“Analytical Consulting” (St. Petersburg, Russia):

B. M. Akselrod, Ph.D., Master in TRIZ, Questel Сonsultant, e-mail: boraxelrod@gmail.com

OMZ-Foundry Manufacture Ltd. (St. Petersburg, Russia):

V. A. Chumakov, Head of Engineering and Technological Development Dept.

The article is devoted to the experience in use of a fairly new organizational and methodological approach to working out and implementing engineering developments in practice of an enterprise, and to a way for accomplishing productive R&D despite of quite restricted resources available. When prospective R&D plans for OMZ-Foundry Manufacture Ltd. were developed, some contradictions were identified between the common practically used approaches to how R&D are conducted on one hand, and the modern demands and expectations to the resulted solutions on the other hand. The standard system of how current R&D are actually conducted often hinders organizations from using their potential in full scale. Restrictions and limitations of different nature, stipulated by lack of funds, laboratory equipment deficiency, high workloads of staff, extra administrative load associated with any unplanned action, etc., impede obtaining the best results. For these and other reasons, screening of different opportunities was done to seek ways for how to intensify innovations overtaking the mentioned restrictions, that the actual reality conditions impose. Finally, one comparatively rarely used approach was taken: use of consulting service enforcing the professional staff activity in different ways at once. Within day-to-day work in progress, an experiment was carried out for implementation of organizational and methodological innovations in interior R&D, with due regard to the actual manufacture process, and in real time mode. The approach all-inclusively combines professional knowledge and skills of the staff, specific professional multipurpose research in patent information, experience in counselling for solving technical problems, and enhancing creativity of the staff. The approach is targeted to intensification of the interior innovative process, phase-out of imports process, and enhancing quality of final achievements. The approach demonstrated its efficiency in R&D intensification at manufacturing process, and organizational and methodological innovative efficiency; and besides versatile progressive experience was obtained. The economic efficiency in actual production process is considered not less than well-known approaches, when for example staff is taught in TRIZ first, and with the following efforts in working out, proving and implementing results of training in the actual production process.

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