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Traditional and logistics concept of production organization and management. Basic logistics concepts for organizing production Modern logistics concepts for organizing production

An assessment of the level of quality of the logistics services provided by the company is given. The main types of product transportation and their features are listed. Through SWOT analysis, their main advantages and disadvantages were identified. Options for managing material flows within the intra-production system are considered. This study determined the most rational type of transport for transporting each type of product, as well as a list of parameters of logistics services that the company is ready to improve.

logistics

concept

transportation of products

materials management

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The current logistics system of ArcelorMittal Temirtau JSC is imperfect; it does not always use rational types of transportation of products, which adversely affects the cost of production and customer satisfaction, and, accordingly, the competitiveness of the company as a whole.

“What changes should occur in the logistics system in order to improve it and use the most rational modes of transport for the transportation of each type of product?” To answer this question, we conducted a study consisting of the following stages:

Stage 1: - assessment of the quality level of logistics services provided by the company. This stage of the research is carried out through SWOT analysis.

Stage 2: - assessment of the level of quality of logistics services provided by AMT JSC. This stage is carried out by surveying the 30 largest customers who buy products from AMT JSC, as well as by analyzing expert assessments.

The result of this study is the determination of the most rational type of transport for transporting each type of product, as well as a list of parameters of logistics services that the company is ready to improve.

The material flow on its way from the primary source of raw materials to the final consumer passes through a number of production links. Material flow management at this stage has its own specifics and is called production logistics.

The tasks of production logistics concern the management of material flows within enterprises that create material goods or provide material services such as storage, packaging, hanging, stacking, etc. A characteristic feature of the objects of study in production logistics is their territorial compactness.

Research on rationalization of transport logistics. Transport is a branch of material production that transports people and goods. In the structure of social production, transport belongs to the sphere of production of material services.

A significant part of logistics operations along the route of material flow from the primary source of raw materials to final consumption is carried out using various vehicles. The costs of performing these operations amount to up to 50% of the total logistics costs.

Transport is represented as a system consisting of two subsystems: public transport and non-public transport.

Public transport is a branch of the national economy that meets the needs of all sectors of the national economy and the population for the transportation of goods and passengers. Public transport serves the sphere of circulation and the population. It is often called the main line (the main line is the main, main line in some system, in this case, in the communication route system).

The concept of public transport covers railway transport, water transport (sea and river), road, air transport and pipeline transport.

Non-public transport - intra-production transport, as well as vehicles of all types belonging to non-transport enterprises, is, as a rule, an integral part of any production systems.

Transport fits seamlessly into production and trade processes. Therefore, the transport component is involved in many logistics tasks.

At the same time, there is a fairly independent transport area of logistics, in which multidimensional coordination between participants in the transport process can be considered without direct connection with the associated production and warehouse areas of material flow.

The tasks of transport logistics primarily include those whose solution enhances the coordination of actions of direct participants in the transport process.

The use of logistics in transport, as well as in production or trade, turns counterparties and competing parties into partners who complement each other in the transport process.

Logistics, as noted, is a unified technique, technology, economics and planning. Accordingly, the tasks of transport logistics should include ensuring the technical and technological connectivity of participants in the transport process, coordinating their economic interests, as well as the use of unified planning systems. Let us briefly describe each of these tasks.

Technical connectivity in the transport complex means the consistency of the parameters of vehicles both within individual types and across species. This consistency allows the use of modal transport, working with containers and cargo packages.

Technological connectivity implies the use of a unified transportation technology, direct transshipment, non-transshipment communication.

Economic connectivity is a general methodology for studying market conditions and constructing a tariff system.

Collaborative planning means developing and applying common schedule plans.

Choosing the most rational type of vehicle. The problem of choosing a mode of transport is solved in mutual connection with other logistics tasks, such as creating and maintaining an optimal level of inventory, choosing the type of packaging, etc.

The basis for choosing the type of transport that is optimal for a particular transportation is information about the characteristic features of various types of transport.

As is known, social production is divided into material and intangible. Production logistics considers the processes occurring in the sphere of material production.

Material services for the transportation of goods can be the object of both production logistics, in the case of using one’s own transport for the intra-production movement of goods, and transport, if public transport is used. Logistics systems considered by production logistics are called intra-production logistics systems. These include: an industrial enterprise, a wholesale enterprise with warehouse facilities; cargo hub; hub seaport, etc. Intra-industrial logistics systems can be considered at the macro and micro levels.

The logistics concept of production organization includes the following main provisions: a move away from excess inventories, a move away from excessive time for performing basic and transport and warehouse operations, a move away from manufacturing series of parts for which there is no customer order, elimination of equipment downtime, mandatory elimination of defects, elimination irrational intra-factory transportation, turning suppliers from an opposing party into friendly partners.

In contrast to the logistics concept, the traditional concept of organizing production presupposes: never stopping the main equipment and maintaining a high utilization rate at all costs, manufacturing products in as large batches as possible, and having the largest possible supply of material resources “just in case.”

The traditional concept of organizing production is most suitable for conditions of a “seller’s market,” while the logistics concept is most suitable for conditions of a “buyer’s market.”

When demand exceeds supply, we can confidently assume that a batch of products manufactured taking into account market conditions will be sold. Therefore, the goal of maximum equipment utilization takes priority. Moreover, the larger the batch produced, the lower the unit cost of the product will be. The task of implementation is not in the foreground.

The situation changes with the arrival of buyer “dictation” on the market. The task of selling the manufactured product in a competitive environment comes first. The volatility and unpredictability of market demand makes it impractical to create and maintain large inventories. At the same time, the manufacturer no longer has the right to miss a single order. Hence, the need for flexible production facilities that can quickly respond with production to emerging demand. Reducing costs in a competitive environment is achieved not by increasing the size of produced batches and other extensive measures, but by the logistics organization of both individual production and the entire commodity distribution system as a whole.

To build an integrated information and management logistics system, it is necessary to cover the entire process of movement of material flows from the arrival of raw materials and other materials at the plant to the departure of finished products, and to analyze the entire technological chain of the enterprise. When building a technical system, each unit corresponds to a specific type or model of technical equipment and an element of the control system for this unit. In a modern enterprise, a delay of 1-2 hours in obtaining information about the state of production can lead to its shutdown. Therefore, continuous information monitoring of the progress of the production process and material flows is required to make effective management decisions.

Within the logistics system, five levels of management are implemented: administrative (superior); level of position control (distribution of orders among loading and transportation means, control of order fulfillment according to individual parameters, impact on eliminating interference and conflict situations); level of fulfillment of individual orders according to the schedule; operational mode of managing information material flows; real-time control “on-line” - implementation of the plan for individual technological units.

A logistics system is an adaptive feedback system that performs certain logistics functions or operations, consisting of subsystems that have developed connections with the external environment. The boundaries of the logistics system are determined by the circulation cycle of the enterprise's funds. First, means of production are purchased. They enter the logistics system in the form of material assets, are stored, processed, stored and leave the logistics system for consumption in exchange for financial resources entering the system.

A system is an integral set of elements interacting with each other. These elements exist only in the system. Outside the system, these are only objects that have the potential ability to form a system. System elements can be of different quality, but at the same time compatible.

There are significant connections between the elements of the system, which naturally determine the integrative qualities of this system. Connections can be material, informational, direct, or reverse.

The material flow originates from either a raw material source, a manufacturing facility, or a distribution center. It goes either to production, to a distribution center, or to the end consumer. Threads are essentially connections between system elements.

The presence of system-forming factors among the elements of the system only presupposes the possibility of its creation. For a system to appear, it is necessary to form ordered connections, that is, a certain structure and organization of the system.

The system has integrative qualities, i.e. qualities inherent in the system as a whole, but not inherent in any of its elements separately. The presence of integrative qualities is obvious.

Currently, the effective distribution of metal products at AMT JSC is directly related to close interaction with consumers in order to meet their needs and ensure stable operation and supply of metal in large volumes within a specified time frame.

Until recently, many Asian and CIS countries that produce and supply metal products to developed countries had no idea of an effective strategy for cooperation with consumers that would develop and strengthen their relationships (more than formal sales and supply of products).

Delivery of products is carried out initially by railway transport to the ports of Nakhodka, Odessa, Novorossiysk, Klaipeda, Aktau.

The key ports for transporting products by rail for shipment to the European direction are Klaipeda, Odessa, Novorossiysk

At the present stage of relations with consumers, monitoring and adjustment of transport processes begins with the shipping areas of workshops, where the final packaging of products and loading into cars takes place.

Currently, ArcelorMittal Temirtau JSC has the ability to ship metal products according to the schemes given in table. 1.

Thus, all metal is shipped in the above-mentioned types of cars. If the shipment of cold-rolled metal, sheet metal and galvanized metal occurs on a horizontal axis in gondola cars, then when shipping hot-rolled metal there is an alternative to choosing the shipping axis and type of cars. The main criteria for choosing a shipping axle and type of cars are the volume of shipment and the availability of the necessary cars.

Thus, for 2015, the shares of hot-rolled metal shipments on various cars are shown in the figure.

Table 1

Product loading schemes

Shares of shipment on different wagons

Analysis of the figure shows that currently shipment on platforms (i.e., on the vertical axis) dominates, which is explained by the minimum time for shipment of a unit of product and minimum labor costs with maximum metal injury during crane operations during the adjustment of the workshop. The use of gondola cars and "Altaek" with shipment on a horizontal axis increases the time of shipment of a unit of product by 1.5-2 times, but greatly increases the safety of packaging and minimizes injury to rolls when loading into cars.

In the conditions of continuous production of ArcelorMittal Temirtau JSC, schemes are not always used that have a beneficial effect on both shop floor and further transport operations. This is due to the significant time difference when using different loading schemes.

Due to the wide market for products, AMT JSC supplies metal products through several of the largest ports in Russia, Ukraine, and the Baltic states. During the inspection of these ports, violations of the condition of the products were revealed during their delivery to the port and further transport operations before loading onto the ship.

The most representative market for rolled metal products in ports is represented by Severstal, NLMK, and MMK. Thus, a comparative analysis was made in the port of Novorossiysk on the condition of rolled products at delivery stages (Table 2).

A comparative analysis of the metal packaging of AMT JSC and other manufacturers shows that the metal as supplied by NLMK and Severstal has less external damage to the packaging. The cold-stained metal fittings are completely intact. This is due to the duration of transportation and loading conditions. In addition, Severstal hot-rolled rolls have protective rings, and cold-rolled rolls have plastic linings, which reduces the risk of pressure/abrasions in the locking areas.

In order to obtain detailed information about the problems of transport logistics, the CS group, together with the marketing department, proposed to conduct an end-to-end inspection of the condition of the metal at each stage of the transport process, starting from the shipment workshop.

To do this, it was proposed to monitor the condition of hot-rolled and cold-rolled coil products supplied to the countries of south-western Europe to “critical” end users. The inspection was carried out according to the scheme: LPC-1,2 > port of Novorossiysk > port of Aveiro > Ferpinta Industrials.

Table 2

Products from various manufacturers in delivery and storage condition

The end-to-end inspection results were performed for the Kansas River vessel, on which the following amount of metal was shipped (Table 3).

Table 3

Vessel loading data

The results of the end-to-end inspection show: the main damage to coils and packaging of hot-rolled and cold-rolled metal occurs during unloading/warehousing/loading of rolls at the port; nature of the main damage - broken hoops, jammed/clogged coils, damage to packaging (ends/box).

Strengthening the role and responsibility of transport logistics for the delivery of products will increase the competitiveness of ArcelorMittal Temirtau JSC products and reduce transport costs.

One of the significant qualitative indicators of production efficiency is cycle time. The average duration of a production cycle can be expressed through the ratio of the average amount of reserves to the average capacity of an enterprise, workshop, or site. To ensure the maximum reduction in the duration of the production cycle, it is necessary to ensure synchronization of rhythms (parallelism), for example, the receipt of blanks and the release of finished products. The delivery of workpieces to workplaces is organized according to a clear schedule. To achieve high productivity, rhythm and reduce inventory levels, it is undesirable to plan orders with large differences in cycle times at one production site. To harmonize production, reduce production cycle time and reduce inventories, large orders are recommended to be divided into parts. To reduce the average production cycle time, a first-come, first-served service discipline must be implemented. There are two options for managing material flows within an intra-production system, between which there is a fundamental difference. One of the options is based on the so-called push logistics, the second - on target logistics. Push logistics is implemented by the MRP system, and goal logistics is implemented by the Kanban system.

A logistics approach to managing material flows at an enterprise allows for maximum optimization of the implementation of a complex of logistics operations. According to data from Bosch-Siemens, Mitsubishi, and General Motors, a 1% reduction in costs for logistics functions had the same effect as a 10% increase in sales volume. The cumulative effect of applying a logistics approach to managing material flow at an enterprise consists of the following elements: production is market-oriented; an effective transition to small-scale and individual production becomes possible; partnerships with suppliers are being established; equipment downtime is reduced (since the materials necessary for work are always available at the workplace); inventory is optimized - one of the central problems of logistics (analysis of the experience of a number of Western European companies using modern logistics methods for organizing production (the Kanban system) shows that the use of logistics makes it possible to reduce production inventories by 50%)); the number of support workers is reduced (the lower the level of consistency, the more uncertain the labor process and the higher the need for support personnel to perform peak volumes of work); the quality of products improves; material losses are reduced (any logistics operation is a potential loss, optimization of logistics operations is a reduction in losses); the use of production and warehouse space is improved (the uncertainty of flow processes forces the reservation of large additional areas); injury rates are reduced (the logistics approach organically integrates the occupational safety system).

Bibliographic link

Gelmanova Z.S., Ibatov M.K. LOGISTIC CONCEPT OF PRODUCTION ORGANIZATION // International Journal of Applied and Fundamental Research. – 2016. – No. 10-2. – P. 299-304;
URL: https://applied-research.ru/ru/article/view?id=10338 (access date: 01/15/2020). We bring to your attention magazines published by the publishing house "Academy of Natural Sciences"

For a long time, traditional production and marketing activities were based on the fact that fluctuations in demand for the products of a particular production were regulated by the stocks of these products. Production worked at its own rhythm, and stocks of finished products were created, essentially, “just in case.” The disadvantages of such an organization of production were obvious. In addition to the waste of significant funds in the form of the creation of stocks that are not yet in demand, costs arise for their storage and, consequently, the cost of production increases. In addition, such inventory limits the company's ability to satisfy requests for a new product range or changes in product quality requirements. The company becomes conservative, its opportunities to expand its clientele and conquer new markets are limited. Ultimately, this makes it difficult (if not completely impossible) to implement effective and profitable pricing and technical policies.

Organizing and managing production according to the traditional concept strives to maintain high equipment utilization and reduce production costs. The relevant indicators are monitored throughout the entire production cycle. Based on the results of monitoring these indicators, certain management activities are carried out.

The traditional concept of production management is based on the fact that the product being manufactured is based on an analysis of market conditions already carried out by the top management of the company. Therefore, it is assumed that products of this range and in this volume will be sold sooner or later. With this approach, the goals of production management are local and specific: maximum equipment utilization and avoidance of downtime, the desire to produce the smallest number of batches of the largest volume of products, to constantly increase productivity, including by allowing a certain percentage of defects and narrow specialization of production personnel .

The implementation of such properties of flexibility, which modern production should have, is achieved through logistics management.

Logistics principles of production management require that indicators be correlated with the efficiency obtained from product sales. In other words, the assortment, volumes and timing of sales and achievable prices are taken into account.

The possibility of adequately increasing production volumes, i.e. quantitative flexibility, is ensured by creating internal reserves of labor and production capacity, including equipment reserves.

In conditions of satisfying and creating market needs in the presence of competition, the receipt of orders from consumers is unpredictable and can change, that is, increase or decrease and acquire new qualities. The top management of the company will not be able to satisfy such fluctuations in consumer demand only through the availability of inventory. Moreover, these reserves deprive him of initiative and make him conservative.

The logistics concept of production organization includes the following basic provisions:

eliminating excess inventory;
refusal of inflated time for performing basic transport and warehouse operations;
refusal to manufacture products for which there is no customer order;
elimination of downtime of main equipment;
mandatory elimination of defects;
elimination of irrational intra-factory transportation;
transforming suppliers from opposing parties into benevolent partners.

Logistics management meets the requirements of a “just-in-time production” organization.
Just-in-time production is a philosophical concept that redefines the goals of production activities and believes that their results are significant.

In the United States, on-time production is interpreted in relation to four elements:

Manufacturing of finished products.
Shipment and sale.
Purchase of material resources.
Use of purchased material resources in production

6.2. Traditional and logistics concepts of production organization

The organization of material flows within an enterprise depends on the characteristics of the sale of finished products. In conditions of shortage in the market, when there is complete confidence that the products will be sold, attention should be paid to high equipment utilization. This leads to an increase in equipment utilization rates in terms of time, power and volume of work and a reduction in the range of products. At the same time, products are released to the sales warehouse in accordance with the production plan and stocks of finished products are accumulated. This traditional approach to production and trade.

In the face of problems with sales and unpredictability of demand, production at the warehouse is replaced by production to order. It becomes unprofitable to maintain large inventories and at the same time new orders cannot be missed. Therefore, the rapid adaptation of an enterprise to environmental changes becomes important, which is ensured by the ability of its subsystems (supply, production, sales) to quickly change the size and composition of incoming and outgoing material flows. All this is possible by using logistics concepts.

The logistics concept of organizing production includes the following basic provisions:

– refusal of excess stocks;

– saving time on performing basic and transport and warehouse operations;

– refusal to manufacture products for which there is no customer order;

– elimination of irrational equipment downtime;

– mandatory elimination of defects;

– elimination of irrational intra-factory transportation.

The traditional concept is most suitable for conditions of a “seller’s market”, and the logistics concept is most suitable for conditions of a “buyer’s market”.

When demand exceeds supply, you can be sure that the manufactured batch of products will be sold, so the equipment is loaded to the maximum. Moreover, the larger the batch produced, the lower the unit cost of the product will be. The task of implementation does not come first.

The situation changes with the arrival of buyer “dictation” on the market. The task of selling the manufactured product in a competitive environment comes to the fore. The volatility and unpredictability of market demand makes it impractical to create and maintain large inventories.

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Production logistics– this is the management of material flow, taking into account certain specifics.

Manufacturing is one of the main areas of logistics, occupying a central place in the company. Management of material and information flows on the way from a warehouse of material resources to a warehouse of finished products is called production logistics.

Production and logistics systems include:

1) industrial enterprises;

2) wholesale enterprises;

3) cargo stations and seaports.

The tasks of production logistics reflect the organization of management of material and information flows not just within the logistics system, but within the framework of the production process (Figure 1).

The general tasks (functions) of production logistics include:
1) planning and dispatching production based on the forecast of demand for gas production and consumer orders;
2) development of production schedules for workshops and other production units;
3) development of product launch and release schedules, agreed upon with supply and sales services;
4) establishing standards for work in progress and monitoring their compliance;
5) operational management of production and organization of fulfillment of production tasks;
6) control over the quantity and quality of GP;
7) participation in the development and implementation of production innovations;
8) control over the cost of production of state-owned enterprises.

Logistics concept The organization of production, characteristic of a “buyer’s market,” includes the following basic provisions:
· rejection of excess stocks;
· refusal of inflated time for performing basic transport and warehouse operations;
· elimination of irrational intra-factory transportation;
· refusal to manufacture series of parts for which there is no customer order;
· elimination of equipment downtime;
· mandatory elimination of defects;
· transforming suppliers from opposing sides into benevolent partners

37) The essence and content of distribution logistics. Basic forms and models of distribution logistics?

Distribution logistics (sales)- This a set of interrelated functions implemented in the process of distributing material flow between various buyers.

Object The study of distribution logistics is the material flow at the stage of its movement from the manufacturer to the final consumer.

Main goal Distribution logistics is about ensuring that the right goods are delivered to the right place, at the right time, at minimal cost.

Distribution logistics is responsible for optimizing the process of distributing existing stocks of finished products to the consumer in accordance with his interests and requirements.

The most important functions of distribution logistics are as follows:

· planning, organization and management of transport and movement processes in the logistics system in the post-production period;

· inventory management;

· receiving orders for the supply of products and its effective processing;

· picking, packaging and performing a number of other logistics operations to prepare commodity flows for generation;

· organization of rational shipment;

· delivery management and control over the implementation of transport and movement operations in logistics chains;

· planning, organizing and managing logistics services.

There are two main forms of organizing the distribution of finished products: 1) selling products directly to the end consumer through its own sales network;

2) sales of products through intermediaries.

A model can be defined as some artificial thing, similar to the reality being studied, which can be created and studied using various means (verbal description, graphically, logically).

More often, a distinction is made between verbal and mathematical economic models. Mathematical models have such advantages as clarity, the possibility of strict deduction, testability, etc. A verbal model is better than no model at all or the use of a mathematical one, which falsifies reality (inadequate to reality).

Let's consider applied options for logistics sales models, such as deterministic, stochastic, verbal.

1) The first ones, i.e. deterministic models are preferable within the sales divisions of an enterprise.

2) Second, i.e. stochastic models allow us to take into account the influence of various external factors on the sales process.

3) Third, i.e. verbal models are based on a generalization of experience in sales management as a complex logistics system.

1) The determinism of logistics sales modeling is objectively based on the repeatability of sales operations, the presence of stationary elements of distribution logistics (for example, warehouses), and the ability to standardize the requirements for logistics operations. It is the possibility of standardizing sales activities that creates the necessary prerequisites for the development of deterministic logistics sales models.

The possibilities of using deterministic logistics sales models are currently significantly limited for the following reasons:

Economic and political instability of the Russian market;

Insufficient development of the market-type legislative framework;

Increased uncertainty and risk in sales activities in the context of late payments;

Low contractual discipline.

In addition, the deterministic model of sales logistics is objectively limited by the enterprise and practically cannot be extended to the external environment, where strict regulation of factors affecting sales is essentially impossible. Such a model, limited by the enterprise, is usually not workable in the external environment, since the main efforts of the sales service are directed inside the enterprise.

2) The process of constructing stochastic logistics sales models usually includes the following stages:

Formulation of goals and objectives of logistics modeling;

Construction of a conceptual model of the sales process based on an initial verbal description of the model, and then preliminary formalization of sales activities;

Formation of a set of requirements for the model being developed;

Building a model of the sales process as a whole and drawing up descriptions of system elements, as well as external influences;

Assessing the suitability of the resulting model.

Often, the practical use of logistics models of this type is difficult due to unreliable information about sales activities and uncertain interpretation of external and internal factors. But, perhaps, the main difficulty is that these models, as a rule, transfer the conventions of the previous period to the forecast period of time, which is not always productive in sales, where the variability of market conditions is high.

To some extent, these problems are eliminated by logistics modeling of sales based on the theory of queuing. Any logistics sales model can be presented as a type of queuing system. Let's consider two systems:

1) loss-free sales model;

2) sales model with losses.

The logistics sales model without losses describes the simplest, usually two-tier distribution channels, where the relationship between the seller and the buyer is direct, and the number of buyers is limited either due to the specific nature of the product (investment product), or due to the objective narrowness of the market (products for industrial purposes ).

Schematically, this model looks like this (Fig. 7).

order quantity accepted

to execution

fulfilled

Fig.7. Scheme of a logistics sales model without loss of orders

Quantity of orders accepted to

execution

fulfilled

Fig. 8 Scheme of a logistics sales model with losses

3) Verbal model - The main elements of verbal logistics sales models are organizational sales structures, including the organization of sales management.

The organizational structure of sales from the perspective of logistics modeling can be defined as a set of divisions of an enterprise and independent commercial intermediaries, between which there is a system of various connections (material, financial, information, etc.) that ensure the promotion of goods to the market and the provision of services to consumers.

The organizational structure of sales distinguishes the divisions of the enterprise that perform sales functions, independent commercial intermediaries that are channels of product distribution, and the relationships between them.

VII. LOGISTICS

6. Logistics of production processes

1. The importance of production process logistics

On the way from the primary source of raw materials to the final consumer, MP passes through a number of production links. MP management at this stage has its own specifics and is called production logistics. Purpose production logistics is to reduce costs and improve product quality in the process of converting MP into technological processes of production of GP. The importance of effectively solving the problems of production logistics by optimizing the management of industrial enterprises is determined by reducing costs, lead times, promptly responding to changes in market demand for the quantity and range of products and, ultimately, increasing the operating efficiency and competitiveness of enterprises.

Logistics concept The organization of production, characteristic of a “buyer’s market,” includes the following basic provisions:
· rejection of excess stocks;
· refusal of inflated time for performing basic transport and warehouse operations;
· elimination of irrational intra-factory transportation;
· refusal to manufacture series of parts for which there is no customer order;
· elimination of equipment downtime;
· mandatory elimination of defects;
· transforming suppliers from opposing sides into benevolent partners.

Traditional concept organization of production, characteristic of a “seller’s market,” presupposes:
· never stop the main equipment and maintain a high utilization rate at all costs;
· produce products in as large batches as possible;
· have as large a reserve of MP as possible “just in case.”

Production in market conditions can survive only if it is able to quickly change the range and quantity of products produced. In the traditional production concept, this problem is solved by having GP stocks in warehouses. The logistics concept provides for adaptation to changes in demand through a reserve of production capacity, which can be provided through the quantitative or qualitative flexibility of production systems.

Tasks of production logistics

Pull and push systems

Push system– this is an organization of MP movement in which MPs are supplied from the previous operation to the next one in accordance with a pre-formed rigid schedule. MRs are “pushed out” from one link of the LS to another (Fig. 6.1). For each operation, the general schedule sets the time by which it must be completed. The resulting product " pushed through» further and becomes a work-in-process inventory at the input of the next operation. That is, this way of organizing the movement of the MP ignores what the next operation is currently doing: busy performing a completely different task or waiting for a product to arrive for processing. The result is delays in work and an increase in work-in-process inventories.

Rice. 6.1. Schematic diagram of the pushing system

Pulling system – This is an organization of MP movement in which MPs are fed (“pulled”) to the next technological operation from the previous one as needed, and therefore there is no rigid schedule for MP movement. Placement of orders to replenish stocks of MP or GP occurs when their quantity reaches a critical level (Fig. 6.2.). The pulling system is based on " pulling» product by a subsequent operation from a previous operation at the point in time when the subsequent operation is ready for this work. That is, when one operation finishes processing a unit of production, a request signal is sent to the previous operation. And the previous operation sends the processed unit further only when it receives a request for it.