Russian industry is a key industry that determines all the specifics of the national social economic development. The coming 21st century predetermined not only a change in the technological order, but also a change in the social structure, which is a direct consequence of the processes that took place in the sectors of the real and financial sectors of the economy, as well as in the scientific environment and society in the second half of the 20th century. Science, innovations and technologies are currently forming a new social and economic space in which fundamental and applied knowledge plays a leading role. The leading role of knowledge in ensuring sustainable socio-economic development at the macro- and micro-levels is justified from a scientific and practical point of view, and it is important that special attention is paid to the production of knowledge at all hierarchical levels of the national socio-economic system. There is a sufficient variety of approaches to considering the essence and content of the innovation environment, but as V.M. Trofimov, "... they all come down to a common feature: this is the environment of the participant (participants, subjects) of the innovation process, which influences his (their) innovation activity ...". In the last quarter of the 20th century, B. Lundvall proposed the concept of a national innovation system (innovation system). The definitive definition of which was given as follows: the national innovation system is a set of elements and relationships interacting in the production, dissemination and use of new economically useful knowledge. At the same time, the boundaries of the national innovation system are considered equal to the boundaries of the nation state. Subsequently, the original definition given by B. Lundvall was repeatedly reformed in the direction of complication. In particular, some Russian scientists and researchers suggested considering the national innovation system as “… a set of individual institutions that jointly and individually contribute to the development and dissemination of new technologies. These institutions form the structure (framework) within which governments formulate and apply policies in order to influence the innovation process. In essence, this is a system of interconnected institutions for the creation, storage and transfer of knowledge, skills that determine new technologies ... ". In turn, J. Metcalfe, who adheres to the institutional and functional definition of the essence of the innovation system, points out that this system it is an institutionalization designed to create, store and transmit the knowledge, skills and artifacts that define new technologies. The definition given by J. Metcalfe is closest to understanding, firstly, the essence of innovative transformations and changes, as well as to understanding what is the result of the creation and transfer of knowledge. And, secondly, this definition is not complicated by additional definitions that are unable to reveal the nature of the innovation system. Continuing the institutional idea of the formation and development of the innovation system, K. Freeman believes that national innovation systems should be considered as a kind of institutional network covering the public, scientific and industrial sectors, the functioning of which contributes to the dissemination of innovative technologies. At the beginning of the new decade of the 21st century, Stanford University professor G. Itzkowitz revealed the idea of a three-way interaction of three key institutions: government, business and science (in the terminology of G. Itzkowitz, the institute of science is formulated as “universities”), which was called the triple helix model model). But at the same time, it should be understood that institutionalization is just one of the aspects that ensure the sustainable development of science-intensive business, including innovative ones. industrial enterprises, within the framework of the new socio-economic space that is currently being formed. An equally important aspect is the internal ability of these economic entities to upgrade and develop in a changing environment. And the main role here is played by the financial capabilities of enterprises, primarily the ability to maintain financial stability in a transitional economy, since it is the financial component that largely determines the level of provision of an enterprise with a material and technical base (development of infrastructure support), the availability of qualified personnel, the availability and accessibility raw materials and supplies. As a system category, the concept of financial sustainability is considered by most Russian and foreign researchers, with the main attention being paid to the ability of both individual businesses and corporate structures, and the socio-economic system as a whole to effectively and rationally provide its activities with financial resources for the purposes of long-term functioning and development. . Development is a complex, irreversible, but natural process of qualitative change that takes place in socio-economic systems. This process is aimed at obtaining new qualities by the system, while maintaining the main system properties and the most important previously acquired quality characteristics. The acquisition of new qualities by the system, as well as their successful preservation, the most ideal transformation occurs under the influence of forces and factors of the external environment. This means that the internal environment of the socio-economic system is not closed. The external environment is considered as a set of incentives and factors that give impetus to the development of socio-economic systems, these impulses can transform the path or trajectory of the development of the system and set new, previously unseen points of growth. A change in the state of the socio-economic system (its internal environment) is considered as the ability to self-organize (the ability to streamline the elements of the system after the system has gone out of balance and acquired new properties). Against the background of any social and economic changes occurring at the macro level, transformations are also taking place at the micro level (including at the level of individual innovative industrial enterprises). These transformations, as a rule, are dependent and systemic. In particular, financial condition many Russian industrial enterprises, including those operating in the science-intensive sphere, continues to be unstable, and financial development these entities cannot be considered stable, which undoubtedly casts doubt on the ability of innovative industrial enterprises to upgrade. In our opinion, the unstable financial development of innovative industrial enterprises in Russian economy due to at least two main reasons: - firstly, a short historical period of functioning and development in market conditions, hence the problems of insufficient managerial experience; - secondly, with the imposition and cumulation of negative factors associated with domestic and foreign economic financial crises. The decline in the overall level of solvency is due primarily to the fact that many Russian industrial enterprises prefer to finance their activities through short-term and long-term loans. Many research organizations indicate that the most “credited” are high-tech industrial and manufacturing segments, which is primarily due to the significant capital intensity of their activities and the need for regular internal updates. It is also important that research and development is the most expensive component of the activity of innovative industrial enterprises. From a behaviorist point of view, an increase in debt financing in the activities of the real sector of the Russian economy can be considered as a “disciplining factor”, while there is an increase in the costs of securing loans and credits, but at the same time there is a decrease in agency costs. Therefore, on the one hand, the growth of debt financing in the activities of innovative industrial enterprises indicates the intensive development of the Russian financial market, but on the other hand, a decrease in the level of self-sufficiency with financial resources can be regarded as a very alarming signal of a decrease in the overall level of financial stability. This, in turn, can negatively affect not only the ability of the economic entities under consideration to update and modernize, but also the quality of inter-firm cooperation, since the financial side of inter-firm interaction determines both the structure and the specifics of the organization of relations between enterprises. It should be noted that the modernization of the industrial sector Russian Federation is an objective necessity, since the level of depreciation of the main production assets enterprises is quite high. According to Federal Service state statistics, the depreciation of fixed assets of Russian industry in 2005 was about 50.6%, having increased to 53.2% by 2010, at present (as of 2013) the depreciation of fixed assets (infrastructure support) in industry is about 52, 9%. Obviously, with such a high level of depreciation of the infrastructure support of the Russian industry, there can be no talk of sustainable innovative development, as well as the formation and evolution of a national innovation system based on industrial science-intensive production. In order to create a full-fledged innovation environment in the Russian economy, as well as to implement the triple helix model of sustainable development national economy, needs to be upgraded industrial production. At the same time, the modernization of the Russian industry must be considered from two key positions: microeconomic and macroeconomic. Further, it is necessary to explore these aspects of modernization in some more detail. In management theory, sociology and innovation theory, modernization from macroeconomic positions is generally understood as the process of transition from a traditional society and economy to an industrial society and economy, and from an industrial socio-economic structure to a post-industrial one. Researchers who consider the macroeconomic aspect of modernization point out that from a historical point of view, the modernization process has three different meanings: - firstly, as the specifics of the transformation of socio-economic systems and the formation of national innovation systems in Western European countries and the United States in modern times (the so-called "reference modernization » internal national development); - secondly, as a specificity of the transformation (quite often accelerated) of socio-economic systems and the formation of national innovation systems in countries that are not related to Europe and America (the so-called "catching-up modernization" of internal national development); - thirdly, as a general specific process within which patterns and conditions for the sustainable development of national socio-economic systems are formed. Aggregating the above values of modernization, both as a socio-economic phenomenon and as a process occurring within the framework of national economies, A.S. Golkov, points out that “... modernization is the introduction of certain improvements into the existing system, bringing it into line with modern requirements. Modernization in relation to the country's economy means the adoption of certain measures that contribute to the improvement of the economic system, bringing it into line with the latest trends in the world economy ... ". Therefore, the main goal of the modernization of Russian industry is the formation of its modern model. However, along with this main (strategic) goal, the modernization of the industry of the Russian Federation currently has additional (current) target areas that can be interpreted and structured as follows: material base industrial production; - restructuring of the economy structure, i.e. reduction in the share of primary industries; - increase specific gravity in the economy of those industries that are a catalyst for economic development (science-intensive, high-tech industries that ensure the formation of an innovative environment and the development of an innovative system in it according to the triple helix model). In essence, the evolution of theoretical provisions on modernization allows us to speak of development that is sustainable in terms of a combination of economic, social and environmental criteria - on the assumption that all these criteria are characterized by the desire for balance and reduction of disparities as internal characteristics. In essence, we are talking about the transition from the modern "economics of resource use" to the economy of their "system reproduction". The need for such a transition is dictated by the fact that the existing ideas about the "automatism" of the market are valid, in fact, only for the use of resources. On the contrary, the processes of their reproduction under conditions market economy become noticeably more complicated, go by the wayside, and they result, for the most part, outside market relations, without arousing commercial interest, falling out of the sphere of market interests. It is advisable to supplement modern strategies for the modernization of industrial enterprises with new essential characteristics and consider this process as a socio-ecological and economic form of economic activity, which ensures the preservation and increment of the achieved level of its state at a certain time interval, provided by an increase in the efficiency of using financial, economic, intellectual, innovative and natural resources of the enterprise in management and technological processes, which allows you to determine the priorities of modernization and transformation. At present, the fundamental factors in the development of any economic system are innovative ones, including a new type of system equipment, new technologies, a new organization of labor and production, a new motivational system, and entrepreneurship. These are precisely those innovative components that, as a whole, are able to transform the production sphere, updating the production apparatus, preparing and encouraging a person to use it effectively. Turning to the microeconomic aspect of studying the essence, goals and objectives of modernization, it should be noted that, on the one hand, the understanding of modernization processes at a given level can be considered exclusively in a utilitarian context. And this means that modernization should be understood as a complete or partial update. active share fixed production assets of an enterprise (including an innovative industrial enterprise) by re-equipping, improving or replacing morally and physically worn-out means and objects of labor. It should be noted that this definition also combines methods of technological re-equipment through the acquisition of special modules, elements or other parts for existing equipment and methods of technological renewal. The latter is understood as the replacement of the worn-out part of the technological equipment of industrial enterprises with new tools and objects of labor that meet modern requirements for safety, efficiency and rationality of use, subject to their environmental and social safety. But on the other hand, the modernization processes of the microeconomic level must be considered more broadly, i.e. from the position of expanded reproduction not only of physical and monetary capital (material, technical and financial base), but also from the position of expanded reproduction of the intellectual capital of modern innovative industrial enterprises. Therefore, the modernization and renewal of activities to ensure a balanced and sustainable development of modern industrial enterprises, including those operating in the field of high technology production, some researchers tend to interpret as a "new management philosophy" . This approach is not devoid of rational grain, and its essence lies in the fact that the modernization of an innovative industrial enterprise is a systematically implemented process, which is aimed not only at regularly updating the material, technical and technological base (infrastructure support), but also at regularly updating the business model and the existing structure for managing the activities of the enterprise, as a complex, non-linear dynamic socio-economic system. Thus, as intermediate conclusions, it is necessary to formulate a definition of the concept of "modernization" in relation to the macroeconomic and microeconomic aspects of this phenomenon and process. From a macroeconomic point of view, modernization is a consistent paradigm shift in the organization and structuring of the intranational socio-economic space through the intensive use of the cognitive factor. Modernization, as a macroeconomic process, is primarily aimed at ensuring sustainable national development and increasing the level of national security. In addition, modernization processes provide a qualitatively new institutionalization in which the national innovation system develops on the basis of systematic interaction between the state, business and science. From a microeconomic point of view, modernization should be viewed as updating the internal environment (including: structures and management systems, functional subsystems, business process hierarchies, infrastructure support), as well as the business model used as part of the development strategy. At the same time, modernization, as a process, from a macroeconomic point of view, is a transformation aimed at advancing the development of the internal environment and, in general, the used business model of the enterprise in accordance with the identifiable current and upcoming changes in the external environment. It is undeniable and undeniable that the modernization processes of the macroeconomic and microeconomic levels must be coordinated, the mismatch of these processes does not allow the formation of an optimal innovation environment and stimulate the development of the national innovation system. As mentioned above, the current state of innovative industrial enterprises is not characterized by sufficient financial stability, which in turn indicates the lack of funding for the processes of modernization and renewal at the microeconomic level. Accordingly, one of the features of the modern process of modernization of the microeconomic level (the level of individual innovative industrial enterprises) is the fact that it cannot be stably supported by such an internal source. investment resources, as a reinvested part net profit. This is due to the fact that in the conditions of post-crisis development, not all modern industrial production, including innovative industrial enterprises, have the opportunity to obtain a sufficient level of profitability. World experience and domestic practice of the functioning of industrial enterprises in a market economy indicate the need to activate the renewal / modernization mechanism through the intensification of inter-firm cooperation, the use of tax incentives and targeted government programs. But it is worth noting that the problems and the need for modernization arise in the framework of the development of a single enterprise when the results of its activities (production with the help of the existing infrastructure support and the business model used) in one way or another become inconsistent with the goals and objectives of the planned strategic development . From this we can conclude that the main goal of modernization at the microeconomic level (the level of a single innovative industrial enterprise) is to constantly bring infrastructure support and the business model used to the state that corresponds to the targets of the current functioning and long-term (strategically sustainable) development of the enterprise. The specified goal of modernization of innovative industrial enterprises can be achieved by implementing such a model for managing this process, which ensures the effectiveness of the modernization measures taken. Effective modernization at the microeconomic level is the elimination of complete or partial depreciation of infrastructure support and ensuring the rationality of the business model used, which allows the enterprise to remain competitive in the market and develop not in a crisis-cyclical, but in a wave spiral rhythm. The choice of the way to modernize the enterprise depends on the development goal, on the strategy implemented by the enterprise, as well as the technical, technological and logistical study of issues. Industrial development strategies, to date, are limited to the framework of individual regions without integrated approach to the consideration of this issue. In addition, at the present time there is a situation in which not always the heads of enterprises intend to invest financial resources in renewal, and at the same time postpone the solution of environmental problems. However, the environmental component of the modernization and renewal of innovative industrial enterprises can be considered as one of the most important in the context of ensuring sustainable development at the macroeconomic and microeconomic levels. When developing modernization measures, namely, when developing a concept for a new production (or reconstructing an existing one), a new technology or its partial improvement, along with the solution of technical and technological problems, optimization of movement and stocks in the supply of production, minimization of the duration of the production cycle, minimization of losses and downtime, modernization of the entire technological chain of the production cycle. In addition, and this is also important, within the framework of modernization measures, as has been repeatedly shown above, issues related to updating and improving the strategic business model used should be addressed. From a theoretical point of view, the general tasks of modernizing the production of innovative industrial enterprises can be structured into several main groups, which are presented in Table 1. Table 1 The main tasks of modernizing the production of innovative industrial enterprises ) - assessment of the needs of the enterprise in the modernization of equipment and technology; - selection and development of a planning solution for the arrangement of existing and newly purchased equipment within a single technological chain; - selection of new equipment within the framework of the entire production technology; - development and selection of unique technological equipment capable of solving multi-purpose modernization tasks. Modernization of production within the framework of existing technologies and the used business model - identification of "bottlenecks" in technology; - determination of the impact of "bottlenecks" in the application of technology in adjacent areas, the impact on the environment; - drawing up a scheme of "productivity of the material flow", with the definition of the elements of the system, due to which improvement is possible, or which of them require replacement with similar ones in terms of performance; - comparison of costs for improvement and replacement of equipment within the existing technology and forecasting economic characteristics production and sales Cardinal change in technology, equipment within the framework of the business model used - the emergence of demand for products with qualitatively new characteristics (design, consumer properties, environmental safety, reliability); - calculation of the financial burden and risk assessment of demand fluctuations; - Enlargement and alignment of departments in the sequence of the movement of the production cycle of manufacturing the product (accordingly, it is not advisable to transfer outdated equipment at the same time). Modernization of the technological chain and improvement of the business model Independent and cooperative design and implementation of new production and management technologies with restructuring or complete renewal of the links of the technological chain innovative industrial enterprises. These can be tasks aimed at both the creation and implementation of local solutions for updating and modernizing production activities innovative industrial enterprises, as well as the tasks associated with the complete renewal of the business model used. At the same time, tasks that can be attributed to the most complex ones (a radical change in technologies or modernization of the technological chain and business model) cannot be solved without using the possibilities of intercompany cooperation. This is primarily due to the fact that not every enterprise has the ability not only to finance the modernization and renewal processes, but also to provide these processes with other necessary resources. In general, it is possible to single out the key components of the modernization processes of enterprises by presenting them in the form of Table 2. Table 2 Key components of the modernization processes at enterprises Component Content of the Component Principles for managing the modernization of an enterprise ) increasing the value and role of the enterprise in the economy of the region management of the modernization of the enterprise should guarantee the preservation of the economic, social and environmental sustainability of its development Compliance of the principles of management with the criteria for sustainable development Functions of the management of the modernization of the enterprise 1) basic management functions (planning, organization, leadership, control) 2) environmental protection and regulatory functions 3) social functions 1) economic and social methods 2) administrative and organizational methods 3) legal and institutional methods Enterprise modernization management methods iya Toolkit for managing the modernization of an enterprise 1) stimulation and motivation of innovative activity 2) increasing investment attractiveness 3) inter-company cooperation and cooperation with the non-profit sphere 4) use state support modernization processes 1) rationality and economic feasibility 2) environmental, social and legal security of decisions made 3) compliance of decisions with current trends and upcoming changes Requirements for enterprise modernization management The environmental factor in modernization processes as a dominant component of the development efficiency of a modern innovative industrial enterprise, among other factors , involves the development of new economic and financial mechanisms that will provide support and priority for the creation of such business models, the result of the implementation of which in practice will be expressed in minimizing the anthropogenic impact on the environment. Taking into account the environmental factor in the planning and implementation of modernization processes within the framework of innovative industrial enterprises is becoming mandatory in modern conditions. It can be concluded that innovative industrial enterprises are a key segment of the real sector of the national economy, the basis for the formation of an innovative environment and a national innovation system. In addition, modern innovative industrial enterprises are a key link in interaction based on the triple helix model (state, business, science). At the same time, the formed concepts of interaction, functioning and development are not static, and must be in constant progress - systematic modernization and renewal of the macroeconomic and microeconomic levels are the basis for sustainable development. The ability of enterprises to update is absolutely important, and here, first of all, what matters is the financial condition of the enterprise, the level of its production and technological development, the quality of inter-firm cooperation, the availability and availability of material, labor, and knowledge resources. At the same time, modernization can concern both the internal environment (its individual components and functional subsystems), and the business model used as a whole. The modernization of innovative industrial enterprises should be a purposeful and systematic process, within which the key tasks of ensuring sustainable development and increasing competitiveness are solved. The processes of modernization at the microeconomic level must be coordinated in their general concept with the processes of modernization and renewal of the macroeconomic level. It is also important here that the processes of renewal should level out the currently existing dialectical opposition between the essence of modernization and innovation.
Modernization of production is carried out in an extensive and intensive way.
Extensive modernization methods include an increase in the number of workshops, machines in the workshop, the number of employees, while maintaining the same production technology, without introducing innovations into the process.
Intensive ways to modernize production include improving technological process through the introduction of new methods of work, changes in the structure of the enterprise, the introduction of new technologies. In modern realities, increasing the efficiency of production is carried out in a mixed way.
Modernization of production by extensive and intensive methods is carried out in the following areas:
- automation of production, which is one of the main directions for the effective operation of the enterprise in the future;
- the mechanical part of the equipment. In this direction, the service life of equipment is improved, repair costs and equipment downtime are reduced. This is achieved by the purchase and implementation of more modern machines with large operating resources. For example, a machine made half of plastic, which costs much less than its predecessors, gives results in productivity and quality several times higher than previous models. To reduce equipment downtime in terms of the mechanical part, a number of organizational measures are introduced, such as optimization staffing repair service, optimization and tracking of equipment repair, advanced training of personnel for the repair and maintenance of equipment;
– improvement of production technology, production of more expensive, high-quality and demanded products. Improving the technology at the enterprise can also include improving the technological discipline of production, tracking the consumption of cutting tools, writing off raw materials and materials according to approved consumption rates;
- Modernization in the energy sector. At this stage, electricity costs are reduced, energy-saving equipment is installed, engines that are optimal in terms of power are selected in order to eliminate energy overruns.
Before choosing the direction of modernization of production, it is necessary to determine which part of it needs it the most. To do this, downtime is analyzed, as well as the costs of each part of production. To select a specific node to upgrade to overhaul, it is necessary to view the downtime for the year of all nodes for mechanical, electrical, technological parts and software.
The next step in choosing a node for the modernization of production is the expected result from the introduction of "know-how". The most advantageous and promising direction modernization.
The goals of production modernization are:
– release of new products and/or products with improved characteristics;
– increasing the efficiency of the technological equipment park;
– reducing the labor intensity of production processes and, as a result, optimizing the number of operating personnel;
– reduction of the duration of the production cycle for the manufacture of products;
– reduction of productive and unproductive losses;
– reducing the cost of the product through the use of advanced technologies, materials, saving energy and labor resources.
The main issue in the reconstruction of production is the assessment of the expected effectiveness of measures, which, in turn, depends on the technical, technological and logistical study of such issues as:
– the availability and need to modernize the logistics infrastructure (aggregates, production lines, warehouses, tracks, etc.);
– choosing a new technology or upgrading an existing one;
– selection of the composition of technological equipment;
– design and manufacture of special devices.
Consider also the modernization strategies associated with different types of enterprises:
1. Compensatory modernization. The determining factor in choosing this strategy is the orientation of the enterprise to the mass market of inexpensive products. The bottom line is modernization using domestic equipment, while modernization means the replacement of worn-out production units or the expansion of production, which do not entail qualitative changes in the operation of the enterprise. This strategy is effective in short-term adaptation to the market and is available to relatively small and weak companies. financial terms enterprises.
Not being able to make a qualitative breakthrough, the company achieves profit growth by increasing the physical volumes of production. Product innovations are often negative in nature, aimed at reducing product quality and thus achieving its price competitiveness. The enterprise passively adapts to an external environment that is unfavorable for the development of production, and in general this modernization strategy is of a safety nature, designed to provide short-term leadership at minimal cost.
2. Socially limited strategy. Typical for city-forming enterprises. In a certain sense, this is a containment strategy: having a significant (primarily financial) potential for further increasing production volumes and automating the production process, large enterprises often underutilize it due to raw materials, marketing and social restrictions.
A serious limiting factor in the modernization of this type is the status of the enterprise as the main employer in the region, bearing the burden of social facilities and forced to refuse to replace low-paid manual labor with modern equipment due to the inadmissibility of mass layoffs. Unlike the previous one, this strategy is largely reputational, that is, associated with maintaining the image of the enterprise due to the high quality of products, for the purpose of which expensive imported equipment is purchased.
3. Aggressive modernization. A strategy that fully realizes the potential of managerial modernization. It is characterized by a strategic planning horizon, the establishment of its own rules of the game in an unfavorable external environment, lack of legislation, corruption, unfair competition. Following such a strategy is possible if the enterprise fully possesses both social (qualified and motivated management) and technological ability, as well as the ability to attract long term significant amounts of financial resources.
The above directions of modernization should take place in conditions of a consistent and full-scale level of responsibility and independence of the enterprise.
The enterprise in Russia has been and remains the main cell, a kind of structural unit in a large-scale system National economy. Thus, the systemic modernization of the economy, covering all levels and divisions of the national economy, is based on identifying the key structural units of the strategy for modernizing the country's enterprises as the main links of the economy. It is the enterprise that should become the main testing ground for system modernization, since various aspects of modernization are based within its boundaries: technological, social, organizational and managerial, which are in close interaction, influencing the change in the entire system of the Russian economy.
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The economic bloc of the Russian government is unanimous in the opinion that during the period of high oil prices, the ruble was too expensive and this depressed investment activity, making imports cheaper. Official statistics confirm this point of view, pointing to the unimportant dynamics of capital expenditures.
This is “average temperature”: in industries that show resilience to crises or are seen as likely drivers of growth, the picture looks a little different. Although the process of modernization must be continued there, having assessed the results of the programs already implemented.
According to the International Monetary Fund, the average share of investment in the gross domestic product of developed countries is 20-21%. In Russia, since the early 2000s, the rate of accumulation corresponded to this level, and in 2007 it even exceeded 25% of GDP. Academician Abel Aganbegyan is convinced that half of the socio-economic development of Russia during the ten-year rise of 1999-2008 was associated with forced investment.
However, in 2009, capital spending declined and recovered to pre-crisis levels only in 2012, and then began to fall again. Abel Aganbegyan believes that this situation is explained economic policy, which was expressed in a targeted reduction in government spending of a capital nature and proposals investment loan in the banking sector.
Thanks to modernization, the largest refineries switched to the production of Euro-5 fuel
The Analytical Center under the Russian Government (ACPR) assessed the effectiveness of capital expenditures by calculating how many percent of GDP goes to investment in proportion to the growth of the economy by one point. In developing countries, this ratio is at the level of 3-5, and in developed countries it can be higher than 10. Russia, as it often happens, goes its own way.
In 2000-2008, due to the rapid pace economic growth this ratio was one of the lowest in the world - about 3. However, the crisis at the end of the 2000s and the subsequent slowdown in the economy increased the figure to 8.
Analyzing the structure capital investments, ACNR experts note that investments in machinery and equipment play a crucial role in increasing the level of labor productivity and production efficiency.
According to Rosstat, the share of equipment in total investments in fixed assets between 2005 and 2014 decreased from 41% to 36%. The decline was offset by excessive investment in construction, which pays off slowly and has little effect on efficiency growth.
“22% of all machines and equipment operate beyond their wear life. The retirement rate of fixed assets is maintained at an extremely low level of 0.7% per year, so the progressive obsolescence of these funds, machinery and equipment is pulling the economy down, moreover, every year more and more”,- complains Abel Aganbegyan.
At the last Gaidar Forum, the author of the slogan about modernization, Prime Minister Dmitry Medvedev.
“Of course, we carried out modernization, but not at the pace that we could have had if we hadn’t had such social spending. Throughout the preceding period, people's incomes increased faster than the growth of the economy. If you like, the growth of prosperity overtook modernization,” he admitted. It remains to decide what to do now, in the "skinny" years.
Speaking at the recently concluded St. Petersburg International Economic Forum (SPIEF), President Vladimir Putin called labor productivity the most important factor, which predetermines the overall competitiveness of the economy, market dynamics, acceleration GDP growth, salary increase. According to him, productivity growth of at least 5% per year is necessary. This is mainly due to the technological update that creates the basis for change.
“The leading countries of the world are looking for sources of growth, and are looking to use, to capitalize on the colossal technological potential that already exists and continues to form, primarily in digital and industrial technologies, robotics, energy, biotechnology and medicine, and in other areas. Discoveries in these areas can lead to a real technological revolution, to an explosive growth in labor productivity,”- said Vladimir Putin.
That is, it is not only a matter of the volume of investments, but also of their quality. The task is actually not to update the funds as such, but to move to a new level of efficiency, which is possible only with the introduction of innovative solutions.
“It seems that this is a very difficult or even impossible task, if you look at what we have going on with it today” the president acknowledged. Although, he added, there is progress in certain areas.
Since 2009, Russian development institutions have supported more than 20,000 innovative companies. By 2014, Russia became the third largest European venture investment market with a volume of about $480 million.
However, an MIT professor Lauren Graham classifies our country as one of those who have not yet been able to enjoy the fruits of the technological revolution, and compares Russia to small Switzerland, which exports much more high-tech products every year in dollar terms. “Russia was the first in Europe to create a digital computer with the hands of Sergey Lebedev, but who buys Russian computers? Why are Russians so good at developing ideas but so bad at selling them?” he asks rhetorically.
Noting the successes of domestic scientists, the expert points to the gap between science and business, which makes it difficult to commercialize inventions.
Advisor to the President of Russia Sergey Glazyev gives the following situation as an example: “Let's say 15-20 years ago we were ahead of the rest in experimental development of LEDs. And today the US produces 7 billion pieces of LEDs a year, and we are forced to buy them.”
There is also a gap between science and society. Head of VTsIOM Valery Fedorov notes the high level of awareness of Russians about innovations and their potential. However, most of our citizens do not consider the introduction of innovations an economic priority.
Director of the Institute for Statistical Research and Economics of Knowledge, Higher School of Economics Leonid Gokhberg convinced that Russian business and the state often invests in yesterday's technologies, ignoring the latest developments and markets or not knowing about them at all. According to the scientist, Russia is represented only in 3% of global research fronts. Topical issues are the price of oil, exchange rate, inflation, sanctions, geopolitical risks, while in developed countries there is a new industrial Revolution- digitalization of production is taking place, the composition of value chains, the nature and mechanisms are changing innovation activities, the network economy is developing. And it's time to focus on this in Russia.
But despite the fact that at the macro level the situation with investments does not look at all impressive, in certain sectors of the economy the situation is, with certain reservations, not hopeless. Dominic Barton, CEO of McKinsey, is confident that thanks to the growth of the 2000s, a number of segments were still in the process of technical re-equipment.
The expert cites the oil industry as an example. In 2000-2015, investments by domestic companies totaled about $300 billion, thanks to which dozens of complex projects were implemented. In particular, the modernization of oil refineries was carried out.
Largest enterprises switched from Euro-2 standards to Euro-5. The Nelson Index (an indicator of the quality of oil refining capacities) on average in Russia increased by a third - from 4.3 to 5.7 units, while there are projects where it is higher than 10. But this does not mean that the modernization in the industry has been completed: for comparison, in 2015, the average Nelson index for US refineries was about 12 units, for European ones - 8 units.
The Russian metallurgy did not stand aside from the course for renewal. During the period of high world prices for rolled steel, the volume of investments in fixed capital increased by 5.5 times in the industry. Even in the crisis year of 2009, capital expenditures practically did not decrease, enterprises completed the projects they had begun.
According to non-profit partnership"Russian Steel", in 2006-2010, the investments of Russian metallurgists per 1 ton of steel smelted exceeded the investments of some global industry leaders. Significant funds were invested in improving the environment, energy conservation, transport infrastructure. In total, in 2000-2015, the industry received more than $60 billion in investments.
AT new crisis the process has stalled, partly due to the completion of a number of major programmes, partly due to negative economic situation. Although there are projects that are ongoing.
Moreover, some of them are of interest not only at the national, but also at the international level - for example, Metalloinvest's emphasis on the development of the production of hot briquetted iron. It is especially effective in the production of high-quality steel, as it reduces the inclusion of non-ferrous metals and harmful impurities.
“In the manufacturing sector, contrary to the fears of economists who operate only with financial indicators, the real energy and technological efficiency grew,” the project manager believes. Alexander Martynov. -At the enterprises of the chemical and petrochemical industries, the increase was 1.6% per year, in mechanical engineering, the efficiency increased by 1.9%, and in the instrument and aircraft industries, the annual efficiency growth rate was 2.8 and 2.7%, respectively.”
It is clear that this is not the limit of aspirations. First, a few points up from a low base can hardly be called an outstanding achievement. Secondly, it is necessary to prove technological efficiency in a good way not only in Russia, but also in foreign markets where competition is strong. Declaring readiness to customize legislation, tax incentives and technical standards, provide access to financial resources development institutions, Vladimir Putin, in his speech at the SPIEF, noted that all domestic import substitution programs should actually be aimed at creating products that are competitive on the global market.
The state says it is ready to support export-oriented companies from R&D to assistance in certification, marketing, service organization and securing positions abroad. Business is interested in this, but at the same time it is against the excessive interference of the authorities.
“I asked the founder of AliExpress what was the key growth factor, and in response he said that the state did not interfere,”- said the head of Sberbank German Gref at the plenary session held at the SPIEF, the very name of which says a lot: “Technology is a pass to tomorrow. Change or die."
Vladimir Putin called international cooperation a catalyst for innovation, including with European countries. Now, however, the negative geopolitical background greatly hinders this. Although there were joint projects in previous years.
The Russian auto industry can be cited as an example, although it often becomes the subject of criticism. Finnish politician and businessman Jon Hellevig points out that from 2003 to 2013, Russia almost doubled the volume of car production.
“At the same time, all the classic Soviet models disappeared,” the expert notes. But today, more than half of the cars produced in Russia are foreign brands, produced at domestic sites in a significant proportion from imported components.
In 2012, for the first time in history, the share of cars produced by international corporations in Russia exceeded the share of imported and national brands. It exceeded 40% against 36% for imported and 24% for national brands. These changes were the result of the government's strategy to localize production through industrial assembly agreements.
But now on the agenda is the issue of deepening these processes and the transition to the production of products oriented not only to domestic, but also to foreign markets (for more details on the situation in the automotive industry, see the material in the Industry section). Whether it will be possible to solve it is still unclear.
Another industry where Russian companies created a serious technological backlog - the electric power industry. In 2000-2015, about $270 billion was invested in its development. These funds became a good incentive for mechanical engineering: domestic enterprises supplied turbines with a total capacity of 37.5 GW over the same period (to represent the scale, this is approximately 16% of the installed capacity of all power plants Unified Energy System of Russia).
The problem is that in a number of regions there was a local generation surplus. But, according to McKinsey, on average, localization in our power industry exceeds 50%, and in the three most important sectors it approaches 100%.
Russia produces 96% of equipment for nuclear power plants and about 90% for coal-fired power plants and hydroelectric power plants. Russia has the largest portfolio of third-generation nuclear power units and is developing fast breeder reactors with a closed fuel cycle and increased reliability.
Potentially, this is an interesting export item, because the construction of a nuclear power plant abroad means not only the fulfillment of a multibillion-dollar contract, but also the technological "binding" of the client for many years. However, the international nuclear market is highly competitive. And, as a rule, you can get an order only by providing a financial “cushion” to the project, that is, by investing in it yourself.
Agriculture has been able to turn into a driver of economic growth
Finally, without large-scale investments, the growth of agricultural production would be impossible. Over the past 15 years, the industry has increased in volume by 20%, while exports have risen by 44%. The total investment over 10 years amounted to about 140 billion dollars. And if in 2005 Russia imported almost half of poultry products, by 2014 the figure had fallen to 10%.
The share of imported pork has also sharply decreased - from 57 to 17%. The volume of imports of dairy products only in 2014-2015 decreased by 9%, despite the growth in consumption. AT agriculture However, another serious man-made problem now looms on the horizon.
According to experts from the Institute for Agricultural Market Studies, overproduction of vegetables is possible in Russia in the next two years due to the boom, chaotic and sharp growth in the construction of greenhouses. And it is not a fact that as restrictions on the import of products are lifted (for example, against Turkish suppliers), the disease will not become chronic.
These are just a few examples. In short, the conclusion is that modernization did not go as fast as it could, and has a number of side problems that also need to be addressed. And speaking in general, it is clear that a systematic approach is required to link all initiatives together and direct them towards achieving a common goal - putting the economy on a development trajectory that will start not from the favorable situation in commodity markets, but from the introduction of new technologies.
At the St. Petersburg Forum, Vladimir Putin announced the creation of the Presidential Council for Strategic Development and Priority Projects. In some way, this is a resuscitation of the idea of national projects, but if earlier they were aimed at solving social problems, now the range of interests is wider.
The President announced an increase in labor productivity, a change in the business climate, assistance to small and medium-sized businesses, and support for high-tech exports. In fact, we are talking about structural changes in the economy and the social sphere. Only this, most experts agree, can help Russia in the new global economic reality.
Maria Yakovleva
Trofimov Oleg Vladimirovich
Efimychev Yuri Ivanovich, Doctor of Economics, Professor of the Nizhny Novgorod State University. N.I. Lobachevsky, Russia
Efimychev Andrey Yurievich, Candidate of Economic Sciences, Associate Professor, Nizhny Novgorod State University. N.I. Lobachevsky, Russia
Shipilov Alexander Gennadievich, postgraduate student, Nizhny Novgorod State University named after N.N. N.I. Lobachevsky, Russia
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Sources:
1. Aganbegyan A.G. Lessons of the Crisis: Russia Needs Modernization and an Innovative Economy [Text] // EKO, 2010, No. 1.
2. Amosov A.I. Issues of transition to an innovative type of reproduction [Text] // The Economist, 2008, No. 5.
3. Ziyadullaev N.S. The project of modernization of the economy - the status of national [Text] // The Economist, 2008, No. 6.
4. Kuchukov R. Modernization of the economy: problems, tasks [Text] // The Economist, 2010, No. 1.
5. Modernization of Russia: conditions, prerequisites, chances. Collection of articles and materials. Issue 1 / Ed. V.L. Inozemtseva [Text]. - Moscow, Center for Post-Industrial Society Studies, 2009.
6. Senchagov V.K. Does the 2010 budget contribute to the modernization of the economy [Text] // Questions of Economics, 2010, No. 2.
1. Modernization of Lokosovsky GPP completed in Khanty-Mansi Autonomous Okrug
It has become easier and safer to process associated petroleum gas in Yugra. A large-scale modernization was carried out at the Lokosovsky gas processing plant. Now high technologies allow you to control the units remotely, from the operator room. From here, through computers, you can start and stop equipment, change temperature and pressure. Automation is capable of preventing an emergency without human intervention, and special sensors will warn of gas emissions into the air. It should be noted that about 400 million cubic meters of associated gas are supplied to the plant every year.
2. Energokontrakt increased the capacity to develop new models and designs of workwear
Since the beginning of 2017, the manufacturer of high-tech workwear made from aramid fabrics has increased its own capacity to develop new models and designs of workwear, investing about 9 million rubles. The experimental service at the Energokontrakt enterprise in Tomilino (Moscow region) expanded its own area by 7 times to 1350 m2. This will significantly speed up the process of creating new products and improving existing ones, and as a result, reduce the time for launching them into production.
Currently, more than 200 products made from "smart" fabrics are in operation - clothing for protection against electric arcs, oil and oil products, sparks and splashes of molten metal, and mechanical damage. Technological overalls are used throughout the country and abroad by power engineers, oilmen, welders, railway transport workers. The creation of each design and its preparation for mass production is a long process and almost an individual approach.
3. The Zvezda plant launched a workshop for the production of high-power gearboxes in St. Petersburg
The St. Petersburg plant of Zvezda PJSC, specializing in the production of diesel engines for warships and civil ships, has officially launched a workshop for the production of high-power gearboxes.
Modernized production site with a total area of 11,500 sq.m. expands the production and technological competencies of Zvezda PJSC as the leading Russian developer and manufacturer of heavy gear drives for the Russian military and civil shipbuilding.
The site will allow the plant to increase the maximum mass of produced gearboxes from 25 tons to 50 tons, which will provide an opportunity to supply the plant's products to large warships, including corvettes and frigates, being built at Severnaya Verf.
Reducer is integral part gas turbine unit, it allows you to transfer the energy of the power plant to the propellers of ships. Turbines for gas turbine units will be supplied by the Rybinsk NPO Saturn, which has completed the experimental part of the work and started mass production.
New Western machines and a 50-ton crane were purchased for the site. The Ministry of Industry and Trade allocated from federal budget 3.2 billion rubles. Today, 90% of the project is federally owned, another 10% belongs to Zvezda, which invested in the project land plot and the building that was on it before construction began.
Today, work is underway in the workshop to create the first gearbox for the Zubr-type hovercraft. In April, this gearbox will be tested in Rybinsk as part of the entire gas turbine unit.
The second stage of creating a workshop involves the purchase of a test bench. It is planned to be completed at the plant by the end of this year.
4. Pellet production modernized in the Moscow region
In January 2017, at the Bear Lake enterprise in the Moscow region, the existing pellet production was modernized and completed to a higher capacity.
The Bear Lake company is engaged in wooden housing construction: they build houses, baths, change houses. As a result of the production process at the enterprise in in large numbers waste wood is generated. For the past 3 years, the company has been operating a plant for the production of pellets from the resulting chips. In 2016, the company faced an increase in demand for products, in connection with this, it was decided to increase production volumes. To achieve this goal, the equipment was upgraded and a new granulator with a higher capacity - 1.5 tons per hour - was purchased from the Russian manufacturer of granulation equipment Doza-Gran.
5.
A modern electric heating furnace was put into operation in thermal shop No. 3 of Uralvagonzavod. The work was carried out as part of the modernization of the production of the head enterprise of the UVZ corporation.
The new furnace is designed for low tempering, the final heat treatment of parts. Furnace temperature range - from 170 С° to 300 С°. The maximum weight of loaded parts is more than 3000 kilograms. The equipment allows for low-temperature tempering of various parts and welded assemblies.
The operating modes of the furnace are controlled by a computer, on which the worker sets the necessary parameters: temperature, time, heating, holding and cooling rates - and then only monitors the progress of the process. The thermists of the workshop have undergone special training to work on the electric furnace.
The introduction of a new electric heating furnace with computer control will improve the quality of heat treatment of the part due to the reliable implementation of the established operating modes of the furnace, its modern design and the materials used.
6. Installation of new robots completed in the workshop for welding and assembly of cabins of the KAMAZ press and frame plant
Fanuc robots are installed on the high roof welding line, where the roof for the cabins of KAMAZ trucks of four models is assembled. It is noteworthy that seven robots were changed in two months without stopping production.
According to the project manager, head of the industrial electronics department Almas Gilmanov, the first generation of robots has been working on the automatic high roof welding line for the past 28 years. During this time, the machines have worn out and could significantly affect the quality of welding. In order not to let down colleagues from the automobile plant, the specialists of the RPZ reduced the speed of the line, in this case the commands were carried out by robots more clearly. In recent years, 15 roofs per hour were barely cooked on it, while the automatic lines on which other components were cooked are designed for a speed of 40 pieces per hour.
“To ensure the synchronization of the flow, the “roof” was welded without stops, but even at this pace of work, there were delays in sending the frames to the main assembly line. Modernization of the line was supposed to correct the situation, Gilmanov explained. - But if we updated the five lower robots with one controlled axis, then the improvement of the upper line of more complex units raised questions. The cost of spare parts for them exceeded the price of new cars. But now the equipment of the PRZ has jumped immediately through three generations of robots, the fourth has replaced the first. ”
Since the robots of the Japanese company Fanuc were not used at KAMAZ before, they had to thoroughly study new products. A separate post was prepared for the first Japanese at the plant. To coordinate the movements of the electronic assistant, he was first handed flags into his "hands", and only then they attached welded tongs. At the beginning of the project, the program modules were prepared by two specialists, after training their number increased to 20. The carrying capacity of the new units is one and a half times higher than that of their predecessors, and the productivity is five times higher. Fanuc cooks 30 roofs an hour, but can work even faster.
As Gilmanov noted, now is a very convenient time for the introduction of robots, primarily in welding operations. There are not enough specialists with the necessary qualifications, the work is harmful, and new technologies will provide a different level of product quality. One of the most likely options is the welding section of the fuel tank mounting bracket in the chassis shop. The production volume of the part is very large, about 150 thousand copies per year, and it is problematic to cope with such a quantity without robots.
7. The main equipment of the catalytic reforming unit of the Euro+ unit was installed at the Moscow Oil Refinery
The installation of a key element of the catalytic reforming unit of the Euro+ combined oil refining unit has been completed at the Moscow Oil Refinery. The installed reforming column, a process of secondary oil refining that ensures the production of components for high-octane gasoline, weighs 150 tons and is 60 meters high.
The new column consists of four reaction apparatuses located one above the other, where the gasoline fraction will be supplied from the primary oil refining units for interaction with the catalyst. Thanks to state-of-the-art continuous regeneration technology*, the catalyst recovery process will take place without stopping the equipment. This will further improve the efficiency of production.
The capacity of the catalytic reforming unit in terms of feedstock will be 1 million tons per year. The construction of the Euro+ plant began in 2016, and 20% of the work has been completed to date.
11.6 thousand piles were sunk into the ground. 24 thousand cubic meters of concrete were poured - 75% of the total volume. 9 thousand tons of metal structures were delivered to the plant. 22 out of 31 units of large equipment have been installed. general contractor for the construction of "Euro +" is NIPIGAZ, the leading Russian center for design, supply and construction management.
The construction of a modern combined Euro+ oil refining unit is one of the main projects of the second stage of the complex modernization of the Moscow Refinery, which has been carried out by Gazprom Neft since 2011.
The commissioning of Euro+ will allow the Moscow Refinery to increase the yield of light petroleum products, switch to an extended four-year turnaround time, improve energy efficiency and further reduce the environmental impact of production.
8. The project of OJSC KUMZ "Rolling Complex" (2nd stage) has entered the final stage
In accordance with the schedule, commissioning work began at the sections of the second stage of the new rolling complex of OJSC Kamensk-Uralsky Metallurgical Plant.
About 300 specialists from various companies are involved in commissioning according to the hot rolling mill. The first section of the inlet group of the roller table on the roughing stand was launched, and the components and mechanisms of the roughing stand of the hot rolling mill are being checked and stage-by-stage commissioned.
Danieli-Froehling's hot rolling mill will produce hot-rolled plates up to 3,500 mm wide and hot-rolled plates up to 4,300 mm wide and, once commissioned, will become one of the three widest hot rolling mills in the world. The length of the barrel of the working roll of the roughing stand of the mill is 4600 millimeters, the length of the barrel of the working roll of the finishing stand is 3700 millimeters.
At the ingot milling section, the testing of the functioning of units and mechanisms is being completed, the next step will be the development of production and technological modes. The milling unit, designed and manufactured by MFL specifically for KUMZ, is designed for milling ingots up to 2500 mm wide and up to 7000 mm long.
At the site of thermomechanical processing of plates, a check is being completed electrical networks and automation systems of the hardening unit of the Ebner company, washing work was carried out on the 4-sided cutting unit of the MFL company, work was carried out to check the electrical systems and control systems, work was done to check the control systems of the pumping station of the SMS-MEER 120 MN straightening machine and phased launch of pumping units.
For reference
The implementation of the Rolling Complex project will ensure the supply of qualitatively new (in terms of geometry and range) semi-finished products, and multiply the share of Russian products made from the most modern aluminum-lithium alloys in the total volume of their supplies to leading domestic and foreign corporations.
The design capacity of the complex is 166 thousand tons, but the capabilities of this complex are almost 2 times higher. The rolling complex is being built with the prospect of fully providing the developing Russian industry with semi-finished products and products from aluminum alloys.
Since 2012, when the project was launched, the volume of investments in it has exceeded 45 billion rubles. The project is being implemented using own and borrowed funds, with Gazprombank acting as the main creditor of the project.
9. SITEK RUS has completed the modernization of the broaching machine MP1-945
At the beginning of March 2017, the modernization of the horizontal broaching machine model MP1-945 (similar to 7A534) for the Customer was completed, which will be used for pulling herringbone grooves in turbine disks.
Processed materials are heat-resistant metals and titanium alloys.
When implementing the project, the shortcomings in the design of the manufacturer were taken into account and corrected:
Setting and management of traction parameters based on the SIEMENS programmable controller, such as:
Video from youtube.com/ https://www.youtube.com/embed/9y7gqXvdH14
10. A new workshop was opened at the Zaliv plant in Kerch
Today, the shipbuilding program of the plant includes ten orders, some of them have already completed the formation of the hull, and the enterprise has a need to return to the production cycle those divisions that will take over the work on completion and saturation. And the creation of a new workshop - electrical installation - is one of the stages of this planned work.
For many years, the building, which will now house the workshop, was mothballed, the existing equipment required repair or complete replacement. At present, the workshop is ready for operation, crane equipment has been restored in it, devices for harvesting and measuring cable products, screw-cutting and drilling machines, a guillotine have been prepared for operation, supplies of necessary components have begun, etc.
The workshop faces important tasks for the preparation, installation, adjustment and testing of all electrical systems and devices on orders under construction, and the implementation of these works dictates the need to attract electrical installation specialists to the enterprise. Already today "Zaliv" is ready to employ up to 140 people of this specialty. The launch of the new workshop became another step for the Zaliv plant on the way to the construction of turnkey ships.
11. A new vacuum heat treatment center was put into operation at the Sverdlovsk Tool Plant
June 19 at Sverdlovsk region JSC SIZ put into operation a vacuum furnace for heat treatment. The launch of this section at the Sverdlovsk Tool Plant will expand the range and improve the quality of products, and ensure high competitiveness for the enterprise.
Investments in the project amounted to 60 million rubles, part of the funds came in the form of a soft loan from the federal budget, part of the costs - 6.9 million rubles, were compensated to the enterprise from the regional budget in 2016 as part of the state program of the Sverdlovsk region aimed at modernizing and re-equipping production facilities enterprises of the Middle Urals.
The new IPSEN vacuum furnace is a high-tech equipment designed for annealing, hardening, and tempering of high and medium alloy tool steels.
Parts in the furnace are evenly heated up to 1300 °C, followed by cooling with nitrogen. As a result of vacuum heat treatment, the parts retain their geometric dimensions with minimal warping, which greatly facilitates their subsequent machining. This technology also makes it possible to avoid oxidation and decarburization of the surface layer; products after heat treatment do not change color and do not require additional cleaning.
A single load into the furnace is 600 kilograms of metal products, the processing volume per month is 40 tons. Modern equipment significantly reduces the labor intensity in the production of tools, allows you to provide a guaranteed result during hardening, which is impossible when using the traditional method in salt furnaces. In addition, the burden on the environment is reduced and energy is saved.
“This is an environmentally friendly technology, since nitrogen is taken from the air and returned back without harmful impurities. A clean oven for us is a mandatory issue for the social protection of workers. In addition, in seven to eight years of operation, the furnace will pay for itself only by saving electricity,” said Vyacheslav Medvedev, Chairman of the Board of Directors of OAO SIZ.
JSC "SIZ" specializes in the production of high-precision complex cutting tools, which are used in the machine tool, defense, oil and gas, agricultural, automotive and aviation industries.
In the Sverdlovsk region, a consistent industrial policy has been built for the development of the machine-tool industry; production complex, including over 15 large, medium and small organizations. These enterprises produce more than three thousand items of products that are in demand in Russia and abroad.
12. Shvabe has expanded its capabilities in the field of processing optical parts
An enterprise of Shvabe Holding put into operation a Taiwanese portal milling CNC machining center with numerical control. This high-tech equipment is capable of processing large-sized optical parts up to 3.7×4 meters in size and weighing up to 21 tons.
The new machine was put into operation in the 1st quarter of 2017 in the department for processing large-sized optics of the Shvabe Holding enterprise - the Lytkarino Optical Glass Plant (LZOS). It was purchased as part of a comprehensive development plan for the LZOS enterprise.
“The large surface of the movable work table allows us to carry out highly efficient processing of long and large workpieces for astronomical and space technology using this center. And thanks to the presence of a rigid closed structure and a large magazine of various tools that change automatically, the processing of products will be carried out 10-15% faster than before, ”said CEO Lytkarinsky plant of optical glass Alexander Ignatov.
Until the end of 2017, as part of the technical re-equipment plan, the Lytkarinsky Optical Glass Plant plans to purchase machining centers, as well as equipment for machining and foundry production.
13. NLMK Group Expands Infrastructure Opportunities in the Belgorod Region for Production Growth
An international steel company with assets in Russia, the European Union and the United States has started hot testing of the second stage of the thickening unit at the tailings facility at Stoilensky GOK.
According to the press service of the plant, the project will allow the company to switch to a more efficient and environmentally friendly method of processing, transporting and storing waste rock (tailings) after enrichment. The new waste rock handling technology, in contrast to the previous gravity-flow system, provides for the extraction of liquid and further forced transportation of tailings in a thickened state.
This allows you to save Natural resources— 80% of process water used during transportation is returned to the enrichment process. In addition, dusting of the tailing dump is significantly reduced.
The transition of Stoilensky GOK to the new technology began in 2013 with the commissioning of the first stage of the thickening unit, which ensured the processing of about 13 million tons of mined ore per year (40% of the volume at that time). The launch of the second stage allows the new technology to cover 100% of the increased production volumes - up to 37 million tons per year starting from 2018.
Investments in the construction of the first stage of the thickening unit amounted to 2.7 billion rubles, the second stage - about 3.6 billion rubles.
As part of the project for the second stage of the thickening unit, a thickener was built, a slurry pumping station, which is designed to pump high-density slurry from the thickener to the process reservoir, and the pump room was expanded. Five slurry pipelines leading to the tailing dump were built from the station.
A unique thickener with increased power and efficiency was used in the project. Due to the special design of the bowl, the capacity of the first thickener was 20,000 cubic meters. m of pulp per hour, the second - 24 thousand cubic meters. m, this is one of the best, perhaps even the best efficiency indicator in the global iron ore industry.
Technological processes along the entire chain are automated at the very modern level. Energy-saving LED lamps were used at the condensation unit facilities, which will reduce energy costs and improve the illumination of workplaces.
14. CJSC Pervaya Mebelnaya opened a plant in St. Petersburg after reconstruction
The opening of the renovated plant "First Furniture" took place in St. Petersburg. The renovation of the production of Pervaya Mebelnaya began in 2014. The volume of investments in the technical modernization of the factory amounted to 300 million rubles, of which 100 million rubles were provided by the St. Petersburg Industrial Development Fund in the form of a loan under the targeted business support program at a preferential rate of five percent per annum.
The production area of the plant amounted to 52 thousand square meters. During the project, a complete renovation of two workshops of the plant with an area of 11.4 thousand square meters was completed, a new workshop and a new warehouse complex were built.
As a result of the reconstruction, the capacity of the production lines of Pervaya Mebelnaya increased fivefold and allows to produce 50 thousand kitchen sets per year, the company has expanded the range of manufactured furniture, including kitchens, office furniture, bedrooms, living rooms, libraries, children's furniture.
"First Furniture Factory" works for Russian market since 1945. In total, the factory now employs about 300 people.
15. After a deep modernization, the oldest sawmill complex in Arkhangelsk started working again
Today we are proud to present you the result of the first stage of modernization of the production site of the 25th sawmill on the basis of the LDK-3 section, - Dmitry Krylov, General Director of CJSC Lesozavod 25, said at the opening of the complex. - This stage includes the launch of a sawlog sorting line, a completely new sawmill, a bark and wood waste boiler house. The second stage of modernization is the construction of drying chambers and a dry lumber sorting line.
The investment project is planned to reach the finish line by the end of 2017. After the implementation of this project, the production capacity of Lesozavod 25 CJSC, taking into account all three sites, will amount to more than 1.5 million cubic meters of sawmill processing per year and 150 thousand tons of fuel pellets annually.
The volume of investments in this project is 4.2 billion rubles. It is planned to create more than 1,200 high-tech jobs, including logging.
16. A new workshop for the production of larger diameter pipes was opened at the MEGA-Stal enterprise in the Moscow region
The modernization of production at the MEGA-Stal plant in Mytishchi, Moscow Region, has been completed. Now the enterprise has a new workshop for the production of electric-welded pipes without a girth weld in accordance with GOST 20295-85. LDPs are manufactured with diameters from 630 to 1020 mm.
The workshop is equipped with modern equipment that meets domestic and European standards. The production volumes will allow the enterprise to provide large deliveries of high-quality products to representatives of the construction, oil and gas
17. Investments in the modernization of the Orsk refinery amount to $1.2 billion
Investments in the modernization of the Orsk refinery of the ForteInvest company will amount to $1.2 billion, Russian businessman Mikhail Gutseriev said in an interview with the Rossiya 24 TV channel.
He noted that the modernization of the plant will be completed in January 2018.
“We are finishing the Orsk Refinery in January. The volume of investments is $1.2 billion, the depth of processing is up to 90%. The plant was built in 1940, nevertheless, in four years we managed to make a new plant,” he said.
The Orsk Oil Refinery (Orsknefteorgsintez) is an oil refinery with an installed capacity of 6 million tons of oil per year. The plant produces gasoline, diesel fuel, jet fuel, bitumen and fuel oil.
In 2016, the Orsk Refinery processed 4.527 million tons of crude oil. Per reporting period 769.78 thousand tons of gasoline were produced. The volume of diesel fuel production in 2016 amounted to more than 1.077 million tons, jet fuel - more than 260 thousand tons, bitumen - 286 thousand tons.
The shareholder of the company "Orsknefteorgsintez" is the company "ForteInvest", controlled by the financial and industrial group "Safmar" Mikhail Gutseriev.
18. Corporation "Galaktika" automates "Uralvagonzavod"
Galaktika Corporation, a Russian developer of corporate information systems, has begun creating a prototype of an automated cooperative production management system for JSC Research and Production Corporation Uralvagonzavod in the pilot zone.
Uralvagonzavod is a corporation engaged in the development and production of military equipment, road-building machines, and railway cars. New system from Galaktika will increase the efficiency of production of special equipment, reduce costs and accelerate the adoption of informed management decisions with full control over the status of order fulfillment.
The project will be implemented on the basis of one of the corporation's most popular products, Galaktika AMM. The system is designed to increase the efficiency of production of special equipment through optimal planning of production capacities along the entire chain of cooperation, reduce costs, as well as ensure the adoption of informed management decisions and reduce dependence on the human factor when monitoring the status of order fulfillment In the future automated system at
