Main types of information flows in an organization. Course work: information flows and document flow in the enterprise. Enterprise Management: System View

Information management refers to the organization and use of information support systems for production and economic processes at an enterprise. It is based on a systems approach that covers all activities related to planning and managing processes aimed at providing the enterprise with relevant information. Each enterprise must have its own strategy for integrating information support for decision-making, determined by the product’s passport data, its life cycle and manufacturing technology, the chosen method of data processing, means of transmitting information to customers and partners, and other factors.

The importance of information support for the logistics process is extremely important. Emphasizing the independent importance of managing information flows and resources for the effective functioning of an enterprise, many experts highlight special information logistics.

Indeed, at the center of an effectively managed material flow there must be an effectively managed information flow. There are three options for the interaction of material and information flows, when information precedes, accompanies and explains the material flow after its passage.

Keeping the information flow ahead of the material aims to eliminate bottlenecks in the production process. The forward information flow in the opposite direction contains, as a rule, information about the order; advanced information flow in the forward direction is preliminary messages about the upcoming arrival of cargo.

Accompanying, when simultaneously with the material flow there is information about the quantitative and qualitative parameters of the material flow, it allows you to quickly and correctly identify inventory items and direct them to their destination.

The passage of an information flow with a lag behind the material one is usually allowed only for the assessment of the latter. Following the material flow in the opposite direction, information can pass on the results of cargo acceptance in terms of quantity and quality, various claims, confirmations, information on mutual settlements, etc.

The purpose of information support in logistics is to be able to manage, control and comprehensively plan the movement of materials and products. This requires complete control of the entire mass of information created and transmitted. The problem of continuous recording of the results of the system’s functioning is becoming increasingly pressing, which facilitates prompt changes in both the construction and implementation of production processes and product distribution. Today, those companies that are successful are those that are able to quickly collect and process reliable information (about the state of finances and warehouses, the movement of materials, prices of competitors, etc.) and, after analyzing it, make one decision or another - so as not to fall behind and play ahead.

The transformation of parameters and data into control information follows certain principles. The main one is the principle of the minimum required amount of information, which is based on the principles of universalization and optimal detail of information. No less important is the principle of reliability of the information collected. The high degree of randomness of emerging events often leads to unstable indicators that are temporary in nature, which can have, albeit temporary, a significant impact on the value of other indicators. The dynamics and random variability of modern production necessitate compliance with the principle of constant collection of production and commercial information.

Information flow management involves the implementation of the following basic typical functions:

Stream filtering, i.e. selective processing of some information and documents and rejection of others;
- accumulation of information and storage of data in an information array;
- combining and separating information flows in the structure of the information system and in communication networks;
- transportation of information flows;
- various elementary information transformations;
- processing of information aimed at obtaining data related to the implementation of logistics operations.

Information services of the logistics system must satisfy certain organizational requirements.

The main ones include the following:

A) systematic service, which manifests itself:
- in the complexity of types of information services, taking into account the nature of the activities of consumers and the tasks they solve in logistics processes;
- in comprehensively satisfying the information needs that arise among workers in the logistics system;
b) reliability of service, which presupposes such provision of information when, at each stage of the work, the consumer receives all the information he needs at the right time and in the most convenient form for him;
c) completeness of service, which implies:
- complete coverage of work performed by the consumer;
- completeness of delivery to a specific consumer of the necessary information selected for him from the information flow;
d) differentiation of service, consisting in the fact that each consumer is individually provided with information that helps solve the tasks assigned to him in the logistics process.

The main components of the information component of logistics are systems for processing information and transmitting logistics data. Making management decisions requires not only the availability of conventional technology for generating, collecting and processing data, but also the creation of an information infrastructure, i.e. creating a system for collecting and processing data at predetermined points in the supply chain, exchanging information between points and transferring information to various levels of management.

The large variety and volume of collected data also require a systematic approach to their processing. In the world, the volume of a wide variety of information transmitted through the information and telecommunications infrastructure doubles every 2-3 years. The problem of “information overload” is being solved today by extracting from the entire data array the information necessary for the user’s needs through the use of advanced means of circulation, further processing and timely updating of information. Modern technologies make it possible to solve issues of compression of internal and external information, the use of commercially viable interfaces, and the transfer of shared knowledge between organizational units and cooperation partners.

The rapid development of networks of local systems with a super regional and even international structure leads to the abandonment of the classical working fields of computer science and the widespread use of telecommunications. The creation and operation of an appropriate communication structure are among the tasks of information management, however, in contrast to the generally accepted understanding of information management, in information logistics, information flows between actions (operations) for intra- and inter-company coordination are in the foreground.

Logistics information processing

In a logistics system, the entire process of preparation and decision-making is largely a process of processing the information flow. Complete and timely processing of information should ensure stable communication between supply processes, accounting for production needs, and satisfaction of existing orders for. Under these conditions, a gap in information or its prompt receipt can lead to a disruption in the supply of a certain type of resource to an enterprise, disruptions in the production process, and a decrease in the quality of customer service.

Effective management of material flows is impossible in the absence of a powerful information system that provides managers at various levels with the necessary and reliable information for planning and monitoring the functioning of the logistics system. Making management decisions is unthinkable without proper exchange of information between various levels of management, without the presence of an information structure determined by a system of information flows both between sources and recipients from top to bottom (process management), from bottom to top (process control), and between parallel departments of different functional purposes.

Ideally, the information system plays the role of a “central nervous system,” linking together the production plan, logistics and sales plan, and providing integrated management of material and information flows circulating in the logistics system.

The corporate information system today ensures optimal management of production, inventory, vehicles, product quality, sorting and packaging, elimination of downtime, production maintenance, etc. She not only plans production using improved methods, monitors the implementation of the work plan, draws up technological maps, manages finances and labor resources, but also carries out a number of “non-production” functions. These include control of after-sales service, distribution of finished products and marketing.

It must be borne in mind that the creation of a corporate information system requires significant costs, the justification of which depends on a clear identification of the information needs of logistics.

The process of identifying information needs can be represented as a “trade-off” between the costs of obtaining relevant information and the benefit from risk reduction that is provided by the availability of this information. Questions about the amount of information stored in an information system, the speed of its transmission, processing, etc. are resolved in a similar way.

At the same time, when creating an information system, one should take into account the fact that the need for the quantity and quality of information at different levels of the management hierarchical structure is not the same. This means that the information system must provide each hierarchical level with the information necessary to make a decision at that particular level.

Modern information systems are essentially the result of the evolutionary development of automated enterprise management systems. New economic conditions have led to changes in the tasks of enterprise management. As a result, new requirements for automated information systems have arisen.

A modern information system is used for integrated logistics and production management, ensuring rational business processes.

Modern information technologies provide three advantages. This is a reduction in costs by optimizing business processes, including “compressing” them in time, guaranteed fulfillment of orders in the required volume and on time, ensuring product quality through the quality of production and management technologies.

The introduction of an automatic enterprise management system allows you to increase sales by at least 15%, and the economic effect from reducing losses pays for all costs of the system within 1-2 quarters after the start of its full operation. At the same time, operational losses or lost profits are reduced by 80-90%, and strategic losses by 60-90%.

For example, studies show that the overall effect of implementing the system by reducing losses in the sales process is at least 2% of sales. This is primarily due to the minimization of losses that are caused by disruptions in product deliveries due to failures and errors in supply planning, incomplete or lost information, due to the low speed of processing applications, low flexibility in taking into account customer needs, etc. Almost the same figure is obtained when calculating the economic effect of reducing losses in the field of inventory management. The system allows you to receive, in monitoring mode, information about the state of a specific material resource in any storage location in accordance with all external and internal documents on its movement, which allows you to ensure a continuous inventory mode.

The information system must ensure recording, storage and processing of all information essential for making management decisions.

1. The object of work of information logistics is the information flow.

Information flow - This totality circulating within the logistics system, between it and the external environment messages, necessary for management and control of logistics operations.

Organizing information flows is an expensive business. Large amounts of money are spent on their formation, transmission, reception, storage, and analysis.

Information flows flow in the information space. It is vast and practically covers the entire globe and the explored part of space. Using this space is not a simple matter; it requires interstate decisions on the use of communication communications on the territory of each country - transport routes (railroad, water, air), space communications, telegraph and radio relay lines, etc. The use of these communications (for example, mail delivery to France through the territory of Lithuania, Poland and Germany) is an expensive affair.

Creating and maintaining in proper condition the material and technical base that ensures the movement of information flows is a capital-intensive and lengthy process.

Messages. components of information flows. performed on different media.

→ traditional paper documents;

→ electronic documents (magnetic and paper - punched tape, punched cards);

→ oral:,

→ telephone;

→ speech (communication without a telephone).

In logistics, the following are distinguished: types of information flows depending on:

→ depending on the type of systems connected by the flow:

horizontal(information flows covering messages between partners in economic relations one management level: enterprises-suppliers and enterprises-consumers of material resources or between them and their intermediaries in the process of circulation of goods);

vertical(information flows covering messages coming from above from management authorities to the units of the logistics system subordinate to them: from the holding corporation to subsidiaries, etc.);

→ passing places:

external(information flows flowing in environment, external in relation to To logistics system. Thus, horizontal information flows of messages from partner enterprises (other logistics systems) are external in relation to To to the partner to whom they are sent and who will receive them);

interior(information flows - messages, circulating within one logistics system(enterprises, wholesale centers, etc.). For logistics subsystems, message flows within the subsystem are internal, the remaining messages for nicknames are external);

→ directions in relation to the logistics system:

input(information flows are messages incoming into the logistics system or one of its subsystems);

day off(information flows - messages coming out beyond the boundaries of one logistics system or one of its subsystems);

→ urgency

ordinary;

urgent (the corresponding mark “urgent” is indicated on the storage medium and serves as an indicator of the urgency of the message);

very urgent - “lightning” (the corresponding mark “urgent”, “lightning” is indicated on the information carrier and serves as an indicator of the urgency of the message);

→ confidentiality (secrecy):

ordinary;

→ significance for information flows of postal messages

simple;

registered (accepted with registration, with the issuance of a receipt to the sender about their acceptance, handed over to the addressee against signature. Communication organizations monitor the timeliness of their delivery more fully than simple messages);

valuable (have a compensation price, which, in the event of their loss, communication organizations pay to the sender of the message);

→ transmission speeds:

traditional (mail messages);

fast (fax, e-mail, telegraph, teletype, telephone);

→ scope (depending on this, the method of sending messages, the costs of sending them, the order of execution, the language of the message and other features of preparing and sending messages vary):

local;

nonresident;

distant;

international.

An important role among information flows is played by messages of a documentary nature, which are most often drawn up on paper in a certain form, filled out in the prescribed manner and certified by the signatures and seal of the sender of the message. Such messages are called documentary.

2 The information flow is characterized by the following indicators. How:

→ source of origin;

→ direction of flow;

→ transmission and reception speed;

→ flow intensity, etc.

Information flows are characterized using the following assessments.

→ by source of occurrence;

→ direction;

→ volume;

→ periodicity;

→ the procedure for approval;

→ approval procedure;

→ validity periods;

→ storage order, etc.

Origins messages may vary from participants in supply chains and related organizations, whose messages affect the movement, organization and acceptance of flows. These are the reports, for example, from the flood commission about the failure of the bridge and its destruction, which made it impossible to travel across it and required movement along a different route.

Towards information flows can be horizontal (back and forth) and vertical (top to bottom and back). Horizontal refers to communications between participants in the logistics process of the same level - equal partners. Vertical information flows flow between different levels of management: the upper - management and the lower - subordinate. These are, for example, messages from the enterprise management to shop managers and responses to them.

The direction of information flow is also interpreted in another way: as direct and indirect. Direct sending to a partner (manager) or other addressee - to fulfill the requirements contained in the message. Indirect direction of information flow - sending copies of messages for information, familiarization with this issue, without participating in its solution.

There is a third option for defining the concept of direction of information flow - taking into account the geographic or territorial addressee of its destination: to the Far North, Far East, Ukraine and other countries, or a region (edge), city, or populated destination of the message.

Volume of information flows taken into account in several ways. One of them is taking into account the size of the flow by the number of: documents; sheets in a stream; pages in a stream; stacks of documents. This method is used to determine the volume of large information flows.

The second method of accounting for the volume of information flows is used for small flows. With it, the volume of the flow is determined by the number of lines in the document - document lines or the number of words in the message - telegrams.

The third method - taking into account the number of characters in a message - is estimated in computer systems in special units of measurement to take into account the need for magnetic media, placement in memory PC and in other cases.

Frequency of information flows characterizes the frequency of their formation. In logistics, many information flows are one-time, not repeated and are created once for each material flow, in parallel with it, a little earlier or a little later. But some information flows in logistics are processed once a month, quarterly and with other frequencies. This is, for example, reporting on the movement of material resources.

Information flows of a documentary nature pass through a certain approval procedure. Thus, planned messages at enterprises are coordinated with shop managers and members of the enterprise management. For each document, certain rules are usually established for agreeing on its projected content.

Each documentary message of the information flow approved (signed) by certain persons: general director, executive director, their deputies, etc. Without the appropriate signature, the document has no force.

Some documents have validity, beyond which they become invalid. These are licenses, quotas, the right to a seat in a vehicle, some notices O the possibility of ordering, the right to claim stolen cargo, etc. Such documents can only be used during their validity period.

But most of the information flows do not apply to such documents and represent notification messages necessary for managing material flows: they reveal the characteristics of these flows and the state of their movement to a given delivery location.

Various and storage order messages delivered in information flows. Some messages are collected in separate bundles, others are stored on magnetic media and in other forms.

The storage period for information varies: one, two years, five years, permanently (forever), etc.

3. You can control the information flow 1.

→ changing the direction of flow;

→ limiting the transmission speed to the corresponding reception speed;

→ limiting the volume of flow to the capacity of an individual node or section of path.

4. Information flows in logistics are formed in accordance with material flows. It is believed that each material flow corresponds to an information flow. Such correspondence is not always isomorphic (complete).

Often information and material flows occur in different time intervals. Thus, a material flow may arrive at a given location, but the documents for it may not yet be delivered here. Then the material flow is considered uninvoiced deliveries, is accepted by the recipient for safekeeping and only then, after the documents arrive, is the compliance of the arrived materials with these documents checked.

It can also be the other way around: documents for the cargo have arrived at their destination, but the material flow is still en route. Such documents are recorded as the basis for accounting for “stocks in transit” and after the arrival of the cargo they are verified with its composition and volume.

The preferred option is to advance information flows compared to the movement of material flows. This allows you to be better prepared. To acceptance of goods. In fact, information flows are not always ahead.

Information flows must be adequate to material flows in terms of the characteristics of these flows. But such correspondence does not always exist: in some cases, documents are drawn up that are common to several recipient consumers, and then they reflect information, some of which is redundant for each individual recipient of these resources.

Information flow is a set of messages circulating in the organization system necessary for management and control. Information flow can exist in the form of paper and electronic documents.

Types of information flows

A modern enterprise is thoroughly permeated with material flows, that is, the movement of material resources, work in progress, and finished products.

Information flows in a modern enterprise are generated by material flows and represent flows of messages in verbal, documented and other forms between the links of the company’s organizational structure and between the company and the external environment. In the most general form we can distinguish:

1. Logistics block.

2. Strategic block.

3. Financial block.

Let's consider the approximate content of information flows. First, let’s designate the information model of one of the important areas of the enterprise’s activity - the logistics block (Figure 2.4).

Figure 2.4 - Information model of the procurement management process

According to modern research, the information model of the procurement management process is considered to consist of several components.

First block- incoming information:

1. "Inventory data" - a database of available reserves.

2. “Requests from enterprises” - submitted requests for supplies.

3. “Planned volume of production, services” - production program.

4. “Information on sources of supply” - directories, databases and other sources of information on suppliers.

5. “Information on the progress of execution of an order, contract” - information provided on the progress of execution of concluded contracts for the supply of products.

6. “Supplied products” - products supplied under the contract.

Second block- output information:

1. “Rejected applications” - applications of departments rejected for various reasons (unfounded, impossibility of implementation, refusal of suppliers, etc.).

2. “Contracts, agreements” - concluded supply contracts.

3. “Financial documents” - financial documentation for concluded contracts (advance invoices, invoices payable).

4. “Goods to warehouse” - receipt of goods that have passed incoming control to the warehouse.

5. “Return of goods” - return of low-quality goods or goods that do not comply with the contract to the supplier.

6. “Updated data on reserves” - updated information on reserves in the database.

Control block includes:

1. “Supply standards” - established standards for the consumption of materials (reference books, manuals, etc.).

2. “Acceptable procurement conditions” - acceptable delivery conditions (cost, time, etc.).

3. “Long-term agreements” - established long-term agreements, partnerships and other established supply conditions.

4. "Quality standards" - established quality standards.

Divisions working with these information flows are also shown in Figure 2.5. These are the "Logistics Department", "Planning and Economic Department" ("Planning Department"), "Accounting" and "Warehouse"; in addition, ordering units submitting requests for supplies (“Production” and others).

Information flows are a set of messages that objectively reflect the development of business processes that are transmitted through communication channels for management. Streams can be straight(from control subsystem to controlled subsystem) and reverse(from control subsystem to control subsystem).

The value of information is determined by a complex probabilistic indicator in time P(t) as a function of the probabilities of timely receipt of information P c, its completeness P p and reliability P:

Thus, it is necessary to ensure timely receipt of useful information in sufficient volume. This will ensure quick and efficient decision making.

The decision-making dilemma traditionally involves two constraints.

On the one hand, quickly collected information in insufficient quantities leads to making a decision that is far from rational, even erroneous.

On the other hand, collecting information for too long can lead to a decrease in the relevance of the very fact of making a decision (up to a complete loss of relevance).

Of key importance is the usefulness (relevance) of information flows shared by the key features presented in Fig. 22.1.

Rice. 22.1. Classification of information flows

Increasing volumes of information flows play a contradictory role. On the one hand, the greater the volume of information, the greater the possibility of finding a useful part of it for making a decision. On the other hand, according to statistical studies, a twofold increase in the volume of information (i.e. an increase of 100%) is accompanied by an increase in its useful part by no more than 20%. This means that 80% of additional information is not useful. In these conditions, the search for effective algorithms for isolating the useful part of information from the general flow of information for making rational management decisions is of great importance.

A production enterprise, if we consider it from a management point of view, consists of two subsystems, the manager and the managed, or the subject and the object of management, interconnected by information transmission channels. A control object can be conventionally considered as a system that transforms resources, the input of which is raw materials, materials, labor, etc., and the output is production products. Information connections of the production system with the external environment can be represented by two input and one output channels.

One of the input information channels receives information from external structures that determine the operating conditions of the enterprise, taking into account plans for production and economic activity, as well as standards for the use of resources. The totality of this information determines the conditions and influences the technology for achieving the organization’s goals.

The second information input represents disturbing influences coming from the external environment. An example of disturbing factors are violations of the delivery time of raw materials and supplies, a decrease in their quality, changes in the conditions of sales of products, violation of contractual obligations by related enterprises, etc. In addition to the indicated disturbance factors coming from the environment external to the enterprise, similar disturbing influences can arise within the enterprise itself. production systems. For example, equipment breakdowns, accidental violations of technological conditions, illness of enterprise employees, etc.

The information output of a production system is a channel for transmitting information to external organizations, for example, an association or ministry, which includes a given enterprise or tax authorities, etc. In any management system, the subject and object of management are connected by information channels through which control actions and information about state of the control object.

The enterprise management body in the classic three-level version consists of three layers. Information flows circulate inside and outside these layers. From top to bottom - control actions, from bottom to top - feedback information, horizontally - exchange of information between internal objects of the same level, as well as between internal and external objects.

The management mechanism itself includes management personnel, computer networks, financial, information and other resources. The task of production management comes down to rational management of resource flows (material, energy, financial, information, etc.).

Modern conditions are characterized by a significant increase in the number of information flows within an organization due to the constant expansion and complexity of their structure. Increasing the efficiency of managing information flows in an organization in modern economic conditions is very important, as it directly affects the productivity of both employees and the organization as a whole.

A huge number of specific individual communications being implemented are combined and create information flows of the organization. Information flow refers to the directed movement of data from sources all the way to consumers. Data regulation in information flows aims to eliminate data repetition, reduce data paths, apply suitable transmission configurations and guarantee optimal data interchange in the organization.

The basis for high-quality data flows is considered to be the implementation of the conditions for selecting a suitable form of data transmission and selecting suitable technological processes for transmitting information. Effective management of information flows in practice can be considered as an important factor for success in achieving goals important for organizations. But at this time there is no general approach to regulating information flows.

The following typology of information flows can be formed:

1 According to the speed of encoding and transmission of notification:

a) fast;

b) slow;

2 By purpose

a) public;

b) special;

c) secret;

3 By value

a) full;

b) useful;

c) relevant;

d) outdated;

a) unidirectional;

c) branched;

5 Depending on the side of origin

a) flows created by the sender of information;

b) flows arising at the expense of the recipient of information;

6 By functional area

a) warehouse;

b) financial;

c) personnel;

d) marketing;

e) technological;

f) administrative

A special role in the management system of an organization is played by “barriers” to the effective formation and application of information flows.

“Barriers” to the formation and application of information flows are an obstacle that prevents the best flow of information processes (collection, processing, accumulation, storage, search, distribution and dissemination of data) in an organization. The characteristics of the “barriers” are presented in Figure 1. There are a number of “barriers” to the movement of information flows that significantly hinder the flow of significant data to the head of the organization. Such “barriers” are fully characteristic of production organizations.

Figure 1. Characteristics of “barriers”

1 Coordination-structural imperfection

4 Methods of processing information flows

5 Effective classic settings of the administration for its employees

6 Opposition from the middle level

But taking into account the peculiarities of the modern economic environment, the role of information and communication technologies, the development of the digital economy, etc. It is also necessary to highlight the following specific and significant barriers:

1 The infrastructural barrier lies in the contradictory functioning of the information network that supplies management decision makers with new information about the state of affairs in the organization;

2 Imbalance of interests of management and interests of employees in the process of implementing management decisions;

3 Technical barrier - loss and distortion of business information due to failures or insufficient use of the necessary equipment;

4 Technological barrier - loss and distortion of business information due to failure to use the necessary information processing technologies.

Figure 2 shows the location of “barriers” in the organization.

Figure 2. Types of information flows and “barriers” associated with their formation

In Figure 2, an imbalance of interests may occur between the CEO and the sales team. Misunderstandings may arise between the accounting department and the bank, the sales department and the warehouse. Technical barriers can arise in any department of an organization. To overcome the technical “barrier”, you can use tools such as additional training for employees to work with existing information technologies (if the available software is not used to its full extent); Carry out additional preventive maintenance of equipment in order to avoid operational failures. The imbalance between the interests of management and the interests of employees can be resolved by conducting additional corporate seminars, trainings; working with a corporate psychologist can also help resolve misunderstandings between the parties. Senior managers must be able to correctly convey to employees what is required of them, what goals the organization pursues when making decisions on a particular issue.

The above “barriers” are largely related to the management of the organization and belong to internal circumstances. Thus, it is possible to highlight that the favorable outcome of the manager’s activities depends on the data provided on time, which he uses for the purpose of planning, analysis, control and implementation of management and timely adoption of management decisions.

One of the main and effective ways to develop an organization is to create a fairly convenient information system that facilitates the adoption of prompt and reliable management decisions. A component of such development can fully be the identification of information “barriers”, as well as work on them, to reduce their impact on the quality of the organization’s activities. In this regard, a significant component of transforming the organization’s management system can be considered its restructuring and the formation of electronic administration. Restructuring an organization's management system is a change in the organization's management system using the latest information technologies in order to increase the productivity of information flows. The fundamental goal of restructuring the management system is the formation of electronic administration of the organization. The theory of the electronic office plays a significant role in modern works on economic informatics. It is based on the ideas of flexible integration of advanced processing technologies into the activities of classic offices (organizational management bodies). The final goal of implementing the electronic office concept is to reduce to a minimum the amount of intra-organizational losses in the management process through the transition from classic (paper) document submissions to their electronic counterparts.

Thus, in the course of using the latest information technologies in order to form an electronic office of an organization, it is necessary to focus on solving two issues: moving information flows in the organization’s management system, selecting and overcoming standard “barriers” to their effective development and application in the organization’s management system. By paying attention to the main characteristics of information flows, the manager can count on increasing the productivity of data transmission in the organization. In this case, information flows acquire system-forming abilities. Any local task to improve data transmission performance, as it is resolved, will be commensurate with work in the external environment.

The most important part of the organization’s activities is the development of a system of methods (tools) for managing or overcoming (eliminating) “barriers” associated with the formation and management of information flows, since the elimination of “barriers” or their effective management directly affects management decision-making, which in turn influences the competitiveness and performance of the organization.

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