As a result of remote inspection of some structure/company it is available to have a complex estimation of economic and financial activity within some period of interest. It is sufficient to enter into the biocomputer the name of company and surname, name patronymic of its chief.
Complex estimation of economic and financial activity
¹ |
Name of characteristics |
% of absolute value |
1. |
Overall performance of a firm |
92% |
2. |
Efficiency of use of the available personnel as a whole |
68% |
3. |
Overall performance of Top-managers |
72% |
4. |
Overall performance of executors |
44% |
5. |
Efficiency of use of an own capital |
66% |
6. |
Efficiency of use of an attracted capital |
57% |
7. |
Efficiency of use of available buildings and structures |
33% |
8. |
Efficiency of use of the available scientific and technical decisions |
72% |
For company's chief it is necessary to have an estimation of organizational structure and estimation of managers activity efficiency and functional divisions.
Characteristic of company's activity
¹ |
Name of parameters |
% of maximum level |
1. |
Overall performance, including: |
|
|
- management |
50 |
|
- executors |
48 |
2. |
Actual conformity of execution of object in views and company’s tasks: |
|
|
- by management |
47 |
|
- by executors |
41 |
3. |
Conformity of company’s structure to structures of the best world analogues |
28 |
4. |
Conformity of company’s structure to optimum structure |
27 |
5. |
Expediency of functioning of structure in an existing variant |
21 |
6. |
Level of controllability: |
|
|
- by management |
42 |
|
- by executors |
41 |
7. |
Complexity (multi-stages) of structure |
51 |
8. |
Ability of structure to improvement |
49 |
9. |
Meeting the client’s requirements in services |
51 |
10. |
Quality of services |
59 |
11. |
Coordination of divisions operation |
47 |
12. |
Conformity of structure to capabilities of the executors |
39 |
13. |
Structure’s meeting the material interests of employees: |
|
|
- among the management |
51 |
|
- among the executors |
51 |
14. |
Structure’s future |
52 |
The given analysis is possible to carry out once per month, half-year or year. That allows viewing of the dynamics of results concerning the transformations in the company.
The estimation of the factors influencing on industrial activity efficiency can be performed in the following way.
Estimation of factors influencing on efficiency of activity
¹ |
Name |
Parameters in % |
1. |
External factors |
|
|
1.1 |
Increase of materials prices |
5% |
1.35% |
1.2 |
Tax conditions |
4% |
1.08% |
1.3 |
Failure of deliveries |
72% |
19.44% |
1.4 |
Debts of consumers |
7% |
1.89% |
1.5 |
Market barriers |
0.2% |
0.05% |
1.6 |
Decrease in market demands |
- |
|
1.7 |
Others |
11.8% |
3.2% |
|
Total: |
100% |
27% |
2. |
Internal factors |
|
|
2.1 |
Level of management |
4% |
2.92% |
2.2 |
Level of structure |
7% |
5.1% |
2.3 |
Competitiveness of production |
75% |
54.75% |
2.4 |
Technological level of products |
12% |
8.76% |
2.5 |
Organization of sales |
0.7% |
0.5% |
2.6 |
Others |
1.3% |
0.95% |
|
Total: |
100% |
73% |
|
Altogether: |
|
100% |
The revealing of the factors influencing on efficiency of industrial activity is a key task in production management, for knowing quantitative parameters of the factors, the chief can concentrate his attention on a main direction/bottleneck.
Estimation of an overall performance of divisions of an enterprise
¹ |
Name of parameters |
% from maximal (100 %) level of division ¹: |
Average value for an enterprise |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
11 |
1. |
Efficiency of activity |
37 |
24 |
35 |
12 |
36 |
14 |
7 |
47 |
17 |
24 |
42 |
12 |
2. |
Efficiency of decisions making |
66 |
57 |
71 |
21 |
61 |
9 |
91 |
88 |
94 |
97 |
96 |
60.5 |
3. |
Skill to communicate (interaction with the partners and clients) |
39 |
76 |
43 |
7 |
79 |
35 |
35 |
42 |
62 |
36 |
43 |
32 |
4. |
Sense of duty |
54 |
42 |
58 |
24 |
46 |
69 |
31 |
81 |
19 |
51 |
84 |
48 |
5. |
Ä Part of carried out dead work |
12 |
32 |
18 |
31 |
4 |
81 |
39 |
38 |
8 |
3 |
64 |
28 |
6. |
Part of duplicated work in other divisions |
7 |
19 |
61 |
66 |
6 |
13 |
19 |
76 |
6 |
4 |
81 |
29 |
7. |
Level of use of methodical, information and technical means |
49 |
14 |
11 |
9 |
22 |
79 |
38 |
26 |
96 |
97 |
19 |
32 |
8. |
Level of professionalism of the staff |
74 |
72 |
65 |
81 |
88 |
84 |
49 |
66 |
92 |
91 |
45 |
65 |
9. |
Interest in new forms of work |
37 |
91 |
79 |
90 |
39 |
11 |
74 |
52 |
19 |
21 |
22 |
39 |
10 |
Extent of use of working hours |
52 |
76 |
81 |
60 |
91 |
11 |
71 |
73 |
98 |
77 |
11 |
54 |
Such analysis of an overall performance of divisions or other enterprises allows revealing of huge internal reserves at the expense of scoping of dead/duplicated in other divisions works, extent of working hours use. This can not be done by usual methods.
By receiving multi-factors assessment of company's works it is necessary to fulfil a forecast of directions raising company's activity and a market demand in company's production.
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