CC BY
15
СОЦИАЛЬНО-ЭКОНОМИЧЕСКОЕ РАЗВИТИЕ
ТЕРРИТОРИЙ
Божинов
Божидар Виолинов
Кандидат экономических наук, профессор, профессор "Кафедры финансы и кредит" Государственной академии бизнеса "Димитр Ценов", Свиштов, Болгария
Bojidar V. Bojinov
Professor, PhD, Tsenov Academy of Economics, Svishtov, Bulgaria Finance and Credit Department Full Professor
e-mail: [email protected]
УДК 336.6, 681.5, 658.5, 659.2
Проникновение информационных технологий и систем в деятельность компаний: эволюционный обзор
Penetration of Information Technologies and Systems in the Companies' Activities: Evolutionary Overview
В статье приводится краткий обзор эволюции различных систем для автоматизации и управления современным предприятием. Особое внимание уделяется тому, как потребность в автоматизации различных аспектов оперативной и управленческой деятельности в компании создает основу появления нового типа информационных систем
Ключевые слова и словосочетания: информационные технологии, информационные системы, руководство фирмы, автоматизация деятельности фирмы
The study provides a brief overview of the evolution of different systems for automation and management of modern enterprise. Emphasis is placed on how the need for automation of various aspects of operational and management activities in the company creates the appearance of a new type of information systems
Keywords: small business, small innovative enterprises, innovative activity, innovative activity of the countries, policy in the sphere of innovations
The advent of information technology in business is a long and evolutionary process whose roots can look back in time. With a degree of abstraction, we can point to as one of the first attempts to automate specific business created «computer» Pascal designed to automate activity reporting tax collection [1, p. 32-33], which aims to reduce the time of routine operations associated with this process. Such an objective has created from Thomas and Odner aritmometers [1, p. 32-33; 8], which are designed and used for automation of accounting operations in the company.
These first attempts at automation, and later for information show the point of penetration of new information technologies in the activity of companies, namely: reducing the time, effort involved and the number of admitted human errors in routine activities of the company related to its accounting and financial reporting and other specific activities requiring large volumes and uniform computing (e.g. calculation of technological design bureaus). This process greatly accelerates the development of electronic computing after World War II as and its commercialization by specialized private companies, as in the 50's of the twentieth century began, and the first in large-scale information technology applications, mainly in the field of accounting (reporting of production, processing business transactions, creating pay-roll etc.), carried out mainly by mainframe computers and packet data processing [7, p.8; 4, p.18; 3].
Greater penetration of information technology in everyday activities of companies only began at the end of the 60's of the twentieth century, and is conditioned by both the technological developments in the field of informatics (the emergence of mini computers, easier access, incl. By remote terminals to specialized computer / data centers) and with changes taking place in the way of doing business by companies. Moreover, last but not least, it should be pointed and awareness on the part of company management, the need for adequate, timely and reliable information on all aspects of corporate activity, which curl country allow them more efficient company management. During this period, the basic approach of management to manage financial results of the company is related to the use of «Sales planning» strategy, i.e. achievement of certain financial targets by achieving a certain volume of sales planned for a certain period of time. This view, in turn, requires adequate organization and planning of the company, including proper planning of stocks of raw materials.
The problem of adequate planning of raw materials, in particular, his relationship with financial management and performance of the company is the fact that in order to achieve a certain sales volume per unit of time, the company must have produced the necessary quantities of products for this period. This in turn is related to two very important aspects: first, the proper management of the supply of raw materials for production, both in terms of their quantity and in timed relation, and secondly, applying appropriate methods for planning and management the material resources of the company.
To achieve adequate and effective planning and management of material resources of the company, management needs timely, accurate and current information in the following three aspects: materials needed resources stocks and delivery options. In the first direction, that information is available on the specifications of products produced by the company and products as well as the planned production program. Of course, as a wide range of production is a company, the more difficult and slowly make this collection and aggregation of information on traditional manual methods. The situation is further complicated in the event that the company often changes its range by introducing new items and products.
Stock management is directly related to ensuring the continuity of the production process. From a financial perspective, the management of stocks poses to company management are two main challenges. First, insufficient stocks are a prerequisite for production interruptions and disruption of production schedules, which in turn is associated with sustained financial losses due to downtime, reduced revenues from sales (due to the smaller volume of production) paid penalties to counterparties (as a result of non-production of agreed quantities specified deadlines). Second, excessive stocks are related to the blocking of certain working capital funds that can be invested in a more efficient manner.
Directly connected stemming from this is the problem and the need for effective management of the supply of raw materials for the company. Here the challenges facing the company management are related to the building of optimum network of suppliers, scheduling, supply of materials, taking into account both the direct production needs of companies and the productive capacity of the suppliers and the necessary logistics. Solving this problem by itself, require both topical and timely information and the application of sophisticated tools for optimizing the logistics supply of raw materials for the production company.
This whole complex of problems, coupled by the need to implement effective methods to manage the entire manufacturing process on the company incl. and referred to above items requires the collection, processing and analysis of large volumes and diverse in character information using complex and time-consuming mathematical optimization models. The management process considerably more complicated if the production process occurs different in character change: change in delivery times, introducing a new product to production, changes in suppliers, transport problems and others. This requires the adoption of an integrated approach in managing the material resources of the enterprise at the end of the 60's of the twentieth century the American Society of managing inventory and production management (APICS, American Production and Inventory Society) creates a set algorithms to formalize business processes in production planning needs materials that receive the name MRP (Material Requirements Planning) and became the accepted standard in this area of business planning [4, p.86; 5, p.359-363]
All this becomes a prerequisite for the emergence and expansion of the first automated information systems in the economy, applying an integrated approach to the management of materials and automate all basic business processes associated with the production of products that allows operative to cause adjustments to planned volumes of purchases taking into account the real situation arising in the production process. [4, p. 86; 6] As they realize methodology MRP management planning needs for materials, receive the generic name MRP-systems. Functionally they allow to determine the required amount of resources and materials to manufacture a type of output, and deadlines by which they must be delivered, and the organizational aspect - approaching the processes of registration and
Социально-экономическое развитие территорий
the organizational aspect - approaching the processes of registration and processing of information at the point of its occurrence.
With the development of management and change of view on how to plan in the company, and in particular the perception of ideology planning of production resources at company level since the late 70's and early 80's of the twentieth century began building integrated management system covering all aspects of management of the production cycle, as well as their automation. As a result, it appeared the first automated information systems type MRP II (Manufacturing Resource Planning)1.
The new systems are based on the use of methodology covering detailed production planning, financial planning, cost of materials and production costs, as well as modeling of the production process by building options scenarios «What-If» as well as the creation and sharing an integrated database for all the system processes. Reflecting the change in emphasis from planning to the needs of the materials on the management of all production resources of the company, the new MRPII systems incorporate new functional elements associated with business planning, sales planning and operations of the enterprise as a whole, production planning, develop a schedule for the production of products, material requirements planning, planning of production capacities, and systems of management of production [5, p. 363; 4, p. 87].
In the 80's the twentieth century, MRP II systems are complemented and enriched by the newly established methodology «Production on a global level» WCM (World Class Operation), which adds to this type of systems new methods of planning and management: planning «just in time»(JIT, Just In Time), management of overall quality (TQM, Total Quality Management), evaluating the effectiveness of the management system (Benchmarking), management of the development of human resources (Human Resource Development), managing a single production (Lean Manufacturing), business process reengineering (BPR, Business Process Re-Engineering), management of workflow (workflow) and others.[5, p. 365]
Even with advanced functionality, covering almost all aspects of the production functions of enterprises, the new MRP II systems are still far from modern understanding of integrated information systems. They still lack integration with other essential management activities (e.g. Financial management and human resources), as well as automated information systems directly related to the actual material production (systems design and construction of production and technological processes automation systems of production). This became the cause of the next type of corporate information systems known as systems for enterprise resource planning ERP (Enterprise Resources Planning). [5, p. 366].
Information ERP systems are based on the submitted in the 80's years of the twentieth century by the Gartner Group, and then standardized by APICS, concept creation of an integrated (corporate) management tool manufacturing processes of the enterprise. According to this concept, the new type of system should be extended to operate with all the resources (financial, accounting, marketing, human) and basic processes of production and trade (planning, material-technical supply, inventory management, production, sales, finance, accounting, personnel) of the company by monitoring all business processes.
Based building information modeling of business processes and their interrelations, these types of systems are becoming a powerful tool for business management, optimize their business and increase their overall efficiency. This type of systems is made with one of the new challenges facing the business - its internationalization by providing company management option for scalability, electronic data exchange, remote maintenance of territorial units incl. and in other countries (with a different currency accounting system, financial and management reporting, language of communication). With the adoption of the standard ISO / IEC 2382-24:1995, formalize the requirement information systems to support the type ERP management of financial resources, staff, stock, warehouse and stock purchases, sales, servicing, maintenance equipment and transportation of finished products and volume planning, planning needs material operational and production planning, forecasting the volume of realization and sales and keeping a portfolio of contracts and an estimate of the cost of production and costs [5, p. 89-90].
In parallel with the development of ERP systems, evolution and endure the management of material production, as in the 80's of the twentieth century in production companies increasingly enter mass called. "Flexible production systems»2, [4, p. 90] which in turn is the basis and integral part of the new concept which appeared for the computerized
1 Index II is added to differentiate them in a similar abbreviation planning system needs materials for production
2 Flexible production systems are «controlled by means of computing a set of technological equipment consisting of different combination of flexible production modules and / or flexible manufacturing cells, automated system for technological preparation of production systems and assuring the functioning possessing property for automatic resetting at changes in the program for the production of products «(GOST 26228-90)
integrated manufacturing (CIM - Computer Integrated Manufacturing) [4,93]. If ERP systems are aimed primarily at the management aspect of corporate activity, the CIM systems create opportunities for integrating business processes of the company with clean production and processes it through an integrated automated system for management of the enterprise through the integration of all subsystems planning and management.
In the 80's years of the twentieth century appears another direction of development of automated information systems, which today has become an integral part of modern business integrated information management systems - i.e. CALS systems. Initially under the abbreviation CALS (Computer-aided Acquisition and Logistics Support) means computer support the process of acquisition and logistics, based on the use of US military methodology for increasing the efficiency of processes in order management, manufacturing, supply and operation of military equipment [4, p. 95; 2,]3 This type of system allows single entry of data objects in a standardized format in the information system and their subsequent joint use different processes (management, planning, development, etc.) via a standardized interface standard for electronic exchange data.
With the advent of the concept of «life cycle» [4, p. 96] of the product and the need to its complete control with the help of integrated information systems, acronym CALS receive new content - continuous acquisition and information support the continuous lifecycle of production (Continuous Acquisition and Life circle Support). The concept of perceived and promoted the idea of constant information interaction of the company with the sponsor, in order to clarify its needs in the process of formation of the contract and delivery of production by extending their collaboration beyond the point of sale, including the processes of operation, service, repair and utilization of product sold [4, p. 96].
The wide commercialization and penetration of the Internet in all spheres of life and business in the mid-90's of the twentieth century gave its impact on the integrated management information systems business. ERP begin to leave the closed borders of the enterprise and integrate within itself not only new information and communication capabilities of the Internet, but trending management for managing customer relationships (CRM - Customer Relationship Management) and supply chains (SCM - Supply Chain Management) [5, p. 367-369; 4, p. 98]. All this led to the construction of a new concept of building complex systems to manage enterprise resource ERP II (represented by Gartner Group in 2000), which brings together all the leading so far advanced concepts and approaches for the management of the company in the new conditions globalization, increased competition and conditions of the emerging e-commerce. Information systems ERP II allow integration not only of intra-enterprise processes, but also external, but directly related to his business, and the construction and management of intercorporate relationships and processes and build multi-variance and alternativeness options for building and managing different types standard business tasks and business processes, all of which is done in through specialized web portals as a tool to access various information resources and platform for the realization of business processes using Internet technologies [4, p. 98]. Over the last decade in corporate information systems stubbornly enters the concept of corporate governance of the company, realized through a new type of system, known as the BMP (Business the Performance the Management). Their main purpose is automation and informatization strategic planning of business development and support tactical and operational management of business processes at different levels [5, p. 370].
3 Life cycle of production (article) - is a set of processes, enforceable since the advent of the needs of society in a particular production until the satisfaction of these needs and utilization of production (ISO 9004-1). The main stages of the life cycle of products include: marketing, desig and development of production, planning and development processes, purchasing materials and complete set, production and services, packaging and storage, implementation, installation and commissioning, technical assistance and services, after sales activty or exploitation, utilization and processing at the end of the useful life of the asset. Related terms of «product life cycle» are «full life cycle of the product» (PLCS - Product Life Cycle Support) and - «Lifecycle Management Product» (PLM - Product Life Management).
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