INTEGRATION OF STANDARDISED INDUSTRIAL ENTERPRISE MANAGEMENT SYSTEMS

Abstract

The article addresses issues in the field of standards-based management systems. It is devoted to the methodology for the creation of integrated management systems (ISU) in industrial enterprises. A constant growth in the number and complexity of ISUs, as well as the number of industrial enterprises that implement them, sparked interest in research on the mode and prerequisites of integration, different input factors, and the results of the use of ISUs, their efficiency and efficacy, and antecedents of manageability of an enterprise during ISU formation or expansion. This forms the relevance of the presented study. The purpose of this article is to determine the ways to implement ISU in industrial enterprises, its key aspects, and possible implementation scenarios of it. Based on the application of project management and organisational change management methodologies, the universal stages of integration of standardised management systems of an industrial enterprise are highlighted. These stages are found in the traditional approach to standardisation process cycle, namely PDCA (plan-direct-control-act). Defining factors have been identified that contribute to the development of ISU. Cotter's Eight Stage Organisational Change Model methodology was applied to the task of ISU integration and development that results in attributing specified tasks for each stage; which enables more efficient ISU implementation and application. From this position, success in the integration of standardised management systems is decisively determined by the quality of management and the capabilities of managers, which is confirmed by the results of modern research in knowledge management in the context of the management of complex systems. This approach also means that any project of integration should provide for a mandatory phase of institutionalisation, which is necessary for the assimilation of new practise and the formation of a «new norm» of work within the ISU. In addition, considering the unique nature of the complexity of ISU formation, the need for a distinct stage of ISU formation — modelling of various configurations -– is identified, since it seems almost impossible to predict and plan all important aspects of both the implementation project and the functioning of the ISU in an analytical way. Through a combination of the most common elements of the ISU, integration scenarios that fit the different needs of the companies and a variety of strategies are identified. The process of implementing the ISU has been improved by shaping two additional phases: modelling at the beginning of the process and institutionalisation and institutionalisation at the end to consolidate new approaches to management in the practice of managers and employees. Some directions for future research are shaped.