Organization of production is a set of measures aimed at the rational combination of labor processes with the material elements of production in space and time in order to increase efficiency, i.e. achieve set goals in the shortest possible time, with best use production resources. The main goals of organizing production are:

• 1) providing the production task with the necessary factors of production (raw materials, equipment, labor);
• 2) compliance with the necessary proportions between factors of production (creation of economically justified stocks and reserves, elimination of surpluses, etc.);
• 3) ensuring a balanced production process (consistency, continuity, synchronicity, etc.);
• 4) timely completion of the task, production of products of appropriate quality and quantity.

Hence, the current tasks of organizing production are:

• - creating the necessary proportions in the production potential of the enterprise;
• - establishing a rational balance of jobs and workers of relevant professions and qualifications;
• - coordination of the time for performing operations in workshops, areas, workplaces;
• - distribution of work tasks between employees;
• - creating incentives to work;
• - organizing the supply of workplaces with production factors (equipment, tools, raw materials, etc.).

As can be seen from the formulation of the tasks, the most important direction of organizing production is organizing jobs, issuing tasks to workers, and achieving conditions for completing these tasks. Effective labor organization is impossible without the development of basic principles for organizing the production process as a whole. Let's look at these principles in more detail. The most important principles of organizing the production process include the following:

Specialization. This principle of organizing production processes presupposes a strict division of labor within the enterprise. Certain production structures, areas, and workers perform specialized functions assigned to them. When production tasks change, enterprise management strives to maintain specialization. For example, in carpentry production The paint shop will continue to paint even when the range of furniture changes. 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 has a number of advantages. Dividing production into separate specialized operations allows you to automate the process. In addition, performing homogeneous functions allows employees to improve their skills and contributes to increased productivity. The quality of products is improving. For example, in the clothing industry, operational and detail specialization is used, in which each seamstress specializes in sewing pockets, cuffs, collars, etc. At the same time, specialization is often associated with the monotony and uniformity of work functions performed by workers. This can lead to loss of interest in activities, contributing to work fatigue. As a result, staff turnover may occur.

Continuity. 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. 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 helps to save workers' working time and reduces the time the equipment operates "idle". This ensures increased economic efficiency of production. At the same time, absolutization of the principle of continuity is impossible. In particular, the employee needs breaks for short rest, lunch, etc. Continuity of production forces the management of the enterprise to organize work on night shifts, which negatively affects the health of workers, reduces labor productivity, and requires an increase in labor costs. Continuous operation of equipment contributes to its breakdowns and accidents. When organizing production, one should strive to ensure optimal employment of both workers and equipment.

Rhythm. This is the regular repetition of certain processes. For example, every 15 minutes the assembly of one refrigerator is completed, every 2 minutes a seamstress sews a cuff to a sleeve, every 35 minutes a batch of bread is finished baking. 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. 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. Rhythm has important when cooperating supplies, when fulfilling contracts for the supply of products within strictly established deadlines. For example, delivery and installation of a panel house in 2 weeks. This allows planning work for both suppliers and consumers of products. The implementation of the principle of rhythm, on the one hand, facilitates the solution of the problem of organizing production. This becomes the main task of the leader. On the other hand, there is a desire to ensure rhythm at any cost. Thus, if delivery deadlines for finished products are missed, workers are forced to work overtime and on weekends.

The rhythmicity coefficient is determined by the ratio of the actual volume of production for any calendar period (decade, month) to the planned target for this period. When completing a task without deviations, this coefficient is equal to one.

Proportionality. This principle of organizing the production process presupposes compliance with the necessary proportions, certain relationships between the individual stages of production, as well as between the main, auxiliary and service processes. Proportionality is also observed when carrying out individual operations. For example, when building a house, a strictly defined number of bathrooms is required. When producing 120 shirts, 240 sleeves must be sewn. The essence of this proportionality comes down, first of all, to maintaining exact proportions in the size of production capacity and the availability of equipment in workshops and areas. For example, if this is sewing 120 shirts per month, then the fabric cutting capacity must correspond to this volume. If construction workers use 23 tons of mortar during a work shift, then the capacity of the mortar-concrete unit must correspond to this value. Of course, reserves must be provided in case of deviations from the norms. So, in a certain period of time, the demand for the solution may increase, say, up to 30 tons. The essence of proportionality comes down to the presence of real possibilities for producing a given volume of products per unit of time at all stages of the production process. Violation of the principle of proportionality causes the emergence of so-called bottlenecks in a particular technological chain, limiting the growth of production volumes. Imbalances also lead to underloads and deterioration in the use of equipment installed in other links in this chain. The task of the production organizer is to eliminate bottlenecks through the acquisition of new equipment and rational organization of production (for example, increasing the number of shifts).

Parallelism. The principle of parallelism in the organization of production processes involves the simultaneous execution of individual stages of the technological process, the combination in time of the execution of main and auxiliary operations. This principle means the following:

• - simultaneous processing of several units of the same products in different operations (for example, several sofas are produced simultaneously);
• - simultaneous performance of homogeneous operations at various workplaces (several seamstresses are busy sewing collars for shirts). Increasing the degree of parallelism of operations leads to a reduction in the duration of the production cycle and saves working time. In addition, the parallelism principle allows you to produce the required quantity of products in a shortened time. So, when building a house, several masons are involved in laying bricks in the walls.

The task of production organizers is to assign personnel to parallel operations in order to complete the task in a timely manner.

Directness. This is the principle according to which, when organizing the production process, the shortest distance of movement of objects of labor during the production process must be ensured. The movement of the manufactured part (or product) through workplaces, sections and workshops should be as straight as possible and should occur without return or counter movements. 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., along the technological process. For example, if a seamstress specializes in sewing on buttons, then her workplace will be located after those workers who are engaged in operations performed earlier. The packaging area is usually located after the main production areas. Assembly areas are located in such a way as to shorten the path to the areas supplying components as much as possible. Consequently, the task of the production organizer is the rational placement of sites and workshops according to the technological chain.

Automaticity. This principle presupposes such an organization of the production process that achieves the highest possible level of automation or mechanization. Automation of the production process is designed to solve a number of problems of a technical, economic and social nature. Certain types of production are dangerous to human health, so they are automated first of all - this is the production of chemical reagents, nuclear energy, etc. The economic benefits of automation are that production output increases, costs decrease, and labor productivity increases. Social consequences automation and mechanization of production are associated with improving working conditions, increasing pay, increasing the attractiveness of the workplace, improving skills, reducing health hazards, etc. The disadvantage of the process of automation and mechanization of production is the increase in its capital intensity and investment costs. Therefore, for small production volumes, it is sometimes more economical to use a manual pile. For example, it is cheaper to dig a small ditch by hand than using powerful construction equipment. Thus, in mass production, the work operations should be provided with machine and equipment as much as possible. But it should be borne in mind that excessive specialization of this equipment can lead to increased production costs. If equipment is used sporadically and is idle, the cost of production increases.

Example 10. A packaging machine worth 2 million rubles was purchased. and a productivity of 10 thousand packages per month, 100 thousand per year. Standard service life is 5 years. The standard cost of packaging is 4 rubles. for 1 product. The company needs to pack only 1 thousand products per month. Consequently, the cost of packaging in one product is 10 times higher than the standard (40 rubles). In this situation, it may be necessary to pack the products manually. But if the cost of manual packaging is more than 40 rubles. (for example, 50 rubles), this machine will be profitable even if it is underloaded.

The specified types and principles of organizing the production process are shown in Fig. 8.

Let us continue to characterize the principles of organizing the production process.

Flexibility. The principle of flexibility in organizing production processes is that production must, in some cases, be organized in such a way as to respond to market demands and quickly adapt to the production of new products. Flexibility is manifested in changes in the product range and volume of production; changing process parameters; the ability of main and auxiliary equipment to switch to

other types of work; changes in the level and profile of qualifications of the workforce.

Rice. 8. Manufacturing process and principles of its organization

Optimality. This is the choice of such forms of production organization that provide the highest level of economic efficiency. This is the choice of the optimal type of control, optimal sizes divisions and structures, optimal technological connections between divisions, etc. For example, when purchasing raw materials, an enterprise can use an advance payment or pay after receipt of products from the supplier. When deciding on the payment method, you should proceed from the size of the discounts for different options settlements, the possibility of using deferred payments, etc.

Now let's look at specific ways to organize production. Depending on the technology of the industries, types of enterprises, and the place of the enterprise in the industry structure, these methods will differ. Let's name some of them:

Rice. 9. Option for placing workplaces in clothing production

• 3. Based on technological maps, development of tasks for performers of the main production, auxiliary and servicing.
• 4. The task to the performers can be in the form of individual and group tasks, accompanied by network and tape schedules for completing the work. In Fig. Figure 10 shows as an example a strip schedule for the execution of agricultural work. The tape schedule is used in cases where performers perform homogeneous operations. The strip schedule allows you to plan the transition of the performer to a new object. In Fig. Figure 10 shows a plan for sowing and plowing fields. Depending on the area of ​​the field and the relief, the location of agricultural machinery in the fields will be different.

An example of a task is given in table. 23. These tasks can be in the form of orders, in the form of work schedules, orders and instructions for the institution, etc. Each institution chooses its own form of tasks. Main principle- consistency of tasks across areas and divisions. In cases where employees perform homogeneous work on a daily basis, tasks are not issued. They are used if additional volumes of work or new work appear.

Service production workers and management personnel can perform their functions on the basis of job descriptions.

Rice. 10. Strip schedule for plowing fields

Table 23

An example of a task for tiling floors with ceramic tiles with a pattern design

	Name of technological processes	Utility worker	Tilers, 4th grade (3 people)
	Wetting the base with water
	Sorting tiles by size and color
	Installation of "beacons"
	Installation of a layer of ready-made solution
	Laying tiles into a template according to a given pattern
	Laying tiles
	Seam filling
	Cleaning and wiping the coating
Total total area floors - 100 m 2
Work completion time - 8 work shifts

Methods of organizing production. The method of organizing production is a set of methods, techniques and rules rational combination main elements of production

Production organization method is a set of methods, techniques and rules for the rational combination of the main elements of the production process in space and time at the stages of operation, design and improvement of production organization.

The choice of production organization method is determined by the production organization strategy (process-oriented or product-oriented), the type of production, the labor intensity of the product and the nature of its production technology. When choosing an enterprise process-oriented production strategy, in conditions of single, small-scale and mass production they are mainly used non-flow methods organization of the production process. Choice for a period of time production organization strategies one or more products ( components products), product oriented, allows you to build production processes according to method of organizing continuous production.

Method of organizing individual production used in conditions of single production or production in small batches and assumes: lack of specialization in the workplace; the use of highly versatile equipment, its arrangement in groups according to functional purpose; sequential movement of parts from operation to operation in batches.

Terms of Service workplaces: the same sets of tools and a small number of universal devices are used almost constantly; periodic replacement of dull or worn tools; several times during the shift, parts are transported to work stations and parts are sent when new work is issued and completed work is accepted, so there is a need for a flexible organization of transport services for work places.

Method of group organization of production is used in the case of a limited range of structurally and technologically homogeneous products manufactured in repeating batches. The essence of the method is to focus on the area various types technological equipment for processing a group of parts according to a unified (standard or group) technological process.

Fig. 10. Location of workplaces (equipment) on sites

With various shapes production organization:

A– technological; b– subject; V– straight-through;

G– point (for the case of assembly); d- integrated

Characteristic signs group organization of production: detailed specialization of production units; launching parts into production in batches according to specially developed schedules; parallel-sequential passage of batches of parts through operations; execution in work centers (at sites, in workshops) of a technologically completed set of works.

Method of organizing synchronized production. Integrates a number of traditional functions of organizing production processes: operational planning, inventory control, product quality management.

The essence of the method is the refusal to produce products in large batches and the creation of a continuous-flow multi-item production, in which, at all stages of the production cycle, the required unit or part is delivered to the place of the subsequent operation. right on time" - exactly at the right time.

Of particular importance is the use pull principle in managing the progress of production - a “pull” production management system (Fig. 11): the production schedule is established only for the assembly site; no part is produced before it is needed final assembly. Thus, the assembly area determines the quantity and order of launching parts into production.

Fig. 11. “Pull” production management system - analogous to gravity

The goal of organizing and managing production is to constantly improve work by eliminating all useless activities. Under useless, or unnecessary action refers to all processes and production management objects that do not increase the consumer value of the products. This goal is achieved by creating group, multi-subject production lines and using a “pull” production management system.

Basic rules for organizing the production process: manufacturing products in small batches; formation of series of parts and use of group technology in order to reduce equipment setup time; converting storage materials and semi-finished products into buffer warehouses; transition to a shopless production structure - subject-specific divisions; transfer of functions of operational management of the production process to direct performers.

The production process is controlled according to the following principles: the volume, nomenclature and timing of the task are determined by the site (workplace) of the next stage of production; the rhythm of production is set by the section that closes the production process; the resumption of the production cycle at the site begins only if the corresponding order is received; the worker orders the number of blanks (components) necessary to complete the task received, taking into account the deadlines for delivery of parts (assembly units); delivery of components (parts, assembly units) to the workplace is carried out within the time frame and in the quantities specified in the application; components, units and parts are supplied at the time of assembly, individual parts - at the time of assembly of units, necessary preparations- to the start of manufacturing parts; Only high-quality products are transferred outside the site.

A card is used as a means of communicating information about parts needs. kanban».

In Fig. Figure 12 shows a diagram of the organization of synchronized production at the grinding site.

1. As soon as the next batch of parts is processed at the grinding site, the vacated container with a consumption card is sent to an intermediate warehouse.

2. At the warehouse, the consumption card is removed from the container and placed in a special collector box, and the container with the production card attached to it is fed to the drilling area.

3. The production card serves as a signal to start production. It plays the role of an outfit, on the basis of which parts are made in the required quantity.

4. Parts for each completed order are loaded into an empty container, a production card is attached to it, and the full container is sent to a temporary storage location.

5. From the intermediate warehouse, a container with workpieces and a consumption card, which is attached instead of a production card, arrives at the grinding area.

Efficiency of the system using cards " kanban» is ensured by compliance with the following rules:

Rice. 12. Scheme of organizing synchronized production at the grinding section:

I - route diagram of the production process;

II - movement diagram of containers with cards " kanban»

The production of parts begins only if a production card has been received. It is better to allow production to be suspended than to produce parts that are not needed;

For each container there is strictly one shipping and one production card; the number of containers for each type of part is determined as a result of calculations.

The synchronized production method involves the introduction integrated quality management systems, which is based on compliance with certain principles, including: quality control during the production process at all stages of the production process, at each workplace; visibility of the results of measuring quality indicators; compliance with quality requirements; independent correction of defects at the places of occurrence; continuous quality control of finished products; continuous quality improvement.

Responsibility for quality is redistributed and becomes universal: each organizational unit, within its competence, is responsible for ensuring quality; The main responsibility falls on the product manufacturers themselves.

Method of organizing automated production. Use in organization and production management various means automation of labor processes. The main purpose of using such a system is to ensure a quick response of the enterprise to consumer orders and high speed production.

The main options for organizing automated production:

computerized production (computer-aided manufacturing - CAM). The use of computers in managing the manufacturing process of products, from processing to automatic control quality. Technical base MYSELF consists of numerically controlled machines and robots;

flexible production system (flexible manufacturing system - FMS). It is a set of mechanisms designed for a cyclical production process and capable of producing a wide range of similar products. FMS monitoring and control computer, means of automatic loading and unloading of materials, as well as other automated software equipment. Reprogrammable control devices allow such systems to produce a wide range of similar products;

computer integrated manufacturing (computer-integrated manufacturing - CIM). It is a system that links together various areas of an enterprise’s activities using a computer network - engineering design, production planning and control, flexible manufacturing systems. System CIM allows you to draw up production schedules and purchases of materials, provides management of production resources, sales, and distribution.

TEST QUESTIONS AND TASKS

1. How does a business organization strategy help a business organization achieve its mission?

2. What is meant by the production structure of an enterprise?

3. What is the production structure of an enterprise with a full technological cycle?

4. What is the composition of the main workshops of the enterprise?

5. What is the composition of the enterprise’s auxiliary departments?

6. What is the composition of the enterprise’s service facilities?

7. What factors determine the production structure of an enterprise?

8. List the main requirements for process planning.

9. What are the basic principles of rational placement of production divisions of an enterprise?

10. List the forms of specialization and organization of enterprise divisions?

11. Expand the concepts of technological and subject specialization.

12. What is meant by subject and technological specialization of areas within workshops?

13. What is the production structure of the workshops and sections of the enterprise?

14. Describe the main types of production layouts, explain the differences between them.

15. Suggest solutions to problems associated with each type of layout.

16. Give practical examples of each type of layout.

17. Establish a correspondence between the types of layout and forms of specialization of enterprise divisions.

18. Explain the essence of placing equipment according to the principle of group technology.

19. List the necessary conditions, in which it is advisable to organize technological cells.

20. What are the main directions for improving the production structure of the enterprise?

21. What is the production structure of MIREA? Describe her.

The production process is the basis of the activity of any enterprise; it is a set of individual labor processes aimed at transforming raw materials into finished products of a given quantity, quality, range and within a specified time frame. The content of the production process has a decisive impact on the construction of the enterprise and its production units.

Includes a number of technological, information, transport, auxiliary, service and other processes.

Each production process can be considered from two sides: as a set of changes that the objects of labor undergo, and as a set of actions of workers aimed at expedient changes in the objects of labor. In the first case they talk about the technological process, in the second - about the labor process.

Technological process - expedient change in the shape, size, condition, structure, location of objects of labor. Such processes are classified according to the following main characteristics: energy source; degrees of continuity; the method of influencing the subject of labor; frequency of processing of raw materials; the type of raw materials used (Table 8.2).

Table 8.2. Classification of technological processes

Based on the energy source, technological processes can be divided into passive And active. The first occur as natural processes and do not require additional human-transformed energy to influence the object of labor (for example, cooling of metal under normal conditions, etc.). Active technological processes occur either as a result of direct human influence on the subject of labor, or as a result of the influence of means of labor driven by energy.

According to the degree of continuity of impact on the subject of labor, technological processes are divided into continuous And discrete. In the first type, the technological process is not interrupted during loading of raw materials, delivery of finished products and control over them (steel casting, oil refining, cement production, etc.).

Discrete production is characterized by the presence of interruptions during the technological process (steel smelting, casting, etc.). There are also combined processes that combine discrete and continuous process steps.

According to the method of influence on the subject of labor and the type of equipment used, they distinguish physical, mechanical And hardware technological processes. Mechanical ones are carried out manually or using machines. In these processes, the object of labor is subjected to mechanical action, i.e. its shape, size, position changes. Wherein internal structure and the composition of the substance, as a rule, remain unchanged (furniture production, stamping, casting, welding, forging, etc.).

Based on the frequency of processing of raw materials, they are distinguished: processes with open circuit, in which raw materials or materials are processed once; processes with closed(circular, circulating or cyclic) scheme, in which raw materials or materials are repeatedly returned to initial stage process for reprocessing. An example of an open circuit is the converter method for producing steel. An example of a closed-loop process is the chemical refining of petroleum fractions, where in order to continuously restore the activity of the catalyst, the latter is constantly circulated between the cracking reaction zone and the furnace to burn off carbon from its surface.

Depending on the type of raw material used, processes for processing plant, animal and mineral raw materials are distinguished.

All technological processes are carried out as a result of the labor of workers. Labor processes differ in the following main characteristics:

• the nature of the subject of labor and the product of labor (material-energy, information);
• employee functions (main, auxiliary);
• degree of employee participation in the technological process (manual, machine, automated);
• gravity, etc.

Operation - part of the production process, performed at one or more workplaces, by one or more workers (team) and characterized by a set of sequential actions on a specific subject of labor.

Classification of production processes

Various branches of industrial production and individual enterprises differ significantly from each other in the nature of the products created, the means of production used and the technological processes used. These differences give rise to an exceptional variety of production processes in enterprises.

The most important factors determining the division of production processes into industrial production, the composition of the finished product, the nature of the impact on objects of labor, the role of various processes in the organization of production, the type of organization of production are considered.

The finished product influences the production process by its design (complexity and size of the molds), as well as the accuracy of the components, their physical and chemical properties. From the point of view of production organization great importance also has the number of components of the manufactured product and the number of operations, differently coordinated in time and space. Based on this criterion, all production processes are classified as processes simple And complex. The latter, in turn, are divided into analytical And synthetic.

In simple production processes, in the course of sequential action on homogeneous objects of labor, identical products are produced. In this case, technology prescribes both a strict spatial orientation of workplaces and a temporal sequence of operations.

In analytical production processes, the subject of labor is also homogeneous. However, in the course of performing partially identical operations, unequal products are produced, i.e. Several types of products are obtained from one type of raw material.

In synthetic production processes, different simple details are made through various operations on different objects of labor, and then they are used to make complex blocks, assemblies, i.e. The production process is formed in the course of different, but connected into a single complex of partial processes. Naturally, organizing such processes is the most labor-intensive task.

The more complex the product and the more diverse the methods for its production, the more complex the organization of the production process. Thus, if with simple and analytical production processes the need to coordinate partial processes is reduced to a minimum, then with synthetic production it requires maximum effort.

The predominance of any of the listed varieties The production process has a great influence on its production structure. Thus, in synthetic processes there is an extensive system of procurement workshops, in each of which the initial processing of raw materials and supplies occurs. Then the process moves to a narrower circle of processing workshops and ends with one production workshop. In this case, the work on logistics, external and internal cooperation, and management of procurement production is very labor-intensive.

During the analytical process, one procurement shop transfers its semi-finished products to several processing and production shops specializing in the manufacture of various types of products. In this case, the enterprise produces a significant number of different types of products, has large and extensive sales connections, and, as a rule, by-products are developed here. This also affects the structure of production.

Production processes are main and auxiliary. TO main include processes that are directly related to change geometric shapes, dimensions, internal structure of processed items and assembly operations. Auxiliary are processes that are not directly related to the subject of labor and are designed to ensure the normal, uninterrupted functioning of the main processes. These include, for example, the manufacture of tools for one’s own needs, energy production for one’s own needs, quality control, etc.

A more complete classification of production processes is presented in Table. 8.3.

Table 8.3. Classification of production processes

Development and organization of the production process

The development of the production process is carried out in two stages. At the first stage, a route technology is compiled that defines a list of basic operations, starting with the finished product and ending with the first operation to which the subject of labor is subjected. At the second stage, detailed and operational design is developed from the first operation to the last. The production process is based on this documentation. It describes in detail the materials for the manufactured part of the product, their weight, dimensions, establishes the processing modes for each production operation, the name and characteristics of the equipment, tools and instruments, indicates the movement of the product from the first technological operation to the delivery of the product to the warehouse.

When developing a production process, the equipment, tools, methods of transportation and storage of products are considered, i.e. everything necessary to ensure:

• performance in accordance with delivery times;
• ease of maintenance and operation control, as well as repair and reconfiguration of equipment;
• technological and organizational compatibility of main and auxiliary operations in the production process;
• production flexibility;
• economically the lowest possible costs for the given conditions for the implementation of each technological operation.

Economic requirements are dominant and place restrictions on all other parameters of the production process, since excessive costs can reject any project.

In order to reduce production costs and improve the organization of the production process, methods and principles of rational organization of production processes are used.

Methods for rational organization of the production process

Depending on the nature of the movement of objects of labor, there are line (continuous), batch, and individual methods of organizing production processes.

Flow production along the technological process is characterized by continuous and sequential movement of objects of labor from one operation to another.

With batch and single (discontinuous) methods, the processed product is switched off from the technological process after each operation and waits for the next operation. In this case, the duration of the production cycle and the size of work in progress and working capital, required additional areas for storing semi-finished products.

The most progressive method of organizing the production process is considered to be the flow method. Its main features are:

• high degree of continuity;
• location of workplaces during technological processing;
• high degree of rhythm.

The organizational basis of the flow method is production line, having such the most important parameters, like the beat and tempo of the flow.

By the beat of the flow is the average estimated time after which one product or transport batch of products is launched into the flow or released from the flow:

• T f— working time fund for the billing period (shift, day, etc.);
• K and - equipment utilization rate, taking into account downtime and interruptions;
• In p - volume of planned products for the billing period in natural units (pieces, meters, etc.).

Flow rate characterizes the labor intensity of workers and is determined by the formula

Principles of rational organization of the production process

At any enterprise, the organization of production processes is based on a rational combination in space and time of main, auxiliary and service processes. However, with all the variety of forms of this combination, production processes are subject to general principles.

The principles of rational organization can be divided into two categories:

• general, independent of the specific content of the production process;
• specific, characteristic of a particular process.

Let us list the general principles.

Specialization means the division of labor between individual departments of the enterprise and workplaces, which presupposes their cooperation in the production process.

Proportionality ensures equal throughput of different workplaces of the same process, proportional provision of workplaces with information, material resources, personnel, etc.

Proportionality is determined by the formula

• Mmin- minimum throughput, or workplace parameter in the technological chain (for example, power, type of work, volume and quality of information, etc.);
• Mmax- maximum ability.

Continuity provides for the maximum reduction of breaks between operations and is determined by the ratio of working time to the total duration of the process

• T r - working hours;
• T c - the total duration of the process, including downtime and laying of the subject of labor between, at workplaces, etc.

Parallelism characterizes the degree of combination of operations over time. Types of combinations of operations: sequential, parallel and parallel-sequential.

The parallelism coefficient can be calculated using the formula

where Tc.pair, Tc.seq is the duration of the process, respectively, for parallel and sequential combinations of operations.

Straightness provides the shortest path for the movement of objects, information, etc.

The straightness coefficient can be determined by the formula

• t transport — duration of transport operations;
• t technical cycle is the duration of the technological cycle.

Rhythm characterizes the uniformity of operations over time.

• V f- the actual volume of work performed for the analyzed period (decade, month, quarter) within the plan;
• V pl— planned scope of work.

Technical equipment is focused on mechanization and automation of the production process, eliminating manual, monotonous, heavy, harmful labor.

Flexibility lies in the need to ensure rapid changeover of equipment in conditions of frequently changing product range. It is most successfully implemented on flexible production systems in small-scale production conditions.

One of the ways to improve the listed principles of rational organization of production processes is to increase the repeatability of processes and operations. Their most complete implementation is achieved with an optimal combination of the following factors:

• scale of production;
• complexity of the nomenclature and range of products;
• the nature of the operation of technological and transport equipment;
• physical state and form of starting materials;
• the nature and sequence of technological impact on the subject of labor, etc.

Concept of the production process. Modern production is difficult process transformation of raw materials, materials, semi-finished products and other objects of labor into finished products that meet the needs of society.

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

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

Varieties of production processes.

According to their purpose and role in production, processes are divided into: main, auxiliary and servicing and non-core facilities.

Main are called production processes during which the production of the main products manufactured by the enterprise is carried out. For example, thermal power plants are the main production, as they convert fuel energy into thermal and electrical energy.

The timeliness and high-quality execution of the main production largely depends on how the work of auxiliary and service production is organized, which are subordinated to the task of better providing the main production enterprises with materials, equipment, etc.

IN modern conditions, especially in automated production, is observed trend towards integration main and service 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.

Auxiliary production enterprises are enterprises that, while not directly related to the manufacture of the main product, serve and create conditions for the normal operation of the main production. Auxiliary production enterprises include enterprises that manufacture products consumed by the main production and thereby contribute to the production of final products and ensure the normal operation of the main production. In the energy sector, auxiliary production includes repair enterprises, as well as enterprises that produce non-standard equipment and spare parts for energy equipment.

Service enterprises are organized to service main and auxiliary enterprises. The service production process is a labor process as a result of which no products are created. Service enterprises include enterprises involved in the supply of materials and spare parts, laboratories, design and research institutes, transport enterprises, etc.

Recently, the concept of “service enterprises” has appeared in the energy sector, which combines both auxiliary and service enterprises. It is proposed to include enterprises that provide repair, installation, adjustment and modernization services into the group of services industrial equipment, technological networks (for example, repair enterprises, equipment manufacturing plants, motor transport enterprises, etc.).

Non-core businesses include farms whose products and services are not included in the main activities of the enterprise. Their functions include servicing household needs enterprise personnel (housing, kindergartens, sanatoriums, auxiliary agriculture etc.).

Scientific principles of organizing production processes.

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

The spatial combination of elements of the production process and all its varieties is implemented on the basis of the formation of the production structure of the enterprise and its divisions. In this regard the most important species activities are the choice 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 development production structure, design calculations are carried out related to determining the composition of the equipment fleet, taking into account its productivity, interchangeability, and the possibility of effective use. Also being developed rational layout divisions, placement of equipment, workplaces. 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, 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 production processes - organization of labor of workers, specifically implementing the connection work force 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 involves the combination of their elements over time, which determines certain order performance of individual operations, rational combination of time for performing various types of work, determination of calendar and 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 combinations, 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. So, for example, 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 concentration of certain production operations for the manufacture of technologically homogeneous products or the implementation of functional similar works at individual 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 advantages of each of them.

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

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

Principle specializations 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 K z.o= 1 there is a narrow specialization of workplaces, 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. Highest level specialization is achieved by producing one type of product. The most typical example of highly specialized industries are factories for the production of tractors, televisions, and cars. Increasing the range of production reduces the level of specialization.

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

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

Principle proportionality is 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 workpieces of the mechanical shops, and the throughput of these shops corresponds to the needs of the assembly shop for necessary details. This implies the requirement to have in each workshop equipment, space, and labor in such quantities that would provide normal work 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 the workforce, areas, equipment is installed already during the design of the enterprise, and then specified during the development of annual production plans by carrying out so-called volumetric calculations - when determining the 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 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.

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 called 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.

Duration of the production cycle - This the 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 a finished product. The cycle duration 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 (including the time of breaks due to the work schedule).

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

T a = T t + T n -3 + T e + T k + T Tr + T mo + T Pr,

where T t is the 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- inter-operational 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.

TYPES, FORMS AND METHODS OF PRODUCTION ORGANIZATION

Types of production and their technical and economic characteristics.

The type of production is determined by a comprehensive description of the technical, organizational and economic features of production, determined by the breadth of the product range, regularity, stability and volume of production. The main indicator characterizing the type of production is the coefficient of consolidation of operations K z.

The operation consolidation coefficient for a group of workplaces is defined as the ratio of the number of all different technological operations performed or to be performed during the month to the number of workplaces:

K op i - number of operations performed on i-th workplace; To r.m— the number of jobs on the site or in the workshop.

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

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

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

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

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

Let's consider the technical and economic characteristics of each type of production.

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

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

Organization of production in conditions of single production has its own characteristics. Due to the diversity of parts, the order and methods of processing them, production areas are built according to a technological principle with equipment arranged in homogeneous groups. With this organization of production, parts pass through various sections during the manufacturing process.

Therefore, when transferring them to each subsequent operation (section), it is necessary to carefully consider the issues of quality control of processing, transportation, and determination of workplaces for performing the next operation. Features of operational planning and management include timely completion and fulfillment of orders, monitoring the progress of each part through operations, ensuring the systematic loading of areas and workplaces. Great difficulties arise in organizing logistics.

Features of the organization unit production affect economic indicators. For enterprises with a predominance single type production is characterized by relatively high labor intensity of products and a large volume of work in progress due to long storage of parts between operations. The cost structure of products is characterized by a high share of costs for wages. This share is usually 20 - 25%.

The main opportunities for improving the technical and economic indicators of individual production are associated with bringing it closer to serial production in terms of technical and organizational level. The use of serial production methods is possible by narrowing the range of manufactured parts for general machine-building applications, unifying parts and assemblies, which allows us to move on to the organization of subject areas; expanding constructive continuity to increase the launch batches of parts; grouping parts that are similar in design and manufacturing order to reduce time for production preparation and improve the use of equipment.

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

The following features are characteristic of the organization of serial production: workshops, as a rule, contain closed areas where equipment is placed along the course of a standard technological process. As a result, relatively simple connections arise between workstations and the prerequisites are created for organizing the direct movement of parts during their manufacturing process.

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

Mass production is different the greatest specialization and is characterized by the production of a limited range of parts in large quantities. Mass production workshops are equipped with the most advanced equipment, allowing almost complete automation of the production of parts. Automatic production lines have become widespread here. In conditions of mass production, the importance of organizing interoperational transportation and maintenance of workplaces increases.

Constant monitoring of the condition of cutting tools, devices, and equipment is one of the conditions for ensuring the continuity of the production process, without which the rhythm of work on sites and in workshops will inevitably be disrupted. The need to maintain a given rhythm at all levels of production becomes distinctive feature organization of processes in mass production.

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

Forms of organization of production.

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

Various temporal and spatial structural structures form a set of basic forms of production organization.

Temporary structure of the organization production is determined by the composition of the elements of the production process and the order of their interaction over time. Based on the type of temporary structure, forms of organization are distinguished with sequential, parallel and parallel-sequential transfer of objects of labor in production.

The form of organization of production with the sequential transfer of objects of labor is a combination of elements of the production process that ensures the movement of processed products across all production areas in batches of arbitrary size. This form is the most flexible in relation to changes that arise in the production program,

Table 1.

Comparable features	Type of production
Single	Serial	Mass
Nomenclature and volume of production Repeatability of production Equipment used Assignment of operations to machines Location of equipment Transfer of objects of labor from operation to operation Form of organization of the production process	Unlimited range of parts manufactured to order Absent Universal Absent By groups of similar machines Sequential Technological	Wide range of parts manufactured in batches Periodic Universal, partly special A limited number of detail operations is established In groups for processing structurally and technologically homogeneous parts Parallel-sequential Subject, group, flexible subject	Limited range of parts manufactured in large quantities Constant Mostly special One or two operations per machine Along the technological process of processing parts Parallel Straight-line

Comparative characteristics of various types of production make it possible to fully utilize the equipment, which makes it possible to reduce the cost of its acquisition. The disadvantage of this form of production organization is the relatively long duration of the production cycle, since each part lies waiting for the entire batch to be processed before performing the subsequent operation.

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

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

Spatial structure The organization of production is determined by the number of technological equipment concentrated on the work site (the number of workplaces), and its location relative to the direction of movement of objects of labor in the surrounding space.

Depending on the number of technological equipment (workstations), a distinction is made between a single-link production system and the corresponding structure of a separate workplace and a multi-link system with a workshop, linear or cellular structure. Possible options for the spatial structure of production organization are presented in Fig. 5.

Shop structure is characterized the creation of areas in which equipment (workstations) are located parallel to the flow of workpieces, which presupposes their specialization on the basis of technological homogeneity. In this case, a batch of parts arriving at the site is sent to one of the free workplaces, where it undergoes the necessary processing cycle, after which it is transferred to another site (to the workshop).

Rice. 5. Options for the spatial structure of the production process

On the site with linear spatial structure, equipment (workstations) is located along the technological process and a batch of parts processed at the site is transferred from one workplace to another sequentially.

Cellular the structure of production organization combines the characteristics of linear and workshop.

The combination of spatial and temporal structures of the production process with a certain level of integration of partial processes determines various forms of organization of production: technological, subject, direct-flow, point, integrated (Fig. 6). Let's consider character traits each of them.

Rice. 6. Forms of organization of production

Technological The form of organization of the production process is characterized by a workshop structure with the sequential transfer of objects of labor. This form of organization is widespread in machine-building plants, since it ensures maximum equipment utilization in small-scale production and is adapted to frequent changes in the technological process.

At the same time, application the technological form of organizing the production process has a number of negative consequences: a large number of parts and their repeated movement during the processing process lead to an increase in the volume of work in progress and an increase in the number of intermediate storage points; a significant part of the production cycle consists of time losses caused by complex inter-site communications.

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

Compared to technological form subject allows you to reduce the overall costs of transporting parts and the need for production space per unit of production. At the same time, this form of production organization, when determining the composition of the equipment installed on the site, brings to the fore the need to carry out certain types of processing of parts, which does not always ensure full utilization of the equipment. In addition, expanding the range of products and updating them require periodic redevelopment of production areas and changes in the structure of the equipment fleet.

Direct flow form of organization production is characterized by a linear structure with piecemeal transfer of objects of labor. This form ensures the implementation of a number of organizational principles: specialization, directness, continuity, parallelism. Its use leads to a reduction in the duration of the production cycle, more effective use workforce due to greater specialization of labor, reducing the volume of work in progress.

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

The form of production organization involves the combination of main and auxiliary operations into a single integrated production process with a cellular or linear structure with sequential, parallel or parallel-sequential transfer of objects of labor in production.

Creation of integrated production sites is associated with relatively high one-time costs caused by the integration and automation of the production process. The economic effect of the transition to an integrated form of production organization is achieved by reducing the duration of the production cycle for manufacturing parts, increasing the loading time of machines, and improving the regulation and control of production processes. In Fig. Figure 7 shows equipment layout diagrams in areas with different forms of production organization.

Depending on ability to readjustment for the production of new products, the above forms of production organization can be divided into flexible (changeable) and rigid (non-readjustable). Rigid forms of production organization involve processing parts of one type (for example, a continuous form of organizing the production process).

Flexible forms make it possible to ensure the transition to the production of new products without changing the composition of the components of the production process with little time and labor.

The most widespread forms of production organization at machine-building enterprises are currently flexible point production, flexible subject and flow forms.

Rice. 7. Layouts of equipment (workstations) in areas with different forms of production organization:

a - technological; b - subject; c - direct flow;

g - point (for the case of assembly); d - integrated

Flexible point production involves the spatial structure of a separate workplace without further transfer of objects of labor during the production process. The part is completely processed in one position. Adaptation to the release of new products is carried out by changing the operating state of the system.

Flexible subject form of organization production is characterized by the ability to automatically process parts within a certain range without interruption for changeover. The transition to the production of new products is carried out through readjustment technical means, reprogramming the control system. The flexible, linear form of production organization is characterized by rapid readjustment for processing new parts within a given range by replacing tooling and fixtures, and reprogramming the control system. It is based on a row arrangement of equipment that strictly corresponds to the technological process, with piece-by-piece transfer of objects of labor.

Development of forms of organization of production in modern conditions.

Under the influence of scientific and technological progress in engineering and mechanical engineering technology, significant changes are occurring due to mechanization and automation of production processes. This creates objective prerequisites for the development of new forms of production organization, for example, the block-modular form.

The creation of production with a block-modular form of production organization is carried out by concentrating on a site the entire complex of technological equipment necessary for the continuous production of a limited range of products, and uniting a group of workers to produce the final product, transferring to them part of the functions of planning and managing production on the site.

Economic basis The creation of such industries are collective forms of labor organization. The main requirements for organizing the production and labor process in this case are: creation autonomous system technical and instrumental maintenance of production; achieving continuity of the production process based on calculating the rational need for resources, indicating intervals and delivery dates; ensuring the matching capacity of machining and assembly departments; accounting established standards controllability when determining the number of employees; selection of a group of workers taking into account complete interchangeability.

Implementation of the specified requirements is possible only with a comprehensive solution to issues of labor organization, production and management. The transition to a block-modular form of production organization is carried out in several stages. At the pre-project survey stage, a decision is made on the advisability of creating such units in the given production conditions. An analysis of the structural and technological homogeneity of products is carried out and an assessment is made of the possibility of assembling “families” of parts for processing within the production cell.

Then the possibility of concentrating the entire complex of technological operations for the production of a group of parts in one area is determined; the number of workplaces adapted for the introduction of group processing of parts is established; the composition and content of the basic requirements for organizing the production and labor process are determined, based on the intended level of automation.

At the structural design stage, the composition and relationships of the main components of the production process are determined.

At the stage of organizational and economic design, technical and organizational solutions are combined and ways to implement the principles of collective contracting and self-government in autonomous teams are outlined.

The second direction in the development of forms of production organization is the transition to the assembly of complex units using the bench method, the abandonment of conveyor assembly through the organization of a mini-flow.

Another decision of the organization continuous production is to maintain the conveyor system with the inclusion of preparatory operations. In this case, the assemblers, at their own discretion, work either in the main or in the preparatory operations. These approaches to the development of the continuous form of production organization not only ensure an increase in labor productivity and improved quality, but also give assemblers a sense of satisfaction from work and eliminate the monotony of work.

Methods of organizing production.

Methods of organizing production are a set of methods, techniques and rules for the rational combination of the main elements of the production process in space and time at the stages of operation, design and improvement of production organization.

Method of organizing individual production used in conditions of single production or production in small batches and assumes: lack of specialization in the workplace; the use of widely-universal equipment, its arrangement in groups according to functional purpose; sequential movement of parts from operation to operation in batches.

Working conditions differ in that workers almost constantly use the same set of tools and a small amount universal devices, only periodic replacement of dull or worn tools is required. In contrast, the delivery of parts to work stations and the adjustment of parts when issuing new work and accepting finished work occurs several times during the shift. Therefore, there is a need for flexible organization of transport services for workplaces.

ORGANIZATION OF PRODUCTION AND ECONOMIC ACTIVITIES IN THE ENERGY SECTOR

Considering the procedure for performing the functions and subfunctions of energy management of an enterprise, it should be noted, firstly, that they permeate all areas of activity and, secondly, they have certain priority elements in these areas. The functional management subsystems formed at the intersection of areas are a kind of “table of contents” of the entire organizational and economic work of the energy service. Some of them receive more attention, others - less than ¾ due to the very large volume of management work in the energy sector.

Indeed, if you multiply the number of functions and subfunctions (there are 17) by the number of areas (there are 12), you get 204 “headings” - a set of tasks in the general list of management work of the energy service. In each such complex, the number of tasks is determined by the number of types of energy, energy facilities (productions, workshops, sites and even individual energy and energy-using installations), and other indicators. As a result, the total number of management tasks and works amounts to several thousand.

As an example of this diversity, it is advisable to list and briefly consider the organization of the structure in the main areas of activity:

¾ Organization of energy consumption structure;

¾ Organization of the structure of energy use.

¾ Organization of the structure of power equipment and the procedure for its operation.

¾ Organization of the structure of power supply modes and operation of power equipment.

¾ Organization of structure in the system of reliability of power supply and operation of power equipment.

¾ Organization of the structure of in-plant energy supervision.

¾ Organization of the structure of repair maintenance of power equipment.

¾ Organization of labor structure and energy personnel.

¾ Organization of the structure of material and technical supply of the energy sector.

¾ Organization of the structure of economic work in the energy sector.

¾ Organization of a structure for the development of energy production.

Energy efficiency of an enterprise largely depends on the degree of perfection of the organizational structure of energy service management. The quality of the organizational structure is determined primarily by the ability to optimally perform management functions in all areas of activity. Therefore, production and management divisions are created here, the tasks of which include work on one function (“planning” - planning department, “accounting” - accounting, “rationing” - standardization bureau, etc.), in one (or several) areas of activity (“repair service” - repair shop, “energy use” - energy management bureau, etc.), as well as in functional subsystems (“control and regulation of energy consumption” - energy management dispatch service, etc.).

Enterprises in various industries use centralized, decentralized and mixed schemes management. In some cases, a so-called “staff” scheme arises, usually organized as a temporary measure to solve specific problems.

With centralized control The energy service, headed by the chief power engineer of the enterprise, includes power engineers who service general plant and shop power equipment. Linear management ties of direct subordination are established between the chief power engineer, his administrative apparatus (department of the chief power engineer) and all power engineers of the enterprise. This management scheme is typical for small and medium-sized enterprises with an underdeveloped energy sector.

With decentralized management, the energy service covers only the general plant part of the energy sector. Shop energy personnel are subordinate to the management of their shops, and have only functional connections with the energy service - on issues of operation and repair of shop power equipment, energy supply, energy consumption and energy use in the shop. This scheme is used at large enterprises with complex energy management.

The mixed scheme provides for partial decentralization of management, in which power engineers of some workshops and services are subordinate to the management of their departments, and in some - to the energy service of the enterprise.

The use of one or another scheme, a greater or lesser degree of centralization of energy management at enterprises is determined based on local conditions, taking into account the size of the energy sector. In industry, there are different approaches to organizing the energy management structure, according to numerous provisions, categories of energy management have been developed.

The most common categorization systems are as follows.

One point is awarded for every 20 million kWh of annual electricity consumption. The total quantity is 50 thousand tons of fuel equivalent. per year, for every 500 pcs. electrical machines.

The total number of points is multiplied by a coefficient of 0.27 people/point and the result of the chief power engineer’s department determines the category of the energy service and the number of departments (by rounding).

At chemical enterprises, categorization is also associated with the calculation of points depending on the volume of electricity, heat and water consumption.

One category higher(including “zero”, non-categorical) refers to an energy service that includes one of the following facilities: thermal power plants, boiler houses, refrigeration, compressor, air separation, hydrogen-oxygen stations; waste heat boilers; water circulation systems; own sources of water supply - water intakes, artesian wells and others. An approximate structure for managing an energy service classified as category I or II is shown in Fig. 8.

Chief Power Engineer

Chief Department of the Chief Power Engineer Chief

electrician heating engineer

Accounting Sector, Sector Sector Laboratory

Standardization of energy supervision of PPR and testing and planning and reliability of spare parts for energy resources of installations

Electrical shop - Electrical shop - Steam shop - Water communication shop Repair supply, steam and heat supply and Supply shop, CHP sewerage

Rice. 8. Approximate diagram energy service management at an industrial enterprise of categories 1 and 2

Some experts suggest establish the category of the energy sector and the number of management personnel in it, depending on a number of production factors on regression controls. Number of management personnel ( L aup) is calculated depending on the number of production workers at the enterprise ( L pr), number of workers in the energy sector ( L e); cost of production assets ( F), their active part ( F a) and separately power equipment (F e); total amount of consumed energy converted into standard fuel ( IN); the total number of units of power equipment, given in units of repairability ( R sl).

The standard number of management personnel is calculated using one of four formulas depending on the degree of influence of a particular factor:

L aup = 0,208F 0.9102

L aup= 0.0223 L e0 .19 F a0 .414

L aup= 0.023L pr 0.542 F a 0.414

L aup = 2 + 0,9F e + 0,55R sl+ 0.01 V.

These formulas are proposed to be used to determine the number of engineers in energy departments.

In market conditions organizational structure energy management at enterprises should have two new qualities:

The greatest clarity in building production and functional units for the successful implementation of the target function;

The expansion of economic units due to a sharp increase in the volume of economic work.

Approximate diagram management of the enterprise's energy management in conditions of economic independence is shown in Fig. 9.

The main tasks of the functional units of the energy service, traditional and introduced for economic support of economic independence, in most cases follow from their names. For a number of them it is advisable to give some explanations.

The main task energy economic bureau There should be an energy-saving policy at the enterprise, an analysis of energy use in production processes, and the development of organizational and technical measures for energy saving.

Rice. 9. Approximate scheme of energy management at an industrial enterprise in the conditions of an economic independent energy service

Tasks of the Bureau of Standardization and Energy Balances:

Creation of a system for rationing energy consumption in production processes based on an analysis of energy use carried out jointly with the economic bureau;

Development of technological standards for the most energy-intensive operations, processes, limits, intermediate products, per unit of raw materials or finished products across its entire range;

Development of energy consumption standards for sanitary and technical needs depending on climatic and seasonal factors;

Rationing of energy costs in auxiliary processes and production, losses in energy communications and energy equipment, and the energy sector’s own needs;

Development of general production - workshop and factory - standards for energy consumption for products, work and services.

This is where it should take place energy supply planning by developing planned (current) and long-term energy balances for all commercial (self-supporting) consumers inside and outside the enterprise.

The Bureau of Energy Accounting, Control and Supervision should be engaged in maintaining and improving operational and statistical (current) accounting of production, distribution and consumption of energy resources and related reporting; operational (together with the dispatch service) and ongoing control and regulation of energy supply, in-plant energy supervision.

The economic planning bureau (department) is designed to plan the production and economic activities of the energy sector (except for the production and consumption of energy resources), commercial relations with divisions of the enterprise and external consumers.

The financial bureau (department) must carry out financial transactions to finance the production and economic activities of energy services, and financial transactions with suppliers.

STRUCTURE AND FEATURES OF ENERGY PRODUCTION

Energy production is a technological process that includes three phases: production, transformation, energy consumption.

This technological process is based on physical laws, from which two main features arise: forced continuity and automaticity; coincidence in time of energy production and its consumption.

From these two main features the following follows:

a) in this process there is absolute proportionality between energy production and consumption, i.e. there are no local accumulations of semi-finished products and products;

b) product rejection and withdrawal from consumption are excluded;

c) there is no sales problem, overstocking is impossible;

d) there is no need to store products.

An important feature of energy production also lies in the fact that energy enterprises are closely connected with industry, construction, transport, communications, agro-industrial complex and public utilities- with the entire set of various electrical energy receivers. And this, in turn, predetermines the strict dependence of energy production, especially electrical energy, on the consumption regime.

A very characteristic feature of energy production is the variability of its regime both throughout the year and during the day. This variability is based, on the one hand, on natural and climatic factors (temperature fluctuations, changes in natural light), on the other hand, on the peculiarities of the technological process of various enterprises and industries.

These features of energy production determine the relevance of ensuring a sufficient level of reliability of the energy sector in order to ensure uninterrupted power supply to consumers.

An essential feature of energy production also lies in the relatively rapid development of emergency situations, in the influence that a failing element has on the elements working in conjunction with it.

As mentioned above, in energy production there is a strict dependence of the production mode on the consumption mode.

Therefore, in planning and economic analysis In energy production, load graphs play an important role, showing how consumption changes over time. Depending on the time interval, daily (winter, summer) and annual schedules are distinguished.

The load of the energy consumer continuously changes, reaching the highest at a certain point in time ( R max) and smallest ( R min) values. The maximum and minimum load are the most important points graphic arts. The area of ​​the graph expresses, on a certain scale, the amount of energy produced.

The area limited by horizontal lines coming through the maximum R max and average R Wed of the load value is called the peak part of the daily load schedule, the rest of the load schedule is called the base. These are absolute load graph indicators. Load graphs are also characterized by relative indicators:

1. Density (fill) coefficient g, defined as the ratio of the average load R avg to maximum:

g = R Wed / R max, where max is the maximum load, MW.

2) Minimum load coefficient α min, defined as the ratio of minimum to maximum:

α = R min/ R max , where

Indicators of daily charts electrical load of the power system g and α min depend on the composition and operating mode of energy consumers. α min can theoretically fluctuate from 0 to 1 (the entire load is continuous throughout the day). In practice, α min ranges from 0.3 (single-shift consumers and lighting predominate) to 0.9 (energy-intensive consumers with continuous production predominate).

The density (filling) indicator of the daily electrical load schedule usually lies within g= 0.5÷0.95.

At a lower value, the electrical capacitance of industrial consumers prevails.

Power reservation.

Reserve capacity is necessary to replace units that have failed and are routinely taken out for repairs, as well as to meet the need for production capacity.

For generating, transforming, and transmission installations, capacity reserves are distinguished accordingly: repair, emergency, load (necessary to compensate for irregular load changes for reasons random to power systems). The combination of emergency and load reserves is called operational reserve. The electric power reserve is common, uniform for the energy pool. Its size is determined in relation to the maximum load of the energy pool (usually for winter days).

The economic aspect of the problem lies in justifying the optimal amount of power reserve. By increasing the power reserve in power interconnections, the consumer's damage from emergency undersupply of electrical energy is reduced, but the costs of creating and maintaining reserve power increase. Statistics show that the necessary and sufficient power reserve of the power system should be slightly more than 15% of the maximum load (including emergency - 4-5%, repair - 8-9%, load - 3-4%).

OPERATIONAL ENERGY MANAGEMENT OF THE ENTERPRISE

Most management functions have subfunctions related to the operational point in time - operational accounting, operational analysis, operational planning, operational control and regulation. Taken together, they form (an organization), with the most noticeable ones being operational accounting, control and regulation. Therefore, the entire process of operational management is often called that - operational accounting and control, the implementation of which is the service of the energy sector. The main task of operational management should also include the work of operational personnel at each workplace servicing energy and energy-using technological equipment.

At the same time, their task should be in the optimal management of processes not only technologically, but also energy indicators. It is advisable to consider the procedure for such operational management using the example of optimal regulation of the operation of a technological installation according to the criteria rational use energy. Operational management in accordance with the tasks of any management cycle must correspond to the standard process of preparing, making and implementing decisions to achieve the goals. In this case, information connections arise between the object and the subject of management, and the management process itself consists of the sequential execution of strictly defined functions.

Operational management includes the following main stages:

a) during operational accounting, data on the consumption and use of energy resources by the control object is recorded; Such data are quantitative and qualitative (parametric) indicators of energy consumption;

b) from accounting data, indicators are selected that determine the degree of rationality of energy use, i.e. subject to operational control;

c) selected indicators are analyzed in comparison with standard values, for example, with the current rate of energy consumption;

d) if actual indicators deviate from the normative ones, a solution is selected aimed at correcting this situation, and a set standard solutions prepared in advance when preparing operational planning options;

e) the intended option for the optimal solution in necessary cases is agreed upon with higher-ranking managers, and then a command is given to carry it out - an act of operational management;

f) actions are taken to operationally regulate the process to achieve the goal - bringing actual indicators into line with the desired, normative ones;

g) a new operational accounting act is carried out to check whether the desired result has been achieved;

This ends one cycle control and the next one begins - controlled

Any type of industrial activity requires a competent construction of the production process, which is understood as the procedure for transforming the subject of labor (raw materials, materials, semi-finished products) into something necessary for society.

Organization presupposes a rational combination of its elements: labor (human activity), (tools of production), natural processes (chemical, physical, biological), aimed at changing the properties of the object of labor - its shape, size, quality or condition.

Principles of rational organization of the production process.

Existing production processes are extremely diverse, but they are based proper organization There are certain principles, following which allows you to optimize industrial activity.

The principle of differentiation. In accordance with this principle, the organization of the production process should be carried out in such a way that specific processes or operations that form the basis of the production outline are assigned to individual divisions of the enterprise.

The principle of combination. It involves the unification of all or some operations of a different nature within one production unit (workshop, section, unit).

At first glance, these principles contradict each other. Which of them should be preferred determines the complexity of the product being manufactured and practical feasibility.

The principle of concentration. This principle means the unification within one production area of ​​work on the manufacture of homogeneous products or the implementation of operations that are identical in execution. Its use makes it possible to use one type of equipment more efficiently (its load increases), increasing the flexibility of technological processes.

The principle of specialization. It involves assigning to each work area a precisely limited number of operations, works, and products. The level of specialization is determined by the nature of the parts produced, as well as the quantitative volume of their production. The higher the level of specialization of an enterprise, the better the skills of workers and the higher labor productivity. At the same time, the possibility of automating production increases and costs associated with equipment changeover are reduced. The disadvantage is the monotony of work and the rapid fatigue of people.

The principle of universalization is the opposite of the principle of specialization. The organization of the production process, based on this principle, involves the production of various products (or the implementation of heterogeneous processes) within one working unit. The production of a wide range of parts requires fairly highly qualified personnel and the participation of multifunctional equipment.

The principle of proportionality. Competent management of the production process is inseparable from maintaining the proportions between the quantities of products produced by various departments of the enterprise. areas must correspond to the equipment load and be comparable with each other.

The principle of parallelism. It involves the simultaneous production (processing) of various products, which allows saving time spent on the production of the final product.

Direct flow principle. The production process must be organized in such a way that the path from one processing stage to another is the shortest.

The principle of rhythm is that all production processes aimed at producing intermediate parts and producing final products are subject to periodic repetition. Following this principle allows us to ensure a smooth flow of production, free from missed deadlines and forced downtime.

The principle of continuity assumes a uniform flow of the subject of labor from one operation to another without stops or delays.

The principle of flexibility ensures rapid adaptation of production sites to changes in production realities associated with the transition to the production of new types of products.

The listed principles are applied in accordance with their practical expediency. Underestimating their role leads to an increase in production costs and, as a consequence, to a decrease in the competitiveness of manufactured products.