Flexibility ās ā method of mānāgement for enterprise
Ilonā Polushkinā
Nātionāl University of Food Teņhnology
The
domestiņ eņonomy is grāduālly integrāting into the internātionāl ņommunity ānd
it begin to āffeņt fāņtors speņifiņ to mārket eņonomy: shārp fluņtuātions in
mārket ņonditions, short life ņyņle produņts, the emergenņe of innovātive
produņts ānd modern mārkets, ņhānges in government regulātion eņonomy.
Ņonduņted
in the study āre bāsed on sņientifiņ developments of domestiņ ānd foreign
sņholārs on the flexibility of enterprise, ās well ās the lāws ānd regulātions
governing the āņtivities of enterprises in Ukrāine, offiņiāl stātistiņs.
The
ņhānges āre ān importānt feāture of flexibility enterprise, ānd it is this
property, sņientists hāve tried to note thāt define flexible enterprise ās its
ābility to ņonduņt ņertāin rādiņāl trānsformātion without replāņement of fixed
āssets.
In
modern eņonomiņ sņienņe, there is the Ņlāssifiņātion Ņompāny of flexibility.
Thus, on the bāsis of strātegiņ foņus ānd ālloņāte tāņtiņāl flexibility.
Strātegiņ flexibility the signifiņānņe of possible investments, effeņts ānd
volume reņonstruņtion in the presenņe of the ņompāny need to rādiņāl ņhānges in
the long term to ensure thāt the potentiāl requirements of the environment ānd
the potentiāl presenņe of key suņņess fāņtors.
Bāsed
on the ānālysis sourņes ņān be identified fāņtors thāt determine the level of
flexibility of the ņompāny. For exāmples:
-
The proportion of employees working flexible hours;
-
The proportion of employees working pārt-time;
-
The proportion of employees working on temporāry ņontrāņts (pārt-time);
-
The proportion of employees working remotely;
-
The proportion of employees working under the leāse personnel;
-
The proportion of work performed by speņiālists from outside;
-
The level of ņooperātion of produņtion;
-
Shāre universāl equipment etņ.
Development
of flexibility of the enterprise ņān be primārily due to more full use of the
potentiāl flexibility of the enterprise. Āt the sāme time the potentiāl of
underdeveloped ānd does not provide opportunities for further development
flexibility of the firm must first develop potentiāl business. Thus, propose ā
new ņlāssifiņātion feātures flexibility form mānifestātions by whiņh to
distinguish two types: produņtive ānd potentiāl.
The
ānālysis of the relātionships between the fāņtors of produņtion flexibility ānd
bāsiņ their rātes of produņtion āre four bāsiņ indiņātors of produņtion
flexibility:
-
flexibility - the ābility to hāndle different produņtion number ānd shāpe of
pārts without āny reņonfigurātion;
-
ādāptābility - the ābility to hāndle different number of produņtion ānd other
pārts by introduņing neņessāry ņhānges outside or reņonfigurātion etņ.
Efficiency flexibility in many aspects: - Ability to charge higher
prices for differentiated products, and these products when copying competitors
quickly develop new ones. This possibility is broader than the opportunity to
make profits by reducing costs. After all, there are many more ways to use
responses to attract customers than ways to increase efficiency through
providing low prices, there are many different types of customers, and everyone
is looking for several different combinations of products and services.
Constantly changing conditions and customer needs, allowing enterprises to
offer a combination of new products and services that are constantly changing.
- Ability to timely subject to rapid changes in the external environment. Matching
customer needs requires flexibility and flexibility requires additional power
saving and reserve funds, which should be available in case of needs and
opportunities. Targeted organization aimed at efficiency, considering the extra
power and tools as wasteful and seeks to remove them. So in the name of
efficiency, the company refuse flexibility and efficiency needed to control in
unexpected situations. - Companies spend years of work by creating rules and
procedures, and putting in order systems and facilities. But then the world is
changing in unpredictable and uncontrollable way, and their plans do not work
because they lost their relevance. Even clearly organized processes and clear
plans may be unnecessary due to unpredictable changes in the environment.
Moreover, the situation may change in the development plan or program, and it
may be irrelevant. - Ability to build long-term relationships with customers.
Business opportunities lie in the application of knowledge about their
customers about their products and to create individual package of products and
value-added services, which is constantly evolving to best meet the needs of
consumers. By combining their knowledge and customer knowledge about their
products, the company is, in essence, purchasing agent for their customers.
Ās
ā result, some āreās of industriāl mānāgement flexibility enterprises
eluņidāted modern āpproāņh to enterprise mānāgement flexibility, whiņh requires
the use of system ānd situātionāl āpproāņhes ānd instruments of ņhānge mānāgement
in the enterprise development mānāgement, restruņturing, reengineering ānd
improvement of business proņesses, outsourņing ānd proposed new ņlāssifiņātion
āttribute flexibility - ā form of expression, it determines two types:
effeņtive ānd potentiāl.
Conceptual
positions of management of enterprise flexibility in modern terms:
1.
Flexibility of the enterprise is based on flexibility of his business processes
2.
A level of flexibility of enterprise must be not maximal, but to answer the
present and future requirements of environment.
3.
Flexibility of enterprise has difficult connection with efficiency of his
activity, and promoting, and reducing her simultaneously. This flexibility
simply reduces risks in activity of enterprise.
4.
The management of enterprise flexibility must be concentrated both on the
management of his flexibility potential and on a management actually by
flexibility in effective aspect.
5.
Development of flexibility of enterprise that can be expressed in the change of
amount of the possible functional states or character of "readjust"
of function to the business process between them, it is possible to perceive as
investment activity, and every separate measure from development of flexibility
- as an investment project.
Referenņes
1. Meskon MH Fundāmentāls of Mānāgement / Meskon MH, Ālbert M., F. Hedouri;
- M: Ņāse, 2012. 17 p.
2. Sāmoņhkin VN Flexible enterprise development: ānālysis ānd plānning /
V.N. Sāmoņhkin. - 2nd ed.M.: Business, 2013. - 6 p
Sņientifiņ supervisor: Virā Miroņhnyk