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9УДК 65.011
КОНЦЕПЦИЯ БЕРЕЖЛИВОГО ПРОИЗВОДСТВА КАК ФАКТОР КОНКУРЕНТОСПОСОБНОСТИ КОМПАНИИ
Г.И. Зигора, студент Финансовый университет при Правительстве Российской Федерации, г. Москва, Россия
E-mail: zigora.gregory@mail.ru Научный руководитель - Е.П. Звягинцева, к.п.н., доцент Финансовый университет при Правительстве Российской Федерации E-mail: ezvyagintceva@fa.ru
Аннотация. В статье рассмотрены некоторые аспекты наиболее распространенной в мире логистической концепции, которая воплощает в себя один из основных принципов бережливого производства. Отмечены возможности данной концепции для повышения конкурентоспособности фирмы на рынке в условиях жесточайшей конкурентной борьбы.
Ключевые слова: конкурентоспособность, бережливое производство, компания, риск, устойчивое развитие, улучшение производительности, логистическая концепция.
THE CONCEPT OF PERFORMANCE PRODUCTION AS A FACTOR OF COMPANY'S COMPETITIVENESS
G.I. Zigora, Student
Financial University under the Government of the Russian Federation, Moscow, Russian
e-mail: zigora.gregory@mail.ru Scientific advisor: E.P. Zvyagintseva Associate professor of Language training department Financial University under the Government of the Russian Federation, Moscow, Russian
ezvyagintceva@fa.ru
Abstract. The article is devoted to some aspects of the most widespread logistics concept, which embodies one of the basic principles of lean production. The possibilities of this concept for increasing the competitiveness of the company in the market under the conditions of the most severe competition are noted.
Keywords: competitiveness, lean manufacturing, a company, risk, sustainable development, productivity improvement, logistics concept.
A lot of researches of domestic and foreign the principles of Industry 4.0, the approach we have
scientists are devoted to the issues of improving the noted is of utmost importance. [1] competitiveness of the company nowadays. An For the success of any organization, it is
important aspect is how a company can improve its significant for a company to be ready to implement
performance. For this purpose, the implementation strategies that strengthen the accounting process and
of Just-In-Time can be considered as the most financial aspects. Just-In-Time is a strategy
important aspect. Thanks to this methodology, implemented for the purpose of work, as well as the
quality can be improved in the shortest possible development of the production system [2]. This is a
time without any additional labor costs and less useful process in which waste is eliminated through
chance of loss. This is important because the client the proper use of resources. The purpose of this
is also in a competitive environment and for success activity is to cut down the waste so that continuous
they need not just the product or the service, but performance can be observed. The JIT philosophy is
exactly what will be completely correlated with the the right place at the right time, and therefore it is
expectations of their target audience. Given the ideally called Just-in-Time.
global trend towards customization of production Unnecessary aspects are eliminated as early as
individualization in the context of the transition to possible and, thus, eliminate any chances of
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erroneous production methods, unnecessary movement of materials or excessive accumulation of stocks [5]. It is also useful for improving productivity in terms of investment and profits, and therefore inventory levels are significantly reduced. In order to return on investment, as well as improve profits, the level of reserves, therefore, decreases.
The main advantages of "just-in-time" technologies explaining their wide distribution in logistics practice are:
- Low stock levels of MR, NP, GP.
- Reduction of production areas.
- Improving the quality of products, reducing marriage and alterations.
- Reduced production time.
- Increase flexibility when changing the range of products.
- A smooth production flow with rare failures, the causes of which would be quality problems; shorter preparation time for the production process;
multi-skilled workers who can help or replace each other.
- High performance and efficient use of equipment.
- The participation of workers in solving production problems.
- Good relationship with suppliers.
- Less non-production work, for example, storage and movement of materials [3].
It is noteworthy that Just-In-Time got its distribution in Russia. According to the study, logistics and supply management, the main arguments for the result of a detailed analysis of the implementation of the "Just-in-time" concept in enterprises are the following: stocks of work in progress decreased, stocks of finished products decreased, the volume of non-production stocks decreased, the duration of the production cycle decreased , production costs have decreased, production flexibility has increased significantly (Fig. 1) [6].
Stocks of work in progress declined
80%
Stocks of finished products decreased 33%
The volume of non-production stocks has significantly decreased 4 hours - 2
The duration of the production cycle has decreased
40%
Production costs decreased 10-20%
Significantly increased production flexibility 66%
Fig.1. Results of effective implementation of the JIT strategy in Russian companies.
As seen from the figures, all the main reasons that prompted Russian companies to the practical application of the "Just-in-time" methodology can be described as immanent models of firm competitiveness.
The concept of Just-In-Time allows satisfying 3 consumer desires: high quality products, reasonable cost and fast delivery of the order.
The application of the "exact-in-time" system is a powerful tool for eliminating losses in the production process. It increases the competitiveness
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of companies by producing a wide range of products at low cost, good quality and short production cycle [4].
In conclusion, we note that the emergence of the concept of Just-In-Time is caused by the urgent need for changing competitive conditions of the companies. The transition to Industry 4.0 technologies predetermines the widespread introduction of this methodology into the practice of Russian companies. Considering the long-term model of sustainable development of production in an enterprise, it is necessary today to include in it this project management methodology as an integral part [2].
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