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<article article-type="research-article" dtd-version="1.3" xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xml:lang="ru"><front><journal-meta><journal-id journal-id-type="publisher-id">economyprom</journal-id><journal-title-group><journal-title xml:lang="ru">Экономика промышленности / Russian Journal of Industrial Economics</journal-title><trans-title-group xml:lang="en"><trans-title>Russian Journal of Industrial Economics</trans-title></trans-title-group></journal-title-group><issn pub-type="ppub">2072-1633</issn><issn pub-type="epub">2413-662X</issn><publisher><publisher-name>MISIS</publisher-name></publisher></journal-meta><article-meta><article-id pub-id-type="doi">10.17073/2072-1633-2022-3-323-333</article-id><article-id custom-type="elpub" pub-id-type="custom">economyprom-1063</article-id><article-categories><subj-group subj-group-type="heading"><subject>Research Article</subject></subj-group><subj-group subj-group-type="section-heading" xml:lang="ru"><subject>Экономика предприятий</subject></subj-group><subj-group subj-group-type="section-heading" xml:lang="en"><subject>Business economics</subject></subj-group></article-categories><title-group><article-title>Исследование структуры рабочего дня в службе главного инженера промышленного предприятия</article-title><trans-title-group xml:lang="en"><trans-title>Study of the structure of the working day in the Chief Engineer service of an industrial company</trans-title></trans-title-group></title-group><contrib-group><contrib contrib-type="author" corresp="yes"><contrib-id contrib-id-type="orcid">https://orcid.org/0000-0002-2962-0946</contrib-id><name-alternatives><name name-style="eastern" xml:lang="ru"><surname>Милёхина</surname><given-names>О. В.</given-names></name><name name-style="western" xml:lang="en"><surname>Milekhina</surname><given-names>O. V.</given-names></name></name-alternatives><bio xml:lang="ru"><p>Милехина Ольга Викторовна – канд. экон. наук, доцент</p><p>630073, Новосибирск, просп. К. Маркса, д. 20</p></bio><bio xml:lang="en"><p>Olga V. Milekhina – PhD (Econ.), Associate Professor</p><p>20 Karl Marx Ave., Novosibirsk 630073</p></bio><email xlink:type="simple">Olga.milekhina@gmail.com</email><xref ref-type="aff" rid="aff-1"/></contrib><contrib contrib-type="author" corresp="yes"><name-alternatives><name name-style="eastern" xml:lang="ru"><surname>Адова</surname><given-names>И. Б.</given-names></name><name name-style="western" xml:lang="en"><surname>Adova</surname><given-names>I. B.</given-names></name></name-alternatives><bio xml:lang="ru"><p>Адова Ирина Борисовна – д-р экон. наук, профессор</p><p>630073, Новосибирск, просп. К. Маркса, д. 20</p></bio><bio xml:lang="en"><p>Irina B. Adova – Dr.Sci. (Econ.), Professor</p><p>20 Karl Marx Ave., Novosibirsk 630073</p></bio><xref ref-type="aff" rid="aff-1"/></contrib></contrib-group><aff-alternatives id="aff-1"><aff xml:lang="ru"><institution>Новосибирский государственный технический университет</institution><country>Россия</country></aff><aff xml:lang="en"><institution>Novosibirsk State Technical University</institution><country>Russian Federation</country></aff></aff-alternatives><pub-date pub-type="collection"><year>2022</year></pub-date><pub-date pub-type="epub"><day>09</day><month>10</month><year>2022</year></pub-date><volume>15</volume><issue>3</issue><fpage>323</fpage><lpage>333</lpage><permissions><copyright-statement>Copyright &amp;#x00A9; Милёхина О.В., Адова И.Б., 2022</copyright-statement><copyright-year>2022</copyright-year><copyright-holder xml:lang="ru">Милёхина О.В., Адова И.Б.</copyright-holder><copyright-holder xml:lang="en">Milekhina O.V., Adova I.B.</copyright-holder><license xml:lang="ru" license-type="creative-commons-attribution" xlink:href="https://creativecommons.org/licenses/by/4.0/" xlink:type="simple"><license-p>Данная работа распространяется под лицензией Creative Commons Attribution 4.0.</license-p></license><license xml:lang="en" license-type="creative-commons-attribution" xlink:href="https://creativecommons.org/licenses/by/4.0/" xlink:type="simple"><license-p>This work is licensed under a Creative Commons Attribution 4.0 License.</license-p></license></permissions><self-uri xlink:href="https://ecoprom.misis.ru/jour/article/view/1063">https://ecoprom.misis.ru/jour/article/view/1063</self-uri><abstract><p>«Сердцем» инновационной экосистемы являются люди, которые в силу мотивации и способностей могут создавать новое. Однако многочисленные исследования и статистические данные, характеризующие результаты инновационной деятельности, показывают низкий уровень ее активности. Отвергая гипотезу об оппортунистическом поведении субъектов инноваций как основной причине их низкой инновационной результативности, внимание концентрируется на системных организационно-управленческих барьерах, препятствующих повышению продуктивности интеллектуального труда, и, в частности, на недостатке времени специалистов на решение инновационных задач. В фокусе исследования находятся специалисты службы главного инженера, обеспечивающие реализацию технической политики промышленных предприятий. Целью данной статьи является представление результатов персонализированного анализа затрат времени инженеров одной из служб главного инженера – отдела главного технолога. Полученные данные позволили выявить организационно-управленческие барьеры продуцирования технологических инноваций и сформулировать рекомендации по их преодолению в условиях цифровой трансформации. В процессе исследования собраны, проанализированы и систематизированы данные о расходах рабочего времени инженеров. Установлена диспропорциональность рутины и инновационной составляющей труда инженеров, предложены варианты улучшения пропорций на основе точечного и системного сценариев перераспределения затрат рабочего времени, требующего, в том числе, решения организационных вопросов стратегического характера. Сконцентрировано внимание на необходимости выделения инженерам отдельного времени на формирование компетенций для создания и трансфера новых технологий в производственные подразделения, абсорбции технологических знаний, обеспечения готовности промышленного предприятия к приему новых технологий. В качестве примера реализации системного сценария предлагается создание отраслевого инжинирингового центра.</p></abstract><trans-abstract xml:lang="en"><p>The heart of any innovative ecosystem is people who due to their motivation and skills are able to create something new. However, numerous studies and statistics characterizing the results of innovation reveal low level of its activity. The authors of the article reject the hypothesis of opportunistic behavior of the subjects of innovation as the main reason of their low innovative performance and focus their attention on the system organizational and managerial barriers hindering the intellectual labor productivity and, in particular, on the lack of time for experts to solve innovative problems. The study focuses on the specialists of the Chief Engineer service who ensure the implementation of the technical policy of industrial organizations. The article has aims to present the results of personalized analysis of time consumption of the engineers of one of the chief engineer services (Chief Technologist Department). The data obtained makes it possible to identify organizational and managerial barriers of producing technological innovation and formulate recommendations on overcoming them in terms of digital transformation. The authors have collected, analyzed and systematized the data on engineers’ working time consumption. They have also established the disproportionality of routine and innovative component of the engineers’ labor, suggested options for improving proportions at the basis of point and system scenarios for redistribution of the working time consumption that requires solving organizational issues of strategic character. The article focuses the attention on the fact that engineers need to be allocated certain time to form competencies to create and transfer new technology into production divisions, to absorb technological knowledge, prepare industrial organization to accept new technology. As the example of a system scenario implementation the authors adduce creation of the sectoral engineering centre.</p></trans-abstract><kwd-group xml:lang="ru"><kwd>машиностроение</kwd><kwd>металлургия</kwd><kwd>промышленные предприятия</kwd><kwd>инновационные задачи</kwd><kwd>продуцирование инноваций</kwd><kwd>инженерные кадры</kwd><kwd>рабочее время</kwd><kwd>затраты</kwd><kwd>структура рабочего дня</kwd><kwd>диспропорции</kwd><kwd>инжиниринговые центры</kwd></kwd-group><kwd-group xml:lang="en"><kwd>mechanical engineering</kwd><kwd>metallurgy</kwd><kwd>industrial organizations</kwd><kwd>innovative tasks</kwd><kwd>production of innovations</kwd><kwd>engineering centers</kwd><kwd>engineering staff</kwd><kwd>working hours</kwd><kwd>costs</kwd><kwd>working day structure</kwd><kwd>disproportions</kwd></kwd-group></article-meta></front><back><ref-list><title>References</title><ref id="cit1"><label>1</label><citation-alternatives><mixed-citation xml:lang="ru">Agisni R.P., Kurniawati A., Ambarsari N., Andrawina L. 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