EXPERIENCE IN APPLYING THE CALCULATION-ANALYTICAL METHOD FOR METAL CONSUMPTION RATIONING IN THE ENTERPRISE MANAGEMENT SYSTEM

The article systemises methodical instruments for evaluating efficiency of measures of digitalisation of business processes of enterprise. A schematic diagram of a general algorithm for evaluating the effectiveness of measures to digitalise the business process of enterprises has been developed. It is determined that assessing the degree of effectiveness of measures to digitalise the business processes of enterprise will also indirectly create conditions for identifying bottlenecks, based on which the management of enterprise will be able to make operational management decisions to optimise the business process through its digital development. It is substantiated that the assessment of business processes and their digitalisation should lie within the functional responsibilities of a certain entity; for this purpose, it is proposed to establish committees at the enterprise to assess the efficiency and digitalisation of business processes. In addition to formulating proposals for eliminating bottlenecks and directions and methods of digitising the company's business processes, the functional responsibilities of the Business Process Efficiency and Digitalisation Committee include the function of assessing the efficiency of an already digitised business process. For this purpose, the Committee develops analytical tools using established business process evaluation methods adapted to the evaluation of a digitised business process, which may include the PDCA cycle, internal audit of business processes, analysis of key performance indicators, functional and cost analysis, and analysis of stakeholder requirements. Each of the proposed instruments for evaluating the effectiveness of measures to digitalise the enterprise's business processes is adapted. It is summarized that when assessing the efficiency of business processes with a view to determining the need for their digital transformation or assessing the efficiency of a digitised business process, it is advisable for an enterprise to approach this issue in a comprehensive manner, namely, to develop clear policies and procedures by establishing and regulating the activities of the committee for assessing the efficiency of the enterprise's business processes by delegating to it a responsible person from each unit for managing business processes that create value or participate in this process.

The article explores trends and key directions for improving business process management taking into account current tendences in the socio-economic environment development and evolution. These key directions include hyperautomation, customization, and ESG-orientation. The essence of hyperautomation is determined and the distinctive features of hyperautomation and automation are identified with an emphasis on their distinctive features and practical possibilities of their application. It is substantiated that hyperautomation significantly expands traditional automation, using a set of advanced technologies, such as artificial intelligence, machine learning, etc. An example of the architecture of an automated time accounting complex is given. Customization in the context of business process management is implemented through the priority of the end user's point of view when modeling business processes compared to the point of view of the executor, the owner of the process. It is considered that the business process model from the end user's point of view is built on the basis of customer journey mapping and provides a unique customer perspective on the business process; the key metric for assessing the effectiveness of the business process – customer journey is the characteristic of the customer experience, namely the CSAT satisfaction index. The article explores the essence and practical aspects of implementing ESG (Environmental, Social, and Governance) principles in organizing and improving business processes: the environmental component can be reflected in resource management, ensuring energy efficiency of production processes, the social aspect covers issues of personnel management and interaction with society, while the govermental component is focused on ensuring the principles of compliance, transparency and ethics of business. It is demonstrated that improving business process management is closely related to the integration of digital and intelligent technologies, customer-focused design in the context of increasing the importance of ESG principles.

The article considers the problem of assessing the flexibility of business processes of transport enterprises in the conditions of the modern logistics services market, which has undergone significant changes due to military operations. The author emphasizes the importance of adaptability and efficiency of logistics processes in the context of global transformations and high dynamics of the external environment. The study is based on the analysis of modern scientific approaches to define and assess the flexibility of business processes. The author considers various aspects of flexibility, including the ability of enterprises to change and adapt to conditions beyond their direct control quickly. The paper presents a methodology for assessing the flexibility of business processes, which consists of three stages: determining the significance of factors of variability of the external environment, calculating the flexibility indices of business processes and the enterprise as a whole, ranking business processes by the difference between the index of variability of the environment and the level of process flexibility. Special attention is paid to the specifics of the activities of transport enterprises in the logistics services market. The author analyzes the key business processes of such enterprises and their features in martial law conditions. The practical application of the proposed methodology for assessing the flexibility of business processes is demonstrated on the example of LLC «Trans-Service-1». The integral indices of flexibility of business processes are calculated and their impact on the overall adaptability of the enterprise is determined. The article proposes a methodology for ranking business processes by the level of flexibility and variability of the environment, which allows you to determine priority improvement areas to increase the enterprise's efficiency. The study has practical value for managers of transport enterprises, as it offers a toolkit for assessing and increasing the flexibility of business processes in an unstable external environment. The results of the work can be used to improve management strategies and increase the competitiveness of enterprises in the logistics services market.

The most productive and modern method is the production of pipes on pipe-rolling machines using continuous rolling mills with a retained mandrel. The production of seamless hot rolled tubes on such aggregates can be accompanied by the appearance of defects on the surface of the pipes, which leads to an increase in the amount of defective products. Taking into account the current state of the art, the process of defect formation in the production of pipes has not been studied sufficiently. Defects occur on the surface of pipes when rolling in the mills of the line of the pipe-rolling unit. Typical types of surface defects are surface cavity, rolling skin on the outer and inner surfaces of the pipes, pigeon hole. In this article, we consider the quality of pipes with an outer diameter in the range of 219÷325 mm with a wall thickness in the range of 8÷24 mm obtained by rolling on aggregates that have continuous rolling mills with 2- and 3-roll stands in the line. The quality is considered from the point of view of the influence of technological factors of rolling (the drawing coefficient, the reduction in the external diameter, the wall thickness, etc.) on the amount of reject for certain types of surface defects. As a universal, previously little studied, the size of which can be judged on the level of defectiveness of technology, we consider the factor of the ratio of deformations in diameter to deformation along the wall thickness in the rolling mill. A number of models have been obtained by statistical methods, guided by which it is possible to predict the expected level of defects in surface defects in the production of seamless pipes, and also to select deformation conditions that minimize the amount of defect.

PurposeThe purpose of this paper is to assess the state of the art of social business process management (Social BPM), explaining applied approaches, existing tools and challenges and to propose a research agenda for encouraging further development of the area.Design/methodology/approachThe methodology comprises a qualitative analysis using secondary data. The approach relies on searches of scientific papers conducted in well-known databases, identifying research work related to Social BPM solutions and those contributing with social characteristics to BPM. Based on the identified papers, the authors selected the most relevant and the latest publications, and categorized their contributions and findings based on open and selective coding. In total, the analysis is based on 51 papers that were selected and analyzed in depth.FindingsMain results show that there are several studies investigating modeling approaches for socializing process activities and for capturing implicit knowledge possessed and used by process actors, enabling to add some kind of flexibility to business processes. However, despite the proven interest in the area, there are not yet adequate tools providing effective solutions for Social BPM. Based on our findings, the authors propose a research agenda comprising three main lines: contributions of social software (SS) to Social BPM, Social BPM as a mechanism for adding flexibility to and for discovering new business processes and Social BPM for enhancing business processes with the use of new technologies. The authors also identify relevant problems for each line.Practical implicationsSome SS tools, like wikis, enable managing social aspects in executing business processes and can be used to coordinate simple business processes. Despite they are commonly used, they are not yet mature tools supporting Social BPM and more efficient tools are yet to appear. The lack of tools preclude organizations from benefitting from implicit knowledge owned by and shared among business process actors, which could contribute to better-informed decisions related to organizational processes. In addition, more research is needed for considering Social BPM as an approach for organizations to benefit from the adoption of new technologies in their business processes.Originality/valueThe paper assesses the state of the art in Social BPM, an incipient area in research and practice. The area can be defined as the intersection of two bigger areas highly relevant for organizations; on the one hand, the management and execution of business processes; and on the other hand, the use of social software, including social media tools, for leveraging on implicit knowledge shared by business process actors to improving efficiency of business processes.

Introduction. Modern organizations operate with large volumes of data from various sources, in particular: intelligent sensors; tools for monitoring, controlling and diagnostics; syslogs and human-generated content, etc. others Artificial intelligence technologies increase the capabilities of data analysis and use them for effective business, can create original images and texts for marketing purposes and give intelligent recommendations for analytics. The above indicates that artificial intelligence is gaining more and more importance as a tool for increasing efficiency, optimizing resources and providing competitive advantages to the enterprise's business strategies. Purpose. Identification of the key advantages of using artificial intelligence technology for enterprise management and analysis of its impact on productivity, quality and efficiency of business processes, as well as prospects for the development of this technology in the modern business environment. Methodology. Systematic analysis of scientific publications on this topic. The summarization of materials on the research topic was carried out in accordance with the established requirements for a comprehensive search of scientific publications in open access in order to identify general trends and assess the prospects for the development of this technology in the modern business environment. The results. In the materials of the article, the justification of the key advantages of using artificial intelligence for the management of enterprises is provided and it is established that artificial intelligence has a significant potential for automating routine tasks, in particular, such as document processing, database management or creating reports, etc. It is noted that artificial intelligence contributes to the rational justification of management decisions based on the analysis of large volumes of data in the company's activities, taking into account the behavior of consumers of products (services), relevant financial and economic indicators and market trends. It is advisable to use artificial intelligence in the optimization of supply chains taking into account the risk and justification of alternative logistics solutions. In the field of quality control, artificial intelligence provides automatic detection of defects with the help of computer vision, which reduces the amount of defects and increases compliance with standards. In addition, it is an effective tool for personnel management, assisting in recruitment, performance evaluation and forecasting of training needs. Based on the results of the research, it was concluded that artificial intelligence is becoming an integral part of modern enterprise management, providing opportunities to optimize business processes by reducing costs and introducing innovations. It has been established that in order for enterprises to make the most of the advantages of artificial intelligence technology, it is necessary to invest in the adaptation of internal processes and personnel training, which contributes to the creation of prospects for long-term progressive development, ensuring flexibility and competitiveness in conditions of rapid changes in the market environment.

Issues of relevance and necessity of reengineering business processes of HoReCa enterprises are investigated. Significant advantages of business process reengineering are emphasized. After all, this method of redesigning activities is an effective means of significantly improving the activities of hospitality enterprises. The purpose of the work is to substantiate the content, stages and format of the organization of business process reengineering for HoReCa enterprises. The work substantiates the thesis that hospitality and catering services have always been characterized by high profitability. However, the global crisis has become a difficult test for the entire HoReCa industry. The emphasis of the work is on the fact that the reengineering of business processes is an effective measure to ensure the further effective development of HoReCa enterprises. Reengineering is the basis of a radical change in the development of enterprises, ensuring significant competitive advantages and achieving an improvement in the financial condition. The work presents the author's interpretation of the concept of «organizational support for the reengineering of business processes of a HoReCa enterprise» - this is a complex system of processes and procedures for carrying out reengineering in accordance with the set goal of radical transformations of the enterprise, which, based on the interaction of this enterprise with other business entities, as well as with the structures and divisions of the enterprise itself, contributes to the introduction of significant changes in the enterprise's management system. The article emphasizes that the reengineering of business processes is the embodiment of a complex program of transformations and fundamental restructuring of the functioning of enterprises. Its important components are: replacement of the existing management system with new effective concepts; development and implementation of improved business processes and their management methods; preliminary assessment of the acceptability of the riskiness of radical change projects. The authors emphasize that the reengineering of business processes of HoReCa enterprises is a rather complex transformation mechanism. But it is thanks to him that every enterprise in the field of hospitality is able to carry out qualitative improvement of its business processes. Keywords: HoReCa, hospitality industry, reengineering, business processes, organizational support, strategy, information technologies, organizational structure.

Анотація. За останні роки ситуація істотно змінилася: ринкова система управління змінила адміністративну, підприємства і окремі працівники отримали доступ до досягнень технологічної, електронної та інформаційної революцій, вступили в конкурентні відносини. В результаті змін, що відбулися сучасні підприємства отримали не тільки нові можливості, але й численні проблеми, які потребують реалізації структурних змін в вигляді реінжинірингу бізнес-процесів відповідно до вимог домінуючих економічних, технологічних і соціальних тенденцій розвитку сучасної економіки.
 Використання реінжинірингу в якості основи для розробки моделі адміністрування бізнес-процесів підприємства вимагає докорінного перегляду традиційних основ побудови підприємства і його організаційної культури. Такі суттєві зміни вимагають використання, як спеціальних принципів, так і певних організаційних та економічних умов. Особливої актуальності в рамках розроблюваної моделі адміністрування представляє перепроектування внутрішньої структури управління бізнес-процесів для сучасних підприємств, що знаходяться в кризовому або передкризовому стані.
 Метою даної статті є формування реінжинірингових механізмів в системі управління бізнес-процесами підприємств в сучасних вимогах світових стандартів ринку.
 Підґрунтям для формування ефективної системи виробничих процесів є спеціальне програмне забезпечення (реінжинірингові механізми) організації спільної роботи в локаціях підприємства. За допомогою ефективної організації системи виробничих процесів, використовуючи засоби електронних повідомлень та процес маршрутизації, існує можливість організувати прямий обмін інформаціє про результати роботи між учасниками бізнес-процесу. Функції контролювання за виконанням бізнес-процесу належать керівництву підприємства, з обов’язковою участю підрядників для завершення повного автоматизованого виробничого циклу.
 Авторами в статті детально розглянуто процес використання ІТ-технологій в процесі формування реінжинірингових механізмів в системі управління бізнес-процесами підприємств. В статті визначено відмінність формування реінжинірингових механізмів в системі управління бізнес-процесами підприємств та автоматизації їх діяльності.
 У статті виокремлено, що формування реінжинірингових механізмів в системі управління бізнес-процесами підприємств характеризується: чітко визначеним початком і кінцем; впливом зовнішніх факторів, які або пов'язують його з іншими бізнес-процесами на підприємстві, або описують вихід у зовнішнє середовище; послідовність виконання функцій та правила їх виконання (ділові правила).
 Ключові слова: реінжиніринг, підприємства, бізнес-процеси, IT-технології, управління, реінжиніринговий механізм.

The article examines the peculiarities of business process management in the hotel industry. It was found that the model that combines business processes in the hotel industry includes three main processes ‒ provision of accommodation, food services and, depending on the category of the temporary accommodation facility, additional services.It has been proven that management business processes consist of: management, marketing and financial processes, the main (accommodation, food and additional services (entertainment, wellness, business services, etc.) create the value of the hotel service/goods, why the hotel receives core profit Supporting business processes ensure the efficiency of core business processes. Development business processes create profit in current activities but are aimed at obtaining benefits and profit in the future, ensure the development of the hotel, etc.The purpose, tasks and advantages of business planning in the hotel industry are revealed.It has been proven that to assess the definition of the level of business processes that take place in the hotel industry of the state, it is appropriate to use the matrix method, which is calculated on general and integral indicators. The application of this method allows not only to determine the main leaders and the place in the competition, which is evaluated by the criterion of the maximum points scored, but also to quantitatively assess the lag behind the region with the best level of business processes. The existing methodology involves the use of four key factors: social, client, financial and personnel.Using the matrix method, the integral indicator of business processes in the hotel industry of three southern regions of Ukraine ‒ Kherson, Mykolayiv and Odesa ‒ was evaluated. It was revealed that the rating of the regions for the implementation of business processes in the hotel industry was distributed according to the integral indicator as follows: the Mykolayiv region takes the 1st place, the Odesa region takes the 2nd place, and the Kherson region takes the 3rd place. The Odesa region has a strong position in terms of social and personnel components, and the Kherson region has the best position in terms of the client (tourist) component. For the calculations, 12 key evaluation indicators were used, charac-terizing individual components of the region's potential. Keywords:business process, hotel business, hotel, model, matrix method, points method

Simulation modeling of hollow billet casting processes for the production of seamless oil grade pipes was performed. The aim of the work was to study the influence of geometric shape on the quality and properties of a continuously cast pipe billet. Modeling parameters, initial and boundary conditions were selected taking into account the conditions of the current production. The object of the study was a pipe billet with a diameter of 210 mm. When modeling the process of casting and solidification of billets, low-alloy structural chromium-molybdenum steel was used. For the simulation processes, three-dimensional models of billets were created, as well as models of shapes. Several factors were taken into account when modeling continuous casting and crystallization of a hollow billet: casting speed, chemical composition of the alloy being poured; casting temperature; geometric dimensions of the billet section. Modeling of hollow billet casting in the «LVM Flow» software package predicted the non-shrinking structure formation a decrease in microporosity (more than 0.85 according to the Niyama criterion) of the billet. As a result of simulation modeling, the improvement of the structure is theoretically confirmed when using a hollow steel billet as a starting point for the production of seamless hot-rolled pipes. There were no signs of shrinkage and microporosity on the hollow billet exceeding the permissible value according to the Niyama criterion. Keywords: hollow billet, steel, modeling, pipe, 25CrMoV.

A modern pipe-rolling unit intended for the production of seamless pipes includes a continuous rolling mill with a retained mandrel. During operation, the working portion of the mandrel unit of a continuous rolling mill is subject to high temperatures and constant cyclic alternating loads, which results in its wear. The magnitude and nature of the wear of mandrels affect the quality of the inner surface of finished pipes. Also, a significant problem in the production of pipes on a continuous rolling mill is the short service life of mandrels. Moreover, mandrels are mostly imported and very expansive. In normal operating conditions, the amount of wear along the length of the mandrel is not uniform. The wear of mandrels can be made uniform and their service life can be increased by changing the velocity of the mandrel, changing the position of the mandrel at the beginning of the rolling process, or using mandrels of a new design. In this article, the main developments and research aimed at increasing the service life of mandrels of FQM-type continuous rolling mills are described.

A joint industrial program (JIP), termed “Seamless 100 ksi weldable” was launched in order to address the complex design issues of high strength Q&T seamless pipes for ultra deep water applications. The JIP was split in two main phases, the first one devoted to the development and production of seamless pipes, with minimum yield strength of 90 ksi (620 MPa) to 100 ksi (690 MPa), and the second one to evaluate their field weldability. Phase I was recently completed. The role of chemical composition and Q&T process conditions on microstructure and precipitation was analyzed, together with relevant effects on strength and toughness, for both laboratory and industrial steels. The main microstructural features which control the strength-toughness combination of these high strength Q&T steel grades were identified and results were exploited for the set-up of a production route for pipelines and risers. The 100 ksi grade was achieved in 16 mm (0.630 in) and 25 mm (0.980 in) WT pipes. Phase II is in progress.

The Digital Field initiative is transforming the daily operations on the oilfield and it is now part of PETRONAS corporate wide digital strategy. This transformation is done by onboarding multiple disciplines such as subsurface team, facilities, and operations, HSSE and Business Planning and is designed to replicates the performance of an oilfield in the computer, combining business process management and technical workflows. Digital Field has enabled the customer to execute their work collaboratively, by providing decision support system (technical workflows and business process management tools) subsequently improving their process efficiencies and optimizing their production. It is believed that by conducting a systematic review of the improvement and tracking the values that has been achieved, it will help to promote and accelerate digital adoption faster. The main objectives of the Automated Value Tracking are: To promote opportunity generation through collaborative environment. To track stages of every opportunity of the following categories of Production Optimization, Unplanned Deferment and Process Cycle Efficiencies. To quantify values associated with opportunities generated from automated workflows and current business process. To promote ownership of the actions associated with the assigned opportunity and to help to quantify on individual level contribution to the corporate goal in terms of production volume and time savings. To measures optimized number of opportunities generated against production volume associated with Production Optimization activity according to Field category and Quality of Opportunity Generated from Optimization Advisor. The process is summarized as follow: Opportunity generation: Automated opportunity generation generated through current Production Optimization Advisory framework. Integration with existing Petronas business process tools i.e. Daily Operational Tracking System, Alpha projects, Opportunity Management system, etc. Manual opportunity generation. Opportunity evaluation and analysis: Provide quantitatively confidence level of production incremental volume from automated Optimization Advisory through machine learning. Establish relationship between numbers of opportunity completed and categories versus production volume gain. Opportunity tracking and approval: Tracking the opportunity generation according to the process level. Escalating Opportunity and value recognition through business process approval. This workflow helps to improve to understand the current update of the different levels such as well, field, region and upstream with the help of integrating the value realization and allows "cards" to show information that can trigger opportunities to increase production, reduce time of decision and fast action.

Identification of Business Processes in an Enterprise Management

In modern conditions of rapid scientific and technical development, a large flow of information, the need to transfer the activities of an enterprise in whole or partially into online format, there is a need to find new approaches to the use and processing of data. Accordingly, there is a need to provide enterprises with highly qualified specialists capable of implementing technological innovations. This, in turn, necessitates fundamental changes in approaches to management. The aim of the study is to reveal innovative approaches to enterprise management and development trends of domestic enterprises in the context of digitalization of the economy. To achieve this goal, general scientific and special research methods were used, namely: the systems analysis method: to clarify the essence of the main categories of research; statistical and comparative analysis: to study the dynamics of using information and communication technologies in domestic enterprises; classifications: to distinguish groups of enterprises depending on the level of digitalization implementation in business processes; empirical method: to identify obstacles to the introduction of digitalization in enterprise management. The article analyzes the innovation and digitalization of Ukraine's economy. The state of digital transformation at domestic enterprises is analyzed and as a result the classification of enterprises depending on the level of digitalization introduction in business processes is offered. The proposed ways to improve the management system of the enterprise can help increase the efficiency of its activities and the introduction of innovative ways of development. Further thorough study is proposed to the issues of domestic enterprises development in the context of digitalization, as well as identifying ways to improve the enterprise management system depending on the classification group of enterprises (start-ups; specialist enterprises; specialist enterprises) presented in the article.