Essence and principles of rational organization of the production process. The basic principles of the rational organization of production processes for the manufacture of products are different - abstract. Methods of rational organization of the production process

The rational organization of production is to integrate the entire set of various components that implement the production process into a holistic and highly efficient production system. The forms and methods of this combination are different in different working conditions, but with all their diversity, the organization of production processes, as a rule, is subject to some general principles. The rational organization of production is based on the following principles.

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. Analysis of the features of each element allows you to choose best conditions for its implementation, ensuring the minimization of the cost of production resources. The allocation of operations that are short in time makes it possible to simplify the organization and technological equipment of production, improve the skills of workers, and increase labor productivity. However, excessive differentiation increases manual worker fatigue.

The principle of concentration characterizes the performance of several operations at one workplace ( aggregate machines, machining centers, multi-spindle, multi-cutting machines, etc.). Operations become more voluminous, complex and are performed in combination with the brigade principle of labor organization.

The principle of specialization limits the diversity of elements of work processes and work centers based on standardization, normalization, unification of product designs, normalization and typification technological processes and technological equipment. In relation to the workplace, the level of specialization is measured by the coefficient of consolidation of operations (the coefficient of specialization of the workplace), i.e. the number of detail operations performed at the workplace for a certain period:

where C pr - the number of jobs in the production system;

m d oi - the number of detail operations for the technological process performed in this unit (at the workplace, site, in the shop) during a unit of time (month, year).

The principle of parallelism implies overlapping in time, i.e. simultaneous execution of various partial or complete production processes. Concurrency in an organization production process manifests itself in various forms: during the simultaneous production of the nomenclature items of the enterprise in different work centers, individual parts and assembly units of each product (batch of products), in the movement of products through the operations of the technological process, in the structure of the technological operation (multi-tool processing) or the parallel execution of the main, auxiliary and service processes. Parallel execution of work reduces the duration of the production cycle and saves working time.

Continuity principle involves reducing the time of interruptions in the course of the work process up to their complete elimination, as well as the absence of breaks in the spatial chain of interacting work centers. It is achieved by synchronizing technological operations and coordinating production processes in all parts of the technological chain. 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 proportionality characterizes the balance of the throughput of all successive links of the technological chain and elements of resource provision. Each part of the workflow must have the throughput (capacity) that matches the needs of the complete process. The number of jobs assigned to perform individual parts of the process, the number of equipment, and the number of personnel should be proportional to the complexity of these parts of the process. Violation of this principle leads to the emergence of "bottlenecks" in production or, conversely, to the incomplete loading of individual jobs, sections, workshops, to a decrease in the efficiency of the entire enterprise.

Direct flow principle organizes the movement of each object of labor along the working positions of the technological process in such a way as to provide the shortest (in space and time) path, without return and oncoming movements, without unnecessary intersections with the routes of movement of other objects.

Straightness is achieved due to the location of the working positions in the course of the operations of the technological process (for example, a production line).

The principle of rhythm - creates the repeatability of the release of a certain volume of products or work throughout the entire technological chain at certain intervals of time. Rhythm makes it possible to simplify planning and scheduling, organize the execution of each work in the most rational way, develop the most economical algorithms for the operation of automatic equipment, and train personnel in the most rational methods.

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 manufactured products, the rhythm of work and output can be measured only with the help of labor and cost indicators.

Principle of Flexibility ensures the implementation of internal changes in production systems with maximum efficiency (gives the opportunity to move mobile to the production of other products, reduces the time and cost of equipment changeover when producing products and parts of a wide range).

The implementation of the principles of rational organization in practice allows: to increase labor productivity; reduce cost; optimize production structure; reduce the duration of the production cycle; reduce the size of inventories and backlogs of work in progress, thereby increasing the efficiency of using working capital enterprises; quickly adapt to changes in demand; increase the responsibility of all links in the production chain for the quality of processes and their results.

Thus, observance of the principles of rational organization of production processes is a necessary prerequisite for the fulfillment by the enterprise of planned targets with the most favorable technical and economic indicators.

8 Types of production and their technical and economic characteristics.

Type of production - a set of its organizational, technical and economic features. The type of production is determined the following factors:

The range of manufactured products;

Issue volume;

The degree of constancy of the range of manufactured products;

The nature of the loading jobs.

Depending on the level of concentration and specialization, three types of industries are distinguished:

Single;

Serial;

Bulk.

Enterprises, sites and individual jobs are classified according to the types of production. The type of production of an enterprise is determined by the type of production of the leading workshop, and the type of production of the workshop is determined by the characteristics of the site where the most critical operations are performed and the bulk of the production assets are concentrated.

The assignment of a plant to a particular type of production is conditional, since a combination of different types of production can take place at the enterprise and even in individual workshops.

Single production is characterized by a wide range of manufactured products, a small volume of their output, and the performance of a wide variety of operations at each workplace.

In mass production, a relatively limited range of products (in batches) is produced. As a rule, j several operations are assigned to one workplace.

Mass production is characterized by a narrow range and a large volume of products produced continuously for a long time at highly specialized workplaces.

The type of production has a decisive influence on the features of the organization of production, its economic indicators, the cost structure (in single production, the share of human labor is high, and in mass production, the cost of repair and maintenance needs and maintenance of equipment), different level equipment.

Specialization determines the need to assign to each production unit, starting with the enterprise and ending with the workplace, a strictly limited range of products, selected on the basis of their design and technological homogeneity.

Technological standardization is aimed at eliminating unjustified diversity in technological processes and their material support through the maximum unification of technological processes and regimes.

Parallelism achieved by the simultaneous execution of individual operations or processes.

Continuity is ensured by the complete or maximum possible reduction of the time of breaks between the performance of adjacent operations and the achievement of continuous operation of equipment and workers.

Automatic is achieved by the use of a system of automatic machines in the production process.

Proportionality is achieved by equalizing the productivity of workplaces across all operations, processes and stages.

Direct flow is achieved by the location of workplaces, sections and workshops in accordance with the technological process.

Rhythm is reduced to ensuring the repeatability of processes after strictly defined periods of time.

Prevention takes into account the need for equipment operation to provide measures to prevent its failures.

9. Production cycle and organization of the production process in time. Characteristics of the principles of rational organization of the production process.

The production cycle- calendar productivity of the production process from the moment it is launched into production until the finished product is received.

The duration of the production cycle is influenced by three types of factors:

Structural:

product complexity;

Technological:

rationality of the organization of the production process;

Organizational:

rationality of the organization of the workplace;

material incentives for workers.

The accepted system of transferring objects of labor from one operation to another has a great influence on the duration of the production cycle. There are three types of movement of objects of labor:

consistent:

series-parallel;

parallel.

Sequential type of movement of objects of labor

Let it be required to process a batch of 3 parts in a five-operation technological process.

t 1 - processing time of the part during the operation

where t i - the norm of time for a separate operation;

m – number of operations;

n - the number of parts in the batch.

The sequential type of movements of objects of labor is characterized by the fact that in the manufacture of certain batches of parts in a multi-operational technological process, each subsequent operation begins only after the previous operation has been performed on the entire batch being processed. This type of movement is distinguished by a relatively simple organization and prevails in production, where a small number of objects of the same name are processed in batches.

Each individual object of labor, before performing the subsequent operation, lies in anticipation of the entire batch for a period significantly exceeding the time of the direct execution of the operation on this object.

Series-parallel type of movement

τ - the amount of overlap in time of adjacent operations

where t core – least time from the piece processing time of the part in adjacent operations

Production cycle time:

Series-parallel movement- such an order of transfer of objects of labor in a multi-operational production process, in which the execution of the subsequent operation begins before the end of the processing of the entire batch on the previous one. At the same time, adjacent operations overlap in time due to the fact that they are performed in parallel for some time.

This movement of objects of labor reduces the time spent lying and, consequently, reduces the calendar duration of the entire process of manufacturing the product.

Parallel view of the manufacture of objects of labor

The longest operation of the technological process is called main operation.

Parallel view of the movement of objects of labor- this is such an order of transfer of objects of labor in a multi-operational production process, which is characterized by the absence of batch breaks, in which each copy is transferred to the subsequent operation immediately after processing is completed at the previous operation.

The main advantage of the parallel type of movement lies in the minimum cycle time, and the disadvantages are in the inevitable downtime of the equipment with an unsynchronized process.

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

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

Each production process can be considered from two sides: as a set of changes that objects of labor undergo, and as a set of actions of workers aimed at expediently changing the objects of labor. In the first case, they talk about the technological process, in the second - about the labor process.

Technological process - expedient change in the shape, size, condition, structure, place of objects of labor. Such processes are classified according to the following main features: energy source; degree of continuity; way of influencing the object of labor; multiplicity of raw materials processing; the type of raw materials used (Table 8.2).

Table 8.2. Classification of technological processes

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

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

Discrete productions are characterized by the presence of interruptions in the course of the technological process (steel smelting, mold casting, etc.). There are also combined processes that combine the stages of discrete and continuous processes.

According to the method of impact on the object of labor and the type of equipment used, there are physical, mechanical and hardware technological processes. Mechanical are carried out manually or with the help of machines. In these processes, the subject of labor is subjected to mechanical action, i.e. its shape, size, position changes. At the same time, the internal structure and composition of the substance, as a rule, remain unchanged (furniture production, stamping, casting, welding, forging, etc.).

According to the multiplicity of processing of raw materials, they distinguish: processes with open (open) circuit, in which raw materials or materials are subjected to a single processing; processes with closed(circular, circulating or cyclic) scheme, in which raw materials or materials are repeatedly returned to the initial stage of the process for re-processing. An example of an open circuit is the converter method for producing steel. An example of a closed circuit process would be the chemical processing of petroleum fractions, where the catalyst is constantly circulated between the cracking reaction zone and the furnace to burn carbon from its surface to continuously restore the activity of the catalyst.

Depending on the type of raw materials used, there are processes for processing plant, animal and mineral raw materials.

All technological processes are carried out as a result of the labor of workers. Labor processes differ in the following main features:

• the nature of the object of labor and the product of labor (material-energy, information);
• functions of the employee (main, auxiliary);
• the degree of employee participation in the technological process (manual, machine, automated);
• gravity, etc.

Operation - part of the production process, performed at one or more workplaces, by one or more workers (team) and characterized by a set of sequential actions on a specific object of labor.

Classification of production processes

Various branches of industrial production and individual enterprises differ significantly from each other in terms of the nature of the products created, the means of production used and the technological processes used. These differences give rise to an exceptional variety of production processes in enterprises.

The most important factors determining the division of production processes in industrial production, the composition of the finished product, the nature of the impact on the objects of labor, the role of various processes in the organization of production, the type of organization of production are considered.

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

In simple production processes, in the course of sequential action on homogeneous objects of labor, identical products are produced. In this case, the technology prescribes both a strict spatial orientation of workplaces and a temporal sequence of operations.

In analytical production processes, the object of labor is also homogeneous. However, in the course of performing partly identical operations, unequal products are produced, i.e. Several types of products are obtained from one type of raw material.

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

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

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

In the analytical process, one preparation shop transfers its semi-finished products to several processing and manufacturing workshops specializing in the manufacture of various types of products. In this case, the company produces a significant number various kinds products, has large and branched sales connections, as a rule, side production is developed here. It also affects the structure of production.

Production processes are basic and auxiliary. To main include processes that are directly related to a change in geometric shapes, sizes, internal structure of processed objects and assembly operations. Auxiliary are processes that are not directly related to the subject of labor and are designed to ensure the normal, uninterrupted functioning of the main processes. These include, for example, the manufacture of tools for own needs, the production of energy for own needs, quality control, etc.

A more complete classification of production processes is presented in Table. 8.3.

Table 8.3. Classification of production processes

Development and organization of the production process

The development of the production process is carried out in two stages. At the first stage, a route technology is compiled that determines the list of basic operations, starting with the finished product and ending with the first operation to which the object of labor is subjected. At the second stage, a detailed and step-by-step design is developed from the first operation to the last. The production process is based on this documentation. It describes in detail the materials for the manufactured part of the product, their weight, dimensions, sets the processing modes for each production operation, the name and characteristics of equipment, tools and instruments, indicates the movement of the product from the first technological operation to the delivery of the product to the warehouse.

When developing a production process, the equipment used, tools, methods of transporting and storing products, i.e. everything you need to ensure:

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

Economic requirements are dominant and place limits on all other parameters of the production process, as excessive costs can override any project.

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

Methods of rational organization of the production process

Depending on the nature of the movement of objects of labor, there are in-line (continuous), batch, individual methods of organizing production processes.

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

With batch and single (discontinuous) methods, the processed product is switched off from the technological process after each operation and is waiting for the next operation. In this case, the duration of the production cycle and the size of work in progress and working capital are relatively large, and additional space is required for storing semi-finished products.

The most progressive method of organizing the production process is the in-line method. Its main features are:

• a high degree of continuity;
• location of workplaces in the course of technological processing;
• high degree of rhythm.

The organizational basis of the flow method is production line, which has the most important parameters such as beat and flow rate.

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

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

flow rate characterizes the intensity of labor of workers and is determined by the formula

Principles of rational organization of the production process

At any enterprise, the organization of production processes is based on a rational combination in space and time of the main, auxiliary and service processes. However, with all the variety of forms of this combination, production processes are subject to general principles.

The principles of rational organization can be divided into two categories:

• general, not dependent on the specific content of the production process;
• specific, characteristic of a particular process.

We list the general principles.

Specialization means division of labor between individual divisions enterprises and jobs, which involves their cooperation in the production process.

Proportionality ensures equal throughput of different jobs of one process, proportional provision of jobs with information, material resources, personnel, etc.

Proportionality is determined by the formula

• Mmin- minimal throughput, or parameter of the workplace in the technological chain (for example, power, category of work, volume and quality of information, etc.);
• M max- maximum ability.

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

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

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

The parallelism factor can be calculated by the formula

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

Direct flow provides the shortest path for the movement of objects, piles, information, etc.

The straightness coefficient can be determined by the formula

• t transp is the duration of transport operations;
• t tech.c - the duration of the technological cycle.

Rhythm characterizes the uniformity of operations in time.

• V f- the actual amount of work performed for the analyzed period (decade, month, quarter) within the plan;
• V pl- the planned scope of work.

Technical equipment focused on the mechanization and automation of the production process, the elimination of manual, monotonous, heavy, harmful to human labor.

Flexibility is the need to ensure quick changeover of equipment in the face of a frequently changing product range. Most successfully implemented on flexible production systems in small scale production.

One of the ways to improve the listed principles of the rational organization of production processes is to increase the repeatability of processes and operations. Their most complete implementation is achieved with the optimal combination of the following factors:

• scale of production;
• the complexity of the range and range of products;
• the nature of the operation of technological and transport equipment;
• physical state and form of raw materials;
• the nature and sequence of technological impact on the object of labor, etc.

The principles of the rational organization of the production process can be divided into two categories: general, independent of the specific content of the production process, and specific, characteristic of a particular process.

General principles are the principles that the construction of any production process in time and space must obey:

The principle of specialization, which means the division of labor between individual divisions of the enterprise and jobs and their cooperation in the production process;

The principle of parallelism, which provides for the simultaneity of the implementation of individual parts of the production process associated with the manufacture of a particular product;

The principle of proportionality, which assumes relatively equal productivity per unit of time of interconnected divisions of the enterprise. - the principle of direct flow, providing the shortest path for the movement of objects of labor from the launch of raw materials or semi-finished products to the receipt of finished products;

The principle of continuity, providing for the maximum reduction of interruptions between operations. The continuity ratio is defined as the ratio of working time to the total duration of the process, including downtime or lying of the object of labor between jobs, at jobs;

The principle of rhythm, meaning that the entire production process and its components partial processes production of a given quantity of products must be strictly repeated at regular intervals. The coefficient of rhythm is defined as the ratio of the actual volume of work performed to the planned one;

The principle of technical equipment, focused on the mechanization and automation of the production process, the elimination of manual, monotonous, heavy, harmful to human health labor;

The principle of process susceptibility. The susceptibility of control makes it possible to increase the number of controlled parameters and to increase the degree of certainty of the system. At the same time, one should distinguish targeted impacts from random;

The principle of adaptability of production and management processes. Allows you to quickly change production and management processes to new consumer requirements at the output of the system or its subsystem;

The principle of improving the management system of the organization. Improving the organization's management system will improve the quality and efficiency of the management system by reducing uncertainty, increasing organization and other factors;

The principle of a scientific approach to processes. Application scientific approaches to the development and implementation management decisions in the field of organization of production will improve the organization and efficiency of production and management processes, economically use resources and improve the quality of products;

The principle of professionalism of the management team. Allows you to increase the organization, reliability and efficiency of the organization;

The principle of innovation. It consists in development based on the development of innovations and their implementation for the sake of improving activities in any field, obtaining a technical, economic, social effect, etc.

The principle of information security. Information as the "blood" of the system allows you to feed management, establish various patterns, make and implement high-quality management decisions.

Beatlet5
The production cycle- 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. It is expressed in calendar days or, with a low labor intensity of the product, in hours.

§ T p.c,T tech - respectively, the duration of the production and technological cycles;

§ T lane- duration of breaks;

§ T est.pr- time of natural processes.

The structure of the production cycle.

8. Indicators characterizing the use of equipment and production capacity.

The production capacity of an enterprise is defined as the sum of the production capacity of production lines available in the main production. In the case when the main production consists of several workshops with subject specialization, the production capacity of the enterprise is the sum of the capacity of these workshops. The power of each workshop is obtained by summing the power of its production lines. The production capacity of an enterprise may change throughout the year. The reason is a number of factors: the introduction of new equipment, the modernization of old equipment, the removal of worn-out equipment, the change in industry standards used in the calculation (technical standards for the productivity of leading machines, standards for repair stops), etc.

There are three indicators of production capacity: input capacity (at the beginning of the planning period); output power (at the end of the planning period); average annual capacity.

10?Methods the organization of production is 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 improvement of the organization of production. Organization method individual production used in conditions of a single production or its production in small batches and implies: lack of specialization in the workplace; the use of universal equipment, its location in groups according to its functional purpose; sequential movement of parts from operation to operation in batches. Organization method mass production used in the manufacture of products of the same name or design range and involves a combination of the following special techniques organizational building production process: location of jobs along the technological process; specialization of each workplace in 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; Method of group organization of production used in the case of a limited range of structurally and technologically homogeneous products manufactured in repetitive batches. The essence of the method is to concentrate on the site of various types of technological equipment for processing a group of parts according to a unified technological process. The characteristic features of such an organization of production are: detailed specialization of production units; launching parts into production in batches according to specially developed schedules.

12? Essence, content and tasks of preparation of production.

The pre-production process is a type of activity that combines the development of scientific - technical information with its transformation into a material object - a new product.

According to the type and nature of the work, the production preparation processes are divided into research, design, technological, production and economic. The identification of these processes is based on the form labor activity. The processes of scientific research, technical and organizational development and other engineering work are the main ones for the preparatory stage. They include: research, engineering calculations, design of structures, technological processes, forms and methods of organizing production, experimentation, economic calculations and rationale.

Fundamentals of organizing the preparation of production.

The main task of pre-production is the creation and organization of the release of new products.

Organization of preparation of production is expressed in the following activities:

– definition of the purpose of the organization and its orientation towards achieving this goal;

- establishment of a list of all works that must be performed to achieve the goal of creating specific types new products;

- creating or improving organizational structure production preparation systems at the enterprise;

- assignment of each work to the corresponding division of the enterprise;

- organization of work on the creation of new types of products in time;

– ensuring the rational organization of work of employees, necessary conditions for the implementation of the entire range of work to prepare production for the release of new products;

- establishing economic relations between participants in the creation process new technician

13? The efficiency of the development process is largely determined by the chosen method of transition to the production of new products, i.e., the replacement of designs mastered in production with new ones. With a variety of processes for updating engineering products, three characteristic methods of transition to new products can be distinguished: sequential, parallel, parallel-sequential. At consistent the transition method, the production of new products begins after the complete cessation of production of products discontinued from production. Parallel the transition method is characterized by the gradual replacement of products removed from production by newly developed ones. In this case, simultaneously with the reduction in production of the old model, there is an increase in the production of the new one. Its main advantage in comparison with the sequential method is that it is possible to significantly reduce or even eliminate losses in the total output during the development of a new product. Parallel-serial method transition is widely used in mass production when developing new products that differ significantly in design from those discontinued. The enterprise creates additional areas where the development of a new product begins; the release of the first batches of new products is organized. After a short stop, during which the re-planning of the equipment is carried out, the production of new products in the main production is organized.

15? instrumental the economy at the enterprise is created to perform work on providing production with tools and technological equipment, organizing their storage, operation and repair. Structure and organizational forms tool economy are very diverse and depend on the type of production, the type of products, its design and technological complexity and production volume. The tool economy at the enterprise includes: * production links (sections, workshops) for the manufacture of tools; * warehouse and component parts (central tool warehouse, workshop tool-distributing storerooms); *divisions for the restoration and repair of tools; subdivisions on tool supply of workplaces. Main task transport economy at the enterprise is the timely and uninterrupted maintenance of production by vehicles for the movement of goods during the production process. According to its purpose vehicles can be subdivided into: External transport provides communication between the enterprise, its material and technical warehouses, warehouses of finished products with supplying enterprises, counterparties, stations of the railway, water and air transport. Intershop transport performs the functions of a link between the shops of the enterprise, its warehouses, services and other production facilities. Intrashop transport will mix the goods in the workshop during the production process, moving raw materials, materials and component parts and assemblies not only from the warehouse to workplaces, but also between workplaces, as well as control posts. main task energy economy is a reliable and uninterrupted supply of the enterprise with all types of energy of the established parameters with minimal cost. The volume and structure of consumed energy resources depend on the capacity of the enterprise, the type of products manufactured, the nature of technological processes, as well as connections with regional energy systems. The task of the energy economy also includes the implementation of operating rules power equipment, organizing it Maintenance and repair, carrying out activities aimed at saving energy and all types of fuel, as well as measures to improve and develop the energy facilities of the enterprise. Repair household-in-operation technological equipment subject to physical and moral deterioration and requires constant maintenance. The performance of the equipment is restored by its repair. Moreover, during the repair, not only the original state of the equipment should be restored, but it is also necessary to significantly improve its basic specifications through modernization. The essence of the repair lies in the preservation and high-quality restoration of equipment performance by replacing or restoring worn parts and adjusting mechanisms. Functions warehouse economy: *acceptance of material assets; * preliminary preparation of materials for production consumption (unpacking, sorting, etc.); * ensuring the safety of material assets; * sub-assembly of materials for their subsequent complete delivery to work areas; * organization of issuance and delivery of goods to consumers; * supply of production with all necessary materials; *Shipment of finished products.

17? The Logistics Service is headed by the MTS Department (OMTS). OMTS task- uninterrupted material support of production in accordance with the production plan. The logistics plan is a set of settlement documents that substantiate the enterprise's need for material resources and determine the sources of their coverage. It is compared in the form of an MTS balance sheet. The MTS plan is developed taking into account: 1. production program; 2. stock standards material resources; 3. norms for the consumption of raw materials, materials, semi-finished products, fuel, components; 4. plans for capital construction, reconstruction, preparation for the production of new products, work on the repair and operation of equipment, buildings, structures, household facilities, etc .; 5. balances of material resources at the beginning and end of the planning period; 6. established and newly established relationships with suppliers; 7. prices for all types of material and technical resources. 20. Organization of labor at the enterprise.

The organization of labor at enterprises includes a system of measures aimed at creating the most favorable conditions for effective use working time, materials and technology in the interests of increasing production, raising labor productivity and creating normal, healthy working conditions.

The main elements of the organization of labor are: the division and cooperation of labor and, as a result, the placement of workers in production; organization of jobs; setting a working time schedule; technical regulation of labor; organization of wages; organization of socialist competition.

The main task of labor organization is to create conditions for the steady growth of labor productivity. Increasing labor productivity is the main indicator technical progress and the most important source of the growth of people's well-being.

One of the tasks of the organization of labor is to strengthen labor discipline. Great importance to strengthen labor discipline at the enterprise, they have "Internal Regulations". They define the duties of the administration, workers and employees of the enterprise.

The main direction in the field of improving the organization of labor is: the distribution of workers in shifts, instructing workers, compacting the working day and ensuring best use equipment, advanced training of workers, implementation of measures for labor protection and safety.

21) Technical regulation of labor

Technical regulation of labor is the process of setting a given time for the performance of work processes (operations) in certain organizational and technical conditions based on the rational use production possibilities equipment and workplace based on best practices.

Given working time, established with the help of technical regulation, are based on the organizational and technical parameters of the production process, and also take into account the physiological factors of a person (the need for rest breaks and personal needs). Additional broader consideration of, for example, neuro-psychological, emotional stress, social, economic factors results in a science-based target time.

The main tasks of labor rationing is to establish a measure of labor costs, a specific expression of which are:

Time limits;

production standards;

Service standards;

Number norms.

Norm of time - the time allotted for the production of a unit of output or the performance of a certain work (in hours, minutes, seconds).

The output rate is the amount of output that must be produced by a worker per unit of time.

The service rate is the number of pieces of equipment, production space, etc., established for servicing by one or a group of workers.

The service time rate is the necessary and sufficient time for servicing a piece of equipment during a certain calendar period (one shift, month).

The headcount rate is the number of employees established to service the facility or perform a certain amount of work.

Question number 22: Foreign experience in the development of production. Kanban system.

Foreign firms are making every effort to reduce production costs in accordance with the principle of "reducing costs by eliminating waste." This means the introduction of such a system of organization that will completely exclude losses on the basis that any excess of the minimum necessary equipment, stocks of materials and components, as well as the number of workers is a source of increased costs.

In order to avoid an unbalanced inventory, an excess of equipment and workers, a system of organization of production has been created that can be adapted to fluctuations that occur due to disruptions in production or changes in demand. A system that provides operational control of the quantity production products at each stage of production, was called "Kanban", or "just in time".

The "just in time" system was first developed and put into practice in the Japanese automobile company Toyota. At first glance, the principles of the "just in time" system are in conflict with the traditional principles of the organization of production. Its essence boils down to the rejection of production in large batches and the creation of a continuous multi-subject production. At the same time, the supply is carried out in such small batches that, in essence, it turns into a piece.

The meaning of work according to the "just in time" system is that at all phases of the production cycle the required semi-finished product arrives at the place of the subsequent production operation exactly when it is needed. The system is focused on producing finished products and delivering them only when required. commercial network, deliver the product to next stage production process when it is needed there.