DOI: 10.33917/mic-1.126.2026.71-88

The priorities mentioned in the new Maritime Doctrine of the Russian Federation of 2022 (NMD–2022) were considered. Some aspects of the impact of the new Maritime Doctrine (NMD–2022) on the sustainable development of the national economy of the Russian Federation and monitoring of regional environmental management in the Russian Federation are also considered, namely: the development of principles for the strategic development of coastal systems and coastal infrastructure; scientific justification for the management of coastal territorial systems and the infrastructure located on them; the development of cruise and yacht tourism, the preservation of marine cultural and historical heritage; providing subjects of marine activity with regime reference materials, factual and predictive information on the state of the environment and its pollution, including emergency information; increasing the level of environmental protection due to the transition of domestic marine vessels to environmentally friendly fuels; monitoring regional environmental management.

A set of organizational and economic measures aimed at: responsible attitude to ecology and the environment; implementation of the concept of transparency, law enforcement, anti-corruption and ethical decision-making; implementation of the concept of social responsibility within the framework of the implementation of the NMD–2022. The paper shows that the implementation of the provisions of the NMD–2022 will contribute to the sustainable socio-economic development of the country, ensuring its national security and strengthening its authority in the international arena.

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DOI: 10.33917/mic-5.112.2023.57-71

The introduction of the kaizen methodology in a manufacturing company that occupies a leading position in the commodity market of the Moscow region. One of the most striking examples of the use of Japanese management principles in Russian conditions is the confectionery company Bolshevik JSC, where the development of the concept of the system of organization and rationalization of the workspace (5S) and universal equipment maintenance (TPM), which are the main elements of the concept of introducing employees to Kaizen thinking, allowed to increase the competitiveness of the company on the regional market, reduce costs associated with downtime and equipment shutdowns, improve the quality of labor resources, i.e. to grow competent equipment specialists, as well as to interest both operators and repairmen in the maintenance and improvement of technological equipment. Shows that the company «Bolshevik» has created such a type of equipment maintenance system, in which the main functions are transferred to the operators of technological equipment.
Describing the results of the implementation of the basic elements of the Kaizen concept, we can say that there were no serious difficulties in implementing the basic elements of the Kaizen concept in Bolshevik JSC, but at the initial stage there was a lack of interest on the part of employees. As soon as the first results appeared, production interest began to grow. The average order time for components has decreased by 30%, production discipline has improved (for example, since the introduction of the kaizen policy, no warehouse worker has been late), equipment downtime at the Bolshevik confectionery factory has decreased by 9% over the past year alone.

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