INTRODUCTION

2 EXISTING MODELS OF ENTERPRISE MANAGEMENT

3 DEVELOPMENT EFFICIENT ACTIVITY
        MODEL OF THE ENTERPRISE

CONCLUSIONS

THE LIST OF REFERENCES

INTRODUCTION

1.1 Urgency of industrial enterprise management

There are five levels of perfection of business - processes at the enterprise. Chaos - misbalance of commercial, production and financial purposes. The chaos is characterized by absence of a system view; the enterprise is considered as set of separate elements; The control - balancing of the commercial, production and financial purposes of the enterprise. This level means the adjusted calculation and control of the basic actions; Optimization - optimization (simplification) of the basic business - processes at the enterprise that reduces total costs; Adaptation - adaptability of business - processes to conditions of an environment; Global class - an opportunity of the enterprise to form the market.

The enterprise "beginner" which is included in branch is characterized by unstable deliveries of the material resources necessary for production, unstable demand for production, absence of common information resource and, as consequence, absence of a coordination between the functional divisions (departments of supply, manufacture and selling, etc.) As input and output processes of the enterprise have random character, to construct the determined model of operative activity of such enterprise is not valid. The stochastic model of the enterprise based on random description of processes of purchase and sale. Such model corresponds to traditional approach of resource management at the enterprise when the problem of improvement of material stream inside the enterprise has no priority for each of its divisions. Parameters of a material stream on output are difficultly predicted and as consequence are far from optimal.

Let’s consider now the enterprise that functions in branch long time. It is connected by mutual relations with suppliers of raw material that enables to guarantee a continuity of process of manufacture without superfluous expenses for storage of raw material reserve and materials. Then, there is an opportunity to analyze demand for production, and also to carry out segmentation of the market for revealing a target audience. It provides a continuity of sale and production processes without superfluous costs on finished goods storage. Also by virtue of above mentioned circumstances the enterprise manages to establish a feedback between processes of supply, production and sale. When input and output processes at the enterprise have the determined character, model corresponds to the logistical approach of resource management. Thus there is a new object of management. It is a through material stream. Efficient control of a through material stream allows to reduce costs at all stages of its life cycle. The enterprise now is considered as the complete determined system in which all divisions operate in coordination .

Thus, it is evidently visible, that at evolable enterprises old objects are improved and new ones appear. Therefore management process of efficient activity of the enterprise should be reconsidered and optimized.

1.2 Purposes and objectives of master’s work

The purpose of the given work is to show necessity of business processes fusion at the enterprise and to designate possible variants of optimization of its work.

1.3 Prospective scientific and practical value

The today's situation in the world market forces many companies to vary to keep available and to get new competitive advantages. According to definition of Webster's Ninth New Collegiate dictionary "to change" means « to give to something other position, to set other direction or rate to make shift from one position to another, to modify, to transform, replace, transfer in other quality ». The term "to operate" means «to skillfully supervise or direct, carry out organizing, administrative and supervising functions». So management of changes is a process yhe objective of which is to coordinate and introduce changes in conformity with economic and technical opportunities of the company.

Being the integral satellite of development of any business, changes influence on functional filling. Managers of all levels should understand and take into consideration that the fact, that invariable conducts increase of complexity of business systems to growth of value effective change management. During their realization it often become difficult to introduce new methods and procedures of business dealing to be adequately perceived by the personnel. At scale changes it is necessary to think over the general strategy of their carrying out. There is a necessity to operate risks of introduction, expectations of the interested parties. To carry out changes it is necessary to prevent occurrence of unforeseen risks and to lower their influence on results of works. It is important, that the planned changes have been realized from the first attempt. It will allow the company to achieve the competitive advantages with smaller expenses and time.

Practice of business processes management shows, that most of them demand regular changes. And on some directions of change it is necessary to carry out several times in a month. Single innovations can be carried out in a format of the project. If the question is about dynamic processes demanding constant adaptation to new conditions of the market the necessity of precise regulation and start of management process by changes arises. The change management should function on a regular basis [1].

2 EXISTING MODELS OF ENTERPRISE MANAGEMENT

2.1 Model of inventory control

Input parameters of model: n - intensity of demand; l - intensity of manufacture of the order; s – storage costs; d - the penalty for deficiency; K – cost of order placement.

Output parameters of model: Q - the size of the order; t - the period deliveries; t _i duration of i-stage of a cycle of stock change; L – total costs for storekeeping per time unit; м - maximal level of a stock; h - maximal level of deficiency.

The given model is based on an assumption that exists production in which at the first stage the party is made production with intensity l which are used at the second stage with intensity n (fig. 2.1).

where N - level of logistical service; m - quantitative estimation of theoretically possible volume of logistical service; M - quantitative estimation of actually rendered volume of logistical service.

2.4 Fusion of enterprise processes to corporate system

It is desirable to have adaptive business - processes which can be adjusted and optimized, to correspond to changing conditions of business, normative requirements of the legislation and competition pressure. This desire has led to control systems of full cycle business - processes (closed loop Business Process Management (BPM) systems). Oracle BPEL Process Manager + tools of of other manufacturers modeling is full and easy platform in application for designing and expansion of full cycle BPM-decisions.

3 DEVELOPMENT EFFICIENT ACTIVITY MODEL OF THE ENTERPRISE

Classical MRP-2 task considers planning product and its cost price only from the position of internal manufacture. In classical systems this problem is partly eliminated by attracting of design planning methods. However they are usually insufficiently flexible and integrated into the basic system of planning.

It turns out, that except for actually industrial costs, should be taken into consideration and planned marketing costs, presale preparation and costs of after sale cycle. Generalizing, it is possible to ascertain, that resources should be planned and supervised during all life cycle of the goods. And in this case under life cycle is understood the functional life cycle of the goods against widely known marketing life cycle.

Usually life cycle of the goods is considered only from position of its stay in the market (marketing life cycle).

One of the vital issues essentially affecting on a condition of the manufacture in conditions of competition is an essential reduction of the most economic stages of life cycle. Among them are stage of growth and especially a stage "plateau" - steady demand. In the following figure these changes are shown.

Such situation has led to essential attention to other approach of life cycle estimation, through functional life cycle: the goods, logistic, marketing and service.

This approach affects in many aspects of management and estimation of activity of the enterprise. In particular, cost of the goods is the most important for considering of full life cycle, To plan activity also important during full life cycle.

MRP and ERP systems include the most part of a production cycle, a part of a logistical cycle, from position of planning and management in cost. Though in some systems service systems are supported and configuring, but they as a rule are poorly integrated with other parts of system.

A qualitative monitoring after integration processes at the enterprise, assumes allocation of efficiency parameter of system functioning G. Further updating administrative decisions can consist of development of managing influence u=F (z), compensating indignation z , and directed on deviation minimization of efficiency parameter k=G (u, z).

CONCLUSIONS

According to level of evolutionary development of the enterprise, there should be improved administrative processes on it. The traditional approach to resource management at the enterprise corresponds to chaos level. It means, that a problem of through material stream improvement (an element system level), has no priority value for each of enterprise divisions. Parameters of material stream on output are difficult predicted and as consequence are far from optimal. The reason is that administrative processes at enterprises are of “pushing type ”, when the ready product is made without taking into account requirements and concrete terms of its realization.

Thus, transition of the enterprise to “pulling type”, supposing performance the order in time for satisfaction of concrete need, cannot be feasible without fusion into economic system. The means that provides effective reaction to changes of environment, it is possible to relate the following opportunities of the enterprises: the analysis of an environment, an establishment of communication with potential buyers, the analysis of market condition, promotion and realization of competitive ideas, maintenance of independence of the enterprise from change of a conjuncture of commodity markets, maintenance of the competitive status.

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* While writing of the given abstract, master’s thesis haven’t been completed yet. Final completion will be at January, 2008. The full text of work and all materials on a theme can be received from the author or his leader after the specified date.