Planning of innovative activity. Innovation planning Planning and organization of innovation activities of business entities

MORDOVIAN STATE UNIVERSITY NAMED AFTER N.P. OGARYOVA

Faculty Ruzaevsky Institute of Mechanical Engineering (branch)

Department of Production Management

COURSE WORK

for enterprise planning

PLANNING INNOVATIVE ACTIVITIES AT THE ENTERPRISE

Speciality 080502

Economics and management at the enterprise

(in mechanical engineering)

Work manager E.I. Dudanov

Introduction

The development of organizations occurs through the development of a variety of innovations. These innovations can affect all areas of the organization. It should be noted that any fairly serious innovations in one area of the organization, as a rule, require immediate changes in related areas, and sometimes a general restructuring of organizational management structures.

Innovations are any technical, organizational, economic and managerial changes that are different from the current practice in a given organization. They may be known and used in other organizations, but for those organizations in which they have not yet been mastered, their implementation is new and can lead to considerable difficulties. Organizations have different susceptibility to innovation. Their innovative potential significantly depends on the parameters of the organizational structures of management, professional and qualification composition, industrial and production personnel, external conditions of economic activity and other factors.

Innovations are, on the one hand, in conflict with everything conservative, aimed at maintaining the status quo, on the other hand, they are aimed, within the framework of the change strategy, at a significant increase in the technical and economic efficiency of the organization.

Innovation is an elementary component of entrepreneurship, always inherent in a market economy. But it is equally a combination of rationality and irrationality. Creativity is the engine of innovation, it is the "primary resource" of entrepreneurship in a market economy.

The objects of innovation include:

1) products (types, quality);

2) materials;

3) means of production;

4) technological processes;

5) human factor (personality development);

6) social sphere (changing the behavior of employees of the organization);

7) organizational development of the organization.

Innovative activity is creative in nature, it is poorly combined with strict regulation of work and centralization of decision-making, it is difficult to fit into formalized organizational management structures. The latter are characterized by tendencies to maintain stable relations and management procedures, counteract innovations, and actively resist any new forms and methods of management.

The innovative potential of organizations is largely determined by the diversity and degree of production and technological unity of their constituent production units. The more active role organizations play in the reproduction process and the greater the degree of integration of their main industries, the higher the innovative potential.

The purpose of the course work - to identify the essence of planning innovation in the enterprise. To achieve this goal, it is necessary to solve the following tasks:

1) determine the role of innovation in the activities of the organization;

2) to form an innovation planning system at the enterprise;

3) justify the effectiveness of the innovation program.

Research methods include the collection of information related to the innovative activities of the enterprise; data processing and formulation of recommendations on the issue under consideration.

This course work contains a description of the process of planning the innovative activity of an enterprise, considers the role of innovation in modern market conditions and in a competitive environment.

1. Planning of innovative activity at the enterprise

1.1 Forecasting innovation and its role in the activities of the organization

In modern conditions, when the external environment of the organization is changing dynamically and unpredictably, forecasting innovations becomes vital. It allows the organization not only to see its future and set goals, but also to develop a program of action to achieve them. The presence of such a program facilitates the use of the resources of the organization and the choice of the best means to achieve the goal, significantly reduces the danger posed by the external environment. This has a positive effect on the performance of the organization and contributes to the creation of a healthy moral and psychological climate in the organization, which also has a positive impact on efficiency. Conversely, the absence of such a program is accompanied by fluctuations and deviations in the development of the organization in the right direction. Ill-considered and inconsistent actions are fraught with serious negative consequences. First of all, the organization's resources are used inefficiently. Organizational resources (and they are always limited) are often directed to the wrong place and the wrong place. As a result, measures to solve urgent problems are not carried out and the needs of consumers are not satisfied. All this negatively affects the state of affairs, reduces efficiency, creates social tension in the organization. The possibility of all kinds of conflicts is increasing, staff turnover is increasing, etc. These processes also negatively affect the activities of the entire organization.

A forecast is understood as a scientifically based judgment about the possible states of the organization and its environment in the future, about alternative ways and timing of its implementation. The process of developing forecasts is called forecasting.

Forecasting is an important link between theory and practice in the life of every organization. It has two different planes of concretization: the predictive ( descriptive, descriptive) and another associated with it, related to the category of management - predictive (perspective, prescriptive). Prediction implies a description of possible or desirable prospects, states, solving problems of the future. In addition to formal forecasting based on scientific methods, prediction includes premonition and foresight. Premonition - this is a description of the future based on erudition, the work of the subconscious and intuition. Foresight uses worldly experience and knowledge of circumstances.

Prediction is actually the solution of these problems, the use of these problems, the use of information about the future in purposeful activity. Thus, in the problem of forecasting, two aspects are distinguished: epistemological and managerial, associated with the possibility of making managerial decisions based on the knowledge gained.

The objects of innovation include:

1) products (types, quality);

2) materials;

3) means of production;

4) technological processes;

5) human factor (personality development);

6) social sphere (changing the behavior of employees of the organization);

7) organizational development of the organization.

The purpose of the course work - to identify the essence of planning innovation in the enterprise. To achieve this goal, it is necessary to solve the following tasks:

1) determine the role of innovation in the activities of the organization;

2) to form an innovation planning system at the enterprise;

3) justify the effectiveness of the innovation program.

Research methods include the collection of information related to the innovative activities of the enterprise; data processing and formulation of recommendations on the issue under consideration.

1. Planning of innovative activity at the enterprise

1.1 Forecasting innovation and its role in the activities of the organization

Depending on the degree of specificity and the nature of the impact on the course of the processes under study, three forms of foresight are distinguished: a hypothesis (general scientific foresight), a forecast, and a plan.

A hypothesis characterizes scientific foresight at the level of a general theory. The forecast, in comparison with the hypothesis, has greater certainty, since it is based not only on qualitative, but also on quantitative parameters, and therefore allows characterizing the future state of the organization and its environment also quantitatively.

The plan is the setting of a well-defined goal and the anticipation of specific, detailed events in the organization under study and its external environment. It fixes the ways and means of development in accordance with the tasks set, justifies the adopted management decisions. Its main distinguishing feature is the certainty and directiveness of tasks. Thus, in terms of foresight, it receives the greatest concreteness and certainty.

The susceptibility of organizations to innovation is reduced as production increases and organizational structures develop, the predominance of large-scale and mass production types. The larger the volume of production, the higher the level of output, the more difficult it is for production to be restructured.

Scientific and technical progress, as a rule, is contained within the framework of mass, highly specialized production and gains great prospects in the production of small-scale highly specialized quick-change products.

Small highly specialized organizations have the greatest susceptibility to innovations. They are specialized in meeting the specific needs of consumers and have the ability to flexibly rebuild depending on the nature and pace of development of industrial production. Their organizational management structures turn out to be the most mobile and sensitive to modern scientific and technical trends and organizational and economic innovations.

The introduction of technical, organizational and economic innovations requires adequate changes in the existing forms and methods of management organization. Implementation necessitates the continuity of managerial innovations. The latter is becoming an increasingly important condition for improving the efficiency of organizations.

1.2 The essence of innovation planning

Planning is one of the main elements of the system of intra-company management of innovative activities of the organization. As an element of the management system, planning is a relatively independent subsystem that includes a set of specific tools, rules, structural bodies, information and processes aimed at preparing and ensuring the implementation of plans. Innovation planning is a system of calculations aimed at choosing and substantiating the goals of the organization's innovative development and preparing the decisions necessary for their unconditional achievement. Within the framework of the integrated management system, the planning subsystem performs the following seven particular functions:

Target orientation of all participants. Thanks to the agreed plans, the private goals of individual participants and performers are focused on achieving the general goals of the innovation program or the organization as a whole.

Perspective orientation and early recognition of developmental problems. Plans are always oriented to the future and must be based on reasonable forecasts of the development of the situation.

The plan outlines what is desired in the future state of the facility and provides for specific measures aimed at supporting favorable trends or curbing negative ones.

Coordination of activities of all participants of innovations.

Coordination is carried out as a preliminary coordination of actions in the preparation of plans and as a coordinated response to emerging obstacles and problems in the implementation of plans. In the process of innovation planning, four main forms of coordination are used: administrative, initiative,

software and budget. The administrative form of coordination is expressed in the directive approval of planning documents that are mandatory for all participants in the innovation processes.

The initiative form of coordination is expressed in the voluntary and conscious coordination of the actions of managers and all participants within the limits of the powers delegated to them and general planning restrictions. Program coordination is carried out in the form of private planned targets set for each participant in accordance with the general work plan for the innovation program. The budget form of coordination is carried out during the development of the planned budget in the form of restrictions on the material, labor and financial resources allocated to each participant.

Preparation of management decisions. Plans are the most common management decisions in innovation management. When preparing them, a deep analysis of the problems is carried out, forecasts are made, all alternatives are explored and an economic justification for the most rational solution is made. Planning brings a high level of economic feasibility and rationality to the management system in the organization.

Creation of an objective base for effective control.

Plans establish a desired or required state of the system for a specified period of time. Their presence makes it possible to make an objective assessment of the organization's activities by comparing the actual values of the parameters with those planned according to the "fact - plan" principle. At the same time, control becomes objective, aimed at ensuring the target state of the system.

6. Information support for participants in the innovation process. The plans contain important information for each participant about the goals, forecasts, alternatives, timing, resource and administrative conditions for the innovation.

The stability of the planning system makes it possible to ensure effective updating of information due to timely control and adjustment of planned targets.

7. Motivation of participants. Successful fulfillment of planned targets, as a rule, is an object of special stimulation and a basis for mutual settlements, which creates effective motives for the productive and coordinated activities of all participants. The significance of the noted particular functions of the planning subsystem makes it the most important component of the management system in the organization.

In the planning process, a reasonable choice is made of the main areas of innovation for organizations as a whole and for each structural unit; formation of programs for research, development and production of innovative products; distribution of programs of individual tasks for separate periods of time and assignment to performers; establishment of calendar terms for carrying out work on programs; calculation of the need for resources and their distribution by performers based on budget calculations.

1.3 Intra-company innovation planning system

The innovation planning system in organizations includes a set of various plans aimed at implementing the main functions and tasks of planning, interacting with each other. The most significant factors determining the composition and content

of this complex, the organizational structure and profile of the innovative activity of the organization, the composition of the ongoing innovative processes, the level of cooperation in their implementation, the scale and constancy of innovative activity.

Types of plans differ in goals, subject, levels, content and periods of planning. A schematic diagram of the classification of types of innovation planning is shown in Figure 1.

Figure 1 - Types of intra-company innovation planning

According to the target orientation, strategic and operational planning of innovations are distinguished.

Strategic planning as an element of strategic innovation management consists in defining the organization's mission at each stage of its life cycle, forming a system of activity goals and

strategies of behavior in the markets of innovations. At the same time, in-depth marketing research, large-scale predictive developments, assessments of the strengths and weaknesses of the organization, risks and success factors are carried out. Strategic planning, as a rule, is focused on a period of five or more years. It aims to create new potential for organizational success.

Operational planning of innovations has as its task the search and coordination of the most effective ways and means of implementing the adopted strategy for the development of the organization. It provides for the formation of a product-thematic portfolio of an organization, the development of calendar plans, the preparation of business plans for individual programs, the calculation of the need for resources, funds and sources of their coverage, etc. Operational planning of innovations aims to realize the organization's potential in the form of profits, sales volumes, etc. Strategic and operational planning are in dialectical interaction and meaningfully complement each other in a single process of innovation management.

Product-thematic planning of innovations consists in the formation of promising areas and topics of research and development, the preparation of programs and activities for updating products, improving technology and organizing production in organizations. At the production stage of innovation processes, this type of planning involves the development and optimization of production programs of organizations and departments.

Feasibility planning includes calculations of material, labor and financial resources required to fulfill nomenclature and thematic tasks, as well as an assessment of economic results and the effectiveness of the organization's innovative activities. This type of calculation includes financial planning, business planning, budget planning, etc.

Volumetric-calendar planning of innovations consists in planning the scope of work, loading departments and performers, building calendar schedules for carrying out work on individual programs and for the entire set of planned work, schedules for loading equipment and performers, and distributing work by separate calendar periods.

1.4 Rationale for investment in innovation programs

One of the most important questions for an investor when determining the direction of investment are the following:

1) which program is worth investing in?;

2) what volume of these investments will be needed?;

3) when will the investments begin to generate income?;

4) how much return on investment can be expected?;

5) what are (at least in general terms) the characteristics of the program?;

6) from what sources to get money for the program?

It is these questions that form the essence of the work on creating the concept

programs. The development of the concept of the program consists of the following stages: the formation of an innovative plan for the program and the study of innovative opportunities.

Each of these stages includes a number of stages, the content of which is described below.

So, as soon as there are ideas that meet the goals of the program, the innovation manager must conduct a preliminary examination and exclude obviously unacceptable ones from further consideration. It is clear that at this stage the reasons why an idea will be rejected are very general.

Purpose of organizational analysis - evaluate the organizational, legal and administrative environment in which the program should be implemented and operated, as well as develop the necessary recommendations in terms of: management; organizational structure; planning; recruitment and training of personnel; financial activities; coordination of activities; general policy.

Several computer simulation systems are now in use for evaluating the effectiveness of investment programs. These include: COMFAR (Computer Model for Feasibility Analysis and Reporting), Alt-Invest package (created using MS Works or Excel spreadsheets and can work in other common spreadsheets (Super Calc 4, fcotus 1-2- 3, Quattro Pro)), Package ".Project Expert". Like COMFAR, the system is a "closed" package.

The justification of investments is the main document justifying the feasibility and effectiveness of investments in the program under consideration. The justification details and clarifies the decisions made at the stage of pre-project justifications for investments - technological, constructive, environmental; the environmental and operational safety of the program, as well as its economic efficiency and social consequences, are reliably assessed.

2. Calculation of technical and economic indicators of the enterprise

2.1 Justification of the production plan

2.1.1 Based on the initial data on the market demand for products, we compile table 2.1 of the settlement part according to the option

Table 2.1 - Market demand for products

product name	Product brand	Market demand, pieces

The total market demand is determined by summing up the values of the market demand for all types of products.

2.1.2 We fill in table 2.2 based on the initial data on the technical and economic indicators of products

Table 2.2 - Technical and economic indicators of products

product innovation	Product brand	Wholesale price of products, rub.	Labor intensity of products, n-h	product capacity,	The total cost of the product, p.
product innovation	Product brand	Wholesale price of products, rub.	Labor intensity of products, n-h	product capacity,		Including material fixed costs

Columns 3-5 are filled on the basis of the initial data (Appendices 1, 2,3). The total cost (column 6) is determined based on the cost per ruble of the wholesale price (Appendix 4) by multiplying the wholesale price by the cost per ruble of the wholesale price. The values of column 7 are obtained on the basis of data on the share of direct costs in the cost of production (Appendix 5).

2.1.3 We calculate specific indicators, the values of which are summarized in table 2.3

Table 2.3 - Specific indicators

products	Product brand	Specific labor	Specific material	Profitable-	Unit Cost of Processing

Specific labor intensity (t beats) is determined by the formula

t beats = T / C, (1)

where T is the complexity of manufacturing, n-h;

Specific material consumption (M beats) is determined by the formula

M beats = M pr. ed. / C, (2)

where M etc. ed - direct material costs for one product, p;

C - the wholesale price of a unit of the product, r.

The profitability of the product (R ed) is calculated by the formula

R ed \u003d C / C, (3)

where C is the total cost of the product, p.

The unit cost of processing (C arr. beats) is determined by the formula

From arr. beats \u003d (S - M pr. ed.) / C, (4)

2.1.4 Determine the amount of installed equipment

Table 2.4 - Number of installed equipment

This table is filled on the basis of the initial data (Appendix 6).

2.1.5 Calculate the amount of equipment (N) corresponding to the market demand

where C m is the machine-tool capacity of manufacturing one product, hm-h;

Q p - market demand for products, pieces;

Ф eff is an effective fund of equipment operation time.

The effective fund of equipment operation time is calculated by the formula

F eff \u003d F dir * (1 - P / 100), (6)

where Ф rezh - regime fund of the equipment operation time;

P is the planned percentage of equipment downtime.

The operating time fund of the equipment is determined by the formula

F dir \u003d (D cal. - D non-work) * t cm * K cm - r pre-holiday, (7)

where D cal - the number of calendar days in a year;

D non-working - the number of non-working days in a year;

t cm is the duration of the shift (8 hours);

K cm - number of shifts (2 shifts);

r pre-holiday - the number of non-working hours on pre-holiday days.

F dir \u003d (365-116) * 8 * 2-8 * 2 \u003d 3968 h.

F eff \u003d F dir * (1 - P / 100) \u003d 3968 * (1-6 / 100) \u003d 3729.92 hours.

The data obtained are summarized in table 2.5

Table 2.5 - Calculation of the effective fund of equipment operation time

We determine the amount of equipment of each group that corresponds to market needs

N c1 ==

N c2 == ,

N c3 == ,

N k1 ==

N k2 == ,

N k3 == ,

N l1 == ,

N l2 == ,

N l3 == ,

N d3 ==

The results obtained are entered in table 2.6

Table 2.6 - Quantity of equipment corresponding to the market demand

Product brand	Market demand ness, pcs.	Stankoem- bone products, s-h.	Total machine tool bone products, s-h.	working hours dovaniya, h	number of machines, pcs.

Column 3 is filled out on the basis of the data of table 2.1., column 4 - on the basis of application 3. the total machine-tool intensity of products (column 5) is determined by multiplying the values of column 3 by the values of column 4. the effective fund of equipment operation time (column 6) - table 2.5, p .four.

Thus, to meet the market demand, the enterprise needs to have 3844 machines at its disposal.

2.1.6 In order to make the most reasonable decision on the volume and range of products, we calculate the average load factor of equipment in the machine shop of the enterprise

2.1.6.1 Calculate the program of the machine shop in the given units

Table 2.7 - Workshop program in reduced units

release parts	Quantity according to the program, pcs.	Total labor- bone, h.	Product-represented	Coefficient	Number of products in given units	Settlement program, pcs.



Total for city 1



Total for city 2




Total for city 3

Total for city 4
Program Total

Column 2 and column 3 are filled in on the basis of the data in Appendix 7, column 4 in Appendix 8.

The reduction coefficient was determined by the formula

K pr = ΣТ i / ΣТ pr, (8)

where ΣT i is the total labor intensity of the i-th product;

ΣТ pr - total labor intensity of the representative product.

The number of products in reduced units (column 6) is determined by multiplying the reduction factor (column 5) by the quantity according to the program (column 2).

2.1.6.2 Determine the average load factor of equipment in the machine shop

Table 2.8 - Calculation of the average equipment load factor

equipment identification	Number of equipment, pcs.	Effective fund of equipment working time, h.	Total annual fund of time, h.

The number of equipment (column 2) - the initial data of the application 9. The effective fund of the working time of the equipment (column 3) - table 2.5 point 4 for calculations. The total annual fund of equipment operation time (column 4) was determined by multiplying the amount of equipment by the effective time fund.

The average equipment load factor is the ratio of the total labor intensity for the program to the total annual fund of equipment working time

K load \u003d ΣT prog / EF r, (9)

K load \u003d ΣT prog / EF r \u003d 432969 / 548298.2 \u003d 0.79 or 79%.

2.1.7 Justification of the planned volume of production in physical terms

The enterprise needs 3833 machines to meet the market demand. In fact, 3,100 machines have been installed at the enterprise. However, it would be erroneous to take 3100 machine tools to the production volume, since it is necessary to take into account the possible load factor of the equipment in the leading machine shop of the enterprise. According to the calculation, the average equipment load factor is 0.79. Taking into account the value of this indicator, 3100 * 0.79 = 2449 machines are accepted into the production program.

The ratio of the amount of equipment accepted according to the plan and according to market demand

K arr \u003d (3100 * 0.79) / 3844 \u003d 0.64,

Average market profitability of the product

R = ΣR ren / 12, (10)

R \u003d ΣR ren / 12 \u003d 15.653 / 12 \u003d 1.304

Table 2.9 - Justification of the planned volume of production in physical terms

Namenova- product	Product brand	Ryn. consump- ness, pcs	Number of rev. by market cons.	Coef. Cor. Number of rev. according to plan and according to the market. consumption, in shares	Coef. acc. actual and medium ren-ti ed., in shares	Number of equipment accepted in terms of	Volume plan	The volume of production in% of the market. cons.

Market demand (column 3) - initial data of table 2.1 Quantity of equipment according to market demand (column 4) - table 2.6 column 7 by calculation. The amount of equipment accepted, in terms of

determined taking into account the ratio of the amount of equipment

according to the plan and according to market demand and taking into account the ratio of the actual and average market profitability of products

Q p1 = 1367*0.64*1=869, Q p2 = 236*0.64*0.92=138, Q p3 = 128*0.64*1.02=83, Q p4 = 620*0, 64*0.95=375, Q p5 = 163*0.64*0.92=95, Q p6 = 25*0.64*1.08=17, Q p7 = 692*0.64*0.94 = 414,Q p8 = 288*0.64*1.14= 209,Q p9 = 251*0.64*0.94= 150,Q p10 = 7*0.64*1.13= 5,Q p11 \u003d 10 * 0.64 * 0.94 \u003d 6.Q p12 \u003d 57 * 0.64 * 1.02 \u003d 37.

We will take corrective actions by adding the number of equipment in order to accept the number of machines in the production program

taking into account the load factor. The adjusted number of machines is entered in table 2.9

The plan for the volume of production of products (column 8) is determined by the formula

Column 3 is filled in on the basis of the data in column 3 of Table 2.10 Columns 4 and 6 - Annexes 1 and 4, respectively.

2.3.2 Calculate direct material costs and processing costs

Table 2.15 - Calculation of direct material costs and processing costs

products	Product brand	The volume of production according to the plan, pcs group 3 tab.2.14	Straight mat. unit costs, p tab.2.2 gr.7	The general art of direct mat. costs, p	The cost of processing pr-ii, r.

The cost of processing products (column 6) is the difference between the cost of commercial products and direct material costs in the cost of commercial products.

2.3.3 Determine the structure of the cost of commercial products

Table 2.16 - The structure of the cost of commercial products

The values of the cost elements, direct material costs and processing costs are presented in table 2.15.

2.4 Calculation of technical and economic indicators of the enterprise

2.4.1 Calculate the technical and economic indicators of the enterprise according to the draft plan for the year

Table 2.17 - Technical and economic indicators

Profit from the sale of products is calculated as the difference between the volume of marketable products (in rubles) and the cost of marketable products.

The return on assets is equal to the quotient of dividing the volume of marketable output (in rubles) by the cost of fixed production assets.

The capital-labor ratio of labor is the quotient of dividing the cost of fixed production assets by the cost of commercial products.

Profitability is the quotient of dividing the profit from sales by the cost of fixed production assets.

The output per worker is the quotient of dividing the volume of marketable output (in rubles) by the number of industrial and production personnel.

The cost of one ruble of marketable output is the quotient of dividing the cost of marketable output by the volume of marketable output (in rubles).

Profitability of sales - the quotient of dividing the profit from sales by the volume of marketable products (in rubles).

3. Improving the methodology of innovative development of the enterprise

The practical significance of any methodological developments lies in the fact that they can be widely used by enterprises in the management of economic activities and must have a specific economic effect. Adhering to this well-established principle, we will give recommendations and reveal the possibilities of practical application, as well as show the economic efficiency of the described developments.

It is advisable to reveal the possibilities of using the methodology for applying new technologies by the example of forming an innovative development strategy for a conditional enterprise, the choice of which as an object of practical application of the research results is due to the desire, regardless of specific economic factors, to show the universality of the innovative development methodology. It is possible to evaluate the economic efficiency of developments on the basis of an analysis of the expected economic results after their application.

The starting point for developing a strategy for involving new technologies in economic turnover can be an assessment of the innovative behavior of an enterprise. To do this, at the stage of formation of strategic behavior, in particular, when analyzing the external environment based on the calculation of a group of indicators, it is possible to determine how the position of the enterprise in the external environment will change if it chooses an innovative path for the development of economic activity.

Evaluation of innovative activity is carried out along with the analysis of the internal environment of the enterprise in the formation of its strategic behavior in the market. This method allows you to analyze the state of the enterprise in the field of R & D using economic indicators and compare them with reference values. Conducting such an analysis

allows you to evaluate the accumulated experience and capabilities of the enterprise in the innovation field and make a preliminary choice of its further technological development. In this case, the main attention should be paid to assessing the capabilities of a given enterprise to master certain types of innovations - new or improving. To do this, from the data of financial accounting and reporting of the enterprise, it is necessary to single out and group the costs that are directed to them for the implementation of innovative development of production.

Evaluation and selection of innovative projects are not only the most important stages in the process of forming strategies for the innovative development of an enterprise, but are also the most time-consuming of them. Presentation of innovative projects in the form of business plans also requires the most careful preparation and professional execution. To solve problems related to economic evaluation and selection for the introduction of new or improving technologies, those departments in the enterprise that should participate in innovative design are identified. This will make it possible to rationally distribute the activities for the collection and analysis of analytical information among the project participants, and the involvement of highly specialized experts will increase the quality level of decisions made.

Before proceeding to consider the issues of innovative design, it is important to study the requirements for the organization of investment control. We are talking about methodological approaches in business planning, according to which all information related to proposed projects must be controlled both by the developers themselves and with users.

Large diversified companies can simultaneously implement not one, but several parallel strategies for growth and development, focused on solving various problems of increasing

efficiency of own economic activity. In practice, the situation sometimes develops in such a way that some strategies are preferred to the detriment of others. For the continuous and full development of new technologies, it is necessary to form a set of methodological recommendations aimed at the effective integration of innovative development strategies and other corporate plans of the enterprise. Here it is necessary to develop ways to establish interaction between various structural units for the operational management of innovative development. Technological control, strategic monitoring and innovation policy can become mechanisms capable of solving the set tasks. Management of the innovative development of an enterprise is a topic that is only gaining its relevance for economic science. The relevance of the problem of effective involvement of new technologies in economic turnover is due to the category of economic development and the irreversibility of scientific and technological progress. The continuous emergence of more and more new technologies causes a constant transformation of the economic system. At some point, it is no longer possible to manage the new economic reality with the old methods. At the present stage of transformation of the economic environment, one of the possible ways to increase the activity of enterprises to involve new technologies in economic turnover can be a mechanism for integrating strategic and innovative management, based on taking into account the type and scale of new technologies.

An analysis of the theory and practice of introducing innovations in the context of the transformation of the economic environment suggests that today the management of these processes needs to create a new methodological base.

Conclusion

At the end of the work, it should be noted that innovation planning is a process of choosing goals focused on the final results (profit growth, expanding the product range, entering new markets), allocating resources and determining the timing of solving innovative problems up to the development and dissemination of innovations. When planning innovations, scientific and technical areas, scientific and technical problems, topics and subtopics are distinguished.

The scientific and technical direction covers all stages and stages from fundamental research to the development and dissemination of innovations. It is being developed by the efforts of related branches of science and production. Scientific and technical problem - part of the scientific and technical direction, which includes tasks solved by scientific and technical organizations and manufacturing enterprises (firms, companies) of the same industry. The topic is part of a scientific and technical problem and is developed on the scale of one organization (within one year or several years). Subtopic - it is part of a scientific and technical theme, developed on the scale of one or more departments of the organization (in most cases during one annual plan).

Innovation planning is carried out on the basis of a number of principles. An important principle is to ensure the prospective nature of innovation planning. This principle is observed provided that the planning system is based on forecasts and includes long-term, medium-term and annual plans. The most important principles include the program-target principle of planning. Compliance with this principle is especially important when developing major scientific and technical problems and innovative projects, when the final results largely depend on the complexity and interdependence of intra-industry relations.

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Attachment 1

Wholesale price of products, p

product name	Product brand
product name	Product brand

Appendix 2

Labor intensity of products, norm-h

product name	Product brand
product name	Product brand

Annex 3

Machine-tool capacity of products, norm-h

product name	Product brand
product name	Product brand

Appendix 4

Costs per 1 ruble of the wholesale price, kopecks

product name	Product brand
product name	Product brand

Appendix 5

The share of direct material costs in the cost of production,%

product name	Product brand
product name	Product brand

Appendix 6

Number of equipment and its use

Appendix 7

Number of items in the machine shop program

Product Model	Quantity according to the program, pcs	Total labor input, norm-h.



Total for group 1



Total for group 2




Total for group 3

Total for group 4
Program Total

Appendix 8

Products-representatives by groups

Equipment groups
Equipment groups

Criteria for the effectiveness of the organization of innovative processes at the enterprise in modern conditions there are economic parameters that make it possible to measure the costs of innovative activity and income from the sale of innovative products.

An enterprise that positions itself among the leading firms in the market of innovative technologies involves the formation of long-term and medium-term goals of innovation and investment activities.

Innovation and investment strategy of the enterprise- an integral part of the overall financial strategy of the subject of investment activity, which determines the choice and method of implementing the most rational ways to expand and upgrade its production, technological and economic potential.

The strategy in a broad sense includes both goals and means and incentives for their implementation.

Strategy represents the definition of the main long-term goals and objectives of the enterprise, as well as the approval of the course of action and the allocation of resources necessary to achieve these goals.

Strategic Alternative is determined by comparing the capabilities and resources of the enterprise, taking into account the acceptable level of risk.

Strategy development process is to establish general directions, the promotion of which ensures the growth and strengthening of the position of the enterprise.

Enterprise strategy can be formulated as a set of targets for the detailed development of specific sections of the business plan.

The strategic planning process is a sequence of 3 stages:

strategic analysis,

goal setting;

strategic choice.

Accounting and deep understanding of the main goals of the enterprise, reflected in the strategy of its development, serve as the basis for developing a business plan.

When developing a strategy for a business plan and an investment plan, the economic interests of owners, investors, employees of the enterprise, consumers of products, and suppliers are initially taken into account.

Then, after analyzing the situation , the main goal and strategy of the company are determined.

At the next stage, tasks are defined on the use of production potential, including material, labor, financial and investment resources.

At the final stage long-term and operational business plans of the enterprise are developed, an integral part of which is an investment plan.

Enterprise strategies are built on a hierarchical basis . This means that all structural divisions have their own development strategies, "absorbed" by the development strategy of the enterprise as a whole and coordinated with each other.

Strategic planning is a continuous process, it does not end with the formation of a strategic plan.

Analysis of investment projects provides the feedback needed to validate the strategic plan.

The enterprise development strategy and the process of its implementation are continuously interconnected.

Enterprise strategy is primary , however, it must be taken into account when compiling it that this is always an iterative process, involving changes based on newly received information.

In the case of strategy development, cyclic planning is not applicable.

In a highly turbulent external environment, strategic decisions must be made quickly, regardless of the planning cycle.

Therefore, at any stage of the implementation of the strategic policy of the enterprise, both the adjustment of goals and their complete reformulation are possible.

Strategic flexibility involves strategic decisions that provide a quick and adequate response to sudden external changes.

The formulated strategy should be used to develop innovative investment projects using the search method.

The role of strategy in search is, firstly, to focus attention on certain areas or opportunities, and secondly, to reject all other areas of development as incompatible with the strategy.

As part of the overall strategy, the enterprise must develop an innovation and investment strategy.

The task facing the management in the process of strategic management is, first of all, to ensure the convergence of the process, that is, to determine the balance between the goals and the specific innovation and investment program of the enterprise that ensures their achievement. Innovation and investment projects developed at the enterprise must comply with its strategy.

In order to ensure effective management of innovative processes in the enterprise, it is necessary to create a system of intra-company innovation management, in which the following tasks are solved:

development of a strategic innovation concept;

determination of promising areas of activity of the organization and the formation of innovative investment programs and projects;

building an organizational structure and innovation management structure;

planning the production and sale of innovative products;

recruitment and qualification of personnel;

creation of conditions for creative thinking of specialists involved in the innovation process at the enterprise;

control over the achievement and execution of the intended goals and objectives.

TEST QUESTIONS

Define innovation.

Name the main users of innovations.

What is fundamental research?

What is the object of innovation activity?

What tasks are solved in the system of intra-company innovation management?

The implementation of the plan for strategic and current activities requires the development of a set of measures that ensure innovative development. For this, an innovation plan is left. Innovative ideas at the stage of strategic planning are the main substantiation of the reality of the planned directions of development.

Innovation and investment planning is aimed at selecting and substantiating the goals of the effective development of the enterprise and preparing the decisions necessary for their unconditional achievement. The plan should take into account the likelihood of expected results, the scale of implementation and the long-term nature of the consequences.

The process of innovative and investment renewal of production includes a number of stages - from identifying the possibility of innovation to entering a wide market with it. The feasibility of innovations and investments is assessed on the basis of a special document - a business plan for a new project.

AT business plan for a new project the possibilities of enterprises to increase the volume of output and improve its quality, technical and organizational improvement of production are determined, the achievements of scientific and technological progress, advanced domestic and foreign experience are reflected, internal production reserves are analyzed. If we are talking about a potential investor, then at least in the business plan he needs to show:

- commercial efficiency of the project;
- possible risks and guarantees provided;
- marketing perspectives;
- ownership and legal form of business organization;
- issues of personnel management;
- organization of production, supply of raw materials and materials;
- schedule of project financing and return of funds.

At a modern enterprise, the cost structure for innovation should include research and marketing research, development work, the purchase of machinery and equipment, technologies, software, production preparation, and staff training.

Enlarged innovative activities can be grouped into the following main sections:

1) development of new, competitive products and progressive technology of its production;
2) renewal and modernization of fixed assets, introduction of mechanization and automation of production processes;
3) improvement of management, organization of production, labor.

On the effectiveness of innovations with development of new, competitive products and progressive technology of its production is influenced by a combination of economic, legal, technical, market factors: the relevance of products, market needs, the degree of renewal of the basic assortment, the competitiveness of a new product, the compliance of the product line and the profile of the enterprise, the level of risk of acceptance by consumers.

Inventions (ideas, ideas) underlying market innovation offer a solution to a practical problem: social, environmental, technological. Market principles encourage innovation under certain conditions. A new product and technology can count on a positive acceptance by the market if a more effective solution of a problem is expected compared to the methods used, this innovation is necessary for the consumer and there is a potential opportunity for them to receive real benefits, and the initiator of the introduction - high profits. Otherwise, the implemented ideas will not be in demand.

It is difficult for a consumer to be interested in purchasing a new product if its real consumer properties are inferior or at least not equivalent to those already existing on the market. An example is the attempt to market developments of numerous whey products. Meanwhile, under certain conditions, products from side (associated) raw materials can become so-called products lifestyle, more valuable to the consumer than conventional ones due to dietary properties, environmental friendliness, etc.

If there are several interchangeable options, preference is given to those that will cause an increase in demand, more easily fit into the existing technological process. Technological innovations are designed to ensure market development, high-quality products and the elimination of defects, higher technical and economic indicators, especially an increase in profits.

The sources of new innovative ideas are marketing research and the initiative of the enterprise's personnel. Already at this stage of renewal, a clear formulation of the goal of innovation is important. An objective assessment of the demand for and opportunities for innovation is required, taking into account financial, human and technical resources, and the formation of a system of innovation goals. Innovation goals should be measurable, oriented and achievable over time.

When planning the creation of a new product or improvement of output within the framework of a holistic innovation management structure, a reasonable forecast of production and sales costs, the amount of required investment, the timing of the first profit and cost recovery is necessary. The competitiveness of a new product on the market, the strengths and weaknesses of competitors and their likely behavior when introducing a new product are analyzed.

It is advisable to understand in advance what is the content of the product from the point of view of the consumer, which reflect those features that are essential for this product. Is it an object or phenomenon that represents another object? Therefore, Danissimo yogurt is presented as a symbol of status and desire at the same time, and coffee in the Shared Coffee House is “not just coffee”.

The success of a new product is largely determined by its physical characteristics, which are the transformation of physiological and emotional consumer preferences into the texture parameters of the product. The texture of a product is everything that can be perceived by the senses: appearance, design and color, design features, packaging, size, quantity, weight, taste, smell.

For the material embodiment of a new product, the quantity and type of materials, the time to master production, the size, shape and other characteristic features of the goods are determined. In the process of creating a product, it must be taken into account that, for example, food products require verification and conclusions from the relevant competent authorities (health, sanitary-epidemiological and other organizations).

First of all, the functions and purpose of the product are investigated. Then the functional quality is considered, that is, the ability of the product to fulfill its purpose. Further, it is necessary to formulate and provide the consumer with evidence and evidence of the quality, benefits and benefits of using the product. For commercial success in the marketplace, precision in detail is essential even for sub-parameters. We need to compare the benefits offered with similar products and assess the buyer's expectations regarding the purpose, quality and consumption of the product.

According to the characteristic winning features embedded in the product in the process of its improvement, it is possible to accurately program the degree of satisfaction from the use of the product.

Developing an effective design is as important as the product itself. Packaging should literally scream about the product, be closely associated with the requirements of buyers and their ideas about the product. If this does not happen, then the product will fail. Company Philips released in the mid 1980s. a microwave oven with an unusual design that was supposed to attract the attention of the consumer. However, the unexpected happened: the consumer associated the appearance of the product with a nuclear power plant, the likeness of which, remembering the sad consequences of Chernobyl, few people wanted to have in their kitchen.

To program product quality, a system of general indicators is used, which includes:

- the share of fundamentally new (obtained as a result of innovative activity) products in the volume of output;
- the coefficient of renewal of the product range (associated with the effectiveness of innovative activities at the enterprise);
- percentage of complaints or manufacturing defects.

When creating a new product, improving its quality is the basis for the formation of competitive advantages. When evaluating each product, specialists must determine how important the product is to the customers who bought it, and why they did it, how the product is perceived by those who have not yet bought it. It is necessary to understand what caused the preference given to other products, whether all the capabilities of the enterprise were applied from the standpoint of the technology and equipment used.

For innovative technological improvement, the methods of fractionation and modification of food raw materials, combined food products using animal and vegetable protein raw materials, and the use of other modern processing methods play an important role.

Innovations in production technology are: innovations that replace batch processes with continuous ones, multi-stage processes with single-stage ones; intensification of processing modes; organization of non-waste production; ensuring compliance with modern rules and standards. Thus, environmentally friendly protective coatings of a new generation based on polymers are effective; application of the achievements of biotechnology, enzyme preparations with high activity, with desired properties, which opens up new opportunities for the intensification of technological processes.

Significant reserves for the effective development of enterprises are the introduction of technologies for the integrated and waste-free processing of raw materials, the industrial use of secondary food raw materials containing proteins, carbohydrates, fats, minerals, and vitamins. For example, the complete processing of secondary resources of the country's dairy industry makes it possible to use an additional 120 thousand tons of milk protein for food purposes, which is equivalent in nutritional value to 1 million tons of meat.

Of the secondary raw materials generated in the agro-industrial complex, 92-93% are involved in the economic turnover. However, much less is processed: in meat production - 60-61%, in dairy - 7 2 - 7 3, in alcohol - 10 -11, in sugar production - 16-17%, which is unacceptable for a modern enterprise.

It is necessary to master the production of combined meat products with various protein components of animal and vegetable origin that meet modern dietary requirements. It is economical to use domestic food additives to increase the water-binding capacity of minced meat. The introduction of innovative technologies for the production of boiled sausages with an extended shelf life (up to 45 days) is effective.

Promising methods for processing secondary raw materials are the use of biotechnological methods (enzymatic hydrolysis, electrodialysis, reverse osmosis), which make it possible to increase the extraction of valuable components from the feedstock. Products containing probiotic microorganisms (bifidobacteria, acidophilus lactobacillus, etc.) are effective, and the production of phytoproducts can become an alternative to drug treatment.

It is necessary to reduce losses, which, for example, during storage of meat amount to more than 100 thousand tons, and during cooling and freezing - up to 15 thousand tons per year. Considering that nutrition experts recommend that an adult consume 70 kg of meat per year, it is not difficult to calculate how many people could be provided with reduced losses.

At renewal and modernization of fixed assets, introduction, mechanization and automation of production processes it is necessary to take into account the strategic task of each modern production - to become an enterprise of modern industry.

The mechanization of labor in many enterprises often does not exceed 40-60%, more than 50% of labor-intensive operations are performed manually. The situation is aggravated by the fact that over a third of the fleet of machinery and equipment has worked out two or more depreciation periods. The renewal of the equipment fleet often does not exceed 3~4% instead of the required 8-10% per year.

The lack of technical equipment is the main reason for the lag in labor productivity (4-5 times) and the unsatisfactory level of output from 1 ton of feedstock in comparison with similar enterprises in developed countries.

With this in mind, innovative measures should include the replacement of worn-out and obsolete equipment, its modernization, the elimination of bottlenecks, increasing production flexibility, increasing production capacity, increasing the mechanization and automation of production processes, reducing labor intensity, material and energy costs, and reducing environmental pollution. .

In order to ensure trouble-free operation, they plan the frequency of equipment repairs and the corresponding cost estimates calculated according to current sources of funding and standards.

Improvement of management, organization of production and labor includes measures to use cost-effective forms and methods of management, allowing to reduce the number of personnel and the cost of its maintenance. For these purposes, it is envisaged to improve the structure of enterprises, introduce internal commercial accounting, eliminate unnecessary links and redistribute the functions of the administrative apparatus, simplify accounting and reporting, and improve working conditions.

Measures are being developed to improve cooperation and concentration of production in the organization of energy, transport and repair services, and material support. Measures are planned aimed at improving the use of labor resources, creating more favorable sanitary-hygienic and psycho-physiological working conditions.

When developing enterprise plans, it is of particular importance to plan measures to improve the quality of products and work performed.

In the plans of enterprises, it is important to lay down measures for the implementation of a quality management system in accordance with the requirements of international ISO standards, including:

- use by partners of a certified quality system according to ISO standards;
- maximum openness of all business activities for stakeholders;
- application of the quality certificate for advertising purposes;
- product quality assurance.

The main purpose of creating ISO standards is to develop requirements in the form of standards, the implementation of which allows the production of products in exact accordance with the requirements of customers. The standards contain the most acceptable requirements for each enterprise. The quality management system is built by him in accordance with the goals and objectives, the specifics of the external environment and the characteristics of the activity.

A set of documents regulating the main aspects of the enterprise's activities should first of all describe those processes that significantly affect the quality of products. A documented description of key business processes ensures their control, clear understanding, management and continuous improvement.

The basis of the quality management system is the development at the enterprise of a special document “Quality Policy”, which contains the goals and obligations that the enterprise has set for itself. The quality policy assumes that the company is ready to fulfill obligations and follow them in full, despite any circumstances.

For goods and services, the requirements of ISO standards should include:

- the possibility of any control and testing;
- the procedure for checking the reliability of the quality of the supplier;
- points of control and testing during the production process;
- a list of controlled characteristics, tested equipment and personnel qualifications;
- the procedure for testing the quality of products (services) of the enterprise by the consumer;
- the procedure for testing to confirm the quality of work;
- procedure for external audit;
- procedure for certification of resources, production and management;
- the procedure for monitoring the confirmation of the system's operability;
- output.

The concept of internal standards of the enterprise is described as a series of interrelated processes, managing which, it improves its activities. Each process must have an executor who is responsible, monitors efficiency, and is responsible for its adjustment.

Building a system allows you to reduce the company's costs for detecting and correcting defects, as well as external and internal losses, reduce management costs: documentation of key processes ensures their better manageability; control, analysis and revision ensure continuous improvement of processes; the distribution of powers and responsibilities provides mechanisms for monitoring performance and measures to prevent negative results.

The quality management system involves the involvement of personnel in quality improvement activities, which makes it possible to more fully and effectively use the abilities, knowledge, and skills of employees. The incentive system should increase employee satisfaction and positively influence performance.

As practice shows, the key component of the success of a project to implement a quality management system is the personal desire of everyone and the desire of the administration, management control, allocation of the required resources, system monitoring in order to analyze the effectiveness of its functioning and develop improvement measures.

In order to reduce the resistance of staff to change, which often accompanies the system development process, it is necessary to train and encourage employees to act in accordance with the regulations of the quality management system and ensure employee motivation while saving resources overall and strengthening intra-corporate relationships (for example, in working groups that combine formal and informal leaders).

Planning an effective quality management system is impossible without changing the ideology of the enterprise. It is important to form the belief of employees in the effectiveness of the system on the basis of real, even insignificant positive facts presented in the light of quality management.

An informal approach to the implementation of quality management systems, top management leadership, staff involvement and the involvement of qualified specialists in the field of quality allow enterprises to make the most of the opportunities that are inherent in the requirements of international ISO standards.

HACCP principles (Russian abbreviation for Hazard Analysis and Critical Control Points) are also used for effective quality management. The HACCP system is a set of organizational structure, documents, production processes and resources necessary to implement the principles of HACCP. It provides:

- identification of conditions for the emergence of potential risks (hazardous factors) in the production and sales of products;
- their identification at all stages - from the receipt of raw materials to the final consumption of the goods in order to establish the necessary measures for their control;
- identification of risks in the form of critical control points in the production process to eliminate or minimize the possibility of failures in production;
- setting limit values for parameters for critical control points;
- development of a monitoring system for critical control points and a system of preventive corrective actions;
- assessment of the effectiveness of the system;
- documentation of procedures and methods of data recording.

The development of a HACCP system requires background information about the product itself, its production and sales methods.

Information about products must contain:

- a list of normative and technical documentation (NTD), according to which it is produced;
- the composition of the main raw materials, additives, packaging, their origin and the list of scientific and technical documentation for which the products are manufactured;
- the requirements for product safety specified in the NTD;
- product identification features;
- storage conditions and shelf life of products;
- possible options for the use of products for other purposes, recommendations and indications for its use by various consumer groups and the dangers associated with this.

Information about production and sales should contain diagrams of the relevant production processes and plans of the premises where they take place. At the same time, it is necessary to identify and evaluate all types of hazards (biological, microbiological, chemical, physical) that may manifest themselves in the production and sales process.

Under danger in the HACCP system, a potential source of harm to human health or negative phenomena is understood. Danger factor- type of danger with specific signs. For each potentially dangerous factor, a risk analysis is carried out, taking into account the likelihood of its manifestation and the severity of the consequences, and a list (operations, products) is compiled for which the risk exceeds the permissible level.

For each hazard, critical, control points, a system of observations, measurements and analysis are determined.

After the implementation of the HACCP system, internal audits should be carried out at least once a year and on an unscheduled basis. The verification program includes:

- analysis of claims, complaints, reclamations, if product safety is violated;
- assessment of compliance of actually performed procedures with approved regulations;
- analysis of monitoring results of critical points;
- the procedure for the implementation and verification of the results of the preventive, corrective actions taken;
- assessment of the efficiency of the HACCP system and preparation of recommendations for its improvement.

Certification serves as confirmation that the enterprise has implemented the HACCP system, created the necessary conditions for the production and sale of safe products. Certification of the HACCP system ensures that all activities of the enterprise that may affect the quality and safety of products are identified, documented and effective.

For each of the planned activities, the timing, the volume of implementation, the release of the number and the expected growth in profits from the moment of implementation until the end of the year are determined (Table 7.1).

Table 7.1

Plan of measures for innovative development of production

Planning is the process of determining the volume and structure of the final product by allocating factors of production.

When planning, it is necessary to take into account both general and innovation-specific principles. These include:

- scientific validity in the choice of innovative solutions;
- complexity - is implemented by covering all stages of the innovation process with planning;
- consistency - taking into account in planning the results of the implementation of innovative plans of different target orientation;
- the dominance of strategy over tactics in making innovative decisions - reflects the originality of the object of planning, the innovative nature of competition;
- flexibility in response to market needs;
- continuity - is ensured by the development of plans of different duration.

To implement the innovation process, it is necessary to develop plans in different directions. The classification of innovative plans is reflected in Table. 7.1.

The planning of innovative activity has features associated with its increased uncertainty, flexibility, and complexity.

Innovative activity includes stages of both research, design and technological nature, and, finally, production nature. The list of stages of the innovation process is determined by the type of innovation (basic, improving, pseudo-innovation).

Table 7.1 Classification of innovation plans

Features of planning innovation activities are determined by a number of factors:

- type of innovation;
- the duration of the innovation cycle;
- completeness of the stages of the innovation cycle;
- features of the organization of innovative activity (in a small innovative organization, in a large corporation, financial and industrial group, in technology park structures, in a state research center, etc.; in an organization, enterprise, the main purpose of which is the production of products, works or services) ;
- degree of risk and uncertainty of results.

Planning objects can be:

1) research and development work on an innovative project in an innovative organization with their subsequent transfer to a manufacturing enterprise;

An innovative project is understood as:

a) carrying out research and development aimed at solving topical theoretical and practical problems of technical, socio-cultural, national economic, informational, environmental significance;
b) a list of scientifically based technical, economic or technological solutions;
c) the composition of the technical (design, technological) documentation developed in accordance with the legislation of the Russian Federation and applicable norms and standards;
d) scientific research or development aimed at solving a specific scientific and technical problem, as a result of which science-intensive products are created that are sold both on the domestic and foreign markets. (Source: "The procedure for the formation, financing and implementation of innovative scientific and technical programs and projects." Approved by order of the State Committee for Higher Education of Russia dated December 28, 1994 No. 1717).
2) development and production of new or improved products (product-innovation);
3) technical re-equipment with the development of new technology, materials (process-innovation) of a manufacturing enterprise.

For the first object, planning is carried out using network methods, which are based on a graphical representation of the plan (network diagram). The graphs clearly reflect the work required to achieve the goal of the innovative project, their technological and logical connection. Network planning methods are a set of certain techniques that allow using the network schedule (network model) rationally, with minimal time and resources, to perform all the work on an innovative project.

Using the innovation network planning method makes it possible to:

- visually graphically represent both the organizational and technological sequence of operations on an innovative project;
- clearly coordinate project operations of varying degrees of complexity, importance, focus on the timely implementation of each of the operations;
- to ensure minimization of the time of implementation of project operations due to their possible parallel execution;
- determine the consequences of delays in the performance of work and direct maximum efforts to eliminate delays that are critical for the project;
- effectively use the necessary financial and material resources.

The use of network planning methods by innovative projects allows:

- ensure the continuity and complexity of planning;
- optimize the cost of time, material and financial resources;
- ensure the coordination of work and control over their implementation, evaluation of the implementation of an innovative project;
- determine the degree of implementation of the plan in terms of time and resources for each of the project executors.

Despite the fact that the scope of network planning is wide, often due to the need to use the mathematical apparatus of graph theory and a systematic approach to display and algorithmize complexes of interrelated works, it does not find application in practice, especially in enterprises whose main purpose is to produce products, works or service. For these cases, planning is carried out in the form of a business plan.

Planning of innovative activity. Innovation planning Planning and organization of innovation activities of business entities

Introduction

1. Planning of innovative activity at the enterprise

1.1 Forecasting innovation and its role in the activities of the organization

1. Planning of innovative activity at the enterprise

1.1 Forecasting innovation and its role in the activities of the organization

1.2 The essence of innovation planning

1.3 Intra-company innovation planning system

1.4 Rationale for investment in innovation programs

2. Calculation of technical and economic indicators of the enterprise

2.1 Justification of the production plan

2.1.1 Based on the initial data on the market demand for products, we compile table 2.1 of the settlement part according to the option

2.1.2 We fill in table 2.2 based on the initial data on the technical and economic indicators of products

2.1.3 We calculate specific indicators, the values ​​of which are summarized in table 2.3

2.1.4 Determine the amount of installed equipment

2.1.5 Calculate the amount of equipment (N) corresponding to the market demand

2.1.6 In order to make the most reasonable decision on the volume and range of products, we calculate the average load factor of equipment in the machine shop of the enterprise

2.1.6.1 Calculate the program of the machine shop in the given units

2.1.6.2 Determine the average load factor of equipment in the machine shop

2.1.7 Justification of the planned volume of production in physical terms

2.3.2 Calculate direct material costs and processing costs

2.3.3 Determine the structure of the cost of commercial products

2.4 Calculation of technical and economic indicators of the enterprise

2.4.1 Calculate the technical and economic indicators of the enterprise according to the draft plan for the year

3. Improving the methodology of innovative development of the enterprise

Conclusion

Attachment 1

Appendix 2

Annex 3

Appendix 4

Appendix 5

Appendix 6

Appendix 7

Appendix 8

2.1.3 We calculate specific indicators, the values of which are summarized in table 2.3