Stages of planning innovative activities of the organization. Forms and stages of planning the development of innovative entrepreneurship, types of plans. Calculate the program of the machine shop in the given units

FEDERAL STATE BUDGET
EDUCATIONAL INSTITUTION
HIGHER PROFESSIONAL EDUCATION
IVANOVSKY STATE CHEMICAL AND TECHNOLOGICAL
UNIVERSITY

Department of Economics and Finance

COURSE WORK

According to the discipline "Planning at the enterprise"

On the topic: Planning for innovation in the enterprise.

Student: Lebedeva Natalia
Andreevna
Form of study: Correspondence

Course 3 group 68
Record book number:
Supervisor:

KINESHMA 2012

annotation

In this course work, I considered the system of innovation planning in the enterprise.
In the theoretical part of the work, I tried to find out the essence of the innovative activity of the enterprise, its impact on the economic and social development of the company.
First, find out what innovations are, what is their essence and role in the life of an enterprise.
Second, move on to the topic of innovation planning. Defined the goals, objectives of the planning process, as well as the essence and principles of organization of planning in the enterprise.
Thirdly, the structure of the planning system was considered in detail and the main types of planning of the innovation process in the enterprise were identified.
Fourthly, she considered the methods of intra-company planning and gave their characteristics.
In the practical part, based on the initial information, she made calculations of the cost of production in the reporting and planning period, also calculated the production capacity and the number of workers. On the basis of everything done, she drew up a production plan under the conditions limiting it.
At the end of the course work, she conducted a thorough analysis of the calculated and made the appropriate conclusions.

Content
Introduction……………………………………………………………….…4
Theoretical part…………………………………………………………... 5

1.1. General characteristics of innovative processes (innovations)……………………………………………………………......5
1.2. Classification of innovations………………………………………...... ...6

2.1. The concept of innovation planning……………………………….…...7
2.2. Tasks of innovation planning……………………………………...9
2.3. Innovation planning principles………………………………....9
3. The system of intra-company innovation planning………………10
3.1. Types of innovation planning at the enterprise……………… ....... 10
3.2. Processes of internal planning of innovations…………..12
3.3. Organization of innovation planning at the enterprise………... …13
4. Methods of intra-company planning of innovations .........................................15
4.1. Scientific and technical forecasting…………………………………15
4.2. Product - thematic planning of innovations…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
4.3. Calendar planning of innovations in the enterprise………….. .19
4.4. Production planning of innovations…………………… ….20
Practical part……………………………………………………….... ...21
Conclusion…………………………………………………………………........30
List of used literature…………………………………..32
Introduction

Possible ways to create a favorable innovation climate in the Russian economy began actively in the early 80s, even before the collapse of the Soviet Union. Even then, it became obvious that the existing mechanisms for “implementing” the results of research and development were ineffective, the innovative activity of enterprises was low, and the average age of production equipment was constantly increasing, reaching 10.8 years by 1990.
Since then, a number of state concepts for regulating and stimulating innovation activity have been adopted, the creation of a national innovation system has been announced, a number of mechanisms for state financing of innovation have been created, including the creation of an infrastructure for innovation activity. The main problem so far remains the disconnection of ties between the main participants in the innovation process (developers and consumers of innovations), information opacity and, therefore, low motivation, both for the development and financing of innovations.
Innovative is such an enterprise that introduces product or process innovations, regardless of who was the author of the innovation - employees of this organization or external agents (external owners, banks, representatives of federal and local authorities, research organizations and technology providers, other enterprises ).
Thus, the purpose of this work is to give an idea of the innovative activity of enterprises and its application in practice. And the main tasks are to understand the essence of innovation, identify the types of innovation, and also consider the impact of innovation on the development of an enterprise.
The object of this work is the enterprise as an economic entity, and the subject is innovation.

Theoretical part

1. Innovation and innovative activity of the enterprise

Innovation (English "innovation" - innovation, innovation, innovation) refers to the use of innovations in the form of new technologies, types of products and services, new forms of organization of production and labor, service and management. The concepts of "innovation", "innovation", "innovation" are often identified, although there are differences between them.
Innovation is understood as a new order, a new method, an invention, a new phenomenon. The phrase "innovation" literally means the process of using innovation. From the moment it is accepted for distribution, an innovation acquires a new quality and becomes an innovation (innovation). The period of time between the appearance of an innovation and its implementation into an innovation (innovation) is called the innovation lag.
The concept of "innovation" as an economic category was introduced into scientific circulation by the Austrian economist J. Schumpeter. He first considered the issues of new combinations of production factors and identified five changes in development, i.e. innovation issues:

In accordance with international standards, innovation is defined as the end result of innovative activity, embodied in the form of a new or improved product introduced to the market, a new or improved technological process used in practice, or a new approach to social services.
The motto of innovation - "new and different" - characterizes the diversity of this concept. Thus, innovation in the service sector is an innovation in the service itself, in its production, provision and consumption, and the behavior of employees. Innovations are not always based on inventions and discoveries. There are innovations that are based on ideas. Examples here are the emergence of zippers, ballpoint pens, aerosol cans, ring-openers on cans of soft drinks, and much more.
Innovation does not have to be technical or something material in general. Few technical innovations can rival the impact of the idea of hire-purchase. Using this idea literally transforms the economy. Innovation is a new value for the consumer, it must meet the needs and desires of consumers.
Thus, the indispensable properties of innovation are their novelty, industrial applicability (economic feasibility) and it must necessarily meet the needs of consumers.
Systematic innovation consists in a purposeful organized search for changes and in a systematic analysis of the opportunities that these changes can give for the successful operation of the enterprise.
Innovations can refer both to engineering and technology, and to forms of organization of production and management. All of them are closely interconnected and are qualitative steps in the development of productive forces, increasing the efficiency of production.
Innovation is not only a strategy that allows companies to receive innovation rent and maintain a leading position in promising markets, but also a way to survive in today's competitive environment. At the same time, this is a type of activity in conditions of uncertainty, when the ambiguity of the consequences of the company's decisions is especially pronounced. The constant threat of loss - total or partial - is the price that an innovative company pays for high expected returns and a privileged position in the market.
Thus, innovations, firstly, must have a market structure to meet the needs of consumers. Secondly, any innovation is always considered as a complex process, involving changes in both scientific and technical, and economic, social and structural nature. Thirdly, in innovation, the emphasis is on the rapid introduction of innovation into practical use. Fourth, innovations must provide economic, social, technical or environmental benefits.

1.2. Classification of innovations

All the variety of innovations can be classified according to a number of criteria.
1. According to the degree of novelty:

2. According to the object of application:

3. By the scope of application:

4. For reasons of occurrence:

5. By efficiency:

2.1. The concept of innovation planning

Innovative activity is an activity aimed at finding and implementing innovations in order to expand the range and improve product quality, improve technology and organize production.
Innovation activities include:

The main prerequisite for the innovative activity of an enterprise is that everything that exists is aging. Therefore, it is necessary to systematically discard everything that is worn out, outdated, has become a brake on the path to progress, and also take into account mistakes, failures and miscalculations. To do this, enterprises periodically need to conduct certification of products, technologies and jobs, analyze the market and distribution channels. In other words, a kind of radiograph of all aspects of the enterprise's activities should be carried out. This is not just a diagnosis of the production and economic activities of the enterprise, its products, markets, etc. Based on it, managers should be the first to think about how to make their products (services) obsolete themselves, and not wait until competitors do it. And this, in turn, will encourage enterprises to innovate. Practice shows that nothing makes a leader focus on an innovative idea as much as the realization that the product being produced will become obsolete in the near future.
Where do innovative ideas come from? There are seven sources of such ideas. Let's list the internal sources; they arise within an enterprise or industry. These include:
1) unexpected event (for an enterprise or industry) - success, failure, external event;
2) incongruence - a discrepancy between reality (what it really is) and our ideas about it;
3) innovations based on the needs of the process;
4) sudden changes in the structure of an industry or market.
The next three sources of innovation are external because they originate outside the enterprise or industry. This:
5) demographic changes;
6) changes in perceptions, moods and values;
7) new knowledge (both scientific and non-scientific).
An analysis of these situations when considering a particular type of change allows us to establish the nature of an innovative solution. In any case, you can always get answers to the following questions. What will happen if we use the created change? Where will this lead the business? What needs to be done to turn change into a source of development?
However, of the seven sources of change, the third and seventh are the most important, as they are the most radical.
The change caused by the need of the process is much more important than the first two. An old proverb says, "Necessity is the mother of invention." In this case, the change is based on the needs of practice, life. (Replacement of manual typing in typography, keeping food fresh, etc.) At the same time, the implementation of this type of change implies the need to understand that:

In any case, in solving a problem of this type, the following questions must be answered. Do we understand what and what changes the process needs? Is the required knowledge available or does it need to be obtained? Are our solutions consistent with the habits, traditions and target orientations of potential consumers?

2.2. Tasks of innovation planning

Planning is one of the main elements of the system of intra-company management of IP activities.
Innovation planning is a system of calculations aimed at choosing and substantiating the goals of IP development and preparing the decisions necessary for their unconditional achievement. Within the framework of the integrated management system, the planning subsystem performs seven particular functions.
1. Target orientation of all participants. Thanks to the agreed plans, the private goals of individual participants and performers are focused on achieving the general goals of a joint innovation project or IP as a whole.
2. Perspective orientation and early recognition of development problems. The plans are oriented to the future and are based on reasonable forecasts of the development of the situation.
3. Coordination of activities of all participants of innovations.
4. Preparation of management decisions. Plans are the most common management decisions in innovation management. When preparing them, a deep analysis of the problems is carried out, forecasts are made, all alternatives are explored and an economic justification for the most rational solution is made.
5. Creation of an objective base for effective control
6. Information support for participants in the innovation process.
7. Motivation of participants.

2.3. Innovation planning principles

Innovation planning on IP is inherent in the principles that establish the general rules for the development and effective functioning of this subsystem in innovation management.
The implementation of innovative activities of IP is aimed at achieving certain economic results, tasks of economic and financial development.
The principle of scientific validity of planning is implemented in conditions when it is based on taking into account the laws and trends of scientific, technical and economic development, takes into account the objective conditions and specific features of a particular IP.
The principle of the dominance of strategic aspects in planning follows from the long-term nature of the results, the long cycle of innovation and their vital importance for ensuring the competitiveness of IP.
The complexity of innovation planning means the systematic linking of all plans developed at the IP.
One of the essential conditions for the validity of plans and methods for ensuring comprehensive planning is the budgetary balance of plans.
The principle of flexibility and elasticity of innovation planning means the requirement for a dynamic response of plans to deviations in the course of work or changes in internal and external factors.
The continuity of innovation planning includes two aspects: continuity and interconnection of plans of different duration; the requirement to constantly carry out planned calculations in accordance with changing conditions and the occurrence of deviations. Innovation planning necessarily involves the development of plans for various lead times: long-term, medium-term and short-term. The presence of plans of various duration establishes a certain frequency of their formation, which turns planning into a continuous process of developing, detailing (refinement), making changes and extending plans.

3. System of intra-company innovation planning

3.1. Types of innovation planning in the enterprise

The IP innovation planning system includes a set of various plans that interact with each other and are aimed at implementing the main functions and tasks of planning. The essential factors determining the composition and content of this complex are the organizational structure and profile of the innovative activity of the IP, the composition of the ongoing innovation processes, the level of cooperation during their implementation, the scale and constancy of innovation activity. Types of plans differ in goals, subject, levels, content and periods of planning.
According to the target orientation, strategic and operational planning of innovations are distinguished.
Strategic planning as an element of strategic innovation management consists in defining the mission of the organization at each stage of its life cycle, forming a system of activity goals and a strategy for behavior in the innovation markets. At the same time, in-depth marketing research is carried out, large-scale predictive developments assess the strengths and weaknesses of the organization, risks and success factors. Strategic planning, as a rule, is focused on a period of five or more years. It is aimed at creating a new potential for successful IP activities.
Operational planning of innovations has as its task the search and coordination of the most effective ways and means of implementing the adopted strategy for the development of IP. It provides for the formation of a product-thematic portfolio of IP, the development of calendar plans, the preparation of business plans for individual projects, the calculation of the required resources, funds and sources of their coverage, etc. Operational planning of innovations aims to realize the potential of the organization in the form of profits, sales volumes, etc.
Strategic and operational planning are in dialectical interaction and meaningfully complement each other in a single process of innovation management.
The subject sign characterizes the volume of planned work on IP. In accordance with the division of labor on a subject basis into IP, the planning of R&D, production, marketing, logistics, information support, finance, personnel and other subject areas of IP are distinguished into separate types of plans. The nature of the subject area significantly affects the composition of the information used, the regulatory framework, the frequency and methods of performing planned calculations.
Planning should cover all areas and hierarchical levels of the organization. In accordance with the accepted organizational structure of the IP, there are consolidated or integrated planning of the activities of the IP as a whole, planning of structural units (divisions, services, departments and laboratories, industries, workshops and sites), planning of individual innovative projects and individual planning of the activities of performers. Each level of planning differs in the composition of the planned parameters, the degree of their detailing and development methods. The content aspect in innovation planning is expressed in three types of planned calculations: product-thematic, technical-economic and volume-calendar.
Product-thematic planning of innovations consists in the formation of promising areas and topics of R&D, the preparation of programs and activities for updating products, improving technology and organizing production at IP. At the production stage of innovative processes, this type of planning involves the development and optimization of production programs for IP and workshops.
Technical and economic planning includes calculations of material, labor and financial resources necessary to fulfill nomenclature and thematic tasks, as well as an assessment of economic results and the effectiveness of innovative activities of the IP. This type of calculation includes financial planning, business planning, budget planning, etc.
Volume-calendar planning of innovations consists in planning the scope of work, the loading of departments and performers; construction of calendar schedules for work on individual projects, the entire set of planned work, loading of equipment and performers; distribution of work for separate calendar periods.
Depending on the planning period, there are long-term plans, focused on five or more years, medium-term - up to five years and short-term, covering a period of time up to a year.
The composition and combination of different types of plans within a particular organization are formed based on the concept of innovation planning adopted in it. In domestic and foreign practice, such forms of innovation planning as a program-target approach, management by goals, system management, network management methods, etc., are widely used.

3.2. In-house innovation planning processes

Innovation planning is not a one-time, volitional act of management, the result of which is an approved planning document. It is one of the most important processes for making managerial decisions at IP. This process consists of separate phases, stages and steps that are in a certain logical relationship and are carried out in a constantly repeating sequence, forming a specific planned cycle on the IP. The cyclical nature of innovation planning is provided by direct and feedback links and is determined, on the one hand, by the need for consistent detailing of plan targets for individual periods of time, hierarchical levels of plans and the content of tasks, and on the other hand, by the requirements for updating plans in the event of deviations or new management considerations.
Innovation planning process. Regardless of the type of plans, it is divided into three formal phases of calculations: the formulation of the planning problem, the development of the plan, and the implementation of the planned solution. In practice, the microstructure of the planning process is also often regulated, in which each of the phases is specified in terms of its constituent stages, stages, methods of their implementation.
When setting goals, the following general requirements must be met:

The planning decision is made by the manager on the basis of a comprehensive assessment and a reasonable choice of the best plan option. The decision on the plan acts as one of the most important managerial decisions in innovation management.

3.3. Organization of innovation planning at the enterprise

The complexity of innovation planning processes and the variety of plans being developed require the strict organization of all procedures for the preparation, processing and synthesis of planned information, control over the execution of plans and their timely adjustment. The organization of innovation planning at IP provides for the solution of three sets of issues:
The composition and nature of the specialization of innovation planning bodies at IP are determined by three main factors: the level of centralization of planning at IP, the type of general management system, and the accepted form of organization of innovation.
The combination of various types of planned calculations forms integral systems for planning innovations in IP. Its implementation is entrusted to special planning bodies and managers at various levels. There is a fundamental difference between centralized and decentralized innovation planning systems in IP. Under a centralized system, the planning function is entrusted to central innovation planning bodies. In large specialized IP, research institutes, design bureaus, the consolidated planning of innovations is carried out by functional services (departments or departments): economics and IP development planning, thematic and scheduling, foreign economic relations, marketing research, sales, finance, labor and wages, contracts and legal support , logistics, accounting, etc. In this case, the central planning services resolve issues of strategic, long-term planning, as well as summary calculations and justifications for the whole enterprise. Along with the central services in separate functional and subject (thematic) subdivisions, planning subdivisions are being created, dealing mainly with particular issues of operational planning and monitoring the implementation of innovative processes.
The centralized form of organizing planning is most often implemented at large IPs with a relatively stable activity profile and a stable rate of technical progress. With a decentralized scheme, innovation planning is assigned to planning services and heads of IP departments specialized according to the thematic principle or responsible for individual stages of the innovation process: R&D, production, marketing, supply, etc. In this case, both strategic and operational planning of innovations is carried out separately in areas innovative activity of IP.
One of the most important tasks of organizing the planning of innovations at IP is the mutual linking of individual plans into a single set of coordinated and strictly subordinated plan targets. In planning, this task is called coordination of plans. Its implementation is carried out by various procedural and methodological techniques. There are three types of coordination of plans: by periods, content and levels of planning. Coordination of plans by periods can be carried out in two ways:

Level coordination of plans is ensured by the system of delegation of authority adopted at the IP, the development of democratic principles in management. The process of planning by hierarchy levels can be carried out on IP according to three alternative schemes:

The planning of innovative processes, due to their creative nature, personalized form of activity and results, is more characteristic of the “bottom-up” coordination scheme. It is known that two-thirds of American companies plan according to this scheme, and the rest - on the basis of the interaction of all levels of management.
Formalization of innovation planning processes for IP in each of the listed areas is carried out by specific methods and ensures meaningful coordination of all services and departments in the innovation management system.

4. Methods of intra-company innovation planning

4.1. Scientific and technical forecasting

Essence and types of scientific and technical forecasting. The innovation activity management system provides for the performance of special calculations related to the development of scientific and technical forecasts. A scientific and technical forecast is a comprehensive probabilistic assessment of the content, directions and volumes of the future development of science and technology in a particular area. The main function of scientific and technical forecasting is to find the most effective ways to develop the objects under study based on a comprehensive retrospective analysis and study of trends in their change.
In the control system, the forecast provides the solution of the following most important tasks:

The forecast reduces the number of variant studies in the formation of the plan, increases the depth and quality of the justification of the plan, forms its ultimate goals, determines the conditions for the implementation of the plan, models the possible ways of developing the object, the activities necessary for their implementation and the expected results. Thus, first of all, it serves to justify planned decisions. However, predictive developments can also be used to determine the possible consequences of the implementation or non-implementation of planned decisions. The need to develop various types of scientific and technical forecasts is predetermined by the complexity of the innovation sphere as an object of management.
Forecasts differ in the nature of objects, the content and period of forecasting, the scale and degree of complexity, the level of development, etc.
Taking into account the breadth of the thematic framework and the level of development, forecasts are distinguished:

All of them are interconnected by relationships of subordination and form a hierarchical forecasting system that provides an organic combination of forecasting activities at various levels of management and in all areas and areas of science and technology.
The narrower the thematic framework of the forecast being developed, the shorter the forecasting period should be. In new, rapidly developing fields of science and technology, forecast periods are shortened, and the forecasts themselves are updated more frequently than in traditional fields.
Methods of scientific and technical forecasting. Modern domestic and foreign practice includes more than 130 different methods for developing forecasts. The whole variety of methodological methods of scientific and technical forecasting can be conditionally reduced to three most important groups:

The essence of the extrapolation methods used in forecasting science and technology is that by analyzing the change in individual parameters of the object being developed in the past and examining the factors that cause these changes, one can draw conclusions about the patterns of its development and ways to improve it in the future. In scientific and technical forecasting, it is customary to distinguish two types of problems solved by extrapolation methods: problems of dynamic and static analysis.
Trend extrapolation refers to quantitative forecasting methods. To predict the same qualitative characteristics, as well as objects, the development of which is not amenable to formalization and statistical modeling, methods of expert assessments are widely used. The essence of expert methods of scientific and technical forecasting is that on the basis of a priori assessments of a qualified specialist or a group of specialists, a conclusion is made about the ways of development of science and technology, promising areas of scientific research and development. Depending on the form of work with experts, there are individual and collective methods of examination.
One of the most promising approaches to the development of forecasts is considered to be modeling the development of science and technology, i.e., determining the prospects for changes in technology based on adequate models of its development. By the nature of the models used, logical, informational and mathematical forecasting models are distinguished.

4.2. Product-thematic innovation planning

The essence and types of product-thematic planning. Product-thematic planning is the most important element of the system of intra-company innovation planning at all levels of management. Its tasks are to determine the directions and proportions in the scientific and technological development of the IP, to establish R&D topics, to form the structure of a promising production program for the production of innovative products and to implement the entire range of innovative activities.
In independent research institutes and design bureaus, product-thematic planning is represented by the formation of a thematic plan containing a list of R&D and innovative projects aimed at implementing the adopted concept of the prospective development of IP. In the process of thematic planning, the most important topics are selected, its effectiveness and the level of quality of the planned results are assessed, the executors, deadlines and estimated cost of the work are determined. The scientific, technical and economic results of its activities in the current period and in the future depend on the quality and level of validity of calculations in the formation of the thematic plan of the IP.
At individual entrepreneurs implementing the final stages of the innovation process, product-thematic planning is expressed in the formation of a product-market portfolio of an enterprise and planning its production program for a certain period of time. The IP production program determines the range and volume of production of specific types of innovative products. During its formation, the study of market conditions, the pricing policy of IP, the calculation and planning of costs for the production of new products, the implementation of measures for the technical preparation of the production of new products, the distribution of production tasks by workshops and sections, as well as by periods of time of the calendar period.
Product-thematic planning in research institutes, design bureaus and entrepreneurs is a complex and lengthy process of collecting and processing scientific, technical and market information about the potential of an individual entrepreneur, the state of markets and competitors, forecasts for the development of certain areas of science and technology, as well as analyzing the existing obligations of the enterprise under government and other orders. This area of planned work refers to a greater extent to the top management at the IP, however, it captures all the lower levels of management. Of great importance is strategic thinking, focus on the long-term potential for success of IP and the scientific validity of decisions made. The scientific validity of product-thematic planning is ensured subject to the following requirements:

The process of product-thematic planning of innovations. Product-thematic planning is a complex, multi-level iterative process in which managers, planning services, analytical, research and development departments of the IP take part. It includes information support, analytical research, marketing developments, economic justifications and estimates, as well as assessments of one's own potential and rationale for management decisions. The general process of product-thematic planning of innovations contains three main stages of calculations: the formation of product-thematic proposals, evaluation of proposals and selection of topics, implementation of the plan.
The first stage - the formation of product-thematic proposals - has as its task the preparation of the largest possible number of promising innovative ideas regarding the composition of an innovative product, changing the structure of markets or the technical development of IP. The main sources of innovative proposals at this stage are the results of marketing research, scientific and technical forecasts, and the development of a promising product policy for IP. Marketing research in market conditions is the most important source and necessary condition for a scientific approach to product-thematic planning for IP. Marketing research within the framework of product-thematic planning is focused on the formation of a product-market portfolio of IP.
The use of a variety of methods and techniques for searching for innovative ideas, along with constant analysis of portfolio matrices and strategic planning of product policy, allows the IP to form a large number of alternative innovative proposals for the thematic plan, competing with each other in terms of available IP resources and expected results. According to consulting firms, a single successful product innovation requires an average of 58 diverse new ideas. At the same time, it is required to consider at least 300 different options and proposals. Therefore, the most important stage of product-thematic planning of innovations is the stage of evaluation of proposals and selection of the most relevant topics.
In domestic and foreign practice, to solve this important task, as a rule, various methods of selection of competing proposals are used, based on a multi-criteria assessment and a two-stage selection of promising topics. At the first stage, proposals are evaluated and their rough selection is carried out according to a set of criteria that reflect the market situation with the proposed innovative product. The following parameters of the market situation can be used as criteria at this stage of selection: dynamics of demand for an innovative product, expected market share, assessment of market risk, presence of market barriers, state of competition, price flexibility, expected profitability, required investments, availability of resources, expected production volume innovative product.
The selection of proposals at the first stage of selection is carried out in accordance with the generalized indicator by ranking the proposals and the normative restriction according to the minimum allowable level of the value of the generalized indicator. The limit is set by the IP based on the available resources and opportunities for the development of innovative potential in the planning period. At this stage of selection, the composition of proposals allowed for further consideration should exceed the innovative capabilities of the IP. At the second stage, a detailed selection of proposals admitted for development is carried out according to a set of criteria that characterize the scientific and technical level and the strategic attractiveness of proposals.
The following parameters can be used as criteria at this stage of selection: relative market share, product quality (according to international standards), level of technology, economic efficiency, patent and licensing capacity, management competence, personnel qualifications. The mechanism for evaluating proposals at the second stage of selection can be the same as at the first stage, but taking into account the specific prioritization of the criteria for selecting innovative proposals. The outlined scheme for the selection of innovative proposals should not be considered in isolation, but as part of the overall system for the formation of a product-thematic portfolio of IP. Only with such a systematic consideration, it can ensure an active search for fruitful innovative ideas and an objective selection of promising proposals, taking into account the market situation, general trends in the development of the innovation sphere and the real opportunities and interests of individual entrepreneurs.

4.3. Enterprise innovation scheduling

Scheduling aims to establish interrelated start and finish dates for each topic, taking into account available resources. In the process of achieving this goal, the following main tasks are solved at the scheduling stage:

With a large range of topics simultaneously performed, which is typical for many IPs, the high complexity of the developed equipment and technology, which requires the involvement of a large number of performers
etc.................

The implementation of the plan for strategic and current activities requires the development of a set of measures that ensure innovative development. For this, an innovation plan is left. Innovative ideas at the stage of strategic planning are the main substantiation of the reality of the planned directions of development.

Innovation and investment planning is aimed at selecting and substantiating the goals of effective development of the enterprise and preparing the decisions necessary for their unconditional achievement. The plan should take into account the likelihood of expected results, the scale of implementation and the long-term nature of the consequences.

The process of innovative and investment renewal of production includes a number of stages - from identifying the possibility of innovation to entering a wide market with it. The feasibility of innovations and investments is assessed on the basis of a special document - a business plan for a new project.

IN business plan for a new project the possibilities of enterprises to increase the volume of output and improve its quality, technical and organizational improvement of production are determined, the achievements of scientific and technological progress, advanced domestic and foreign experience are reflected, internal production reserves are analyzed. If we are talking about a potential investor, then at least in the business plan he needs to show:

- commercial efficiency of the project;
- possible risks and guarantees provided;
- marketing perspectives;
- ownership and legal form of business organization;
- issues of personnel management;
- organization of production, supply of raw materials and materials;
- schedule of project financing and return of funds.

At a modern enterprise, the cost structure for innovation should include research and marketing research, development work, the purchase of machinery and equipment, technologies, software, production preparation, and staff training.

Enlarged innovative activities can be grouped into the following main sections:

1) development of new, competitive products and progressive technology of its production;
2) renewal and modernization of fixed assets, introduction of mechanization and automation of production processes;
3) improvement of management, organization of production, labor.

On the effectiveness of innovations with development of new, competitive products and progressive technology of its production is influenced by a combination of economic, legal, technical, market factors: the relevance of products, market needs, the degree of renewal of the basic assortment, the competitiveness of a new product, the compliance of the product line and the profile of the enterprise, the level of risk of acceptance by consumers of a new one.

Inventions (ideas, ideas) underlying market innovation offer a solution to a practical problem: social, environmental, technological. Market principles encourage innovation under certain conditions. A new product and technology can count on positive acceptance by the market if a more effective solution of a problem is expected compared to the methods used, this innovation is necessary for the consumer and there is a potential opportunity for them to receive real benefits, and the initiator of the introduction - high profits. Otherwise, the implemented ideas will not be in demand.

It is difficult for a consumer to be interested in purchasing a new product if its real consumer properties are inferior or at least not equivalent to those already existing on the market. An example is the attempt to market developments of numerous whey products. Meanwhile, under certain conditions, products from side (associated) raw materials can become so-called products lifestyle, more valuable to the consumer than conventional ones due to dietary properties, environmental friendliness, etc.

If there are several interchangeable options, preference is given to those that will cause an increase in demand, more easily fit into the existing technological process. Technological innovations are designed to ensure market development, high-quality products and the elimination of defects, higher technical and economic indicators, especially an increase in profits.

The sources of new innovative ideas are marketing research and the initiative of the enterprise's personnel. Already at this stage of renewal, a clear formulation of the goal of innovation is important. An objective assessment of the demand for and opportunities for innovation is required, taking into account financial, human and technical resources, and the formation of a system of innovation goals. Innovation goals should be measurable, oriented and achievable over time.

When planning the creation of a new product or improvement of output within the framework of a holistic innovation management structure, a reasonable forecast of production and sales costs, the amount of required investment, the timing of the first profit and cost recovery is necessary. The competitiveness of a new product on the market, the strengths and weaknesses of competitors and their likely behavior when introducing a new product are analyzed.

It is advisable to understand in advance what is the content of the product from the point of view of the consumer, which reflect those features that are essential for this product. Is it an object or phenomenon that represents another object? Therefore, Danissimo yogurt is presented as a symbol of status and desire at the same time, and coffee in the Shared Coffee House is “not just coffee”.

The success of a new product is largely determined by its physical characteristics, which are the transformation of physiological and emotional consumer preferences into the texture parameters of the product. The texture of a product is everything that can be perceived by the senses: appearance, design and color, design features, packaging, size, quantity, weight, taste, smell.

For the material embodiment of a new product, the quantity and type of materials, the time to master production, the size, shape and other characteristic features of the goods are determined. In the process of creating a product, it must be taken into account that, for example, food products require verification and conclusions from the relevant competent authorities (health, sanitary-epidemiological and other organizations).

First of all, the functions and purpose of the product are investigated. Then the functional quality is considered, that is, the ability of the product to fulfill its purpose. Further, it is necessary to formulate and provide the consumer with evidence and evidence of the quality, benefits and benefits of using the product. For commercial success in the marketplace, precision in detail is essential, even for sub-parameters. We need to compare the benefits offered with similar products and assess the buyer's expectations regarding the purpose, quality and consumption of the product.

According to the characteristic winning features embedded in the product in the process of its improvement, it is possible to accurately program the degree of satisfaction from the use of the product.

Developing an effective design is as important as the product itself. Packaging should literally scream about the product, be closely associated with the requirements of buyers and their ideas about the product. If this does not happen, then the product will fail. Company Philips released in the mid 1980s. a microwave oven with an unusual design that was supposed to attract the attention of the consumer. However, the unexpected happened: the consumer associated the appearance of the product with a nuclear power plant, the likeness of which, remembering the sad consequences of Chernobyl, few people wanted to have in their kitchen.

To program product quality, a system of general indicators is used, which includes:

- the share of fundamentally new (obtained as a result of innovative activity) products in the volume of output;
- the coefficient of renewal of the product range (associated with the effectiveness of innovative activities at the enterprise);
- percentage of complaints or manufacturing defects.

When creating a new product, improving its quality is the basis for the formation of competitive advantages. When evaluating each product, specialists must determine how important the product is to the customers who bought it, and why they did it, how the product is perceived by those who have not yet bought it. It is necessary to understand what caused the preference given to other products, whether all the capabilities of the enterprise were applied from the standpoint of the technology and equipment used.

For innovative technological improvement, the methods of fractionation and modification of food raw materials, combined food products using animal and vegetable protein raw materials, and the use of other modern processing methods play an important role.

Innovations in production technology are: innovations that replace batch processes with continuous ones, multi-stage processes with single-stage ones; intensification of processing modes; organization of non-waste production; ensuring compliance with modern rules and standards. Thus, environmentally friendly protective coatings of a new generation based on polymers are effective; application of the achievements of biotechnology, enzyme preparations with high activity, with desired properties, which opens up new opportunities for the intensification of technological processes.

Significant reserves for the effective development of enterprises are the introduction of technologies for the integrated and waste-free processing of raw materials, the industrial use of secondary food raw materials containing proteins, carbohydrates, fats, minerals, and vitamins. For example, the complete processing of secondary resources of the country's dairy industry makes it possible to use an additional 120 thousand tons of milk protein for food purposes, which is equivalent in nutritional value to 1 million tons of meat.

Of the secondary raw materials generated in the agro-industrial complex, 92-93% are involved in the economic turnover. However, much less is processed: in meat production - 60-61%, in dairy - 7 2 - 7 3, in alcohol - 10 -11, in sugar production - 16-17%, which is unacceptable for a modern enterprise.

It is necessary to master the production of combined meat products with various protein components of animal and vegetable origin that meet modern dietary requirements. It is economical to use domestic food additives to increase the water-binding capacity of minced meat. The introduction of innovative technologies for the production of boiled sausages with an extended shelf life (up to 45 days) is effective.

Promising methods for processing secondary raw materials are the use of biotechnological methods (enzymatic hydrolysis, electrodialysis, reverse osmosis), which make it possible to increase the extraction of valuable components from the feedstock. Products containing probiotic microorganisms (bifidobacteria, acidophilus lactobacillus, etc.) are effective, and the production of phytoproducts can become an alternative to drug treatment.

It is necessary to reduce losses, which, for example, during storage of meat amount to more than 100 thousand tons, and during cooling and freezing - up to 15 thousand tons per year. Considering that nutrition experts recommend that an adult consume 70 kg of meat per year, it is not difficult to calculate how many people could be provided with reduced losses.

At renewal and modernization of fixed assets, introduction, mechanization and automation of production processes it is necessary to take into account the strategic task of each modern production - to become an enterprise of modern industry.

The mechanization of labor in many enterprises often does not exceed 40-60%, more than 50% of labor-intensive operations are performed manually. The situation is aggravated by the fact that over a third of the fleet of machinery and equipment has worked out two or more depreciation periods. The renewal of the equipment fleet often does not exceed 3~4% instead of the required 8-10% per year.

The lack of technical equipment is the main reason for the lag in labor productivity (4-5 times) and the unsatisfactory level of output from 1 ton of feedstock in comparison with similar enterprises in developed countries.

Given this, innovative measures should include the replacement of worn-out and obsolete equipment, its modernization, the elimination of bottlenecks, increasing production flexibility, increasing production capacity, increasing the mechanization and automation of production processes, reducing labor intensity, material and energy costs, and reducing environmental pollution. .

In order to ensure trouble-free operation, they plan the frequency of equipment repairs and the corresponding cost estimates calculated according to current sources of funding and standards.

Improvement of management, organization of production and labor includes measures to use cost-effective forms and methods of management, allowing to reduce the number of personnel and the cost of its maintenance. For these purposes, it is envisaged to improve the structure of enterprises, introduce internal commercial accounting, eliminate unnecessary links and redistribute the functions of the administrative apparatus, simplify accounting and reporting, and improve working conditions.

Measures are being developed to improve cooperation and concentration of production in the organization of energy, transport and repair services, and material support. Measures are planned aimed at improving the use of labor resources, creating more favorable sanitary-hygienic and psycho-physiological working conditions.

When developing enterprise plans, it is of particular importance to plan measures to improve the quality of products and work performed.

In the plans of enterprises, it is important to lay down measures for the implementation of a quality management system in accordance with the requirements of international ISO standards, including:

- use by partners of a certified quality system according to ISO standards;
- maximum openness of all business activities for stakeholders;
- application of the quality certificate for advertising purposes;
- product quality assurance.

The main purpose of creating ISO standards is to develop requirements in the form of standards, the implementation of which allows the production of products in exact accordance with the requirements of customers. The standards contain the most acceptable requirements for each enterprise. The quality management system is built by him in accordance with the goals and objectives, the specifics of the external environment and the characteristics of the activity.

A set of documents regulating the main aspects of the enterprise's activities should first of all describe those processes that significantly affect the quality of products. A documented description of key business processes ensures their control, clear understanding, management and continuous improvement.

The basis of the quality management system is the development at the enterprise of a special document “Quality Policy”, which contains the goals and obligations that the enterprise has set for itself. The quality policy assumes that the company is ready to fulfill obligations and follow them in full, despite any circumstances.

For goods and services, the requirements of ISO standards should include:

- the possibility of any control and testing;
- the procedure for checking the reliability of the quality of the supplier;
- points of control and testing during the production process;
- a list of controlled characteristics, tested equipment and personnel qualifications;
- the procedure for testing the quality of products (services) of the enterprise by the consumer;
- the procedure for testing to confirm the quality of work;
- procedure for external audit;
- procedure for certification of resources, production and management;
- the procedure for monitoring the confirmation of the system's operability;
- output.

The concept of internal standards of the enterprise is described as a series of interrelated processes, managing which, it improves its activities. Each process must have an executor who is responsible, monitors efficiency, and is responsible for its adjustment.

Building a system allows you to reduce the cost of an enterprise for detecting and correcting defects, as well as external and internal losses, reduce management costs: documentation of key processes ensures their better manageability; control, analysis and revision ensure continuous improvement of processes; the distribution of powers and responsibilities provides mechanisms for monitoring performance and measures to prevent negative results.

The quality management system involves the involvement of personnel in quality improvement activities, which makes it possible to more fully and effectively use the abilities, knowledge, and skills of employees. The incentive system should increase employee satisfaction and positively influence performance.

As practice shows, the key component of the success of a project to implement a quality management system is the personal desire of everyone and the desire of the administration, management control, allocation of the required resources, system monitoring in order to analyze the effectiveness of its functioning and develop improvement measures.

In order to reduce the resistance of staff to change, which often accompanies the system development process, it is necessary to train and encourage employees to act in accordance with the regulations of the quality management system and to ensure employee motivation while saving resources overall and strengthening intra-corporate relationships (for example, in working groups that combine formal and informal leaders).

Planning an effective quality management system is impossible without changing the ideology of the enterprise. It is important to form the belief of employees in the effectiveness of the system on the basis of real, even insignificant positive facts presented in the light of quality management.

An informal approach to the implementation of quality management systems, top management leadership, staff involvement and the involvement of qualified specialists in the field of quality allow enterprises to make the most of the opportunities that are inherent in the requirements of international ISO standards.

HACCP principles (Russian abbreviation for Hazard Analysis and Critical Control Points) are also used for effective quality management. The HACCP system is a set of organizational structure, documents, production processes and resources necessary to implement the principles of HACCP. It provides:

- identification of conditions for the emergence of potential risks (hazardous factors) in the production and sales of products;
- their identification at all stages - from the receipt of raw materials to the final consumption of the goods in order to establish the necessary measures for their control;
- identification of risks in the form of critical control points in the production process to eliminate or minimize the possibility of failures in production;
- setting limit values for parameters for critical control points;
- development of a monitoring system for critical control points and a system of preventive corrective actions;
- assessment of the effectiveness of the system;
- documentation of procedures and methods of data recording.

The development of a HACCP system requires background information about the product itself, its production and sales methods.

Information about products must contain:

- a list of normative and technical documentation (NTD), according to which it is produced;
- the composition of the main raw materials, additives, packaging, their origin and the list of scientific and technical documentation for which the products are manufactured;
- the requirements for product safety specified in the NTD;
- product identification features;
- storage conditions and shelf life of products;
- possible options for the use of products for other purposes, recommendations and indications in its use by various consumer groups and the dangers associated with this.

Information about production and sales should contain diagrams of the relevant production processes and plans of the premises where they take place. At the same time, it is necessary to identify and evaluate all types of hazards (biological, microbiological, chemical, physical) that may manifest themselves in the production and sales process.

Under danger in the HACCP system, a potential source of harm to human health or negative phenomena is understood. Danger factor- type of danger with specific signs. For each potentially dangerous factor, a risk analysis is carried out, taking into account the likelihood of its manifestation and the severity of the consequences, and a list (operations, products) is compiled for which the risk exceeds the permissible level.

For each hazard, critical, control points, a system of observations, measurements and analysis are determined.

After the introduction of the HACCP system, internal audits should be carried out at least once a year and on an unscheduled basis. The verification program includes:

- analysis of claims, complaints, reclamations, if product safety is violated;
- assessment of compliance of actually performed procedures with approved regulations;
- analysis of monitoring results of critical points;
- the procedure for the implementation and verification of the results of the preventive, corrective actions taken;
- assessment of the efficiency of the HACCP system and preparation of recommendations for its improvement.

Certification serves as confirmation that the enterprise has implemented the HACCP system, created the necessary conditions for the production and sale of safe products. Certification of the HACCP system ensures that all activities of the enterprise that may affect the quality and safety of products are identified, documented and effective.

For each of the planned activities, the timing, the volume of implementation, the release of the number and the expected growth in profits from the moment of implementation until the end of the year are determined (Table 7.1).

Table 7.1

Plan of measures for innovative development of production

The development of an innovation strategy implies the identification of promising directions for the development of an organization in terms of its innovative potential and predicted changes in the external environment. Effective ways and means of implementing the development strategy are chosen in the process tactical planning of innovation activity. Its main tasks are to form a portfolio of innovative projects, the implementation of which will ensure the achievement of strategic goals with the optimal use of the organization's resource capabilities and maximization of future income. To do this, product-thematic plans for innovations are drawn up and their feasibility study is carried out. The implementation of selected innovative projects within the optimal time frame and within the allocated resources is ensured by the development of operational calendar plans, which at the same time are a means of monitoring their implementation.

Product-thematic planning of innovations - the process of forming a product-thematic portfolio of innovative activities, which covers the development of programs and measures for updating products, improving technology and organizing its production and marketing.

Product-thematic planning of innovations is carried out marketing subsystem management, which explores the market and identifies new requirements and demands of consumers.

To do this, it is necessary to comprehensively study consumers, the conditions of competition and the level of scientific and technical potential of the organization, as well as find out the expectations of consumers regarding the possible characteristics of a new product. These actions are an integral part of the process of product-thematic planning of innovations, their results make it possible to more accurately determine the directions of innovative activity, they are performed by various functional services of the enterprise, however, the integrated marketing management system summarizes the results.

Studying consumers and analyzing the market marketing research department. To this end, they most often resort to a survey of consumers, which allows them to understand their lifestyle, determine the attributes that form their social status, the best ways to sell, and the like. This is a kind of attraction of a potential client to the creation of a new product, which facilitates its sale. General methodological approaches to such research include segmentation of consumers, the study of demand motives, the assessment of ways to acquire a new product, determining the reasons for purchasing it from this enterprise, assessing trends and reasons for changing needs, and the like.

Analyzes trends in scientific and technical progress and the level of scientific and technical potential of the organization department of scientific and technical forecasting. An analysis of STP trends is necessary to determine the feasibility of planning innovation activities in a certain direction. To draw an objective conclusion, one should analyze the scientific and technical information.

The method of searching for the necessary information is based on its classification. All technical information is divided into scientific and technical and patent. Scientific and technical information - this is information placed in books, scientific articles, deposited manuscripts, reports on research and development work, dissertations, and the like.

Patent Information - information contained in submitted but not yet considered applications, accepting applications and issued titles of protection (patents, author's certificates).

Examines consumer expectations for a new product sales department in order to identify the real market demand for it. This is necessary for the economic justification of the feasibility of its development by production, which is carried out taking into account the level of demand for an existing product and allows you to predict the level of prices for a new product.

Identify funding opportunities for innovative change financial and economic planning departments. This helps, even at the pre-selection stage, to reject projects that the organization is unable to implement due to financial difficulties.

Conducted in this sequence, the analysis of activities in the selected market segment indicates the direction of innovative changes that organizations need to take to improve the way they meet public demand, taking into account their financial and innovative capabilities.

Product-thematic innovation planning involves, first of all, the decision to update and improve the products manufactured by the enterprise, since it is the ability to create new goods (services) that better than others satisfy the needs of consumers, forms their commitment and devotion to the enterprise, provides it with sustainable competitive advantages.

To substantiate such decisions, the product range is analyzed and directions for its optimization in the planned period are determined.

Planning programs and activities for product upgrades. The modern assortment policy of each enterprise provides for the presence in its order portfolio of products at different stages of the life cycle, and a certain ratio between them. Practice shows that for the success of an enterprise, products that provide it with the greatest profit should cover 75-85 % total production. The rest is accounted for by products whose production is curtailed (obsolete) or started (new).

Based on the analysis of the external environment of the organization (determining trends in demand for its products, assessing the advantages and preferences of consumers in target market segments, etc.) and internal (product profitability, stage of its life cycle), unprofitable goods, goods with low demand, goods whose life cycle ends. But they introduce new products that can better meet the needs of consumers and give greater profits in the planned future.

The process of mastering a new product is possible only if its industrial design exists, created in the organization or if there is a license for its manufacture, acquired in other market entities. If the template does not exist, you need to schedule its creation. The complexity of creation and industrial development depends on how the concept of a new product will differ from the samples of products manufactured by the enterprise. It is necessary to carefully substantiate the feasibility of developing a new product, taking into account the resource capabilities of the organization and market conditions, carried out as part of the management of innovative projects.

At the same time, when analyzing the range of products manufactured by an enterprise, it is necessary to evaluate the possibility of extending the life cycle of those products whose consumer characteristics can be made more attractive to buyers due to the improvement of the technological process. In many cases, minor upgrades to existing technology can modify or improve the performance of a product and help prolong its life cycle.

If the life cycle of a product has not yet been completed and it is suitable to meet the needs of consumers, and its lower competitiveness is due to price parameters, then it is quite realistic to regain lost ground by reducing the cost of its manufacture. In this case, it is necessary to develop organizational and technical measures that help reduce production costs.

If the product is inferior to the analogue that has appeared on the market in terms of quality characteristics, but they can be improved by improving the production technology, then a quality management program should be developed, which may also contain elements of an organizational and technical nature.

In the case of a sufficient level of product competitiveness in terms of price and quality parameters, but a decrease in interest in it due to the emergence of a large number of analogues, it is necessary to plan the development of innovations in the field of sales promotion (advertising, promotions, branding, etc.).

So, carried out in the process of product-thematic planning, an analysis of the consumer attractiveness of all types of enterprise products allows us to determine not only the need to update the product range, but also the need to improve certain product characteristics to increase its consumer value. This can be achieved by improving the technology and organization of production and clearly planning measures for the organizational and technical development of the enterprise.

Planning of organizational and technical development of the enterprise. Such planning is aimed at ensuring the technological capabilities of the enterprise to produce competitive products. Planning the organizational and technical development of the enterprise provides for the following stages:

1. Preliminary assessment of the technical level of production.

2. Planning activities to maintain and improve the technical level of production and the development and implementation of new technological processes necessary for the production of new products.

Assessment of the technical level of production consists in determining, analyzing and summarizing indicators that reflect the level of progressiveness of technology and production equipment, the degree of technical equipment, the level of mechanization and automation of the main and auxiliary production, etc. Objectivity can be ensured if the relevant indicators are methodically correct and their dynamics compared for a particular enterprise certain period.

For an in-depth analytical assessment of the state of technical development of an enterprise, the need for which arises in the event of the development of a special long-term program, indicators can be used that reflect the industry specifics of production. However, indicators of the technical level should give a complete description production equipment - technical means by which technological operations are performed, resulting in changes in the physical or chemical characteristics of the feedstock (semi-finished products), its physical form, appearance, etc.

The characteristics of the equipment involved in a particular technology not only affect the quality of the corresponding operations and products in general, but also determine the ability of the technology to change. For example, specialized equipment is suitable for performing only those technological operations for which it was created; versatile equipment - flexible and can perform significantly more operations. Specialized equipment simplifies operations and ensures higher productivity and quality of work. This makes it attractive for use in mass production, on specialized production lines. However, the transition to the release of a new product on such lines is difficult, since it is necessary to completely or partially replace the equipment or reconfigure it.

So, the calculation and analysis of the dynamics of indicators of the technical level of the enterprise allow us to evaluate the directions and determine the essence of the measures necessary to ensure that its technical and technological state meets the requirements. In general, the following options for technical development can be distinguished.

1. Planning activities for the technical re-equipment of the enterprise and the reproduction and improvement (modernization) of its technical and technological base depends on the industry affiliation of the enterprise, as well as on marketing and production strategies that determine the requirements for equipment and technology necessary for the release of a particular product.

2. Planning for the technical re-equipment of the enterprise is carried out in the context of the implementation of a strategy of concentrated growth, when it is important to increase the production capacity of the enterprise. This is achieved by acquiring new pieces of used equipment.

Need in updating (reproducing) technological equipment , which is on the balance sheet of the enterprise, exists permanently. In industries where products are traditional and do not change for a long time, it is the observance of the old technology that makes it competitive (this is especially true for some food technologies). Given this, production equipment should be maintained in a condition that ensures compliance with all parameters of the technological process and the production of high quality products or replaced with a similar new one. Making a decision on the option of reproducing equipment requires justification.

An alternative to replacing production equipment with a new one is its overhaul or modernization. The determination of the limit of permissible operation of production equipment is based on a comparison of options for its reproduction in terms of economic return. For this, it is necessary to take into account that:

In the process of replacing obsolete equipment with new one, additional one-time capital costs (for the purchase of new equipment) and losses from underdepreciation of old equipment appear;

The implementation of a major overhaul and thus extending the life of a technical facility for another repair cycle causes an increase in the cost of production on it compared to the same costs when using new equipment.

So, with a long-term demand for products that the company produces, measures should be planned to maintain the technical level of production. If the market situation makes it necessary to implement a diversification strategy, then the composition of technological equipment installed for the production of new products may radically differ from the existing one, since new technological processes are being introduced.

3. Development and implementation of new technological processes . This option of technical development is chosen mainly when developing new products, which can be produced using existing technology, but subject to its significant improvement, in particular, the manufacture of certain equipment of its own design with improved characteristics.

The process of substantiating the technological renewal of production consists in assessing the production characteristics of the existing technology (product quality, production costs, capacity). If these characteristics ensure the competitiveness of products and the enterprise as a whole for the planned future, then technological renewal is inappropriate. If not, they look for alternative versions of the new technology, then compare them according to the above characteristics, and also taking into account the compliance with the resource base of the enterprise, its available financial capabilities or creditworthiness.

The new technological process should ensure the manufacture of products that are planned for development in accordance with the established technical requirements. In addition, it must be cost-effective and minimize production costs per unit of output. It is an important indicator of the economic feasibility of introducing a new technology. Therefore, if there are alternative options for the manufacturing technology of a new product, they are compared according to the criteria for minimizing costs (provided that alternative options provide approximately the same quality characteristics of the product).

When developing or improving technological processes, it is necessary to compare options for technological solutions.

Evaluate options for technological solutions based on the cost of production, manufacture, during their implementation. However, the costs of manufacturing products should be compared without taking into account managerial and general production costs, since their value does not directly depend on the adopted technological process. To determine an effective option, it is enough to calculate the technological cost of the product, that is, the amount of costs that changes for the use of various technological processes.

So, the renewal and development of the technical and technological base of the enterprise should ensure the possibility of implementing its strategic plans. Technological changes must be timely, take into account the duration of the life cycle of demand, technology and products manufactured by the enterprise. The ability of an enterprise to technological change depends not only on the level of variability of the technology used, but also on its financial capabilities. Given this, it is necessary to design new technological processes on an alternative basis in order to select the option that corresponds to the principle of economic rationality.

Technical and economic planning innovation activity is an integral part of the organization's annual technical and economic plans, when its resources are distributed in various areas, including the technical development of production and product renewal. In the process of technical and economic planning, it is necessary to evaluate the results and economic efficiency of the introduction of innovations, as well as to form appropriate budgets.

Technical and economic planning of innovation activities -the process of determining the scope of work to be performed for each innovative project, as well as the needs and sources of attraction of material, financial and labor resources necessary for their implementation.

The main task of the technical and economic planning of innovation activity is to assess the resource needs for the introduction of innovations, which the organization can implement due to its innovative and financial capabilities, as well as to determine the economic return from the introduction of innovations. To do this, it is necessary to form a budget for an innovative project for all items of its resource provision, calculate the expected income from its implementation and determine the amount of possible income (marginal income). If the project involves significant changes in the business (planning the development of a new product, entering new markets, developing an innovative sales promotion strategy, etc.), it is developed business plan - a detailed document containing a rationale for the economic feasibility of an entrepreneurial project based on a comparison of the resources necessary for its implementation and the expected benefits (profit).

Radical technological changes are infrequent. A significant part of innovations is of an improving nature, that is, it is aimed at improving technical means in order to reduce the complexity of operations, saving materials (due to the use of cheaper substitutes or optimizing the processing modes of the source material), energy, etc. Such measures help reduce production costs, which is important for enterprises implementing a cost minimization strategy or with limited financial capabilities. As a rule, improving innovations are local in nature and are developed by the employees of the enterprise.

The feasibility of their implementation is determined by comparing the cost of the base and new options (in the case of the existence of alternative options - for all alternatives) and determining the possible savings for those items of production costs that change as a result of the implementation of innovations. The calculation is carried out in two ways: in terms of the relative economic efficiency of capital investments (adjusted costs) and in terms of a set of indicators of annual economic efficiency.

The calculations made allow us to see the return on innovation and compare it with innovation costs. If there are alternative options for innovative changes, the value of the predicted economic effect will serve as the basis for choosing the best option. If innovative solutions are proposed, different in nature, which can complement each other, then technical and economic calculations make it possible to determine the sequence of their implementation, carried out already in the process of operational scheduling.

carried out, as a rule, to manage the implementation of an innovative project. Its task is to determine the scope of work for each calendar period of the year (quarter, month, decade, day), planning the loading of departments and performers, developing calendar schedules for the implementation of individual innovative projects and their coordination with the current production schedules, determining the amount of resource costs for innovative projects and the order in which they enter the workplace. A clearly planned sequence of work in time and space allows you to control the implementation of innovative projects in accordance with the schedule and allocated resources and make timely adjustments to the plans and actions of the performers.

Operational-calendar planning of innovation activities -planning of work related to the implementation of a specific innovative project.

In the process of operational-calendar planning of innovation activity, it is recommended to use network methods of planning and management and methods of management by objectives. With their help, the order of work and expected results are determined, as well as the timing of their achievement and the necessary resources.

Network planning and management methods provide for the preparation of schedules for the implementation of an innovative project for individual stages (works, stages), monitoring their compliance and eliminating deviations from schedules in order to optimize the timing of the project. They are used to manage the implementation of large-scale innovative projects at the stage of industrial development of innovations in order to coordinate the activities of various functional and production departments of the enterprise that carry out the technical preparation of production.

Since innovation projects differ in complexity and scale, different methods are used to manage them. In particular, for small-scale and simple projects, it is advisable to use Gantt charts, for large-scale projects, complex network management methods, among which the most popular are the program and review method (recta) and the critical path method (CPM).

Goal Management assumes that each participant in the innovation process must have clear goals for their activities, ensuring that they choose effective ways to achieve them, accelerate the implementation of an innovative project. It was proposed by P. Drucker as a tool for general management. He believed that every leader in the organization - from the highest to the lowest managerial level - should have clear goals for his activities, which will help him understand what exactly the organization expects from him. In innovation management, management by objectives is used for creative works and those that are not standardized, although the end result is usually clearly defined (technical characteristics that should be inherent in a new product; functions that it should perform; deadlines when it should be created prototype, etc.).

This method allows you to evaluate the actions of individual employees and departments according to the results achieved, which stimulates initiative, independence in their decision-making.

Management by objectives occurs in the following sequence: setting goals, planning actions, checking and evaluating work, and implementing corrective measures to achieve planned results.

The development of the method of management by objectives in recent years has formed an approach to managing an organization based on balanced scorecard - the method used to select, document and interpret financial and non-financial indicators combined by causal relationships that reflect the process of implementing the organization's strategy.

In order to plan and ensure the process of achieving the goals, appropriate financial and non-financial plans are developed for each of them. indicators , for which target values are determined to create the possibility of subsequent control. Achieve developed goals by developing and implementing strategic measures. Each strategic action is followed by terms its implementation, budget and clear responsibility.

A balanced scorecard involves the formulation of goals for the relevant thematic areas of the innovation process - "prospects".

Based on empirical research, R. Kaplan and D. Norton found that successful organizations use at least four perspectives in their goal systems: Finance, Customers, Processes and Potential.

1. Finance perspective. The main question of this perspective is: what goals, given the financial expectations of its founders, should the organization set for itself? This perspective is an indicator of the success of an innovation for commercial organizations, since it answers the question of whether the ultimate goal of doing business has been achieved - making a profit in the long term.

2. Perspective "Customers". The question from this perspective is: do we need to set our customer satisfaction goals in order to achieve our financial goals? This perspective refers to the positioning of the organization in the market and the perception of customers of its products or services.

3. Perspective "Processes". The goals of this perspective are formed from the following angle: changes in our internal processes necessary to achieve goals in the future "Finance" and "Clients"? At the same time, we are not talking about listing all the processes of the organization, but about focusing on the processes that critical for the successful implementation of innovation.

4. Perspective "Potential ". The question of this perspective is: goals regarding our potential should we set in order to meet future requirements? The resources of this perspective are employees, knowledge, innovation, creativity, technology, information and information systems. These organizational potential factors set the stage for future change and market adaptation.

Unlike the classic names of the first three perspectives, the name of the fourth perspective can vary: "Learning and Growth", "Development", "Knowledge", "Innovation" and others.

Based on the answers to the questions of each of the prospects, strategic goals are determined (Fig. 5.2). First, goals are formulated verbally (only in words). Then, for each formulated goal, indicators (indicators) are determined, which are assigned target values (numbers). For each goal, strategic measures are developed, the implementation of which is necessary to achieve the target values of the indicators.

Rice. 5.2. The system for developing the strategic goals of the organization

A balanced scorecard implies the presence of feedback when NOT only deviations from a certain course are corrected, but also an innovative strategy (Fig. 5.3).

Rice. 5.3. Company strategic management process

It is also advisable to use balanced scorecards to solve the problems of operational management of the implementation of the strategic plan, in the process of which the current tasks of production activity and the tasks of innovative development are combined. The use of BSC to implement the innovative strategy of an enterprise not only minimizes the costs of developing an innovative project, contributing to the timely correction of erroneous actions, but also makes it possible to improve it in the implementation process, taking into account changes in consumer preferences.

A variety of tools and methods for planning medium- and short-term tasks of innovative development, which can be used for the operational management of innovative activities, ensures the choice of the optimal one, taking into account the duration, scale and complexity of the innovative task, as well as in terms of the effectiveness and efficiency of further control and corrective actions. .

Innovative management: lecture notes for students of advanced training courses / ed. L. I. Fedulova. - M.: Institute of Economics and Forecasting of the National Academy of Sciences of Ukraine, 2011. - P. 130.
Innovative management: lecture notes for students of advanced training courses / ed. L. I. Fedulova. - M.: Institute of Economics and Forecasting of the National Academy of Sciences of Ukraine, 2011. - P. 132.

Planning is the process of determining the volume and structure of the final product by allocating factors of production.

When planning, it is necessary to take into account both general and innovation-specific principles. These include:

- scientific validity in the choice of innovative solutions;
- complexity - is implemented by covering all stages of the innovation process with planning;
- consistency - taking into account in planning the results of the implementation of innovative plans of different target orientation;
- the dominance of strategy over tactics in making innovative decisions - reflects the originality of the object of planning, the innovative nature of competition;
- flexibility in response to market needs;
- continuity - is ensured by the development of plans of different duration.

To implement the innovation process, it is necessary to develop plans in different directions. The classification of innovative plans is reflected in Table. 7.1.

The planning of innovative activity has features associated with its increased uncertainty, flexibility, and complexity.

Innovative activity includes stages of both research, design and technological nature, and, finally, production nature. The list of stages of the innovation process is determined by the type of innovation (basic, improving, pseudo-innovation).

Table 7.1 Classification of innovation plans

Features of planning innovation activities are determined by a number of factors:

- type of innovation;
- the duration of the innovation cycle;
- completeness of the stages of the innovation cycle;
- features of the organization of innovative activity (in a small innovative organization, in a large corporation, financial and industrial group, in technology park structures, in a state research center, etc.; in an organization, enterprise, the main purpose of which is the production of products, works or services) ;
- degree of risk and uncertainty of results.

Planning objects can be:

1) research and development work on an innovative project in an innovative organization with their subsequent transfer to a manufacturing enterprise;

An innovative project is understood as:

a) implementation of research and development aimed at solving topical theoretical and practical problems of technical, socio-cultural, national economic, informational, environmental significance;
b) a list of scientifically based technical, economic or technological solutions;
c) the composition of the technical (design, technological) documentation developed in accordance with the legislation of the Russian Federation and applicable norms and standards;
d) scientific research or development aimed at solving a specific scientific and technical problem, as a result of which science-intensive products are created that are sold both on the domestic and foreign markets. (Source: "The procedure for the formation, financing and implementation of innovative scientific and technical programs and projects." Approved by order of the State Committee for Higher Education of Russia dated December 28, 1994 No. 1717).
2) development and production of new or improved products (product-innovation);
3) technical re-equipment with the development of new technology, materials (process-innovation) of a manufacturing enterprise.

For the first object, planning is carried out using network methods, which are based on a graphical representation of the plan (network diagram). The graphs clearly reflect the work required to achieve the goal of the innovative project, their technological and logical connection. Network planning methods are a set of certain techniques that allow using a network schedule (network model) to rationally, with minimal time and resources, perform all the work on an innovative project.

Using the innovation network planning method makes it possible to:

- visually graphically represent both the organizational and technological sequence of operations on an innovative project;
- clearly coordinate project operations of varying degrees of complexity, importance, focus on the timely implementation of each of the operations;
- to ensure minimization of the time of implementation of project operations due to their possible parallel execution;
- determine the consequences of delays in the performance of work and direct maximum efforts to eliminate delays that are critical for the project;
- effectively use the necessary financial and material resources.

The use of network planning methods by innovative projects allows:

- ensure the continuity and complexity of planning;
- optimize the cost of time, material and financial resources;
- ensure the coordination of work and control over their implementation, evaluation of the implementation of an innovative project;
- determine the degree of implementation of the plan in terms of time and resources for each of the project executors.

Despite the fact that the scope of network planning is wide, often due to the need to use the mathematical apparatus of graph theory and a systematic approach to display and algorithmize complexes of interrelated works, it does not find application in practice, especially in enterprises whose main purpose is to produce products, works or provision of services. For these cases, planning is carried out in the form of a business plan.

Stages of planning innovative activities of the organization. Forms and stages of planning the development of innovative entrepreneurship, types of plans. Calculate the program of the machine shop in the given units

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