Managing the creation and implementation of innovation. Managing the development, implementation and creation of innovations in the company Direct Group

17.01.2021

It is difficult to imagine the modern economy without constant improvements and innovations: companies do not stand still, they strive to continuously grow, stand out from competitors, and regularly introduce goods, services and technologies of varying degrees of novelty to the market. Work with innovations differs from other ways of self-improvement by using fundamentally new solutions that have not been previously used in a company or industry.

The introduction of innovations can:

Solve problems with the assortment range (launch of a new product or significant improvement of an existing one);
Optimize production costs in connection with the use of innovative materials and / or technologies, production automation systems;
Improve the production and sales management system by introducing a new information product, software, personnel management methods, and the latest marketing solutions.

Analysis and preparation of innovations

Before the introduction of any innovations, it is advisable to conduct an analysis and preparation, that is, to adequately assess the need for innovations for the company, draw up a work algorithm and plan the result.

The first question that every leader should ask himself is what kind of innovations does the company need, and are they required at all? When deciding on the introduction of innovations in a particular company, one should not be guided solely by the fashion trends of the market and the principle “all successful entrepreneurs do this”. It must be remembered that innovation is not an end in itself, but a means to make the work of the enterprise more productive.

Any innovation comes with costs, so it is important to clearly understand what benefits these costs will bring in the future and whether they will pay off.

To determine the set of necessary innovative transformations, it is useful to conduct a preliminary analysis of the enterprise's activities, financial indicators, dynamics of demand. It may be worth resorting to an audit to identify existing problems.

The outcome of the analysis should be:

A clear understanding of the weaknesses of the company;
Innovations required in order to level weak points;
The specific result that the company will achieve through innovation;
Time frame for achieving this result.

If the object of the introduced innovation is not an improvement in the method of production, but the final product or service, it is necessary to carefully analyze whether this novelty is relevant for the market.

The manufacturer should not forget that for successful implementation New Product should be beneficial not only to himself, but also to the consumer, i.e., the benefit from replacing the old product with a new one should cover the material and psychological costs of purchasing and adapting to the product.

Implementation

So that a complex and costly event does not go to waste, it is important to properly organize work with innovations. The manager must determine whether the enterprise is capable of introducing innovations, and decide whether to develop it on its own or purchase ready-made ones.

In the first case, it will be necessary to create an own division for scientific research or reorganize one of the existing services, for example, the service of the chief technologist or the design department. This approach makes it possible to avoid large one-time costs, since investment costs are distributed over time, but there is a risk that long-term work on the development of innovation will not bring the expected results.

For purchase can install strategic partnership with a specialized research or design organization. This option is convenient in that the company receives a ready-made innovation developed by professionals without time costs for internal services and the risk of failure, but it will require significant one-time financial expenses. For investments to be effective, careful scanning of the new technology market and a detailed analysis of the base of organizations specializing in innovative technologies will be required before choosing a partner.

There is also the option of teaming up with another enterprise to jointly develop an innovation. This method allows you to combine experience and share costs and risks, but it also has its drawbacks: in the long term, the interests of partner companies may change, and it becomes difficult to manage the process; there may be intractable disputes, difficulties with the distribution of intellectual property rights.

Despite the fact that the introduction of new technologies in enterprises of different fields of activity has its own characteristics, there are 5 stages that, as a rule, any innovation goes through: planning, “defrosting”, direct implementation, “freezing”, evaluation.

At the planning stage, the main content and level of changes are determined, their preliminary step by step plan, an analysis is made of the driving and restraining forces of upcoming changes, potential problems, a strategy for working with personnel is developed, the necessary resources (human, time, financial, material and others) are determined, and the issue of the need to attract additional resources, including external consultants, is resolved.

When the planning is completed, you can proceed to the "defrost" stage. "Defrosting" is a kind of preparation of the company's services and processes for changes. The main tasks at this stage are: relieving psychological stress in the company, choosing the best methods for training and informing employees, monitoring the progress of preparation for implementation, and, if necessary, correcting plans and approaches to their implementation. In order for innovation to become a mass and a priority, it is necessary to involve as many organizational structures as possible in it. To manage the implementation, it is advisable to create flexible and mobile project teams.

Direct implementation is the central stage during which the recommendations developed at the first stage for the introduction of innovations are put into practice. At this stage, it is important, firstly, to have a sufficient reserve of time and other resources in case of unforeseen difficulties; secondly, to be able to quickly adjust the strategy, if in practice it turns out to be necessary; thirdly, constantly keep feedback with employees, inform them about the success of the transformations.

The essence of the “freezing” stage is the consolidation of the achieved result. To do this, it is necessary to allocate all the necessary resources, resolve the issue of further training to work with the implemented innovation, and implement plans to use the results of the implementation, taking into account the situation.

The final stage of innovations is the assessment of current results, which involves the study of all the consequences of introducing innovations, an analysis of their perception; further feedback support within the company; informing external environment(market, media, consumers) about the introduction of innovation.

The introduction of innovative technologies in terms of personnel and resource management can be carried out by the following methods:

The coercive method is based on the use of force to overcome resistance from the staff. It is advisable to use it when the nature of resistance is clear, and innovations need to be implemented in a short time;
The method of adaptive deviations, on the contrary, involves the gradual introduction of changes over a long period by a specially created project group, and not by the head of the company, conflicts are resolved through compromise. The method is favorable in that the staff does not have to “break” (which can negatively affect the quality of the work performed): the employees themselves eventually accept the convenience and benefits of innovations. This method it is used in cases where there is no urgency, and changes in the external environment are easy to foresee; in emergency situations, it is ineffective;
Crisis management is applicable to the most unfavorable cases when the existence of the company is threatened. The resistance in this case is usually low, but there is a severe time pressure and the risk of failure;
The resistance management method is a flexible method that combines the approaches of the adaptive deviation method and forced, maneuvering between them when the required implementation urgency changes.

Difficulties of implementation

When implementing any leader, he must be prepared for the fact that, like any unworked action, innovation will inevitably face difficulties, the main of which is resistance from employees.

The staff is not always enthusiastic about innovations, since the latter carry an element of discomfort: they require the rejection of the usual, proven methods of work, adaptation to new, unknown conditions, additional training. Often, lower-level managers see innovation as a threat to their status, feel insecure about the future, and anticipate tightening control.

In such cases, the following steps should be taken to successfully implement the change:

Conduct an analysis of the field of forces, that is, highlight the driving (promoting innovations) and restraining (opposing innovations) forces, taking into account their power. For innovation to be successful, driving forces must prevail, so it is important to identify potential forces (those that can become driving forces) and put them into action. The task of the leader or manager here is to convince the performers of the expediency and usefulness of the changes.
To work with potential forces, it is important to identify the main causes of resistance in the team. The most common reasons are:
- Misunderstanding of the situation (associated with a low level of trust in management and an incorrect interpretation of its intentions),
- Differences in the assessment of the situation (usually occur when employees have important information, in their opinion, unknown to management. To solve the problem, it is important to identify this information),
- Narrow proprietary interest (fear associated with the innovation of loss of income, status, etc.),
- Low tolerance for change (based on natural conservatism or fear that as a result of innovation, a lack of knowledge, skills, abilities, etc.) will be revealed.
Choose appropriate methods to overcome resistance:
- High-quality informing employees about the goals and the process of introducing innovations, including conducting confidential conversations;
- Involving employees in the process (for example, by providing the opportunity to develop individual details);
- Organization of assistance and support in the development of innovations.
- Coercion under the threat of loss of position, job promotion is a method that takes place, but is undesirable in the long run, since it does not resolve the conflict.

To improve the overall preparedness of staff for the innovation process, it is useful not only during implementation, but also in the current mode to systematically train, financially stimulate innovators, evaluate the contribution individual worker in the success of the company, pay attention to rationalization proposals, encourage initiative, activity, explain the development prospects associated with innovation.

Result evaluation

At the final stage of implementation, it is logical to evaluate the intermediate result. Some difficulty lies in the fact that in the conditions of market deviations it is impossible to offer a unified system of indicators of the effectiveness of innovations: the manufacturer must determine it independently, based on the characteristics of the innovation project. The effectiveness of the implemented innovation can be assessed by comparing the cost of the project, its profitability, and the payback period of investments.

The effect of the introduction of an innovative product can be considered in four aspects:

Economic (profit from innovation, increase in sales, improved use of production capacity, growth in labor productivity, acceleration of capital turnover);
Scientific and technical (increase in the level of labor, competitiveness of the company, automation of production);
Social (training, satisfaction and safety of employees);
environmental (decrease harmful emissions and production waste, the growth of environmental friendliness and ergonomics of products).

The manufacturer is most interested economic effect, but the importance of other aspects should not be neglected, since they create the reputation of the company, respectively, in the long run affect its recognition, stability, and investment attractiveness.

original document?


Introduction

1.1 The concept of innovation, R&D
1.2 R&D management

2 Marketing innovation
2.1 Types of innovative marketing
2.2 Strategic and operational marketing of innovations
3 Formation competitive advantage
3.1 Types of competitive advantage
3.2 Managing the formation and retention of competitive advantages
Conclusion
List of sources used

Introduction

Significant character transformation economic development, the need to constantly support competition at the proper level of goods and services, have developed an urgent need to expand research and development in organizations of various forms of ownership, which is especially true for industrial and manufacturing enterprises. The basis of the organization's management consists in the policy of technological renewal innovation strategy and enhancing various forms of R&D.

Freedom of innovation inevitably entails a wide range of changes in the mainstream of science and scientific knowledge, in engineering and production technology, as well as in the emergence of many social, organizational and managerial innovations.

Properly built management of the development, implementation and creation of innovations will allow any organization to increase not only the efficiency of its activities, but also reach a qualitatively new level among competitors. For the correct presentation of innovations, it is also necessary to pay attention to marketing and the formation of competitive advantages.

Purpose of execution control work consists in getting acquainted with the spectrum of regularities and practical skills in organizing and managing innovative activities, namely, considering the process of managing the development, implementation, creation of innovations, studying the basics of innovation marketing and the formation of competitive advantages.

Outcomes from the goal it is necessary to solve the following tasks:

- consider the concept of innovation, R&D, study the management of R&D, consider the management of the creation and implementation of innovations;

- to study the types of innovative marketing, highlight the basics of strategic and operational marketing of innovations;

- to study the types of competitive advantages, to consider the processes of managing the creation and retention of competitive advantages.

1 Management of the development, implementation and creation of innovations, R&D

1.1 The concept of innovation

In most cases, innovation is understood as a fact of novelty that is present in a particular object, event or phenomenon, for example new order, stacked way and stuff. On the other hand, this concept is interpreted as a component by which it is possible to create a product that would have consumer value and would be in demand among consumers. Some experts understand that innovation is defined as “a documented development based on the results of previous studies”. That is, innovation is the result of the 1st stage of developing a new idea into practice.

Analyzing these opinions, it can be noted that the main meaning of the concept of innovation is the fact that certain characteristics of an object, noted at the current moment of time, differ from the same characteristics that were inherent in it in the past tense. And also the fact of creating a new object is also an innovation.

Based on the foregoing, certain new characteristics of an existing object, as well as the emergence of a new object, show innovation. It must be borne in mind that, regardless of the nature of the appearance of an object, it can be at various stages: idea, development, planning, implementation, result, just as innovation goes through this path - from an idea to the result of the practical implementation of this idea.

It is worth noting that the creation of innovation is not complete without R&D.

Research and development work - a set of works aimed at obtaining new knowledge and practical use when creating a new product or technology. R&D includes :

Most importantly, in R&D management, two areas of decision making are project selection and development completion.

When considering applied research, they are characterized by a high consistency and purposefulness, along with an element of uncertainty. A selection of projects is carried out that makes it possible to have a balanced portfolio, it is developed in order to solve the problems set by the organization strategic objectives, along with optimal use of resources.

R&D costs in modern practice are, as a rule, from 3 to 5% of sales. Distribution of costs by stages of work carried out as part of R&D by an average organization innovative business is shown in Figure 1. Since in Russia this is not so inherent, and in this moment is only gaining momentum, then the statistics on the distribution of costs by stages, within the framework of R&D, are given on average for the USA and Japan (as for countries where this action is very developed) .

Figure 1 - Relative importance of different types of R&D, on average for organizations in Japan and the USA, %

The classification of research and development in modern organizations is carried out in three groups:

- fundamental research in the field of new technologies;

Figure 2 - Integral indicator technical level innovations

For the analysis of fundamentally new projects and the forecast of fundamental and applied research, methods are used based on the construction of the so-called tree of goals, or a predictive graph (construction and analysis of the tree of goals).

1.3 Managing the creation and implementation of innovations

The organization of the activity of an enterprise in the field of the use of innovation is a rather complex procedure, which consists of separate stages that affect the life cycle of innovation as a whole. The project approach is based on the consideration of the entire scientific and production cycle, which is understood as the process of development, creation, implementation and dissemination of innovations up to the decommissioning of the product.

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Introduction

1. R&D management

Conclusion

Bibliography

Introduction

The basis of the qualitative shifts taking place in the modern economy is the innovative orientation of the strategy and tactics of production development. The innovative activity of the economy has acquired the character of a central socio-economic process in industrialized countries. Changes in factors of production are expressed in an increase in their information, intellectual and innovative components. These trends are closely related to the transformation of the forms and methods of organizing subjects economic activity and their management.

The modern organization has a leading role in ensuring scientific and technological progress, updating products and technology. It is the industrial firm that primarily provides the necessary concentration of financial, material, scientific, technical and human resources. Large organizations, industrial firms have the ability to implement a long-term strategy innovative development, focused on the diverse needs of the market, but not amenable to the destabilizing influence of short-term market fluctuations.

In conditions market economy innovations should contribute to the intensive development of the economy, ensure the acceleration of the introduction of the latest achievements of science and technology into production, and more fully satisfy consumers in a variety of high-quality products and services.

The need for innovative development of production imposes new requirements on the content, organization, forms and methods management activities. It dictates the emergence of a special type of management aimed at managing the processes of updating all elements of production systems.

1. R&D management

Serious changes in the nature of economic development, the need to maintain the competitiveness of Russian goods have made the expansion of research and development in firms and industrial companies an urgent need. Adaptation to the new business conditions required a revision of many aspects of the company's activities. The company's management was based on the policy of technological renewal of the innovation strategy and the activation of various forms of scientific research and development. There was a need to rebuild organizational structures R&D, expand the range of research areas, increase activity industrial firms in the field of fundamental research.

In industrialized countries, industrial R&D over the last decades of the 20th century. have become the largest component of the national scientific potential and the most important source of competitive advantages. In industrial companies, science, as the main and practically inexhaustible source of innovations, has united with a specific consumer of innovations. The need to actively expand R&D within the industrial sector is confirmed by the fact that through the production and sale of products, the results of scientific research are commercialized and meet the real needs of society.

Another feature of R&D development management is the reliance on the collective organization of work, headed by an innovative scientist and organizer.

Innovation activity is characterized by a high degree of uncertainty and risk, especially when performing fundamental and applied research. When choosing an innovation project and making decisions, the element of risk is also very high, it depends on the completeness of information, the quality of the proposed project, methods and approaches to decision-making. Uncertainty will be the smallest in the mass production of a new product. But when an innovation enters the market and diffusion of innovations, the elements of uncertainty and risk increase again, decreasing with a stable sales volume and high competitiveness of the innovation. Let's trace the features of innovation management on different stages their life cycle.

Many creative ideas are not the result of a coherent process of increasing knowledge and traditional ways of thinking. Commercial innovative organizations will always depend on spontaneous creative acts Medynsky VG Innovative management. - M.: KNORUS, 2005. In ordinary, traditional enterprise activities, "management methods and approaches leave very little room for chance, but the success of entrepreneurial projects remains largely dependent on the quality of the ideas or concepts on which these projects are based," writes renowned innovation management specialist Brian Twiss.

At the stage of scientific research, an unconventional managerial approach is especially important. At the same time, it is necessary to combine the freedom of creative individuals, the mismatch of personal, group and entrepreneurial interests with the task of effectively searching for and choosing a project.

The role of the leader of the scientific stage of research goes beyond the simple selection of creative workers, setting strategic goals and operational control. He is required to create a creative moral and psychological climate, stimulate risk, ensure broad contacts between scientists and high level their awareness, creation of conditions for free creativity, tolerance and criticality.

For scientists, important criteria for activity are recognition and appreciation, prestige and monetary reward.

Among the methods of creative problem solving, B. Twiss names analytical and morphological, as well as non-analytical methods, among which an important place is occupied by "brainstorming", the use of fantasy, metaphors, methods of associations, analogies and synectics.

Synectics tries to organize the creative process on the basis of overcoming orthodox thinking. The operational management of the creative act is explained on the basis of fundamental logical and mental processes. Synectics methods are quite widespread in specialized scientific organizations.

In R&D management, two areas of decision making are most important: project selection and development completion. At the same time, applied research is characterized by a fairly high systemic and purposeful nature. But they still have a large element of indeterminacy. A selection of projects is carried out, providing a balanced portfolio, it is formed in order to solve the strategic tasks set by the company simultaneously with the optimal use of resources in different periods of time.

R&D costs in modern practice are, as a rule, from 3 to 5% of sales. The distribution of costs by stages of work carried out as part of R&D by an average innovative business firm is shown in Table 1.

Table No. 1

Structure of R&D costs by stages of the innovation cycle

	Costs, % of total
1. Study of the scientific groundwork on the problem, analysis of the available data from fundamental research
2. Development of the idea of innovation
3. Laboratory experimental studies
4. Design and development innovation
5. Documentary and organizational and technical support for the release of a prototype innovation

As follows from the analysis of the average costs by R&D stages, the largest share is documentary, organizational and technological support for the development of a new sample. This suggests the growing influence of technical and technological innovations and the desire of modern firms to have their own scientific backlog and a developed R&D network.

Insufficient activity of enterprises in this area is of concern to the management of large industrial companies abroad. Thus, in 1999, out of 500 leaders of the largest TNCs, only 3.4% answered that their firms had sufficient scientific and technical groundwork of their own; 52.8% stated that it was insufficient, and 43.8% reported that they did not have their own scientific and theoretical research and development of new technologies.

The innovative activity of half of the above companies was based on innovation-improvements and the production of new goods and services. As for the future plans of the surveyed companies, 24.6% saw the need to develop their own scientific, technical and fundamental research.

The specificity of the development of large corporations abroad in the past 10 years is that in terms of the volume and practical significance of their R&D, they are significantly ahead of not only small businesses, but also university and academic science Porshnev AG Innovation Management. - M.: Omega-L, 2007 . Large firms have an indisputable priority in sales of patents and know-how, which is confirmed, in the Japanese patent market, foreign sellers have about 40% of sales, large firms - 39, respectively, academic and university sectors - 11, small and medium business about - 10%.

The innovative orientation of industrial firms is clearly manifested in the fact that R & D is seen as a long-term perspective, relatively little dependent on short-term changes in market conditions. Most of the world's leading industrial companies spend 5 to 7% of their total sales on R&D.

The development of innovation activity in countries where the participation of the state in research and development is limited, and the role of budget allocations in R&D spending is actually decreasing, seems to be the only option for the development of the national economy. The situation in Russia is exacerbated by the difficult state of the academic sector and the insufficient effectiveness of university science.

The virtual absence of a project financing market in Russia, the unsatisfactory state of the intellectual property market, the lack of an established practice of technology transfer, as well as restrictions on the import of new technologies put forward the tasks of developing R&D in large companies bring to Front. The relative importance of R&D types for Japanese and US firms is illustrated by the data in Table 2.

Table No. 2 Relative importance of different types of R&D for Japanese and US firms, %

Type of R&D

Basic research in the field of new technologies
Research in the field of improvement and modernization of existing products
Development of new products
Mastering new production methods and production processes

Research and development in modern companies can be classified into 3 groups: basic research in the field of new technologies, research in the field of improving and upgrading existing products, development of new products and new production methods.

Upgrading production, changing the range of products, introducing new production technologies can be carried out in various ways: through the acquisition of patents, licenses and know-how, conducting own research in the functional divisions of the company's R&D, creating in-house venture divisions for the development and commercialization of innovations.

A large company faces various alternatives to acquiring R&D - through the acquisition of small firms with a high level of scientific developments, through inter-firm research and production cooperation, through the creation of joint ventures, etc. Large companies can create a risk capital fund to finance small innovative businesses with establishing control over it or subsequent acquisition.

Each option for creating scientific groundwork and scientific support for the renewal of production in the company is considered on an alternative basis and depends on the specific situation, taking into account:

Ш Characteristics of innovation;

Ш Its compliance with the profile of activity;

Ш Features and stages of the life cycle of innovation;

Ш The level of development of innovation infrastructure;

Ш Security with financial, material and information resources;

Ш Qualifications, professional skills and technical experience of the personnel;

Ш Technical and organizational level of production systems;

Ш Industry affiliation of the company, etc.

And yet the greatest specific gravity in the "portfolio" of R&D organization forms in many countries, especially those with a low level of state participation, continues to be occupied by in-house development and implementation of innovations based on R&D units.

An important role in improving the functioning of the system of research and design units is played by the creation of new organizational structures and new methods of R&D management. So, if a traditional enterprise is characterized by a linear-sequential development of innovations within the framework of matrix, divisional or network structures, then modern companies are dominated by a project approach to R&D management, a system for managing temporary target project groups, or the creation of autonomous innovative venture divisions within large corporations Zavlina P N. Innovative management. - M.: Economics, 2006 .

The traditional linear-sequential way of developing innovations causes a slowdown in the rate of innovation renewal due to such objective reasons as the growing inertia of the material and technical base of production, preventing a radical change in technology. The quality and efficiency of R&D is affected by the prevalence of purely administrative methods of management, which reduce labor motivation, worsen communication and coordination of actions of various functional units responsible for the development and implementation of innovations. The application of the project management method, the creation of temporary project teams and in-house ventures allow improving the innovation process in large companies.

The effectiveness of renewal is influenced by various factors of innovation activity: the quality of the innovation-product, the quality of the applied technological solutions and the characteristics of the organizational and technical conditions for the implementation of the project. The factors that determine the quality of a product being mastered or a new product are the technical level of the product, its manufacturability, resource intensity, the degree of unification and standardization, and the comparative technical and economic efficiency of the old and new models.

Indicators of the quality of innovation can be any parameters and properties of the product. For the most comprehensive idea of the technical level of innovation, the indicators are divided according to their properties, the method of their measurement, the stages of production and operation. For completeness of the characteristic, both absolute indicators of properties in natural or value terms, and relative ones are used. Moreover, relative indicators are usually the ratio of the absolute indicators of the old to the indicators of a new or improved sample, as well as specific or consumption indicators of material consumption, labor intensity, cost per unit of power, productivity, etc. These parameters are the basis for assessing the technical level and quality of innovation. Their classification is schematically shown in Figure 1.

If single (private) indicators of innovation relate to only one of its properties, then complex indicators quite fully reflect the range of the most important characteristics. For such products, their technical and technological excellence is determined through the technical level of the novelty in comparison with the baseline values of the old product. The indicators of standardized manufactured products are used as the base ones. At the same time, all phases of the life cycle of new products are subordinated to its final stage - sale and operation at the consumer. From these positions, design cannot be considered as a stage of scientific and technical activity, since all stages of R&D are aimed at the long-term development of a sample of a new product, including the so-called operational efficiency.

innovative innovation industrial corporation

Rice. 1. Classification of indicators in assessing the technical level of innovation

Thus, technical and operational factors determine the costs of providing the necessary performance characteristics, and the functional properties of a new sample determine the so-called dynamic reserve of functional parameters (power, reliability, performance, service life), which affects the prospects for upgrading the product and extending its service life and staying on market.

Organizational and economic factors characterize the impact of macroeconomic, microeconomic and organizational aspects on the quality and cost of innovation development.

Structural and technological factors determine the costs of obtaining the necessary technical indicators products, include the cost of technological processing. Factors that deepen specialization and contribute to the standardization and unification of products are highlighted. These indicators play an insignificant role in the introduction of single and fundamentally new samples, since favorable conditions are created for mass production. Here, the novelty of the product, its technical and technological perfection is brought to the fore, a comparison of the new model with the best examples of similar products on the world market is carried out.

The assessment of the technical level of the introduced innovation can be made on the basis of an integral or weighted average indicator. At the same time, the main generalizing indicator is associated with the purpose and consumption of the product.

As a rule, expert assessments are used to calculate a generalizing indicator of the quality of an introduced innovation, since the available information is not enough to apply quantitative mathematical methods.

The procedure for determining the weight coefficients of private quality indicators consists of four stages. At the first stage, questionnaire questions are developed concerning private indicators and their weighting coefficients. At the second stage, a "team of experts" is selected, and the number of its participants must be at least 20, customers, developers, managers, marketers must be represented here. The third stage is, as a rule, the examination procedure, which is divided into preliminary and final. The survey can be conducted in several stages and must be anonymous. At the end of each stage, it is desirable to discuss the results obtained. fourth, final stage Mathematical processing of survey results is considered by various probabilistic methods or ordering methods: ranking, direct assessment, sequential and pairwise comparison, the method of preferences (preferences).

Quite often, the method of aggregated assessment with a previous ranking is used.

The best approach to determining the integral indicator of innovation is to develop a mathematical model in the form of functional dependencies of the main indicators on production, operational and organizational and economic factors. The amount of investment required to achieve the required technical level of a new product also plays a leading role.

If it is impossible to isolate the main quantitative indicator, weighted averages are used. You can use the weighted arithmetic or geometric value of private indicators. In this case, it is necessary to compare various options for new product designs under the conditions of maximum permissible deviations and establish the significance and degree of influence of all components. The integral indicator of the technical level of the product is shown in Figure 2.

Rice. 2. Integral indicator of the technical level of innovation

For the analysis of fundamentally new projects and the forecast of fundamental and applied research, methods based on the construction of a tree of goals, or a predictive graph, are used. The essence of the predictive graph method is to build and analyze a tree of goals that reflect both an innovative alternative and an innovative need, including an assessment of the necessary resources and production capabilities.

2. Managing the creation and implementation of innovations

Centralized management designed for fixed factors of production and a deterministic type of production and product, irrevocably gone. In a market economy, any company independently determines its innovative strategy and organizational structure, chooses the type of technology used, selects the necessary technological equipment and involves the necessary quantity and quality of material and intangible resources into circulation.

The organization of the company's activities in the field of the use of innovations is a very complex procedure, consisting of separate stages that affect the life cycle of innovation as a whole. The project approach is based on the consideration of the entire research and production cycle, which refers to the process of development, creation, implementation and dissemination of innovations, up to the decommissioning of the product Kruglova N. Yu. Innovative management. - M.: Progress, 2007 .

The concept of a scientific and production cycle can refer to the change of both fundamental technical and technological systems and prototypes and the replacement of the existing equipment fleet.

The main content of the innovation process in production is the circulation, or the change of technological solutions, models of equipment and finished products. The life cycle of production systems begins with the development phase. Scientific research, design and creation of prototypes, and testing are carried out here. As products become more complex and modernized, this stage becomes more and more important. The first stage ends with the decision to switch to serial production. The higher the knowledge intensity of products, the more important the role of small-scale production, the flexibility and adaptability of the applied technological solutions. The next stage includes the technological preparation of production and the choice of technologies.

A great influence on the choice of the method of mastering the production of new materials and products is exerted by the system of organizing the technical and economic preparation of production and the composition of the necessary technological equipment. Technological preparation of mass and serial production of products in accordance with the Unified System for Technological Preparation of Production (USTPP) includes a set of works on the development of technological processes, the design and manufacture of tooling, the manufacture and testing of a prototype product, the organization and development of the production system as a whole.

When developing technological process determine the methods of influence, the type of operations and their sequence, methods for obtaining intermediate types of products, parts or assemblies. Finally, the main, auxiliary, preparatory and final stages of the process are joined. Technological equipment is selected according to its technical specifications(power, reliability, performance), age, degree of wear, repair complexity, technological characteristics setup, maintenance and repair.

The structure is of particular importance. necessary equipment created production systems. It should be considered from the point of view of both the analysis of the installed equipment and the modernization of existing equipment and the decommissioning of obsolete equipment. Of great importance is the possibility of reducing the preparatory-final and auxiliary time in the operation of the equipment. When selecting equipment for the technological system being created, it is necessary to make the most full use of the operating time of the equipment, to provide organizationally? technological measures aimed at reducing technological inter-operational, intra-shift and other losses of working time.

In discrete processes, these principles are most fully reflected in the organization of mass production. In continuous production, increasing the efficiency of systems is possible due to the intensification of multi-stage auxiliary and preparatory-final stages of the process, as well as the optimal mode of operation of the system. When selecting production capacities for the innovation being introduced, special attention should be paid to the intensity of their use, i.e. on the completeness of the use of equipment capacity in each unit of working time.

The quality of the technological process is realized in its ability to create innovation. It is evaluated from the standpoint of both technical and technological characteristics and the system economic indicators. Widely used technical-economic and functional-cost methods of analysis make it possible to establish the relationship between technical and economic indicators of processes and to find an algorithm for the optimal functioning of production systems.

The volume of production is estimated both in kind and in value terms. It is important to indicate all production costs, the selling price per unit of new product and the estimated sales revenue. It should be noted that for most innovative projects in the initial period, capacity utilization may be 20% or even less. This situation arises as a result of both commercial difficulties with the entry of a new product to the market, and a wide range of production problems related to the settlement of issues related to the supply of raw materials, components, equipment adjustment, recruitment for servicing new equipment and new technologies. These aspects are considered when drawing up a feasibility study and engineering study of an innovative project.

At the production stage, the whole range of work is carried out to develop new products, manufacture pilot batches and transition to serial, and then mass production of new products. Determining the need for input capacities is a step-by-step stage and should be carried out for each stage separately in accordance with the intermediate values of the expected output or sales volume of new products. For each stage, specific material and labor requirements should be determined and the best option (parallel, series, mixed, or bypass-bypass) used for the equipment should be prioritized.

Resource requirements and costs should be calculated for each stage and clearly correlated with financial resources and sales volume. It is necessary to provide for losses, marriage, downtime. Costs at different stages of production at different capacity utilization are calculated on the basis of proportional distribution of costs at full production capacity.

Thus, the choice of method and variant of technical and technological renewal depends on the specific situation, the nature of the innovation, its compliance with the profile, resource and scientific and technical potential of the enterprise.

To optimize technological systems, it is necessary to apply a system of measures for a smooth transition to changing the type of innovation. So, there are several types of transition from one type of production to another. Usually there are serial, parallel and mixed transition methods. The transition can be carried out with or without a production stop. As a rule, the transition to a new type of production is closely related to technological and technical features applied processes and future innovations. The efficient series-parallel method has a number of advantages. But for their implementation, it is necessary to create so-called transitional, or hybrid, models. The serial-parallel transition to new products is carried out smoothly, without stopping production, with the gradual updating of products through the introduction of hybrid models. This way of modernizing production and introducing innovations is most widely used in the automotive and aviation industries. It is used by such automotive giants as ZIL, BMW, Ford, VAZ, etc. The main methods of switching to the production of new products in the form of output-time dependency graphs are shown in Figure 2.

Rice. 2. The main methods of transition to the production of new products (materials, products):

X -- volume of release, Y -- time; A - serial, B - parallel, C - parallel-serial method; 1 - old products, 2 - new products

For the successful implementation of a scientific and technical innovation and its transformation into an innovative product, it is necessary to analyze and select technological solutions and the required equipment, followed by management production systems. Management is based on a targeted system of measures to select the best not only at the moment, but also in the future technological solutions, their implementation and practice Medynsky VG Innovative management. - M.: KNORUS, 2005.

The choice of a technological solution for the implementation of the innovation project is carried out on an alternative basis. The selection criteria are extremely diverse, but financial feasibility and technological feasibility are decisive. This should be understood as the profitability of the adopted project, its feasibility in production from the standpoint of technology, equipment, fixtures, tools, tooling, quality and number of performers. In general, the choice of a technological solution is influenced by more than 50 criteria, including financial, economic, scientific and technical, social, environmental, and market ones.

When analyzing possible options for technological solutions, it is important to establish the relationship between technical and economic indicators of the technological process and to identify factors that contribute to minimizing costs and optimal quality of the innovation being introduced. Here, organizational and technological factors of production play an important role: the level of progressiveness of the technology itself, the processing modes, the parameters of technological processes, the level of technical equipment, the systematic selection of equipment and the degree of its unification.

To organizational factors include the type of production (single, serial, mass), the method of organizing technological processes in time (continuous or discrete), the degree of use of equipment, the volume of output, the size of the batch, etc. At the same time, special attention is paid to the relationship of individual factors, the manifestation of which may subsequently be useful or harmful Porshnev AG Management of innovations. - M.: Omega-L, 2007 . So, for example, the material consumption of a product is affected not only by the size and weight of the part, but also by the selected type of workpiece, the method of its production, and processing modes.

The complexity of the technological process and the norm of the operation time are influenced by the structural complexity, the required level of accuracy and cleanliness of surface treatment, the qualifications of the worker, etc.

The procedure for selecting a technological solution is carried out similarly to determining the technical level and quality of the innovation being introduced. In general, it consists of 5-6 stages and is schematically shown in Figure 3.

The criterion for the optimality of the selected technological solution can be the minimum technological cost, maximum productivity, the level of perfection and quality of the product, as well as the level of technology used.

Rice. 3. Technological solution selection scheme

The purpose of choosing the necessary technological process is the efficient production of innovation with given consumer properties, quality level at minimal cost resources used. When choosing a technological solution, first of all, it is necessary to focus on what stage of the life cycle the analyzed technology is. Such a conceptual approach can become decisive in the materialization of the results of fundamentally new research and development.

The most fruitful modern idea of life cycles is the concept of life cycles of large technological systems, including the evolution and transformation of technologies as economic objects. Their study leads to the theory of generations of equipment and technology, developing within both the traditional and the new technological paradigm.

Conclusion

Innovation management is of such great importance for the development of innovative activities of firms and their normal functioning in a market economy that there is no need to prove it.

The radical restructuring of economic management is today one of the most important directions of the reform program in scientific organizations and innovative enterprises.

The development of technological systems is carried out in two directions: the improvement of basic technologies and the creation of fundamentally new and modified technologies. With the improvement of technologies, their transition to the stage of maturity and saturation of the market with this product, further technological development within the existing framework becomes unprofitable, sales and profits fall. Breakthroughs of fundamentally new solutions arise in the bowels of the existing directions of development of engineering and technology, which lays the foundation for new industries and industries.

At present, the mechanism of innovation management is a weak link in the organizational and economic mechanism for managing the national economy. In a market economy, innovations should contribute to the intensive development of the economy, ensure the acceleration of the introduction of the latest achievements of science and technology into production, and better satisfy consumers in a variety of high-quality products and services.

To implement the innovative activity of an enterprise, in addition to the analysis of technical and technological solutions, it is necessary to pay attention to environmental impacts on the environment, as well as sources of obtaining technology, which may consist in licensing, acquiring full rights to technology or joint ownership of the right to use technology.

Bibliography

1. Zavlina P. N. Innovative management. - M.: Economics, 2006

2. Kirsanov K., Siverin D. Innovative management in the formation of scientific and technical policy. - M.: Delo, 2008

3. Kruglova N. Yu. Innovative management. - M.: Progress, 2007

4. Medynsky VG Innovative management. - M.: KNORUS, 2005

5. Ogoleva L. N., Radikovsky V. M. Innovative activity of the enterprise. - M.: INFRA-M, 2008

6. Porshnev A. G. Management of innovations. - M.: Omega-L, 2007

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Managing the creation and implementation of innovation. Managing the development, implementation and creation of innovations in the company Direct Group

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