High level of rhythm and continuity of production processes. The production process and the basic principles of its organization

The organization of the recruitment process is carried out on the basis of defined principles, ensuring. more efficient use of means of labor, objects of labor and labor itself. The purpose of these principles is to complete planned tasks within the established time frame. The production process must be organized rationally. The principles determine the efficiency of the production process. It is expressed in a high level of labor productivity, in minimum, other things being equal, levels of product costs and high quality.

The principle of specialization is a process of social division of labor. In industry, it is expressed in the creation of corresponding industries, in industries - enterprises, associations, scientific and technical complexes for the production of products. In the pre-production areas there are workshops, in the workshops there are sections, in the sections there are workplaces. The level of specialization at the enterprise depends on the volume of production of products of the same name.

Principle of standardization – promotes increased. level of specialization. Article refers to the procedure for establishing and applying rules in order to streamline any activity. The standards are applied in all areas of human activity. The standard limits the varieties and types of products for the same purpose, thereby increasing the production volume of identical products and increasing the number of technological technologies of the same name. operations.

Principle of proportionality – when all production departments of the enterprise work with the same productivity, ensuring. implementation of the production program provided for by the business plan within the established time frame. Achieving proportions is based on standards that determine the quantitative relationship between the elements of production:

Technological performance standards Equipment, time standards for performing technological operations, standards for inventories and material costs. and energy resources, etc.

Continuity principle – the production process must be organized in such a way that there are no breaks in it or they are minimal. In mechanical engineering, the implementation of this principle is associated with great difficulties and is fully achieved only when, during the production of a product, all technological operations are equal or multiple in duration to each other. The requirements of this principle are fully implemented on continuous production lines and in automated production.

The principle of rhythm – consists in ensuring the release in equal periods of time of one total or uniformly increasing amount of product. Compliance with the rhythm of product release is a guarantee of completing the production program on time. The rhythm of work in the main production depends on the uniformity in accordance with the schedule of auxiliary and service production.

Direct flow principle – conclusion in ensuring the shortest path for the publication to pass through all stages and operations. It requires, if possible, eliminating the return movement of parts during processing, reducing the transport routes of parts, components, and assemblies. The rational arrangement of buildings and structures on the territory of the enterprise and technological equipment in workshops and areas in accordance with the course of technological processes is the main way to comply with the requirements of the principle of direct flow.

Parallel principle – is to process products simultaneously, as much as possible, in parallel on several machines.

Principle of concentration – consists in concentrating operations on technologically homogeneous products at individual workplaces, sections, lines, and workshops. The basis for this is the commonality of manufacturing technology, which makes it possible to use the same type of equipment.

The principle of differentiation and combination – depending on the complexity of the product and the volume of its production, the production process can be carried out in any production department (workshop, section) or it can be dispersed across several departments.

Automatic principle – is to free the worker to the greatest extent from the costs of manual, low-productive labor when performing a technological operation (computers and robotics are used).

The principle of flexibility – lies in the need to ensure rapid readjustment of technological equipment in conditions of a frequently changing range of products. The requirement for flexibility is of particular importance in conditions of single and small-scale production. The implementation of this principle is carried out most effectively through the use of electronics and MP technology.

2. Basic principles of organizing the production process

When organizing any of the above and other production processes, they are guided by a number of principles put forward by the theory of organization. The principles are generalized, well-established and widely used techniques and methods used in the process of organizing any system, including the organization of production processes. The most important principles of organizing the production process include the following.

The principle of specialization presupposes a strict division of labor within the enterprise. In this case, in-plant specialization is provided, ensuring mass production of products of a limited range in separate structural production divisions (shops) of the enterprise or by performing strictly defined stages of the technological process at workplaces. Specialization can be object-by-object (for finished products as a whole), detailed (for the manufacture of individual parts) and operational (for the implementation of a separate operation of the technological process).

Specialization of production ensures, on the one hand, an increase in its efficiency, but on the other hand, it can cause negative consequences. An increase in the level of specialization leads to an improvement in economic indicators due to an increase in the output of products of the same name, including through the emergence of greater opportunities for automating production processes, increasing the productivity of workers performing the same strictly specialized functions, as well as through improving the quality of manufactured products . At the same time, specialization is often associated with the monotony and monotony of work functions performed by workers, which causes them to increase their technological load, they may become deskilled, lose interest in work and, as a consequence, reduce labor productivity and staff turnover.

The level of in-plant specialization is determined by the production program of the enterprise; it is influenced by factors such as standardization, normalization and unification of product designs, typification of technological processes and their parameters. The principle of specialization and its observance largely determines the successful implementation of other principles of organizing production processes.

Principle of proportionality assumes relatively equal productivity per unit of time of interconnected divisions of the enterprise. Failure to comply with the principle of proportionality leads to imbalances, as a result of which the use of equipment and labor deteriorates, the duration of the production cycle increases, and backlogs increase. Violation of the principle of proportionality causes the emergence of so-called bottlenecks in a particular technological chain, on the one hand, restraining the growth of production volumes, and on the other, underutilization and deterioration in the use of equipment installed in other links of this chain.

An increase in the level of proportionality of production processes can be achieved as a result of expanding bottlenecks identified during the analysis of the use of production capacity of a workshop (enterprise) and building its “profile” on this basis. Elimination of bottlenecks, ensuring compliance with the principle of proportionality, will lead to compliance with the necessary proportions between individual stages in a particular workshop or between individual workshops (productions) of the enterprise. Thanks to this, the economic efficiency of the enterprise will increase due to the implementation of the opportunities that arise in this case to increase production volumes and sales of products, improve the use of existing equipment, and increase labor productivity.

Parallel principle involves the simultaneous execution of individual operations or parts of the production process. This principle is based on the principle that parts of the production process must be combined in time and carried out simultaneously. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle, saving working time.

Direct flow principle involves such an organization of the production process that ensures the shortest path for the movement of objects of labor from the launch of raw materials to the receipt of finished products. Compliance with the principle of direct flow leads to streamlining of cargo flows, reduction of cargo turnover, reduction of costs for transportation of materials, parts and finished products. Direct flow is achieved as a result of the rational placement of workshops, sections, jobs in the sequence of operations and individual stages, i.e. during the technological process.

The principle of rhythm means that the entire production process and its constituent parts for the production of a given quantity of products are repeated at regular intervals. There are rhythmicity of production, rhythmicity of work and rhythmicity of production.

The rhythm of output is the release of the same or uniformly increasing (decreasing) quantity of products over equal periods 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 rhythmic work.

This is one of the most important principles of organizing production processes, meaning that all individual stages and the production process as a whole for the production of a certain number of products are repeated after strictly established periods of time, i.e. rhythm is expressed in the uniform output of products or the movement of objects of labor at equal intervals at all stages of the technological chain, as well as the regular repeatability of individual operations.

Especially important compliance with the principle of rhythm is acquired in the conditions of cooperative deliveries of partners, as well as from the point of view of fulfilling contractual obligations for the supply of products within strictly established terms in accordance with the contract. This principle of organizing the production process excludes the possibility of implementing the so-called storming, when the achievement of such a target in terms of production volume is postponed to the end of the calendar period (the last ten days of the month, last month quarter, etc.) with all the ensuing negative consequences.

The indicator that best characterizes the degree of implementation of this principle is the rhythm of production, i.e. producing the same volume of products over equal periods of time. The rhythmicity coefficient is determined by the ratio of the actual volume of production for any calendar period (decade, month), within (not higher than) the planned target to the volume of production provided for by such target.

Continuity principle involves reducing or eliminating interruptions in the production process of finished products. This principle presupposes such an organization of the production process in which stops are reduced to the minimum required values or even interruptions in the presence of the subject of labor (raw materials, semi-finished products) in processing are completely eliminated. The principle of continuity of the production process helps to reduce interruptions in the use of human labor and production equipment, which must be observed at all hierarchical levels: from each workplace, site, workshop to the enterprise as a whole. It involves the transfer of objects of labor from one operation to another without delays and downtime of equipment and workers. The implementation of the principle of continuity, guaranteeing savings in workers' working time, reducing the time the equipment operates "idle", ensures an increase in the economic efficiency of production. The level of continuity of the production process can be assessed using the following indicators:

Equipment utilization rate over time, assessing the degree of continuity in the use of labor tools;

The coefficient of continuity of the production process, determined by the ratio of the time required to complete all stages of the technological process to the duration of the production cycle.

Redundancy principle in the organization of production presupposes the presence of production system some justified (minimum) reserves and safety stocks that are necessary to maintain the controllability and stability of the system. The fact is that various disturbances in the normal flow of the production process, arising as a result of the action of many factors, some of which are difficult or impossible to foresee, are eliminated by management methods, but require the expenditure of additional production resources. Therefore, when organizing a production system, it is necessary to provide for such stocks and reserves, for example, insurance (guarantee) stocks of raw materials and power reserves of the enterprise and its individual divisions. In each specific case, the necessary redundancy of the production system is established on the basis of practical experience, statistical patterns, or is minimized using economic and mathematical methods.

The principle of technical equipment (automaticity) focuses on mechanization and automation of the production process, the elimination of manual, monotonous, heavy labor harmful to human health. There are many technological processes for the production of particularly complex and labor-intensive types of products, the implementation of which without their automation is in principle impossible, i.e. technically not feasible. Some production processes, although in principle feasible manually, but being automated, provide an increase in the technical level of production, and on this basis - a reduction in the labor intensity of production, a reduction in injuries to workers, and an increase in the quality of manufactured products. The solution to economic problems provided by the automation of production processes is determined, despite the relatively high capital intensity (the need to attract large investments) of automation, to obtain a significant amount of economic effect, thereby achieving short time return on investment and a significant increase in the economic efficiency of automated production processes. The social consequences of implementing the principle of automation and mechanization of production processes are manifested, firstly, in a change in the nature of the work of workers, secondly, in a significant increase in remuneration for their labor, thirdly, in improving working conditions, especially in hazardous industries, fourthly , in increasing safety, including environmental safety, of production.

The principle of flexibility when organizing production processes is that production must, in some cases, be organized in such a way that, in response to market demands, it can quickly adapt to the production of new products. Flexibility should be understood as the ability of a production process to:

Changes in product range, production volume;

Necessary changes in process parameters;

Ability of main and auxiliary equipment to switch to other types of work;

Necessary changes in the level and profile of qualifications of the workforce.

Optimality principle The organization of production processes is associated primarily with the need for their optimization, expressed in the possibility of choosing for each specific production such organizational principles that, in their combination, provide the highest level of its economic efficiency.

The main task of organizing the production process is the rational combination of the entire set of works performed at workplaces in departments and areas of the enterprise. This problem can be solved if production is organized according to a strict plan in compliance with a number of mandatory principles.

The principles of production organization can be classified into basic, which are mandatory when organizing any production process, and additional, depending on the level of technical development and the degree of interaction of the production organization with the external environment.

To the basic principles of production organization include: specialization, proportionality, parallelism, continuity, straightness and rhythm.

Additional principles of production organization are: automaticity, flexibility, complexity, reliability and environmental friendliness.

Let's consider these principles separately.

- The principle of specialization means that all divisions of the enterprise (shops and sections) should be specialized to the maximum possible extent in performing individual works that are part of the overall complex of manufacturing the finished product (manufacturing a car, building a ship, baking bakery products, etc.).

- Principle of proportionality requires that all divisions of the enterprise and sections of the workshop in their own way bandwidth(power) were equal or proportional to each other.

Proportionality in the organization of production presupposes compliance with the throughput (relative productivity per unit of time) of all divisions of the enterprise - workshops, sections, individual workplaces for the production of finished products. The degree of proportionality of production can be characterized by the deviation of the throughput (power) of each technological stage from the planned production output.

Proportionality of production eliminates the overload of some jobs, that is, the occurrence of bottlenecks, and the underutilization of capacity in other units and is a prerequisite for the uniform operation of the enterprise, that is, it ensures the uninterrupted flow of production.

The foundation for maintaining proportionality is the correct design of the enterprise, the optimal combination of main and auxiliary production units. However, with the current pace of production renewal, the rapid turnover of the range of products produced and the complex cooperation of production units, the task of maintaining production proportionality becomes constant. With changes in production, the relationships between production units and the load on individual stages change. The re-equipment of certain production units changes the established proportions in production and requires an increase in the capacity of adjacent areas.

One of the methods for maintaining proportionality in production is operational scheduling, which allows you to develop tasks for each production level taking into account, on the one hand, complex production, and on the other, the most full use capabilities of the production apparatus. In this case, the work to maintain proportionality coincides with planning the rhythm of production.

Proportionality in production is also supported by timely replacement of tools, increasing the level of mechanization and automation of production, through changes in production technology, etc. It requires systematic approach to solving issues of reconstruction and technical re-equipment of production, planning the development and launch of new production facilities.

- Parallel principle involves the simultaneous execution of individual parts of the production process in relation to different parts general batch of parts. The wider the scope of work, the shorter, other things being equal, the duration of production. The increasing complexity of products, the use of semi-automatic and automatic equipment, and the deepening division of labor increase the number of parallel processes for the manufacture of one product, the organic combination of which must be ensured, that is, it complements proportionality with the principle of parallelism.

Parallelism is implemented at all levels of the production organization. In the workplace, parallelism is ensured by improving the structure of the technological operation, and first of all, by technological concentration, accompanied by multi-tool or multi-subject processing. Parallelism in the execution of the main and auxiliary elements of the operation lies in the combination of time: machine processing with the time of installation and removal of parts, control measurements, loading and unloading of the apparatus with the main technological process, etc. Parallel execution of the main processes is realized in multi-subject processing of parts, simultaneous execution : assembly and installation operations on identical or different objects.

The level of parallelism in a production process can be characterized by parallelism factorά , calculated as the ratio of the duration of the production cycle with the sequential movement of objects of labor T p and its actual duration T:

ά = T p / T

The parallelism coefficient shows how many times a given production cycle is shorter than a sequentially organized cycle.

At the same time, parallelism should be understood not in the literal sense, but as the desire to skillfully combine sequential and parallel methods of work in the process of creating an object. For example, in the shipbuilding industry, a ship consists of tens of thousands of individual parts. Parts can be put into operation sequentially (one after another) or simultaneously (in parallel).

It is interesting that neither one nor the other method is optimal, since when starting sequentially, the construction of the vessel will take long time, and with parallel, there are not enough jobs for simultaneous work. Therefore, in practice, a rational combination of sequential and parallel operation is carried out.

- The principle of continuity implies the elimination of interruptions in the production of each specific product. In the conditions of a complex multi-link process of manufacturing products, continuity of production, which allows for the acceleration of turnover of working capital, becomes increasingly higher value. Increasing continuity is the most important direction for intensifying production. At the workplace, it is achieved in the process of performing each operation by reducing auxiliary time (intra-operational breaks), on the site and in the workshop when transferring a semi-finished product from one workplace to another (inter-operational breaks) and at the enterprise as a whole; swed e minimizing breaks in order to maximize the acceleration of the turnover of material and energy resources (inter-shop storage).

Continuity of work within the operation is ensured by the improvement of labor tools - the introduction of automatic changeover, automation of auxiliary processes, and the use of special equipment and devices.

Reducing interoperational interruptions is associated with the selection of the most rational methods for combining and coordinating partial processes over time. One of the prerequisites for reducing interoperational interruptions is the use of continuous Vehicle, the use of a rigidly interconnected system of machines and mechanisms in the production process, etc.

The degree of continuity of the production process is characterized continuity coefficient β, calculated as the ratio of the duration of the technological part of the production cycle, duration T and the duration of the full production cycle T:

β = T tech / T

Continuity of production is considered in three aspects:

Continuous participation in the production process of objects of labor - raw materials and semi-finished products;

Continuous loading of equipment;

Rational use of labor (working time of performers).

While ensuring the continuity of movement of objects of labor, at the same time it is necessary to minimize equipment stops for re-adjustment, while waiting for the receipt of materials, etc. This requires increasing the uniformity of work performed at each workplace,
as well as the use of quickly adjustable equipment (computer-controlled machines), copying machines, etc.

- Direct flow principle requires the organization of work so that the movement of parts, assemblies and other structures occurs along the shortest path.

- The principle of rhythm carried out in mass production means ensuring the delivery of products at equal or decreasing intervals of time. The principle of rhythm presupposes uniform production and rhythmic progress of production. The level of rhythmicity can be characterized rhythmicity coefficient δ, which is determined by the ratio of actual production volumes n f, but no more planned target, to planned production n:

δ = nf/n

Uniform production means producing the same or gradually increasing quantities of products at equal intervals of time. The rhythm of production is expressed in the repetition at regular intervals of private production processes at all stages of production and the implementation at each workplace at equal intervals of time of the same amount of work, the content of which, depending on the method of organizing workplaces, can be the same or different.

The rhythm of production is one of the main prerequisites rational use all its elements. Rhythmic work ensures that the equipment is fully loaded, its normal operation is ensured, and the use of material and energy resources and working time is improved. Ensuring rhythmic work is a must for everyone production units– main, service and auxiliary workshops, logistics. The irregular work of each link of the enterprise leads to disruption of the normal course of the entire production.

The order in which the production process is repeated is determined by production rhythms. It is necessary to distinguish between the production rhythm (at the end of the process), operational (intermediate) rhythms, and the start-up rhythm (at the beginning of the process). The leading factor is the rhythm of production. It can only be sustainable in the long term if operating rhythms are observed at all workplaces. Methods for organizing rhythmic production depend on the specialization of the enterprise, the nature of the products being manufactured and the level of organization of production. Rhythm is ensured by the organization of work in all departments of the enterprise, as well as timely preparation and comprehensive maintenance.

- Automatic principle means carrying out the production process without the participation of a worker, whose function in the modern organization of production is reduced only to observation.

The current level of scientific and technological progress requires the organization of production to comply with principle of flexibility. Traditional principles of production organization are focused on the sustainable nature of production - a stable product range, special types of equipment, etc. In the conditions of rapid updating of the product range, production technology is changing. Meanwhile, a rapid change of equipment and restructuring of its layout would cause unreasonably high costs, and this would be a brake on technical progress. It is also impossible to frequently change the production structure (spatial organization of units). This has put forward a new requirement for the organization of production - flexibility. In element-by-element terms, this means, first of all, the rapid readjustment of equipment. Advances in microelectronics have created technology that is capable of a wide range of uses and, if necessary, performs automatic self-adjustment.

It is effective to create flexible automated production (GAP), based on the use of robots and microprocessor technology. Great opportunities in this regard are provided by the standardization of semi-finished products. In such conditions, when transitioning to the production of new products or mastering new processes, there is no need to rebuild its partial processes and production links.

One of the most important principles of modern production organization is principle of complexity. Modern product manufacturing processes are characterized by the splicing and interweaving of main, auxiliary and servicing processes, while auxiliary and servicing processes occupy an increasing place in the overall production cycle. This is due to the known lag in mechanization and automation of production maintenance compared to the equipment of the main production processes. Under these conditions, it becomes increasingly necessary to regulate the technology and organization of not only the main, but also auxiliary and servicing production processes.

- Principle of reliability involves ensuring the sustainable progress of the production process, the reliability of the equipment involved and the technologies used.

- The principle of environmental friendliness aims to ensure environmentally friendly production processes in accordance with ISO standards.

At a certain time.

The main part of the production process is the technological process, which contains targeted actions to change and determine the state of objects of labor. During the implementation of the technological process, a change occurs 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 combined with natural ones, in which changes in objects of labor occur under the influence of natural forces without the participation of the worker (for example, drying painted parts in air, cooling castings, aging of cast parts, etc.).

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

IN modern conditions, especially in automated manufacturing, there is a trend towards integration of core and service processes. Thus, in flexible automated complexes, basic, picking, warehouse and transport operations are combined into a single process. A special role in this process of improving the production system is played by modern information and communication technologies, electronic means of communication and computer technology.

The set of basic processes forms the main production. At mechanical engineering enterprises, the main production consists of three stages: procurement, processing and assembly. The stage of the 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 stage include processes for obtaining workpieces - cutting materials, casting, stamping. The processing 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 production processes are those 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. A complex 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.

Scientific principles of organizing production processes

The variety of production processes that result in the creation of industrial products must be properly organized, ensuring their effective functioning in order to produce specific types products High Quality and in quantities that satisfy needs National economy and the population of the country.

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 realized on the basis of the formation production structure 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.

In the process of developing the production structure, design calculations are carried out related to determining the composition of the equipment fleet, taking into account its productivity, interchangeability, capabilities effective use. A rational layout of departments, placement of equipment, and workplaces is being developed. Organizational conditions are created for uninterrupted operation 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 justify 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 as a specific implementation of the process of connecting labor with the means of production. Methods of labor organization are largely determined by the forms of organization of the production process. In this regard, the focus of attention should be on ensuring a rational division of labor and identifying on this basis the professional and qualification composition of workers, the scientific organization and maintenance of workplaces, and the comprehensive improvement and improvement of working conditions.

The organization of production processes also presupposes the need to combine their elements in time, which is expressed in establishing the order of individual operations, rationally combining execution time various types works, determining calendar and planning standards for the movement of objects of labor. The normal functioning 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 direction of this activity is the rational organization of the movement of material flows. These problems are solved through the development and implementation of operational production planning systems, taking into account the type of production and technical and organizational features of the production process.

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 of 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 combination principle, 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 volumes, 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 applying 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 of concentration 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; economic feasibility concentration of production of certain types of products or performance of homogeneous work.

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

The principle of specialization 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, universalization is a principle of organizing production in which each workplace or a manufacturing unit is engaged in the manufacture of a wide range of parts and products or in performing dissimilar manufacturing operations.

The level of specialization of a workplace is determined by a special indicator - the coefficient of consolidation of operations, which is characterized by the number of detail operations performed at the workplace in a certain period of time.

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. Expanding 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 production

labor skills, technical equipment capabilities, 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 people 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 of proportionality consists in a natural combination of individual elements of the production process, which is expressed in their certain quantitative relationship with each other. Thus, proportionality in production capacity presupposes equality of site capacities or equipment load factors. In this case, the throughput of the procurement shops must correspond to the need for blanks in the mechanical shops, and the throughput of these shops must correspond to the needs of the assembly shop for the necessary parts. Hence the requirement to have equipment, space, labor in such quantities that would ensure normal operation of all departments of the enterprise. The same ratio in throughput 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 and the appearance 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 in the design process of the enterprise, and then clarified when developing annual production plans by conducting so-called volumetric calculations - when determining capacity, number of workers, and required materials. Proportions are determined 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 large number operations. It is quite obvious that performing them sequentially one after another would cause an increase in the duration of the production cycle. Therefore, individual elements of the product manufacturing process must be carried out in parallel.

Parallelism is achieved by processing one part on one machine with several tools, simultaneous processing of different parts of the same batch for a given operation at several workplaces, simultaneous processing of the same parts for different operations at several workplaces, simultaneous production of various 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 time for tracking parts, saving working time.

Straightforwardness is understood as such a principle of organizing the Production process, in compliance with which all stages of the production process operation are carried out under the conditions of the shortest path through the object of labor from beginning to end. The principle of direct flow requires ensuring the rectilinear movement of objects of labor along 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 also 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.

Direct flow principle It manifests itself 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. The principle of rhythm means that all individual production processes and the single process of producing a certain type of product are repeated after set periods of time. There are rhythmicity of production, rhythmicity of work and rhythmicity of production.

Rhythmic work without jerks is the basis for increasing labor productivity, optimal equipment utilization, 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 proper organization operational production planning. maintaining the proportionality of production capacity, improving the production structure, proper organization of logistics and technical maintenance of production processes.

Continuity principle 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 in automatic and continuous flow; 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 tracking 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.

Redundancy principle in the organization of production presupposes that the production system has some justified (minimum) reserves and safety stocks, which are necessary to maintain the controllability and stability of the system. The fact is that various disturbances in the normal flow of the production process, arising as a result of the action of many factors, some of which are difficult or impossible to foresee, are eliminated by management methods, but require the expenditure of additional production resources. Therefore, when organizing a production system, it is necessary to provide for such stocks and reserves, for example, insurance (guarantee) stocks of raw materials and power reserves of the enterprise and its individual divisions. In each specific case, the necessary redundancy of the production system is established on the basis of practical experience, statistical patterns, or is minimized using economic and mathematical methods.

The above principles of production organization in practice do not operate in isolation; they are closely intertwined in each production process. When studying the principles of organization, you should pay attention to the paired nature of some of them, their interrelation, the transition to their opposite: differentiation and combination, specialization and universalization. The principles of organization develop unevenly - in one period or another, one or another principle comes to the fore or acquires secondary importance. Thus, narrow specialization of jobs is becoming a thing of the past, and they are becoming 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 such principles as proportionality, continuity, straightness increases.

The degree of implementation of the principles of the organization has a quantitative measurement. Therefore, in addition to existing methods of production analysis, forms and methods for analyzing the state of production organization and its implementation must be developed and applied in practice. scientific principles.

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

1.3 Organization of production processes in space

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. At the same time, the production process in modern conditions can be considered in two varieties:

as a process of material production with an end 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.

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

Currently, the organizational forms of small, medium and large enterprises are widespread, the production structure of each of which has corresponding characteristics.

Production structure small enterprise characterized by simplicity. As a rule, it has minimal or no internal structural production units. In small enterprises the management apparatus is very insignificant; combination management functions.

Structure medium enterprises involves the identification of workshops within them, and in the case of a shopless 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 they include the entire set of production, service and management units.

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 in the sequence of the production process. Services and workshops connected to each other should be located in close proximity.

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

concentration of production of homogeneous products or execution

similar work in unified specialized divisions of an association or enterprise;

deepening the specialization of structural divisions of enterprises - production facilities, workshops, branches;
integration into a single research and production complex of all work on

creation of new types of products, their development in production and organization of production in quantities necessary for consumers;

dispersal of production in space based on creation in

the composition of an association of highly specialized enterprises of various sizes;

overcoming segmentation in the construction of production processes and

creation of unified production flows without the allocation of workshops and areas;

universalization of production, consisting in the production of different

the purpose of products assembled from units and parts that are homogeneous in design and technology, as well as in organizing the production of related products;

development of broad horizontal cooperation between enterprises

members of 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 the 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.

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 production activities workshops and branches included in the complex.

In the context of the transition of enterprises to market economy There is a further development of the production structure of associations based on increasing the degree of economic independence of their constituent units.

1.4 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. The structure of the production cycle includes the time of the working period and the time of breaks. 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 work schedule, interoperational tracking of parts and shortcomings in the organization of work and production.

Interoperational tracking time is determined by breaks in batching, waiting and picking. Party breaks arise during the manufacture of products in batches and are due to the fact that the processed products lie until the entire batch goes through this operation. In this case, one should proceed from the fact that a production batch is a group of products of the same name and standard size, launched into production within a certain time interval with the same preparatory and final time. Waiting breaks are caused by the inconsistent duration of two adjacent operations of the technological process, and assembly interruptions are caused by the need to wait until all the blanks, parts or assembly units included in one set of products are manufactured. Picking breaks arise during the transition from one stage of the production process to another.

In the most general view production cycle duration T c expressed by the formula

T c=T T+T n-3 +T e +T K +T TR +T MO +T PR,

Where T T— time of technological operations;

T n-3— time of preparatory and final work;

T e— time of natural processes;

T K— time of control operations;

T TR— time of transportation of objects of labor;

T MO— time of interoperational tracking (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 Ts.OP

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

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.

With a sequential type of movement, the entire batch of parts is transferred to the subsequent operation after the processing of all parts in the previous operation is completed. The advantage of this method is 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. With a 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. With a parallel-sequential type of movement of parts from operation to operation, they are transferred 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 less than with the sequential movement of objects of labor.

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.

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 production cycle of a product can be calculated using the formula

T cp = T c.d+ T c.b

Where T c.d — production cycle for the production of the leading part, calendars, days;

T c.b - production cycle of assembly and testing

works, calendars, days

A graphical method can be used to determine the cycle of a complex production process. A cycle chart is provided for this purpose. The production cycles of simple processes included in a complex cyclic schedule are preliminarily established, the period of advance of some processes by others is analyzed, and the total duration of the cycle of a complex process for producing a product or batch of products is determined as largest amount cycles of interconnected simple processes and interoperational breaks.

A high degree of continuity of production processes and a reduction in the duration of the production cycle is of great economic importance - the size of work in progress is reduced and accelerated

turnover of working capital, improved use of equipment and production space, reduced production costs.

Increasing the degree of continuity of the production process and reducing cycle time are achieved, firstly, by increasing the technical level of production, and secondly, by measures organizational nature. 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 interruptions of partisanship through the use of parallel and parallel-sequential methods of movement of objects of labor and improvement of the planning system;

constructing schedules for combining various production

processes that ensure partial overlap in time of performing related work and operations;

3) reduction of waiting breaks based on the construction of optimized product manufacturing plans and rational launch of parts into production;

4) 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.

2 PROCESS OF FORMATION OF ORGANIZATIONAL STRUCTURE

The process of forming an organizational structure includes the formulation of goals and objectives, determination of the composition and location of departments, their resource provision (including the number of employees), the development of regulatory procedures, documents, regulations that consolidate and regulate the forms, methods, processes that are carried out in the organizational management system .

This whole process can be organized into three large stages:

Formation of a general structural diagram in all cases has

fundamental importance, since this determines the main characteristics of the organization, as well as the directions along which more in-depth design should be carried out, both the organizational structure and other important aspects of the system (the ability to process information).

Development of the composition of the main departments and connections between them -

is that it provides for the implementation of organizational decisions not only in general across large linear-functional and program-targeted blocks, but also down to independent (basic) divisions of the management apparatus, the distribution of specific tasks between them and the construction of intra-organizational connections. Basic divisions are understood as independent structural units (departments, bureaus, administrations, sectors, laboratories), into which linear-functional and program-targeted subsystems are organizationally divided. Basic units may have their own internal structure.

Regulation of the organizational structure - provides

development of quantitative characteristics of the management apparatus and procedures for management activities. It includes: determining the composition of the internal elements of basic units (bureaus, groups and positions); determination of the design number of units; distribution of tasks and work among specific performers; establishing responsibility for their implementation; development of procedures for performing management work in departments; calculations of management costs and performance indicators of the management apparatus in the conditions of the designed organizational structure.

When interaction between many links and levels of management is required, specific documents are developed - organizational charts.

The organigram is a graphic interpretation of the process of performing management functions, their stages and the work included in them, describing the distribution of organizational procedures for development and decision-making between departments, their internal structural bodies and individual employees. The construction of an organigram allows us to link the process of rationalization of technological routes and information flows with the streamlining of relationships between structural elements management systems that arise when organizing the coordinated implementation of its tasks and functions. They record only the organization of the management process in the form of distribution of powers and responsibility for ensuring, developing and making management decisions.

2.1 Methods for designing organizational structures

The specificity of the problem of designing an organizational management structure is that it cannot be adequately presented in the form of a problem of formal selection of the best variant of the organizational structure according to a clearly formulated, unambiguous, mathematically expressed optimality criterion. This is a quantitative-qualitative, multi-criteria problem, solved on the basis of a combination of scientific, including formalized, methods of analysis, assessment, modeling of organizational systems with the subjective activities of responsible managers, specialists and experts in selection and assessment the best options organizational decisions.

The process of organizational design consists of a sequence of approaching a model of a rational management structure, in which design methods play a supporting role in considering, assessing and accepting for practical implementation the most effective options organizational decisions.

There are complementary methods:

Method of analogies consists in the use of organizational forms and

management mechanisms in relation to the designed organization. The method of analogies includes the development of standard management structures for production and economic organizations and the determination of the boundaries and conditions of their application.

The use of the analogy method is based on two complementary approaches. The first of them is to identify for each type of production and economic organizations and for various industries values and trends in changes in the main organizational characteristics and their corresponding organizational forms and management mechanisms. The second approach represents a typification of the most general fundamental decisions about the nature and relationships of the management apparatus and individual positions in clearly defined operating conditions of organizations of this type in specific industries, as well as the development of individual regulatory characteristics of the management apparatus for these organizations and industries.

Typification of solutions is a means of increasing the overall level of production management organization. Typical organizational decisions should be, firstly, variant, and not unambiguous, and secondly, reviewed and adjusted at regular intervals and allowing deviations in cases where the operating conditions of the organization differ from the clearly formulated conditions for which the appropriate standard form organizational management structure.

Expert-analytical method consists of examination and

analytical study of the organization by qualified specialists with the involvement of its managers and other employees in order to identify specific features and problems in the work of the management apparatus, as well as develop rational recommendations for its formation or restructuring based on quantitative estimates the effectiveness of the organizational structure, rational management principles, expert opinions, as well as generalization and analysis of the most advanced trends in the field of management organization. This includes conducting expert surveys of managers and members of the organization to identify and analyze individual characteristics construction and operation of the control apparatus, processing of received expert assessments statistical and mathematical methods.

Expert methods should also include the development and application of scientific principles for the formation of organizational management structures. The principles for the formation of organizational management structures are a concretization of more general principles of management (for example, unity of command or collective leadership, specialization). Examples of the formation of organizational management structures: building an organizational structure based on a system of goals, separating strategic and coordination functions from operational management, a combination of functional and program-targeted management and a number of others.

A special place among expert methods is occupied by the development of graphic and tabular descriptions of organizational structures and management processes, reflecting recommendations for their the best organization. This is preceded by the development of options for organizational solutions aimed at eliminating identified organizational problems that meet scientific principles and best practices in organizing management, as well as the required level of quantitative and qualitative criteria for assessing the effectiveness of organizational structures.

Goal structuring method provides for the development of a system

goals of the organization, including their quantitative and qualitative formulations. When using it, the following steps are most often performed:

Development of a system (tree) of goals, which represents a structural

a basis for linking all types of organizational activities based on the final results;

Expert analysis of proposed organizational options

structure from the point of view of organizational support for achieving each of the goals, compliance with the principle of uniformity of goals set for each division, determination of relations of management, subordination, cooperation of divisions based on the interrelationships of their goals, etc.;

Drawing up maps of rights and responsibilities for achieving goals for

individual divisions, as well as for complex cross-functional activities, where the scope of responsibility is regulated (products, resources, labor, information, production and management resources); specific results for which achievements responsibility is established; rights vested in order to achieve results (coordinate, confirm, control).

Organizational modeling method is a development

formalized mathematical, graphic, computer and other displays of the distribution of powers and responsibilities in the organization, which are the basis for constructing, analyzing and evaluating various options for organizational structures based on the relationship of their variables. There are several main types of organizational models:

mathematical-cybernetic models of hierarchical management

structures that describe organizational connections and relationships in the form of systems of mathematical equations and inequalities;

graphic-analytical models of organizational systems representing

are network, matrix and other tabular and graphical displays of the distribution of functions, powers, responsibilities, and organizational connections. They make it possible to analyze their direction, nature, causes of occurrence, evaluate various options for grouping interrelated activities into homogeneous units, “play out” options for the distribution of rights and responsibilities between different levels of management, etc.

full-scale models of organizational structures and processes,

consisting in assessing their functioning in real organizational conditions. These include organizational experiments - pre-planned and controlled restructuring of structures and processes in real organizations; laboratory experiments- artificially created situations of decision-making and organizational behavior; management games - actions of practical workers;

mathematical and statistical models of dependencies between initial

factors of organizational systems and characteristics of organizational structures. They are built on the basis of collecting, analyzing and processing empirical data about organizations operating in comparable conditions.

The process of designing an organizational management structure should be based on the joint use of the methods described above.

The choice of method for solving a particular organizational problem depends on its nature, as well as the possibilities for conducting appropriate research.

CONCLUSION

The main purpose of most production organizations from the point of view of society is determined by the goals of satisfying market needs for the products and services produced. At the same time, the correspondence between the system of goals and the organizational structure of management cannot be unambiguous.

IN unified system should be considered and various methods formation of organizational management structures. These methods have different nature, each of them separately does not allow solving all practically important problems and must be used in organic combination with others.

The effectiveness of building an organizational structure cannot be assessed by any one indicator. On the one hand, here it is necessary to take into account the extent to which the structure ensures that the organization achieves results that correspond to its production and economic goals, on the other hand, to what extent its internal structure and functioning processes are adequate to the objective requirements for their content, organization and properties.

The final criterion for effectiveness when comparing different options for organizational structure is the most complete and sustainable achievement of goals. However, bringing this criterion to practically applicable simple indicators is, as a rule, extremely difficult. Therefore, it is advisable to use a set of normative characteristics of the management apparatus: its productivity in processing information; efficiency of making management decisions; reliability of the control apparatus; adaptability and flexibility. When problems arise, it is necessary to formulate the number of personnel as a criterion of economic efficiency, according to which the maximization of results in relation to management costs should be ensured. The number of management staff must be objectively justified in order to fully ensure the solution of tasks arising from the goals of the organizational system.

2006

8 Sachko N.S. Theoretical foundations of production organization, 2006.

9 Solomatin N.L. Operational production management, 2004.

Shirokova G.V.

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 objects of labor into finished products that meets 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.

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.

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 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.

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.

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 production process of making a machine consists of a large number of operations. It is quite obvious that performing them sequentially one after another 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.

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 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. Production associations in the manufacturing industry, in particular in mechanical engineering, are characterized by the following areas for improving production structures:

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 Nizhny Novgorod automobile production association, for example, includes a parent enterprise and seven branch plants. The parent company includes ten specialized production facilities: trucks, cars, engines, bridges trucks, metallurgical, forging and spring, tool production, etc. Each of these productions unites a group of main and auxiliary workshops, has a certain independence, 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, repair and maintenance of equipment, maintenance and cleaning of premises, etc. For production workshop VAZ 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. Here, unified services for operational scheduling and dispatching, logistics, labor organization and wages have been established.

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 field, has made it possible to fundamentally new basis create normal conditions for efficient work main production workshops.

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 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 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. IN Lately Research and production complexes began 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 voluntariness of the association of enterprise shareholders for joint activities for the sake of obtaining 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 concentrated efforts senior management management on promising issues;
implementation economic ties between enterprises through a commercial bank and an internal settlement center in relevant areas;
increasing guarantees for resolving social issues and protecting both independent enterprises and all shareholders;
combination and development various forms 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 was transformed, and Substantial part its functions and staff were 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 transport batch immediately after completion of its processing at 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

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 manufacture of a batch of parts at each operation; t mo—interoperative waiting time between two operations, h; T cm - 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

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.