A.A. MAKAROV

PERSONAL AND CORPORATE GOALS: DREAM, PLAN, ACHIEVE!

Abstract. «Don’t strive for success, but set goals for yourself and achieve them», said Dmitry Mendeleev. But which goals should we choose? specific, measurable, achievable, relevant, like SMART? Or big and audacious, dictated by a cherished dream and therefore more inspiring, like BHAG? Each of the approaches to goal setting is good in its context, but their extremes often lead either to small things without flying, or to dreams without specifics. This article describes the author’s «Goal Map» method, which helps to achieve a balance between details and inspiration, creating harmony between strategy and actions, intentions and their results.

Keywords: goals, goal setting, criteria, BHAG, SMART.

CH. WOUTERS

NUMERICAL TARGETS AND WRONG ACTIONS

Abstract. A number of managers, in an effort to improve the company’s performance and increase staff productivity, set quantitative tasks and corresponding key performance indicators (KPIs) for their employees. Based on the achievement of these goals, how well employees work is judged. But does business efficiency always really improve if individual KPIs are met and exceeded? Experience shows that quantitative tasks, if they are defined incorrectly, on the contrary, encourage people to make wrong decisions and actions.

Keywords: quantitative indicator, opportunities for improvement, key performance indicators (KPI).

V.A. KACHALOV

BRIGHTNESS LUSTER OF MANAGEMENT SYSTEM STANDARDS. PART 1. RISK MANAGEMENT

Abstract. The subject for discussion was suggested to the author by an article by B.A. Itkin, which describes the shortcomings of the philosophical and technical “design” of standards for management systems. In this part, the author shares his colleague’s point of view. At the same time, these standards, based on the requirements of the “Harmonized Structure”, require the use of a number of approaches that in themselves do not cause any doubts about their philosophical and technical “purity” and effectiveness. It is they who, quite definitely, form the “sparkling facets” of these systems that attract users with their impeccable methodical brilliance.

Keywords: risk management, risk identification, risk assessment, risk-based thinking, risk-based approach.

A.A. LEBEDEVA, A.V. ULANOVA

FMEA METHOD AND PDPC CHART: RELATED APPLICATION FOR PROCESS IMPROVEMENT

Abstract. In accordance with the ISO 9001 standard requirements, each organization must independently determine the methods needed to ensure the effective operation and control of QMS processes. Obviously, the choice of specific methods, as well as related tools and metrics, depends on the specifics of the enterprise’s activities. Thus, in Dielectric cable systems JSC (DKS JSC), representing the electrical engineering industry, the FMEA methodology is used in order to eliminate the risks of failures, supplemented by such a tool as the PDPC chart. In this article is considered the experience of their application using the example of the corrugated pipe production process.

Keywords: FMEA, PDPC, reliability, improvement, risk priority number (RPN).

B.I. GUSAKOV, V.I. LOYKO

DESIGN AND TECHNOLOGICAL KNOW-HOW VALUE : FORMATION AND EVALUATION

Abstract. The creation of added value of products and services in the context of Industry 4.0 is inextricably linked with the improvement of their quality. In the manufacturing sector, it is provided by a combination of a number of innovative factors: design and technological know-how, progressive means and labor items, and the availability of highly qualified personnel. In turn, the allocative value of design and technological know-how implies optimizing the use of limited resources, which includes economic tools and levers. Let’s consider an algorithm for generating and estimating such a value for technological equipment and a lean building.

Keywords: Industry 4.0, added value, innovation, know-how, lean building.

R.S. KAPLAN, D.P. NORTON

THE BALANCED SCORECARD: INCREASING BUSINESS PERFORMANCE

Abstract. The Balanced Scorecard (BSC) is one of the most popular methodologies for managing organizations. Designed by Robert Kaplan and David Norton with the part of Arthur Schneiderman in the 1990s—2000s, it continues successfully develop. An alternative version has also appeared, authored by Hubert Rampersad. Meanwhile, only one article was published in MQM journal, in which the use of BSC was described based on the experience of a particular company. To fill in this gap, we turn to the classics — the first article by Kaplan and Norton, in which the authors substantiate the concept and structure of this methodology.

Keywords: Balanced Scorecard (BSC), customer perspective, internal perspective, innovation and learning perspective, financial perspective.