification of the user interface. This effect is especially noticeable in large automated control systems, where the new system replaces hundreds of old local systems. The practical result of the transition to the new system is a single enterprise-wide standard for how users interact with the system.
But the main thing for which automated systems are created at enterprises is functional integration.
Enterprise management systems (ERP), production automation (CAM), product design and process automation (CAD) are combined into an integrated computer-based manufacturing (CIM), schematically depicted in fig. 25.
CIM (Integratedcomputerproduction)
Rice. 25
A single computer system allows for mutual transparency of systems. For example, already at the design stage, it is possible to simulate the possible impact of design and technological decisions on the course of production.
The ERP system is integrated with objects and systems outside the enterprise (Fig. 26).
Rice. 26
Thus, integrated management automation helps to overcome barriers between different management services. One of the manifestations of this process is the use in different services of the same functions required to prepare different management decisions. For example, checking the inventory level in a warehouse is performed both when an external order is received and when a production order or a purchase order is generated.
Integration between subsystems is the first step towards integration within ERP. It is expressed in the exchange of data between ERP subsystems. Often this data triggers events and processes in other subsystems. The scheme of integration of subsystems is shown in fig. 27.
Rice. 27
Flexibility in the implementation of specific control structures generates new moments in the integration of the functions of the base system, since the composition of the functions included in the subsystems of a particular automated control system may not completely coincide with the functional content of the subsystems of the base system. This position is illustrated in Fig. 28.
Rice. 28
A, B, C - subsystems of the base system;
The automated control system is built with a focus on managing the production process as a whole, and not on automating the activities of individual departments involved in management. At the same time, there may be a discrepancy between the functional content of the subsystems of the automated control system and functional responsibilities in departments (Fig. 29).
Rice. 29
A, B, C - subsystems included in the organizational structure;
A 1 , B 1 , C 1 - subsystems of a real automated control system
Integration in one decision of information about several heterogeneous resources is manifested, as a rule, at the upper levels of planning. At the same time, the choice of the composition of resources remains with the manager (Fig. 30).
Rice. thirty
Rice. 31
The integration of management of all stages of the product life cycle (Fig. 31) is that the management of individual stages changes to the management of the cycle as a whole.
The integration of management of all phases of production is manifested in ensuring the continuity of management of all phases (Fig. 32).
Integration of management functions in the form of structures, including the functions of planning, accounting, control, regulation, analysis, ensures the interconnection and continuity of decision-making in the course of management.
Rice. 32
The integration of management between all processes of converting resources into products (Figure 33) is that all processes are manageable and the continuity of their management is ensured.
Rice. 33
These structures are combined vertically with each other into more complex interconnected hierarchical structures. Integration between them is provided by coordinating functions, inputs, outputs and the frequency of solving control problems. For example, a planning task at a deeper level is essentially a regulation task for a higher level. The periods of planning and regulation of two adjoining levels can be in the same ratio.
The listed methods of integration are the basis for the formation of complex functional structures, consisting of a large number of interconnected management functions. Breaks in integration links, the loss of necessary functionality or their poor implementation reduce the effectiveness of management, since they create “bottlenecks”, “dead ends” in it, lead to solving problems based on inaccurate and / or incomplete information, reduce the quality of the solution, etc. Therefore, when designing and operating the system, integration issues should be given top priority.
Summarizing the above, the following features of an integrated approach to enterprise management automation can be noted:
Increased economic efficiency of this approach compared to others (by sections and directions);
Extremely high requirements for the quality of management of the system implementation process.
The composition of the submitted operational information must necessarily include information about the problems that have arisen as the plan is being implemented.
Analysis of the results and decision-making implies the existence of a procedure for analyzing the results, based on which the plan is revised or changes are made to the course of the process. The procedure can be both periodic and initiated upon the occurrence of any events: exceeding the budget, falling behind the deadlines.
Strategicplan(strategyautomation)
Goals
The concept of an automation strategy includes the basic principles used in enterprise automation. . It consists of the following components:
goals: areas of activity of the enterprise and the sequence in which they will be automated;
automation way: by sections, directions, complex automation;
long term technical policy- a set of internal standards supported by the enterprise: types of standards for equipment and software, a list of suppliers and manufacturers of basic hardware and software, the use of which the enterprise is focused on, a list of products and product lines that are used or are expected to be used in the field of automation;
restrictions: financial, temporary, etc.;
Conditions under which the plan is revised;
Analysis of the results of the implementation of the plan;
Plan change management process. The automation strategy must first of all correspond to the priorities and strategy (tasks) of the enterprise's business. The concept of strategy should also include ways to achieve this compliance. A strategic automation plan should take into account the following factors:
The average period between the change of technologies of the main production;
The average lifetime of products manufactured by the enterprise and their modifications;
Announced long-term plans of technical solution providers in terms of their development: reducing the share of non-standardized components at all levels (interfaces, controllers, operating system, etc.), expanding the types of compatible platforms; creation of means for converting data of the archiving system; integration with related systems;
The amortization period of the systems used;
Strategic plan for the development of the enterprise, including plans for mergers and divisions, changes in the number and range of products;
Planned changes in personnel functions.
The above means that automation is one of the ways to achieve strategic business goals, and not a process that develops according to its own internal laws. Leading the auto strategy matization should be based on the business strategy of the enterprise: the mission of the enterprise, directions and business model. Thus, the automation strategy is a plan that is consistent in terms of time and goals with the strategy of the organization.
The second important feature is the degree of correspondence between automation priorities and business strategy, namely, the goals to be achieved:
Reducing the cost of production;
Increase in quantity or assortment;
Reducing the cycle: development of new products and services - entry into the market;
The transition from production to stock to production for a specific customer, taking into account individual requirements, etc.
The strategic goals of the business, taking into account the constraints (financial, time and technological), are converted into a strategic plan for enterprise automation.
There are many examples when the introduction of certain information technologies in an enterprise did not bring the expected effect. In most cases, this is due to the fact that when forming the automation strategy, the strategic plan for the development of the enterprise itself was ignored. As a result, either too ambitious projects were implemented, which absorbed a large amount of funds and did not meet the needs of the business, or, conversely, systems were created that were not able to serve current needs.
Without imagining what and how the organization wants to achieve in the future, it is impossible to realistically assess the needs for information technology. And the lack of criteria for choosing one or another automation strategy leads to a biased assessment of the results of automation and, as a result, to unreasonable losses from this very automation.
Moreover, the losses here can be of a very different kind: from simple disappointment of ordinary employees and senior management in the information system to direct financial losses caused by excessive investment in information technology, loss of competitive advantage or the departure of some key employees.
Enterprise automation is an investment activity. Due to a row objective reasons, as will be discussed below, the approaches used in evaluating the effectiveness of investments are not always applicable to this activity.
Under these conditions, the issues of maintaining investments in information technology are of particular relevance. Today, the phrase “investment protection” is increasingly found in the literature. In relation to information technology, it means activities aimed at preserving investments in the creation and development of information systems.
The loss of investment occurs when the information system ceases to be effective, that is, to meet the needs of the business. In this case, the system does not allow:
Effectively solve the task at the required level of profitability of the operation of computing facilities;
Provide opportunities for development.
Based on the foregoing, measures to preserve investments should be aimed at ensuring the required profitability of the operation of the information system and the possibility of its development, taking into account the costs incurred. The low return on using the information system at high costs for its operation, as well as the inability of the company to change this situation, indicates the inexpediency of maintaining these investments, i.e., it is better not to use the system in the future.
In order to determine a set of measures to protect investments, the costs of creating and developing a system that needs to be protected are singled out separately.
Restrictions
The main constraints to consider when choosing an automation strategy include the following:
financial,
temporary,
associated with the influence of the human factor,
technical.
Financial restrictions determined by the amount of investment that the company is able to make in the development of automation. This type of restrictions is universal, since the other three types can be partially converted into financial ones.
Temporary restrictions usually associated with the following factors:
Change of technologies of the main production,
The market strategy of the enterprise
State regulation of the economy. To the limitations associated with the influence of the human factor, include the following:
Corporate culture - the attitude of staff towards automation;
Features of the labor market;
Labor legislation regulating the processes of dismissal of personnel released as a result of automation.
Corporate culture is primarily the attitude of staff towards automation, the habit of working according to standardized procedures and performance discipline. A significant part of the information is entered into the information system manually in the course of production activities. Therefore, it is extremely important to comply with work regulations, especially in terms of entering information. Ignoring such a factor as corporate culture led to the fact that hopes for an automated system from which you can easily get all the information necessary for the work of any employee were replaced by an understanding of the severe need to create new work procedures, a significant increase in the burden on staff at first, the need learning and eventually returning to the old, tried-and-tested ways of working with a calculator and a sheet of paper.
Features of the labor market can have a negative impact if there are difficulties in hiring personnel of the required profile and qualifications.
Technical limitations are related to the real capabilities of the enterprise: the lack of premises for the placement of computer equipment, restrictions on the use of a certain type of equipment, etc.
Technology
When choosing an automation strategy, the state of technology plays a significant role. If the required system is not available on the market, then the possible solutions are limited to the following:
Integration of several existing systems;
Development of a unique system for the enterprise;
Postponing the decision to start automation work while waiting for the required system to appear.
Problems
Typical problems that arise when developing an automation strategy are usually related to the following factors:
state of the information technology market;
determining the effectiveness of investments in information technology;
the need to reorganize the activities of the enterprise in the implementation of information technology.
Statemarketinformationtechnologies
Intensive development computer technology is the result of the desire of manufacturers to meet the needs of the market in information technology. The presence of stable demand is an attractive factor for the emergence of more and more information system providers. The development of competition forces producers to take additional measures to maintain demand at a sufficient level. Manufacturers are not only constantly updating and improving their products, but at the same time they are trying to form a “hype” market model: when a product introduced to the market, after the stage of rush demand, does not go into the stage of sustainable demand, but is replaced by another model with more attractive characteristics. All these factors lead to the rapid obsolescence of manufactured products, the appearance of “raw” products on the market and, as a result, an increase in financial risks for the consumer and an increase in the cost of modernizing computer equipment.
This situation leads to the emergence of certain problems for the consumer. For example, the process of tracking and analyzing all the new products that can affect the efficiency of the enterprise seems to be very difficult. With a product obsolescence time of 12-18 months (and in some areas of information technology, the announcement of new products occurs quarterly), there is too little time left to evaluate the product. As a rule, the minimum period for obtaining reliable data on the effectiveness of a solution is 2 months. The situation is often aggravated by the fact that the new version of the product is not fully compatible with the previous one.
Definitionefficiencyinvestmentininformationaltechnology
When implementing new solutions in an enterprise, it is necessary to decide exactly which of the available options will bring the greatest benefit. Any investment in IT is an investment, so it is necessary to compare the relative value of several potential investments, and, naturally, a way is found to measure the value of each in order to establish which of them has more attractive properties than others.
Studies have shown that, when used correctly, computer technology can dramatically increase business efficiency. Nevertheless, any, even the most efficient business, is in constant need for resources, and the number of the latter is limited. Accordingly, the resources of the enterprise should be spent where they will create the maximum increase in resources (maximum profit) with the maximum speed. Since IT, along with other spending categories, compete for resources, measuring and controlling the value of IT is essential.
CFOs strive to express IT performance in the way they are accustomed to - numbers. Unfortunately, the calculation of investment efficiency ratios commonly used in practice such as ROI (Return on investment) for projects related to enterprise automation, even in developed countries with a high planning culture causes significant difficulties. This difficulty is due to the following reasons. On the one hand, it is difficult to identify cost items and quantify them, on the other hand, to assess the impact of an automated system on indicators such as productivity, reduction in operating costs, quality and cost. Abroad, the problem of evaluating effectiveness at the present time, when experience has been gained in the use of information technologies, is solved partly by the method of analogies and partly by analyzing the accumulated data.
In Russia, the widespread introduction and use of automated systems began in the 90s. At the same time, in the initial period, the main attention was paid to the creation of a telecommunications infrastructure. A typical motive for the introduction of automated systems is the lack of reliable information from managers about the state of the enterprise. It is extremely difficult to quantify the losses from the lack of such information. The decision to implement the system is based on qualitative criteria such as: the company is suffocating from lackinformation about ..., it is impossible to find any data. On the assessment of the effects accompanying the introduction of the system - increasing the technological and labor discipline, reduction of reserve stocks of raw materials - we are not talking. Therefore, at present, the only possible way to determine the effectiveness of investments in information technology for Russian enterprises is to get an answer to the following question: is it possible to achieve the set goals at the cost of the funds allocated for automation, which are formulated not in the form of a return on investment ratio, but in terms of characterizing the parameters automated processes. For example, get inventory data finished products in stock within a specified time, draw up a quarterly balance within a week, etc.
Reorganizationactivitiesenterprises
For most modern enterprises that have set themselves the task of introducing automated control systems, it is also necessary preliminary automation stage - reorganization, including putting things in order in their activities, creating rational technologies and business processes.
The concept of "reorganization of activities" is often identified with other processes occurring in the enterprise. In fact, reorganization differs significantly even from those processes with which it has some common initial concepts.
Firstly, reorganization is not the same as automation . Automating existing processes is "like paving the paths that cows use to graze," it's just an opportunity to do the wrong thing more efficiently.
Reorganization should not be confused with so-called information redesign, which means rebuilding outdated information systems with more modern technology. As a result of information redesign, often only complex computerized systems arise that automate obsolete processes.
Reorganization is not a reduction in the size of the enterprise, which means a decrease in output in order to meet today's reduced market requirements. Such a reduction achieves less productivity with less cost, while reorganization in the true sense of the word serves, on the contrary, to achieve more productivity with less cost.
Also, reorganization does not mean a change in the organizational structure of the enterprise, although this process can really affect this structure. The main problems faced by enterprises are the result of the wrong business process design, not the enterprise. Trying to reconcile the new organizational structure with the old process is like "pouring sour wine into new bottles."
The range of existing approaches to the reorganization of an enterprise varies from soft gradual methods of improving its activities, based largely on common sense considerations, to hard ones that regulate its radical break and declare the principle “throw away everything old and start again”.
One of the most well-known approaches to reorganization is the business systems planning technique. .bsp (businessSystemsPlanning) by IBM, developed in the mid-70s by Martin. The BSP methodology is defined as "an approach that helps an enterprise determine a plan for creating information systems that satisfy its immediate and future information needs." Its main idea is that information is one of the main resources and should be planned throughout the enterprise, and the information system should be designed regardless of the current state and structure of the enterprise. The analysis and reorganization of the enterprise's activities are carried out on the basis of a number of matrices (data - processes, managers - processes, information systems - managers, information systems - processes, information systems - data files) and, taking into account the problems identified during the survey, the main changes are carried out in order to orient the enterprise on the designed information system.
An approach CPI (Continuousprocessimprovement) and its Japanese analogue TQM (Total Quality Management) were successfully used in the reorganization of enterprises in the middle of the century. The most impressive result of its application is the rise of the Japanese post-war industry and bringing the quality of Japanese goods to the modern, highest level. This approach continues to be actively used today, as evidenced, for example, by the increasing use of the ISO 9000 series of standards, which actually support CPI.
The approach is based on the obvious concept of product quality management. Quality should be aimed at meeting the current and future needs of the consumer as the most important link production line. Achieving an appropriate level of quality requires continuous improvement of production processes. To solve this problem, Deming proposed 14 principles that together make up management theory and are applicable to enterprises of any type and scale. Of course, these principles are not enough to completely solve the problems facing modern enterprises, however, they are the basis for the transformation of the industry in Japan and the United States. It should be noted that this approach is characterized by a focus on the requirements of the market and the consumer and is applicable in conditions where there is sufficient stability in production and a desire to retain personnel.
Requirements SMM (CapabilityMaturitymodel) developed by the SEI (Software Engineering Institute) for enterprises seeking to implement a quality software development and maintenance process, and are an example of the application of the CPI approach to a specific industry.
The CMM describes the excellence (quality) characteristics of software development and maintenance processes (software processes), as well as the criteria for transitioning from poorly managed to well-managed software processes in terms of model excellence levels. SMM is used for:
Improvement of software processes when an enterprise plans, develops and implements changes to them;
Evaluation of software processes, when the state of the current software processes of the enterprise and priority processes are determined, as well as organizational support for their improvement is provided;
Assessments of software capabilities in the qualification of partners who carry out custom software development or manage the status of existing software processes.
In fact, CMM is a set of requirements for the key elements of an effective software process and ways to improve it evolutionarily. CMM supports the stages of planning, engineering, software development management and maintenance, which improves the ability of an enterprise to achieve goals in terms of cost, functionality and quality of software produced.
In the early 90s, a new revolutionary approach to reorganization was formed - business process reengineering B.P.R. (businessprocessReengineering). Its authors Hammer and Champy define BPR as "a fundamental rethinking and radical redesign of business processes of enterprises, with the aim of dramatically improving their performance indicators, such as costs, quality and speed of service." The revolutionary nature of this approach lies in the rejection of traditional rules and assumptions for doing business, many of which turn out to be outdated, erroneous or simply unsuitable for business. specific situation(nevertheless, they are initially embedded in most processes), the business is redesigned with clean slate.
BPR begins by discarding all assumptions and all givens. For example, the question “What is the most effective way to check the creditworthiness of a client?” suggests that such verification is necessary. In many cases, however, the costs of a credit check may outweigh the losses associated with defaulting on debt, which the check helps to avoid. That is, when redesigning, it is first determined, what should do the enterprise, and then, how it should do it. BPR doesn't take anything for granted. He ignores that what is, and focuses on what should be.
With BPR, production indicators increase sharply (by several times and by orders of magnitude). If, for example, an enterprise sets a goal of 10% increase in productivity and improve the quality of customer service, then this enterprise does not need in BPR. Minor improvements come from tuning; in order to achieve dramatic improvements, it is necessary to replace everything old with new.
BPR focuses on processes, not tasks, jobs, people. A business process is a set of actions that receives data of various types as input and produces a result, of value to the consumer. For example, an order fulfillment process receives an order as an input and produces ordered goods as a result, i.e. delivery of ordered goods to the consumer is the value that the process creates. Modern enterprises usually focus on the individual tasks that make up this process: placing an order, receiving goods in a warehouse, etc., and tend to lose sight of the main goal - getting the goods into the hands of the customer. The individual tasks that make up this process are certainly important, but none of them will matter to the customer if the whole process as a whole does not work - that is, it does not deliver goods.
Obviously, as technology continues to develop, more and more of the rules by which business is organized will be abandoned. Rules that seem infallible today can become outdated in less than a year. It follows that exploiting the business process change opportunities inherent in new technologies is an ongoing activity, not a one-time campaign. Following the latest technologies and finding ways to apply them in the enterprise should be ongoing, just like research, development, marketing. Moreover, enterprises must make the application of new technologies one of their main activities if they want to keep up with the times. Those who are better able to see and appreciate the opportunities hidden in new technology will have a permanent, growing advantage over competitors.
One of the motivations for reorganizing the activities of an enterprise may be its desire to be certified according to the ISO 9000 standard. The ISO 9000 quality standard for design, development, manufacture and after-sales service defines a basic set of quality control activities and is a scheme for the functioning of an enterprise's business processes that ensures high quality his works. At the same time, ISO 9000 is not a quality standard for the goods/services produced by the enterprise itself. The scheme covers all stages of the release of goods / services, including the purchase of raw materials and materials, design, creation and delivery of goods, customer service, staff training, etc.
ISO 9000 (which is actually a series of standards 9000, 9001, 9002, 9003, 9004, the most complete of which is ISO 9001, which specifies a quality assurance model at all stages of the product / service life cycle) regulates two key points: the availability and documentation of the appropriate business process, as well as the measurability of its quality.
ISO 9000 enterprise certification includes the following three steps:
The application of standards in the enterprise, which consists in the development and implementation of a number of measures (processes) prescribed by the standards;
Carrying out the actual certification by ISO accredited bodies;
Periodic (2 times a year) inspections of the enterprise for compliance with standards.
It should be noted that ISO 9000 certification is a voluntary matter for every enterprise. The main motivation for certification is that many foreign companies require their suppliers to have a certificate (for example, for NASA and the US Department of Defense suppliers, this is prerequisite). Moreover, the presence of a certificate may be a prerequisite for the participation of an enterprise in international tenders, government orders, as well as obtaining preferential loans and insurance.
When reorganizing the activities of enterprises, it is important to choose a method for assessing the current state of affairs and promising proposals, the most widespread are:
method of dynamic functional analysis based on Petri nets of various types;
cost analysis method ABC( Activity based
Costing ).
Each of these methods (and the corresponding supporting tools) governs the following basic steps for performing assessments:
Building a static functional model (using SADT or DFD notation);
Expansion of the static model, respectively, by the behavioral or cost characteristics of its objects;
Collection and input into the model of the necessary factual information;
"execution" of the model and obtaining the appropriate estimates. Using a dynamic model based on Petri nets, it is possible to describe and analyze:
Process interaction mechanisms (sequence, parallelism, alternative);
Temporal relationships between running processes (simultaneity, overlap, absorption, same start/end time, etc.);
Absolute time (process duration, start time, depending on the process execution time, etc.);
Exception management defined by violations.
The built dynamic models allow to carry out the following operations: static analysis of the enterprise activity (network components, network hierarchy, type matching), dynamic analysis of activity for a specific network marking, simulation of activity with the construction of appropriate graphs.
ABC( Activity based Costing) - a method for determining the cost and other characteristics of goods and services based on the functions and resources involved in all types of enterprise activities (production, marketing, customer service, service provision, technical support, etc.). It was developed as an "operations-oriented" alternative to traditional approaches based on using direct labor and materials as the basis for calculating overheads. The ABC method considers the activity of an enterprise as a set of sequentially performed processes/functions (including indirect ones that have a large share in the cost), while distributing overhead costs in accordance with detailed calculations of resource use, detailed process models and their impact on the cost.
Cost determination is carried out in two stages:
1) determination of the costs of performing functions based on the resources necessary for this, including direct costs of materials and labor, indirect labor costs and overhead costs;
2) determination of costs for value objects (goods, services, customer service) based on the functions they use.
It should be noted that the ABC-model provides only obtaining information important for the business process, containing a cost picture of the activity and characterizing its efficiency and profitability of goods (services). For its further analysis and enterprise management based on it, the ABM (Activity Based Management) methodology is used, which regulates the means and methods of management in order to improve business processes and increase profitability. In fact, ABM is a set of methods for analyzing the ABC model for reorganizing business processes in order to increase productivity, reduce cost and improve quality:
Strategic Analysis facilitating the choice of the best strategy and determining the most profitable way to achieve strategic goals (including pricing, determining the range of goods and services, analyzing customer profitability, studying competitors, determining a compromise between own production parts and receiving them from the supplier);
Cost analysis, which facilitates the search for cost reduction opportunities, as well as predicting the results of modifications and modeling the consequences of a particular decision;
Determination of the target cost, which helps to plan the release of goods and the provision of services with a given cost;
Life-cycle costing that determines the total cost of producing a product to help estimate its cost and profitability (this cannot be done when planning for a period). The key points of the reorganization of the enterprise's activities include persuading the management of the enterprise in the need for changes and bringing it to its side, selecting and ranking business processes that need reorganization, and reorganizing the organizational structure of the enterprise.
When discussing the need for reorganization, the following points should be discussed with the management of the enterprise:
1) the main problems of the enterprise and ways to solve them that require changes, as well as ways to manage these changes;
2) the shortcomings of the traditional functional approach to enterprise management (narrow view and limited interest, competition with other functional units, complex ways of exchanging information) and overcoming them while focusing on business processes;
3) potential benefits from the reorganization;
4) the stages and timing of the reorganization, the resources required for this;
5) the need to create a joint working group reporting directly to the management of the enterprise, vesting it with appropriate powers.
One of the priorities of the created working group is the selection of business processes that need to be reorganized. The ranking and selection of processes for reorganization can be carried out based on the following criteria:
The importance of the process for the implementation of the overall strategy of the enterprise,
process viability,
Customer expectations (both external and internal) in relation to the process,
The ability of the process to achieve the desired results. As a result of the assessment, all processes are ranked as follows:
Strategically the most important, but ineffective at the moment;
Less important;
Minimally affecting the operation of the enterprise or already well-performing.
The most painful moments of any reorganization are associated with the breaking of the existing organizational structure of the enterprise and the subsequent relocations, redistribution of functions and even layoffs of personnel. Nevertheless, in the transition from the functional structure of the enterprise to a process-oriented one, such a breakdown seems to be the only possible solution. Attempts to create cross-functional groups from employees of various departments affected by the business process, as a rule, lead to a number of problems (undefined group status, dual subordination of employees, etc.), the resolution of which requires a change in working conditions.
To model business processes, in addition to the traditional diagrams mentioned above, notations specially developed for this purpose are also used, namely:
Maps Harrington (Harrington), showing only the structure of the business process,
Process maps based on the ANSI standard.
Harrington BFD (Block Flow Diagrams) maps are the simplest and most common type of flow maps (diagrams). They are easy to read because they contain only two types of objects: activities that model functions and are detailed using lower-level BFD, and control flows that organize the sequence of activities at the level in question. In fact, BFD allows you to formalize only the following knowledge about business processes: Consists of, Is a part of, Follows, Precedes.
The results of the evolution of BFD have been embodied in the ANSI standard, according to which a process map is defined as “a schematic or tabular representation of the sequence of all relevant actions or events - operations, transportations, inspections, storages, delays, etc., occurring during the execution of a process or procedures.
Criteriaefficiencystrategies
The criteria for choosing an enterprise automation strategy suggest that their use allows:
choose the most effective strategy
determine how efficiently the automation process is being carried out .
Efficiency is usually understood as a measure of how well the task of automating a particular enterprise is performed compared to some benchmark. Due to the huge number of types of enterprises and industries, as well as the variety of external conditions in which they operate, it is impossible to create universal criteria that make it possible to quantify the effectiveness of a particular choice. Moreover, it is not possible to define reference samples on the basis of which standards could be created, comparison with which would show how efficiently the process is being performed. In practice, each enterprise decides this issue on its own, using, if possible, a comparison with analogues. The criteria are the expectations of decision makers, and, accordingly, the measure of differences between real and expected indicators:
Time and costs for implementation;
Economic effect from implemented systems;
The impact of the system on working conditions or the competitiveness of the enterprise;
business goals,
Restrictions,
Technology,
Problems.
Like any management decision, an automation strategy is a compromise between desired goals and available opportunities. Often, business leaders wonder whether it makes sense to engage in strategic planning and spend money and time on it. The problem is exacerbated by the fact that the discussion of technological aspects requires special knowledge, while decision makers, executives, financial directors usually do not own them. The answer is unequivocal - it's worth it. Almost all large and medium-sized, and sometimes small foreign enterprises and corporations have their own strategy, which they are successfully implementing, in particular in Russia, at joint or own enterprises. On average, the cost of developing an automation strategy with the involvement of sufficiently qualified Russian consultants can be several thousand dollars. This is approximately equal to the cost of several personal computers. Overhead costs or investments that do not pay off for almost any enterprise with more than 10 employees can amount to this amount. How many computers are practically idle in enterprises, serving as decorations, toys, or typewriters? What are the losses from the inability to convert information into the required formats? How many employees do calculations on calculators and compile all sorts of reports, then manually “hammering” them into a computer due to the fact that the business process has, in principle, a non-automated structure? One reason for this is the lack of an automation strategy.
OperationalplanningAndintroduction of automatedsystems
An operational plan for the implementation of information technology or an automated system is essentially a project that is being implemented at the enterprise. Therefore, it is advisable to use project management methods for planning and operational management of this process. All project management methods are based on the following basic principles:
Coordination of project objectives with all stakeholders;
Careful selection of the project team. The project manager must have full authority for project work, and team members must know to whom they report;
Distribution of responsibility between the heads of individual areas;
Planning major meetings and their goals;
Clear control of the progress of the project;
Regular checking by the project manager of the implementation of the estimate and the issuance of warnings in case of danger of cost overruns;
Rejection of inappropriate project changes while maintaining the necessary flexibility;
Open discussion of problems by project participants;
Immediate problem solving today as tomorrow
new problems may arise.
The main project management processes in accordance with the requirements of the international association PMI (Project manager institute) are: project initiation,project planning, project execution, change management,
completion of the project.
At project initiation the following activities are carried out: the needs of the project are determined, the feasibility study of the project is given, the description of the project results (products or services) is drawn up, the duties and responsibilities of management are determined, the initial description of the project is drawn up, the project manager is appointed.
In progress project planning goal planning, goal decomposition, project activity definition, activity relationship determination, resource planning, activity duration estimation, project cost estimates, work scheduling, interaction planning, quality planning, organization planning, risk management planning, contract planning, project plan development.
In progress project execution the execution of the project plan, confirmation of goals, confirmation of quality, development of the project team, distribution of information, selection of suppliers, contract management are provided.
IN change management process overall change control, change management goals, timelines, cost, quality management, performance reporting, risk management.
At the stage project completion administrative completion of the project, closing of contracts.
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 any 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 statement of tasks of management is the most important factor, affecting 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 respects harmonizes with the general life principles, 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 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 are modules management accounting and financial controlling. Now each functional unit can be defined as a center financial accounting, with an appropriate level of financial responsibility of its manager. 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 accordingly production program so that the order is completed on time. Naturally, in real life there are various options for fatal disruptions in the supply of components, equipment breakdowns, etc., therefore, each stage of the order 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 undesirable consequences 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 its intended purpose, and the development of 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 successful implementation 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.
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.
It also provides a brief overview of enterprise management systems present at the Russian market, with the main attention being paid to foreign systems.
ISBN 5-16-000133-6
© IT Co., 2000
Introduction ................................................ ................................................. ............... five
Basic concepts of control automation .................................................. 9
Brief review of literature .................................................................. .............................. eleven
Enterprise management methods .............................................................. ......... 16
BASIC CONCEPTS OF MANAGEMENT THEORY .............................. 16
CONTROL THEORY METHODS USED IN AMS. twenty
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 complex 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 activities 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 technology, how they are designed and implemented. This was the main goal in writing the book, since a systematic presentation of many important issues in Russian 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 in modern production systems ah is one of the most important properties.
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 connections to global networks, devices for registration, accumulation and display of 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, for example, with 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 APCS at 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 X. Tahi, on scheduling theory - by R. Conway, W. Maxwell, L. Miller, 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 creation of 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. Special attention focuses on 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 optimizing the batch size. Algorithms were proposed that made it possible to obtain rational solutions. These questions have been elucidated in the works. The solution of problems of the MRP type formed the basis of the first serious software systems, which largely determined the direction of development of the functionalities 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 by Gaither N., which describes all the main types of enterprise management systems, as well as models and methods for solving management problems.
General development issues of complex software systems highlighted in 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 that support 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 a cybernetic approach, in the very general view 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 environment, U - control action, V - environmental influence, W - information disturbances. IN general case U, V, W may depend on X and t.
a fixed period of time, lowering 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.
To obtain predictable results of managing complex objects and accumulating 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 models of the enterprise 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 during the implementation of these influences 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
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 a management system organizational type. 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 initial condition to solve 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 us to evaluate the sensitivity of the optimal plan to changes in external conditions or internal characteristics enterprise activities.
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 made it possible to develop effective methods solutions.
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:
For problem solving strategic planning linear programming models are applied;
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, work time employees, finances, 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 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.
Manufacturing 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 production cycle may be up to 1.5 years.
For the enterprise management system, the degree of economic independence of its units is important. IN centralized system management The most complete set of management functions is implemented at the enterprise level. In a decentralized system, a full set of management functions is implemented for structural divisions 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.
MINISTRY OF EDUCATION AND SCIENCE
RUSSIAN FEDERATION
federal agency of Education
Pacific State Economic University
branch in Arsenyev
Department of Economics
COURSE PROJECT
discipline: "Informatics"
"Automated enterprise management systems"
Student F-83 gr.
Istomina T.V.
Supervisor
Ishkova S.V.
Arseniev - 2009
Introduction
1. General information of the automated control system
1.1 The composition of the automated control system and the basic principles of their creation
1.2 The main problems and tasks of the automated control system
2. Automated enterprise management systems of the ERP / MRP standard
3. Decentralized control system from LIPro
Conclusion
List of sources used
Appendix
Introduction
At the current stage of computerization of all spheres of human life, the issue of enterprise management automation is very acute. Currently, Russian enterprises use the world-renowned MRP and ERP methodologies.
The first automated planning systems - material resource planning systems, MRP systems - appeared in the USA in the 60s, and have not lost their relevance to this day. At this time, the leadership of American industry was unconditional. However, the emergence of strong competition from Europe and Japan required appropriate solutions.
APCS - an automated enterprise management system or an enterprise management information system, what is now called ERP in English.
The implementation of an enterprise management information 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 problem of availability of necessary materials and components in right time, in the right place and in the right quantity is especially relevant for mass assembly plants, where conveyor downtime is unacceptable. It was for such productions that the MRP methodology and the corresponding software solutions were developed.
The MRP methodology serves to achieve the following goals:
· Minimize stocks in the warehouses of raw materials and finished products;
· Optimize the flow of materials and components into production and eliminate equipment downtime due to materials and components that did not arrive on time.
It should be understood that MRP is a methodology that in practice is computer program.
The purpose of this course project is to consider the theoretical aspect of the automated control system and one of the enterprise management systems.
1. Consider general information APCS, composition and principles of construction.
2. Consider the main tasks and problems of the automated control system.
3. Consider the practical implementation of MRP and ERP systems for automated control systems.
4. Consider one of the decentralized management systems.
1. General information
Automated enterprise management system (APMS) - a set of software, technical, information, linguistic, organizational and technological tools and actions of qualified personnel, designed to solve planning and management problems various types enterprise activities.
Automated enterprise management systems are necessary to optimize and increase the efficiency of the work of managers and some others. personnel services enterprises. Experts say that managing an enterprise with the help of automated systems contributes to the growth of the competitiveness of any company. Automated enterprise management systems are especially important for managers. According to statistics, an ordinary manager spends about 60% of his precious time on reporting and compiling documentary tasks for staff. An effective database of employees, which is part of enterprise management, allows the manager to quickly access the necessary information and perform actions for the reception and movement of personnel. In addition to everything, enterprise management with the help of modern systems allows for automated payroll calculation based on many parameters. In particular, it provides for a position, individual benefits, sick leave, travel allowance, and more. The available information contributes to the prompt calculation and accounting of wage data in financial statements.
Depending on the functional equipment, the following automated enterprise management systems are distinguished:
1) Multifunctional systems that allow you to perform the entire range of tasks related to the management of the enterprise.
2) Systems of expert analysis, which are aimed at discovering the main trends and directions of development of the enterprise.
3) Calculation systems wages.
4) Comprehensive personnel management programs. They allow you to solve a huge list of tasks in the field of personnel management: contact information of employees, work schedules, enrollments and dismissals, salaries, and much more.
The main task of expert programs is to store and compare the various characteristics of the applicant with similar characteristics of the best employees of the company. This approach allows you to find promising employees for a particular department. Due to the high cost of such solutions, it is advisable to use them only within large enterprises. Automated enterprise management systems, which are designed to solve complex problems, are recommended to be integrated with accounting systems. This feature is due to the fact that the manager will be able to make an adequate decision only if there is up-to-date data on the state of the enterprise. The introduction of enterprise management systems contributes to the adoption of effective decisions within the framework of a whole range of tasks.
Automated enterprise management systems (ACS) are usually integrated systems. APCS according to the nature of production is divided into the following types: continuous, discrete (single, small-scale, medium-scale production) and continuous-discrete type (mass-flow and large-scale production). The automated control system of a manufacturing enterprise, as a rule, includes control subsystems:
warehouses
supplies
personnel
Finance
design and technological preparation of production
production nomenclature
equipment
operational planning of production needs
1.1 The composition of the automated control system and the basic principles of their creation
The practice of creating an automated control system of various classes and purposes confirmed the effectiveness of using a number of methodological principles for creating an automated control system, formulated by Academician V.M. Glushkov back in the 70s, the main ones include the following:
1) The principle of new problems, but these are optimal control problems that can be solved using the capabilities of computer technology;
2) The principle of an integrated, or systematic approach in the development of automated control systems, according to which it is necessary to comprehensively address issues of a technical, economic and organizational nature;
3) The principle of the first head assumes that the development of an automated control system should be carried out with the participation and under the leadership of the director of the enterprise (for the entire automated control system) or heads of functional services (for subsystems of the automated control system);
4) The principle of continuous development of the system, according to which the number of tasks to be solved is continuously increasing, and new tasks do not replace those already implemented;
5) The principle of modularity and typification, which consists in the selection and development of independent parts of the system and their use in various subsystems;
6) The principle of consistency in the throughput of individual parts of the system, to ensure maximum performance of the system as a whole;
7) The principle of workflow automation and a single information base.
1.2 The main problems and tasks of the automated control system
The main problems and tasks that arise in most cases in the implementation of enterprise management information systems and recommendations for their solution.
1) 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 managerial 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.
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