Abstract
Any modern machine-building enterprise is a complex system consisting of many organizational elements with clearly defined functions, boundaries and resources. The size of these resources determines the planned productivity of the enterprise. At the same time, an enterprise is a social system that has non-linear properties, since the human factor is involved. Therefore, situations are possible where even small beneficial changes in the nature of the interaction in the production system can cause a significant increase in productivity. However, situations are also possible when large transformations that consume significant resources do not lead to desired achievements or even worsen the existing state. This article discusses the application of process-oriented thinking in the practical work of an enterprise at all its levels.
Highlights
The results of the modern enterprise functioning depend directly on the chosen scheme for activities implementation[1,2]
Situations are possible where even small beneficial changes in the nature of the interaction in the production system can cause a significant increase in productivity
Much time is spent on meetings in order to coordinate the positions of various structural divisions. This model does not, consider the actions of employees who directly create new values for consumers. This opportunity is provided by the application of the process approach
Summary
The results of the modern enterprise functioning depend directly on the chosen scheme for activities implementation[1,2]. The structural model of enterprise functioning in the form of a hierarchy of powers has received the greatest application Such an organization of human interaction in production has large inertia Corrections, changes, improvements require a serious investment of time and effort by managers. Much time is spent on meetings in order to coordinate the positions of various structural divisions This model does not, consider the actions of employees who directly create new values for consumers. The process approach involves the allocation of separate independent types of activities These activities use the resources and allow management to transform input elements to output. Within the enterprise, the relationship "boss - executor" is transformed into interaction according to the rule "supplierconsumer" This is a fundamental difference from the traditional approach to management activities. A certain activity of people is carried out, which involves the use of the necessary resources and the presence of control actions to achieve the their goals
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