What does the production system have? Production systems: types, characteristics and implementation. Modern production. Production system levels

Topic 1. Production systems and their types. The enterprise as a production system

1. Definition of the concept of "production system". Patterns of development of production systems.

2. Enterprise as a production system.

3. Elements and factors of organization, functioning and development of production systems

IN 1. Definition of the concept of "production system". Patterns of development of production systems

A system is a collection of interrelated elements designed to achieve a specific goal.

The system is in constant interaction with the external environment, which is a set of all objects whose properties change affects the system, as well as those objects whose properties change as a result of the system's behavior. characteristic feature Such an aggregate is that its properties as a system cannot be reduced to a simple sum of the properties of its constituent elements.

The quality of the organization of the system is usually expressed in the synergy effect. It manifests itself in the fact that the result of the functioning of the system as a whole is higher than the sum of the results of the same name of the individual elements that make up its totality. In practice, this means that from the same elements we can get systems of different or identical properties, but of varying degrees of efficiency, depending on how these elements are interconnected, i.e., how the system itself will be organized.

Consider economic (production) systems that have a number of features that distinguish them from technical and other systems:

non-stationarity (variability) of individual parameters of the system and the stochasticity of its behavior;

the uniqueness and unpredictability of the system's behavior in specific conditions (due to the presence of an active element in it - a person) and, at the same time, the presence of its limiting capabilities, determined by the available resources;

the ability to change its structure and form options for behavior;

the ability to resist entropic (system-destroying) tendencies;

ability to adapt to changing conditions;

the ability and desire for goal setting, i.e., for the formation of goals within the system.

production system is a set of production, management and auxiliary business processes aimed at safe work performance and customer satisfaction.

The efficiency of a modern production system is determined by the ability to transform resources into values ​​with the least loss, identify and eliminate losses, development and self-learning.

production system- a purposeful process, due to which the transformation of individual elements of the system into useful products occurs.

production system is an ordered part of the production process isolated as a result of the social division of labor, capable of satisfying certain needs, requirements and demands of potential consumers independently or in cooperation with other similar systems with the help of goods and services produced by this system.

From the standpoint of a systematic approach, production - the most important sphere of human activity - is a complex system. Systems consisting of a complex of interconnected objects are the national economy, industry, enterprise, workshop, site. At the same time, complexes of functions and types of activities carried out at enterprises are also complex systems. All activities of the enterprise can be viewed as a single complex system, which consists of a network of subordinate, less complex systems.

Manufacturing systems- this is a special class of systems consisting of workers, tools and objects of labor and other elements necessary for the functioning of the system, in the process of which products or services are created.

Complete system production activities organization is called operating system.

The production system (PS) at the primary level can be considered as a group of mechanisms (equipment, apparatus, etc.) serviced by an employee (operator, driver, etc.). Each mechanism and its attendant is a "man-machine" system consisting of two interacting and interconnected elements.

If we follow the path of integrating man-machine systems, then we can come to a production site - a complex system consisting of main and auxiliary workers, main and auxiliary equipment, i.e., to a system with a complex set of interconnections, relationships and interests, with a complex structure and organization.

Systems of a higher level and order will be workshops, industries, etc. At the same time, each link of the system, subsystems of any level reflects the most essential features of the system of a higher level (order), of which these links are a part.

In the production system, production processes are carried out. Their basis and defining part are technological processes, in the implementation of which the worker, with the help of tools of labor, affects the objects of labor and turns them into a product of labor - finished products.

The elements of the production system are people and material objects: labor, tools of labor, objects of labor, products of labor, as well as technology, organization of production.

A production system is defined by behavior, evolution, and a set of structures.

The structure of the production system is a set of elements and their stable relationships that ensure the integrity of the system and its identity to itself, i.e., the preservation of the basic properties of the system during various external and internal changes.

The structure of the production system is determined by the composition and interrelations of its elements and subsystems, as well as links with the external environment. There are spatial (associated with the location of the elements of the system in space) and temporal (based on the sequence of changes in the state of the elements and the system as a whole in time) structures of production systems. They are closely related and interdependent.

The integrity of the production structure is one of the main properties of the system. All elements of the PS function with a single common goal - the development, design and manufacture necessary products. PS has input, output and feedback.

Returning to the systemic concept of the term "organization", we note that the organization is the establishment and maintenance of links between the elements of the system. It is important to emphasize that, in contrast to biological or technical systems, in the organization of socio-economic systems of communication are less stable. Therefore, they must not only be installed, but also constantly maintained, that is, ensure their uninterrupted functioning. This is the essence of organizational activity.

Topic 2. Production management in the enterprise management system

1. Evolution production management.

The structure of the enterprise management system.

3. The main functions of production management

Rice. 2. The mechanism of functioning of the production system

All methods and means of organization involve the creation of conditions that are most conducive to achieving the goals.

Planning is a statement of the problem, forecasting, setting goals, developing a strategy for their implementation, determining the conditions and means to achieve the goal.

The functioning of the system is ensured by regulation, which includes accounting and control. Decisions are made during the planning process. Then the conditions for its implementation are created, and the system begins to function. However, under the influence of internal and external factors there may be deviations from the intended goals. Regulation is aimed at neutralizing the causes of deviations and ensuring the desired course of development of the system.

To ensure the functioning of the system, information is collected, stored and processed to calculate indicators characterizing the functioning of the system and their analysis.

Control involves monitoring the progress of achieving goals, checking the implementation management decisions and an assessment of their consequences.

Regulation allows you to identify problems that require new management decisions, new organizational structures. The consequences of these decisions will again be regulated and controlled.

Thus, production systems include: planning, analysis, control

Depending on the characteristics of the production system, the control process is carried out.

Basic production function system is the output.

Production includes directly technological processes and auxiliary operations associated with the manufacture of products. Manufacturing control associated with the preparation of calendar plans, the establishment of production standards, the improvement of technology, quality control, the processing of materials, etc.

Subsystem of planning and control receives from the processing subsystem information about the state of the system and work in progress. Information can come from internal and external environment organizations.

For example, information about product demand, resource costs, technology trends, government documents, and so on comes from the external environment.

The planning and control subsystem processes information and makes decisions about how the processing subsystem should work.

Specific issues that need to be addressed may include:

¨ production capacity planning;

¨ dispatching;

¨ material management production stocks;

quality control.

Control may face different problems, for example: location of enterprises; planning of enterprises and working areas; distribution of resources and sequence of their use; selection of equipment, its operation, maintenance and overhaul, replacement; material resources; design of the technological process and control of its course; working methods; quality control. It is easy to see that this is only a small circle of problems. Each of these can be broken down into additional sub-clauses.

Production subsystem Enterprise management according to the functional principle can be divided into four main functions:

I. engineering function(technical and technological support of production);

II. financial function(providing the activity of the enterprise with resources);

III. workforce function(recruitment, selection, training of labor resources and personnel management);

IV. marketing function(ensuring qualitative and quantitative outputs).

AT general view The essence of operations management is as follows:

development and implementation of a common strategy and directions operating activities enterprises;

· development and implementation of the operating system (production system), including the development of the production process, the decision on the location of production facilities, the design of the enterprise;

planning and control of the current functioning of the system;

· transformation of the production system (giving it new qualitative and quantitative parameters) in accordance with the requirements and conditions of the external environment.

It should be noted that operating system is a production and economic system with a clear production and technological orientation. Based on this, the basic elements of the model operational management are those elements that form a block of the production subsystem, covering all functions.

Operations management or production management is the management of objects (operational resources) or processes that arise in the process of creating goods and services. Operations management creates consistency between operations and keeps production systems alive.

Production management is focused on the creation and operation of production systems. "Operational management" is aimed at managers in order to understand the relationship between the processes occurring in the preparation, production and sale of products, as well as possible problems and ways to resolve them.

Rice. 3 Operating system management matrix:

The matrix represents 12 sectors of management, each of which is somehow connected with all the others and has its own specifics in management.

There are many conflicts in the management process. main reasons which is:

Þ resource sharing;

Þ the relationship of unity of goals and differences in tasks;

Þ poor communication system;

Þ competence linked to point 2;

Þ various values;

Þ psychological features.

Completing the main task production (or operational) function (efficient transformation of incoming flows into outgoing) should be directed to achievement strategic goal organizations - survival in long term through increase its competitiveness .

The main indicator of increasing the competitiveness of an organization is an increase in the number of users of the results of the organization's activities, which directly leads to an increase in outgoing flows.

Thus, the production system can be represented as "costs - transformation - output", subject to the criteria of planning, analysis and control, which ensures consistent production management.

All activity of the enterprise is a complex single system consisting of a network of subordinate subsystems. A subsystem can be represented as a subdivision of the first order of a single or whole complex system.

One of the reasons for the decline in production is a decrease in the level of manageability of enterprises. Overcoming the decline in production can be carried out not only through external investment in manufacturing sectors, but also through the mobilization of their own resources, which indicates the importance of effective production management.

Topic 3. Basics of production organization

Manufacturing process.

Enterprise Design

The production cycle

Stage Planning of production capacities.

In the terminology of operational management, the word "capacity" (power) has the meaning: the ability to own, receive, store and adapt.

From the point of view of operational management, "Production capacity" is considered as the amount of output that a particular enterprise can achieve in certain period time and under specific market conditions.

In the practice of production management, there are several types of concepts that characterize production capacities: design, start-up, mastered, actual, planned, input and output by period, input, output, balance.

Target strategic planning

production capacity– providing methods for determining such a general level of capacity of capital-intensive resources – industrial premises, equipment and total volume work force that would best support a long-term competitive strategy.

The target level of production capacity has an impact on:

Þ the ability of the firm to respond to the actions of competitors;

Þ on the structure of its costs;

Þ on the stock management policy;

Þ on the need to organize the effective work of management personnel.

The main tasks of planning the scale of production:

1) determination of technological priority;

2) establishing the ratio of fixed and variable costs (operating leverage);

3) determination of physical constraints on the scale of production;

4) determination of the technical flexibility of the scale of production;

5) definition of environmental and sanitary restrictions.

The essence of capacity planning lies in the choice of an enterprise organization model.

Total power \u003d Number of constituent elements X Power of each element

The choice of the optimal organization model is influenced by three main elements:

BUT) technological features and technological optimality ;

B) economic efficiency (capital intensity and science intensity of one of the subsystems of the organization);

AT) marketing necessity (the need to disperse organizational subsystems due to the dispersal of certain indicators (consumers)).

The best operating level is the level of production capacity at which the production process was originally designed, and therefore the volume of production at which average cost units of production is minimal.

The design production capacity is determined in the process of designing production and reflects its capabilities for the operating conditions of the enterprise adopted in the project.

During each planning period, production capacity may change. The longer the planning period, the higher the likelihood of such changes.

B. Production cycle

The production cycle

The production cycle for the manufacture of a particular machine or its individual unit (part) is the calendar period of time during which this object of labor goes through all stages of the production process from the first production operation up to and including delivery (acceptance) of the finished product. Reducing the cycle allows each production unit (workshop, section) to complete a given program with a smaller volume of work in progress. This means that the company gets the opportunity to accelerate the turnover working capital, fulfill the established plan with lower costs of these funds, free up part of working capital.

The production cycle consists from two parts: from the working period, i.e., the period during which the object of labor is directly in the manufacturing process, and from the time of interruptions in this process.

The working period consists of the time of execution of technological and non-technological operations; the latter include all control and transport operations from the moment the first production operation is completed until the moment the finished product is delivered.

Structure of the production cycle(the ratio of its constituent parts) in various branches of engineering and at different enterprises is not the same. It is determined by the nature of the products, the technological process, the level of technology and the organization of production. However, despite the differences in structure, the opportunities for reducing the duration of the production cycle are inherent in both the reduction of working hours and the reduction of break times. The experience of advanced enterprises shows that at each stage of production and at each production site, opportunities can be found to further reduce the duration of the production cycle. It is achieved by carrying out various events both technical (design, technological) and organizational order.

Implementation production processes closely related to the methods of their implementation. There are three main types of organization of the movement of production processes in time:

¨ sequential, characteristic of single or batch processing or assembly of products;

¨ parallel, used in the conditions of in-line processing or assembly;

¨ parallel-serial, used in conditions of direct processing or assembly of products.

With a sequential type of movement, the production order - one part, or one assembled machine, or batch of parts 1 (series of machines 2) - in the process of their production goes to each subsequent operation of the process only after the processing (assembly) of all parts (machines) of this batch is completed ( series) in the previous operation. In this case, the entire batch of parts is transported from operation to operation at the same time. At the same time, each part of a batch of a machine (series) lies at each operation, first waiting for its turn of processing (assembly), and then waiting for the end of processing (assembly) of all parts of machines of a given batch (series) for this operation.

A batch of parts is the number of parts of the same name that are simultaneously launched into production (processed from one equipment setup). A series of machines is the number of identical machines simultaneously launched into an assembly.

On fig. 1 shows a graph of the sequential movement of objects of labor for operations. The processing time for a sequential type of movement of objects of labor Tpos is directly proportional to the number of parts in the batch and the processing time of one part for all operations, i.e.

Tpos \u003d Et * n,

where Et is the processing time of one part for all operations in minutes; n is the number of parts in the batch.

With a parallel type of movement, the processing (assembly) of each part (machine) in a batch (series) at each subsequent operation begins immediately after the end of the previous operation, regardless of the fact that the processing (assembly) of other parts (machines) in the batch (series) at this operation not finished yet. With such an organization of the movement of objects of labor, several units of the same batch (series) can be simultaneously processed (assembled) at different operations. The total duration of the processing (assembly) process of a batch of parts (series of machines) is significantly reduced compared to the same process performed sequentially. This is a significant advantage of the parallel type of movement, which can significantly reduce the duration of the production process.

The processing time (assembly) of a batch of parts (series of machines) with a parallel type of movement Tpar ​​can be determined by following formula:

Tpar \u003d Et + (n - 1) * r,

where r is the release stroke corresponding to this case the longest operation, in min.

However, with a parallel type of movement, in the process of processing (assembling) a batch of parts (machines) at some workplaces, downtime of people and equipment may occur (Fig. 2), the duration of which is determined by the difference between the cycle and the duration of individual operations of the process. Such downtime is inevitable if the operations following one another are not synchronized (not aligned in their duration), as is usually done on production lines. Therefore, the practical application of the parallel type of movement of objects of labor is certainly expedient and economically advantageous in the case of a streamline organization of the production process.

The need to equalize (synchronize) the duration of individual operations significantly limits the possibility of widespread use of the parallel type of movement, which contributes to the use of the third - parallel-sequential type of movement of objects of labor.

The parallel-sequential type of movement of objects of labor is characterized by the fact that the process of processing parts (assembly of machines) of a given batch (series) at each subsequent operation begins earlier than the processing of the entire batch of parts (assembly of machines) at each previous operation is completely completed. Details are transferred from one operation to another in parts, transport (transfer) parties. The accumulation of some parts in previous operations before starting sodium processing in subsequent operations (production reserve) avoids downtime.

The parallel-sequential type of movement of objects of labor can significantly reduce the duration of the production process of processing (assembly) in comparison with the sequential type of movement. The use of a parallel-sequential type of movement is economically feasible in cases of manufacturing labor-intensive parts, when the duration of process operations fluctuate significantly, as well as in cases of manufacturing low-labor-intensive parts in large batches (for example, normals of small unified parts, etc.).

With a parallel-sequential type of movement of objects of labor, there can be three cases of combining the duration of operations:

1) the previous and subsequent operations have the same duration (t 1 = t 2);

2) the duration of the previous operation t2 is greater than the duration of the subsequent t 3 , i.e. t 2 > t 3 ;

3) the duration of the previous operation t3 is less than the duration of the subsequent t 4, i.e. t 3< t 4 .

In the first case, the transfer of parts from operation to operation can be organized piece by piece; for reasons of convenience of transportation, the simultaneous transfer of several parts (transfer batch) can be applied.

In the second case, a subsequent, shorter operation can be started only after the processing of all the parts in the previous operation included in the first transfer batch is completed. On fig. 3 it has mine in the transition from the first operation to the second.

In the third case (in Fig. 3 - the transition from the 3rd to the 4th operation), there is no need to accumulate details on the previous operation. It is enough to transfer one part to the subsequent operation and start processing it without any fear of the possibility of downtime. In this case, as in the first case, the transfer party is installed only for transport reasons.

The moment of starting work at each next operation (workplace) is determined according to the schedule or by calculating the minimum displacements c.

The minimum offset from 2 is determined by the difference between the durations of the previous larger t 2 and the subsequent smaller operations t 3, namely:

s 2 \u003d n * t 2 - (n - n tr) * t 3,

where n tr is the value of the transfer (transport) batch, which for the second case of combination of the duration of operations is determined from the ratio c 1 / t 1 (c 1 is the minimum offset of the first operation), in all other cases - from the conditions of ease of transportation.

The minimum design offset is included in the total process time T in the combination of activity times related to the second case. In the first and third cases, the minimum offset is set equal to the time required to form the transfer batch.

When determining the total duration of the production process with a parallel-sequential type of movement of objects of labor, one should take into account the estimated value of the displacement E with:

T pl \u003d E c + n * t k,

where t k is the duration of the last (final) operation in this production process.

Thus, the use of parallel and parallel-sequential types of movement of objects of labor makes it possible to reduce the duration of the production process, or, in other words, to reduce the production cycle for the manufacture of an object of labor.

Organizational measures are aimed at improving the maintenance of workplaces with tools, blanks, improving the operation of the control apparatus, intra-shop transport, storage facilities, etc. Restructuring the production structure of a plant, workshop, for example, organizing subject-closed production sites, which helps to reduce the time of interruptions in the production process by reducing the time of interoperational laying and transportation, it leads to a reduction in the duration of the production cycle; the introduction of in-line forms of organization of the production process gives a particularly significant economic effect.

Reducing the duration of the production cycle is one of the most important tasks of organizing production in an enterprise, on the proper solution of which its efficient, cost-effective operation largely depends.

Workflow planning

The essence of labor process planning and labor rationing is to determine the order of actions and the nature of the relationship of the organization's employees with each other, with equipment, consumers and other elements of the organization's environment.

The main principle of work design- correspondence between the human factor and the technical one (employee's abilities - equipment capabilities, psychological characteristics of the employee - the content of the work, etc.)

Work design includes:

· division of work into types;

· determining the content of each species;

· construction of work order.

One of the first questions to be addressed is determination of the optimal level of specialization :

Benefits of specialization
For management	For employees
1. Minimum training period 2. High productivity 3. Low wages 4. Possibility of tight control 5. Division of labor into skilled and unskilled 6. Use of high-performance special equipment	1. No special education required 2. Fast learning 3. Professional development
Disadvantages of Specialization
For management	For employees
1. The complexity of quality control, because there is no one responsible 2. Increased costs due to staff turnover, absenteeism, labor conflicts, etc. 3. Little opportunity to improve the process due to limited prospects for workers 4. Reduced flexibility of both individual processes and the organization as a whole 5. Increase in the number of inconsistencies in actions, the need for additional control mechanisms	1. Monotonous monotonous work 2. Dissatisfaction due to a small final contribution 3. Decreased employee flexibility 4. Poor improvement and inability to improve professional skills

The division of labor has economic, psychophysiological and social boundaries.

Economic boundaries determined by the duration of the production cycle. Psychophysiological - the degree of fatigue of workers due to the monotony of labor in monotonous operations.

social boundaries associated with the content of work.

Order construction of the labor process can be represented as follows:

Rice. Algorithm for planning and structuring the labor process

The division of labor can be technological, functional, vocational qualification .

At technological division of labor the production process is divided into separate phases, types of work, operations.

Functional division of labor involves the division of work performed depending on the role and place of various groups of workers in the production process.

Vocational and qualification division of labor associated with the division of workers according to professions (specialties), categories, categories.

In the planning of the labor process, the most popular are two approaches :

I. Expansion of labor duties.

II. Sociotechnical system of labor.

I. Choice of labor methods.

Types of losses

Taiichi Ohno (1912-1990), father of the Toyota Production System and lean manufacturing, being an ardent fighter against losses, identified 7 types of losses:

• losses due to overproduction;
• loss of time due to waiting;
• losses due to unnecessary transportation;
• losses due to unnecessary processing steps;
• losses due to excess inventory;
• losses due to unnecessary movements;
• losses due to the release of defective products.

Jeffrey Liker, who, along with Jim Womack and Daniel Jones, has extensively researched the Toyota manufacturing experience, points out the 8th type of waste in The Toyota Way:

• unrealized creative potential of employees.

It is also customary to single out 2 more sources of losses - muri and mura, which mean, respectively, "overload" and "unevenness":

mura— uneven work performance, such as a fluctuating work schedule, not caused by fluctuations in end-user demand, but rather by the characteristics of the production system, or uneven pace of work on an operation, forcing operators to rush first and then wait. In many cases, managers are able to eliminate unevenness by leveling out scheduling and being mindful of the pace of work.

Muri- overloading of equipment or operators that occurs when working at a higher speed or pace and with greater effort over a long period of time - compared to the design load (design, labor standards).

Basic principles

Jim Womack and Daniel Jones, in their book Lean: How to Eliminate Waste and Make Your Company Thrive, lays out the essence of lean manufacturing in the form of five principles:

1. Determine the value of a particular product.
2. Determine the value stream for this product.
3. Ensure the continuous flow of the product value stream.
4. Allow the user to pull the product.
5. Strive for perfection.

Other principles:

· Excellent quality (surrender from the first presentation, zero defects system, detection and solution of problems at the source of their occurrence);

· Flexibility;

· Establishing a long-term relationship with the customer (by sharing risks, costs and information).

Lean culture

Lean manufacturing is impossible without a lean culture. The main thing in Lean culture is human factor, team work. This is strongly supported by emotional intellect(EQ) workers. Lean-culture corresponds to a certain corporate culture.

Efficiency

In general, the use of lean manufacturing principles can have significant effects. Prof. O. S. Vikhansky argues that the use of tools and methods of lean production makes it possible to achieve a significant increase in the efficiency of the enterprise, labor productivity, improve the quality of products and increase competitiveness without significant capital investments.

- Why do companies build a production system?

It is built to improve business efficiency. The production system is first and foremost a philosophy. Another thing is how to make this philosophy work in practice. The goals are quite specific - to reduce the cost of production and increase the overall efficiency of the company.

Survival in the market is impossible without continuous improvement of production efficiency. Naturally, by analyzing the market, the company sets itself business goals for next year, but how to achieve these indicators? Many managers believe that it is very easy to increase production and improve product quality, you just need to buy new equipment, change technology, gain additional service staff and all. The judgment "Give money - there will be both quantity and quality" is fundamentally wrong. A plan of measures to improve production, drawn up taking into account such an ideology, will almost never be implemented and will remain only a plan for the sake of a plan, as a reply to the higher management. We are thinking about how to change technology, buy equipment, but we need to think about how to use people more efficiently.

Can TPS, which was developed for mechanical engineering and primarily for assembly and machining, be used in metallurgy?

As for TPS, it is also ideal for metallurgy. Why? The approach here is quite simple and universal: we set business goals, draw some kind of ideal picture and create a culture of continuous improvement aimed at changing people's thinking, at eliminating production losses. We are building our own production system - Substation RUSAL, which is uniquely compatible with the Russian mentality. What we take from the Japanese is only the basic principles of TPS, and all the tools are adapted to our conditions and production. After all, people are at the center of any system, and, as you know, they cannot be the same. In order for Substation RUSAL to develop successfully, our people need to understand that, first of all, this development will benefit them.

- Where does the work begin?

The first step is the development of people, because we must rely on someone. In the company, all employees are divided into four groups. The first group is top management, the second is plant managers and directors of areas, the third is kaizen teams, those people who become coaches for managers create reference areas where they show advantages new system and its difference from traditional approach to the organization of production. And the fourth, the most basic and massive group - foremen, foremen and workers.

- What are the first practical steps?

First of all, the key plants of the company are selected. A system of reference sections is created there, that is, a through flow is built - from finished products that our customer needs, to service operations. It analyzes what problems exist in all levels of production, a common problem and a common goal are formed.

- Who determines the problems and goals and how?

Responsibility, and consequently, the leadership role here belongs to the head of the enterprise. Therefore, it is very important to start development from this level. If the manager declares it his task to implement PS tools or implement PS at the plant, then this is just a PR stunt. The PS should be aimed at achieving a specific practical result (quality, productivity, reserves, cost, customer satisfaction, capacity utilization). Words about creating standards, implementing 5S, loyalty, and so on indicate a formal approach and show that the leader does not yet have a TPS mindset.

- How to teach a director?

It is not such a simple question - how to teach plant managers. Without getting their personal result, it is impossible to feel this philosophy, so they, too, must learn at their workplace. What is the director's job? In the development of the production system.

- In creating new production system tools?

No. That is, the manager, of course, must own the tools of the production system, although Toyota does not use such a concept at all, they talk about thinking and TPS skills. So, the director must understand how the system works. But the main thing for him is to set goals. He must see the ideal and show through setting goals and with his personal participation: colleagues, we are moving towards such and such a goal, I am responsible for this.

-What is the "ideal vision of production"?

Every leader wants to build an efficient enterprise, an efficient team. This is what will allow us to quickly not only solve, but also anticipate possible problems and apply effective countermeasures. The manager should broadcast this picture for his subordinates, and this is a criterion for his effectiveness.

- Where to see or how to create an "ideal production"?

Of course, it is impossible to create a production without problems. Where they say that we have no problems, they simply have not learned to see them, or they have come to terms with it. But to build a working model is not only possible, but also necessary, we must start with this. The creation of reference areas (and in the most problematic divisions) allows you to create an understanding of how TPS works, creates proven practices on how to train people. Further, the standard becomes a locomotive for other divisions, other plants to follow.

- What does it mean "other factories will reach for the standard"? Are they tasked with copying it?

Don't copy, make better. Everyone must create their own standard, their own through streams, create a team of coaches. However, in no case should they come to any factory and copy. The main thing is to understand why such a flow was built somewhere, what steps were used to achieve the goal, and do the same at home, adapting to your conditions.

- In addition to creating reference sites and methodological assistance, what else needs to be done?

The methodology itself needs to be developed. The company has opened several projects aimed at obtaining practices that really work and are adapted to our production:

• creation of an ideal production model;
• Consumer Support Center;
• production planning;
• introduction of a pulling system;
• increase in the output of value-added products;
• Supplier Development Center;
• creation of a single training center.

In order to create support project activities the company created:

• cross-functional groups for the development of projects aimed at improving the efficiency of production and production processes, product quality, efficiency in the use of capacities and labor resources;
• production system steering committee;
• motivation system (regulations on the FRP of factories, distribution procedure, provisions on bonuses for the distribution of PS, the “Improvements of the Year” contest, “RUSAL Professionals”, motivation for performance, participation in projects, kaizens, etc.), criteria and methods for evaluating directors in areas plants according to their contribution to the development of Substation RUSAL.

Today, we consider the Supplier Development Center to be one of the key projects in the company. The Production Development Directorate conducts trainings for our partners in the supply of raw materials and materials. We consider such trainings to be very effective, after which we speak the same language with our suppliers and, of course, in the future we hope for mutually beneficial cooperation, because by eliminating our losses and reducing our cost, the supplier can also supply us with products on more favorable terms.

The main point of such training is that our partners are trained on their own production sites and, mastering new knowledge, methods and approaches, they can look at their production in a new way.

Training was provided for two enterprises of the ENERGOPROM Group - OJSC Novocherkassk Electrode Plant and LLC Doncarb Graphite in Novocherkassk. Employees of these enterprises completed the first basic module on the Philosophy and Ideals of the RUSAL Production System. We'll lose. standardized work. Having received theoretical basis, colleagues went to their production sites(one model site was identified at each enterprise) and began to apply the knowledge gained in practice. First, the current situation was filmed, we observed how the production processes are going, we saw those losses that do not add value to the final product, we set goals for each of the sections. Colleagues proposed a lot of small improvements (kaizens), which were implemented right there in the learning process and confirmed their effectiveness, and an action plan was developed for further development.

We plan to continue cooperation, deepening knowledge and replicating good practices to other production sites. Perfection is to be striven for, no matter how easily that ideal can be attained.

Manufacturing systems are structures that involve people and equipment working together. They perform their functions in a certain space, conditions, working environment in accordance with the tasks. Production and production systems are made up of certain elements.

general characteristics

Production systems are able independently or in cooperation with each other to satisfy certain requests and needs of potential consumers through the services and goods produced. The emergence of such structures is determined by the emergence or formation of demand in the market. They must be adapted to meet the customer's need for a long time. Thus, the objectives of the production system are to manufacture and sell products needed in the market.

stages

The system is a sequence of operations associated with the transformation of materials and raw materials into services and goods. Within the framework of this complex, there is a change in the means used in the work. They go through the following stages:

Types of production systems

They are determined in accordance with the stages of the formation of modern industry. Depending on the methods of cost reduction, organization, technological level, the following types are distinguished:

1. Soft pre-scientific (military-anarchist).
2. Soft science based on flexible technologies (Toyotism).
3. Hard science (Fordism).

Let's take a closer look at these types of production systems.

Military anarchist structure

Such a system of production activity has the following features:

The management of the production system in this case is of a conflict nature. Actually, because of this, it is called military-anarchist. Within the framework of production, relations are rather unstable.

Fordism

G. Ford became the founder of this system of production. He developed a theory, the key provisions of which are:

1. High wages for workers.
2. Control over hours. The employee must work 48 hours a week, but no more.
3. Ensuring the best condition of machines, their absolute cleanliness.
4. Cultivating people's respect for themselves and for each other.

In accordance with these principles, an 8-hour day was introduced and wages were set twice as high as provided for in generally accepted norms. Ford, in addition, created schools with scholarships, opened a sociological laboratory in which research was carried out working conditions, leisure and life of employees. At the same time, he cared about potential consumers. In particular, special attention in production was paid to the quality of products, the development of a service network, cars were constantly improved, selling prices were reduced. The introduction of machines to carry out hard work and innovation was a strict requirement. Hygiene and cleanliness were also strictly controlled, the psycho-physiological characteristics of employees were taken into account when they were assigned to perform certain operations (requiring a creative look or monotonous). Ford was one of those who created the philosophy of practice. The merit of this man and others who have propagated similar ideas is to affirm key principles on which the organization of production systems is based. At present, they have not lost their relevance, but rather, on the contrary, they have become more than in demand.

Key Features

The main task of Fordism is to reduce production costs. Among the key features of the structure are the following:

1. Production conveyor.
2. Availability of a fleet of specialized vehicles.
3. Template simple work.
4. Forced rhythm defined by the pipeline.
5. Low qualification of personnel.
6. Serial (mass) production.
7. Small overhead for attracting resources to create a new conveyor.
8. High staff turnover.

Management

It included:

Toyotaism

The production systems discussed above do not differ in flexibility and ability to adapt to changing conditions. Toyotism is a response to the need for highly qualified specialists, the growth of industrial mobility. It acts as a modern production and economic system. Its key principle is to find the optimal combination of human values, learning, continuous adaptation to constantly changing conditions. It involves the involvement of highly qualified personnel, the use of semi-template and creative work. This structure employs flexible design and manufacturing systems. The whole company acts as a complex of highly specialized enterprises, a network of branches is developed.

The development of flexible production systems in Japan

They began to take root relatively recently, in the middle of the 20th century. The successful development of production systems of this type is noted in Japan. A computerized model began to operate at enterprises. It coordinates the information of all and ensures the continuity of work. A production and technical system of this type involves direct administration of the very course of production and control of inventories. The continuity of work is ensured by the delivery of materials "just in time" to the right place and in the required quantity. This model is called "kanban". planning department the enterprise weekly or monthly develops a schedule for the release of new products. However, he does not act as production scheme for each shop. The operational schedule, developed every day, coordinates the work of the main conveyor exclusively. Other workshops are connected through Japanese technology known throughout the world for its quality. Such popularity is ensured by strict control at the enterprise. Every employee in every company feels an individual responsibility for the manufactured products. For quality control, special circles are formed at the enterprise. Their members must continuously improve their skills and knowledge.

Principles

The main production systems in the modern world are based on:

1. Resource planning. In accordance with the general working projects, a forecast of the conjuncture, financial indicators, engineering developments, employment, and schedule is formed.
2. Quality control.
3. Control labor resources. It includes the study of individual characteristics of a person to ensure the continuity and safety of work. Enterprises are introducing flexible schedules, expanding the range of functions of employees. The workers themselves take part in the organization of production. Particular attention is paid to group and internal self-control of specialists.

Features of the Russian industry

Currently, enterprises have a model that covers all stages of the enterprise. These include not only the direct production of products, but also the supply of raw materials for its manufacture, as well as the sale finished products. The quality of the goods, the amount of costs, and the competitiveness of the enterprise depend on how efficiently the system is organized. As key factors The factors hindering the development of production systems in the Russian Federation are the lack of qualified managers and the lack of information about the potential and prospects for modernization.

Specifics of administration

Management of the production system is the conscious regulation of the entire operation of the enterprise. First of all, a project of the optimal model of the functioning of the company should be developed. Management involves making decisions about the location of facilities, the introduction of norms and standards. The functioning of the system must be constantly monitored. This means that the routes for the passage of orders must be established, the deadlines for their delivery must be determined. Equally important is the accounting of materials, assemblies, parts and products within the enterprise. Such control should be ensured at all stages of the company's work. To achieve competitiveness, an enterprise must produce a product in demand on the market. At the same time, it must have its own characteristics that distinguish it in better side from the products of other companies. In this regard, a team of specialists must develop a project for products that the enterprise will produce, or take advantage of existing promising developments.

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production system

A production system is a system for organizing industrial production.

Production in the broad sense of the word is the release of goods, the processing of raw materials and the provision of services related to this process (the latter is sometimes called operations).

Production is any process (procedure) for the transformation of a set of resources into products of a certain quality and composition.

Property (in philosophy, mathematics and logic) is an attribute of an object (object). For example, a red object is said to have the property of redness. A property can be thought of as a form of an object in itself, although it can have other properties as well.

According to another, refined definition, a property is a side of the manifestation of quality: a quality always exists in an object, and properties may or may not appear.

Moreover, the properties of an object depend on the way the object and the subject interact, for example, an apple is red when viewed with the eyes; sour (or sweet) if you taste it; useful if eaten; heavy if you put your head under it.

The object is its properties not only to the subject, but also to other objects, that is, properties can also appear during the interaction of objects with each other.

A property differs from the logical concept of a class in that it is not related to the concept of extensionality, and from the philosophical concept of a class in that a property is considered as distinct (separated) from the object that possesses it.

Any Property is relative: Property does not exist outside of relations to other Property and things. The property of things is inherent in them, they exist objectively, independently of human consciousness.

Property as a general, existing independently of individual things and included in the sphere of consciousness. Subjective idealism identifies Property with sensations and thus denies its objective character.

The difference between the types of researched properties largely determines the differentiation of sciences. Depending on how the Property changes, they can be divided into two types:

1) A property that does not have intensity and therefore cannot change it (for example, economic, historical, etc.);

2) A property that has a certain intensity in an object, which can be greater or lesser (for example, mass, temperature, speed).

If a humanitarian sciences deal mainly with the property of the first type, then natural science - physics, chemistry, astronomy, etc., and mathematics tend to explore, above all, the property of the second type.

The concept of property is inextricably linked with the concept of quality.

Improving the quality of products is of great importance for the manufacturer, consumer and the national economy as a whole. The release of high-quality products contributes to an increase in the volume of sales and return on capital, an increase in the prestige of the company.

The consumption of products of improved quality and greater consumer value reduces the unit cost of users and provides a more complete satisfaction of needs.

The national economy from high-quality products has a number of advantages: an increase in the export potential and the income side of the country's balance of payments, an increase in the living standards of the population and the authority of the state in the world community.

The deterioration of product quality leads to the emergence of reverse trends: a decrease in sales, profits and profitability, a decrease in exports, national wealth and the well-being of the people.

This implies the need for constant, purposeful, painstaking work of commodity producers to improve the quality of products in comparison with analogues of competitors.

Product quality is a set of product properties that determine its suitability to satisfy certain needs in accordance with the purpose. It is fixed for a specific period of time and changes when more advanced technology appears.

A product property is an objective feature of a product that can manifest itself during creation, operation or consumption. Products have many different properties that must be taken into account when they are designed, manufactured, stored, transported, operated, or consumed.

The term "exploitation" is applied to such products, which, in the process of use, consume their resource (machine). The term "consumption" refers to products that, when used for their intended purpose, are consumed by themselves (food).

Properties can be simple or complex. The simple ones include mass, capacity, speed, etc. To complex - reliability technical means, reliability of the device, maintainability of the machine and others.

A quantitative characteristic of one or more product properties that make up its quality, considered in relation to certain conditions its creation, operation or consumption is called an indicator of product quality.

According to the way of expression, product indicators can be natural (meters, kilometers), relative (percentages, coefficients, points, indices), as well as cost.

According to the stage of determination - predicted, design, normative, actual.

According to the characterized properties, the following groups of indicators are used: purpose, reliability, transportability, safety, economy, patent law, technological, ergonomic, aesthetic. Purpose indicators characterize the properties of the product that determine the main functions for which it is intended.

Reliability is the property of an object to keep in time within the established limits the values ​​of all parameters and required functions. The reliability of an object, depending on the purpose and conditions of its use, includes non-failure operation, durability, maintainability and persistence.

Ergonomic indicators characterize the convenience and comfort of consumption (operation) of the product at the stage of the functional process in the "man-product-environment of use" system.

Manufacturability indicators include: specific labor intensity, material consumption, energy consumption of manufacturing and maintenance.

Transportability indicators characterize the suitability of products for transportation. Patent-legal indicators testify to patent purity, patent protection, as well as the possibility of unhindered sales of products on the world market.

Environmental indicators characterize the level of harmful effects on the environment.

An indicator of product quality that characterizes one of its properties is called a unit indicator (power, caloric content, etc.). A complex indicator is one that characterizes several of its properties. Complex indicators are divided into group and generalized. The group indicator is determined by a set of individual indicators.

The purpose of quality control is to ensure the established quality of products, prevent defects, and prevent the release of low-quality products.

Responsibility for product quality is borne by all employees of the enterprise. Availability of various quality control and officials depends on the size of the company and functional duties personnel.

Means of product quality control are instrumentation, tools and automatic control devices. Particularly effective are the automatic controls built into technological equipment providing control directly in the process of manufacturing products. This reduces the number of controllers and prevents the occurrence of marriage.

Types of quality control are established depending on the nature of production and product quality requirements. There are the following types of control:

a) group - by a group of related operations associated with the complete or partial processing of a part;

b) operational control of compliance with the technological process in the production of great complexity and accuracy;

c) selective - a certain number of products selected as representatives are controlled;

d) solid - carried out over each product. By appointment, control is divided into intermediate and final.

Product quality control methods: external inspection, dimensional inspection, mechanical and physical properties, checking for environmental cleanliness. Special place takes the statistical method technical control quality. The mathematical basis of this method is the theory of probability.

For a technological process that is at the stage of statistical control of product quality, it is possible to establish a statistical method of control, the essential features of which are:

a) regularity of systematic observations;

b) control of selective samples;

c) plotting the results of observations on a control chart;

d) the use of control results to adjust the conditions of the technological process and prevent marriage.

Expert methods for assessing product quality are based on the use of generalized experience and intuition of specialists and product consumers. They should be used when it is impossible or difficult to use more objective methods of control. The expert method is also used to characterize aesthetic properties.

The object of production management is production and production systems. The production system is a purposeful process, due to which the individual elements of the system are transformed into useful products.

The complete operating system of an organization is called the operating system.

In cybernetics, a system is understood in one way or another as an ordered set of elements or parts interacting with each other. Any system is a collection of interacting components. Moreover, each component can represent an independent system that includes simpler elements.

Operating system consists of subsystems.

For complete description the system needs to know the state of the elements, as well as the state of the connections between them - the state of the inputs and outputs.

The processing subsystem performs productive work directly related to the transformation of input values ​​into output results.

The support subsystem performs the functions of providing the processing subsystem.

A model can be viewed as a copy, or an abstract reflection, of the main characteristics of a process. The model reflects the links between cause and effect, between desires and possibilities.

The set of system elements is divided into managed and control objects, i.e. managed and control subsystems.

To manage the system means ensuring its purposeful behavior in changing conditions. This is achieved by proper organization and development.

Production systems include: planning, analysis, control

Planning is a statement of the problem, forecasting, setting goals, developing a strategy for their implementation, determining the conditions and means to achieve the goal. The functioning of the system is ensured by regulation, which includes accounting and control. Decisions are made during the planning process. Then the conditions for its implementation are created, and the system begins to function. However, under the influence of internal and external factors, deviations from the intended goals may occur. Regulation is aimed at neutralizing the causes of deviations and ensuring the desired course of development of the system.

Rice. 2. The mechanism of functioning of the production system

To ensure the functioning of the system, information is collected, stored and processed to calculate indicators characterizing the functioning of the system and their analysis.

Control involves monitoring the progress of achieving goals, checking the implementation of management decisions and assessing their consequences.

Regulation allows you to identify problems that require new management decisions, new organizational structures. The consequences of these decisions will again be regulated and controlled.

The main function of the production system is the release of products. Production includes directly technological processes and auxiliary operations associated with the manufacture of products. Production management is associated with the preparation of calendar plans, the establishment of production standards, the improvement of technology, quality control, the processing of materials, etc.

The planning and control subsystem receives from the processing subsystem information about the state of the system and work in progress. Information can come from the internal and external environment of the organization.

For example, information about product demand, resource costs, technology trends, government documents, and so on comes from the external environment.

The planning and control subsystem processes information and makes decisions about how the processing subsystem should work.

The production system can be represented as "cost - transformation - output", subject to the criteria of planning, analysis and control, which ensures consistent production management.

All activity of the enterprise is a complex single system consisting of a network of subordinate subsystems. A subsystem can be represented as a subdivision of the first order of a single or whole complex system. The structure of the system may include subdivisions of subsequent orders, i.e., second, third, etc. An example is the relationship of a complex system and subsystems in industry (Fig. 3).

Rice. 3. Relationships in industrial system

On fig. 3 shows the concept of a product that ensures the profitability of production and distribution.

This concept is characterized by direct and feedback links between individual subsystems: research, design, development, production, distribution. Each subsystem should contribute to the achievement of a common goal, although it decides specific tasks. For example, the subsystem "research" may include the definition of directions for the development of the project; drawing up a development schedule; calculation of cost estimates and cost control methods; determination of the reliability of the product being developed, etc. The subsystem "personnel" can be distinguished, including the calculation of the need for personnel, which involves taking into account the nature of the work; determination of requirements for the qualification of employees; definition of production standards.

Elements of the production system

The elements of the production system are: the production process, resources, products.

1. The production process (conversion) is a sequence of actions and operations for the transformation of raw materials and materials into goods and services.

The improvement of the production process is based on the process of changing the means of production, which goes through the following successive stages:

mechanization - the partial use of machines for work previously performed by people;

· higher stage‚-automation; this is a complete transfer of mechanical operations to machines, leading to minimal human participation in the production process;

standardization - the uniformity of goods, parts and operations for their manufacture, making people and parts interchangeable (mass production);

computerization of production processes from the stage of development to the management of the production process; as a result, opportunities are created for flexible readjustment of machines for the production of a diverse range of products.

Resources -materials, raw materials, labor

Materials and raw materials.

The current trend: the transition from cheap simple natural resources to synthetic specialized resources.

purposeful change of physical and chemical properties objects of labor;

assembly or separation of parts or other items;

preparation of an object for another technological operation, transportation, control operation or storage;

planning, calculation, communication or obtaining information‚ design.

Modern tendencies: Rrest values ​​of last operations

Labor is a technological characteristic of labor as an element of a production operation. That is, we are talking about the content of labor, the degree of uniformity, rhythm, role in the performance of the operation (the place of the worker in production).

Types of labor (determined by the level of scientific and technological development of production).

1. Template labor is distinguished by the uniformity of the operations performed, the uniformity and rhythm of work, permanent place actions. It is strictly subordinated to the existing technological schemes and principles of activity. It is estimated by the accuracy of fulfillment of the production standards adopted for these conditions. For example, a worker on an assembly line, a typist. Strict regulation of activities. Rigid division of labor into organization labor and performing labor. The responsibility of the contractor for the results of labor is limited.

2. Semi-template work. The employee performs a complete set of operations and is responsible for the functioning of a specific production area. If necessary, the semi-template worker adjusts the labor process in accordance with changing conditions. For example, builders, plasterer-painter; office workers, laboratory assistants, statisticians. The contractor performs a number of organizational functions and bears certain individual responsibilities.

3. Creative work is based on a critical understanding of the accumulated practical and theoretical experience, on the search for new ideas and hypotheses, and on their basis - more advanced technologies and forms of organization. Knowledge workers - working through knowledge. For example, an assistant secretary, a doctor, a lawyer, a teacher, etc. In the conditions of scientific and technical progress, creative work goes beyond the traditional spheres of its distribution and is increasingly being introduced into the production process: adjusters automated systems, operators, constructors, designers, etc.

4. Products are the result of the activities of a company or production unit (desired composition and type).

Depending on the range of products produced, the manufacturing process can be complex or simple. A simple process involves the release of a single product or service; complex - involves the use of various resources and the release of a wide range of products. The latter requires the design of the "resources - products" process, taking into account a combination of different goals.

Single (design) production- this is a production focused on the production of products of a diverse and non-permanent nomenclature for a specific purpose, when each unit of production is unique.

A variety of unit production is the implementation of large projects, when all the resources of the production system in a given period are directed to the implementation of one or more projects. (Production of the largest machines, unique instruments, powerful hydraulic machines, and generators, rolling mills, nuclear reactors, etc.).

Signs of foodini production

1. wide, non-repetitive product range;

2. decentralization of production activities for specialized units;

3. single non-repetitive nature of the production process;

4. production of products by order of consumers, taking into account their requirements;

5. use in the production process of highly skilled labor, generalists, with a large volume handmade;

6. long production cycle with a large volume of work in progress;

7. planning the activities of the company, depending on the availability of orders and the timing of production;

8. Quality control on an individual basis for each product.

Mass production- this is a production focused on the production of structurally identical products (machine tools, motors) in certain batches and during a specified period.

Depending on the number of simultaneously manufactured products included in one series, small-batch, medium-batch and large-batch are distinguished. mass production.

Signs of mass production

1. production in series of a wide range of repeating homogeneous products;

2. decentralization of production activities by production units according to the technological principle;

3. production of products on orders (small-scale and medium-scale production) and for previously unknown consumers (mainly large-scale production);

4. frequency of production of products in series;

5. the use of workers of medium qualification, with the assignment of several operations to them with a small amount of manual labor;

6. short duration of the production process;

7. use of specialized equipment with fixed jobs;

8. different requirements for the processing of products and different routes for the passage of products (may not be all sites and divisions);

9. automation of quality control using statistical methods of product quality management.

Mass production- production focused on the release of a limited range of standardized products (products) in large volumes over a relatively long period of time.

Signs of mass production

1. continuity of a limited range of homogeneous products (differences may be in configuration modifications);

2. use for the manufacture of standard units of the same type, raw materials, materials supplied from outside, or manufactured at the enterprise itself;

3. availability of specialized, automated, mass production, with the specialization of jobs in the performance of specific operations (conveyor production);

4. the use of low-skilled workers performing a specific assigned operation;

5. short duration of the production process;

6. continuous dispatching of production using automated enterprise management systems (ACS);

7. careful production planning; integrated use of all productivity growth factors;

8. full automation of quality control with the wide use of statistical methods of product quality management.

A production system with a continuous processing process is a production focused on the production of significant volumes of homogeneous products, measured in units of length, weight, with a continuous flow of processed resources (production of rolled products, oil products, chemical, pulp and paper products).

Stages of development of the modern industrial production system and its main types

Depending on the level of technological development, organization and cost reduction methods, there are three types of production systems:

2. Rigid scientific production system (Fordism).

3. Soft scientific system based on flexible production technologies (Toyotism).

1. Soft pre-scientific production system (military-anarchist system).

Signs:

At the heart of the capture of new markets for products due to its reduction in price (maximization of action).

Factory and manufactory production, the first is based on the mechanization of production, the transfer of basic technical functions car‚ simple narrow specialties. The system of universal machines (non-specialized machines and equipment).

Monotonous routine semi-template and template work.

Forced rhythm of labor, given by the operation of the machine.

Extensive use of human and material resources in order to make them cheaper.

Simple labor process.

The conflict nature of production management. Hence the name military - anarchist. At the heart of supervision over workers. Relationship instability. Use of unequal exchange and foreign markets (creation of acute conflict situations at enterprises and in relations with partners).

Rigid scientific production system (Fordism)

Purpose: reduction of production costs.

Conveyor production. System of specialized machines. technological imperative.

Simple template work; low qualification of workers, forced labor rhythm set by the conveyor.

Mass, serial production (stable, repetitive production of uniform goods and services).

Management of equipment, technologies, inventory and production stocks.

Low organizational costs - costs associated with attracting resources when organizing a new production of goods and services - high staff turnover foreign markets.

Production and operational management.

1. Production planning (carried out in the form of rationing of material, labor and financial resources).

2. Routing - development of a sequence of operations and ways of passing products through production equipment.

3. scheduling- work schedule and coordination of different stages and methods of product processing. Serial transfer of output or parallel processing.

4. Dispatching - the distribution of production tasks and route flow charts among the divisions of the company.

5. Product quality control.

6. NOT (improvement of production methods and distribution of duties among workers).

Soft manufacturing system- flexibility and adaptation to changing conditions

production system

It appeared as a response to the growth of flexibility and mobility of production, the need for highly educated personnel for modern production; modern type of post-industrial economic growth.

The main principle is to find the optimal combination of human values, organizational learning and continuous adaptation to changing conditions.

Flexible production system (computerized production capable of adapting to different variants of the same operations).

Flexible production systems, including workshop systems, project production and the firm as a system of highly specialized enterprises.

network structures.

High qualification of employees; the use of creative and semi-template labor; highly skilled labor of the operator supervising the production process.

High organizational costs - the costs of finding, attracting and retaining resources in the firm.

Directions of production process management.

Features of the organization of the production management process in the conditions of soft production systems:

1. Systematic process control

2. Inventory management

A computerized system that coordinates the data of all departments in order to ensure an uninterrupted production process.

Just-in-time, kanban is a continuous inventory management process in which small batches of ordered materials are delivered by team to the right place at the right time.

3. Manufacturing Resource Planning

Design. Based on long-term master plans, a forecast is made market conditions, engineering plan, financial indicators, employment planning, and production schedule.

4. Target product quality management

Quality assurance systems. Statistical control over production and product quality.

5. Control by human resourses

Ergonomics (the study of human characteristics in order to ensure the safety and continuity of production processes). Horizontal rotation of workers. Expanding the range of their functions; flexible work schedules, flexible conveyor lines.

Participation of the workers themselves in the process of organizing production processes (quality circles)‚ work schedule.

The big role of group and internal self-control of workers.

The big role of informal organizational structures and " corporate culture".

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production system

A production system is a system for organizing industrial production.

Production in the broad sense of the word is the release of goods, the processing of raw materials and the provision of services related to this process (the latter is sometimes called operations).

Production is any process (procedure) for the transformation of a set of resources into products of a certain quality and composition.

Property (in philosophy, mathematics and logic) is an attribute of an object (object). For example, a red object is said to have the property of redness. A property can be thought of as a form of an object in itself, although it can have other properties as well.

According to another, refined, definition, a property is a side of the manifestation of quality: a quality always exists in an object, and properties may or may not appear.

Moreover, the properties of an object depend on the way the object and the subject interact, for example, an apple is red when viewed with the eyes; sour (or sweet) if you taste it; useful if eaten; heavy if you put your head under it.

The object is its properties not only to the subject, but also to other objects, that is, properties can also appear during the interaction of objects with each other.

A property differs from the logical concept of a class in that it is not related to the concept of extensionality, and from the philosophical concept of a class in that a property is considered as distinct (separated) from the object that possesses it.

Any Property is relative: Property does not exist outside of relations to other Property and things. The property of things is inherent in them, they exist objectively, independently of human consciousness.

Property as a general, existing independently of individual things and included in the sphere of consciousness. Subjective idealism identifies Property with sensations and thus denies its objective character.

The difference between the types of researched properties largely determines the differentiation of sciences. Depending on how the Property changes, they can be divided into two types:

1)A property that does not have intensity and therefore cannot change it (for example, economic, historical, etc.);

2)A property that has a certain intensity in an object, which can be greater or lesser (for example, mass, temperature, speed).

If the humanities deal mainly with the Property of the first type, then the natural sciences - physics, chemistry, astronomy, etc., as well as mathematics, strive to investigate, first of all, the Property of the second type.

The concept of property is inextricably linked with the concept of quality.

Improving the quality of products is of great importance for the manufacturer, consumer and the national economy as a whole. The release of high-quality products contributes to an increase in the volume of sales and return on capital, an increase in the prestige of the company.

The consumption of products of improved quality and greater consumer value reduces the unit cost of users and provides a more complete satisfaction of needs.

The national economy from high-quality products has a number of advantages: an increase in the export potential and the income side of the country's balance of payments, an increase in the living standards of the population and the authority of the state in the world community.

The deterioration of product quality leads to the emergence of reverse trends: a decrease in sales, profits and profitability, a decrease in exports, national wealth and the well-being of the people.

This implies the need for constant, purposeful, painstaking work of commodity producers to improve the quality of products in comparison with analogues of competitors.

Product quality is a set of product properties that determine its suitability to satisfy certain needs in accordance with the purpose. It is fixed for a specific period of time and changes when more advanced technology appears.

A product property is an objective feature of a product that can manifest itself during creation, operation or consumption. Products have many different properties that must be taken into account when they are designed, manufactured, stored, transported, operated, or consumed.

The term "exploitation" is applied to such products, which, in the process of use, consume their resource (machine). The term "consumption" refers to products that, when used for their intended purpose, are consumed by themselves (food).

Properties can be simple or complex. The simple ones include mass, capacity, speed, etc. The complex ones are the reliability of technical means, the reliability of the device, the maintainability of the machine, and others.

A quantitative characteristic of one or more product properties that make up its quality, considered in relation to certain conditions of its creation, operation or consumption, is called an indicator of product quality.

According to the way of expression, product indicators can be natural (meters, kilometers), relative (percentages, coefficients, points, indices), as well as cost.

According to the stage of determination - predicted, design, normative, actual.

According to the characterized properties, the following groups of indicators are used: purpose, reliability, transportability, safety, economy, patent law, technological, ergonomic, aesthetic. Purpose indicators characterize the properties of the product that determine the main functions for which it is intended.

Reliability is the property of an object to keep the values ​​of all parameters and required functions within the established limits over time. The reliability of an object, depending on the purpose and conditions of its use, includes non-failure operation, durability, maintainability and persistence.

Ergonomic indicators characterize the convenience and comfort of consumption (operation) of the product at the stage of the functional process in the "man-product-environment of use" system.

Manufacturability indicators include: specific labor intensity, material consumption, energy consumption of manufacturing and maintenance.

Transportability indicators characterize the suitability of products for transportation. Patent-legal indicators testify to patent purity, patent protection, as well as the possibility of unhindered sales of products on the world market.

Environmental indicators characterize the level of harmful effects on the environment.

An indicator of product quality that characterizes one of its properties is called a unit indicator (power, caloric content, etc.). A complex indicator is one that characterizes several of its properties. Complex indicators are divided into group and generalized. The group indicator is determined by a set of individual indicators.

The purpose of quality control is to ensure the established quality of products, prevent defects, and prevent the release of low-quality products.

Responsibility for product quality is borne by all employees of the enterprise. The presence of certain quality control authorities and officials depends on the size of the enterprise and the functional responsibilities of the staff.

Means of product quality control are instrumentation, tools and automatic control devices. Particularly effective are automatic controls built into technological equipment that provide control directly in the process of manufacturing products. This reduces the number of controllers and prevents the occurrence of marriage.

Types of quality control are established depending on the nature of production and product quality requirements. There are the following types of control:

a) group - for a group of related operations associated with the complete or partial processing of a part;

b) operational control of compliance with the technological process in the production of great complexity and accuracy;

c) selective - a certain number of products selected as representatives are controlled;

d) continuous - carried out over each product. By appointment, control is divided into intermediate and final.

Product quality control methods: external inspection, dimensional check, mechanical and physical properties check, environmental cleanliness check. A special place is occupied by the statistical method of technical quality control. The mathematical basis of this method is the theory of probability.

For a technological process that is at the stage of statistical control of product quality, it is possible to establish a statistical method of control, the essential features of which are:

a) regularity of systematic observations;

b) control of selective samples;

c) plotting the results of observations on a control chart;

d) the use of control results to adjust the conditions of the technological process and prevent marriage.

Expert methods for assessing product quality are based on the use of generalized experience and intuition of specialists and product consumers. They should be used when it is impossible or difficult to use more objective methods of control. The expert method is also used to characterize aesthetic properties.

The object of production management is production and production systems. The production system is a purposeful process, due to which the individual elements of the system are transformed into useful products.

The complete operating system of an organization is called the operating system.

In cybernetics, a system is understood in one way or another as an ordered set of elements or parts interacting with each other. Any system is a collection of interacting components. Moreover, each component can represent an independent system that includes simpler elements.

An operating system is made up of subsystems.

For a complete description of the system, you need to know the state of the elements, as well as the state of the connections between them - the state of the inputs and outputs.

The processing subsystem performs productive work directly related to the transformation of input values ​​into output results.

The support subsystem performs the functions of providing the processing subsystem.

A model can be viewed as a copy, or an abstract reflection, of the main characteristics of a process. The model reflects the links between cause and effect, between desires and possibilities.

The set of system elements is divided into managed and control objects, i.e. managed and control subsystems.

To manage the system means ensuring its purposeful behavior in changing conditions. This is achieved by proper organization and development.

Production systems include: planning, analysis, control

Planning is a statement of the problem, forecasting, setting goals, developing a strategy for their implementation, determining the conditions and means to achieve the goal. The functioning of the system is ensured by regulation, which includes accounting and control. Decisions are made during the planning process. Then the conditions for its implementation are created, and the system begins to function. However, under the influence of internal and external factors, deviations from the intended goals may occur. Regulation is aimed at neutralizing the causes of deviations and ensuring the desired course of development of the system.

Rice. 2. The mechanism of functioning of the production system

To ensure the functioning of the system, information is collected, stored and processed to calculate indicators characterizing the functioning of the system and their analysis.

Control involves monitoring the progress of achieving goals, checking the implementation of management decisions and assessing their consequences.

Regulation allows you to identify problems that require new management decisions, new organizational structures. The consequences of these decisions will again be regulated and controlled.

The main function of the production system is the release of products. Production includes directly technological processes and auxiliary operations associated with the manufacture of products. Production management is associated with the preparation of calendar plans, the establishment of production standards, the improvement of technology, quality control, the processing of materials, etc.

The planning and control subsystem receives from the processing subsystem information about the state of the system and work in progress. Information can come from the internal and external environment of the organization.

For example, information about product demand, resource costs, technology trends, government documents, and so on comes from the external environment.

The planning and control subsystem processes information and makes decisions about how the processing subsystem should work.

The production system can be represented as "cost - transformation - output", subject to the criteria of planning, analysis and control, which ensures consistent production management.

All activity of the enterprise is a complex single system consisting of a network of subordinate subsystems. A subsystem can be represented as a subdivision of the first order of a single or whole complex system. The structure of the system may include subdivisions of subsequent orders, i.e., second, third, etc. An example is the relationship of a complex system and subsystems in industry (Fig. 3).

Rice. 3. Relationships in the industrial system

On fig. 3 shows the concept of a product that ensures the profitability of production and distribution.

This concept is characterized by direct and feedback links between individual subsystems: research, design, development, production, distribution. Each subsystem should contribute to the achievement of a common goal, although it solves specific problems. For example, the subsystem "research" may include the definition of directions for the development of the project; drawing up a development schedule; calculation of cost estimates and cost control methods; determination of the reliability of the product being developed, etc. The subsystem "personnel" can be distinguished, including the calculation of the need for personnel, which involves taking into account the nature of the work; determination of requirements for the qualification of employees; definition of production standards.

Elements of the production system

The elements of the production system are: the production process, resources, products.

1. The production process (conversion) is a sequence of actions and operations for the transformation of raw materials and materials into goods and services.

The improvement of the production process is based on the process of changing the means of production, which goes through the following successive stages:

mechanization - the partial use of machines for work previously performed by people;

· higher stage‚-automation; this is a complete transfer of mechanical operations to machines, leading to minimal human participation in the production process;

standardization - the uniformity of goods, parts and operations for their manufacture, making people and parts interchangeable (mass production);

computerization of production processes from the stage of development to the management of the production process; as a result, opportunities are created for flexible readjustment of machines for the production of a diverse range of products.

Resources - materials, raw materials, labor

Materials and raw materials.

Modern trend: transition from cheap simple natural resources to synthetic specialized resources.

purposeful change in the physical and chemical properties of objects of labor;

assembly or separation of parts or other items;

preparation of an object for another technological operation, transportation, control operation or storage;

planning, calculation, communication or obtaining information‚ design.

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Labor is a technological characteristic of labor as an element of a production operation. That is, we are talking about the content of labor, the degree of uniformity, rhythm, role in the performance of the operation (the place of the worker in production).

Types of labor (determined by the level of scientific and technological development of production).

Template work is distinguished by the uniformity of the operations performed, the uniformity and rhythm of work, and a constant place of action. It is strictly subordinated to the existing technological schemes and principles of activity. It is estimated by the accuracy of fulfillment of the production standards adopted for these conditions. For example, a worker on an assembly line, a typist. Strict regulation of activities. Rigid division of labor into organization labor and performing labor. The responsibility of the contractor for the results of labor is limited.

Semi-template work. The employee performs a complete set of operations and is responsible for the functioning of a specific production area. If necessary, the semi-template worker adjusts the labor process in accordance with changing conditions. For example, builders, plasterer-painter; office workers, laboratory assistants, statisticians. The contractor performs a number of organizational functions and bears certain individual responsibilities.

Creative work is based on a critical understanding of the accumulated practical and theoretical experience, on the search for new ideas and hypotheses, and on their basis - more advanced technologies and forms of organization. Knowledge workers - working through knowledge. For example, an assistant secretary, a doctor, a lawyer, a teacher, etc. Under the conditions of scientific and technological progress, creative work goes beyond the traditional spheres of its distribution and is increasingly being introduced into the production process: adjusters of automated systems, operators, designers, designers, etc.

Products are the result of the activities of a company or production unit (desired composition and type).

Depending on the range of products produced, the manufacturing process can be complex or simple. A simple process involves the release of a single product or service; complex - involves the use of various resources and the release of a wide range of products. The latter requires the design of the "resources - products" process, taking into account a combination of different goals.

Single (project) production- this is a production focused on the production of products of a diverse and non-permanent nomenclature for a specific purpose, when each unit of production is unique.

A variety of unit production is the implementation of large projects, when all the resources of the production system in a given period are directed to the implementation of one or more projects. (Production of the largest machines, unique instruments, powerful hydraulic machines, and generators, rolling mills, nuclear reactors, etc.).

Signs of a single production

Wide, non-repetitive product range;

Decentralization of production activities by specialized units;

The single non-repetitive nature of the production process;

Manufacture of products by order of consumers, taking into account their requirements;

Use in the production process of highly skilled labor, generalists, with a large amount of manual work;

Long production cycle with a large volume of work in progress;

Planning the activities of the company, depending on the availability of orders and the timing of production;

Quality control on an individual basis for each product.

Mass production- this is a production focused on the production of structurally identical products (machine tools, motors) in certain batches and during a specified period.

Depending on the number of simultaneously manufactured products included in one series, small-batch, medium-batch and large-batch production is distinguished.

Signs of mass production

Production of a wide range of repetitive homogeneous products in series;

Decentralization of production activities by production units according to the technological principle;

Manufacture of products on orders (small-scale and medium-scale production) and for previously unknown consumers (mainly large-scale production);

The frequency of production of products in series;

The use of workers of medium qualification, with the assignment of several operations to them with a small amount of manual labor;

Use of specialized equipment with fixed jobs;

Different requirements for the processing of products and different routes for the passage of products (may not be all sites and divisions);

Automation of quality control using statistical methods of product quality management.

Mass production- production focused on the release of a limited range of standardized products (products) in large volumes over a relatively long period of time.

Signs of mass production

Continuity of a limited range of homogeneous products (differences may be in configuration modifications);

Use for the manufacture of standard units of the same type, raw materials, materials supplied from outside‚ or manufactured at the enterprise itself;

Availability of specialized, automated, in-line production, with specialization of jobs in the performance of specific operations (conveyor production);

The use of low-skilled workers performing a specific fixed operation;

Short duration of the production process;

Continuous dispatching of production using automated enterprise management systems (APCS);

Careful production planning; integrated use of all productivity growth factors;

Full automation of quality control with the wide use of statistical methods of product quality management.

A production system with a continuous processing process is a production focused on the production of significant volumes of homogeneous products, measured in units of length, weight, with a continuous flow of processed resources (production of rolled products, oil products, chemical, pulp and paper products).

Stages of development of the modern industrial production system and its main types

Depending on the level of technological development, organization and cost reduction methods, there are three types of production systems:

Soft pre-scientific production system (military-anarchist system).

Rigid scientific production system (Fordism).

Soft scientific system based on flexible manufacturing technologies (Toyotism).

.Soft pre-scientific production system (military-anarchist system).

Signs:

At the heart of the capture of new markets for products due to its reduction in price (maximization of action).

Factory and manufactory production, the first is based on the mechanization of production, the transfer of basic technical functions to the machine, simple narrow specialties. The system of universal machines (non-specialized machines and equipment).

Monotonous routine semi-template and template work.

Forced rhythm of labor, given by the operation of the machine.

Extensive use of human and material resources in order to reduce their cost.

Simple labor process.

The conflict nature of production management. Hence the name military - anarchist. At the heart of supervision over workers. Relationship instability. Use of unequal exchange and foreign markets (creation of acute conflict situations at enterprises and in relations with partners).

Rigid scientific production system (Fordism)

Purpose: reduction of production costs.

Conveyor production. System of specialized machines. technological imperative.

Simple template work; low qualification of workers, forced labor rhythm set by the conveyor.

Mass, serial production (stable, repetitive production of uniform goods and services).

Management of equipment, technologies, inventory and production stocks.

Low organizational costs - expenses associated with attracting resources when organizing a new production of goods and services - high staff turnover, foreign markets.

System of production and operational management.

.Production planning (carried out in the form of rationing of material, labor and financial resources).

Routing - development of a sequence of operations and ways of passing products through production equipment.

Calendar planning - work schedule and coordination of different stages and methods of product processing. Serial transfer of output or parallel processing.

Dispatching - the distribution of production tasks and route-technological maps among the divisions of the company.

Product quality control.

NOT (improvement of production methods and distribution of duties among workers).

Soft production system - flexibility and adaptation to changing conditions

production system

It appeared as a response to the growth of flexibility and mobility of production, the need for highly educated personnel for modern production; modern type of post-industrial economic growth.

The main principle is to find the optimal combination of human values, organizational learning and continuous adaptation to changing conditions.

Flexible production system (computerized production capable of adapting to different variants of the same operations).

Flexible production systems, including workshop systems, project production and the firm as a system of highly specialized enterprises.

network structures.

High qualification of employees; the use of creative and semi-template labor; highly skilled labor of the operator supervising the production process.

High organizational costs - the costs of finding, attracting and retaining resources in the firm.

Directions of production process management.

Features of the organization of the production management process in the conditions of soft production systems:

1. Systematic process control

2. Inventory management

A computerized system that coordinates the data of all departments in order to ensure an uninterrupted production process.

Just-in-time, kanban is a continuous inventory management process in which small batches of ordered materials are delivered by team to the right place at the right time.

3. Manufacturing Resource Planning

Design. Based on long-term master plans, a market forecast, engineering plan, financial performance, employment planning, and production schedule are compiled.

4. Target product quality management

Quality assurance systems. Statistical control over production and product quality.

5. Human resource management

Ergonomics (the study of human characteristics in order to ensure the safety and continuity of production processes). Horizontal rotation of workers. Expanding the range of their functions; flexible work schedules, flexible conveyor lines.

Participation of the workers themselves in the process of organizing production processes (quality circles)‚ work schedule.

The big role of group and internal self-control of workers.

The big role of informal organizational structures and "corporate culture".

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