An integrated approach to the analysis of the potential of the phases and participants of the reproduction process at the stage of forming the product policy of a machine-building enterprise and its development in critical directions is proposed. This allows, from a unified standpoint on the mismatch between the target and the achieved level of potential, to identify critical participants in the reproduction cycle, whose internal capabilities are insufficient to optimize the economic result from the product program and to identify the contribution of each participant based on the analysis of the hierarchy of cause-and-effect relationships of the variables of the utility function with the elements of their potential, as well as assess and select local development strategies for critical participants. The materials of the article can be useful to specialists dealing with the problems of developing a product policy and developing enterprises.
The article discusses the sequence and content of the stages of the introduction of lean manufacturing tools and visual management in order to adapt them to domestic enterprises. A typical sequence of stages of implementation of the visual management system at the enterprise is given. The main disadvantages of its implementation at Russian enterprises are listed. A modified sequence of stages of the introduction of visual management tools is proposed, taking into account the specifics of domestic enterprises with a detailed description of each stage. A dynamic model of personnel training is proposed for use as part of the implementation of the stage of creating conditions for the introduction of visual management tools. The approximate composition of competencies and the scale of their assessment for conducting an expert assessment of the level of development of competencies of each employee has been determined. The efficiency indicators of the introduction of lean production tools, in particular, visual management tools, which best demonstrate for employees the economic feasibility of the proposed solutions for the introduction of lean production tools, are substantiated. It is shown that the implementation of the proposed sequence of stages will allow: to prepare employees of enterprises in a timely manner for the expected changes; to endow employees with the appropriate competencies to put forward effective proposals for the further development and implementation of lean production tools; to increase employees' awareness of the need, relevance and effectiveness of the proposed changes based on understandable performance indicators determined for each specific division of the enterprise.
Предложен алгоритм поэтапного совершенствования производственных процессов машиностроительных предприятий с использованием методов управления качеством, выбор которых проводится на основе определения критерия Г. Тагути «сигнал/шум». Предложена методика квалиметрической оценки качества производственного процесса на основе определения единичных показателей и динамического комплексного показателя качества.Показано практическое применение предложенного алгоритма поэтапного совершенствования на примере производственного процесса изготовления трубопроводов газотурбинных двигателей.Ключевые слова: методы управления качеством, производственный процесс, этап, совершенствование, трубопроводы газотурбинных двигателей, показатель качества.
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