When assessing the effectiveness of the activities of scientific institutions, enterprises or scientific, design, and production units, as a rule, a set of indicators is used, which are divided into various groups depending on the characteristics by which they are classified. For example, taking into account measurement methods, estimated indicators are divided into two groups:

1. quantitative;

2. high quality.

The first include indicators that can be measured in natural units. For the second, there is no measure or method of measurement (calculation), as a result of which their quantitative measurement, that is, measurement of the absolute value, is impossible. The assessment of quality indicators is carried out in a comparative manner (better, more important, more complete, more original, more relevant, etc.).

Quantitative assessment of the subject being assessed is possible through the use of preference scales. The content of the scales consists of several levels, reflecting possible qualitatively different states of the assessed subjects in relation to the indicator under consideration. In this case, it is more correct to use the collective opinion of experts.

Depending on the possibility of comparing the indicators of the assessed subjects, absolute, specific and relative indicators are distinguished. Absolute indicators characterize the value of the subject’s assessment in monetary or natural units. Absolute indicators are found by the sum of partial (accumulated) results.

Specific indicators characterize the magnitude of the effect as a result per unit of cost (volume) of the resource or potential of the object being assessed.

Relative indicators are obtained by relating an absolute or specific indicator to a reference (maximum, weighted average, etc.) value of the same indicator, and because of this they are always dimensionless.

Depending on the level of aggregation, indicators can be divided into partial, composite (generalized) and complex. Existing assessment methods are based on criteria representing a two- to four-level hierarchical system, which includes simple indicators of intermediate levels and a complex (integral) indicator of the upper level.

The selection of indicators is carried out through expert assessment of specialists, surveys of stakeholders, and collective discussion in innovation management bodies. Participants, trying to evaluate the object as objectively and comprehensively as possible, compile a significant number of indicators. Some indicators may at the same time be insufficiently reliable or duplicate each other. At the stage of selecting indicators, it is proposed to check the existing indicators for reliability. Since it is possible to carry out the entire comprehensive assessment procedure using a special computer program, it is possible to search for some possible erroneous indicators. Since the spread of values ​​of each indicator practically corresponds to the law of normal distribution of random variables, values ​​that are very different from others are checked, that is, their compliance with the main sample (the bulk of indicators among the remaining objects being assessed) using the Student’s t-test.

Ultimately, the composition of the indicators is determined by the expert, taking into account the analysis of the economic or physical nature of the connection between the particular performance indicators under consideration and their significance.

Analysis of private performance indicators shows that their changes over time often differ. Some assessed subjects improve their performance, others worsen. Obviously, based on the set goal, it is important to take into account the dynamics of the indicators of each subject. This can be achieved by using forecast values ​​of particular indicators obtained by factual or expert methods in the integral performance assessment.

Factual methods are more suitable for assessing the scientific potential of teams and organizations, and methods of expert assessments are more suitable for forecasting directions for the development of technology and scientific research. Factual methods have independent significance, but can also be used for more accurate assessments by experts in expert assessment methods. Forecasting by approximating historical time series values, depending on the method used, has different forecast accuracy.

Integral indicators for assessing the effectiveness of innovation activities

To obtain integral values ​​of activity efficiency, the following formula is proposed:

where, i is a particular indicator of j - subject;

хimax - maximum value of the i-th indicator among S subjects;

n - number of evaluation indicators;

ai is the weighting coefficient of the i-th indicator.

The choice of option is related to evaluation, the need for one or another type of analysis of performance assessments.

Thus, the following scheme is proposed for a comprehensive dynamic assessment of the effectiveness of innovation subjects, Figure 1:

Figure 1 - Scheme of a comprehensive dynamic assessment of the effectiveness of innovation subjects

where, f1 is the operation of obtaining a set of partial performance indicators X from a set of data D;

ot is the operation of selecting and checking private indicators to obtain the set X1, partial indicators X1;

Y is the set of forecast values;

g is the operation of scaling and convolution of partial indicators to obtain local criteria for assessing the effectiveness of Q1 and the integral indicator for assessing the effectiveness of Q.

If the effectiveness of scientific activity is assessed based on a set of natural, social and cost indicators, which have a large degree of uncertainty, then the effectiveness of production activities can be more accurately determined by the ratio of economic results and costs. When choosing options for the strategic development of labor processes, a methodology for assessing the effectiveness of investment projects and their selection for financing can be used.

Introduction

In market conditions, the management of innovation activity largely depends on the efficiency of the enterprise's use of the opportunities of the market environment and a clear system for planning the enterprise's resources, primarily financial ones, when implementing innovative projects, which, in turn, requires an analysis of the possibilities of obtaining financing, conditions and methods of financing. implementation.

Relevance of the research topic. Managing a modern enterprise in the context of economic globalization, and the revival of industrial enterprises at a qualitatively new level, based on the use of huge innovative and information potential in production, is a complex process, including the selection and implementation of a certain set of management influences in order to solve the strategic task of ensuring sustainable financial and socio-economic development of the enterprise. Relevant development tasks for industrial enterprises are the selection of effective innovative projects, the creation of a mechanism for the effective implementation of innovation strategies, the formation of an infrastructure to support scientific and technical activities, and the rational use of the scientific and technical potential of the enterprise.

The purpose of the study is to theoretically substantiate and develop tools for assessing the effectiveness of innovative activities in an enterprise.

In accordance with the goal, the following tasks were set:

explore the situation of innovation activity in the enterprise;

studying the theoretical aspects of assessing the effectiveness of investment projects based on existing methods for calculating performance indicators;

propose directions for improving assessment methods and increasing the efficiency of innovative activities of an enterprise.

The subject of the study is approaches and principles for assessing the effectiveness of innovation activities.

The object of the study is the innovative activity of OJSC Tyazhmash.

The theoretical basis of the course work was the works of domestic and foreign authors on the problems of innovative management, strategic enterprise management, planning the creation and development of new equipment in the enterprise; economic assessment of the effectiveness of innovations and financial management of the enterprise. To confirm the provisions and conclusions of the study, real data from a machine-building enterprise of the Defense Industrial Complex was used.

The methodological basis of the study was the provisions of system analysis; methods of economic analysis; methods of mathematical statistics; methods of making management decisions under conditions of uncertainty.

innovation policy competitiveness personnel

1. Innovation and innovative activity of the enterprise. Contents of the technological innovation management process

1.1 The essence and content of innovation and innovative activity

Innovation (eng. “innovation” - innovation, novelty, innovation) refers to the use of innovations in the form of new technologies, types of products and services, new forms of organization of production and labor, service and management. The concepts of “novelty”, “innovation”, “innovation” are often identified, although there are differences between them.

Innovation means a new order, a new method, an invention, a new phenomenon. The phrase “innovation” literally means the process of using an innovation. From the moment it is accepted for distribution, an innovation acquires a new quality and becomes an innovation (innovation). The period of time between the emergence of an innovation and its implementation into an innovation (innovation) is called innovation lag.

The term “innovation” was first introduced by Schumpeter in 1912 in his work “The Theory of Economic Development”. By innovation he understood an innovation that was applied in the field of production technology or management of a certain economic unit. According to Schumpeter, innovation is one of the main engines and profit generators. Most often, innovation is generated by research and development and changing market prospects.

Over the next almost hundred years, as the economy developed, the concept of “innovation” acquired a broader meaning and now refers not only to the field of production technology, but also extends to organizational, financial and any other methods that contribute to the functioning of the enterprise. Innovations are called innovations in the field of personnel management, cash accounting, trade policy, and the use of functional structures.

Innovation- use of the results of scientific research and development aimed at improving the production process, economic, legal and social relations in the field of science, culture, education and other areas of society. The term can have different meanings in different contexts, and the choice depends on the specific purposes of measurement or analysis.

Innovations are usually classified according to a number of characteristics.

Classification of innovations according to the degree of novelty. From these positions, radical (basic) innovations are distinguished, which relate to fundamentally new products; improvement innovations, which involve significant improvements to existing products, and innovations that involve the introduction of new or significantly improved production methods.

For reasons of occurrence highlight reactive (adaptive) innovations that ensure the survival of the company as a reaction to innovations carried out by competitors; strategic innovations are innovations, the implementation of which is proactive in nature with the aim of gaining competitive advantages in the future.

In industry, there are two types of innovation: product and process innovation. Product Innovation- development and implementation of technologically new and technologically improved products. Such innovations may be based on radically new ones, or on the combination of previously existing technologies in new uses, or on the use of research and development results. Product innovation involves the production of completely technologically new or technologically improved products. Process Innovation include the development and implementation of technologically new or technologically significantly improved production methods, including product transfer methods. Such innovations are typically aimed at improving the efficiency of production or transfer of existing products in the organization, but may also be intended to produce and supply technologically new or improved products that cannot be produced or supplied using conventional production methods.

The complex nature of innovations, their versatility and diversity of areas and methods of use require the development of their classification.

Table 1.1 proposes a classifier of innovations, the use of which will make it possible to evaluate them more specifically, objectively, to more comprehensively note their effectiveness and determine the directions of the innovation process that require adjustment or support, as well as to identify the heterogeneity of innovations and select management methods for each of them that are adequate to the characteristics of each innovation process .

Table 1 - Classification of innovations

Classification feature	Classification groupings
Scope of innovation	Managerial, organizational, social, industrial, etc. d.
Stages of scientific and technological progress, which resulted in innovations	Scientific, technical, technological, design, information
Intensity level	"Boom", uniform, weak, massive
Rate of Innovation	Fast, slow, fading, uniform, spasmodic
The scale of innovation	Transcontinental, regional, large, medium
Innovation performance	High, low, stable
Innovation efficiency	Economic, social, environmental, integral

Innovations that differ according to the stages of scientific and technical progress are very unique, namely:

- technical usually appear in the production of products with new or improved properties;

- technological arise when using improved, more advanced methods of manufacturing products;

- organizational and managerial associated primarily with the processes of optimal organization of production, transport, sales and supply;

- informational solve the problems of organizing rational information flows in the field of scientific, technical and innovative activities, increasing the reliability and efficiency of obtaining information;

- social aimed at improving working conditions, solving problems of health care, education, and culture.

Various types of innovation are closely interconnected and impose specific requirements on the innovation mechanism. Thus, technical and technological innovations, influencing the content of production processes, simultaneously create conditions for management innovations, since they introduce changes in the organization of production. The above classifications indicate that innovation processes are diverse and different in nature. Consequently, the forms of organization of innovations, the scale and methods of impact on the economy, as well as methods for assessing their effectiveness should also be diverse.

The sources of financing innovations at the enterprise are own funds (new issue of shares, profit, depreciation and cost of production) and borrowed funds (leasing loans, other resources attracted on a repayable and irrevocable basis).

Innovative activity of the enterprise- this is an activity aimed at using the results of scientific research and development to update the range and improve the quality of products, improve the technology of their manufacture.

The innovative activities of the enterprise include:

Carrying out research and design work to develop innovation ideas, conduct laboratory research and manufacture laboratory samples of new products;

Selection of the necessary types of materials for the manufacture of new types of products;

Design, manufacture, testing and development of samples of new equipment;

Development and implementation of new organizational and management solutions aimed at implementing innovations;

Preparation, training, retraining of personnel;

Carrying out work or acquiring the necessary documentation for patenting and licensing.

Innovation is the result of creative entrepreneurial activity, which usually involves various divisions of the enterprise and is strongly influenced by external factors (government influence, environmental requirements, cooperation with other institutions, etc.). Innovation has its own life cycle, starting with the emergence of a new idea and ending with the introduction and approval of a new product on the market.

.2 Management of innovative activities of the enterprise

The main substantive functions of management determine the content of the innovation management process and include the formation of goals for innovation activities, planning innovations, organizing work and monitoring the implementation of innovations. The relationship and logical sequence of implementation of the main functions in the process of innovation management are presented in Figure 1.

Figure 1 - Relationship between the main functions of innovation management

Formation of goals for innovation activities. The management process in accordance with the principle diagram begins with the formation of a system of goals and objectives of innovative activity (or project) for a certain period of time.

Purpose in innovation management- this is the required or desired state of the innovation system in the planning period, expressed by a set of characteristics. The purpose of an organization or activity must establish certain guidelines for its development for given periods of time. Thus, the goal of the organization, on the one hand, is the result of forecasts and assessment of the situation, and on the other hand, it acts as a limitation for planned innovative activities.

Innovation planning. Planning as a function of innovation management consists in the reasonable formation of the main directions and proportions of innovation activity in accordance with established development goals, resource supply capabilities and existing demand in the markets.

Organization of innovations. Essence of the function organizations consists of ensuring the fulfillment of established planned targets in order to implement the adopted development strategy of the enterprise. To do this, it is necessary to establish the composition of the necessary resources and performers, distribute tasks, coordinate the work of performers over time, establish cooperation between participants, and ensure control and mutual information. The above tasks are accomplished by creating the organizational structure of the enterprise, establishing the nature of the relationships between its elements and regulating the order and conditions of their functioning. Modern theory and practice of innovation management has a wide variety of forms of organizing innovation. Essential features for systematizing and classifying types of innovation organization are the tasks, forms and methods of emergence of organizational decisions (Figure 2).

Figure 2 - Types of innovation organization

Depending on the task, a distinction is made between the organization of innovation processes in space (where? who?) and the organization of innovation in time (when?). Organizing innovation processes in space means forming an organizational structure of innovation processes that corresponds to the nature and scale of the projects being implemented.

When organizing innovative activities, as a rule, the scientific and production structure of the company is first formed, and then, as a derivative of it, an innovation management structure is built. The organizational structures of the enterprise are characterized by significant diversity. The choice of a specific organizational form depends on such objective factors as the scale of innovation activity, the breadth of the company’s innovative profile, the specifics of the products produced or services provided, the level of cooperation and the completeness of the innovation cycle of the work carried out.

The second task of organizing innovation is to combine all elements of the innovation process over time, i.e. in determining the most rational sequence and timing of work on projects. The organization of innovation processes over time is closely related to the operational planning of innovations.

Innovation management uses various forms of organizing innovation. Concentration characterizes the process of concentrating innovations of a certain profile in large innovative enterprises. Specialization as a form of organizing innovation, it is used in building the organizational structures of an enterprise and is implemented by limiting its innovative profile, as well as assigning certain types of work or products to departments. .

Combination when organizing innovation, it manifests itself in the creation and operation at the enterprise of related production and innovative processes based on already obtained results or the recycling of raw materials, energy and materials.

Control as a subject management function completes the management cycle in innovation and thus ensures the efficiency of all other functions.

Control tasks include:

collection and systematization of information about the state of innovation activity and its results;

Assessment of the condition and results obtained;

Analysis of the causes of deviations and factors influencing performance results;

Preparation and implementation of decisions aimed at achieving the intended development goals.

In the system view, control performs the function of feedback in the process of innovation management: information flows in it are directed from the object to the subject of management. The following features are of fundamental importance for organizing control at an enterprise: the purpose of control, subject area, scale and form of control (Figure 3).

Figure 3 - Types of innovation control

Strategic control constitutes the content of the activities of top management at the enterprise and provides for accounting, evaluation and analysis of the results of the development and implementation of a promising concept for the development of innovation.

Operational control is the content of the activities of mostly middle and lower management at the enterprise.

All types of management control at an enterprise are divided by subject into financial and administrative.

Financial control of innovation is focused on the final economic results of the enterprise. Administrative control of innovation at an enterprise also has a hierarchical structure, but extends primarily not to performance parameters, but to innovation management. . The considered main functions of innovation management and the procedure for their implementation reflect the general technological scheme of innovation management. They are equally necessary within the framework of strategic and operational management. Each of a pair of interrelated subject functions represents a closed loop of management decisions, operating in the “end-means” cycle. In the first circuit “goal - planning”, the planning process is completed provided that the planned activities and planned resources certainly ensure the achievement of established development goals. At the second stage, in the “planning-organization” circuit, a search is carried out for such organizational solutions that would ensure the unconditional and most effective implementation of the established plan targets. And finally, in the third circuit “organization - control”, under accepted organizational conditions, continuous monitoring is carried out over the progress of planned tasks and the development of solutions aimed at eliminating emerging discrepancies.

2.1 General characteristics of the enterprise OJSC Tyazhmash

.2 Analysis of the financial and economic activities of the enterprise

OJSC "Tyazhmash" is a large plant in Syzran, operating since 1943. In the post-war period, the plant produced new diesel engines with a capacity of 40 and 80 hp. With. In the early fifties, the plant created the basic model of the 6Ch 12/14 diesel engine, various modifications of DC and AC diesel generators, main ship engines and diesel engines for driving various mechanisms. In parallel with the development of production of these diesel engines, high-pressure compressors are being manufactured.

Since the sixties, the production of diesel engines with gas turbine supercharging 6Ch 12/14 began from 80 to 180 hp. With. Since 1976. In the eighties and nineties, the enterprise was further developed, new technologies were introduced, comprehensive mechanization and automation of production was carried out, diesel engines 4Ch 10.5/13 were produced; 6CHN 12/14; 6Ch 15/15, spare parts for them, consumer goods, diesel generators. The diesel engines produced at the enterprise are reliable, unpretentious, with a long engine life, capable of reliably operating in the tropics and the far north.

In March 1995, the production association OJSC Tyazhmash was transformed into a joint-stock company.

Until recently, the company employed over 9,000 people. The plant's capacity allowed it to produce 14,000 diesel engines per year, operating in two shifts. But now it is in a state of crisis, production capacities are not used at full capacity, the number of employees as of January 1, 2007 was 1,445 people.

OJSC Tyazhmash specializes in the development, production, sales and maintenance of diesel engines and units based on them. The company produces four-cylinder diesel engines of four sizes with air, water-air cooling systems, with a wide range of modifications in terms of configuration, parameters, degrees of automation, with power from 6 to 600 hp. With. at a rotation speed of 1500 min. up to 3000 min. crankshaft revolutions. Based on this range of diesel engines, diesel generator sets from 25 to 100 kW can be manufactured in stationary, mobile and ship versions, both manual and automated to varying degrees from 1st to 3rd. In addition to diesel engines and units, the company can produce spare parts for them and consumer goods, and carry out repair work and maintenance of diesel engines and generators under contracts.

The enterprise was initially designed for serial production. The products were produced in large series, but currently, due to an unstable financial situation and the lack of large orders, the company has switched to small-scale production, and some types of diesel engines are produced in single units.

The territory occupied by OJSC Tyazhmash is 54 hectares, with industrial facilities covering 290,600 m2. The company is located in the city center. It has a railway line, a transport workshop, and its own procurement base: cast iron, steel, non-ferrous casting, hot stamping. The plant is supplied with water from 4 artesian wells drilled on the territory of the plant.

The structure of the plant has two workshops for providing the enterprise with all types of energy resources and repairing the main production assets of energy equipment: steam power and electrical repair shops. The plant has its own compressor station, as well as a Dieselstroy power station. The plant is provided with thermal energy from its own boiler house, which operates on the territory of the plant.

The technological process of diesel production includes the following production stages: procurement, processing, assembly and testing.

At the procurement stage, blanks for diesel production are obtained, such as packages, stampings, castings, etc. The work is carried out in foundries, forging and pressing shops, in the cold extrusion section of the automatic turret shop, in the cold stamping and welded structures shop, in the procurement section of the supply, procurement and transport department.

At the processing stage of diesel production, the work performed in the mechanical, mechanical assembly, thermogalvanic, automatic-revolving shops, and in the fuel equipment shop is combined. The processing stage includes a wide variety of methods for manufacturing parts: cutting, thermal, chemical processing methods, welding, soldering, galvanic and paint coatings.

At the assembly stage, individual parts and assemblies are assembled into finished products - diesel engines - using existing connection points. The assembly process is carried out in mechanical assembly shops (unit assembly); in the assembly, testing and sales shops, at the assembly and testing site and is carried out on special stands.

Test benches include control and testing operations carried out during the subassembly process and tests carried out at the test site.

Considering the complexity and labor intensity of the products, the processing cycle is about one month.

A diesel engine consists of a large number of parts and assemblies. During practice, I studied the part “Oil pump drive housing”. The oil pump drive is used to transmit rotation to the oil pump shaft. The drive is installed on the front cover from the inside, centered with it with a cylindrical protrusion and secured with four studs.

The company issued 7,091,840 shares with a par value of UAH 0.25. per share. The authorized capital of the enterprise is 780 thousand rubles.

2.2 Analysis of the financial and economic activities of the enterprise

Today OJSC Tyazhmash is the largest hydraulic construction enterprise in Russia in terms of revenue. Over the past few years, the revenue of OJSC Tyazhmash has remained at approximately the same level of 11.2 billion rubles. (see table 1.). Every year the company invests about 50-80 million dollars in new equipment, and therefore is considered the most technologically equipped in the industry.

In 2006, the company supplied 60 AL-31F (estimated at $210 million) and 20 AL-31FN ($70 million) to China under 2005 contracts, as well as a maximum of eight AL-31F turbines to Venezuela ( 30 million dollars) within the framework of the 2006 contract. for the supply of 24 Cy-30MK2V hydraulic turbines. Some advantage of OJSC Tyazhmash gives the right to independent export of spare parts and maintenance. Other hydraulic construction enterprises in the Russian Federation do not have such a right.

The diversification strategy has not yet brought tangible results - at the end of 2005, the share of civilian products in revenue was only 12.7%. This is partly explained by the fact that OJSC Tyazhmash began to deal with this topic relatively recently, since 2002, and in conditions of an acute shortage of funds.

Table 1. Economic indicators of OJSC Tyazhmash in 2006-2008.

Table 2. Profit and loss account for 2008 (thousand rubles)

	Indicator	Page code according to form 2	During the reporting period
	Revenue (net) from the sale of products, works, services
	Cost of goods, products, works and services sold
	Gross profit
	Business expenses
	Administrative expenses
	Profit (loss) from sales
	Interest receivable
	Interest payable
	Income from participation in other organizations
	Other income
	Other expenses
	Profit (loss) before tax	(lines 050+060-070+080+090-100)
	Deferred tax assets
	Deferred tax liabilities
	Current income tax
	Tax sanctions
	Net profit (loss) of the reporting period

For 2008, a loss was received in the amount of 1,109,489 thousand rubles, the main reasons for which were:

low profitability of new types of products.

The company is going through a period of generational change in product types. Turbine products, which have long been the basis of the business, have entered the final stage of their life cycle. The new promising programs being implemented are mostly at the stages of development and development (power plants) or have entered the initial stage of serial production (ground and industrial programs, special products). As a rule, at these stages, newly developed products are low-profitable, which entails significant financial losses at an early stage of the product life cycle.

growth in the share of R&D and low profitability of these works.

The ongoing policy of intensive development and mastery of new types of high-tech products simultaneously in several directions, not only through its own investment resources and borrowed sources, leads to a significant increase in the share of R&D in the volume of commercial and sold products.

Table 3. Information on the amount of net assets (thousand rubles)

The table shows that the ratio of net assets to authorized capital in 2008. compared to 2006 decreased by 0.28.

Table.4. Social indicators (thousand rubles)

The high investment capacity of products ensures that the characteristics of developed and manufactured products meet modern requirements and makes them competitive in terms of technical and operational parameters.

Table 5. Capital investments in 2008

	Directions for use	Amount, thousand rubles
The total volume of capital investments including:
	Capital construction
	Purchase of equipment
	Purchase of vehicles
	Development of information technologies
	Redemption of land plots
	Other expenses

The need to implement a large R&D and technical re-equipment program to ensure the development and serial production of modern competitive high-tech gas turbine products in the absence of additional issues of equity capital has led to the widespread use of external sources of financing in the form of bond issues and investment loans and increased financial dependence of the enterprise, as shown by the given coefficients liquidity (Table 6.).

Table 6. Liquidity ratios

Indicator name	Normative value	Value in 2007		Value in 2008
		beginning of the year	end of the year	beginning of the year	end of the year
Autonomy coefficient
Absolute liquidity ratio
Current ratio
Total Solvency Ratio
Return on sales, %
Net profit margin (net profit/net revenue*100),%

The profitability of the company's core activities, although it has increased, still remains at a low level. The negative financial result at the end of 2008 is associated with a high level of debt burden (increase in the credit mass, increase in interest rates on loans).

2.3 Assessment of innovative activities at the enterprise

One of the most important tasks of the innovative activities of OJSC Tyazhmash is the creation and implementation of high-performance, reliable and economical turbines that can be aggregated with a wide range of tools that ensure safety, comfortable working conditions, as well as competitiveness in the foreign market.

The implementation of innovative activities at an enterprise depends on the financial capabilities of the enterprise and its innovative potential.

The innovative potential of an enterprise is a set of available means and capabilities for the introduction of new equipment, technologies, forms and methods of organizing production and labor in order to increase the efficiency of the enterprise.

The potential model of any enterprise is determined by:

Available volumes and quality of resources;

The ability of personnel to create certain products;

Innovation ability;

Information characteristics;

Financial characteristics.

The main components of innovative potential are:

Volumes of financing of innovative activities at the enterprise;

Science intensity of products;

Number of employees engaged in innovative activities;

The state of material and technical equipment of production.

The effectiveness of innovation activities is achieved by correct accounting of costs, since the actual effectiveness is determined by the relationship between the result and costs.

Innovation costs - costs for research and development of new products and technological processes, for the acquisition of licenses for the use of inventions, industrial designs, patent rights, non-patent licenses for know-how, technology transfer agreements, results of scientific and technical developments.

The specific activities of an enterprise focused on the commercialization of innovations include three groups of costs.

Costs for technological preparation of innovation: carrying out R&D (in-house and/or with the involvement of third parties); purchase of technical documentation (know-how) or licenses to use the results of research and development; costs of licensing (certification) of new products (services); acquisition of new equipment, materials, components and semi-finished products; retraining (retraining) of production personnel.

Production costs: mastering the use of new equipment, materials, components and semi-finished products; release of new (modernized) products.

Table 7 - Costs of OJSC Tyazhmash for innovation activities (million rubles)

Indicator name
Costs for innovation activities of OJSC Tyazhmash, including:
scientific research and development of new products and methods of their production, new technologies
purchase of machinery and equipment
acquisition of new technologies
acquisition of software
production design
staff education and training
marketing research
innovation management

According to Table 7, it can be seen that in the total amount of costs for innovation, OJSC Tyazhmash allocates more than 70% to the acquisition of machinery and equipment necessary for the introduction of new technological processes and the production of new products, as well as production design related to technological equipment and organization of production . Thus, the implementation of innovations in an enterprise requires, first of all, capital investments in the renewal of fixed assets.

The types of costs characteristic of modern knowledge-intensive production occupy a much more modest place in the structure of innovation costs. Spending on research and development of new products and technologies averages less than 16% of total innovation costs. The costs of acquiring new technologies, software, personnel training, and conducting marketing research total less than 5%. The costs of managing ID in 2006-2008 ranged from 2.6 to 2.8% of all costs of innovation.

However, according to Table 7 it is clear that the growth rate of costs for innovation activities is quite high. Increasing the cost of innovation is a prerequisite for creating new competitive products.

The enterprise has the opportunity to invest additional funds in innovation activities due to increased profits and additional funding from the innovation fund of the Ministry of Industry and the state budget. It should be noted that these funds are significantly less than what Western European competitors spend.

Figure 4 shows the dynamics of changes in the share of each source of financing in the total costs of innovation.

Figure 4 - Sources of financing for innovation activities

The gradual increase in the share of the enterprise's own funds used for innovation activities is caused by an improvement in the financial condition of the enterprise and the management's awareness of the need for innovative development of production.

In our opinion, the absolute value of costs is not a sufficient basis for assessing the intensity of innovation activity at an enterprise; the share of costs for innovation in the total cost of production and sales of products - knowledge intensity - is more important. Figure 5 shows a comparative change in the knowledge intensity of the products of OJSC Tyazhmash and other industrial enterprises.

Figure 5 - Science intensity of Tyazhmash OJSC products

The knowledge intensity of products at the level of 2.3% is low when compared with the products of Western European manufacturers, however, in comparison with other enterprises, the Ministry of Industry confirms that the plant is one of the leaders in this indicator among industrial enterprises of the republic.

To maintain innovative activity at the proper level, an appropriate provision of enterprise services with specialists is required. The number of personnel of the design and technological services included in OJSC Tyazhmash, engaged in the research and development of new products and modernization of existing ones, is 216 people in 2008, more than 70% of them have higher education, including 1 doctor of sciences, and 9 candidates of sciences.

To increase the efficiency and improve the quality of work of the design and technological services of the center, 55 automated workstations were introduced at OJSC Tyazhmash in 2008, which made it possible to significantly reduce, first of all, the time required for the creation and technological preparation of the production of new models of equipment. The prerequisites have practically been created for the implementation of the principle of parallel computer design, which allows, at the stage of creating a production facility, to develop technical processes and technological equipment, while reducing the preparation cycle for the production of new products. In this direction, a lot of work remains to be done on the further purchase and implementation of licensed software products to increase the efficiency of development and technological work. Currently, when creating new turbines and developing new technological processes, computer technologies based on the two-dimensional AutoCAD package and the three-dimensional Unigraphics package are widely used. Dynamic analysis of structures is carried out using the ADAMS package. When developing electronic specifications, the IMAN PDM system is used, which ensures the creation of a data array for the automated production planning system, to create the material and technical base of which more than 700 additional units of general-purpose PCs have been added to the plant services.

To produce innovative products, appropriate material and technical support for production is required. For this purpose, the enterprise is gradually re-equipping production. For these purposes, both own funds and funds from budget loans are used. The results of the hardware update are presented in Table 8.

Table 8 - Indicators of renewal of technological equipment

Indicator	Unit of measurement
Residual value of process equipment:
at the beginning of the year
at the end of the year
Put on balance in current. year
Renewal factor
Removed from balance within a year
Attrition rate
Wear rate

Despite the positive dynamics of updating technological equipment, a large percentage of worn-out equipment remains. According to specialists’ estimates, while implementing the technical re-equipment program, OJSC Tyazhmash should spend about 60-70 million US dollars annually.

For these purposes, the state allowed the enterprise to receive a budget loan for 2006-2010.

So, to improve the current situation in 2009, OJSC Tyazhmash plans to invest at least 150 billion rubles in technical re-equipment. At the same time, the company expects to receive a budget loan of 40 - 60 billion rubles. for the purchase of modern high-tech equipment. Another about 110-120 million. r. planned to be allocated from our own funds.

In addition to updating technological equipment, the enterprise carried out work on the development and implementation of new technologies.

The introduction of new technological processes is carried out with the aim of reducing labor costs for production, increasing the efficient use of material costs and production assets. The development and implementation of new technological processes is carried out not only by the management of the chief designer of the plant, but also in close cooperation with scientific organizations of the republic, such as BNTU, Promfilter LLC, State Scientific Institution Institute of Powder Metallurgy.

Innovation Spending Intensity is determined by the ratio of innovation costs to the volume of products produced by innovation-active enterprises.

The share of costs for product and process innovations in the total cost of technological innovations in industry is presented in Figure 6

Figure 6 - Share of costs for product and process innovations in the total cost of technological innovations in industry

The most important indicators characterizing the effectiveness of innovation activities at the enterprise OJSC Tyazhmash are:

Volume of innovative products shipped

Innovation cycle.

The innovation cycle is a set of works that includes the main stages and results of the innovation process. It includes conducting exploratory research in order to put forward and substantiate ideas about new methods of meeting social needs, performing applied research and development work with the aim of materializing scientific knowledge in new products, technological development of large-scale production of products, and its commercialization. At JSC Tyazhmash the innovation cycle lasts more than 5 years, and if you compare it with the innovation cycle of leading manufacturers of agricultural machinery, it becomes clear that we are 10-20 years behind them. At the same time, we are not only unable to reduce this gap, but on the contrary, we are increasing it, since the development, production and sale of an innovative product takes almost 2 times longer.

Figure 8 - Innovation cycle in European hydraulic engineering

The analysis shows that the enterprise has significant innovative potential, in addition, the management of the enterprise is ready to develop it by investing additional financial resources. However, the difficult financial situation that developed at the enterprise in the 90s of the last century, and, as a result, insufficient funding for innovation activities, allowed competitors from the European Union countries to significantly surpass the plant’s products in terms of the level of technology used.

In addition to the innovation cycle, the intensity and efficiency of innovation activity at an enterprise is also influenced by the indicator of the share of new products (mastered over the last three years) in the total volume of industrial production (%);

Thus, the share of new products of OJSC Tyazhmash in the volume of industrial production in 2006 was 16.5%, in 2007 - 20.8%, and in 2008 - 21.6%. Over the past 3 years, the number of new models of equipment turbines at OJSC Tyazhmash has increased almost 1.3 times.

In order to increase the innovative potential of OJSC Tyazhmash, i.e. It is recommended to conduct a technological audit of the intellectual property that has been accumulated at the enterprise, but has not been put into economic circulation (not commercialized).

A technology audit will help characterize the needs and assess the innovative capabilities of an enterprise from different points of view:

Positioning of products, identification of markets that would contribute to the competitive and sustainable development of the company;

Technological areas requiring priority attention: automation, information technology, packaging, etc.;

General problems requiring innovative solutions: productivity, quality control, energy, ecology, flexibility, etc.;

Means of technology transfer - training, technology partnerships (national or international), technical assistance, intellectual property rights, finance, etc.;

Sources and channels of innovation, relationships that need to be developed: customers, suppliers, technical centers, scientific organizations, etc.

Ways to increase the profitability of funds or their sources: with low sales profitability, it is necessary to strive to accelerate the turnover of capital and its elements and, conversely, low business activity of an enterprise determined by one reason or another can be compensated only by reducing production costs or increasing product prices, i.e. .e. increasing profitability of sales.

The enterprise should increase profits by increasing the profitability of production and economic activities and attracting loans for profitable projects that can bring high income to the enterprise.

Application of IT to optimize enterprise financing. By balancing optimistic hopes with realistic planning, you can achieve success by reducing your IT budget without compromising the opportunities that technology provides, but rather taking full advantage of them.

3. Improving the efficiency of innovation management by conducting a technology audit

1 Directions for improving innovation activities at OJSC Tyazhmash through a technology audit

The main criterion for improving the innovation policy of OJSC Tyazhmash is the creation of competitive products that meet all the requirements of international standards, the most unified turbines produced and expected on the market. Taking this into account, and first of all, the requirements of customers, the company continues to work on mastering the production of new models. In addition, the development of innovative activities in the association allows us to master the production of plows for all manufactured models, as well as other complexes and other machines and mechanisms that make it possible to re-equip them with domestic high-performance equipment and eliminate the manual labor of workers.

The enterprise is constantly developing and improving the material and technical base of research centers and laboratories. The scientific and technical center of OJSC "Tyazhmash" is equipped with a complex of modern equipment and allows carrying out all types of tests and their components in accordance with the requirements of regulatory documentation of the Republic of Belarus, foreign countries and international organizations, including for compliance with the EU Directive and UNECE rules .

The products of OJSC Tyazhmash are subject to mandatory certification in the national certification system and testing for compliance with national and international requirements of EU countries.

Understanding the importance of the task of providing high-quality competitive turbines, OJSC Tyazhmash will strive to improve their quality by improving the design, using higher-quality components, introducing new technologies and equipment that make it possible to produce high-quality products.

The development of the information system of OJSC Tyazhmash will make it possible to conduct virtual tests on a computer, in which the operation of turbines under real loads is simulated. To conduct one cycle of natural tests, it is necessary to produce 10 prototypes. The cost of one sample is 5-15 times higher than the cost of a serial product. Carrying out computer tests will reduce the number of required prototypes from 10 to 3. Financial savings due to this factor will amount to 3 million US dollars.

A study of world experience in improving ID at enterprises made it possible to determine that the main areas of optimization could be the introduction of modern information systems (CALS technologies) and the development of an innovation management system within the framework of a technology audit.

Therefore, the current direction of the innovation policy of OJSC Tyazhmash is to conduct a technological audit, introduce and develop CALS technologies.

CALS technologies are a modern approach to the design and production of high-tech and knowledge-intensive products, which consists in the use of computer technology and modern information technologies at all stages of the product life cycle, providing uniform ways of managing processes and interaction of all participants in this cycle: product customers, suppliers / manufacturers of products , operating and maintenance personnel, implemented in accordance with the requirements of a system of international standards regulating the rules of this interaction primarily through electronic data exchange.

The use of CALS technologies can significantly reduce the amount of design work, since descriptions of many components of equipment, machines and systems that were designed earlier are stored in unified data formats of network servers, accessible to any user of CALS technologies. It makes it significantly easier to solve problems of maintainability, integration of products into various types of systems and environments, adaptation to changing operating conditions, specialization of design organizations, etc.

Technology audit is an operation of objective assessment of the potential of an innovation as an object of commercialization. Due to the fact that technology commercialization is a long and expensive process, before spending considerable time and financial resources, it is necessary to assess the reality of selling an idea or invention or its successful transformation into a market product. The experience of conducting technological audits at foreign enterprises shows that it makes it possible to achieve: a reduction in the number of defects; reducing the output of products of reduced quality; improving the consumer attractiveness of products; release of a wide range of products, including the introduction of new types of products; reducing the unit costs of raw materials and energy, leading to a reduction in production costs; reducing negative impact on the environment; increasing production volumes; the company receives an action plan.

Before conducting a technology audit, it is necessary to conduct an assessment of the commercialization of innovations. Then, after determining the commercialization of the innovation, a general technology audit is carried out.

The following outlines and describes the steps typically followed when performing a Technology Audit (TA).

So, at the first stage, goals, objectives, and expected results from conducting TA are agreed upon; preliminary assessment of the needs of RUE "MTZ" and selection of the procedure (methodology) for conducting TA: formal questionnaires, interviews, focus groups.

Second stage. Conducting TA in accordance with suitable methods and tools, collecting information.

At this stage, information about the enterprise is collected (year of foundation, number of employees, turnover, research work, etc., number of patents, participation in national and European projects, etc.)

Familiarization with the production facility (product and requirements for it), equipment (composition, quantity, age, technical condition, organization of maintenance), technology (route and operational), workpieces, organization of technological preparation of production, organization of ensuring the functioning of production, etc.

Assessment of requirements for equipment, tools, technology, workpieces, production organization, etc., which can ensure the achievement of the set goals of this OJSC Tyazhmash. Selection and expert assessment of options.

Third stage. Drawing up a report on the TA, clearly articulating the needs: problems (difficulties) / tasks that need to be solved;

The report includes:

a brief description of the task;

a systematic description of existing production or basic design solutions (if a new production project is subject to audit);

assessment (enlarged) of the required investments and investment terms, assessment of the payback period of investments (if technically possible);

proposals for a long-term work program aimed at achieving the goal set by OJSC Tyazhmash;

proposals for the types and volumes of work that can be undertaken by firms and specialists participating in the TA;

proposals and technical materials on equipment, tools, fixtures, etc., which can be recommended for effective use by OJSC Tyazhmash.

Fourth stage. Analysis (SWOT) of the TA results and preparation of recommendations for an action plan. An analysis of the strengths and weaknesses will help OJSC Tyazhmash understand the background and current position of the enterprise in the market, including the reasons for its successes and failures.

Based on the results of work on the TA of OJSC Tyazhmash, a long-term strategy for achieving this goal is being developed, in the format of a “road map”. Such a map is built using intermediate technical milestones (milestones - “kilometer pillars”) and is calculated for a period of 2.5 years or more, although this period depends on the specific technology.

They draw up a work program, highlight priorities in accordance with the available resources and the tasks facing him for production.

Based on the work program, OJSC Tyazhmash develops current work plans for its divisions, plans for purchasing equipment, developing technology, equipping with tools and equipment, developing infrastructure, and removing bottlenecks.

In its current plans, OJSC Tyazhmash determines the timing, amount of investment and performers for specific program items.

To implement specific items of current plans, OJSC Tyazhmash has the opportunity to attract firms and specialists who have carried out work on TA, since they are already familiar with the tasks and problems of this production and will be able to help OJSC Tyazhmash in solving its problems in a much shorter time.

Sixth stage. Assistance in the implementation of the action plan: preparing technology requests/proposals, searching for partners, conducting marketing research, etc.

Of course, conducting a technology audit requires additional costs, but the effect of its implementation significantly exceeds them.

The expected results of a properly conducted audit at OJSC Tyazhmash include:

Full comprehensive analysis and assessment of the enterprise's needs for its sustainable development;

Objective analysis of the strengths and weaknesses of enterprise development;

Ability to consider new types of products/services/technologies/markets;

Perhaps an assessment of the technology portfolio, intellectual property rights;

Survey and identification of possible financing mechanisms;

Preparation of information for innovation networks and technology transfer networks in order to find opportunities / partners for technological development;

Introducing new sources of financing.

3.2 Implementation of elementsCALS- technologies at OJSC "Tyazhmash"

In recent years, a necessary condition for the sustainable position of enterprises in the domestic and foreign markets is the integrated use of information technologies to support all stages of the product life cycle, the so-called. CALS technologies. The use of CALS technologies reduces production cycle times, reduces costs and improves product quality. The minimum cumulative effect from the use of CALS technologies is estimated at 30%. For an enterprise that produces such complex and high-tech products as aircraft engines, a lag in the development of CALS technologies can lead to significant losses in both foreign and domestic markets.

Elements of CALS technologies are planned to be used at OJSC Tyazhmash to support the following main stages of the product life cycle:

design and engineering work;

technological preparation of production;

production of products;

tests;

service and repair,

as well as in financial and economic activities, enterprise management and marketing.

When carrying out design and construction work, modern computer technologies are used to solve problems such as thermal and strength calculations (ANSYS), calculations of gas dynamics and combustion processes (STAR-CD), three-dimensional modeling (UNIGRAPHICS) and preparation of drawing documentation (Autocad). All work is carried out in accordance with the requirements of ISO 9000 standards, design management and documentation preparation are computerized.

The solutions used will make it possible to perform computer prototyping of the engine and its components (this procedure was previously carried out on the material part and was associated with the costs of manufacturing and altering many parts, as well as fitting the engine on site). The work will be organized in accordance with a network architecture with a clearly defined hierarchy of tasks and automated workstations. An experienced designer will control parts and assemblies created at other workplaces, connecting them into assembly units, sometimes numbering hundreds of items. The central design areas will be equipped with powerful workstations that allow you to work with large graphic files. Developers of nodes with simpler graphical systems of operating cards with sketches (SITEP, TECHNOPRO, TECHCARD packages) are grouped around such powerful stations;

At the testing stage aircraft engines, it is planned to use such specialized software and hardware systems as: Automated product testing management system; Automated process control system for testing combustion chambers; Automated complex for vibration diagnostics of gas turbine engines (package “Dynamics”); Package “Calculation of product parameters” .

At the stage of operation and repair, using information technology, work will be carried out such as recording the condition of the fleet and product defects, recording the completion of improvements, as well as recording the receipt of products at the plant, their movement, shipment and research .

Coordination and management functions are planned to be supported at OJSC Tyazhmash by an information and computing center (ICC) , solving problems of storing data on product composition, materials and parts, human resources, standards and labor intensity. At the same time, the Information Computing Center is an in-plant Internet communications provider, which allows for operational contacts both with branches within Russia and with partners abroad. ICC has developed and is developing such automated subsystems as: subsystems for managing access control, personnel and wages, a warehouse subsystem, a subsystem for planning the supply of basic materials, a subsystem for accounting for product release, as well as computer programs that solve special problems in various departments of the enterprise.

The implementation of CALS at an enterprise involves, in particular, the reorganization of its information infrastructure. Such a reorganization should not be revolutionary - on the contrary, the automated systems already available at the enterprise should be used as much as possible.

The implementation of the program for the development and implementation of elements of CALS technologies at OJSC Tyazhmash at all main stages of the hydraulic motor life cycle will make it possible to create an effective management system for the enterprise as a Research and Production Center.

3.3 Innovative system of personnel training and staff development

The enterprise plans to create a Center for accelerated training of workers, teaching new specialties that are especially in demand by industry - grinders and CNC machine operators, programmers.

The basis of the program is a continuous cycle of training a young specialist, starting from initial vocational education and ending with postgraduate education. School graduates enter educational institutions of primary and secondary vocational education, sponsored by the enterprise, where they undergo training in specialties in which the enterprise is interested. The student enters into a tripartite target agreement between himself, the educational institution and the enterprise. According to this agreement, the enterprise pays the student an additional scholarship, provides material and technical assistance to the educational institution (allocation of qualified specialists, machine equipment and places to obtain practical work skills) and employs the student upon graduation. In turn, the student undertakes to work at the enterprise for the period specified in the contract.

Having found a job at an enterprise after graduating from an educational institution, a young specialist has the opportunity to improve his skills at the enterprise’s internal training courses. Advanced training includes theoretical and practical training according to approved target training programs under the guidance of highly qualified specialists and instructors of the enterprise. At the enterprise, together with SAMSTU, it is planned to organize an Institute for targeted training of specialists in the field of hydraulic engineering. On the basis of the ITsPS, it is planned to open branches of leading technical universities in Moscow, which will allow young specialists not only to improve their qualifications, but also to receive higher education without interrupting work, including full-time full-time education.

It is planned to make a proposal to create a resource center for professional training of entry-level and middle-level workers on the basis of OJSC Tyazhmash. It is recognized as a pilot and can be completed by the end of 2010, it includes the development and approval of a regulatory framework for the creation of a resource center, improvement of logistics of educational processes, purchase of new equipment, optimization, and in many ways, unification of educational programs.

It is planned to hold professional skills competitions among workers on the territory of the enterprise. The purpose of such events is to emphasize the importance of blue-collar professions and increase the prestige of the worker in society. After all, the majority of material wealth in the state is created by working hands.

3.4 Economic justification for innovation

To make an economic justification for innovation, it is necessary to compare the costs of their implementation with the expected results.

Carrying out innovations will reduce:

Design costs by 25%;

Time to market for new products by 55%;

Innovation cycle by 35%;

Costs for preparing technical documentation by 40%;

Costs for developing operational documentation by 25%;

The cost and labor intensity of technical preparation of production when mastering the production of new products is 50%;

The share of defects, errors and design changes in the process of designing and manufacturing a product is on average 45-50%;

Sales costs by 5 - 10%;

The cost of operating and repairing products is 50-80%.

Consequently, with the successful implementation of the project at OJSC Tyazhmash, it will be possible to achieve not only the improvement of the technological innovation management system, but also achieve significant savings on these costs (Table 9).

Table 9 - Cost savings of OJSC Tyazhmash for managing innovation activities

Since the effect of the project is long-term, it is necessary to take into account the time factor through discounting. The discount factor is calculated using formula 3.1.

where a t is the discount factor; - discount rate (discount rate);

t is the serial number of the income generation time interval.

α 0 =1/(1+0.18) 0 =1;

α 1 =1/(1+0.18) 1 =0.85;

α 2 =1/(1+0.18) 2 =0.72;

α 3 =1/(1+0.18) 3 =0.61;

An analysis of the experience of foreign companies shows that the effect of innovation appears from the second year of the project and the final goal is achieved by the fourth year, with the effect increasing over the months. Table 10 shows the distribution of the results of the investment project implementation by year.

Table 10 - Costs and effect of project implementation (million rubles)

Project year	Effect of implementation	Discounted effect	Project costs	Discounted costs

To assess the commercial effectiveness of a project, the following indicators are used: payback period (PP), return on investment index (PI).

The payback period for investments is the minimum time period from which the initial investments and other costs associated with the implementation of an investment project are covered by the total results from its implementation. The main disadvantage of the payback period indicator is that it does not take into account the entire period of operation of the investment and, therefore, it is not affected by all the returns that lie beyond the payback period.

Therefore, the payback period indicator serves not so much as an estimated indicator of investment efficiency, but as a limitation when making a decision, that is, if the payback period of a project is longer than the accepted restrictions, then it is excluded from the list of possible investment projects.

The payback period of an investment is the number of days during which the investment will be returned in the form of net income. In the course project, the algorithm for calculating the payback period depends on the uniform distribution of the planned discounted income received from the sale of investments.

Over 4 years, as a result of the project, a profit of 1,183.76 million rubles can be received. That is, this is still not enough to fully cover the invested funds. It remains to return another 1265.25 -1 183.75 =81.5 million rubles.

The profit from the project in the fourth year will be 464.23 million rubles.

Therefore, the payback period will be: 4 + 167.27/464.23 = 4.36 years, since this does not exceed the estimated years of project implementation, it is advisable to further evaluate the effectiveness of the investment project.

Net present value is the difference between income and investment expenses (capital investments) discounted at one point in time. The calculation is made using the formula:

where is the net present value of the investment project, rub.;

The number of years over which the investment will generate income;

- annual income from investments in year t, rub.;

Investment capital invested in year t, rub.;

Discount factor in year t, fractions of units;

In Table 11 we consider the dynamics of changes in net present value.

Table 11 - Net present value (million rubles)

Project year	Discounted effect	Discounted costs	Net present value

A positive net present value indicates that the project is effective and can make a profit.

Investment return index - the ratio of the amount of discounted income to the investments made:

where PI is the investment return index; t - discounted income, million rubles; - amount of investment, million rubles.

PI=1343.76/1265.25=1.06

A project whose profitability index is above one is considered effective. Based on the results obtained, we can conclude that investing funds in the project will bring us more profit than using them as a bank deposit.

The internal rate of return (IRR) is a discount rate at which the amount of income from the current activities of the enterprise during the implementation of the project is equal to the discounted capital investment. The internal rate of return characterizes the maximum return that can be obtained from a project, i.e. the rate of return on invested capital at which the net present value of the project is zero. A graph showing the dependence of net present value on the interest rate is presented in Fig. 9.

Figure 9 - Dependence of NPV on the discount rate

To carry out innovations at OJSC Tyazhmash, the internal rate of return is 31.3%. Since an interest rate increase of 17.3% in the next 5 years is unlikely, i.e. this investment project can be considered resistant to changes in the interest rate on bank loans.

The indicators calculated above indicate the feasibility of implementing an investment project to carry out innovations at OJSC Tyazhmash.

Conclusion

The development and modernization of the domestic economy are the basis for increasing the well-being of society, strengthening the independence and role of the country in the international arena. Innovative development of the economy involves increasing the competitiveness of enterprises, their adaptation to new economic conditions, and increasing the rate of production renewal.

Ensuring a high level of scientific and technological development of the country, improving the results of innovative activities of enterprises require the creation of conditions for the implementation of structural changes in the economy, increasing the volume of financing of the innovation sector, government regulation and support of innovative processes, the use of effective forms of managing new developments, increasing the competitiveness and quality of domestic products manufacturers. In this regard, the need for effective management of innovation activities, selection and implementation of enterprise development strategies increases. Improving the forms and methods of organizing and managing innovation activities is aimed at enhancing innovation activities, quickly adapting enterprises to changing consumer demands and increasing the competitiveness of products.

The purpose of the course work was to study OJSC Tyazhmash and the impact of innovative activities on the efficiency of development of this enterprise.

For this purpose, a complete analysis of the economic condition was carried out and the activities of OJSC Tyazhmash in 2006-2008 were assessed. based on an analysis of the technical and economic performance standards of the enterprise. The analysis showed that for all the most important technical and economic indicators there is a steady positive trend: sales revenue increased by 47%, sales profit by 30%, production profitability increased by 3.4%, labor productivity by 37%. In addition, according to the assessment of financial activity in 2009, OJSC Tyazhmash will not experience a cash shortage. The cash inflow of OJSC Tyazhmash in 2009 will amount to 3,457,255 million rubles. The cash outflow of OJSC Tyazhmash in 2008 will amount to 3,450,804 million rubles.

The analysis carried out in the course project allowed us to determine that the main ways to improve the management of innovation activities of OJSC Tyazhmash could be the introduction of modern information systems (CALS technologies) and the development of an innovation management system within the framework of a technology audit.

The total annual economic effect from the proposed activities is 464.23 million rubles.

Thus, we can say with confidence that OJSC Tyazhmash is a good example of the effective organization of innovation policy and its subordination to the goals of sustainable growth of the competitiveness of the enterprise and its products.

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Similar works to - Assessing the effectiveness of innovation activities

Assessment of indicators of efficiency and effectiveness of innovations is the basis for making decisions on the implementation of proposals for various subjects of innovation activity (prospective assessment) and monitoring the use of created objects (retrospective assessment).

For evaluation results innovative activities of the organization is to determine the expected areas of application and use of innovations and the formation of a comprehensive description of the results that are achieved with new approaches to meeting existing or created consumer needs.

The introduction of innovations can create different types of effects. Under effect understand the achieved result in its material, monetary, social or other dimensions. The effect characterizes the result of an organization's innovative activity as a result of a change in the state of a certain object under the influence of an external or internal factor, primarily an innovative one.

To measure certain types of effect, specific indicators are used that quantitatively or qualitatively characterize the results. their accounting reflects the multi-motivation of innovation processes. In justifying the effects of innovation activity, firstly, it is necessary formulate criteria and indicators with which to evaluate the results of innovation activities, and, secondly, one should take into account objectively existing relationships and hierarchical subordination of the effects of innovation activities.

The results of innovation activity can be qualitative and quantitative, in particular in natural, labor and cost dimensions.

The results of innovation are assessed according to the following criteria: relevance, significance, multidimensionality (Fig. 7.1).

Rice. 7.1. Criteria for assessing the results of an organization's innovative activities

Relevance. It provides for the compliance of the innovative project with the goals of scientific, technical and socio-economic development of the country, region, and enterprise. Goals are determined taking into account the scientific, technical, economic, social and environmental priorities established by the management entity, which can reflect global development trends and determine the development strategy of a country, region, or individual enterprise.

Significance. It is determined from the standpoint of state, regional, and industry levels of management, as well as from the standpoint of a business entity.

State significance is to solve problems of a national scale in all spheres of life of the population in accordance with the goals of scientific, technical and socio-economic development of the country.

Regional significance reflects the degree to which the socio-economic and environmental problems of a certain region are resolved, the goals of realizing its potential through the implementation of innovative programs and the implementation of innovative projects.

Industry relevance shows the impact of innovation on overcoming problems that are important for many economic entities in the industry.

Significance for a business entity is to strengthen its market position for solving technological, economic, social, environmental problems. 24

Multidimensionality. This criterion takes into account the impact of innovation on various aspects of the enterprise and its environment. Due to their practical orientation, economic efficiency indicators should be such that with their help it becomes possible to provide a quantitative economic assessment of various aspects of investment processes. This requirement is due to the versatility of investing and the variety of economic motives of investors. The desire to increase profits can be realized through maximizing current income or maximizing it in capitalized form, that is, property accumulated at the end of the period. Thus, performance evaluation is based on various indicators.

Any result of innovation in value terms is summarized by the economic effect. Scientific, technical, social, environmental and other results that cannot be assessed in monetary terms are not absorbed by the economic effect and exist independently.

The hierarchical subordination of the effects of innovation activity and their relationship are shown in Fig. 7.2.

Rice. 7.2. Hierarchical subordination and interconnection of effects from innovation activities

1. Economic effect is determined by the predominance of the valuation of the results of innovation activity on the valuation of the costs associated with it.

The market criteria for the company's activities are to increase the wealth of the owners and maximize the market value of capital. This can be achieved by maximizing the profit of the enterprise.

Economic effect from innovation activity is estimated by profit from:

Sales of innovative products;

Introduction of a new technological process;

Improved utilization of production capacity;

Introduction of inventions, utility models, industrial designs, rationalization proposals, etc.;

Licensing activities.

2. Scientific and technical effect accompanied by an increase in scientific, scientific, technical and technical information. However, it is almost impossible to quantify it.

Scientific and technical results innovation activities must satisfy the following criteria:

1) compliance of scientific and technical solutions with modern technological requirements in industrialized countries;

2) novelty of innovation, which is determined by:

From the point of view of its technological novelty - the use of new materials, new semi-finished products and components; obtaining fundamentally new types of products; new production technologies; high degree of mechanization and automation; new organization (use of new technologies) of the production process;

From the point of view of the market environment - novelty for industry on a global scale or a specific country; novelty only for the enterprise;

3) the significance of innovation for the enterprise is determined by the goal and expected results.

Scientific and technical results can be qualitative and quantitative.

Scientific and technical effect innovation activity is assessed by the following indicators:

Increasing the scientific and technical level of production;

Increasing the organizational level of production and labor;

Possible scale of application (national, industry, at the level of individual enterprises);

Degree of probability of success (significant, moderate, low)

The number of registered documents of protection (copyright certificates, patents, know-how, licenses, etc.);

Increasing the share of new information technologies;

Increasing the share of new technological processes;

Increasing the level of automation and robotization of production;

An increase in the number of scientific and technical publications;

Increasing the competitiveness of the enterprise and its products in domestic and foreign markets.

In cases where scientific and technical results can be assessed in monetary terms, it becomes possible to determine the economic effect. The scientific effect is the result of fundamental and applied research, assessed through the potential economic effect. Scientific and technical results of applied and experimental design developments are assessed primarily through the expected economic effect.

3. Tax effect is to save the enterprise's cash thanks to a set of tax and other benefits provided to implementers of innovative programs and projects in accordance with the legislation of Ukraine.

4. Social impact assessment scientific and technical innovation is a methodologically complex problem of the effectiveness of innovation activity. Some manifestations of the social effect are difficult or even impossible to assess, and then they are taken into account as additional indicators of the efficiency of economic sectors and taken into account when making decisions about the priority of the project and its government support.

Social goals of projects should prevail, first of all, in the formation of state innovation policy, the results of the implementation of which should be:

Achieving a high level of social orientation of innovation;

A qualitatively new standard of living for the population;

A radical transformation of the structure of the national economy and foreign trade in the direction of unloading the raw materials sector of the economy and increasing the contribution of manufacturing industries;

Overcoming the country's technical backwardness;

Implementation of developed social guarantees based on a new, higher level of economic development.

Innovative projects of all business entities must also have a social orientation.

For individual components social effect, which have a value assessment are considered by calculating economic effect.

Social effect innovation activity is assessed:

Changes in the number of jobs at facilities where innovations are being introduced;

Improving working conditions for workers;

Increase in income of the organization's personnel;

Changes in the structure of production personnel and their qualifications, in particular changes in the number of workers, including women, engaged in hazardous types of labor, changes in the number of workers of various qualifications and those in need of improvement;

Changes in the health status of facility employees are determined using the level of losses associated with payments from the social insurance fund and health care costs;

Increasing the duration of free time of the population, etc.

The main method for assessing the social effect is the expert one. An examination of the expected social consequences of innovations can be organized in different forms:

1) individual or collective examination by qualified specialists in various fields of activity;

2) sociological surveys of workers and the population;

3) national referendums on projects relating to the interests of various sectors of society or the region.

5. Resource effect reflects the impact of innovation on the volume of production and consumption of a particular type of resource. It turns out to be the release of resources in the enterprise, including material, labor, and financial.

This effect arises as a result of the emergence of new equipment, technology, and rationalization proposals, that is, it is closely related to the scientific and technical effect of innovation activity. The resource effect, as a rule, can be assessed in monetary terms as a component of the economic effect.

The resource effect can be reflected by indicators of improved resource use:

An increase in labor productivity (or a decrease in labor intensity);

An increase in capital productivity of fixed assets (or a decrease in material intensity)

An increase in material productivity (or a decrease in material consumption)

Accelerating the turnover of inventories, accounts receivable, cash, etc.

b. Ecological effect characterizes the impact of innovative activities of business entities on the environment.

The creation of complex technological systems leads to a significant increase in technogenic load and environmental risk. Of particular relevance in the environmental assessment of innovations is their environmental safety.

Therefore, it is necessary to increase the requirements for the quality of design, manufacturing, operation of complex technical systems, and their reliability; the creation of technical means automatically block the consequences of deficiencies in the level of labor organization, equipment and technology that prevent accidents and eliminate their consequences.

The environmental effect of innovation activity is assessed:

Reducing pollution of the atmosphere, land, and water by harmful emissions;

Reducing the amount of production waste;

Increasing the ergonomics of production (reducing noise, vibration, electromagnetic fields, etc.);

Improving the environmental friendliness of products;

Reducing the amount of fines for violation of environmental laws and regulations.

The environmental effect is closely related to the social one.

The listed effects of innovative activity cannot in any case be summarized or certain relationships can be established between them, since they are in different planes, although they are interrelated.

Table 7.1

interdependence of effects

types of effects
Scientific E n		Scientific and technical E nt			Technical E T
Types of economic effect E e
potential		expected			actual
Stages of an innovation project
fundamental study	applied study		design	development		industrial production
Scope of use of results E e by stages of the innovation process

Social effect is inherent in all types of scientific work; scientific effect - fundamental and applied research; scientific and technical effect - applied research and development work; and the technical effect - for developments in the development of scientific work.

The scientific effect turns into a scientific and technical effect, and the latter, as information about a new product develops, turns into a technical effect. Scientific, scientific-technical and social, technical types of effect can be assessed through economic indicators. The likelihood and completeness of determining the effect increases as the scientific idea passes through the stages of the research-production cycle.

So, to justify and evaluate an innovative project, it is necessary to take into account and determine all possible effects and consequences that may arise during its development and implementation.

• Stadnik V.V. Innovative management / V. Stadnik, M. A. Yokhna. - K: Publishing center "Academy", 2006. - P.283.
• Innovative development of industry in Ukraine / A. I. Volkov, M. P. Denisenko, A. P. Grechan and others; edited by A. I. Volkova, M. P. Denisenko. - M.: KNT, 2006. - 648 p.

Priority Goals innovative activity of the enterprise	Indicators for assessing the innovative activity of an enterprise
Goals of external efficiency of enterprise functioning	Amount of profit received as a result of the implementation of innovative projects
	Level and growth rate of enterprise competitiveness
Goals of internal efficiency of enterprise functioning	Rates and absolute values ​​of growth in the specific output of basic production resources
	Rates and absolute values ​​of growth in the total return of basic production resources
	Rates and absolute values ​​of reduction in production costs
Goals of increasing the degree of satisfaction of the needs of customers of the enterprise’s products	The level and growth rate of the competitiveness of the enterprise’s products
	Growth rates of functional characteristics of enterprise products
	Growth rates and absolute values ​​of the quality level of the enterprise’s products
	Growth rates and absolute values ​​of sales volumes of the enterprise’s products

activities of the enterprise, and secondly, it makes possible a detailed comparative analysis of the innovative activity of several different enterprises. The main disadvantage of this approach is that it only allows one to record one or another level of innovative activity of an enterprise, but does not make it possible to identify the cause-and-effect relationships that determine the dynamics of this level. Due to the presence of this drawback, the result approach in its pure form is mainly used for the purposes of external comparative analysis, and in the field of intra-company management it acts as a component of a more comprehensive factor-result approach.

Factor-result approach to the assessment of the innovative activity of an enterprise differs in that within its framework such an assessment is carried out on the basis of a combination of factor and result characteristics of innovative activity. To assess the factor parameters of innovation activity within the framework of this approach, a set of criteria is usually used, such as: the volume of enterprise expenses for R&D, acquisition of intellectual property and financing of intercompany research projects; indicators of the composition and number of employees, temporary groups, divisions and inter-company associations involved in R&D; the volume of new technologies acquired by the enterprise within the framework of technology transfer systems; the scale and quality level of the material base of the enterprise's research activities, etc. As criteria for assessing the result characteristics of innovative activity within the framework of this approach, both indicators of the usual result approach and a number of specific indicators are used, in particular: indicators of the duration of individual stages of innovative developments; indicators of the dynamics of updating the enterprise's product portfolio; the volume of new technologies transferred by the enterprise within the framework of technology transfer systems; volumes of new products exported by the enterprise; the number of new technologies and types of products introduced during the period, etc.

As the main tools for assessing the relationship between the factor and result characteristics of an enterprise's innovative activity, it is usually customary to use various methods of statistical analysis, in particular, methods of rank statistics, correlation-regression and dispersion analysis.

The main advantage of the factor-result approach is the ability to identify with its help cause-and-effect relationships that determine the effectiveness of an enterprise's innovative activities. In this regard, this approach is most widespread in intra-company management systems and is used to develop and justify management decisions aimed at optimizing the innovation policy of enterprises.

Coursework on the topic

Efficiency of enterprise innovation activities

Introduction

1.4 Classification of innovations

Literature

Introduction

Possible ways to create a favorable innovation climate in the Ukrainian economy began actively in the early 80s, even before the collapse of the Soviet Union. Even then, it became obvious that the existing mechanisms for “implementing” the results of research and development were ineffective, the innovative activity of enterprises was low, and the average age of production equipment was constantly increasing, reaching 10.8 years by 1990.

Since then, a number of state Concepts for regulating and stimulating innovation have been adopted, and a number of mechanisms for state financing of innovation have been created, including the creation of an infrastructure for innovation. The main problem still remains the broken connections between the main participants in the innovation process (developers and consumers of innovations), information opacity and, therefore, low motivation both for the development and financing of innovations.

In official statistics, technological innovation is understood as the final results of innovative activity, embodied in the form of a new or improved product or service introduced on the market, a new or improved technological process or a method of production (transfer) of services used in practical activities. All the formalized characteristics of this process depend on which definition of innovation is used. At present, there is no single approach to defining innovation activity, just as there have been no comprehensive surveys of enterprises and organizations in which innovation was studied. Existing assessments of innovation activity are based on sample surveys of greater or lesser breadth, and this explains the frequent contradiction in their results.

An innovative enterprise is one that introduces product or process innovations, regardless of who was the author of the innovation - employees of this organization or external agents (external owners, banks, representatives of federal and local authorities, research organizations and technology providers, other enterprises ).

Thus, the purpose of this work is to provide insight into the innovation activities of enterprises. And the main tasks are to understand the essence of innovation, identify types of innovation, and also consider the impact of innovation activity on the development of an enterprise.

Chapter 1. Innovation activity: concept and classification. Impact on production

1.1 Innovation, its economic essence and significance

It is necessary to distinguish between the terms “innovation” and “innovation”. Innovation is a broader concept than innovation.

Innovation is an evolving, complex process of creating, disseminating and using a new idea that helps improve the efficiency of an enterprise. Moreover, innovation is not just an object introduced into production, but an object that has been successfully introduced and brings profit as a result of scientific research or a discovery made, which is qualitatively different from its previous analogue.

Scientific and technical innovation must be considered as a process of transforming scientific knowledge into a scientific and technical idea and then into the production of products to satisfy the needs of the user. In this context, two approaches to scientific and technological innovation can be distinguished.

The first approach mainly reflects the product orientation of the innovation. Innovation is defined as the process of transformation for the sake of producing finished products. This direction is spreading at a time when the position of the consumer in relation to the manufacturer is quite weak. However, products themselves are not the final goal, but only a means of satisfying needs. Therefore, according to the second approach, the process of scientific and technical innovation is considered as the transfer of scientific or technical knowledge directly to the sphere of satisfying consumer needs. In this case, the product turns into a carrier of technology, and the form it takes is determined after linking the technology and the need being satisfied.

Thus, innovation, firstly, must have a market structure to satisfy consumer needs. Secondly, any innovation is always considered as a complex process, involving changes of both a scientific and technical, and economic, social and structural nature. Thirdly, in innovation the emphasis is on the rapid implementation of an innovation into practical use. Fourthly, innovations must provide economic, social, technical or environmental benefits.

The innovation process is the process of transforming scientific knowledge into innovation, which can be represented as a sequential chain of events during which innovation matures from an idea to a specific product, technology or service and spreads through practical use. The innovation process is aimed at creating the required markets for products, technologies or services and is carried out in close unity with the environment: its direction, pace, goals depend on the socio-economic environment in which it operates and develops. Therefore, only on the innovative path of development is economic growth possible.

Innovation activity is an activity aimed at using and commercializing the results of scientific research and development to expand and update the range and improve the quality of products, improve the technology of their manufacture, followed by implementation and effective sales in the domestic and foreign markets.

Innovation can be viewed as:

Process;

System;

Change;

Result.

Innovation has a clear focus on the final result of an applied nature; it should always be considered as a complex process that provides a certain technical and socio-economic effect.

Innovation in its development (life cycle) changes forms, moving from idea to implementation. The course of the innovation process, like any other, is determined by the complex interaction of many factors. The use of one or another form of organization of innovation processes in business practice is determined by three factors:

State of the external environment (political and economic situation, type of market, nature of competition, practice of state-monopoly regulation, etc.);

The state of the internal environment of a given economic system (presence of a leader-entrepreneur and a support team, financial and material and technical resources, technologies used, size, existing organizational structure, internal culture of the organization, connections with the external environment, etc.);

Specifics of the innovation process itself as an object of management.

Innovation processes are considered as processes that permeate all scientific, technical, production, and marketing activities of manufacturers and, ultimately, focused on meeting market needs. The most important condition for the success of innovation is the presence of an innovator-enthusiast, captured by a new idea and ready to make every effort to bring it to life, and a leader-entrepreneur who found investments, organized production, promoted a new product to the market, took the main risk and implemented your commercial interest.

Innovations form the market for innovations, investments form the capital market, innovations form the market for competition of innovations. The innovation process ensures the implementation of scientific and technical results and intellectual potential to obtain new or improved products (services) and the maximum increase in added value.

1.2 Innovation process as an object of management

The innovation process can be considered as a relatively isolated one, having its own final product and using traditional processes and structures as means of its implementation without any significant changes (for example, the release of some technical product that does not replace the production of existing products, but complements them). Managing this simplest type of innovation process comes down to allocating resources to support this process and creating additional incentives for supporting systems and services to participate in this process. Recognition of the usefulness of a new concept or idea by the end user causes a change in the external environment. Benefit, useful function is the difference between innovation and discovery and invention. Discoveries and inventions have no social and economic value unless they become the basis of innovation. Secondary implementation refers to the update. It is advisable to introduce a division: innovations of the first type include new discoveries, inventions, ideas that are first introduced into production by innovators, receiving primary superiority and often financed from centralized sources; Innovations of the second type include inventions, know-how, ideas and discoveries that are repeatedly introduced by imitators, i.e. such novelties are no longer new in the world. If innovations of the first type are not mandatory for all enterprises, then innovations of the second type are mandatory for all, and they are more often financed from credit sources in venture capital and other forms. The creator of new technology, i.e. innovator, based on criteria such as uniqueness and novelty; and the simulator is based on such criteria as the product life cycle and its economic efficiency.

Uniqueness can only be achieved if the company’s personnel have their own, original knowledge and skills in a given industrial field. Innovation is extremely important for such organizations that sell licenses. Under the influence of modern changes, trends and processes both in technology and in the economy, new needs are being formed that cannot be satisfied by the existing results of human activity. Problems arise that can only be solved by designing new means and products, new organizational forms, i.e. thanks to the innovative activity of people, which constitutes the content of any innovation.

1.3 Structure of the innovation process

In dynamic terms, i.e. over time, the structure of the innovation process can be represented as follows:

1) identifying a problem situation (imitation of innovation);

2) formulation of the goals of innovation;

3) analysis of the current situation (diagnosis of the problem of the organization or its individual element);

4) making a decision on the advisability of developing a certain type of innovation;

5) development (design) of innovation;

6) coordination and approval of the innovation project;

7) preparing the object for innovation;

8) introduction of innovation;

9) assessment of the actual effectiveness of innovation;

10) obsolescence.

Controlling the transition from one operation of the innovation process to another is an effective tool for managing the process of introducing innovation. The success of innovation implementation is largely determined by the degree of unhindered passage through the logical chain of operations, especially at their junctions, and this depends primarily on the consistency of related departments during the transition from one operation to another and, of course, on the interest of the organizations performing the relevant operations. Following the economic development of an innovation, first at the first and then at other enterprises, there follows a phase of its effective use, which is characterized by a gradual stabilization of costs and an increase in the effect, mainly due to an increase in the volume of use of the innovation. This is where the bulk of the actual economic effect of innovation is realized. The final phase of an innovation's life cycle is its obsolescence.

1.4 Classification of innovations

To obtain higher returns from innovation activities, innovations are classified. The need for classification, i.e. dividing the entire set of innovations according to certain criteria into appropriate groups is explained by the fact that the choice of an object of innovation is a very important procedure, since it predetermines all subsequent innovation activities, the result of which will be an increase in production efficiency, an expansion of the range of high-tech products and an increase in their volumes.

Classification of innovations into appropriate groups is carried out using the following characteristics.

Based on the emergence of innovations, two groups are distinguished: defensive and strategic. The protection group of innovations ensures the necessary level of competitiveness of production and products based on the introduction of relevant innovations as a way of protection from competitors. Strategic forms long-term competitive advantages. According to the subject and area of ​​application of innovations, innovations are divided into product (new products and materials), market (new areas of use of goods, the possibility of implementing innovations in new markets), process (technologies, new methods of organizing and managing production).

According to the degree of novelty of innovations, they are distinguished:

Non-standard groups of innovations, including a new product produced on the basis of a first-developed technical solution that has no analogues;

Improving - new products or technological processes developed based on the use of achievements of the scientific and technical process and providing perfect technical and operational characteristics in comparison with existing analogues;

Modification - innovations that expand the operational capabilities of a product or technological process.

By the nature of meeting needs, innovation groups are determined by innovations that satisfy new needs that have developed in the market.

In terms of the scale of distribution, innovations can be basic for young industries producing a homogeneous product, or used in all sectors of industrial production.

Despite the generality of the subject of innovation, each implementation is very individual and even unique. At the same time, there are many classifications of innovations and, accordingly, subjects of innovative entrepreneurship. Let's look at some of them. G. Mensch identified three large groups of innovations: basic, improving and pseudo-innovations. Basic innovations, in turn, are divided into technological (forming new industries and new markets) and non-technological (changes in culture, management, public services). The movement from one technological stalemate to another occurs, according to Mensch, through the transition from basic innovations to improving ones and then to pseudo-innovations.

A detailed and original typology of innovations was given by A.I. Prigogine. He classified innovations depending on the type of innovation (material, technical and social innovations), the mechanism of implementation, and the characteristics of the innovation process. A.I. Prigogine introduced into scientific circulation replacing, canceling, opening innovations, retro-innovations, single, diffuse, intra-organizational, inter-organizational, etc. He separated the concepts of “innovation” and “novelty”. Innovation, according to A.I. Prigogine, is the subject of innovation; novelty and innovation have different life cycles; innovation is development, design, production, use, obsolescence. Innovation is origin, diffusion, routinization (the stage when innovation is “implemented in stable, constantly functioning elements of the corresponding objects”).

The largest (basic) innovations implement the largest inventions and become the basis for revolutionary revolutions in technology, the formation of new directions, and the creation of new industries. Such innovations require a long time and large expenses for their development, but they provide a significant level and scale of national economic effect, but they do not occur every year;

Major innovations (based on inventions of a similar rank) form new generations of technology within this area. They are implemented in a shorter time and at lower costs than the largest (basic) innovations, but the leap in technical level and efficiency is comparatively smaller;

Medium innovations implement inventions of the same level and serve as the basis for the creation of new models and modifications of a given generation of equipment, replacing outdated models with more efficient ones or expanding the scope of application of this generation;

Minor innovations - improve individual production or consumer parameters of manufactured models of equipment based on the use of minor inventions, which contributes to either more efficient production of these models or increased efficiency of their use.

M. Walker identifies seven types of innovations depending on the degree of use of scientific knowledge and widespread application:

1) based on the use of fundamental scientific knowledge and widely used in various spheres of social activity (for example, computers, etc.);

2) also using scientific research, but having a limited scope (for example, measuring instruments for chemical production);

3) innovations developed using existing technical knowledge with a limited scope (for example, a new type of mixer for bulk materials);

4) included in combinations of different types of knowledge in one product;

5) using one product in different areas;

6) technically complex innovations that emerged as a by-product of a major research program (for example, a ceramic saucepan created based on research conducted as part of the space program);

7) using already known techniques or methods in a new area.

A generalized classification of innovations by characteristics is given in Table. 1.1.

Table 1.1 Generalized classification of innovations by characteristics

Classification sign	Types of innovation
From the point of view of cyclical development	The largest Large Average
Depending on the degree of use of scientific knowledge	Based on: Fundamental scientific knowledge Scientific research with limited scope Existing technical knowledge Combinations of different types of knowledge Using one product in different areas Side effects of large programs Already known technology
From the point of view of structural characteristics	At the entrance Output Innovations in the enterprise structure
From the point of view of linking with individual areas of activity	Technological Production Economic Trading Social
In the field of management	Product Innovation Process (technological) innovation Workforce Innovation Innovations in management activities
From a destination point of view	For consumption as a consumer product For industrial consumption in civil industries For consumption in the defense complex
By method	Experimental
By life cycle stage	Innovations introduced at the stage: Strategic Marketing Organizational and technological preparation of production Production Service
1	2
Depending on the size of the economic effect	Discovery of new applications (increases efficiency by 10-100 times or more) Use of new operating principles (increases efficiency by 2-10 times) Creation of new design solutions (increases efficiency by 10-50%) Calculation and optimization of parameters (increases efficiency by 2-10%)
By management level	Federal Industry Territorial Primary management
According to management terms	20 or more years
By life cycle coverage	Development and application of R&D
By volume	Spot System Strategic
In relation to the previous state of the process (system)	Substituting Canceling Openers Retroinnovations
By purpose	Aimed at: Efficiency Improving working conditions Improving product quality
By planning source	Centralized Local Spontaneous
By performance	Implemented and fully used Implemented and lightly used
By level of novelty	Radical and changing or re-creating entire industries System Modifying

Of course, this classification is not exhaustive, but it should be noted that various types of innovation are closely interrelated.

The classification provides specialists with a basis for identifying the maximum number of ways to implement innovations, thereby creating a variety of solutions.

1.5 The role of innovation in enterprise development

The innovative activity of the enterprise is aimed, first of all, at increasing the competitiveness of its products (services).

Competitiveness is a characteristic of a product (service), reflecting its difference from a competing product both in terms of the degree of compliance with a specific need and in terms of the costs of satisfying it. Two elements - consumer properties and price - are the main components of the competitiveness of a product (service). However, the market prospects for goods are not only related to quality and production costs. The reason for the success or failure of a product may also be other (non-commodity) factors, such as advertising activities, the prestige of the company, the level of service offered.

At the same time, top-level service creates great attractiveness. Based on this, the competitiveness formula can be presented as follows:

Competitiveness = Quality + Price + Service.

Managing competitiveness means ensuring the optimal balance of these components, directing the main efforts to solving the following tasks: improving product quality, reducing production costs, increasing efficiency and level of service.

Essentially, the basis of the modern "philosophy of success" is to subordinate the interests of the company to the goals of developing, producing and marketing competitive products. The focus is on long-term success and the consumer. Company managers consider issues of profitability from the standpoint of quality, consumer properties of products, and competitiveness.

To analyze the position of a product on the market, assess its sales prospects, and select a sales strategy, the concept of the “product life cycle” is used. Simultaneous sales of goods at various stages of the life cycle are only possible for large companies. Small companies are forced to follow the path of specialization, i.e. That is, choose one of the following “roles”:

An innovative company that deals primarily with innovation issues;

Engineering: a company that develops original modifications of a product and its design;

A highly specialized manufacturer is most often a subsupplier of relatively simple mass-produced products;

Manufacturer of traditional high quality products (services).

Experience shows that small firms are especially active in the production of goods that go through the stages of market formation and exit from it. The fact is that a large company is usually reluctant to be the first to produce fundamentally new products. The consequences of a possible failure are much more severe for her than for a small newly formed company. Ensuring the competitiveness of a product requires an innovative, entrepreneurial approach, the essence of which is the search and implementation of innovations. In this regard, it is interesting to note that one of the classics of economic theory, A. Marshall, considered entrepreneurship to be the fundamental property, the main feature of a market economy. The main prerequisite for an innovation strategy is the obsolescence of manufactured products and technology. In this regard, every three years, enterprises should conduct certification of manufactured products, technologies, equipment and workplaces, analyze the market and distribution channels of goods. In other words, an X-ray of the business must be taken.

Chapter 2. Calculations of the main economic indicators of the enterprise

2.1 Determination of the enterprise’s production program

We present the initial data for calculations in Table 2.1.

Table 2.1 Initial data

	Indicators					Options
						4
1	Number of units of production, thousand pieces.		A			77
			IN			89
			WITH			22
2	Technological labor intensity, standard hours		A			20
			IN			15,5
			WITH			12
3	Categories for which production work is charged		A			6
			IN			4
			WITH			5
4	Total cost per unit of production, unit units		A			269
			IN			183
			WITH			268
5	Share of material costs in cost		A			0,39
			IN			0,31
			WITH			0,36
6	The profitability standard is calculated relative to the cost excluding material costs, %	A			20
		IN			23
		WITH			27
7	Book value of fixed production assets, mln.				31
8	Depreciation rate (average), %				18
9	Change in work in progress, thousand units				670
10	Change in balances of commercial products on the composition, thousand units.				320
11	Product profitability, %	A			18
		IN			24
		WITH			23
12	Capacity utilization factor			0,86
13	Number of manufacturers who simultaneously manufacture products, people.	A		4
		IN		3
		WITH		3
14	Working capital turnover ratio			3,1
15	Excise duty rate, %	A		14
		IN		10
		WITH		7
16	Receipt from the sale (at the end of the year) of unnecessary fixed assets, thousand units.			1000
17	Decrease in the “other expenses” element, %			11
18	Cost of industrial work for other enterprises, thousand units.			450

To calculate the production program in cost terms, it is necessary first of all to determine the price structure of a unit of product.

The price of a product consists of individual elements. The main ones are cost and profit. Their presence in the price is mandatory. In addition, the price may include:

Excise duty;

Value added tax;

Markups of supply and sales organizations;

Trade allowances or discounts.

When calculating the wholesale price, profit is determined as a percentage of cost. This percentage characterizes the profitability of the enterprise and is called profitability.

Product profitability equals

where Рпі is the profitability of products of the i-th name in percent;

Pi - profit of the enterprise from the sale of a unit of the marked product, monetary units (g.o.);

Сі - total cost per unit of the marked product, g.o.

According to the product profitability specified in the initial data (point 11), it is possible to calculate the wholesale price of a unit of product of the i-th name

Copt.i = Si + Pi, units (2.2.)

Then, marketable products that are prepared for delivery to consumers are defined as

(2.3.)

where TP is the volume of commercial products;

Nі - output of products of the i-th name in natural units;

Tsopt.i - wholesale price of the enterprise for a unit of product of the i-th name, g.o.;

P - cost of industrial work for other enterprises, city;

m - product range.

The company's sold products are the cost of shipped products for which funds were received into the account of the supplier company within the specified period; sold products are determined by the formula

where RP - sold products, g.o.;

TP - commercial products, g.o.;

Gn, Gk - finished products that are in the warehouse or shipped, respectively, at the beginning and end of the noted period

Thus, the sold products in this case will differ from the commodity ones by the amount of the change in the balances of finished products in the warehouse.

RP = 52339.30 + (320) = 52659.30 thousand units.

Gross output includes (in value terms) all products, regardless of the degree of their readiness; gross output is determined by the formula

VP = TP + NZVk - NZVp, units, (2.5)

where VP is gross output, units;

NZVk, NZVp - the value of work in progress balances, respectively, at the beginning and end of the noted period, unit units.

VP = 52339.30 + (670) = 53009.30 thousand units.

Standard-net production, as is known, reflects the newly formed value and is calculated using the formula:

,(2.6)

where PPn is the volume of standard-clean products, unit units;

Nі - output of products of the i-th name in natural units, pcs.;

NNPi - standard unit of net product of the i-th name, g.o.;

m - nomenclature;

P is the cost of industrial work, which takes into account only the wages of workers with contributions to social funds and standardized profit, i.e.

The standard for a unit of net product of the i-th item is calculated using the formula:

NChPi= ZPri + Kzp ZPri + Pni, units, (2.7)

where NNPi is the standard unit of net production, units;

ZPi - wages (basic and additional) with the enterprise’s contributions to social funds (which amount to 37.8% of the amount of basic and additional wages) of those workers who produce a unit of product of the i-th name;

Кзп - wage coefficient, which allows you to take into account wage costs with contributions to social funds of other categories of production personnel;

Пні - standard profit per unit of product of the i-th name, unit units.

(2.8)

where ZPi is the wages of workers (basic and additional) with the enterprise’s deduction to social funds for the production of a unit of product of the i-th name, unit units;

Tstі - hourly tariff rate of the category at which work on the production of a unit of product of the i-th name is charged, units/hour;

tі - standard time (technological labor intensity) for the production of a unit of product of the i-th name, standard hours;

Kdzp - coefficient taking into account additional wages (initial data);

Ksf is a coefficient that takes into account deductions to social funds.

where Kzp is the wage coefficient;

FZPvpv - wage fund of industrial production personnel of an enterprise for a certain period (in this case, a year), g.o.;

FZPr - wage fund of workers of the enterprise for the same period, g.o.

(2.9)

where Pni is the standard profit per unit of product of the i-th item, unit units;

Сi is the total cost of a unit of product of the i-th name, units;

Смі - expenses for materials for the manufacture of a unit of product of the i-th name, g.o.;

Рні - standard profitability, calculated in relation to the cost without material costs, % (initial data, paragraph 6).

Then, the standard unit of net production will be:

NPP A = (1 + 0.46) . 126.10 + 32.82 = 216.93 cu.

NHP B = (1 + 0.46) . 80.65 + 29.04 = 146.79 cu.

NHP C = (1 + 0.46) . 67.93 + 46.31 = 145.49 cu.

PE N = 77. 216.93 + 89. 146.79 + 22. 145.49 + 450 = 33418.7 thousand units.

Conditionally clean products differ from standard clean products by the amount of annual depreciation charges

UChP=ChPn+A, d.u., (2.10)

where UHP is conditionally pure products, unit units;

PPn - standard clean products, units;

A - depreciation charges, units.

Depreciation charges for a quarter are determined as the product of the book value of fixed assets as of the beginning of the reporting quarter and a quarter of the established depreciation rate.

The book value at the beginning of the quarter (period) is equal to

where Ba is the book value of fixed production assets at the beginning of a certain period;

B(a-1) - book value of fixed production assets at the beginning of the previous period;

A(a-1) - depreciation charges for the previous period;

Pa-1 - expenses for the acquisition of fixed production assets in the previous period;

B(a-1) - the cost of decommissioned fixed assets in the previous period.

Depreciation charges for the year are equal to the amount of depreciation charges for four quarters.

UHP = 33418.7 + 16984.2 = 50402.9 thousand units.

It is advisable to present all indicators of the enterprise’s production program in Table 2.2.

Table 2.2 Indicators of the enterprise’s production program

2.2 Calculations of the required labor resources and the efficiency of their use

The number of piece workers can be calculated as a share of the distribution of the total labor intensity of the production program over the actual working time of one average worker.

The number of all industrial production personnel is determined based on the proportion of the number of piece workers.

Labor productivity is one of the most important economic indicators and indicates the efficiency of the use of labor resources in the enterprise; it shows the ability of one average employee of an enterprise to produce a certain amount of products per unit of time (in this case, per year).

In Ukraine, labor productivity for an enterprise and industry is calculated as follows:

where PP is labor productivity, units;

TP - commercial products, units;

Table 2.3 Labor productivity at the enterprise

2.3 Definitions of production capacity, production assets and the efficiency of their use

Calculation of production capacity is the most important stage in justifying the production program of an enterprise. On its basis, production volumes are planned, capacity balances are drawn up, and the volumes of required capital investments are determined. Production capacity is the maximum possible volume of output of an enterprise for a certain period of time (shift, day, month, year) in a certain nomenclature and assortment when equipment and production space are fully loaded.

The following formulas can be used to calculate production capacity. Production capacity (in conventional units, since production is multi-product) is equal to:

(2.14)

where Pv is production capacity in conventional units;

VPf.um. - actual production in conventional units;

KVP - production capacity utilization factor.

(2.15)

where τ å is the total machine capacity of the entire production program, hours;

τ mind. - machine capacity of one conventional unit of production, hour/piece.

The machine intensity of a unit of product of the i-th name τ i can be approximately determined as a fraction of the labor intensity of a unit of this product divided by the number of people who simultaneously produce this product.

(2.15)

where τ å is the total machine capacity of the entire production program, hour;

Machine intensity per unit of product of the i-th name, hour/product;

VPi - production of products of the i-th name, pcs.

The machine capacity of one conventional unit is calculated as follows:

where is the machine capacity of a unit of product of the i-th name, hour/product;

The share of products of the i-th name in the total number of products.

Let us assume that the machine capacity of one product A is 2 hours/product; products B – 2 hours/product; C - 3 hours/product.

t mind = 20/4 * 77/188 + 15.5/3 * 89/188 + 12/3 * 22/188 = 4.96 hours/us. product

VP f.um = 932.833/4.96 = 188.071 thousand us. units

Therefore, production capacity is equal to:

The efficiency of using fixed production assets is determined by such indicators as capital productivity, capital intensity, and capital-labor ratio.

,(2.17)

where Fv is capital productivity, unit/unit, which shows how much marketable output is removed from each monetary unit of the value of fixed production assets;

TP - commercial products, units;

OVFsr - average annual cost of fixed production assets, unit units.

The average annual cost of fixed assets can be calculated as follows:

where BP, BV are the book value of fixed production assets, respectively, at the beginning and end of the year, g.o.

The book value of fixed production assets at the end of the year, compared with their value at the beginning of the year, is reduced by the amount of depreciation charges and the cost of sold unnecessary fixed production assets.

Therefore, capital productivity will be:

where Fe is capital intensity, monetary units/units;

TP - commercial products, units.

The capital-labor ratio is equal to:

where Фo is the capital-labor ratio, units/person;

OVFsr - average annual cost of fixed production assets, units;

PPP - number of industrial production personnel, people.

The average annual cost of working capital can be determined from the turnover ratio formula:

(2.21)

where Cob is the working capital turnover ratio;

RP - products sold for the year, units;

The duration of the turnover is determined by the formula:

, (2.22)

where Tob is the duration of one revolution, days;

Kob - working capital turnover ratio.

A general indicator of the efficiency of an enterprise is its profitability (or rate of return), which is defined as:

(2.23)

where P is the profitability of the enterprise, %;

Pbal - balance sheet profit of the enterprise, units;

OVFsr - average annual cost of fixed production assets, units;

OZnSR - average annual cost of standardized working capital, unit units.

Let us determine the average annual cost of standardized working capital:

OZ Nsr = RP / K rev = 52659.3/3.1 = 16986.871 thousand. e.e.

The profitability of the enterprise is:

P = 8993.3/ (22507.9 + 16986.871) *100 = 22.77%.

2.4 Compiling the cost of commercial products and determining its structure

To implement measures to reduce cost, it is necessary to determine its structure, that is, to calculate the contribution of each element to the total total cost.

Material costs can be calculated based on their share in the unit cost of each type of product; then total material costs are the sum of the products of material costs per unit of production and its quantity in kind.

MV = 0.39. 269. 77 + 0.31. 183. 89 + 0.36. 268. 22 = 15249.6 thousand units.

The second element of cost - wages - contains the basic and additional wages of all industrial production personnel. To calculate it you need to determine:

The basic wage required for the production of a unit of product of the i-th name, based on the hourly tariff rate of the category at which the work is charged, and its labor intensity (Table 2.4);

Wages per unit of production, taking into account additional ones (Table 2.5);

Wages of piece workers who directly produce all products according to the nomenclature (Table 2.6);

Salaries of all personnel, taking into account the wage ratio.

Table 2.4 Basic salary

Table 2.5 Salary from additional accounting

Table 2.6 Wages of piece workers

Salaries of all staff:

Кзп = (ФЗПппп – ФЗПр) / ФЗПр;

FZPr = FZPpvp/(1+Kzp);

FZPr = 5335.66/1.46 = 3654.56 thousand units

The third element - deductions to social funds - is determined based on the amount of wages and established percentages of deductions:

The fourth element - depreciation - was previously defined in subsection 2.2 and is equal to:

A = 16984.2 thousand units

The fifth element - other expenses - is calculated as the difference between the total cost of the entire output of marketable products and the sum of the previous elements.

To determine the contribution of each element, the entire cost must be taken as 100%, then calculate the share of each element as a percentage; The calculation results are shown in Table 2.7.

Table 2.7 Structure of the cost of commercial products

2.5 Determination of prices for products, registration and distribution of enterprise profits

According to the structure of the unit price of the product, we will calculate the selling prices for the company’s products, using the previously calculated wholesale prices. The selling price contains excise duty (as a percentage of the wholesale price) and value added tax (20% of the wholesale price together with excise duty).

Table 2.8 Selling price of the enterprise by type of product

Wholesale price	Excise duty, % of the wholesale price	VAT, %	Selling price
A	317,42	14	20	434,23
IN	226,92	10	20	299,53
WITH	329,64	7	20	423,26

Profit can be determined by the formula

where is the total amount of profit that will flow to the enterprise after the sale of marketable products, units;

VPi - output of products of the i-th name, pcs;

Pi is the profit planned in the wholesale price of a unit of product of the i-th item, unit units; determined by product profitability indicators;

RM - receipts from the sale of unnecessary property, e.g.

The profit that remains at the enterprise is equal to 75% of the total profit, that is, this profit is approximately distributed according to the following scheme (in percentage):

reserve fund - 5

fund for the development of production, science and technology - 50

social development fund - 15

material incentive fund - 30

Funds for social development and material incentives are formed only from the profits that remain in the enterprise; the fund for the development of science and technology production (FRSPT) has other sources (for example, depreciation charges); therefore, its value must be calculated.

Table 2.9 Distribution of profit that remains in the enterprise

If we assume that FRPNT will be used to purchase new fixed production assets, then we can calculate the renewal coefficient using the formula

where is Konovl? - renewal coefficient;

OVFvv - the cost of introduced fixed production assets for a certain period, units;

OVFk - the cost of fixed production assets at the end of the period, unit units.

The value of the obtained renewal coefficient allows us to assess the sufficiency or lack of funds for the reconstruction of the enterprise. Consequently, the enterprise has enough funds to carry out reconstruction.

2.6 Fulfillment of the enterprise’s obligations to the budget and social funds

The company pays to budgets:

1) income tax, which is equal to 25% of;

Pp.=På*0.25=9993.3*0.25=2498.325

2) excise duty;

3) value added tax;

The amount of excise duty paid by an enterprise as a manufacturer of excisable goods can be determined by the formula:

(2.27)

where is the total amount of excise taxes paid by the enterprise, units;

Ni - output of products of the i-th name, pcs;

CI - wholesale price of a unit of product of the i-th name, units;

САЗі - excise duty rate on products of the i-th name;

n - production nomenclature.

The value added tax, which is 20%, is equal to

(2.29)

where VAT is value added tax, units;

VAT - value added tax rate, %;

Tsi - output of products of the i-th name, pcs;

These are the wholesale price of a unit of product of the i-th name, units;

АЗі - excise duty per unit of product of the i-th name, e.g.

(2.30)

Sazi - excise duty rate on products of the i-th name, %.

Therefore, the value added tax will be equal to:

The enterprise makes contributions to the pension fund (32%), the employment assistance fund (1.9%), the social insurance fund (2.9%), the accident insurance fund (at the rate; in mechanical engineering - 2.55%) from all payments to staff, both in the form of wages and bonuses.

Therefore, contributions to the pension fund will be:

Contribution to the employment promotion fund:

Social Insurance Fund:

Contributions to the social accident insurance fund:

2.7 Social activities of the enterprise

An obligatory and integral component of the enterprise’s activities is the creation of conditions aimed at improving the financial condition of employees. This is facilitated by making a profit and partially using it to pay bonuses and purchase housing.

2.7.1 Calculation of average monthly wages at an enterprise

The material incentive fund, aimed exclusively at paying bonuses for the results of work for the year, is distributed in proportion to wages. Therefore, the average monthly salary for an employee of an enterprise can be calculated as follows:

where ZPsr.p. - average monthly salary of an enterprise employee, units/person;

FZPPpp - wage fund of industrial production personnel, units;

FMP - material incentive fund, units;

PPP - number of industrial production personnel, people.

To determine the average monthly salary of a worker at an enterprise, it is necessary to calculate how many monetary units of the bonus fall on one monetary unit of wages (so to speak, the “price of distribution of the bonus”)

where TsRP is the price of premium distribution, units;

FMZ - material incentive fund, units;

FZPPpp - wage fund for industrial production personnel, e.g.

2.7.2 Implementation of the enterprise’s social program (providing housing)

The implementation of the enterprise's social program primarily concerns the provision of housing to those workers for whom it is extremely necessary.

Under the assumption that all funds from the social development fund will be used to purchase housing, an enterprise is able to purchase

,(2.33)

where n is the number of apartments;

SDF - social development fund, units;

Tskv - approximate price for one apartment, unit/sq.m.

Considering that, according to statistics, approximately 5% of personnel need housing or improved living conditions, it is possible to determine the level of satisfaction of this need. It amounts to:

.(2.34)

Conclusions

Innovation means changes in the economy, industry, society, in the behavior of buyers, producers, and workers. Therefore, it must always focus on the market and be guided by its needs. For an enterprise to carry out innovative activities, it must have such a structure and such a mindset that would contribute to the creation of an atmosphere of entrepreneurship, an atmosphere of perception of new favorable opportunities. Innovative activity is very important in an enterprise, since in modern conditions the successful operation of enterprises is impossible without innovation.

Literature

1. Zaitsev N.L. Economics of an industrial enterprise: Textbook; 3rd ed., revised. and additional - M.: INFRA-M, 2001

3. Innovative management: a textbook for universities / Morozov Yu.P.. M.: UNITI, 2000. Pp. 15-27

4. Innovative management: Textbook / O.M. Khotasheva.-St. Petersburg: Peter, 2005. Pp. 201-211

5. Innovative management: Textbook for universities / S.D. Ilinova, L.M. Gokhberg, S.Yu. Yagudin and others; Ed. prof. S.D. Ilyenkova. - 2nd ed., revised and additional - M.: UNITY-DANA, 2003. Pp. 3-8

10. Economics of Enterprise: Textbook for Economic Universities. Ed. Rudenko A.I. – Minsk, 1995.