Дослідження присвячено актуальним проблемам формування та розвитку
інтегрованих систем управління (ІСУ) у промисловості. Досліджено поняття ІСУ
та його генезис під впливом концепцій управління та теорії організації, що
визначив роль і місце ІСУ в системі управління підприємством. Запропоновано
визначення ІСУ з позиції ситуаційного підходу. Систематизовано методи
моделювання та оцінки ІСУ, визначено їх переваги та недоліки. Визначено
теоретико-методичні підходи до оцінки результативності ІСУ у параметрах
складності системи підприємства. Обґрунтовано застосування проектного
підходу до формування ІСУ та розроблено етапи формування ІСУ. Досліджено
взаємозв’язки між зовнішнім середовищем підприємства та рішенням щодо
впровадженням стандартизованих систем управління. Розроблено методику
оцінки складності системи підприємства як результату впровадження
неінтегрованих стандартизованих підсистем управління та ІСУ. Запропоновано
методику виявлення зв’язків між складністю ІСУ, складністю керованої
підсистеми та фінансовими результатами підприємства. Запропонована
методика щодо вибору стратегій ІСУ зі збільшення, зменшення та стабілізації
складності елементів системи підприємства.
The dissertation provides for a theoretical generalization and offer a solution to
an important scientific and applied problem of development of conceptual, theoretical,
methodological and methodical provisions for the formation of integrated management
systems (IMS) of industrial enterprises, considering the impact of the complexity of
the enterprise system.
The study contains systematization of theoretical and methodological
approaches to the definition of "integrated management system", resulting in the
development of the interpretation of the concept both in a narrow (traditional approach)
and broad sense. The improved concept of IMS, in contrast to the current, refers not only to a combination of several interconnected target standardized and/or nonstandardized
management subsystems, which have common elements but to an
enterprise management system that combines all subsystems and is constantly
evolving; that ensures the efficiency, viability, competitiveness and sustainability of
the enterprise in the new external and internal context of operation.
The study further develops the understanding of IMS within the situational
approach, which distinguishes two major stages: a) integration of standardized
management subsystems into the overall management system, and b) their integration,
which allows for long-term, strategic planning and management of organizational
complexity to ensure the efficiency and effectiveness of the IMS.
There determines theoretical and methodological approaches to assess the
effectiveness of IMS under the parameters of the complexity of the enterprise system.
For the first time, it is proposed to evaluate the effectiveness of IMS through the use
of the concept of "complexity", which solves problems related to the implementation
and practical use of IMS, which are manifested in uncontrolled growth of management
complexity, which in turn reduces both its efficiency and motivation of the enterprise
to use IMS in general.
The application of the project approach to the formation of the IMS is
substantiated and the phases of the formation of the IMS is developed.
It is proved that there is a relationship between environmental factors and the
introduction of standardized enterprise management systems. It is substantiated that
each country has its own set of factors of the external environment of enterprises that
influence their decision to implement standardized management systems.
It is determined that there exist similar models of the external environment of
enterprises, which stimulate the introduction of standardized enterprise management
systems. It was found that in Ukraine none of the selected environmental factors
showed a correlation with the process of implementation of standardized enterprise
management systems. In our opinion, this indicates that in general enterprises in the
country do not consider the trends of changes in the external environment while
forming IMS, which negatively affects their development. However, companies that
are focused on the external markets, in particular, the EU market, implement
standardized targeted management systems to modernize their business processes.
It is proved that the introduction of standardized management subsystems with
their subsequent integration increases the complexity of not only the enterprise
management system but also the managed subsystem. Therefore, the impact of the IMS
or its non-integrated components should be assessed on the scale of the entire enterprise
system, and the assessment of the level of complexity should take into account all
elements of the enterprise system. It is determined that enterprises that have already
integrated standardized control subsystems have a smaller increase in complexity than
enterprises that have implemented autonomously operating (non-integrated)
standardized control subsystems. It is substantiated that the formation of IMS causes
an uneven increase in the complexity of the elements of the enterprise system.
The indicators of the domestic market of the checkpoint, in particular production
volumes, sales, export, import volumes in dynamics of past years are analysed. The
degree of prevalence of certified (sub) control systems at the enterprises-manufacturers of checkpoints is scrutinised. It was found that the most common of those used is DSTU
ISO 9001: 2015 "Quality Management Systems". There is a low level of interest in the
implementation of DSTU OHSAS 18001: 2010 "Occupational Health and Safety
Management Systems". Only two companies, which are leaders in the domestic market
of cable products, have integrated standardized management systems.
A method has been developed to identify the links between the complexity of
the MIS, the complexity of the managed subsystem and the financial results of the
enterprise.
There is also proposed a method for selecting IMS strategies to increase,
decrease and stabilize the complexity of the elements of the enterprise system.
