The results of the production and economic activities of the company. The results of activities and the factors on which they depend, as the basis for building a unified management system of the organization

In the operational management system in the Daimler-Benz concern, the main tool is performance indicator, which is defined as the difference between sales revenue 1 and costs.

1 Taking into account the characteristics of the service business fields, Debis uses the result indicator - income from interest on the provision of financial services.

The result is determined for the group as a whole, subsidiaries, business units, product groups and subgroups (for example, passenger car classes), markets.

When calculating the production result according to the rules uniform for the concern and when calculating the cost of products and services, first of all, the following must be ensured:

preservation of assets;
interest on capital and
covering the cost of pensions.

In doing so, certain principles apply.

Save Assets(basic and working capital), acquired with own funds, help calculate depreciation based on the replacement cost of assets. According to the nominal value principle in force in the external reporting system, income tax must be determined on the basis of the so-called imaginary profit, before the actual result is shown.

In order to guarantee an appropriate percent on the capital used in the production process, it is necessary to take into account the costs of servicing not only borrowed capital, but also equity capital.

In order to fulfill the obligations for the pension provision of the personnel, the associated costs of the enterprise should be taken into account.

With this approach, in terms of a balanced production result, at least the achievement of the goals of preserving tangible assets, accruing interest on capital and covering the costs associated with pension provision is guaranteed. The profit remaining in excess of this goes to further development businesses in line with their goals.

3.2.3. Group master planning and reporting system

Strategic and operational planning together form an integrated planning system at all hierarchical levels in the group, which is complemented by a group-wide reporting system that provides information on economic development and the level of achievement of goals. An overview of planning and reporting procedures in the group is given in fig. 29.

Rice. 29. Planning and reporting processes in the Daimler-Benz Group

The planning cycle starts within the periodical strategic planning in the first quarter of each year, the main results of which are summarized in the annual progress report on the implementation of the group's strategy. At the conclusion of this process, at a closed strategic meeting of the board of the concern, in May, guidelines(check digits) on receipt of the result (profit), subsequently intended for the level of business departments of the group. The basis of this process is the agreed goals and strategic guidelines adopted in the past period. In addition, for the concern as a whole, important key dates and procedures are determined, and forecasts are made for the dynamics of general economic indicators, such as exchange rates, inflation and interest rates. When implementing the plans, the guidelines are communicated to the planning departments of the business units.

Next comes the multi-stage process of planning and agreeing on goals for the EP system for the next 5 years, penetrating the entire concern, with the first planning year or the first two planning years being worked out in detail. On the basis of subject plans, plans are made for the volume of sales (revenue) of products and services and costs. Planned calculations production result, for their part, form the basis for interrelated planning of finances, balance and taxes (Fig. 30).

Rice. thirty. Integrated Operational Planning at Daimler-Benz

In December, the departments of the concern submit their plans to the holding in a form that is uniform for the entire concern. On this basis, intensive discussions are held between the central control department of the group and the departments of controlling departments in order to provide the board of the group with clear and precise information about the development plans of the group as a whole and its business departments, the degree of tension of plans, the chances and risks associated with the implementation of plans. These data are included in the group plan drafts in the form of assessments and recommendations. In December, the board of the group approves the submitted draft plan on this basis and agrees with the departments on the goals for the result (profit) for the next 3 years. After a decision is made by the management board of the concern in February, the plans are submitted to the Supervisory Board of Daimler-Benz SA for approval.

During the first planning year, achievement of the agreed profit targets is tracked through quarterly reports. In addition to this quarterly reporting on the expected values of the result indicator, monthly reporting is carried out on the actual dynamics of other indicators characterizing economic processes.

Operational reporting

The most significant results and indicators obtained during the EP process are summarized at the concern level in the form of a planning report, which is submitted to the management of the concern and the supervisory board (Fig. 31). This planning document contains general data about the group, operational plans of its business units, joint ventures and the Daimler-Benz holding.

Rice. 31. Operational planning report at the Daimler-Benz Group

The general data section begins with a description of the strategic positions occupied by the Daimler-Benz concern and their development trends. Such a "strategic connection" serves to combine strategic and operational planning. It describes in detail how the agreed strategic goals are to be translated into specific activities within the OP.

This is followed by the performance indicators section. Here, firstly, it is determined what is the dynamics of these indicators during the planning period and what contribution they make to the achievement of the result of the business department. Special meaning within the framework of the management system by objectives, it is given to comparisons of the "plan-to-plan" type, when the values in the adopted plans are opposed to the initial control figures (Fig. 32). Plan-to-plan comparisons show to what extent the established profit targets are still achievable from today's point of view.

Rice. 32. Comparison "plan - plan" indicators of the group's production result

To take into account the uncertainty that arises within the three-year planning period, analyze the sensitivity and show the main chances and risks associated with the implementation of the developed plans, preferably in quantitative measurement, as well as their possible impact on the achievement of the target result for individual planning years. Such an analysis serves as a basis for assessing the validity and feasibility of plans, and in addition, as an early warning system, forms the basis for initiating possible corrective actions.

The group general data section also contains an assessment of the plans of its subsidiaries and business units from the point of view of the interests of the group as a whole. The essential components here are an assessment of the dynamics of production results and the degree of intensity of plans, a description of the chances and risks from the position of the concern as a whole, an assessment of the degree of suitability of measures recorded in operational plans for achieving strategic goals.

Along with the performance indicators, within the framework of the EP system for the business departments of the concern, the dynamics of net turnover (sales), the use of production resources, tangible assets and R&D and personnel costs are described and analyzed. Indicators of investments in tangible assets and expenditures on R&D planned for a three-year period are compared with the corresponding indicators of the operational plan for the previous year.

The planning report further describes the impact expected over the triennium of business developments and related planned activities on financial condition concern. The main criteria here are indicators of the current cash flow(obtained as a result economic activity the excess of receipts over payments, reduced by the amount tax payments, as well as investments in tangible assets and participation in the capital of other enterprises), current assets (liquidity) and debt. Financial results of leasing and financial institutions, included in Debis, are shown especially, due to their high capital intensity.

As part of the financial OP of the group, it is considered what impact the property and financial and economic position of the group has on external reporting. For this, a planned annual report is developed, including a planned balance sheet and a profit and loss plan, based on calculations of the production result. The central place in the planned annual report of the concern is occupied by the indicator of balance sheet profit. In addition, for analytical purposes, the operational planning report presents a large number of additional indicators for external reporting, in particular, earnings per share, balance sheet cash flow, the level of coverage of fixed assets ( equity, referred to the cost of fixed assets) and equity shares.

At the end of the section of general information about the group, proposals are made for measures developed from the point of view of the interests of the group as a whole. They are based on the results of operational planning and the possible need for certain operational or strategic actions.

The plans of the divisions and joint ventures of the group are reflected in the operational planning report in the same structure and content as in the group general data section. The depth of representation of indicators of business departments reaches the level of business fields.

Intra-annual reporting

For the first planning year, the level of achievement of the results goals agreed upon in the framework of operational planning, for which the business departments and the group's SCHE are responsible, is monitored quarterly. In the quarterly reporting system, based on data on the dynamics of the actual indicators of the last year, a forecast of the result (expected fulfillment of the plan) is developed for the whole year; thus no quarterly result data is reported. The expected performance indicator is compared with the approved target indicator according to the plan-actual scheme; if there are deviations, their causes are analyzed. On fig. 33 shows in simplified form how the causes of some deviations from the group's planned production result are identified in the quarterly report.

Rice. 33. Plan-actual comparison and group-wide variance analysis

Besides, quarterly reports contain the expected values of turnover, profit, current assets and debt of the group as a whole, business units and joint ventures.

The later established actual values of the performance indicators in the business units of the group are compared with the corresponding target indicators of the operational plans in a special report on the actual implementation of the plan; the resulting deviations are commented on. The actual production result documented in the report also serves as the basis for calculating the variable component of executive remuneration.

In addition to quarterly reports, monthly reports are also prepared containing important indicators for the departments of the concern. economic development, such as turnover, receipt of orders, sales and production volumes, personnel movements. The monthly reports contain the dynamics of the actual values of these indicators in the reporting month in comparison with the data for the corresponding month of the previous year and the forecast of the expected fulfillment of the plan by the end of the planned year.

The cycle of the operational management process, which began with the agreement of goals for the production result, ends with the procedure for tracking goals through intra-annual reporting. At the group level, strategic management is at the forefront, and at the departmental level greater value It has operational management.

4. Strategic and operational management at the level of a business unit on the example of the Mercedes-Benz concern (cars)
[Introduction]

It was noted above that in connection with the new strategic orientation of the Daimler-Benz concern, the focus was on the philosophy of entrepreneurship and its extension to the principles of management in the concern. So great importance should be given to the corporate strategy as main task management holding. Within the framework of the group's strategy, the development and implementation of development strategies for individual business areas is the primary task of line managers who are responsible for the results of the work of the group's business departments. The concept of business planning is considered in more detail on the example of Mercedes-Benz, which is a subsidiary of the Daimler-Benz holding and its business division "Cars" (LA).

At the level of the LA and Special Vehicles (SA) business departments at Mercedes-Benz, in addition to the classic tasks: R&D, production, sales, commercial issues, tasks and responsibilities for product and market segments are also set. In parallel, an unambiguous organizational and managerial streamlining of decentralized structural units, such as factories and sales organizations, is carried out. This approach results in a multidimensional management concept, the philosophy and basic principles of which require a more detailed analysis.

Each production process ends with its result. Result production process in mechanical engineering - products, can be in the form of a part, assembly unit, complex and kit.

In accordance with GOST 2.101-68*:

a detail is a product (product) made of a material that is homogeneous in name and brand, without the use of assembly operations, for example: a roller from one piece of metal, a cast body; bimetallic sheet plate; printed circuit board; handwheel made of plastic (without fittings); a piece of cable or wire of a given length. The parts include the same products subjected to coatings (protective or decorative), regardless of the type, thickness and purpose of the coating, or manufactured using local welding, soldering, gluing, stitching, etc., for example: a screw subjected to chrome plating; a tube soldered or welded from one piece of sheet material; a box glued from one piece of cardboard;
an assembly unit is a product, the components of which are to be interconnected at the manufacturing plant by assembly operations (screwing, articulation, riveting, welding, soldering, crimping, flaring, gluing, stitching, laying, etc.), for example: a car, machine tool, telephone set, micromodule, reducer, welded case, plastic handwheel with metal fittings;
a complex is two or more specified products that are not connected at the manufacturing plant by assembly operations, but are intended to perform interrelated operational functions. Each of these specified products included in the complex serves to perform one or more basic functions established for the entire complex, for example: automatic workshop; automatic plant, automatic telephone exchange, drilling rig; a product consisting of a meteorological rocket, launcher and controls; ship. The complex, in addition to products that perform the main functions, may include parts, assembly units and kits designed to perform auxiliary functions, for example: parts and assembly units intended for installation of the complex at its place of operation; a set of spare parts, styling products, containers, etc.;
kit - two or more products that are not connected at the manufacturing plant by assembly operations and represent a set of products that have a general operational purpose of an auxiliary nature, for example: a set of spare parts, a set of tools and accessories, a set of measuring equipment, a set of packaging containers, etc. Kits also include an assembly unit or part supplied together with a set of other assembly units and (or) parts designed to perform auxiliary functions in the operation of this assembly unit or part, for example: an oscilloscope complete with a packing box, spare parts, mounting tool, replacement parts.

The structure of each product can consist of those shown in Fig. 3.5 elements. Products depending on the presence or absence of constituent parts divided into:

a) non-specified (details) - having no components;
b) specified (assembly units, complexes, kits) - consisting of two or more components.

Products, depending on their purpose, are divided into products of the main and auxiliary production. The first should include products intended for delivery (realization). The second - should include products intended only for their own

Rice. 3.5.

the needs of the enterprise (association) that manufactures them. Products intended for delivery (realization) and at the same time used for their own needs by the enterprise that manufactures them should be classified as products of the main production.

The characteristics of products are the following qualitative and quantitative parameters:

the complexity of the design, which depends on the number of parts and assembly units included in the product; this number can vary from a few pieces (simple products) to several tens of thousands of pieces (complex products);
mass and geometric dimensions, and the mass of the product is related to the dimensions and can range from thousandths of a gram to tens and even thousands of tons. Geometric dimensions - ranging from fractions of a millimeter to several hundred meters (for example: sea vessels). According to this criterion, all products are divided into three groups: small, medium and large. Each branch of industry can be described by means of a group of products characteristic only for it. Usually, at machine-building plants, several products are simultaneously manufactured, different in design and size. The list of all types of products manufactured by the plant is called the nomenclature;
types, brands and standard sizes of materials used. Them total number measured in hundreds of thousands, and therefore they are also classified;
the complexity of parts, assembly units and the product as a whole. It varies from fractions of standard minutes to thousands of standard hours. According to this criterion, low-labor-intensive (non-labor-intensive) and labor-intensive products are determined;
the class of accuracy of processing parts and the accuracy of assembling assembly units and products. According to this criterion, products are divided into high-precision, precise and low-precision;
the share of standard, normalized and unified parts and assembly units. The dependence is known: the higher the proportion of typical (standard) operations, the lower the cost of the product;
scale of production. It can vary from units to tens of millions per year.

In practice, other characteristics of products can be used.

Introduction. 3

Calculation part. .4

1. Production results of the enterprise. …4

2. Production resources of the enterprise. ..5

2.1 Fixed assets of the enterprise. 5

2.2. Raw and material resources……………………………………………………..6

2.3 Personnel of the enterprise. eight

3. Current production costs. nine

4. Financial results of the enterprise. eleven

5. Risk entrepreneurial activity. 12

6. Property and its sources. The financial condition of the enterprise. thirteen

Conclusion. 17

Introduction

The entrepreneurial organization, together with its main aims of producing and distributing tangible products or services, is one of the most complex types social organizations.

The growth in the size of entrepreneurial organizations is unparalleled. Small and medium-sized modern enterprises are many times larger than the largest firms in terms of the scale of their activities.

AT last years tendencies towards specialization and division of labor within the organizational structure enterprises. With the growth of labor specialization, the problems of integrating the employees of a modern entrepreneurial organization into some effectively functioning whole multiply rapidly.

Another feature of the modern entrepreneurial organization is the variety of goals facing various employees and departments of the organization. It is generally believed that the goal of the enterprise is to achieve maximum profit over a long period.

At the same time, many subsystems operate within the enterprise, each of which has its own specific goals and objectives. Indeed, any employee of the organization begins to perform his work, having many personal motives, goals and objectives that inevitably affect his behavior in the organization. The diversity of the goals of individual employees and subsystems in the organization creates the problem of integrating the goals of their activities. And here we need to look for a basis for combining these diverse goals into a single whole.

Modern business organizations do not function in isolation. They are an integral part of society as a whole. The influence of external factors on the enterprise will constantly increase and stimulate the need to strengthen and develop the entrepreneurial organization as a viable system.

Society consists of many organizations with which all aspects and manifestations are connected. human life, - economics, science, culture, education, even personal life. Organizations are ubiquitous human activity. There are no organizations without people, just as there are no people who do not have to deal with organizations.

The purpose of this work:

Assess the current economic condition of the enterprise in terms of key aspects of production and financial activities. Having determined the main indicators characterizing:

production results of the enterprise

The production resources of the enterprise and its potential for the production of products

current production costs

financial results of the enterprise

business risk

property and sources of its formation, the financial condition of the enterprise

efficiency of production and financial activities

The object of assessment is a small enterprise. It specializes in the production of products of one name, which is supplied to the automotive industry. These products are made from polymer raw materials and materials according to a relatively simple technology on high-performance equipment using special tools and devices for the intended purpose by skilled workers.

Settlement part

Let's determine the value of the coefficients:

K1 = B + (H + D) / 100 = 5 + (11 + 18) / 100 = 0.53

K2 = B + (H + D + M) / 100 = 5 + (11 + 18 + 9) / 100 = 0.54

B - the last two digits in the record number

D is the day of the month in the student's date of birth;

M - serial number of the month in the date of birth

Production results of the enterprise

Annual volume of product sales in value terms ( sales revenue - material values in terms of money or sums of money received as a result of commercial or entrepreneurial activity after the sale (sale) of goods and services.), the annual volume of sales of products in in kind (volume of sales - quantity of goods sold or factors of production. Sales volume depends on the relationship between supply and demand.) and changing the residuals finished products in the warehouse, products shipped to consumers, but not paid for by them as of the beginning and end of the year are presented in table 1.1

Table 1.1 - Sales of products ( sale of goods and services produced or resold, accompanied by receipt of cash proceeds)

Let us determine the annual volume of production ( marketable output - the volume of all final products produced by the enterprise for a certain period (most often for a year), calculated in monetary terms) in physical and value terms, setting the price at which it was sold:

I. Price (price - monetary value of goods; economic category, which serves to indirectly measure the amount of socially necessary labor time spent on the production of goods):

60 977, 348/1 261, 4 = 48,341

II. Annual production:

(60 x 0.53) - (40 x 0.53) = 10,6

III. Annual production in pieces:

Annual production + annual sales =

10,6 + 1 261,4 = 1 272 pcs.

IV. Annual production in rubles:

Price x annual production in pieces =

48,341 + 1 272 = 61 489, 752 rubles.

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TAVER Efim Iosifovich, Director of the Consulting and Training Center All-Russian organization quality, candidate of technical sciences, senior researcher, professor of ASMS, full member of the agro-industrial complex.

The head of any enterprise engaged in the production of products, whether he wants to or not, does it consciously or spontaneously, is always forced to manage his enterprise as as a whole, as a system. And the management that is carried out within the framework of this system cannot be non-systemic, regardless of the presence or absence of certain documents, which in some standards are considered as indispensable attributes of a systematic management. Consistency is not in documents, consistency is in actions, in processes, in management decisions. Another thing is that the perfection of the system, the level of consistency can be different.

Established Practice for Implementing Requirements international standards on management, for example, ISO 9000 or 14000 series, usually lies in the fact that in addition to the management system that is actually already operating in the organization, one way or another reflected in different documents, fixed in the established, often undocumented relations of employees among themselves, others appear, de facto and documented separate management systems. This leads to the fact that many typical management processes are fragmented. For example, document management is distinguished in relation to quality management and in relation to security management. environment. But documents must be developed, stored, replicated, updated, canceled depending on their purpose - drawing, plan, technology, contract, etc., especially since often the same document is related to both quality and quantity , and to environmental protection, and to prices, and to terms, etc. This leads to quite understandable negative consequences.

Integrity, unity, systemic management top management always considers one of its most important goals. Therefore, it does not understand why, for all the importance of quality or environmental protection, logistics or information, projects or risks, their management systems should be developed and operated separately.

Creating and maintaining a balanced unified management system is very challenging task, even if top management has a good idea of the strategic and tactical goals of the organization, reasonably sets planning and financial priorities, and has necessary resources. But even more the complexity of this task increases when it is proposed to develop simultaneously or in a random sequence. several management systems, and then ensure their parallel functioning.

Obviously, to solve this problem, i.e. to maintain the balance of a unified management system, it is necessary to build on the analysis and evaluation the totality goals and performance results enterprises, as well all factors on which they depend, without neglecting any of them. Of course, any leader tries to do this, but due to different reasons this is not always possible.

Below are the main results of activities and the factors on which they depend, as a basis for creating and maintaining effective functioning unified management system.

results production activities, proposed as the main ones, are highlighted, focusing on their connection with quality, proceeding from the fact that today quality is the main, determining result that needs conscious management.

It is entirely possible to point to other outcomes or to structure the influencing factors in a different way. The point is not the classification. The bottom line is the need to jointly consider and take them into account when trying to change the management practice that has developed at the enterprise, including on the basis of the most latest approaches and innovations. Only this makes it possible to coordinate and balanced management, only this allows you to get closer to optimizing the results.

Main results of production activity

A) Technical results.

The quality of products supplied to the market (consumer, customer, client - buyer), is the most important result production activity. But quality does not exist by itself, it is embodied in the product and depends on its quantity.

Here, the product means any result of production activity:

material production(raw materials, materials, substances, products, structures, etc.),

energy(thermal, electrical),

intellectual products ( information contained in the documentation)

services(transport, communications, consumer services, financial, consulting, etc.),

work ( construction, installation, etc.)

complex technical systems , for example, a thermal power plant or a chemical plant.

Output should be as much as the market needs, taking into account factors that affect the volatility of demand. At the same time, the products must be manufactured and delivered within those calendar terms and at the frequency that satisfies the consumer.

So to Quantity, quality and timing of release products - interrelated results of production activities, which can be called technical results. They show how well the organization meets the needs and expectations of consumers.

B) Financial results.

Manufacture of products in the right quantity, proper quality and within an acceptable time frame is an undoubted evidence of the effectiveness of management. But it is important what financial results. Let's choose from them:

Expenses for the production of products, including the payment of taxes and other fees, for the reimbursement of current costs (wages, purchases, rent, etc.), the costs of developing and improving production, for solving the social needs of personnel and the surrounding society. Costs are directly determined by the design and actual level of product quality.

Income (revenue) from the sale (sale) of products, which should not only reimburse costs, but provide an opportunity to make a profit and pay dividends (for joint-stock companies). Sales volume depends on demand, demand depends on quality, price and marketing.

Price , which an organization can establish for its products. The price depends not only on costs, but also on quality. . Monopoly sale of products with unique quality, which is in high demand, allows you to significantly increase the price.

The financial results of the organization are evaluated not only in terms of costs and income. For example, indicators such as labor productivity, profit or size dividends per share. But these figures are secondary to expenses and income, which are more clearly related to quality.

C) Social outcomes.

Interested in good financial results staff organizations, since the level of wages and social payments; owners organizations, including shareholders, and society in the face of the state, as tax revenues and opportunities for charity increase.

But there are other results that characterize the relationship of the organization with its own staff and society and which show how aware she is of her social responsibility and how fully it fulfills its obligations to them.

To these results, which we will call social, relate:

magnitude wages staff,

condition conditions and labor protection,

deductions for social needs

impact on environment,

amount of various deductions to local and national budgets.

The costs associated with obtaining these results are determined by the financial results of the organization, which also directly or indirectly depend on the quality of products.

So, the object of a unified and balanced management should be technical, financial and social performance results (Fig. 1).

When looking at this scheme, it is obvious that it is correct to set goals, develop programs and, in general, make any decisions regarding even one result, for example, quality, only taking into account their consequences for other results.

Factors on which the results of production activities depend (factors of influence).

In order to manage something, it is necessary to influence the factors on which this “something” depends. For example, to manage fuel consumption vehicle, it is necessary to influence a variety of factors, from the completeness of fuel combustion to the organization of traffic.

Factors on which the technical, financial and social results of production activities depend (hereinafter we will call them influence factors) can be structured as follows.

a) Processes, components and providing production activities for the production of products.

These include processes that we will conditionally call basic - marketing, product design, procurement of resources for product manufacturing, product manufacturing, product supply, product maintenance during operation.

Then - auxiliary or serving processes : installation, adjustment and repair of equipment, transport, communications, power supply, work with personnel, etc.

The processes that ensure the release of products also include management processes, for example, planning, organization, etc.

The more perfect the technology of the processes, the more productive they are, the less material, energy and labor intensive they are, the better they are organized, the better the results, including quality, and the lower the costs.

b) Staff, necessary for the implementation of processes. Knowledge, experience, qualifications, conscientiousness, and therefore high-quality, highly efficient work of personnel, including managers organizing this work, determine the success of the processes and, thus, the achievement of all planned results.

in) Resources , material and intellectual, own and those that are purchased and are spent in the development and manufacture of products - raw materials, energy, materials, semi-finished products, equipment, services, consultations, information, software products, etc. ( working capital). The higher the quality of resources, the higher the quality of products. On the other hand, the cost of resources is a significant part of the costs.

d) Industrial infrastructure, necessary for the manufacture and supply of products - premises, technological equipment, tools, measuring instruments, office equipment, etc. ( fixed assets).

e) Finance necessary to achieve the planned requirements for products, processes, people, resources and infrastructure.

f) Management (including management of management processes!),

Note that effective management one of a number of factors required for a successful product launch, as important as infrastructure or personnel. However, it is a specific factor. It is management that connects processes with personnel, resources, infrastructure and finance.

Only by influencing those listed above in p.p. a) - f) factors of influence, it is possible to establish the necessary and coordinated requirements for the results of activities, and then ensure their implementation.

Thus, activity management is the management processes, personnel, resources, infrastructure, finance(Fig. 2). Note that in process management there is management management processes eg planning management. Therefore, we can talk about management management.

Fig.2. Internal factors influences on which performance results depend.

The scheme in fig. 2 emphasizes that the leading factor is processes, because people, resources and infrastructure affect the results of production activities only through processes.

Financing determines the actual state of all factors of influence, and the objects of management are all factors, including management itself.

External factors affecting the results of production activities.

The factors of influence listed above operate within the organization. However, in addition to internal factors, there are external factors that also have a serious impact on performance.

These factors are various mandatory requirements established by national, regional and municipal authorities that regulate and in a certain way limit the activities of organizations.

These requirements include:

payment of taxes and various payments and fees, for example, customs and excise;

conducting economic activity, first of all, at purchases and deliveries; based on business law

ensuring the rights of personnel;

labor protection of personnel,

environmental protection,

compliance with the requirements of sanitation and hygiene at work,

ensuring the safe performance of certain works and processes and the safe operation of certain types of equipment,

accounting and economical use of certain types of natural resources,

confirmation of compliance of products with mandatory requirements,

licensing of certain types of activities.

These external regulatory factors directly affect the requirements for personnel and processes, resources and infrastructure, management and finances.

They are established by laws and a variety of by-laws and are controlled by whole system state supervisory authorities, from the tax inspectorate and sanitary and epidemiological supervision to the trade inspectorate and customs services.

Organizations are forced manage by their response actions in order, on the one hand, to ensure the implementation of relevant laws and regulations, and, on the other hand, to minimize the costs of this.

Conscientious fulfillment of mandatory requirements creates certain guarantees in achieving an appropriate level of product quality, contributes to obtaining good social results and, importantly, protects organizations from unreasonable claims from the state and society.

Conclusion

1. Creation and maintenance unified the organization's management system should be constant goal her guides

2. A unified management system should be based on a coordinated and balanced management of its results through the management of the factors on which they depend, taking into account external regulatory requirements (Fig. 3).

Rice. 3. Management of production activities

3. It is more expedient to implement the requirements of international standards through modification unified management system.

This allows:

take into account the requirements of any newly emerging standards or new customer requirements for the management system, without developing new additional systems.

link in the same document the requirements of different standards for the same process or object,

significantly reduce the number of newly developed documents.

4. To proceed with the modification of the unified management system, it is necessary to have its description. It allows you to assess its compliance with the requirements of certain standards and determine for which requirements such compliance is absent or incomplete. Usually Full description there is no system, although it is documented in various ways, but it exists to a large extent in the heads of management and employees, it is built on established relationships and stereotypes of behavior. The question arises - how to identify and describe the management system. It is advisable to do this in relation to management influence factors, i.e. quality management, as well as the management of quantity, timing, costs, etc., is carried out through the management of processes, personnel, resources, finances (Fig. 4).

5. In order to reduce costs and not cause slowdown and sabotage of work due to too strong psychological rejection by the staff of "landslide" innovations, it is advisable to carry out the modification not immediately, but in stages, depending on the relevance for the company of introducing a particular standard.

Rice. 4. Structure of the description of the management system

Literature: V.G. Eliferov. The triumph of the letter of the standard over common sense? Quality management methods, No. 6, 2005.

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