Volume 03 Issue 04-2023
97
International Journal of Advance Scientific Research
(ISSN
–
2750-1396)
VOLUME
03
ISSUE
04
Pages:
97-102
SJIF
I
MPACT
FACTOR
(2021:
5.478
)
(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
A
BSTRACT
Today, it is known to everyone that strategic planning and strategic goals are the primary factor in the
development of any enterprise and organization. In particular, in the development of industrial
enterprises, all managers and marketers emphasize that strategy development is the most important stage
in the development of the enterprise. Therefore, any enterprise seeking to improve the business
environment should have its own strategy, strategic goals and plans. In this article, production systems and
their strategies, the form of strategy, stages of development, the general goals of enterprises in strategy
development, the influence of the external environment on strategy development, the main factors related
to the external environment and choosing the right strategy will be discussed.
K
EYWORDS
Strategy development, external environment, competition, offensive strategy, strategy formulation, growth
strategy, stabilization strategy, strategic situation, development perspective, SWOT analysis, external
opportunities, production system, organizational structure, internal coordination, synchronized strategy.
I
NTRODUCTION
Journal
Website:
http://sciencebring.co
m/index.php/ijasr
Copyright:
Original
content from this work
may be used under the
terms of the creative
commons
attributes
4.0 licence.
Research Article
FORM AND STAGES OF DEVELOPMENT OF PRODUCTION
SYSTEMS STRATEGY
Submission Date:
April 20, 2023,
Accepted Date:
April 25, 2023,
Published Date:
April 30, 2023
Crossref doi:
https://doi.org/10.37547/ijasr-03-04-14
Murotjonova Mubina Dilshod Qizi
Jizzakh Branch Of The National University Of Uzbekistan Named After Mirzo Ulugbek, Faculty Of
“
Psychology
”, 5230100
- Economy (By Industries And Sectors), 3rd Stage Student Of Group 140-20,
Uzbekistan
Volume 03 Issue 04-2023
98
International Journal of Advance Scientific Research
(ISSN
–
2750-1396)
VOLUME
03
ISSUE
04
Pages:
97-102
SJIF
I
MPACT
FACTOR
(2021:
5.478
)
(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
The development of the strategy should be
understandable for any person, that is, it should
begin with the formation of the general goal of the
enterprise. It should take into account the
capabilities of the enterprise, the existing
working environment, traditions, production
culture and working principles in the external
environment (principles of trade, consumer
relations, business relations). Processes and
changes in the external environment have a very
important impact on the enterprise. The main
factors related to the external environment are
economy,
politics,
market,
technology,
competition. Competition is a particularly
important factor. Therefore, it is necessary to
identify the main competitors and determine
their market positions (market share, sales,
prices, etc.). A careful study of the strengths and
weaknesses of competitors and the comparison of
their results with their own indicators allows to
think carefully not only about the strategy of
production development, but also about the
competition.
The most important stage in developing a
strategy for the development of industrial
enterprises is the formation of a strategy and the
selection of strategic alternatives. The basis of
strategic development is the main strategy of
enterprises that integrates all strategic
intentions. There is a growth strategy called an
aggressive strategy, which expresses the
company's desire to increase production, profit,
and capital. This is the main strategy for the
development of industrial enterprises. In
addition, there is a strategy for stability and
survival. If the survival strategy is defensive in
nature, then the stabilization strategy is offensive
and defensive, mainly concerned with instability
of trade and income. Strategy development -
actions to determine or choose the main direction
of development of an industrial enterprise in
order to achieve a result in accordance with the
set goal. In practice, this process is called strategic
planning, which includes: confirming the mission
of the enterprise, presenting this mission in the
form of long-term and short-term goals. The
strategy development process can be divided into
four stages:
•
determining the strategic situation of the
enterprise through certain factors;
•
general assessment of the interaction of
internal and external factors;
•
identification of strategic alternatives;
•
development of a strategy that matches the
goals and objectives of the enterprise’s
development.
The essence of the first stage is to determine the
state of the enterprise, that is, its current state,
under what conditions shows what it is doing and
in what direction (desired) it will work in the
future. That is, the analysis and assessment of the
enterprise’s network situation includes the
following activities:
•
determining
the
main
economic
characteristics of the industry;
•
assessment of competitive forces;
•
assessment of the competitive situation of
enterprises in the field;
Volume 03 Issue 04-2023
99
International Journal of Advance Scientific Research
(ISSN
–
2750-1396)
VOLUME
03
ISSUE
04
Pages:
97-102
SJIF
I
MPACT
FACTOR
(2021:
5.478
)
(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
•
predict the likely behavior of the closest
competitors to do;
•
identification of key factors of success;
•
assessment of development prospects of the
industry.
While doing these things, it is necessary to get an
answer to the following question: there is does
the strategy affect the strengthening of the
company’s position, if it is weak or ineffective,
what should be done to change and improve the
strategy. At the same time, it is necessary to
determine the real capabilities of the enterprise
in order to change the existing strategy. Lack of
sufficient
manpower
and
resources,
incompetence of employees and lack of
accumulated experience are the main obstacles
and factors in business. A general assessment of
the interaction of internal and external factors
should be aimed at determining the company’s
strengths and weaknesses, opportunities and
threats. For this, it is necessary to carry out a
SWOT analysis, derived from the first letters of
English words: strength, weakness, opportunities
and threats. It refers to the internal parameters of
the enterprise, which may depend on its strengths
and weaknesses, external opportunities and
threats. Using this tool allows you to get a general
assessment of the strategic situation of the
enterprise. Its essence is that a successful strategy
should be based on the principle of connecting the
internal capabilities of the enterprise and the
external environment, presented in the form of
opportunities and threats.
Here, the availability of sufficient and reliable
information plays an important role, which has a
significant impact on the development of a correct
and based development strategy. Having such
information, updating it, maintaining a database
requires not only certain financial costs,
organizational effort, but also the presence of
qualified managers. However, even if the
information is well processed, in some cases it is
impossible to get the real information. This
applies, for example, to the uncertainty of changes
in the external environment or to information
about the cost structure of competitors, which is
usually their trade secret. In this case, it is still
necessary to try to develop some such
information. From the point of view of the
external environment, it can be a forecast or a
scenario of the development of the situation in
relation to competitors - according to expert
assessments.
The degree of approximation of these calculations
to the reality largely depends on the experience
and qualifications of the company’s management
staff. The existence of such calculations is very
important, because it allows you to check their
validity. Using new data, the initial calculations
are corrected and brought closer to reality. Thus,
the information used in strategy development is
often evaluated, but this should not be an obstacle
to trying to create a strategic plan for the
enterprise. It is recognized that having any
strategy is better than no strategy at all. A well-
designed strategy is the road to success.
Developing a development strategy is a task
facing every industrial enterprise. To solve it,
there are different tricks, methods and a set of
methods, which must become a system: all
Volume 03 Issue 04-2023
100
International Journal of Advance Scientific Research
(ISSN
–
2750-1396)
VOLUME
03
ISSUE
04
Pages:
97-102
SJIF
I
MPACT
FACTOR
(2021:
5.478
)
(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
actions serve a long-term goal, be coordinated
with resources and time, effectively integrate
each other in terms of functional units and
complete should do. In addition to defining the
general strategy, it is necessary to develop
strategies supported by functional units:
production, sales, marketing, scientific research,
etc., that is, the strategy is vertically and
horizontally related to the enterprise's activities
should be, responsible persons and sites should
be allocated for each part of the strategic plan of
the enterprise.
At the heart of any successful strategy should be
the creation and use of competitive advantages.
Specific types of competitive advantages are very
diverse and depend on the state and capabilities
of industrial enterprises. It can be selling
products at low prices and providing the highest
quality products among competitors, providing
additional services to consumers (customers), as
well as the optimal location of enterprises. Using
competitive advantages as the basis of strategy
means that the strategy not only supports and
protects existing competitive advantages, but also
contributes to the creation of new ones.
In addition to solving production problems, the
strategy should include growth and improvement
of corporate culture, prevention of unnecessary
ambitions by managers, creation of a favorable
production
environment
and
mutual
understanding between workers, etc.
The analysis of the policy of industrial enterprises
in the field of production organization allows to
identify the five most used strategies of
reorganization of the production system:
1)
expansion strategy;
2)
decentralization and internal coordination of
the organizational structure and a strategy to
strengthen the control mechanism;
3)
synchronized production strategy;
4)
the strategy of combining material flows;
5)
the strategy of humanizing labor.
Opportunity strategy. This strategy is used by
enterprises since the 60s century, it has been
used to strengthen the market position and is
based on diversification. Diversification, as a rule,
is carried out by creating a production for the
production of a product that is interconnected
with technology and (or) marketing. Such a
strategy determines the reorganization of the
organizational structure based on the formation
of product departments. The expansion of the
company's capabilities allows to stabilize the
volume of production, trade and profit, and to
prevent one-sided dependence on market
conditions.
A strategy to decentralize the organizational
structure
and
strengthen
the
internal
coordination and control mechanism. The
purpose of such organizational restructuring is to
eliminate unnecessary management relations and
transfer their functions to lower levels within the
framework of the general policy of management
and to increase the participation of employees in
the management of enterprises. The main
structural element of the production system
becomes a functional group, which must be
Volume 03 Issue 04-2023
101
International Journal of Advance Scientific Research
(ISSN
–
2750-1396)
VOLUME
03
ISSUE
04
Pages:
97-102
SJIF
I
MPACT
FACTOR
(2021:
5.478
)
(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
responsible for the implementation of the entire
set of functions to meet the needs of consumers
and market demands. Decentralization of the
organizational structure allows to increase the
flexibility and maneuverability of production, to
reduce the cost of production.
Synchronous production strategy. This strategy is
aimed at organizing production with “definite
demand” and minimum production and stocks.
Synchronous production strategy was first
developed and implemented by Toyota (Japan).
Currently it is USA, Germany. Used by many
businesses in France. The essence of this strategy
is to provide such conditions for the production of
products that allow to organize production
according to the “supermarket” principle: the
nomenclature of the product, the volume and
time of production of the product are determined
by the customer; the delivery is carried out in the
required amount and at the specified time. This
can significantly reduce the production cycle. The
enterprise is able to flexibly respond to changing
market demands.
The strategy of material flow integration is to
create an organizational mechanism that allows
you to control the fulfillment of an order from the
moment it is received until it is delivered to the
customer. In accordance with this strategy, the
organization of production is built in such a way
as to provide control of the movement of material
flows as a single integrated system, including the
source of raw materials, processing stages and
distribution of the final product.
The strategy of humanization of labor includes a
number of measures to eliminate negative events
in human-machine interactions, to ensure the
quality of labor processes and to reorganize
production in order to activate the employee. The
program of humanization of labor in mass
production is carried out in three directions:
1) adjusting the speed of the conveyor, stopping
the line by a signal from the workplace, stopping
the cycle by stopping the carrier in turn, installing
spare disks between groups of workplaces,
production of the line increase flexibility;
2) expansion of various tasks performed by one
worker: switching operations, a combination of
disc mounting, final assembly, independent of
conveyor speed; alternative work of the
assembler on the main and preparatory
operations;
3) Incorporation of labor by transitioning from
conveyor production to mixed flexible structures
based on the combination of autonomous work
groups based on the integration of conveyor and
automated work.
The program of humanization of labor in mass
production is mainly related to the organization
of autonomous working production areas. Such
departments are created by combining all
operations related to the production of similar
parts in the project in blocks (modules). Workers
in autonomous brigades are given certain
freedom of action. On the site, issues related to
determining the time of delivery of materials are
being resolved, product quality control is being
carried out, cost accounting is being carried out,
Volume 03 Issue 04-2023
102
International Journal of Advance Scientific Research
(ISSN
–
2750-1396)
VOLUME
03
ISSUE
04
Pages:
97-102
SJIF
I
MPACT
FACTOR
(2021:
5.478
)
(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
machines and mechanisms are being installed,
their service and repair are being carried out, the
rooms are being cleaned. In addition, the team is
responsible for the distribution of working time
in the shift. This allows for adaptation to
individual work and the use of flexible working
hours in serial production. These strategies
complement each other. The strategic decisions
proposed in them can be the basis for the
formation of a comprehensive program for
restructuring the production system.
R
EFERENCES
1.
N.K. Gulyamova. Industrial economics and
management. P.: “Educationa
l methodological
manual”, 2013.143 p.
2.
G. Tarakhtiyeva. Innovative management. P.:
“Science and technology”, 2013. 208 p.
3.
G.K. Tarakhtiyeva, N.H. Gulyamova, K.
Sibragimova Methodical guide for practical
training in “Industrial economy and
management”,
2018.
4.
http://www.stat.uz
5.
http://www.norma.uz
