home Windows The main types of information flows in the organization. The movement of information flows. Application of information flows in production

The main types of information flows in the organization. The movement of information flows. Application of information flows in production

CONTENT

INTRODUCTION………………………………………………………………………..2
1. Information flows and workflow in the enterprise
1.1. DEFINITION OF CONCEPTS…………………………………………………4
1.2. INFORMING MANAGERS - TYPICAL PROBLEMS………………………………………………………………………….4
1.3.INFORMATION PROBLEMS OF ENTERPRISES…………….…..5
1.4. REQUIREMENTS FOR THE SYSTEM OF INFORMATION FLOWS ........ 6
1.5. ORGANIZATION OF THE SYSTEM OF INFORMATION FLOWS……7
1.6. ANALYSIS OF INFORMATION FLOWS…………………………..8
2. ECONOMIC CHARACTERISTICS OF THE ENTERPRISE LLC "ELECTRA-N"
2.1. DESCRIPTION OF ELEKTRA-N LLC………………………………………...11
12
3. ANALYSIS OF INFORMATION FLOW AND DOCUMENT FLOW ON THE EXAMPLE OF ELECTRA-N LLC
3.1. Drawing up a schedule of information flows ... ... 25
4. Ways to improve information flows and workflow…………………………………………………..……..28
CONCLUSION………………………………………………………………….30
REFERENCES……………………………………………... ……….32

INTRODUCTION
Improving management methods is one of the main tasks, the solution of which depends on the degree of progress of the enterprise. Every year, the intensity of information exchange at the enterprise inevitably grows and becomes more complicated, and therefore the problem of creating methods for describing, analyzing and studying information flows becomes more relevant. To solve it, the following are considered: analysis of the organization; improvement of the document flow scheme; development of automated information support systems. The study of information flows gives a general idea of the functioning of management objects and is the first step in the analysis of the organization. At this stage, it is possible to solve a number of problems regarding the improvement of the document flow scheme. Further study of information flows makes it possible to identify the elements of the information display of the object, the relationship between them, the structure and dynamics of information flows.
The problems of timely provision of enterprise managers with operational information are largely determined by the imperfection of the system of information flows of the enterprise. The course work discusses the typical problems of the system of information flows of Russian enterprises and the approach to their analysis in the concept of controlling.
The purpose of the course work is to explore ways to build an effective workflow in an enterprise and ways to improve the information flow system using the example of Elektra-N LLC.
The object of the study is information flows and workflow of Elektra-N LLC, which specializes in the field electronic systems security and life support in the city of V. Novgorod.
The subject of the study is the efficiency of document circulation and the improvement of the system of information flows of the enterprise OOO Elektra-N.
Based on the goal, the following tasks are defined:

consider the concept of information flows;

consider typical information problems enterprises;

consider the organization of the system of information flows;

to analyze the direction and intensity of document circulation at the enterprise, as well as ways to improve it.

The methodological basis of the study was the work on the economic theory of the following authors: K. Vaseneva, B.P. Barmakova, V.I. Sadovnikova, P.L. Epstein, A.A. Modina and others.

1. Information flows and workflow in the enterprise
1.1 DEFINITIONS
Information flows are the physical movement of information from one employee of an enterprise to another or from one department to another. The transformation of information (accounting entry) is not considered as information flows.
The system of information flows is a set of physical movements of information that makes it possible to carry out any process, to implement any decision. The most common system of information flows is the sum of information flows that allows an enterprise to conduct financial and economic activities.
Information flows ensure the normal operation of the organization. The purpose of working with information flows is to optimize the work of the enterprise.

1.2 INFORMING MANAGERS - TYPICAL PROBLEMS
The heads of the enterprise (general director, financial director, heads of services) must have operational information so that if deviations from the plan occur, primarily in terms of costs, they can make timely corrective decisions.
Traditionally, information in the form of an actual cost estimate for the enterprise is provided by the accounting department. Data in the form of cost estimates and calculations for individual types of products are provided after:
processed bills for electricity, gas, water;
the calculation of the services of workshops to each other and to third parties;
depreciation of fixed assets was accrued;
distributed overhead costs between shops and types of products;
taxes were accrued to the budget and deductions were made to off-budget funds.
After comparing the actual cost estimates with revenue, the accounting department calculates the financial result.
Today, at most Russian industrial enterprises, these operations (closing accounts, forming costs and financial results) are carried out monthly, i.e. the planning department of the enterprise determines the output, costs and financial result for the month, and then calculates the actual data and compares it with the planned ones.
The disadvantage of this system is inefficiency. Closing accounts, calculating costs and financial results takes so much time from the accounting department that usually the actual cost estimate is received by the 20th of the next month. This means that when making a decision, the manager is forced to operate with two-month-old data and rely more on his intuition. Only information on the volume of products produced (daily report from the workshop) and on the movement of money on the current account (payment orders and statements are received by the financial department daily) can be promptly provided.
The foregoing makes it necessary to create a system for providing enterprise managers with operational information on revenue and costs. The creation of such a system is an important task of the controlling service: managers should receive information on costs more often than once a month. To do this, it is necessary to put things in order in the information flows of the enterprise.

1.3 INFORMATION PROBLEMS OF ENTERPRISES
The above situation with providing the heads of the enterprise with operational information is due to the shortcomings in the organization of information flows. Among the typical shortcomings of the system of information flows of Russian enterprises are:
duplication of information provided;
lack of relevant (essential) information;
lack of unambiguous distribution of responsibility for documents;
untimely provision of information;
information may not reach the addressee;
clarifications may be required upon receipt of the information.
An important task of the controlling service is to improve the system of information flows, change the algorithms for passing documents, and automate the transfer of information.
The system of information flows of controlling should be organically integrated into the general system of information flows of the enterprise, otherwise the employees of the enterprise will reject the scheme imposed on them.
It is necessary to analyze the functioning of the information flow system existing at the enterprise for the presence of "bottlenecks", extra links (for this, the controllers must have the necessary powers). The introduction of the controlling system leads to the restructuring and optimization of the system of information flows - the entire economic document flow of the enterprise.

1.4 REQUIREMENTS FOR THE INFORMATION FLOW SYSTEM
Information that is collected in the Controlling system for processing and
analysis must meet the following requirements:
timeliness, i.e. information on costs, revenues, profits should come when it still makes sense to analyze it;
credibility;
relevance, i.e. information should help to make decisions;
utility (the effect of using information should cover the costs of obtaining it);
completeness, i.e. there should be no omissions;
comprehensibility, i.e. information should not require "decryption";
regularity of receipt.
The controlling system solves its tasks in the field of automation in the enterprise. The complexity of processing detailed information on cost centers is huge, it is difficult to process it manually. Economists of shops (branches, warehouses, stores) immediately demand to automate their work, since for them work in the controlling system is an additional burden even if the collection of planned and actual information occurs once a month. If the information is collected once a week, then the departments will not physically have time to process and provide the information to the controlling service, which, in turn, will not have time to summarize all the data on the enterprise. Therefore, if you automate the processing of transactions and account balances or the calculation of depreciation, or the calculation wages, in the same way it is advisable to automate the controlling work.

1.5 ORGANIZATION OF THE SYSTEM OF INFORMATION FLOWS
To create a system of information flows, it is necessary:
determine the structure of the information to be provided;
analyze the existing document flow at the enterprise;
develop new system workflow.
The information structure includes, first of all, the classification of income and cost types by calculation objects (by departments, products, contracts).
During the analysis of the workflow, it should be clarified: is it possible to collect information on the types of costs, for example, in the middle of the month, what obstacles exist, what needs to be done to eliminate them? It turns out that it is possible to oblige storekeepers to submit data on the consumption of materials (limit-fence cards) in the middle of the month, and not just at the end; that timekeepers can enter data from the timesheet into the payroll program daily, etc. The Controlling Service may order, on behalf of the CFO or CEO, to provide data more frequently.
The controlling service must agree with the accounting department on entering the data of the workshops by costs, so that the controlling service selects information from the database and processes it according to its own "controlling rules", i.e. received summary analytical forms. As a result of processing, controlling data is obtained "not entirely accurate" from an accounting point of view, however, this accuracy is sufficient for making managerial decisions. It is these 95% reliable data that the financial director needs today, and 100% accurate accounting reports a month later - information that is useless for making operational management decisions.
The controlling service does not make postings, does not recalculate turnovers and does not change account balances - this is the prerogative of accounting. The Controlling service analyzes data and groups them according to certain characteristics: variables and constants, related to a specific cost center and not related, etc. Therefore, the controlling service does not interfere with the accounting department, which allows them to work as a single team.

1.6 INFORMATION FLOW ANALYSIS
In the process of analyzing the information flows of an enterprise, the controlling service studies the processes of the emergence, movement and processing of information, as well as the direction and intensity of document flow in the enterprise.
The purpose of the analysis of information flows is to identify points of duplication, excess and lack of information, the causes of its failures and delays.
The most common and, apparently, the most practical method of information flow analysis is information flow scheduling. To build graphs of information flows, you should know (or develop yourself) certain rules for their compilation and symbols for individual elements.
Each information flow - a single movement of information - has the following features:
a document (on which the information is physically contained);
issues (to which area of the enterprise’s activity does the information relate: to purchases, to sales of products, to closing the month and obtaining summary costs, to planning, etc.);
the performer (the person who transmits this information);
periodicity (transmission frequency: monthly, quarterly, daily).
The company distinguishes two levels of detail of information flows:
at the enterprise level, detailing is carried out to the level of the workshop (subdivision), i.e. information is transferred between the shops and services of the enterprise;
at the level of the workshop (subdivision) of the enterprise, the detailing is carried out to the level of the workplace, i.e. information is transferred between shop workers and shop-related services.
It is important to observe uniform rules, which enables the analytical service to speak the same language with the rest of the participants in the process of analyzing information flows (financial and economic services, the automation department, etc.). At the enterprise level, it is advisable to build graphs of information flows for individual problems, since the number of information flows (connections) is very large, so it is difficult to identify a single algorithm. At the level of individual workshops, it is allowed to build a general schedule of information flows for all problems, since here the number of flows (connections) is not too large, although it is possible to build graphs for each problem.
Attached to the schedule of information flows is a decoding of information links at the enterprise or in the division.
The compiled schedule of information flows has a significant drawback - a large number of information links makes it difficult to read and analyze it, but it was the analysis of information flows that was the purpose of drawing up the schedule. Therefore, it is advisable to develop graphs that depict not static relationships between departments, but the flow of documents associated with the implementation of a specific work task.

2. ECONOMIC CHARACTERISTICS OF THE ENTERPRISE LLC "ELECTRA-N"
2.1 DESCRIPTION OF ELEKTRA-N LLC

The organization Elektra-N LLC is territorially located at the address: Veliky Novgorod, B. St. Petersburg St., 80.
The Elektra-N company was founded in 1991. Initially, it was engaged in the development of special television equipment for scientific research. Since 1993 he has been specializing in the field of electronic security and life support systems. Currently, the company employs more than 30 people. Part of the Elektra group of companies.
The main activities of the company are:
- development of concepts for the safety of objects;
- designing security systems for objects of any complexity;
- supply of equipment, installation of security systems;
- technical and operational maintenance of security systems;
- personnel training, consultations in the field of electronic security systems and security systems;
- development and production of computer systems for image registration for the needs of photonics, high-speed photography and spectrometry;
- design and installation of engineering networks and systems, technological equipment;
- performance of works to ensure fire safety of buildings and structures;
- design and installation of LAN.

The organizational structure of Elektra-N LLC includes:
- enterprise management apparatus
- financial and contracting department
- marketing and innovation department
- department of information technology
- technical department
- project department
- assembly department
- logistics Department
- sales department
- department of equipment operation.

Responsibilities and authorities within the organization are located from top to bottom, i.e. from senior managers to lower managers. In turn, lower-level managers lead specialized organizational substructures according to functional characteristics. Thus, this way of organizing labor corresponds to a linear-functional management structure.
The technology for processing accounting information and document flow is developed, supplemented or revised by the chief accountant himself or by the accounting staff under the control of the chief accountant.

2.2 EXPRESS ANALYSIS OF THE FINANCIAL POSITION OF ELECTRA-N LLC
Analysis of the detailed financial condition of the enterprise
Horizontal and vertical analysis of enterprise assets

Enterprise funds	At the beginning of 2007		At the end of 2007		Growth
Enterprise funds	thousand roubles.	share, %	thousand roubles.	share, %	thousand roubles.	share, %
Fixed assets	678	22,30%	1033	14,86%	355	-7,44%
current assets	2362	77,70%	5919	85,14%	3557	7,44%
Including in the field:
production	264	11,18%	84	1,42%	-180	-9,76%
appeals	2098	88,82%	5835	98,58%	3737	9,76%
Of these, current assets:
with minimal investment risk	249	10,54%	2021	34,14%	1772	23,60%
with low investment risk	2113	89,46%	3898	65,86%	1785	-23,60%
high-risk investment	-	-	-	-	-	-
Total	3040	100,00%	6952	100,00%	3912	-
Including:
non-monetary assets	935	30,76%	753	10,83%	-182	-19,93%
monetary assets	2105	69,24%	6199	89,17%	4094	19,93%

Horizontal analysis of the company's assets shows that their absolute amount for the reporting period increased by 3912 thousand rubles. This indicates that the company has increased its economic potential. Vertical analysis of balance sheet assets, reflecting the share of each item in the total balance sheet currency, allows you to determine the significance of changes for each type of assets. The data obtained show that the structure of the assets of the analyzed enterprise has not changed significantly: the share of fixed capital has decreased by 7.44%, and the share of working capital, respectively, has increased by 7.44%. And current assets in the sphere of production and circulation have changed quite significantly: in the sphere of production they decreased by 14.65%, and in the sphere of circulation they increased by 14.65%. A significant share is occupied by monetary assets in the total balance sheet currency, for the reporting year their share increased by 19.93%.

Inventory analysis

Indicators	At the beginning of the period		At the end of the period		changes
Indicators	Thousand roubles.	Share %	Thousand roubles.	Share %	Thousand roubles.	Share %
Stocks, including:	264	100	84	100	-180	-
- raw materials and supplies	103	39,02	0	0	-103	-39,02
-finished products and goods for resale	77	29,17	3	3,57	-74	-25,6
- Future expenses	84	31,82	81	96,43	-3	+64,61

In the analyzed period, the total amount of stocks decreased by 180 thousand rubles, which negatively affects the activities of the enterprise. Also, the amount of raw materials and materials decreased by 103 thousand rubles and the costs of future periods decreased by 3 thousand rubles. The share of finished products and goods for resale at the end of the year decreased by 25.6%, which is an unhealthy trend in the company's activities.

Accounts receivable analysis

The calculations made indicate an increase in accounts receivable by more than 2 times and amounted to 3814 thousand rubles at the end of the year. The amount of unpaid invoices with buyers and customers also increased by 2 times. All data in the table testify to the negative results of the company's activities in the reporting year.

Analytical balance of the enterprise

Assets	sum	Passive	sum
1. Non-current assets	1033	1. own funds	4577
2. working capital:	5919	2. long-term borrowed sources	0
- stocks and costs	84	3. short-term borrowed sources: - short-term bank loans - accounts payable	2375
- accounts receivable	3814		0
- cash	2021		2375
- short-term financial investments	0
- VAT	0
- others	0	4. Other liabilities	0
Total	6952	Total	6952

At the end of the year, the company has assets in the amount of 6952 thousand rubles. and liabilities for the same amount. The asset of the enterprise shows the placement of the funds of the enterprise, and the liability shows where the funds for their acquisition came from.

Cash flow analysis
The amount of cash at the beginning of the year amounted to 249 thousand rubles, and at the end of the year - 2021 thousand rubles. This suggests that the company's income is growing, and the increase in the company's cash has a positive effect on the liquidity of the balance sheet.
Liabilities Analysis

Source of capital	Availability of funds, thousand rubles			Structure of funds,%
Source of capital	At the beginning of the period	At the end of the period	change	At the beginning of the period	At the end of the period	change
Equity	811	4577	+3766	26,68	65,84	+39,16
Borrowed capital	2229	2375	+146 etc.................

* Note. The uniqueness of the work is indicated on the date of publication, the current value may differ from the indicated one.

Information management refers to the organization and use of information support systems for production and business processes in an enterprise. It is based on a systems approach that covers all activities related to planning and managing processes aimed at providing the enterprise with relevant information. Each enterprise should have its own strategy for integrating information support for decision-making, determined by the passport data of the product, its life cycle and manufacturing technology, the chosen method of data processing, the means of transmitting information to customers and partners, and other factors.

The importance of information support of the logistics process is extremely high. Emphasizing the independent importance for the effective functioning of an enterprise of managing information flows and resources, many experts single out a special, informational logistics.

Indeed, at the center of an effective controlled material flow should be an effectively controlled flow of information. There are three options for the interaction of material and information flows, when information is ahead, accompanies and explains the material flow after it has passed.

The information flow ahead of the material aims to eliminate bottlenecks in the production process. The advancing information flow in the opposite direction contains, as a rule, information about the order; advanced information flow in the forward direction - these are preliminary messages about the upcoming arrival of the cargo.

Accompanying, when simultaneously with the material flow there is information about the quantitative and qualitative parameters of the material flow, it allows you to quickly and correctly identify inventory items and send them to their destination.

The passage of the information flow lagging behind the material flow is usually allowed only to evaluate the latter. Following the material flow in the opposite direction, there may be information on the results of cargo acceptance in terms of quantity and quality, various claims, confirmations, information on mutual settlements, etc.

The purpose of information support in logistics is to enable the management, control and integrated planning of the movement of materials and products. This requires complete control of the entire mass of created and transmitted information. The problem of continuous accounting of the results of the functioning of the system becomes more and more urgent, which contributes to the prompt introduction of changes both in the construction and in the implementation of the course of production processes and product distribution. Today, those companies succeed that are able to collect and process reliable information as quickly as possible (on the state of finances and warehouses, on the movement of materials, on prices from competitors, etc.) and, after analyzing it, make one or another decision - so as not to fall behind and play ahead.

The transformation of parameters and data into control information follows certain principles. The main one is the principle of the minimum required amount of information, which is based on the principles of universalization and optimal detailing of information. Equally important is the principle of the reliability of the information collected. A high degree of randomness of emerging events often leads to unstable indicators of a temporary nature, which can have a significant impact on the value of other indicators, although temporary, but significant. From the dynamics and random variability of modern production follows the need to comply with the principle of constancy in the collection of industrial and commercial information.

Information flow management involves the implementation of the following basic typical functions:

Flow filtering, i.e. selective processing of some and rejection of other information data and documents;
- accumulation of information and storage of data in the information array;
- combining and separating information flows in the structure of the information system and in communication networks;
- transportation of information flows;
- various elementary-informational transformations;
- processing of information aimed at obtaining data related to the implementation of logistics operations.

Information service of the logistics system must meet certain organizational requirements.

The main ones include the following:

A) systematic service, which manifests itself:
- in the complexity of the types of information services, taking into account the nature of the activities of consumers and the tasks they solve in logistics processes;
- in the comprehensive satisfaction of information needs arising from employees in the logistics system;
b) reliability of service, which implies such provision of information, when at each stage of the work the consumer receives all the information he needs at the right time and in the most convenient form for him;
c) completeness of service, which means:
- completeness of coverage of works performed by the consumer;
- the completeness of bringing to the specific consumer the necessary information selected for him from the information flow;
d) the differentiation of service, which consists in the fact that each consumer is individually provided with information that contributes to the solution of the tasks assigned to him in the logistics process.

The main components of the information component of logistics are systems for processing information and transmitting logistics data. Making managerial decisions requires not only the availability of conventional technology for generating, collecting and processing data, but also the creation of an information infrastructure, i.e. creating a system for collecting and processing data at predetermined points in the supply chain, exchanging information between points and transferring information to various levels of management.

The great variety and volume of collected data require a systematic approach to their processing. In the world, the volume of a wide variety of information transmitted through the information and telecommunications infrastructure is doubling every 2-3 years. The problem of "information overload" is being solved today by extracting from the entire data array the information necessary for the needs of the user through the use of perfect means of circulation, further processing and timely updating of information. Modern technologies make it possible to solve the issues of compression of internal and external information, the use of commercially beneficial interfaces, the transfer of shared knowledge between organizational units and cooperation partners.

The rapid development of networks of local systems with a super-regional and even international structure leads to the rejection of the classical working fields of informatics and the widespread use of telecommunications. The creation and operation of an appropriate communication structure are related to the tasks of information management, however, in contrast to the generally accepted understanding of information management in information logistics, information flows between actions (operations) for intra- and inter-firm coordination are in the foreground.

Processing of logistics information

In the logistics system, the entire course of preparation and decision-making is largely a process of processing the information flow. Complete and timely processing of information should ensure a stable connection between supply processes, taking into account production needs, and satisfying existing orders for. Under these conditions, the gap in information or its prompt receipt can lead to a disruption in the supply of an enterprise with a certain type of resources, failures in the production process, and a decrease in the quality of consumer service.

Effective management of material flows is impossible in the absence of a powerful information system that provides managers of various levels with the necessary and reliable information for planning and monitoring the functioning of the logistics system. Management decision-making is unthinkable without a proper exchange of information between different levels of management, without the presence of an information structure defined by a system of information flows both between sources and recipients from top to bottom (process management), from bottom to top (process control), and between parallel divisions of different functional purposes.

Ideally, the information system plays the role of the "central nervous system", linking together the production plan, the logistics plan and sales, and provides an integrated management of material and information flows circulating in the logistics system.

An enterprise information system today provides optimal management of production, inventory, vehicles, product quality, sorting and packaging, elimination of downtime, production maintenance, etc. It not only plans production according to improved methods, monitors the implementation of the work plan, draws up technological maps, manages finances and labor resources, but also performs a number of "non-production" functions. Among them - the control of after-sales service, the distribution of finished products and marketing.

It must be borne in mind that the creation of a corporate information system requires significant costs, the justification of which depends on a clear identification of the information needs of logistics.

The process of identifying information needs can be thought of as a "trade-off" between the cost of obtaining the relevant information and the risk reduction benefit that comes from having that information. Questions about the amount of information stored in the information system, the speed of its transmission, processing, etc. are solved similarly.

At the same time, when creating an information system, one should take into account the fact that the need for the quantity and quality of information at different levels of the management hierarchical structure is not the same. This means that the information system must provide each hierarchical level with the information necessary to make a decision at that particular level.

Modern information systems are, in essence, the result of the evolutionary development of automated enterprise management systems. New economic conditions have led to a change in the tasks of enterprise management. As a result, new requirements for automated information systems have arisen.

The modern information system is involved in the integrated management of logistics and production, ensuring rational business processes.

Modern Information Technology provide three benefits. This is a reduction in costs by optimizing business processes, including "compressing" them in time, guaranteed fulfillment of orders in the right amount and on time, ensuring product quality through the quality of production and management technologies.

The introduction of an automatic enterprise management system allows increasing sales by at least 15%, and the economic effect of reducing losses pays for all the costs of the system within 1-2 quarters after the start of its full-scale operation. At the same time, operational losses or lost profits are reduced by 80-90%, and strategic losses - by 60-90%.

For example, studies show that the overall effect of the implementation of the system by reducing losses in the sales process is at least 2% of sales. This is primarily due to the minimization of losses that are caused by disruptions in the supply of products due to failures and errors in supply planning, incomplete or lost information, due to the low speed of processing applications, low flexibility in taking into account customer needs, etc. Almost the same figure is obtained when calculating economic effect from reducing losses in inventory management. The system allows you to receive in monitoring mode information about the state of a particular material resource at any storage location in accordance with all external and internal documents on its movement, which allows you to provide a continuous inventory mode.

The information system should ensure the recording, storage and processing of all information essential for making managerial decisions.

IMPROVEMENT OF INFORMATION FLOWS IN THE MANAGEMENT SYSTEM

1.2. Communication process .................................................................. .......................

1.3. Information support of management and its composition. Information flows .................................................................. ................................................. .............. fourteen

2. METHODOLOGICAL ASPECTS OF STUDYING INFORMATION FLOWS .............................................................. ................................................. ............... eighteen

2.1. Methods for researching information support .............................. 18

2.2. Graphical and matrix methods for researching information ............... 21

2.3. Application of CASE-technologies for designing an information system.................................................................. ................................................. ............................... 29

3. IMPROVEMENT OF INFORMATION FLOWS IN THE MANAGEMENT SYSTEM OF JSC “ELECTRIC AGGREGATE”............................................................... .............. 37

3.1. Diagnostic analysis of information links between the functional divisions of the enterprise.................................................................. ...............................

3.2. Building a graphical and matrix model of workflow ........

3.3. Substantiation of directions for improving information flows 43

CONCLUSION................................................. ................................................. .44

LIST OF USED LITERATURE.................................................................. 45

APPLICATIONS.................................................. ................................................. .46

INTRODUCTION

1 ENTERPRISE MANAGEMENT: SYSTEM VIEW

1.1 Composition of the control subsystem

The analysis of management organization is a complex interrelated process of studying the structure and content of the management cycle, the organization of managerial work, information, technical and mathematical support, the composition of bodies and management costs. Analysis is the first stage and starting point in the development of any management improvement activity. It allows you to give complete description elements, structural subdivisions and levels of the management system, assess their condition and justify the directions for further development. Depending on the goals and objectives set, the analysis may cover different parts of the control system, have a different degree of detail, and end with the preparation of various materials, but the methodological basis and initial positions of the analysis remain the same.

The analysis consists of three interrelated stages of work:

Collecting information about the state of the management organization, its individual elements, processes and objects in the studied and similar industries;

Descriptions of the analyzed process or object using a system of indicators and establishing a connection between them;

Processing of the formed system of indicators various methods and methods to solve the tasks.

The implementation of the first stage of the analysis is information-forming work. The second stage is connected with the selection of a system of indicators characterizing the studied part of the management organization; development of methods for their measurement and description of their relationships. The third stage of work is performed differently depending on the characteristics of the analyzed object and the task assigned to the analysis with varying degrees of application of qualitative and quantitative methods.

The management process can be considered in statics, i.e., as frozen at a particular point in time, and in dynamics (taking into account movement and development).

Analysis of the organization of management can be complete (comprehensive) or study some part of the system (thematic analysis); may be global, affecting all the main levels and links of management, or local, touching one of some level or link.

In full, the sequence of the system analysis process includes 9 stages:

I. Formulation of the problem.

II. Structuring the study (building a "typical" tree of goals).

III. Drawing up a model of the control object.

IV. Forecasting the future state of the control object; risk assessment"

V. Diagnosis of the system and the formation of alternatives for the development of a controlled system.

VI. Selection of alternatives.

VII. Implementation of the program of events.

VIII. Development of an information-logical scheme of the control system.

IX. Design and implementation of automated information system procedures in the management system.

The implementation of the first seven stages of the process allows you to make a decision at the top level of management, regardless of whether the enterprise has an automated enterprise management system (ECS). The implementation of the last two stages allows you to automate the collection and processing of information for making standard decisions by middle managers.

I. Formulation of the problem. Prior to the start of the study, the target task is formulated. If managers do not have experience in solving a problem or it cannot be solved traditional methods, the task is transferred to the rank of a problem (problem issue).

II. Structuring the study (building a "typical" tree of goals). To solve the formulated problem facing the system, a comprehensive study of many issues that are in contact with the problematic one is necessary. But each question, in turn, is related to one or another element of the system. Thus, at this stage, in the most general form, a set of factors is revealed that can presumably influence the problematic issue under study. Moreover, one group of factors will be related to the external environment, the other - to the competence of the leaders of the enterprise under study. As a result, it is necessary to clearly define the range of questions that should be included in the study.

III. Drawing up a model of the control object. The predictive model can be considered as some derivative of the method used in the forecast. To predict the state of economic objects at the enterprise level, models are quite reliable, created by methods mathematical statistics: trends, piecewise linear dependencies, finite differences, production functions (including regressions), as well as expert assessments. When compiling them, reporting and statistical data on the work of the enterprise, the results of questionnaire surveys, and the performance indicators of related enterprises are used.

IV. Forecasting the future state of the control object; risk assessment". The models developed at the third stage are used in forecasting the most important economic indicators of the enterprise. Most often at the enterprise level, predictive estimates are used, obtained using trends, regressions and power-law production functions. It is desirable that the prediction interval does not exceed one third of the interval provided by the reporting data. When forecasting, one can also expect qualitative changes in the factors included in the model. An important part of predictive calculations is the determination of the probability of their execution (or "the risk of being wrong").

V. Diagnosis of the system and the formation of alternatives for the development of a controlled system (identification of areas for improving production activities and ways to implement them). Diagnosing the states of a controlled system is a crucial stage in the system analysis of the problem. The diagnosis allows you to identify the nature of the dependencies between the parameters of the system and clarify the factors for achieving goals, assess the total amount of reserves in different areas of the enterprise. In the course of the diagnosis, "bottlenecks" in the management and production system are revealed, and the "organizational and technical level" is characterized. For the diagnosis, in addition to reporting and statistical data, the results of direct interviews with managers at various levels and ordinary functionaries and workers, as well as the results of a questionnaire, are also used. In some cases, it is advisable to involve statistical information on related enterprises. To clarify the factors for achieving goals and assessing the organizational and technical level, formalized (statistical) methods and methods of expert assessments are involved. Approaches are known when the factors are specified by highlighting "areas of key results" in the areas of management activity.

In the case when an automated control system is already functioning at the enterprise and work is underway to further develop it (see stages VIII and IX of system analysis), at the stage of diagnosis, methods for making decisions by managers (managers) are also studied.

VI. Selection of alternatives. From the set of measures formed in the process of diagnosis, mathematical or graphical methods are used to select those that satisfy the external and internal constraints on resources and the criteria for selecting the optimal alternative.

VII. Implementation of the program of events. For the rational organization of work at the implementation stage, it is necessary:

Issuance of the order of the enterprise management on drawing up a development program;

Formation of complex teams for the implementation of sections of the program;

Drawing up a network schedule for the implementation of the program;

Organization of the coordination group;

Involvement of employees of research (consulting) organizations to solve the most complex issues;

Inclusion in the coordination group of one of the specialists of the enterprise,

Endowed with great responsibility (this person will perform the functions of "organizer" and "analyst" and ensure the representativeness of the recommendations developed by the teams).

If the enterprise has not yet implemented an automated control system, the program includes design work to automate management tasks. In cases where the automated control system is already functioning, the development program may contain measures to modernize the automated information system, which will increase the quality and quantity of information about managed objects.

VIII. Development of an information-logical scheme of the control system. At this stage, information procedures are determined, with the help of which the values of indicators characterizing the state of factors are calculated. First of all, the APCS includes all tasks in which the values of indicators characterizing the factors of the lower level of the goal tree are calculated. All tasks (procedural calculations) are linked (if possible) into a graph; thus, the latter becomes a multi-level information base of the goal tree.

IX. Design and implementation of an automated system in the control system. The sequence of designing the APCS procedures should be such that the procedures located at the upper levels of the information-logical scheme are implemented more quickly, since they will be used to generate information used by the procedures at lower levels. At the same time, it is necessary to take into account the information interconnectedness of the selected priority tasks with others; The emergence of this factor is due to the fact that when designing an automated information system or improving it, not only the complexity and timing of computational work are taken into account, but also the need to integrate conditionally constant arrays. The fact is that some simple (and perhaps even economically unprofitable) problems still need to be solved on a computer, since their results are necessary for other calculations.

The vast majority of information for the design of APCS procedures is formed at the V and VIII stages of system analysis.

Thus, the quality and speed of designing new procedures for automated control systems will depend on the quality of the diagnosis, thereby accelerating the process of adapting the control system to the changing conditions of the enterprise.

1.2 Communication process

It often happens that the message being conveyed is misunderstood and therefore the exchange of information is ineffective. John Miner, an eminent researcher in the field of management, points out that, as a rule, only 50% of attempts to exchange information lead to the mutual consent of the communicating. Most often, the reason for such low efficiency is the oblivion of the fact that communication is it's an exchange.

During the exchange, both parties play an active role. The exchange of information occurs only when one party "offers" information, and the other perceives it. For this to be the case, close attention must be paid to the communication process.

Communication process is the exchange of information between two or more people.

The main goal of the communication process is to ensure the understanding of the information being exchanged, i.e. messages. However, the mere fact of information exchange does not guarantee the effectiveness of communication between people participating in the exchange. To better understand the process of information exchange and the conditions for its effectiveness, the following stages of the process, in which two or more people participate, should be distinguished.

In the process of information exchange, four basic elements can be distinguished.

1. Sender, a person who generates ideas or collects information and communicates it.

2. Message, the actual information encoded using symbols.

3. Channel, means of transmitting information.

4. Recipient, the person to whom the information is intended and who interprets it.

When exchanging information, the sender and recipient go through several interrelated stages. Their task is to compose a message and use a channel to convey it in such a way that both parties understand and share the original idea. This is difficult, because each stage is at the same time a point at which the meaning can be distorted or completely lost. These interrelated steps are:

1. The birth of an idea.

2. Encoding and channel selection.

3. Transfer.

These steps are illustrated in annex 2 as a simple model of the communication process.

Although the entire communication process is often completed in a few seconds, making it difficult to isolate its stages, it is necessary to analyze these stages to show what problems can arise at different points.

The birth of an idea. The exchange of information begins with the formulation of an idea or the selection of information. The sender decides what meaningful idea or message should be exchanged. Unfortunately, many communication attempts fail at this first stage because the sender does not spend enough time thinking about the idea.

It is important to remember that the idea has not yet been translated into words or taken on another form in which it will serve the exchange of information. The sender has only decided which concept he wants to make the subject of the exchange of information. To carry out an exchange effectively, it must take into account many factors.

Encoding and channel selection. Before conveying an idea, the sender must use symbols to encode it using words, intonations and gestures (body language). This coding turns an idea into a message.

The sender must also select a channel that is compatible with the character type used for encoding. Some well-known channels include the transmission of speech and written materials, as well as electronic communications, including computer networks, e-mail, video tapes and video conferencing. If the channel is not suitable for the physical embodiment of the symbols, transmission is not possible. A picture is sometimes worth a thousand words, but not when conveying a message over the phone. Similarly, it may not be feasible to talk to all employees at the same time. Aide-mémoires can be sent out in advance of small group meetings to ensure the message is understood and the issue is shared.

If the channel is not very consistent with the idea that was born in the first stage, the exchange of information will be less effective. For example, a manager wants to warn a subordinate about the inadmissibility of serious security violations committed by the latter, and does this during a light conversation over a cup of coffee or by sending him a note on the occasion. However, these channels may not be able to communicate the seriousness of violations as effectively as a formal letter or meeting. Likewise, sending a subordinate note about the excellence of her achievement will not convey the idea of how important her contribution to the work is, and will not be as effective as a direct conversation followed by a formal letter of thanks, as well as a bonus.

The choice of means of communication should not be limited to a single channel. It is often desirable to use two or more communication media in combination. The process becomes more complicated because the sender has to establish the sequence of use of these means and determine the time intervals in the sequence of information transmission. However, studies show that the simultaneous use of oral and written information exchange is usually more effective than, say, only the exchange of written information.

Broadcast. In the third step, the sender uses a channel to deliver a message (an encoded idea or set of ideas) to the recipient. It is about the physical transmission of a message, which many people mistakenly take for the process of communication itself. At the same time, as we have seen, communication is only one of the most important stages that must be passed through in order to convey an idea to another person.

Decoding. After the message is transmitted by the sender, the receiver decodes it. Decoding - it is the translation of the sender's characters into the recipient's thoughts. If the characters chosen by the sender have exactly the same meaning for the recipient, the latter will know exactly what the sender had in mind when his idea was formulated. If no reaction to the idea is required, the information exchange process should end there.

However, for a number of reasons, the recipient may give a slightly different meaning to the message than in the sender's head. From the manager's point of view, information exchange should be considered effective if the recipient has demonstrated understanding of the idea by performing the actions that the sender expected from him.

Before talking about the various barriers to information sharing, two important concepts need to be uncovered - feedback and interference.

Feedback. In the presence of feedback, the sender and receiver change communicative roles. The original receiver becomes the sender and goes through all the steps in the communication process to relay its response to the original sender, who now plays the role of the receiver.

Feedback can contribute to a significant increase in the effectiveness of the exchange of management information. According to a number of studies, two-way information exchange (with opportunities for feedback) compared to one-way (no feedback), although it proceeds more slowly, nevertheless, relieves stress more effectively, is more accurate and increases confidence in the correct interpretation of messages.

Noise. Feedback greatly improves the chances of an effective exchange of information, allowing both parties to suppress noise. In the language of information transmission theory, noise is what distorts meaning. Sources of noise that can create barriers to communication range from language (whether verbal or non-verbal) to differences in perception that can change meaning in encoding and decoding processes, to differences in organizational status between supervisor and subordinate. , which can make it difficult to accurately convey information.

Certain noises are always present, so at each stage of the information exchange process there is some distortion of meaning. We usually try to overcome the noise and convey our message. However, a high level of noise will definitely lead to a noticeable loss of meaning and may completely block the attempt to establish information exchange. From the standpoint of the manager, this should lead to a decrease in the degree of achievement of goals in accordance with the transmitted information. AT annex 1 the process of information exchange is presented as a system with feedback and noise.

1.3 Information support of management and its composition. Information flows

The most important feature of the management process lies in its informational nature. The organization of the implementation of the decisions taken is carried out through a system of methods of influencing employees using information on the progress of the implementation of the decisions made (feedback information). The more accurate and objective the information at the disposal of the management system, the more fully it reflects the actual state and relationships in the management object, the more reasonable the goals set and the real measures aimed at achieving them.

Since the leader in his work relies on information about the state of the object and, as a result of his activities, creates new command information in order to translate managed object from the actual state to the desired state, then information is conditionally considered the subject and product of managerial work.

Information as an element of control and the subject of managerial work should provide a qualitative understanding of the tasks and the state of the managed and control systems and ensure the development of ideal models of their desired state.

In this way, Information Support- this is a part of the management system, which is a collection of data on the actual and possible state of production elements and external conditions for the functioning of the production process and on the logic of changing and transforming production elements.

There are two levels of characteristics of information support:

- elemental, i.e., a set of data, characteristics, signs;

- systemic, i.e., reproducing the relationship and dependency between the classification groups of information, implemented in the form of information models.

In the elemental characterization of information, the composition of information, the form and types of media, and their nomenclature are studied.

Basic requirements for the quality of information:

Timeliness;

Reliability (with a certain probability);

Adequacy;

Reliability (with a certain degree of risk);

Completeness of the information system (in terms of quality and resource intensity of the goods, conditions by stages life cycle goods of the company and competitors, etc.);

Targeting;

Legal correctness of information;

Multiple use;

High speed of collection, processing and transmission;

Possibility of coding;

Relevance of information.

When characterizing an information system, the movement of information flows, their intensity and stability, information transformation algorithms and the document flow scheme corresponding to these objective conditions are studied.

Decisions are the ideal description of the desired state of an object and the methods to achieve that state. They are a product of limited use, as they are aimed at a specific object in clearly described conditions. The quality of the solution as a finished product is manifested indirectly, in the activity of the object on which this decision directed.

When creating information support, they are guided by an average, leveled need for information of managers and specialists [see. pr. 7]. A special place here is occupied by information about management, which reflects progressive techniques and methods of organizing management.

In the process of organizing information, it is of fundamental importance to divide it into conditionally constant, performing the role of normative and reference, and variable. Based on the analysis of classification relationships, both of these types of information are organized into interconnected blocks (models), which can be describing, i.e. characterizing the process in statics or dynamics, components that reflect a certain typical situation.

The process of forming information support includes several stages:

A description of the state of the object, i.e. a physical photograph. This implies a set of technical and economic indicators and parameters characterizing the control and controlled systems, with the corresponding classification of these indicators;

Modeling of classification relationships in information arrays with the allocation of cause-and-effect relationships, i.e. the formation of private static models;

Reflection in information models of the dynamics of individual elements and processes, i.e. substantiation of trends in quantitative and qualitative changes in production. At the same time, a quantitative change involves the correction of information, and a qualitative change - its partial or complete restructuring;

An integrated information model of the production process, reflecting the relationship and dynamics of local processes and the entire production.

The order of formation determines the approach to the analysis of the composition of information. The organization of information largely determines the order of its storage, registration, updating, transfer and use. A clear organization of data banks makes it possible to more fully substantiate the direction of movement, the intensity of flows, the patterns of its transformation, the method of requesting and receiving.

Thus, the information support system is a set of data on the goals, state, directions of development of an object and its environment, organized in interconnected information flows. This system includes methods for obtaining, storing, searching, processing data and issuing them to the user.

2 METHODOLOGICAL ASPECTS OF STUDYING INFORMATION FLOWS

2.1 Methods for researching information support

The implementation of the requirements for the analysis of the management organization largely depends on the quality and volume of information about the state of the analyzed object. Information should be necessary and sufficient, objectively characterize the organization of management, using quantitatively defined characteristics.

The main sources of obtaining information about the current management organization and trends in its development are currently the following.

The first source is reporting data and the current year. This source makes it possible to identify the number and composition of employees employed in the management apparatus, the amount of management costs, the cost of organizational and computer equipment.

Second origin - studying directive documentation(orders, directives, minutes of meetings, materials on performance verification, reports of individual departments, etc.) .

The third source is special surveys. This source is currently the main one.

Currently great importance acquire data on the workload of material and material elements of the control system. The object of observation in this case is separate object – Calculating machine, duplicator, any document.

An important source of obtaining data on the organization of management is conducting special surveys employees of the management apparatus or the team of the relevant subdivision of the managed facility.

These sources of information are not mutually exclusive. They should be combined, complementing and enriching the material obtained by different methods.

Currently, several methods of information support analysis are successfully used. They differ in the accepted characteristics of the amount of information (symbols, records, graph lines, documents, etc.), methods and analysis tools. The following methods can be considered the most developed.

1) The method of matrix modeling of data development processes, tested at machine-building enterprises.

2) A graphic-analytical method for studying information flows, tested at metallurgical plants.

3) Description of information flows in the form of a tree-type graph.

4) The method of schemes of information links of planned calculations.

5) The method of exploratory analysis of management tasks, developed on the identification of "short" flows.

These methods proceed primarily from the general quantitative characteristics of information.

Each of these methods has its own area of application: some are convenient for describing information links between departments, others between groups of tasks, individual tasks, and groups of elementary procedures.

The most complete and detailed reflection and analysis of information flows can be obtained using information models that are developed as matrix models. In this case, various matrices are used - material processes and document flow, document flow and the composition of decisions and tasks at a specific management level, for certain groups of tasks, for different levels management, etc.

Most often, models in the form of matrices and graphs are used. Both of these modeling methods involve the allocation in the information system in the form of independent components of the initial, intermediate and final data. This allows them to be studied in isolation, which is of fundamental importance for studying the need for external and internal information.

Matrix models of circulating information flows can be built in various versions, but the basic ones are matrices with the dimension “document per document”, “indicator per indicator”. In this case, the documents can be considered as single blocks.

In their classical form, matrix models are designed to analyze classification relationships. But they are also acceptable for studying the main characteristics of the information support of the administrative apparatus, because they allow us to show various groupings of types and sources of information and contribute to a more complete identification of the actual provision and the possibility of improving tasks of various types.

Graph-analytical method The study of information flows is based on the representation of their information graph and the analysis of its adjacency matrix. Graphs can be built at the document level, at the component level (initial, intermediate and external data) and at the synthetic level (initial and intermediate data, external and functional results).

On the basis of graphic-analytical models, it is possible to identify the number of varieties of initial, intermediate and resulting information used and obtained in the process of solving the problem, the frequency of using various information data, the actual use of each indicator in the work.

Having graphs of the main tasks and procedures solved in the management process, one can obtain an adjacency matrix of graphs showing the relationship between tasks and documents used in management. The graph of each task and a specific level of control allows you to establish rational information continuity, the possibility of using intermediate and final results of this task for others.

Structural graph can be used to calculate the amount of information.

These techniques for analyzing information support together allow us to consider all aspects of the semantic aspect of the analysis.

2.2 Graphical and matrix methods for researching information

The most complete analysis of information support can be carried out when constructing and analyzing a block diagram of information carriers in the form of an information graph.

When justifying information flows, it is necessary to take into account:

The movement of information within the framework of the information support itself (from block to block);

The relationship and continuity of information in the technological procedures of one functional subsystem and between independent functional units;

Hierarchical orientation of information movement;

Orientation and types of registration of the output information.

For this purpose, information models of objects and the processes occurring in them are successfully used. APCS creates the possibility of transition from building information models for individual functions and controls to building an information management model as a whole and for the enterprise.

The procedure for preparing for solving a group of tasks or a separate task involves a preliminary determination of the composition, sequence and interconnection of the structural components of information flows that provide the solution process. The structural components of the flow include input and output documents (functional level of analysis), arrays of initial, intermediate and output information (elemental level of analysis), considering the selected levels independently or integrating them into a single scheme.

For information flows fixed in composition and content in the automation object, constant composition and interaction of ACS elements and task algorithms, the structure of information flows in the system will generally be unchanged. The sequences and relationships of the determined structural components of the flows are constant and can be found once. To automate the process of analyzing information flows, it is necessary to create an appropriate information model. For this purpose, it is convenient to use the apparatus of graph theory.

Let us represent the structural components of information flows in the form of vertices directed graph G=(M,V), whose arcs reflect their connections with each other. Each pair of vertices Mi and Mj is connected by an arc directed from Mi to Mj only if there is a transition of information from Mi to Mj.

Using the properties of graphs, one can obtain a number of important characteristics of the studied information flows in the system.

We form power adjacency matrices R, R 2 ,…,R N and the total matrix . Matrix analysis allows you to set the following properties of streams. The order of the Mj component is determined by the longest path connecting Mi to Mj. It is equal to the degree n of the adjacency matrix R n for which . The maximum value of the order of the component Mj is determined by the longest path from Mi to Mj for the entire information graph. The initial data are selected when the sum of elements j of the column of the adjacency matrix is equal to zero. If the sum of the elements of the i row is equal to zero, the output data is highlighted. The values of and are equal to the number of components, respectively, included in Mj, and the number of results, which include Mi. The element r ij of the adjacency matrix of degree n is equal to the number of paths of length n connecting Mi and Mj. The elements r ij of the matrix R sum give the total number of all paths from Mi to Mj without specifying the length of the path.

Elements of the j column that are not equal to zero of the matrix Rsum, which are not equal to zero, make it possible to identify all the components that form Mj on all paths of data movement. Non-zero elements of the i line indicate the results in the formation of which the element Mi is used.

Using the adjacency matrix R and the order value, you can determine the storage duration of components that are intermediate in relation to the output.

The algorithm for analyzing information flows is presented in general form in Appendix 9. By modifying the algorithm, it is possible to obtain almost all the characteristics of the interaction of elements in the ACS model. A fragment of a real model illustrating the volume and complexity of the interconnections between the elements of the system is given in Appendix 10. For clarity, it includes only individual arrays of information and functional tasks. For this reason, some of the most significant connections between elements in terms of input and output information are highlighted in the fragment.

Information graphs and their corresponding adjacency matrices can be used to determine the amount of information on tasks, groups of tasks, subsystems, the system as a whole, and on any other structural components of the graph.

As shown above, the volumes of data entered into the system are quite large, so their effective organization at the machine level is relevant. It is convenient to analyze information to obtain initial data in order to build or reconstruct the created information fund on the considered graph model within the framework of a single analysis algorithm. It is recommended to analyze the following relationships:

Find the number of tasks in which this indicator is used. Based on this information, the coefficient of data duplication is calculated in the case of organizing separate arrays with initial data for each task;

Calculate the matrix of joint occurrence of pairs of indicators in tasks, the elements of which show the number of tasks in which the corresponding indicators are used together. Such indicators can be combined and used in their common information array of a single information fund;

Determine the number and list of tasks in which this indicator occurs together with other indicators, as well as the number and list of indicators. This will allow you to identify groups of indicators that are used only together and are not used separately in any task.

The process of grouping indicators by tasks can be formalized by introducing into consideration the coefficient of connection between groups. The coupling coefficient is calculated using the following formula:

Financial department - enters - 35 forms, exits - 34 forms of documents, which is 13% at the entrance and 12.7% at the exit;

Planning and economic department - enters - 32 forms, exits - 32 forms, which is 12% at the entrance and 12% at the exit;

Marketing department - enters - 44 forms, exits - 41 forms, which is 16% at the entrance and 15% at the exit;

The production and dispatching department - enters - 31 forms, leaves - 22, which is 12% at the entrance and 8% at the exit.

Schemes of the movement of documents in these divisions are presented in application.

Thus, it can be seen that information flows at the entrance to the departments are more loaded than at the exit. This indicates that functional units process incoming information, possibly simplifying it. In order to trace how the units process and use the information that comes to them in more detail, we examine the information flows in the planning and economic department.

3.2 Building a graphical and matrix workflow model

The document management system at the enterprise is a reflection of its production and economic activities. As production improves, the workflow changes. This change is expressed in the emergence of new (or elimination of existing) forms of documents and a change in the routes of their movement.

To analyze the data processing system, it seems appropriate to divide all the documents circulating in the enterprise into three main groups: planned, actual (reporting), normative.

matrix model (see Attachment) the flow of information in the planning and economic department of JSC "Electroagregat" according to the forms of documents shows that the main activity of the unit in this business process related to planning is aimed at developing the main documents that are transferred to the financial department and accounting, the department of external relations, OOTiZ and OIHiO.

For example, the financial department receives 4 forms of planning documents, the accounting department - 3, the external relations department - 3, the OOTiZ - 3, and the OIHiO - 3 forms of documents.

To conduct a more detailed analysis of the document flow for PEO, it is necessary on the basis of the Matrix of the movement of documents in the business process from the conclusion of the contract to the sale of products see Attachment build a table of movement of information see Attachment .

Although there are close relationships between departments that complicate (confuse) the process of document flow when solving problems, the main flow of data comes from the PEO to the financial department. It is important to note that it is necessary to have not only links between functional units, but also so-called feedback links. This is due to the following factors:

Isolation of divisions in solving planning and economic tasks;

Decentralized use of standards for solving problems of various levels of planning.

This leads to the fact that in the process of functioning each unit has to solve planned tasks. However, the main tasks of the enterprise are determined by the production plan for the year and the production plan for the month.

For the development and approval of the production plan, the following information is submitted to the PEO:

Marketing and Sales Department (UMiS) - a draft nomenclature production plan,

Technical Department (TU) - draft plans for reconstruction and technical re-equipment, preparation for production and development of new and modernized types of products; technical re-equipment and purchase of equipment; environmental protection; estimates for energy consumption, water disposal, communication services and equipment repair,

Quality Management (QM) - cost estimates for licensing and certification of products and QC,

Personnel and Regime Department (HRD) - cost estimates for technical training and costs for the maintenance of VOHR,

Department of capital construction (OKS) - a draft plan for capital construction and repair.

Annual and monthly production plan is provided:

Executive Directorate (ED),

Technical management (TU),

Production management (PU),

Department of Marketing and Sales (UMiS),

Financial and Economic Management (FEM).

The work execution scheme for the development and approval of the production plan is presented in application .

In the process of developing and approving the production plan, 13 forms of documents are used, which are supplied by the functional units and services mentioned above.

Documents used in the development of the production plan:

production plan draft,

Plan for the development of new and upgraded products,

Plan for reconstruction, technical re-equipment and equipment acquisition,

Certificate of planning costs for environmental protection by the environmental protection department,

Estimated costs for energy carriers, water disposal, communication services, equipment repair by contractors,

The plan of estimated costs for certification of works,

Estimated expenses for vocational training of personnel of the head plant JSC "Electroagregat",

Cost estimate for the maintenance of VOKhR,

Draft plan for the capital construction and repair of buildings and structures,

Plan for the main technical and economic indicators,

Draft plan (monthly),

The price of a competitor's product.

3.3 Substantiation of directions for improving information flows

For a more detailed analysis of information flows in the PEO department, we calculate the coefficient of continuity of information flows to draw up a monthly production plan.

Coefficient of continuity of information flows (1), where t y.nor, t y.fact - the duration of the management cycle, calculated according to the period of passage of the document, normative and actual.

The monthly production plan must be drawn up before the 25th day of the month preceding the planned month. However, in practice, certain difficulties arise in the development of the next production plan. For example, decisions of higher organizations.

To nur for January = 30 days / 34 days = 0.89,

To nur for February = 31 days / 35 days = 0.89,

To nur for March=31days/35days=0.89,

To nur for April = 31 days / 32 days = 0.97.

To nur for I quarter=(0.89*3+0.97)/4=0.91.

Based on a certain information flow continuity coefficient for each month, it can be seen that it is more or less stable for the first three months, although it is close to 1, but not equal. This is a generally favorable trend, since the information flow is continuous, although the PEO seems to be late in adopting the production plan for the next month (). However, already in April, the plan was adopted only 1 day later than expected. This suggests that, perhaps, since the beginning of the year, some changes were made to the method of drawing up the plan, which caused difficulties for 3 months. But these issues were successfully resolved. In general, for the quarter, the coefficient of continuity of information flows has a quite acceptable value.

Management efficiency ratio

(2), where -

D 1, D 2, D 3 - the established deadline for the relevant documents;

K 1, K 2, K 3 - backlog from the accepted deadline for the execution of documents in days;

d 1, d 2, d 3 - the proportion of documents of a particular type.

For the year, 13 forms of documents are developed per year to draw up the annual plan. The frequency of filling out documents (3), where D is the number of documents developed to draw up an annual production plan per year; d ij - number of i-th document j periodicity developed for the period; n j is the number of periods in a year. Thus, the number of documents developed to draw up a production plan is 13.

Information flows are a set of messages that objectively reflect the development of business processes that are transmitted through communication channels for management. streams can be direct(from the control subsystem to the controlled subsystem) and reverse(from the control subsystem to the control subsystem).

The value of information is determined by a complex probabilistic indicator in time P(t) as a function of the probabilities of timely receipt of information P s, its completeness P p and reliability P:

Thus, it is necessary to achieve timely receipt useful information in sufficient quantity. This will ensure fast and efficient decision making.

The decision-making dilemma has traditionally been associated with two limitations.

On the one hand, quickly collected information in insufficient volume leads to a decision that is far from rational, up to an erroneous one.

On the other hand, too long collection of information can lead to a decrease in the relevance of the very fact of making a decision (up to a complete loss of relevance).

The key value is played by the usefulness (relevance) of information flows shared by the key features presented in fig. 22.1.

Rice. 22.1. Classification of information flows

Increasing volumes of information flows play a contradictory role. On the one hand, the greater the amount of information, the greater the possibility of finding a useful part of it for making a decision. On the other hand, according to statistical studies, a twofold increase in the amount of information (i.e., an increase by 100%) is accompanied by an increase in its useful part by no more than 20%. This means that 80% of the additional information is not useful. Under these conditions, the search for effective algorithms for extracting a useful part of the information from the general flow of information for making rational management decisions is of great importance.

A manufacturing enterprise, if we consider it from a managerial point of view, consists of two subsystems, a managerial and a controlled one, or a subject and an object of management, interconnected by information transmission channels. The control object can be conditionally considered as a system that transforms resources, at the input of which raw materials, labor, etc. are received, and the output is the products of production. Information links a production system with an external environment can be represented by two input and one output channel.

One of the input information channels receives information from external structures that determine the conditions for the operation of the enterprise, taking into account the plans for production and economic activities, as well as the standards for the use of resources. The totality of this information determines the conditions and affects the technology to achieve the goals of the organization.

The second information input represents disturbing influences coming from the external environment. An example of disturbing factors are violations of the terms of supply of raw materials and materials, a decrease in their quality, a change in the terms of sale of products, violation of contractual obligations by subcontractors, etc. In addition to the indicated disturbance factors coming from the environment external to the enterprise, such disturbing production systems. For example, equipment breakdowns, accidental violations of technological regimes, illness of enterprise employees, etc.

The information output of a production system is a channel for transmitting information to external organizations, for example, an association or ministry, which includes a given enterprise or tax authorities, etc. In any management system, the subject and object of management are connected by information channels through which control actions and information about the state of the management object are transmitted.

The enterprise management body in the classic three-level version consists of three layers. Information flows circulate inside and outside these layers. From top to bottom - control actions, from bottom to top - feedback information, horizontally - information exchange between internal objects of the same level, as well as between internal and external objects.

The management mechanism itself includes management personnel, computer networks, financial, information and other resources. The task of production management is reduced to the rational management of resource flows (material, energy, financial, information, etc.).

Information flows are the sum of information flows that allow an enterprise to conduct financial and economic activities.

In order to function normally, an enterprise must receive complete and high-quality information before and after its management makes management decisions.

Good information allows a business to:

- obtain competitive advantages;
- reduce financial risk;
- determine the attitude of buyers;
- justify intuitive decisions;
- increase the efficiency of activities;
- monitor the external environment;
- coordinate the strategy;
- increase confidence in the agreements reached and commitments made.

One of the most important conditions for the successful functioning of production as a whole is the availability of such an information system that would allow linking together all activities and managing it based on the principles of a single whole.

Information is collected and analyzed using four auxiliary systems, which together make up: internal reporting, market research, information analysis and collection of current external information.

When determining the parameters of the enterprise, financial and accounting statements play a special role. This internal reporting system displays indicators of current sales, expenses, volumes of inventories, cash flows, information on receivables and payables.

Of great importance for information is the continuity of its collection. This ensures complete clarity in the affairs of one's own enterprise, as well as the ability and readiness to provide the market with the right product in the required volumes.

In logistics, there are types of information flows depending on:

- on the type of systems connected by the flow - horizontal and vertical;
- from the place of passage - external and internal;
- from the direction in relation to the logistics system - input and output (Fig. 1).

Rice.

Horizontal information flows most often have an informal character, they are the most effective, from a communicative point of view. They store about 90% of the information. That is, the loss of information during transmission in this way is minimal. This is explained by the fact that it is psychologically easier for people who are at the same level of the service hierarchy to understand each other, because they solve the same type of tasks and face similar problems (Fig. 2).

Rice.

Vertical information flows take place between employees or groups of employees located at different levels of the hierarchy, for example, between a boss and a subordinate.

In turn, vertical information flows are divided into descending (from management to ordinary employees along the hierarchy) and ascending (from lower workers to higher ones) (Fig. 3).

Rice.

External information flows reflect the relationship between the enterprise and economic and political entities operating outside it. They define the interaction between the enterprise, its real and potential clients as well as competitors. The enterprise must constantly monitor the main components of the external environment, which include economic, technological, political and legal, socio-cultural and physical and environmental factors.

Internal information flows- these are information flows between different services and levels of the enterprise, for example, a document for the release of materials from the factory warehouse to the enterprise workshop, a document for the release of material resources from one workshop to another, a document for the acceptance of finished products, products and parts to the warehouse. Internal information flows clearly characterize the stages of the process: supply, in-house, marketing.

The main features of internal information flows are: simplified design, certified by the signatures of officials, within individual production units (workshops and sites) often consist of oral messages.

Input information flows- this is a sequence of documents and data coming to be entered into the information system,

information necessary to solve the problem and located on various media: primary documents, machine media, in memory personal computer. For this purpose, a list of input information and the composition of the details of each type of input information, the location of the details of the input information, and a description of the details (fields) of the input documents are compiled.

Output information flows- these are messages that go beyond one logistics system or one of its subsystems.

The information flow is characterized by the following indicators:

- source of occurrence;
- direction of flow;
- transmission and reception speed;
- flow intensity, etc.

The information flow is measured by the amount of processed or transmitted information per unit of time.

Ways to measure the amount of information contained in a message are studied in the branch of cybernetics called information theory. According to this theory, the so-called binary unit - a bit - is taken as a unit of the amount of information. When using electronic computing technology, information is measured in bytes. A byte is a part of a machine word, usually consisting of 8 bits and used as a whole when processing information in a computer.

Derived units of the amount of information are also used: kilobyte and megabyte.

In business practice, information can also be measured:

- the number of processed or transmitted documents;
- the total number of document lines in processed or transmitted documents.

It is also necessary to determine the places of collection, input and output of information, the forms of its presentation and documentation. To build such systems, modern computer facilities should be used to the maximum extent possible, the possibility of their inclusion in local computer networks and access to international networks, such as the Internet.

Just about the complex. Programs. Iron. Internet. Windows

The main types of information flows in the organization. The movement of information flows. Application of information flows in production

INTRODUCTION

1 ENTERPRISE MANAGEMENT: SYSTEM VIEW

1.1 Composition of the control subsystem

1.2 Communication process

1.3 Information support of management and its composition. Information flows

2 METHODOLOGICAL ASPECTS OF STUDYING INFORMATION FLOWS

2.1 Methods for researching information support

2.2 Graphical and matrix methods for researching information

3.2 Building a graphical and matrix workflow model

3.3 Substantiation of directions for improving information flows