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How is a technical audit carried out? Technical audit of the enterprise and features of its providence

Modernization of machine-building enterprises is impossible without improving the fleet of metal-cutting equipment and introducing modern technological processes. And the role of technological audit in this matter is paramount. In fact, a technical audit of production is an audit of the production and technological complex of the company, an assessment of its potential. As a result of this comprehensive study, the strengths and weaknesses of the enterprise are identified, specific recommendations are made for changing and improving the production base, acquiring new equipment and applying innovative technologies for processing workpieces.

WHAT DOES THE TECHNICAL AUDIT GIVE TO THE ENTERPRISE?

Allows you to identify opportunities to increase profits, taking into account the use of existing technical equipment and other resources of the enterprise;
It is a tool for predicting commercial potential;
Acts as a source of information for decision-making on strategic production management;
Allows you to achieve the most effective result during technical re-equipment.

Usually, to conduct a technological audit, enterprises invite a contractor - an engineering company. This is more effective than conducting a technical audit on the company's own. There is more objectivity in the analysis conducted by a third-party company. Employees of the customer enterprise do not always have the necessary knowledge that is necessary to collect, analyze information and comprehensively assess the situation at work. The goals and objectives of a technology audit often differ and depend on several parameters: the scope of activity, the scale of the enterprise, the needs of the customer, the required depth of analysis, etc.

Each enterprise is purely individual, therefore, in order to obtain an objective examination, it is necessary to choose the right methodology and adapt it with the customer. The qualifications and experience of an engineering company are important. But at the same time, the external consultant cannot act alone. He is not thoroughly familiar with the specifics of the enterprise, does not know the features of all internal processes. The interest of the management of the customer company, assistance and support during the technical audit is one of the prerequisites for obtaining an objective picture and reliable results.

TECHNICAL AUDIT OF PRODUCTION: WHERE TO ORDER?

In order to accurately and objectively imagine the profitability and efficiency of the planned project, as well as to assess its investment attractiveness, it makes sense to calculate all the technological nuances before starting the implementation. The same must be done from time to time to identify the strengths and weaknesses of a working enterprise in order to improve its functioning.

Let's consider what goals the technical audit pursues, to what objects it can be applied and on what principles it is carried out.

What is a technical audit

Technical audit is a comprehensive study of all the technological characteristics of an object according to the specified criteria in order to determine investment risks and determine ways to optimize work. Audit can be expressed in the following definitions:

independent expertise;
complex analysis;
investment research;
method of checking the technological state, etc.

Trained specialists will conduct research in various areas related to the object, make calculations and formulate conclusions regarding profitability, savings, management efficiency, etc.

Objects of technical audit

It is possible to conduct a technical audit in relation to various objects. The attention of researchers may be directed to:

on the production environment as a whole (the technical development of the enterprise as a whole is assessed);
on any production asset (fixed asset or management tool).

ATTENTION! It is possible to comprehensively examine any production structure, regardless of its industry and direction.

Most often, the following objects are the subject of a separate audit within the production:

Equipment. Outdated, outdated, requiring reconstruction, it will naturally slow down the efficiency of production. The audit will help assess the level of this factor in the total amount of operating forces, as well as calculate the optimality of repair, modernization or replacement.
Investment project. Before investing in any technological project, it is important for an investor to know the possible profitability, risk levels, real ways to save money without sacrificing quality. A technical auditor will be able to answer these questions and competently assist in planning and implementation.
Website. The position on the Internet largely determines the overall efficiency of the functioning of any object. Therefore, it is better to determine in a timely manner how well an electronic resource is functioning, how quickly it is moving in search engines. Software and technical weaknesses of websites will not hide from the attention of technical auditors, which means they can be eliminated in a timely manner.
Management strategy. Even if all production facilities are technically in order, inefficient management offsets these advantages. Therefore, it is important to evaluate the management policy from the outside, identify its bottlenecks and receive recommendations for improvement.

Objectives of a technical audit

The main goal of the study is always to find ways to improve the functioning of the object. It is implemented in specific tasks that are consistently solved in the audit process:

assessment of the compliance of the documentation for the facility with the requirements of the legislation, as well as its completeness and sufficiency;
analysis of the technological state of the object;
finding opportunities to improve work without reconstruction;
identification of parts of the object that need a large-scale change;
finding the potential for saving resources;
search for ways of all kinds of improvement and optimization.

Audit initiators

An independent examination of the technical condition of an object can be initiated by customers of various categories:

the owner of the enterprise - to get a real picture of the functioning of his business and recommendations for optimization;
potential investors making a decision regarding joining the project;
contractors or existing investors between whom disagreements arose in the course of their activities, which can be resolved by a technical audit;
foreign contractors for whom domestic standards present certain difficulties;
the court to clarify the situation on the arbitration dispute under consideration;
government organizations that regulate a particular industry, for example, the Ministry of Labor, the Ministry of Energy, etc.

Methodology for conducting a technical audit

The audit procedure determines the order in which the research, analytical and final part of a comprehensive survey of the facility will take place. It is necessary to define the criteria, that is, the indicators by which one or another side of the audit object will be evaluated. They should allow assessing the state of the object in dynamics and accurately indicate a change in the initial level of the indicator, depending on the measures taken.

Stages of technical audit

Obtaining data for analysis: providing an enterprise passport, statistical, technological and financial reports, documentation of various services, etc.
Examination of documentation related to the audited object:
- permissive;
- design;
- technical;
- personnel;
- operational, etc.
Studies, measurements, calculations of various characteristics of the object, carried out on site to assess the state of the object under study. The use of additional methods of collecting information: conversations, questionnaires, diagnostics, testing, etc.
Comparison of the obtained data with benchmarks for their interpretation.
Formulation of reporting regarding the compliance of documents with the requirements of legislative acts of the Russian Federation (various standards, rules, regulations, instructions, etc.)
Conclusions regarding the technological state of the object: the formation of a technological map.

Conditions for conducting a technical audit

To conduct a comprehensive assessment of a particular object, it is advisable to observe a number of practical conditions that have proven their validity and effectiveness:

"You can see it from the side." Internal audit also takes place, but usually competent specialists are invited to ensure the independence of the assessment from the outside. Internal specialists who are well versed in the production process itself may not know how to check and identify weaknesses, and the assessment will still be biased.
"Not quite strangers." Auditors should be independent, but it is better if they actively cooperate with the management of the company, and possibly with employees. This greatly increases the effectiveness of the audit, because in this case, the nuances of this particular production site are more visible, which can become stumbling blocks for observers who are completely new to this industry.
"We're not hiding anything." When conducting an audit, all staff with whom investigators will be in contact should be aware of the purpose of the audit. Without the support and cooperation of the staff, the success of the study can hardly be expected.
"Audit is not a panacea." By itself, an independent assessment does not solve problems, especially those that have accumulated over a long period of time. It will not be able to provide a quick financial result and eliminate shortcomings. Expertise only exposes problems and outlines ways to solve them.

Results of the technical audit

The last and most important stage of the technical audit is the formulation of a report containing the most complete information on all aspects of the study of the object. The report will contain not only conclusions, that is, answers to the questions posed, but also the best solutions, supported by financial calculations. In agreement with the auditors, the customer can receive the following documents:

a systematic basic description of the object - production or project;
a list of management and technological solutions that can help in obtaining the required indicators;
assessment of possible risks and weaknesses of the object;
calculation of payback of financial investments;
updating the documentation for its compliance with the requirements;
a program of measures aimed at optimizing work;
proposals for new technologies, innovative methods;
a plan of measures to correct the identified deficiencies;
recommendations for a general work culture.

IMPORTANT! An audit is considered successful if, based on the results of its report submitted to the company's management, decisions were made, specific instructions were given, orders were issued, and certain actions were taken on this basis.

On the accounting audit of organizations, which in some cases is mandatory. Technological audit is an audit of the company's industrial and production capacities, which is usually carried out by third-party engineering companies and is aimed at optimizing production processes.

The audit procedure of this kind involves:

study of technological processes and their comparison with global technical standards and practices (including those of competitors);
identification of gaps in the organization of production;
study of documents and technical documentation in order to verify compliance with legal requirements;
checking the performance of technical mechanisms and the compliance of their work with the requirements of technical documentation;
making suggestions for further development.

Despite the fact that the legislator does not establish requirements for a mandatory technical audit of an enterprise, since we are not talking about a mandatory audit in the context of Art. 5 of the Law "On Auditing" dated December 30, 2008 No. 307-FZ, it is desirable to carry it out. This will allow not only to check the condition of technical equipment in production, but also to avoid possible sanctions during inspections by government agencies, as well as ensure the safety of technological processes.

Technical audit is carried out in order to:

identify strengths and weaknesses in the production process;
develop a set of tools to further increase the company's production potential;
evaluate the results of the proposed modernization, etc.;
bring the technical documentation in line with the requirements of the law.

When choosing a contractor for a technical audit of an enterprise, it is important to pay attention to the following points:

The auditor's experience in auditing organizations that carry out similar activities.
Availability of permits, special skills and knowledge necessary for the audit.
Cost of services.
Availability of experience/reviews/recommendations.

For reference : the auditor, in accordance with the provisions of the law "On Auditing" dated December 30, 2008 No. 307-FZ, must have an appropriate qualified certificate and be a member of the SRO of auditors of the region in which the activity is carried out.

Don't know your rights?

Conducting an audit

There are no specific requirements for conducting a technological audit by law. In practice, preparation for the process begins with the decision of the company's management to carry it out. Next, an auditor is searched for and an audit group is created, which will include, among other things, production workers who have knowledge of all internal processes and are able to give explanations on the company's activities to the auditor. Then an agreement is concluded with the auditor, after which the specialist starts work.

The procedure for conducting a technological audit is conditionally divided into several stages, proceeding in the following order:

Determination of the goals and objectives of the conduct.
Obtaining information about production processes in the organization.
Analysis of the information received, study of the practice of conducting technological processes.
Preparation of recommendations, identification of strengths and weaknesses of production.
Drawing up an audit opinion and report.
Monitoring the implementation of the recommendations presented.

To conduct an audit, a specialist may request technical and other documentation. In addition, he can gain access to data classified as a commercial or other legally protected secret if there is such a need and the relevant permission of the organization's management.

Audit report

The auditor's report is a document issued by the auditor based on the results of the procedure and containing his reasoned opinion regarding the object under study.

The main components of the auditor's report:

Title of the document;
information about the auditor;
information about the audited entity;
introductory part (links to the regulatory framework, research methodology, information about the company, etc.);
the scope of the audit;
expert opinion;
date and signature.

The auditor's report includes recommendations of a specialist, which are aimed at bringing technological processes in accordance with applicable law. It may also indicate the need to obtain the necessary permits, etc. However, a technological audit is not among the mandatory ones, therefore, the implementation of recommendations in the future is carried out purely at the discretion of the customer.

Thus, the technological audit is voluntary and is appointed, as a rule, by decision of the owner of the enterprise or a collegial executive body. Based on the results of its implementation, an audit report is drawn up and recommendations are issued.

The article will discuss the technical form of the audit. What is the process, how it is carried out, what are the objects - further.

Dear readers! The article talks about typical ways to solve legal issues, but each case is individual. If you want to know how solve exactly your problem- contact a consultant:

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The production part of the organization's activities is subject to audit. It is necessary to check the condition of equipment, the quality of products. What else do you need to know about technical audit?

Important Aspects

Technical audit is an independent examination. This is an innovative procedure that allows you to explore engineering and production systems in order to assess their condition and identify reserves for improving performance.

Any enterprise is obliged to carry out such an audit. The purpose of a technical audit is to collect, summarize, analyze and evaluate information, provide advice, check for compliance with legislative acts.

During the audit, the equipment passport, various documentation is studied, the work of structural divisions is checked.

The technical audit includes:

examination of documents (operational and technical) of organization and production;
analysis of the state of objects;
checking metering devices;
check for compliance of documents with the requirements of the legislation and other regulations;
assessment of energy costs;
development of recommendations for correcting the detected errors;
drawing up reports;
drawing up a plan to improve production activities.

The following principles are used during the review:

It is carried out in several directions - in the field of construction and in the field of labor protection and industrial safety.

Technical problems faced by enterprises:

Use of technical devices	that have already outlived their usefulness
Mileage overestimation	Equipment
Lack of quality acceptance of hazardous facilities	In production in operation
Documents have not been verified	industrial safety
No sewers	To dump harmful substances
Availability of open	emergency barns
Fuel oil is stored in barrels with a temperature of over 100 degrees,	What leads to boiling when it is poured into tanks

Technical audit in the field of construction pursues the following goals - determining the cost of building structures, coordinating redevelopment, assessing the work performed, and others.

In order for the audit to pass correctly, there are special standards. Their meaning is as follows:

ensure the high quality of the audit;
promote the introduction of new verification methods;
help users understand the audit;
remove government oversight;
help the auditor to establish relationships with clients.

Technical audit is applied in the following situations:

when it is necessary to prepare a project;
reduce the costs of the organization;
prepare for the upcoming deal;
contribute assets to the capital of the enterprise.

What it is

What can be checked

The objects of research are:

building structures;
special equipment, machines;
energy supply facilities;
servers;
stations in operation;
various structural networks;
network equipment;
software;
various equipment;
server security.

Legal regulation

The Russian Federation has a system consisting of 5 levels:

Its main provisions:

establishes the concept of auditing;
defines its goals;
formulates requirements for audit and auditors;
gives the concept of audit secrecy.

Features of the technical audit

During the audit, the auditor must:

collect, analyze and draw conclusions about the information that is necessary to establish compliance with the audit criteria;
by mutual agreement with the customer to conduct additional research;
draw up a report based on the results of the audit;
provide recommendations for correcting errors (if any).

It is carried out in 3 stages. The first is to review technologies and evaluate them. At this stage, a group of those employees who are related to the technological project is formed. Interviews are conducted with employees, customers and suppliers.

The third stage is the classification of technologies into groups. It is decided which of them will continue to function.

Method used

When conducting a technical audit, the following methods are used:

user interviews (using questionnaires);
collection of information through inventory;
file analysis;
equipment status monitoring;
the whole complex of checks in order to exclude possible penetration into the Internet by unauthorized means.

Site check

An audit means checking exactly the technical side of the site - finding and eliminating broken links, deleting identical names, pages with a long return time, and so on.

When promoting sites, problems may arise. To prevent this, you need to carefully prepare at the initial stage. This will help check the site.

It is carried out before the promotion of sites. To conduct an audit, you will need a website, the Xenu program (you can download it for free) and Excel.

Technical audit of the site makes it possible to understand what reasons interfere with the work. It also checks how quickly the site can respond to requests, handle errors, and whether there are page repetitions.

The check begins with determining the health of the site. After that, the file itself is subject to verification. With its help, search robots will find the required number of pages on the site. If there are errors in the file, the search page will not be found.

If all the steps are done correctly, the site will appear in the search bar. Technical audit of the site must be carried out constantly to maintain performance.

To check the site, you need a special one, which contains the main parameters. Every auditor has one.

At the enterprise

The purpose of the audit is to determine the readiness of the enterprise to comply with the requirements of the law.

Includes the following works:

establishing requirements for products, for example, whether there is a certificate;
verification of documents;
organization of control of products used;
labeling and so on.

Technical audit focuses on the technical means of the enterprise. There is an assessment of the condition of the equipment, advice on maintenance is given.

During the audit, it is necessary to check not only the documents, but also to interview the authorities and employees.

Based on the analysis of the data obtained, advice is given aimed at increasing the efficiency of production, the introduction of innovative technologies.

To conduct an audit, a company is invited that is in cooperation with the audited enterprise. During the audit, it is important to find answers to the following questions:

what structural organization?;
what is the level of development?;
what materials are used by the enterprise?;
What markets does it cooperate with?;
How is product quality control organized?

At the end of the audit for the executives of the enterprise, it is necessary to draw up.

Based on the results of the audit, the company receives a plan for further actions, needs analysis, recommendations for improving performance.

Price audit

This type of audit is carried out in order to establish the reasonableness of the price for a particular order.

Other scan tasks:

analyze the rationality of the goal of pricing;
identify pricing methods;
assess the factors that influence price setting;
calculate how prices are perceived by consumers of products;
whether the strategies for setting prices are chosen correctly.

Production check

Production analysis is carried out in the case when it is necessary to check the output. The goal is to establish the necessary conditions for its manufacture.

Objects are considered - equipment, employees, documents, measuring instruments, product labeling, etc.

An analysis is carried out by the decision of the certification body. During the audit, the state of objects is checked.

At the same time, the expert must provide documents - standards, accounting logs, technological documents. Upon completion, an act is drawn up, which is transferred to the management of the enterprise for review.

Report generation

The document must describe in detail what were the objectives of the audit, what methods were used to check, what violations were identified.

If any discrepancies are found, the reasons for their occurrence are indicated. It is also necessary to draw general conclusions about the audit and give recommendatory advice to the management of the enterprise.

The auditor is responsible for the data provided. Based on the results of the audit, the management of the enterprise has the opportunity to:
evaluate your performance;
carry out an analysis of weaknesses;
improve the system of management and control of activities and employees.

Thus, a technical audit makes it possible to assess the activities of an enterprise from the technological side. Equipment and other production facilities are subject to verification.

During the technical audit, not only verification takes place, but also recommendations are given for improving activities, eliminating violations. The procedure is independent.

It is carried out in several stages, each of which is significant for the results of the check. Required for businesses.

Attention!

Due to frequent changes in legislation, information sometimes becomes outdated faster than we can update it on the site.
All cases are very individual and depend on many factors. Basic information does not guarantee the solution of your specific problems.

An important method for assessing the prospects for the innovative development of an organization, its current technological state and health is a technological audit.

In a general sense, audit (from the English. audit- verification, revision) is the process of accumulating and evaluating information related to a particular economic system in order to compare it with established criteria. Technological audit is a kind of operational audit (in addition to operational audit, there are audit for compliance and audit of financial statements).

Technology audit organization is a review of the technological processes, methods, techniques and procedures used in the organization, in order to evaluate their performance and effectiveness.

Performing an operational audit is generally more complex than performing other types of audits, since the effectiveness of operations is usually much more difficult to objectively assess than, say, the compliance of financial statements with generally accepted accounting principles. The established criteria for evaluating technological information are less stringent than in the case of financial statements and are more subjective. Therefore, operational audit (in particular, technological) is to a certain extent similar to consulting the company's administration (Table 7.1).

Table 7.1

Comparative characteristics of technological and financial audit

Aspect of comparison	Financial audit	Technology audit
The main purpose of the audit	Checking the compliance of financial statements with generally accepted accounting principles	Evaluation of the effectiveness of production and management technologies
Time binding	It is predominantly retrospective, focused on the past.	Concerns the prospects of economic activity, focused on the future of the economic entity
Main users of information obtained during the audit	Informing both external counterparties (creditors, shareholders, tax and statistical authorities, etc.) and managers of the organization	Designed primarily for managers of the organization

To clarify the essence of the technological audit, its comparison with the audit of financial statements for a number of characteristics helps. So, when auditing financial statements, the auditor focuses on whether business transactions are correctly reflected in the financial statements; in technology audit, the emphasis is on the efficiency and productivity of technologies. If the audit of financial statements is focused on the past (has a retrospective character), then the technological audit concerns the prospects of economic activity, is focused on the future of the organization. When auditing financial statements, the auditor's report, as a rule, goes to many users (shareholders, bankers), while the technological audit report is intended primarily for managers (administration) of the organization.

In the process of conducting a technology audit in an organization, three main stages can be distinguished.

First stage is an overview of the technologies that are used in the organization, and an assessment of its position regarding the use of these technologies.

Second phase - it is a review of technologies used in other organizations, primarily competitors, and the identification of technological standards, i.e. best practiced technology. The main management tool for solving these problems is benchmarking (from the English. benchmarking- identification of the standard, verification by the standard test).

Third stage technological audit of an organization is a comparison of technologies used in an organization with identified technological standards to assess their relative effectiveness, and therefore, prospects. The main management tool for solving the tasks of the third stage is the analysis of the organization's technology portfolio.

There are four main types of analysis of technological standards:

interior- involves a comparison of technological operations used within an organization (for example, a company Motorola encourages all its employees to find answers to the question of which employee of the company most effectively performs a certain operation and how his methods can be used);

competitive- involves comparing one competitor with another in terms of the technological processes and methods used by them;

functional- is carried out on the basis of a comparison of technologies for the implementation of various functions by organizations in the same industry or in relation to an industry leader;

general- involves a comparison of technological processes or technology for the implementation of various functions outside of a particular industry.

The evolution of the analysis of technological benchmarks in an organization usually goes through several stages. Initially, attention is focused on individual characteristics of competitive products or services. Further development shifts the focus to industry best practices. A real breakthrough can occur when an organization analyzes all aspects of functioning, all business processes.

main goal portfolio analysis is the classification of all technologies used in the organization to identify their groups according to priority and prospects for further development and use. The results of this analysis should give a clear idea of which of the technologies used in the organization should be further developed, which technologies should receive additional financial, scientific, technical and other resources. Analysis of the technology portfolio of the organization also identifies those technologies, the use of which should be maintained at the current level, i.e. for which it is important to maintain the status quo. No less important are the recommendations received as a result of the analysis on the exclusion of certain technologies from the technology portfolio of the organization.

Thus, the analysis of an organization's technology portfolio is focused primarily on identifying the most effective technologies that should form the basis of its technology strategy.

In general, the technology portfolio matrix can be represented as consisting of four quadrants (Fig. 7.1).

Rice. 7.1. Technology portfolio of the organization

The upper quadrants (I and II) include technologies that are the most important and attractive compared to With reference technology, and in the lower quadrants (III and IV) - technologies With a small value of this parameter, i.e. technologies with lesser importance and appeal. At the same time, the technologies that fell into the left quadrants (I and IV) are characterized by a weak position of the organization in their use, and the technologies of the right quadrants (II and III) are characterized by a strong position.

Thus, technologies that are of high importance and attractiveness fall into Quadrant I, i.e. are most relevant for innovative projects, but the current position of the organization in terms of the use of these technologies is relatively weak. Many questions arise as to whether to include these technologies in an organization's innovation projects, as the future of these technologies is highly uncertain at the time of technology portfolio analysis.

There are two strategic opportunities development of technologies of the 1st quadrant of the technological portfolio. The first is a strategy of actively investing in these technologies in order to strengthen the organization's position on these important and relevant technologies. The second possibility is the exclusion of these technologies from the organization's portfolio, in the use of which it has little chance of catching up with the leading organizations in this respect and risks incurring large losses if it invests in these technologies.

Quadrant II of the organization's technology portfolio includes technologies that are considered important and attractive in comparison with the standards and, moreover, those for the implementation of which the organization has a strong position.

These technologies promise the greatest return, so it is advisable that they form the core of innovative projects in the organization. It is these technologies that largely determine perspectives technological portfolio, all activities of the organization. By developing these technologies in innovative projects, the organization seeks to maintain their high status. At the same time, it needs to be prepared for increased competition for the use of these technologies.

Technological development will sooner or later lead to a decrease in the attractiveness of technologies that fall into the II quadrant, i.e. to their transition to the III quadrant.

In the third quadrant of the technology portfolio are technologies that are not considered important and attractive, but for which the organization has a strong and stable position. These are usually mature, rather old technologies that act as a kind of donors, i.e. do not require investments in their development, but are characterized by a fairly high return, productivity in a given organization. Although from the point of view of the prospects for the development of the organization, the technologies of the III quadrant are less attractive than those of the II, but they are very valuable for the current activities of the organization, since they currently form its basis.

Generally speaking, there are two possible strategic management decisions concerning technologies of the III quadrant. The first is to maintain the high status of these technologies in the organization and protect their position in the market. The second is the gradual exclusion of aging and weakening Quadrant III technologies from the organization's technology portfolio.

Theoretically, the transition of technology from III to II quadrant is also possible. For example, a technology may not have been commercially attractive at first, but the organization that uses it has been in the lead in its use. If fundamentally new commercial prospects for this technology open up, then intensive investments in it can transfer it to the II quadrant of the technology portfolio. However, such a transition is practically seldom feasible, since in most cases the technology is characterized by high attractiveness in the early stages of development and a decrease in its importance and significance as the technology ages.

Technologies that fall into the IV quadrant of the technology portfolio have both weak attractiveness and weak positions of the organization in relation to their application. It is obvious that usually in the course of a technology audit the question is raised about exception of these technologies from the technology portfolio.

Assigning all technologies used in an organization to one of the four quadrants of the technology portfolio helps to optimize the set of technologies used. An analysis of an organization's technology portfolio is an important method for managing innovative projects, since it helps to resolve the issue of the allocation of resources (primarily financial) allocated to the development of technologies.

When managing innovative projects, it is advisable to adhere to the following recommendations: funds generated by Quadrant III technologies should be partly used for the development and maintenance of Quadrant II technologies and those Quadrant I technologies that have a chance to move to Quadrant II; it is necessary to avoid excessive investment in stable technologies of the III quadrant;

It is necessary to avoid scattering resources on all technologies of the I quadrant, but it is better to focus resources on those that have a chance to move to the II quadrant;

The first candidates for exclusion from the technological portfolio may be those technologies of the I quadrant that are not able to move to the II, since, despite the need for significant investments in their development, they are doomed to slide into the IV quadrant;

The lower and to the left the position of the technology in the IV quadrant, the more confidently it is necessary to apply the strategy of exclusion from the technology portfolio in relation to it.

Thus, when managing innovative projects, it is necessary to strive for the following advancement of technology in the quadrants of the technology portfolio: I => II => III. On the contrary, it is necessary to avoid such life paths of technologies as II (the organization does not withstand competition) => I => IV; III (the organization does not withstand competition, loses its position in the market) => IV.

When conducting a technological audit, an organization must constantly inform all personnel about its progress, conduct appropriate briefings, meetings, briefings, seminars, round tables, etc., which will allow developing the most effective management decisions.

Thus, the analysis of the organization's technology portfolio is an important management tool in the development and implementation of the organization's innovation and technology strategy.

7.2 METHODS FOR IMPROVING BUSINESS PROCESSES AS A BASIS FOR INNOVATIVE DEVELOPMENT OF THE ORGANIZATION

Conducting a technological audit in an organization allows you to draw conclusions and make decisions about which production and management processes (business processes) need to be improved, identify their priority, judge the degree of radicalness of their revision and improvement, i.e. about the degree of radicalness of process innovations that need to be implemented in the organization in order to maintain its competitiveness and development.

All activities or business processes carried out in an organization contribute in some way to creating value for customers. In other words, the creation of a specific organization customer value represents a network or system of interrelated processes. The implementation of each process and the corresponding increase in value for the consumer can be seen as a link in value chain(Value Chain).

The system of business processes carried out in an organization depends on many factors (industry affiliation, features of strategic management, applied technologies, etc.). Therefore, the structure of the value chain, the set of its links have an "individual" character, i.e. each organization has its own value chain, reflecting the characteristics of its functioning. One can imagine a typical organizational value chain structure (Figure 7.2).

Rice. 5.2. The main links of the value chain and business process systems

It is important to note that currently value chain management organization is actually business process management based on the quality management system(QMS), since quality as a degree of customer satisfaction is a measure of the consumer value of products, which means that quality management means the formation of consumer value.

Let us explain this in more detail by considering evolution of the concept of "quality"(Table 7.2).

Table 5.2 Various aspects of the concept of "quality"

ISO 9004 identifies two main approaches to continual process improvement:

reengineering or breakthrough projects leading either to the revision and significant improvement of existing processes, or to the implementation of new processes; as a rule, they are carried out by multidisciplinary teams (teams of reengineering) outside of normal activities;

Activities for incremental continuous improvement carried out by employees within existing processes.

Business process reengineering(RBP) is a tool designed to help in circumstances that require large-scale radical changes. It is not a substitute for continuous improvement, these two approaches to business process improvement are not mutually exclusive, but complementary: if you have reengineered a business process, then continuous improvement methods will be required further.

Continuous process improvement under either of the two approaches includes:

Identification of the reason for improvement (it is necessary to determine the problem of the process, select an area for improvement, indicate the reason for the need for improvement);

Analysis of the actual situation (it is necessary to evaluate the effectiveness and efficiency of the existing process, collect and analyze data to identify types of problems,
set a task to improve the process);

Identification of possible solutions (it is necessary to explore alternative solutions, choose and implement the best of them, i.e. one that will eliminate the root causes of the problem and prevent its recurrence);

Consequence assessment (should confirm that the problem and its root causes have been eliminated or their impacts reduced, the solution has worked and the improvement task has been completed);

Implementation and standardization of a new solution (it is necessary to replace the old process with an improved one, thus preventing the problem and its root causes from recurring);

Evaluate the effectiveness and efficiency of the process after the completion of the improvement activities (improvement activities should be evaluated and consideration should be given to applying a similar solution elsewhere in the organization).

Significant contribution to the successful implementation of the phased

continuous improvement of business processes has made The concept of total quality management- TQM(Total Quality Management).

notice, that TQM originated in Japan in the 1950s. following a visit to that country by three American quality specialists (William E. Deming, Joseph M. Juran, and Armand W. Feigenbaum). The ideas of these scientists were actively accepted and developed in Japan, and 20-30 years later, American companies began to pay close attention to the implementation of the concept of total quality management. A significant contribution to the development of this concept was made by such specialists as Kaoru Ishikawa, Genichi Taguchi Shiego Shingo, Philip Crosby, Tom Peters and others.

Total Quality Management is a process of transforming an organization that focuses on quality and is based on the idea of continuous improvement. TQM can also be viewed as a set of principles for the continuous improvement of business processes in an organization. In table. 7.3 summarizes the basic principles TQM in the interpretation of Hubert Raspersad - a supporter TQM, developing this concept at the present time.

Table 7.3Principles of Total Quality Management

	Constancy of purpose
Employees regularly visit customers of the company's products and services Customers are known and understood Customer focus is an important part of an organization's strategy The degree of customer focus is a measure of employee competency Employees and customers act as partners in relation to each other We understand the needs of our customers Internal customers are also satisfied ; every employee has a customer and everyone acts as a supplier Customer needs are integrated into our day-to-day operations Customers get more done than they expect Customer satisfaction is our top priority respond to complaints rather than prevent them	General, inspiring goals of the organization are developed and actively promoted at all organizational levels Key success factors, goals and performance indicators are formulated and communicated to all stakeholders Managers are persistently striving to achieve these goals The process of improvement is organized Top managers actively support the idea of change and improvement Managers act as mentors, action oriented and encourage learning Managers are both participants and leaders
Involvement of all employees	Accounting for actual data
Skills are acquired through “learning by doing” There is an open discussion of the status quo	Achievement information is collected and correctly interpreted Quality is measured
Consumer Orientation and Consumer Involvement	Constancy of purpose
The organization has an atmosphere of passion, enjoyment of work, motivation, dedication, inspiration and enthusiasm Fear and distrust are driven out The main thing is the voluntary and active participation of everyone Increased attention is paid to teamwork, open communication and building mutual trust Special importance is attached to investing in people (in their training) Employees are empowered Entrepreneurship and leadership are encouraged in all departments People are open to change, improvement and renewal Making mistakes is not forbidden because people constantly learn from their mistakes improvement The culture of the organization is characterized by respect for people, teamwork and individual participation.	Quality assurance costs are analyzed Performance indicators are tied to goals Actual results and performance indicators are taken into account in the execution of work The principle of "measure is to know" is used to analyze the causes of problems and their possible consequences measurements and their methodologies are improved Measurements are based on numbers and goals The performance of individual employees is evaluated according to their areas of competence and the results they have achieved
Process Oriented	Focus on continuous improvement
People think about how to get the job done, not just the results Results are unified Processes are documented with flowcharts and standard operating procedures Suppliers are treated as long-term partners The culture of TOM extends to suppliers Processes are guided based on performance metrics The performance of all businesses is assessed -processes Errors are considered in terms of opportunities for improvement	The problem is seen as a way and an opportunity to improve the process. Improvement teams are created, including specialists from different profiles. The whole is improved, not just its parts. Employees improve themselves, improve their work and help others grow in themselves and improve their organization. Increased attention is paid to continuous improvement. process and self-improvement Emphasis on prevention rather than correction; problems are prevented, not just fixed
Consumer Orientation and Consumer Involvement	Constancy of purpose
Process improvement and personal improvement are seen as a continuous and continuous learning process Knowledge is constantly used and incorporated into new products, services and processes Improvement teams are formed that represent different learning styles The problem is people, not processes	Improvements are based on a cross-functional approach and are continuously documented A positive work environment exists where continuous self-improvement, process improvement and learning become a way of life Core principle: do it right the first time, every time Every employee is responsible for quality