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Used information technologies at the enterprise. The use of information technology. Information technology enterprises

  • 27.04.2020



In different historical periods of the development of the world economy, the importance of resources for business success has changed. In an agrarian civilization, the main resource was land and labor resources. The basis of industrial civilization was the gigantic material and energy production flows processed using capital-intensive technologies. The transition of society to information technology (hereinafter referred to as IT) and science-intensive technologies introduces information resources into circulation and increases the requirements for the qualifications of employees. Not a single field of activity today can do without not only production and service technologies intended for the production of products and services, but also without information technologies that meet the information needs of management, production, supply, trade, marketing and other functional divisions of the enterprise that have become necessary. management toolkit.

Information technology makes it possible to rationally manage all types of enterprise resources, to work as a single entrepreneur. Since resources are always limited, the key success factor is making the right and timely management decision on the concentration of resources to achieve the strongest effect. It is the information provided through information technology that makes it possible to concentrate resources at the right time and in the right place to solve the main problems. Knowledge, according to Peter Drucker, cannot lengthen a person's arm, but helps to lift a person onto the shoulders of his predecessors. Knowledge organized into a system increases the competence of employees and allows the company to work more rationally, purposefully and economically, more efficiently. At domestic enterprises, as a rule, there is no corporate policy in the field of information technology, and there are no strategies for creating a corporate information management system (CIMS) of an enterprise.

IT strategy should be understood as a formalized system of approaches, principles and methods on the basis of which all components of CIMS will be developed. The goal of the IT strategy development project is to organize an integrated corporate process for the development of information technologies to ensure their compliance with the main goals and directions of the enterprise's business development. Achieving this goal will ensure:

– improvement of the management system;
– purposeful planning and implementation of information technologies;
– orientation of information technologies for solving business problems;
- creation of a single information space of the enterprise;
– reduction of the total cost of ownership of information technologies (purchase, development, implementation, training, support);
- reducing the time for introducing new information technologies, obtaining quick and replicable results;
- increasing the efficiency of the information technologies used and the return on investment in informatization;
– the ability to quickly and economically expand the information infrastructure in the future;
– increasing competitiveness and shareholder value.

The strategy development process, which needs to involve top management and specialists, should aim to find explicit answers to the following questions:

How is the business strategy defined?
– What is the current state of information technology?
What should their future look like?
– What methodologies and products should be used?
– What technological architecture should be built?
- What requirements should be met by the qualifications of staff?
– How correct are the existing initiatives?
The strategy document is intended for the management of the enterprise and reflects the following factors:
– the role of information technology in solving business development problems;
- the composition of the main directions of development of information technologies and the formed portfolio investment projects, grouped by implementation priorities;
- a phased plan for the introduction, use and development of information technologies for 3-5 years;
– assessment of the cost of information technology development in conjunction with a portfolio of investment projects and plan stages;
- proposals for organization centralized management introduction, use and development of information technologies.

Information technology and systems (IT/S) is primarily a management tool. Like any other, it serves to coordinate and control the progress of business processes in achieving goals. The mere possession of this tool, like any other, does not guarantee success, but its absence on large enterprise leads to collapse. The main difference between mature IT/S and "underage" is not the amount of money spent on IT, but the value they add. For investments to be useful, it is necessary to use IT competently, and not just have capital. Possession of an IT tool is a necessary but not sufficient condition for business success.

The real key to IT is knowledge. IT users need to know what to do, when and why. It is knowledge, not money, that is the main condition for the growth of capital. IT/S can be divided into three components:

1. Hardware (Hardware). It is the physical structure or logical layout, the configuration of machines, systems, and other equipment. These are means of coordinating the tasks of production (goods and / or services) and management with the achievement of a given result or goal.
2. Software (Software). It represents a set of rules, guidelines and algorithms necessary for the functioning technical equipment. It also includes programs, agreements, standards and rules of use aimed at coordinating individual tasks and the process as a whole. This is IT/C know-how, as it answers the how question.
3. Algorithmic (intelligent) software (Brainware). It, depending on the planned, expected results and goals, should justify the feasibility of using and deploying hardware and software, as well as its configuration in each case. This part answers the what and why questions.

All three components are interdependent and equivalent. They form the core of IT/S. Any information technology and system (IT / S) is clearly identified by these components: hardware, software and algorithmic support. There is a fourth and most important aspect of IT/S - the IT/S support network, the infrastructure. These are the necessary physical, organizational, administrative and cultural patterns, including job assignments, required skills, scope of work, standards and criteria, style, culture and organizational models of IT/S deployment. Thus, IT / S is the unity of hardware, software, algorithmic support and a support network aimed at achieving a goal. If at least one of the components is missing or inadequate, it is impossible to get the effect of IT / S, at least in the business sphere, no matter what specialized magazines or experts say about this.

In business, you have to deal primarily with systems. Information technology (IT) in the above definition is singled out in a separate position: there is an IT core (hardware, software and algorithmic support) and an accompanying support network. However, information technology cannot exist on its own. IT capabilities are realized only when they are connected with other information technologies, integrated into networks or systems. So IT/S is a network, or a system of technologies. In this sense, the term "IT/S" means not only the core and support network, but also the merging of various networks into larger systems. Said fusion is both an art and a science in explaining the development of IT in IT/S.

Technologies and systems represent equal and complementary parts of practical and professional research. By the early 1990s, experts realized that information, like other goods and resources, had become strategic resource on which competitiveness depends. According to Peter Drucker, the new information revolution began with information necessary for business but it certainly affects all social institutions. Revolutionary changes are taking place in concepts. The revolution is not just in information technology (IT) or administrative information systems (AIS), and it is not being led by information managers (MI). It is initiated by accountants who calculate the ratio of profits and expenses. A period of a customer-oriented economy is coming, in which only the firm that fulfills customer orders faster and better is competitive. The main question of this revolution is: "What is the meaning of information and what is its purpose?" Such a formulation of the question leads to a radical redefinition of the tasks assigned to information, and at the same time to the reorganization of offices that should perform these tasks.

To date, no generally accepted definition of business information has been developed. When it comes to information in general, leading IT professionals usually understand information as facts, information, news, and knowledge. It is necessary to distinguish between information and data. Data refers to sensible and perceptible phenomena; they are completely independent and their content is impartial. Information is more speculative, it is also based on sensory phenomena, but interpreted by the transmitting device; and at times the interpretation can distort the meaning of the underlying data. Knowledge is even more speculative, but it can initiate activity. Top management sometimes makes little use of new IT/S, simply because it does not provide them with the information they need to complete their tasks.

The work of the AIS is in the computer processing of data that correspond (or do not correspond) to the need for them. Traditional accounting was created about 500 years ago so that in the event of a liquidation, a company has data that allows it to preserve and redistribute assets with maximum efficiency. And costing, a child of the 1920s, a major addition to 15th-century accounting, was added only to bring accounting in line with 19th-century economics (so that a company could get information about its costs and manage its cash flow. The same goals are pursued by general government quality - such a popular type of cost calculation today). Preservation of assets, control over the level of costs are not included in the tasks of top management. These are normal operational tasks. Yes, sales failure can ruin a business. But business success requires well-established production, that is, the creation of real customer value and wealth. An innovative business strategy is needed, the cessation of production of old and the introduction of new products, the optimal ratio of profitability and market share. New strategic decisions based on knowledge of new realities are also needed. The development of all these decisions is the task of top management. This understanding of the tasks of top management has led to an increase in the role of traditional economics, and today - microeconomics. New information technologies that appeared along with the computer were used to process accounting data, since this was the most time-consuming part of the work. Information technologies are engaged in the collection and systematization of data, their interpretation, analysis and presentation.

Not all information workers realize that the company's management does not need more data, the development of information technology or faster computers. The management of firms needs information that affects the competitiveness of the firm, including new concepts of management organization. In recent years, top management in a wide variety of organizations requires information about products in the global market that are in strong demand. Today, top management more often requires that new management concepts be found that are effective for working in a global market in a customer-oriented economy. At the same time, it is important that the trade secret of the organization is preserved. There are no universal recipes that could equally suit different companies. But there are methods by which effective enterprise management systems can be built. The names of these methods are MRP, MRP II and ERP. The methods or approaches of MRP, MRP II and ERP are a formalized set of concepts and processes that allows you to create a description of how an enterprise should work. They are purely constructive in nature, that is, they can be perceived as a set of instructions (algorithm): do it this way, transfer data or materials in such and such a form there, make a record of the operations performed there. They are intuitive to any manager or manager. Their main value lies in the following:

– they do not contain the statement “in principle this can be easily done…”;
- they appeared as a result of the analysis of the activities of really operating enterprises;
- their development was evolutionary, the next concept absorbed the previous one;
- they have proven their effectiveness;
- they cover all the activities of the enterprise.

The concept of MRP (Material Requirement Planning) was developed for best management production, rational use storage facilities, eliminating interruptions in the supply of raw materials or supplies in excess of the norm. MRP helps to plan and efficiently manage the production cycle: from the supply of raw materials and components to meeting the needs of end users. The basic provisions of the MRP are:

– production activity described as a stream of interrelated orders;
– when fulfilling orders, resource constraints are taken into account;
– minimization of production cycles and stocks is ensured;
– supply and production orders are formed on the basis of sales orders and production schedules;
– the movement of orders is associated with economic indicators;
- the execution of the order is completed by the time it is needed.

The MRP methodology declares which accounting and management processes should be implemented at the enterprise, in what sequence they should be performed, contains recommendations on how they should be performed (algorithms). The planning process includes the functions of creating purchase order proposals and/or in-house production of the required material components. In other words, the application of the MRP concept for enterprise management allows you to optimize the supply plan for components, reducing production costs and increasing its efficiency. The development of the MRP concept followed the path of expanding the functionality of the enterprise in the direction of better meeting customer needs and reducing production costs. This led to the fact that in the late 1970s the concept was supplemented by provisions on the formation of a production program on an enterprise-wide scale and control of its implementation at the departmental level. Then the concept of MRP II (manufacturing resource planning) appeared, the essence of which is that forecasting, planning and production control are carried out throughout the entire cycle, from the purchase of raw materials to the shipment of goods to the consumer.

MRP II presents a methodology aimed at the effective management of all resources manufacturing enterprise. In the general case, it provides a solution to the problems of planning the activities of an enterprise in natural units, financial planning in monetary terms, modeling the capabilities of an enterprise, answering questions like "What will happen if ...?". This methodology provides a set of sound management and control principles, models and procedures that have been tested and implemented to improve performance. economic activity enterprises.
The main mandatory / functional modules of the MRP II system:

– Planning of sales and production (Sales & Operations Planning).
– Demand Management.
– Master Production Schedule.
– Material Requirements Planning.
– Subsystem of specifications (Bill of Material Subsystem).
– Inventory Transaction Subsystem.
– Scheduled Receipts Subsystem.
– Operational management of production (Shop Floor Control or Production Activity Control).
– Capacity Requirements Planning.
– Management of input and output material flow(Input/Output Control).
– Supply management (Purchasing).
– Distribution Resource Planning.
– Tooling.
- Interface with financial planning(Financial Planning Interfaces).
– Simulation.
– Performance Measurement.

With the accumulation of experience in modeling production and non-production operations, these concepts are refined, gradually covering more and more functions. (The functional composition refers only to the management of the enterprise's production resources). The MRP II standard divides the scope of individual functions (procedures) into two levels: required and optional. In order for software to be classified as MRP II, it must perform the necessary (basic) functions (procedures). Some software vendors have adopted a different range of implementations of the optional part of the procedures in this standard. The composition of functional modules and their interrelations have a deep justification from the position of control theory. They ensure the integration of planning functions, including the coordination of various management processes in time and space. The presented set of modules is not redundant, and therefore it is mainly preserved in the systems of the next generations. Moreover, many concepts, methods and algorithms embedded in the MRP II functional modules remain unchanged and are included as elements in the next generation systems. Each level of MRP II planning is characterized by such parameters as the level of detail of the plan, the planning horizon, the type of conditions and restrictions. These parameters for the same MRP II level may vary depending on the properties production process at the enterprise. Moreover, depending on the nature of the production process, it is possible for each individual enterprise to use a private set of MRP II functional modules.

AT general view the enterprise management system, built in accordance with the MRP II standard, is shown in fig. 1. I will bring brief description functional blocks of MRP II.

Rice. 1. Functional blocks of MRP II

Business planning. The process of forming an enterprise plan of the highest level. Long-term planning, the plan is drawn up in terms of value. The least formalized decision-making process. As a rule, algorithms related to business planning are not fully implemented in MRP II systems.

Demand planning. The process of forecasting (planning) demand for a period. In MRP II systems, only the simplest forecasting algorithms are implemented: linear approximation, exponential smoothing, applying analogies to new types of products. Forecasting algorithms that take into account various constraints are implemented in later versions of modern software systems.

Sales and production planning. The business plan and the demand plan are converted into sales plans for the main types of products (usually 5 to 10). At the same time, production capacities may not be taken into account or taken into account on an enlarged basis. The plan is medium term. The sales plan by type of product is converted into a volume or volume-calendar plan for the production of types of products (enlarged volume-scheduling). Species here refers to families of homogeneous products. In this regard, for the first time, products act as planning and accounting units, but ideas about them are of an averaged nature. For example, we can talk about all front-wheel drive passenger cars produced at the factory (without specifying models). Often this module is combined with the previous one.

Plan-schedule of production (output of products). The production plan is converted into a production schedule. As a rule, this is a medium-term volume-calendar plan that sets the number of specific products (or batches) with the timing of their manufacture.

Planning of requirements for material resources. In the course of planning at this level, the need for material resources necessary to ensure the production schedule is determined in quantitative terms and in time. The input data for material requirements planning are product specifications (composition and quantitative characteristics of the components of a particular product) and the size of current inventories. Very often, planning in MRP systems is referred to as dependent demand planning. Indeed, in them the demand for raw materials and components is strictly dependent on the demand for finished products, in contrast to the so-called systems with independent demand, when the demand for each position is considered without taking into account the demand for other positions, including finished products. (This includes, for example, the planning of inventory balances at the reorder point). In real activity, there is no need to link all warehouse items with the release of finished products - repair kits for CNC machines and the production of furniture sets. Planning production capacity. As a rule, calculations are performed in this module to determine and compare available and required production capacities. With minor changes, it can be applied not only to production facilities, but also to other types of production resources that can affect throughput enterprises.

Customer order management. Here, the real needs of customers are compared with production plans. In fact, depending on the production algorithm adopted (make-to-stock, make-to-order, design-to-order), sales orders can be entered before or after the planning procedure.

Management at the level of the production shop. Here operational plans-schedules are formed. Parts (batches), assembly units of a deep level, details of an operation can act as planning and accounting units. The duration of planning is short (from several days to a month). Performance evaluation. The actual performance of all the above plans is assessed in order to make adjustments to all subsequent planning cycles.

Further development of MRP II systems is associated with their development into a new class of systems - Enterprise Resource Planning (ERP). Systems of this class are focused on working with financial information to solve the problems of managing large corporations with geographically dispersed resources. This includes everything that is needed to obtain resources, manufacture products, transport them, and settle customer orders. Systems of this class have been actively developed since the late 1980s. ERP systems completely absorb MRP II class systems, expanding with new functional modules, primarily related to financial and personnel management. The implementation of financial management in ERP systems is a stumbling block around which there is a struggle between the so-called Russian and Western systems. There is an opinion that real financial management can be built on the basis of the Western system - from planning and forecasting to controlling all financial indicators activities, but domestic solutions are better adapted to Russian realities, expressed in the constant change of laws, specific external reporting, the price of the solution. The same can be said about personnel management.

The approach to solving production planning problems in ERP systems until recently remained in the form in which it was established in MRP II systems. Briefly, it can be defined as an approach based on the active use of calendar and planning standards for production cycles. The disadvantage is that it conflicts with the need to optimize scheduling. Planning optimization elements in traditional MRP II / ERP systems are found only at the lower level - when solving operational planning problems using scheduling theory methods.

With the growth in computing power, the introduction of MRP II / ERP, the search for new management methods in a competitive environment, since the mid-1990s, based on MRP II / ERP systems, a new class of systems has appeared, which are called “advanced planning systems” (Advanced Planning / Scheduling – APS). These systems are distinguished by the use of economic and mathematical methods for solving planning problems with a gradual decrease in the role of calendar and planning standards for production cycles. APS are separate optimization modules that can be installed in addition to traditional MRP planning.

The increase in productivity and the decrease in work in progress due to the introduction of such systems is explained by the fact that when determining the duration of the production cycle, it does not include a pre-average time for items to stay in queues. This approach especially effective for complex multi-product production. At the same time, it requires a significant increase in the professional level of managerial personnel. ERP systems are constantly evolving and improving. Each moment in the concepts of MRP II / ERP can be divided into three layers. The first layer contains those methods and tools that have been tested by practice and fixed in the form of standards. In the United States, there is a system of standards that is supported by the state, in particular, the Department of Defense. These standards formulate the requirements for information systems of firms that carry out government orders. As a result, at the stage of concluding a contract, the state's confidence in the reasonable use of budgetary funds increases, and at the stage of its implementation, comprehensive control is exercised over the timing of implementation and actual costs.

The second layer consists of fairly stable, frequently used methods and techniques, which, however, are not mandatory. They can be found at more deep analysis functional structures. Examples are the methodology of rolling planning in the preparation of the main production plan and material requirements planning, the formation algorithms in MRP, the priority rules for management at the level of the production shop.

The third layer of ideas and methods of MRP II / ERP should include the new that manufacturers make to the basic systems. software products. Implemented on their basis, new information technologies represent the "know-how" of developers. As a rule, it is in this layer that one can find significant differences in the products of different firms. Some new technologies are able to have a serious impact on the efficiency of building large information systems.

The presence of a powerful infrastructure and methodology for building systems contributes to the achievement of a high level of efficiency in the implementation of management systems such as MRP II / ERP in modern enterprises. According to some estimates, the introduction of such systems can lead to a reduction in inventories by 8-30%, an increase in labor productivity by 8-27%, an increase in the number of orders completed on time by 7-20%. The development of information systems reflects the requirements for business improvement. The need to improve the quality of management, in accordance with the information processes of real business processes, to speed up the workflow and to prepare for the adoption management decisions is the key to the development of modern information systems.

Automated management information systems (AMIS), as a link in developing a business strategy, changing management, organizing targeted work with personnel, play a significant role in the successful implementation of an enterprise strategy. The core of the formation of a promising AMIS is the concept of development of integrated automated systems focused on supporting business management.

LITERATURE

1. Baronov V.V., Kalyanov G.N., Popov Yu.N., Titovsky I.N. Information technology and enterprise management. Moscow: IT Company, 2004
2. Drucker P.F. Tasks of Management in the XXI century. Publishing house "Williams", 2004
3. Karminsky A.M., Karminsky S.A., Nesterov V.P., Chernikov B.V. Business informatization. 2nd ed., revised. and additional M.: Finance and statistics, 2004
4. Ipatov Yu., Tsygalov Yu. Economic efficiency investment in IT: the best method of evaluation. Planet KIS, No. 1, 2004
5. Novikova N. ERP and Russian accounting - two incompatible things? // Secret of the firm No. 12, 2005
6. Koch C. The ABCs of ERP. "CIO", No. 3, 2005
7. Krylovich A. V. Information technologies in enterprise management. // Site materials www.cfin.ru/itm/kis/
8. Anderson K. The most effective methods of implementing control systems. Site materials www.cfin.ru/vernikov/kias/

Also on this topic.


Information technology and enterprise management Baronov Vladimir Vladimirovich

Strategy for the development of information technology in the enterprise

AT modern conditions many business problems can be solved with the help of information technology. At the same time, the enterprise, as a rule, has a number of problems associated mainly with the lack of a unified corporate policy in the field of information technology (IT) and a strategy for creating a corporate information management system (CIMS) of the enterprise as a whole.

IT strategy should be understood as a formalized system of approaches, principles and methods on the basis of which all components of CIMS will be developed. The goal of the IT strategy development project is to organize an integrated corporate process for the development of information technologies to ensure their compliance with the main goals and directions of the enterprise's business development. Achieving this goal will ensure:

Improvement of the management system;

Purposeful planning and implementation of information technologies;

Orientation of information technologies to solve business problems;

Creation of a single information space of the enterprise;

Reducing the total cost of ownership of information technologies (purchase, development, implementation, training, maintenance, etc.);

Reduction of terms of introduction of new information technologies, obtaining fast and replicable results;

Improving the efficiency of the information technologies used and the return on investment in informatization;

The ability to quickly and economically expand the information infrastructure in the future;

Increasing competitiveness and shareholder value.

The strategy development process, which needs to involve top management and specialists, should aim to find clear answers to the following questions:

How is the business strategy defined?

What is the current state of information technology?

What should their future look like?

What methodologies and products should be used?

What technological architecture should be built?

What requirements should be met by the qualifications of staff?

How correct are the existing initiatives?

The corresponding document is intended for the management of the enterprise and reflects the following factors:

The role of information technology in solving business development problems;

The composition of the main directions of information technology development and the formed portfolio of investment projects, grouped by implementation priorities;

A phased plan for the introduction, use and development of information technologies for 3–5 years;

Estimation of the cost of information technology development in relation to the portfolio of investment projects and stages of the plan;

Proposals for the organization of centralized management of the introduction, use and development of information technologies.

Let us present a scheme of a document containing an information technology development strategy and including its main components.

Purpose and purpose of the strategy. The section identifies the main purpose of creating the document, its role in the organization of work on the development and use of information technologies, qualifies the main categories of users and their tasks for the development of informatization.

The role of information technology in the activities of the enterprise. The section defines the role of information technology in business development and management organization, formulates the tasks of information technology that support the solution of business problems.

Brief description of the state of informatization. The section analyzes the results of an audit of existing information systems, diagnoses them for compliance with business processes, and identifies functional gaps and shortcomings. given short description technological architecture and used software and hardware, users are qualified and the degree of their satisfaction is assessed. The level of qualification of personnel (employees of the IT service and users) in the field of information technology is assessed. The economic parameters of the current state of informatization are given.

Analysis of existing initiatives and problem areas. The section analyzes existing development plans and proposed projects in terms of their compliance with information needs, business development strategies and management organization. Based on the gaps in information systems coverage of the most significant business processes, the degree of compliance of the existing management system for the development and use of information technologies with the basic requirements of business development is assessed.

Assessment of readiness for change. The section provides an analysis of the readiness of the management of the enterprise and structural divisions to the introduction of new or modification of existing information systems and related organizational change, the need to reorganize the management system and business processes, the resources available to carry out the listed work are assessed.

The main directions of development of informatization. The section defines the general picture of the future state of information technologies of the enterprise, identifies and details the main directions of development of informatization, taking into account the need to harmonize them with the corporate strategy, indicates the priority of directions in terms of overall strategy business development and management organization.

Portfolio of investment projects for the development of informatization. A list of specific projects is formed in the main directions of informatization development, the selection of the main system solutions for their implementation is carried out. A phased plan for the development of informatization for the required period is being formed.

Expected results. A list of expected results from the implementation of the portfolio of selected projects is formed, an assessment of their impact on the main performance indicators of the enterprise is predicted.

Estimation of necessary resources. The section provides an estimate of the timing and cost of implementing the selected projects, depending on the organization of their development and implementation (by internal forces, with the involvement of external performers, by choosing a general system integrator as a strategic partner, etc.).

Requirements for the organization of work on the development of informatization. An organizational model for the development of information technologies is proposed, including the roles and functions of the management of an enterprise, its structural divisions involved in the process of informatization development. The main principles of managing the development process and monitoring the compliance of the results obtained with the expected ones are determined.

Transition strategy. The section provides an analysis of the risks associated with the implementation of projects. The main methods of making managerial decisions are determined, as well as the main milestones of the transition period.

From the standpoint of corporate philosophy, the creation of a strategy allows you to ensure:

Understanding that information technologies should contribute to the improvement of the management process, and not preserve the inefficient management schemes existing at the enterprise;

Awareness of the fact that the development of information technology requires constant attention from top management;

Creation of a culture of management using information technology;

Overcoming the psychological barriers of the staff, developing a new work motivation, the necessary attitude to change, understanding and supporting what is happening;

Educating our own group of specialists capable of competently solving organizational, technical and other issues of enterprise reform and automation.

For more information on IT strategy, see Chapter 4.

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course work

Information technology in the enterprise

Introduction……………………………………………………........................... ......................3

IDirections for the use of information technology in the enterprise...........6

1.1 Workflow automation ………………………..…..….……………………….8

1.2 Communications…………………………………………………………………………………9

1.3 Production technology management………………………………………………………9

1.4 Automation of accounting and planning. Decision-making systems………………….10

1.5 Automation of banking operations…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

2Technical means of implementing information technologies…..………………...……11

3 Strategy for the implementation of information technology in the enterprise………………..….12

IIMain classes of information systems…………………………………..………14

1 Characteristics of ERP systems………………………………………………………..……….14

1.1 Financial management……………………………………………………………………….16

1.2 Production management……………………………………………………….………19

2. Characteristics of MRP: purpose, application, elements, advantages…………....23

3. Characteristics of CRM: purpose, application, benefits…... …………………..27

IIIInformation technology market in Russia……………….……………………...28

Conclusion……………………………………………………………………..………......................31

Literature……………………………………………………………………....................... ....33

Introduction

The creation of a modern enterprise is a complex and lengthy process, which can be conditionally divided into two interrelated stages. The first is the formation of a production and management structure that generates powerful flows of information. The second is the formation of a structure that manages these flows. This is commonly called complex automation, because in order to work, you need a tool. This is equally true of large enterprises as it is of small organizations- representatives of small businesses. main object automated system management should be a management decision.

Management activity acts in modern conditions as one of the most important factors in the functioning and development of the organization. Effective management is a valuable resource of an organization, along with financial, material, human and other resources. This activity is constantly being improved in accordance with the objective requirements of the production and sale of goods, the complication of economic relations, the increasing role of the consumer in the formation of technical, economic and other product parameters. Consequently, increasing the efficiency of management activities becomes one of the directions for improving the activities of the enterprise as a whole. The most obvious way to increase the efficiency of the labor process is to automate it.

Changes in the conditions of production activity, the need to adequately adapt the management system to it, affect not only the improvement of its organization, but also the redistribution of management functions according to levels of responsibility and forms of their interaction. First of all, we are talking about such a management system (principles, functions, methods, organizational structure), which is generated by the organizational necessity and regularity of management associated with the satisfaction of individual needs, ensuring the interest of employees in the highest final results, the growing incomes of the population, the regulation of commodity monetary relations, the widespread use of the latest achievements of the scientific and technological revolution. All this requires organizations to adapt to new conditions, overcome emerging contradictions in economic, scientific and technical processes.

In a market economy, an important area has become Information Support, which consists in the collection and processing of information to use the results of its analysis in the course of its activities, making informed management decisions. At the same time, ensuring the efficiency and reliability of information is of particular importance.

One of the significant factors of competitiveness today is the use of modern information technologies in enterprise management; in many activities without these technologies it is impossible to carry out successful activities. Therefore, their effective use has become a decisive factor in the success of enterprises in the market. The development of information computer technologies, the improvement of the technical platform and the emergence of fundamentally new classes of software products have led today to a change in approaches to the automation of production management.

Relevance of the topic. The current scale and pace of introduction of control automation tools in the national economy poses with particular urgency the task of conducting comprehensive research related to a comprehensive study and generalization of the problems that arise in this case, both practical and theoretical.

Formation tThe theory of information management systems spans several decades. The first works in this area date back to the 1950s–1960s, when the so-called automated control systems were developed, implemented and operated in domestic and foreign theory and practice.

Among the Russian scientists who developed this topic, it should be noted Yu. Alekseev, V. Dudorin, V. Zherebin, I. Karakoz, M. Korolev, T. Kokorieva, V. Maltsev, M. Sovalov, V. Samborsky and others.

Further development of this subject was in the context of modern possibilities of computer technology and telecommunications. The national school is represented here by the names of O. Vershinina, A. Granberg, A. Gaponenko, O. Grigoriev, S. Ermolaev, Kapralov, E. V. Kostyuk, A. Nanavyan, N. Prokhorov, G. Ryabov, E. Sedykh, G Smolyan, S. Supitsina, D. Fateeva, N. Fedorenko, V Firsova, D. Chereshkina, E. Schukina, and others.

There are a large number of foreign publications devoted to the problems of using information technology in the management of organizations. Among them are the works of B. Gates, R. Kaplan, G. Means, D. Norton, D. Schneider and others.

At the same time, in scientific papers, mainly technical and technological issues of information management systems are considered. The prevalence of technological approaches leaves in the shadow the economic and managerial aspects of this problem.

The purpose of this work is to study the conceptual foundations for the use of information technology in the economy as a factor in improving the efficiency of enterprises in modern conditions.

In accordance with this goal, the following tasks are set and sequentially solved in the work:

Reveal the features of the use of information technology;

Explore the concept of enterprise management using IT;

An attempt to generalize the accumulated experience in the implementation of integrated information systems and the formation general principles organization of choice and strategy for the implementation of IT in enterprise management;

Explore intra-company difficulties, problems when using IT;

- conduct an overview of the main information systems offered on the market.

Object of study are information technologies as a factor in increasing the efficiency of enterprises.

Subject of research is a set of economic and managerial relations that arise in the process of using information technology.

The main directions of using information

technologies in the enterprise

The transfer of information about the position and activities of the enterprise to the highest level of management and the mutual exchange of information between all mutual divisions of the company are carried out on the basis of modern electronic computers and other technical means of communication.

    by object and quality - brevity and clarity of wording, timeliness of receipt;

    by purposefulness - the satisfaction of specific needs;

    in terms of accuracy and reliability - the correct selection of primary information, the optimal systematization and the continuity of the collection and processing of information.

Large companies (corporations, holdings), which are characterized by a complex structure associated with the diversification of divisions, their territorial distribution and differences in production potential, as a rule, face such problems as:

> Lack of organizational unity among the divisions of the enterprise, in particular, the same understanding of the essence of business processes, a single methodology accounting, unification of reference information.

> Difficulties in planning activities for all horizons (long-term, current, operational) at all levels of the management vertical, bringing specific tasks to each of the departments, monitoring the current execution and analyzing the implementation of these tasks.

> Insufficient timeliness (relevance) of data on the financial and economic activities of divisions, branches and the corporation as a whole.

> High labor intensity of collecting and summarizing (consolidating) data from territorially distributed areas, in particular, accounting departments, each of which maintains its own, "incomplete" from the corporation's point of view, balance sheets; a large number of errors in such data, their heterogeneity and inconsistency.

> Lack of timely and reliable information on mutual settlements (mutual offsets) with external suppliers and consumers, as well as branches of the enterprise, and, as a result, the difficulty of managing receivables - payables. The solution to this problem is much more complicated when the status of the counterparty changes (for example, when a corporation purchases a firm that was previously an external counterparty).

The only solution to these problems is the development and implementation of so-called information technologies, i.e. technologies based on the use of computers and electronic means communications.

According to the definition adopted by UNESCO, information technology is a complex of interrelated, scientific, technological, engineering disciplines that study methods for the effective organization of the work of people involved in the processing and storage of information; computer technology and methods of organizing and interacting with people and production equipment, their practical applications, as well as the social, economic and cultural problems associated with all this.

In modern society, information technology is a universal tool in the management of organizations of all types, operating in all areas. The main functions of modern information technologies for enterprise management are the collection, storage, search, systematization and processing necessary data for all areas public life, development of new information, solution of various optimization problems. The task is not only to select and automate labor-intensive, regularly repeated routine operations on large data arrays, but also to obtain fundamentally new information that is necessary for making effective management decisions.

Among the main directions of development of modern information technologies in ensuring effective functioning and development are:

    Workflow automation

    Communications

    Pharmaceutical production technology management

    Automation of accounting and planning

    Development of decision making systems

    Automation of banking operations

    Creation of workstations

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      1. Computers when choosing solutions in the field of technology, organization, planning and production management

The use of computer information technologies makes it possible in some cases to obtain valuable management decisions at relatively low costs. Compilation of economic-mathematical models and computer-assisted calculations make it possible to quickly and relatively inexpensively develop and compare numerous options for plans and management decisions.

The multivariance of choice is one of the most valuable qualities of the considered methods. However, at present, practical the application of economic and mathematical methods in the management and planning of production activities, despite the equipping of management services with computer technology, is far from corresponding to the scientific reserve available in this area.

Difficulties in the practical implementation of economic and mathematical methods are associated with many objective and subjective reasons, but primarily due to the complexity of economic processes and phenomena, the impossibility of dividing large systems into visible parts for the purpose of their autonomous consideration, as well as necessity take into account, along with technological aspects, the behavior of people.

Therefore, a practically acceptable way is to include computer solutions for specific typical tasks in the process of managerial decision-making by a manager. At the same time, it is necessary to combine the experience and difficult-to-formalizable knowledge of a manager who knows the production and economic aspects of managerial activity well with the productivity and multivariance of computer-mathematical methods.

Currently, there are proven methods for solving a number of typical problems of organizing and planning production, for which computer technologies can be applied. All these tasks can be classified as follows.

    Tasks in the field of organization of production. These include, for example, the tasks of organizing design, repair of machines, transport and warehousing, quality management tasks, calculating the need for resources (labor, material, technical) with distribution in time based on the production schedule, etc.

    Problems of production planning. These include, for example, the tasks of planning the production of marketable products, technical development and improving production efficiency, labor and wages, mechanization and logistics of production, tasks of analyzing production and economic activities, etc.

Such proven solutions to certain typical problems are based on the methods of simulation modeling, linear programming, probabilistic modeling and other methods.

The possibility of practical solution of these problems is currently expanding in connection with the computerization of all parts of the administrative apparatus, the creation of local and unified computer networks, the organization of local and centralized information databases and the provision of operational access to them.

      1. Possibilities of using new information technologies in organizational management systems

Modern information technologies are defined as continuous processes of processing, storage, transmission and display of information aimed at the effective use information resources, computer facilities and data transmission in the management of systems of various classes and purposes.

IT significantly increases the degree of automation of all information processes, which is a prerequisite for accelerating the pace of scientific and technological progress , increasing the productivity and efficiency of managerial work.

The basis of modern information technologies is "four technical achievements:

    the development of information carriers that allow storing practically unlimited amounts of information;

    the development of communication facilities that ensure the delivery of information to anywhere in the world without significant time restrictions;

    the possibility of automated processing of information in the places of its occurrence with the help of a personal computer;

    the possibility of remote access and processing of information stored in distributed databases and data banks.

IT evolved through a process of purposeful integration x injured, processing, transmission and presentation of information in complex systems that circulate the required data flows within certain organizational systems.

At the present stage, automated data processing in organizational systems is characterized by the transition from centralized information processing to distributed (decentralized), based on the widespread use of personal computers.

Combining computers into networks (local and regional) allows users to combine the advantages of autonomous distributed information processing with the possibility of individual access to the general information resources of a department, enterprise, district, etc.

Entering and processing information at the workplace of an employee (manager and specialist) using a PC allows you to improve the quality, accuracy, timeliness and relevance of the documents being prepared and increase the speed of their preparation.

Consolidation of workstations of employees to local area networks (LAN) allows to reduce the cost of information exchange, to solve the problem of optimal use of computing power and resources. The inclusion of a high-performance computer with large external storage devices as a LAN element makes it possible to centralize the information necessary for joint processing by all network users and eliminate duplication of such information.

The technical means of "e-mail" and computer systems make it possible to introduce paperless technologies in organizational systems, in which part of the information flows and arrays (files) are transferred to paper only in strictly regulated cases, mainly related to the preparation and submission of official final reports.

In a modern institution, several dozen types of work are performed, including:

    implementation of information communications within the organization and between organizations;

    studying, searching, accumulating and generating information (reading documents, preparing reports, letters, replies to letters, searching for the necessary data, maintaining archives, etc.);

    data analysis and decision making;

    management of the functioning of the organization;

    information service for managers, etc.

The main elements of a modern "electronic" institution are automated workstations (AWS) of users, text editing systems, databases and their management tools (DBMS), information and computer networks, Email, means of printing and copying documents, etc.

Automated workstation (AWP) - a computer system designed to automate professional activities.

Labor productivity when using AWS for routine operations used in the preparation and transmission of documents increases several times due to the use of special software.

Function examples users - employees, implemented on the appropriate type of workstation are:

    preparation of documents containing textual, tabular and graphic fragments based on the analysis of available information;

    storage and retrieval of information;

    acceptance / transmission of documents (or their fragments) within the institution and outside it;

    ensuring the mode of use and reliable storage of documents.

The functions of the workstations of the heads of the organization and its divisions differ significantly from the functions of the workstations of an employee (employee, specialist).

The main functions of the manager include: long-term and operational planning of work, communication with related departments, holding workshops, issuing instructions and monitoring their implementation, registering and executing instructions from management, evaluating the activities of employees, departments and organizations as a whole and other functions. Most of these functions can be successfully implemented with the appropriate application software for the manager's workstation.

Thus, the introduction of information technologies in the process of managing organizations is not limited to the automation of data collection, storage and presentation, but also extends to information analysis and decision support. In most cases decisions are made on the basis of mathematical modeling of the technical and economic situation in a particular subject area. Considered in this aspect, the manager's workstation becomes an amplifier of his intellect, helps to find quite effective (non-profitable) management decisions in complex, dynamically changing situations.

The need for the exchange of information in various areas of management activities, obtaining new information as a result of a collective discussion of problems led to such forms of communication as conferences, seminars, meetings.

Virtually no serious deal, no contract can be concluded without discussion at various levels of intermediate results, results, solutions, hearing opponents and making appropriate decisions. This idea was implemented in a new form information service - teleconferences. The participants of such conferences, separated by hundreds and thousands of kilometers, thanks to modern electronics, can see each other, exchange data and graphic information, and discuss in conditions as close as possible to a real conference.

The organization of teleconferencing requires the involvement of a very diverse equipment: terminals, facsimile, television cameras, video recorders, computers, modems, acoustic equipment.

The latest information service technology for organizations is the creation of the use of automatedintelligent information systems(real-time expert systems, situational rooms, intelligent decision support systems, etc.).

ERP-system significantly improves the manageability of the enterprise and increases the efficiency of its work.

5. Information technology enterprises

5.1. Management accounting and reporting

Building a corporate information system should begin with an analysis of the organization's management structure and related data and information flows. Coordination of the work of all departments of the organization is carried out through the management bodies of different levels. Management is understood as the achievement of the goal, subject to the implementation of the following main functions: organizational, planning, accounting, analysis, control, stimulation ( summary these functions were discussed in "Information systems for resource planning and enterprise management: ERP systems").

In recent years, in the field of management, the concept of "decision making" and the systems, methods, and means of decision support related to this concept have been increasingly used. Making and executing a business decision is an act of forming and purposefully influencing the management object, based on the analysis of the situation, the definition of a goal, the development of a policy and a program (algorithm) to achieve this goal.

The first step towards effective management is the creation of a system for collecting, operational processing and obtaining prompt, accurate and reliable information about the activities of the enterprise - a system for the implementation of management accounting.

Management accounting is a problem for a significant part of business leaders, mainly due to the lack of an appropriate system for processing and presenting data on the basis of which decisions are made. Sometimes the information obtained by management for control and decision-making is generated from the financial reporting system, personnel records etc. The problem is that this information serves specific purposes and does not meet the needs of management for decision making. Therefore, in many enterprises there are two accounting systems in parallel - accounting and management (practical), that is, serving to ensure the fulfillment of everyday work tasks of employees and managers of the enterprise. As a rule, such accounting is carried out according to the "bottom-up" principle. Employees of the enterprise record the data they need (primary information) to perform their work. When the management of an enterprise needs to get some information about the state of affairs in the enterprise, it makes requests to lower-level managers, and those, in turn, to the performers.

The consequence of this spontaneous approach to the formation of a reporting system is that, as a rule, there is a conflict between the information that management wants to receive and the data that performers can provide. The reason for this conflict is obvious. different levels the hierarchy of the enterprise requires different information, and when building a bottom-up reporting system, the basic principle of building an information system is violated - orientation to the first person. Performers either have the wrong types of data that management needs, or the right data with the wrong degree of detail or generalization.

Most executives do receive reports on the work of their departments, but this information is either unnecessarily lengthy - for example, filing sales agreements instead of a summary report with figures for total sales for a specified period, or, conversely, not complete enough. In addition, information is received late - for example, you can receive information about receivables 20 days after the end of the month, and meanwhile the sales department has already shipped goods to a customer with a late last payment. Inaccurate data can lead to incorrect decisions. Accurate data received late also loses its value.

In order for the management of the enterprise to receive the data it needs to make management decisions, it is necessary to build a top-down reporting system, formulating the needs of the top level of management and projecting them to the lower levels of execution. Only such an approach ensures the receipt and fixation at the lowest executive level of such primary data that, in a generalized form, can give the management of the enterprise the information it needs.

The most important requirements for the management accounting system are the timeliness, uniformity, accuracy and regularity of obtaining information by the management of the enterprise. These requirements can be implemented by observing a number of simple principles for building a system for generating management reporting:

  • the system should be focused on decision makers and employees of the analytical department;
  • the system should be built "top down", managers at each level should analyze the composition and frequency of the data they need to perform their work;
  • performers should be able to capture and transfer "upstairs" the data set by their management;
  • data should be recorded where it is generated;
  • information of varying degrees of detail should be made available to everyone interested consumers immediately after fixing it.

Obviously, these requirements can be most fully implemented using an automated system. However, the experience of streamlining management reporting systems at various enterprises shows that the introduction of an automated management accounting system should be preceded by a fairly large "paper" work. Its implementation allows us to model various features management reporting of the enterprise and, thereby, speed up the process of implementing the system and avoid many costly mistakes.

5.2. Automated information systems

The term "automated control systems" (ACS) first appeared in Russia in the 1960s. of the twentieth century in connection with the use of computers and information technologies in the management of economic objects and processes, which made it possible to increase production efficiency, better use resources, save managers from performing mandatory routine operations.

For any enterprise, the possibility of increasing production efficiency is primarily determined by the effectiveness of the existing management system. Coordinated interaction between all departments, operational processing and analysis of the received data, long-term planning and forecasting of the market state - this is not a complete list of tasks that allow the implementation of a modern automated control system to be solved (Fig. 5.1).

In this regard, speaking of the increased interest Russian enterprises to the introduction of automated control systems, it should be noted that at present, two main trends in their development and implementation prevail in the domestic market.

The first is that the enterprise is trying to gradually introduce automation systems only in certain areas of its activity, intending to further combine them into a common system, or being content with "piecewise" ("patchwork") automation. Despite the fact that this path, at first glance, seems less costly, the experience of implementing such systems shows that the minimum costs in such projects most often turn into their minimum return, or even do not bring the desired result at all. In addition, the maintenance and development of such systems is extremely difficult and costly.

The second trend is the integrated implementation of automation systems, which makes it possible to cover all parts of the management system from the lower level of production units to the upper management level. In this case, such a system includes:

  • automation of many activities of the enterprise (accounting, personnel management, sales, supply, etc.);
  • automation of the main technological processes of the enterprise;
  • automation of the actual management processes, processes of analysis and strategic planning.
  • Currently, in world practice, the following names are used to designate full-featured integrated automated control systems used by firms:
  • MRP (Material Requirement Planning - Material Requirements Planning),
  • MRP II (Manufacturing Resource Planning - Planning of production resources),
  • ERP-system (Enterprise Resource Planning - Enterprise Resource Planning),
  • ERP-II and CSRP (Customer Synchronized Relationship Planning - Resource planning synchronized with the buyer).

Any unambiguous and generally accepted general classification IT businesses are missing. A possible variant of the generalized structure of modern information technologies implemented on industrial productions different types, is shown in figure 5.1, on which the following generally accepted abbreviations are made:

  • CAD - computer-aided design / manufacturing systems (Computer Aided Design / Computer Aided Manufacturing - CAD / CAM);
  • AS CCI - automated systems technological preparation production (Computer Aided Engineering - CAE);
  • APCS - automated control systems technological processes(Supervisory Control And Data Acquisition - SCADA);
  • ACS P - a comprehensive automated enterprise management system (Enterprise Resource Planning - ERP); WF - workflows (WorkFlow);
  • CRM - customer relationship management;
  • B2B - electronic trading platform ("online business");
  • DSS - management decision support;
  • SPSS - statistical data analysis;
  • OLAP - analysis of multidimensional data;
  • MIS - management information system, (ARM) of the head;
  • SCM - supply chain management;
  • PLM - management life cycle products (typical for discrete production);
  • ERP-II - extension ERP systems for production loops (i.e. ERP + CRM + B2B + DSS + SCM + PLM, etc.);
  • WAN - global (external) networks and telecommunications (Wide Area Net);
  • HR - "Personnel Management", can be considered both as an independent task and as part of ERP (which is shown in the figure as two links);
  • LAN - local area networks (Local Area Net).

From the point of view of the introduction of information technology, all enterprises can be divided into two large classes: enterprises with a discrete type of production (discrete production) and enterprises with continuous production (continuous production). For continuous production, the introduction of CAD (CAD / CAM) is reduced mainly to the introduction of graphic systems.

At the same time, the role of the CCI is growing. The tasks of the Chamber of Commerce and Industry are significantly expanding towards technological calculations, modeling of technological processes. Automated systems for technological preparation of production - AS CCI (CAE) begin to play a decisive role in the organization of production (process in continuous production almost impossible to organize without technological calculations and modeling).

For continuous production, the introduction of automated process control systems - automated process control systems (SCADA) is becoming very relevant, the effectiveness of which directly affects the efficiency of production. Most SCADA solutions are based on several software components (real-time database, I / O devices, prehistory of typical and emergencies etc.) and administrators (access, control, messages).

A lot of specifics appear during the introduction of an integrated automated enterprise management system in continuous production - ACS P.

5.3. Integrated Information Environment

Despite the recent significant expansion of the information services and products market, the information support of the enterprise management system is still at an insufficient level. Information and telecommunication systems function mainly in the interests of the highest levels of management and, as a rule, without the necessary interaction between them. This situation leads to duplication of work, redundancy in the collection of primary information, an increase in the cost of development and operation of systems.

The unified information space of an enterprise is a set of databases and data banks, technologies for their maintenance and use, information and telecommunication systems and networks that operate on the basis of common principles and according to common rules. Such a space provides secure information interaction of all participants, and also satisfies their information needs in accordance with the hierarchy of responsibilities and the level of access to data.

An integrated information environment is considered as a complex of problem-oriented, interconnected and interacting information subsystems. The conceptual model of the EIS should adequately reflect this environment (Fig. 5.2). Such an environment as the basis of a single information space includes the following main components (Fig. 5.3):

  • telecommunications environment (communication software), means of organizing the collective work of employees (Groupware);
  • information resources, information systems and mechanisms for providing information based on them:
    • ERP system;
    • Electronic document management software;
    • Software for information support of subject areas;
    • Software for operational analysis of information and decision support;
    • project management software; embedded tools and other products (eg CAD/CAM/CAE/PDM systems;
    • HR management software, etc.).
  • organizational infrastructure that ensures the functioning and development of the information environment, a system for training and retraining specialists and users of the information environment.


Rice. 5.2.


Rice. 5.3.

The creation of an integrated information environment should be carried out taking into account the following requirements:

  • vertical and horizontal integration of existing and newly created corporate and problem-oriented information environments;
  • unity of organizational, technical and technological principles for building the information environment;
  • Existence unified system data transmission based on various physical media (fiber-optic, satellite, radio relay and other communication channels) as the basis for horizontal and vertical integration of information environments and computer networks;
  • strict adherence to international and Russian standards in the field of information and computing networks, protocols and means of communication, information resources and systems;
  • providing user access to open and secure databases for various purposes;
  • security information security and multi-level protection of information from unauthorized access, including guarantees of the authenticity of information distributed in the information environment;
  • creation of systems and means of collective access in a computer network;
  • development of information resources and problem-oriented systems based on the ideology of information storages and open systems, providing the ability to share different hardware platforms and operating systems;
  • the use of the modular principle in the design of centers and nodes for storing and processing information, subscriber stations and user workplaces;
  • use of certified software and hardware solutions and unified components of functioning systems and networks;
  • monitoring of informatization, accounting, registration and certification of information resources;
  • development of mechanisms and means of providing information services to end users, certification and licensing of information services;
  • use of organizational and teaching materials, system requirements, standards and recommendations for the integration of networks, systems, databases and automated cadastres.

Undoubtedly, the analysis of the general state of informatization, trends and prospects for its development should be based on certain prerequisites and methodological requirements, without taking into account which it is difficult to talk about its successes or failures.


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