The mechanism for optimizing business processes in companies within the framework of the lean management concept

Abstract

Introduction: despite the established methodological frameworks and the best domestic and foreign practices of lean management regarding the optimization of business processes at energy enterprises, the problem of identifying the most efficient and adaptive mechanism for improving supporting business processes remains relevant. This is because the main value-creation streams are largely similar across large enterprises; however, supporting processes vary considerably from one organization to another. The study holds considerable relevance for the system of public administration (at both the state and municipal levels), as it contributes to enhancing the efficiency of energy sector enterprises owned by the relevant entities, improving the quality of services provided to the population, and implementing state priorities aimed at increasing labour productivity. Objectives: to formulate and describe a flexible mechanism for optimizing supporting business processes, considering PDCA cycles and the specific activities of enterprises in the energy sector, in order to enhance the competitiveness of domestic companies that implement lean manufacturing methodologies. Methods: interviewing the process owners of the client enterprise to conduct applied optimization activities; analysis, comparison, and modeling of operational processes within the framework of the “Deming Cycle”; and induction. Results: based on the results of the study, models are proposed that describe the place of supporting business processes within the process management system of an enterprise, as well as a process model of an energy company in the Northern region viewed through the lens of lean management; a mechanism for optimizing value streams is described, and flexible improvement tools are substantiated; the most preferable performance evaluation formulas are presented; the relationship between the optimization process and the attraction of additional investment to energy enterprises is described, taking into account the logic of the RADAR expert assessment used in the Russian Government Quality Award. Conclusions: the proposed approaches to implementing optimisation tools have been tested and will be relevant to managers of electric grid companies, specialists in optimisation and lean production, operational efficiency managers, and professionals in public (state and municipal) administration. Ensuring the uninterrupted operation of strategic facilities is a key task amid sanctions pressure and for maintaining national sovereignty. The proposed mechanism and the experience of applying lean production tools can be scaled up, which will significantly enhance the development of Russian energy sector companies.