Functional cost analysis of introducing a specialist position. Functional and cost analysis. Difference from traditional methods
Federal State Educational Institution of Higher Professional Education
"Kaliningrad State Technical University"
Department of Economics and Entrepreneurship
Coursework Coursework
admitted for protection_________ protected with a rating of________
Head: Head:
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Fundamentals of Functional Cost Analysis
Coursework in the discipline "Economics of Organization"
KR.63 080109.65 O. 09. PZ
Option 2.1
Completed the work
Student of study group 08-BU-1
Volkova A. A.
"_____"_______________ 2009
Kaliningrad
Introduction……………………………………………………………..3
Basic concepts……………………………………………………………………..5
Development of FSA methods in our country and abroad…………….8
Essence, basic principles and objectives of the FSA…………………..13
Forms and objects of FSA……………………………………………..16
Structural model……………………………………………………………………...20
Functional model………………………………………………………21
Combined model…………………………………………….23
Pareto construction …………………………………………………24
Distribution of employees by position……………………….26
Significance matrix……………………………………………..28
Absolute and relative importance………………………...30
Functional cost diagram………………………….32
Conclusion……………………………………………………….34
References……………………………………………………36
Introduction
The initial development of the FSA Method dates back to the late forties of the twentieth century and is associated with the names of two scientists: Yu. M. Sobolev and
L. Miles. In the late forties and early fifties, the designer of the Perm Telephone Plant, Yu. M. Sobolev, examined the products and products of his plant, analyzed dozens of the most diverse designs of his products, including products produced by other plants. It was discovered that almost all products have some shortcomings that are not obvious at first glance. For example: as unjustified increased consumption of materials and increased labor costs, as well as unjustified complication of the form, unjustified use of expensive materials and unjustified strength of some products.
Yu. M. Sobolev came to the conclusion about the need for a systematic technical and economic analysis and element-by-element processing of machine parts. In his opinion, the analysis of each detail should begin with the identification of all structural elements and their characteristics (materials, sizes, etc.). Each of the listed elements is considered as a component of the entire object as a whole, and at the same time, as an independent part of the structure. Depending on its functional purpose, it belongs to one of two groups: main or auxiliary.
The elements of the main group must meet the operational requirements for the part or product. The quality and technical capabilities of the product depend on them. The elements of the auxiliary group serve for the structural design of the product. This grouping of functions also applies to the costs that are necessary to carry out basic and auxiliary functions.
The analysis that Sobolev conducted was called element-by-element technical and economic analysis of the design (PTEAK). PTEAC showed that costs, especially for the auxiliary group, are, as a rule, overestimated, and that they can be reduced without any damage to the functioning of the product. Later, during implementation and development, the analysis received the official name element-by-element design analysis.
FCA (functional cost analysis) is a method of technical and economic research of systems aimed at optimizing the relationship between their consumer properties (functions, still perceived as quality) and the costs of achieving these properties.
The FSA objects include: product designs, technological processes, management processes, construction projects, banking operations, i.e., almost everything that is associated with the implementation of any costs.
Purpose of the Work: to show the distribution of workers according to their positions, their salaries and the list of functions performed, to identify unnecessary functions and to identify promising elements from the point of view of cost optimization.
Chapter 1
Basic concepts of FSA
The use of any method presupposes the presence of special terminology and special approaches. The FSA uses a special terminological dictionary.
FUNCTION is a form of manifestation of properties in a certain system of relations to obtain the required result (indication of the action that the object must perform to achieve the goal).
PROPERTY- the inherent or endowed ability of an object to detect certain aspects in the processes of interconnection and interaction.
TARGET actions - a mental representation of the result towards which the action is aimed.
STRUCTURAL MODEL- a conventional image of the structure of an object, reflecting the composition and relationships of its elements.
FUNCTIONAL MODEL- description of the object in the language of the functions performed and their relationships.
The carrier of a function is a material object that implements the function in question.
FUNCTION OBJECT- a material object to which the action of the function in question is directed.
USEFUL FUNCTION- a function that determines the consumer properties of an object.
HARMFUL FUNCTION- a function that negatively affects the consumer properties of an object.
NEUTRAL FUNCTION- a function that does not affect changes in the consumer properties of the object.
EXTERNAL FUNCTION- performed by the object as a whole in terms of interaction with the external environment.
MAIN FUNCTION- an external function, the need for implementation of which in the scope of application of the object is the main reason and purpose of its creation, production and existence.
SECONDARY FUNCTION- an external function that reflects the secondary purpose of creating an object.
INTERNAL FUNCTION- performed by the elements of an object or their connections within the object as a system. main FUNCTION - an internal function, the implementation of which is a necessary condition for the preservation, existence, functioning and development of an object; its elimination leads to the loss of the object’s performance.
AUXILIARY FUNCTION- internal function that ensures the implementation of basic functions.
FUNCTION RANK- the significance of the function, which determines its place in the hierarchy of functions that ensure the execution of the main function.
FUNCTION PERFORMANCE LEVEL- the quality of its implementation, characterized by the value of the parameters of the function carrier.
REQUIRED PARAMETERS- parameters corresponding to the real operating conditions of the object.
ACTUAL PARAMETERS- parameters inherent in the analyzed object (existing or designed).
ADEQUATE LEVEL OF FUNCTION PERFORMANCE- compliance of actual parameters with the required ones.
EXCESSIVE LEVEL OF FUNCTION PERFORMANCE- excess of actual parameters over required ones.
INSUFFICIENT LEVEL OF FUNCTION PERFORMANCE- excess of required parameters over actual ones.
UNDESIRABLE EFFECT- a deficiency of an object identified during the analysis process.
TECHNICAL CONTRADICTION- unacceptable deterioration of one of the parameters in the analyzed object while improving the other.
FUNCTIONAL-STRUCTURAL MODEL- a conventional image of an object obtained by combining.
FUNCTIONALLY NECESSARY COSTS- the minimum possible costs for the object to carry out a set of necessary functions, determined by special FSA methods.
FUNCTIONAL COST DIAGRAM- a conditional representation of the relationship between significance, quality of execution and costs of functions.
Development of FSA methods in our country and abroad.
In the 30s of the last century, Soviet aircraft designer of Italian origin R.L. Bartini developed a method whose basic concepts were a functional model (ideal final result) and contradiction. Bartini's functional approach formed the basis of functional cost analysis. The concept of contradiction formed the basis of the algorithm for solving inventive problems (ARIZ), the main tool of the theory of solving inventive problems (TRIZ), developed by the Baku engineer G.S. Altshuller.
At the end of the forties of the 20th century, Yuri Mikhailovich Sobolev, a design engineer at the Perm Telephone Plant, used system analysis and element-by-element development of products. He considered each structural element as an independent part of the structure, formulated its functional purpose and included it in the group of main or auxiliary ones.
To the structural elements of Yu.M. Sobolev attributed:
Material;
Tolerances;
Holes;
Surface condition;
This analysis helped to identify inflated costs for the production of auxiliary elements and reduce them without compromising the quality of the product.
At the enterprises of the GDR, based on Sobolev’s ideas, an element-by-element economic analysis (PEA) was created.
During World War II, the American company General Electric was forced to look for replacements for scarce materials used in production. After the war, company engineer Lawrence D. Miles, an employee of the supply department who knew about Sobolev's work, analyzed data on the performance of products and became convinced that replacing the material with a cheaper one in some cases led to improved quality.
Based on this analysis, a functional-economic approach was developed in 1947.
In 1952, L. Miles developed a method called cost analysis. Miles called his method applied philosophy.
The practice of using cost analysis attracted the attention of specialists working at enterprises - suppliers, competitors and customers of General Electric.
Later, government organizations also became interested in the method. The first of these was Navy's Bureau of Ships. Here the method was first applied at the design stage and became known as value engineering (VE)
In 1958-1960, Japanese consulting engineer Dr. Genichi Taguchi created a number of methods to improve product quality without increasing costs (Taguchi methods). The purpose of the methods is to improve quality by increasing accuracy. Any deviation from the optimal value is considered as a source of material losses for society (both producer and consumer). Taguchi proved that losses grow proportionally to the square of the deviation from the optimal value and introduced the concept of “quality loss function” and the “signal-to-noise” ratio to denote the ratio of the nominal value and deviations.
In 1959, the Society of American Value Engineering (SAVE) was organized. The first president of the society from 1960 to 1962 was L. Miles. The society's goal was to coordinate work on FSA and exchange experience between companies. Since 1962, the US military department has demanded that its clients, companies, must use FSA when creating ordered military equipment.
In the early 60s, FSA began to be used in other capitalist countries, and primarily in England, Germany, and Japan.
In 1962, Tokyo University professor Kaoru Ishikawa proposed the concept of quality circles, which were based on psychological effects - the effect of social facilitation and the Ringelmann effect.
Since the mid-60s, FSA began to be used by enterprises in socialist countries. In most of these countries, national and international conferences of FSA specialists are held, departments and organizations have been identified that coordinate the application of FSA throughout the state. In a number of countries, the implementation of FSA in business practice is regulated by legislative documents.
In 1965, the Society of Japanese Value Engineering SJVE was founded, which actively promoted this method, holding annual conferences with the participation of representatives of major firms and government organizations.
Systematic and targeted work on FSA in the USSR began in 1973-1974. in the electrical industry (VPE Soyuzelectroapparat, Electroluch PA, etc.)
In 1975, the international society SAVE established the L. Miles Award "For the creation and assistance in promoting FSA methods"
In 1977, the Ministry of Electrical Industry decided to create FSA units in all associations and organizations in the industry, and work on FSA became a mandatory part of the plan for new technology. In 1978-1980 At the enterprises of the electrical industry, with the help of FSA, the following were saved:
14,000 tons of rolled ferrous and non-ferrous metals.
3000 tons of lead
20 tons of silver
1,500 people were released.
The total economic effect amounted to 16,000,000 rubles.
In 1982, the Miles Prize was established in Japan, which is awarded to companies that achieve great success through the use of FSA.
In Japan, FSA is used in 90% of cases when designing new products and in 50-85% of cases when modernizing products.
Currently, the most widely used method is FAST (Function Analysis System Techneque), the foundations of which were developed in 1964 by Charles Bytheway (Sperry Rand Corporation). Unlike Miles' cost analysis, FAST requires finding mutual dependencies between functions.
In Russia, since the beginning of the 90s, the number of publications on FSA has sharply decreased, the training and retraining of specialists has ceased, and FSA has ceased to be used in production. Specialists turned out to be not in demand at home, and some of them work abroad - in Israel, Canada, the USA, Finland, and Korea.
1.2 Essence, basic principles and objectives of the FSA.
Functional cost analysis is understood as a method for a comprehensive systemic study of the functions of an object (product, process, structure), aimed at optimizing the relationship between the quality, usefulness of the object’s functions and the costs of their implementation at all stages of the life cycle.
The main theoretical sources of FSA can be considered: the theory of systems and the method of system analysis; theory of functional organization and methods of engineering analysis; efficiency theory and methods of economic analysis; theory of organization of labor processes and methods of enhancing creativity.
The use of these theories and methods is reflected in the corresponding principles of the FSA:
I) systematic approach;
2) functional approach;
3) the principle of matching the significance and usefulness of functions with the costs of their implementation;
4) national economic approach;
5) the principle of collective creativity.
A systems approach means considering an object as an element of a higher order system and as a system consisting of interrelated elements.
The functional approach, in contrast to the subject approach, which is used in most traditional cost reduction methods, means that the object of rationalization is understood and improved not in its specific real form, but as a set of functions that it performs or should perform.
The principle of matching the significance and usefulness of functions with the costs of their implementation reflects the purpose of the FSA and is a consequence of the previous principle, that is, the development of the functional approach.
The national economic approach involves ensuring the socially necessary quality of a product with mandatory accounting of costs at all stages of its life cycle (design, manufacturing, use, disposal, sales) from the standpoint of their compliance with the socially necessary level.
The principle of collective creativity provides for: the use of methods for activating thinking (brainstorming, morphological analysis, TRIZ theory of solving inventive problems, etc.); mandatory work of a group of specialists of various professions who are well acquainted with design, technology, economics, management, production organization, regulation, materials science, supply, sales, operation and other processes related to the production and operation of the analyzed object.
Along with the listed principles, which are fundamental, the FSA also provides for the use of a number of derivative principles. Thus, a derivative of the principle of the national economic approach is the principle of planned implementation of FSA. It means: its mandatory use as a performance management tool, i.e. as one of the means of planned provision of high final results of the team’s activities; establishment of buildings planned to be obtained through the application of the FSA and reflection of these tasks in the plans for the development of science and technology of research institutes and in the relevant sections of technical industrial and financial plans of enterprises (PO); introduction of a certain order into the process of conducting the FSA: limiting it to a temporal and spatial framework, as well as the size of allocated resources.
A derivative of a set of principles - functional, systemic and the principle of correspondence of costs to the significance of functions and the quality of their execution
It can be considered a program-target principle. This principle is based on presenting solutions to complex problems in the form of detailed action programs. Mandatory features of the program are the presence of formulated goals, calculation of required resources and consideration of their limitations.
The program-target principle is manifested in the FSA when assessing the role of functions and determining acceptable costs for them.
This sets a cost target. In addition, the program-target principle is also present in the organization of work on FSA when using the FSA work plan, which includes a number of interrelated stages
(preparatory, informational, analytical, creative, research, recommendation, implementation).
The main purpose of the FSA is: at the stages of research and development work - to prevent the occurrence of unnecessary costs; at the stages of production and application (operation) of the facility - reduction
(exclusion) of unjustified costs and losses.
With the help of FSA the following problems are solved:
1) reducing material intensity, labor intensity, energy intensity and capital intensity of the facility;
2) reduction of operating and transportation costs;
3) replacement of scarce, expensive and imported materials;
4) increasing labor productivity;
5) increasing the profitability of products;
6) eliminating bottlenecks and imbalances, etc.
The result of the FSA should be a reduction in costs per unit of beneficial effect. This is achieved by reducing costs while simultaneously increasing consumer properties; reducing costs while maintaining quality levels; improving quality while maintaining cost levels; improving quality with an economically justifiable increase in costs; cost reduction with a reasonable reduction in technical parameters to their functionally required level.
1. 3
FSA forms and objects
Currently, there are three forms of FSA that can be used for different purposes and objects.
The corrective form of FSA is a methodological type of FSA used to improve developed and operating facilities.
The goal is to identify unnecessary costs, search for reserves for reducing costs and improving product quality.
This is the most well developed and widely used form, otherwise known as “Production FSA”. Abroad it is known as
“value analysis” - value analysis.
The second methodological form of FSA, called creative or “FSA in the field of design,” is used at the stages of research and development work when designing new objects in order to prevent ineffective solutions. To designate it abroad, the term “value engineering” is used.
Inverse form or “FSA in the field of application” - a methodological variety
FSA, designed to carry out work to unify and expand the scope of application of already designed objects.
The indicated methodological forms of FSA have a number of features: by purpose, scope of use, object of study, the relationship between the types of procedures, the order of modeling, the nature and time of use of the cost assessment of functions, the correspondence of the composition and sequence of stages.
FSA objects can be both products and their components, and all types of technological equipment and tools, as well as special equipment and special materials. Along with the products of the main and auxiliary production, the objects of FSA are processes (procurement processing, assembly, control, warehouse, transport). Specific object
The most common of all existing methodological forms of FSA is corrective or “FSA in the field of production”.
Its goal is to eliminate unnecessary functions, elements and costs while maintaining (increasing) quality.
Six stages have been officially established for the FSA of previously mastered products.
Preparatory stage :
Training specialists in the basics of FSA;
Creation of organizational prerequisites for the implementation of FSA;
Selection of a FSA object with an appropriate feasibility study (products that are exported, unprofitable, of low quality, high cost, labor-intensive, material-intensive, and large output are preferred);
Determination of specific goals and objectives of the FSA of the selected object;
Selection and approval of the composition of the research working group;
Drawing up and approval of the FSA schedule; registration of the decision to conduct FSA in the form of an order (order) for the enterprise.
Information stage :
Collection and analysis of information about the object (economic, design and technological, regulatory, patent, complaints, etc.);
Construction of a structural model of the object;
Determination of costs for the creation and operation of the facility and its parts;
Narrowing the area of analysis - identifying the areas of greatest concentration of costs in the object under study.
Analytical stage :
Identification and formulation of functions;
Classification of functions;
Construction of a functional model of the object;
Assessing the significance of functions;
Construction of a combined (functional-structural) model of the object, calculation of costs by function;
Construction of a functional-cost diagram of the object;
Identification of defective functional areas;
Formulation of object improvement tasks for subsequent stages of FSA.
Creative stage :
Searching for ideas and solutions to improve the facility by holding creative meetings, processing and systematizing their results;
Preparation of materials for evaluation of the results obtained by functional services.
Research stage :
Assessment, discussion and selection of rational options together with specialists from functional services;
Comprehensive comparative assessment of the proposed options;
assessment of the feasibility of the remaining proposals regarding MTS, financial and production support.
Review of proposals by the relevant services of the enterprise; -technical and economic calculations;
Decision-making by the FSA committee (council);
Drawing up a draft schedule for implementing recommendations and transferring approved recommendations to the relevant services.
Implementation stage :
Management approval of the implementation schedule;
Development of scientific, technical and design documentation, its approval; implementation of the obtained results into production; encouraging development participants;
Evaluation of the results obtained. Depending on the specifics of the work performed in various industries, the FSA methods used in them differ from each other in the methods of implementation, methods of evaluation and analysis of decisions, although the basic provisions of the FSA are observed in each of them.
Chapter 2
2.1 C structural model
The most familiar and usually does not cause serious difficulties during construction is the structural model (SM). This model can be presented in the form of a drawing (sketch) with a specification, or in graphic form. Usually it reflects the familiar hierarchical structure of the object. For example, if we are talking about a product, then the level of the product, the level of assembly units, and the level of parts are represented. Such a model should not have cross connections between elements of different levels, and for each pair of vertices there is a single chain connecting them. A number of problems solved with the help of FSA sometimes require a more serious analysis of the structure. For example, during FSA of any part of a product, edges of parts, surfaces, etc. can be considered as material carriers. The level of object decomposition is determined by the experience of experts and can have a significant impact on the results of the analysis.
Functional model
The structural model does not provide a complete picture of the connections and relationships that arise in an object during its functioning. The ability to identify these connections is realized in the functional description of the system.
Using a number of special techniques (professional analysis method, “black box” method, logical chain method), the expert group builds a functional model of the object. At the upper (first and second) levels when graphically depicting a functional model (FM), the main and secondary functions are located, at the third - the main functions of the object, at the fourth and subsequent levels - the auxiliary functions of the object and its components. Sometimes the minor function level or auxiliary function level may be omitted. Functions are indexed in order.
 |
 |
 |
Main functions:
F1-carry out technical and economic planning
F2 - carry out long-term planning and forecasting
Auxiliary functions:
F11-conduct subsequent feasibility study
F12-organize the development of planning documentation
F13-regulate the implementation of plans
F121-plan technical and economic indicators
F122 - link sections of the plan
F123-bring plan indicators to the department
F124 - organize methodological support for the development of plans
F131-monitor the implementation of the plan by workshops and sections
F132-predict the implementation of plans
F133-receive reports on the implementation of plans from the unit
F1211 - plan indicators for the volume of work
F1212-plan cost
F1213-plan self-accounting indicators
Combined model
For joint consideration of SM and FM, a combined model is used
(FSM). The combined model is also used to identify unnecessary functions and elements of the product; distribution of costs by function, assessment of the quality of function performance, identification of defective functional areas and determination of the level of functional organization.
The combined model is constructed by directly superimposing SM and FM, most often in matrix form. The material elements of the product are identified along the rows of the matrix, and the functions of the object are identified along the columns in the order established by the FM.
Functional cost analysis includes a number of evaluation procedures related to determining the contribution of each material carrier to the performance of the product’s functions, assessing the significance of the functions, assessing the quality of the functions’ performance, and predicting the costs of performing the functions of the created object.
Table 1
Pareto construction
A Pareto diagram is constructed to narrow the areas of analysis, and cumulatively identifies promising elements from the point of view of cost optimization. To build it, it is necessary to group the elements in descending order, then a summing Pareto curve is constructed, which shows the increase in costs as they are included in the system. Thus, group A includes structural elements with the highest costs. They are not the most promising from the point of view of analysis. Zone B includes elements that have some reserve to reduce costs. In zone C there are practically no reserves.
 |
1 2 3 4 5
Show the distribution of employees according to their positions, their salaries, as well as a list of functions performed.
Table 2
Cost calculation for these functions.
Table 3
Feature share
Table 4
Significance matrix.
The method of prioritization and the method of pairwise comparisons have recently become most widespread. The assessment of the significance and relative importance of functions is carried out sequentially by FM levels: by main, secondary, main and auxiliary functions separately.
To calculate the indicator of absolute and relative significance, an adjacency matrix (square matrix) is constructed. Signs< = >are replaced by the corresponding coefficients, they are called preference coefficients. The last column indicates the total value calculated from the row of the matrix.
| f1211 | f1212 | f1213 | |
| f1211 | = | < | > |
| f1212 | > | = | > |
| f1213 | < | < | = |
| f1211 | f1212 | f1213 | |
| f1211 | 2 | 1 | 3 |
| f1212 | 3 | 2 | 3 |
| f1213 | 1 | 1 | 2 |
| F121 | F122 | F123 | F124 | F131 | F132 | F133 | |
| F121 | = | > | > | > | > | > | > |
| F122 | < | = | < | > | < | > | < |
| F123 | < | > | = | > | > | < | < |
| F124 | < | < | > | = | < | < | < |
| F131 | < | > | < | > | = | > | < |
| F132 | < | < | > | > | < | = | < |
| F133 | < | > | > | > | > | > | = |
| F121 | F122 | F123 | F124 | F131 | F132 | F133 | |
| F121 | 2 | 3 | 3 | 3 | 3 | 3 | 3 |
| F122 | 1 | 2 | 1 | 3 | 1 | 3 | 1 |
| F123 | 1 | 3 | 2 | 3 | 3 | 1 | 1 |
| F124 | 1 | 1 | 3 | 2 | 1 | 1 | 1 |
| F131 | 1 | 3 | 1 | 3 | 2 | 3 | 1 |
| F132 | 1 | 1 | 3 | 3 | 1 | 2 | 1 |
| F133 | 1 | 3 | 3 | 3 | 3 | 3 | 2 |
| F11 | F12 | F13 | |
| F11 | = | > | > |
| F12 | < | = | > |
| F13 | < | < | = |
| F11 | F12 | F13 | |
| F11 | 2 | 3 | 3 |
| F12 | 1 | 2 | 3 |
| F13 | 1 | 1 | 2 |
| F1 | F2 | |
| F1 | = | > |
| F2 | < | = |
| F1 | F2 | |
| F1 | 2 | 3 |
| F2 | 1 | 2 |
Absolute and relative importance.
Pf 1211 =2*6+1*8+3*4=32
Pf 1212 =3*6+2*8+3*4=46
Pf 1213 =1*6+1*8+2*4=22
Pf 1211 + Pf 1212 + Pf 1213 =100
P`f 1211 =32/100=0.32
P`f 1212 =46/100=0.46
P`f 1213 =22/100=0.22
Pf 121 =2*20+3*12+3*14+3*10+3*14+3*12+3*18=280
Pf 122 =1*20+2*12+1*14+3*10+1*14+3*12+1*18=156
Pf 123 =1*20+3*12+2*14+3*10+3*14+1*12+1*18=186
Pf 124 =1*20+1*12+3*14+2*10+1*14+1*12+1*18=138
Pf 131 =1*20+3*12+1*14+3*10+2*14+3*12+1*18=182
Pf 132 =1*20+1*12+3*14+3*10+1*14+2*12+1*18=160
Pf 133 =1*20+3*12+3*14+3*10+3*14+3*12+2*18=242
Pf 121 + Pf 122 + Pf 123 + Pf 124 + Pf 131 + Pf 132 + Pf 133 =1344
P`f 121 =280/1344=0.21
P`f 122 =156/1344=0.11
P`f 123 =186/1344=0.14
P`f 124 =138/1344=0.1
P`f 131 =182/1344=0.13
P`f 132 =160/1344=0.119
P`f 133 =242/1344=0.18
PF 11 =2*8+3*6+3*4=46
PF 12 =1*8+2*6+3*4=32
PF 13 =1*8+1*6+3*4=26
PF 11 + PF 12 + PF 13 =104
P`F 11 =46/104=0.44
P`F 12 =32/104=0.3
P`F 13 =26/104=0.25
PF 1 =2*5+3*3=19
PF 2 =1*5+2*3=11
P`F 1 =19/30=0.63
P`F 2 =11/30=0.36
Functional cost diagram.
The method of comparing costs and scores for the significance (relative importance) of functions is based on the assumption that the normalizing condition for the distribution of costs is the significance of the function. Therefore, if for any of the functions there is a discrepancy between the importance of the function obtained by ranking and the costs of its implementation calculated using the functional-structural model, one should consider and try to eliminate the causes of the disproportion. When considering the relative importance of a function, the cost of the function as a share of the total costs is determined. If the significance of a function is considered, then the correspondence of costs to it is determined as a share of the costs of a higher-level function.
The method of studying cost reduction factors by function is based on the fact that expected savings due to FSA activities are determined both by the level of initial costs and possible factors for their reduction.
After assessing the costs of implementing this function, the technical level embodied in the original product or analogue is determined. For this purpose, for each function, the number of positive answers to the question about the possibility of using a particular factor is calculated. The priority is given to the function for which the greatest cost savings are expected.
| P | S | |
| f1211 | 0.32 | 0.365 |
| f1212 | 0.46 | 0.246 |
| f1213 | 0.22 | 0.387 |
| P | S | |
| F121 | 0.21 | 0.415 |
| F122 | 0.11 | 0.114 |
| F123 | 0.14 | 0.205 |
| F124 | 0.1 | 0.263 |
| F131 | 0.13 | 0.329 |
| F132 | 0.119 | 0.435 |
| F133 | 0.18 | 0.235 |
| P | S | |
| F11 | 0.44 | 0.283 |
| F12 | 0.3 | 0.368 |
| F13 | 0.25 | 0.348 |
| P | S | |
| F1 | 0.63 | 0.807 |
| F2 | 0.36 | 0.193 |
Conclusion
The economic planning department includes people holding the following positions: head of the department, deputy head of the department, 2 planning economists and an economist of the 2nd category.
The economic planning department is an independent structural unit of the enterprise, created and liquidated by order of the director of the enterprise, reporting directly to the director of the enterprise, headed by a chief appointed to the position by order of the director of the enterprise.
The head of the economic planning department has a deputy.
The duties of the deputy are determined by the head of the economic planning department. The deputy and heads of structural divisions (bureaus, sectors, etc.) within the economic planning department, other employees of the department are appointed and dismissed by order of the director of the enterprise upon the recommendation of the head of the economic planning department.
In its activities the department is guided by:
Charter of the enterprise.
This provision
Structure:
The structure and staffing levels of the department are approved by the director of the enterprise based on the conditions and characteristics of the enterprise’s activities upon the recommendation of the head of the planning and economic department and in agreement with the personnel department; department of organization and remuneration. The economic planning department includes structural units (services, groups, sectors, bureaus, etc.) according to the diagram below.
As a result of the FSA, the economic planning department recommended:
1) reduce the salaries of the following people: the head of the department, the deputy head of the department and the 2nd planning economists, since they are in zone A of the Pareto diagram, and it contains the structural elements with the highest costs.
2) it is possible to increase the salary of an economist of category 2, since he is in zone C of the Pareto diagram.
3) dismiss the head of the department, since his functions are performed by the deputy head of the department, and you can also fire one planning economist, since his functions can be performed by an economist of the 2nd category.
Carrying out FSA in one department made it possible to reveal unnecessary costs and eliminate useless labor. Consequently, carrying out FSA of the entire enterprise would undoubtedly reduce costs, labor intensity and obtain an even more significant effect.
References
1) Korneeva A.V., Shenderyuk E.V. Fundamentals of functional cost analysis. Guidelines for practical classes for students of specialties 060500 “Accounting and Audit” and 552400 “Food Technology”. Kaliningrad, KSTU, 1996.
2) Korneeva A.V. Economics of the fishing industry and economy. Methodological development for studying the topic “Fundamentals of functional cost analysis” for students of higher educational institutions of non-economic specialties.
Kaliningrad, KTI, 1990.
3) Moiseeva N.K., Karpunin M.G. Fundamentals of the theory and practice of functional cost analysis: Uch. A manual for universities. – M.: Higher School, 1988.
4) Moiseeva N.K. Functional-cost analysis in mechanical engineering. – M.:
Mechanical engineering, 1987
5) Handbook of functional cost analysis / Ed. M.G.
Karpunin, B.I. Maydanchik. – M.: Finance and Statistics, 1988.
3.3 Functional and cost analysis.
Functional cost analysis (FCA) of the personnel management system, as a universal method, allows the use of a system of methods when conducting it. FSA includes the following stages: preparatory, informational, analytical, creative, research, recommendation, implementation.
At the preparatory stage, a comprehensive survey of the state of management of the organization is carried out, a FSA object is selected, specific tasks for conducting the analysis are determined, a work plan for conducting the analysis and an order to conduct the FSA are drawn up. The following methods are used here: surveys, interviews, photographs of the working day, questionnaires, etc.
At the information stage, information is collected, systematized and studied that characterizes the personnel management system or its individual subsystems, as well as data on similar systems and best practices in improving management. The same methods are used here as at the preparatory stage.
The analytical stage is the most labor-intensive. On it, the formulation, analysis and classification of functions, their decomposition are carried out, the functional relationships between divisions of the management apparatus are analyzed, the costs of implementation and the level of quality of functions are calculated. Here the level of significance of the functions and the reasons for their inconsistency with the level of costs and quality of the functions are determined. Excessive, unusual, harmful, duplicate functions are identified. Tasks are formulated to search for ideas and ways to improve the personnel management system.
At the creative stage, ideas and methods for performing management functions are put forward, options for implementing functions are formulated on their basis, preliminary assessment and selection of the most appropriate and realistic ones is carried out. In order to find the largest possible option for ways to improve the personnel management system, it is recommended to use the following methods of creative meetings: collective notebook, control questions, “6-5-3”, morphological analysis, etc. The choice of methods for searching for ideas is carried out based on the characteristics of the object of analysis and specific situations that arise during the management process.
At the research stage, a detailed description of each selected option is made, their comparative organizational and economic assessment and the selection of the most rational of them for implementation. At this stage, a project is being developed to improve the personnel management system with all the necessary justification. The project can cover the entire personnel management system or a separate subsystem or division. The complexity and duration of project development depend on the nature of the design object.
At the recommendation stage, the draft personnel management system developed with the help of the FSA is approved, and a decision is made on the procedure for its implementation. At the implementation stage, a new personnel management structure is implemented, personnel are retrained, a system of material incentives for project implementation is used, and the economic efficiency of its implementation is assessed.
Special units are created to carry out FSA. The group of analysts consists of employees with engineering training and specialists who have received special training in courses on FSA. The group also includes employees from various departments of the company. To conduct FSA, information from the financial documents of the enterprise is used.
The FSA method was first used in the USA in the 50s. Currently, FSA is a comprehensive tool for assessing concepts and processes during their development, which determined the content of a new important component of this method - functional design. In the future, the concept of functional design is expanded to the concept of functional management, which will unite all FSA activities, from development to service (Fig. 3.1, No. 5, volume 1, p. 157).
| Functional and cost management | ||||||||
| FSA systems and processes | ||||||||
| Functional and cost design | ||||||||
|
| ||||||||
| Functional cost analysis | ||||||||
| Systematic application of FSA | ||||||||
| FSA of technological processes | ||||||||
| Conceptual FSA | ||||||||
| FSA of products | ||||||||
| Comparative analysis of production costs from the point of view of assessing the competitiveness of the product | ||||||||
| Materials Analysis | ||||||||
| Functional control of purchased equipment | ||||||||
Fig. 3.1 Stages of development of functional cost analysis.
Chapter 4. Advanced foreign and domestic experience in building personnel management systems using the example of the USA, Japan, European countries and RAO Gazprom.
There is no doubt that any national economic system and system of production relations at each historical stage is always formed on a specific national basis, under the influence of socio-political and economic factors. In a certain sense, the ethnic mentality and specific ethnic values that distinguish one people from another form an adequate economic and management system. This chapter will outline the features of management systems in different countries. Let's start with a comparative analysis of control systems in the USA and Japan, because they are leaders in this field.
Table 4 Human resource management systems in Japanese and American
industrial companies (No. 5, volume 1, p. 559)
| Characteristics of personnel management systems | Japanese companies | American companies |
| Hiring | On terms of lifetime employment | On contract terms |
| Requirements for applicants to work | Compliance of professional training with the requirements of the vacant position | The same with regard to the results of individual testing |
| Thinking type | All employees have a similar type of thinking due to the same national background | The type of thinking is different due to the diverse ethnic characteristics of workers |
| Trust in company management | Joining a company automatically means trusting its management | There is no automatic trust in the company management |
| Social model of submission | Submission to the superior is based on mutual agreement between him and the subordinate | Forced submission to the boss, because resistance from a subordinate can lead to his dismissal |
| The attitude of the company administration towards proposals and work ideas | Employees' ideas and suggestions are taken into account by the administration | The administration only monitors strict compliance by the employee with official instructions |
| Continuation of table 4 | ||
| The attitude of some workers to the functions of others | Respect for the functions of other employees | Indifferent attitude towards the functions of other employees |
| Life philosophy | Personal interests of employees do not contradict the interests of the company | Great importance is attached to maintaining one's own independence and respecting one's own interests |
| Class consciousness of workers | The class consciousness of workers does not have a clear expression | The class consciousness of workers is clearly expressed |
| Employee status | Employee status is formed according to the principle “everyone is in the same boat” | The status of workers is unstable: they are often fired, similar to how outdated equipment is written off |
| Improving production qualifications of workers | Issues of improving production qualifications are resolved by the company's management. Salary level depends largely on length of service | Employees improve their production skills using their own capabilities. The higher the qualification, the higher the salary level |
| Staff turnover | Low | High |
| Ability to maintain the technical level of the enterprise | The technical level of the enterprise is maintained relatively easily due to the stability of personnel | Maintaining the technical level of the enterprise is difficult due to high staff turnover |
| Results of the policy of improving the qualifications of workers on the initiative of the administration | The results are positive. Employees strive to improve their skills at the expense of the company | Advanced training at the expense of the company is considered a bonus. Therefore, it is difficult to justify the need for systematic professional development |
| Personal responsibility of employees | The personal responsibility of the employee is not determined by strict job descriptions. In many cases, the responsibilities of different workers overlap | The personal responsibility of the employee is determined by strict job descriptions. In these cases, a strict control system is effective |
| Continuation of table 4 | ||
| Human relationships | Relationships with other employees are important | Although great importance is attached to relationships with colleagues, factors of individualism in behavior predominate |
| Trust between management and company personnel | Trust between management and company personnel is based on the principle of collective responsibility | Trust between management and company staff is often lacking. Both managers and workers think first of all about their own interests |
| Belief in the eternal existence of the company | There is a belief in the eternal existence of the company | There is no faith in the eternal existence of the company, because... even profitable companies can be sold for profit |
| Fear of losing a job | There is almost no fear of job loss | There is a constant fear of job loss and concern for the fate of the company |
| Availability of logic in management | Logic in management is often vague | All management processes are logical, for example, established operating procedures |
| Nature of problem solving | A slight deviation from the control logic and improvisation in actions are acceptable | Improvisation in action outside the framework of control logic is unacceptable, therefore unreasonable actions are not used |
In the post-war period in the United States, several main directions in the personnel management system emerged:
Development of the employee’s personality in order to effectively use his labor potential. This is done by providing opportunities to improve skills, develop abilities, increase knowledge, demonstrate independence, and increase the variety of work.
Changing the main forms of labor motivation, which in modern conditions represent an inextricable combination of moral and economic forms of incentives.
Development of industrial democracy. The essence of the development of industrial democracy is the transition from rigid authoritarian forms of labor management to flexible collective forms, expanding the rights of participation of the ordinary worker in management, giving him the opportunity to widely express his opinion and participate in the condemnation of production problems. For example, the formation of autonomous brigades. The company's management delegates to the brigade a number of functions of planning, control, remuneration, and the right to independently select a foreman. All team members jointly plan work methods, establish its rhythm, carry out division of labor based on the interchangeability of performers, and monitor product quality. Team members themselves perform functions that were previously performed by auxiliary workers.
Development of new forms of compensation for labor.
Providing job security.
Ensuring labor safety.
Improving sanitary and hygienic working conditions.
Purposeful change in attitude towards work.
To increase the content of labor and eliminate monotony, many American companies are undergoing a reorganization of production, the main goal of which is to move away from the extreme division of operations, from reducing the worker’s labor to several repeating operations, making him an appendage of the machine, and will turn to expanding his functions, increasing the level of responsibility, using employee's creative abilities.
If previously the employee adapted to technical means, now attempts are being made to adapt the technology to the employee’s abilities.
Modern American companies (IBM, Ford, Chrysler, General Motors) use analytical remuneration systems, the peculiarity of which is a differential assessment in points of the complexity of the work performed, taking into account the qualifications of the performer, physical effort, working conditions, etc. At the same time, the variable part of the salary (bonuses, incentives, bonuses), which is used as an incentive for improving product quality, saving raw materials, and increasing productivity, reaches 1/3 of the salary.
In addition to financial incentives, other types of incentives are used. For example, British companies practice valuable gifts and tourist trips, as well as various types of gratitude, titles, and symbolic awards. At the same time, a whole ritual of presenting rewards or declaring gratitude has been developed.
In this regard, the creation of management systems that best allow creative initiative to emerge at all hierarchical levels of firms has become the main goal of American management. The appeal to the person within the framework of the development of modern management forced us to pay special attention to personnel selection, because the implementation of the company's goals is entirely in his hands. The understanding that the qualifications of workers and their desire to work becomes the main productive force and the driving principle of production led to a reorientation of the management strategy of the largest companies towards motivating labor, obtaining greater knowledge, skills, work skills, and enterprise of personnel.
American companies pay great attention to training and advanced training of personnel. Particularly impressive is the practice of the transnational corporation Motorola, which understands that improving the skills of employees is becoming a prerequisite for the survival of the company in the conditions of the rapid growth of scientific and technological progress. Since 1991 the company has committed itself to providing each employee with at least 5 training days a year. And by 2001, employees will be on the job for only 10 months a year. One month will be devoted to gaining new knowledge and skills, and the other to relaxation.
In European countries, much attention is also paid to improving the skills of employees, but unlike American management, where large companies are leaders in this area, the best prerequisites for advanced training are found in small and medium-sized enterprises. The emphasis is mainly on self-education rather than on seminars and courses at external educational institutions.
In France, the “Challenge +” training program is used, which aims to develop and create new innovative enterprises in the country. The program is supported by the state.
In Japan, much attention is paid to training staff in good manners, because... Japanese management is based on respect for colleagues and on the awareness of the unity and integrity of all personnel in the organization
Authorized personnel services began to play a special role in using labor potential. In terms of their functions, the level of professional competence of employees, technical equipment, and working methods, they have long grown from offices for storing personnel documentation into solid personnel departments.
The outlined directions of changes that have taken place in the personnel management system of American companies are, in many respects, also true for Japanese companies. However, despite the presence of similar processes, personnel management is the most characteristic area of activity in which Japanese companies clearly demonstrate the qualitative difference in their practical experience from the American one.
In Japanese companies, the selection of personnel plays an important role, because... he is entrusted with the function of selecting and placing personnel. Whereas in American companies, the interview is conducted by the manager to whom the candidate is hired.
Japanese managers attach great importance to fair treatment of employees, because... In some cases, managers, guided by good intentions, take measures that are fair to some employees and unfair to others. Therefore, what is valued in managers is the ability to listen to the problems of a subordinate, delve into them and solve the problem. In contrast, American managers use formulaic techniques to solve such problems.
One of the key management problems in American companies is overcoming the isolation of departments, which tend to become fixated on their own tasks and underestimate the importance of contacts with other departments. As a result, overall efficiency decreases.
All this is presented in detail in Table 4.
The Japanese management system is not aimed at making a profit in the near future, but at ensuring stable, long-term development of the company for many years to come.
One of the areas for improving human factor management is the concept of “reengineering” (the founders of this concept are Michael Hammer and James Chample). The authors believe that in the modern era, organizations need to be created by combining individual operations and production functions into holistic processes that will no longer be divided between different structural departments. Accordingly, the provision of each such process (from its entry into the organization to its exit) will be carried out by one employee or group. At the same time, all team members must be capable of not only performing the entire cycle of operations, but also be completely interchangeable. Because of this, the company must train workers focused on the holistic production process. Then, as the traditional management system was based on a developed system of division of labor, i.e. The production process is divided into separate operations performed by different members of the organization.
Reengineering is aimed at rapid and fundamental changes, decisively discarding everything that is ineffective. Whereas previous systems are focused on gradual and small changes, on individual improvements and amendments.
Let's look at specific examples of personnel management systems of American and Japanese companies.
International Business Machines (IBM)
The company produces electronic computer equipment. In its activities it is guided by the principles:
Respect for the person, his rights and dignity. This is the company's founding principle. Guided by him, the company:
Helps its employees develop creative abilities and use them in the most effective way.
Pays employees and ensures their promotion depending on their contribution to the common cause.
Ensures the establishment of two-way contact between the manager and the subordinate, providing for the unimpeded consideration of controversial issues and their fair resolution.
The personnel management system is based on the principle of respect for the individual, a policy of guaranteed employment during the economic downturn is pursued, a democratic form of communication is carried out by prof. Education.
The employment guarantee policy does not prevent the use of temporary workers with fixed-term contracts. These are mainly employees of pre-retirement age or employees whose special knowledge and experience are especially valuable.
The practice of hiring temporary contract workers is expected to increase. It began to spread to university graduates, which provided an influx of fresh forces into the company.
The company developed a “staff reduction without layoffs” program during the economic downturn. She avoided forced dismissal. IBM used various compensation payments and provided assistance in selecting a new job, including at other enterprises of the company. Material incentives for voluntary dismissal and early retirement were also used. The program was carried out in 37 countries. The cost of these programs did not exceed the costs associated with laying off workers at firms comparable to IBM. As a result of this program, staff numbers were reduced, but an undesirable atmosphere of general fear was avoided.
Creation of a country club, open door policy, mandatory meetings and monthly staff surveys, quick promotion, promotion of your employees to management positions, rotation in one place for no more than 2-3 years (the rule of three-year rotation of line managers to headquarters) everything this has led to the company being a leader in the global computer market thanks to the efficient work of its staff.
“It's all about the people,” says a New York office poster with photos of all the employees. People at all levels of the organization, down to the lowest, take pride in the company's performance. The entire history of IBM is a story of intense human focus, which finds its application in the smallest details.
The open door policy, country clubs, ease of communication, the buzz of celebrations, advanced training - all this is the style and distinctive feature of the company.
An in-house electronic communication network, including a television studio, was put into operation. Information broadcasts are carried out during working hours at all 300 enterprises. Information is transmitted about internal aspects of activity, news, incidents, events in the industry, etc. Every employee is aware of IBM affairs.
There is a system of continuous training. Approximately 5% of annual working time is spent on training. The results of training can lead to career growth and an increase in salary or bonus.
A bonus system has been developed depending on the results of production activities.
Once every 2 years, a confidential survey of staff is conducted about their attitude towards the company and the manager.
A two-week course on personnel management was organized for HR managers. Its completion is preceded by a survey of each manager and his subordinates about his leadership style. Personnel policy is aimed at maintaining the integrity of the company.
The remote working method (analogous to flexible time) is widespread, meaning providing staff with the opportunity to work outside the company’s premises. Employees are also given the right to work from home using a flexible work schedule.
There are social assistance programs for employees and members of their families, financial support for employees participating in various social and cultural programs. Social policy promotes labor productivity growth. Examples of social programs:
Granting the right to work from home;
Providing the opportunity to use flexible working hours. In this mode of operation, managers are forced to use forecasting and preliminary planning, delegation of authority to subordinates, while they develop the ability to determine priority tasks;
Organization of leisure time for employees' children, their medical care;
Providing assistance when changing residence;
Providing pre-retirement leave for up to one year;
The company constantly reorganizes its organizational structure and creates competitive conditions between divisions. IBM has set itself the goal of becoming a conglomerate of autonomous companies, fully responsible for the results of production and economic activities, and controlled by the IBM holding company, which will focus on developing an investment policy in relation to each of the autonomous divisions within the company. There are three possible options for implementing this policy: 1) complete sale of shares of autonomous companies included in the company; 2) partial sale of shares; 3) maintaining autonomous companies within the firm.
At the newly created 13 independent companies within IBM, personnel issues began to be resolved independently. HR services have been assigned new functions. For example, the development and implementation of new standard short-term contracts and a new remuneration system. When working with staff, managers must instill a spirit of confidence in the correctness of the company's new strategy.
The issuance of company shares is used as a bonus, which increases the responsibility of employees for the results of their activities.
The organization of autonomous companies will lead to the elimination of several levels of management and will speed up the decision-making process, allowing each company to become a leader in its core product market.
"Matsushita" (Japan)
Founded in 1918 in Osaka as a small private company for the manufacture of one type of electrical equipment. Currently, having become a joint stock company, Matsushita is the world's largest manufacturer of household electrical appliances.
The company is a typical representative of the Japanese approach to management, and has the features of a “soft” organization:
The terms of reference are defined approximately, and the employee is obliged to perform any work related to the main one;
The performer is expected to offer suggestions for improving the work;
There are few formal instructions, and those that exist are not always followed.
Matsushita uses a dual reporting organizational structure. The heads of the company's departments report both vertically (to the president of the company) and horizontally (to the vice president who heads the product group). The ambiguity in the definition of Matsushita's job responsibilities is fueled by several sources: the remuneration system is not tied to the position, but depends on qualifications and length of service; group problem solving and participation of personnel in their development; The system of written rationalization proposals is widespread. Decisions are made slowly, but implemented quickly, because... everyone whom it concerns is already familiar with it in detail.
Rice. 4.1 Organizational structure with dual subordination used at Matsushita.
Matsushita's mission is to “contribute to improving the quality of life by providing society with electrical appliances that are as cheap as water.”
The organizational structure is built on a product principle. The structure of the company is based on “business of optimal scale”. A person’s ability to manage has certain limits, so a constant search for the optimal scale of business that allows for effective management is necessary. In a decentralized company, the president must control the branch managers. An effective means for this is a management control system.
Much attention is paid to the system of values and goals of the organization. Everyone's sense of self-identification with the company's goals is strengthened.
The company has developed a comprehensive system for managing innovative proposals. Its principle: many small minds are more effective than a few big minds.
Every year, 5% of employees (1/3 of them managers) move from one department to another, in which they are assigned until their next promotion.
The HR department strictly controls the decisions of the department management on hiring employees with higher education and monitors their success.
Matsushita produces qualified people first and then products.
Promotion for: - workers - based on the principle of hierarchy of positions; - employees - a parallel career ladder (simultaneously with the hierarchical ladder, a parallel chain of various titles is built, assigned to qualified specialists engaged in professional tasks, and not administrative work); - senior managers – a system of two hierarchies (positions and statuses). The hierarchy of positions consists of: head of the enterprise, head of the department, head of the sector, group, etc. Hierarchy of professional status: chief engineer, deputy. chief engineer, senior engineer, etc. Promotion in status occurs automatically in accordance with length of service in the company. Promotion takes into account personal abilities and zeal, the content of the work and its effectiveness, etc., i.e. the speed of advancement is individual and varies depending only on personal qualities. There is a certain correspondence between the level of position and the level of status. But an employee can move up the status hierarchy while remaining in the same position.
Siemans AG (Germany)
Siemens is one of the oldest industrial companies in the world. It was founded in 1847 by inventors J. Halske and W. von Siemens as a small workshop employing 10 people. The company is one of the leaders in the production of radio-electronic and radio engineering equipment, Fig. 4.2 (No. 5, vol. 2, p. 648).
The matrix management structure used at the company provides a certain control over the activities of each department (there are 17 in total), both from product and regional managers reporting to central management.
Each department is an autonomous unit. Communication is provided with all levels of the company, both vertically and horizontally. As a result, it is possible to access all the company’s know-how and interact with specialists from all areas of activity, united in a single organizational structure.
Analysis of personnel policy has been placed at the forefront of research into its own activities. Personnel are of utmost importance in the implementation of strategic plans. Analysis of the structure and organization of personnel allows the company to identify and establish many production shortcomings.
A system of moral and material incentives for quality work has been created as opposed to administration.
Basic principles:
Creation of a system of material incentives;
Ensuring that employees are treated as independent performers;
Providing ample opportunities for career advancement;
Creation of a personnel training system;
Increasing demand for skilled labor as the use of flexible automated systems in production expands, allowing the production of various types of products without replacing equipment.
A system of training and advanced training has been developed. Every year, 81% of training costs is spent on professional training of industrial production personnel. The current system of advanced training is free and accessible, not only for all personnel, but also for the best students of industry educational institutions.
Rice. 4.2 Organizational structure of Siemens.
Russian Joint Stock Company Gazprom
The volume of activities of RAO Gazprom is comparable to the scale of the world's largest leaders in the gas industry. Currently, RAO Gazprom uses a traditional functional management structure. It is typical for enterprises with a limited range of products, and is typical for the raw materials industry.
Advantages of a functional structure:
A clear division of labor, hierarchical subordination of employees and management bodies, an orderly system of rules and standards that determine the functioning of the organization.
Stimulating business and professional specialization.
Reduce mainly duplication in functional areas.
Potential disadvantages include:
Rigid behavior, communication difficulties within the organization, insufficient flexibility.
Too long a chain of commands from the manager to the performer.
Taking into account the advantages and disadvantages, RAO Gazprom is constantly reorganizing and improving management systems. Particular attention is paid to working with personnel.
The concept of personnel policy of RAO Gazprom is as follows:
Creation of a personnel management system in the gas industry, based primarily on economic incentives and social guarantees, bringing together the interests of the employee with the interests of the enterprise, in order to achieve high labor productivity, increase production efficiency, and obtain the best economic results for enterprises and the industry as a whole.
2) Main directions of personnel policy
Development of unified principles of strategic management and development of industry personnel.
Research and implementation of new methods and systems for training and retraining of personnel (active forms of training).
Integration of personnel policy and strategic planning of the enterprise and implementation of the business policy of the enterprise, taking into account personnel work at all levels of management.
Carrying out a coordinated unified tariff policy for remuneration.
Development and application of economic incentives and social guarantees.
Work with trade union representatives, development of tariff agreements.
Conducting scientific research and developing normative and methodological materials on personnel management.
Quantitative and qualitative personnel planning.
Employment (marketing) of personnel, staff reduction.
Personnel training.
Personnel control.
Information (communication) policy
Promotion of enterprise activities (social and economic)
Social policy.
RAO Gazprom uses a unified industry automated personnel management system (UEASUP). It includes six main functions of the HR service in production:
Personnel records management;
Formation and maintenance of reserves;
Education;
Certification;
Awards;
Social development.
The function of forming and maintaining a reserve, in turn, has three components: - The stage of forming and maintaining a reserve list; - Analysis of data characterizing candidates and their comparative assessment; - Obtaining the necessary information to make a decision. It should be noted that all three components are strictly interconnected
The program is a progressive method of working with the personnel of RAO Gazprom.
In recent years, in order to implement a number of resolutions of RAO Gazprom on improving work with personnel, a lot of work has been done to create normative and methodological materials on various issues, ranging from pay and working conditions to issues of social and psychological support for personnel work.
Automated means of assessing the psychological qualities of workers have been developed, as well as automated training systems on technological issues, communication issues, diagnostics of personal qualities and the basics of sociology at an industrial enterprise. The laboratories of the Industry Scientific and Training Training Center (ONUTC) in the city of Kaliningrad carried out most of the work in the industry on the development of the necessary materials to support work on assessing professional activities, on the implementation of these materials, on selection and adaptation to conditions in the industry, on the training of certain categories of managers and specialists .
RAO Gazprom has created and operates a system of continuous corporate professional training, which covers all categories of employees, regardless of their type of activity. The adopted training system is aimed at developing human resources and motivation to work and provides training for personnel from hiring to dismissal. Having at its disposal a network of training centers, courses, plants and other educational institutions, RAO Gazprom allows annually training thousands of specialists and workers using the latest educational and computer technologies.
Conclusion
One of the most important problems of modern management is the construction and improvement of an organization's personnel management system. With all the variety of approaches to solving this problem, it is impossible to determine universal methods and techniques of construction, because Each organization has its own individual characteristics. This thesis outlined the theoretical foundations of the personnel management system, which are extremely diverse and meaningful.
The basis for building an effective personnel management system should be provided by the work of the personnel service, the importance of which has recently been increasing. The personnel department becomes the center of personnel policy. Modern planning and development of production can no longer do without the effective work of personnel services.
Based on the research conducted in this work, a number of general conclusions can be drawn.
1. When creating enterprises, the construction of an optimal organizational management structure, based on a system for assessing the effectiveness of the organizational structure, is crucial for their successful functioning.
2. For large enterprises and firms, it is advisable to use combined management systems with delegation of functions, rights, and responsibilities to lower levels and divisions, which are vested with certain powers and independence in decision-making.
3. For medium and small enterprises, it is more effective to use linear and functional management systems to avoid the negative consequences of swelling of the management apparatus.
4. Management systems must be flexible and easily adapt to changing market conditions. This, in turn, requires research in the field of marketing and personnel management, which must be organically included in the management service.
5. Work on the development and construction of organizational systems and enterprise management structures must be preceded by research into their production and commercial activities using extensive technical and economic information.
It is necessary to trust employees more, develop a sense of self-confidence in everyone, and give everyone a chance to win.
The role of management is not to stand at the top of the pyramid and control people, but to inspire them, to give them new strength. This should be the motto of effective management systems in modern society. The personnel service is called upon to cope with this task. Consequently, the formation of an effective management system depends on the effectiveness of the management services.
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Personnel management is to identify positive and negative aspects of the impact on the labor potential of the organization and determine more effective influence in the future. 2. ANALYSIS AND EVALUATION OF THE EXISTING PERSONNEL MANAGEMENT SYSTEM USING THE EXAMPLE OF THE “VERY NECESSARY GOODS” STORE. 2.1. Organizational and legal characteristics of the store “Very Needed Products”. Study...
Innovations, including the name of the work, deadline, responsible person and information resources (Table 13.). Table 13. Implementation plan for measures to improve the efficiency of the personnel management system of Nevada LLC Name of work Completion period (days) Responsible executor Information resources Determination of the need to implement changes 15 Head...
With their help on various processes. Therefore, personnel management issues affect all subsystems of the organization, and the activities of the personnel management system extend to each employee. The construction of a personnel management system pursues the following goals and objectives: increasing the efficiency of the personnel management system and increasing the competitiveness of the organization as a whole; ...
Global economic trends require a revision of current approaches to management and resource conservation, the use of new methods for improving the efficiency of socio-economic systems, and integrated organizational design.
One of these methods is functional cost analysis, which is focused on reducing resource costs in production, simplifying and increasing the efficiency of the management apparatus and reducing the number of personnel by increasing labor efficiency.
The rapid development of integrated organizational design of management systems was accompanied by the development of an arsenal of methods for improving management. Not all traditional organizational methods meet the requirements of organizational design. A new design object - an organization's management system, being a complex socio-economic system, required the creation of new methods capable of penetrating into the depths of the phenomena occurring within this system and taking into account the most complex relationships with its other systems.
The approach based on functional cost analysis (FCA) (in English transcription - Activity Based Costing, ABC) is much more accurate in distributing the total actual costs of products and services that generate these costs. From a strategic management perspective, FSA is a useful financial tool. It is based on the business model of the organization with a detailed description of the business processes implemented in the enterprise.
The method of functional cost analysis (FCA) occupies a significant place in the system of advanced management improvement tools that help increase the efficiency of work.
Comparison of the functions of a control body with a controlled object provides information about how necessary this body is. Correspondence of the functions of the management system to the functions of the production system is an important condition for the effective construction of organizational management systems, since the management system does not exist on its own, not for itself, but to ensure the effective functioning of the production system.
Some managers find FSA quite difficult to understand and use. Others are slightly popular. The third category of managers, in principle, does not see the potential for its practical use.
Functional cost analysis is a method of technical and economic research of the functions of an organization’s management personnel, aimed at finding reserves for reducing management costs and achieving optimal production and commercial results as a result of the use of effective management methods.
Functional cost analysis is a method for systematically studying the functions of an object (product, process, structure), aimed at minimizing costs in the areas of design, production and operation of the object while maintaining (increasing) its quality and usefulness.
FSA is based on:
Ø functional-cost approach - study of the functions of management personnel in terms of the number of services provided by one employee over a certain period of time, justification, adoption and implementation of management decisions to achieve the intended volume and composition of services at the lowest level of management and production costs;
Ø systems approach - the study of a subject as a system, which includes other
constituent elements, in the absence of which it is not possible to implement management functions: management personnel, technical management tools, organizational structure of management, management technology, information, decisions. The internal connections between the elements of the object, which are located in interaction, as well as the external connections of the object, which are part of the highest level control system, are analyzed;
Ø collective creativity to find and formulate the most effective options for improving management, which consists in the fact that when conducting FSA, a diverse combination of instinctive, deductive and other methods of thinking is used. At the same time, to solve problems, a wide range of specialists of various profiles and various levels of management are involved;
Ø correspondence of the degree of importance of functions to costs and the level of quality of their implementation, concluded on the basis of determining the importance of each function of the management system in comparison with other functions, the actual costs of their implementation and the quality of their execution. After this, a comparison is made of the importance of the functions with the costs of their implementation and the level of quality of their execution. This technique allows you to provide an economic assessment of the existing and proposed control system.
The procedure for functional-cost analysis of control systems consists of the following stages:
§ study and description of the management system and drawing up its characteristics, which reveal engineering, technological, organizational, and economic features as fully as possible;
§ detailing the control system in order to identify the full range of functions;
§ formulation of criteria for classifying functions into main, basic, unnecessary and harmful;
§ collection of statistical data on the costs of performing each function; for those functions where statistical data are not available, it is necessary to determine these costs by calculation or expert method;
§ collecting data and studying the latest achievements in the field of management;
§ identifying the zone of greatest concentration of costs, that is, the most promising areas of attention in further analysis;
§ determining the costs of creating and maintaining a control system in working order, freed from harmful, unnecessary, and sometimes some additional functions;
§ comparison of a really functioning management system and a management system freed from unnecessary and harmful functions;
Let us highlight the main tasks of improving the personnel management system in the organization:
Ø eliminating repetition of personnel management functions;
Ø elimination of unusual functions;
Ø introduction of missing functions;
Ø cost reduction;
Ø review and improvement of the organizational structure of personnel management;
Ø improving the job and qualification structure of personnel management service employees, stimulating the improvement of their qualifications;
FSA includes the following stages: preparatory, informational, analytical, creative, research, recommendation, implementation.
The subject of analysis is the management apparatus of the organization as a whole or a separate functional unit, an individual managerial employee.
At the preparatory stage, the object of analysis is determined, specific tasks for conducting FSA are also formed, and a work plan is drawn up.
At this stage, a comprehensive study of the state of the organization’s management is carried out, bottlenecks in the organization are identified. Currently, the most common ones are high staff turnover, a shortage of qualified workers, an unsatisfactory level of computer systems and labor productivity, a low level of quality of work of department employees, a large percentage of possible errors on the part of specialists, and the presence of bottlenecks.
The presence of bottlenecks in the personnel management system may be a consequence of the insufficiently clear operation of the organization’s management system as a whole. Thanks to this, gap analysis makes it possible to detect bottlenecks in its management (for example, a low level of quality of work performed).
Next, shortcomings in the management of one or another department, in the functioning of one or another management subsystem (line management, functional, target, support) are identified. In turn, FSA allows you to detect shortcomings in individual elements (personnel, technical controls, information, etc.).
In a comprehensive study, an expert (oral or questionnaire) survey of managers, specialists, and management employees is used. As a result of the study, an object for priority FSA is determined.
After identifying “zones of inefficiency” and determining priority tasks and areas for transformation, based on the results of a functional-cost analysis, it is necessary to specify alternative options for implementing functions and processes that will ensure greater efficiency.
As a practical example, let us consider the FSA of the activities of management personnel using the example of the work of the department for preparing and conducting procurement (hereinafter referred to as the Department) in a government agency or commercial organization.
The department carries out work to provide the enterprise with material resources based on the implementation of those provided for by federal and regional laws (the city of Moscow, regulatory legal acts of the Moscow Government, the powers of the city of Moscow in the field of creating a competitive environment in the city of Moscow, ensuring the functioning and development of the order placement system for the needs of customers in the city of Moscow , organizing and conducting procurement related to the implementation of investment projects in the field of capital construction, and other procedures).
The main objectives of the analysis of the Department’s activities: improving the organizational structure, clarifying the functions of the department and its employees, improving the quality of performance of functions, rationalizing the department’s relationships with other departments and external organizations, improving personnel, information, and technical support, reducing costs for performing management functions.
At the information stage, data is collected, studied and systematized that characterizes the management system, some of its subsystems or some employees. In our case, the sources of information when analyzing the work of the Department are reports and certificates, staffing schedules, department regulations, job descriptions, the organizational structure of this department, document flow charts, documents, data outgoing and entering the department, accounting data.
At the analytical stage, the following is carried out: formulation, analysis and classification of functions, their decomposition, analysis of functional relationships between departments, calculation of costs for implementation and the level of quality of functions, the degree of significance of functions is assessed, the degree and reasons for the discrepancy between the significance of functions and the level of costs for their implementation are determined, the quality of their implementation.
We divide management functions into main, primary and auxiliary. The main functions of the Department are:
Ø implementation of measures to ensure the functioning of automated information systems in the field of procurement management in the city of Moscow;
Ø support of order placement procedures;
Ø provision of information, consulting and analytical support for placing orders;
Ø support for the placement of land and property auctions.
Basic functions are necessary to perform the main functions of the organization, without them the main function cannot be realized.
Auxiliary functions - assist in the implementation of any of the main functions.
Sorting out the main functions from the auxiliary ones is essential, since among the latter there are functions that are redundant or not uncharacteristic for the department.
This classification of functions allows you to build a functional-cost diagram, which is a graphical representation of the functions of a management system or a separate department.
At the creative stage, methods for searching for ideas and activating the process are selected, based on the proposed ideas, methods for performing functions are formulated, an assessment and preliminary selection of the most appropriate and viable options for performing functions is provided.
When searching for ways to improve the organization of work and work processes, the following methods are used: brainstorming, test questions, morphological analysis, and meetings.
The organization creates an expert group consisting of: the general director, the deputy director for economic issues, the head of the department, three deputy heads of departments in areas, the chief accountant of the institution, the head of the logistics department. The following issues are discussed at expert group meetings:
Ø Is it possible to exclude altogether or transfer to another unit any function performed by the department?
Ø What functions related to the department are not performed?
Ø Is it possible to cut costs on performing any functions?
Ø How can you get rid of excess costs?
Ø What functions can be automated?
Ø In what other way can this or that function be performed?
For each question, as a rule, there are several possible answers. Information on these options is recorded in idea cards. Information on ideas is compiled into a single morphological matrix, which is formed based on the decision of each invited expert. The most problematic information obtained from the examination results is displayed in a single matrix.
The development of the project is carried out at the research stage, where a preliminary design of the selected options is developed, their comparative organizational and economic assessment with the participation of specialists from interested departments and services of the organization and taking into account expert opinions, selecting the most suitable proposals for implementation. The preliminary study of the selected options consists of a detailed description of each option using diagrams, graphs, models, functional diagrams, draft regulations on departments and other design documentation.
A comparative technical and economic assessment of project proposal options is carried out on the basis of expert opinions and calculations of economic efficiency.
During the selection of possible options, all proposals are divided into groups: realistic for implementation; possible for implementation, but not feasible under the given conditions; theoretically possible, but not yet practically feasible; unrealistic offers. First of all, options from the first group are selected for further consideration.
At the next stage, the following are developed: design assignment, general organizational and organizational working design with all the necessary justification.
When organizationally evaluating options, real organizational conditions are taken into account, which are a prerequisite for the successful implementation of a particular option.
At the implementation stage, the full range of necessary activities is carried out aimed at preparing workers for the implementation of the project, for example, socio-psychological, professional, material and technical training of workers and the implementation of recommendations, and a detailed Plan and schedule for its implementation has been developed. An incentive system for project implementation is being developed.
Thus, the study of control systems using the FSA method makes it possible to analyze all components of the control system, carriers of functions, the external environment, their state and interrelations.
Determining the costs (cost) of implementing the functions of a control system has its own difficulties and great specificity, in contrast to the cost of performing the functions of technical systems, and this problem has not yet been fully resolved either in theory or in practice.
The clarity and simplicity of the approach provide functional cost analysis with significant prospects for application in all industries and areas of management, however, it should be noted that for the full systematic implementation of this approach in the business practice of domestic companies, there are a number of factors that complicate the use of FSA.
Among the most important factors determining the emergence of scientific and practical problems of using functional cost analysis on a systematic basis in modern economic conditions are:
Ø technical unpreparedness of the organization;
Ø technical difficulties of creation;
Ø established stereotypes of Russian management;
Ø socio-psychological factors of unpreparedness of Russian management;
Ø poor development and application of modern strategic planning and management tools by domestic enterprises;
Ø lack of completeness in the understanding of FSA and BSC;
Ø insufficient quantity and quality of Russified regulatory and reference information;
Ø lack of full-fledged Russified software that meets all the requirements of the organization.
Based on the above, we can draw the following conclusions that conducting a functional cost analysis is a rather labor-intensive task. The main difficulties faced by specialists when conducting FSA are related to the lack or absence of initial data on processes and the cost of resources consumed by these processes. During the FSA, this data must be collected, processed and clarified. But for a number of socially oriented enterprises, as well as the corresponding departments, the use of functional-cost analysis turns out to be the only alternative for assessing and improving their own efficiency. The inability to assess and measure the productivity and productivity of employees of such structures is a key problem for managing their effectiveness. It is the FSA method that allows you to comprehensively solve this problem and, based on your own tools, create mechanisms for assessing and managing non-production functions, the labor of personnel not directly related to the creation of added value, management apparatus, etc.
The labor-intensive nature of the method also presupposes the need to use appropriate information processing tools and attract highly qualified specialists. This, in turn, makes the use of the FSA method quite expensive.
However, for large companies at the stage of development and maturity, functional cost analysis can provide a critical breakthrough in the field of resource saving or increasing the efficiency of the organization, and this effect will have significant long-term synergistic positive consequences.
References
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Functional cost analysis (FCA) of the managerial labor of personnel is a method of technical and economic research of the management functions of an organization! at any level of the hierarchy, aimed at finding ways to improve and reserves for reducing the costs of managing an organization based on the selection of cost-effective ways to carry out management functions in order to improve management efficiency and achieve the highest production results.
The FSA management system is based on the principles;
· functional approach, i.e. research of management functions that ensure the development, justification and adoption of management decisions of a given level of quality to achieve the result - obtaining the planned volume and composition of use values at a minimum level of socially necessary costs for management and production;
· systematic approach, i.e. research of an object as a system, including management personnel, technical management tools, information, management organization methods, management technology, organizational structure, solutions, i.e. constituent elements without which it is impossible to carry out management functions. The internal connections of the object between elements that are in interaction, as well as the external connections of the object - an integral part of a higher-level control system - are considered;
· national economic approach to assessing the results of management activities and the costs of maintaining the production management apparatus;
· correspondence of the degree of importance of management functions to the size of costs and the level of quality of their implementation;
· collective creativity to search and develop the most effective options for improving production management.
· FSA of the management system includes the development of methods for improving the management system of an existing organization during the period of reconstruction or technical re-equipment, as well as in the event of any production situations (bottlenecks).
· In the latter case, the object of analysis is not the entire management system, but a separate subsystem, production or functional unit.
· The objectives of the FSA of the organization’s production management system or its individual component are:
· reduction of costs for the implementation of management functions while maintaining or increasing the level of their quality;
· increasing the efficiency of the organization’s management apparatus to achieve the best production results.
· The main tasks of the FSA management system:
· achieving the best balance between the efficiency of the organization’s management apparatus and the costs of its maintenance;
· reducing the cost of manufactured products and improving their quality;
· increasing the efficiency of labor activity of management employees and workers of production departments;
· improving the use of material, labor and financial resources;
· improving the use of production assets;
· reduction or elimination of marriage;
· elimination of bottlenecks and imbalances in management and production.
The organization and implementation of FSA of the management system in the organization is entrusted to specialists from laboratories (department) of NOT and management; production organization and management department, economic laboratory, automated control system department, FSA divisions. In the latter case, it is necessary to introduce into the FSA divisions staff units of engineers-economists for the organization of management or other management specialists.
The results of the FSA of the management system should be used by the governing bodies of the industry and organization when planning measures to improve management and regulate managerial work.
Let's consider the principles, basic concepts and definitions of FSA.
FSA objects- this is a management system (management apparatus), organization, functional, target, supporting subsystems (functional divisions), as well as their components - elements: management personnel, technical management tools, information, management method, management technology, management functions, organizational structure management decisions.
FSA of personnel labor activity includes the following stages:
Preparatory;
Informational;
Analytical;
Creative;
Implementations.
On preparatory stage the state of production and management of the organization is comprehensively examined, the choice of object of analysis is justified, specific tasks are determined and a work plan for conducting FSA is drawn up.
On information stage data characterizing the organization’s management system or its individual divisions, as well as data on similar systems, are selected, systematized and analyzed.
On analytical stage functions are formulated, analyzed and classified, their decomposition, functional relationships between functional divisions in the management apparatus, a cost assessment of the functions is given; the degree of significance of functions is determined, the reasons for the discrepancy between the significance of functions, the level of costs and the amount of their implementation; unnecessary, harmful, unusual and duplicated functions are identified.
On analytical stage identify reserves for improving the management of the organization, the labor activity of a functional unit or employee and reducing the costs of maintaining the management apparatus; This stage ends with setting the task of finding ideas and ways to improve the work activities of management employees.
On creative stage identify methods for performing management functions, form variants of functions on their basis; the most appropriate and realistic ones are assessed and selected. The creative stage, as the most responsible, requires the involvement of highly qualified specialists and experts. To find as many options as possible for ways to improve the management of an organization, the work activity of a functional unit or employee, it is recommended to use creative thinking methods. Methods for searching for ideas are selected taking into account the characteristics of the object of analysis and specific situations that have arisen in the process of performing management functions. This stage ends with the preliminary selection of options for improving the management of organizations. It is recommended to take into account the amount of management costs, quality levels of management functions and key performance indicators of the organization, functional unit or employee.
On research stage each option is described in detail using diagrams; graphs, models, operograms, functional diagrams, draft regulations on divisions and other regulatory documentation; a comparative technical and economic assessment of options for improving work activity is provided based on expert opinions; rational options for implementation are selected; all proposals are divided into the following groups: real and possible for implementation; possible to be implemented, but not feasible under the given conditions; theoretically complex, but so far practically impossible to implement; unrealistic offers.
On recommendation stage recommendations for improving the management of an organization and a functional unit are reviewed and approved, and decisions are made regarding their implementation. The costs of developing recommendations and their implementation, as well as the expected economic efficiency, are calculated.
