The production process and the basic principles of its organization. The main goals of organizing production Organization of production is based

Turovets O.G., Rodionov V.B., Bukhalkov M.I. Chapter from the book “Organization of production and enterprise management”
Publishing House "INFRA-M", 2007

10.1. Concept of the production process

Modern production is a complex process of transforming raw materials, materials, semi-finished products and other items of labor into finished products that meet the needs of society.

The totality of all actions of people and tools carried out at an enterprise for the manufacture of specific types of products is called production process.

The main part of the production process are technological processes that contain targeted actions to change and determine the state of objects of labor. During the implementation of technological processes, changes occur in the geometric shapes, sizes and physical and chemical properties of objects of labor.

Along with technological ones, the production process also includes non-technological processes that do not aim to change the geometric shapes, sizes or physical and chemical properties of objects of labor or check their quality. Such processes include transport, warehouse, loading and unloading, picking and some other operations and processes.

In the production process, labor processes are combined with natural ones, in which changes in objects of labor occur under the influence of natural forces without human intervention (for example, drying painted parts in air, cooling castings, aging of cast parts, etc.).

Varieties of production processes. According to their purpose and role in production, processes are divided into main, auxiliary and servicing.

Main are called production processes during which the production of the main products manufactured by the enterprise is carried out. The result of the main processes in mechanical engineering is the production of machines, apparatus and instruments that make up the production program of the enterprise and correspond to its specialization, as well as the production of spare parts for them for delivery to the consumer.

TO auxiliary include processes that ensure the uninterrupted flow of basic processes. Their result is products used in the enterprise itself. Auxiliary processes include equipment repair, production of equipment, generation of steam and compressed air, etc.

Serving are called processes during the implementation of which services are performed that are necessary for the normal functioning of both main and auxiliary processes. These include, for example, the processes of transportation, warehousing, selection and assembly of parts, etc.

In modern conditions, especially in automated production, there is a tendency towards the integration of basic and servicing processes. Thus, in flexible automated complexes, basic, picking, warehouse and transport operations are combined into a single process.

The set of basic processes forms the main production. At mechanical engineering enterprises, the main production consists of three stages: procurement, processing and assembly. Stage production process is a complex of processes and works, the implementation of which characterizes the completion of a certain part of the production process and is associated with the transition of the subject of labor from one qualitative state to another.

TO procurement stages include the processes of obtaining workpieces - cutting of materials, casting, stamping. Processing the stage includes the processes of turning blanks into finished parts: machining, heat treatment, painting and electroplating, etc. Assembly stage - the final part of the production process. It includes the assembly of components and finished products, adjustment and debugging of machines and instruments, and their testing.

The composition and mutual connections of the main, auxiliary and servicing processes form the structure of the production process.

In organizational terms, production processes are divided into simple and complex. Simple are called production processes consisting of sequentially carried out actions on a simple object of labor. For example, the production process of making one part or a batch of identical parts. Difficult a process is a combination of simple processes carried out on many objects of labor. For example, the process of manufacturing an assembly unit or an entire product.

10.2. Scientific principles of organizing production processes

Activities related to the organization of production processes. The diverse production processes that result in the creation of industrial products must be properly organized, ensuring their effective functioning in order to produce specific types of high-quality products and in quantities that meet the needs of the national economy and the country's population.

The organization of production processes consists of uniting people, tools and objects of labor into a single process for the production of material goods, as well as ensuring a rational combination in space and time of basic, auxiliary and service processes.

The spatial combination of elements of the production process and all its varieties is implemented on the basis of the formation of the production structure of the enterprise and its divisions. In this regard, the most important activities are the selection and justification of the production structure of the enterprise, i.e. determining the composition and specialization of its constituent units and establishing rational relationships between them.

During the development of the production structure, design calculations are performed related to determining the composition of the equipment fleet, taking into account its productivity, interchangeability, and the possibility of effective use. Rational layouts of departments, placement of equipment, and workplaces are also being developed. Organizational conditions are created for the uninterrupted operation of equipment and direct participants in the production process - workers.

One of the main aspects of the formation of a production structure is to ensure the interconnected functioning of all components of the production process: preparatory operations, main production processes, and maintenance. It is necessary to comprehensively substantiate the most rational organizational forms and methods for carrying out certain processes for specific production and technical conditions.

An important element of the organization of production processes is the organization of labor of workers, which specifically implements the connection of labor with the means of production. Methods of labor organization are largely determined by the forms of the production process. In this regard, the focus should be on ensuring a rational division of labor and determining on this basis the professional and qualification composition of workers, the scientific organization and optimal maintenance of workplaces, and the comprehensive improvement and improvement of working conditions.

The organization of production processes also presupposes the combination of their elements in time, which determines a certain order of performance of individual operations, a rational combination of the time for performing various types of work, and the determination of calendar-planned standards for the movement of objects of labor. The normal flow of processes over time is also ensured by the order of launching and releasing products, the creation of the necessary stocks (reserves) and production reserves, and the uninterrupted supply of workplaces with tools, workpieces, and materials. An important area of ​​this activity is the organization of rational movement of material flows. These tasks are solved on the basis of the development and implementation of operational production planning systems, taking into account the type of production and technical and organizational features of production processes.

Finally, during the organization of production processes at an enterprise, an important place is given to the development of a system of interaction between individual production units.

Principles of organizing the production process represent the starting points on the basis of which the construction, operation and development of production processes are carried out.

Principle differentiation involves dividing the production process into separate parts (processes, operations) and assigning them to the relevant departments of the enterprise. The principle of differentiation is opposed to the principle combining, which means the unification of all or part of diverse processes for the production of certain types of products within one site, workshop or production. Depending on the complexity of the product, production volume, and the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, area) or dispersed across several units. Thus, at machine-building enterprises, with a significant production of similar products, independent mechanical and assembly production and workshops are organized, and for small batches of products, unified mechanical assembly shops can be created.

The principles of differentiation and combination also apply to individual workplaces. A production line, for example, is a differentiated set of jobs.

In practical activities in organizing production, priority in using the principles of differentiation or combination should be given to the principle that will ensure the best economic and social characteristics of the production process. Thus, flow production, characterized by a high degree of differentiation of the production process, makes it possible to simplify its organization, improve the skills of workers, and increase labor productivity. However, excessive differentiation increases worker fatigue, a large number of operations increases the need for equipment and production space, leads to unnecessary costs for moving parts, etc.

Principle concentrations means the concentration of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work in separate workplaces, areas, workshops or production facilities of the enterprise. The feasibility of concentrating similar work in separate areas of production is determined by the following factors: the commonality of technological methods that necessitate the use of the same type of equipment; capabilities of equipment, such as machining centers; increasing production volumes of certain types of products; the economic feasibility of concentrating the production of certain types of products or performing similar work.

When choosing one direction or another of concentration, it is necessary to take into account the advantages of each of them.

By concentrating technologically homogeneous work in a department, a smaller amount of duplicating equipment is required, production flexibility increases and it becomes possible to quickly switch to the production of new products, and equipment utilization increases.

By concentrating technologically homogeneous products, the costs of transporting materials and products are reduced, the duration of the production cycle is reduced, the management of production is simplified, and the need for production space is reduced.

Principle specializations is based on limiting the variety of elements of the production process. The implementation of this principle involves assigning to each workplace and each department a strictly limited range of works, operations, parts or products. In contrast to the principle of specialization, the principle of universalization presupposes an organization of production in which each workplace or production unit is engaged in the manufacture of parts and products of a wide range or performing heterogeneous production operations.

The level of specialization of jobs is determined by a special indicator - the coefficient of consolidation of operations TO z.o, which is characterized by the number of detail operations performed at the workplace over a certain period of time. Yes, when TO z.o = 1 there is a narrow specialization of jobs, in which one detail operation is performed at the workplace during a month or quarter.

The nature of the specialization of departments and jobs is largely determined by the volume of production of parts of the same name. Specialization reaches its highest level when producing one type of product. The most typical example of highly specialized industries are factories for the production of tractors, televisions, and cars. Increasing the range of production reduces the level of specialization.

A high degree of specialization of departments and jobs contributes to the growth of labor productivity due to the development of labor skills of workers, the possibility of technical equipment of labor, and minimizing the costs of reconfiguring machines and lines. At the same time, narrow specialization reduces the required qualifications of workers, causes monotony of work and, as a result, leads to rapid fatigue of workers and limits their initiative.

In modern conditions, there is an increasing tendency towards the universalization of production, which is determined by the requirements of scientific and technological progress to expand the range of products, the emergence of multifunctional equipment, and the tasks of improving the organization of labor in the direction of expanding the labor functions of the worker.

Principle proportionality consists in a natural combination of individual elements of the production process, which is expressed in a certain quantitative relationship between them. Thus, proportionality in production capacity presupposes equality of site capacities or equipment load factors. In this case, the throughput of the procurement shops corresponds to the need for blanks in the mechanical shops, and the throughput of these shops corresponds to the needs of the assembly shop for the necessary parts. This entails the requirement to have in each workshop equipment, space, and labor in such quantities that would ensure the normal operation of all departments of the enterprise. The same throughput ratio should exist between the main production, on the one hand, and auxiliary and service units, on the other.

Violation of the principle of proportionality leads to imbalances, the emergence of bottlenecks in production, as a result of which the use of equipment and labor deteriorates, the duration of the production cycle increases, and backlogs increase.

Proportionality in labor, space, and equipment is established already during the design of the enterprise, and then is clarified when developing annual production plans by conducting so-called volumetric calculations - when determining capacity, number of employees, and the need for materials. Proportions are established on the basis of a system of standards and norms that determine the number of mutual connections between various elements of the production process.

The principle of proportionality involves the simultaneous performance of individual operations or parts of the production process. It is based on the proposition that parts of a dismembered production process must be combined in time and carried out simultaneously.

The production process of making a machine consists of a large number of operations. It is quite obvious that performing them sequentially one after the other would cause an increase in the duration of the production cycle. Therefore, individual parts of the product manufacturing process must be carried out in parallel.

Parallelism is achieved: when processing one part on one machine with several tools; simultaneous processing of different parts of one batch for a given operation at several workplaces; simultaneous processing of the same parts in various operations at several workplaces; simultaneous production of different parts of the same product at different workplaces. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle and the laying time of parts, saving working time.

Under straightness understand the principle of organizing the production process, in compliance with which all stages and operations of the production process are carried out under the conditions of the shortest path of the subject of labor from the beginning of the process to its end. The principle of direct flow requires ensuring the rectilinear movement of objects of labor in the technological process, eliminating various kinds of loops and return movements.

Complete straightness can be achieved by spatially arranging operations and parts of the production process in the order of technological operations. When designing enterprises, it is also necessary to ensure that workshops and services are located in a sequence that provides for a minimum distance between adjacent departments. You should strive to ensure that parts and assembly units of different products have the same or similar sequence of stages and operations of the production process. When implementing the principle of direct flow, the problem of optimal arrangement of equipment and workplaces also arises.

The principle of direct flow is manifested to a greater extent in the conditions of continuous production, when creating subject-closed workshops and sections.

Compliance with straight-line requirements leads to streamlining of cargo flows, reduction of cargo turnover, and reduction of costs for transportation of materials, parts and finished products.

Principle rhythmicity means that all individual production processes and a single process for the production of a certain type of product are repeated after specified periods of time. Distinguish between the rhythm of production, work, and production.

The rhythm of output is the release of the same or uniformly increasing (decreasing) quantity of products at equal intervals of time. Rhythmicity of work is the completion of equal volumes of work (in quantity and composition) at equal intervals of time. Rhythmic production means maintaining a rhythmic output and rhythm of work.

Rhythmic work without jerks and storming is the basis for increasing labor productivity, optimal loading of equipment, full use of personnel and a guarantee of high-quality products. The smooth operation of an enterprise depends on a number of conditions. Ensuring rhythm is a complex task that requires improvement of the entire organization of production at the enterprise. Of paramount importance are the correct organization of operational production planning, compliance with the proportionality of production capacities, improvement of the production structure, proper organization of logistics and technical maintenance of production processes.

Principle continuity is implemented in such forms of organization of the production process in which all its operations are carried out continuously, without interruptions, and all objects of labor continuously move from operation to operation.

The principle of continuity of the production process is fully implemented on automatic and continuous production lines, on which objects of labor are manufactured or assembled, having operations of the same or multiple duration to the line cycle.

In mechanical engineering, discrete technological processes predominate, and therefore production with a high degree of synchronization of the duration of operations is not predominant here.

The intermittent movement of objects of labor is associated with breaks that arise as a result of the laying of parts at each operation, between operations, sections, and workshops. That is why the implementation of the principle of continuity requires the elimination or minimization of interruptions. The solution to such a problem can be achieved on the basis of compliance with the principles of proportionality and rhythm; organizing parallel production of parts of one batch or different parts of one product; creating such forms of organization of production processes in which the start time of manufacturing parts in a given operation and the end time of the previous operation are synchronized, etc.

Violation of the principle of continuity, as a rule, causes interruptions in work (downtime of workers and equipment), leading to an increase in the duration of the production cycle and the size of work in progress.

The principles of production organization in practice do not operate in isolation; they are closely intertwined in every production process. When studying the principles of organization, you should pay attention to the paired nature of some of them, their interrelation, transition into their opposite (differentiation and combination, specialization and universalization). The principles of organization develop unevenly: at one time or another, some principle comes to the fore or acquires secondary importance. Thus, the narrow specialization of jobs is becoming a thing of the past; they are becoming more and more universal. The principle of differentiation is beginning to be increasingly replaced by the principle of combination, the use of which makes it possible to build a production process based on a single flow. At the same time, in conditions of automation, the importance of the principles of proportionality, continuity, and straightness increases.

The degree of implementation of the principles of production organization has a quantitative dimension. Therefore, in addition to current methods of production analysis, forms and methods for analyzing the state of production organization and implementing its scientific principles must be developed and applied in practice. Methods for calculating the degree of implementation of certain principles of organizing production processes will be given in Chapter. 20.

Compliance with the principles of organizing production processes is of great practical importance. The implementation of these principles is the responsibility of all levels of production management.

10.3. Spatial organization of production processes

Production structure of the enterprise. The combination of parts of the production process in space is ensured by the production structure of the enterprise. The production structure is understood as the totality of the production units of an enterprise that are part of it, as well as the forms of relationships between them. In modern conditions, the production process can be considered in two varieties:

• as a process of material production with the final result - commercial products;
• as a process of design production with the final result - a scientific and technical product.

The nature of the production structure of an enterprise depends on the types of its activities, the main ones of which are the following: research, production, research and production, production and technical, management and economic.

The priority of the relevant types of activity determines the structure of the enterprise, the share of scientific, technical and production departments, the ratio of the number of workers and engineers.

The composition of the divisions of an enterprise specializing in production activities is determined by the design features of the products produced and the technology of their manufacture, the scale of production, the specialization of the enterprise and the existing cooperative ties. In Fig. Figure 10.1 shows a diagram of the relationships between factors that determine the production structure of an enterprise.

Rice. 10.1. Scheme of relationships between factors that determine the production structure of an enterprise

In modern conditions, the form of ownership has a great influence on the structure of the enterprise. The transition from state to other forms of ownership - private, joint stock, lease - leads, as a rule, to a reduction in unnecessary links and structures, the number of control apparatus, and reduces duplication of work.

Currently, various forms of enterprise organization have become widespread; There are small, medium and large enterprises, the production structure of each of them has corresponding features.

The production structure of a small enterprise is simple. As a rule, it has a minimum or no internal structural production units. In small enterprises, the management apparatus is insignificant; a combination of management functions is widely used.

The structure of medium-sized enterprises involves the allocation of workshops, and in the case of a non-shop structure, sections. Here, the minimum necessary to ensure the functioning of the enterprise is already being created, its own auxiliary and service units, departments and services of the management apparatus.

Large enterprises in the manufacturing industry have a full range of production, service and management departments.

Based on the production structure, a master plan for the enterprise is developed. The master plan refers to the spatial arrangement of all workshops and services, as well as transport routes and communications on the territory of the enterprise. When developing a master plan, the direct flow of material flows is ensured. Workshops must be located according to the sequence of the production process. Interconnected services and workshops must be located in close proximity.

Development of the production structure of associations. The production structures of associations in modern conditions are undergoing significant changes. The following areas for improving production structures are typical for production associations in the manufacturing industry, in particular in mechanical engineering:

• concentration of production of homogeneous products or performance of similar work in single specialized divisions of the association;
• deepening the specialization of structural divisions of enterprises - production facilities, workshops, branches;
• integration in unified scientific and production complexes of work on the creation of new types of products, their development in production and the organization of production in quantities necessary for the consumer;
• dispersal of production based on the creation of highly specialized enterprises of various sizes within the association;
• overcoming segmentation in the construction of production processes and creating unified product manufacturing flows without separating workshops and sections;
• universalization of production, which consists in the production of products with different purposes, assembled from units and parts that are homogeneous in design and technology, as well as in organizing the production of related products;
• wide development of horizontal cooperation between enterprises belonging to different associations in order to reduce production costs by increasing the scale of production of similar products and fully utilizing capacities.

The creation and development of large associations gave rise to a new form of production structure, characterized by the allocation within them of specialized production facilities of optimal size, built on the principle of technological and subject specialization. This structure also provides for maximum concentration of procurement, auxiliary and service processes. The new form of production structure was called multi-production. In the 80s, it found widespread use in the automotive, electrical and other industries.

The Nizhny Novgorod automobile production association, for example, includes a parent enterprise and seven branch plants. The parent enterprise includes ten specialized production facilities: trucks, passenger cars, engines, truck axles, metallurgical, forging and spring, tool production, etc. Each of these productions unites a group of main and auxiliary workshops, has a certain independence, and maintains close ties with other divisions of the enterprise and enjoys the rights established for the structural units of the association. A typical production structure is shown in Fig. 10.2.

A multi-production structure was implemented at the Volzhsky Automobile Plant at a higher quality level. Car production here is concentrated in four main industries: metallurgical, pressing, mechanical assembly and assembly and forging. In addition, auxiliary production facilities have been allocated. Each of them is an independent plant with a closed production cycle. The production includes workshops. But the workshops at VAZ have undergone significant changes. They are freed from worries about ensuring production, repairing and maintaining equipment, maintaining and cleaning premises, etc. The VAZ production workshop is left with the only task - to produce the products assigned to it with high quality and on time. The workshop management structure is simplified as much as possible. This is the shop manager, his two shift deputies, section heads, foremen, and foremen. All tasks of supply, production preparation and maintenance are solved centrally by the production management apparatus.

Rice. 10.2. Typical production structure

In each production departments have been created: design and technology, design, tools and equipment, analysis and planning of equipment repairs. Unified services for operational calendar planning and dispatching, logistics, labor organization and wages have also been established here.

The production includes large specialized workshops: repair, production and repair of equipment, transport and storage operations, cleaning of premises and others. The creation of powerful engineering services and production divisions in production, each of which fully solves the tasks assigned to them in its own area, made it possible to create normal conditions for the effective operation of the main production departments on a fundamentally new basis.

The organization of workshops and sections is based on the principles of concentration and specialization. Specialization of workshops and production areas can be carried out by type of work - technological specialization or by type of manufactured product - subject specialization. Examples of production units of technological specialization at a machine-building enterprise are foundry, thermal or galvanic shops, turning and grinding sections in a mechanical shop; subject specialization - body parts workshop, shaft section, gearbox manufacturing workshop, etc.

If a complete cycle of manufacturing a product or part is carried out within a workshop or site, this division is called subject-closed.

When organizing workshops and sections, it is necessary to carefully analyze the advantages and disadvantages of all types of specialization. With technological specialization, high equipment utilization is ensured, high production flexibility is achieved when developing new products and changing production facilities. At the same time, operational production planning becomes more difficult, the production cycle is lengthened, and responsibility for product quality is reduced.

The use of subject specialization, allowing the concentration of all work on the production of a part or product within one workshop or area, increases the responsibility of performers for the quality of products and the completion of tasks. Subject specialization creates the prerequisites for organizing continuous and automated production, ensures the implementation of the principle of direct flow, and simplifies planning and accounting. However, it is not always possible to achieve full equipment utilization; restructuring of production to produce new products requires large expenses.

Subject-contained workshops and areas also have significant economic advantages, the organization of which makes it possible to reduce the duration of the production cycle for the manufacture of products as a result of the complete or partial elimination of counter or age movements, and to simplify the planning system and operational management of production progress. The practical experience of domestic and foreign enterprises allows us to give the following grouping of rules that should be followed when deciding on the application of the subject or technological principle of constructing workshops and sections.

Subject the principle is recommended to be applied in the following cases: when producing one or two standard products, with a large volume and a high degree of stability in the production of products, with the possibility of a good balance of equipment and labor, with a minimum of control operations and a small number of changeovers; technological- when producing a large range of products, with their relatively low serial quantity, with the impossibility of balancing equipment and labor, with a large number of control operations and a significant number of changeovers.

Organization of production sites. The organization of sites is determined by the type of their specialization. It involves solving a large number of problems, including the selection of production facilities; calculation of the necessary equipment and its layout; determining the size of batches (series) of parts and the frequency of their launch and production; assigning work and operations to each workplace, drawing up schedules; calculation of personnel requirements; design of a workplace service system. Recently, research and production complexes have begun to be formed in associations, integrating all stages of the “Research – Development – ​​Production” cycle.

In the St. Petersburg association “Svetlana”, for the first time in the country, four research and production complexes were created. The complex is a single division specializing in the development and production of products of a certain profile. It is created on the basis of the design bureaus of the head plant. In addition to the design bureau, it includes main production workshops and specialized branches. The scientific and production activities of the complexes are carried out on the basis of on-farm calculations.

Research and production complexes carry out design and technological preparation of production, attracting the relevant divisions of the association to carry out work related to the development of new products. The head of the design bureau is given the rights to end-to-end planning of all stages of production preparation - from research to the organization of serial production. He is responsible not only for the quality and timing of development, but also for the development of serial production of new products and the production activities of workshops and branches included in the complex.

In the context of the transition of enterprises to a market economy, further development of the production structure of associations is taking place on the basis of increasing the economic independence of their constituent units.

As an example of the creation and implementation of a new organizational form in the context of the transition to a market, one can cite the creation of a joint-stock company - a research and production concern in the Energia association (Voronezh). On the basis of the concern's divisions, more than 100 independent research and production complexes, first-level associations and enterprises with full legal independence and current accounts in a commercial bank have been created. When creating independent associations and enterprises, the following were used: a variety of forms of ownership (state, rental, mixed, joint-stock, cooperative); variety of organizational structures of independent enterprises and associations, the number of which varies from 3 to 2350 people; variety of activities (research and production, organizational and economic, production and technical).

The concern has 20 subject-specific and functional research and production complexes, combining research, design, technological departments and production facilities, specializing in the development and production of certain types of products or performing technologically homogeneous work. These complexes were created through the reform of pilot and serial plants and on the basis of a research institute. Depending on the number and volume of work, they function as first-level associations, enterprises or small enterprises.

Research and production complexes fully demonstrated their advantages during the conversion period in the conditions of a sharp change in the product range. After gaining independence, enterprises voluntarily organized first-level associations - research and production complexes or firms - and established a concern, centralizing 10 main functions according to the Charter. The highest management body of the concern is the meeting of shareholders. Coordination of work to perform centralized functions is carried out by the board of directors and functional divisions of the concern, operating on conditions of complete self-sufficiency. Divisions performing service and support functions also work on a contractual basis and have full legal and economic independence.

Shown in Fig. 10.3 and the “circular” management structure of the concern meets the requirements of the legislation of the Russian Federation. The Board of Directors coordinates the centralized functions of the concern within the framework of the Charter in accordance with the idea of ​​the round table.

The circular (as opposed to the existing vertical) system of organization and production management is based on the following principles:

Rice. 10.3. Circular management structure of the Energia concern

• on the voluntary association of enterprise-shareholders for joint activities in order to obtain maximum and stable profits through the sale of products and services in a competitive market to satisfy the social and economic interests of shareholders;
• voluntary centralization of part of the functions of enterprises in organizing and managing production, enshrined in the Charter of the joint-stock company;
• combining the advantages of a large company, due to specialization, cooperation and scale of production, with the advantages of small business forms and motivating employees through property ownership;
• a system of subject and functional scientific and production complexes interconnected on a technological basis, taking into account the advantages of specialization and cooperation;
• a system of contractual relations between research and production complexes and firms, supported by a system for satisfying self-supporting claims, including regulation of the wage fund;
• transferring the center of current work on organizing and managing production from the highest level vertically to the level of scientific and production complexes and independent enterprises horizontally on a contractual basis with the concentration of the efforts of senior management on promising issues;
• implementation of economic relations between enterprises through a commercial bank and a center for internal settlements in relevant areas;
• increasing guarantees for resolving social issues and protecting both independent enterprises and all shareholders;
• combination and development of various forms of ownership at the level of the concern and independent associations and enterprises;
• refusal of the dominant role of the highest management bodies with the transformation of the functions of management and coordination of production into one of the types of activities of shareholders;
• developing a mechanism for combining the mutual interests of independent enterprises and the concern as a whole and preventing the danger of a rupture due to the centrifugal forces of the technological principle of constructing the organization of production.

The circular structure provides for a fundamental change in the activities of subject-specific research and production complexes, which take the leading role in planning and ensuring horizontal interconnection of the activities of functional research and production complexes and firms on a contractual basis according to their nomenclature, taking into account changes in the market.

The planning and dispatch department within the Pribyl company has been transformed, and a significant part of its functions and staff has been transferred to subject-specific research and production complexes. The attention of this service is focused on strategic tasks and coordination of the work of complexes and companies.

Concern Energia went through the privatization process through leasing and corporatization and received a certificate of ownership of property; it was given the status of a Federal Research and Production Center.

10.4. Organization of production processes over time

To ensure rational interaction of all elements of the production process and streamline the work performed in time and space, it is necessary to form a production cycle of the product.

The production cycle is a complex of basic, auxiliary and service processes organized in a certain way in time, necessary for the manufacture of a certain type of product. The most important characteristic of the production cycle is its duration.

Production cycle time- this is a calendar period of time during which a material, workpiece or other processed item goes through all the operations of the production process or a certain part of it and is transformed into finished products. The duration of the cycle is expressed in calendar days or hours. Production cycle structure includes working time and break time. During the working period, the actual technological operations and preparatory and final work are carried out. The working period also includes the duration of control and transport operations and the time of natural processes. The time of breaks is determined by the labor regime, interoperational tracking of parts and shortcomings in the organization of labor and production.

Interoperational waiting time is determined by breaks in batching, waiting and staffing. Batch breaks occur when products are manufactured in batches and are due to the fact that the processed products lie until the entire batch has gone through this operation. In this case, it is assumed that a production batch is a group of products of the same name and standard size, launched into production within a certain time with the same preparatory and final period. Waiting breaks are caused by inconsistent durations of two adjacent operations of the technological process, and picking breaks are caused by the need to wait until all the blanks, parts or assembly units included in one set of products are manufactured. Picking interruptions occur during the transition from one stage of the production process to another.

In its most general form, the duration of the production cycle T q is expressed by the formula

T ts = T t + Tn –3 + T e + T k + T tr + T mo + T pr, (10.1)

Where T t is the time of technological operations; Tn–3 — time of preparatory and final work; T e is the time of natural processes; T k is the time of control operations; T tr — time of transportation of objects of labor; T mo — time of interoperative bedtime (intra-shift breaks); T pr - time of breaks due to work schedule.

The duration of technological operations and preparatory and final work together forms the operating cycle T c.op.

Operating cycle- this is the duration of the completed part of the technological process performed at one workplace.

Methods for calculating the duration of the production cycle. It is necessary to distinguish between the production cycle of individual parts and the production cycle of an assembly unit or product as a whole. The production cycle of a part is usually called simple, and the production cycle of a product or assembly unit is called complex. The cycle can be single-operational or multi-operational. The cycle time of a multi-operation process depends on the method of transferring parts from operation to operation. There are three types of movement of objects of labor in the process of their manufacture: sequential, parallel and parallel-sequential.

At sequential type of movement the entire batch of parts is transferred to the subsequent operation after finishing processing of all parts in the previous operation. The advantages of this method are the absence of interruptions in the operation of equipment and workers at each operation, the possibility of their high load during the shift. But the production cycle with such an organization of work is the largest, which negatively affects the technical and economic indicators of the workshop or enterprise.

At parallel type of movement parts are transferred to the next operation by a transport batch immediately after completion of its processing in the previous operation. In this case, the shortest cycle is ensured. But the possibilities of using a parallel type of movement are limited, since a prerequisite for its implementation is equality or a multiple of the duration of operations. Otherwise, interruptions in the operation of equipment and workers are inevitable.

At parallel-sequential type of movement parts are transferred from operation to operation in transport batches or individually. In this case, there is a partial overlap of the execution time of adjacent operations, and the entire batch is processed at each operation without interruptions. Workers and equipment work without breaks. The production cycle is longer compared to a parallel one, but shorter than with the sequential movement of objects of labor.

Cycle calculation for a simple production process. The operational production cycle of a batch of parts with a sequential type of movement is calculated as follows:

(10.2)

Where n— number of parts in the production batch, pcs.; r op is the number of technological process operations; t PC i— standard time for performing each operation, min; WITH r.m. i— the number of jobs occupied by the production of a batch of parts at each operation.

The diagram of the sequential type of movement is shown in Fig. 10.4, A. According to the data given in the diagram, the operating cycle of a batch consisting of three parts processed at four workstations is calculated:

T c.seq = 3 (t pcs 1 + t pcs 2 + t pcs 3 + t pcs 4) = 3 (2 + 1 + 4 + 1.5) = 25.5 min.

Formula for calculating the duration of the operating cycle with a parallel type of movement:

(10.3)

where is the execution time of the longest operation in the technological process, min.

Rice. 10.4, a. Production cycle schedule for sequential movement of batches of parts

The movement schedule of a batch of parts with parallel movement is shown in Fig. 10.4, b. Using the graph, you can determine the duration of the operating cycle with parallel movement:

T c.pair = ( t pcs 1 + t pcs 2 + t pcs 3 + t pcs 4)+ (3 – 1) t pcs 3 = 8.5 + (3 – 1) 4 = 16.5 min.

Rice. 10.4, b. Production cycle schedule for parallel-sequential movement of batches of parts

With a parallel-sequential type of movement, there is a partial overlap in the execution time of adjacent operations. There are two types of combination of adjacent operations in time. If the execution time of the subsequent operation is longer than the execution time of the previous operation, then a parallel type of movement of parts can be used. If the execution time of the subsequent operation is less than the execution time of the previous one, then a parallel-sequential type of movement with the maximum possible combination of both operations in time is acceptable. The maximum combined operations differ from each other at the time of production of the last part (or the last transport batch) at the subsequent operation.

A diagram of the parallel-sequential type of motion is shown in Fig. 10.4, V. In this case, the operating cycle will be less than with a sequential type of movement, by the amount of combining each adjacent pair of operations: the first and second operations - AB - (3 - l) t pcs2 ; second and third operations - VG = А¢Б¢ – (3 –1) t pcs3 ; third and fourth operations – DE – (3 – 1) t pcs4 (where t pcs3 and t pcs4 have a shorter time t pcs. box from each pair of operations).

Formulas for calculation

(10.4)

When performing operations at parallel workstations:

Rice. 10.4, c. Schedule of production cycles with parallel movement of batches of parts

When transferring products in transport batches:

(10.5)

where is the time to complete the shortest operation.

An example of calculating cycle duration using formula (10.5):

T c.p.p = 25.5 – 2 (1 + 1 + 1.5) = 18.5 min.

The production cycle for manufacturing a batch of parts includes not only the operational cycle, but also natural processes and breaks associated with the operating mode, and other components. In this case, the cycle duration for the considered types of movement is determined by the formulas:

Where r op is the number of technological operations; WITH r.m - the number of parallel jobs occupied by the production of a batch of parts at each operation; t mo—interoperative waiting time between two operations, h; T cm is the duration of one work shift, h; d cm - number of shifts; TO v.n - planned coefficient of compliance with standards in operations; TO ln is the coefficient for converting working time into calendar time; T e is the duration of natural processes.

Calculating the cycle time of a complex process

The production cycle of a product includes cycles of manufacturing parts, assembling components and finished products, and testing operations. In this case, it is generally accepted that various parts are manufactured simultaneously. Therefore, the production cycle of the product includes the cycle of the most labor-intensive (leading) part from among those that are supplied to the first operations of the assembly shop. The duration of the product production cycle can be calculated using the formula

T c.p = T c.d + T c.b, (10.9)

Where T c.d - duration of the production cycle for manufacturing the leading part, calendar days. days; T c.b - duration of the production cycle of assembly and testing work, calendar days. days

Rice. 10.5. Cycle of a complex process

A graphical method can be used to determine the cycle time of a complex manufacturing process. For this purpose, a cyclic schedule is drawn up. The production cycles of simple processes included in complex ones are pre-established. According to the cyclic schedule, the period of advance of some processes by others is analyzed and the total duration of the cycle of a complex process for the production of a product or batch of products is determined as the largest sum of cycles of interconnected simple processes and interoperational breaks. In Fig. Figure 10.5 shows a cyclic graph of a complex process. On the graph from right to left on a time scale, cycles of partial processes are plotted, starting from testing and ending with the manufacture of parts.

Ways and importance of ensuring continuity of the production process and reducing cycle times

A high degree of continuity of production processes and a reduction in the duration of the production cycle are of great economic importance: the size of work in progress is reduced and the turnover of working capital is accelerated, the use of equipment and production space is improved, and the cost of production is reduced. Research carried out at a number of enterprises in Kharkov showed that where the average production cycle time does not exceed 18 days, each ruble spent provides 12% more products than in factories where the cycle time is 19–36 days, and 61% more than at a factory, where products have a cycle of more than 36 days.

Increasing the level of continuity of the production process and reducing cycle time are achieved, firstly, by increasing the technical level of production, and secondly, by organizational measures. Both paths are interconnected and complement each other.

Technical improvement of production is moving towards the introduction of new technology, advanced equipment and new vehicles. This leads to a reduction in the production cycle by reducing the labor intensity of the technological and control operations themselves, and reducing the time for moving objects of labor.

Organizational measures should include:

• minimizing interruptions caused by interoperational tracking and batching interruptions through the use of parallel and parallel-sequential methods of movement of objects of labor and improving the planning system;
• constructing schedules for combining various production processes, ensuring partial overlap in time of performing related work and operations;
• reduction of waiting breaks based on the construction of optimized product manufacturing plans and rational launch of parts into production;
• the introduction of subject-closed and detail-specialized workshops and sections, the creation of which reduces the length of intra-shop and inter-shop routes and reduces the time spent on transportation.

Term "organization" derived from the French word “organization” and means arrangement, combination of someone or something into a single whole. Organization involves the internal ordering of parts of a whole as a means of achieving the desired result.

Note that production includes activities carried out by the enterprise, which covers all phases of the production process from product development to its delivery. In order for production to realize its functions of creating material wealth, it must be properly organized. It is known that the production process consists of its constituent elements: labor, tools, objects of labor and information. The result of production activity is the final product, the product of labor.

Organization of production is a type of human activity aimed at connecting all elements of the production process into a single process, ensuring their rational combination and interaction in order to achieve social and economic efficiency of production.

The organization of production is a prerequisite for the effective operation of any enterprise, since it creates favorable opportunities for the highly productive work of work teams, the production of good quality products, the full use of all the resources of the enterprise, and the comprehensive development of the individual in the labor process. Organization of production is a type of activity carried out at all levels of the management hierarchy - at the national level, in industries and regions, at the enterprise.

At the national level organizational activity is expressed in the work of government bodies to develop policies that ensure the formation of a rational sectoral structure of the national economy, identifying priorities and creating the necessary proportionality in the development of individual industries and economic regions, rational distribution of industry throughout the country, etc.

Organization of production within industries and large economic complexes consists of developing specialization and cooperation of enterprises, ensuring optimal concentration of production based on a combination of large, medium and small enterprises, creating industry infrastructure and scientific services for enterprises.

Territorial organization of production in the constituent entities of the Russian Federation and in large economic regions is based on solving the problems of rational location of enterprises, organizing intra-industry and inter-industry production connections between enterprises, creating a territorial production infrastructure and a system of engineering and scientific services for enterprises in the region.

Organization of production at the enterprise level covers the following activities:

• selection, justification and continuous improvement of the production structure of the enterprise;
• design, construction and ensuring the interconnected functioning of all production processes from product development to its delivery to the consumer;
• design and implementation in practice of organizing divisions of the enterprise's production infrastructure;
• ensuring a rational combination of all production elements over time and optimizing the size of inventory;
• organization of labor of direct participants in the production process as a specific form of connecting labor with the means of production;
• ensuring a combination of rational organizational forms and economic methods of production.

The main tasks of organizing production at the enterprise are:

• saving social labor by streamlining connections and relationships in the production process;
• strengthening the creative nature of workers’ work;
• ensuring the collective and personal interest of workers in the results of their work;
• creation of appropriate conditions for the implementation of all areas of production and economic activity of the enterprise.

Improving the organization of production is a low-capital-intensive way of developing production and, as a rule, requires significantly lower costs to achieve the same level of efficiency compared to measures of a technical and technological nature. This is achieved by reducing lost working time and unproductive labor costs; improving the use of production capacity, better utilization of equipment and the use of its technical capabilities; reducing inventories and reducing the time spent by objects of labor in production.

In material production, there are two sides: productive forces and production relations, which in their unity form a method of production.

Productive forces - these are the forces and means involved in the production process. Relations of production– relationships between people that arise in the process of production and distribution of material goods. The functioning of the production process is ensured on the basis of its organization.

Activities for organizing production are implemented through the functions of organizing productive forces and production relations.

The first function solves the problem of organizing productive forces . With its help, the connection of personal and material factors of production into a single production process is ensured. Elements of productive forces act as factors of production: man is a personal factor, tools and objects of labor are material factors. The organization of production solves the problem of combining and ensuring a rational combination and interaction in space and time of all factors of production.

The second function of production organization is aimed at establishing various connections between participants in the production process and departments of the enterprise engaged in the creation of material goods, ensuring their joint activities. It should be assumed that production relations form a complex system, including production, technical and socio-economic relations. Industrial and technical relations act as relationships regarding the joint labor of production participants. The basis of these relations is the division and cooperation of labor, which lead to the isolation of individual works and their performers and dictate the need to establish production connections between them. This function establishes connections that ensure joint activities of people in the production process.

Third function consists in creating organizational conditions that ensure interaction on an economic basis of all production units of the enterprise as a single production system, and implements the task of creating employee interest in the results of labor. It is based on the use of the category of socio-economic relations. Socio-economic relations express relations between people determined by the nature and form of appropriation of the means of production, property relations.

Fourth function is designed to solve the problems of creating conditions for improving the quality of working life of employees, their constant professional and socio-cultural development, and self-improvement of the enterprise’s labor resources.

Analysis of the main functions of an organization in material production allows us to formulate the concept of the essence of production organization.

The essence of production organization consists in combining and ensuring the interaction of personal and material factors of production, establishing relationships and coordinated actions of participants in the production process, creating organizational conditions for the realization of the economic interests and social needs of workers at a production enterprise.

Bibliography

1. Organization of production: Textbook. for universities / O.G. Turovets, V.N. Popov, V.B. Rodionov and others; ed. O.G.Turovets. Second edition, supplemented – M.: “Economics and Finance”, 2002 – 452 pp.

2. Production management: Textbook / Ed. V.A. Kozlovsky. M.: INFRA-M, 2003.

3. Chase Richard B., Equiline Nicholas J., Jacobs Robert D. Production and Operations Management: Trans. from English M.: Williams Publishing House, 2001.

Other materials from the section

Organization of production at an enterprise is a type of activity to combine all components of the production process into a single process, as well as to ensure their rational interaction and combination in order to achieve economic and social efficiency of production.

Organization of production is the key to the effective operation of an enterprise, since it creates opportunities for high productivity of work teams, the release of a quality product, optimal use of enterprise resources, as well as the development of organizational culture and personality in the process of work. It is carried out at all levels of the enterprise management hierarchy.

Organization of production at the enterprise

Covers the following activities:

• determination, justification and continuous improvement of the enterprise structure;
• planning and ensuring the interconnected operation of all production processes from product development to its direct delivery to the consumer;
• planning and practical implementation of the organization of structural units of production infrastructure;
• ensuring the optimal combination of all components of production over time;
• creating working conditions for direct participants in the process that would represent the most effective combination of labor and means of labor;
• combinations of optimal organizational forms and economic methods of production.

Tasks of organizing production- this is saving labor resources by streamlining relationships and connections in the production process, increasing the creative nature of the work of employees and ensuring both collective and personal interest in the result of the work. This can be both material and non-material incentives for employees (more details can be found in the material Non-material incentives as a way to involve staff). Another important task is to provide the necessary conditions for the implementation of all areas of the enterprise’s production activities.

Types of production are presented in the list below .

• Single production- piece production of products of different and unstable nomenclature.

Peculiarities of production organization: a large amount of manual work, technological specialization, long cycle times, high level of professionalism of workers, use of universal equipment.

• Mass production- simultaneous production in series of an extensive range of products, the release of which is repeated over a long period of time.

Features of the organization of mass production: at the same time, a fairly large range of repeating products is created in significant quantities, a small amount of manual work, specialization of jobs, a short cycle, unification of parts.

• Mass production- continuous production of a limited range of products in large quantities.

Features of this type: the range of manufactured products is strictly limited, production volumes are large, specialization of jobs, low professional level of workers, short preparatory and final time, production is dispatched, low unit costs, full use of equipment, high labor productivity.

Forms of production organization

Spot. Work on a part with this form of production organization takes place in full at one workplace. The product is produced where the bulk of it is located.

Technological. This form is characterized by a workshop structure with sequential transfer of objects of labor. It is most widespread in machine-building enterprises.

Direct flow. It has a linear structure with piecemeal transfer of objects of labor. This form implements the basic principles of organizing processes: specialization, directness, continuity, parallelism. The use of a direct-flow form leads to a reduction in cycle time, the use of labor with greater effect, and a reduction in the volume of work in progress.

Subject. This form of production organization has a cellular structure with sequential or parallel-sequential transfer of objects of labor. Subject-based construction of production areas ensures direct flow and reduction of cycle time, as well as ensuring the transfer of items from one operation to another without transportation to a warehouse.

Integrated. This form of production involves the combination of main and auxiliary operations into one integrated process with a cellular structure or linear spatial structure with parallel-sequential or sequential transfer of objects of labor. In areas where this form occurs, it is necessary to link processes such as warehousing, transportation, management, and processing into a single production process. This is achieved by combining all workplaces using an automatic transport and warehouse system.

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Introduction

Any enterprise is born and reproduced as a socio-economic system. It represents an organically integral, probabilistic, dynamic set of objectively determined elements, the interaction of which creates the possibility of effective reproduction, depending on the nature of the internal and external conditions for the implementation of the goals of a given system.

An enterprise as a system maintains the internal integrity of its constituent parts, and also has their common properties. The result is a qualitatively new association. The process of studying the structure and functions of an enterprise is the organization of production.

Organization of production is the spatiotemporal structure of an enterprise (workforce, divisions, means of production, materials) and their interaction to achieve high quantitative and qualitative results for a given period with the efficient use of resources. The organization of production is understood as the coordination and optimization in time and space of all material and labor elements of production in order to achieve the greatest production result at the lowest cost within a certain time frame.

The organization of production is designed to create enterprise structures that are able to best implement given functions.

The purpose of the course work is to examine the organization.

To do this, you need to consider the following tasks:

The production structure of the enterprise;

Organization of the production process;

Production cycle of the enterprise.

Works were used in the course work

CHAPTER 1. PRODUCTION PROCESS

1.1 Concept of the production process. Essence

The production process is a collection of individual labor processes aimed at transforming raw materials into finished products. The content of the production process has a decisive impact on the construction of the enterprise and its production units.

The production process is the basis of any enterprise.

The main factors of the production process that determine the nature of production are means of labor (machines, equipment, buildings, structures, etc.), objects of labor (raw materials, materials, semi-finished products) and labor as the purposeful activity of people. The direct interaction of these three main factors forms the content of the production process.

Processes should be distinguished between management and production.

The management process is a set of operations and procedures for the influence of the management subsystem on the managed one, carried out within the framework of the organizational structure of the company.

The production process is a complex of labor and natural processes aimed at producing goods of a given quality, quantity, range and on time.

Each production process consists of many partial processes, which result in the creation of individual components of the product. All partial processes are divided into main, auxiliary and servicing.

The main processes are understood as those that result in changes in the shape or size of the object of labor, its internal properties, surface condition, and the relative position of its components. For example, receiving a workpiece, processing it, assembling finished components.

Auxiliary processes include those processes that do not directly come into contact with the objects of labor, but are designed to ensure the normal flow of the main processes. For example, the manufacture of tools for one’s own needs, the production of various types of energy for one’s needs, the repair of fixed assets, quality control of the subject of labor.

Servicing processes include such processes as in-plant transportation, warehousing, etc.

Similar to production processes, management processes are divided into main, auxiliary and servicing processes. Only here the subject of work is a management decision, information, regulatory, technical or management document. If the operation is aimed at changing any parameter of the managerial subject of labor, then this process will be the main one. Service management processes include processes for the accumulation, control and transfer of the subject of labor. Auxiliary - all those that create normal conditions for the occurrence of basic and servicing processes: production, acquisition or repair of technical equipment, etc.

The design of any processes is carried out on the basis of analysis and development of measures to deepen inter-production, intra-production, technological and functional specialization. Factors in deepening any form of specialization are the unification, typification and standardization of operations, procedures, methods, information and other elements of management systems.

An important place in economic theory is given to the analysis of forms of organization of production. In the most general form, the form of production is understood as the type of organization of people’s economic activity that ensures the real functioning of the economy. In other words, the form of production is the way the economic system exists.

1.2 Types of production

The type of production is determined by a comprehensive description of the technical, organizational and economic features of production, determined by the breadth of the product range, regularity, stability and volume of production. The main indicator characterizing the type of production is the coefficient of consolidation of Kz operations. The operation consolidation coefficient for a group of workplaces is defined as the ratio of the number of all different technological operations performed or to be performed during the month to the number of workplaces:

where Copi is the number of operations performed at the i-th workplace;

Kr.m - the number of jobs on the site or in the workshop.

There are three types of production: single, serial, mass.

Single production is characterized by a small volume of production of identical products, the re-production and repair of which, as a rule, are not provided for. The consolidation factor for unit production is usually above 40.

Batch production is characterized by the manufacture or repair of products in periodically repeated batches. Depending on the number of products in a batch or series and the value of the consolidation coefficient of operations, small-scale, medium-scale and large-scale production are distinguished.

For small-scale production, the operation consolidation coefficient is from 21 to 40 (inclusive), for medium-scale production - from 11 to 20 (inclusive), for large-scale production - from 1 to 10 (inclusive).

Mass production is characterized by a large volume of products that are continuously manufactured or repaired over a long period of time, during which one work operation is performed at most workplaces. The coefficient of consolidation of operations for mass production is taken equal to 1.

1.3 Technical and economic characteristics of production types

Single and similar small-scale production is characterized by the production of parts of a large range at workplaces that do not have a specific specialization. This production must be sufficiently flexible and adapted to fulfill various production orders.

Technological processes in single production conditions are developed enlarged in the form of route maps for processing parts for each order; The sites are equipped with universal equipment and fixtures that ensure the production of parts of a wide range. The wide variety of jobs that many workers have to do requires them to have different professional skills, so highly skilled generalists are used in operations. In many areas, especially in pilot production, combining professions is practiced.

Organization of production in a single production environment has its own characteristics. Due to the diversity of parts, the order and methods of processing them, production areas are built according to a technological principle with equipment arranged in homogeneous groups. With this organization of production, parts pass through various sections during the manufacturing process. Therefore, when transferring them to each subsequent operation (section), it is necessary to carefully consider the issues of quality control of processing, transportation, and determination of workplaces for performing the next operation. Features of operational planning and management include timely completion and fulfillment of orders, monitoring the progress of each part through operations, ensuring the systematic loading of areas and workplaces. Great difficulties arise in organizing logistics. A wide range of manufactured products and the use of aggregated standards for the consumption of materials create difficulties in uninterrupted supply, which is why enterprises accumulate large stocks of materials, and this leads, in turn, to the depletion of working capital.

Features of the organization of unit production affect economic indicators. Enterprises with a predominance of a single type of production are characterized by a relatively high labor intensity of products and a large volume of work in progress due to the long storage of parts between operations. The cost structure of products is characterized by a high share of wage costs. This share, as a rule, is 20-25%. Distinctive features of a single method of organizing production are:

· large non-repetitive range of products;

· use of universal equipment and special equipment;

· arrangement of equipment into groups of similar machines;

· development of integrated technology;

· use of highly qualified workers with broad specialization;

· significant proportion of work using manual labor;

· a complex system of organizing logistics, creating large inventories of work in progress, as well as warehouse stocks.

Batch production is characterized by the production of a limited range of parts in batches repeated at certain intervals. This allows you to use special equipment along with universal ones. When designing technological processes, the order of execution and equipment of each operation are provided.

The organization of mass production is characterized by the following features. Workshops, as a rule, consist of subject-closed areas, the equipment on which is placed along the course of a standard technological process. As a result, relatively simple connections arise between workstations and the prerequisites are created for organizing the direct movement of parts during their manufacturing process.

The subject specialization of the sections makes it advisable to process a batch of parts in parallel on several machines that perform successive operations. As soon as the previous operation finishes processing the first few parts, they are transferred to the next operation until the entire batch is processed. Thus, in conditions of mass production, parallel-sequential organization of the production process becomes possible. This is its distinctive feature.

The use of one or another form of organization in mass production conditions depends on the labor intensity and volume of production of the products assigned to the site. Thus, large, labor-intensive parts, manufactured in large quantities and having a similar technological process, are assigned to one site with variable-flow production organized on it. Parts of medium size, multi-operational and less labor-intensive are combined into batches. If their launch into production is regularly repeated, group processing areas are organized. Small, low-labor parts, such as standardized studs and bolts, are secured to one specialized area. In this case, it is possible to organize direct-flow production.

Serial production enterprises are characterized by significantly lower labor intensity and cost of manufacturing products than individual enterprises. In mass production, compared to individual production, products are processed with fewer interruptions, which reduces the volume of work in progress.

From an organizational point of view, the main reserve for increasing labor productivity in serial production is the introduction of continuous production methods.

Mass production is characterized by the greatest specialization and is characterized by the production of a limited range of parts in large quantities. Mass production workshops are equipped with the most advanced equipment, allowing almost complete automation of the production of parts. Automatic production lines have become widespread here.

Technological processes of machining are developed more carefully, step by step. Each machine is assigned a relatively small number of operations, which ensures the most complete workload of work stations. The equipment is located in a chain along the technological process of individual parts. Workers specialize in performing one or two operations. Parts are transferred from operation to operation one by one. In conditions of mass production, the importance of organizing interoperational transportation and maintenance of workplaces increases. Constant monitoring of the condition of cutting tools, devices, and equipment is one of the conditions for ensuring the continuity of the production process, without which the rhythm of work on sites and in workshops will inevitably be disrupted. The need to maintain a given rhythm at all levels of production becomes a distinctive feature of the organization of processes in mass production.

Mass production ensures the most complete use of equipment, a high overall level of labor productivity, and the lowest cost of manufacturing products. In table 1 presents data on the comparative characteristics of various types of production.

Rice. 1. Comparative characteristics of various types of production

Rice. 2. Structure of the production cycle

In turn, the time of technological operations consists of preparatory and final time and piece time. Preparatory-final time is spent at the beginning of the work shift on preparing the workplace, debugging equipment, fixtures, installing tools, and at the end of the work shift on removing fixtures, tools, etc. This time is spent on a batch of items of labor processed during a shift.

Breaks during working hours are divided into natural processes (drying, normalization after heat treatment and other operations that occur without human intervention), organizational breaks (waiting for a workplace to become free, delay in the delivery of components, etc.), regulated breaks (lunch breaks , rest, etc.).

The duration of the production cycle for manufacturing a product as a whole is calculated after constructing a schedule for the complex process of assembling the product as a whole and calculating the duration of production cycles for manufacturing individual or batch parts. This work is performed by technologists.

For example, the duration of the production cycle for the manufacture of a batch of parts of the same name is determined as the sum of all operations of preparatory and final time, piece time (this takes into account the simultaneous execution of the same operation at several workplaces, the parallel execution of all operations, the planned coefficient of overfulfillment of production standards), time of natural processes, transportation, quality control, breaks.

The main factors for reducing the duration of production processes are:

· simplification of the kinematic diagram of the product, its design, increasing the level of blockiness for products of large-scale and mass production. “Simplicity of design is a measure of the designer’s intelligence”;

· simplification and improvement of technological processes for manufacturing products;

· unification and standardization of the component parts of the product, its structural elements, elements of technological processes, equipment, tooling, production organization;

· deepening detailed, technological and functional specialization based on unification and increase in the production program of products and its components;

· reduction of the specific gravity of machined parts;

· analysis and adherence to the principles of rational organization of production processes: proportionality, parallelism, continuity, straightness, rhythm, etc.;

· mechanization and automation of time recording, control and transport and warehouse operations;

· reducing the time of natural processes by replacing them with appropriate technological processes;

· reduction of interoperational breaks;

· increasing the share of technically sound time standards, service standards, and resource consumption standards. Encouraging time savings and meeting quality requirements.

productivity rational economic

CHAPTER 2. FORMS, METHODS AND PRINCIPLES OF PRODUCTION ORGANIZATION

In the economic literature, two main forms are traditionally distinguished: subsistence farming and commodity production. Subsistence and commodity production differ, first of all, according to the following characteristics: the development or underdevelopment of the social division of labor; closedness or openness of the economy; economic form of the manufactured product; a way to resolve the contradictions between production and consumption.

Subsistence farming is a way of organizing economic activity in which production is aimed directly at satisfying the producer’s own needs, i.e. On-farm consumption takes place.

Subsistence farming has the following main features:

· manual universal labor predominates, based on a primitive technological base (hoe, shovel, rake, etc.) and excluding its division into separate types;

· isolation (autarky form of management), lack of communication with other economic units (each unit relies on its own resources and provides itself with everything necessary for life);

· the product produced does not take the form of a commodity and forms a fund of subsistence for the manufacturer himself;

· the presence of direct economic connections between production and consumption: they develop according to the formula “production - distribution - consumption”, i.e. the created products are distributed among production participants and, bypassing the exchange stage, are used for personal and productive consumption;

· conservatism, traditionalism, limited production and consumption, relatively constant scale and sectoral proportions of production, which determine the slow pace of economic development.

The main disadvantage of subsistence farming is that it does not allow achieving high labor productivity and ensures the satisfaction of needs that are insignificant in volume and monotonous in quality.

The development of factors of production led to a deepening of the social division of labor and an increase in its productivity. This was the objective reason for the transition from subsistence farming to commercial farming. If subsistence farming prevailed during the longest pre-industrial stage of production, then at the industrial stage the commodity form of economic organization became dominant.

Commodity production is a form of organization of social production in which economic relations between people are manifested through the purchase and sale of the products of their labor on the market.

The most successful definition of commodity production was given by V.I. Lenin in his work “Concerning the so-called question of markets”: commodity production is an economic system in which “products are produced by separate, isolated producers, each specializing in the production of one particular product, so that in order to satisfy social needs it is necessary to purchase sale of products (which therefore become commodities) on the market" (V.I. Lenin, Poln. sobr. soch., vol. 1, pp. 86-87.).

Concentration is a process that is aimed at increasing the output of products or the provision of services at an enterprise. The concentration of production in an enterprise can develop based on various forms:

· increase in output of homogeneous products;

· increasing the output of diverse products;

· development of concentration based on the combination of production (for the creation of industrial enterprises);

· development of concentration based on production diversification.

Concentration of production can be achieved in the following ways:

Increasing the number of machines and equipment at the same technical level;

The use of machines and equipment with higher unit power;

Simultaneous increase in machinery and equipment of both the previous technical level and more modern ones;

Development of a combination of interrelated industries.

The most appropriate way to develop concentration is the intensive way, that is, through the introduction of new equipment and technology and an increase in the unit capacity of equipment.

With the development of concentration, the economic performance of the enterprise, as a rule, improves to optimal sizes, and then may deteriorate.

Advantages of large enterprises

· Are conductors of scientific and technological progress;

· It is easier to implement and better use more modern equipment;

· Fixed costs per unit of production are reduced;

· More opportunities for deepening the division of labor and labor cooperation.

The main disadvantages of a large enterprise

· Increased transportation costs for the supply of materials, raw materials, etc. (due to an increase in the transportation radius);

· The need for large investments to maintain a large enterprise;

· Increasing complexity of the management process as the scale of the enterprise increases;

· Increased load on the natural environment;

· Possibility of monopolization of production.

The concentration of production at any enterprise must be controlled in order to achieve minimum production costs. One of the approaches to determining the optimal size of an enterprise is associated with minimizing the reduced costs:

where Ci is the cost of production according to the i-th option;

En - standard coefficient of efficiency of capital investments;

Ki - capital investments according to the i-th option;

Ztri - transport costs for the i-th option.

One of the most difficult forms of concentration is diversification.

Diversification means the simultaneous development of unrelated types of production, expansion of the range and range of products produced within one company or firm.

Diversification of production contributes to:

· Greater survivability of any economic entity in market conditions;

· More complete use of enterprise resources;

· The most complete saturation of the market with necessary goods and services;

· Implementation of antimonopoly policy.

Specialization is the process of concentrating the output of certain types of products in certain industries at individual enterprises and their divisions, that is, it is the process of producing homogeneous products or performing separate technological operations.

The following forms of specialization are distinguished:

Subject specialization. The point is that enterprises specialize in the production of finished products;

Detailed specialization. The company specializes in the production of individual parts, components and assemblies;

Stage or technological specialization. The company specializes in performing a separate stage of the technological process;

Specialization of auxiliary production. A separate enterprise is engaged in the production of containers, packaging, tools and equipment, and also carries out repair work.

To characterize the level and analyze specialization, a number of indicators are used:

· production coverage coefficient - characterizes the share of products of a specialized industry in the total output of products of a given type;

· specialization coefficient - characterizes the share of the main products in the total output of the industry;

· coefficient of detailed specialization;

· breadth of product range and range.

Cooperation is long-term production ties between enterprises that produce complex products.

There are three forms of cooperation:

· subject or aggregate. It consists in the fact that a number of enterprises supply various products to the main factories that produce machinery and equipment;

· detailed. A number of specialized enterprises supply the parent plant with units and parts;

· technological or stage-based. It is expressed in the supply of semi-finished products by some enterprises to the parent plants.

The main indicator of the level of cooperation is the share of the cost of semi-finished parts and components received from other enterprises in the total cost of the enterprise's products.

The following types of cooperation ties are distinguished between industrial enterprises:

intra-district (when enterprises located in the same economic region cooperate);

inter-district;

intra-industry (one industry);

intersectoral.

The economic effect from the development of specialization and cooperation can be represented by the following formula:

where C1, C2 - unit cost of production before and after specialization;

Ztr1, Ztr2 - transport costs per unit of production before and after specialization;

V2 - volume of output after specialization;

En - standard investment efficiency ratio;

K - additional capital investments necessary to carry out specialization of production;

P - additional profit obtained by improving product quality due to specialization of production.

Disadvantages of specialization and cooperation:

· Increase in transport costs per unit of production due to an increase in the radius of cooperation;

· Monotony at work.

Combining production is the process of producing heterogeneous products at an enterprise due to the sequence of technological stages of processing raw materials, the integrated use of raw materials and production waste.

There are three main forms of combination based on:

sequential implementation of technological stages of processing raw materials (metallurgical plant, stages: - obtaining iron ore;

Preparation of cast iron;

Steel production;

Rental release);

use of production waste (combination of non-ferrous metallurgy with the chemical industry;

integrated use of raw materials, materials, energy and waste (oil refineries).

From an economic point of view, combining production allows:

· expand the raw material base of industry;

· reduce the material intensity of products through the integrated use of raw materials, production waste and maintaining the continuity of the technological process;

· allows you to reduce transportation costs;

· use fixed production assets and production capacities of the enterprise more efficiently;

· reduce the duration of the production cycle;

· reduce investment in extractive industries;

· reduce production waste and thereby have a beneficial effect on the environment.

Mathematical expression for determining the economic effect of combining production:

where Ssk, Sk - the cost of products manufactured at a specialized enterprise and through combination;

Ztr1, Ztr2 - transport costs per unit of product before and after combining;

Ks, Kk - specific capital investments for production at a specialized enterprise and for production through combination;

Vк is the volume of production due to the combination of production;

K - savings in capital investments required for the development of extractive industries.

2.2 Forms of organization of production in time and space

The form of organization of production is a certain combination in time and space of elements of the production process with an appropriate level of its integration, expressed by a system of stable connections.

Organization of the production process in space is a way of combining procurement, processing and assembly

production processes on the territory of the company for processing the “input” of the system (company) into its “output” with the parameters specified in the business plan. The organization of production processes in space is implemented in the production structure of the company.

The organization of the production process in time is a combination in time of the main (procurement, processing and assembly), auxiliary and servicing processes for processing the “input” of the system (company) into its “output” - the finished product.

The most important parameter of the organization of the production cycle in time is the production cycle of manufacturing parts, components of the product and the product as a whole, from procurement to assembly and testing operations. The duration of the production cycle consists of the working period and break time.

Various temporal and spatial structural structures form a set of basic forms of production organization. The time structure of production organization is determined by the composition of the elements of the production process and the order of their interaction over time. Based on the type of temporary structure, forms of organization are distinguished with sequential, parallel and parallel-sequential transfer of objects of labor in production.

The form of organization of production with the sequential transfer of objects of labor is a combination of elements of the production process that ensures the movement of processed products across all production areas in batches of arbitrary size. Objects of labor are transferred to each subsequent operation only after the completion of processing of the entire batch in the previous operation. This form is the most flexible in relation to changes that arise in the production program, it allows for sufficient full use of the equipment, which makes it possible to reduce the cost of its acquisition. The disadvantage of this form of production organization is the relatively long duration of the production cycle, since each part lies waiting for the entire batch to be processed before performing the subsequent operation.

The form of organization of production with parallel transfer of objects of labor is based on such a combination of elements of the production process that allows you to launch, process and transfer objects of labor from operation to operation individually and without waiting. This organization of the production process leads to a reduction in the number of parts being processed, reducing the need for space required for storage and aisles. Its disadvantage is the possible downtime of equipment (workstations) due to differences in the duration of operations.

The form of organization of production with parallel-sequential transfer of objects of labor is intermediate between sequential and parallel forms and partially eliminates their inherent disadvantages. Products are transferred from operation to operation in transport batches. At the same time, continuity of use of equipment and labor is ensured, and a partially parallel passage of a batch of parts through technological process operations is possible.

The spatial structure of the organization of production is determined by the amount of technological equipment concentrated on the work site (the number of workplaces), and its location relative to the direction of movement of objects of labor in the surrounding space. Depending on the number of technological equipment (workstations), a distinction is made between a single-link production system and the corresponding structure of a separate workplace and a multi-link system with a workshop, linear or cellular structure. Possible options for the spatial structure of production organization are presented in Fig. 11.1. The workshop structure is characterized by the creation of areas in which equipment (workstations) are located parallel to the flow of workpieces, which implies their specialization based on technological homogeneity. In this case, a batch of parts arriving at the site is sent to one of the free workplaces, where it undergoes the necessary processing cycle, after which it is transferred to another site (to the workshop).

In a section with a linear spatial structure, equipment (workstations) is located along the technological process and a batch of parts processed in the section is transferred from one workstation to another sequentially.

The cellular structure of production organization combines the characteristics of linear and workshop. The combination of spatial and temporal structures of the production process with a certain level of integration of partial processes determines various forms of organization of production: technological, subject, direct-flow, point, integrated (Fig. 11.2). Let's look at the characteristic features of each of them.

The technological form of organizing the production process is characterized by a workshop structure with sequential transfer of objects of labor. This form of organization is widespread in machine-building plants, since it ensures maximum equipment utilization in small-scale production and is adapted to frequent changes in the technological process. At the same time, the use of a technological form of organizing the production process has a number of negative consequences. A large number of parts and their repeated movement during processing lead to an increase in the volume of work in progress and an increase in the number of intermediate storage points. A significant part of the production cycle consists of time losses caused by complex inter-site communications.

The subject form of production organization has a cellular structure with parallel-sequential (sequential) transfer of objects of labor in production. As a rule, all the equipment necessary for processing a group of parts from the beginning to the end of the technological process is installed at the subject area. If the processing technological cycle is closed within the site, it is called subject-closed.

Subject construction of sections ensures straightness and reduces the duration of the production cycle for the manufacture of parts. In comparison with the technological form, the object form allows reducing the overall costs of transporting parts and the need for production space per unit of production. However, this form of production organization also has disadvantages. The main one is that when determining the composition of the equipment installed on the site, the need to carry out certain types of processing of parts comes to the fore, which does not always ensure full loading of the equipment.

In addition, expanding the range of products and updating them require periodic redevelopment of production areas and changes in the structure of the equipment fleet. The direct-flow form of production organization is characterized by a linear structure with piece-by-piece transfer of objects of labor. This form ensures the implementation of a number of organizational principles: specialization, directness, continuity, parallelism. Its use leads to a reduction in the duration of the production cycle, more efficient use of labor due to greater specialization of labor, and a reduction in the volume of work in progress.

Rice. 3 Forms of production organization

With the point form of production organization, work is completely performed at one workplace. The product is manufactured where its main part is located. An example is the assembly of a product with a worker moving around it. The organization of point production has a number of advantages: it provides the possibility of frequent changes in the design of products and the processing sequence, the production of products of a diverse range in quantities determined by production needs; costs associated with changing the location of equipment are reduced and production flexibility is increased.

The integrated form of production organization involves the combination of main and auxiliary operations into a single integrated production process with a cellular or linear structure with sequential, parallel or parallel-sequential transfer of objects of labor in production. In contrast to the existing practice of separate design of processes of warehousing, transportation, management, processing in areas with an integrated form of organization, it is necessary to link these partial processes into a single production process. This is achieved by combining all workplaces with the help of an automatic transport and warehouse complex, which is a set of interconnected, automatic and warehouse devices, computer equipment designed to organize the storage and movement of objects of labor between individual workplaces.

The progress of the production process here is controlled using a computer, which ensures the functioning of all elements of the production process on the site according to the following scheme: search for the required workpiece in the warehouse - transportation of the workpiece to the machine - processing - return of the part to the warehouse. To compensate for deviations in time during the transportation and processing of parts, buffer warehouses for interoperational and insurance reserves are created at individual workplaces. The creation of integrated production sites is associated with relatively high one-time costs caused by the integration and automation of the production process.

The economic effect of the transition to an integrated form of production organization is achieved by reducing the duration of the production cycle for manufacturing parts, increasing the loading time of machines, and improving the regulation and control of production processes.

2.3 Methods of organizing production

A production organization method is a method of carrying out a production process, which is a set of means and techniques for its implementation and is characterized by a number of features, the main ones of which are the relationship between the sequence of operations of the technological process and the order of equipment placement and the degree of continuity of the production process.

There are three methods of organizing production:

1) non-flow (single);

2) in-line;

3) automated.

Non-line production is characterized by the following features:

1) all workplaces are located in the same type of equipment groups without any specific connection with the sequence of operations; for example, at machine-building enterprises these are groups of turning, milling, drilling, grinding, planing machines, metal workbenches, etc.;

2) at workplaces, objects of labor of different design and manufacturing technology are processed, since their output is calculated in units;

3) the technological equipment is mainly universal, however, for processing parts that are particularly complex in design and large dimensions, machines with Ch11U, “machining centers”, etc. can be used;

4) parts are moved during the manufacturing process along complex routes, which causes large interruptions in processing due to waiting for them in intermediate warehouses and in subdivisions of the technical control department (QCD). After each operation, the part, as a rule, arrives either at the intermediate warehouse of the workshop or at the workplace of the quality control inspector. Even longer breaks are observed during inter-shop waits (from the machine shop to the thermal or galvanic shop, and then back to the same machine shop). Each worker receives a part to perform the subsequent operation not from the previous operation, but from an intermediate warehouse or from a quality control inspector.

The non-flow method is used mainly in single and small-scale production and is typical for experimental and mechanical repair shops, small series workshops and other special workshops of the enterprise (for example, workshops with GPS equipment - flexible production systems, etc.).

The development of technological processes for each product and part is individual in nature and is usually carried out by the technical department of the workshop on individual orders.

Non-line production is organizationally quite complex and does not fully comply with the principles of organizing the production process.

For the rational organization of non-line production, orders for the manufacture of parts and products should be completed according to the time of their processing and the parts should be launched into production in groups (with this method, this method of organizing production is sometimes called group and is used in small-scale production).

Flow production is characterized by the following features:

Division of the production process into separate operations and their long-term assignment to certain jobs;

Specialization of each workplace to perform a specific operation with the permanent assignment of one or a limited number of technologically similar objects of labor;

Coordinated and rhythmic execution of all operations based on a single calculated cycle of the production line;

Placement of workplaces in strict accordance with the sequence of the technological process;

Transfer of processed parts from operation to operation with minimal interruption and using special transport devices.

The main link in continuous production is the production line - a set of special workplaces that are located according to the technological process and perform a certain part of it.

Production lines are classified according to the following criteria:

According to the range of processed products:

continuous-flow single-subject lines (to which the processing or assembly of the first item of product is assigned for a long time);

continuous-flow multi-item lines (on which several items of products that are similar in design and technology are processed without readjusting equipment);

According to the method of processing fixed objects of labor:

variable flow lines (for sequential processing of several types of parts that have similar technological routes. When moving from the production of the first part to the production of parts of other types, the equipment is readjusted);

group production lines (on which a significant range of products is processed or assembled according to standard technological processes on the same equipment using group equipment, but without reconfiguring the equipment);

According to the degree of production continuity:

· continuous production lines (are the most modern form of continuous production). On them, the duration of each operation is equal to or a multiple of the clock cycle. Objects of labor are moved from operation to operation one by one and without lying down;

· discontinuous or direct flow. They do not have clear synchronization of operations. In some more labor-intensive operations, a working backlog is formed, for the processing of which additional work places are used;

According to the method of maintaining the beat:

· lines with a regulated tact;

· with a free rhythm of movement of the part, when the part is transferred to the subsequent operation as soon as it is ready. Deviations from the calculated cycle are possible;

By production coverage:

· in-line;

· district police officers;

· workshops;

· intershop;

· end-to-end.

The production line is characterized by the use of special transport devices, which perform the function of not only moving objects of labor from one operation to another, but also often maintaining the work cycle of the production line.

Automation of production is a process in which all or the majority of operations requiring the physical effort of a worker are transferred to machines and carried out without his direct participation. The worker retains only the functions of supervision, adjustment and control. There are four areas of automation:

Application of CNC machines. The introduction of semi-automatic and automatic machines makes it possible to increase labor productivity by 3-4 times;

Creation of complex machine systems with automation of all parts of the production process (automatic line);

Automatic line - combining into a single production unit a system of automatic machines with automatic mechanisms and devices for transportation, monitoring the accumulation of reserves, waste removal and management.

2.4 Principles of rational production organization

To improve the economic performance of operating activities, work processes must be rationally organized in time and space. The basic principles of rational organization of work processes are the following.

Specialization. It involves limiting the variety of elements of work processes and work centers on the basis of standardization, normalization, unification of product designs, normalization and typification of technological processes and technological equipment. At the same time, the variety of technological functions performed by work centers (technological specialization) or objects of labor processed by work centers (subject specialization) is limited. In relation to the workplace, the level of specialization is measured by the coefficient of consolidation of operations, i.e., the number of detail operations performed at the workplace over a certain period. Deepening specialization is the result of an economically feasible division of labor in modern production (service) and is accompanied by an expansion of cooperation.

Parallelism. It involves combining in time, i.e. the simultaneous execution of various partial or complete work processes. This is facilitated, in particular, by multi-location (simultaneously at one point) and multi-channel (parallel at different points) service. For example, processing or transporting several objects simultaneously with one working means, the same - in parallel with several means; servicing several requests at once in the mode of time and/or space sharing (time windows, multi-channel device). This saves working time and reduces cycle times. Parallelism in space, i.e. duplication of working means, routes and channels of goods distribution, may turn out to be an excessive measure, but increases reliability in case of sudden overloads in the working network (in case of internal failures - failure of some element or in case of external disturbances, a surge in demand, a sharp increase intensity of order flow).

Continuity. It assumes a reduction in the time of interruptions during the work process, up to their complete elimination, as well as the absence of breaks in the spatial chain of interacting work centers. This ensures continuous (without stagnation) progress of orders through work positions in the technological chain, continuous (without downtime) operation of equipment and personnel at workplaces. Achieved by synchronizing process operations and balancing elements throughout the entire technological chain. Helps reduce the cycle time of the work process (execution of a customer order); improving the use of equipment, space, personnel; reducing the level of inventories and tying up working capital in them.

Proportionality. It assumes a balanced throughput of all successive links of the technological chain and elements of resource support. Each part of the workflow must have the throughput (performance) that matches the needs of the complete process. The number of jobs, the amount of equipment, and the number of personnel assigned to perform individual parts of the process must be proportional to the labor intensity of these parts of the process.

Directness. It involves organizing the movement of each object along the working positions of the technological process in such a way as to ensure the shortest (in space and time) path, without return and counter movements, without unnecessary intersections with the routes of other objects. This relates to both technological “virtual” routes and transport “physical” routes for the movement of objects. Direct flow is achieved by locating working positions along the flow of technological process operations. This reduces the volume of cargo transportation, the time of transportation and storage of items, and the need for vehicles and technological equipment.

Rhythm. It assumes the repeatability of producing a certain amount of products and performing a certain amount of work along the entire technological chain at certain time intervals. The time interval between the launch and release of two successive units of production (batch, work) is called rhythm. The rhythm is set for a calendar period (several hours, shift, day, week, month, quarter, year) based on the demand (need) for products in a given period. Working with an established rhythm involves performing a set of works strictly defined in composition and volume at each workplace and its complete repetition in each subsequent cycle at time intervals equal to the rhythm. Rhythm makes it possible to simplify planning and dispatching, organize the execution of each work in the most rational way, develop the most economical algorithms for the functioning of automatic equipment, and train operating personnel in the most effective techniques.

Integrity. Involves system integration of components to achieve system goals with maximum efficiency. Achieved through systemic organization and integrated management of all partial processes in production (service) systems. Of particular importance is end-to-end management of the supply chain and material flow in the areas of supply, production and sales of the company, management of main, auxiliary and service processes based on modern information technologies .

Flexibility. Involves carrying out internal changes in production/service systems with maximum efficiency. Provides the ability for the system to respond to various changes in its internal state (for example, failures during work) or in the external environment (for example, fluctuations in demand). The greater the flexibility of the system, the wider the range of various changes to which the system is able to respond. Flexibility is the reserve of the system's ability to respond to various changes, most of which are not currently used. Therefore, flexible systems are characterized by a relative (in relation to the current moment) redundancy of technological and other capabilities.

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Topic 3. The production process and its organization in time

Production is a natural condition of human life and the material basis of other activities.

Production exists at all stages of development of human society. Its content determines the labor process, which involves the following three components:

Purposeful activity, or direct labor;

The subject of labor, i.e. everything towards which purposeful human activity is directed;

Means of labor, primarily instruments of labor - machines, equipment, tools with the help of which a person transforms objects of labor, adapting them to meet his own needs.

Product of material production- this is a material good, which is a combination of the substance of nature and labor. Material wealth satisfies the needs of man and society directly as a means of life, as an item of consumption, and indirectly as a means of production. Consumer goods are used for personal consumption and to satisfy the natural needs of people for food, clothing, housing, as well as spiritual needs. The means of production consist of objects of labor and means of labor and are used only for production consumption.

Organization as a system;

Organization as a state of the system;

Organization as a process.

An organization as a system is characterized by:

Integrity - it is assumed that the system is a collection of specific elements with properties and the nature of the relationship inherent only to them. Thus, the system stands out from the infinite variety of objects of the material world;

Divisibility - it is assumed that the system allows division into subsystems and elements, which, in turn, have system properties. The system under study is included as a component or subsystem in a broader set of elements, i.e., in a higher-level system.

Organizational systems are characterized by the presence of a goal- the same set of interconnected elements represents different systems depending on the purpose in relation to which it is considered. Thus, a machine tool is a system designed to perform certain technological operations. For a research engineer, it is a system designed to obtain dynamic or performance characteristics. Depending on the purpose, certain properties of the system elements and their connections are studied.

Functioning of the system as a whole is provided by connections between its elements. Three types of connections are known:

Functionally necessary - through them, relationships are formed that are specific to a particular system, for example, socio-economic (relationships of management, subordination, social, etc.);

Synergetic (joint action) - with the joint actions of some parts of the system elements, they ensure an increase in their overall effect to a value exceeding the sum of the effects from the same parts acting independently;

Redundant - superfluous or contradictory.

Organization as a state of the system implies its organization, i.e. the presence of a certain order or degree of orderliness of the system, including in its structure and functioning.

Many shortcomings in production activities are explained by organizational characteristics. Therefore, increasing organization based on the application of organization theory and its laws is an important reserve for increasing the efficiency of production systems.

Organization as a process is a manifestation of social activity that arose on the basis of the social division of labor. The functional purpose of the organization as a process is the creation of new and qualitative improvement of previously created and functioning systems of any type. Therefore, to organize means either to create a system again, or to improve its state in the process of functioning in accordance with changing internal and external conditions. Organization as a form of social activity is always concrete, like other types of labor. The specificity of an organization is determined by its object. For the production system, the organization of production, the organization of labor and the organization of management are of great importance.

Organization as a process is carried out by people; it has taken shape into a huge independent object. Therefore, a special group of professional workers has also emerged - managers, specialists in organizing management.

Definition of the concept of production organization. The science of production organization, or, as it is often called now, scientific organization of production, as a new science, originated a little over a hundred years ago. Over the past years, it has experienced both rapid growth and decades of stagnation.

At the same time, there is currently no unambiguous definition of the content of “organization of production” in the literature. Attempts to give a definition that would most fully reflect the essence of the organization of production were made at the beginning of the 20th century. many scientists and specialists: K. Adametsky, I. Budryansky, Y. Milonov and others. In the late 30s - early 40s, B. Katzenbogen, Y. Lyubovich formulated the most accurate definitions of the concept of “organization of production”.

Many scientists in the 60-80s also proposed their own definitions of the subject “organization of production”. These definitions can be grouped into two options:

A science that studies the actions and manifestations of objective economic laws in the production and economic activities of enterprises;

Rational combination in space and time of personal and material elements of production for various purposes.

In 1956, the Institute of Industrial Engineering (USA) officially adopted the following definition: the science of industrial engineering covers the design, improvement and implementation of integrated systems, including people, materials and equipment.

With the transition of the CIS countries, including Belarus, to market relations, new requirements for the organization of production come to the fore. In a competitive environment, production must:

Be flexible, able at any time to adapt to the production of new types of products;

To be optimal, able to function at the lowest cost;

Produce high quality products on time.

The transition to market relations radically changes views on the organization of production, creating conditions for the best use of equipment and people in the production process and thereby increasing its efficiency.

Traditional approaches that consider the organization of production as its specialization, cooperation and concentration, as a kind of “intensifier” of the use of fixed assets, are fading into the background.

Taking into account the requirements of a market economy, a definition of production organization has been formed in the domestic literature: this is the coordination and optimization in time and space of all material and labor elements of production in order to achieve the greatest production result within a certain time frame at the lowest cost (O. Vikhansky, G. Kozhekin, R . Fatkhut-dinov).

The main tasks of organizing production. The considered concepts and factors indicate the versatility of the tasks facing the organization of production. Solving these problems will answer the question of what managers and production organization specialists should do at an enterprise for successful management. Indeed, for managers and specialists of an enterprise, opportunities for successful external maneuvers open up only when they clearly understand the state of their production, its modern and promising capabilities and actively use them to achieve their goals.

Practice shows that even at related enterprises there are specific tasks for organizing production, in particular a set of tasks for the provision of raw materials, the best use of labor, raw materials, equipment, production space, improving the range and quality of products, developing new types of products, etc. Such tasks are based on a set of elements that actually make up production.

If the production manager influences one of the elements of the system, for example, the joint labor subsystem, then the state of the remaining subsystems changes. In the process of studying an object of production, a complex interaction develops, covering the areas of research of various sciences (Table 3.1).

Thus, the production manager in his practical activities is faced with a very complex management object, where the joint labor of people, tools, objects of labor, and the economy are combined in time and space, forming a certain process, the result of which is the release of a given product. Let us note that many tasks of organizing production are solved by managers and specialists in other areas of activity: labor organization, production techniques, technology, etc. Without considering in more detail the features of the work, it is important to distinguish between their functions and the functions of organizing production. Let us consider the functional difference using the example of the technology function and the production organization function.

Technology determines the methods and options for manufacturing products. The function of technology is to determine the possible types of machines for the production of each type of product, other parameters of the technological process, i.e. technology determines what needs to be done with the object of labor and with the help of what means of production in order to turn it into a product with the necessary properties.

The function of production organization is to determine specific values ​​of technological process parameters based on

Table 3.1.

Diagram of the production facility and areas of its study