1. ALFRED NOBEL UNIVERSITY, DNIPROPETROVSK The world experience in the use of reengineering of business processes Researcher: 5th year student of International Economics Department Illia Sukhomlyn Scientific supervisor: Petrunya Y. Е., Doctor of Economics, Associate Professor Language consultant: Miasoid G.I., Cand. Sci. (Pedagogy) Associate Professor DNIPROPETROVSK 2015

2.  SECTION 1.Theoretical and methodological foundations of reengineerin  SECTION 2.Assessment of the position and perspective of the PJSC "Evraz - DMZ named after Petrovsky“  SECTION 3.Recommendations for performance increase in the enterprise of PJSC "Evraz - DMZ named after Petrovsky“ after reengineering conducting

3. Purpose of the diploma research Analysis of international experience in implementing reengineering and its application in Ukraine, as well as a theoretical justification for its efficiency in metallurgical enterprises of Ukraine. Object of the research PJSC "Evraz - DMZ named after Petrovsky“ which has powerful industrial potential (production of full cycle). Subject of the research The mechanism for implementation of reengineering of metallurgical enterprises in the highly competitive and difficult economic situation in Ukraine, based on international experience.

4. Concept of reengineering Reengineering is fundamental rethinking and radical restructuring of business processes for improvement in the company performance. Reengineering can be divided into two types:  Crisis reengineering (business processes redesign)  Reengineering development (business processes improvement)

5. PJSC "Evraz - DMZ named after Petrovsky“ - company with a full metallurgical cycle, founded in 1887 as one of the first Ukrainian steel mills producing cast iron, steel and rolled products, today one of the leading companies in the steel industry of Ukraine.

6. Product Export Destinations are steel plants in Poland, Germany, Israel, Romania, Bulgaria, Egypt, Iran, India, USA, Baltic.

7.  Unstable situation of the world steel market.  Increase in competition.  Financial and economic crisis.  Steady increase in prices for iron, fuel, energy and logistics.  Large amounts of obsolete and worn out equipment and obsolete technologies.

8. Lean manufacturing (Eng. Lean production) – industrial enterprise management concept, based on a constant quest to eliminate all kinds of losses. The effect of the implementation of Lean: Improving the safety of employees and the moral situation Reducing positions in inventories Increased productivity Improving the quality of the product Reducing unnecessary human movement and transportation of materials or products Reducing the time to search and navigate the workshop or production.

9. Outsourcing - is a transfer of functions, services or processes for performing by external organizations on a regular basis.

10. Articles expenditure TogetherRMC Sett-I. molds Repair electro engine Service Centre. e. Equip. Service Centre. lounge. Equip.CBP KB Additional costs -128 763-22 800-96 195-2 880-5 614-717-556 TMC -115 721-19 200-96 195 -325 services -13 042-3 600 -2 880-5 289-717-556 Lower costs 56 54819 28828 0952 9014 6901 087487 raw and basic materials 24 28610 14914 137 Support costs 2 1761 1312162514649322 energy consumption 8 158 7 652506 salary 20 4177 9275 9501 7543 564769454 outsourcing organizations 1 405441403596372214 administrative expenses 27 216 social costs 7937 102047 Additional Income 97 5613 51689 887 9878488 realization of metal 89 887 89 887* rent 4 6743 516 9878488 Together effect 22 346321 787216345418 * Income from the sale of 15 tons of long products vs molds production

11. By implementing Lean system and outsourcing, reengineering tools we achieve: Reduction of production costs. Increase in production output. Improvement of product competitiveness. Possible increase of the world metal market share. CONCLUSION: