Experience in engineering plants to overcome the crisis

Now the middle of 2011. Some of the economists say that the crisis in Russia behind and have nothing to fear. Some (for example, Nouriel Roubini) are awaiting new economic turmoil and I must say - rightly so. In the face of uncertainty is rather interesting experience rassmoret companies, faced with a wave of the crisis of 2008 and continuing quite successfully carry out their activities. Companies considered in the future, are machine-tive sector - this Kirov Plant, Machine Building Concern "Power Machines", TagAZ, as well as company Subaru. The traditional niche of the Kirov factory - agricultural, construction machinery. In these segments, the decline in production during the crisis period has exceeded 50% over the past two years, the factory was working at a loss. However, the company solve these problems - in times of turmoil plant does not choose a wait-and parallel with the inclusion of anti-crisis mechanisms involved in new developments. It should be noted that since the mid-2000s at the Kirov plant defines the main directions in which production is carried out consolidation of business units, while the centralization of service and non-productive functions performed on the basis of the parent company. To date, the plant has set for itself four main areas: metallurgy, agricultural and construction machinery, power machinery, production of components. Another (non-production division) formed a unit for management of property and infrastructure - energy, railway and port infrastructure. With the onset of the crisis factory switched to the priority issue of industrial machinery and due to this diversification tractor production has managed to survive in 2010. Designers PTZ in 2009 have developed a new machine - an industrial tractor new generation of K-708 can thus be noted that the successful survival of the crisis contributed to the fact that the Kirov plant - is a major diversified industrial group operating in the field of mechanical engineering and metallurgy, and occupies in their areas of key positions at least in the domestic market, with an emphasis on intelligent products and their own design work. Machine Building Concern "Power Machines" by 22% in 2011 increased its investment program in comparison with 2010. Its volume in 2011 will amount to 4.3 billion rubles of its own and borrowed funds. Half of this money will be invested in the further construction of the first new plant "Silmasha" in the industrial zone "Metallostroy" (Kolpino district of St. Petersburg). There will be a slow moving manufacturing and high-speed turbines with capacity up to 1600 MW for nuclear power plants (NPPs). End of construction is planned for mid 2012, and new products - in 2013. With the release of a new set of full capacity production capacity will increase to production equipment with total capacity of 14 GW per year (2011 - 9 GW). Other strategic direction of investment - the expansion of research and development activities. Now "Silmash" implements several large-scale innovative projects aimed at creating new types of products with specifications, relevant or foreign analogues superior. Among them, the creation of a new low-speed turbine capacity of 1200 MW for nuclear power plants, development of modern steam turbines for supercritical steam parameters for thermal and nuclear power plants, industrial development of gas turbines 65 MW of its own production, the creation of high-performance hydraulic turbine equipment for heavy-duty hydroelectric Siberia and other regions of the world, to develop equipment pumped storage hydro power plants for others. That is, despite the situation in Fukushima, the clients are in no hurry to break contracts and break finansirovanierazrabotok in the nuclear field, which indicates that there is no currently viable alternatives of nuclear energy. As for the situation at TagAZ-e, the current situation can be described as follows: find the money to pay for loans - can not, the search for investors so far does end, it is impossible to sell the mortgaged property, and to start a bankruptcy procedure - not because it is fraught with social explosion. However, support for the Savings Bank, which is one of the major shareholders and creditors of the company, as well as negotiations with the company KIA on the organization at the facilities of the company assembling. So, seeing the extreme aggravation of the situation made possible by the large number of employees in the enterprise, as well as, apparently, the presence of sources of information in the manual of the Rostov region, resulting, resulting in a deferred term of address for a five year period, t . e. observe a mixture of expectant and attacking strategies. Subaru belongs to the financially-dependent cluster is strongly affected by the crisis of 2008-2009, not only in Europe and Russia and the United States. The product category of cars in the U.S. has suffered very badly, selling virtually all brands fell. The proposal does not meet the majority of the producers to new customer needs. In these circumstances, Subaru was able to increase their sales and strengthen the competitive position. Subaru strategic initiatives during the crisis based on the following points: - The new products. Subaru introduced its new current model. Timely launch of the market model Subaru Forester provided a third-generation major conditions for the crisis, sales (107%) - the new prices. The company offered favorable conditions for the purchase of their vehicles - the dealer network. Subaru was able to organize an effective sales and a very efficient network of dealers. Thus, we note that the main factors contributing to crisis prevention (with some exceptions), as well as the conclusion of the crisis, the company can be considered: - the stability of the company's management - a clear vision of desired future of the enterprise - the priority of their own R & D - customer focus; - the presence of a State's interest in the company (as can be achieved through sources in government circles at various levels and through contracts with state enterprises, and through participation in targeted investment programs). Therefore, correlating existing enterprise financial, technological and human resources with vysheoboznachennymi factors may begin to develop their own enterprise output options of the crisis.