Effective production modernization. Adaptation of production modernization methods in developed countries into Russian practice Industrial modernization
1. In the Khanty-Mansi Autonomous Okrug, the modernization of the Lokosovsky GPP is completed
It has become easier and safer to process associated petroleum gas in Ugra. A large-scale modernization was carried out at the Lokosovsky gas processing plant. Now high technologies allow the units to be controlled remotely from the control room. From here, through computers, you can start and stop equipment, change temperature and pressure. Automation is capable of preventing an emergency situation without human intervention, and special sensors will warn of gas emissions into the air. It should be noted that about 400 million cubic meters of associated gas are supplied to the plant annually.
2. Energocontract has increased its capacity to develop new models and designs of workwear
The manufacturer of high-tech workwear made of aramid fabrics has increased its own capacity for the development of new models and designs of workwear since the beginning of 2017, having invested about 9 million rubles. The experimental department at the Energokontrakta enterprise in Tomilino (Moscow region) expanded its own area 7 times to 1350 m2. This will significantly speed up the process of creating new products and improving existing ones, and as a result, reduce the time required to launch them into production.
Now in operation more than 200 products made of "smart" fabrics - clothing for protection from electric arcs, oil and oil products, sparks and splashes of molten metal, mechanical damage. Technological overalls are used throughout the country and abroad by power engineers, oilmen, welders, and railway workers. The creation of each design and its preparation for in-line production is a long process and an almost individual approach.
3. Zvezda plant has launched a workshop for the production of high-power gearboxes in St. Petersburg
Petersburg plant PJSC "Zvezda", specializing in the production of diesel engines for military ships and civilian ships, officially launched a workshop for the production of high-power gearboxes.
Modernized production area with total area 11,500 sq.m. expands production and technological competencies of PJSC "Zvezda" as the leading Russian developer and manufacturer of heavy gear drives for Russian military and civil shipbuilding.
The site will allow the plant to increase the maximum mass of gearboxes produced from 25 tons to 50 tons, which will provide an opportunity to supply the plant's products to large warships, including corvettes and frigates being built at Severnaya Verf.
The reducer is part of gas turbine unit, it allows you to transfer the energy of the power plant to the propellers of ships. The turbines for the gas turbine units will be supplied by the Rybinsk NPO Saturn, which has completed the experimental part of the work and started serial production.
New western machines and a 50-ton crane were purchased for the site. For the implementation of the project, the Ministry of Industry and Trade allocated federal budget 3.2 billion rubles. Today 90% of the project is in federal ownership, another 10% belongs to Zvezda, which invested in the project a land plot and a building that was on it before construction began.
Today, the workshop is working on the creation of the first gearbox for the Zubr-type hovercraft. In April, this reducer will be tested in Rybinsk as part of the entire gas turbine unit.
The second stage of creating a workshop involves the purchase of a test bench. It is planned to be completed at the plant by the end of this year.
4. Pellet production has been modernized in the Moscow region
In January 2017, at the Medvezhye Ozero enterprise in the Moscow region, the existing pellet production was modernized and equipped to a higher capacity.
The Medvezhye Ozero company is engaged in wooden house building: they build houses, baths, cabins. As a result of the production process at the enterprise, wood waste is generated in large quantities. For 3 years now, the enterprise has been operating a plant for the production of pellets from the resulting shavings. In 2016, the company faced an increase in demand for products, in this regard, it was decided to increase production volumes. To achieve this goal, the equipment was modernized and a new granulator with a higher capacity - 1.5 tons per hour - was purchased from the Russian manufacturer of granulating equipment "Doza-Gran".
5.
A modern electric heating furnace was put into operation in the thermal shop No. 3 of Uralvagonzavod. The work was carried out as part of the modernization of the production of the head enterprise of the UVZ corporation.
The new furnace is designed for low tempering - the final heat treatment of parts. The oven temperature range is from 170 ° C to 300 ° C. The maximum weight of the loaded parts is more than 3000 kilograms. The equipment allows for low-temperature tempering of various parts and welded assemblies.
The operating modes of the furnace are controlled by a computer, on which the worker sets the necessary parameters: temperature, time, heating, holding and cooling rates - and then only monitors the progress of the process. The shop thermists underwent special training to work on the electric furnace.
The introduction of a new electric heating furnace with computer control will improve the quality of heat treatment of the part due to the reliable implementation of the established operating modes of the furnace, its modern design and the materials used.
6. Installation of new robots has been completed in the workshop for welding and assembly of the cabins of the KAMAZ press-frame plant
Fanuc robots are installed on the high roof welding line, where the roof is assembled for KAMAZ cabs of four models. It is noteworthy that seven robots were replaced in two months without stopping production.
According to the project manager, head of the industrial electronics department Almas Gilmanov, the first generation of robots has been working on the automatic high roof welding line for the last 28 years. During this time, the machines have worn out and could significantly affect the quality of welding. In order not to let down colleagues from the automobile plant, the PRZ specialists reduced the speed of the line, in this case the commands were executed by the robots more clearly. V last years it barely cooked 15 roofs per hour, while the automatic lines on which other units were cooked were designed for a speed of 40 pieces per hour.
“To ensure the synchronization of the flow, the roof was welded non-stop, but even at this pace of work, there were delays in sending the frames to the main assembly line. The modernization of the line was supposed to correct the situation, - explained Gilmanov. - But if we updated the five lower robots with one controlled axis, then the improvement of the upper line of more complex units raised questions. The cost of spare parts for them exceeded the price of new cars. But now the equipment of the RPZ has jumped right through three generations of robots, the first one has been replaced by the fourth one ”.
Since the robots of the Japanese company Fanuc were not used earlier at KAMAZ, they had to thoroughly study the new products. A separate post was prepared for the first Japanese at the plant. To coordinate the movements of the electronic assistant, flags were first handed to him in his "hands", and only then welded pliers were attached. At the beginning of the project, the program modules were prepared by two specialists, after training their number increased to 20. The carrying capacity of the new units is one and a half times higher than that of their predecessors, and the productivity is five times higher. Fanuc cooks 30 roofs per hour, but can run even faster.
As noted by Gilmanov, now is a very convenient moment for introducing robots, first of all, in welding operations. There are not enough specialists with the necessary qualifications, the work is harmful, and new technologies will provide a different level of product quality. One of the most probable options is the section for welding the fuel tank mounting bracket in the chassis workshop. The volume of production of a part is very large, about 150 thousand copies per year, and without robots it is problematic to cope with such a number.
7. The main equipment of the catalytic reforming unit of the Euro + unit was installed at the Moscow Refinery
The installation of a key element of the catalytic reforming unit of the combined oil refining unit "Euro +" has been completed at the Moscow Refinery.
The new column consists of four reaction vessels located one above the other, where the gasoline fraction will be supplied from the crude oil refineries to interact with the catalyst. Thanks to the modern technology of continuous regeneration *, the process of restoration of the catalyst activity will take place without stopping the equipment. This will further improve the efficiency of production.
The feedstock capacity of the catalytic reforming unit will amount to 1 million tons per year. Construction of the Euro + unit began in 2016, and to date, 20% of the work has been completed.
11.6 thousand piles were sunk into the ground. Poured 24 thousand cubic meters of concrete - 75% of the total. 9 thousand tons of metal structures were delivered to the plant. Installed 22 out of 31 pieces of large-sized equipment. The general contractor for the construction of Euro + is NIPIGAZ, the leading Russian center for design, supply and construction management.
The construction of a modern combined oil refining unit "Euro +" is one of the main projects of the second stage of the comprehensive modernization of the Moscow Refinery, which has been carried out by Gazprom Neft since 2011.
The commissioning of Euro + will allow the Moscow Refinery to increase the yield of light petroleum products, switch to an increased four-year turnaround time, improve energy efficiency and further reduce the impact of production on the environment.
8. The project of OJSC KUMZ "Rolling complex" (2nd stage) has entered the final stage
In accordance with the schedule, commissioning began at the sections of the second stage of the new rolling complex of OJSC Kamensk-Uralsky Metallurgical Plant.
About 300 specialists from various companies are involved in the commissioning of the hot rolling mill. The first section of the inlet group of the roller table was launched on the roughing stand, and the assemblies and mechanisms of the roughing stand of the hot rolling mill are being checked and phased in.
The Danieli-Frehling hot rolling mill will produce hot rolled sheets up to 3,500 millimeters wide and hot rolled plates up to 4,300 millimeters wide, and will become one of the three widest hot rolling mills in the world when commissioned. The length of the working roll of the roughing stand of the mill is 4600 millimeters, the length of the working roll of the finishing stand is 3700 millimeters.
At the ingot milling section, the check of the functioning of units and mechanisms is being completed, the next stage will be the development of production and technological modes. The milling unit, designed and manufactured by MFL specifically for KUMZ, is designed for milling ingots up to 2500 millimeters wide and up to 7000 millimeters long.
At the site of thermomechanical processing of plates, the check of electrical networks and automation systems of the hardening unit of the company Ebner is being completed, flushing work has been carried out on the 4-sided cutting unit of the MFL company, work is being carried out to check the electrical systems and control systems, work has been done to check the control systems of the pumping station of the straightening-stretching machines with a force of 120 MN of the SMS-MEER company and a phased start-up of pumping units is carried out.
For reference
Implementation of the Rolling Complex project will provide supplies of qualitatively new (in terms of geometry and nomenclature) semi-finished products, multiply the share of Russian products from the most modern aluminum-lithium alloys in the total volume of their supplies to leading domestic and foreign corporations.
The design capacity of the complex is 166 thousand tons, but the capabilities of this complex are almost 2 times higher. The rolling complex is being built with the prospect of fully supplying the developing Russian industry with semi-finished products and products from aluminum alloys.
Since 2012, when the project was launched, the volume of investments in it exceeded 45 billion rubles. The project is being implemented using its own and borrowed funds; Gazprombank is the main creditor of the project.
9. CITEK RUS completed the modernization of the broaching machine MP1-945
In early March 2017, the modernization of the horizontal broaching machine model MP1-945 (analogue 7A534) was completed for the Customer, which will be used for broaching herringbone-type grooves in turbine disks.
The processed materials are heat-resistant metals and titanium alloys.
When completing the project, the deficiencies in the design of the manufacturer were taken into account and corrected:
- unreliability and frequent failure of hydraulic equipment;
- increased noise during the operation of the pumping unit;
- heating oil in the hydraulic system;
- the influence of vibrations of the hydraulic drive on the quality of the treated surfaces;
- possible rupture of the rear cover of the working hydraulic cylinder (potentially traumatic situation).
Setting and managing the broaching parameters based on the SIEMENS programmable controller, such as:
- working and reverse speed of the working sled;
- start and speed of slow pulling moves;
- speed and pulling force;
- sequence and number of passes.
Video from youtube.com/ https://www.youtube.com/embed/9y7gqXvdH14
10. A new workshop was opened at the Zaliv plant in Kerch
Today the shipbuilding program of the plant includes ten orders, for some of them the formation of the hull has already been completed, and the enterprise faced the need to return to the production cycle those divisions that will take over the completion and saturation work. And the creation of a new workshop - electrical installation - is one of the stages of this planned work.
For many years, the premises in which the workshop will now be located was mothballed, the existing equipment required repair or complete replacement. At present, the workshop is ready for operation, crane equipment has been restored, devices for harvesting and measuring cable products, screw-cutting and drilling lathes, a guillotine have been prepared for operation, supplies of the necessary components have begun, etc.
The shop faces important tasks for the preparation, installation, commissioning and testing of all electrical systems and devices on orders under construction, and the implementation of these works dictates the need to attract specialists in the electrical installation profile to the enterprise. Already today "Zaliv" is ready to employ up to 140 people of this specialty. The launch of a new workshop for the Zaliv shipyard became another step on the way to the construction of ships on a turnkey basis.
11. A new vacuum heat treatment center was put into operation at the Sverdlovsk tool plant
On June 19, in the Sverdlovsk Region, a vacuum furnace for heat treatment was put into operation at SIZ OJSC. The launch of this section at the Sverdlovsk Tool Plant will expand the range and improve the quality of products, and ensure high competitiveness of the enterprise.
Investments in the project amounted to 60 million rubles, part of the funds came in the form of a concessional loan from the federal budget, part of the costs - 6.9 million rubles, were compensated to the enterprise from the regional budget in 2016 as part of the state program of the Sverdlovsk region aimed at modernization and technical re-equipment of production facilities enterprises of the Middle Urals.
The new IPSEN vacuum furnace is a high-tech equipment designed for annealing, quenching, tempering high-alloy and medium-alloy tool steels.
Parts in the oven are uniformly heated up to 1300 ° C, followed by cooling with nitrogen. As a result of vacuum heat treatment, the parts retain their geometric dimensions with minimal warpage, which greatly facilitates their subsequent machining. This technology also allows avoiding oxidation and decarburization of the surface layer, products after heat treatment do not change color and do not require additional cleaning.
A one-time load into the furnace is 600 kilograms of metal products, the volume of processing per month is 40 tons. Modern equipment significantly reduces the labor intensity in the manufacture of tools, allows you to ensure a guaranteed result during hardening, which is impossible when using the traditional method in salt furnaces. In addition, the burden on the environment is reduced and electricity is saved.
“This is an environmentally friendly technology, since nitrogen is taken from the air and returned back without harmful impurities. A clean oven for us is a mandatory issue for the social protection of workers. In addition, in seven to eight years of operation, the furnace will pay for itself only by saving electricity, ”said Vyacheslav Medvedev, Chairman of the Board of Directors of SIZ OJSC.
SIZ OJSC specializes in the production of high-precision complex cutting tools that are used in machine-tool, defense, oil and gas, agricultural, automotive and aviation industries.
In the Sverdlovsk region, a consistent industrial policy has been built for the development of the machine tool industry, an industrial complex has been formed, which includes more than 15 large, medium and small organizations. These enterprises produce more than three thousand types of products that are in demand in Russia and abroad.
12. Shvabe has expanded its capabilities in the field of processing optical parts
The enterprise of the Shvabe Holding put into operation a Taiwanese gantry CNC milling center with numerical control. This high-tech equipment is capable of processing large optical parts up to 3.7 × 4 meters in size and weighing up to 21 tons.
The new machine was put into operation in the 1st quarter of 2017 in the department for processing large-sized optics of the Shvabe Holding enterprise - the Lytkarinsky Optical Glass Plant (LZOS). It was purchased as part of a comprehensive development plan for the LZOS enterprise.
“The large surface of the movable worktable allows us to carry out highly efficient processing of long and large-sized workpieces for astronomical and space technology with the help of this center. And thanks to the presence of a rigid closed structure and a large store of various tools that change automatically, the processing of products will be carried out 10-15% faster than before, ”said Alexander Ignatov, General Director of the Lytkarinsky Optical Glass Plant.
By the end of 2017, as part of a plan for technical re-equipment, the Lytkarino Optical Glass Plant plans to purchase processing centers, as well as equipment for machining and foundry.
13. NLMK Group Expands Infrastructure Opportunities in the Belgorod Region for Production Growth
An international steel company with assets in Russia, the European Union and the United States has begun hot testing of the second stage of the thickening unit in the tailings facility at Stoilensky GOK.
According to the press service of the plant, the project will allow the company to switch to a more efficient and environmentally friendly method of processing, transporting and storing waste rock (tailings) after beneficiation. The new technology of waste rock handling, in contrast to the previous one - the gravity system - provides for the extraction of liquid and further forced transportation of the tailings in a thickened state.
This allows you to save Natural resources- 80% of the process water used during transportation is returned to the enrichment process. In addition, dusting of the tailing dump is significantly reduced.
Stoilensky GOK's transition to the new technology began in 2013 with the commissioning of the first stage of the thickening unit, which processed about 13 million tons of mined ore per year (40% of the volume at that time). The launch of the second stage allows the new technology to cover 100% of the increased production volumes - up to 37 million tons a year starting from 2018.
Investments in the construction of the first stage of the thickening unit amounted to 2.7 billion rubles, the second stage - about 3.6 billion rubles.
Within the framework of the project of the second stage of the thickener unit, a thickener was built, a slurry pumping station, which is designed to pump high-density slurry from the thickener into a process reservoir, and the pumping room was expanded. Five slurry pipelines were built from the station, leading to the tailing dump.
A unique thickener with increased power and efficiency was used in the project. Due to the special design of the bowl, the capacity of the first thickener was 20 thousand cubic meters. m of pulp per hour, the second - 24 thousand cubic meters. m, this is one of the best, perhaps even the best indicator of efficiency in the global iron ore industry.
Technological processes along the entire chain are automated at the very modern level... At the facilities of the condensation unit, energy-saving LED lamps were used, which will reduce energy costs and improve the illumination of workplaces.
14. In St. Petersburg, JSC "Pervaya Mebelnaya" opened a plant after reconstruction
The renovated Pervaya Mebelnaya plant was opened in St. Petersburg. The renovation of Pervaya Mebelnaya production began in 2014. The volume of investments in the technical modernization of the factory amounted to 300 million rubles, of which 100 million rubles were provided by the St. Petersburg Industrial Development Fund in the form of a loan within the framework of the program of targeted business support at a preferential rate of five percent per annum.
The production area of the plant is 52 thousand square meters. In the course of the project, two workshops of the plant with an area of 11.4 thousand square meters were completely renovated, a new workshop and a new warehouse complex were built.
As a result of the reconstruction, the capacity of the production lines of Pervaya Mebelnaya increased fivefold and allows to produce 50 thousand kitchen sets per year, the company has expanded the range of manufactured furniture, including kitchens, furniture for offices, bedrooms, living rooms, libraries, furniture for children.
The First Furniture Factory works at Russian market since 1945. In total, the factory now employs about 300 people.
15. After deep modernization, the oldest sawmill complex in Arkhangelsk resumed its work
Today we are proud to present you the result of the first stage of modernization of the production site of the 25th sawmill on the basis of the LDK-3 site, - said Dmitry Krylov, General Director of Sawmill 25, at the opening of the complex. - This stage includes the launch of a sawlog sorting line, a completely new sawmill, a bark waste boiler. The second stage of modernization is the construction of drying chambers and a line for sorting dry sawn timber.
The investment project will enter the home stretch by the end of 2017. After the implementation of this project, the production capacity of Sawmill 25, taking into account all three sites, will amount to more than 1.5 million cubic meters of sawn timber processing per year and 150 thousand tons of fuel pellets annually.
The volume of investments in this project is 4.2 billion rubles. It is planned to create more than 1,200 high-tech jobs, including logging.
16. A new workshop for the production of larger diameter pipes was opened at the MEGA-steel enterprise in the Moscow region.
The modernization of production at the MEGA-steel plant in Mytishchi, Moscow Region, has been completed. Now the enterprise has a new workshop for the production of electric-welded pipes without a circular seam in accordance with GOST 20295-85. LDPs are manufactured with a diameter of 630 to 1020 mm.
The workshop is equipped with modern equipment that meets domestic and European standards. The production volumes will allow the enterprise to provide large supplies of high-quality products to representatives of the construction, oil and gas
17. Investments in the modernization of the Orsk refinery amount to $ 1.2 billion
Investments in the modernization of the Orsk refinery of the company "ForteInvest" will amount to $ 1.2 billion, said in an interview with the TV channel "Russia 24" Russian businessman Mikhail Gutseriev.
He noted that the modernization of the plant will be completed in January 2018.
“We are finishing the Orsk Refinery in January. The volume of investments is $ 1.2 billion, the refining depth is up to 90%. The 1940 plant, nevertheless, we managed to build a new plant in four years, ”he said.
Orsk Refinery (Orsknefteorgsintez) is an oil refinery with an installed capacity of 6 million tons of oil per year. The plant produces gasoline, diesel fuel, jet fuel, bitumen and fuel oil.
In 2016, the Orsk Refinery processed 4.527 million tonnes of crude oil. Per reporting period 769.78 thousand tons of gasoline were produced. The volume of diesel fuel production in 2016 amounted to more than 1.077 million tons, jet fuel - more than 260 thousand tons, bitumen - 286 thousand tons.
The shareholder of Orsknefteorgsintez is ForteInvest, which is controlled by Mikhail Gutseriev's Safmar financial and industrial group.
18. Corporation "Galaktika" automates "Uralvagonzavod"
Galaktika Corporation, a Russian developer of corporate information systems, started to create a prototype of an automated control system for cooperative production for JSC "Scientific and Production Corporation" Uralvagonzavod "in the pilot zone.
Uralvagonzavod is a corporation engaged in the development and production of military equipment, road-building machines, railway cars. The new system from Galaktika will increase the efficiency of production of special equipment, reduce costs and speed up the adoption of informed management decisions with full control over the status of order execution.
The project will be implemented on the basis of one of the most demanded products of the corporation - "Galaktika AMM". The system is designed to improve the efficiency of the production of special equipment through optimal planning of production capacities along the entire chain of cooperation, reducing costs, as well as ensuring the adoption of informed management decisions and reducing dependence on the human factor when monitoring the status of order execution.
Sooner or later, any enterprise needs to modernize its production. This is most often due to expansion or the need to improve overall efficiency. However, outdated or near-end-of-life equipment is also a compelling argument for starting the implementation of this process.
Modernization of production is a comprehensive (replacement of obsolete units), partial (sector replacement) or complete renewal of systems or equipment at the enterprise. This process entails a number of activities, most of which is a thorough analysis and collection of information. This applies to both the state of production itself and the study of proposals from suppliers of equipment and services. In general, depending on the size of the enterprise, its financial capabilities and modernization plans, the implementation of these measures can take from several months to a year and a half.
Modernization stages and their brief description
Like any process, the modernization of production has its own stages. The first three stages are directly related to the analysis of all available information and statistics. The decision to modernize is made on the condition that all the necessary prerequisites exist for this, such as:
- the need to increase productivity;
- a large percentage of emergency and unrepairable equipment;
- lack of efficiency;
- a large percentage of obsolete equipment;
- planned expansion of production.
Selection of equipment and suppliers
The choice of equipment and suppliers also needs to be studied. This is due to the fact that the further efficiency and payback of the enterprise depends on the quality and characteristics of the equipment. Supplier reliability affects the speed of the upgrade process and its cost. It is important to note that the stage of finding equipment and suppliers should begin simultaneously with considering the need for modernization. This will allow you to compare the current situation with the prospects that the new equipment will give.
Formation of a business plan will help streamline the entire process and calculate the costs and payback time of the measures taken.
Modernization of production will require the attraction of credit resources. Rarely can any company afford such events at its own expense. Nevertheless, an agreement with suppliers can be entered into without waiting for a loan to be opened - it is enough to receive confirmation of the request from the lender.
The longest stage is the delivery of equipment. It can take several months. As a rule, it is supplied from different manufacturers, which may be located far from the customer's enterprise, up to another country or even a continent.
Installation takes place quickly (if we talk about large enterprises - up to a month), since by the time the equipment arrives, the enterprise is already either raising the qualifications of its personnel, or hiring specialists.
Experimental operation is required for troubleshooting and final installation.
The last three stages are the final stages, during which the equipment passes the last tests and begins to work as usual. Typically, final commissioning takes up to three months.
Search for suppliers and equipment
Expocentre Fairgrounds regularly holds industry exhibitions where suppliers present their best products. Such events are a great way to get acquainted with the entire range and select several options for suppliers and equipment models that could be used during the modernization of production.
Modernization is traditionally viewed as a process of improvement, renovation of an object, bringing it in line with new requirements and norms, technical conditions, and quality indicators. In the scientific literature, there are various concepts of modernization: socio-economic, innovation, economic (production).
Socio-economic concept (D. Galbraith, W. Rostow, O. Fukuyama) consider modernization as a complex process of development of economic, social and cultural spheres of human activity.
At the same time, they assume that within the framework of a separate industry and enterprise, modernization will be carried out both in the field of production, and in the field of production management, in the social sphere of the enterprise, in the marketing environment of the organization, etc.
Modernization acts as a systemic phenomenon, encompassing transformations both in the sphere of production and in the sphere of labor. The expansion of the economic potential of the enterprise is carried out simultaneously with the development of the labor potential of the organization and the increase in its social significance.
The enterprise is considered as a separate element of the modern socio-economic environment, which is being transformed in accordance with the general trends in the development of the economy and social sphere on a national scale. A similar approach is implemented in practice at large enterprises in Japan, Australia, Canada, that is, in countries where the appropriate conditions have historically developed and there is a specific corporate culture.
At the same time, the modernization of production and management is considered as an auxiliary goal, and the main goal is to create conditions for the stable development of an enterprise, industry, and the economy as a whole. Public policies to stimulate economic and social innovation play an important role, especially in Australia and Canada.
The innovation model is based on the idea of the regular introduction of innovations in all aspects of the production and economic activities of a modern industrial enterprise.
In the world economic literature, "innovation" is interpreted as the transformation of potential scientific and technological progress into real, embodied in new products and technologies.
The term “innovation” began to be actively used in Russia both independently and to denote a number of related concepts: “innovative activity”, “innovation process”, “innovative solution”, etc. its essence.
There are hundreds of definitions in the literature. For example, on the basis of content or internal structure, innovations are distinguished technical, economic, organizational, managerial, etc.
Features such as the scale of innovation (global and local) are highlighted; life cycle parameters (identification and analysis of all stages and substages), patterns of the implementation process, etc. Various authors, mainly foreign (N. Monchev, I. Perlaki, V.D. Hartman, E. Mansfield, R. Foster, B. Twist, I. Schumpeter, E. Rogers and others) interpret this concept depending on the object and subject of their research.
For example, B. Twist defines innovation as a process in which an invention or idea acquires economic content. F. Nixon believes that innovation is a combination of technical, production and commercial activities that lead to the appearance on the market of new and improved industrial processes and equipment.
B. Santo believes that innovation is such a socio-technical, economic process that, through the practical use of ideas and inventions, leads to the creation of products, technologies that are best in their properties, and if it is focused on economic benefits, profit, the emergence of innovation additional income can lead to the market.
I. Schumpeter interprets innovation as a new scientific and organizational combination of production factors, motivated by an entrepreneurial spirit. In the internal logic of innovations - a new moment in the dynamization of economic development.
Currently, in relation to technological innovation, there are concepts reflected in the International Standards in the statistics of science, technology and innovation.
According to these standards, innovation is the end result of innovation, embodied in the form of a new or improved product introduced to the market, a new or improved technological process used in practice, or in a new approach to social services.
Thus, innovation is a consequence of the innovative activity of an enterprise, which, in turn, is understood as a system of measures for the use of scientific and technical potential in order to obtain a new or improved product or service, a new method of their production to meet both individual demand and needs. society in innovation as a whole.
The manufacturing company continuously innovates in all areas of activity. It is forced to do this by objective external global processes: the development of science and technology, general expanded reproduction and competition. The continuous growth of the scale of world production inevitably leads to an increase in the unit costs of manufacturing products. ...
There are two types of technological innovations: product and process innovations. New product introduction is defined as radical product innovation. Such innovations are based on fundamentally new technologies or on a combination of existing technologies in their new application. Product improvement - an incremental product innovation - is associated with an existing product when its quality or cost characteristics change.
Process innovation is the development of new or significantly improved production methods and technologies, changes in equipment or production organization. ...
Fundamentally new types of products, technologies and services have priority, absolute novelty and are original samples, on the basis of which they receive innovations, imitations, copies by replication.
Among the innovations-imitations, there are equipment, technology and products of market novelty, new areas of application and innovations of comparative novelty (which have analogues in the best foreign and domestic enterprises) and innovations-improvements.
Interest in innovation, development and research has arisen since the creation of a modern industrial corporation. Researchers have always paid special attention to the problems of technology, technological breakthroughs, scientific and technological progress.
In an era of intense scientific and technological revolution, innovation is the main driving force behind the dynamic development of production and society. The concepts of innovation, innovation, innovation, innovation process, innovation, investment and many others have become firmly established in the daily life and activities of enterprises and organizations of various organizational and legal forms.
The essence of innovation from an economic point of view can be defined as a result of the creative process in the form of created (or introduced) new use values, the use of which requires from the people using them, the organization of changing the usual stereotypes of activities and skills.
In this case, the most important sign of innovation in a market economy should be the novelty of consumer properties. Technical novelty may play a secondary role. Thus, the concept of innovation applies to a new product or service, the method of their production, innovation in organizational, research and other areas, any improvement that provides cost savings or creates conditions for such savings. ...
Innovation activities are activities aimed at using and commercializing the results of research and development to expand and update the range and improve the quality of products (goods, services), improve the technology of their manufacture, followed by mandatory implementation and effective implementation, both internally and in foreign foreign markets.
The innovation process can be defined as the process of transforming scientific knowledge into innovation, which is a sequential chain of events during which innovation matures from an idea to a specific product, technology or service and spreads in practical use.
In the scientific literature, various options are proposed for the classification and definition of the stages and stages of the life cycle of an innovative project as a process that occurs from the moment a new idea emerges to the moment of its commercialization and practical implementation.
Mainly the following gradation of innovation processes is proposed: the early stage - from the emergence of an idea to its technical elaboration, the middle one - from technical study to commercial study, and the final stage - from mass production to its implementation to the consumer. ...
A number of publications use a more detailed classification of the early stage of the innovation process, dividing it into separate stages that characterize the content. scientific research and developments - fundamental, search, applied, etc.
Thus, scientific development includes three main stages: research and development, development, mass production and implementation of the development in the consumer market.
The basis of the innovation process is the process of creating and mastering new equipment (technologies). ...
Research work of an applied nature aims to solve a technical problem, clarify unclear theoretical issues, obtain specific scientific results, which will later be used as a scientific and technical groundwork in experimental design work.
Organizational and economic work is aimed at improving the organization and planning of production, developing methods for organizing labor and management, etc.
At the stage of industrial production, two stages are carried out: the actual production of new products, and their sale to consumers. The first stage is the direct production of materialized achievements of scientific and technical developments on a scale determined by consumer demands. The purpose and content of the second stage is to bring (sale) new products to consumers.
According to the direction of influence on the production process, innovations are subdivided into expanding, rationalizing and replacing. Expanding innovation aims to penetrate deeper into the various industries and markets of existing underlying innovations. ...
Substitutional innovations are intended to replace some (old) products or technologies with other (new) ones based on the performance of the same functions.
Therefore, innovation must be market-oriented, customer-specific or need-oriented. The factors that hinder the development of innovations in industry include: lack of their own financial resources, underestimation of innovations by commercial banks, and the economic risk of mastering new products. ...
The actual problem of the domestic tire industry is the introduction of innovations into economic activity. The main systemic problem is that the pace of development and structure of the Russian research and development sector does not meet the growing demand from a number of segments of the business sector for advanced technologies.
An effective organization of the innovation process is required for the growth of production volumes, the expansion of sales markets, an increase in competitiveness and the provision of conditions for the return on investment return. It allows attracting additional investments, ensuring their profitability, subject to the competitiveness of products, services and the organization as a whole.
Economic modernization provides for the intensification of the process of economic reproduction, which is achieved due to the growth of differentiation of labor, power equipment of production, the transformation of science into a production (economic) force and the development of rational production management.
In the narrow sense, modernization of production has traditionally been viewed as a process of introducing innovations and updating the entire technological base. In modern economic conditions, the modernization process began to be considered more broadly, covering the entire production and economic activity of the enterprise, using all available resources (the development potential of the enterprise).
In modern conditions, the processes of modernization of production in our country at most large enterprises of the tire industry are due to the influence of external factors, primarily market conditions and government regulation.
For example, one of the most significant elements of the country's long-term development program being developed by the RF Government is industrial modernization. It is the measures to modernize production that will be aimed at such improvement and improvement of production processes that will lead to an increase in labor productivity and to a reduction in resource consumption.
Thanks to modernization, enterprises will reach a new, higher level of product quality and, as a result, will increase their competitiveness. An integral condition for a high-quality result of production modernization is the inclusion of changes in all production cycles in the program.
Modernization involves a wide range of activities from assessment and diagnostics to the implementation of complex automation systems and technological packages, and therefore the modernization of the entire production chain is economically feasible.
The current instruments for the implementation of sectoral strategies and action plans for the development of industries are traditionally federal target programs, a mechanism for the implementation of the most important innovative projects of state significance, state guarantees, subsidizing the interest rate for technological re-equipment, support for exporters, contributions to the authorized capital of strategic industrial organizations, the creation of special economic zones ...
The modernization of tire production is of particular importance in the process of changing technological cycles, contributing to the transition to new, more efficient technological processes.
In the tire industry, as in other industries, modernization helps to increase the development potential of the enterprise. The potential of an enterprise is understood as the existing and potential production capabilities, the volume and condition of the factors of production, its provision with the determining types of resources.
The potential for modernization of production in a tire industry enterprise consists of various elements, such as material, financial and intellectual.
Periodically, the enterprises of the tire industry assess the existing potential for modernization of production, plan measures to improve the production base and implement the planned measures, realizing the existing potential.
As the data on the development of tire industry enterprises show, the development cycle of this industry is characterized by periodic stages of modernization and restructuring of industrial enterprises, implemented on the basis of the existing development potential.
The effectiveness of measures for the modernization and restructuring of industrial enterprises is determined, on the one hand, by the existing production and economic potential, and, on the other hand, by the ability of the management apparatus to use available resources.
Modernization of production at an industrial enterprise is a process of improving the existing production and economic potential of an enterprise through the introduction of innovations (mastering new production technologies).
The modernization and restructuring of industrial enterprises is carried out within the framework of the general process of intensifying economic activity, contributing to the qualitative improvement of the production base of enterprises and increasing the efficiency of management activities.
In the era of technological progress, when the consumer has a variety of choices, high-tech systems are invariably introduced into the production lines of concerns, bringing the control conditions to a new level. Innovative concepts can significantly improve the quality of products, reducing the cost of the enterprise due to the rational use of consumables. Today, the automation of the technological line is carried out both at small objects and at large industrial concerns. Modernization of production is a necessity that allows you to maintain a leading position in a particular industry in the face of constant competition.
Common prerequisites for the modernization of production
Improving the technical potential of existing equipment or introducing new systems is the key to increasing the profitability of the enterprise, opening up new professional horizons for the corporation. Often the following factors become the main prerequisites for the automation of production:
The above reasons become weighty arguments in favor of the automation of production and the reconstruction of standard equipment, the technological potential of which does not meet the needs of the target audience.
Benefits of modernization of production
Modernization of production is a complex of narrow-profile procedures, involving the design of capacities and the subsequent manufacture of high-tech equipment, the introduction of automated systems at the enterprise and training of personnel. After commissioning, the customer invariably notices the following benefits:
Having turned to professionals for the improvement of the technological line, the management of the enterprise takes the first step towards a new system of control and management in production. In Russia, all types of engineering services are provided by the Matrix Group of Companies, whose employees have a sufficient level of narrow-profile knowledge and skills. For 12 years, representatives of the domestic company have been reconstructing the equipment available at the facility and manufacturing high-tech units, introducing into the enterprise automated systems and carry out commissioning works. To trust the representatives of the MaTrIx Group of Companies means to reveal the technological potential of production to the maximum.
1.3 Types of production modernization
The modernization of production is carried out in an extensive and intensive way.
Extensive modernization methods include an increase in the number of shops, machine tools in a shop, the number of employees, while maintaining the same production technology, without introducing innovations into the process.
The intensive ways of modernizing production include improving the technological process by introducing new methods of work, changing the structure of the enterprise, and introducing new technologies. In modern realities, increasing production efficiency is carried out in a mixed way.
The modernization of production by extensive and intensive methods is carried out in the following areas:
- automation of production, which is one of the main directions of the effective work of the enterprise in the future;
- the mechanical part of the equipment. In this direction, the service life of the equipment is improved, the costs of repairs and equipment downtime are reduced. This is achieved through the purchase and implementation of more modern machines with large operating resources. For example, a machine made half of plastic, which costs much less than its predecessors, gives results in productivity and quality several times higher than previous models. To reduce the downtime of equipment for the mechanical part, a number of organizational measures are introduced, such as optimization staffing table repair service, optimization and tracking of equipment repair, advanced training of personnel for equipment repair and maintenance;
- improvement of production technology, production of more expensive, high-quality and demanded products. Improving the technology at the enterprise can also include improving the technological discipline of production, tracking the consumption of cutting tools, writing off raw materials and materials according to the approved consumption rates;
- modernization of the energy part. At this stage, electricity costs are reduced, energy-saving equipment is installed, motors that are optimal in terms of power are selected in order to eliminate energy overruns.
Before choosing the direction of modernization of production, it is necessary to determine which part of it most needs it. For this, downtime is analyzed, as well as costs for each part of the production. To select a specific node for modernization in overhaul, it is necessary to view the downtime for the year of all units for mechanical, electrical, technological parts and software.
The next step in choosing a unit for modernization of production is the expected result from the introduction of "know-how". The most profitable and promising direction of modernization is selected.
The goals of production modernization are:
- release of new products and / or products with improved characteristics;
- increasing the efficiency of the technological equipment park;
- reduction of labor intensity of production processes and, as a result, optimization of the number of operating personnel;
- reduction in the duration of the production cycle of manufacturing products;
- reduction of productive and non-productive losses;
- reducing the cost of the product through the use of advanced technologies, materials, energy and labor savings.
The main issue in the reconstruction of production is the assessment of the expected effectiveness of measures, which, in turn, depends on the technical, technological and logistic elaboration of such issues as:
- the presence and need to modernize the logistics infrastructure (units, technological lines, warehouses, tracks, etc.);
- selection of a new technology or modernization of the existing one;
- selection of the composition of technological equipment;
- design and manufacture of special devices.
Consider also modernization strategies associated with different types of enterprises:
1. Compensatory modernization. The determining factor in choosing this strategy is the orientation of the enterprise towards the mass market of inexpensive products. The bottom line is modernization at the expense of domestic equipment, while modernization means replacing worn-out production units or expanding production that does not entail qualitative changes in the operation of the enterprise. This strategy is effective in short-term market adjustment and is available to relatively small and financially weak enterprises.
Unable to make a qualitative breakthrough, the company achieves profit growth by increasing the physical volume of production. Product innovations are often negative, aimed at reducing product quality and thus achieving price competitiveness. The enterprise passively adapts to an unfavorable external environment for the development of production, and in general, this modernization strategy is of a safety nature, designed to provide short-term leadership at minimal cost.
2. Socially limited strategy. Typical for city-forming enterprises. In a sense, this is a containment strategy: having a significant (primarily financial) potential for further increasing production volumes and automating the production process, large enterprises often underutilize it due to raw materials, marketing and social constraints.
A serious limiting factor in the modernization of this type is the status of an enterprise of the main employer in the region, bearing the burden of social facilities and forced to refuse to replace manual low-paid labor with modern equipment due to the inadmissibility of mass layoffs. In contrast to the previous one, this strategy is largely reputational, that is, it is associated with maintaining the image of the enterprise due to high quality products, with the aim of purchasing expensive imported equipment.
3. Aggressive modernization. A strategy that fully realizes the potential of managerial modernization. It is characterized by a strategic planning horizon, the establishment of its own rules of the game in an unfavorable external environment lack of elaboration of legislation, corruption, unfair competition. Following such a strategy is possible if the company fully possesses both social (qualified and motivated management) and technological ability, as well as the ability to attract significant amounts of financial resources for a long time.
The above directions of modernization should take place in conditions of a consistent and full-scale level of responsibility and independence of the enterprise.
An enterprise in Russia has been and remains the main unit, a kind of structural unit in the large-scale system of the national economy. Thus, the systemic modernization of the economy, covering all levels and divisions of the national economy, is based on identifying the key structural units of the strategy of modernizing the country's enterprises as the main links of the economy. It is the enterprise that should become the main testing ground for systemic modernization, since various aspects of modernization are based within its boundaries: technological, social, organizational and managerial, which are in close interaction, influencing the change in the entire system of the Russian economy.
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