{"title":"国内仪器制造企业质量管理的标杆法","authors":"T. Kulinich, L. Halkiv, O. Povar","doi":"10.33813/2224-1213.28.2022.5","DOIUrl":null,"url":null,"abstract":"The aimof the article is to develop practical and methodological recommendations\nfor improving the quality management processes at domestic instrument-making\nenterprises and increasing their competitiveness based on the use of benchmarking\nprocesses.\nThe research methodology includes: system-structural and comparative studies\nwith a conditionally reference model (to understand the logic of benchmarking studies\nof different types in related and unrelated industries, with an explanation of theirs\ngoals and advantages for quality management); monographic method (to search for\nrelationship between existing competitive strategies for instrument-making enterprises\n(innovators and non-leaders) and their choice of the most adequate benchmarking\ntechniques);system-analytical method (for the analysis of specific benchmarking tools\nused by real domestic instrument-making enterprises); design-scenario method (to\nstudy the future strategic moves of surveyed enterprises and potential impact on\ntheir quality management results).\nScientific novelty: the options for using the benchmarking process for quality\nmanagement at instrument-making enterprises are disclosed, which make it possible\nto turn this process from project-oriented to continuous.\nPractical value: methods of competitive analysis and quality management based\non the advantages identified through benchmarking are considered on the example\nof two domestic instrument-making enterprises: PJSC Sambir Instrument-Making\nPlant «Omega» and State Enterprise Kharkiv Instrument-Making Plant (KhPZ) named\nafter Taras Shevchenko.\nConclusions. Ukrainian instrument-making enterprises are gradually moving\nalong the path of changing generations of benchmarking: from reengineering\n(retrospective product analysis) to competitiveness benchmarking, and then to gaining\nadvantages as a quality leader on the example of enterprises from unrelated segments\n(and not necessarily competitors). There are still two unresolved stages ahead:\nstrategic benchmarking (with a systematic assessment and selection of strategic","PeriodicalId":206442,"journal":{"name":"Problems of Innovation and Investment Development","volume":"4 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2022-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Benchmarking approach in quality management\\nof domestic instrument-making enterprises\",\"authors\":\"T. Kulinich, L. Halkiv, O. Povar\",\"doi\":\"10.33813/2224-1213.28.2022.5\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"The aimof the article is to develop practical and methodological recommendations\\nfor improving the quality management processes at domestic instrument-making\\nenterprises and increasing their competitiveness based on the use of benchmarking\\nprocesses.\\nThe research methodology includes: system-structural and comparative studies\\nwith a conditionally reference model (to understand the logic of benchmarking studies\\nof different types in related and unrelated industries, with an explanation of theirs\\ngoals and advantages for quality management); monographic method (to search for\\nrelationship between existing competitive strategies for instrument-making enterprises\\n(innovators and non-leaders) and their choice of the most adequate benchmarking\\ntechniques);system-analytical method (for the analysis of specific benchmarking tools\\nused by real domestic instrument-making enterprises); design-scenario method (to\\nstudy the future strategic moves of surveyed enterprises and potential impact on\\ntheir quality management results).\\nScientific novelty: the options for using the benchmarking process for quality\\nmanagement at instrument-making enterprises are disclosed, which make it possible\\nto turn this process from project-oriented to continuous.\\nPractical value: methods of competitive analysis and quality management based\\non the advantages identified through benchmarking are considered on the example\\nof two domestic instrument-making enterprises: PJSC Sambir Instrument-Making\\nPlant «Omega» and State Enterprise Kharkiv Instrument-Making Plant (KhPZ) named\\nafter Taras Shevchenko.\\nConclusions. Ukrainian instrument-making enterprises are gradually moving\\nalong the path of changing generations of benchmarking: from reengineering\\n(retrospective product analysis) to competitiveness benchmarking, and then to gaining\\nadvantages as a quality leader on the example of enterprises from unrelated segments\\n(and not necessarily competitors). There are still two unresolved stages ahead:\\nstrategic benchmarking (with a systematic assessment and selection of strategic\",\"PeriodicalId\":206442,\"journal\":{\"name\":\"Problems of Innovation and Investment Development\",\"volume\":\"4 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2022-04-21\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Problems of Innovation and Investment Development\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.33813/2224-1213.28.2022.5\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Problems of Innovation and Investment Development","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.33813/2224-1213.28.2022.5","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Benchmarking approach in quality management
of domestic instrument-making enterprises
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