Principles of organization of production. Automation of production management processes

Production processes have a decisive influence on product quality. Manufacturing process is a set of interrelated resources and activities from the moment of receipt of material resources to the dispatch of finished products to the consumer. Process control - this is an activity aimed at ensuring the release of products of the required quality in the planned volume and with the lowest possible costs and losses.

All materials and components introduced into the production process must comply with the requirements established in the design and technological documentation or special conditions of the contract. The assessment of the quality of materials and components is carried out by carrying out input control. When organizing such control at the enterprise, it is necessary to pay attention not only to technical and methodological, but also to its economic aspects. To do this, it is necessary to investigate and establish the ratio of material, labor, financial and other costs for the input control with possible losses in production when low-quality materials or components are launched.

During the production process, materials and components should be properly stored, sorted, transported and preserved to maintain their functional suitability. Special attention while monitoring the stability of the technical characteristics of material resources and periodically assessing the necessary reserves. The number of tests and checks required to control the manufacturing process may depend on the impact of nonconformities on subsequent steps in the process.

An important place in the management of the production process is occupied by equipment. According to ISO requirements, all equipment, including stationary mechanisms, assembly fixtures, stands, tooling, templates, gauges and other measuring instruments should be checked for accuracy (compliance with ratings) before they are used. Particular attention is recommended to be paid to computers used for process control and software maintenance. In the intervals between operation, the equipment must be stored in appropriate conditions, i.e. have sufficient protection from various kinds of external influences, be checked, including repeatedly at certain intervals, in order to ensure the requirements of reliability and accuracy. The stability of the production process is ensured by a preventive Maintenance equipment.

Managing the production process requires periodic monitoring and regulation of its parameters, including the use of statistical methods.

When organizing activities to manage the production process, the circle of persons authorizing changes in the technology is clearly defined (if necessary, such changes are agreed with the customer). As with a design change, all changes to equipment, tooling, materials, work environment, etc. are documented and communicated to stakeholders. Changes are made according to a specific procedure. After any change, the product is again subject to evaluation for compliance with the specified requirements.

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Introduction
Chapter 1. Modern methods and technologies for managing the production process in an organization

1.1 Basic concepts, essence and types of production
1.2 Form of organization of production
1.3 Relationship between process control and business development management
1.4 Modern methods and technologies for managing the production process

Chapter 2. The production process control system at the enterprise Energetik LLC

2.1. General characteristics of Energetik LLC as an object of analysis and its position in the market
2.2. Analysis of the financial condition of the enterprise
2.3 Production structure and process control system
2.4 Improving the management of the production process of Energetik LLC

Chapter 3

3.1 Development of a program to improve process control
3.2 Development, implementation and release of a new product at Energetik LLC
3.3 Calculation of the financial efficiency of the release of a new product in Energetik LLC

Conclusion
List of used sources and literature
Applications
Introduction
production management financial release product
As a result of market reforms (price liberalization, decentralization of the resource distribution system, mass privatization), the conditions for the functioning of enterprises have changed radically.
The collapse of a single industrial complex, the violation of horizontal and vertical economic ties led to significant difficulties in the production process, to a drop in production volumes. In the context of the transition to the market, the problem of forming the organizational and economic mechanism of joint-stock companies arose, which entailed the restructuring of enterprises, the need for changes in the organization and management of production, in the management of the economic system of the enterprise.
Increasing the efficiency of production at enterprises is one of the most important tasks of both the state (creating favorable conditions for the efficient operation of enterprises) and economists of the enterprises themselves (analysis of production activities, development and implementation of measures to improve production efficiency).
The key to the success of any enterprise lies in the constant improvement of production efficiency, the systematic analysis of production activities, the development and implementation of measures aimed at improving production efficiency.
Ensuring the stable operation of enterprises producing competitive products is a task of paramount importance for managers at all levels. The most important qualitative characteristic of management at all levels is production efficiency.
Reducing production costs, rational use of material resources, achieving higher economic indicators and, above all, increasing labor productivity and production efficiency, and on this basis, reducing costs are the most important and urgent tasks of production management employees. To solve them, it is of great importance to improve management in order to increase its efficiency, to master the methods of effective production management, as well as to calculate and compare the performance indicators of an enterprise's production.
A necessary condition for solving the tasks set is the scientific search, analysis, generalization of practice and justification of such an enterprise management system that could increase production efficiency and saturate the market with high-quality goods available to the mass consumer.
Despite the achievements domestic science in the study of key areas of transition to market - relations, these studies are limited to a macroeconomic approach, devoted to the analysis of trends, principles of organization of production. Not enough research is being done on the problems of organizing production at enterprises.
All this determines the relevance of the topic under study and determines the goal, objectives, object and subject of research.
The object of the final qualifying work was the Limited Liability Company "Energetik"
The subject of the final qualifying work is the management of the production process of an enterprise.
The purpose of the final qualifying work is to develop recommendations for improving the management of the production process of Energetik LLC.
This goal necessitated the solution of the following theoretical and practical problems:
1. Reveal the essence of management and types of organization of the production process in the enterprise.
2. Consider modern methods and technologies for managing the production process.
3. Determine the role of information systems in the management of the production process
4. Formulate criteria for the efficiency of production and its management.

To justify the effectiveness of the proposed activities in the thesis, the following techniques and methods are used: comparative economic analysis, analysis of coefficients (absolute and relative indicators), analysis of economic literature, scientific monographs, periodical articles on the problem under study. To assess the strategic position of the enterprise will be used SWOT method analysis that will allow us to identify the strengths and weaknesses of the enterprise, as well as the opportunities and threats facing it.

The information base of this work was accounting information for the study period 2007-2008.

Balance of the enterprise - form No. 1;

Profit and loss statement - form No. 2;

Accounting, statistical data of the enterprise.

Goals and objectives determined the structure of the work. The thesis consists of an introduction, 3 chapters, a conclusion and applications.

The theoretical and practical basis for the study was the work

Chapter 1. Modern methods and technologies for managing the production process in an organization

1.1 Basic concepts, essence and types of production

The production process is a combination of objects and tools of labor and living labor in space and time, functioning to meet the needs of production. This is a complex systemic concept, consisting of a set of the following particular concepts: the object of labor, tools of labor, living labor, space, time, satisfaction of needs.

As an object of management, production is a dynamically developing system, the above elements of which are interconnected and interdependent. They require a clear and purposeful interaction with the internal and external environment of each unit.

The production process at any enterprise is carried out with a certain interaction of three factors that determine it: personnel (labor force), means of labor and objects of labor (Scheme 1).

Using the available means of production, the staff produces socially useful products or industrial and domestic services. This means that, on the one hand, there are costs of living and materialized labor, and on the other hand, the results of production. The latter depend on the scale of the means of production used, the personnel potential and the level of their use.

Scheme 1 - Formation of results and efficiency of production, direct or production (productionandthe efficiency of the production and economic system)

The production process consists of partial processes, which can be divided into groups according to the following criteria:

According to the method of execution: manual, mechanized, automated.

By purpose and role in production: main, auxiliary, serving.

The entire set of technological operations directly or indirectly related to the manufacture of products is divided into main and auxiliary or main and auxiliary production.

The main production characterizes the process, as a result of which the initial inventory items (raw materials, materials) with the help of tools and with the participation of a person are converted into finished products.

For example, in mechanical engineering, the result of the main processes is the production of machines, apparatus and instruments 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. The totality of such partial processes constitutes the main production.

Auxiliary production processes are processes that create the necessary conditions for the creation of finished products, or create finished products, which are then consumed in the main production at the enterprise itself. Auxiliary are the processes for the repair of equipment, the manufacture of tools, fixtures, spare parts, means of mechanization and automation of their own production, the production of all types of energy.

The combination of partial production processes ensures the spatial and temporal organization of production. The manufacturing process includes many sub-processes aimed at manufacturing the finished product. The classification of production processes is shown in fig. one.

Rice. 1. Classification of production processes

Servicing production processes in the course of the implementation of such processes, products are not produced, but the services necessary for the implementation of the main and auxiliary processes are performed. For example, transportation, warehousing, issuance of all types of raw materials and materials, control of the accuracy of instruments, selection and assembly of parts, technical control of product quality, etc. The totality of such processes constitutes service production.

In turn, the main production processes are divided into the following types:

Preparatory (preparatory);

Transforming (processing);

Final (assembly).

The production process is heterogeneous. It breaks down into many elementary technological procedures that are performed in the manufacture of the finished product. These separate procedures include: production stage, production operation, work methods, work movement.

Each stage combines partial processes that are technologically related to each other, or processes of a specific purpose.

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

where Kopi is the number of operations performed at his workplace;

Kr.m the number of jobs on the site or in the shop.

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

Single production is characterized by a small volume of production of identical products, re-manufacturing and repair of which, as a rule, are not provided. The pinning ratio for a single production is usually higher than 40.

Technological processes in the conditions of unit production are developed on an enlarged basis in the form of route maps for the processing of parts for each order; sections are equipped with universal equipment and tooling, which ensures the manufacture of a wide range of parts. The wide variety of jobs that many workers have to perform requires them to have different professional skills, so highly skilled general workers are used in operations. In many areas, especially in pilot production, a combination of professions is practiced.

The main opportunities for improving the technical and economic indicators of a single production are associated with its approximation to the serial one in terms of technical and organizational level.

The use of serial production methods is possible with a narrowing of the range of manufactured parts for general machine-building applications, unification of parts and assemblies, which makes it possible to proceed to the organization of subject areas; expansion of constructive continuity to increase the batches of launch parts; grouping parts that are similar in design and manufacturing order to reduce the time for preparation of production and improve the use of equipment.

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

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

Serial production is characterized by the production of a limited range of parts in batches, repeated at regular intervals.

This allows you to use along with the universal special equipment. When designing technological processes, they provide for the order of execution and equipment for each operation.

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

From the point of view of the organization, the main reserve for increasing labor productivity in mass production is the introduction of mass production methods.

Mass production is characterized by a large volume of output of products that are continuously manufactured or repaired for a long time, during which most workplaces perform one work operation. Transaction consolidation ratio for mass production is taken equal to 1.

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

Table 1

Comparative characteristics of various types of production

Thus, the production process includes such partial processes as main, auxiliary, serving. Type of production - a classification category of production, distinguished on the basis of the breadth of the range, regularity, stability of the output of products, the type of equipment used, qualifications

Type of production - a classification category of production, distinguished on the basis of the breadth of the range, regularity, stability of the volume of output of products, the type of equipment used, qualifications of personnel, labor intensity of operations and the duration of the production cycle. Distinguish between single, serial and mass production.

The economic efficiency of production is understood as the degree of use of productionaboutth potential, which is revealed by the ratio of results andaspending on social production. The higher the result at the same cost, the faster it grows per unit cost of socially necessary labor, or the lower the cost per unit of useful effect, the higher the production efficiency. A generalizing criterion for the economic efficiency of social production is the level of productivity of social labor.

Production efficiency - it is an indicator of the activity of production in the distribution and processing of resources in order to produce goods. Efficiency can be measured through a coefficient - the ratio of output results to input resources or through the volume of output, its range.

Production efficiency is a comprehensive reflection of the final results of the use of means of production and labor over a certain period of time (in foreign countries with a developed market economy, another term is used to outline the performance of management - the productivity of the production and service system, which is understood as the efficient use of resources (labor, capital , land, materials, energy, information) in the production of a variety of goods and services. So, production efficiency and system performance are essentially synonymous terms that characterize the same productive processes. At the same time, one should be aware that the overall system performance is a concept much broader than labor productivity and production profitability.

The process of generating results and production efficiency (system productivity) is carried out in the manner indicated above.

The result of production as the most important component for determining its effectiveness should not be interpreted unambiguously. It's about a useful end result. One can distinguish between: 1) the end result of the production process; 2) the final national economic result of the work of the enterprise (association of enterprises).

The first reflects the materialized result of the production process, measured by the volume of products in natural and value forms, the second includes not only the quantity of manufactured products, but also covers its consumer value. The end result of the production process, the production and economic activities of the enterprise for a given period of time is the net product, that is, the newly formed value, and the financial result of commercial activity is profit.

1.2 Form of organization of production

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

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

The form of organization of production with the sequential transfer of objects of labor is such a combination of elements of the production process, which ensures the movement of processed products in all production areas in batches of arbitrary size. This form is the most flexible in relation to changes that occur in the production program, allows you to fully use the equipment, which makes it possible to reduce the cost of its purchase.

Form of organization of production with parallel transmission objects of labor is based on such a combination of elements of the production process, which allows you to start, process and transfer objects of labor from operation to operation piece by piece and without waiting. This organization of the production process leads to a reduction in the number of parts being processed, a reduction in the need for space required for warehousing and aisles.

The form of organization of production with parallel-sequential transfer of objects of labor is intermediate between serial and parallel forms and partially eliminates their inherent shortcomings. Products from operation to operation are transferred by transport parties.

The spatial structure of the organization of production is determined by the amount of technological equipment concentrated on the work site (the number of jobs) and its location relative to the direction of movement of objects of labor in the surrounding space. Possible options for the spatial structure of the organization of production are presented in fig. 2. The workshop structure is characterized by the creation of sites where the equipment (jobs) is located parallel to the flow of workpieces, which implies their specialization on the basis of technological homogeneity.

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

The cellular structure of the organization of production combines the features of a linear and shop floor. The combination of spatial and temporal structures of the production process at a certain level of integration of partial processes determines various forms of organization of production: technological, subject, direct-flow, point, integrated (Fig. 3).

The technological form of the organization of the production process is characterized by a shop structure with a consistent transfer of objects of labor.

Rice. 2. Variants of the spatial structure of the production process

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

The subject construction of sections ensures straightness and reduces the duration of the production cycle for the manufacture of parts. In comparison with the technological form, the subject one allows to reduce the total cost of transporting parts, the need for production areas per unit of production. However, this form of organization of production also has disadvantages. The main one is that when determining the composition of the equipment installed on the site, the need for certain types of processing of parts comes to the fore, which does not always provide a full load of the equipment.

Rice. 3. Forms of organization of production

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

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

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

Under the influence of scientific and technological progress in the engineering and technology of mechanical engineering, significant changes are taking place due to the mechanization and automation of production processes. This creates objective prerequisites for the development of new forms of organization of production. One of these forms, which has been used in the implementation of flexible automation tools in the production process, is a block-modular form.

The creation of industries with a block-modular form of production organization is carried out by concentrating on the site the entire complex of technological equipment necessary for the continuous production of a limited range of products, and uniting a group of workers in the production of final products with the transfer of part of the functions of planning and managing production on the site. The main requirements for the organization of the production and labor process in this case are: the creation of an autonomous system of technical and instrumental maintenance of production; achieving continuity of the production process based on the calculation of the rational need for resources, indicating intervals and delivery times; ensuring conjugation in terms of power of machining and assembly departments; taking into account the established norms of manageability when determining the number of employees; selection of a group of workers, taking into account full interchangeability.

Thus, today it is customary to distinguish between temporal and spatial organizations of production. According to the type of temporary structure, there are forms of organization with sequential, parallel and parallel-sequential transfer of objects of labor in production. According to the type of spatial structure of the organization of production, they distinguish linear-row, linear-ring, workshop row, workshop ring, separate workplace, cellular-row, cellular-ring. A relatively new form today is a block-modular form of organization of production. Its applications in modern conditions seems to be the most appropriate.

1. 3 Communication between process control and business development management

Production management is a dynamically developing system, the above elements of which are interconnected and interdependent. They require a clear and purposeful interaction with the internal and external environment of each unit.

The principles of organization of production processes should cover the entire rather complex set of production and management, legal, economic, informational, motivational and psychological aspects of the organization of production. In this regard, we will formulate a specific list of principles for organizing and managing production processes in an organization:

1. Legal regulation of production and management processes

2. Improving the organization's management system

3. Applying scientific approaches to manufacturing processes

4. Ensuring the innovative nature of the development of the organization

5. Orientation of production processes to quality

6. Ensuring the adaptability of production and management processes

7. Selection of a team of professionals

8. Ensuring comparability of management decisions

9. Rational combination of centralization and universalization of production processes

10. Rational combination of personnel management methods

11. Ranking of control objects

12. Personification of management and stimulation of labor results

13. Ensuring the responsiveness of production management processes

14. Ensuring the information content of production management processes

15. Automation of production management processes

16. Ensuring the efficiency of production management

17. Regulation of production processes

18. Ensuring the proportionality of production processes

19. Ensuring the direct flow of production processes

20. Ensuring the continuity of production processes

21. Ensuring parallel production processes

22. Ensuring the rhythm of production processes

23. Ensuring the specialization of the production process

The listed principles of the rational organization of production processes are the main factor in increasing the organization of the production process management system, which is characterized by the degree of quantitative certainty of the links between the system components. To reduce uncertainty, it is necessary in all management documents (plans, programs, tasks, standards, regulations, instructions, etc.) to clearly record the links between management bodies and managed objects.

Management methods - ways, forms of influence of the head on subordinates: organizational and administrative (instructions, control of execution); economic (economic calculation); socio-psychological (taking into account the psychology of the individual, the team).

The main goal of management is to achieve the rational functioning of production units through leadership "from above" by creating adaptive information systems, a complex set of optimization models and quantitative methods that can quickly detect and propose a solution for any unplanned deviation at any stage of the value chain.

Goals, being the essence of any activity in the field of production management, determine the approach to setting goals, developing a strategy and tactics for solving.

When making decisions on the choice of production goals, first of all, they determine their priority in relation to the main goal, determine their priority to the main goal and develop optimization measures. The implementation of the solution is a current function associated with the operational management and regulation of production, which is the main activity of the production manager.

Within the framework of the goals developed for the enterprise as a whole, specific tasks are set for each production unit. These tasks can be formulated as follows:

Continuous introduction of new, more advanced products into production;

Systematic reduction of all types of costs for the production of a unit of output;

Reducing costs in all parts of the production and sales cycle with the constant introduction of new products into mass production, expanding the range of products and changing their range.

The development of goals and objectives should be based on an analysis of the current situation and the prospects that may open up for it in the future.

Any production has a certain territorial and sectoral structure, it undergoes processes of specialization, technical progress, etc. All these features are objective, and production management must follow the laws of the controlled object.

The management system must take into account the nature of production, conditions of supply, marketing, etc.; the material side of production and the nature of the participation of workers in it; individual factors or parameters - product quality, costs, etc.

The specifics of production management in market conditions are characterized by the following factors:

Reducing the life cycle of the product, expanding the range of manufactured goods while reducing their volume (instead of releasing large batches of standard products);

A significant complication of technological processes, causing an increase in the requirements for qualifications and the level of training of workers and specialists;

Increasing requirements for the level of service quality and deadlines for the execution of orders.

The new conditions prevailing in the market required the creation of more simple and flexible control systems. Modern systems controls have the following features:

The presence of small units with a smaller number of employees with higher qualifications;

Minimum number of management levels;

Creation of organizational structures based on groups of specialists;

Drawing up schedules and production programs focused on consumer needs;

Availability of minimum stocks in warehouses;

Immediate response to changes in the internal and external environment;

Availability of easily reconfigurable equipment;

High ore productivity and low costs;

High quality of products and focus on accurate communication with consumers.

Operational management of production - the main element of the organization of the management of the enterprise. It covers all aspects of the organization of production, being a means of coordination. Without it, the activity of the enterprise cannot be profitable.

The purpose of management is to ensure the efficient implementation of the production process. It covers:

Determination of the volume of one-time manufactured products;

Operational planning of the place and time of production;

Coordination of the passage of internal and external orders;

Issuance of work orders;

Establishment of deadlines for the delivery and delivery of products and control over their observance;

Ensuring optimal loading of workers and equipment in the production process;

placing orders for materials.

Thus, the management of the production process in an organization is a complex process based on a number of mandatory principles. The methods of managing production processes as a whole correspond to the corporate ones, although they also have their own specifics, due to the peculiarities of production processes.

1. 4 Modern methods and technologies of production process control

At the present stage, the information management system has become widespread - this is a system of information services for employees of management services. Thus, it performs technological functions for the accumulation, storage, transmission and processing of information. It develops, forms and functions in the regulations determined by the methods and structure of management activities adopted at a particular economic facility, implements the goals and objectives facing it:

Control over the fulfillment of production orders;

control over the state of production facilities;

control over technological discipline;

Maintaining documents to accompany production orders (fence maps, route maps);

· prompt determination of the actual cost of production orders.

A modern automated control system should combine the maximum possible set of functions for managing all business processes of an enterprise: marketing and sales management, supply management, financial management, product life cycle from design development to mass production and after-sales service.

The system must implement a consumer-oriented production strategy, regardless of whether the enterprise develops products to order, produces for stock, conducts single-piece, small-scale or large-scale production.

The system must control the production process and continuously monitor its parameters for deviations from acceptable values, starting from the planning stage of the sales order to the shipment of finished products to the consumer

The system should implement a methodology for managing costs and cost centers. This technique requires planning the cost of products, approval of planned standards and control of deviations of actual costs from their standards for timely action. Cost accounting should be carried out at the places of their occurrence and allow management personnel to conduct analysis.

Based on the production plan and the standard cost, the system must calculate the cost estimate for production. The system should ensure the unity of financial and management accounting data.

In the modern conditions of the operation of an enterprise, it is absolutely necessary that the data entered into the system be available immediately after the registration of a business transaction to everyone who needs them: from an accountant in a shop to an enterprise manager. For example, the unity of financial and management accounting data. Financial and business transactions must be registered in the system immediately after they are made. This will allow to control production at the level of production estimates.

Data bank (BnD) is a complex that includes special structures for organizing information, algorithms, special programming languages and technical means, which together ensure the creation and operation of a system for accumulating information coming from several sources, its updating, adjustment and multi-aspect use in the interests of control objects and LI, as well as direct communication with the user to receive a response to arbitrary, including unplanned, requests to the data bank information is stored and searched, data is loaded and updated, reorganized and restored

A database (DB) is a repository of specially organized and logically related information elements. It consists of the data itself and its description. Established relationships are maintained between the data in the database. The database is the information model of the managed object. It is focused on integrated requirements and thus satisfies the information needs of any users.

The central role in the functioning of the data bank is played by the database management system (DBMS) (Fig. 4). This system removes, adds, replaces old data records with new ones and is an efficient data processing tool.

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Figure 4. Scheme of the relationship of production control elements

Databases are created in the data bank of the enterprise to solve on a computer the problems of production management at the intershop level. In each workshop, when creating an automated control system, the corresponding databases are formed. Among them:

* technological processes;

* cooperative labor standards;

* equipment;

* price tag for materials and semi-finished products;

* planned information about the nomenclature, quantity, timing, labor intensity and cost of parts (products) produced by the workshop, calendar and planning standards for the movement of production, etc .;

* equipment (passport data, cost indicators, schedule of preventive maintenance);

* personnel (workers, employees, junior service personnel);

* directories (classifiers) on operations, parts, equipment, professions;

* accounting information on the progress of production, obtained from the following documents: an accompanying card, a delivery note for inter-sectoral and inter-shop transfers, notices of marriage, delivery notes for finished products, accounting cards for blanks, delivery notes for blanks, etc .;

* normative information for economic calculations (cost of basic materials, purchased semi-finished products, labor intensity of manufacturing parts, basic and additional wages, shop expenses), etc.

Machine-building enterprises use a wide range of computer technology: from macro and minicomputers used at the levels of enterprise management by its divisions, to personal computers and microprocessor technology used in production and process control.

With a multi-level production management system in the conditions of IACS, endowed with a developed computer network, computer complexes (VC) are created in workshops and production sites. Creation of computing systems allows:

* unload the computing power of the enterprise's computer center;

* to concentrate in the workshop the solution of all the problems of managing economic and production activities;

* increase the efficiency in obtaining initial information on the results of the work of all departments of the shop;

* provide real-time production management

time;

* improve the quality of management. A computer complex with a network of interconnected workstations of autonomy in solving problems of managing a shop and at the same time is connected to the computer center of the enterprise for transmitting synthesized information about the results of the work of the shop through the appropriate communication channels. The creation of an automated workplace frees management personnel from performing routine work on paperwork, making calculations, and frees up time for more efficient creative activities.

The AWS network in each workshop is organized as a single functional and informational. It covers all production, auxiliary areas, planning and economic divisions, line managers, interfaces with the computer complex of the shop and has access to the computer center of the enterprise. The number of workstations in the workshop network depends on the nature and scale of production, the number of production sites.

To process information on a computer, software is created that contains application software packages, as well as automated process control systems on special equipment and the interaction of non-professional users with a computer, database management systems. The set of application software packages is determined depending on the type, degree of production automation, availability of knowledge base, database archive, on the power and bandwidth of the computer network, and other factors. The DBMS deletes, adds, replaces old records with new ones, i.e. maintains the database files as a whole and as a result is an effective tool for processing data stored on technical media.

Under these conditions, the organization of production management is focused on a fairly high degree of automation of planning and accounting work, characteristic of the functional divisions of workshops and the enterprise, the enterprise as a whole. The organization of production management at the enterprise level is carried out by the planning and economic and production and dispatching departments associated with the CC. Specialists of these subdivisions organize the development of the production program of the enterprise, its economic justification, distribution among workshops and, if necessary, appropriate adjustments at the corresponding workstations in dialogue with the computer of the enterprise's computer center. This type of work refers to the function of managing the production program of the enterprise and departments, realizing, in essence, inter-shop planning and production regulation.

As a result of decentralized processing of planning and accounting information at the workstation, functional units undergo quantitative and qualitative changes in the composition and content of work.

Thus, information systems in the management of the production processes of an enterprise play a huge role. Information management systems used to perform repetitive calculations make it possible to prepare options for appropriate management decisions based on economic and mathematical methods and thereby ensure highly efficient production.

Chapter 2. The production process control system at the enterprise Energetik LLC

2.1 Total xCharacteristics of LLC" power engineer" , as an object of analysis and its position in the market

In order to proceed to the analysis of the production management system of the enterprise selected for the study, it is necessary to present the object of study - Energetik LLC. The enterprise is the legal successor of Energetik Limited Liability Partnership and was founded on May 23, 1991. The founders of the company are 8 individuals.

The Company is a legal entity and operates on the basis of the Charter and the Memorandum of Association, has its own property, independent balance sheet and current account. The property of the enterprise consists of its fixed assets and working capital, as well as other values, the value of which is reflected in the independent balance sheet of the enterprise.

The total number of employees of the organization is 50 people. The organizational structure of the enterprise is linear-functional. Its advantage: a clear distribution of labor in management, the competence of decisions made, the stability of the organization. Linear - functional structure is effective in solving recurring, unchanged tasks for a long time. However, it does not have the necessary flexibility and adaptability in the face of new challenges.

Let us characterize the principles of building the organizational structure of Energetik LLC.

Schematically, the organizational structure of Energetik LLC can be represented as follows (Fig. 5):

Riceunok5 . Organizational structure of LLC" power engineer"

The enterprise is headed by a director who organizes all the work of the enterprise and bears full responsibility for its condition and activities to the state and the labor collective. The director represents the enterprise in all institutions and organizations, manages the property of the enterprise, concludes contracts, issues orders for the enterprise, hires and dismisses employees in accordance with labor legislation, applies incentives and imposes penalties on employees of the enterprise, opens bank accounts of the enterprise.

The Deputy Director deals with the supply and sale of goods. Ensures targeted and rational use of resources. Organizes operational control over personnel, provision of technical documentation, equipment and tools, materials, components, transport, lifting mechanisms. Coordinates the work of departments of the enterprise. Engaged in the promotion of goods and services of society on the market.

The organization of accounting is carried out by the accounting department headed by the chief accountant, which maintains accounting and tax accounting and reporting for the enterprise, maintaining accounting policy, identification of on-farm reserves, elimination of losses and non-production costs; ensuring correct and timely accrual and payment wages, allowances; ensuring the correct and timely calculation and transfer of taxes and other payments; ensuring the safety of accounting documents, ensuring the timely execution of documents on business transactions.

The logistics department organizes and records the movement of material resources; draws up the established reporting, interaction with suppliers and provides conditions for the mechanization and automation of transport and storage movements.

2.2 Analysis of the financial conditionenterprises

The financial condition of an enterprise is a complex concept, which is characterized by a system of indicators reflecting the availability, placement and use of financial resources of an enterprise. The financial condition is the result of the interaction of all elements of the system of financial relations of the enterprise and therefore is determined by the totality of production and economic factors.

One of the indicators of the financial condition of the enterprise is its financial stability. The task of financial stability is to assess the size and structure of assets and liabilities. This is necessary to answer the questions: how much does the enterprise independently from a financial point of view, whether the level of this independence is growing or decreasing, and whether the state of its assets and liabilities meets the objectives of its financial and economic activity.

When analyzing the financial security of the company's assets, a number of indicators are calculated:

1. Profitability is one of the main cost quality indicators efficiency of production at an enterprise, in an association, in the industry as a whole, characterizing the level of return on costs and the degree of use of funds in the production process and sales of products. Profitability reflects the degree of profitable operation of the enterprise. An analysis of the profitability of an enterprise consists in the study of profit levels in relation to various indicators and their dynamics 11 See: Sheremet, A.D. Comprehensive analysis of economic activity [Text]: a textbook for universities. - M., 2008.S. 118. .

Increasing the level of profitability for the enterprise team means strengthening the financial position, and, consequently, increasing the funds allocated for material incentives for their work, for managers, this is information about the results of the tactics and strategy used and the advisability of its adjustment.

Profitability indicators reflect the final results of management more fully than profit, because their value shows the ratio of the effect to the cash or resources used.

Profitability indicators can be combined into several groups:

Indicators characterizing the payback of production costs and investment projects;

Indicators characterizing the profitability of sales;

Indicators characterizing the profitability of capital and its parts.

All indicators can be calculated on the basis of balance sheet profit, profit from product sales and net profit 11 See: Savitskaya G.V. Analysis of the economic activity of the enterprise. Minsk, 2007. S. 74. .

For a more complete analysis of profitability, you need to refer to the formulas below.

The value of profitability can be reflected using the formula:

where: R - profitability; P - profit; K - capital;

The total return on capital is the ratio of balance sheet profit to the average value of the entire property of the enterprise for the reporting period.

where: R O - total profitability; R b - balance sheet profit; K - the average chronological value of the value of the balance sheet for the reporting period:

The economic profitability of net profit is the ratio of net profit to the average value of the entire property of the enterprise for the reporting period.

where: R E - economic profitability in terms of net profit; R H - net profit.

The financial profitability of net profit is the ratio of net profit to the average value of equity capital for the reporting period.

where: R Ф - financial profitability for net profit; K C - the average value of equity capital for the reporting period.

The total profitability of production assets (production property) is the ratio of balance sheet profit to the average value of fixed production assets, intangible assets and reserves for the reporting period 1 1 See: Markaryan, E.A. Financial analysis [Text]: textbook. - 6th ed., revised. / E.A. Markarian. - M.: Knorus, 2007. - S. 136.

where: R O / F - total profitability of production assets; F OP AVERAGE - the average value of the value of fixed assets for the reporting period; ON WEDNESDAY - the average value of the value of intangible assets for the reporting period; E AVERAGE - the average value of stocks for the reporting period.

Let's calculate the total return on capital using the formula. In this case, for the average chronological value of the value of the balance sheet currency for the reporting period, we will take the value of the balance sheet currency at the end of the corresponding period due to the lack of sufficient information:

Profitability overall in 2008 = 3040/2530850*100%=0.1;

Total profitability in 2007 = 1856/2579591*100%=0.07

Thus, the calculations showed that the total return on capital in 2008 increased by 0.03 compared to 2007. The increase in return on capital in 2008 was the increase in the amount of profit of the enterprise, the decrease in the total value of the property of the enterprise had an upward impact on this indicator.

The financial profitability of net profit is determined by the formula. In the calculation presented below, the average value of equity capital for the reporting period is taken to be the value of equity capital at the end of the financial year.

2.2 Production process and types of its organization

Manufacturing process (PP)- a set of actions to create products (works, services), quantitative and qualitative connection in space and time means of production and labor resources.

PP consists of the following elements:

1. Means of production(property of the organization):

- objects of labor(working capital) - what is transformed in the labor process (raw materials, materials, semi-finished products),

- means of labor(fixed capital) - instruments of labor, with the help of which the worker affects the object of labor.

2. Labor resources - the totality of a person's physical and mental abilities that he uses to produce goods and services.

Type of organization of the production process - a set of organizational, technical and economic features of production, due to the nomenclature, volumes and degree of regularity in the release of products of the same name.

Production types:

Mass - characterized by the manufacture of a narrow range of products in large quantities over a long period of time,

Serial (large, - medium, - small) - is characterized by the manufacture of a limited range of products, periodically repeating batches (series) of products at certain intervals,

Single - characterized by a wide range of products and a small volume of production of identical products.

The type of production is determined by transaction consolidation ratio (Kz.o)

Kz.o = Ko / S, (1)

where Ko is the number of detail operations processed at workplaces in the workshop (section),

S - the number of jobs in the workshop (section).

Table 4

production	mass	serial	unit

Process Control Objects

Objects for managing the production process provide the organization of the production process in space (Fig. 4) .

Rice. 4. Objects of production process control

The composition of the main production shops is presented in Table. 5.

Table 5 - The composition of the main production shops

The composition of the auxiliary production shops is presented in Table. 6.

Table 6 - Composition of auxiliary production shops

The composition of the service economy is presented in Table. 7.

Table 7 - Composition of the servicing economy

Service farms	Type of workshop (farm), subdivision	Purpose
	1. Transport units: Railway Automotive Crane	Meeting the needs of the main and auxiliary industries
	2. Warehouses materials Components Tools, fixtures finished products Paints and chemicals fuels and lubricants Compressed gases (oxygen, acetylene)
	3. Energy economy Power grids Steam, air, gas, oil pipelines
	4. Sanitary facilities Wastewater treatment plant

The essence of the laws, principles and concepts of production management used in Russia. Laws of scientific organization of production and labor. Types and tasks of machine-building production associations. Methods of organizing the production process.

1 . osn. the laws,end-ii, principles of org-ii pr-va

org- Ipr-va- a system of measures, for example, on a rational combination of labor processes with substances, El-mi production in space and time, in order to achieve the set tasks in the shortest possible time with the best use and res- ov.

Basic principles:

1. pr-p compatibility: compatibility of identical e-s: co-t of a single e-ta with other e-mi of the whole.

2. pr-p actualization of the pr-va-approach to the org-ii of the pr-va as a continuous process, the formation of f-th of its e-s. On: static (ext) and dynamic (inten).

3 pr-p neutralization of dysfunction

4. Pr-p concentration

6. Pr-p mobility.

Main- etheory of org-ii and exercise- Ipr-ohm

1 . Xi-Ma Arkwright(1732-1792). He drew up a "code for the worker," according to cat. he d.b. action go on command.

2 . Xis-ma taylor(1856-1915), cos-t in the establishment of the V production, cat. calculated on the basis of a short period of work, a skilled worker (getting double profit in the same period of time).

3 . Xis-ma Fayol (1841-1925)

3.1. Administration is part of the exercise. It includes: production sphere, commercial, financial, accounting and accounting. Fayol singled out administrative functions in each area

3.2. foresight

3.3. planning

3.4. organization: division of labor, power, discipline, unity of command, unity of hands, subordination of individual interests, remuneration, centralization, order, equality, initiative, corporate spirit.

3.5. coordination

3.6. the control

4 . Xi-ma Emerson. Wrote 12 principles of production activity: accuracy of goal formulation, common sense approach, competence of consultation, discipline, fair treatment of staff, quick and accurate accounting, dispatching, norms and schedules, normalization of conditions, at which the best results are achieved, the rationing of operations, the availability of instructions, the remuneration of the worker

5 . Xi-ma of managerialism- this is the correspondence of people to the structure of org-tions.

6 . Xi-ma Weber- the ideal type of administration is the development of standards, according to the cat. employee is acting.

7 . Xi-ma mayo- this is a system of human relations.

8. Empirical si-ma- this is a collection of information and development of recommendations.

9 . Butwai school- the desire to introduce the exact sciences in management.

Main- es-s scientific org-ii production and labor 1. Z-n of the smallest trailer connection. If there are departments in the pr-ve that depend on each other, then the largest output will depend on the largest output of the weaker department, no matter how strong the main departments are. Z-n mutual closure - to the main production, auxiliary production is selected, working for the main production and for each other, and in case of their excess - to the side.3. Z-r rhythm. This law requires observance of certain periods of application of periodically operating constant force4. Z-n parallel and subsequent work. requires that particular processes and works be carried out in parallel and simultaneously, so that the overall end result is achieved within the planned time frame5. Z-n of the front of work. The front of work should be proportional to the load, i.e. no need to put two people where one can do the job.6. Z-n real conditions. Goals must be achievable in the organization of any business, take into account the surrounding external conditions and real needs. Main- eend of exercise in Russia1 . Co.n- Iorganizational department author - Bogdanov). He proposed the basic principles of science about the laws of organization operating in technology (organization of things), economics (organization of people), politics (organization of ideas) and stated the need for their systematic study. He considered the organization abstractly, without close ties with the socio-economic side of people's activities, believing that the latter is completely determined by technology. 2. Z- norg amount, the cat is more than the arithmic sum of its constituent forces. If all material personal elements of production harmoniously combine and reinforce each other. 3 . Etcprinciple of ideological optimum author - Yermansky). He formulated the premises of the theory of labor organization and rationalization of management as an independent scientific direction, linking them with the emergence of certain technical and economic conditions and, above all, with the emergence of large-scale machine production. Yermansky formulated the subject of the science of the organization of labor and management, which was based on the idea of the optimal use of all types of energy and factors of production. He developed the law of the organizational sum, which is greater than the arithmetic sum of its constituent forces. But this is possible only when all material personal elements of the pr-va harmoniously combine and reinforce each other. 4 . Co.n- Inarrow base(Gastev) Its essence lies in the fact that all work on the scientific organization of labor and management must begin with an individual, regardless of his position (ordinary or manager). The concept of labor attitudes was developed, the constituent elements of which are the theory of labor movements in the pr-ve, the organization of the workplace, management processes and the methodology of rational industrial training.5. Con-I labor installations (Gastev)6. Con-I pronounce the interpretation of the management of the process. (Razmirovich) All of the above refers to the horse and organ-but-technological control. The social control pits include: 1. The theory of organizational activity (Kerzhentsev). He singled out 3 objects in the scientific organization of labor: labor, production and management. Under the scientific organization of management, he understood the study of organizational techniques and the determination of the most rational methods for performing managerial actions (the formation of organizational structures; distribution, planning, accounting, selection and use of personnel; maintaining discipline). Kon-I social and labor upr-tion. (Witte)3. The theory of administrative capacity. (Dunaevsky)4. Theory of technical-cybernetic control. Scientific foundations of perfectionI org-tion unitary enterprise The performance of the organization of labor and pr-tva is closed: 1. in the rational layout of the slave. places in accordance with the tech-im prots-om2. in the transfer of a part from operation to operation3. in reducing break times. in accelerating auxiliary processes by means of fur-ii and autom-tion5. in the performance of the work of the transp-th household-va6. in the organization of the preparatory shift7. in the introduction of shift-daily planning and organization of work on an hourly schedule8. in the improvement and organization of the service of the auxiliary household9. in the introduction of a parallel and mixed method of transferring a part10. in the application of the in-line method of transferring details11. in the definition of the most efficient order of launching the part12. raising the level of spets-tion of work places13. shortening the duration of all e-s of the random cycle improves the technical economy. pok-whether the work of the pre-I. Types and tasks of machine buildingth production associations Main tasks of other associations: 1. Development and expansion of pr-va, 2. Wide use of achievements in science and technology., 3. Obes-ie is high. quality of pr-tion, 4. Development of pr-va is new. pr-tion, 5. Increased. labor productivity, 6. Increasing. efficiency of production, 7. Rational use of capital investments, 8. Commissioning, development and use of production capacities, 9. issuance of a plan and contractual obligations for deliveries, 10. Constant perfection of management, 11. application of ek-ko-mat-kih m-s in the management of production, 12. Acceleration of scientific and technical progress Kinds:1 . Bydegrees of self-ti: 1.1. meal, in a cat. pr-tia retain their own yur-th self-sufficiency. 1.2. not preserving self-ty 1.3. mixed volume 2. by breadth of integration: 2.1. unit having one research stage 2.2. obed-I having the stage of "project-e" 2.5. volumes having the stage “project-e and izg-e 2.6. unit having all stages (builds-about aircraft) 3. Depending on the scale- inand forms of industriesintegration 3.1. intersectoral 4 . Byscale of activitiesti: 4.1. international 4.2.public 4.3. territorial 5. In the head of centralization control functions: 5.1. with a separate control apparatus 5.2. control w / h apparatus of the head pr-va 5.3. mixed 6. According to the character of the specialty random volumes of timesXia: 6.2. complexes of combined plants 6.3. territorial branch complexes. Types of m / s products- thand their tasks Ch. ass software yavl.:1. Development and expansion of pr-va, 2. Wide use of achievements in science and technology., 3. Obes-ie is high. quality of pr-tion, 4. Development of pr-va is new. pr-tion, 5. Increased. labor productivity, 6. Increasing. efficiency of production, 7. Rational use of capital investments, 8. Commissioning, development and use of production capacities, 9. issuance of a plan and contractual obligations for deliveries, 10. Constant perfection of management, 11. the use of ek-ko-mat-kih m-s in the management of pr-va, 12. Acceleration of scientific and technical development Types of machine-building production associations 1 . Bydegrees of self-ti: 1.1.community, in the cat. pr-tia retain their own yur-th self-sufficiency. 1.2. not preserving self-ty 1.3. mixed volume 2. by breadth of integration: 2.1.community having one research stage 2.2.combination having the stage of "project-e" 2.3. unit having the stage of "produced" 2.4. unit having the stage of "research and project" 2.5. volumes having the stage “project-e and production 2.6. unit having all stages (building-about aircraft) 3. Depending on the scale- inand forms of industriesintegrations: 3.1.cross-industry 3.2. branch 3.3.intrabranch 4 . Byscale of activitiesti: 4.1. international 4.2.public 4.3. territorial 5. In the head of centralization control functions: 5.1. with a separate control apparatus 5.2. 5.3. mixed 6. According to the character of the specialty random volumes of timesXia: 6.1. association of head plants with branches 6.2. complexes of combined plants 6.3. territorial sectoral complexes. Main characterization of the progo association: The most important document, characterization of the production possibilities is the passport of the production obiya. It indicates: 1. 1.1 Name 1.2 Subordination 1.3 Composition 1.4 Location 1.5 Bank and transport details2. Data on the production of power and its use3. The volume of the share in 1000 and natural measurement4. Types of profiling prtsii5. The complexity of the production of pr-tsii6. Data on the st-ty OF and their structure7. Cap volume. investments and in-whether, characterizing the use of OF8. Data on the value of consumer raw materials9. Commercial indicators of the number of workers, management workers, etc.10. Fund of all personnel and standards z / pl. for 1 rub. products11. Data on the balance sheet profit from the sale of finished products12. W-you for 1 rub. comrade pr-ii13. C / st-t basic. types of pr-tsii14. Turnover about x cf-v15. Data on the presence of growth and labor productivity16. Data on the presence of treatment facilities Formsorganizationaboutsocieties pr-tva and main. specifications 1. Co. concentration - this is a process of sosr-niya pr-tva on ever larger enterprises .. It is divided into: 1.1. absolute - characterizes the dimensions of the pr-va of individual pr-iy1.2. relative - this is an increase in the share of large pr-th in the volume of pr-tva of individual industries1.3. aggregate - an increase in the volume of pr-tva at the workplace without increasing the number due to the introduction of progress-th technol-th equipment 1.4. technol-th - this is an increase in the size of the production of tech-ki homogeneous subdivisions 1.5. factory - an increase in the size of the pr-tion, due to the growth in the size of homogeneous pr-tvek-th eff-th con-ii consists in reducing the cost of pr-in the pr-tion. 2 . sp -tion. Yavl ef th form of the general th division of labor. Main the goal is to increase the productivity of labor. Types: 2.1. industry - def-Xia in the section of existing sub-sectors, cat. vyp-yut opr-th pr-th and har-xia division of labor between the pr-mi of this industry.2.2. factory - concentration of activity data pr-s on the release of the opr-oh pr-ii or on the issue of certain types of work.2.3. intra-factory - sosr-ie individual shops, uch-s and slave. places on the issue of ODA-x tech-x operations or groups of operations, per cat. Calculate the process of ihg-ia pr-ii. Forms:Subject Special- covers the pr-th and the industry, the issue of any kind of finished pr-ii (auto-whether, machine tools, turbines, tractors). The subject specialization of the project is accompanied by a deepening inside the project, where special workshops or branches are created.- Pobject-nodal- Har-Xia issue of separate units or parts of the pr-ii cat post on the pr-ia of the subject special-ii for the completion of the main type of pr-ii.- ttechnological- har-na for pr-th production of their materials, semi-f-you and vyp-schie separate technol-s operations. These include factories for the production of blanks (stamping, forgings, rolled products, castings), as well as welded metal structures, cat. yav-Xia ref-m mat-m for m / nyh and repair processes. Indicators of the level of specialty: 1. Degree of differentiation2. Share of output prod. special-th industry in general V of this type of product3. Specific weight of the main pr-ii in general V output of the industry4. Number of types of products manufactured by one enterprise P-whether ek-oh ef-ti pr-va: 1. Determination of the total cost of production and delivery.2.cap. investments required for special-ii3. Payback period Conditional annual savings due to the ongoing special-i: Eg \u003d ((C 1 + T 1) - (C 2 + T 2)) * V 2Where, C 1 - s / b product units to special-iT 1 - transport costs per unit of pr-ii before special iiS 2 - s / b units of prod-ii after special iiT 2 - trans-expenses per unit of pr-ii after special iiV 2 - annual Vprod-ii after special-iTok = Ks / EgWde, Current - payback period Ks - capital investments associated with specials 3 . Co. operation - Prod-tion relationship pr-th, uch-shchih in a joint production of pr-tions Types: 3.1. subject (related enterprises) - a type of pr-th connections when the parent plant issues a complex pr-yu from other pr-th ready-made units (motors, generators, pumps, compressors) 3.2. detailed - har-Xia prod-mi connections when pr-ia subcontractors supply the head plant with parts and assemblies for the production of finished pr-ii (carburetors, radiators, pistons, shafts, bushings, gears) 3.3. technological - supply of semi-finished products (castings, stampings, forgings, rolled products) or the issue of separate technological operations of communication with the obr. sl-mi pok mi: 1. the co-op coefficient is beats. the weight. coop-th products in the general art-ty issue. pr-ii.; 2. number of pr-th subcontractors; 3.corresponding volumes of intra-district and inter-district supplies; 4. -//- and intersectoral supplies; 5.share of the item, detail, technical co-op in the total co-op supplies. 6. the average radius of the coop-Ia of the pr-th in the whole industry. 4 . Co. combining - connection in one pr-and different pr-stv, located in the technical-eco-th and tech-coy factory Kinds: 4.1. combi-e on the basis of subsequent processing stages (combines: weaving production, dyeing) 4.2. combinations based on the complex use of raw materials (rubber rubber products are produced by various publications) 4.3. Comb-e based on the use of waste Indicators of combi-iya: 1. Number of production volumes in the plant Quantity and quality of products obtained from a unit of raw materials. Proizvny process and m-dy his orgiesDerivative process (PP)- cos-st of mutual labor prots and natural prots-s, for example, on the production of a definitive pr-tion. The basic principles of org-ii PP: 1. specialty is based on the division of labor Specification principle is embodied in the creation of special production lines intended for the sample of one assigned to a given line from or several technologies of related publications.2. standardization - the procedure for establishing and adopting rules, with the aim of streamlining activities in the opr-tion area for the benefit and with the participation of all interested parties.3. proportionality of PP - the organization of production implies the correspondence of the throughput (relative productivity per unit of time) of all departments of the enterprise - workshops, sections, individual jobs for the production of finished products. The proportionality of production eliminates the overload of some sections, i.e. the emergence of "bottlenecks", and the underutilization of capacities in other links, is a prerequisite for the uniform operation of the enterprise and ensures an uninterrupted course of production.4. continuity principle - manifests itself in the form of continuous (without interoperational prolezhenie) movement and details of operations during the continuous work of workers and equipment.5. P. rhythm (at regular intervals) - Har-tsya rhythmic release of pr-tion and the rhythmic repetition of all onerations on each of its slaves. location.6. P. direct flow (passing each operation in a certain sequence) - provides for the placement of equipment and slave. places in the order of the operations of the technological process. Straightness providing the shortest path of movement of the publication in production.7. P. parallelism - provides for parallel movement of the publishing house, with a cat. they are transferred for operations piece by piece or in small transp-mi batches.8. P. concentrations9. P. differentiation10. P. automaticity11. P. flexibility - quick readjustment of the entire ob-niya12. P. combination Hence what happens is: 1. dismemberment of PP 2. the establishment of the ODA-th order of movement of objects of labor. 3. distribution of equipment in accordance with those. Process 4. strict observance of oral technical processes 5. operational management and control over the implementation of the PP 6. development of activities for the implementation of org-ii production. All this leads to the effectiveness of PP. Calculation of individual principles of rational organization:1. coefficient withSpecializations: X=Kdo/M Kdo - number of parts - operations processed in production. unit for the analyzed period of time M - number of jobs in this unit 2. coefficient Pproportions: Kpr \u003d Pob / MnPob - equipment productivityMn - line production capacity 3. coefficient Pparallelism: Kparl \u003d Vpar / VposVpar - the time of the technological cycle with parallel movement Vpos - the time of the technological cycle with a sequential type of movement of the part 4. coefficient Runiformity: Kravn \u003d 1 - Sot / PzSOt - the sum of absolute deviations Pz - the shorter duration of the planned task 5. coefficient ncontinuity: Knepr \u003d Vper / PprVper - break time Ppr - the duration of the entire PP

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4. Indicators of accuracy and stability of technological processes. Methods for evaluating technological processes. Basic conditions for the intensification of the technological process.

1. The concept of the production process. Basic principles of the organization of the production process.

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

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

The main part of the production process is technological processes that contain purposeful actions to change and determine the state of objects of labor. In the course of the implementation of technological processes, the geometric shapes, sizes and physical and chemical properties of the objects of labor change.

Along with the technological production process, it also includes non-technological processes that do not aim to change the geometric shapes, sizes or physical and chemical properties of objects of labor or to check their quality. Such 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 human intervention (for example, drying painted parts in air, cooling castings, aging of cast parts, etc.).

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

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

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

serving 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 picking of parts, etc.

In modern conditions, especially in automated production, there is a tendency to integrate the main and service processes. So, in flexible automated complexes, the main, picking, warehouse and transport operations are combined into a single process.

The set of basic processes forms the main production. At engineering enterprises, the main production consists of three stages: procurement, processing and assembly. stage The production process is a complex of processes and works, the performance 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 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, the adjustment and debugging of machines and instruments, and their testing.

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

In organizational terms, production processes are divided into simple and complex. Simple called production processes, consisting of sequentially carried out actions on a simple object of labor. For example, the production process of manufacturing a single part or a batch of identical parts. Complicated 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.

Principles of organization of production processes

Activities for the organization of production processes. Diverse production processes, which result in the creation of industrial products, must be properly organized, ensuring their effective functioning in order to produce specific types of products. 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 implemented on the basis of the formation of the production structure of the enterprise and its divisions. In this regard, the most important activities are the choice and justification of the production structure of the enterprise, i.e. determination of the composition and specialization of its constituent units and the establishment of rational relationships between them.

During the development of 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, jobs are also being developed. Organizational conditions are being 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, basic production processes, maintenance. It is necessary to comprehensively substantiate the most rational organizational forms and methods for the implementation of certain processes for specific production and technical conditions.

An important element in the organization of production processes is the organization of the labor of workers, which specifically implements the combination 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, the scientific organization and optimal maintenance of jobs, and the all-round improvement and improvement of working conditions.

The organization of production processes also implies a combination of their elements in time, which determines a certain order for performing individual operations, a rational combination of the time for performing various types of work, and the determination of calendar and planning standards for the movement of objects of labor. The normal course of processes in time is also ensured by the order of launch-release of products, the creation of the necessary stocks (reserves) and production reserves, the 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 the technical and organizational features of production processes.

Principles of organization of production. A rational organization of production must meet a number of requirements, be based on certain principles:

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

Principle of differentiation involves the division of the production process into separate parts (processes, operations) and their assignment to the relevant departments of the enterprise. The principle of differentiation is opposed to the principle combinations, which means the combination of all or part of diverse processes for the manufacture of certain types of products within the same 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, section) or dispersed over several units. Thus, at machine-building enterprises, with a significant output of the same type of products, independent mechanical and assembly production, workshops are organized, and with small batches of manufactured products, unified mechanical assembly workshops can be created.

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

In practical activities for the organization of production, priority in the use of 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, which is characterized by a high degree of differentiation of the production process, makes it possible to simplify its organization, improve the skills of workers, and increase labor productivity. However, excessive differentiation increases worker fatigue, a large number of operations increases the need for equipment and production space, leads to unnecessary costs for moving parts, etc.

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 in separate workplaces, sections, workshops or production facilities of the enterprise. The expediency of concentrating homogeneous work in separate areas of production is due to the following factors: the commonality of technological methods that necessitate the use of equipment of the same type; equipment capabilities, such as machining centers; an increase in the output of certain types of products; the economic feasibility of concentrating the 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 advantages of each of them.

With the concentration of technologically homogeneous work in the subdivision, a smaller amount of duplicating equipment is required, the flexibility of production increases and it becomes possible to quickly switch to the production of new products, and the load on equipment 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 management 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 involves assigning to each workplace and each division a strictly limited range of works, operations, parts or products. In contrast to the principle of specialization, the principle of universalization implies 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 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 detail operations performed at the workplace for a certain period of time. Yes, at To z.o = 1 there is a narrow specialization of workplaces, in which during the month, quarter, one detail operation is performed at the workplace.

The nature of the specialization of departments and jobs is largely determined by the volume of production of parts of the same name. top level specialization occurs in the production of one type of product. Most a typical example highly specialized industries are factories for the production of tractors, televisions, 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 due to the development of labor skills of workers, the possibility of technical equipment of labor, minimizing the cost of reconfiguring 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, and limits their initiative.

In modern conditions, the trend 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, and the tasks of improving the organization of labor in the direction of expanding the labor functions of the worker.

The principle of proportionality consists in a regular combination of individual elements of the production process, which is expressed in a certain quantitative ratio of them to each other. Thus, proportionality in terms of production capacity implies equality in the capacities of sections or equipment load factors. In this case, the throughput capacity of the blank shops corresponds to the need for blanks in machine shops, and the throughput capacity of these shops corresponds to the needs of the assembly shop in necessary details. This implies the requirement to have in each workshop equipment, space, and labor in such a quantity that would provide normal work all divisions of the enterprise. The same ratio of throughput should exist between the main production, on the one hand, and auxiliary and service units, on the other.

Proportionality in the organization of production implies compliance with the throughput (relative productivity per unit of time) of all departments of the enterprise – workshops, sites, individual jobs for the production of finished products. The degree of proportionality of production a can be characterized by the deviation of the throughput (capacity) of each stage from the planned output rhythm:

where m – the number of redistributions or stages of product manufacturing; h is the throughput of individual stages; h 2 - the planned rhythm of output (output according to the plan).

Violation of the principle of proportionality leads to disproportions, 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 increases.

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

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

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

Under Parallelism refers to the simultaneous execution of individual parts of the production process in relation to different parts of the total batch of parts. The wider the scope of work, the shorter, other things being equal, the duration of production. Parallelism is implemented at all levels of the organization. At the workplace, parallelism is ensured by improving the structure of the technological operation, and primarily by technological concentration, accompanied by multi-tool or multi-subject processing. Parallelism in the execution of the main and auxiliary elements of the operation consists in combining the time of machine processing with the time of setting up for removal of parts, control measurements, loading and unloading the apparatus with the main technological process, etc. Parallel execution of the main processes is implemented during multi-subject processing of parts, simultaneous assembly -mounting operations on the same or different objects.

Parallelism b achieved: when processing one part on one machine with several tools; simultaneous processing of different parts of one batch for a given operation at several workplaces; simultaneous processing of the same parts 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.

The level of parallelism of the production process can be characterized using the parallelism coefficient K n, calculated as the ratio of the duration of the production cycle with the parallel movement of objects of labor T pr.ts and its actual duration T c:

where n is the number of redistributions.

In the conditions of a complex multi-link manufacturing process, the continuity of production is becoming increasingly important, which ensures the acceleration of the turnover of funds. Increasing continuity is the most important direction of production intensification. At the workplace, it is achieved in the process of performing each operation by reducing auxiliary time (intraoperative breaks), at the site and in the workshop when transferring a semi-finished product from one workplace to another (interoperational breaks) and at the enterprise as a whole, minimizing interruptions in order to maximize acceleration of the turnover of material and energy resources (inter-workshop laying).

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

The principle of rhythm implies a uniform output and a rhythmic course of production. The level of rhythm can be characterized by the coefficient Kp, which is defined as the sum of negative deviations of the achieved output from the given plan

where eA – the amount of daily underdelivered products; n – duration of the planning period, days; P – planned output.

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

The rhythm of production is one of the main prerequisites for the rational use of 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 hours is improved.

Ensuring rhythmic work is mandatory for all divisions of production - the main, service and auxiliary shops, logistics. Irregular work of each link leads to disruption of the normal course of production.

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

Rhythm output is the release of the same or uniformly increasing (decreasing) quantity of products for equal time intervals. The rhythm of work is the execution of equal amounts of work (in quantity and composition) for equal time intervals. The rhythm of production means the observance of the rhythm of production and the rhythm of work.

Rhythmic work without jerks and storms is the basis for increasing labor productivity, optimal equipment utilization, full use of personnel and a guarantee of high quality products. The smooth operation of the 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 proper organization operational planning of production, compliance with proportionality production capacity, improving the structure of production, proper organization of logistics and maintenance of production processes.

Continuity principle It 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 continuously move from operation to operation.

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

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

The reduction of interoperational breaks is associated with the choice of the most rational methods for combining and coordinating partial processes in time. One of the prerequisites for reducing inter-operational breaks is the use of continuous vehicles; the use of a rigidly interconnected system of machines and mechanisms in the production process, the use of rotary lines. The degree of continuity of the production process can be characterized by the continuity coefficient K n, calculated as the ratio of the duration of the technological part of the production cycle T c.tech and the duration of the full production cycle T c:

where m is total redistribution.

Continuity of production is considered in two aspects: continuous participation in the production process of objects of labor - raw materials and semi-finished products and continuous loading of equipment and rational use of working time. Ensuring the continuity of the movement of objects of labor, at the same time it is necessary to minimize equipment stops for readjustment, waiting for the receipt of materials, etc. This requires an increase in the uniformity of the work performed at each workplace, as well as the use of quick-change equipment (programmed machines), copying machine tools, etc.

Mechanical engineering is dominated by discrete technological processes, and therefore, production with a high degree of synchronization of the duration of operations is not predominant here.

The discontinuous movement of objects of labor is associated with breaks that occur as a result of the aging of parts 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 of such a problem can be achieved on the basis of observance of the principles of proportionality and rhythm; organization of parallel production of parts of one batch or different parts of one product; creation of such forms of organization of production processes, in which the start time of manufacturing parts for a given operation and the end time of the previous operation are synchronized, etc.

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

Under direct flow understand such a principle of organizing the production process, under 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.

One of the prerequisites for the continuity of production is the directness in the organization of the production process, which is the provision of the shortest path for the product to pass through all stages and operations of the production process, from the launch of raw materials into production to the release of finished products. Straightness is characterized by the coefficient Kpr, representing the ratio of the duration of transport operations Ttr to the total duration of the production cycle Tc:

where j – the number of transport operations.

In accordance with this requirement, the mutual arrangement of buildings and structures on the territory of the enterprise, as well as the placement of the main workshops in them, must comply with the requirements of the production process. The flow of materials, semi-finished products and products must be forward and shortest, without counter and return movements. Auxiliary workshops and warehouses should be located as close as possible to the main workshops they serve.

Full directness can be achieved by spatial arrangement of operations and parts of the production process in the order of technological operations. It is also necessary when designing enterprises to achieve the location of shops and services in a sequence that provides for a minimum distance between adjacent units. It should be strived to ensure that the 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 the optimal arrangement of equipment and jobs also arises.

The principle of straightness in more manifests itself in the conditions of in-line production, when creating object-closed workshops and sections.

Compliance with the requirements of direct flow leads to the streamlining of cargo flows, a reduction in cargo turnover, and a reduction in the cost of transporting materials, parts and finished products.

To ensure the full use of equipment, material and energy resources and working time, the rhythm of production, which is fundamental principle of organization of production.

The principles of organization of 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, transition into their opposite (differentiation and combination, specialization and universalization). The principles of organization develop unevenly: in one period or another, some principle comes to the fore or acquires secondary importance. So, the narrow specialization of jobs is becoming a thing of the past, they are becoming more and more universal. The principle of differentiation is increasingly being replaced by the principle of combination, the use of which allows building 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, direct flow increases.

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

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

The current level of scientific and technological progress implies compliance with the flexibility of the organization of production. Traditional principles of production organization focused on the sustainable nature of production - a stable product range, special types of equipment, etc. In the context of a rapid renewal of the product range, production technology is changing. Meanwhile, the rapid change of equipment, the 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-by-element section, this means, first of all, a quick changeover of the equipment. Advances in microelectronics have created a technique capable of a wide range of uses and performing automatic self-adjustment if necessary.

Wide opportunities for increasing the flexibility of the organization of production are provided by the use of standard processes for the implementation of individual stages of production. The construction of variable production lines is well known, on which various products can be manufactured without their restructuring. So, now at the shoe factory on the same production line, various models of women's shoes are made with the same method of attaching the bottom; on auto-assembly conveyor lines, without readjustment, machines are assembled not only in different colors, but also in modifications. It is effective to create flexible automated productions based on the use of robots and microprocessor technology. Great opportunities in this regard are provided by the standardization of semi-finished products. Under such conditions, when switching to the production of new products or mastering new processes, there is no need to restructure all partial processes and production links.

2. The concept of the production cycle. The structure of the production cycle.

The main and auxiliary production of the enterprise constitute an inseparable complex of processes occurring in time and space, the comparison of which is necessary in the course of organizing the manufacture of products.

The time during which the production process takes place is called production time.

It includes the time during which raw materials, materials and some production assets are in stock, and the time during which the production cycle is completed.

Production cycle- the calendar time of manufacture of the product, starting from the launch of raw materials into production and ending with the receipt of finished products. It is characterized by duration (hours, days) and structure. The production cycle includes working time and breaks in the labor process.

Under production cycle structure refers to the relationship between its various components. Of fundamental importance is specific gravity production time, especially technological operations and natural processes. The higher it is, the better the composition and structure of the production cycle.

The production cycle, calculated without taking into account the time of interruptions associated with the mode of operation of the enterprise, characterizes the level of organization of production of this product. With the help of the production cycle, the start time for the processing of raw materials in individual operations, the start time for the operation of the corresponding equipment are set. If all types of breaks are taken into account in the calculation of the cycle, then the calendar time (date and hour) of the start of the processing of the planned batch of products is set.

There are the following calculation methods composition and duration of the production cycle:

1) analytical (according to special formulas, used mainly for preliminary calculations),

2) graphical method (more visual and complex, ensures the accuracy of the calculation),

To calculate the duration of the cycle, you need to know the components into which the manufacturing process is divided, the sequence of their implementation, the duration standards and methods for organizing the movement of raw materials in time.

There are the following types of movement raw materials in production:

1) consistent type of movement. Products are processed in batches. Each subsequent operation begins after the completion of the processing of all products of this batch.

2) parallel type of movement. The transfer of objects of labor from one operation to another is carried out piece by piece, as the processing process is completed at each workplace. In this regard, in certain periods, all processing operations for a given batch of products are carried out simultaneously.

3) parallel-serial type of movement. It is characterized by mixed processing of products in separate operations. At some workplaces, processing and transfer to the next operation is carried out piece by piece, at others - in batches of various sizes.

3. Technological processes used in the production of products (services).

Technological process, - the sequence of technological operations necessary to perform a certain type of work. Technological processes consist of technological (working) operations, which in turn are made up of technological transitions.

Technological process.. this is a part of the production process that contains purposeful actions to change and (or) determine the state of the object of labor.

Depending on the application in the production process for solving the same problem of various techniques and equipment, the following are distinguished: types of technical processes:

· Single technological process (ETP).

· Typical technological process (TTP).

· Group technological process (GTP).

To describe the technological process, route and operational maps are used:

· Technological map - a document that describes: the process of processing parts, materials, design documentation, technological equipment.

· Operating card - a list of transitions, settings and tools used.

· Route map - a description of the routes of movement in the workshop of the manufactured part.

The technological process is an expedient change in the shape, size, condition, structure, position, place of objects of labor. The technological process can also be considered as a set of sequential technological operations necessary to achieve the goal of the production process (or one of the private goals).
labor process- a set of actions of the performer or a group of performers to transform the objects of labor into its product, performed at the workplace.
According to the source of energy required for their implementation, technological processes can be divided into natural (passive) and active. The former occur as natural processes and do not require additional energy transformed by man to influence the object of labor (drying of raw materials, cooling of metal under normal conditions, etc.). Active technological processes occur as a result of the direct impact of a person on the object of labor, or as a result of the impact of means of labor set in motion by energy expediently transformed by a person.

Production combines the labor actions of people, natural and technical processes, as a result of the interaction of which a product or service is created. Such interaction is carried out with the help of technologies, that is, methods for sequentially changing the state, properties, shape, size and other characteristics of the object of labor.

Technological processes, no matter what category they belong to, are continuously improved following the development of scientific and technical thought. Three stages of this development can be distinguished. The first, which was based on manual technology, was discovered by the Neolithic revolutions, when people learned how to make fire and process stones. Here, the main element of production was a person, and technologies adapted to him and his capabilities.

The second stage began with the first industrial revolution of the late 18th - early 19th centuries, which opened the era of traditional mechanized technologies. Their pinnacle was the conveyor, based on a rigid system of specialized equipment for serial or mass assembly of complex standardized products, forming a line. Traditional technologies assumed the minimization of human intervention in the production process, the use of low-skilled labor, savings on costs associated with search, training, and wages. This ensured the almost complete independence of the production system from man, turned the latter into its appendage.

Finally, the second industrial revolution (modern scientific and technological revolution) marked the victory of automated technologies, the main forms of which we will now consider.

First of all, this is an automatic production line, which is a system of machines and automatic machines (universal, specialized, multi-purpose) placed along the production process and combined with automatic devices for transporting products and waste, accumulating backlogs, changing orientation, controlled by a computer. Lines are single- and multi-subject, with piece and multi-piece processing, with continuous and intermittent movement.

A variation of the automatic production line is a rotary one, which consists of working and transport rotors, where the processing of products of several standard sizes using a similar technology is carried out simultaneously with their transportation.

Another form is the flexible manufacturing system (FMS), which is a set of high-performance equipment that carries out the main process; auxiliary devices (loading, transport, storage, control and measuring, waste disposal) and information subsystem, combined into a single automated complex.

The basis of the HPC is a computer-controlled group technology that allows a quick change of operations and allows the processing of various parts according to a single principle. It assumes the presence of two streams of resources: material and energy, on the one hand, and informational, on the other.

The FMS may consist of flexible production modules (CNC machines and robotic complexes); the latter can be combined into flexible automated lines, and those, in turn, into sections, workshops, and, in unity with computer design, entire enterprises.

Such enterprises, being much smaller than before, can produce products in the required volumes and at the same time be as close to the market as possible. They improve the use of equipment, shorten the duration of the production cycle, reduce marriage, the need for low-skilled labor, reduce the complexity of manufacturing products and overall costs.

Automation again changes the place of man in the production system. He gets out of the power of technology and technology, standing next to them, or above them, and they adapt not only to his capabilities, but to provide him with the most convenient, comfortable working conditions.

Technologies are distinguished by a set of specific methods for obtaining, processing, processing raw materials, materials, semi-finished products; equipment used for this; sequence and location of production operations. They can be simple or complex.

The degree of complexity of technologies is determined by the variety of methods of influencing the subject of labor; the number of operations that are carried out on it; the accuracy of their implementation. For example, for the production of a modern truck, several hundred thousand operations must be carried out.

All technological processes are usually divided into main, auxiliary and service. The main ones are divided into procurement, processing, assembly, finishing, information. Within their framework, goods or services are created in accordance with the goals of the company. For a meat-packing plant, this is, for example, the production of sausages, dumplings, stews; for a bank - accepting and issuing loans, selling securities, etc. But in fact, the main processes form only the "tip of the iceberg", and its "underwater part", invisible to the eye, are service and auxiliary processes, without which no production is possible.

The purpose of the auxiliary processes is to create the conditions necessary for the implementation of the main ones. Within their framework, for example, monitoring of the technical condition of equipment, its maintenance, repair, production of tools necessary for work, etc. takes place.

Service processes are associated with the placement, storage, movement of raw materials, materials, semi-finished products, finished products. They are carried out by warehouse and transport departments. Service processes can also include the provision of various social services to employees of the company, for example, providing them with food, medical care, etc.

A feature of auxiliary and service processes is the possibility of their implementation by the forces of other specialized organizations for which they are the main ones. Since specialization is known to lead to higher quality and lower costs, it is often more profitable to acquire this kind of service outside, especially for small firms, than to establish their own production.

All technological processes are currently classified according to six main features: the method of influencing the object of labor, the nature of the relationship between the initial elements and the result, the type of equipment used, the level of mechanization, the scale of output, discontinuity and continuity.

The impact on the subject of labor within the framework of the technological process can be carried out both with the direct participation of a person - it does not matter whether it is a direct impact, or only regulation, or without it. In the first case, an example of which is the processing of parts on a machine tool, the compilation of a computer program, data entry, etc. such an impact is called technological; in the second, when only natural forces act (fermentation, souring, etc.) - natural.

According to the nature of the connection between the initial elements and the result, three types of technological processes are distinguished: analytical, synthetic and direct. In analytical, several products are obtained from one type of raw material. Their example is the processing of milk or oil. So, from the latter, you can extract gasoline, kerosene, diesel fuel, oils, diesel fuel, fuel oil, bitumen. In synthetic ones, on the contrary, one product is created from several initial elements, for example, a complex assembly is assembled from individual parts. In a direct technological process, one initial substance is transformed into one final product, for example, steel is smelted from cast iron.

According to the type of equipment used, technological processes are usually divided into open and hardware. The former are associated with the mechanical processing of the object of labor - cutting, drilling, forging, grinding, etc. An example of the second is chemical, thermal and other processing, which is no longer open, but isolated from the external environment, for example, in various kinds of furnaces, distillation columns, etc.

Currently, there are five levels of mechanization of technological processes. Where it is absent altogether, for example when digging a ditch with a shovel, we are talking about manual processes. When the main operations are mechanized and auxiliary operations are performed manually, machine-manual processes take place; for example, the processing of a part on the machine, on the one hand, and its installation, on the other. When the equipment functions independently, and the person can only press the buttons, they talk about partially automated processes. Finally, if not only production is carried out without human participation, but operational control and management, for example, with the help of computers, complex automated processes take place.

A relatively independent element of any technological process is an operation performed on a specific object of labor by one worker or team at one workplace. Operations differ in two main features: purpose and degree of mechanization.

According to the purpose, first of all, technological operations are distinguished that ensure a change in the qualitative state, size, shape of the object of labor, for example, the smelting of metals from ore, the casting of blanks from them and their further processing on appropriate machines. Another category of operations are transport and loading and unloading, changing the spatial position of the object in the framework of the technological process. Their normal implementation is ensured by servicing operations - repair, storage, harvesting, etc. And finally, the measurement operations serve to verify that all components of the production process and its results comply with specified standards.

According to the degree of mechanization, operations are divided into manual, mechanized, machine-manual (a combination of mechanized and handmade); machine (performed entirely by machines controlled by people); automated (performed by machines under the control of machines with general supervision and control by a person); instrumental (natural processes stimulated and controlled by the worker, occurring in a closed artificial environment).

The production operations themselves, in turn, can be divided into individual elements- labor and technological. The former include labor movements (single movements of the body, head, arms, legs, fingers of performers during the operation); labor actions (a set of movements performed without interruption); labor practices (a set of all actions on a given object, as a result of which the goal is achieved); a complex of labor methods is their totality, united either according to the technological sequence, or according to the commonality of factors affecting the execution time.

The technological elements of operations include: setting - permanent fixing of the workpiece or assembly unit being processed; position - a fixed position occupied by an invariably fixed workpiece or an assembled assembly unit together with a fixture relative to a tool or a fixed part of the equipment; technological transition - a completed part of a processing or assembly operation, characterized by the constancy of the tool used; auxiliary transition - a part of an operation that is not accompanied by a change in the shape, size, state of surfaces, for example, setting a workpiece, changing a tool; pass - a repeating part of the transition (for example, when processing a part on lathe the entire process can be considered a transition, and a single movement of the cutter over its entire surface can be considered a passage); working stroke - a completed part of the technological process, consisting of a single movement of the tool relative to the workpiece, accompanied by a change in the shape, dimensions of the surface finish or properties of the workpiece; auxiliary move - the same, not accompanied by changes.

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