What is the organization of production. The purpose and objectives of the organization of the main production. Organization of production as an independent field of knowledge

Turovets O.G., Rodionov V.B., Bukhalkov M.I. Chapter from the book "Organization of production and enterprise management"
Publishing House "INFRA-M", 2007

10.1. The concept of the production process

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

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

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

Along with the technological production process, it also includes non-technological processes that do not aim to change the geometric shapes, sizes or physical and chemical properties of the objects of labor or to check their quality. Such processes include transport, storage, loading and unloading, picking and some other operations and processes.

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

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

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

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

serving processes are called, during the implementation of which the services necessary for the normal functioning of both the main and auxiliary processes are performed. These include, for example, the processes of transportation, warehousing, selection and picking of parts, etc.

AT modern conditions, especially in automated production, there is a trend towards the integration of main and service processes. So, in flexible automated complexes, the main, picking, warehouse and transport operations are combined into a single process.

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

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

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

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

10.2. Scientific principles of organization of production processes

Activities for the organization of production processes. Diverse production processes, which result in the creation of industrial products, must be properly organized, ensuring their effective functioning in order to produce specific types of products. High Quality and in quantities that meet the needs of the national economy and the population of the country.

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

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

During the development of the production structure, design calculations are carried out related to determining the composition of the equipment fleet, taking into account its productivity, interchangeability, and the possibility of effective use. Rational planning of divisions, placement of equipment, jobs are also being developed. Organizational conditions are being created for the smooth operation of equipment and direct participants in the production process - workers.

One of the main aspects of the formation of the production structure is to ensure the interconnected functioning of all components of the production process: preparatory operations, basic production processes, maintenance. It is necessary to comprehensively substantiate the most rational organizational forms and methods for the implementation of certain processes for specific production and technical conditions.

An important element in the organization of production processes is the organization of the labor of workers, which concretely realizes the combination of labor power with the means of production. Labor organization methods are largely determined by the forms of the production process. In this regard, the focus should be on ensuring a rational division of labor and determining on this basis the professional and qualification composition of workers, the scientific organization and optimal maintenance of workplaces, and the all-round improvement and improvement of working conditions.

The organization of production processes also involves a combination of their elements in time, which determines a certain order of execution of individual operations, a rational combination of execution time various kinds works, determination of calendar-planning standards for the movement of objects of labor. The normal course of processes in time is also ensured by the order of launch-release of products, the creation of the necessary stocks (reserves) and production reserves, the uninterrupted supply of workplaces with tools, blanks, materials. An important area of ​​this activity is the organization rational movement material flows. These tasks are solved on the basis of the development and implementation of systems operational planning production, taking into account the type of production and technical and organizational features of production processes.

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

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

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

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

In the practical activities of organizing production, priority in using the principles of differentiation or combination should be given to the principle that will provide the best economic and social characteristics production process. Thus, in-line production, which is characterized by a high degree of differentiation of the production process, makes it possible to simplify its organization, improve the skills of workers, and increase labor productivity. However, excessive differentiation increases worker fatigue, a large number of operations increases the need for equipment and production space, leads to unnecessary costs for moving parts, etc.

Principle concentration means the concentration of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work at individual workplaces, sections, workshops or production facilities of the enterprise. The expediency of concentrating homogeneous work in separate areas of production is due to the following factors: commonality technological methods, causing the need to use the same type of equipment; equipment capabilities, such as machining centers; an increase in the output of certain types of products; the economic feasibility of concentrating the production of certain types of products or performing similar work.

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

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

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

Principle specializations based on limiting the variety of elements of the production process. The implementation of this principle involves assigning to each workplace and each division a strictly limited range of works, operations, parts or products. In contrast to the principle of specialization, the principle of universalization implies such an organization of production in which each workplace or a manufacturing unit is engaged in the manufacture of parts and products of a wide range or the performance of dissimilar manufacturing operations.

The level of specialization of jobs is determined by a special indicator - the coefficient of consolidation of operations To z.o, which is characterized by the number of detail operations performed at the workplace for a certain period of time. Yes, at To z.o = 1 there is a narrow specialization of workplaces, in which during the month, quarter, one detail operation is performed at the workplace.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Rhythmic work without jerks and storms is the basis for increasing labor productivity, optimal equipment utilization, full use of personnel and a guarantee of high-quality output. The smooth operation of the enterprise depends on a number of conditions. Ensuring rhythm - complex task requiring improvement of the entire organization of production at the enterprise. Of paramount importance are proper organization operational planning of production, compliance with the proportionality of production capacities, improvement of the structure of production, proper organization of logistics and maintenance of production processes.

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

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

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

The discontinuous movement of objects of labor is associated with breaks that occur as a result of the aging of parts at each operation, between operations, sections, workshops. That is why the implementation of the principle of continuity requires the elimination or minimization of interruptions. The solution of such a problem can be achieved on the basis of observance of the principles of proportionality and rhythm; organization of parallel production of parts of one batch or different parts of one product; creation of such forms of organization of production processes, in which the start time of manufacturing parts for a given operation and the end time of the previous operation are synchronized, etc.

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

The principles of organization of production in practice do not operate in isolation, they are closely intertwined in each production process. When studying the principles of organization, one should pay attention to the paired nature of some of them, their interconnection, transition into their opposite (differentiation and combination, specialization and universalization). The principles of organization develop unevenly: in one period or another, some principle comes to the fore or acquires secondary importance. So, the narrow specialization of jobs is becoming a thing of the past, they are becoming more and more universal. The principle of differentiation is increasingly being replaced by the principle of combination, the use of which allows building a production process on the basis of a single flow. At the same time, under the conditions of automation, the importance of the principles of proportionality, continuity, direct flow increases.

The degree of implementation of the principles of organization of production has a quantitative dimension. Therefore, in addition to the existing methods for analyzing production, forms and methods for analyzing the state of the organization of production and implementing it should be developed and applied in practice. scientific principles. Methods for calculating the degree of implementation of some principles of the organization of production processes will be given in Ch. twenty.

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

10.3. Spatial organization of production processes

The production structure of the enterprise. The combination of parts of the production process in space is provided by the production structure of the enterprise. Under the production structure is understood the totality of the production units of the enterprise that are part of it, as well as the forms of relationships between them. In modern conditions, the production process can be considered in its two varieties:

• as a process of material production with the end result - marketable products;
• as a process of design production with the end result - a scientific and technical product.

The nature of the production structure of the enterprise depends on the types of its activities, the main of which are the following: research, production, research and production, production and technical, management and economic.

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

The composition of the divisions of the enterprise specializing in production activities, is determined by the features of the design of the manufactured products and the technology of its manufacture, the scale of production, the specialization of the enterprise and the established cooperative ties. On fig. 10.1 shows a diagram of the relationship of factors that determine the production structure of the enterprise.

Rice. 10.1. Scheme of interrelations of factors that determine the production structure of an enterprise

In modern conditions, the form of ownership has a great influence on the structure of the enterprise. The transition from state to other forms of ownership—private, joint-stock, lease—leads, as a rule, to a reduction in superfluous links and structures, the size of the control apparatus, and reduces duplication of work.

At present, various forms of enterprise organization have become widespread; There are small, medium and large enterprises, the production structure of each of them has the corresponding features.

The production structure of a small enterprise is simple. As a rule, it has a minimum or no internal structural production units at all. At small enterprises, the administrative apparatus is insignificant, and the combination of managerial functions is widely used.

The structure of medium-sized enterprises presupposes the allocation of workshops in their composition, and in the case of a non-shop structure, sections. Here, the minimum necessary to ensure the functioning of the enterprise, its own auxiliary and service units, departments and services of the management apparatus are already being created.

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

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

Development of the production structure of associations. The production structures of associations in modern conditions are undergoing significant changes. Production associations in the manufacturing industry, in particular in mechanical engineering, are characterized by the following areas for improving production structures:

• concentration of production of homogeneous products or performance of the same type of work in single specialized divisions of the association;
• deepening specialization structural divisions enterprises - industries, workshops, branches;
• integration in unified research and production complexes of work on the creation of new types of products, their development in production and the organization of production in the quantities necessary for the consumer;
• dispersal of production based on the creation of highly specialized enterprises of various sizes as part of the association;
• overcoming segmentation in the construction of production processes and the creation of unified production flows without the allocation of workshops, sites;
• universalization of production, which consists in the production of products for different purposes, completed from components and parts that are homogeneous in design and technology, as well as in organizing the production of related products;
• wide development of horizontal cooperation between enterprises belonging to different associations in order to reduce production costs by increasing the scale of production of the same type of products and full capacity utilization.

The creation and development of large associations brought to life a new form of production structure, characterized by the allocation in their composition of specialized industries of the optimal size, built on the principle of technological and subject specialization. Such a structure also provides for the maximum concentration of procurement, auxiliary and service processes. New form production structure is called multiproduction. In the 1980s, it was widely used in automotive, electrical and other industries.

The Nizhny Novgorod association for the production of automobiles, for example, includes a parent company and seven affiliated plants. The parent company has ten specialized production facilities: cargo, cars, engines, bridges trucks, metallurgical, forge-spring, tool, etc. Each of these industries unites a group of main and auxiliary workshops, has a certain independence, maintains close ties with other divisions of the enterprise and enjoys the rights established for the structural units of the association. A typical production structure is shown in fig. 10.2.

At a higher quality level, a multi-production structure was implemented at the Volga Automobile Plant. The manufacture of automobiles here is concentrated in four main industries: metallurgical, press, mechanical assembly and assembly and forging. In addition, ancillary production facilities have also been identified. Each of them is an independent plant with a closed production cycle. The structure of production includes workshops. But the workshops at the VAZ have undergone significant changes. They are freed from the worries of ensuring production, repair and maintenance of equipment, maintenance and cleaning of premises, etc. The only task left for the VAZ production workshop is to produce the products assigned to it in a quality and timely manner. The shop management structure is simplified as much as possible. These are the head of the shop, his two deputies for shifts, the heads of the sections, foremen, foremen. All the tasks of providing, preparing for production and servicing are solved centrally by the production management apparatus.

Rice. 10.2. Typical production structure

In each production departments have been created: design and technology, design, tool and equipment, analysis and planning of equipment repair. Here, unified services for operational scheduling and dispatching, logistics, organization of labor and wages have been formed.

The structure of production includes large specialized workshops: repair, manufacture and repair of equipment, transport and storage operations, cleaning of premises and others. The creation of powerful engineering services and production divisions in production, each of which fully solves the tasks assigned to them in its field, has made it possible, on a fundamentally new basis, to create normal conditions for the effective operation of the main production shops.

The organization of workshops and sections is based on the principles of concentration and specialization. Specialization of workshops and production sites can be carried out by type of work - technological specialization or by type of manufactured products - subject specialization. Examples of production units of technological specialization in a machine-building enterprise are foundry, thermal or electroplating shops, turning and grinding sections in machine shop; subject specialization - a workshop for body parts, a section of shafts, a workshop for the manufacture of gearboxes, etc.

If a complete cycle of manufacturing a product or part is carried out within a workshop or site, this subdivision is called subject-closed.

When organizing workshops and sites, it is necessary to carefully analyze the advantages and disadvantages of all types of specialization. With technological specialization, a high load of equipment is ensured, a high production flexibility is achieved when mastering new products and changing production facilities. At the same time, operational and production planning becomes more difficult, the production cycle is lengthened, and responsibility for product quality is reduced.

The use of subject specialization, allowing you to concentrate all work on the production of a part or product within the framework of one workshop, section, increases the responsibility of performers for product quality and task completion. Subject specialization creates the prerequisites for the organization of in-line and automated production, ensures the implementation of the principle of direct flow, simplifies planning and accounting. However, here it is not always possible to achieve a full load of equipment, the restructuring of production for the production of new products requires large expenditures.

Substantially closed workshops and sections also have significant economic advantages, the organization of which makes it possible to reduce the duration of the production cycle of manufacturing products as a result of the complete or partial elimination of oncoming or age-related movements, to simplify the planning system and operational management the course of production. The practical experience of domestic and foreign enterprises allows us to give the following grouping of rules that should be followed when deciding on the application of the subject or technological principle of building workshops and sections.

subject the principle is recommended to be applied in the following cases: with the release of one or two standard products, with a large volume and a high degree of stability in the production of products, with the possibility of a good balance of equipment and workforce, with a minimum of control operations and a small number of changeovers; technological- with the release of a large range of products, with their relatively low serialization, with the impossibility of balancing equipment and workforce, with a large number of control operations and a significant number of changeovers.

Organization of production sites. The organization of sites is determined by the type of their specialization. It involves solving a large number of tasks, including the selection of production facilities; calculation necessary equipment and its layout determining the size of batches (series) of parts and the frequency of their launch-release; assigning works and operations to each workplace, building schedules; calculation of the need for personnel; designing a system for servicing workplaces. AT recent times research and production complexes began to form in associations, integrating all stages of the cycle "Research - development - production".

For the first time in the country, four research and production complexes were created in the St. Petersburg association "Svetlana". The complex is a single division specializing in the development and production of products specific profile. It is created on the basis of the design bureaus of the head plant. In addition to the design bureau, it includes main production shops and specialized branches. Scientific and production activity of the complexes is carried out on the basis of on-farm calculation.

Scientific and production complexes carry out design and technological preparation of production, involving the relevant divisions of the association to perform work related to the development of new products. The head of the design bureau has been granted the rights of end-to-end planning of all stages of pre-production - from research to the organization of serial production. He is responsible not only for the quality and timing of development, but also for the development of serial production of new products and the production activities of the shops and branches included in the complex.

In the context of the transition of enterprises to market economy there is a further development of the production structure of associations on the basis of increasing the economic independence of their constituent units.

As an example of the creation and implementation of a new organizational form in the transition to a market economy, one can cite the creation of a joint-stock company - a research and production concern in the Energia association (Voronezh). More than 100 independent research and production complexes, first-level associations and enterprises with full legal independence and settlement accounts in a commercial bank have been created on the basis of the concern's divisions. When creating independent associations and enterprises, the following was used: a variety of forms of ownership (state, rental, mixed, joint-stock, cooperative); manifold organizational structures independent enterprises and associations, the number of which varies from 3 to 2350 people; variety of activities (scientific and production, organizational and economic, production and technical).

The concern has 20 subject and functional research and production complexes that combine research, design, technological divisions and production facilities specializing in the development and production of certain types of products or the performance of technologically homogeneous work. These complexes were created by reforming experimental and serial plants and on the basis of a research institute. Depending on the number and volume of work, they function as first-level associations, enterprises or small enterprises.

Research and production complexes fully showed their advantages during the period of conversion in the conditions of a sharp change in the range of products. After obtaining independence, the enterprises voluntarily organized first-level associations - research and production complexes or firms - and established a concern, centralizing 10 main functions in accordance with the Charter. The supreme governing body of the concern is the meeting of shareholders. The coordination of work on the implementation of centralized functions is carried out by the board of directors and the functional divisions of the concern, working on conditions of full self-sufficiency. Subdivisions performing service and support functions also work on a contractual basis and have full legal and economic independence.

Shown in fig. 10.3 and the so-called "circular" group management structure satisfies the requirements of the legislation Russian Federation. The Board of Directors coordinates the centralized functions of the concern within the framework of the Articles of Association in accordance with the idea of ​​a round table.

The circular (as opposed to the existing vertical) system of organization and management of production is based on the following principles:

Rice. 10.3. Circular management structure of Energia Concern

• on the voluntariness of the association of enterprises-shareholders for joint activities for the sake of obtaining maximum and stable profits through the sale of products and services in a competitive market in order to meet the social and economic interests of shareholders;
• voluntary centralization of part of the functions of enterprises for the organization and management of production, enshrined in the Charter of the joint-stock company;
• combination of benefits big company conditioned by specialization, cooperation and scale of production, with the advantages of small business forms and motivation of employees through ownership of property;
• a system of subject and functional research and production complexes interconnected on a technological basis, taking into account the advantages of specialization and cooperation;
• a system of contractual relations between research and production complexes and firms, supported by a system for satisfying self-supporting claims, including the regulation of the wage fund;
• transferring the center of current work on the organization and management of production from the top level vertically to the level of research and production complexes and independent enterprises horizontally on a contractual basis with the focus of the efforts of the top management on promising issues;
• implementation economic ties between companies through commercial Bank and the center of internal settlements in the relevant areas;
• increasing guarantees for solving social issues and protecting both independent enterprises and all shareholders;
• combination and development of various forms of ownership at the level of the concern and independent associations and enterprises;
• renunciation of the dominant role of the supreme governing bodies with the transformation of the functions of management and coordination of production into one of the varieties of activity of shareholders;
• working out the mechanism for combining the mutual interests of independent enterprises and the concern as a whole and preventing the danger of a rupture due to centrifugal forces of the technological principle of building the organization of production.

The circular structure provides for a fundamental change in the activities of subject research and production complexes, which take the lead in planning and ensuring horizontal interconnection of the activities of functional research and production complexes and firms on a contractual basis according to their nomenclature, taking into account changes in the market.

The planning and dispatching department within the framework of the Pribyl company was transformed, and a significant part of its functions and staff were transferred to subject research and production complexes. The attention of this service is focused on strategic tasks and coordination of the work of complexes and firms.

Concern Energia went through the process of privatization through lease and corporatization and received a certificate of ownership of the property, it was given the status of the Federal Research and Production Center.

10.4. Organization of production processes in time

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

The production cycle is a complex of the main, auxiliary and service processes organized in a certain way in time, necessary for the manufacture of a certain type of product. The most important characteristic of the production cycle is its duration.

Production cycle time- this is a calendar period of time during which the material, workpiece or other processed item goes through all the operations of the production process or a certain part of it and turns into finished products. The cycle time is expressed in calendar days or hours. Structure of the production cycle includes working hours and breaks. During the working period, the actual technological operations and preparatory and final works are carried out. The working period also includes the duration of control and transport operations and the time of natural processes. The time of breaks is due to the mode of work, interoperational storage of parts and shortcomings in the organization of labor and production.

The time between operations is determined by the breaks of batching, waiting and picking. Partion breaks occur when products are made in batches and are due to the fact that processed products lie until the entire batch has passed through this operation. In this case, it is assumed that a production batch is a group of products of the same name and size, launched into production for a certain time with the same preparatory and final period. Waiting breaks are caused by the inconsistent duration of two adjacent operations of the technological process, and picking breaks are caused by the need to wait for the time when all blanks, parts or assembly units included in one set of products are manufactured. Picking breaks occur during the transition from one stage of the production process to another.

In the most general view duration of the production cycle T ts is expressed by the formula

T c = T t+ T n –3 + T e+ T to + T tr + T mo + T ex, (10.1)

where T t is the time of technological operations; T n-3 - time of preparatory and final work; T e is the time of natural processes; T k is the time of control operations; T tr is the time of transportation of objects of labor; T mo — time of interoperational bedding (intra-shift breaks); T pr - the time of breaks due to the mode of work.

The duration of technological operations and preparatory and final works in the aggregate forms operating cycle T c.op.

Operating cycle- this is the duration of the completed part of the technological process, performed at one workplace.

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

At sequential type of movement the entire batch of parts is transferred to the next operation after the processing of all parts at the previous operation is completed. The advantages of this method are the absence of interruptions in the operation of the equipment and the worker at each operation, the possibility of their high load during the shift. But the production cycle with such an organization of work is the largest, which negatively affects the technical and economic performance of the workshop, enterprise.

At parallel motion parts are transferred to the next operation by a transport batch immediately after the end of its processing at the previous operation. In this case, the shortest cycle is provided. But the possibilities of using a parallel type of movement are limited, since prerequisite its implementation is the equality or multiplicity of the duration of the operations. Otherwise, interruptions in the operation of equipment and workers are inevitable.

At parallel-sequential type of movement parts from operation to operation, they are transferred by transport parties or by the piece. In this case, there is a partial combination of the execution time of adjacent operations, and the entire batch is processed at each operation without interruptions. Workers and equipment work without interruption. The production cycle is longer compared to a parallel one, but shorter than with a sequential movement of objects of labor.

Calculation of the cycle of a simple production process. The operational production cycle of a batch of parts with a sequential type of movement is calculated as follows:

(10.2)

where n- the number of parts in the production batch, pieces; r op is the number of technological process operations; t PCS i— time limit for each operation, min; FROM r.m i- the number of jobs occupied by the manufacture of a batch of parts for each operation.

The scheme of the sequential type of movement is shown in fig. 10.4, a. According to the data given in the diagram, the operating cycle of a batch consisting of three parts processed at four workplaces is calculated:

T c.seq = 3 (t pcs 1 + t pcs 2 + t pcs 3 + t pcs 4) = 3 (2 + 1 + 4 + 1.5) = 25.5 min.

The formula for calculating the duration of the operating cycle for a parallel type of movement:

(10.3)

where is the execution time of the operation, the longest in the technological process, min.

Rice. 10.4, a. Schedule of production cycles for the sequential movement of batches of parts

The graph of the movement of a batch of parts with parallel movement is shown in Fig. 10.4, b. According to the schedule, you can determine the duration of the operating cycle with parallel movement:

T c.par = ( t pcs 1+ t pcs 2+ t pcs 3+ t pcs 4)+ (3 – 1) t pcs 3 \u003d 8.5 + (3 - 1) 4 \u003d 16.5 min.

Rice. 10.4, b. Schedule of production cycles with parallel-sequential movement of batches of parts

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

A diagram of a parallel-sequential type of movement is shown in fig. 10.4, in. AT this case the operating cycle will be less than with a sequential type of movement, by the amount of combination of each adjacent pair of operations: the first and second operations - AB - (3 - l) t piece2 ; second and third operations - VG \u003d A¢B¢ - (3 -1) t pcs3 ; third and fourth operations - DE - (3 - 1) t pcs4 (where t pcs3 and t pcs4 have shorter time t piece core from each pair of operations).

Formulas for calculation

(10.4)

When performing operations on parallel workstations:

Rice. 10.4, c. Schedule of production cycles with parallel movement of batches of parts

When transferring products by transport parties:

(10.5)

where is the time to complete the shortest operation.

An example of calculating the duration of the cycle according to the formula (10.5):

T c.p-p \u003d 25.5 - 2 (1 + 1 + 1.5) \u003d 18.5 min.

The production cycle for manufacturing a batch of parts includes not only the operating cycle, but also natural processes and breaks associated with the mode of operation, and other components. In this case, the duration of the cycle for the considered types of movement is determined by the formulas:

where r op is the number of technological operations; FROM r.m - the number of parallel jobs occupied by the manufacture of a batch of parts for each operation; t mo — time of interoperational decubitus between two operations, h; T cm is the duration of one working shift, h; d cm is the number of shifts; To v.n - the planned coefficient of compliance with the norms in operations; To lane - coefficient of conversion of working time into calendar time; T e is the duration of natural processes.

Calculating the cycle time of a complex process

The production cycle of a product includes the cycles of manufacturing parts, assembling units and finished products, and testing operations. In this case, it is assumed that various parts are manufactured at the same time. Therefore, the cycle of the most labor-intensive (leading) part from among those supplied to the first operations of the assembly shop is included in the production cycle of the product. The duration of the production cycle of the product can be calculated by the formula

T c.p = T c.d + T c.b, (10.9)

where T ts.d - the duration of the production cycle for the manufacture of the leading part, calends. days; T c.b - the duration of the production cycle of assembly and test work, calend. days

Rice. 10.5. Complex process cycle

A graphical method can be used to determine the cycle time of a complex manufacturing process. For this, a cyclic schedule is drawn up. The production cycles of simple processes included in the complex one are preliminarily established. According to the cycle schedule, the lead time of some processes by others is analyzed and the total duration of the cycle of a complex process for the production of a product or a batch of products is determined as the largest sum of cycles of interconnected simple processes and interoperational breaks. On fig. 10.5 shows a cycle graph of a complex process. Cycles are plotted from right to left on the time scale partial processes from testing to manufacturing parts.

Ways and meaning of ensuring the continuity of the production process and reducing the cycle time

A high degree of continuity of production processes and a reduction in the duration of the production cycle is of great economic importance: the size of work in progress is reduced and the turnover of working capital is accelerated, the use of equipment and production areas is improved, and the cost of production is reduced. Studies carried out at a number of enterprises in Kharkov showed that where the average duration of the production cycle does not exceed 18 days, each spent ruble provides 12% more production than in factories where the cycle duration is 19–36 days, and 61% more than in a factory where products have a cycle of more than 36 days.

An increase in the level of continuity of the production process and a reduction in the duration of the cycle are achieved, firstly, by raising the technical level of production, and secondly, by measures of an organizational nature. Both paths are interconnected and complement each other.

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

Organizational measures should include:

• minimizing interruptions caused by interoperational waiting and batching interruptions through the use of parallel and parallel-sequential methods of movement of objects of labor and improving the planning system;
• construction of schedules for combining various production processes, providing a partial overlap in the time of performing related work and operations;
• reduction of waiting breaks based on the construction of optimized schedules for the manufacture of products and the rational launch of parts into production;
• the introduction of subject-closed and detail-specialized workshops and sections, the creation of which reduces the length of intra-shop and inter-shop routes, reduces the time spent on transportation.

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

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

Hence, the current tasks of the organization of production are:

• - creation of the necessary proportions in the production potential of the enterprise;
• - establishment of a rational balance of jobs and workers of relevant professions, qualifications;
• - coordination of the time of execution of operations by workshops, sections, workplaces;
• - distribution of labor tasks between employees;
• - creation of incentives to work;
• - organization of supply of workplaces with factors of production (equipment, tools, raw materials, etc.).

As can be seen from the formulation of tasks, the most important direction in the organization of production is the organization of jobs, the issuance of tasks to workers, and the achievement of conditions for the fulfillment of these tasks. Effective organization labor is impossible without the development of the basic principles of the organization of the production process as a whole. Let's take a closer look at these principles. To essential principles organization of the production process include the following:

Specialization. This principle of organization of production processes implies a strict division of labor within the enterprise. Certain production structures, sections, workers perform the specialized functions assigned to them. When production tasks change, the management of enterprises seeks to maintain specialization. For example, in carpentry the paint shop will continue to paint even when changing the range of furniture. Specialization can be object-specific (for the finished product as a whole), item-by-item (for the manufacture of individual parts) and operational (for the implementation of a separate operation of the technological process). Specialization has a number of advantages. The division of production into separate specialized operations allows you to automate the process. In addition, the performance of homogeneous functions allows employees to improve their skills and contributes to the growth of labor productivity. The quality of manufactured products is increasing. For example, in clothing industry operational and detailed specialization is used, in which each seamstress specializes in sewing pockets, cuffs, collars, etc. At the same time, specialization is often associated with the monotony and monotony of the work functions performed. This can lead to loss of interest in activities, contributing to work fatigue. As a result, staff turnover may occur.

Continuity. This principle assumes such an organization of the production process, in which stops are reduced to the minimum required values ​​or even completely eliminated breaks in the presence of the object of labor (raw material, semi-finished product) in processing. It involves the transfer of objects of labor from one operation to another without delays and downtime of equipment and workers. Implementation of the principle of continuity contributes to saving the working time of workers, reduces the time of equipment "idle". This ensures an increase in the economic efficiency of production. However, the absolutization of the principle of continuity is impossible. In particular, the employee needs breaks for short rest, lunch, etc. The continuity of production forces the management of the enterprise to organize work in night shifts, which adversely affects the health of workers, reduces labor productivity, and requires an increase in labor costs. Continuous operation of the equipment contributes to its breakdowns and accidents. When organizing production, one should strive to ensure optimal employment of both workers and equipment.

Rhythm. This is the regular repetition of certain processes. For example, every 15 minutes the assembly of one refrigerator is completed, every 2 minutes a seamstress sews a cuff to the sleeve, every 35 minutes a batch of bread is finished baking. All individual stages and the production process as a whole for the manufacture of a certain number of products are repeated after strictly established periods of time. Rhythm is expressed in the uniform release of products or the movement of objects of labor at the same time intervals at all stages of the technological chain. Rhythm is important when cooperating deliveries, when fulfilling contracts for the supply of products within strictly established deadlines. For example, delivery and installation of a panel house in 2 weeks. This allows you to plan the work of both suppliers and consumers of products. The implementation of the principle of rhythm, on the one hand, facilitates the solution of the problem of organizing production. This becomes the main task of the leader. On the other hand, there is a desire to ensure rhythm at any cost. So, in case of violation of the terms of delivery of finished products, workers are forced to work overtime, on weekends.

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

Proportionality. This principle of the organization of the production process presupposes the observance of the necessary proportions, certain relationships between the individual stages of production, as well as between the main, auxiliary and service processes. Proportionality is also observed when carrying out individual operations. For example, when building a house, a strictly defined number of bathrooms is required. In the production of 120 shirts, 240 sleeves need to be sewn. The essence of this proportionality boils down, first of all, to the observance of exact proportions in the size of production capacities, the availability of equipment for workshops and sections. For example, if this is sewing 120 shirts per month, then the fabric cutting capacity should correspond to this volume. If construction workers use 23 tons of mortar during a work shift, then the capacity of the mortar unit should correspond to this value. Of course, reserves should be provided in case of deviation from the norms. Yes, in certain period time, an increase in demand for the solution is possible, for example, up to 30 tons. The essence of proportionality comes down to the availability of real possibilities for the release of a given volume of output per unit of time at all stages of the production process. Violation of the principle of proportionality causes the emergence of so-called bottlenecks in one or another technological chain, which hinder the growth of production volumes. Disproportions also lead to underloads, deterioration in the use of equipment installed in other links of this chain. The task of the production organizer is to eliminate bottlenecks by acquiring new equipment, rational organization production (for example, increasing the number of shifts).

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

• - simultaneous processing of several units of the same products in different operations (for example, several sofas are produced at the same time);
• - Simultaneous execution of homogeneous operations at different workplaces (several seamstresses are busy sewing collars for shirts). An increase in the degree of parallelism of operations leads to a reduction in the duration of the production cycle and to saving working time. In addition, the principle of parallelism allows you to produce the right amount of products in a short time. So, when building a house, several masons are engaged in laying bricks into the walls at once.

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

Straightness. This is the principle according to which, when organizing the production process, the shortest distance of movement of objects of labor in the production process should be ensured. The movement of the manufactured part (or product) through workplaces, sections and workshops should be as straightforward as possible, should occur without return and oncoming movements. Straightness is achieved as a result of the rational placement of workshops, sections, jobs in the sequence of operations and individual stages, i.e., in the course of the technological process. For example, if a seamstress specializes in sewing on buttons, then her workplace will be located after those workers who are engaged in operations performed earlier. The packaging area is usually located after the main production areas. Assembly sites are located in such a way as to minimize the path to the sites supplying components. Consequently, the task of the production organizer is the rational placement of sites and workshops according to the technological chain.

Automatic. This principle implies such an organization of the production process, which achieves the highest possible level of automation or mechanization. Automation of the production process is designed to solve a number of technical, economic and social character. Separate types production is dangerous to human health, therefore, it is automated in the first place - this is the production of chemical reagents, nuclear energy, etc. The economic benefits of automation are that output increases, costs decrease, and the productivity of living labor increases. The social consequences of automation and mechanization of production are associated with an improvement in working conditions, an increase in its pay, an increase in the attractiveness of the workplace, advanced training, a decrease in health hazards, etc. The disadvantage of the process of automation and mechanization of production is an increase in its capital intensity, investment costs. Therefore, with small volumes of production, it is sometimes more economical to use a manual pile. For example, it is cheaper to dig a small ditch by hand than with the use of powerful construction equipment. Thus, in mass production, it is necessary to provide the working operations with machinery and equipment as much as possible. But it should be borne in mind that excessive specialization of this equipment can lead to higher production costs. If the equipment is used sporadically, idle, the cost of production increases.

Example 10 A packing machine worth 2 million rubles was purchased. and a capacity of 10 thousand packages per month, 100 thousand per year. Normative service life - 5 years. The standard cost of packaging is 4 rubles. for 1 item. The company only needs to pack 1,000 items per month. Consequently, the cost of packaging in one product is 10 times higher than the standard (40 rubles). In this situation, it may be necessary to pack the items manually. But if the cost of packaging by hand is more than 40 rubles. (for example, 50 rubles), this machine will be profitable even if it is underloaded.

These types and principles of organization of the production process are shown in fig. eight.

We continue to characterize the principles of the organization of the production process.

Flexibility. The principle of flexibility in the organization of production processes lies in the fact that in some cases production must be organized in such a way as to respond to market demands, quickly reorganize to produce new products. Flexibility is manifested in a change in the range of products, the volume of production; changing the parameters of the technological process; the ability of the main and auxiliary equipment to switch to

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

Rice. 8. Production process and principles of its organization

Optimality. This is the choice of such forms of organization of production, which provide the highest level of its economic efficiency. This is the choice of the optimal type of management, optimal sizes of departments and structures, optimal technological links between departments, etc. For example, when buying raw materials, an enterprise can use an advance payment or pay after receiving products from a supplier. When deciding on the method of payment, one should proceed from the amount of discounts for different payment options, the possibility of using payment deferrals, etc.

Now consider the specific ways of organizing production. Depending on the technology of industries, types of enterprises, the place of the enterprise in the industry structure, these methods will differ. Let's name some of them:

Rice. 9. The option of placing jobs in the clothing industry

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

An example of a task is given in Table. 23. These tasks can be in the form of orders, in the form of work schedules, orders and instructions for the institution, etc. Each institution chooses its own form of tasks. The main principle is the consistency of tasks for sections and divisions. In cases where employees perform similar work every day, tasks are not issued. They are applied in the event that additional volumes of work or new works appear.

service workers, management staff can perform their functions on the basis of job descriptions.

Rice. 10. Tape plot of plowing fields

Table 23

An example of a task for flooring with ceramic tiles with pattern design

	Name of technological processes	Utility worker	Tilers-tilers of the 4th category (3 people)
	Wetting the base with water
	Sort tiles by size and color
	Installation of "beacons"
	The device of the layer from the finished solution
	Laying tiles in a pattern according to a given pattern
	Tiling
	Seam filling
	Cleaning and wiping the cover
Total total floor area - 100 m2
Terms of work - 8 working shifts

The organization of production at an enterprise is a type of activity to combine all components of the production process into a single process, as well as to ensure their rational interaction and combination in order to achieve economic and social efficiency production.

Organization of production is the key to the efficient operation of the enterprise, as it creates opportunities for high productivity of labor collectives, the release of a quality product, the optimal use of enterprise resources, as well as the development organizational culture and personality at work. It is carried out at all levels of the enterprise management hierarchy.

Organization of production at the enterprise

Covers the following activities:

• definition, justification and continuous improvement of the structure of the enterprise;
• planning and ensuring the interconnected work of all production processes from product development to its direct delivery to the consumer;
• planning and implementation in practice of the organization of structural units of the production infrastructure;
• ensuring the optimal combination of all components of production in time;
• creation for the direct participants in the process of such working conditions that would represent the most efficient combination of labor force and means of labor;
• combinations of optimal organizational forms and economic methods conducting production.

Tasks of the organization of production is the economy labor resources by streamlining relationships and connections in the production process, increasing the creative nature of the work of employees and ensuring both collective and personal interest in the result of work. This can be both material and non-material incentives for employees (more details can be found in the material Non-material incentives as a way to involve staff). It is also important to ensure necessary conditions for the implementation of all areas of production activities of the enterprise.

Production types are listed below .

• Single production- piece production of products of different and unstable nomenclature.

Features of the organization of production: a large number self made, technological specialization, long cycle, high level of professionalism of workers, use of universal equipment.

• Mass production- simultaneous production of a wide range of products in series, the release of which is repeated for a long time.

Organization Features series production: at the same time, a sufficiently large range of repeating products is created in significant quantities, a small amount of manual work, specialization of jobs, a short cycle, unification of parts.

• Mass production- continuous production of a limited range of products in large quantities.

Features of this type: the range of manufactured products is strictly limited, production volumes are large, specialization of jobs, low professional level of workers, short preparatory and final time, production is dispatched, unit costs are low, full use of equipment, high labor productivity.

Forms of organization of production

dotted. Work on the detail with this form of organization of production takes place in full at one workplace. The product is produced where the main part of it is located.

Technological. This form is characterized by a workshop structure with a sequential transfer of objects of labor. It has received the greatest distribution at machine-building enterprises.

Straight-through. It has a linear structure with a piece-by-piece transfer of objects of labor. This form implements the basic principles of organizing processes: specialization, direct flow, continuity, parallelism. The use of a direct-flow form leads to a decrease in the cycle time, the use of labor with great effect, and a decrease in the volume of work in progress.

Subject. This form of organization of production has a cellular structure with serial or parallel-serial transfer of objects of labor. The subject construction of production sites ensures direct flow and reduced cycle times, as well as ensuring the transfer of items from one operation to another without transportation to the warehouse.

Integrated. This form of production involves the combination of main and auxiliary operations into one integrated process with a cellular structure or a linear spatial structure with a parallel-sequential or serial transfer of objects of labor. In areas where this form takes place, it is necessary to link such processes as warehousing, transportation, management, processing into a single production process. This is achieved by combining all jobs with the help of an automatic transport and storage system.

Practical materials on the organization of production, typical mistakes and experience of companies you can find in

2. ORGANIZATION OF PRODUCTION AT THE ENTERPRISE

2.1. The production process and the general principles of its organization

The production process is a set of interrelated main, auxiliary and service processes of labor and tools of labor in order to create consumer values ​​- useful objects of labor necessary for industrial or personal consumption. In the process of production, workers act on objects of labor with the help of tools and create new finished products, such as machine tools, computers, televisions, etc.

The production process is primarily a labor process, since the resources used by a person at its input, both information and material means of production, are the product of previous labor processes. There are main, auxiliary and service production processes (Fig. 2.1.).

Rice. 2.1. Structure of the production process

Main production processes - this is that part of the processes in the course of which there is a direct change in the forms, sizes, properties, internal structure of objects of labor and their transformation into finished products. For example, at a machine tool plant, these are the processes of manufacturing parts and assembling subassemblies, assemblies and the product as a whole from them.

To auxiliary production processes include those processes whose results are used either directly in the main processes, or to ensure their smooth and efficient implementation. Examples of such processes are the manufacture of tools, devices, dies, means of mechanization and automation of own production, spare parts for repairs.

Service production processes - these are labor processes for the provision of services necessary for the implementation of the main and auxiliary production processes. For example, transportation of material assets, warehouse operations of all kinds, technical control of product quality, etc.

The main, auxiliary and service production processes have different development and improvement trends. Thus, many auxiliary production processes can be transferred to specialized plants, which in most cases ensures their more cost-effective production. With an increase in the level of mechanization and automation of the main and auxiliary processes, service processes are gradually becoming an integral part of the main production, playing an organizing role in automated and especially in flexible automated production.

The main, and in some cases, auxiliary production processes take place in different stages or phases.

Stage - this is a separate part of the production process, when the object of labor passes into another qualitative state. For example, the material goes into the workpiece, the workpiece into a part, etc.

The main production processes take place in the following stages: procurement, processing, assembly and adjustment.

Harvesting stage designed for the production of blank parts. It is characterized by very diverse production methods. For example, cutting or cutting blanks of parts from sheet material, manufacturing blanks by casting, stamping, forging, etc. The main trend in the development of technological processes at this stage is to bring blanks closer to the shapes and sizes of finished parts. The tools of labor at this stage are cutting machines, pressing and stamping equipment, guillotine shears, etc.

processing stage - the second in the structure of the production process - includes mechanical and thermal processing. The subject of labor here is the blank parts. The tools of labor at this stage are mainly various metal-cutting machines, furnaces for heat treatment, and apparatus for chemical processing. As a result of this stage, the parts are given dimensions corresponding to the specified accuracy class.

Assembly (assembly and installation) stage - this is a production process, which results in assembly units (small assembly units, subassemblies, nodes, blocks) or finished goods.

Adjustment stage - final in the structure of the production process, which is carried out in order to obtain the necessary technical parameters of the finished product. The subject of labor here is finished products or their individual assembly units, tools, universal instrumentation and special test benches.

The constituent elements of the stages of the main and auxiliary processes are technological operations. The division of the production process into operations, and then into techniques and movements, is necessary for the development of technically sound norms for the execution of operations.

Operation - part of the production process, which, as a rule, is performed at one workplace without readjustment and by one or more workers (team).

In organizational terms, the main and auxiliary production processes are conventionally divided into simple and complex.

Simple processes are called in which objects of labor are subjected to a successive series of interconnected operations, as a result of which partially finished products of labor (blanks, parts, i.e., integral parts of the product) are obtained.

complex processes are called in which finished products of labor are obtained by combining private products, i.e., complex products (machines, machines, devices, etc.) are obtained.

The movement of objects of labor in the production process is carried out in such a way that the result of the labor of one workplace becomes the initial object for another, that is, each previous one in time and space gives work to the next, this is ensured by the organization of production.

From the correct and rational organization of production processes (especially the main ones) depend on the results of the production and economic activities of the enterprise, the economic performance of its work, the cost of production, profit and profitability of production, the amount of work in progress and the amount of working capital.

The organization of the production process at any machine-building enterprise in any of its workshops, on a site is based on a rational combination in time and space of all the main, auxiliary and service processes. With all their diversity, the organization of production processes is subject to certain general principles: differentiation, concentration and integration, specialization, proportionality, direct flow, continuity, parallelism, rhythm, automaticity, prevention, flexibility, optimality, electronization, standardization, etc.

Principle of differentiation involves the division of the production process into separate technological processes, which in turn are divided into operations, transitions, techniques and movements. At the same time, the analysis of the features of each element makes it possible to choose the best conditions for its implementation, ensuring the minimization of the total costs of all types of resources. Thus, in-line production has been developing for many years due to the ever deeper differentiation of technological processes. The allocation of short-term operations made it possible to simplify the organization and technological equipment of production, improve the skills of workers, and increase their productivity.

However, excessive differentiation increases the fatigue of workers in manual operations due to the monotony and high intensity of production processes. A large number of operations leads to excessive costs for moving objects of labor between jobs, installing, fixing and removing them from jobs after the end of operations.

When using modern high-performance flexible equipment (CNC machines, machining centers, robots, etc.), the principle of differentiation turns into the principle of concentration of operations and integration of production processes . The principle of concentration involves the performance of several operations at one workplace (multi-spindle multi-cutting machines with CNC). Operations become more voluminous, complex and are performed in combination with the brigade principle of labor organization. The principle of integration is to combine the main support and service processes.

The principle of specialization is a form of division of social labor, which, developing systematically, determines the allocation of workshops, sections, lines and individual jobs at the enterprise. They produce a limited range of products and are distinguished by a special production process.

The principle of proportionality assumes equal throughput of all production units that perform the main, auxiliary and service processes. Violation of this principle leads to the emergence of "bottlenecks" in production or, conversely, to the incomplete loading of individual jobs, sections, workshops.

Direct flow principle means such an organization of the production process, which provides the shortest paths for the passage of parts and assembly units through all stages and operations from the launch of raw materials into production to the release of finished products. The flow of materials, semi-finished products and assembly units must be forward and shortest, without counter and return movements. This is ensured by the appropriate layout of equipment placement along the technological process. A classic example of such a layout is the production line.

Continuity principle means that the worker works without downtime, the equipment works without interruptions, the objects of labor do not lie in the workplace. This principle is most fully manifested in mass or large-scale production in the organization of flow production methods, in particular, in the organization of single- and multi-subject continuous production lines. This principle provides a reduction in the manufacturing cycle of the product and thereby contributes to an increase in the intensification of production.

The principle of parallelism involves the simultaneous execution of partial production processes and individual operations on similar parts and parts of the product at different workplaces, i.e., the creation of a wide front of work on the manufacture of this product. Parallelism in the organization of the production process is used in various forms: in the structure of the technological operation - multi-tool processing (multi-spindle multi-cutting semi-automatic machines) or parallel execution of the main and auxiliary elements of operations; in the manufacture of blanks and processing of parts (in the workshops, blanks and parts at different stages of readiness); in the nodal and general assembly. The principle of parallelism reduces the duration of the production cycle and saves working time.

The principle of rhythm ensures the release of the same or increasing volumes of products for equal periods of time and, accordingly, the repetition through these periods of the production process at all its stages and operations. With a narrow specialization of production and a stable range of products, rhythm can be ensured directly in relation to individual products and is determined by the number of processed or produced products per unit of time. In the context of a wide and changing range of products produced by the production system, the rhythm of work and output can be measured only with the help of labor or cost indicators.

The principle of automaticity assumes the maximum performance of the operations of the production process automatically, that is, without the direct participation of the worker in it or under his supervision and control. Automation of processes leads to an increase in the output of parts, products, to an increase in the quality of work, a reduction in the cost of human labor, the replacement of unattractive manual labor with more intellectual labor of highly qualified workers (adjusters, operators), the elimination of manual labor in jobs with harmful conditions, and the replacement of workers by robots. The automation of service processes is especially important. Automated vehicles and warehouses perform functions not only for the transfer and storage of production facilities, but can regulate the rhythm of the entire production. The general level of automation of production processes is determined by the share of work in the main, auxiliary and service industries, in the total volume of work of the enterprise.

The principle of prevention involves the organization of equipment maintenance aimed at preventing accidents and downtime technical systems. This is achieved through a system of preventive maintenance (PPR).

Principle of Flexibility provides an efficient organization of work, makes it possible to move mobile to the production of other products included in the production program of the enterprise, or to the production of new products when mastering its production. It provides a reduction in time and costs for equipment changeover in the production of parts and products of a wide range. This principle is most developed in conditions of highly organized production, where CNC machines, machining centers (MC), reconfigurable automatic means of control, storage and movement of production objects are used.

Principle of optimality consists in the fact that the implementation of all processes for the production of products in a given quantity and on time is carried out with the greatest economic efficiency or with the lowest costs of labor and material resources. Optimality is due to the law of economy of time.

The principle of electronization involves the widespread use of CNC capabilities based on the use of microprocessor technology, which allows you to create fundamentally new machine systems that combine high performance with the requirements for flexibility in production processes. Computers and industrial robots with artificial intelligence make it possible to perform the most complex functions in production instead of humans.

The use of mini- and microcomputers with advanced software and multi-tool CNC machines allows you to perform a large set or even all of the processing of parts from one of their installations on the machine due to automatic tool change. A set of cutting tools for such a machine can reach 100 - 120 units, which are installed in the turret or tool magazine and replaced according to a special program.

The principle of standardization involves the widespread use in the creation and development of new technology and new technology of standardization, unification, typification and normalization, which makes it possible to avoid unreasonable diversity in materials, equipment, technological processes and to drastically reduce the duration of the cycle of creation and development of new technology (SONT).

2.2. Types of production and their technical and economic characteristics

The organization of production processes, the choice of the most rational methods of preparation, planning and control over production are largely determined by the type of production at a machine-building enterprise.

Under type of production is understood as a set of features that determine the organizational and technical characteristics of the production process carried out at one or many workplaces on the scale of a site, workshop, enterprise. The type of production largely determines the forms of specialization and methods of organizing production processes.

The classification of types of production is based on the following factors: the breadth of the nomenclature, the volume of output, the degree of constancy of the nomenclature, the nature of the workload and their specialization.

Product range represents the number of product names assigned to the production system and characterizes its specialization. The wider the nomenclature, the less specialized the system, and, conversely, the narrower it is, the higher the degree of specialization. A wide range of manufactured products determines a wide variety of technological processes and operations, equipment, tools, equipment and professions of workers.

Product output - is the number of items of a certain type produced by the production system during a certain period of time. The volume of output and the complexity of each type of product have a decisive influence on the nature of the specialization of this system.

Degree of nomenclature constancy - is the repeatability of the manufacture of a product of a given type in successive periods of time. If in one planned period of time a product of this type is produced, and in others it is not produced, then there is no degree of constancy. Regular repetition of the release of products of this type is one of the prerequisites for ensuring the rhythm of production. In turn, the regularity depends on the volume of output, since a large volume of output can be evenly distributed over successive planning periods.

The nature of the workload means assigning certain operations of the technological process to the workplaces. If the minimum number of operations is assigned to the workplace, then this is a narrow specialization, and if a large number of operations are assigned to the workplace (if the machine is universal), then this means broad specialization.

Depending on the above factors, there are three types of production processes or three types of production: single, serial and mass.

Single production characterized by a wide range of products and the production of small volumes of identical products, the re-production of which, as a rule, is not provided. In such production, universal equipment is used and, in the main, a sequential type of movement of batches of parts through the operations of the technological process.

Mass production specializes in the manufacture of a limited range of products in relatively small volumes and batches (series) that repeat after a certain time. Depending on the number of operations assigned to each workplace, the regularity of repetition of batches of products and their size, three subtypes (types) of mass production are distinguished: small-scale, medium-scale and large-scale.

Small-scale production tends to be single-piece: products are produced in small series of a wide range, the repeatability of products in the production program is either absent or irregular, and the sizes of the series are unstable; the company is constantly developing new products and stops the production of previously mastered ones. Equipment, types of movements, forms of specialization and production structure are the same as in unit production.

It is typical for medium-scale production that the production of products is carried out in rather large series of a limited range; series are repeated with a known regularity according to the launch period and the number of products in the batch. The equipment is universal and special, the type of movement of objects of labor is parallel-sequential. Enterprises have a developed production structure, procurement shops specialize according to the technological principle, and machine-assembly shops create subject-closed sections.

Large-scale production gravitates towards mass production. Products are produced in large series of a limited range, and the main or most important ones are produced constantly and continuously. Jobs have a narrower specialization. Enterprises have a simple production structure, processing and assembly shops are specialized according to the subject principle, and procurement - according to the technological principle.

Mass production characterized by the release of a narrow range of products over a long period of time and a large volume, stable repeatability. All products of the nomenclature of the enterprise are manufactured simultaneously and in parallel. The number of product names in the annual and monthly programs are the same. The equipment is special, the type of movement of objects of labor is parallel. Enterprises have a simple and well-defined production structure.

Based on the type of production, the type of enterprise and its divisions is established. Each enterprise may have different types of production. Therefore, the type of enterprise or its subdivision is determined by the type of final production prevailing in it.

The type of production has a decisive influence on the features of its organization, management and operational production planning, as well as on technical and economic indicators.

The main goal of the organization of the main production is to increase the efficiency of production.

Subgoals:

1. Ensuring operational regulation of the volume and range of production, which allows you to adapt to fluctuations in demand for products.

2. Ensuring high quality products.

The tasks of organizing the main production are:

1) the implementation of the interaction of all jobs and their rational organization;

2) creating a continuous movement of objects of labor in jobs in accordance with demand, reducing the duration of the production cycle;

3) rational organization of labor of workers at the workplace flow;

4) continuous improvement of the organization of the main production on the basis of new technology.

At present, in conditions of economic instability, the organization of production and labor at enterprises is at a low level. Many enterprises have significant reserves for increasing profits by improving the organization of the main and auxiliary industries.

These are the so-called short-term reserves, the implementation of which is of particular importance for enterprises in the transition to market relations.

The main methods of organizing the main production are:

1) single;

2) party;

3) in-line.

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

The single method is used in individual production, in the conditions of a single production or small series and involves the lack of specialization in the workplace, the use of wide-purpose equipment, the sequential movement of parts from operation to operation in batches.

Unlike a single method of organizing production, the in-line method is used in the manufacture of products of the same name and involves the following methods of organizational construction of the production process: location of equipment along the technological process; specialization of each workplace for the performance of one of the operations; transfer of objects of labor from operation to operation by the piece or in small batches immediately after the end of processing; release rhythm, synchronism of operations; detailed study of the organization of maintenance of workplaces.

The flow method of organizing production can be applied under the following conditions:

the volume of output is large and does not change for a long time;

time costs can be set with sufficient accuracy, synchronized and reduced to one value;

Provides continuous supply to the workplace of raw materials in the required quantity.

The batch method of organizing production is used in serial production with a limited range of products.

The location of the equipment can be mixed, the use of special equipment and tools is limited. The specialization of personnel is wider than with the in-line method.

The most effective and widely used Food Industry is a flow method of organizing the main production.

Abroad, the organization of the main production is also carried out mainly by the in-line method. At present, a tree-like production scheme is spreading (especially in the automotive industry in Japan and Sweden).

Non-flow (batch and single) methods of organizing production are used in the food industry only in combination with flow methods and cover either initial or final operations. For example, the batch method is used in the production of margarine in the preparation of prescription components (milk, salt solution, sugar and fat mixtures).

The factors influencing the organization of the main production are the technological, organizational, technical and economic features of individual industries, which determine the type of production and specific methods of organizing the main production on the basis of combination, providing the most rational forms of organizing the main production.

The success of solving the problems of organizing the main production and their methods largely depend on level of specialization, cooperation and combination.

The entire scope of work on the organization of the main production can be divided into three large components:

1) technical preparation of production;

2) organization production flow;

3) organization of control and regulation of the main production processes.