Presentation on the topic of the production structure of the enterprise. Presentation on the topic "production and organizational structure of enterprises". Managing the development of production in firms
Topic 3. The production structure of an enterprise The concept of the general and production structure of an enterprise Factors that determine the production structure Types and types of production structures of enterprises Requirements for the production structure Organization of an enterprise in space and principles of its construction General plan enterprises Ways to improve the production structure of the enterprise
The general structure of the enterprise The general structure of the enterprise is a composition of production links (production structure), as well as enterprise management organizations ( organizational structure management) and for servicing employees (social structure), their number, size and the ratio between them in terms of the size of occupied areas, the number of employees and bandwidth. As part of the management bodies, one can single out technical, economic, operational and production, personnel service, accounting, marketing service, material and technical support. Employee service organizations include a power supply unit, a health center, housing and communal services, a library, children's institutions, a dispensary, and a rest home.
The general structure of the enterprise The economic structure is the ratio of the components of the fixed and working capital of the enterprise, is reflected in the composition of the cost of production, manifests itself in the relations of intra-organizational and general cost accounting, etc. social structure characterized by the distribution of employees of the enterprise by professional qualification, gender and age, national composition, level of education, marital status, etc. The information structure is characterized by the relative location of sources and recipients of messages in the organization, the composition and relationships of information carriers, the direction and configuration of communication networks, etc. n. The organizational structure of management is the relationship between departments and positions in the organization, the distribution of roles, powers and responsibilities between them, as well as the order of functional and technological links that arise in management processes
The production structure of an enterprise The production structure is a form of ordering of enterprises, production shops and sites, transmission devices, warehouses and other elements of the production and technical base in terms of their location and interconnection on production areas. The production structure of the enterprise is the composition of the production units of the enterprise and the forms of their production relationships. The production structure of an enterprise is part of the overall structure of an enterprise and represents the composition of production units (shops, farms, industries) founded to fulfill specific goals, their relationship, the procedure and forms of cooperation, the ratio of the number of employees, the cost of equipment, the occupied area, their territorial distribution. The production units are business units characterized by the unity of production and economic activity. They organize work on the basis of centralized management or collective, rental contracts. Production and economic activity determines the essence of the process of functioning of production units.
Factors in the production structure of an enterprise characteristic features production) the establishment of rational production relations and proportions between individual divisions- workshops, production sites and jobs of the main production, the correct balance between the needs of the main workshops and the capabilities of auxiliary workshops and service facilities. Basic structural unit manufacturing enterprise is a workshop. A workshop is a part of an enterprise that has administrative independence, organized on the basis of technological (for example, foundry, forging, machine shops) or subject (for example, a chassis shop, gearboxes, tool shop) isolation of any part of the overall production process for manufacturing all the products of an enterprise or parts that form it, as well as providing any needs of the enterprise (repair, tool, model shops).
The production structure of the enterprise The enterprise is a complex of various interconnected shops and farms, which can be divided into main production shops, auxiliary shops, service facilities and hem shops. The workshops of the main production that manufacture the main products of the enterprise include the following workshops: a) procurement (foundry, forging and pressing, forging and stamping, etc.); b) processing (mechanical, thermal, metal coating shops, painting, etc.); c) assembly (nodal and general assembly with a test station, welding and assembly).
The production structure of the enterprise Auxiliary workshops - tool, repair, model and other workshops, the task of which is to provide the main production with tools, technological equipment, as well as to repair equipment, buildings and structures. Service facilities - (tare, storage, transport, etc.) serve to meet the corresponding needs of the main and auxiliary shops. Side workshops are workshops for consumer goods, workshops for the processing of waste from the main production.
The production structure of the enterprise The workshops of the enterprise, in accordance with the type and scale of production of the workshop and the entire enterprise as a whole, and also depending on the completeness of coverage of all stages of the process, are divided into production areas according to technological or subject characteristics. The formation of individual structural units - sections - as part of the workshop is carried out either by technological principle groupings of homogeneous equipment, or according to the subject principle of organizing subject-closed sections on which certain parts, assemblies, products are manufactured, or according to the principle of separating sections covering a separate part of the technological process.
Production structure of the enterprise Main (production) workshops Auxiliary workshops Service facilities Procurement Machining and assembly Warehouses Energy Transportation Sanitary engineering Preparing straightening and cutting of metal Woodworking Mechanical Thermal Container Repair Tooling Die molds Workshop Tools and abrasives; models, oils; paints and chemicals Oxygen and acetylene stations, electrical networks Charging station, wagon and car weights Wastewater treatment plants Sawmills Painting Galvanic regenerations (of earth, oils, cleaning materials) Gasoline and kerosene Steam pipelines, air pipelines, compressors Foundry Pressing Welding Forging Assembly (testing, polygons, stations) Experimental finished products, metal waste, spare parts, equipment, building materials Gas pipelines, oil and gasoline pipelines Railway crane racks, lifting and transport devices, pier devices
Factors of the production structure of the enterprise The production structure is influenced by a number of factors: design features materials used, methods for obtaining and processing blanks; simplicity of design and manufacturability of the product; the level of requirements for product quality; type of production, level of its specialization and cooperation; composition of equipment and technological equipment (universal, special, non-standard equipment, conveyor or automatic lines); - centralized or decentralized organization of equipment maintenance, its current repair and technological equipment; - the ability of production to quickly and without large losses be reorganized for production new products in the modified product range; - the nature of the production process in the main, auxiliary, secondary and service shops.
Factors in the production structure of an enterprise The production structure of an enterprise in various industries has its own characteristics arising from the nature of the main production. At textile factories, in most cases, a technological structure operates with the simultaneous specialization of individual sections for certain yarn numbers and rough articles. The largest number of factories has all stages of fabric production: spinning, weaving, finishing. Some factories specialize in one or two stages. At metallurgical plants, the technological structure prevails. Pilot, blast-furnace, steel and rolling shops are being set up. The composition of metallurgical plants often includes a sinter plant and a coke shop.
Factors in the production structure of an enterprise Common in the production structure of enterprises in various industries is the organization of auxiliary and service farms. Shops of the chief power engineer and chief mechanic, transport and storage facilities are available at the enterprise of any industry. Tool shop is present in the structure machine-building plant, felling and shuttle workshops that manufacture tools for textile production always available at the textile factory. The question of choosing and improving the production structure of an enterprise (association) should be addressed both in the construction of new enterprises and in the reconstruction of existing ones.
Types of production structures of an enterprise The production structure of an enterprise is determined by the level of specialization and cooperation of its production units (work centers). The main forms of specialization: - technological (the work center specializes in the implementation of certain technological processes); - subject (the work center specializes in the manufacture of a finished product, assembly unit or part).
Technological specialization Technological specialization, in which each main workshop specializes in performing any specific part of the overall production process, which has a clear technological isolation, for example, foundry, forging and stamping, mechanical, assembly shops. The organization according to the technological principle of the main workshops, non-specialized in the manufacture of products of a certain limited number of nomenclature names, is typical for enterprises of single and mass production, which have a diverse and unstable range of manufactured products. This principle of forming the main workshops inevitably complicates the route of movement of blanks and parts, the production interconnections of workshops, and increases the duration of the production cycle.
Subject specialization Subject specialization, in which the main workshops of the enterprise and their sections are built on the basis of the manufacture by each of them of either a certain product, or any part of it (assembly, unit), or certain group details. Subject specialization is mainly used in mechanical and assembly shops of large-scale and mass production plants, where several subject mechanical and assembly shops or subject areas are organized. Each of them is assigned the manufacture of certain products, assemblies or assemblies (for example, a workshop for frames and body parts, a workshop for spindles and shafts at a machine-tool plant; workshops for motors, frames, gearboxes at an automobile plant). The subject structure has significant advantages, since it simplifies and limits the forms of production interconnection between workshops, shortens the path of movement of parts, simplifies and reduces the cost of inter-shop and workshop transport, reduces the duration of the production cycle, and increases the responsibility of workers for the quality of work. In addition, the subject structure of the workshops allows you to arrange equipment in the course of the technological process, you can use highly specialized machines, tools, stamps, fixtures.
Mixed structure A mixed structure is characterized by the presence at the same enterprise of the main workshops, organized both by technological and by subject principle. For example, in machine-building enterprises of mass production procurement workshops(foundry, forge, press), as a rule, are organized according to the technological principle, and mechanical assembly - according to the subject principle.
Typical production structure of the enterprise Machine-building enterprise workshops main procurement cutting foundry Forging and stamping Forging and pressing processing of mechanical coatings thermal assembly mechanical assembly Final assembly auxiliary Repair and mechanical tool electrical repair energy Maintenance facilities transport warehouse
The general plan of the enterprise The general plan reflects the structure of the enterprise in the form of a designed or actual location of all main and auxiliary shops and services, including rail and trackless roads, underground and surface networks, consistent with the terrain and land improvement requirements. When developing a master plan, it is necessary to comply with the following requirements: locate production links strictly in the course of the technological process (warehouses for raw materials, materials and semi-finished products, procurement, processing, assembly shops, warehouses for finished products, etc.) locate auxiliary links near the main production shops exclude counter and reverse movements of materials, parts and products, etc. The general plan of the enterprise is carried out in accordance with SNiP II-89-80 * and provides for the placement on the site of buildings and structures, zones of utility and service facilities, energy facilities, transport facilities and communications, a scheme for organizing cultural, community and other types of services and a scheme for cargo flows. The drawing must be illuminated, contain an explication of all buildings and a table of technical and economic indicators both for the site and for the general area (microdistrict, industrial zone).
Directions for improvement The main directions for improving the production structure of the processing enterprise are: 1) deepening the specialization of production; 2) the transition of small and medium-sized processing enterprises to a non-shop management structure. In this case, instead of workshops, production sites are created, which become the main structural link of the processing enterprise. Production management is carried out through production sites, the link in management is reduced; 3) consolidation (concentration) of the main workshops in order to use high-performance equipment, improve the organization of production; 4) organization of specialized, large, technically equipped workshops for the production of containers, labels and other auxiliary materials, as well as for the repair of equipment; 5) creation of production associations.
Directions for improvement The following indicators for assessing the production structure are used: 1) the ratio between the main, auxiliary and service shops by the number of employees, by the size of production volume, by the amount of equipment, by cost production assets; 2) the ratio of the number of workshop management personnel to the total number of these personnel; 3) the ratio of the number of workers employed in the movement of objects of labor to the total number of workers; 4) the ratio of the capacity of the main industries and auxiliary links to identify possible imbalances. A well-built, constantly improving production structure determines its greatest compliance with the organization of production, the proportionality of all workshops and services of the processing enterprise, which in turn positively affects the improvement of technical and economic indicators: the level of specialization and cooperation, the continuity of the production process, the rhythm of manufacturing and output, growth of labor productivity, improvement of quality, the most expedient use of labor, material and financial resources.
The production structure of an enterprise is a spatial form of organization of the production process, which includes the composition and size of the production units of the enterprise, the forms of their interconnection, the ratio of units in terms of capacity (equipment throughput), the number of employees, as well as the placement of units on the territory of the enterprise.
Requirements for the production structure of the enterprise: 1. simplicity of the production structure; 2. absence of duplicating production links; 3. Ensuring the directness of the production process based on the rational placement of units in the factory area; 4. proportionality of the capacity of workshops, sections, equipment throughput; 5. stable forms of specialization and cooperation of shops and sections; 6. adaptability, flexibility of the production structure (the ability to quickly restructure the entire organization of production processes in accordance with changing market conditions).
Factors affecting the nature and characteristics of the structure of enterprises 1. Sectoral affiliation of the enterprise 2. The nature of the production process 3. Design and technological features of products 4. Scale of production 5. The nature of specialization 6. Scientific and technological progress
Types of workplaces: (Depending on the assignment of the production area to the workplace) Stationary Mobile workplaces. Mobile jobs refer to such categories of workers as adjusters, repairmen, transport workers. Production areas are not allocated to them.
Sites are created according to two principles: 1. Technological. The site consists of the same type of equipment (a group of lathes, a group of milling, drilling machines); Workers on the site perform a certain type of operation. There is no assignment to jobs for the manufacture of certain types of products. This type of sites is typical for small-scale and single types of production organization. 2. Subject-closed. At such a site, different types of equipment are used, which are located along the technological process. Jobs specialize in the manufacture of a certain type of product (details). Workers on site different specialties. A variation of this type of plots are production lines. This type of sites is typical for large-scale and mass production, its work is different more efficient in comparison with the site created according to the technological principle.
By appointment, the shops are divided into: 1) the main production of the main profile products or the finished part of the production process. According to the stages of the production process, the main workshops are divided into procurement, processing and releasing; 2) ensuring the production of products that are auxiliary to the intended purpose for the main workshops (tool, repair workshops, energy facilities, construction workshop); 3) serving the provision of production services to both the main and supporting workshops (transport facilities, energy facilities, construction workshops); 4) experimental production and testing of models and prototypes of new types of products being designed; 5) auxiliary and secondary. Ancillary shops include shops that mine and process auxiliary materials, for example, a quarry for the extraction of molding earth, peat extraction, a refractory shop that supplies the main shops with refractory products (at a metallurgical plant). The auxiliary workshops also include workshops for the production of containers for product packaging. Side shops are those in which products are made from production waste, for example, a shop for consumer goods. In recent years, the share of these workshops in the production structure has grown significantly; 6) auxiliary cleaning of the factory area, cultivation of agricultural products.
Technological specialization performs a certain part of the production process. The products produced by the workshop often change and are not assigned to jobs. This type of industrial structure is the least effective in comparison with the subject and detail-nodal. The main disadvantages of the technological structure include: high labor intensity of products and low efficiency of the resources used, and consequently, high production costs; large losses of time for frequent readjustment of equipment, transport work on moving objects of labor from one site to another, large losses of time for inter-shift and inter-operational storage of parts and semi-finished products. This entails a high duration of the production cycle of the product, low turnover working capital and, consequently, relatively low profitability of production.
The subject or item-by-node structure of the main workshops is typical for the mass production of products of a stable nomenclature, with this type of production structure, each workshop specializes in the production of one or more structurally similar products. In the workshops, sections are created according to a subject-closed principle. The advantages of the subject structure in comparison with the technological one: it contributes to the introduction of progressive high-performance specialized equipment (automated production lines, flexible production systems); planning is simplified, as well as intershop and intrashop cooperation; production cycles for the manufacture of parts and assemblies are reduced; the responsibility of the workers of shops and sections for the quality of products and the fulfillment of the plan for the nomenclature is increased; labor productivity increases, other economic indicators of shops and the enterprise as a whole improve.
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Under the production structure of the enterprise is understood the composition of the sections, shops and services that form it, the forms of their relationship in the production process.
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In contrast to the production structure general structure the enterprise includes various general plant services and facilities, including those related to the cultural and community services for the employees of the enterprise (housing and communal services, canteens, hospitals, clinics, kindergartens, etc.).
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Elements of the production structure The main elements of the production structure of the enterprise are jobs, sites and workshops.
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A workplace is an organizationally indivisible (under given specific conditions) link in the production process, serviced by one or more workers, designed to perform a specific production or service operation (or a group of them), equipped with appropriate equipment and organizational and technical means.
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Workplace By complexity By fixedness Depending on the features of the work performed Stationary - Mobile Specialized Universal Simple - Complex
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A site is a production unit that combines a number of jobs grouped according to certain characteristics, carrying out part of the overall production process for manufacturing products or servicing the production process.
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At the production site, in addition to the main and auxiliary workers, there is a leader - the foreman of the site.
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The workshop is the most a complex system, which is part of the production structure, which includes production sites and a number of functional bodies as subsystems. Complex relationships arise in the workshop: it is characterized by a rather complex structure and organization with developed internal and external relationships.
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Main process Auxiliary Serving Composition of production processes Main process - (organizationally completed for the manufacture of the product) - part of the production process of labor, in which the product of labor is subjected to direct physical, chemical or biological influences
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2 An auxiliary process is a part of the production process of labor, in which the product of labor is not subjected to direct influences, but without which the main production process cannot proceed. . Main process Auxiliary Service Composition of production processes
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3 A service process is a part of the production process of labor that contributes to the creation of a product of labor and without which the main or auxiliary production process cannot proceed. Main process Auxiliary Serving Composition of production processes
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Ancillary workshops include, as a rule, workshops engaged in the extraction and processing of auxiliary materials, for example, a container workshop that manufactures containers for product packaging.
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Secondary workshops are workshops in which products are made from production waste or the recovery of used auxiliary materials for production needs is carried out (for example, a workshop for the regeneration of waste and cleaning materials).
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Factors affecting the production structure Factors affecting the formation of the production structure of an enterprise can be divided into several groups.
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General structural (national economic) factors determine the complexity and completeness of the structure of the enterprise. These include: the composition of the sectors of the economy, the relationship between them, the degree of their differentiation, the expected growth rates of productivity, foreign trade relations, etc. Industry factors include: the breadth of industry specialization, the level of development of industry science and design work, the organization of supply and marketing in the industry, the provision of the industry with services from other industries.
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Regional factors determine the provision of the enterprise with various communications: gas and water pipelines, highways, communications, etc.
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Internal factors features of buildings, structures, equipment used, land, raw materials and materials; the nature of the product and methods of its manufacture; the volume of output and its labor intensity; degree of development of specialization and cooperation; capacity and features of the organization of transport; optimal dimensions subdivisions that ensure their management with the greatest efficiency; the specifics of the accepted labor force; the degree of development of information systems, etc.
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Types industrial production Type of production - a classification category of production, distinguished on the basis of the breadth of the range, regularity, stability of the output of products, the type of equipment used, qualifications of personnel, labor intensity of operations and the duration of the production cycle. Usually distinguish between single, serial and mass production.
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Single processes are called production processes in which products are manufactured in a small volume: there is a wide range of products that are repeated after a certain time; universal equipment is used; greater specific all manual operations; high qualification jobs. Single production ensures the manufacture of such types of products as machining centers, turbines, rolling machines.
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Serial are processes in which products are manufactured in a limited range, periodically repeating batches; specialized equipment with average qualification of workers.
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A mass production process is one in which a narrow range of products is produced in significant quantities over an extended period of time; high-performance special equipment is used and low qualification of workers is acceptable.
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Organization of the production process The production process is a set of individual processes labor aimed at the transformation of raw materials into finished products. The content of the production process has a decisive impact on the construction of the enterprise and its production units. The production process is the basis of any enterprise.
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Principles rational organization 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.
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1. The principle of specialization 2. The principle of proportionality 3. The principle of parallelism 4. The principle of direct flow 5. The principle of continuity 6. The principle of rhythm 7. The principle of automation Production process Principles of organization of the production process
Organization of production Object of study - any production system of the national economic complex of the country that produces any product or provides associated or independent production services Subject of study - methods and means of organizing information, marketing, design, technological, logistical, economic, production and management processes, integrating the system "subject of labor means of labor living labor" in space and time for the production of competitive products.
The organization of production involves the study and application of: -theoretical and methodological issues organization of production at enterprises; - conditions and factors of rational coordination of actions of employees of enterprises based on knowledge, techniques and best practices aimed at achieving the goals set for the production of certain labor products of the appropriate quality and quantity.
Components of EP organization of production processes in time and space organization of flow methods of production organization of automatic and flexible automated production organization of auxiliary workshops and service facilities of the enterprise organization technical control product quality organization of technical regulation of labor organization and planning of creation and development new technology and new technology organization of work of employees organization of management as a process of creating and improving management systems and ways of their functioning
The main goal of the organization of production is the creation of conditions under which the successful formation and implementation of planned targets by each production unit of the enterprise and the enterprise as a whole is ensured in all respects and with high production efficiency.
The production process is the totality of all the actions of people and tools necessary for this enterprise for the manufacture of products, a targeted, step-by-step transformation of raw materials and materials into a finished product of a given property suitable for consumption or further processing.
Subsystems of production processes, production preparation subsystems, main production processes, production infrastructure processes, logistical ensuring the production, sale and marketing of products, marketing; subsystems that determine the composition of the elements of the production process - the functioning of tools, the movement of objects of labor, the organization of labor; integrating subsystems for the formation of the production structure and organization of production planning.
The main production processes are technological processes during which changes in geometric shapes, sizes and physical chemical properties products; auxiliary processes are those that ensure the uninterrupted flow of the main processes; serving these processes associated with the maintenance of both the main and auxiliary processes and do not create products.
The stages of the production process are 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. The procurement stage includes the processes of obtaining blanks. The processing stage includes the processes of turning blanks into finished parts. The assembly stage includes the assembly of units and finished products, the adjustment and debugging of machines and instruments, and their testing.
Technological processes The phase is a complex of works, the performance of which characterizes the completion of a certain part of the technological process and is associated with the transition of the object of labor from one qualitative state to another. part of the technological process performed at one workplace, consisting of a series of actions on each object of labor or a group of jointly processed objects (the main structural element of a simple process). An operation is a part of a technological process performed at one workplace, consisting of a series of actions on each object of labor or a group of objects being processed together (the main structural element of a simple process).
Types of operations performed without the use of machines, mechanisms and mechanized tools; - manual, performed without the use of machines, mechanisms and mechanized tools; are carried out with the help of machines or hand tools with the continuous participation of the worker; - machine-manual are carried out with the help of machines or hand tools with the continuous participation of the worker; - performed on machines, installations, units with limited participation of the worker. - machine performed on machines, installations, units with limited participation of the worker. performed on automated equipment or automatic lines. -automated are performed on automatic equipment or automatic lines. characterized by the performance of machine and automatic operations in special units (furnaces, installations, baths, etc.). Hardware processes are characterized by the performance of machine and automatic operations in special units (furnaces, installations, baths, etc.).
The basic principles of organizing the production process The principle of proportionality The principle of differentiation The principle of differentiation The principle of combination The principle of combination The principle of concentration The principle of concentration The principle of specialization The principle of specialization The principle of universalization The principle of universalization The principle of standardization The principle of parallelism The principle of parallelism The principle of direct flow The principle of direct flow The principle of continuity The principle of continuity The principle of rhythm The principle of rhythm The principle of automaticity The principle of automaticity The principle conformity of the forms of the production process with its technical and economic content The principle of conformity of the forms of the production process with its technical and economic content
Types of production Single - is characterized by a wide range of manufactured products, a small volume of their production, the performance of a wide variety of operations at each workplace Serial - is characterized by a relatively limited range of products (batch). As a rule, several operations are assigned to one workplace. Mass - characterized by a narrow range and a large volume of output of products continuously manufactured for a long time at highly specialized workplaces.
Characteristics of production types FactorsType of production single serial mass Nomenclature of manufactured products LargeLimitedSmall Nomenclature constancy AbsentAvailable Output volumeSmallMediumLarge Assignment of operations to workplaces AbsentPartialFull Applied equipmentUniversal Universal +special (partly) Mainly special Applied tools and equipment Universal Universale +special Mainly special specialization of workshops and sections
The production structure of an enterprise is a set of production units of an enterprise (workshops, services) included in its composition, and the forms of relations between them. depends on: - type of manufactured products and its nomenclature, - type of production and forms of its specialization, - features of technological processes
Main structural production units Shop - an administratively separate production unit of the enterprise, specializing in the production of a certain part or products or in the performance of technologically homogeneous or identical work assignments. A site is a group of jobs united according to certain criteria
Production cycle - a calendar period of time during which a 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. a calendar period of time during which a material, workpiece or other processed item goes through all the operations of the production process or a certain part of it and turns into a finished product. T c \u003d T rp + T lane, where T rp is the time of the working process; T pr - break time T rp \u003d T wk + T k + T tr + T e, where T wk - piece-calculation time; T to - the time of control operations; T tr - the time of transportation of objects of labor; T e - time of natural processes
Operating time (T opr): T opr \u003d T shk + T k + T tr. T wk \u003d T op + T pz + T en + T oto, where T op operational time; T pz preparatory and final time when processing a new batch of parts; T en time for rest and natural needs of workers; T from time organizational and Maintenance
Operational time (T op) T op \u003d T os + T in, where T os is the main and T in - auxiliary time The main time is the direct time of processing or performing work. Auxiliary time: T in \u003d T y + T s + T ok, where T y is the time of installation and removal of the part (assembly unit) from the equipment; T c -time of fastening and detachment of the part in the device; T ok - the time of the operational control of the worker (with the stop of the equipment) during the operation.
Break time (T pr) T pr \u003d T mo + T rt + T r + T org.where T rt is the time corresponding to the mode of work, T mo-time inter-operational soaking of the part T p- time of breaks for overhaul maintenance and equipment inspections T org- time of breaks associated with shortcomings in the organization of production
The production cycle T c \u003d T det + T e + T mo + T rt + T r + T org. T c \u003d (T wk + T mo) to perk or + T e, where k per is the coefficient for converting working days into calendar days (the ratio of the number of calendar days (D k) to the number of working days in a year (D p), k lane =D to /D p); kop - coefficient taking into account breaks for overhaul maintenance of equipment and organizational problems (usually 1.151.2).
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1. Managing the development of production in firms
This is a conscious regulation of the production process in order to increase its efficiency, increase labor productivity, and improve product quality. Goals determine the approach to setting goals, developing strategies and tactics for their solution.
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Elements that arise when choosing a solution:
strategies or plans; the state of objective conditions; the result arising as a consequence of the adopted strategy in a given state of objective conditions; a forecast that evaluates the probability of each of the possible states of objective conditions; decision criterion that determines how the information is used to select the plan option to be implemented.
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2. Implementation of solutions
This is the current function associated with the operational management and regulation of production, which is the main activity of the production manager. Decisions that affect production efficiency are strategy, decisions that affect performance are tactics.
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Among the developed strategies in production management are:
deciding how, when and where to produce goods or provide services; choice of production process - assembly line or specialized production; determination of the size of the production capacity of the enterprise; level vertical integration- determination of the ratio of raw materials purchased and produced at home; organization of work of employees, degree of specialization of labor and skill level;
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technological level of production - leadership in technology or the use of achievements of other firms; the state and level of inventories - the production of finished products for storage or for specific orders; location of enterprises - near the most important markets or sources of raw materials.
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Most effective strategies in production management are:
simplicity of manufactured products; smaller batch sizes; more frequent delivery of components; decrease in inventories; reduction of the backlog in production; reducing the amount of paper work, the frequency of inspections; reducing the variety of jobs.
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3. Principles of production strategy
The most important principles of the production strategy that have developed in modern conditions, are characterized by:
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The control system is affected by the need to take into account:
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The main requirement for production management is its adaptability to:
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4. The purpose of management activities
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To achieve the intended goals, it is necessary:
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The most important principles of investing
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5. Technology management system
The technology management system is focused on managing investments and providing the most effective use technology, equipment. It includes not only equipment, but also procedures for organizing production, layout of workplaces, rational use of production areas, training workers in advanced skills, and improving their skills.
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Market conditions factors:
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Features of modern control systems
the presence of small units with a smaller number, but a higher level of qualification of employees; the presence of a small number of levels of management; creation of organizational structures based on groups (teams) of specialists; drawing up schedules and production programs focused on consumer needs; the presence in the company's warehouses of minimum stocks; immediate response to what is happening in the internal and external environment changes; availability of flexible equipment; high labor productivity and low costs; high quality products and focus on strong relationships with consumers.
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Principles for creating effective organizational structures for production management
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6. The effectiveness of the development of the company
The efficiency of the company's development implies: technical novelty and product quality; the need for continuous improvement of the quality and consumer properties of products.
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Innovative structures in stable operating theaters production systems
are based on small teams of specialists with multidisciplinary qualifications who are responsible for all aspects of project implementation from start to finish; within each group, coordination and integration of activities are carried out; groups operate on a stable basis and consist of teams working together for a long time; the group approach is constantly being improved and changed as new problems and tasks arise.
