Added to the site:

1. General Provisions

1.1. The department of the chief designer, being an independent structural division of the enterprise, is created and liquidated by order of [name of the position of the head of the enterprise].

1.2. The department reports directly to the technical director of the enterprise.

1.3. The department is headed by chief designer, appointed to the position by order of [name of the position of the head of the enterprise] on the recommendation of the technical director.

1.4. The chief designer has [fill in as appropriate] deputy(s). The responsibilities of each of them are determined by the chief designer.

1.5. The deputy(s) and other employees of the department are appointed to positions and dismissed from them by order of [name of the position of the head of the enterprise] upon the recommendation of the chief designer.

1.6. In its activities, the department of the chief designer is guided by:

Charter of the enterprise;

This provision;

- [fill in what you need].

1.7. [Enter as appropriate].

2. Structure

2.1. The structure and staffing levels of the department are approved by [name of the position of the head of the enterprise], based on the specific conditions and characteristics of the enterprise’s activities at the suggestion of the technical director and chief designer, as well as in agreement with the [HR department, organization and remuneration department].

2.2. The chief designer's department may include structural units (bureaus, groups, laboratories, etc.).

For example: design bureau (sector, group), computer center (sector, group), experimental workshop, research group (sector).

2.3. Regulations on the divisions of the chief designer's department (bureaus, sectors, groups, etc.) are approved by [name of the position of the head of the enterprise], and the distribution of responsibilities between employees of the divisions is carried out personally by the chief designer.

2.4. [Enter as appropriate].

3. Objectives

The Chief Designer Department performs the following tasks:

3.1. Implementation of a unified enterprise policy in the field of design developments.

3.2. Preparing the enterprise for the production of new products.

3.3. Ensuring high competitiveness of developed products.

3.4. [Enter as appropriate].

4. Functions

The department of the chief designer is assigned the following functions:

4.1. Creation of new and modernization of product designs (complexes, machines, devices, instruments, mechanisms) of existing production.

4.2. Mastering advanced design developments and new materials in production.

4.3. Ensuring a high technical level of product designs, their competitiveness and patentability, compliance with modern achievements of science and technology, the requirements of technical aesthetics and the most economical production technology.

4.4. Development of projects for new pilot and industrial installations of non-standardized equipment and devices in connection with the reconstruction of facilities, automation of production and mechanization of labor-intensive processes.

4.5. Carrying out work to increase the level of unification, standardization and certification of developed product designs.

4.6. Ensuring compliance of new and modernized structures with technical specifications, standards, requirements for rational organization and labor protection, and safety standards.

4.7. Preparation of feasibility studies on the effectiveness of new design developments, their advantages compared to previously manufactured ones.

4.8. Design preparation for production.

4.9. Development and implementation of long-term and current implementation and development plans new technology.

4.10. Carrying out research and development work.

4.11. Timely preparation, coordination and approval of drawings and other technical documentation developed by the department.

4.12. Development of technical specifications for design together with customers.

4.13. Ensuring protection and coordination in in the prescribed manner developed preliminary, technical and working designs.

4.14. Development and implementation of measures to reduce the time for mastering new technology, cost and cycle design training production.

4.15. Organization of the production of prototypes, their experimental testing, testing of pilot batches and the release of the first industrial samples.

4.16. Development of design solutions to improve the quality and reliability of products, their level of manufacturability, environmental friendliness, reduce their cost, labor intensity and material intensity.

4.18. Participation in installation, testing, adjustment and commissioning of new product designs.

4.19. Submission for approval of changes made to the technical documentation for design preparation of production.

4.21. Development of proposals for reconstruction, technical re-equipment, intensification of production, increasing its efficiency.

4.22. Design development accepted for implementation rationalization proposals and inventions.

4.23. Review and preparation of opinions on the most complex rationalization proposals, as well as preparation of opinions on draft standards and other design documentation received by the enterprise from third parties.

4.24. Organization of consultations on solving certain technical issues.

4.25. [Enter as appropriate].

5. Rights

To perform these functions, the chief designer department has the following rights:

5.1. Make decisions on making design changes to manufactured products.

5.2. Participate in product market analysis and marketing research.

5.3. Require from the heads of all structural production and technical departments:

Timely provision of documents and materials necessary for the development of new products;

Suspension of the activities of structural units in case of deviation from technical conditions and drawing instructions;

- [fill in what you need].

5.4. The technical director should be notified of the suspension of the activities of structural divisions.

5.5. Present to the management of the enterprise:

Information about the plans of the department and a report on their implementation;

Proposals for incentives for enterprise employees for rationalization proposals and inventions;

- [fill in what you need].

5.6. Approve the design, drawings, technical specifications, and reference product samples.

5.7. Conduct certification of design engineers and design technicians.

5.8. [Enter as appropriate].

6. Relationships (official connections) **

To perform the functions and exercise the rights provided for by these regulations, the department of the chief designer interacts:

6.1. With the standardization department regarding receipt:

Standards;

Instructions;

Technical conditions;

Conclusions on technical documentation for compliance with current legislation on standardization;

Work plans for standardization and unification;

Information about the transfer of the enterprise to new standards;

Notices of changes and additions to standards and specifications;

- [fill in what you need].

Providing:

Technical documentation for developments;

Proposals for carrying out standardization work;

Proposals for transferring the enterprise to new standards;

Information about violation of standards and technical conditions;

- [fill in what you need].

6.2. With the department of the chief technologist regarding obtaining:

Conclusions on product designs;

Plans for the distribution of work on products among the structural divisions of the enterprise;

Approvals of individual components and parts of products;

Proposals on technological issues;

Technological documentation;

Route sheets for processing parts;

Consulting on production technology;

- [fill in what you need].

Providing:

Product drawings;

Technical documentation for approval;

Parts specifications;

Technical conditions;

Technical documentation at the request of the chief technologist department for the development of new production technologies;

- [fill in what you need].

6.3. With the tool department regarding receipt:

Conclusions on the possibility of using a specific tool;

Consulting on the use of the experimental instrument;

Pilot production equipment;

- [fill in what you need].

Providing:

Applications for expert assessment of the possibility of using a specific tool;

Applications for equipping pilot production with tools;

Report on the use of the tool in pilot production;

Applications for the development of a new tool;

- [fill in what you need].

6.4. With the Department of Patent and Inventive Work regarding obtaining:

Applications for expert assessment of rationalization proposals and inventions;

Applications for research work;

Plans for the introduction of rationalization proposals and inventions into production;

Assistance in solving assigned tasks;

- [fill in what you need].

Providing:

Conclusions on applications of innovators and inventors;

Results of scientific research work;

Assistance in design solutions to individual issues;

Assistance in making drawings and making models;

Opportunities for experimental verification of inventions;

- [fill in what you need].

6.5. With the production and dispatch department regarding receipt of:

Operational orders to coordinate production;

Information from other divisions of the enterprise not directly related to the department of the chief designer;

- [fill in what you need].

Providing:

Work schedules;

Notifications of changes in product designs;

Projects for the production of new samples;

Consolidated technical documentation for products;

Copies of work performance reports;

- [fill in what you need].

6.6. With the quality control department regarding receipt:

Test results of prototype products;

OKC instructions on design changes to products;

Consultations on improving product quality;

- [fill in what you need].

Providing:

Technical documentation for control;

Prototypes for control;

Reports on the implementation of QC instructions to improve product quality;

Applications for testing;

Information about test parameters;

- [fill in what you need].

6.7. Contact the labor protection department regarding obtaining:

Information about regulations and standards of labor legislation;

Conclusions on technical projects for compliance with safety standards;

- [fill in what you need].

Providing:

Information on compliance with labor protection legislation;

Applications for opinions on technical projects regarding compliance with safety regulations;

- [fill in what you need].

6.8. With the logistics department regarding the receipt of:

Consulting on materials;

Contracts for the supply of materials for their approval;

List of materials not recommended for use in production;

Supplier addresses;

Information about the availability of materials in the warehouse;

Inquiries about the possibility of alternative replacement of materials;

Inquiries about permissible technical deviations in the quality of materials;

Approval of technical specifications for social materials;

- [fill in what you need].

Providing:

Material consumption standards;

Information about the possibility of replacing the material;

Tolerances for deviations in the quality of materials;

Applications with a list necessary materials for pilot production;

Pilot production plans;

Approvals for technical conditions for transportation of materials;

- [fill in what you need].

6.9. With the technical information department regarding obtaining:

Technical documentation;

Technical literature;

Bulletins on new and expected receipts of literature;

Applications for copies of technical documentation of the department;

- [fill in what you need].

Providing:

Copies of technical documentation of the department;

Original drawings for registration, accounting and storage;

Notifications of changes made to manufactured products;

Applications for technical literature;

- [fill in what you need].

6.10. With the sales department regarding receipt:

Generalized data on counteroffers from consumers;

Applications for one-time production on a contractual basis;

- [fill in what you need].

Providing:

Plans for the removal of certain types of products from production;

New product release plans;

Exhibition product samples;

Pilot production products for sale on a contractual basis;

Reports on the execution of one-time orders;

Accompanying documentation for products;

- [fill in what you need].

6.11. With the marketing department regarding receipt:

Generalized demand data;

Information about competitive products;

Proposals for the development of new products;

Proposals for product design;

Offers for participation in exhibitions, fairs;

- [fill in what you need].

Providing:

Requests for information about a competitive product;

Inquiries about market conditions;

Prototypes to identify consumer demand;

Information about the scientific and technical capabilities of the enterprise;

Conclusions on samples of competitive products;

Conclusions on the possibility of producing products proposed by the marketing department;

- [fill in what you need].

6.12. With the department of organization and remuneration regarding obtaining:

Consultations on labor legislation;

Approved staffing table;

Tasks to reduce the labor intensity of production through design improvements;

- [fill in what you need].

Providing:

Proposals for the formation of staffing;

Reports on the implementation of instructions to reduce labor costs;

- [fill in what you need].

6.13. From [name of structural unit] regarding obtaining:

- [fill in what you need].

- [Enter what you need].

Providing:

- [fill in what you need].

- [Enter what you need].

7. Responsibility

7.1. The chief designer is responsible for the quality and timeliness of the department’s performance of the functions provided for by these regulations.

7.2. The chief designer is personally responsible for:

Compliance with the legislation of the Russian Federation in the process of managing the department;

Presentation of reliable information about products;

Timely execution of instructions from management;

Avoid using faulty tools.

[Enter as appropriate].

7.3. The responsibility of the employees of the chief designer's department is established by their job descriptions.

7.4. [Enter as appropriate].

Head of structural unit

[initials, surname]

[signature]

[day month Year]

Agreed:

[official with whom the position is agreed upon]

[initials, surname]

[signature]

[day month Year]

Head of the legal department

[initials, surname]

[signature]

[day month Year]

Branch of the Federal State Budgetary Educational Institution of Higher Professional Education UGATU

Ufa State Aviation Technical University

in Kumertau

Department of Economics and Entrepreneurship

Calculation and graphic work

in the discipline: "Integrated organizational structures of production management"

on the topic: "Modeling the business process of launching design documentation for the Chief Designer service"

Kumertau - 2015

Introduction

1 Goals and objectives of the Chief Designer service

Gantt chart of design documentation launch

Analysis of the shortcomings of the SGC

Modeling the business process of launching design documentation in IDEF0, IDEF3 formats using BPwin software

Conclusion

Bibliography

Introduction

To improve the activities of the enterprise, and then implement information system It is necessary to analyze how the enterprise currently operates. For analysis, it is necessary to know not only how the enterprise as a whole operates, how it interacts with external organizations, customers and suppliers, but also how activities are organized at each workplace. Therefore, it is necessary to collect the knowledge of many in one place - to create a model of the enterprise’s activities. In our RGR we will develop a model using the SADT methodology. Based on SADT, the business process modeling standard IDEF0 was adopted. BPwin is a tool that fully supports the IDEF0 standard.

The main idea of ​​the SADT methodology is the construction of a hierarchical model of the enterprise. First, the functionality of the enterprise is described in general, without details. This description is called a context diagram. Interaction with the outside world is described in terms of input, output, control and mechanism.

IDEF0 diagrams are designed to describe business processes in an enterprise; they allow you to understand what objects or information serve as raw materials for processes, what results the work produces, what are the controlling factors and what resources are needed for this. IDEF0 notation allows you to identify formal shortcomings in business processes, which greatly facilitates the analysis of enterprise activities.

To describe the logic of interaction of information flows, IDEF3, also called modeling notation, is more suitable, using a graphical description of information flows, relationships between information processing processes and objects that are part of these processes.

The purpose of calculation and graphic work is to consolidate theoretical knowledge and acquire practical skills in constructing diagrams for describing business processes in the IDEFO and IDEF3 standards.

The object of the study is the activities of the Chief Designer Service of JSC KumAPP.

1. Organizational structure Chief Designer Services

Structure organizational management SGK: linear-functional - provides for the creation at the main links linear structure functional units. Their main role is the preparation of draft design documentation, which comes into force after approval by the relevant line managers. Along with line managers (Chief Designer, Deputy Chief Designer), there are heads of functional departments (RSEO department, systems department, fuselage department, 3D modeling, technical documentation department, technical documentation reproduction department) who prepare design documentation projects, plans, reports that become official documents after signing by line managers.

Staff structure of the SGC:

Chief designer - leads current activities the services of the Chief Designer through his deputies;

First Deputy Chief Designer (for civil issues and general issues) and Deputy Chief Designer (for military issues and promising developments) - exercise leadership directly through their deputies: head of the ERSO department, head of the systems department, head of the fuselage department.

The Deputy Chief Designer (for information technology) exercises leadership through his deputies: the head of the 3D modeling department, the head of the technical documentation department, and the head of technical documentation reproduction. In turn, the head of the ERSO department oversees issues related to the subject: installation of equipment, installations of ERSO, electrical circuits of equipment, etc. The head of the systems department is responsible for issues related to: the helicopter’s power plant, landing gear and systems, strength and blades.

1.1 Tasks and functions of the SGC

The objectives of the SGC are:

Implementation of a unified policy in the field of design preparation for production and design development.

Design preparation of society for the production of new products.

Design support during the manufacture and operation of products.

Design supervision during the manufacture and operation of manufactured products.

Ensuring high competitiveness of manufactured products.

Service functions

The following functions of the SGC show the principal focus of the work.

Acceptance of design documentation for the manufacture of aircraft from design organizations (developers) with incoming inspection in accordance with regulatory and technical documents.

Elaboration and adjustment of the received documentation in relation to the production conditions of the company.

Timely provision of design documentation to the company's divisions.

Providing manufactured products with operational documentation and developing repair documentation.

Adjustment of design documentation based on notifications from the developer, as well as based on the results of manufacturing and testing of the first serial products. Conducting metrological examination of introduced design changes.

Modernization of manufactured products.

Performing strength testing calculations and other calculations when changing the design of a product.

Development of normative and technical documentation for the process of design preparation for production.

Development and coordination of regulatory documents developed by other departments.

Participation in the development and implementation of measures to improve the design of manufactured products based on materials from design organizations, test results and operational work.

Development of documentation for the manufacture of components, assemblies, as well as modifications of main products under Agreements with Developers and on the basis of contracts with product consumers.

2 Relationships between SGC and other divisions

To perform functions and exercise rights, the Chief Designer service interacts:

With the management of the company on issues:

1 Receipts

orders and instructions,

long-term production plans,

mode of operation of society,

incoming correspondence.

2 Provisions:

proposals for inclusion in organizational and technical activities,

proposals for organizing work in order to improve the qualifications of service workers.

With the service of the Chief Technologist and the service of the Chief Metallurgist on the following issues:

1 Receipts:

conclusions on manufacturability of the design documentation being checked,

proposals to improve the manufacturability of the design of parts and assemblies, - routes for processing parts and assemblies, - proposals for the unification of materials and parts,

thematic plans for implementation and invention,

patent materials.

2 Provisions:

design documentation for testing for manufacturability when launching into production, as well as when making changes to the design documentation,

With the standardization department on issues:

1 Receipts:

developed for compliance with design documentation standards,

newsletters on amended and newly introduced standards,

proposals for standardization and unification of parts and assemblies,

regulatory and technical documents required for operation.

2 Provisions:

design documentation issued by the service for verification of compliance with current regulatory documents, draft standards developed by the service for verification and approval,

proposals for carrying out standardization work.

Production and dispatch department on the following issues:

information about the impact of parts and assemblies,

operational orders to coordinate production,

information from other divisions of the company not directly related to SGC

1 Provision:

information about changes in design products,

design documentation for organizing production

WITH economic planning department for:

1 Obtaining a production plan and sales of industrial products,

production plan changes

materials under contracts for the manufacture of products for testing for compliance with design documentation

2 Provisions:

list of works for design preparation of production,

verified and approved materials under contracts for the manufacture of products.

With the labor and wages department on issues:

1 Receipts:

staffing standards,

time standards for performing design work,

approval of the wage fund,

2 Provisions:

draft service staffing table,

information about the use of the payroll fund,

bonus lists for service employees.

The list of documents that guide the Chief Designer’s service in its activities is presented in Table 1.

Table 1 - List of documents that guide the Chief Designer’s service in its activities

.Gantt chart of design documentation launch

For a more visual representation of the launch of design documentation, we will develop calendar plan-schedule of stages of passing the design work.

Fig. 1 - Schedule for launching design documentation

3. Analysis of the shortcomings of the SGC

Analyzing the tasks of some departments, we came to the conclusion that in the existing management structure of SGC there is no principle of division of labor, namely: the design engineer performs the functions of both a dispatcher and a courier, instead of being engaged in direct responsibilities. There is a large staff of designers, but there are no couriers at all. It is more profitable to hire 2-3 couriers and reduce the number of designers.

There is also a duplication of management functions: you can work directly with department heads without contacting them through your deputies.

Conclusion: abolish the deputy link, thereby optimizing management costs.

4. Modeling the business process of launching design documentation in IDEF0 format

Fig.2 - Context diagram

Rice. 4 - Diagram "Receive and register the sent CD"

Rice. 5 - Diagram “Distribute the submitted design documentation across the Design Bureau”

Rice. 6 - Diagram "Correct drawings and technical equipment"

Fig. 7 - Diagram "Coordinate design documentation with the services of the Chief Technologist and Chief Metallurgist"

Fig. 8 - Diagram "Adjust design documentation according to the instructions of the Chief Metallurgist"

design documentation software pwin

Fig. 9 - Diagram "Adjust design documentation according to the instructions of the Chief Technologist"

Modeling the business process of launching design documentation in IDEF3 format

Fig. 10 - Diagram "Send the design documentation to the department of the Chief Technologist for cutting out"

Conclusion

In our RGR, using the example of the activities of the Chief Designer service, we examined the problems solved by the functional modeling method IDEF0, IDEF3. We have studied the basic concepts of the IDEF0 methodology:

Structural approach

Functional model

SADT/IDEFO methodology

Function block

Interface arc

Decomposition, etc.

We also divided the activities of the SGC into functional subsystems, which in turn were divided into subfunctions, and subfunctions into tasks. Thus, in the form of visual diagrams, we analyzed the activities of the SGC. We identified dysfunctions in the system and drew conclusions.

Bibliography

1.Job descriptions of the Chief Designer No. 80-01-80-25.

2. Kozlov A.S. Design and research of business processes. M. Flinta LLC, 2012, 267 pp.

Kosachev Yu.V., Mathematical modeling of integrated financial and industrial systems. M.Logos, 2012, 144 pp.

Regulations on the service of the Chief Designer No. 80/01.

Cheremnykh S.V., Semenov I.O., Ruchkin V.S. "Structural analysis of systems: IDEF technologies" M. Finance and Statistics. 2011

Economics of enterprise, textbook for universities. Ed. V. Ya. Gorfinkel, M. UNITY-DANA, 2011, 767 p.

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We thank the editors of the “Springboard to Success” magazine of NPO Saturn for providing this material.

In the modern world, the need to apply project management methods is great and there are many factors that determine the need for the development of these principles.

The level of project management at an enterprise today and in the service of the general designer can be assessed as initial, requiring intervention in terms of introducing certain “rules of the game” and standardizing approaches. The General Designer's service is characterized by a project-oriented management structure.

Every year, a list of projects implemented in the service is formed (updated), which form the thematic R&D plan. As a rule, the working group of the project is considered to be the service of the chief designer, and the chief designer himself plays the role of the project manager, who bears a huge share of responsibility for the final result.

Each project team uses different approaches to organize and manage the project in order to achieve its goals. To date, the service has faced problems characteristic of a project-oriented management structure. Here are some of them:

• lack of systematic project management, data fragmentation;
• postponements and changes in the content of work;
• difficulty in assessing the effectiveness of projects and others.

Successful implementation of a project requires a skillful combination of both technical and sociocultural aspects, the latter being more complex and contradictory in terms of formalization. At this stage of development, the issue of the technical side of project management is considered.

Standardization in this vein is seen as the activity of establishing requirements and rules for the purpose of their repeated use, aimed at achieving orderliness in the areas of management and monitoring of R&D projects. As experience shows, the implementation of the standard should not have a revolutionary approach, but must go through all stages of development so that all processes are understood and accepted as an integral part of the organization of work in projects. This is the path we followed.

This process began back in 2013 with the implementation of the project “Increasing the efficiency of planning in the SGC”; In 2014, it was continued within the framework of the project “Increasing the efficiency of SGK projects”, and only in December 2015 all positive practices were standardized.

As part of the implementation of projects, separate procedures were developed. To do this, the following approach was used:

• analysis of the actual situation and identification of shortcomings;
• development of a process diagram;
• coordination of the scheme with the participants in the process;
• release of temporary work order;
• development and adjustment.

The result of all the work was a single document - the instruction “Project Management in the General Designer Service. Procedure for planning, execution and monitoring”, establishing the rules, general principles and characteristics relating to projects of the general designer’s service. The instruction establishes a unified procedure for managing projects that make up the thematic R&D plan, a procedure for planning and tracking projects.

Rice. 1. Stages of methodology formation

At the same time, the functions and responsibilities of the project manager, performers and participants are clearly defined. The rules for the development, coordination, approval and adjustment of documents have been defined. The reporting procedure for forming an up-to-date picture of the project is described.

The basic principles of project management are taken into account in accordance with the implemented enterprise standard in the field of project management: the principles of initiation, planning, execution, monitoring and completion of projects are defined. Specific forms of control (weekly tasks) and regulations for working with them have been developed.

Rice. 2. Scheme of project management in the service

In the process of standardization, the following main directions were developed: knowledge on managing project content, deadlines, quality, communications management was formed and formalized, projects began to be monitored and their effectiveness was tracked.

The result of standardization of these works was:

• determination of regulations on the procedure for conducting projects and forming the scope of work;
• regulating the functions of the main participants in project management and their interaction;
• determining how to prioritize, ensure reporting;
• determination of a uniform procedure for reporting, development and approval of documents, as well as a set of documents and their contents;
• regulation of requirements for the rational use of labor and material resources.

In general, the work done allowed:

• streamline organizational mechanisms and procedures for the implementation of R&D projects;
• resolve resource conflicts, including those regarding human resources;
• evaluate projects according to uniform criteria.

The existing standard for project management is a big step in the development of PM in the organization. It is always easier to improve and adjust a formalized process than to create a new one. But if you strive for true success in the field of project management, it is necessary to consider it holistically and, along with the technical side of the issue, develop the general culture of the project environment. The first steps in this aspect are already underway.

Prepared by Natalia Luginina and Tatyana Roslova

Course work "Improving the compensation system in the service of the chief designer of JSC HC Privod"

Management……………………………………………………………………………………….3

1. Study of problems in personnel management in the service of the Chief Designer………………………………………………………………………………………..5

Structure analysis age groups specialists from the chief designer service………………………………………………………………………………..5

Analysis of staff turnover……………………………………………………………6

Analysis of the existing remuneration system……………….…….…..7

2. Improving the remuneration system in the service of the Chief Designer………………………………………………………………………………..10

2.1 Development of a point-factor scale…………………………………10

2.2 Conducting job evaluation……………………………………...11

2.3 Calculation of the projected wage fund………………………….12

2.4 Analysis of changes in the wage fund……………………………….15

2.5 Annual remuneration based on the results of the year……………………………16

3. Justification of the effectiveness of introducing a new motivation system………18

4. Conclusion…………………………………………………………………………………..20

5. List of references………………………………………………………..21

6. Appendix…………………………………………………………………………………..23

Personnel turnover refers to the totality of dismissals of specialists in at will or for absenteeism and other violations of labor discipline.

The staff turnover rate is the ratio of the number of dismissed specialists of an enterprise who left during a given period for reasons of turnover to average number for the same period.

Natural turnover (3-5% per year) contributes to the timely renewal of the team and does not require special measures from management and personnel management. Excessive staff turnover can significantly complicate organizational and technological difficulties and, accordingly, lead to economic losses.

After analyzing staff turnover, we identified the main reasons for the departure of specialists:

Not competitive salary

Unfair pay structure

Table 2. Analysis of staff turnover rate.

If for industrial personnel the need for self-realization and the emergence of initiative is less important, then for specialists of the unit in question the opportunity to work independently creatively to solve assigned tasks, show initiative and prospects for career growth are very significant. Based on the above and taking into account that the specialists in question have a high level of education (90% have higher education), I propose part of the salary (transfer the constant part of the salary into a conditionally constant one by developing a labor specificity coefficient). Job descriptions and salaries established on their basis usually reflect The level of education and experience of a specialist; the use of a salary scale is to some extent a subjective decision of the manager. Therefore, when choosing criteria for calculating the specificity coefficient, in order to avoid duplication for the same indicators twice, we do not take into account experience and education.

2.1 Development of a point-factor scale.

Let's define the factors, then set their weight. In our version, we use the same number of levels, for example 5. We accept the maximum number of points as 300. In order to determine the maximum number for a given factor, we simply multiply 300 points by the weight of this factor and get the maximum number of points in Table 4. Next, we set the intervals on the level scale .

Table 4. Score - factor matrix.

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The goal and result of developing new products is the product itself. The product belongs to the sphere of material objects and serves to meet the requirements of production and human needs. The development of a new product itself is a special stage related to the sphere of mental activity.

The development of new products is carried out by engineering and technical personnel through design and construction. Design and construction are interconnected processes that complement each other. The mental image is created in accordance with general rules design and construction and subsequently takes on its final, technically sound form.

The main task of a design engineer is to create a project that most fully meets the needs of the national economy, gives the greatest economic effect and has the highest technical, economic and operational indicators.” Such a general phrase equates designers of all industries, although it does not always reflect their specifics. and we will try to consider them taking into account their features.

First of all, it must be said that the design of even small products and units is a collective effort. In this regard, the creation of design bureaus at factories, departments of the main quality control department, are closely connected with technological departments (department of the chief metallurgist, department of the chief welder, etc.). And finally, designers are closely connected with testers and operators, where products are tested and refined.

President Putin, at a meeting with voters, said the following: “When the work on Avangard was completed (“Avangard” is the most modern air-launched military complex. The Avangard complex includes a cruise unit, which, starting with a ballistic missile, goes to a target in dense layers of the atmosphere at a speed of about Mach 20. Author’s note), I asked you to bring me a list of people who need to be noted and rewarded,” said the Russian leader. He noted that they brought him “several sheets where not people, but enterprises and research and design bureaus were marked in a neat font.” “The chief designer explained to me: this is our cooperation, without one there would be no other. That is, these are dozens of enterprises and thousands of workers!” - Putin said.

The goal of the design unit - department, bureau - is to bring the enterprise to a higher level of development, to design the latest equipment at the highest scientific and technical level, while strictly observing the requirements of Customers and technical standards.

The core of the design department consists of unique design engineers and technologists with extensive experience in high-tech fields of mechanical engineering and instrument making. In addition, the designer must have certain qualities, original and sometimes unique.
When solving a given problem, the designer can go in two ways:

• apply known standard solutions, generally accepted schemes;
• solve the problem creatively, strive to perform all design elements in a new, original way.

The predominance of creative abilities among designers is often caused not only by the amount of acquired knowledge and accumulated experience, but also by the peculiarities of their personality.

Such workers are especially valuable for developing technical specifications and in the initial stages of design or in cases where the task at hand requires an innovative, non-standard solution.

The lack of strong creative abilities does not mean that a designer cannot develop products. With knowledge of the typical structural elements of machines, standards and design methods, he can develop new equipment of medium complexity and work under the control of a more capable specialist. The bulk of a designer’s work cannot be called creative. The development of working documentation is painstaking work, in which the designers and performers are most valued. Accuracy and error-free execution are decisive factors in development.

In addition to the considered abilities, which allow us to evaluate the business qualities and creative potential of the designer, there are a number of characteristics creative personality, affecting the quantitative and qualitative indicators of the work performed.
The volume and quality of knowledge required by the designer are determined by his qualification characteristics and are divided into two groups. Knowledge is a system of concepts acquired by a person.

The first group includes general knowledge that is necessary for the design of any machines. This includes the entire complex of polytechnic knowledge that underlies the qualifications of an engineer: for example, strength of materials, theoretical mechanics, machine parts, metallurgy, etc.

The second group includes special knowledge associated with the specific operating conditions of the designed machine. This includes knowledge of the technological, design and operational features of the industry to which the new product belongs.

When designing machines and equipment for the gas industry, for example, it is necessary to know the technical techniques and devices for ensuring safety requirements for manufactured products; when designing aircraft- techniques for ensuring minimum weight and maximum reliability, etc. In addition, it is required to know the basic standard designs of the industry, characterizing the existing level of technology and directions promising development. This group of knowledge also includes knowledge of the specific capabilities of production producing a new product.

If the general knowledge of a design engineer is universal and can be used in any industry, then special knowledge is lost when moving to work in another industry and other design organizations. In this case, retraining of the designer is required to meet the new working conditions. However, at the same time, the specialist’s horizons expand, his capabilities multiply, and it becomes possible to solve problems in industries located in the border zone. This is what happened when creating a biogas plant. It was solved by a designer who had been designing poultry farms for some time. Working on the design of machinery and equipment for the gas industry, he easily fit into the design of a biogas plant, became a leader and brought a large installation to implementation at a livestock complex.

Design skills and abilities are based on knowledge and are formed in the process practical activities. Knowledge and understanding of their work, the correct methodology for performing it, allow the designer to acquire those personality qualities that lead to mastery and success. A skill is the ability, in the process of purposeful activity, to perform the particular actions that comprise it automatically, without special attention directed to them. Skill is a person’s ability to perform their work productively, with the proper quality and at the appropriate time.

The main direction of work of the design department is the development of technical solutions for prototypes through experimental design work (hereinafter referred to as R&D) for mechanical engineering, gas industry and other special purpose objects, preparation of industrial samples for production.

R&D is a project-based activity, as a result of which a new scientific and technical product appears in the form of a set of text and drawing documents characterizing a new object. This is the main, but not the only goal of such work, which will be discussed in more detail later.

Essentially, R&D represents a special type of investment activity in which the main costs are made, as a rule, within an enterprise (firm), where there are specialized divisions - design and research centers, bureaus, laboratories, etc. Moreover, the scale of these investments for leading firms can reach several percent of annual sales. Based on this, we include the development of the design of a certain object as R&D, including the design, manufacture and testing of a prototype (or samples). My personal experience was formed in the environment of two industries - mechanical engineering and the gas industry. I think that they are sufficiently representative in terms of the scale of development work for the generalizations that I made based on my experience and borrowed considerations.
I will consider my goal achieved if, as a result of studying the proposed material, someone becomes stronger in their aspirations, and someone thinks and doubts the correctness of their choice.

Having determined the general and intermediate goals of the OCD, we have also determined the actions that need to be performed to achieve these goals. And then we have to determine what these results and actions should be. In other words, after answering the question “What?” The questions immediately arise: “Which ones?” And How?".

The question “Which?”, or more precisely, “Which?”, refers to the most important result of R&D - to the object or product that we want to design. It must be quite specific, having very definite characteristics and features. In domestic R&D practice, it is customary to establish the characteristics and features of a product in a document called technical specifications (TOR). Similar documents exist in foreign practice.

• Who draws up this document and how and makes final decisions on its content in the form of approval?
• Where does the data needed to compile it come from?
• In what format is this document produced?

There is no universal uniformity here, although in some areas certain rules have been established. However, general principles for the preparation and execution of this most important document in domestic R&D practice exist and should be considered in detail.

As a rule, the draft technical specifications are developed by specialists from the development organization, i.e. the organization that will conduct the planned R&D. In order for this project to acquire the force of a directive, i.e. a binding document, it is approved by at least the head of this organization. Approval can also be practiced at a higher level - by the management of the company or a higher department. If there is a specific customer in the intended R&D project, joint approval can be practiced, both on his part and on the part of the developer.

A very important question is on whose initiative the draft technical specifications are being developed. At one time, GOST 15.001-73 “Development and production of products” came into force (it also had later editions). According to this standard, the only basis for developing a draft technical specification could be the availability of the customer’s technical requirements. Despite all the seeming logic of this rule - to develop only what someone really needs - it simply got by. Indeed, how was it possible to obtain technical requirements for any initiative development, for which it was not always initially clear who could be considered the customer? . Therefore, common sense suggests a number of reasonable grounds for preparing this project.

Firstly, the customer’s initiative is not excluded. This is especially true for design and development work on large or complex products. Often the developer of such large or complex products acts as a customer for smaller and simpler ones, which he intends to use as components to replace those that are available on the market, but he is not satisfied with them (sometimes such relationships also arise for materials with special properties). Thus, the developer of a new car or tractor model can issue technical requirements for the development of new engines, electrical or hydraulic equipment, wheels, tires, etc., if he has reason to consider such developments necessary.

The design organization, having received the customer's technical requirements, is obliged to carefully study them, first of all, in order to gain confidence in the correct understanding of its needs. However, the very content of these requirements is not subject to any criticism. The main focus is on the extent to which these requirements can be implemented within the developer's capabilities. Then the possibility of increasing the level of requirements without significantly increasing the cost of both the development itself and the subsequent production of the ordered object is explored. After this, the developer draws up a draft technical specification and coordinates it with the customer. Experts believe that competent technical specifications are more than 50% of success in solving a problem, and the time spent on preparing technical specifications is one of the best investment, which the company can do during the design period. As follows from the essence of the procedure for preparing a draft technical specification, the characteristics of the object contained in it cannot be worse than those proposed in the customer’s technical requirements. However, situations cannot be excluded when the customer’s wishes either cannot be realized at all using the existing level of technology, or the cost of development or production may be too high. This conflict forces us to begin working together with the customer to clarify his requirements. Here it is generally accepted that the contractor is obliged to understand the concerns and difficulties of the customer better than he himself. In any case, the draft technical specifications are the result of a compromise between the requirements of the parties, however, to achieve it, the developer must take a more flexible position.

Secondly, technical task may be the result of the initiative of the design organization itself. The sources of this initiative are quite diverse. New achievements in science and technology appear, including inventions that make it possible to develop and produce more advanced products. Operating experience of manufactured products indicates the need to eliminate certain shortcomings that were not noticed during development. Information has emerged that a competing company is preparing to produce new products that may be more attractive to the market. Finally, let us recall that among the motives for the formation of R&D goals may be the desire for more efficient production (reducing costs, increasing volumes).

It is clear that although in this case there seems to be no formal customer, the developers of the technical specifications must fully understand for whom and why the development work will be carried out. The initial information for such ideas is the results of marketing research, which any self-respecting company is obliged to conduct. Often the costs of such research are comparable to the costs of R&D themselves, but practice shows that this approach is the only correct one.
Now let’s look at what sources of information are involved in developing the draft technical specifications. There are no priorities here, and all possible sources should be used to the maximum.

Firstly, these are the already mentioned technical requirements of the customer, if any. Secondly, these are the results of research work of the company itself (if it has the appropriate structures) and specialized organizations, including laboratories of higher educational institutions and research institutes. Thirdly, this is a patent fund containing descriptions of inventions, including inventions made by employees of the company. Fourthly, these are the results of tests and studies of special experimental products, as well as manufactured products (both at the stages of pre-production and in operation). Fifthly, these are the mentioned results of marketing research, which is worth stopping at for a more detailed consideration.

Unlike the first four groups of sources, in which information is usually presented in the language of specific technical terms that is understandable to developers and manufacturers, the results of marketing research may contain information in terms of the user (buyer). It is often said that these are requirements at the household level. This should not be taken lightly, since the average user does not have to have the same training in understanding technical terminology as a specialist. Therefore, you should be able to translate the user’s desires into specific technical characteristics of the future product. The mechanisms of such translation have been developed and described in domestic and foreign literature. The most effective method is called “Quality Function Deployment” (structuring the quality function). Its main features are that the initial information contains the user’s requirements precisely at this everyday level, and also that during the procedure of translating these requirements into the language of technical terminology, one’s position is compared with the position of the closest competitors in the market of manufactured products (the one that one wants catch up or even overtake, and the one who is catching up with us). In addition, the process of obtaining information about user requirements can take the form of surveys organized with sufficient representativeness. Finally, this method allows you to organically move from technical characteristics of the future R&D facility to the technical requirements for materials and components on the one hand and for production technology on the other.

The preparation of technical specifications does not have general rules and is rather determined by the rules or traditions of the department or company. The document can be in plain text format. Design may be accepted according to the rules established for text documents as part of design documentation according to the standards of the “Unified System of Design Documentation (ESKD)”, adopted in domestic practice. In this case, in any case, the document must contain signatures officials and specialists responsible for its preparation, coordination and approval.

Next comes a section that contains technical requirements, including the composition of the product (all its components are listed and, if necessary, the purpose of each is indicated) and requirements for the design of both the product as a whole and for each of its components separately. Let us look at the contents of this section (“Technical Requirements”) for a more detailed consideration.

First of all, specific, including quantitative, requirements for the action and characteristics of the product as a whole and its components are set out. At the same time, the completeness of the enumeration and presentation of these requirements should be sufficient for a comprehensive presentation of the features and properties of the future product. Dimensional, mass, energy and other restrictions are indicated. If necessary, interaction with other products is specified.

The expected operating conditions for the product are described in detail below. The permissible level of vibration-impact loads on the product is indicated, as a rule, in units of “g” (for vibrations, indicating the frequency band, and for shock loads, indicating the duration of action), if necessary, along different axes of the product. The temperature range from the lowest negative to the highest positive temperatures is indicated both for the operation of the product and for its storage when not in use. The maximum permissible humidity and dust content of the air surrounding the product are specified. If necessary, conditions such as radiation effects (including direct solar radiation), the presence of chemically active substances in the ambient air, extreme values ​​of atmospheric pressure, possible biological effects (fungal microorganisms, insects, rodents), etc. are specified. For external power supply, the characteristics of the sources are indicated, For example, on the stability of voltages and frequencies of power supplies.
Test methods are specified for each of these impacts.

In addition, compliance criteria are established for them, on the basis of which it will be possible to subsequently decide whether the product is sufficiently resistant to these influences. As a rule, such criteria are taken to include the product’s preservation of the functions and characteristics specified in the previous paragraphs of the “Technical Requirements” section.
A mandatory part of this section is the requirements for product reliability. For different products, they can be formulated in different terms depending on the type of product, its purpose, customer requirements, etc. Terms such as life before major repairs or discarding, probability of failure-free operation for a given time, etc. can be used here. In this case, operating modes may be indicated under which these requirements must be met, for example, the relative duration of switching on, the permissible duration of extreme loading conditions or operation at extreme values ​​of operating conditions. Test methods to verify compliance with these requirements may be specified.

A special part is the safety requirements for people and the environment. As a rule, in this area there are national and international standards that require unconditional compliance and violation of which may be associated with liability under the law, from financial to criminal. Therefore, when drawing up, agreeing and approving the technical specifications, complete compliance of the product with all such standards must be ensured by recording the relevant requirements. If necessary, methods for checking compliance are also specified.

In recent years, ergonomic requirements have become an integral part of many technical specifications. They arise where the use of the product must take into account the human factor when using the product, operating it or servicing it. Part of these requirements are the safety requirements for people mentioned above, but the goal of the developer and manufacturer should also be to give the product such properties and characteristics that it will not only be safe for health and life itself, but also convenient to use. This approach must eliminate the situation in which the product does not provide the expected results in operation precisely because it is inconvenient to operate or maintain. For products in which the buyer and user most often coincide (the most obvious example is a passenger car), and not only for them, these requirements fall into the category of key ones. Some ergonomic requirements are included in safety standards, for example, requirements for visibility from the cabs of cars and tractors and requirements for the operation of external lighting devices.

Often, ergonomic requirements are combined with aesthetic ones, relating to the appearance of the product and (if the product has internal spaces - cabins, cabins, salons, etc.) to its interior (interiors). At the same time, aesthetic requirements are often written down in a very general form, but the presence of such requirements in the technical specifications at least instills confidence that specialists in artistic design - designers - will take part in the development of the product.

In recent years, much attention has been paid to the final stage of the life cycle of any product - disposal after the end of its service life. This refers to requirements regarding the environmental impact of those parts of the product that cannot be used for any other purposes and are subject to recycling or destruction. Therefore, the requirements include prohibitions on the use of materials or components that are associated with certain concerns in this regard.

The “Technical Requirements” section ends with paragraphs containing specific requirements, some of which are nevertheless present in each technical specification. These are the requirements for packaging and preservation for products for which an indefinite period of time may pass from the moment of release to the moment of use. The meaning of the requirements for transportation and storage is clear. And, probably, there is no need to explain that the implementation of these requirements is linked to the design of the product.

In domestic practice, it is customary to specify standardization and unification requirements for some products. They stipulate the extent to which the product uses both standard components and parts already used in previously developed products in production. In my opinion, the presence of such requirements, especially in terms of unification, is justified when developing modifications. When developing a new product, these requirements should not be introduced. The designers themselves will decide what they can use for it in the best way, without looking at the given percentages.
In some cases, specific requirements are introduced, such as requirements for the composition of a spare parts kit (spare parts, tools and accessories), requirements for the development of special technological equipment such as stands for assembling, adjusting and testing parts of the product and the product as a whole, requirements for the development of training funds for training, etc. It is clear that the presence of such requirements is determined by the very nature of the future product and the features of its application. Moreover, such requirements can be either part of the technical requirements for the product or displayed in separate sections.

In essence, such sections are no longer requirements for the product, but define requirements for the nature of the conduct of the development work itself. These include the composition of the R&D stages and the scheduled completion dates. Economic (price) restrictions are established on the production of the product. Having mentioned the deadlines for completing the stages of development work, we essentially moved from answering the question “Which?”, relating to the product, to answering the question “How?”, relating to the rules and limitations of conducting the development work itself. Indeed, by outlining the deadlines for the development, the head of the design organization or another person making a decision about it sets a time limit for obtaining the required result and thereby constitutes the main part of the R&D implementation plan. After all, it is clear that its results are not necessary at all, but at a very specific time, because the goals for which it begins must also be achieved without delay. So the schedule for implementing R&D should be considered one of the main rules.

The following rule applies to the composition of OCD. It must provide for all its main components: release of a set of design documentation (CD), production of a sample (samples) of the product in pilot production, testing of components and the sample (s) as a whole, and adjustment of the design documentation based on the results of manufacturing and testing. However, one should keep in mind the goals of the R&D, which may make certain amendments to this list. Thus, when designing a unique piece product such as a heavy press or rolling mill, it is hardly worth planning the production of a preliminary sample. And if a product is being developed as an experimental product, it is unlikely that the design documentation will be adjusted based on the results of its testing or research, unless it turns out that the product simply does not work and needs to be remade.
Now let's look at some rules for performing the components (stages) of OCD. As for the release of design documents, there are rules for completeness and design, which are mainly based on the already mentioned ESKD. At the same time, enterprises may have their own rules and regulations in the form of standards. They can relate to many features, ranging from dimensional designations and tolerances and technological instructions to restrictions on the use of materials, standardized or normalized products. The rules for the production of drawings and text documents using paper or computer design technologies are purely proprietary.

Based on the content of the CD itself, it is difficult to indicate any general rules. Nevertheless, it is worth paying attention to an important trend in modern production, which manifests itself in the fact that the high quality of the future product is laid down already during its design. And here we are not talking about the fact that the design must be sufficiently qualified and error-free - this is implied by itself (and is guaranteed in many ways, for example, by carefully fine-tuning the design of the product and testing the technology before starting its production). This means that the design of the product is such that it ensures minimal damage from possible errors in production or use. This approach provides the product with a feature that in Russian translation can be called “foolproof” (in English “foolproof”). Examples of this approach can be design solutions that exclude incorrect assembly or failure of the product if the DC power supply polarity is not observed.

Finally, speaking about testing samples, we immediately note the obvious variety of goals, methods and means. It is clear that testing an aircraft has little in common with testing a sample of a household electrical appliance. At the same time, each and every test has one common feature - they should be as exhaustive as possible. This means that as a result of the tests carried out, all answers to all questions must be obtained. The general and mandatory rule is that each test begins with the development of a program-method, is carried out in strict accordance with it and ends with a reporting document with conclusions containing unambiguous answers to all questions posed and recommendations for further work, including adjusting design documentation for products intended for production.

The second general rule is that tests must have a clear purpose. It is she who determines the content of the program-method. For product samples intended for production, first of all, the compliance of the sample with the requirements recorded in the technical specifications must be checked. In this case, design flaws that cause non-compliance with these requirements must be identified.

In a number of cases, the goal arises of obtaining experimental data in order to enter into the working, technological or operational documentation information that cannot be obtained preliminary calculation with sufficient reliability. These, for example, may include the diameters of throttle holes in hydraulic or pneumatic systems, the stiffness of some springs, resistance and capacitance in electrical circuits, and the position of the adjusting elements of some mechanisms. To obtain this data, special tests are organized (note that they are mainly carried out on component parts of products, although situations in which entire products have to be tested cannot be excluded). Subsequently, on the basis of such tests, control and acceptance tests can be introduced into the product production technology in order to correct settings a product or its component, both through adjustments and through replaceable elements (nozzles, thermal compensating packages of bimetallic plates, springs, resistors, capacitors, etc.).

The third general rule is that tests must produce reliable results. This is also ensured by the program-methodology through the testing conditions, the means used for collecting and processing the information obtained during testing, as well as the stipulated scope of testing.

Finally, test results must be documented in the form of a report, act or protocol. They must contain answers to the questions contained in the test program and methodology, including the compliance of the tested object with the requirements imposed on it.

Planning, or rather, the entire organization of R&D may be accompanied by some particular restrictions. They may relate to the content of the technical specifications and the order of implementation of the stages of development work. Only a few examples can be shown here. Thus, when developing modifications of a manufactured product, they strive to minimize the number of changes to the base model. When developing a new product, they strive not only to use parts and assemblies of the previous model, but also, if possible, to ensure the so-called technological continuity, in which the same technological processes and equipment. This especially applies to its expensive types.

Of course, everything said above does not exhaust all the features of drawing up technical specifications and organizing design and development work. Only then can one expect to receive the planned result. Technical specification requirements are usually written in the form of restrictions using the terms “no more” or “no less.” Compliance with these restrictions is considered unconditional, but at the same time it is by no means prohibited and any overfulfillment should even be encouraged if it is not achieved at the expense of other requirements.

The head of the R&D department must ensure such harmony in the relations of the design service with the management of the company, and, on his instructions, in relations with the outside world.

Creating new technology is a long and labor-intensive journey. Not a single idea finds application immediately, as this is caused by the complexity of the structure of the new technology and its operation. The creation of new technology requires an integrated approach. The main stages of the creation and development of new technology are as follows: 1) scientific discovery; 2) laboratory research, 3) development of production samples; 4) use in production conditions; 5) widespread use in one industry; 6) application in different industries. Dozens of enterprises sometimes participate in the creation.

Design and construction serve one purpose: the development of a new product that does not exist or exists in a different form and has different dimensions. Design and construction are types of mental activity when a specific mental image is created in the developer’s mind. The mental image is subjected to thought experiments involving rearranging its constituent parts or replacing them with other elements. At the same time, the effect of the changes made is assessed, and it is determined how these changes could affect the final result. The mental image is created in accordance with the general rules of design and construction and subsequently takes on its final, technically sound form.

The role of technical information

The product under development contains many technical solutions that form the structure of its units, mechanisms, parts or their elements. Some of these components, mechanisms and parts have well-known devices and standard sizes, which are reflected in the relevant standards, standard designs, albums of introduced products, etc. Well-known is a relative concept, largely depending on the level of knowledge and qualifications of the developers. The well-known technical solutions lie in the fact that they are used in practical work. This is largely facilitated by information sources - textbooks and designer reference books, which widely disseminate this information at all levels of development. type of resource support for design developments is informational.

The rapid development of science and technology has caused a rapid growth in the volume of scientific and technical information. Scientists have determined that the amount of information doubles within seven years. This is due to the fact that new series of information materials relating to new areas of technology are constantly being released. The types of magazines, technical and economic information, express information and fact sheets published are constantly increasing. Currently the total number information documents in our country there are more than 10 million copies. How to study the ever-increasing volume of scientific and technical information, especially when the information is studied by developers who do not have much experience, young specialists? The desire to master all previous information does not produce results. Information is studied on current specific issues, ranging from the latest developments to retrospective information. This is how knowledge constantly expands and deepens. The results of information search provide constructive continuity and contribute to development.

However, there are technical solutions that are known to very few developers. These are, first of all, solutions related to specific products; information about them is published in specialized literature intended for a narrow circle of specialists. Newly appeared information can also be classified as little-known, since it is not widely disseminated. The lack of knowledge of specific information in certain developer circles may be subjective. The reason is that these developers do not have the habit of studying technical information. No matter how high the qualifications of managers and performers, at all stages of planning and implementation of R&D, they cannot make do with the information that is already contained in their heads, work notes or on computer disks. You always need the latest and most complete information.

The role of technical information in new developments is enormous. Studying the history of the development of any branch of mechanical engineering, one can discover a huge variety of tried and tested schemes and design solutions. Many of them, disappeared and thoroughly forgotten, are revived after decades on a new technical basis and again give a start to life. Studying history makes it possible to avoid mistakes and repetition of past stages and at the same time outline the prospects for the development of machines. The first direction is associated with the constant supply of managers and performers with information about the state of scientific and technical achievements in their own and related branches of technology. Equally important is information about current regulatory documents such as legislative acts, international and national standards, etc. Information is needed about materials and components available on the market or being prepared for development. Finally, not a single designer works without reference books and teaching aids.

Regular and complete supply of such information is usually entrusted to a special service within the design organization. This service includes a library (scientific, technical, educational, methodological and reference literature, official publications of national and international legislative and regulatory documents, periodicals), an archive (originals and working copies of previously issued design documents, reports on the results of tests and research, internal company regulations) and a group of specialists whose responsibilities include regularly reviewing new receipts and notifying managers and performers about the content of information that may be of some interest. These specialists may also be tasked with regularly compiling reviews, including on narrow, specialized issues. Another direction is a targeted search for information on a specific topic. This is especially typical for the case of R&D planning for the development of a product that is fundamentally new for a company or design department. In this case, the manager may assign such a search to information service specialists with the involvement of other competent employees. An order for such a search, often with an analytical review and recommendations, from a competent research organization cannot be ruled out.

The developer creatively processes information and technical solutions available in his arsenal or borrowed from technical literature, adapting them to specific conditions. If you analyze the structure of the developed product, you can see that there are very few or no significantly new solutions in it. This can be explained by the fact that designers, setting themselves the goal of developing and raising the level of equipment in the industry, are engaged in solving the same problems at many enterprises. The same constructive decisions are repeated every day. Despite the wide range of technical information on various technical and manufacturing issues, it is sometimes easier to develop a new product than to ensure that one already exists somewhere.

Patent information occupies an important place in the general structure of information flows. Patent information is a set of information about the results of scientific and technical activities contained in descriptions attached to applications for inventions or to documents of protection (inventor's certificates and patents). Information contained in patents? - this is the practice of future technology. Patent information is widely used in the development of new technology. At the same time, it should be noted that new patent information is born, as a rule, in developments as a creative, unconventional approach to solving a given problem. The main source of inventions is experimental work and laboratory research. Patent information plays a crucial role in the initial stages of development, in particular in the development of technical specifications. It makes it possible to introduce the newest, most progressive achievements of science and technology into developments.

The search for analogues is carried out using all categories that are considered suitable for the created object. Particular attention should be paid to the so-called prototypes, by which we mean analogues that are closest in their characteristics to the created object.

Patent documentation is the most complete and systematized collection of information about scientific and technical solutions created by humanity over the past 150-200 years. An analysis of patent information should precede each new development. Patent search is a type of information search and allows not only to solve the problems of information search, but also to check the product for competitiveness and patent purity.
Completion of the research and development work with a full-fledged patent search guarantees both the unhindered implementation of its result and its protection from illegal use by competitors. Every designer in any position should know this.

A design engineer, among other things, primarily needs knowledge and information about standard and standard designs, standard products and materials in his work. A great variety of them have been developed in various industries; there are catalogs, collections, etc. on them. The most advanced design experience is widely represented in them. Standard designs incorporate all the necessary qualities, they are technologically advanced to manufacture, have minimal metal consumption, and have stood the test of time.

The organization of centralized production of standardized products at specialized factories makes it possible to relieve machine-building plants and facilitate the supply of repair enterprises and services. On the basis of unification and standardization, a series of derivative machines of the same purpose, but with different indicators of power, productivity, etc., or machines for various purposes, performing qualitatively different operations and designed to produce different products, are created.

It is advisable to use them in your developments; you should strive for this. Naturally, the use of standard designs and products imposes some kind of framework and restrictions on the overall design, but your desire to use them, maybe even partially, will ultimately be justified and appreciated.

Knowledge and information about standard products and materials, the centralized production of which has been mastered at specialized factories, is required.

What are these products? In mechanical engineering these are shafts, gears, wheels, sprockets, fasteners, gearboxes, electric motors, etc. IN metal structures- this is rolled steel, fasteners, material reflected in the so-called construction series. The main thing is to study standard products, typical components thoroughly and deeply, study recommendations for their use, without neglecting the little things.

A part is a product made from a material that is homogeneous by name and brand without the use of assembly operations. The details include: a roller made of one piece of material, a cast body; bimetallic sheet plate; printed circuit board, etc. The part can be manufactured using local welding, soldering, gluing, stitching, etc. (tube soldered or welded from one piece of sheet material, box glued from one piece of cardboard) and have a protective or decorative coating.

You cannot skimp on information support. Wrong decisions and delays caused by incomplete information will be more costly. However, there is also a certain danger of excess information with which you can overwhelm employees. And the sources of this information themselves are so numerous today that it is often difficult to figure out what is worth watching and what can be skipped. Sometimes it is simply unknown where to look for the necessary information if it is not possible to use computer databases for this.

Type of support - scientific support for R&D. Unlike previous types of collateral, which are mainly based on own strength firms, the rule here is to involve specialized research organizations or higher educational institutions. Only very large companies allow themselves to have their own research centers.
It was once believed that the beginning of R&D in itself meant the previous conduct of scientific research work sufficient for the successful development of new objects. At one time, the State Committee for Science and Technology of the USSR, when drawing up programs with the title “Create and master in production... (followed by the name of the object),” in a set of standard stages allowed stage I1 (and there could be up to I17 in total), which was called “ Conduct research work and issue technical specifications for development.” That is, where the designers began to work, scientists seem to have nothing else to do.

In reality, everything is far from being like that. Even if the development work is in the nature of a limited modernization, new materials and components with new properties are still used, some components contain original technical solutions, and new customer or legislative requirements have to be taken into account. And the question naturally arises - to what extent the previously used methods of calculation, design and testing are suitable for the changed conditions. And even if it is not set, scientists, on their own initiative, are constantly developing and proposing more and more advanced methods, which a reasonable R&D leader has no right to ignore.

Therefore, such a leader provides for continued cooperation with scientists during the development work - scientific support for the development work. Its subject may be the development of more advanced methods for calculating strength, stability, reliability, etc. and participation in these calculations. The same applies to test methods, especially if a new product will have to check the degree of fulfillment of requirements that designers are encountering for the first time. A similar situation arises when new qualities are expected in a new product that have not previously been assessed. So, at one time we had to seriously engage in a methodology that would make it possible, in fairly short-term tests, to reliably assess the increase in tractor productivity due to the automation of the control of some of its mechanisms.

Often during testing of samples, unexplained deviations of the characteristics of an object from the expected values ​​or simply from the norm, including safety standards, arise. Examples of such situations abound in aircraft testing - it is enough to recall such phenomena as shimmy of the front wheel of a three-wheeled landing gear or flutter. This could not be done without scientists, who over and over again found the causes of such situations and indicated ways to combat them (by the way, from the work of M.V. Keldysh on shimmy, a chain of research began, the results of which today guarantee the stability of cars).

As a rule, each design organization works with an almost constant range of research organizations or educational institutions. This circle is formed according to tradition, including taking into account geographical proximity. Yes, in almost every city former USSR, where there is a tractor plant, there is also a large educational institute that trains specialists in tractor construction (Minsk, Kharkov, Chelyabinsk, Vladimir, Volgograd, etc.). Of course, many graduates of these institutes work in the design organizations of these plants, including among the managers. It is clear that there is a natural basis for cooperation here, including in the form of problem laboratories for tractor construction within these institutes. And foreign, especially large companies, try to maintain contacts with nearby universities and the scientists working in them. Every design organization has a regulatory control service. Its representative signs each document included in the design agreement. This signature means that this document does not contain any violations of current standards and rules relating to design, the choice of values ​​​​of certain dimensions or their permissible deviations, the purpose of materials or types of processing, etc. At one time they acted on this matter State standards USSR (GOST), and in the text of each there was the phrase: “Failure to comply with the standard is punishable by law.” Now in this regard, the legislation is softer, and only standards of safety, ecology and other socially significant areas remain mandatory. However, this does not mean that each designer or each organization has the right to establish their own rules, for example, on the design of drawings. Such drawings may simply not be understood elsewhere, therefore, by default, the ESKD is recognized as valid and all our designers continue to work within its framework. GOSTs are recognized in the same way on materials, their properties and designations, which makes it possible for manufacturers and consumers to speak the same language.

The so-called standards of an enterprise (factory, company, etc.) stand out somewhat especially here. They are mandatory for use and generally have the form of some restrictions. Thus, from the number of possible designs of such a mass fastener as a nut, the choice of types, thread and height dimensions, materials, coatings, etc. is limited. This is done in order to reduce the range of purchased products, materials, special tools, technologies, etc. Often such standards are called normals. This is an element of design quality control. However, deeper and more extensive standardization objects in the enterprise have a significant impact.

As an example of managing the design process, creating conditions for the creation of high-quality scientific and technical products, it seems to me that the extensive experience of the team of the NPO "Technolog" in Tashkent can be useful. Unlike many organizations, the approach to the quality of scientific and technical products, which was limited to the creation of a standard control service, in this organization a standardization system was created, which took control of the main areas of activity of the design and technological organization. Along with standards for individual elements, system standards of the organization were created and implemented. Also, along with the standards that were adopted on the initiative “from above”, a whole series of standards were adopted that came on the initiative “from below”. Normalization also affected the information sector; a constantly growing bank of information, a system for encoding incoming information, and a system for searching it in the created bank were created. The standardization system was positively accepted by the entire team; it streamlined and facilitated the work of designers and other services. On its basis, a fund of standard working documentation was created, constantly replenished and maintained in reliability, with which projects were completed as necessary. In percentage terms, standard working documentation in projects for modular machines was up to 70%, for machine tools up to 80%.

This allowed the technology departments and the procurement department to streamline their work. Standard products such as fasteners, bearings, springs, and electric motors were completely standardized. Group working drawings were developed for fasteners and springs. For the rest of the variety of standard products, standard drawings were made, filled out by the designer according to the developed methodology. Albums and catalogs were published for all this variety of standardization objects, which were updated annually. I have never seen such a system in any production. Who else, if not future engineers, should learn this experience and implement it everywhere, first at the workplace, in the department, then at the enterprise, using new design automation programs. Such systems do not age, they only develop and improve, they are the fruit of the broad horizons of proactive workers.

The Stan Uz team went even further; along with the above, its stock contained all the used spindle units, boring and milling heads, parts of aggregate machines, all welded frames, hydraulic cylinders of the original design, and hydraulic stations.

In the 70s in Uzbekistan, the Stan Uz enterprise began designing and manufacturing modular machines to equip the agricultural machine-building complex. Mass production agricultural machinery, which was gaining momentum, increasingly required automation of the metalworking process. Aggregate machines initially took over individual operations, and soon became integral part aggregate modules and automated lines. This required intensifying design work and the work of new production. The issue of developing standardized units and parts of modular machine tools and organizing their small-scale production came up naturally. The basis was the components and parts already mastered in other industries; they had to be introduced into the designs of the machines being developed and into production. Despite the apparent simplicity of the task, it turned out to be quite complex. Initially, enterprise standards for the most commonly used components and parts were developed.

After lengthy development and coordination with the design department, the standards were implemented through the development of standard working design documentation. They were successfully tested by production, gradually got used to them and appreciated all the services. All this time, the author of the development of standards was constantly close to designers and technologists, jointly solving numerous issues. Even such obstacles as an oil flash during heat treatment of a milling spindle or a thermal change in configuration during welding of body products did not affect the final result, but only became a factor in the more scrupulous development of the company’s standards. But, in spite of everything, the designers were the first to feel the power of the proven unified units, the convenience and the need for further work in this direction. Manufacturers were given the opportunity to work against future orders, and standardized units appeared in the workshop warehouse of finished products. Design experience has shown that the most labor-intensive and metal-intensive frames can be unified. We have developed welded frames with subsequent artificial aging. The result is a fairly wide range of welded products with a large volume of welding and heat treatment, which the welding shop must master. After mastering the workshop, it began working as an intermediate warehouse, handing over finished products. It was nice to see how the free areas of the workshop were filled with ready-made beds.

The next object of unification was the hydraulics of aggregate machines. Initially, a range of hydraulic cylinders of a completely new design was developed, taking into account the level of production. Based on the use of conventional automation devices, a standard hydraulic station was developed. The hydraulic station was created without a hydraulic panel, but with original unified blocks with electrohydraulic control devices based on plates for butt mounting of pressure control valves, flow regulators and electromagnetic distributors, selected depending on the hydraulic circuit. Mounting plates are a convenient means of assembling multiple hydraulic system components in one place. They provide a compact design, fewer leaks, simple maintenance, a reduction in assembly and installation costs from 30% to 50%, and it is possible to install monitoring devices as close as possible to the equipment. Numerous hydraulic pipelines disappeared, and the operation and readjustment of the hydraulic system became convenient. The most labor-intensive components of the hydraulic station immediately appeared in the warehouse. As a result of the work carried out, a significant base of high-quality unified working units and parts appeared, with working design and technological documentation mastered production. This greatly reduced the time required to develop new equipment and manufacture it, and made it possible to re-adjust the equipment during operation. All developments were elevated to the rank of enterprise standards and standard working drawings were developed on them, which were used to complete the projects of modular machine tools. The rest - power and rotary tables - were purchased from other enterprises. Being in the midst of all these events, sometimes in disputes and discussions I could not appreciate the full usefulness and prospects of the work done, although my senior comrades often told me about this. But it was obvious that our work was highly valued by all the designers. Of course, this greatly simplified their work, gave them the opportunity to invest more in the main part of the development, to focus on the main thing.

In the above-mentioned examples of the creation of regulatory frameworks for standard products, which made it possible to establish quality management for the production of critical products, together with many less voluminous standards, there is a noticeable positive impact on the streamlining of design activities.

At the moment, enterprises have implemented and widely used a document management system left over from the times of the USSR. The scheme for accounting, storage and circulation of design documents at the enterprise is being implemented in accordance with current standards.

Unfortunately, as a rule, in the process of preparing the production of a new product and even during the production of a long-mastered product, the need arises to make changes to the current design documentation. Without touching on the reasons for this phenomenon, we will only say that these actions can only be carried out with the knowledge, consent and hands of the design organization. Special documents - changes - are drawn up, and in accordance with them, the necessary corrections are made to certain drawings or text documents. And here you need to make sure that these corrections get into all copies of documents located in different places (often, instead of correcting the old one, they issue a new document, which needs to replace all copies of the old one). To do this, you need to strictly copy finished projects, also strictly register copies, keep records of all documents sent throughout the company and outside it, and strictly follow the procedure for correction or replacement, not allowing an uncorrected or outdated document to remain anywhere. This work is carried out under the supervision of the chief engineer of the enterprise.
The other side of the responsibility of pilot production in the person of its technologists is timely preliminary estimate manufacturability of the developed design, which means, first of all, the ability to organize the production of a new product with minimal costs for replacing equipment and technologies. Then the complexity and labor intensity of manufacturing a new product should be assessed, including in comparison with the one being produced, if any. All this is necessary so that designers know in advance what may cause displeasure among technologists and managers of the main production and what compromises need to be accepted immediately or prepared in reserve.

Finally, the testing service also has unobvious duties (and responsibilities). In addition to conducting tests of objects and their components and supporting tests in the outside world (at the customer or in specialized organizations), which has its own rules and traditions, this service has the responsibility to promptly detect obvious or hidden defects in the product and give designers reasonable recommendations on how to eliminate them . To do this, service specialists are required to familiarize themselves with the design of the product at the drawing stage and achieve a complete understanding of its structure and principles of operation. It is often even said that a good tester knows the operation of a product better than the designer.

In conclusion, I will dwell on one more type of responsibility - for metrological support of R&D. I will not hide that the presence of the word “provision” here made me choose whether to describe this type in the previous section. However, the term “responsibility” seemed more significant to me.

This responsibility rests with the specialist acting as the chief metrologist of the organization or division and his employees. The meaning of metrological support is to ensure the uniformity of measurements in design documentation, in pilot production and during testing. It is probably not worth going into detail about this problem here. I will only note that chief metrologist works on the basis of current regulatory documents, including enterprise standards, and its instructions are mandatory for all employees.

But in essence, the chief metrologist is responsible for ensuring that his instructions are correct and carried out. In addition, his responsibilities include monitoring the timely verification of existing measuring instruments and certification of newly used ones.

The main conclusion that the reader should make after reading the article is that the success of any activity, including R&D, depends on the extent to which all its components are covered by the responsibility of competent and authoritative employees who know how to be responsible for the assigned work. Studying the history of the development of any branch of mechanical engineering, one can discover a huge variety of tried and tested schemes and design solutions. Many of them, disappeared and thoroughly forgotten, are revived after decades on a new technical basis and again give a start to life. Studying history makes it possible to avoid mistakes and repetition of past stages and at the same time outline the prospects for the development of machines.