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

1 . Waspsn. the laws,conc-ii, principles of org-ii pr-va

Org- I ampr-va-system of measures, for example, on the rational combination of labor processes with the substances of El-mi pr-va in space and in time, in order to achieve the set tasks in as soon as possible with the best isp and res.

Basic principles:

1. prr-n compatibility: to combine the same e-s: co-t a single e-ta with other e-mi of the whole.

2. pr-n actualization of pr-va-approach to the org-ii pr-va as an uninterrupted process, the formation of f-th of its e-s. On: static (ext-th) and dynamic (intensive).

3 pr-n neutralization of dysfunction

4. pr-n concentration

6. pr-n mobility.

Main- eorg-ai theory and control- I ampr-oh

1 . Si-ma Arkwright(1732-1792). He drew up a "code for the worker", according to the cat. he should. action on command.

2 . Sis-ma Taylor(1856-1915), compiled in the establishment of the V pr-va, cat. will be calculated based on a short period of time of work, qualification of a worker (getting double profit in the same period of time).

3 . Sis-ma Fayol (1841-1925)

3.1. Administration is part of the control. It includes: production sphere, commercial, financial, accounting and bookkeeping. Fayol in each area highlighted the admin functions

3.2. foresight

3.3. planning

3.4. organization: division of labor, power, discipline, unit of command, unit of authority, subordination of individual interests, reward, centralization, order, equality, initiative, corporate spirit.

3.5. coordination

3.6. control

4 . Si-ma Emerson... He wrote 12 principles of productive activity: the accuracy of the formulation of the goal, the approach from the standpoint of common sense, the competence of consultation, discipline, fair treatment of personnel, fast and accurate accounting, dispatching, norms and schedules, normalization of conditions, at which the best results are achieved, the regulation of operations, the availability of instructions, the remuneration of the work

5 . Si-ma managerism- this is the correspondence of people to the structure of organizations.

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

7 . Si-ma Mayo is a system of human relations.

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

9 . Butschool- the desire to introduce the exact sciences in management.

Main- ez-ny scientific org-ii pr-va and labor 1. Zn of the smallest trailer connection. If in the pr-ve there are departments that depend on one another, then the greatest output will depend on the greatest amount of production of the weaker department, no matter how strong the main departments. 2. Zn mutual closure - to the main pr-wu, auxiliary pr-va are selected, working for the main pr-v and for each other, and in case of their excess - on the side. Zr rhythm. This law requires compliance with certain periods of application of periodically valid constant force4. Zn parallel and final work. requires that particular processes and works be done in parallel and at the same time so that the overall end result is achieved within the planned time frame5. Zn of the front of work. The front of work must be proportional to the load, i.e. no need to put two people where one can handle the job. Zn real conditions. The goals should be achievable when organizing any business, taking into account the surrounding external conditions and real needs. Main- econcentration of control in Russia1 . NSn- I amorg-nogo control 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 in the abstract, outside of close ties with the socio-economic side of human activity, believing that the latter is completely determined by technology. 2. Z- norg-th amount, the cat is more than the arithmic sum of its constituent forces. If all the material personal elements of production are harmoniously combined and strengthen each other. 3 . NSideological optimum principle author - Yermansky). He formulated the prerequisites for 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 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 an organizational amount that is greater than arithmetic sum its constituent forces. But this is possible only when all material personal elements of the pr-va are harmoniously combined and reinforce each other. 4 . NSn- I amnarrow base(Gastev) Its essence lies in the fact that all work on the scientific organization of labor and management must be started from an individual person, regardless of the position he occupies (private or leader). The concept of labor attitudes was developed, the constituent elements of which are the theory of labor movements in the industry, the organization of the workplace, management processes and the methodology of rational industrial training. 5. The end of labor installations (Gastev) 6. The end of a derivative interpretation of the process control. (Razmirovich) All of the above refers to the organ-and-organ-technological control. Theory of org-th 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 methods and the definition of the most rational methods performance of managerial actions (formation organizational structures; distribution, planning, accounting, selection and use of personnel; maintaining discipline) 2. The end of the social and labor administration. (Witte) 3. Administrative capacity theory. (Dunaevsky) 4. The theory of technical and cybernetic control. Scientific foundations of perfectI org-tions of management The completion of the organization of labor and pr-tv is closed: 1. in a rational planning slave. places in accordance with technical-im percents-ohm2. in committing the transfer of a part from operation to operation 3. in reducing the time of breaks 4. in accelerating auxiliary processes by means of mechanics and automation 5. in the perfect work of the transport-go farm 6. in the org-ii of the preparatory shift 7. in the introduction of shift-daily planning and organization of work on an hourly schedule8. in the improvement of the organization of the service of an auxiliary household9. in the introduction of a parallel and mixed method of transferring parts10. in the application of flow-line transmission of a part 11. in the definition of the most rational order of launching a part 12. raising the level of special-tion work places 13. Reducing the duration of all el-s of a derivative cycle improves the technical and economic efficiency. pok-li work pre-ia. Types and tasks of mechanical engineerings production associations The main tasks of the first associations: 1. Development and expansion of pr-va, 2. Wide application of achievements of science and technology., 3. Equity is high. quality-va pr-tion, 4. Development of pr-va new. pr-tion, 5. Increase. productivity of labor, 6. Increase. efficiency pr-va, 7. Rational use of capital investments, 8. Commissioning, development and use of production capacities, 9. implementation of the plan and contractual obligations for deliveries, 10. Constant perfection of management, 11. the use of ek-mat-kyh in the management of the pr-va, 12. Acceleration of scientific and technological progress Views:1 . Bydegrees of self: 1.1. overeat-I, in a cat. the pr-tia retain the owner of the legal entity. 1.2. not preserving self-identity 1.3. mixed volume 2.in the breadth of integration: 2.1. combined with one research stage 2.2. combined with the stage "project" 2.5. the volume having the stage "project-e and ex-e 2.6. a combined-e having all stages (builds aircrafts) 3. Depending on the scale- vand forms of industriesintegration 3.1. cross-sectoral 4 . Byscale of activitiesty: 4.1. international 4.2. Public 4.3. territorial 5.In the department of centralization functions of control: 5.1. with a separate control apparatus 5.2. control of the head unit 5.3. mixed 6. By the nature of the special derivatives of the volume of differentXia: 6.2. complexes of combined plants 6.3. territorial industry complexes. Types of m / s production- thand their tasks Ch. back-mi software yavl.: 1. Development and expansion of pr-va, 2. Wide application of achievements of science and technology., 3. Equity is high. quality-va pr-tion, 4. Development of pr-va new. pr-tion, 5. Increase. productivity of labor, 6. Increase. efficiency pr-va, 7. Rational use of capital investments, 8. Commissioning, development and use of production capacities, 9. implementation of the plan and contractual obligations for deliveries, 10. Permanent improvement of management, 11. the use of eq-mat-kyh in the management of the pr-va, 12. Acceleration of NTP Types of machine-building production associations 1 . Bydegrees of self: 1.1. Lunch, in a cat. the pr-tia retain the owner of the legal entity. 1.2. not preserving self-identity 1.3. mixed volume 2.in the breadth of integration: 2.1. Meals with one research stage 2.2. Meals with the stage "project" 2.3. combined-I having the stage "production" 2.4. combined with the stage "research and project" 2.5. the volume having the stage "projection and ejection 2.6. the meal having all the stages (builds the aircraft) 3. Depending on the scale- vand forms of industriesintegration: 3.1. Cross-industry 3.2. Sectoral 3.3. Intra-sectoral 4 . Byscale of activitiesty: 4.1. international 4.2. Public 4.3. territorial 5.In the department of centralization functions of control: 5.1. with a separate control apparatus 5.2. 5.3. mixed 6. By the nature of the special derivatives of the volume of differentXia: 6.1. merger of head plants with branches 6.2. complexes of combined plants 6.3. territorial branch complexes. Main har-ka progo obiyah: The most important document, har-im ar-th possibilities is a passport of a kind obiy. It indicates: 1. 1.1 Name 1.2 Subordination 1.3 Composition 1.4 Location 1.5 Bank and transport details 2. Data on power output and its output 3. Volume of prtium in groans and in kind 4. Types of profiling pricing 5. Labor intensity of the production of pr-tion 6. Data on the st-ty PF and their structure 7. The volume of drops. attachments and fields, characterizing the use of OF8. Data on the amount of consumer raw materials 9. Commercial indicators of the number of workers, workers of management, etc. 10. Fund Z / pl. of all personnel and standards for salary. for 1 rub. products11. Data on the balance sheet profit from the sale of finished goods 12. Z-you for 1 rub. Comrade pr-ii13. С / st-th main. types of pr-tion 14. Turnover of ob-x Wed-B15. Data on the presence of growth and labor productivity 16. Data on the availability of treatment facilities Formsorganiz.Osocieties. pr-tv and main. har-ki predpr. 1. NS concentration - this is the process of contemplating the production of more and more large enterprises .. It is divided into: 1.1. absolute - har-et the dimensions of the production of individual pr-iy 1.2. relative - this is an increase in the share of large enterprises in the volume of production of individual industries 1.3. aggregate - an increase in the volume of production at the workplace without increasing cleanliness due to the introduction of a progressive technological equipment 1.4. technol-th - this is an increased size of the production of technology of homogeneous subdivisions 1.5. factory - an increase in the size of the production, due to the increase in the size of homogeneous production, the efficiency of the end consists in reducing the cost of production. 2 . Cn -tion. He was the ef-th form of the general section of labor. Main the goal is to increase the productivity of labor. Types: 2.1. branch - opr-Xia in the section noun-their subsectors, cat. drop out a certain pr-yu and a section of labor between the pr-mi of a given industry. 2.2. factory - the concentration of the activity of the given pr-nd on the release of a certain pr-nd or on the release of certain types of work. 2.3. intra-plant - sosr-Ie of separate shops, departments and slaves. places on the issue-ii opr-x technical operations or groups of operations, on the cat. Calculate the process of ich-ia pr-nd. Forms:Subject special- covers production and production of any kind of finished production (auto-li, machines, turbines, tractors). Subject special-ia pr-ia is accompanied by a deepening and inside the pr-ia, where special workshops or branches are created. NSrare-nodal- Har-sya release of separate nodes or parts of the pr-ii cat post on pr-ia subject special-ii for completing the main type of pr-ii. Ttechnological- Har-na for the pr-nd production of materials, semi-f-you and unproductive separate technologies of opera-ies. These include factories for the production of blanks (9 stamping, forgings, rolling, castings), as well as welded metal structures, cat. yav-Xia iskh-m mat-m for m / s and repair processes. Indicators of special level: 1. Degree of differentiation 2. Specific gravity release prod. a special industry in general V of a given type of product3. Specific weight of main production in general V output of the industry4. Number of product types manufactured by one enterprise P-li ek-oh ef-ti pr-va: 1. Determination of the total costs of production and delivery. 2. cap. investments necessary for carrying out specials 3. Payback period Conditional annual savings due to the special-s: Eg = ((C 1 + T 1) - (C 2 + T 2)) * V 2 Where, C 1 - s / b units of products before special IiT 1 - trans-th costs for a unit of production before special-II - annual Vproduct after special-iiC = Ks / EgWhere, Current - payback period Ks - capital investments connected with special 3 . NS operating - Pronounced interrelation of pr-nd, teachers in joint production of pr-tion Types: 3.1. subject (related enterprises) - a type of pr-th connections when the head plant produces a complex pr-Iu receives from other pr-and ready-made units (motors, generators, pumps, compressors) 3.2. detailed - it is har-Xia with pro-mi connections when the production subcontractors supply the head plant with parts and assemblies for the production of finished production (carburetors, radiators, pistons, shafts, bushings, gears) 3.3. technological - supply of semi-finished products (castings, stampings, forgings, rolled products) or production of separate technological operations of communications with a production production facility. -sya sl-mi pok-mi: 1. the coefficient of cooperation is beats. the weight. cooperative products in the general article of the issue. pr-ii .; 2.number of pr-th subcontractors; 3.correspondence of volumes of nutritional and interdistrict supplies; 4. - // - and cross-industry supplies; 5.share of items, detailed, technical cooperation in total cooperative supplies. 6. Average radius of cooperation of departments of production in the industry as a whole. 4 . NS mbination - connection in one pr-ii of various pr-sts located in the technical-eq-oh and technical department Views: 4.1. comb-e on the basis of subsequent stages of processing (combines: weaving, dyeing) 4.2. combination on the basis of complex use of raw materials (rubber goods made of rubber are produced by different editions) 4.3. comb-e based on the use of waste Quantity and article of products obtained from a unit of raw materials. Aboutexternal process and w-dy his orgiesArbitrary process (PP)- a combination of mutual labor processes and natural processes direct to the projection of a definite pr-tion. The basic principles of the organization of PP: 1. special-ia based on the division of labor The principle of specialization is embodied in the creation of special production lines, designed for the production of one fixer for a given line from-I or several technologies of related publications. 2. standardization - the procedure for establishing and adopting rules, in order to streamline activities in a specific area for the benefit and with the participation of all interested parties. 3. proportionality of PP - organization of production assumes compliance bandwidth(relative productivity per unit of time) of all divisions of the enterprise - workshops, sections, individual jobs for the production of finished products. The proportionality of production excludes overloading some areas, ie, the emergence of "bottlenecks", and underutilization of capacities in other areas, is a prerequisite for the uniform work of the enterprise and ensures the smooth running of production. principle of continuity - manifests itself in the form of continuous (without interoperative bedding) movement and details of operations during continuous work of workers and equipment. 5. P. rhythm (at regular intervals) - It is characterized by the rhythmic release of the pr-tion and the rhythmic repetition of all one-races on each of its slaves. place 6. P. direct flow (passing each operation in a certain sequence) - provides for the placement of equipment and work. places in the order of the operators of the technological process. Direct-flow ensures the shortest path of movement of the publishing house in production. 7. P. parallelism - provides a parallel movement of the publication, with a cat. they are transferred on operations individually or in small transp-mi batches. 8. P. Concentration 9. P. differentiation 10. P. automaticity 11. P. flexibility - quick changeover of the whole company 12. P. combination Therefore, it happens: 1. dismemberment of the PP 2. establishment of the definite order of movement of objects of labor. 3. the distribution of the turnover in accordance with those. Process 4. Strict adherence to oral technical processes 5. Operational management and control over the implementation of PP 6. Schedule of measures to improve the organization of the production. All this leads to the effectiveness of the PP. Calculation of individual principles of rational organization:1. coeff. withcustomization: Ks = Kdo / M Kdo - number of parts - operations processed in production. department for the analyzed period of time M - number of jobs in this department 2. coeff. NSrotationality: Kpr = Pob / MnPob - equipment productivity Mn - production capacity of the line 3. coeff. NSparallelism: Kparl = Vpar / VposVpar - the time of the technological cycle with parallel movement Vpos - the time of the technological cycle with the sequential type of movement of the part 4. coeff. Runiformity: Krav = 1 - Sot / PzSOt - the sum of absolute deviations Pz - shorter duration of the planned task 5. coeff. nContinuity: Knepr = Vper / PprVper - break time Ppr - duration of the entire PP

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• Introduction
• Chapter 1. Modern methods and technologies for managing the production process in the organization
• 1.1 Basic concepts, essence and types of production
• 1.2 Form of organization of production
• 1.3 Relationship between production management and business development management
• 1.4 Modern methods and technologies of production process control
• Chapter 2. The production process control system at the enterprise "Energetik"
• 2.1. general characteristics LLC "Energetik" as an object of analysis and its position on the market
• 2.2. Analysis of the financial condition of the enterprise
• 2.3 Production structure and production process control system
• 2.4 Improving the management of the production process of LLC "Energetik"
• Chapter 3. Ways to improve the management of the production process in LLC "Energetik" and the assessment of their effectiveness
• 3.1 Development of a program to improve production management
• 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 sources and literature used
• Applications
• Introduction
• production management financial release product
• As a result of market reforms (price liberalization, decentralization of the resource allocation system, mass privatization), the conditions for the functioning of enterprises have radically changed.
• The collapse of a single industrial complex, the disruption of horizontal and vertical economic ties led to significant difficulties in the production process, to a drop in production volumes. In the conditions of the transition to the market, the problem of the formation of 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 production efficiency at enterprises is one of the most important tasks of both the state (creating favorable conditions for the efficient operation of enterprises) and the economists of the enterprises themselves (analyzing production activities, developing and implementing measures to improve production efficiency).
• The key to the success of any enterprise lies in the constant improvement of production efficiency, systematic analysis of production activities, development and implementation of measures aimed at increasing production efficiency.
• Ensuring the stable operation of enterprises producing competitive products is a priority task for managers of all levels. The most important quality characteristic of management at all levels is production efficiency.
• Reducing production costs, rational use of material resources, achieving higher economic indicators and, above all, an increase in labor productivity and production efficiency, and on this basis, cost reduction are the most important and urgent tasks of production management workers. To solve them, it is of great importance to improve management in order to increase its efficiency, master the methods of effective production management, as well as calculations and comparison of indicators of the enterprise's production efficiency.
• A prerequisite for resolving the set tasks is a scientific search, analysis, generalization of practice and justification of such an enterprise management system that could provide an increase in production efficiency and saturation of 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 production organization. Insufficient research is being carried out 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 qualification work was the Limited Liability Company "Energetik"
• The subject of the final qualifying work is the management of the production process of the enterprise.
• The purpose of the final qualification work is to develop recommendations for improving the management of the production process of Energetik LLC.
• This goal made it necessary to solve the following theoretical and practical problems:
• 1. Reveal the essence of management and types of organization of the production process at 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 the criteria for the efficiency of production and its management.

To substantiate 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, and articles of periodicals on the problem under study. To assess the strategic position of the enterprise, the SWOT analysis method will be used, which will allow us to identify the strengths and weak sides the enterprise, and the opportunities and threats facing it.

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

Enterprise balance sheet - form No. 1;

Profit and Loss Statement - Form No. 2;

Accounting, statistical data of the enterprise.

The goals and objectives determined the structure of the work. Thesis consists of an introduction, 3 chapters, conclusions and appendices.

Theoretical and practical basis in conducting research work

Chapter 1. Modern methods and technologies for managing the production process in the 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 subject of labor, tools, 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 clear and focused 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 personnel produces socially useful products or production and household services. This means that, on the one hand, there are the costs of living and materialized labor, and on the other, the results of production. The latter depend on the scale of the means of production used, human resources and the level of their use.

Scheme 1 - Formation of results and efficiency of production, direct orandproduction and economic system)

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

By the way of execution: manual, mechanized, automated.

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

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 commodity and material values ​​(raw materials, materials) with the help of labor 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 devices that make up the production program of the enterprise and corresponding to its specialization, 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.

Ancillary manufacturing processes are processes that create the necessary conditions to create finished products, or create finished products, which are then consumed in the main production at the enterprise itself. Ancillary processes are 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 partial processes aimed at making the finished product. The classification of production processes is shown in Fig. 1.

Rice. 1. Classification of production processes

During the implementation of such processes, production processes 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 a service production.

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

Preparatory (procurement);

Converting (processing);

Final (assembly).

The production process is not homogeneous. It breaks down into many elementary technological procedures that are performed in the manufacture of a finished product. These individual procedures include: production stage, production operation, work methods, labor movement.

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

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

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

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

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

One-off production is characterized by a small volume of output of identical products, the re-production and repair of which, as a rule, are not provided for. The fixing factor for make-to-order production is usually above 40.

Technological processes in the conditions of a one-off production are developed in an enlarged form in the form of route maps for processing parts for each order; the sections are equipped with universal equipment and tooling, which ensures the production of a wide range of parts. The wide variety of work that many workers have to perform requires different professional skills from them, therefore, highly qualified versatile workers are used in operations. In many areas, especially in pilot production, a combination of professions is practiced.

The main possibilities for improving the technical and economic indicators of a single production are associated with its approach to the serial production in terms of the technical 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 allows you to move on to the organization of subject areas; expansion of constructive continuity to increase the lot of the launch of parts; grouping of parts that are close in design and order of manufacture 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 periodic batches. Depending on the number of products in a batch or series and the value of the coefficient of fixing operations, small-batch, medium-batch and large-batch production are distinguished.

For small-scale production, the coefficient of fixing operations is from 21 to 40 (inclusive), for medium-batch 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 that are repeated at regular intervals.

This allows the use of special equipment along with universal. When designing technological processes, the order of execution and equipment of each operation are provided.

For enterprises of mass production, significantly less labor intensity and cost of manufacturing products than in a single unit are characteristic. In mass production, in comparison with one-off production, products are processed with fewer interruptions, which reduces the volume of work in progress.

From the point of view of organization, the main reserve for the growth of labor productivity in mass production is the introduction of in-line 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 one working operation is performed at most workplaces. The consolidation factor of operations for mass production is assumed to be 1.

Mass production ensures the most complete use of equipment, a high overall level of labor productivity, and the lowest production cost. Table 1 presents data on comparative characteristics different types of production.

Table 1

Comparative characteristics of various types of production

Thus, the production process includes such partial processes as main, auxiliary, service. Type of production - a classification category of production, distinguished by the characteristics of the breadth of the nomenclature, regularity, stability of the volume of production, the type of equipment used, qualifications

Type of production - a classification category of production, distinguished by the characteristics of the breadth of the nomenclature, regularity, stability of the volume of production, the type of equipment used, the qualifications of personnel, the complexity of operations and the duration of the production cycle. Distinguish between single, serial and mass production.

The economic efficiency of production means utilization of productionOth potential, which is revealed by the ratio of results andawaste of social production. The higher the result at the same costs, the faster it grows per unit of socially necessary labor, or the lower the costs per unit of useful effect, the higher the production efficiency. The generalizing criterion of 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 for the distribution and processing of resources for the purpose of producing goods. Efficiency can be measured through a coefficient - the ratio of output results to input resources or through the volume of output, its nomenclature.

Production efficiency is a complex reflection of the final results of using the means of production and labor over a certain period of time (in foreign countries with a developed market economy, to outline the effectiveness of management, they use another term - 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 various goods and services. So, production efficiency and system productivity are essentially synonymous terms that characterize the same productive processes. At the same time, one should be aware that the overall productivity of the system is a concept much broader than the productivity of labor and the profitability of production.

The process of formation of results and production efficiency (system productivity) is carried out in the above way.

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

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

1.2 Form of organization of production

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

Various temporal and spatial structural constructions form a set of basic forms of organization of production. The temporal 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. By the type of temporary structure, forms of organization are distinguished with sequential, parallel and parallel-sequential transfer of objects of labor in production.

The form of organization of production with a sequential transfer of objects of labor is 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 arising in the production program, allows for a sufficiently full use of the equipment, which makes it possible to reduce the cost of purchasing it.

The form of organization of production with the parallel transfer of objects of labor is based on such a combination of elements of the production process that allows you to launch, process and transfer objects of labor from operation to operation individually and without waiting. This organization of the production process leads to a decrease in the number of parts being processed, a decrease in the requirements for space required for warehousing and aisles.

The form of organization of production with parallel-sequential transfer of objects of labor is intermediate between sequential and parallel forms and partially eliminates their inherent disadvantages. Items from operation to operation are transferred in transport batches.

The spatial structure of the organization of production is determined by the number 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 shown in Fig. 2. The shop structure is characterized by the creation of sections in which the equipment (workplaces) 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 (workplaces) is located in the course of the technological process and a batch of parts processed at the site is transferred from one workplace to another sequentially.

The cellular structure of the organization of production combines the signs of a linear and a workshop. 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 organization of the production process is characterized by a shop structure with a sequential 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 cycle of processing is closed within the area, it is called subject-closed.

Subject construction of sections ensures direct flow and reduces the duration of the production cycle for manufacturing parts. In comparison with the technological form, the object allows to reduce the total costs of transportation of parts, the need for production areas per unit of production. At the same time, 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 to carry out certain types of processing of parts is highlighted, which does not always ensure a full load of the equipment.

Rice. 3. Forms of organization of production

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

An integrated form of organization of production involves the combination of basic 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 during the transition to an integrated form of organization of production is achieved by reducing the duration of the production cycle for manufacturing parts, increasing the loading time of machine tools, improving the regulation and control of production processes.

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

The creation of factories 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 at the production of final products with the transfer of part of the planning and production management functions at 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 the continuity of the production process based on the calculation of the rational need for resources with the indication of intervals and delivery times; ensuring interconnection in terms of capacity of machining and assembly departments; taking into account the established standards 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 the temporal and spatial organization of production. By the type of temporary structure, forms of organization are distinguished with sequential, parallel and parallel-sequential transfer of objects of labor in production. By the type of the spatial structure of the organization of production, linear-in-line, linear-ring, workshop in-line, workshop ring, isolated workplace, cellular-row, cellular-ring. A relatively new form today is a block-modular form of production organization. Its applications in modern conditions seems to be the most appropriate.

1. 3 Manufacturing process management and business development management

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

The principles of organizing production processes should cover the entire rather complex complex 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. Application of scientific approaches to production 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. Recruiting 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 straightness of production processes

20. Ensuring the continuity of production processes

21. Ensuring the parallelism of 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 control system, which is characterized by the degree of quantitative determination of the connections between the components of the system. To reduce uncertainty, it is necessary in all management documents (plans, programs, assignments, standards, regulations, instructions, etc.) to clearly record the links between control bodies and controlled objects.

Management methods - methods, forms of influence of the head on subordinates: organizational and administrative (instructions, control of execution); economic (cost accounting); 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 the top by creating adaptive information systems, a complex set of optimization models and quantitative methods that can quickly detect and propose an option to eliminate any unplanned deviation at any stage of the production cycle.

Goals, constituting the essence of any activity in the field of production management, determine the approach to setting tasks, 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 an ongoing function related to the operational management and regulation of production, which is the main thing in the activities 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 objectives can be formulated as follows:

Constant introduction into production of new, better products;

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

Reducing costs in all links of the production and sales cycle with the constant introduction of new products into serial production, expanding the range of products and changing its assortment.

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

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

The management system should take into account the nature of production, conditions of supply, sales, 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 specificity of production management in market conditions is characterized by the following factors:

Reducing the life cycle of a product, expanding the range of products produced while reducing their volumes (instead of releasing large batches of standard products);

A significant complication of technological processes, leading to increased requirements for the qualifications and level of training of workers and specialists;

The increasing requirements for the level of quality of service and the timing of orders.

New conditions in the market demanded the creation of simpler and more flexible control systems. Modern control systems have the following features:

The presence of small divisions with fewer employees of higher qualifications;

The minimum number of management levels;

Creation of organizational structures based on teams of specialists;

Scheduling and production programs tailored to customer needs;

Availability of minimum stocks in warehouses;

Immediate response to changes in the internal and external environment;

Availability of easily adaptable equipment;

High ore productivity and low costs;

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

Operational production management - 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 effective implementation production process. It covers:

Determination of the volume of products manufactured at a time;

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 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. Methods for managing production processes in general correspond to the general organizational 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 - it 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, is formed and functions in the regulations determined by the methods and structure of management activities adopted at a specific economic facility, realizes the goals and objectives facing it:

· Control over the execution of production orders;

· Control over the state of production facilities;

· Control over technological discipline;

· Maintenance of documents for accompanying 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 service.

The system should implement a consumer-oriented production strategy, regardless of whether the company develops products to order, manufactures to a warehouse, conducts single, small-scale or large-scale production.

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

The system should implement a cost and cost center management methodology. This technique requires planning the cost of products, approving planned standards and monitoring deviations of actual costs from their standards for timely action. Cost accounting should be carried out by location and allow management personnel to conduct analysis.

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

In modern conditions of enterprise functioning, it is absolutely necessary that the data entered into the system be available immediately after the registration of a business transaction to everyone who has a need for them: from an accountant in the 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 completed. This will allow you to control production at the level of production estimates.

Databank (BnD) complex, including special structures for organizing information, algorithms, special languages software and hardware tools that together ensure the creation and operation of an information accumulation system coming from several sources, its updating, correction and multidimensional 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 databank are carried out storage and retrieval of information; download and update data, reorganize and restore them

Database (DB) is a repository of specially organized and logically related information elements. It consists of the data itself and their description. Established links are maintained between the data in the database. A database is an information model of a managed object. It focuses on integrated requirements and thus meets the information needs of any user.

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 effective data processing tool.

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Figure 4. Diagram of the interconnection of production control elements

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

* technological processes;

* cooperation and labor standards;

* equipment;

* price tag for materials and semi-finished products;

* Planned information on the nomenclature, quantity, timing, labor intensity and cost of parts (products) produced by the shop, production schedules, etc .;

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

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

* reference books (classifiers) on operations, parts, equipment, professions;

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

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

Machine-building enterprises use a wide range of computers: from macro and mini computers used at the management levels of an enterprise and its divisions, to personal computers and microprocessor technology used in production management and technological processes.

With a multilevel production control system in the conditions of an IACS, endowed with a developed computer network, computer complexes (VC) are created in workshops and at production sites. The creation of computing systems allows:

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

* to concentrate in the shop the solution of all problems of management of economic and production activities;

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

* provide real-scale production management

time;

* improve the level of management quality. A computer complex with a network of interconnected AWPs of autonomy in solving problems of shop management and is simultaneously connected with the enterprise's computer center for transmitting synthesized information about the results of the shop's work through the appropriate communication channels. The creation of a workstation frees management personnel from performing routine work on paperwork, making calculations, frees up time for more effective creative activity.

The AWP network in each workshop is organized as a single one in the functional and informational... It covers all production, auxiliary areas, planning and economic units, line managers, is interfaced with the computer complex of the shop and has access to the computer center of the enterprise. The number of AWPs in the shop 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 software packages, as well as systems for automated control of technological processes on special equipment and interaction of non-professional users with computers, 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 weight of the database files as a whole and, as a result, is an effective tool for processing data stored on technical media.

In these conditions, the organization of production management is focused on a fairly high degree of automation of planning and accounting works inherent in the functional divisions of shops 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 dispatch departments associated with the computer center. The specialists of these subdivisions on the corresponding workstations in the dialogue with the computers of the computer center of the enterprise organize the development of the production program of the enterprise, its economic justification, distribution to the shops and, if necessary, appropriate adjustment. This kind of work belongs to the control function production program enterprises and divisions, realizing, in essence, interdepartmental planning and production regulation.

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

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

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

2.1 Total xcharacteristics of LLC" Energy drink" as an object of analysis and its position on 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 the study - Energetik LLC. The enterprise is the legal successor of the limited liability partnership "Energetik" and was founded on May 23, 1991. The founders of the company are 8 individuals.

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

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

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

The organizational structure of Energetik LLC can be schematically represented as follows (Fig. 5):

Riceunok5 . Organizational structure of LLC" Energy drink"

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, disposes of 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 the employees of the enterprise, opens enterprise accounts in banks.

The Deputy Director deals with the supply and sale of goods. Provides 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 the departments of the enterprise. It is engaged in the promotion of goods and services of society to 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 policies, identification of on-farm reserves, elimination of losses and non-production costs; ensuring the correct and timely calculation and payment of wages, benefits; 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 for business transactions.

The department of material and technical supply organizes and records the movement of material resources; prepares the established reporting, interaction with suppliers and provides conditions for mechanization and automation of transport and warehouse movements.

2.2 Financial analysisenterprises

The financial condition of an enterprise is a complex concept that is characterized by a system of indicators reflecting the availability, placement and use of the financial resources of the 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 entire set of production and economic factors.

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

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

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

An increase in the level of profitability for the collective of an enterprise means a strengthening of the financial position, and, consequently, an increase in funds allocated to material incentives for their work, for managers - this is information about the results of the tactics and strategies used and the feasibility of adjusting them.

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

Profitability indicators can be grouped into several groups:

Indicators characterizing the payback of production costs and investment projects;

Indicators characterizing the profitability of sales;

Indicators characterizing the return on 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: G.V. Savitskaya. 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 profitability value can be reflected using the formula:

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

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

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

Economic profitability of net profit is the ratio of net profit to the average value of all assets of the enterprise for the reporting period.

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

Financial profitability of net profit is the ratio of net profit to the average amount of equity capital for the reporting period.

where: R Ф - financial profitability in terms of net profit; К С - the average value of the equity capital for the reporting period.

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

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

Let's calculate the total return on equity using the formula. At the same time, 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:

Total profitability 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 equity in 2008 increased compared to 2007 by 0.03. The increase in the return on equity in 2008 was due to the increase in the 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 below, for the average value of the equity capital for the reporting period, the value of the equity capital at the end of the financial year is taken.

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The initial basis for the implementation of management influences and the basis for the design of the organizational structure are rationally distributed and interconnected in time and space management functions. They characterize the division and specialization of labor in the field of management and determine the main stages of the implementation of managerial influences on human relations in the process of production and economic activities. The main functions of manufacturing process control are as follows.

1. Organization, that is, the creation or improvement of an object or system. Organization can be understood as the combination of interrelated actions in a logical sequence so as to achieve the intended result at the lowest cost. The organization of production and the management system are closely related. Improving the organization of production requires new, more adequate management systems, and vice versa, their implementation involves improving the organization of production. The function of the organization refers both to the production and management of the enterprise as a whole, and to individual production links and performers.

2. Rationing, that is, the process of developing scientifically grounded values ​​that establish a quantitative and qualitative measure of various elements used in the production and management process. This function streamlines the development and implementation of production orders, ensures a smooth and rhythmic course of production. The function of rationing at the enterprise is implemented through the development and use of various regulatory documents.

3. Planning - drawing up a program of specific actions to achieve the set goals and bringing it to production units and specific performers. The basis for solving planning problems is the technical and economic indicators of the enterprise as a whole and its structural links, the calendar-planned movement of production, resource provision, etc.

4. Coordination - ensuring the coordinated and well-coordinated work of production and functional divisions of the enterprise.

5. Control - identifying, summarizing, analyzing and evaluating the results of production and economic activities of the enterprise, identifying deviations from planned indicators and communicating information to the heads of departments and functional services in order to prepare management decisions in a timely manner.

6. Regulation - the adoption of operational measures to eliminate the identified deviations from the planned results and the course of the production process.

The listed control functions complement each other. Together and the relationship, they form the appropriate type of production process control.

The activities of an enterprise in any sector of the national economy include the mandatory implementation of the following functions: marketing, strategic planning, accounting, financial and economic planning and management, personnel management, etc. These general functions constitute the main "blocks" of management at the enterprise level.

The organizational structure is characterized by a certain composition, subordination of production units and management units performing the corresponding functions, the organization of managerial work based on the use of computer and office equipment and modern management technologies.

1. Main laws, concepts, principles of org-ii pr-va

Org-I pr-va is a system of measures, for example, on the rational combination of labor processes with the substances El-mi pr-va in space and in time, in order to achieve the set tasks in the shortest possible time when the best isp and res.

Basic principles:

1. prr-n compatibility: to combine the same e-s: co-t a single e-ta with other e-mi of the whole.

2. pr-n actualization of pr-va-approach to the org-ii pr-va as an uninterrupted process, the formation of f-th of its e-s. On: static (ext-th) and dynamic (intensive).

3 pr-n neutralization of dysfunction

4. pr-n concentration

6. pr-n mobility.

The basic theory of the org-ii and the management of the pr-om

1. Si-ma Arkwright (1732-1792). He drew up a "code for the worker", according to the cat. he should. action on command.

2. System-ma Taylor (1856-1915), compiled in the establishment of the V pr-va, cat. will be calculated based on a short period of time of work, qualification of a worker (getting double profit in the same period of time).

3. Sis-ma Fayol (1841-1925)

3.1. Administration is part of the control. It includes: production sphere, commercial, financial, accounting and bookkeeping. Fayol in each area highlighted the admin functions

3.2. foresight

3.3. planning

3.4. organization: division of labor, power, discipline, unit of command, unit of authority, subordination of individual interests, reward, centralization, order, equality, initiative, corporate spirit.

3.5. coordination

3.6. control

4. Si-ma Emerson. He wrote 12 principles of productive activity: the accuracy of the formulation of the goal, the approach from the standpoint of common sense, the competence of consultation, discipline, fair treatment of personnel, fast and accurate accounting, dispatching, norms and schedules, normalization of conditions, at which the best results are achieved, the regulation of operations, the availability of instructions, the remuneration of the work

5. Si-ma of managerialism is the correspondence of people to the structure of organizations.

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

7. Si-ma Mayo is a system of human relations.

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

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

The main sources of the scientific organization of production and labor

1. Zn of the smallest trailer connection. If in the pr-ve there are departments that depend on one another, then the greatest output will depend on the greatest amount of production of the weaker department, no matter how strong the main departments are.

2. Zn mutual closure - to the main pr-wu, auxiliary pr-va are selected, working for the main pr-in and for each other, and in case of their excess - on the side.

3. Zn rhythm. This law requires compliance with certain periods of application of periodically valid constant force.

4. Zn parallel and final work. requires that private processes and works be done in parallel and at the same time so that the overall end result is achieved within the planned time frame

5. Zn front of work. The front of work must be proportional to the load, i.e. no need to put two people where one can handle the job.

6. Zn real conditions. The goals should be achievable when organizing any business, taking into account the surrounding external conditions and real needs.

The main concentration of management in Russia

1. Kon-I org-nogo management (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 in the abstract, outside of close ties with the socio-economic side of human activity, believing that the latter is completely determined by technology.

2. Zn org-th sum, which is more than arithm-th sum of its constituent forces. If all the material personal elements of production are harmoniously combined and strengthen each other.

3. The principle of ideological optimum (author - Yermansky). He formulated the prerequisites for 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 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 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 are harmoniously combined and reinforce each other.

4. Con-I of a narrow base (Gastev) Its essence lies in the fact that all work on the scientific organization of labor and management must be started with an individual person, regardless of his position (private or leader). The concept of work attitudes was developed, the constituent elements of which are the theory of labor movements in pr-ve, the organization of the workplace, management processes and the methodology of rational industrial training.

5. Kon-I labor installations (Gastev)

6. The end of the arbitrary interpretation of the control process. (Razmirovich)

All of the above refers to the con- and organ-technological control.

The social con-yam control includes:

1. Theory of org-th activity (Kerzhentsev). He singled out 3 objects in the scientific organization of labor: labor, production and management. By 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).

2. The end of the social and labor administration. (Witte)

3. Theory of administrative capacity. (Dunaevsky)

4. Theory of technical and cybernetic control.

Scientific foundations of the perfection of the organization of the management of the general production

The completion of the organization of labor and pr-tv is closed:

1. in the rational planning of the slave. places in accordance with the technical percentage

2.in the completion of the transfer of the part from operation to operation

3.In shortening the time of breaks

4.in the acceleration of auxiliary processes by means of mechanics and automation

5.in the perfect work of the transport-go farm

6.in the organization of the preparatory shift

7.in the implementation of shift-daily planning and organization of work on an hourly schedule

8.in the improvement of the organization of the service of an auxiliary farm

9.in the introduction of parallel and mixed method of transferring parts

10.in the application of flow-line transmission of parts

11.in the definition of the most rational order of launching a part

12.increase in the level of special-tion of workplaces

13. shortening the duration of all el-s of a derivative cycle improves the technical-economics. pok-li work pre-ia.

Types and tasks of machine-building production associations

The main tasks of the first associations:

1. Development and expansion of pr-va, 2. Wide application of achievements of science and technology., 3. Equity is high. quality-va pr-tion, 4. Development of pr-va new. pr-tion, 5. Increase. productivity of labor, 6. Increase. efficiency pr-va, 7. Rational use of capital investments, 8. Commissioning, development and use of production capacities, 9. implementation of the plan and contractual obligations for deliveries, 10. Constant perfection of management, 11. the use of ek-mat-kyh in the management of the pr-va, 12. Acceleration of scientific and technological progress

1. By the degree of self: 1.1. overeat-I, in a cat. the pr-tia retain the owner of the legal entity. 1.2. not preserving self-identity 1.3. mixed volume

2. by the breadth of integration: 2.1. combined with one research stage 2.2. combined with the stage "project" 2.3. combined with the stage "production" 2.4. combined with the stage "research and project" 2.5. the volume having the stage "project-e and ex-e 2.6. a combined-e having all stages (builds aircrafts)

3. Depending on the scale and forms of the integration industries

3.1. intersectoral 3.2. sectoral

3.3. Intra-industry

5. In dependence on the centralization of the control function: 5.1. with a separate control apparatus 5.2. control of the head-end apparatus 5.3. mixed

Types of m / s prod-s combined and their tasks

Ch. back-mi software yavl.: 1. Development and expansion of pr-va, 2. Wide application of achievements of science and technology., 3. Equity is high. quality-va pr-tion, 4. Development of pr-va new. pr-tion, 5. Increase. productivity of labor, 6. Increase. efficiency pr-va, 7. Rational use of capital investments, 8. Commissioning, development and use of production capacities, 9. implementation of the plan and contractual obligations for deliveries, 10. Constant perfection of management, 11. the use of ek-mat-kyh in the management of the pr-va, 12. Acceleration of scientific and technological progress

Types of engineering production associations

1. By the degree of self-tee: 1.1. Meal, in a cat. the pr-tia retain the owner of the legal entity. 1.2. not preserving self-identity 1.3. mixed volume

2. by the breadth of integration: 2.1. The dining room having one research stage 2.2. The dining room having the "project" stage 2.3. combined with the stage "production" 2.4. combined with the stage "research and project" 2.5. the volume having the stage "projection and ejection 2.6. the meal having all the stages (builds the aircraft)

3. Depending on the scale and forms of the industries of integration: 3.1. Cross-industry 3.2. sectoral

3.3. Intra-industry

4. By the scale of activity: 4.1. international 4.2. public 4.3. territorial

5. In dependence on the centralization of the control function: 5.1. with a separate control apparatus 5.2. control of the head-end apparatus 5.3. mixed

6. According to the character of the special-tion, the derivatives of the volume are divided: 6.1. association of head plants with branches 6.2. complexes of combined plants

6.3. territorial industry complexes.

Gl-I har-ka progo obyed-I: The most important document, har-im ar-th possibilities, is a passport of a certain obiy.

It states:

1.1 Name 1.2 Subordination 1.3 Composition 1.4 Location 1.5 Bank and transport details

2. Data on the amount of power and its amount

3. The volume of prtium in groans and in kind

4. Types of profiling pricing

5. Labor intensity of the production of pr-tion

6. Data on the articles of the PF and their structure

7. The volume of the cap. attachments and fields, characterizing the use of the OF

8. Data on the value of consumer raw materials

9. Commercial indicators of the number of workers, workers of management, etc.

10. Fund Z / pl. of all personnel and standards for salary. for 1 rub. products

11. Data on the balance sheet profit from the sale of finished products

12. Z-you for 1 rub. Comrade pr-ii

13. С / st-th main. types of pr-tion

14. Turnover about-x-medium-in

15. Data on the presence of growth and labor productivity

16. Data on the availability of treatment facilities

Organizational forms societies. pr-tv and main. har-ki predpr.

1. Concentration is a process of contemplation of production on more and more large enterprises .. It is divided into:

1.1. absolute - har-et the dimensions of the production of individual pr-nd

1.2. relative - this is an increase in the share of large enterprises in the volume of production of individual industries

1.3. aggregate - an increase in the volume of production at the workplace without increasing cleanliness due to the introduction of advanced technological equipment

1.4. technol-th is an increased size of the production of technology of homogeneous subdivisions

1.5. factory - an increase in the size of the production, due to the growth in the size of homogeneous production

Eq-th effect-th kon-ii consists in reducing the cost of production.

2. Sp-tion. He was the ef-th form of the general section of labor. Main the goal is to increase the productivity of labor.

2.1. branch - opr-Xia in the section noun-their subsectors, cat. we drop out a certain pr-th and a section of labor between the pr-mi of this industry.

2.2. factory - the concentration of the activity of the given pr-nd on the release of a certain pr-nd or on the release of certain types of work.

2.3. intra-plant - sosr-Ie of separate shops, departments and slaves. places on the issue-ii opr-x technical operations or groups of operations, on the cat. Calculate the process of ich-ia pr-nd.

Subject special-ia - covers the production and production of any kind of finished production (auto-li, machines, turbines, tractors). Subject special-ia pr-ia is accompanied by a deepening and inside the pr-ia, where special workshops or branches are created.

- subject-nodal - the har-sya release of separate nodes or parts of the pr-ii cat post on the pr-ia of the subject special for the completion of the basis of the type of pr-ii.

- technological - har-na for pr-nd production of materials, semi-gears and extra-separate technologies of operations. These include factories for the production of blanks (9 stamping, forgings, rolling, castings), as well as welded metal structures, cat. yav-Xia iskh-m mat-m for m / s and repair processes.

Indicators of special level:

1. Degree of differentiation

2. Specific weight of the issue prod. special industry in general V of this type of product

3. Specific weight of main. production in general V output of the industry

4. Number of types of products manufactured by one enterprise

P-li ek-oh ef-ti pr-va:

1. Determination of the total cost of production and delivery.

2.cap. investments necessary for the special-ai

3. Payback period

Conditional annual savings due to the ongoing special-ai:

Eg = ((C 1 + T 1) - (C 2 + T 2)) * B 2

Where, С 1 - s / b units of products to specials

T 1 - trance costs for a unit of production before special

С 2 - s / w units of production after special

T 2 - trans-ny costs for a unit of production after special

B 2 - annual Vproduct after special

Current = Ks / Eg

Where, Current - payback period

Ks - capital investments connected with special

3. Cooperation - a pronunciation of the relationship of pr-nd, teachers in joint production of pr-tion

3.1. subject (related enterprises) - a type of pr-th connections when the head plant produces a complex pr-uu from other pr-nd ready-made units 9 motors, generators, pumps, compressors)

3.2. detailed - har-Xia pro-mi connections when the production subcontractors supply the head plant with parts and assemblies for the production of finished production (carburetors, radiators, pistons, shafts, bushings, gears)

3.3. technological - supply of semi-finished products (castings, stampings, forgings, rolled products) or production of separate technological operations of communications with a sample production publication.

Ur-n pr-th co-op-ia har-sya sl-mi pok-mi: 1. the coefficient of co-op is ud. the weight. cooperative products in the general article of the issue. pr-ii .; 2.number of pr-th subcontractors; 3.correspondence of volumes of nutritional and interdistrict supplies; 4. - // - and cross-industry supplies; 5.share of items, detailed, technical cooperation in total cooperative supplies. 6. Average radius of cooperation of departments of production in the industry as a whole.

4. Combination - connection in one production of different production facilities located in the technical and technical department

4.1. comb-e on the basis of subsequent processing stages (combines: weaving, dyeing)

4.2. combination on the basis of complex use of raw materials (rubber rubber goods are produced from rubber by different publishing houses)

4.3. comb-e on the basis of waste use

Combination indicators:

1.number of production volumes in the plant

2.V-we have a specific prii

3. Number and article of products obtained from a unit of raw materials.

Arbitrary process and w-dy of its orgies

A derivative process (PP) is a combination of mutual labor processes and natural processes direct to the expulsion of a specific pr-tion.

The main principles of the organization of PP:

1.special is based on a division of labor. The principle of specialty is embodied in the creation of special production lines, designed for the production of one assigned to a given line from or several technologies of related publications ...

2. standardization - the procedure for establishing and adopting rules, in order to streamline activities in a specific area for the benefit and with the participation of all interested parties.

3. the proportionality of PP - the organization of production assumes the correspondence of the throughput (relative productivity per unit of time) of all divisions of the enterprise - workshops, sections, individual jobs for the production of finished products. The proportionality of production excludes overloading some areas, that is, the emergence of "bottlenecks", and underutilization of capacities in other areas, is a prerequisite for the uniform work of the enterprise and ensures the smooth running of production.

4. the principle of continuity - manifests itself in the form of continuous (without interoperative bedding) movement and details of operations during continuous work of workers and equipment.

5. P. rhythm (at equal intervals) - is characterized by the rhythmic release of the pr-tion and the rhythmic repetition of all one-races on each of its slaves. location.

6. P. direct flow (passage of each operation in a certain sequence) - provides for the placement of equipment and work. places in the order of the operators of the technological process. Direct-flow ensures the shortest path of movement of the publishing house in production.

7. P. parallelism - provides for the parallel movement of the publication, with a cat. they are transferred on operations individually or in small transp-mi batches.

8.P.concentration

9.P. differentiation

10.P. of automaticity

11.P. flexibility - quick changeover of the whole company

12.P. combination

Therefore, it happens:

1. dismemberment of the PP 2. establishment of the definite order of movement of objects of labor. 3. the distribution of the turnover in accordance with those. Process 4. Strict adherence to oral technical processes 5. Operational management and control over the implementation of PP 6. Schedule of measures to improve the organization of the production. All this leads to the effectiveness of the PP.

Calculation of individual principles of rational organization:

1.coefficient specializations: Ks = Kdo / M

Kdo - number of parts - operations processed in production. division for the analyzed period of time

M - number of jobs in this department

2.coeff. proportionality:

Kpr = Wb / Mn

Pob - equipment productivity

Mn - production capacity of the line

3.coefficient parallelism:

Kparl = Vpar / Vpos

Vpar - 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 uniformity:

Krawn = 1 - Sot / Pz

SOT - the sum of absolute deviations

Pz - shorter duration of the planned task

5.coefficient continuity:

Dnipro = Forward / Ppr

Forward - time for breaks

Ппр - the duration of the entire PP

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Each other. The interaction of the management system for such production with personnel, in addition to the issuance of information by the system, also involves the input of data and directives from the personnel. Management of the production process and changing its course at the request of personnel can be carried out by making changes to the control internal computer arrays. The use of computing technology on ...

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The uniformity of the work performed at each workplace, as well as the use of quickly readjustable equipment (programmed machines), copying machines, etc. and operations ...

Manufacturing processes have a decisive influence on product quality. Manufacturing process is a set of interrelated resources and activities from the moment of receiving material resources to sending finished products to the consumer. Manufacturing 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 in the special terms of the contract. Assessment of the quality of materials and components is carried out by means of incoming control. When organizing such control at an enterprise, it is necessary to pay attention not only to the 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 conducting incoming control with possible losses in production when starting low-quality materials or components.

During the manufacturing process, materials and components should be properly stored, sorted, transported and preserved to maintain their functional suitability.Particular attention is paid to the control of stability. technical characteristics material resources and periodic assessment of the required reserves. The number of tests and proofs required to control a manufacturing process may depend on the impact of nonconformities on subsequent steps in the process.

Equipment plays an important role in the management of the production process. According to ISO requirements, all equipment, including stationary mechanisms, assembly devices, stands, technological equipment, templates, gauges and other measuring instruments should be checked for accuracy (compliance with ratings) before use. It is recommended to pay special attention to computers used for process control and software maintenance. In the intervals between operation, the equipment must be stored in appropriate conditions, that is, it must be sufficiently protected from various kinds of external influences, checked, including again at regular intervals, to ensure the requirements of reliability and accuracy. Process stability is ensured by a preventive equipment maintenance program.

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

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