General principles of the organization of the production process. Principles of the organization of the production process

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

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

To the basic principles of organizing production include: specialization, proportionality, parallelism, continuity, direct flow and rhythm.

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

Let's consider the named principles separately.

- Principle of specialization means that all divisions of the enterprise (workshops and sections), as far as possible, should be specialized in the performance of individual work included in the general production complex finished product(car manufacturing, ship building, bakery baked goods, etc.).

- The principle of proportionality requires that all divisions of the enterprise and sections of the workshop in terms of their throughput (capacity) be equal or proportional to each other.

Proportionality in the organization of production assumes the correspondence of the throughput (relative productivity per unit of time) of all divisions of the enterprise - workshops, sections, individual jobs for the production of finished products. The degree of proportionality of production can be characterized by the deviation of the throughput (power) of each technological conversion from the planned value of production.

The proportionality of production excludes the overload of some work places, that is, the emergence of bottlenecks, and the underutilization of capacities in other links and is a prerequisite for the uniform work of the enterprise, that is, ensures the uninterrupted course of production.

The basis for maintaining proportionality is the correct design of the enterprise, the optimal combination of main and auxiliary production links. However, with the modern rates of production renewal, the rapid change in the range of products produced and the complex cooperation of production units, the task of maintaining the proportionality of production becomes constant. With a change in production, the relationship between production links, the load of individual redistributions, change. Rearmament of certain production units changes the established proportions in production and requires an increase in the capacity of adjacent areas.

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

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

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

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

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

ά = Т p / T

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

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

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

- The principle of continuity implies the elimination of interruptions in the production of each specific product. In the context of a complex multi-tier process of manufacturing products, the continuity of production, which makes it possible to accelerate the turnover working capital, is becoming increasingly important. Increasing continuity is the most important direction in the intensification of production. At the workplace, it is achieved in the process of performing each operation by reducing the auxiliary time (intraoperative breaks), at the site and in the shop when transferring a semi-finished product from one workplace to another (interoperative breaks) and at the enterprise as a whole; ed e breaks to a minimum in order to maximize the acceleration of the turnover of material and energy resources (interdepartmental bedding).

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

Reduction of interoperative breaks is associated with the choice of the most rational methods of combination and coordination of partial processes in time. One of the prerequisites for reducing interoperative breaks is the use of continuous vehicles, the use of a rigidly interconnected system of machines and mechanisms in the production process, etc.

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

β = T tech / T

Continuity of production is considered in three aspects:

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

Continuous loading of equipment;

Rational use of labor (working time of performers).

While ensuring the continuity of the movement of objects of labor, at the same time, it is necessary to minimize stoppages of equipment for readjustments, in anticipation of the receipt of materials, etc. This requires an increase in the uniformity of work performed at each workplace,
as well as the use of quickly reconfigurable equipment (programmed machines), copying machines, etc.

- The principle of direct flow requires the organization of such work so that the movement of parts, assemblies and other structures is accomplished along the shortest path.

- The principle of rhythm carried out in series production means ensuring the delivery of products at equal or decreasing intervals. The principle of rhythm presupposes a uniform release of products and a rhythmic course of production. The level of rhythm can be characterized by rhythm coefficient δ, which is determined by the ratio of the actual production volumes n f, but not more than the planned target, to the planned production output n:

δ = n f / n

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

The rhythm of production is one of the main prerequisites rational use all its elements. With rhythmic work, the equipment is fully loaded, its normal operation is ensured, the use of material and energy resources and working time is improved. Ensuring rhythmic work is mandatory for all production departments - main, service and auxiliary workshops, material and technical supply. Non-rhythmic work of each link of the enterprise leads to disruption of the normal course of the entire production.

The order of repetition of the production process is determined by the production rhythms. It is necessary to distinguish between the rhythm of production (at the end of the process), operational (intermediate) rhythms, as well as the rhythm of the start (at the beginning of the process). The rhythm of production is leading. It can be permanently stable only if the operating rhythms are observed at all workplaces. Methods of organizing rhythmic production depend on the characteristics of the specialization of the enterprise, the nature of the manufactured products and the level of organization of production. The rhythm is ensured by the organization of work in all divisions of the enterprise, as well as its timely preparation and comprehensive service.

- The principle of automaticity means the implementation of the production process without the participation of the worker, whose function in the modern organization of production is reduced only to observation.

The modern level of scientific technical progress assumes from the organization of production compliance principle of flexibility... The traditional principles of organizing production are focused on the sustainable nature of production - a stable range of products, special types of equipment, etc. In the context of a rapid renewal of the range of products, production technology is changing. Meanwhile, a quick change of equipment, a restructuring of its layout would cause unreasonably high costs, and this would be a brake on technical progress. It is also impossible to frequently change the production structure (spatial organization of links). This put forward a new requirement for the organization of production - flexibility. In the element-wise section, this means, first of all, a quick changeover of the equipment. Advances in microelectronics have created a technique that is capable of a wide range of uses and produces automatic self-adjustment if necessary.

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

One of essential principles modern organization of production is principle of complexity... Modern production processes are characterized by the splicing and interweaving of main, auxiliary and service processes, while auxiliary and service processes take an increasing place in the overall production cycle. This is due to the well-known lag in mechanization and automation of production services in comparison with the equipment of the main production processes. In these conditions, it becomes more and more necessary to regulate the technology and organize the implementation of not only basic, but also auxiliary and service production processes.

- The principle of reliability involves ensuring a stable course of the production process, the reliability of the equipment involved and the technologies used.

- The principle of environmental friendliness focuses on environmental support of production processes in accordance with ISO standards.

Textbook / Korsakov M.N., Rebrin Yu.I., Fedosova T.V., Makarenya T.A., Shevchenko I.K. and etc.; Ed. M.A. Borovskaya. - Taganrog: TTI SFU, 2008 .-- 440p.

3. Organization and planning of production

3.4. Organization of the production process

3.4.1. The production process and principles of its organization

Manufacturing process─ This is a purposeful, stepwise transformation of raw materials and materials into a finished product of a given property, suitable for consumption or for further processing.

The technical and organizational and economic characteristics of the production process at the enterprise are determined by the type of product, the volume of production, the type and type of equipment and technology used, and the level of specialization. The production process consists of numerous technical, organizational, managerial and business operations.

It is customary to subdivide production processes at enterprises into three types: main, auxiliary and service.

TO the main refers to the processes directly related to the transformation of the object of labor into finished products (for example, remelting ore in a blast furnace and turning it into metal; turning flour into dough, then into baked bread), i.e., these are technological processes during which changes in geometric shapes, sizes and physical and chemical properties of objects of labor. The main are the manufacturing processes during which the main products manufactured by the enterprise are manufactured. The result of the main processes in mechanical engineering is the release of machines, apparatus and devices that make up the production program of the enterprise and correspond to its specialization, as well as the manufacture of spare parts for them for delivery to the consumer.

Supporting processes only contribute to the flow of the main processes, but they themselves are not directly involved in them (providing energy, repairing equipment, making tools, etc.). The main economic difference between auxiliary processes and the main ones is the difference in the place of sale and consumption of the manufactured products. The processes directly related to the manufacture of the final product entering the market - to third-party consumers, are among the main ones. The processes by which the final product is consumed within the enterprise are referred to as auxiliary processes.

TO subsidiary include processes that ensure the smooth running of the main processes. The result is products that are used in the enterprise itself. Ancillary processes include equipment repair, tooling and tool making, steam and compressed air generation, etc.

Serving the processes are called, during the implementation of which the services necessary for the normal functioning of both the main and auxiliary processes are performed. These include, for example, the processes of transportation, warehousing, selection and assembly of parts, etc. The main feature of the separation of service processes is that as a result of their flow, no product is created.

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

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

The composition and interconnections of the main, auxiliary and service processes form the structure of the production process.

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

The production process is not homogeneous. It breaks down into many elementary technological procedures that are performed in the manufacture of a finished product. These individual procedures are called operations. Operation ─ it is an elementary action (work) aimed at transforming the subject of labor and obtaining a given result. A manufacturing operation is a separate part of a manufacturing process. Usually it is performed at one workplace without equipment changeover and is performed using a set of the same tools. Operations, like production processes, are subdivided into main and auxiliary ones. At main operation the object of processing changes its shape, size and quality characteristics, with an auxiliary one - this does not happen. Auxiliary operations only ensure the normal flow and performance of basic operations. The organization of the production process is based on a rational combination in time and space of all main and auxiliary operations.

Depending on the type and purpose of products, the degree of technical equipment and the main profile of production, manual, machine-hand, machine and hardware operations are distinguished. Manual operations are carried out manually using a simple tool (sometimes mechanized), for example, manual painting of products, locksmithing, adjustment and adjustment of mechanisms. Machine-hand operations are carried out using machines and mechanisms, but with the direct participation of workers (for example, transportation of goods by cars, processing parts on machines with manual control). Machine operations are carried out without or with limited participation of workers. The execution of technological operations can be carried out in an automatic mode, according to the established program only under the control of the worker. Hardware operations flow in special units (pipelines, columns, in thermal and melting furnaces, etc.). The worker conducts a general observation of the serviceability of the equipment and the readings of the instruments and makes adjustments to the operating modes of the units in accordance with established rules and standards.

The rules and forms for performing work operations are given in special technical documentation (maps of production operations, instructions, operating schedules). Often production operations are not directly associated with the processing of the product, but with the organization of the workplace and are divided into individual working professions and types of equipment. The latter is typical for single and small-scale production in industry, as well as for construction projects and transport. In this case, the worker is given a drawing for the product or, for example, a waybill for the carriage of goods. According to the instructions for the organization of work and the level of qualifications, the worker who received the task must know the procedure for performing the operation. Often, when issuing a work order for the performance of a particular technological operation, he is transferred and technical documentation, which contains a description of the main parameters of the workpiece and the task of performing this operation.

The various production processes resulting in the creation of industrial products must be properly organized, ensuring their effective functioning in order to produce specific types of products of high quality and in quantities that meet the needs of the national economy and the population of the country.

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

The spatial combination of the elements of the production process and all its varieties is realized on the basis of the formation of the production structure of the enterprise and its subdivisions. In this regard, the most important activities are the selection and justification of the production structure of the enterprise, i.e. determination of the composition and specialization of its subdivisions and the establishment of rational relationships between them.

In the course of developing the production structure, design calculations are carried out related to determining the composition of the equipment fleet, taking into account its productivity, interchangeability, and the possibility of effective use. Rational planning of divisions, placement of equipment and workplaces are also being developed. Organizational conditions are created for the smooth operation of equipment and direct participants in the production process - workers. One of the main aspects of the formation of the 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 organizational forms and methods of implementation of certain processes that are most rational for specific production and technical conditions. An important element of the organization of production processes is the organization of workers' labor, which specifically implements the connection of labor power with the means of production. Labor organization methods 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, scientific organization and optimal servicing of workplaces, all-round improvement and improvement of working conditions.

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

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

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

Principle differentiation involves the division of the production process into separate parts (processes, operations) and their assignment to the corresponding divisions of the enterprise. The principle of differentiation is opposed by the principle combinations, which means the combination of all or part of diverse processes for the manufacture of certain types of products within one site, workshop or production. Depending on the complexity of the products, the volume of production, the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, site) or dispersed across several departments.

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

In the practice of organizing production, priority in using the principles of differentiation or combination should be given to the principle that will provide the best economic and social characteristics of the production process. Thus, in-line 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 and leads to unnecessary costs of moving parts, etc.

Principle concentration means the concentration of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work at separate workplaces, areas, in workshops or production facilities of an enterprise. The expediency of concentrating homogeneous works in individual production areas is due to the following factors: the generality of technological methods that necessitate the use of the same type of equipment, the capabilities of equipment, for example, processing centers, an increase in the volume of production of certain types of products, economic feasibility concentration of production of certain types of products or the performance of similar work.

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

With the concentration in the division of technologically homogeneous work, a smaller amount of duplicating equipment is required, production flexibility increases and there is a possibility of a quick transition to the release of new products, and equipment utilization increases.

With the concentration of technologically homogeneous products, the costs of transporting materials are reduced, the duration of the production cycle is reduced, the control of the production process 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 implies the assignment of a strictly limited range of works, operations, parts or products to each workplace and each division. In contrast to the principle of specialization, the principle universalization presupposes such 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 in the performance of 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 parts of the operations performed at the workplace for a certain period of time. So, for To z.o= 1, there is a narrow specialization of workplaces, in which one workpiece is performed during a month or quarter at a workplace.

The nature of the specialization of departments and workplaces is largely determined by the volume of production of parts of the same name. The highest level of specialization is achieved with the release of one type of product. The most typical example of highly specialized industries are factories for the production of tractors, televisions, and cars. An increase in the range of production reduces the level of specialization.

A high degree of specialization of subdivisions and workplaces contributes to the growth of labor productivity through the development of labor skills of workers, the possibilities of technical equipment of labor, and minimizing the cost of retooling machines and lines. At the same time, narrow specialization reduces the required qualifications of workers, causes monotony of labor, and as a result, leads to rapid fatigue of workers, restricts their initiative.

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

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

Violation of the principle of proportionality leads to imbalances, the appearance of bottlenecks in production, as a result of which the use of equipment and labor is deteriorating, the duration of the production cycle is increasing, and the backlog is increasing.

The proportionality in the workforce, areas, equipment is established already during the design of the enterprise, and then it is clarified when developing annual production plans by carrying out the so-called volumetric calculations - when determining the capacity, the number of employees, the need for materials. The proportions are established on the basis of a system of standards and norms that determine the number of mutual relationships between various elements production process.

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

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

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

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

Full straightness can be achieved by the spatial arrangement of operations and parts of the production process in the order of sequence of technological operations. It is also necessary, when designing enterprises, to achieve the location of workshops and services in a sequence that provides for a minimum distance between adjacent divisions. You should strive to ensure that parts and assembly units of different products have the same or similar sequence of the stages and operations of the production process. When implementing the principle of direct-flow, the problem of optimal arrangement of equipment and workplaces also arises.

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

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

The rhythm of the output is called the release of the same or uniformly increasing (decreasing) quantity of products for equal intervals of time. The rhythm of work is the performance of equal amounts of work (in terms of quantity and composition) for equal intervals of time. The rhythm of production means compliance with the rhythmic output of products and the rhythm of work.

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

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

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

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

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

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

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

The degree of implementation of the principles of organization of production has a quantitative measurement. Therefore, in addition to the existing methods of production analysis, forms and methods of analyzing the state of production organization and the implementation of its scientific principles should be developed and applied in practice. Compliance with the principles of organizing production processes is of great practical importance. Implementation of these principles is the subject of activity of all links of production management.

This might be interesting (selected paragraphs):
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Within a certain time frame.

The main part of the production process is the technological process, which contains purposeful actions to change and determine the state of objects of labor. In the course of the implementation of the technological process, there is a change in the geometric shapes, sizes and physical and chemical properties of objects of labor.

Along with technological processes, the production process also includes non-technological processes that do not aim at changing the geometric shapes, sizes or physicochemical properties of objects of labor or checking their quality. These processes include transport, storage, loading and unloading, picking and some other operations and processes.

In the production process, labor processes are combined with natural ones, in which the change in objects of labor occurs under the influence of the forces of nature without the participation of a worker (for example, drying painted parts in air, cooling castings, aging cast parts, etc.).

According to their purpose and role in production, processes are divided into main, auxiliary and service ones.

The main are the manufacturing processes during which the main products manufactured by the enterprise are manufactured. The result of the main processes in mechanical engineering is the production of machines, apparatus and devices that make up production program enterprises and their respective specializations, as well as the manufacture of spare parts for them for delivery to the consumer.

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

In modern conditions, especially in automated production, there is a tendency towards the integration of basic and service processes. So, in flexible automated complexes, the main, picking, warehouse and transport operations are combined into a single process. A special role in this improvement process production system modern information and communication technologies, electronic communications and computer technology are playing.

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

TO procurement stage include the processes of obtaining blanks - cutting materials, casting, stamping. The processing stage includes the processes of converting blanks into finished parts: machining, heat treatment, painting and electroplating, etc. Assembly stage- the final part of the production process. It includes the assembly of units and finished products, adjustment and debugging of machines and devices, their testing.

The composition and interconnections of the main, auxiliary and service processes form the structure of the production process.

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

Scientific principles of organizing production processes

The variety of production processes resulting in the creation of industrial products must be properly organized, ensuring their effective functioning in order to produce specific types of products of high quality and in quantities that meet the needs of the national economy and the population of the country.

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

The spatial combination of elements of the production process and all its varieties is realized on the basis of the formation of the production structure of the enterprise and its subdivisions. In this regard, the most important activities are the selection and justification of the production structure of the enterprise, i.e. determination of the composition and specialization of its subdivisions and the establishment of rational relationships between them.

In the process of developing the production structure, design calculations are carried out related to determining the composition of the equipment fleet, taking into account its productivity, interchangeability, and the possibility of effective use. A rational layout of divisions, placement of equipment, workplaces is being developed. Organizational conditions are created for the smooth operation of equipment and direct participants in the production process - workers.

One of the main aspects of the formation of the 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 for specific production technical conditions organizational forms and methods of implementation of certain processes.

An important element of the organization of production processes is the organization of workers' labor as a concrete implementation of the process of joining labor power with the means of production. Labor organization methods are largely determined by the forms of organization of the production process. In this regard, the focus should be on ensuring a rational division of labor and identifying, on this basis, the professional qualifications of workers, scientific organization and maintenance of workplaces, all-round improvement and improvement of working conditions.

The organization of production processes also presupposes the need to combine their elements in time, which finds expression in the establishment of the order of performing individual operations, the rational combination of the time for performing various types of work, and the determination of the calendar-planning standards for the movement of objects of labor. The normal functioning of processes in time is also ensured by the order of launching and releasing products, creating the necessary stocks (reserves) and production reserves, uninterrupted supply of workplaces with tools, blanks, materials. An important setting of this activity is the rational organization of the movement of material flows. These tasks are solved at the heart of the development and implementation of systems for operational planning of production, taking into account the type of production and technical and organizational features of the production process.

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

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

Differentiation principle presupposes the division of the production process into separate parts - processes, their operations, their assignment to the corresponding divisions of the enterprise. The principle of differentiation is opposed combination principle, which means the combination of all or part of diverse processes for the manufacture of certain types of products within one site, workshop or production. Depending on the complexity of the product, the volume of production, the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, site) or dispersed across several departments. So, on machine-building enterprises with a significant release of the same type of products, independent mechanical and assembly production, shops are organized, and with small batches of products, single 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 the practice of organizing production, priority in applying the principles of differentiation or combination should be given to the principle that will provide the best economic and social characteristics of the production process. Thus, in-line 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 of moving parts, etc.

The principle of concentration means the concentration of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work at separate workplaces, areas, in workshops or production facilities of an enterprise. The expediency of concentrating homogeneous works on selected sites production is due to the following factors: the generality of technological methods, necessitating the use of the same type of equipment; equipment capabilities, such as machining centers; an increase in the volume of production of certain types of products; the economic feasibility of concentrating production of certain types of products or performing similar work.

When choosing one or another direction of concentration, it is necessary to take into account the following advantages of each of them. With the concentration in the division of technologically homogeneous work, a smaller amount of duplicating equipment is required, production flexibility increases and there is a possibility of a quick transition to the release of new products, and equipment utilization increases.

With the concentration of technologically homogeneous products, the costs of transporting materials and products are reduced, the duration of the production cycle is reduced, the control of the production process is simplified, and the need for production space is reduced.

The principle of specialization based on limiting the variety of elements of the production process. The implementation of this principle implies the assignment of a strictly limited range of works, operations, parts or products to each workplace and each division. In contrast to the principle of specialization, universalization is a principle of organizing production in which each workplace or production unit is engaged in the manufacture of parts and products of a wide range or in the performance of heterogeneous production operations.

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

The nature of the specialization of departments and workplaces is largely determined by the volume of production of parts of the same name. The highest level of specialization is achieved with the release of one type of product. The most typical example of highly specialized industries are factories for the production of tractors, televisions, and cars. Expansion of the range of production reduces the level of specialization.

A high degree of specialization of departments and workplaces contributes to the growth of labor productivity due to the production

labor skills, opportunities for technical equipment of labor, minimizing the cost of changeover of machines and lines. At the same time, narrow specialization reduces the required qualifications of workers, determines the monotony of labor and, as a result, leads to rapid fatigue of people, restricts their initiative.

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

Proportionality principle consists in the natural combination of individual elements of the production process, which is expressed in their definite quantitative relationship with each other. So, proportionality in terms of production capacity implies equality of the capacities of the sections or equipment utilization factors. In this case, the throughput of the procurement shops must correspond to the needs for the blanks of the mechanical shops, and the throughput of these shops must correspond to the needs of the assembly shop in the necessary parts. Hence the requirement to have in each workshop equipment, space, and labor in such a quantity that would ensure the normal work of all divisions of the enterprise. The same ratio in throughput should exist between the main production, on the one hand, and auxiliary and service divisions, on the other.

Violation of the principle of proportionality leads to imbalances, the appearance of "bottlenecks" in production, as a result of which the use of equipment and labor is deteriorating, the duration of the production cycle increases, and the backlog is increasing.

The proportionality in the workforce, areas, equipment is established already in the design process of the enterprise, and then it is clarified when developing annual production plans by carrying out the so-called volumetric calculations - when determining the capacity, the number of employees, the required materials. The proportions are identified on the basis of a system of standards and norms that determine the number of interconnections between various elements of the production process.

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

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

Straightness is understood as such a principle of organizing the production process, subject to which all stages of the production process are carried out in the conditions of the shortest path of the subject of labor from beginning to end. The principle of direct flow requires the provision of rectilinear movement of objects of labor in the course of the technological process, the elimination of various kinds of "loops" and return movements.

Full straightness can be achieved by the spatial arrangement of operations and parts of the production process in the order of sequence of technological operations. It is also necessary, when designing enterprises, to achieve the location of workshops and services in a sequence that provides minimum distance between adjacent units. You should also strive to ensure that parts and assembly units of different products have the same or similar sequence of stages and operations of the production process. When implementing the principle of direct-flow, the problem of optimal arrangement of equipment and workplaces also arises.

Direct-flow principle to a greater extent manifests itself in the conditions of continuous production, in the creation of subject-closed workshops and sections.

Compliance with the requirements of direct flow leads to the streamlining of freight flows, a reduction in freight turnover, and a decrease in the cost of transporting materials, parts and finished products. The principle of rhythm means that all separate production processes and a single production process for a certain type of product are repeated after specified periods of time. Distinguish between the rhythm of production, the rhythm of work and the rhythm of production.

The rhythm of the output is called the release of the same or uniformly increasing (decreasing) quantity of products for equal periods of time. The rhythm of work is the performance of equal amounts of work (in terms of quantity and composition) for equal intervals of time. The rhythm of production means compliance with the rhythmic output of products and the rhythm of work.

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

Continuity principle is realized in such forms of organization of the production process in which all its operations are carried out continuously, without interruptions, and all objects of labor are continuously moving from operation to operation.

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

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

Discontinuous movement of objects of labor is associated with interruptions that arise as a result of tracing details, at each operation, between operations, sections, workshops. That is why the implementation of the principle of continuity requires the elimination or minimization of interruptions. The solution to such a problem can be achieved on the basis of observing the principles of proportionality and rhythm; organization of parallel production of parts of the same batch or different parts of the same product; creation of such forms of organization of production processes, in which the time of the beginning of the manufacture of parts at a given operation and the time of the end of the previous operation are synchronized, etc.

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

The above principles of organizing production in practice do not operate in isolation, they are closely intertwined in each production process. When studying the principles of organization, one should pay attention to the paired character of some of them, their interconnection, the transition to their opposite: differentiation and combination, specialization and universalization. The principles of organization develop unevenly - at one time or another, this or that principle is brought to the fore or becomes of secondary importance. Thus, the narrow specialization of jobs is becoming a thing of the past, and they are becoming more and more universal. The principle of differentiation is beginning to be increasingly replaced by the principle of combination, the application of which makes it possible to build a production process on the basis of a single flow. At the same time, under the conditions of automation, the importance of such principles as proportionality, continuity, and direct flow increases.

The degree to which organizational principles are implemented is quantitative. Therefore, in addition to the existing methods of production analysis, forms and methods of analyzing the state of production organization and the implementation of its scientific principles should be developed and applied in practice.

Compliance with the principles of organizing production processes is of great practical importance. Implementation of these principles is the business of all levels of production management.

1.3 Organization of production processes in space

The combination of parts of the production process in space is provided by the production structure of the enterprise. The production structure is understood as a set of production units of an enterprise that make up its composition, as well as the forms of relationships between them. In this case, the production process in modern conditions can be considered in two of its varieties:

as a process of material production with the final result

commercial products;

as a process of design production with the end result - a scientific and technical product.

The nature of the production structure of an enterprise depends on the types of its activities, the main of which are the following:

Research;

Manufacturing;

Scientific and production;

Production and technical;

Administrative and economic.

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

The composition of the subdivisions of an enterprise specializing in production activities is determined by the design features of the products manufactured and the technology for their manufacture, the scale of production, the specialization of the enterprise and the established cooperative ties.

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

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

Production structure small business differs in simplicity. It, as a rule, has little or no internal structural production units. At small enterprises, the management apparatus is very insignificant; combination management functions.

Structure medium-sized enterprises assumes the allocation of workshops in their composition, and with a workshopless structure - sections. Here, the minimum necessary to ensure the functioning of the enterprise, its own auxiliary and service divisions, departments and services of the management apparatus are already being created.

Large enterprises in the manufacturing industry include the entire set of production, service and management units.

On the basis of the production structure, a general plan of the enterprise is developed. The general plan is understood as the spatial arrangement of all workshops and services, as well as transport routes and communications on the territory of the enterprise. When developing master plan direct flow of material flows is ensured. Workshops should be located in the sequence of the production process. Services and workshops, interconnected, should be located in close proximity.

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

concentration of production of homogeneous products or fulfillment

works of the same type in single specialized divisions of the association, enterprise;

deepening of specialization structural units enterprises - manufactures, workshops, branches;
integration into a single research and production complex of all works on

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

dispersal of production in space based on the creation in

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

overcoming segmentation in the construction of production processes and

creation of unified streams of manufacturing products without separating shops, sections;

universalization of production, consisting in the release of different

the designation of products completed from units and parts of the same design and technology, as well as in the organization of production of related products;

development of wide cooperation horizontally between enterprises

belonging to different associations, in order to reduce production costs by increasing the scale of production of the same type of product and full capacity utilization.

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

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

In the context of the transition of enterprises to a market economy, further development of the production structure of associations takes place on the basis of an increase in the degree of economic independence of their subdivisions.

1.4 Organization of production processes in time

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

The production cycle is a complex of the main, 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.

The duration of the production cycle- this is a calendar period of time during which a material, workpiece or other processed item goes through all the operations of the production process or a certain part of it and turns into a finished product. The cycle time is expressed in calendar days or hours. The structure of the production cycle includes the time of the working period and the time of breaks. During the working period, the actual technological operations and work of a preparatory and final nature are performed. The working period also includes the duration of control and transport operations and the time of natural processes. The break times are due to the work schedule, interoperational tracking of parts and shortcomings in the organization of work and production.

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

In the most general form, the duration of the production cycle T c expressed by the formula

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

where T T- time of technological operations;

T n-3- time of work of a preparatory and final nature;

T e- the time of natural processes;

T K- time of control operations;

T TR- the time of transportation of objects of labor;

T MO- time of interoperative tracking (intra-shift breaks);

T OL- the time of breaks due to the work schedule. The duration of technological operations and preparatory and final work together forms an operating cycle T CH.OP

Operating cycle Is the duration of the completed part of the technological process, performed at one workplace.

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

With a sequential type of movement, the entire batch of parts is transferred to the next operation after finishing the processing of all parts in the previous operation. The advantage of this method is the absence of interruptions in the work of the equipment and the worker at each operation, the possibility of their high load during the shift. But the production cycle with such an organization of work is the largest, which negatively affects the technical and economic indicators of the workshop, enterprise. In the parallel view of the movement, the parts are transferred to the next operation by the transport batch immediately after the end of its processing in the previous operation. In this case, the shortest cycle is ensured. But the possibilities of using the parallel type of motion are limited, since a prerequisite for its implementation is the equality or multiplicity of the duration of operations. Otherwise, interruptions in the operation of equipment and workers are inevitable. With a parallel-sequential type of movement of parts from operation to operation, they are transferred in transport batches or piece by piece. In this case, there is a partial overlapping of the execution time of adjacent operations, and the entire batch is processed at each operation without interruption. Workers and equipment work without interruption. The production cycle is longer in comparison with the parallel, but less than with the sequential movement of objects of labor.

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

The production cycle of a product includes cycles of manufacturing parts, assembling units and finished products, and testing operations. It is generally accepted that different parts are manufactured at the same time. Therefore, the production cycle of the product includes the cycle of the most labor-intensive (leading) part from among those supplied to the first operations of the assembly shop.

The production cycle of a product can be calculated using the formula

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

where T c.d - production cycle of manufacturing a leading part, calendars, days;

T c.b - production cycle of assembly and testing

works, calendars, days.

A graphical method can be used to determine the cycle of a complex production process. A cycle schedule is provided for this purpose. The production cycles of simple processes that are part of a complex cycle schedule are pre-established, the time ahead of some processes by others is analyzed and the total cycle time of a complex process of manufacturing a product or a batch of products is determined as the largest sum of cycles of interconnected simple processes and interoperation breaks.

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

the turnover of working capital, the use of equipment is improved and production areas, the cost of production is reduced.

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

Technical improvement of production goes in the direction of implementation new technology, advanced equipment and new vehicles. This leads to a reduction in the production cycle by reducing the labor intensity of the actual technological and control operations, reducing the time for moving objects of labor.

Organizational arrangements should include:

minimizing interruptions caused by interoperative

tracking, and interruptions of partisanship through the use of a parallel and parallel-sequential method of movement of objects of labor and improvement, planning system;

graphing the combination of various production

processes that ensure partial overlapping in time of performance of related works and operations;

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

4) the introduction of subject-closed and item-specific specialized workshops and sections, the creation of which reduces the length of intra-workshop and inter-workshop routes, and reduces the time spent on transportation.

2 THE PROCESS OF FORMING THE ORGANIZATIONAL STRUCTURE

Formation process organizational structure includes the formulation of goals and objectives, determination of the composition and location of units, their resource support (including the number of employees), the development of regulatory procedures, documents, provisions that consolidate and regulate the forms, methods, processes that are carried out in the organizational management system.

This entire process can be organized in three major stages:

Formation of a general structural diagram in all cases has

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

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

lies in the fact that it provides for the implementation of organizational solutions not only in general for large linear-functional and program-target blocks, but also up to independent (basic) divisions of the management apparatus, the distribution of specific tasks between them and the construction of intra-organizational links. Basic subdivisions are understood as independent structural units (departments, bureaus, departments, sectors, laboratories), into which linear-functional and program-target subsystems are organizationally divided. Basic subdivisions can have their own internal structure.

Regulation of the organizational structure - foresees

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

When the interaction of many links and levels of management is required, specific documents are developed - organigramms.

An organigram is a graphical interpretation of the process of performing management functions, their stages and the work included in them, describing the distribution of organizational procedures for the development and decision-making between departments, their internal structural bodies and individual employees. Building an organigramm allows you to link the process of rationalizing technological routes and information flows with the ordering of the relationships between the structural elements of control systems that arise when organizing the coordinated performance of its tasks and functions. They record only the organization of the management process in the form of the distribution of powers and responsibility for the provision, development and adoption of management decisions.

2.1 Methods for designing organizational structures

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

The process of organizational design consists in a sequence of approximation to the model of a rational management structure, in which design methods play an auxiliary role in the consideration, assessment and acceptance for practical implementation of the most effective options organizational solutions.

There are complementary methods:

Analogy method consists in the application of organizational forms and

control mechanisms in relation to the designed organization. The method of analogies includes the development of typical management structures for industrial and economic organizations and the definition of boundaries and conditions for their application.

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

Typing decisions is a means of increasing general level organization of production management. Typical organizational decisions should be, firstly, variant, and not unambiguous, and secondly, revised and adjusted at regular intervals and admitting deviations in cases when the working conditions of the organization differ from clearly formulated conditions for which an appropriate standard organizational form is recommended. management structure.

Expert-analytical method consists of examination and

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

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

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

Method of structuring goals provides for the development of a system

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

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

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

Expert analysis of the proposed options for organizational

structure from the point of view of organizational security for achieving each of the goals, adherence to the principle of homogeneity of goals set for each division, defining the relations of management, subordination, cooperation of divisions based on the interrelationships of their goals, etc .;

Mapping of rights and responsibilities for achieving goals for

separate divisions, as well as for complex cross-functional activities, where the area of responsibility is regulated (products, resources, labor, information, production and management resources); specific results for the achievement of which responsibility is established; rights that are vested in achieving results (agree, confirm, control).

Organizational modeling method is the development

formalized mathematical, graphic, machine and other representations of the distribution of powers and responsibilities in the organization, which are the basis for the construction, analysis and assessment of various options for organizational structures in terms of the relationship of their variables. There are several basic types of organizational models:

mathematical-cybernetic models of hierarchical management

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

graphic-analytical models of organizational systems, representing

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

full-scale models of organizational structures and processes,

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

mathematical and statistical models of dependencies between the original

factors of organizational systems; and characteristics of organizational structures. They are based on the collection, analysis and processing of empirical data on organizations operating in comparable conditions.

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

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

CONCLUSION

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

In a single system, and different methods formation of organizational structures of management. These methods are of a different nature, each of them individually does not allow solving all practically important problems and must be applied in organic combination with others.

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

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

2006

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

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

Shirokova G.V.

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

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

Each production process can be viewed from two sides: as a set of changes that the objects of labor undergo, and as a set of actions of workers aimed at expediently changing 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, place of objects of labor. Such processes are classified according to the following main features: energy source; degree of continuity; the way of influencing the subject of labor; the frequency of processing of raw materials; the type of raw materials used (Table 8.2).

Table 8.2. Classification of technological processes

By the source of energy, technological processes can be divided into passive and active. The former occur as natural processes and do not require additional energy converted by man to influence the object of labor (for example, cooling the metal under normal conditions, etc.). Active technological processes occur either as a result of the direct influence of a person on the subject of labor, or as a result of the influence of means of labor, set in motion by energy.

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

Discrete industries are characterized by the presence of interruptions in the course of the technological process (steel smelting, casting into molds, 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 are distinguished physical, mechanical and instrumental technological processes. Mechanical are carried out manually or by machines. In these processes, the subject of labor is subjected to mechanical stress, i.e. its shape, size, position change. In this case, the internal structure and composition of the substance, as a rule, remain unchanged (furniture production, stamping, casting, welding, forging, etc.).

According to the frequency of processing of raw materials, they are distinguished: processes with open (open) circuit in which raw materials or materials are subjected to a single processing; 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 can be the chemical processing of petroleum fractions, where, to continuously restore the catalyst's activity, the latter is constantly circulated between the cracking reaction zone and the furnace to burn carbon from its surface.

Depending on the type of raw materials used, the processes of 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 features:

the nature of the subject of labor and the product of labor (material-energy, informational);
functions of the employee (basic, auxiliary);
the 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 (brigade) and characterized by a complex of sequential actions on a certain object 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 separation of production processes in industrial production are the composition of the finished product, the nature of the impact on the objects of labor, the role of various processes in the organization of production, the type of production organization.

The finished product affects the production process with its design (complexity and size of shapes), as well as the accuracy of the component parts, their physical and chemical properties... From the point of view of the organization of production, the number of components of the manufactured product and the number of operations, differently coordinated in time and space, are also of great importance. On this basis, all production processes are classified as processes simple and complex. The latter, in turn, are subdivided into analytical and synthetic.

In simple production processes, in the course of successive exposure to homogeneous objects of labor, the same products are produced. In this case, the 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 partly identical operations, different products are produced, i. E. several types of products are obtained from one type of raw material.

In synthetic production processes, various simple details are made by various operations on different objects of labor, and then they are made up of complex blocks, nodes, i.e. the production process is formed in the course of various, but connected in a single complex of partial processes. Naturally, the organization of such processes is the most laborious task.

The more complex the product and the more varied the methods of its manufacture, the more complex the organization of the production process. So, if in a simple and analytical production processes the need to coordinate partial processes is reduced to a minimum, then in a synthetic one it requires maximum application of efforts.

The predominance at the enterprise of any of the listed types of the production process has a great impact on its production structure. So, with synthetic processes, there is an extensive system of procurement shops, in each of which the initial processing of raw materials and materials takes place. Then the process moves to a narrower circle of processing shops and ends with one production shop. In this case, the work on material and technical supply, external and internal cooperation, management of procurement production is very laborious.

In the analytical process, one procurement shop transfers its semi-finished products to several processing and manufacturing 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 ramified sales links, as a rule, secondary production is developed here. It also influences the structure of production.

There are main and auxiliary production processes. TO the main include processes that are directly related to changes in geometric shapes, sizes, internal structure of processed items and assembly operations. Subsidiary 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 own needs, energy production for 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, route technology is drawn up, which determines the 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 manufacturing process is based on this documentation. It describes in detail the materials for the manufactured part of the product, their weight, dimensions, sets the processing modes for each production operation, the name and characteristics of equipment, tools and devices, indicates the movement of the product from the first technological operation to the delivery of the product to the warehouse.

When developing the production process, the equipment, tools, methods of transportation and storage of products are provided, i.e. everything you need to ensure:

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

Economic demands are dominant and place constraints on all other parameters of the production process, since unnecessary costs can reject any project.

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

Methods for the rational organization of the production process

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

In-line production in the course of the technological process is characterized by a continuous and sequential movement of objects of labor from one operation to another.

With batch and unit (discontinuous) methods, the processed product after each operation is turned off from the technological process and is waiting for the next operation. In this case, the duration of the production cycle and the size of work in progress and working capital are relatively long, additional space is required 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 in the course of technological processing;
a high degree of rhythm.

The organizational base of the flow method is production line with the most important parameters like the beat and tempo of the flow.

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

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

Flow rate characterizes the intensity of labor 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 the 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 good organization can be divided into two categories:

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

Let's list the general principles.

Specialization means the division of labor between the individual divisions of the enterprise and workplaces, which implies 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

M min- minimum throughput, or a parameter of a workplace in the technological chain (for example, power, work discharge, volume and quality of information, etc.);
M max- maximum ability.

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

T p - working hours;
T c - the total duration of the process, including downtime and lying of the object of labor between, at workplaces, etc.

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

The parallelism factor can be calculated by the formula

where T c.par, T c.post - the duration of the process, respectively, with parallel and sequential combinations of operations.

Straight-through provides the shortest path for movement of objects, piles, information, etc.

The direct-flow coefficient can be determined by the formula

t transport - duration of transport operations;
t tech.ts - 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- the planned scope of work.

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

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

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;
the complexity of the range and range of products;
the nature of the operation of technological and transport equipment;
physical condition and form of raw materials;
the nature and sequence of technological impact on the subject of labor, etc.

Under production process is understood as a set of diverse, but interconnected processes of labor and natural processes that ensure the transformation of raw materials into a finished product.

The production process consists of main, auxiliary, service and secondary processes.

TO the main include processes directly related to the transformation of raw materials or materials into finished products (grain into flour, sugar beet into sugar). The combination of these processes at the enterprise forms the main production.

At grain-receiving enterprises that store state grain resources, the main processes should also include the processes associated with the reception, placement and storage of grain.

Appointment auxiliary X processes - to technically maintain the main processes, to provide them with certain services: energy supply, production of tools and devices, repair work.

Serving the processes provide material services for the main and auxiliary industries. Reception, placement, storage of raw materials, finished products, fuel, their transportation from storage sites to places of consumption, etc.

Side processes also facilitate the transformation of raw materials into a finished product. But neither the raw materials, nor the products obtained, belong to the main products of the enterprise. This is the processing and completion of waste received in the main production, etc.

All processes are subdivided into stages, and stages are subdivided into separate operations.

Production stage- a technologically complete part of the production process, characterized by such changes in the subject of labor, which cause its transition to another qualitative state (sugar beet cleaning, product packaging).

Each stage combines operations that are technologically related to each other, or operations for a specific purpose.

The main primary link in the production process is the operation.

Manufacturing operation- This is a part of the process of labor or production, performed by one or a group of workers in a separate place, with the same object of labor, with the help of the same means of labor.

By appointment all operations are divided into three main types:

1) technological (basic) - these are operations, in the course of which any changes are made to the object of labor (its condition, shape or appearance) (separation of milk, crushing of grain, etc.);

2) control operations are operations that do not make any changes to the subject of labor, but contribute to the performance of technological operations (weighing, etc.);

3) moving - operations that change the position of the subject of labor in production (loading, unloading, transport).

Control and transfer operations together constitute a group of auxiliary operations.

By the way of implementation (degree of mechanization) the following operations are distinguished:

- machine- carried out by machines under the supervision of workers (rolling up canned food, cleaning milk, grinding products);

- machine-manual- are carried out by machines with the direct participation of workers (extraction of flour, sewing of bags, etc.);

- manual operations are performed by workers without the participation of machines (supply of raw materials to conveyors, stacking of bags).

The ratio of various types of operations in their total number is the structure of the production process. It is not the same at different processing plants.

Organization of production in time build on the basis of the following principles:

The rhythm of the enterprise and the uniformity of production;

Proportionality of production units;

Parallelism (simultaneity) of operations and production processes;

Continuity of production processes.

The principle of rhythm provides for the operation of the enterprise in a planned rhythm (the time between the release of the same products or two identical batches of products).

The principle is proportional These production units assume the same productivity per unit of time.

Parallelism principle execution of operations and processes is based on the simultaneous execution of phases, stages or parts of the production process.

Continuity principle the production process provides for the elimination of interruptions in the processing of objects of labor. Continuity of the process eliminates the creation of stock at workplaces, reduces work-in-progress, which is especially important in enterprises where raw materials and materials cannot be stored for a long time without refrigeration, freezing, canning (fruit and vegetable canning, dairy, meat industries).

The purpose organization of the production process in space is to ensure its rational construction in time.

The greatest efficiency in organizing the production process in space is achieved as a result of the use of direct flow, specialization, cooperation and combination of production.

Straight-through of the production process, characterized by the fact that at all phases and operations of production, products pass the shortest path. On the scale of the enterprise, workshops are located on the territory in such a way as to exclude long-distance, return, oncoming and other irrational transportation. That is, workplaces and equipment are located in the technological sequence of operations.

In-plant specialization is a process of separating workshops and sections for the release of certain types of products, their parts or the implementation of individual stages of the technological process. Processing enterprises use technological, subject and functional specialization.

Technological specialization production involves the allocation of a narrow range of technological operations and the execution of operations in separate shops or production areas.

Subject specialization production provides for the creation of separate lines with a complete production cycle for the release of one or more products similar in manufacturing technology.

Functional is called the specialization of all departments of production to perform one or a limited range of functions.

Cooperation production at the enterprise is carried out by organizing the joint work of its divisions for the production of products. The principle of production cooperation is to use the services of some workshops by others.

The search for rational forms of cooperation leads in a number of cases to the creation of combined industries.

Combination production provides for the connection in one enterprise of different industries, which are sequential stages of processing raw materials or play an auxiliary role in relation to each other.

Go to ... 1.1. The concept of an enterprise, its tasks and main features. 1.2. The Civil Code of the Republic of Belarus and the Law of the Republic of Belarus "On Enterprises of the Republic of Belarus" as the main documents regulating the activities of the enterprise 1.3. Characteristic features and properties of an enterprise as a production system 1.4. Classification of enterprises and their place in external environment 2.1. Forms public organization production. 2.2. Features of the forms of organization of production, their advantages and disadvantages. 3.1. The concept of the production structure of an enterprise and the factors that determine it. 3.2. The structure of the main production. Indicators characterizing the structure of the enterprise. Ways to improve the production structure 4.1. The concept of types of production. The main types of production: single, serial, mass 4.2. Comparative technical and economic characteristics of types of production 5.1. The concept of labor productivity as an indicator of the level of organization of production 5.2. The content and tasks of the scientific organization of labor (NOT). The main directions of NOT 5.3. Division and cooperation of labor 5.4. Basic rules for the organization of labor. Certification of workplaces for working conditions 6.1. The essence and tasks of labor rationing 6.2. Labor process and its constituent parts 6.3. Classification of costs of working time 6.4. Methods for studying the cost of working time 6.5. Timing of operations 6.6. Photo of the use of working hours 6.7. Photo timing 6.8. Labor standards, their structure and classification 6.8. Labor standards, their structure and classification 6.9. Labor standards, classification by the degree of aggregation of indicators, by appointment 6.10. Standardization methods 6.11. Labor rationing for managers and specialists 6.12. Accounting for the implementation of labor standards. Implementation and revision of labor standards 7.2. The production cycle, its structure. Determination of the duration of the production cycle 7.3. Factors affecting the duration of the production cycle. Types of movement of objects of labor. Ways to reduce the duration of the production cycle 8.1. The concept of methods of organizing production. Their types: non-flow, flow, automated 8.2. Organization of non-flow production 8.3. Organization of continuous production 8.4. Organization of automated production 9.1. The concept of the production capacity of the enterprise. Factors determining it 9.2. Calculation of production capacity 9.3. Ways to improve the use of production capacity 10.1. The rhythm of production and its definition 10.2. Content, tasks, composition and systems of operational and production planning 10.3. Operational and production planning in mass, batch and make-to-order production 10.4. Operational regulation of production and its organization. The subsystem of operational and production planning in the automated enterprise management system 11.1. The essence of technical preparation for production. Its main tasks 11.2. Stages of technical preparation of production: design, technological, organizational and economic 11.3. Directions for accelerating technical preparation of production 12.1. Periods of mastering the production of new products and their content 12.2. Factors determining the time of development, forms and methods of transition to the release of new products, conditions for their use 13.1. The concept of the infrastructure of the enterprise, its composition and objectives 13.2. Organization of production services with tools and technological equipment 13.3. Organization of maintenance of production by repair technological equipment 13.4. Organization of the energy facilities of the enterprise 13.5. Organization of transport and warehouse services for production 14.1. Product quality concept. Product quality indicators: generalizing, complex, single 14.2. The concept of the technical level of products. Methods for assessing the technical level of products 14.3. Product certification. Product quality management system 14.4. The essence of technical control and its types 14.5. Organization of technical control at the enterprise. Objects and means of technical control 14.6. Methods for quantitative assessment of the level of product quality 15.1. Organizational structure and structure of the supply service 15.2. Functions of material and technical support at the enterprise 15.3. Organization of economic ties 15.4. Forms of organizing the supply of products 15.5. Organization of supply of production workshops and sites. Determining the Limit 15.6. Documentation used in organizing the supply of production workshops and sections 15.7. Manufacturing inventory management. Determination of norms and standards of production stocks 16.1. The essence and objectives of organizational design 16.2. Elements of a production organization project. Organizational design methods 16.3. Composition and content organizational projects 16.4. Basic reserves of production development, their essence and classification 16.5. Investigation of the state of the organization of production. Sources of information 16.6. Development of a plan for improving the organization of production

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