Benchmarking approach in quality management of domestic instrument-making enterprises

Abstract

The aimof the article is to develop practical and methodological recommendations for improving the quality management processes at domestic instrument-making enterprises and increasing their competitiveness based on the use of benchmarking processes. The research methodology includes: system-structural and comparative studies with a conditionally reference model (to understand the logic of benchmarking studies of different types in related and unrelated industries, with an explanation of theirs goals and advantages for quality management); monographic method (to search for relationship between existing competitive strategies for instrument-making enterprises (innovators and non-leaders) and their choice of the most adequate benchmarking techniques);system-analytical method (for the analysis of specific benchmarking tools used by real domestic instrument-making enterprises); design-scenario method (to study the future strategic moves of surveyed enterprises and potential impact on their quality management results). Scientific novelty: the options for using the benchmarking process for quality management at instrument-making enterprises are disclosed, which make it possible to turn this process from project-oriented to continuous. Practical value: methods of competitive analysis and quality management based on the advantages identified through benchmarking are considered on the example of two domestic instrument-making enterprises: PJSC Sambir Instrument-Making Plant «Omega» and State Enterprise Kharkiv Instrument-Making Plant (KhPZ) named after Taras Shevchenko. Conclusions. Ukrainian instrument-making enterprises are gradually moving along the path of changing generations of benchmarking: from reengineering (retrospective product analysis) to competitiveness benchmarking, and then to gaining advantages as a quality leader on the example of enterprises from unrelated segments (and not necessarily competitors). There are still two unresolved stages ahead: strategic benchmarking (with a systematic assessment and selection of strategic