Big encyclopedia of oil and gas. Radchenko L.A.

Introduction

From a system of defect-free manufacturing of products at the workplace to an integrated product quality management system at the enterprise
Development of a systematic approach to product quality management abroad
The main directions of using domestic and foreign experience of a systematic approach in product quality management

Introduction

One of the most important factors in increasing production efficiency is improving the quality of products.

Improving the quality of products is currently regarded as a decisive condition for its competitiveness in the domestic and foreign markets. The competitiveness of products largely determines the prestige of a country and is a decisive factor in increasing its national wealth.

In the structure of the export of the national economy of our state, the production of mechanical engineering is relatively small, that is, our export still has a raw material orientation.

The main reason for the extremely small volumes of exports of engineering products is their lack of competitiveness, and this reason is aggravated by the fierce competition in world markets.

In industrial developed countries many firms and companies operate quality systems that successfully ensure high quality and competitiveness of their products. For the most part, these systems are similar to domestic integrated product quality management systems (CMS), but unlike them, they are much more efficient.

The composition and essence of quality systems is regulated by a number of international standards on product quality management. For consumers, the availability of such systems at the manufacturers of products is a guarantee that they will be supplied with products of the required quality in full compliance with the agreements (contracts). Therefore, when concluding contracts, the consumer often requires a check of the manufacturer's quality assurance system for compliance with the requirements of international standards. Thus, Russian enterprises cannot do without such systems of product quality assurance.

Machine-building enterprises that have formalized and functioning integrated product quality management systems have a sufficiently serious basis for the development and implementation of product quality assurance systems that meet the requirements of international standards. These systems will become an effective means and instrument for product quality management and ensuring its competitiveness.

1. From the system of defect-free manufacturing of products at the workplace to an integrated product quality management system at the enterprise

The entire experience of work to solve the problem of product quality at mechanical engineering enterprises has determined the need to use a systematic approach. On its basis, they are currently trying to create and improve practically all control systems everywhere.

The systems approach involves the study of an object as a system of an integral complex of interrelated elements in unity with the environment in which they are located. Elements of any system, as a rule, are systems (subsystems) of a lower order, and each system (subsystem), in turn, acts as a separate element of a system of a higher order / 4, p. 11 /.

Each system must have a purpose that determines the nature of the interaction and interconnections of all elements and subsystems of the system. In it, it is always, first of all, necessary to single out the object of control (controlled subsystem) and the subject of control (control system), between which links should be carried out along the direct (from the subject to the object of control - information and impact) and inverse (from the object to the subject - information about the state of the control object) communication channels. Each of the systems should be open and have input, output, direct and feedback connections with the external environment, systems of a higher and lower order.

It should, nevertheless, be recognized that a systematic approach to product quality management at mechanical engineering enterprises is the result of the evolution of forms and methods of work in terms of quality, starting from an individual form of organizing work in terms of quality and ending with the widespread introduction of a systemic organization of work in terms of quality.

At enterprises Soviet Union the systematic approach began to be applied in the 40-50s, that is, 20 years after the organization of the departments for technical control of products. In the course of the work of the Quality Control Department, it became clear that in the conditions of a relatively high technical equipment of production units, an increase in labor productivity and insufficient responsibility for the quality of manufacturing workers, due to poor equipment with means of product quality control, the Quality Control Department from active bodies for the prevention and prevention of defects turned into departments of elementary razrakovshchikov products / 4, p.14 /. This nature of the work did not contribute to the systematic improvement and maintenance of the established level of product quality from its manufacture to use (operation).

It became necessary to switch to a decentralized system of quality control of manufactured products, which forced labor collectives to search for new methods of quality assurance.

The most characteristic representatives of the systematic organization of work are rightfully considered: the Saratov system of defect-free manufacturing of products and delivery of it to the Quality Control Department and the customer from the first presentation, a more advanced CANARSPI system (quality, reliability, resource from the first products), developed by a number of design organizations of the Gorky region, Yaroslavl the NORM system (scientific organization of work to increase the motor resource) and, finally, the Lviv integrated product quality management system (KS UKP).

According to the Saratov BIP system, introduced at the enterprises of the Saratov region in 1955/47, p. 257 /, a mechanism was found to activate the participants in the production process, stimulating them to identify and eliminate not defects, but the causes of defects. After re-presentation, the worker was deprived of the bonus. The inevitability of punishment forced the worker to strictly observe technological discipline or to make claims to the foreman, tool service, service of the chief mechanic, if the cause of the defect was low-quality materials, blanks, tools, equipment, machine tools / 3, p.14 /.

The Gorky system provides for broad, stable and constant interaction between the experimental design bureau (OKB) - the developer and the plant carrying out serial production. The main task is to identify and eliminate possible causes of defects at the pre-production stage and in the process of preparing the production of new products. The system was designed to practically exclude the refinement of the product and technology during the period of serial production. It provided for:

careful and deep research, design and experimental work when creating a product;

accelerated and special tests for the reliability and durability of units and units of the product;

widespread use of methods of full-scale, model and mathematical modeling of the behavior of a product, its components and assemblies in conditions close to operation;

full execution of works on technological preparation of serial production.

The Yaroslavl NORM system was introduced in the middle of the 60s at the Yaroslavl Motor Plant Autodiesel .

In this system, one of the most important technical parameters was adopted as the quality criterion - the resource to the first overhaul. Special attention was paid to the development of design and technology, providing an increase in the technical level and quality of the engine.

It also used and developed the main elements of the Saratov and Gorky systems for organizing work on the quality of products, as in the Gorky system, the experience of using the Saratov system for defect-free manufacturing was used.

In the first half of the 70s, as a result of a joint research and production experiment of the enterprises of the Lviv region, the All-Union Research Institute of Standardization of the USSR State Standard and the Research and Production Association System a comprehensive product quality management system was developed and tested.

In it, the organization of work on quality is carried out through the formation of functions and tasks of quality management, as well as their careful and coordinated distribution between the management bodies of the enterprise.

The main goal of the system was formulated as follows: to ensure high and stable growth rates of the quality of products manufactured by the enterprise. It is achieved:

creation and development of new high-quality types of products;

timely launch of new products into production;

removal from production of obsolete products;

improving the quality indicators of manufactured products by improving and modernizing them.

Functions and tasks, methods and methods of their implementation are fixed in the set of enterprise standards (STP). The range of functions and tasks included in the STP includes the following:

forecasting needs, technical level and product quality;

planning to improve product quality;

rationing of requirements for product quality;

product certification;

organization of product development and launching into production;

organization of technological preparation of production;

organization of metrological support;

organization of material and technical support;

special training and education of personnel;

ensuring the stability of the planned level of product quality during its development, manufacture, storage, transportation, marketing and operation (consumption);

stimulation of product quality improvement;

quality control and product testing;

supervision over the implementation and observance of standards, technical specifications and condition of measuring instruments;

legal support of product quality management;

information support of the product quality management system.

The use of organizational design has been and still is of invaluable importance in the creation of an integrated system and the development of a systematic approach to product quality management.

The development of system projects, while observing all design rules, made it possible to carry out a truly complex PCD and link all aspects of the enterprise's activities in the field of product quality. In this case, one of the most important documents of the system project was supposed to play a special role - a comprehensive plan for improving product quality (program Quality ).

At the Voronezh Aviation Production Association (now it is the Voronezh Joint-Stock Aircraft Building Company - VASO), a comprehensive product quality management system (KS UKP) was introduced in 1976 (Appendix 1.) / 5, p.73 /.

KS UCP is an organizational structure for the distribution of powers and responsibilities, requirements and methods of their implementation, and also includes the resources necessary for its functioning.

CC UKP is the main part of the overall enterprise management system and operates simultaneously with all other activities at the enterprise, coordinating and interacting with them.

Interaction takes place at five levels:

Organization of work on product quality management at the level of enterprise management (director, chief engineer, their deputies).

Organization of work on product quality management at the level of chief specialists, ensuring the solution of the tasks of a comprehensive product quality assurance program.

Organization of work on the UCP at the level of heads of shops and departments who implement activities for the QC UCP within their divisions.

Organization of work on UCP at the level of heads of bureaus, brigades, sections, which ensure the organization of defect-free manufacturing of products and the work of quality performers.

Organization of work of direct performers to ensure high quality products, which in their activities carry out the organization personal work strict execution and compliance with the requirements of normative and technical documentation and ensuring the achievement of high indicators of product quality.

The PCD system should function in such a way that the potential customer or consumer of the product is sure that:

his requirements for this product will be fully satisfied;

emerging problems will not only be eliminated, but cannot arise in the future due to the operation of an effective mechanism for preventing their occurrence;

products, as a result of its constant improvement, taking into account the achievements of domestic and foreign scientists, as well as the accumulated experience, will continue to meet the growing needs.

Turning to the organizational structure of the CC of the UKP, it should be noted that:

the implementation of the above requirements is carried out on the basis of permanent organizational, technical, economic measures to ensure and maintain the required level of product quality during its development, production and operation;

general management of the system is carried out by the general director of VASO, who determines the policy in the field of product quality and provides the necessary conditions for its implementation;

coordination of the activities of structural units for the implementation of the quality policy and quality management requirements, the development of fundamental documents, general rules and procedures for quality assurance is entrusted to the Deputy General Director for Quality;

methodological guidance and coordination of the activities of all departments of VASO on quality management is carried out by the product quality management bureau, which is structurally part of the technical control department and reports to the deputy general director for quality;

operational development of organizational and technical measures to prevent product failure during testing and operation is carried out with the help of the quality coordination council.

The objects of management in the UKP system are the conditions and factors that affect the quality assurance of products. These include:

the state of design, technical, regulatory and technical documentation;

quality of equipment, tooling, tools, measuring instruments, control;

quality of raw materials, materials, semi-finished products, purchased components;

the quality of organization and production management;

the quality of production processes and the rhythm of work;

economic mechanism and its elements (plan, pricing, economic incentives ...);

quality of personnel management.

The introduction of the KS UKP at domestic enterprises had a great positive experience in improving the quality of products. But at the same time, it should be borne in mind that in the practical use of the methods of KS PCD, disadvantages appeared, which in modern conditions no longer allow the manufacture of competitive products. Among the disadvantages inherent in the CC UKP should be noted:

weak methodological guidance from the branch, parent and base organizations for UCP and standardization;

passivity of heads of enterprises in the creation and improvement of PCD systems, as well as in the creation and recruitment of PCD units with trained and proactive employees;

formal attitude to the organization of PCD systems;

a superficial analysis of the state of affairs in the field of product quality and the same approach to the creation and endowment of the appropriate functions of the QS UKP, neglect of the most important principles of product quality management;

the cumbersomeness of the system caused by the creation of a large number of enterprise standards, often overlapping each other;

underestimation of the role of training according to the UKP, which led to a misunderstanding by employees of the need to carry out work in the field of product quality, the importance of compliance and implementation of enterprise standards;

emasculation and exclusion from the documents being developed of valuable and necessary provisions for work in the field of product quality when coordinated with the interested services;

not all divisions of the enterprises participated in the work to improve and ensure the quality of products;

work on the UCP within the system was headed by the technical control departments, and not by the first heads of the enterprise, which created contradictions between the managers and the quality control department during work on the plan and for quality ;

insufficient level of traceability of materials, parts, assemblies and products in cases of their defects and failures;

oblivion of the fundamental principles of PCD in some enterprises in real conditions;

lack of incentives for the production of high-quality products;

incomplete coverage of the management of conditions and factors affecting product quality;

incomplete interconnection of the PCD system with other control systems;

the PCD systems did not properly reflect the importance and role of personnel in ensuring product quality;

insufficient level of material, technical, technological and metrological support of production.

But experience has shown that it is precisely this kind of systems that are the tool with which it is possible to create, with the widespread use of economic methods in management, an effective mechanism for managing product quality.

Development of a systematic approach to product quality management abroad

At present, the most advanced experience in the field of product quality and the application of a systematic approach to PCD has been accumulated in various firms in industrialized countries. At the same time, various models of PCD systems have been developed. The models of Feigenbaum, Ettinger-Sittig, and Juran are of the greatest interest.

Each system can be represented graphically:

Feigenbaum's model is a triangle with horizontal lines divided into five parts by lateral sides; and each part, in turn, is subdivided by vertical lines, which forms a total of 17 functions (sections) in all five parts, which are practically based only on product quality control;

the Ettinger-Sittig model, developed by the European Organization for Quality Control (EQC), is graphically depicted as a circle divided into sectors. Each sector is a certain stage of work. This model already takes into account the influence of demand on product quality, and also provides for the study of sales markets;

Juran's model is an upward spiral, not a closed triangle or circle. The spiral more fully reflects the stages of continuous formation and improvement of product quality. It includes two previous models, it also provides for a constant study of demand in the sales market and performance indicators of quality, which determines the full orientation of production to the requirements of consumers and the sales market / 4, p. 23 /.

On their basis, systems for managing and ensuring product quality have been developed in detail, in particular, in Japan and the United States.

In Japan, as elsewhere, in the beginning, work in the field of product quality expanded to the wider use of methods of product quality control. Statistical control methods began to occupy a special place in the initial period.

At the end of the 50s in Japan, comprehensive internal quality control penetrated into the industry throughout the industry, providing for control by all employees of the company, from workers, foremen and ending with management.

From that moment on, systematic training of all employees in quality control methods began. In the future, the training system turned, in essence, into a continuous and constant system of educating workers in a respectful attitude towards the consumer and the quality results of their work. When implementing all measures for training, education and implementation of product quality control systems, Japanese specialists fully took into account and take into account: the specificity of products, traditions of firms, culture and everyday life, level of education, labor relations ...

At the beginning of the 60s, when laws were adopted in Japan, providing preferential conditions for manufacturers of exported goods, the efforts of exporters were already aimed at achieving the quality of products of the global level.

Summarizing the experience of Japan in product quality management, its main features for the current period of time include the following / 1, p. 201 /:

Long-term, consistent and purposeful solution of quality problems on the basis of everything advanced, modern that the theory has accumulated and practice in this area creates.

Fostering a respectful attitude towards the consumer, his wishes and requirements.

Participation of all departments and employees of the company in ensuring and managing product quality. Extensive research has established that only 15-20% of quality problems arise through the fault of direct performers and workers, and 80-85% is a consequence of the imperfection of the company's management system, the responsibility for the functioning of which is borne by its top management.

Continuous systematic training of personnel on issues of support and PCD, which gives high level training in this area of all employees of the company.

Effective functioning of a wide network of quality circles at all stages of the product life cycle. Currently, there are one million quality circles in Japan, in which about 10 million people participate.

Use of an advanced inspection system for all support and PCD activities.

Widespread use of advanced quality control methods, including statistical methods, with priority control of the quality of production processes in the provision and PCD.

Development and implementation of deeply developed comprehensive quality control programs and optimal plans for their implementation.

Availability of high-quality means of labor in the production sector (with an age composition of up to 5-7 years).

Existence of an exceptionally developed system of promoting the creation of high-quality products and encouraging conscientious work.

Strong influence on the part of the state on the fundamental directions of improving and ensuring the quality of products.

In the United States, improving product quality is seen as a top priority. At the same time, most of the impacts on the PCD are mainly technical and organizational. Quality assurance is carried out by a dedicated quality management department. Extremely serious attention in American firms is paid to product quality control, which covers all stages of the product life cycle. When carrying out such control, its most important parties are:

involvement of a wide range of performers in the performance of product quality control functions;

execution of the most important quality control operations by specialized services.

Under the UKP, services are actively studying and analyzing the costs and expenses of ensuring the production of quality products. And, not content with the achieved level of product quality, American firms spend on average 3-5% of the amount of sales to improve its quality / 2, p. 15 /.

Firm executives devote at least 50% of their time to quality issues.

One of the widespread methods of product quality assurance in American firms, as well as in Japan, is the method of statistical quality control. For its implementation, technical means are used that automatically collect, accumulate, process data and issue the results of applying the statistical method.

Of great importance in the UKP are the issues of studying and forecasting the needs of consumers and the demand for products. Therefore, companies pay great attention to this issue, improving, in accordance with market requirements, not only technical indicators of product quality, but also efficiency.

When products with defects are released, manufacturers are subject to rather strict liability in the United States, which results in a significant reduction in the production of defective products and in the improvement of warranty and service activities.

KS UKP at US firms is an efficiently structured and well-oiled program aimed at introducing a set of measures according to the scheme man - machine - information ensuring the quality of products that actually meet the requirements of the consumer, and reducing the cost of quality, carried out by the company. Modern American UCP systems provide not only the interaction of all services, but also complete satisfaction of the consumer's requirements in relation to quality, as well as reducing the cost of achieving it and economically using all types of resources.

The UKP system includes the following subsystems:

evaluation of pilot production;

product quality planning and production process;

control, assessment and planning of the quality of the supplied material;

receiving feedback on product quality;

assessment of the quality of products and the production process and their control;

the definition of equipment that allows you to obtain information about the quality of products;

training in quality assurance methods, orientation and staff development;

warranty service;

management of work in the field of product quality;

International Organization on standardization (ISO), taking as a basis the existing standards and guidelines for quality assurance systems and supplementing them with consumer requirements, developed and approved by the ISO Council a series of international standards on PCD that establish requirements for product quality assurance systems. These standards, in essence, generalize and concentrate all the experience of leading countries in the field of product quality management, accumulated in recent decades. International standards are interconnected / 4, p.27 /.

In accordance with the guidelines of the standards, the quality system should operate simultaneously with all other activities affecting product quality and interact with them. The impact of the system extends to all stages of the PCD, implemented in a closed loop of quality, basically corresponding to the spiral of quality. The components of the mentioned quality loop are:

Marketing, search and market research;

Design and (or) development technical requirements, product development;

Material and technical supply;

Preparation and development of production processes;

Production of products;

Control, testing and inspection;

Packaging and storage;

Sales and distribution of products;

Installation and operation;

Technical assistance in maintenance;

Disposal after product use.

Among all the stages of the UKP highest value, especially for the development of international trade, has marketing (identifying the needs of market demand at a certain time for products and their cost, consumer requirements, informing the management about this; as well as issues of design and product development).

The use of ISO international standards for PCD in enterprises is a generally recognized guarantee of entering the international market.

Summarizing the best practices of PCD in industrialized countries, the following can be noted:

goals and objectives for increasing, ensuring and improving product quality are at the center economic policy each firm, company, concern ... At the same time, it is considered the main thing - to meet the needs and requirements of consumers;

achievement of the required product quality (taking into account the price) with minimal costs;

delivery of products to consumers on time;

the main criteria for achieving goals in the field of product quality are customer satisfaction and the release of competitive products;

recognition and implementation of an integrated and systematic approach to UCP as the most effective methods for achieving goals and solving problems in the field of product quality;

use of high quality labor tools in the production of competitive products;

continuous and systematic training and specialized professional training of highly qualified personnel in the field of support and PCD;

constant, conscientious and creative work of all employees to improve, ensure and improve the quality of products;

fostering in each manufacturer of products, performer, all employees a respectful attitude towards the consumer, customer;

creating an atmosphere of respectful attitude towards employees of any job category and attention to their needs, requests, and everyday life.

3. The main directions of using domestic and foreign experience of a systematic approach in product quality management

overseas quality control

In accordance with our own and foreign experience and current international standards, it is necessary to revise the model of the current product quality management system. The focus of improving the current PCD system should be such that its functioning is ensured on the basis of a real quality management mechanism, focused on the manufacture of competitive products that meet the requirements of existing and potential consumers.

In this case, it is necessary to focus on the use of the following fundamentally important provisions in the PCD system:

the priorities in the PCM system should be arranged in such a way that the quality of the products in the name of the consumer is in the first place. At each enterprise, all workers and employees need to know and strive to ensure that products are manufactured better and more / 4, p.31 /. The management of the enterprise should be intelligible, based on business case to bring to the production departments that the quality assurance task is in the first place, and the production volumes - only in the second and insist on the implementation of this approach. This approach should not be limited to calling and command;

everywhere and constantly reinforce the above approach by conducting a new investment and innovation policy, moving from the traditional increase in production volumes to reconstruction, re-equipment and renewal of fixed assets and the products themselves, which ensure a significant increase in product quality;

the manufacturer must have and implement a rational system for collecting, accounting, processing, analyzing and storing information data on the quality of products for a certain period;

to ensure the required quality of each type of product, a separate PCD system must function at the enterprise;

improvement of material and technical supply should be carried out by the ability to find the right suppliers, increase the interest of each supplier and establish close contacts with them of a multifaceted nature;

management actions must be effective and carried out in relation to all stages of the product life cycle;

creation of a system of continuous training in the field of PCD and education of all workers (pupils, students, workers, foremen) in the spirit of respectful attitude towards consumers and customers. The PCD system should be clear to everyone. For education at the national and regional level, it is advisable to connect funds mass media, including radio, television, print. It is necessary to organize the publication of mass magazines on the quality of products for various categories of workers (workers, foremen, engineers ...). It is necessary to create specialized centers for training and advanced training in the field of management and improving the quality of products, various schools and quality courses, which can also be taught by specialists from other countries. After all, it is well known that high quality products can only be created by highly qualified specialists;

increasing the role of incentives in the field of production, manufacturing of products of high and stable quality. To do this, it is necessary to increase the importance of incentive measures for the high quality of products and labor, not excluding severe penalties for the release of products with deviations from the requirements of regulatory and technological documentation. Expand the practice of holding various competitions aimed at increasing and improving product quality;

attracting a much wider circle of workers to quality groups and increasing their activity and work efficiency. In the author's opinion, the work of quality groups should also be included in the number of works to ensure high quality that should be stimulated;

expansion and implementation of a whole range of measures that truly ensure the implementation of the human factor in industrial and social relations;

the use of professionals in the field of ICD when carrying out all work to improve the ICD system.

Improvement of product quality management systems should be carried out in the following cases:

when certifying products, when one of the conditions for obtaining a certificate of conformity is strict adherence to the requirements of international standards ISO 9000 series in the construction of the UKP system;

upon receipt of a quality certificate, when it can only be obtained by certified products, that is, having a certificate of conformity;

upon receipt of a state order for the manufacture of certain types and volumes of products, when, under the conditions of a competitive system for their receipt, it is necessary to conduct an examination of the current UCP system;

2.2. State certification system

Topic 3. Methodology for assessing product quality Plan

3.1 Qualimetry as the science of quantifying quality.

3.2. The purpose of assessing the level of product quality

3.3. Methods for determining the values of product quality indicators

3.4. Methods for assessing the level of product quality

Topic 4. Quality control of products and technological processes Plan

4.1. Product quality control, its types

4.2 Control tests of finished products

4.3 Basic tools for quality control, analysis and management

4.4 New quality management tools

4.5. New tools for product quality control.

4.6. Statistical acceptance control of product quality.

4.7. Organization of product quality control

Topic 5. Certification of Products and Services Plan

5.1 Concept of product certification

5.2 Benefits of Product Certification

5.3 Steps for quality system certification

Topic 6. General characteristics of standardization and its methodological foundations Plan

6.1 The essence of standardization

6.2 History of development of standardization

6.3. Standards, their types and objects of standardization

6.4 Cost-effectiveness of standardization

6.5 Specifications

Topic 7. State system of standardization and intersectoral systems of standardization Plan

7.1. Standardization system in Russia

7.2. Types of standards and their characteristics

7.3. The procedure for the development of standards of the Russian Federation and State supervision of standards

7.4. System of standards for technical preparation of production

7.5 Unified system of classification and coding of technical and economic information (eskk tei)

7.6. International standardization

7.7. Regional organizations for standardization

Topic 8. Concept and characteristics of metrology Plan

8.1. The essence of metrology as a science of measurements.

8.2 Basics of Engineering Measurement

8.3. The basic postulate of metrology. Measurement procedure

Topic 9. State system for ensuring the uniformity of measurements Plan

9.1 Basic Standards

9.2 Metrological service

9.3 Calibration of measuring instruments

Topic 10. Product Quality Management System Plan

10.1. Features of product quality management product quality

10.2. Factors and conditions affecting collateral

10.3. Quality management systems

10.4. International standards for quality management systems

Topic 11. Relationship between product quality and price Plan

11.1 Basic Approaches to Quality Cost Accounting

11.2. The concept of the common good for society

11.3. Estimating quality-related costs using the paf model

11.4. Process cost model

11.5. Presentation and use of information on quality-related costs

11.6. Saving costs related to quality

Topic 12. International experience in product quality assurance Plan

12.1. Organization of product quality management abroad

12.2 Quality circles

Practical training in the discipline

Topic 1. The essence of quality and its management

Topic 2. State regulation of product quality

Topic 3. Methodology for assessing product quality

Topic 4. Quality control of products and technological processes

Topic 5. Certification of products and services

Topic 12. International experience in product quality assurance

Methodical recommendations for the organization of independent work of students

Topic 1. The essence of quality and its management

Topic 2. State regulation of product quality

Topic 3. Methodology for assessing product quality

Topic 4. Quality control of products and technological processes

Topic 5. Certification of products and services

Topic 6. General characteristics of standardization and its methodological foundations

Topic 7. State system of standardization and intersectoral systems of standardization

Topic 8. The concept and characteristics of metrology

Topic 9. State system for ensuring the uniformity of measurements

Topic 10. Product quality management system

Topic 11. Relationship between product quality and price

Topic 12. International experience in product quality assurance

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A significant economic effect with an increase in the industrialization of installation work also arises as a result of an increase in the quality of work, as a result of which the cost of commissioning during installation and repair work during operation decreases.

Much attention is currently paid to reducing the tolerances for the dimensions of semi-finished products and tire parts, improving the quality of all operations and transitions of the technological process of their manufacture, mechanization and automation of processes, eliminating manual operations from tire production.

When modernizing a machine, it is necessary to select drawings of the general views of this machine and its units, study the design and find out ways and possibilities to improve the quality of work, increase productivity, increase operational reliability, etc.

Implementation of the OASU can also improve the work of governing bodies of related industries and government agencies management (systems of planning, banking and financial, accounting and statistical and other bodies) by increasing the efficiency of interaction (improving the quality of execution of contracts, financial calculations) with other divisions of the national economy.

PPR system should contain measures aimed at maintaining technological and handling equipment constantly in working condition, ensuring the specified productivity and high quality of work performed, lengthening the overhaul life, reducing repair and operating costs, as well as improving the quality of repair work.

The organizational assessment of options takes into account the real organizational conditions that are a prerequisite for the successful implementation of a particular option. At economic assessment taken into account: the level of reducing labor costs and improving the quality of performance of functions, as well as trends of change, the main indicators of the enterprise.

The main tasks of the algorithm reflect the essence of processing useful information messages, for the implementation of which the designed IC is intended. Ancillary tasks of the algorithm usually reflect additional signal transformations necessary to improve the quality of the basic tasks. Additional tasks of the algorithm are identified during the design of the IC. By their nature, additional tasks are auxiliary tasks formulated as a result of adjustments terms of reference... The adjustment can affect not only the signal conversion algorithm, but also the input and output parameters of the IC. The tasks of the signal conversion algorithm reflect a set of rules and requirements for the operation of the IC. They can be formulated testically, using logical and mathematical expressions, graphically and in a mixed way.

The main tasks of the algorithm reflect the essence of processing useful information messages, for which the designed IC is intended. Ancillary tasks of the algorithm usually reflect additional signal transformations that are necessary to improve the quality of the basic tasks. Additional tasks of the algorithm are identified during the design of the IC. By their nature, additional tasks are auxiliary tasks formulated as a result of adjusting the technical specifications. The adjustment can affect not only the signal conversion algorithm, but also the input and output parameters of the IC. The tasks of the signal conversion algorithm reflect a set of rules and requirements for ICs. They can be formulated textually, using a system of logical and mathematical expressions, graphically and in a mixed way.

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

1.Theoretical foundations for the development and adoption of personnel decisions

1.1. Classical solutions as an object of management activity ... ... ..... 6

1.2. Essence and characteristic features of personnel decisions ..................... 11

1.3. Research methods and programs ………………………………… ....... 22

Conclusion …………………………………………………………………………… 25

2. Analysis and assessment of the quality of personnel decision making on the example of the company Fishtrade LLC

2.1. Organizational and legal characteristics of the enterprise …………….… 26

2.2. Research of the organizational environment of the enterprise ... ... ... ... ... ... .... ... 30

2.3 Analysis and assessment of the quality of recruitment

solutions at the enterprise ……………………………………………….… ... 36

Conclusion …………………………………………………………………………… 40

3. Development of a solution aimed at improving the quality of personnel decision-making on the example of Fishtrade LLC

3.1 Statement of the problem and the formation of management decisions ... ... ... ... 41

3.2 Implementation plan for the solution and management assessment of its effectiveness ………………………………………………………… ...… ... 48

Conclusion ……………………………………………………………… ..… 52

List of used literature ………………………………………….… 53

Introduction

The most important reserve for increasing the efficiency of all social production is improving the quality of decisions made, which is achieved by improving the decision-making process.

Decision making is an integral part of any management function. The need to make a decision permeates everything the manager does, setting goals and achieving them. Therefore, understanding the nature of decision making is extremely important for anyone who wants to excel in the art of management.

The heads of various enterprises have to sort out

numerous combinations of potential actions in order to find the right action for a given organization at a given time and place. In fact, in order for an organization to work clearly and effectively, a leader must make a series of correct choices from several alternative possibilities.

plan, organize, motivate and control. Decision making is an important part of any management activity. Figuratively speaking, decision making can be called the "center" around which the life of the organization revolves. The responsibility to make important decisions is a heavy moral burden,

which is especially evident at the highest levels of government. Therefore, the leader, as a rule, cannot make ill-considered decisions.

Effective decision-making is essential for the fulfillment of managerial functions. Improving the process of making informed objective decisions in situations of exceptional complexity is achieved by using a scientific approach to this process, models and quantitative decision-making methods.

Effective solutions are the key to existence commercial enterprise... They are an essential element of each of the five management functions. Because mid-level managers must generally make the decisions necessary for the success of their divisions, the aspiring manager soon realizes the importance of decisions and how difficult it is to find the right one.

The process of preparing a solution can be considered in five main stages:

1. Statement of the problem.

2. Identification of alternatives.

3. Choosing the best alternative or alternatives.

4. Implementation of the solution into practice.

5. Checking the result.

The relevance of the chosen topic of the course work lies in the ability to access information on the problem of making managerial decisions on the example of improving the personnel process of an enterprise.

The purpose of this course work is to analyze the process of developing and making management decisions in improving the personnel process at the enterprise. To achieve this goal, in the present term paper were considered the most important points and directions in staffing decision-making, both theoretically and practically. The main directions for improving the state of the labor resources of the enterprise are reasoned and supported by theoretical conclusions and practical calculations.

To achieve this goal, it is necessary to set a number of specific tasks:

1) understand the place occupied by management decisions in staffing;

2) to analyze the activities of the personnel process at the enterprise with the identification of positive and negative aspects in the development and adoption of management decisions;

3) study the research program for personnel decisions.

The subject of research is the development and adoption of personnel decision... The object of the study will be Fishtrade LLC.

This work is divided into three chapters. The first theoretical chapter reveals the essence of this topic, examines general concepts, as well as the main methods and research programs applied to the process of developing and making managerial decisions in staffing.

In the second part, we will consider the organizational and legal characteristics of Fishtrade LLC, as well as the external and internal environment of the enterprise.

In the third part, comments and suggestions for eliminating the identified deficiencies and improving the organization's work using the selected methods are analyzed.

Course work includes analytical tables, diagrams and graphs and is based on specially selected literature, periodicals and the Internet.

1. Theoretical foundations for the development and adoption of personnel decisions

1.1 Classic solutions as an object of management activity

The management process is the sequential activity of management bodies and personnel to influence the management object by various methods to achieve the set goals. It characterizes the dynamics of the activity of various elements in real life control system or the progress of the implementation of the control function system.

Decision making, as well as information exchange, is an integral part of any management function. The need for decision-making arises at all stages of the management process, is associated with all areas and aspects of management activities and is its quintessence. Therefore, it is so important to understand the nature and essence of decisions.

What is the solution? Let's try to give the most general characteristics... Usually, in the process of any activity, situations arise when a person or a group of people is faced with the need to choose one of several possible options for action. The result of this choice will be the decision. So the decision is about choosing an alternative. A solution is not just a plan of action or an order from a manager; it is a real solution to a practical problem, a change in a situation, and a new quality.

Each of us every day has to choose something dozens of times, developing abilities and acquiring decision-making skills from our own experience. There are many examples: the choice of clothes from the existing wardrobe, the choice of dishes from the proposed menu.

Learning to make a decision is necessary for every person, but it is especially important for a leader. As a result, adhere to the following recommendations:

1. There is always a choice.

2. Imagine the pros and cons of the option. Cons is the payment for the pros of the option.

3. Don't compare cons the decision with the "pluses" of the rejected.

4. The risk in choosing is inevitable.

5. It is impossible to realize two options. Something will have to be sacrificed.

7. Don't go back halfway. When you start a business, go to the end.

Many factors affect the efficiency of decision making and the operation of the enterprise. It is customary to subdivide them into internal ones, taking place within the enterprise and associated with mistakes and omissions of management and personnel. And external, arising outside the firm and usually outside the sphere of influence of the enterprise.

Any action by an individual or a collective action is preceded by a decision. Decisions are a universal form of behavior, both for an individual and for social groups. This universality is due to the conscious and purposeful nature of human activity. However, despite the universality of decisions, their adoption in the process of managing an organization differs significantly from decisions taken in private life in that:

Goals... The subject of management (be it an individual or a group) makes a decision based not on his own needs, but in order to solve the problems of a particular organization.

Effects . Private choice the individual affects his own life and can affect the few people close to him. A manager, especially a high-ranking one, chooses a course of action not only for himself, but also for the organization as a whole and its employees, and his decisions can significantly affect the lives of many people. If an organization is large and influential, the decisions of its leaders can seriously affect the social and economic situation of entire regions. For example, the decision to close an unprofitable company enterprise can significantly increase the unemployment rate.

Division of labor. If in private life a person, making a decision, as a rule, does it himself, then in the organization there is a certain division of labor: some employees (managers) are busy solving emerging problems and making decisions, while others (executors) are engaged in the implementation of decisions already made.

Professionalism. In private life, each person independently makes decisions by virtue of their intelligence and experience. In managing an organization, decision making is a much more complex, responsible and formalized process that requires professional training. Not every employee of an organization, but only those with certain professional knowledge and skills, is empowered to independently make certain decisions.

The hallmarks of decision making in an organization are as follows:

1.conscious and purposeful activities carried out by a person,

2.behavior based on facts and value orientations,

3.process of interaction of members in the organization,

4. the choice of alternatives within the framework of the social and political state of the environment,

5.part overall process management,

6. an inevitable part of a manager's daily work,

7.Importance for other management functions.

Having considered these distinctive features decision making in organizations, you can give the following definition of management decisions.

A managerial decision is a choice of an alternative made by a manager within the framework of his official powers and competence and aimed at achieving the goals of the organization.

A managerial decision is the transition of the management process from the sphere of management to the sphere of production of a product or service, to the sphere of controlled processes; organizational work in the managed system.

Making decisions correctly is a field of science. Acceptance of the same correct decisions is an area of management art. The ability and skills to do this develop with the experience gained by the leader throughout his life. The totality of knowledge and skills make up the competence of any manager and, depending on the level of the latter, they talk about an efficiently or ineffectively working manager.

In this regard, there are three approaches to decision-making:

1. Intuitive decisions are choices made only on the basis of the feeling that they are correct.

2. Judgment-based decisions are choices based on knowledge or past experience.

3. Rational decisions are choices made through an objective analytical process.

Good leaders need to be aware of what they can do when making decisions. Even if the decision is logical and indicates the best way to achieve the goal, then this alone is not enough. It is often necessary to take into account the beliefs, attitudes and prejudices of people.

Each management decision has its own specific result, therefore, the purpose of management activity is to find such forms, methods, means and tools that could contribute to the achievement of optimal results in specific conditions and circumstances.

In this course work, the process of making management decisions in improving staffing will be considered, so we will consider in more detail this category of decisions in the next part.

1.2 The essence and characteristics of personnel decisions

Depending on the functional affiliation, solutions can be classified into personnel, marketing, commercial, legal, technological, economic and business solutions.

Let us consider in more detail the staffing of an enterprise as a process of making managerial decisions.

The staffing of the personnel management system is understood as the necessary quantitative and qualitative composition her workers.

The implementation of the goals and objectives of the organization's personnel management is carried out through solutions to personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of the enterprise. In this regard, personnel policy is a strategic line of conduct in working with personnel. Personnel policy is a purposeful activity to create a workforce that would best contribute to the alignment of the goals and priorities of the enterprise and its employees. The most important principles of the organization's personnel policy and their characteristics are given in Table 1.1.

Table 1.1 - Characteristics of the most important principles of individual areas of the organization's personnel policy

Directions	Principles	Characteristic
1. Personnel management of the organization	The principle of the same need to achieve individual and organizational goals (main)	The need to seek honest compromises between management and employees, rather than prioritizing the interests of the organization
2. Selection and placement of personnel	Compliance principle The principle of professional competence Practical achievement principle The principle of individuality	Correspondence of the scope of tasks, powers and responsibilities to human capabilities The level of knowledge corresponding to the requirements of the position Required experience, leadership skills (organization of own work and subordinates) Appearance, level of intelligence development, character, intentions, leadership style
3. Formation and preparation of a reserve for promotion to leadership positions	The principle of competition Rotation principle The principle of individual training The principle of verification by deed The principle of suitability for the position The principle of regular assessment of individual qualities and capabilities	Selection of candidates on a competitive basis Systematic change of positions vertically and horizontally Preparation of a reserve for a specific position according to an individual program Effective internship in leadership positions The degree of eligibility of the candidate for the position at the moment Evaluation of the results of activities, interviews, identification of inclinations, etc.
4. Assessment and certification of personnel	The principle of selection of assessment indicators Qualification assessment principle The principle of assessing the implementation of tasks	A system of indicators that take into account the purpose of assessments, assessment criteria, frequency of assessments Suitability, determination of the knowledge necessary to perform this type of activity Performance evaluation
5. Personnel development	The principle of continuing education The principle of self-expression Self-development principle	The need for periodic review job descriptions for the continuous development of personnel Independence, self-control, influence on the formation of execution methods Ability and opportunity for self-development
6. Motivation and stimulation of personnel, remuneration	The principle of compliance of wages with the volume and complexity of the work performed The principle of an even combination of incentives and sanctions The principle of motivation	Effective wage system Specificity of the description of tasks, responsibilities and indicators Incentives influencing the increase in labor efficiency

In the context of a sharp increase in the status of the position of a personnel manager to the level of the top management level, a significant expansion of its functions, the complication of the technique of selection, selection, placement, development of motivation, and promotion of personnel, the position of a personnel officer becomes one of the most important for the survival of the organization, ensuring its competitiveness. In this regard, the problem of professionalization of the personnel department is becoming extremely urgent.

General requirements for personnel decisions in modern conditions are as follows:

1. HR decisions should be closely linked with the development strategy of the enterprise. In this respect, they represent the staffing of this strategy.

2. Staffing decisions must be flexible enough. This means that they should, on the one hand, be stable, since it is with stability that certain expectations of the employee are associated, on the other, dynamic, i.e. be adjusted in accordance with changes in the tactics of the enterprise, production and economic situation. Stable should be those of their sides that are focused on taking into account the interests of personnel and are related to the organizational culture of the enterprise.

3. Since the formation of qualified work force associated with certain costs for the enterprise, personnel decisions must be economically justified, i.e. proceed from their real financial capabilities.

4. HR solutions should provide an individual approach to their employees.

Thus, personnel decisions are aimed at the formation of such a system of work with personnel, which would be focused on obtaining not only economic, but also social effect, subject to compliance with the current legislation.

The qualitative characteristics of the personnel service are as follows: among the heads of personnel services in basic education with technical education - 40.9%; teachers - 31.6%; legal experts - 11.5%; sociologists and psychologists - 3.3%. The average age of HR managers is 45 years. This is largely due to the still insufficient saturation of personnel management services with specialists.

The quantitative composition of the personnel management service is determined by the organizational and staff structures and the charter of the organization. When calculating the required number of full-time employees of the personnel service, the following factors are taken into account:

1. the total number of employees in the organization;

2. specific conditions and characteristic features of the organization associated with the scope of its activities, scale, types of individual industries, the presence of branches;

3. the social characteristics of the organization, the structural composition of its employees (the presence of various categories - workers, specialists with higher and secondary specialized education, researchers), their qualifications;

4. the complexity and complexity of the tasks to be solved for personnel management;

5. technical support of managerial work, etc.

Due to the fact that organizations independently determine the number of employees by management functions, their professional and qualification composition, and also approve the staff, all existing methods calculation of the number of managerial staff are mainly advisory in nature.

The calculation of the number of managers, specialists and other employees of the organization, including the personnel service, is carried out by various methods: multivariate correlation analysis, economic and mathematical, comparisons, direct calculation, according to the labor intensity of work, according to service standards, etc.

The first method is based on multivariate analysis of the functional division of managerial labor. A diagram of the functional division of labor has been developed, taking into account the influence of certain factors on the number of personnel. The number of significant factors was reduced to 1/3, and then, using correlation analysis, mathematical formulas were derived, expressing in general view the relationship between the number of personnel in a given functional group and the operating factors. This takes into account the specific features of each industry. The method is most widely used in large industrial enterprises. However, it should be borne in mind that in a market economy and competition, there is no strict dependence on honey production factors and the number of personnel, and therefore this method is only advisory in nature.

Economic and mathematical methods provides for the development of economic and mathematical models based on reality, which provides an adequate reflection of the meaningful process. The use of economic and mathematical models is still limited.

V method of comparisons on the basis of an analysis of the composition of specialists in a developed economic system, projections of the need for specialists for a less developed system are drawn up. Attempts are being made to use this method based on the formation of homogeneous groups of organizations and the selection of typical or advanced organizations in them.

Expert method allows you to get an idea of the need for specialists on the basis of taking into account the opinions (expertise) of a group of experts, whose judgments are based on their scientific and professional competence. The method is used as an integral part of other methods.

Direct calculation method involves determining the number of specialists and other employees based on the calculation of the necessary labor costs for the implementation of periodic functions of personnel management and the calculation of labor costs for the implementation of management functions to eliminate disturbing deviations.

One of the most common and available methods for calculating the number of employees in the personnel service is its determination through the labor (time) costs of managing managerial work, i.e. through the complexity. In turn, the labor intensity of work on personnel management can be determined by the following methods: normative, using photographs of working hours or timing, computational and analytical, analogy, expert.

Time (production) rates are established mainly for simple, repetitive types of work (accounting, paperwork). At present, standard norms have been developed for the preparation and execution of documents for the registration of personnel, for office work.

Knowing the normative (or calculated) labor intensity of work performed during the year, for example, in the personnel department, you can calculate the number of the department (H) by the formula:

H = T * K / F p,

where T is the total labor intensity of all work performed per year in the personnel department, (person / hour); K is a coefficient that takes into account the time spent on performing work not provided for in T (K = 1.15); F p - useful fund of working time of one employee per year, (hours).

Based on foreign experience, it is possible to single out another method for determining the number of employees in the personnel service. It is a kind of service standards that characterize the number of objects, i.e. employees of the organization served by one employee of the personnel management service.

Russian personnel services generally stay close to the lower level of this indicator - 100 people per HR specialist. The decision to create a specialized personnel service in each specific case is determined by the characteristics of the organization, in particular, by the presence of a management strategy as a whole.

The calculation of the quantitative need for specialists, including personnel management, is carried out simultaneously with the determination of the qualitative need for them, i.e. needs for workers of certain professions, specialties, qualifications. Let's give a description of each of these concepts (Table 1.1):

Table 1.2 - Concepts used to characterize personnel

Concepts	Characteristics of concepts
Profession	Occupation, occupations that require certain training (for example, manager, psychologist, etc.)
Speciality	Occupation within one profession; a narrower classification of the type of work activity, which requires specific knowledge, skills and abilities acquired through special education and ensuring the formulation and solution of certain classes of professional tasks (for example, HR manager, marketing manager, etc.)
Specialists	Workers whose mental work is distinguished by professional content, complexity and intellectuality and requires special training for its performance, depending on the level of education (higher or secondary specialized education). Employees of this category develop, on the basis of their special knowledge, abilities and skills, options for solving certain specific, usually functional issues of a production or management nature. They are classified according to control functions and spec. preparation.
Qualification	Distinguish between job qualifications and employee qualifications. In the first case, this is a characteristic of this type of work, established according to the degree of its complexity, accuracy and responsibility. Usually it is determined by the category in accordance with the tariff and qualification reference book. It is important for the establishment of wage rates for workers and official salaries for employees. An employee's qualification is the degree and type of professional training required to perform a specific type of work. It is installed in the form of a category or category (for example, labor engineer of 2, 1 categories, leading engineer, etc.)
Management position	The primary structural element in governing bodies, defined by established tasks, rights and responsibilities. Job titles are the basis for the development of salary schemes, staffing tables, job descriptions, and other organizational and regulatory documents. It is possible to single out the positions of full-time, vacant, leading, managerial, special, technical, etc.

According to the established classification, management personnel are divided into 3 main groups: managers, specialists, support personnel.

Managers are appointed mainly from among specialists. There is also a system of advanced training, training and retraining of managers. The manager must have the ability: not to enter into unnecessary minor conflicts and to eliminate conflicts among the personnel subordinate to him. Top managers at the enterprise include the director and his deputies, middle managers - heads of shops, departments; lower-level managers are foremen and foremen. There are the concepts of "linear" and "functional" leader. Line managers usually include heads of shops, sections, foremen; to the functional composition - the heads of functional departments, laboratories, bureaus.

Specialists are economists, HR specialists, engineers, lawyers, programmers, etc., who, in accordance with their profession and accumulated experience, are divided into leading, chief, senior and simply specialists.

Their task is to collect and analyze information related to the managed object, prepare plans and schedules for enterprises, projects, orders of managers; development of standards; preparation and analysis of reports; development of technical documentation, etc.

The category of auxiliary technical personnel includes secretaries, typists, clerks, operators of machine bureaus, bookkeepers, bookkeepers, draftsmen, freight forwarders. These employees are responsible for the timely technical processing of information - its ordering, accounting, storage, reproduction, issuance, transfer, etc.

1.3. Research methods and programs

We will develop the stages of research programs, on the basis of which the considered enterprise will be analyzed. The data are presented in the table (Table 1.3):

Table 1.3 - Enterprise research program

RESEARCH PROGRAM

Based on this research program, it is possible to give full description enterprises, identify global problems at the enterprise and find rational solutions to these problems. This program will be discussed in more detail in Chapter 2.

The development of personnel decisions begins with an analysis of the environment in which the organization operates, and includes an analysis of the macroenvironment, the immediate environment and the internal environment.

The main factors that determine the state of the external environment include the state of the economy, legal regulation, political processes, social and cultural components of society, natural environment and resources, etc. The STEP analysis method is used to analyze the macroenvironment.

SWOT name made up of the first letters English words: strength, weakness, opportunities and threats. This refers to the internal parameters of the enterprise, which can be attributed to its strengths and weaknesses, and external opportunities and threats. According to the methodology of this analysis, the distribution of the factors characterizing the subject of the study into four components (strengths and weaknesses, opportunities and threats) is carried out, taking into account the belonging of this factor to the class of external and internal factors.

Using this method makes it possible to obtain an overview assessment of the strategic state of the enterprise. His idea is that a successful strategy should be based on the principle of linking the internal capabilities of the enterprise and the external environment, presented in the form of opportunities and threats.

Expert assessment methods are methods of organizing work with expert experts and processing expert opinions expressed in quantitative and / or qualitative form in order to prepare information for decision making.

The essence of expert decision-making methods is to receive answers from specialists to questions posed to them. In order to minimize errors and the influence of a subjective factor, the information received from experts is processed using special logical and mathematical procedures and converted into a form convenient for choosing a solution.

A decision tree allows you to present a problem schematically and compare possible alternatives visually. The method can be used in relation to difficult situations when the result of a decision made affects subsequent actions.

Output

Decision is an integral part of life. We take them many times a day every day, without even thinking about it. However, it is worth distinguishing between solutions Everyday life and the decision of the manager, which significantly affects the activities of the enterprise, which he manages.

Making a managerial decision is a choice of how and what

plan, organize, motivate and control. Decision making is an important part of any management activity.

Any decision has a downside - it is the responsibility for its adoption and further implementation. This factor is basic in making an operational management decision, since it forces the manager to rationally and expediently determine possible criteria choice in a given situation, and, above all, the priority in decision-making should always be the organization itself. Any management decision must be specific, meaningful, rational and at the same time effective and of high quality. In addition, it must comply with and fully rely on the resource base assigned to it.

A thorough acquaintance with the theoretical basis for the development of personnel support for the management decision-making process gives us the opportunity to accurately analyze the qualifications of the top-level personnel of the enterprise in the second part of the course work, to develop a project that will contain proposals for appropriate recommendations for improving the qualifications of personnel.

2. Analysis and assessment of the quality of personnel decision making on the example of the company Fishtrade LLC

2.1. Organizational and legal characteristics of the enterprise

Fishtrade Limited Liability Company, hereinafter referred to as the Company, is an independent business entity, created in accordance with the Civil Code of the Russian Federation, the Federal Law "On Limited Liability Companies" and other regulatory legal acts, for the existence economic activity for the purpose of making a profit.

The full name of the Company is Fishtrade Limited Liability Company. The abbreviated name of the Company is Fishtrade LLC.

The company has its own balance sheets and operates on the basis of self-financing and self-sufficiency: it has settlement and other accounts in credit institutions in rubles and foreign currency in accordance with the relevant legislation. It also has a round seal containing its full corporate name in Russian, a short corporate name in Russian and an indication of its location.

The location of the company and the legal address are the same: Russian Federation, 660036, Krasnoyarsk, Newspapers Krasnoyarsk Rabochiy, house 33, room 71. The enterprise is located not far from the city center, which simplifies its work with clients. In relation to suppliers, the enterprise is located quite conveniently, since the supplier enterprise is located in the same part of the city, and the delivery of goods necessary for the optimal functioning of the enterprise is carried out in a short time.

The main goal of the Company is to make a profit. The main activities of the Company are:

· Creation and operation of shops, cafes, bars, restaurants;

Consulting on issues commercial activities and management;

· Opening own stores, retail outlets and selling through them their own products and other goods to the population;

· Organization and implementation of wholesale and retail trade in food products, including wine and vodka products;

· Charity and other activities not prohibited by applicable law.

General manager The Society is the sole executive body of the Society. Within the limits of his competence, the General Director performs the following functions:

1. without a power of attorney, acts on behalf of the Company, including representing its interests and concluding transactions;

2. issues powers of attorney for the right of representation on behalf of the Company, including powers of attorney with the right of substitution;

3. issues orders on the appointment of employees of the Company, on their transfer and dismissal, determines the system of remuneration for employees of the Company, applies incentives and imposes disciplinary sanctions;

4. exercise other powers.

The main goal of the Company is to make a profit. Figure 2.1. the tree of the organization's goals is depicted, it shows what the enterprise should strive for and with the help of which it achieves the set goal:

Rice. 2.1. Goal tree

All work in the company is performed by employees hired under an employment agreement, contract or work contract. An employee of the Company is obliged to comply with the Charter and the internal labor regulations determined by the Director of the Company.

Any employee has the right to guaranteed by law minimum size wages, social insurance, participation in the official program of the Company, the right to paid leave and other rights in accordance with the law.

A structure is an ordered set of interconnections of elements that are in stable relations with each other, ensuring their functioning and development as a whole. The organizational structure is aimed primarily at establishing clear relationships between the individual divisions of the organization, the distribution of rights and responsibilities between them. It implements various requirements for improving management systems, which are expressed in various management principles.

The organizational structure of management at the enterprise is built on the principle of subordination of a subordinate body to a higher one. Since the manager is not a universal specialist and cannot take into account all aspects of the activity, the management structure is linear-functional (see Appendix 2, Figure 2.1). The linear-functional structure provides such a division of labor in which the management links are called upon to make decisions and command, and the functional ones - to advise, inform, coordinate, plan. In this case, the relationship "manager-subordinate" is built along a hierarchical line in such a way that each employee is accountable to only one person.

The organization is currently engaged in the wholesale and retail trade of fish and seafood.

2.2. Research of the organizational environment of the enterprise

One of the most important factors affecting the level of labor productivity, and, consequently, production efficiency, are the personnel (personnel) of the enterprise.
Human resources are the most valuable and important part of the productive forces of society. In general, the efficiency of an enterprise depends on the qualifications of employees, their placement and use, which affects the volume and rate of growth of the output, the use of material and technical means. This or that use of personnel is directly related to changes in the indicator of labor productivity. The growth of this indicator is the most important condition for the development of the country's productive forces and the main source of growth in national income.
So what kind of staff does an enterprise need to grow effectively? Let's try to answer this question while analyzing the organizational environment of Fishtrade LLC.

Since the subject of the research is the personnel decisions of the enterprise, we will consider the indicators related to personnel activities:

1. study and assessment of the provision of the enterprise and its structural divisions with labor resources in general, as well as by category and profession;

2. the qualitative composition of the labor force;

3. identification of reserves of labor resources, their fuller and more efficient use.

The personnel of the enterprise and its changes have certain quantitative, qualitative and structural characteristics.

The totality of all employees of the enterprise is usually divided into two groups:

1. personnel of the main activity;

2. the staff is not the main activity.

In addition, the personnel of the main activity can also be divided into several groups. Depending on the functions performed, the personnel of the main activity is divided into workers who are directly involved in the production of material values or the provision of services and employees who carry out managerial and supply and household functions, as well as financial and settlement operations. The provision of an enterprise with labor resources is also determined by comparing the actual number of employees by category and profession with the planned need. Particular attention is paid to the analysis of the provision of the enterprise with personnel for the most important professions. It is also necessary to analyze the qualitative composition of the labor force in terms of qualifications.

In the analyzed enterprise, the availability of labor resources is characterized by the following data, given in analytical table 2.

Table 2.1 - Analysis of labor resources availability and changes in their structure from 2008 to 2009

	2008 year		year 2009		Deviation:
	Number, people	Specific gravity,	Number, people	Specific gravity,		flax weight,%
A	1	2	3	4	5	6
1.Main activities	56	100	53	100	-3	0
A) workers	42	75	37	69,8	-5	-5,2
B) employees:	14	25	16	30,2	2	-5,2
leaders	7	12,5	7	13,2	0	0,7
specialists	7	12,5	9	17	2	4,5
performers	0	0	0	0	0
2.Not basic activity	0	0	0	0	0	0
Total staff	56	100	53	100	-3	0

The following conclusions can be drawn from the data in the table:

1. The total number of personnel in 2009 decreased by 3 people;

2. From the above data, it can be seen that the enterprise reduced the number of workers by 5 people, hired two specialists, and the composition of managers did not change;

3. There are no personnel involved in non-core activities at the enterprise at all.

Speaking about the structure of the company's labor resources, the following should be noted: in the reporting year, both the total number of personnel and the share of each group in it changed significantly.

This is due to the fact that the company has expanded the scope of its activities by signing new agreements for the protection of enterprises. For this, an increase in the number of personnel was made.

To study the gender, age and professional composition of the enterprise personnel, let us construct Table 2.2.

Table 2.2 - Indicators of gender and age professional staff of Fishtrade LLC for 2008-2009

Index	2008 year		year 2009		Deviation by:
Index	Number, people	Specific gravity,%	Number, people	Specific gravity,%	Number, people	Specific gravity,%
A	1	2	3	4	5	6
Personnel group:
-by gender:
Men	21	37,5	20	37,7	-1	0,2
Women	35	62,5	33	62,3	-2	-0,2
Total:	56	100	53	100	-3	0
- by age, years:
Up to 20	0	0	0	0	0	0
20 to 30	13	23,2	15	28,3	2	5,1
30 to 40	24	42,9	23	43,4	-1	0,5
40 to 50	15	26,8	14	26,4	-1	-0,4
Over 50	4	7,1	1	1,9	-3	-5,2
Total:	56	100	53	100	-3	0
-of Education:
The average	3	5,4	3	5,7	0	0,3
Specialized secondary	36	64,3	29	54,7	-6	-7,2
Incomplete higher	5	8,9	6	11,3
Higher	12	21,4	15	28,3	3	6,9
Total:	56	100	53	100	-3	0
-by work experience:
Up to 5	23	41,1	25	47,2	2	6,1
5 to 10	29	51,8	24	45,3	-5	-6,5
Over 10	4	7,1	4	7,5	0	0,4
Total:	56	100	53	100	-3	0

Analyzing this table, we can draw the following conclusions: at the enterprise, the bulk of the team is represented by women, while men are only 37.7%, this suggests that the main work is done by women, men occupy mainly the highest level of management (the company is headed by a man , as well as assistants to the manager, these are the head of the sales department and the deputy for general issues, are men) and support staff (drivers, loaders). As for the age category, it should be noted that the company employs mainly young people, from 20 to 40 years old, it is also important to note that there are people over 50 years old - this will negatively affect the efficiency of this company, because ... outdated staff are less effective than younger ones. Fishtrade LLC faces a serious challenge in personnel policy: replacing obsolete personnel with younger employees, but this will be discussed a little later. According to the length of service, as can be seen, there are also such employees who have been working at the enterprise since its inception, i.e. more than 10 years, and there are also young specialists who have worked for only 2-3 years. The turnover of personnel at the enterprise is observed, but not significant: two salespeople, two loaders and a driver were fired, and two assistants to the chief accountant were hired.

Among the entire staff, only 15 people have a higher education, mainly at the managerial level and specialists, but not all of them. At present, the director obliged the entire management level and specialists who do not have higher education to go to study at a higher institution. Operational personnel (sellers, storekeepers), as well as some commodity operators have a secondary specialized education 54.7%. And 5.7% of people who have completed only secondary education are most likely loaders and those. staff.

Table 2.3 - Analysis of the movement of workers in the enterprise

Indicators	2008	2009	Deviation, (+; -)
A	1	2	3
1. Listed on the list at the beginning of the year	52	56	4
2. Accepted	9	3	-6
including:	5	4	-1
3.1 At your own request	2	1	-1
3.2 Fired for truancy and other violations of labor discipline	2	3	1
3.3 Discontinued for other reasons	1	1	0
4. Listed at the end of the year	56	53	-3
5. Average headcount	54	52	-2
6. Reception turnover ratio	0,16	0,06	-0,12
7. Ratio of turnover on disposal	0,09	0,1	0,01
8. Coefficient of fluidity	0,07	0,08	0,01

From the data in the table it can be seen that at the analyzed enterprise the labor turnover rate in 2009 is higher than in 2008. At the beginning of 2008, the company employed 52 people, and in 2009 there were 56 people and the deviation shows that the number of employees increased by 4 people.

Last year, the company hired 9 people, and in the reporting year 3 people, which is 6 people. less than last year. Moreover, 5 people left the enterprise in 2008, and in 2009 - 4 people, which was -1 in deviation. Including 2 employees left the enterprise of their own free will in 2008, and in 2009. - 1, and the deviation was -1 people.

For other reasons, 1 person left the enterprise in the last and the reporting years.

At the end of the year, there were 53 people on the list in 2009, and at the beginning of the same year, the number was 56 people. Consequently, by the end of the year, the number of employees at the enterprise decreased by 3 people. In the reporting year, the turnover rate was 0.08 and amounted to a deviation of -0.01, since last year it was 0.07. Consequently, the yield factor has increased.

During the analysis, it was necessary to carefully study the reasons that caused the increase in the turnover rate in 2009. in relation to 2008, an excessively high turnover of the labor force would have a negative impact on the efficiency of the enterprise. The lower the turnover rate, the more efficiently labor resources are used in material production, and the turnover increases. The increase in the turnover rate at the enterprise was caused by the reduction of obsolete personnel. The turnover ratio on arrival decreased in comparison with 2008 from 0.16 to 0.06 in 2009 and amounted to a deviation of -0.12, and the turnover ratio on retirement was a deviation of 0.01, which amounted to 0 in the reporting year. 1.

Turnover rate in 2008 amounted to 0.07, and in 2009. it was 0.08 and was a deviation of 0.01.

Staff turnover depends on several reasons:

Inoperative work of outdated personnel;

Replacement of outdated personnel with new (young) ones;

Hiring random people.

The presence of the above reasons and speaks about 7% - 8% of the turnover of personnel of the enterprise. This can be explained as follows. At the enterprise, operating personnel (salesmen) are occupied by women of different ages from 20 years old and over 50 years old. People with age begin to be more sentimental, one does not suit them, then another.

Moreover, the purpose of the work of obsolete personnel is mainly just to work up to retirement, the working capacity of such people is low. Consequently, the quality of work that a manager requires from employees does not in any way satisfy his needs and the needs of customers. And young specialists are more mobile, faster, and practically do all the work for themselves and their colleagues. And most importantly, it is easy for young specialists to teach something, for example, to teach the correct service, rather than people with 30 years of work experience, whom it is simply not possible to convince in something. Young personnel have to constantly improve their professional level and attend trainings.

In a market economy, the activities of any enterprise are greatly influenced by factors of the internal and external environment, as well as the level of use of the resource potential of the organization. The efficiency of using the resources available to the organization directly affects the final results of its activities.

Any organization, including Fishtrade LLC, is located and functions in the environment. Moreover, each action of the organization is possible only if the environment allows its implementation.

Therefore, to analyze the activities of the enterprise, the impact of external and internal environments is considered, STEP and SWOT analyzes are carried out.

Let us briefly characterize the influence of STEP factors on the activities of the enterprise under consideration, as well as on its activities in the field of personnel management.

Sociological factors include: demographic situation, age and sex composition, level of wages in the industry, unemployment, retirement age of citizens, etc.

Technological factors include changes in technology. The number of advanced technologies is increasing from year to year, this is due to the revival domestic science and the emergence of private research institutes.

Since Fishtrade is a wholesaler and retail organization, technological factors will influence its operations through pricing and partner selection (keeping pace with technology). For this organization, this could be the improvement of refrigeration equipment. Since the company also specializes in meat products, this can electric saw for cutting meat (fast and beautiful cutting).

Economic factors are also of great importance. These include the following factors: exchange rate, interest rates, taxation rates, labor productivity, prices for purchasing goods from suppliers, inflation and unemployment rates, income levels of the population (including employees themselves), prices of goods sold (on average) from competitors in the city.

The state can influence the activities of Fishtrade LLC with the help of such norms as the level of tax rates on the financial result of a commercial enterprise, labor law norms, etc.

For several years, the legal framework in the field of labor legislation has been updated, which has led to a change in certain regulations governing the procedure for calculating wages, various compensations, and the validity of the application of benefits. In addition, the procedure for calculating the amounts of vacation payments, sick leave payments, etc. is subject to adjustment. Innovations in the procedure for calculating and paying income tax individuals in the light of amendments to Chapter 23 of the Tax Code of the Russian Federation.

A draft law on the privatization of state-owned enterprises is currently being considered. This will affect the tactics of these enterprises, and for the organization they can have a stimulating effect in a possible increase in competition or favorable as an expansion of the market of buyers or suppliers. Now let's analyze the immediate environment of this enterprise.

Suppliers:

Since the company acts as an intermediary, the suppliers of this organization are large specialized companies for the wholesale supply of fish and food products, these are such enterprises as: LLC "TurNif", CJSC "BAMA", CJSC "Moryak-Rybalov", LLC "Russian Fish Company" , JSC Forst, etc.

Consumers

Consumers are the entire population of the city. The analysis of customers, as one of the components of the immediate environment of the organization, is primarily aimed at compiling a profile of the customer level. Customer research enables an organization to:

1.It is better to understand what service the organization needs to focus on,

2. what volume of sales the organization can expect,

3. the extent to which buyers are committed to working with the organization,

4. as far as possible to expand the circle of potential buyers.

Competitors

This company has a lot of competitors, this is due to the expansion of the consumer market. The standard of living of the population in the city is increasing, which means that people can afford to “eat deliciously”. Assessing the competitiveness of Fishtrade LLC, it is worth mentioning the main competitors: INTRAS-Krasnoyarsk LLC, Rybny Priboy LLC, Rybny Rynok OJSC.

Internal environment

The internal environment of an organization is that part of the overall environment that is located within the organization. It has a constant and most direct impact on the functioning of the organization.

The internal environment has several sections, the state of which together determines the potential and the capabilities that the organization has.

The table examines the characteristics, the state of which together determines the potential and the capabilities that the organization has.

Table 2.4 - Internal environment of the enterprise

Fishtrade LLC »

Functional cut	Characteristic
Production	Wholesale and retail trading company, does not have own production, based on the purchase of finished goods
Quality control	The company does not have a dedicated quality control department. Under the sales contract, the manufacturer is responsible for the quality.
Marketing	Convenient location of the organization, focus on large partners in the territory of the region, purchase of goods both directly from manufacturers and from intermediaries (and therefore an increase in the cost price)
Sales	The sales function is primarily under the control of the head of the sales department. Forecasting and planning of sales is carried out intuitively, control over the implementation of this function is operational or based on the results of the quarter.
Finance	Large costs for shortages and damage to goods. However, a satisfactory level of liquidity, stable growth of the organization's net profit
Personnel Management	Decrease in the efficiency of personnel, replacement of outdated personnel with new ones, expansion of the number of personnel, assessment of labor results and incentives; creation and maintenance of relations between employees, professional development.

Profits will be ensured through the right choice of management strategy, the right selection of personnel and their careful training.

At the next stage, the strengths and weaknesses of the Fishtrade LLC organization, opportunities and threats are studied. At the same time, the method of expert assessments is used, where the four experts are people working in the organization and external experts involved. Experts evaluate all of these components on a ten-point system.

Estimated strengths(see Appendix 1, Table 1) the organization revealed that the strongest sides are: a decent reputation in the consumer market and the location of the organization, then the payment of bonuses to employees and the quality of service. It is due to the above that this organization is solvent, liquid and gives very high financial performance.

One of the weakest aspects (see Appendix 1, Table 2) of the organization turned out to be the prevalence of older employees and poor selection of the staff. These two problems significantly reduce the efficiency of the enterprise, cause staff turnover, dissatisfaction with the work of the employees themselves due to the high volume of work and the comparative small size wages.

The main opportunities (see Appendix 1, Table 3) are the replacement of outdated personnel with new ones and the search for employees who would meet all the requirements, and the expansion of the sales market. The strongest threats to the enterprise (see Appendix 1, Table 4), decrease in profits, suppression of the organization by competitors and ultimately the company will go bankrupt.

At the next stage, we will build the SWOT matrix shown in Fig.

The external environment of the enterprise is the place where the enterprise has no control over the ongoing processes. The external environment or macroenvironment is the sphere of the state through which it exercises its control over the activities of an organization of any scale and any form of ownership. Emerging threats and opportunities are products of this very sphere, thanks to which the state can influence the internal environment of the enterprise. As if penetrating into his inner world, it rebuilds the structure of the enterprise in its own way. The qualitative characteristic of the firm's personnel is determined by the degree of professional and qualification suitability of its employees to achieve the goals of the firm and the production of work. It is much more difficult to assess the qualitative characteristics of the firm's personnel and the quality of labor. Currently, there is no common understanding of the quality of labor and the qualitative component of the labor potential of the labor force.

The main range of parameters or characteristics that determine the quality of work: economic, personal, organizational, technical and socio-cultural.

Possibilities:

1. Change of outdated personnel to new ones

2. Search for employees who meet all the requirements of the organization;

3. Expansion of the sales market

Threats:

1. Decrease in profits;

2. Suppression by competitors;

3. Bankruptcy

Strengths:

1. Decent reputation in the service market;

2. Location;

3. Quality of service

1. Strategy of strict selection of personnel;

2. Reception of young specialists

1. Strategy for expanding market positions;

Weak sides:

1.Prevalence of older employees;

2. Poor recruitment

1. Professional selection of employees when hiring by questionnaires, interviews.

2. Cancel the hiring of relatives and friends

3. Practice a probationary period when hiring a new employee

1. Market development strategy, strategy development and implementation

Rice. 2.2. SWOT matrix for Fishtrade LLC

The low efficiency of the results of the work of personnel has a very strong effect on the enterprise. People, namely people of age, do not cope with the tasks assigned to them, they begin to pay less attention to the service and display of goods, therefore, in the end, they do not receive the result that the manager expects. It is very difficult to have people with a long work experience (more than 25 years) in the staff, because with the accumulated knowledge, over the entire period of work in the field of trade, they develop their own strategy of behavior and communication with people. Basically, by the age of 50, people lose the incentive to work, and even more so to improve their work activities, so it cannot be said that they work and strive to work, as the employees themselves say, “... Every year there is an improvement in technologies and service services that reach us from the West, both in trade and in other industries. Any business fights for every customer (customer), so it strives to immediately learn new strategies and put them into practice. Therefore, another negative fact arises, it is very difficult to rebuild the old staff to a new higher level of service (for example, if from the very beginning of their labor activity, sellers did not learn to welcome buyers, now it is useless to convince them of anything).

Thus, given this indisputable fact, it is rather difficult to take measures that would eliminate all threats at once and realize all the capabilities of the enterprise. But, in any case, do not forget that an attempt can be a way out of an unpleasant situation.

2.3 Analysis and assessment of the quality of personnel decision-making at the enterprise

The enterprise has existed on the market for over 10 years, has gained a decent reputation and brought stable profits every year. The manager never thought about what kind of people his store managers are hiring. The recruitment and selection of personnel is a very important factor in the management of an organization, because the life cycle of the enterprise and the profit brought by employees depend on the efficiency of personnel.

In one of the stores of Fishtrade LLC, which was opened two years ago, there are two shifts of salespeople, and in one shift the age structure of workers is up to 40 years old, and in the other shift from 45 to 55 years old. Recently, the manager began to think about why there is more revenue in one shift than in another. He began to come to this store more often and observe the work of sellers. And he concluded that on a shift where young specialists work, a high level of service (they always welcome buyers, offer goods, help in choosing a particular product), quickly and accurately do their job (they have time to do everything on time), always correct and beautiful product display and there is always an assortment of choices. And most importantly, young professionals have an incentive to work.

Observing the second shift of workers, a completely different picture emerged. Sedentary sellers did their job with reluctance and difficulty, there was an eternal mess with the layout, and the remark made by the manager to smile and greet customers more often, they reacted as follows: the first two days they tried to do what they were asked to do, and on the third day about All have forgotten. And when the remark was made for the third time, their answer was as follows: "We have worked in trade for so many years and we know how to behave, and we are not going to retrain and adapt to someone." Such negligence in the work of employees causes other people and the organization itself to suffer.

Therefore, analyzing his observations, the manager identified a problem - this is a decrease in the efficiency of personnel, and only those employees who are over 45 years old. If this problem is not urgently resolved, it can lead to bad consequences.

We will develop several options for solving the problem that has arisen:

1.change of old frames for new ones

2. Submission of advertisements to the labor exchange and the media (newspapers, creeping line on television) - this would make it possible to choose suitable working units from a larger number of applicants;

3. to approach personnel reception professionally, i.e. professional selection of employees when hiring by questionnaires, interviews;

4. to toughen the requirements for recruited personnel: age no more than 40 years, no bad habits, preferably higher education;

6.use the services personnel organizations(they have their own database of people looking for work). This will help to some extent avoid cooperation with those who have bad habits;

7. activation of material and moral incentives to work, i.e. retain existing employees, give them confidence in stability and support from the enterprise, evoke a sense of belonging to the organization's team and, at least to some extent, attract and interest potential personnel.

In order not to lose the incentive of employees to work, the manager should take the following measures to improve effective work frames, these are:

1. Encourage employees who faithfully perform labor duties: announcement of gratitude, rewarding certificate of honor, issuance of an award;

2. payment of material assistance for the holidays, at the birth of children, in the event of the death of an employee, etc .;

3. organize events as often as possible to unite and unite the team;

4. educate as often as possible about changes in the field of trade (attendance at trainings, various events).

In the third part of the course work, we will consider the problem that has arisen in more detail. We will identify how long it will take to solve it, develop an implementation project, and propose methods that can be used to do this.

Output

The analysis showed that a management system has been created at Fishtrade LLC, which has all its inherent elements: a management mechanism (goals, objectives, principles, functions, methods) and a management structure.

The enterprise has a linear - functional organizational structure, which is an ordered set of interrelated elements that are in stable relations with each other and ensure the development of the organization as a whole.

The main goal of the organization is to make a profit, but in order to achieve this goal, it is necessary to overcome many problems that arise in the process of achieving the goal. All problems have been described above.

In general, it can be noted that the organization's activities are proceeding successfully, if not for one "but" that may lead the enterprise to ruin in the near future.

Thus, the main directions of increasing the efficiency of the use of labor resources are: rational organization of labor; change of old personnel to new ones; material and moral interest of employees; social development of the workforce.

These events will help the company to increase its competitiveness and in the future to remain the leader in the consumer market. And this, in turn, will lead to an increase in the number of buyers, and hence to an increase in the company's profits. Thanks to this, it is possible to increase both moral and material incentives, which can increase the efficiency of the work process. And so on in a vicious circle.

3. Development of a solution aimed at improving the quality of personnel decision-making on the example of Fishtrade LLC

3.1 Statement of the problem and the formation of management decisions

To implement a solution related to the elimination of a problem that exists in the enterprise, it is necessary to develop a management solution mechanism, it consists of three blocks, including 10 stages.

First block is a statement of the problem, which contains the following stages:

1. identifying the problem;

2. determination of the time required for making a decision;

3.resources needed to find optimal solution;

4. analysis of the problem situation.

Second block- formation of decisions, including the following stages:

5. the formation of a set of goals to eliminate the problem situation;

6. definition of restrictions on decision-making;

7. development of many alternative solutions;

Third final the block is called solution optimization:

8. determination of the decision preference function;

9. determination of preference criteria;

10. choosing the preferred solution.

Based on the above, it was revealed that the problem that arose at the enterprise is a decrease in the efficiency of personnel. The root of this negative situation lies in the fact that the company has employees over 45 years old, i.e. such personnel are already less able to work and they need to be replaced with new ones.

It is worth noting that if the issue of dismissing old personnel and hiring new young specialists is resolved, as well as encouraging employees who faithfully perform their labor duties, then this problem will be resolved at the enterprise. Bearing in mind the complex nature of the problem that has arisen, we will eliminate the direct impact factor (poor-quality personnel selection) by eliminating the indirect impact factor.

If proper measures are not taken in time, then further procrastination of the unresolved problem can lead to:

1. to reduce profits at the enterprise;

2. suppression by competitors.

The management of the enterprise, represented by the director, is responsible for solving this problem. Solutions are developed by the director and his assistants.

The selection of personnel for the existing vacancies must be carried out in shortest time, since this workplace generates an overworking of the rate of hours, which will need to be paid. In addition, it is necessary to find such people who will fully meet the required qualities. All these operations will take two to three weeks. After all the operations for the search and verification of the employee have been completed, an order is issued during the day for his hiring. All this takes about three weeks.

When developing this solution, the main types of resources will be: human, financial, informational, material and technical. Such a set of resources can be explained by the following: the manager needs to have complete and reliable information on the problem that has arisen; also, the company must have the appropriate amount of money to fully implement this program;

people who will be busy with the implementation of this decision, apply all their knowledge and experience; and, finally, the enterprise must have a certain amount of equipment in the form of computers, faxes, telephones, with the help of which the administrative and managerial personnel will be able to implement the decision.

In order to make an effective decision in order to eliminate the problem situation under consideration, it is necessary to conduct a thorough analysis of it and identify many alternatives that are satisfactory and suitable for the implementation of this innovation in the organization.

The reasons for this problem are:

1. disability of middle-aged workers;

2. irresponsible attitude of these workers to their duties;

3. the presence of bad habits in some employees.

Table 3.1 - Quantification of problem situations

Problem situations	Quantitative and qualitative assessment	Probability
Disability of workers older age (over 45 years old)	Do not have time to complete work on time; work poorly	0,5
irresponsible attitude of these workers to their duties	the human factor (unintentionally or deliberately with the conviction that what kind of remuneration is the same is the quality of work); do not take into account the opinion of colleagues and higher management	0,45
some employees have bad habits	human factor (bad habit or actions caused by psychological stress, lack of a way out of the current situation, dissatisfaction with life)	0,05
Total:	1

Analyzing the data in the table, we can say that the greatest probability (0.5) of the problems presented is occupied by the disability of older workers (over 45 years old) and almost the same probability (0.45) about the irresponsible attitude of workers to their duties. Such people will be fired immediately.

The smallest probability belongs to the presence of bad habits in some employees (0.05).

Let's form the goals that need to be achieved to solve the problem (Table 3.2). Of these, there will be binding goals, without which no solution can be considered unacceptable; the desired goals, at the achievement of which the quality of the given decision increases; probabilistic goals, the achievement of which, in combination with the first two, creates conditions in order to prevent the occurrence of a corresponding problem in the future or to finally exhaust it.

Table 3.2 - Variety of goals to eliminate the problem situation

Goals to solve the problem	Criteria for achieving goals	Indicators of the degree of achievement of goals (%)	Indicator of importance	Symbol
MANDATORY
1. Reception of qualified employees suitable in all respects	Dismissal of old personnel and acceptance of new ones; Careful selection when hiring - material payments must correspond to the qualifications of the employee;
DESIRABLE
1. Adoption of a new employee by the team	Creation of a friendly atmosphere; Building a corporate spirit
2. Fast adaptation of the hired employee to the working conditions	Ability to perform assigned tasks; Good communication with employees and customers
3. Complete replacement of old employees with new ones	Execution of all work quickly and efficiently
PROBABLE
1. Development of a responsible approach to job duties of the employee	- introduction of a system of disciplinary and material sanctions
2. Improving the level of professional training	Conducting all kinds of classes, trainings; Compulsory study at the university
3. Uniting the team before the assigned task into a single team	- development of a single goal that would become a solution not only to the needs of the enterprise, but also of its employees

The development of many alternative solutions is presented (Appendix 2, Fig. 1) in the form of a decision tree. Based on the results of the work done, the rational option would be to dismiss the "old" personnel, hire "young" specialists through professional selection of personnel, it is the option that can solve this problem.

Definition of decision preference functions (Appendix 2, Fig. 2), which will reflect all possible steps of the selected option to eliminate the problem.

The criteria that determine the preference for the optimal solution are:

The reality of the problem resolution;

The effectiveness of solving the problem;

The minimum amount of costs for solving the problem;

Immediate resolution of the problem.

To select the preferred solution, the solution evaluation matrix will be used (Table 3.3). The rating scale in this case will be as follows:

0 - solution is not achieved;

1 - the solution is achieved to a minimum;

2 - the solution has been partially achieved;

3 - no more than half of the decision has been reached;

4 - the solution has been reached almost completely;

5 - the solution has been fully reached.

This scale shows how this solution achieves its goal.

The estimate of the probability of implementing the solution for a given goal will vary from 0 to 1, while the sum of the probabilities of achieving one goal should not exceed one.

The goals formulated earlier were used as the goals of this table. As solutions, the options for solving the problem that have arisen, given in the decision tree, were used.

Table 3.3 - Decision evaluation matrix

Solutions	Goals
	Ots1			Zhts2		Zhts3				Zhts4				Vts5				Vts6				Vts7
	score		faith	score	faith	score		faith		score		faith		score		faith		score		faith		score		faith
1. Solutions to the problem of an indirect nature:
1.1 Do not fire "old" staff		1	0,1	2	0,05	1	0,1		2		0,05		2		0,1		3		0,1		1		0,05		0,95
1.2 Dismissal of the "old" and the hiring of specialists with a different age category		2	0,25	4	0,35	5	0,3		4		0,15		4		0,3		3		0,25		5		0,25		7,2
1.3 Dismissal of “old” and recruitment of “young” professionals through intuitive selection		3	0,25	3	0,25	4	0,2		3		0,35		3		0,2		4		0,15		4		0,25		5,55
2. Solving the problem of a direct nature:
Dismissal of "old" personnel and admission of "young" specialists in professional selection	5		0,4	4	0,35	5		0,4		5		0,45		5		0,4		5		0,5		5		0,45		14,4
Total:	11		1	13	1	15		1		17		1		14		1		15		1		15		1		28,1

After assessing the satisfaction of the organization's goals, it was found that the most the best option of all the above is the decision to dismiss the "old" personnel and the admission of "young" specialists for professional selection, who will work responsibly and carefully, create a favorable atmosphere at the enterprise, and reduce the number of conflicts that arise.

3.2 Solution Implementation Plan and Management Evaluation

efficiency

The number and variety of goals and objectives of management are so great that no organization can do without a programmatic approach to determining their composition, regardless of its size, specialization, type, form of ownership.

As a convenient and proven tool in practice, you can use the construction of a target model in the form of a tree graph - a tree of goals.

Therefore, to implement the decision, the enterprise needs to build a tree - goals (Fig. 3.1).

The purpose of the organization in this scheme will be the decision to hire one person to replace the fired employee. Parameters: woman, up to 40 years old, sociable, responsible, executive, willing to work effectively and bring high results to the organization.

FHD assessment

Rice. 3.1 Goal tree

The executors of this decision will be the director of the enterprise and his deputies. The deadline for the execution of the decision is three weeks.

To implement the management decision, the optimal period for the implementation of this change (filling a vacant position) was determined and a timetable was built according to which the company would have to carry out the necessary measures in order to accept a new employee on time. To carry out the next operation, you need to remember that the most the best option the solution to the problem (low efficiency of personnel work) of an indirect nature was the decision to change old personnel and hire young specialists (table).

A visual representation of the schedule for the implementation of the solution is presented in table. 3.4.

Table 3.4 - Plan - timetable for the implementation of the solution

Such activities as setting a task (finding a new employee for a position) and determining the circle of people who will develop this solution will take one day; the signing of an order for the hiring of a new person by the director is also carried out within one day; the approval of this list with the director is carried out within one working week. Thus, the preparatory phase takes approximately seven working days.

An interview with an employee, his questionnaire and testing take one working day. A request for a potential employee to the police department for a criminal record is approximately 9-10 business days. It turns out that the main stage is approximately two weeks.

And finally, the final stage, which consists of making a decision to conclude an employment contract with an employee and issuing a corresponding order, takes 1-2 working days. The last activities take place in the third week of the implementation of the decision.

Adopting a new, seemingly, at first glance, effective solution should completely exhaust the existing problem. But without a decision regarding the dismissal of "old" personnel, even this event may lose force. Therefore, in order to improve the efficiency of the work of personnel in the organization, you just need to hire employees who will meet these requirements through professional selection of personnel. In this case, act on the principle: wages will depend on the proceeds brought, maybe then people will begin to strive to satisfy not only their own needs to the end, but also the needs of other people.

Based on the above analysis, it can be said that the proposed solution, when hiring only young specialists, will fundamentally solve this problem and that the management, having chosen it, will act rationally.

Conclusion

Making a decision is not a one-time act, but the result of a process that has a certain duration and structure. Decision-making process is a cyclical sequence of actions of the subject of management, aimed at solving the problems of the organization and consisting in analyzing the situation, generating alternatives, choosing the best one and implementing it.

In modern conditions of economic development, management efficiency depends on the complex application of many factors, and not least on the procedure for making decisions and their practical implementation. The higher the validity and quality of decisions made in specific situations, the lower the commercial risk of the organization. The quality and efficiency of management decisions are the main factors in the rational use of resources and increasing the competitiveness of the organization.

In the course work, the goals set in the introduction were achieved, namely: the ability to apply theoretical knowledge to the analysis of the practice of Fishtrade LLC under changing conditions, to reveal the main problems that exist in this organization and to formulate ways to solve them. In this course project, an analysis and assessment of the technology for making personnel decisions was carried out using the example of the studied enterprise.

As a result of the analysis and assessment of the development process and the adoption of personnel decisions on the problematic situation that has developed at this enterprise, its optimality and rationality were revealed. It most closely corresponds to the set goals of the enterprise, aimed at the result of solving this problem, namely, preserving competitive positions and increasing competitive advantage.

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Table 3 - Expert assessments of opportunities

	Experts								Wed meaning
	1		2		3		4
	sum	beats the weight	sum	beats the weight	sum	beats The weight	sum	beats the weight
1. Change of outdated personnel to new ones	10	37,04	10	34,5	10	37,04	10	35,8	40
2. Search for employees who meet all the requirements	9	33,34	10	34,5	10	37,04	9	32,1	38
3. Expansion of the sales market	8	29,62	9	31	7	25,92	9	32,1	33
Total:	27	100	29	100	27	100	28	100	-

Table 4 - Expert assessments of threats to the organization

Annex 1.

Table 1 - Expert assessments of strengths

Characterization of the strengths of the organization	Experts								Wed Meaning
	1		2		3		4
	sum	beats the weight	sum	beats the weight	sum	beats The weight	sum	beats the weight
1. Annual increase in profits	8	9,5	9	11,2	9	10,1	9	10	35
2. Decent reputation in the consumer market	10	11,9	10	12,5	9	10,1	10	11,1	39
3. Location	10	11,9	8	10	10	11,2	10	11,1	38
4.Product assortment	9	10,7	7	8,5	10	11,2	9	10	35
5. Quality of service (service)	9	10,7	8	10	10	11,2	9	10	36
6. Provision of trade services	7	8,3	6	7,5	6	6,9	8	8,9	27
7. Flexible system of discounts	8	9,5	8	10	9	10,1	10	11,1	35
8. A clear distribution of rights and responsibilities in the organization	6	7,3	8	10	7	7,9	7	7,8	28
9. Availability of social package	9	10,7	9	11,2	9	10,1	8	8,9	35
10. Payment of premiums	8	9,5	9	11,2	10	11,2	10	11,1	37
Total:	84	100	80	100	89	100	90	100	-

Table 2 - Expert assessments of weaknesses

Appendix 2. Rice. 1. Decision tree

Rice. 2. Solution preference functions

Rice. 2.1. Organizational structure of Fishtrade LLC

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