home Accounting Planning of innovative activity of the organization. Forms and stages of planning the development of innovative entrepreneurship, types of plans Development of innovative projects in enterprise planning

Planning of innovative activity of the organization. Forms and stages of planning the development of innovative entrepreneurship, types of plans Development of innovative projects in enterprise planning

FEDERAL STATE BUDGET
EDUCATIONAL INSTITUTION
HIGHER PROFESSIONAL EDUCATION
IVANOVSKY STATE CHEMICAL AND TECHNOLOGICAL
UNIVERSITY

Department of Economics and Finance

COURSE WORK

According to the discipline "Planning at the enterprise"

On the topic: Planning for innovation in the enterprise.

Student: Lebedeva Natalia
Andreevna
Form of study: Correspondence

Course 3 group 68
Record book number:
Supervisor:

KINESHMA 2012

annotation

In this course work, I considered the system of innovation planning in the enterprise.
In the theoretical part of the work, I tried to find out the essence of the innovative activity of the enterprise, its impact on the economic and social development of the company.
First, find out what innovations are, what is their essence and role in the life of an enterprise.
Second, move on to the topic of innovation planning. Defined the goals, objectives of the planning process, as well as the essence and principles of organization of planning in the enterprise.
Thirdly, the structure of the planning system was considered in detail and the main types of planning of the innovation process in the enterprise were identified.
Fourthly, she considered the methods of intra-company planning and gave their characteristics.
In the practical part, based on the initial information, she made calculations of the cost of production in the reporting and planning period, also calculated the production capacity and the number of workers. On the basis of everything done, she drew up a production plan under the conditions limiting it.
At the end of the course work, she conducted a thorough analysis of the calculated and made the appropriate conclusions.

Content
Introduction……………………………………………………………….…4
Theoretical part…………………………………………………………... 5

1.1. General characteristics of innovative processes (innovations)……………………………………………………………......5
1.2. Classification of innovations…………………………………………..... ...6

2.1. The concept of innovation planning……………………………….…...7
2.2. Tasks of innovation planning……………………………………...9
2.3. Innovation planning principles………………………………....9
3. The system of intra-company innovation planning………………10
3.1. Types of innovation planning at the enterprise……………… ....... 10
3.2. Processes of internal planning of innovations…………..12
3.3. Organization of innovation planning at the enterprise………... …13
4. Methods of intra-company planning of innovations .........................................15
4.1. Scientific and technical forecasting…………………………………15
4.2. Product - thematic planning of innovations…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
4.3. Calendar planning of innovations in the enterprise………….. .19
4.4. Production planning of innovations…………………… ….20
Practical part……………………………………………………….... ...21
Conclusion…………………………………………………………………........30
List of used literature…………………………………..32
Introduction

Possible ways to create a favorable innovation climate in the Russian economy began actively in the early 80s, even before the collapse of the Soviet Union. Even then, it became obvious that the existing mechanisms for “implementing” the results of research and development were ineffective, the innovative activity of enterprises was low, and the average age of production equipment was constantly increasing, reaching 10.8 years by 1990.
Since then, a number of state concepts for regulating and stimulating innovation activity have been adopted, the creation of a national innovation system has been announced, a number of mechanisms for state financing of innovation have been created, including the creation of an infrastructure for innovation activity. The main problem so far remains the disconnection of ties between the main participants in the innovation process (developers and consumers of innovations), information opacity and, therefore, low motivation, both for the development and financing of innovations.
Innovative is such an enterprise that introduces product or process innovations, regardless of who was the author of the innovation - employees of this organization or external agents (external owners, banks, representatives of federal and local authorities, research organizations and technology providers, other enterprises ).
Thus, the purpose of this work is to give an idea of the innovative activity of enterprises and its application in practice. And the main tasks are to understand the essence of innovation, identify the types of innovation, and also consider the impact of innovation on the development of an enterprise.
The object of this work is the enterprise as an economic entity, and the subject is innovation.

Theoretical part

1. Innovation and innovative activity of the enterprise

Innovation (English "innovation" - innovation, innovation, innovation) is understood as the use of innovations in the form of new technologies, types of products and services, new forms of organization of production and labor, service and management. The concepts of "innovation", "innovation", "innovation" are often identified, although there are differences between them.
Innovation is understood as a new order, a new method, an invention, a new phenomenon. The phrase "innovation" literally means the process of using innovation. From the moment it is accepted for distribution, an innovation acquires a new quality and becomes an innovation (innovation). The period of time between the appearance of an innovation and its implementation into an innovation (innovation) is called the innovation lag.
The concept of "innovation" as an economic category was introduced into scientific circulation by the Austrian economist J. Schumpeter. He first considered the issues of new combinations of production factors and identified five changes in development, i.e. innovation issues:

In accordance with international standards, innovation is defined as the end result of innovative activity, embodied in the form of a new or improved product introduced to the market, a new or improved technological process used in practice, or in a new approach to social services.
The motto of innovation - "new and different" - characterizes the diversity of this concept. Thus, innovation in the service sector is an innovation in the service itself, in its production, provision and consumption, and the behavior of employees. Innovations are not always based on inventions and discoveries. There are innovations that are based on ideas. Examples here are the emergence of zippers, ballpoint pens, aerosol cans, ring-openers on cans of soft drinks, and much more.
Innovation does not have to be technical or something material in general. Few technical innovations can rival the impact of the idea of hire-purchase. Using this idea literally transforms the economy. Innovation is a new value for the consumer, it must meet the needs and desires of consumers.
Thus, the indispensable properties of innovation are their novelty, industrial applicability (economic feasibility) and it must necessarily meet the needs of consumers.
Systematic innovation consists in a purposeful organized search for changes and in a systematic analysis of the opportunities that these changes can give for the successful operation of the enterprise.
Innovations can refer both to engineering and technology, and to forms of organization of production and management. All of them are closely interconnected and are qualitative steps in the development of productive forces, increasing the efficiency of production.
Innovation is not only a strategy that allows companies to receive innovation rent and maintain a leading position in promising markets, but also a way to survive in today's competitive environment. At the same time, this is a type of activity in conditions of uncertainty, when the ambiguity of the consequences of the company's decisions is especially pronounced. The constant threat of loss - total or partial - is the price an innovative company pays for high expected returns and a privileged position in the market.
Thus, innovations, firstly, must have a market structure to meet the needs of consumers. Secondly, any innovation is always considered as a complex process, involving changes in both scientific and technical, as well as economic, social and structural nature. Thirdly, in innovation, the emphasis is on the rapid introduction of innovation into practical use. Fourth, innovations must provide economic, social, technical or environmental benefits.

1.2. Classification of innovations

All the variety of innovations can be classified according to a number of criteria.
1. According to the degree of novelty:

2. According to the object of application:

3. By the scope of application:

4. For reasons of occurrence:

5. By efficiency:

2.1. The concept of innovation planning

Innovative activity is an activity aimed at finding and implementing innovations in order to expand the range and improve product quality, improve technology and organize production.
Innovation activities include:

The main prerequisite for the innovative activity of an enterprise is that everything that exists is aging. Therefore, it is necessary to systematically discard everything that is worn out, outdated, has become a brake on the path to progress, and also take into account mistakes, failures and miscalculations. To do this, enterprises periodically need to conduct certification of products, technologies and jobs, analyze the market and distribution channels. In other words, a kind of radiograph of all aspects of the enterprise's activities should be carried out. This is not just a diagnosis of the production and economic activities of the enterprise, its products, markets, etc. Based on it, managers should be the first to think about how to make their products (services) obsolete themselves, and not wait until competitors do it. And this, in turn, will encourage enterprises to innovate. Practice shows that nothing makes a leader focus on an innovative idea as much as the realization that the product being produced will become obsolete in the near future.
Where do innovative ideas come from? There are seven sources of such ideas. Let's list the internal sources; they arise within an enterprise or industry. These include:
1) unexpected event (for an enterprise or industry) - success, failure, external event;
2) incongruence - a discrepancy between reality (what it really is) and our ideas about it;
3) innovations based on the needs of the process;
4) sudden changes in the structure of an industry or market.
The next three sources of innovation are external because they originate outside the enterprise or industry. This is:
5) demographic changes;
6) changes in perceptions, moods and values;
7) new knowledge (both scientific and non-scientific).
An analysis of these situations when considering a particular type of change allows us to establish the nature of an innovative solution. In any case, you can always get answers to the following questions. What will happen if we use the created change? Where will this lead the business? What needs to be done to turn change into a source of development?
However, of the seven sources of change, the third and seventh are the most important, as they are the most radical.
The change caused by the need of the process is much more important than the first two. An old proverb says, "Necessity is the mother of invention." In this case, the change is based on the needs of practice, life. (Replacement of manual typing in typography, keeping food fresh, etc.) At the same time, the implementation of this type of change implies the need to understand that:

In any case, in solving a problem of this type, the following questions must be answered. Do we understand what and what changes the process needs? Is the required knowledge available or does it need to be obtained? Are our solutions consistent with the habits, traditions and target orientations of potential consumers?

2.2. Tasks of innovation planning

Planning is one of the main elements of the system of intra-company management of IP activities.
Innovation planning is a system of calculations aimed at choosing and substantiating the goals of IP development and preparing the decisions necessary for their unconditional achievement. Within the framework of the integrated management system, the planning subsystem performs seven particular functions.
1. 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 a joint innovation project or IP as a whole.
2. Perspective orientation and early recognition of development problems. The plans are oriented to the future and are based on reasonable forecasts of the development of the situation.
3. Coordination of activities of all participants of innovations.
4. 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.
5. Creation of an objective base for effective control
6. Information support for participants in the innovation process.
7. Motivation of participants.

2.3. Innovation planning principles

Innovation planning on IP is inherent in the principles that establish the general rules for the development and effective functioning of this subsystem in innovation management.
The implementation of innovative activities of IP is aimed at achieving certain economic results, tasks of economic and financial development.
The principle of scientific validity of planning is implemented in conditions when it is based on taking into account the laws and trends of scientific, technical and economic development, takes into account the objective conditions and specific features of a particular IP.
The principle of the dominance of strategic aspects in planning follows from the long-term nature of the results, the long cycle of innovation and their vital importance for ensuring the competitiveness of IP.
The complexity of innovation planning means the systematic linking of all plans developed at the IP.
One of the essential conditions for the validity of plans and methods for ensuring comprehensive planning is the budgetary balance of plans.
The principle of flexibility and elasticity of innovation planning means the requirement for a dynamic response of plans to deviations in the course of work or changes in internal and external factors.
The continuity of innovation planning includes two aspects: continuity and interconnection of plans of different duration; the requirement to constantly carry out planned calculations in accordance with changing conditions and the occurrence of deviations. Innovation planning necessarily involves the development of plans for various lead times: long-term, medium-term and short-term. The presence of plans of various duration establishes a certain frequency of their formation, which turns planning into a continuous process of developing, detailing (refinement), making changes and extending plans.

3. System of intra-company innovation planning

3.1. Types of innovation planning in the enterprise

The IP innovation planning system includes a set of various plans that interact with each other and are aimed at implementing the main functions and tasks of planning. The essential factors determining the composition and content of this complex are the organizational structure and profile of the innovative activity of the IP, the composition of the ongoing innovation processes, the level of cooperation during their implementation, the scale and constancy of innovation activity. Types of plans differ in goals, subject, levels, content and periods of 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 mission of an organization at each stage of its life cycle, forming a system of activity goals and a strategy for behavior in innovation markets. At the same time, in-depth marketing research is carried out, large-scale predictive development of an assessment of the strengths and weaknesses of the organization, risks and success factors. Strategic planning, as a rule, is focused on a period of five or more years. It is aimed at creating a new potential for successful IP activities.
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 IP. It provides for the formation of a product-thematic portfolio of IP, the development of calendar plans, the preparation of business plans for individual projects, the calculation of the required resources, funds and sources of their coverage, etc. Operational planning of innovations aims to realize the potential of the organization 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.
The subject sign characterizes the volume of planned work on IP. In accordance with the division of labor on a subject basis into IP, the planning of R&D, production, marketing, logistics, information support, finance, personnel and other subject areas of IP are distinguished into separate types of plans. The nature of the subject area significantly affects the composition of the information used, the regulatory framework, the frequency and methods of performing planned calculations.
Planning should cover all areas and hierarchical levels of the organization. In accordance with the accepted organizational structure of the IP, there are consolidated or integrated planning of the activities of the IP as a whole, planning of structural units (divisions, services, departments and laboratories, industries, workshops and sites), planning of individual innovative projects and individual planning of the activities of performers. Each level of planning differs in the composition of the planned parameters, the degree of their detailing and development methods. The content aspect in innovation planning is expressed in three types of planned calculations: product-thematic, technical-economic and volume-calendar.
Product-thematic planning of innovations consists in the formation of promising areas and topics of R & D, the preparation of programs and activities for updating products, improving technology and organizing production at IP. At the production stage of innovative processes, this type of planning involves the development and optimization of production programs for IP and workshops.
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 IP innovation activities. This type of calculation includes financial planning, business planning, budget planning, etc.
Volume-calendar planning of innovations consists in planning the scope of work, the loading of departments and performers; construction of calendar schedules for work on individual projects, the entire set of planned work, loading of equipment and performers; distribution of work for separate calendar periods.
Depending on the planning period, there are long-term plans, focused on five or more years, medium-term - up to five years and short-term, covering a period of time up to a year.
The composition and combination of different types of plans within a particular organization are formed based on the concept of innovation planning adopted in it. In domestic and foreign practice, such forms of innovation planning as a program-target approach, management by goals, system management, network management methods, etc., are widely used.

3.2. In-house innovation planning processes

Innovation planning is not a one-time, volitional act of management, the result of which is an approved planning document. It is one of the most important processes for making managerial decisions at IP. This process consists of separate phases, stages and stages, which are in a certain logical relationship and are carried out in a constantly repeating sequence, forming a specific planned cycle on the IP. The cyclical nature of innovation planning is provided by direct and feedback links and is determined, on the one hand, by the need for consistent detailing of plan targets for individual periods of time, hierarchical levels of plans and the content of tasks, and on the other hand, by the requirements for updating plans in the event of deviations or new management considerations.
Innovation planning process. Regardless of the type of plans, it is divided into three formal phases of calculations: the formulation of the planning problem, the development of the plan, and the implementation of the planned solution. In practice, the microstructure of the planning process is also often regulated, in which each of the phases is specified in terms of its constituent stages, stages, methods of their implementation.
When setting goals, the following general requirements must be met:

The planning decision is made by the manager on the basis of a comprehensive assessment and a reasonable choice of the best plan option. The decision on the plan acts as one of the most important managerial decisions in innovation management.

3.3. Organization of innovation planning at the enterprise

The complexity of innovation planning processes and the variety of plans being developed require the strict organization of all procedures for the preparation, processing and synthesis of planned information, control over the execution of plans and their timely adjustment. The organization of innovation planning at IP provides for the solution of three sets of issues:
The composition and nature of the specialization of innovation planning bodies at IP are determined by three main factors: the level of centralization of planning at IP, the type of general management system, and the accepted form of organization of innovation.
The combination of various types of planned calculations forms integral systems for planning innovations in IP. Its implementation is entrusted to special planning bodies and managers at various levels. There is a fundamental difference between centralized and decentralized innovation planning systems in IP. Under a centralized system, the planning function is entrusted to central innovation planning bodies. In large specialized IP, research institutes, design bureaus, the consolidated planning of innovations is carried out by functional services (departments or departments): economics and IP development planning, thematic and calendar planning, foreign economic relations, marketing research, sales, finance, labor and wages, contracts and legal support , logistics, accounting, etc. In this case, the central planning services resolve issues of strategic, long-term planning, as well as summary calculations and justifications for the whole enterprise. Along with the central services in separate functional and subject (thematic) subdivisions, planning subdivisions are being created, dealing mainly with private issues of operational planning and monitoring the implementation of innovative processes.
The centralized form of organizing planning is most often implemented at large IPs with a relatively stable activity profile and a stable rate of technical progress. With a decentralized scheme, innovation planning is assigned to planning services and heads of IP departments specialized according to the thematic principle or responsible for individual stages of the innovation process: R&D, production, marketing, supply, etc. In this case, both strategic and operational planning of innovations is carried out separately in areas innovative activity of IP.
One of the most important tasks of organizing the planning of innovations at IP is the mutual linking of individual plans into a single set of coordinated and strictly subordinated plan targets. In planning, this task is called coordination of plans. Its implementation is carried out by various procedural and methodological techniques. There are three types of coordination of plans: by periods, content and levels of planning. Coordination of plans by periods can be carried out in two ways:

Level coordination of plans is ensured by the system of delegation of authority adopted at the IP, the development of democratic principles in management. The process of planning by hierarchy levels can be carried out on IP according to three alternative schemes:

The planning of innovative processes, due to their creative nature, personalized form of activity and results, is more characteristic of the “bottom-up” coordination scheme. It is known that two-thirds of American companies plan according to this scheme, and the rest - on the basis of the interaction of all levels of management.
Formalization of innovation planning processes for IP in each of the listed areas is carried out by specific methods and ensures meaningful coordination of all services and departments in the innovation management system.

4. Methods of intra-company innovation planning

4.1. Scientific and technical forecasting

Essence and types of scientific and technical forecasting. The innovation management system provides for the performance of special calculations related to the development of scientific and technical forecasts. A scientific and technical forecast is a comprehensive probabilistic assessment of the content, directions and volumes of the future development of science and technology in a particular area. The main function of scientific and technical forecasting is to find the most effective ways to develop the objects under study based on a comprehensive retrospective analysis and study of trends in their change.
In the control system, the forecast provides the solution of the following most important tasks:

The forecast reduces the number of variant studies in the formation of the plan, increases the depth and quality of the justification of the plan, forms its ultimate goals, determines the conditions for the implementation of the plan, models the possible ways of developing the object, the activities necessary for their implementation and the expected results. Thus, first of all, it serves to justify planned decisions. However, predictive developments can also be used to determine the possible consequences of the implementation or non-implementation of planned decisions. The need to develop various types of scientific and technical forecasts is predetermined by the complexity of the innovation sphere as an object of management.
Forecasts differ in the nature of objects, the content and period of forecasting, the scale and degree of complexity, the level of development, etc.
Taking into account the breadth of the thematic framework and the level of development, forecasts are distinguished:

All of them are interconnected by relationships of subordination and form a hierarchical forecasting system that provides an organic combination of forecasting activities at various levels of management and in all areas and areas of science and technology.
The narrower the thematic framework of the forecast being developed, the shorter the forecasting period should be. In new, rapidly developing areas of science and technology, forecasting periods are shortened, and the forecasts themselves are updated more often than in traditional areas.
Methods of scientific and technical forecasting. Modern domestic and foreign practice includes more than 130 different methods for developing forecasts. The whole variety of methodological methods of scientific and technical forecasting can be conditionally reduced to three most important groups:

The essence of the extrapolation methods used in forecasting science and technology is that by analyzing the change in individual parameters of the object being developed in the past and examining the factors that cause these changes, one can draw conclusions about the patterns of its development and ways to improve it in the future. In scientific and technical forecasting, it is customary to distinguish two types of problems solved by extrapolation methods: problems of dynamic and static analysis.
Trend extrapolation refers to quantitative forecasting methods. To predict the same qualitative characteristics, as well as objects, the development of which is not amenable to formalization and statistical modeling, methods of expert assessments are widely used. The essence of expert methods of scientific and technical forecasting is that, on the basis of a priori, assessments of a qualified specialist or a group of specialists, a conclusion is made about the ways of development of science and technology, promising areas of scientific research and development. Depending on the form of work with experts, there are individual and collective methods of examination.
One of the most promising approaches to the development of forecasts is considered to be modeling the development of science and technology, i.e., determining the prospects for changes in technology based on adequate models of its development. By the nature of the models used, logical, informational and mathematical forecasting models are distinguished.

4.2. Product-thematic innovation planning

The essence and types of product-thematic planning. Product-thematic planning is the most important element of the system of intra-company innovation planning at all levels of management. Its tasks are to determine the directions and proportions in the scientific and technological development of the IP, to establish R&D topics, to form the structure of a promising production program for the production of innovative products and to implement the entire range of innovative activities.
In independent research institutes and design bureaus, product-thematic planning is represented by the formation of a thematic plan containing a list of R&D and innovative projects aimed at implementing the adopted concept of the prospective development of IP. In the process of thematic planning, the selection of the most important topics is carried out, its effectiveness and the level of quality of the planned results are assessed, the executors, deadlines and estimated cost of the work are determined. The scientific, technical and economic results of its activities in the current period and in the future depend on the quality and level of validity of calculations in the formation of the thematic plan of the IP.
At individual entrepreneurs that implement the final stages of the innovation process, product-thematic planning is expressed in the formation of a product-market portfolio of an enterprise and planning its production program for a certain period of time. The IP production program determines the range and volume of production of specific types of innovative products. During its formation, the study of market conditions, the pricing policy of IP, the calculation and planning of costs for the production of new products, the implementation of measures for the technical preparation of the production of new products, the distribution of production tasks by workshops and sections, as well as by periods of time of the calendar period.
Product-thematic planning in research institutes, design bureaus and entrepreneurs is a complex and lengthy process of collecting and processing scientific, technical and market information about the potential of an individual entrepreneur, the state of markets and competitors, forecasts for the development of certain areas of science and technology, as well as analyzing the existing obligations of the enterprise under government and other orders. This area of planned work refers to a greater extent to the top management at the IP, however, it captures all the lower levels of management. Of great importance is strategic thinking, focus on the long-term potential for success of IP and the scientific validity of decisions made. The scientific validity of product-thematic planning is ensured subject to the following requirements:

The process of product-thematic planning of innovations. Product-thematic planning is a complex, multi-level iterative process in which managers, planning services, analytical, research and development departments of the IP take part. It includes information support, analytical research, marketing developments, economic justifications and estimates, as well as assessments of one's own potential and rationale for management decisions. The general process of product-thematic planning of innovations contains three main stages of calculations: the formation of product-thematic proposals, evaluation of proposals and selection of topics, implementation of the plan.
The first stage - the formation of product-thematic proposals - has as its task the preparation of the largest possible number of promising innovative ideas regarding the composition of an innovative product, changing the structure of markets or the technical development of IP. The main sources of innovative proposals at this stage are the results of marketing research, scientific and technical forecasts, and the development of a promising product policy for IP. Marketing research in market conditions is the most important source and necessary condition for a scientific approach to product-thematic planning for IP. Marketing research within the framework of product-thematic planning is focused on the formation of a product-market portfolio of IP.
The use of a variety of methods and techniques for searching for innovative ideas, along with a constant analysis of portfolio matrices and strategic planning of product policy, allows the IP to form a large number of alternative innovative proposals for the thematic plan, competing with each other in terms of available IP resources and expected results. According to consulting firms, a single successful product innovation requires an average of 58 diverse new ideas. At the same time, it is required to consider at least 300 different options and proposals. Therefore, the most important stage of product-thematic planning of innovations is the stage of evaluation of proposals and selection of the most relevant topics.
In domestic and foreign practice, to solve this important task, as a rule, various methods of selection of competing proposals are used, based on a multi-criteria assessment and a two-stage selection of promising topics. At the first stage, proposals are evaluated and their rough selection is carried out according to a set of criteria that reflect the market situation with the proposed innovative product. The following parameters of the market situation can be used as criteria at this stage of selection: dynamics of demand for an innovative product, expected market share, assessment of market risk, presence of market barriers, state of competition, price flexibility, expected profitability, required investments, availability of resources, expected production volume innovative product.
The selection of proposals at the first stage of selection is carried out in accordance with the generalized indicator by ranking the proposals and the normative restriction according to the minimum allowable level of the value of the generalized indicator. The limit is set by the IP based on the available resources and opportunities for the development of innovative potential in the planning period. At this stage of selection, the composition of proposals allowed for further consideration should exceed the innovative capabilities of the IP. At the second stage, a detailed selection of proposals admitted for development is carried out according to a set of criteria that characterize the scientific and technical level and the strategic attractiveness of proposals.
The following parameters can be used as criteria at this stage of selection: relative market share, product quality (according to international standards), level of technology, economic efficiency, patent and licensing capacity, management competence, personnel qualifications. The mechanism for evaluating proposals at the second stage of selection can be the same as at the first stage, but taking into account the specific prioritization of the criteria for selecting innovative proposals. The outlined scheme for the selection of innovative proposals should not be considered in isolation, but as part of the overall system for the formation of a product-thematic portfolio of IP. Only with such a systematic consideration, it can ensure an active search for fruitful innovative ideas and an objective selection of promising proposals, taking into account the market situation, general trends in the development of the innovation sphere and the real opportunities and interests of individual entrepreneurs.

4.3. Enterprise innovation scheduling

Scheduling aims to establish interrelated start and finish dates for each topic, taking into account available resources. In the process of achieving this goal, the following main tasks are solved at the scheduling stage:

With a large range of topics simultaneously performed, which is typical for many IPs, the high complexity of the developed equipment and technology, which requires the involvement of a large number of performers
etc.................

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Functions and operations for planning innovation

Functions of the innovation activity planning subsystem:

Orientation of all participants to the goal - all participants need to be oriented towards achieving the goals of the organization's innovative activities.
Orientation to the future and recognition of problems in development - plans are based on reasonable forecasts of the development of situations.
Coordination of participants in innovative activities is carried out by coordinating actions in front of emerging obstacles and problems. Coordination can be:
- administrative - the directive nature of the approval of plans; which are mandatory for all participants in innovation;
- proactive - voluntary and conscious coordination of action between managers and all participants in the innovation process;
- program - setting for each participant the planned targets of the innovation program;
- budgetary - the development of a planned budget with the help of restrictions on the resources intended for individual participants.
Preparation of managerial decisions is the analysis of problems, the implementation of forecasts, the study of all alternatives, the conduct of an economic justification for the most rational decisions.
Creation of an objective base for the effectiveness of control activities - comparison of actual values with planned values.
Providing participants in the innovation process with the necessary information - providing information to each participant about goals, forecasts, alternatives, deadlines, etc.
Creating motivation for participants in the innovation process - stimulating employees in order to increase productivity and coordinated activities of all participants.

The planning process involves operations on:

the choice of the main directions of innovative activity for the enterprise and its structural units;
formation of programs for research, development and production of innovative products;
the distribution of certain tasks over periods of time;
setting deadlines for the work to be carried out;
calculation of resource needs and their distribution among performers;
risk accounting.

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

Ruzaevka 2007

Introduction

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

2.2 Calculation of the number of industrial and production personnel

2.2.1 Determine the complexity of the production program

2.2.2 Calculate the number of main production workers based on the balance of working time with a five-day working week

2.2.3 Determine the structure of the personnel of industrial and production personnel

2.3 Calculation of the cost of production for the enterprise

2.3.1 Calculate the total cost of products and commercial products

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

List of sources used

Appendix 1

Annex 2

Appendix 3

Appendix 4

Annex 5

Appendix 6

Annex 7

Annex 8

Annex 9

Annex 10

Annex 11

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.

To the objects of innovation relate:

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 innovation, 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 the 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.

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.

Hypothesis characterizes scientific foresight at the level of general theory. Forecast in comparison with the hypothesis, it 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.

Plan is the setting of a well-defined goal and the prediction 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.

STP, 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.

Planning of innovative activity of the organization. Forms and stages of planning the development of innovative entrepreneurship, types of plans Development of innovative projects in enterprise planning

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Functions and operations for planning innovation

Introduction

1. Planning of innovative activity at the enterprise

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