The main features of a rational organization of the production process are. The basic principles of the rational organization of production processes for the manufacture of products razli - abstract. The production structure of the enterprise and its characteristics

Managerial labor

On the basis of generalization of science and advanced experience in the field of organization of labor of employees, a number of principles can be formulated that should be guided in solving methodological and practical issues of designing a rational organization of labor in managing a production team.

1 Complexity ... The essence of this principle is that the problem of improving the organization of labor in production management should be solved comprehensively, i.e. taking into account all its aspects: organizational and legal, cybernetic and technical, economic and social, psychological and physiological.

Organizational aspects- this is the establishment of a certain procedure for carrying out work in each direction of the rational organization of labor, improving the composition, forms and methods of interaction of personal and material elements in the work of employees. Legal aspects are directly related to organizational aspects, designed to ensure strict compliance with the rights and responsibilities of each employee and team in the process of carrying out the tasks and functions assigned to them.

Cyber ​​aspects provide for the improvement of the production team management system by optimizing the process of making and implementing management decisions based on the use of feedbacks, identifying ineffective links, and developing appropriate algorithms.

Technical aspects involve the identification and implementation of opportunities for effective use modern means computing, documentation and communication technology in the work of employees for the preparation of primary information, its processing and transmission.

Economic aspects determine the need to compare the costs and results of employees' labor and, on this basis, create levers and incentives designed to ensure the effective functioning of the management bodies of the enterprise and its divisions while reducing the costs of their maintenance.

Social aspects imply an increase in the content and attractiveness of employees' work by eliminating monotonous, tedious, irrational work while simultaneously expanding the range of tasks requiring the search for new solutions, the use and enhancement of the educational effect of the prestige of creative work, the real participation of team members in managing its activities.



Psychological aspects include a set of measures aimed at ensuring a favorable moral and psychological climate in the team, which should be taken into account when selecting and placing personnel, forming new units or reorganizing existing ones, creating temporary groups to solve specific tasks.

Physiological aspects provide for measures to ensure the preservation of health and working capacity of people. They are determined by sanitary and hygienic, ergonomic and aesthetic requirements, which should be taken into account when deciding on the organization and equipment of workplaces of employees, establishing rational modes of their work and rest, taking into account the peculiarities of mental work.

2 Consistency ... If the principle of complexity expresses the requirement completeness of object consideration in all the variety of its elements, i.e. in this case, improving the organization of work of employees in all directions, throughout the management cycle with coverage all aspects, then the principle of consistency presupposes them mutual agreement, linkage, elimination of contradictions identified during their joint rather than isolated consideration. As a result of this approach, a labor organization system is created, within which all its elements are mutually agreed and act in the interests of the effective functioning of the entire enterprise system.

3 Regulation ... This principle means the establishment and strict adherence to certain rules, regulations, guidelines, instructions, standards, etc. documents based on objective laws of development of the management system. At the same time, a range of issues that are subject to strict regulation is highlighted, and issues for which only recommendations are needed that allow freedom of choice, creative search for solutions in relation to specific conditions.



Objects of regulation should be considered content, results and labor costs(see 6.5), and objects of recommendation- processes (their elements), methods and means to ensure their implementation. Such a distinction, of course, does not exclude the need and expediency of a creative approach in establishing content, results and costs of labor, just like the regulations of individual elements of processes, methods and means of labor.

4 Specialization ... As well as production processes, production management and engineering processes require specialization, i.e. such their construction, in which for each structural unit enterprises are assigned certain objects of activity –types of products, technological processes, functions, works... Specialization is a necessary prerequisite for the application of progressive methods and means of labor, increasing its productivity, improving the quality of work.

The principle of specialization is assigning certain functions, works and operations to each management unit with full responsibility for the final results management activities... Depending on the nature of the specialization, it can be:

Functional;

· Subject;

· Technological.

¨ Functional specialization- empowering a management body (department, service, bureau, group) specific function(technical, technological preparation of production, personnel, labor and wages, material and technical supply, etc.), i.e. there is a centralization of work within a certain functional unit. The specialization of functional services is carried out not only for the enterprise as a whole, but also within production units (workshops, departments).

In most cases, functional units in organizations are centralized, or mixed, i.e. along with services (planning, technological and technical preparation of production) as the main headquarters at the highest level of management, similar links (small in number) take place at the middle level of management (shop, department).

¨ Subject specialization takes place with flexible organizational structures when a management unit (team) is formed for solving certain tasks for targeted programs (development and implementation of projects for reconstruction of the enterprise, creation and development of new products, etc.). Using target-oriented management methods, subject-specific units can rarely be fully staffed with all specialists, and this is not always advisable. Therefore, they operate in conjunction with functional units.

¨ Technological specialization in the field of activity of employees, it consists in the structural separation of computing, documentation and communication operations from the scope of work for all functions and their concentration in the corresponding specialized divisions - a computer center, a documentation center, a communication center.

Providing a positive effect, specialization, with excessive enthusiasm for it, can restrain the creative growth of employees and negatively affect the meaningfulness of their work and the work of the team as a whole. Therefore, the development of specialization in the work of employees should not conflict with the objective need to expand the scope of their activities and provide interchangeability of workers, which is especially important in conditions of progressive forms of organization of collective labor.

5 Stability ... The work of a team cannot be successful if its composition is constantly changing, if its tasks and functions also change frequently, and there is no established system for their implementation. Instability has a particularly negative effect on the activities of the enterprise when it concerns employees, since as a result of their work, as in focus, are reflected successes and failures not only their own work , but also labor of workers, the degree of use of organizational, technical, economic and social factors growth of the efficiency of social production.

Therefore, in accordance with the principle of stability, rash rearrangements and rearrangements in production management should not be allowed. At the same time, the principle of stability cannot be opposed to the requirements dynamism, flexibility, the ability of the existing organization of labor of employees for rapid restructuring, if this is caused by an objective necessity, when the prevailing organizational forms do not meet the new economic conditions.

6 Purposeful creativity ... This principle requires the achievement of two interrelated goals:

1) provide creativity in the design and implementation of a rational organization of employees' labor;

2) make the most of employee creativity in their daily activities.

Innovations in the field of labor organization and management go through the same stages that are characteristic of the creative process in all branches of science and technology:

· Analysis of the existing practice and the contradictions that have developed in it;

· Study of scientific achievements and advanced experience;

· Idea generation;

· Preparation and conduct of the experiment;

· Analysis of the results of the experiment - both positive and negative;

· Making the necessary adjustments;

· Determination of the possible scope of application of the innovation and the adoption of an appropriate decision;

· Creative use of innovation in specific conditions.

New economic system economic management carries with it many temptations to apply original economic models, somewhere and once well-proven. Practice shows that one cannot simply copy even the most advanced experience mechanically. It is necessary not only to use it, but also to show initiative, a creative approach to finding new reserves for increasing labor productivity and increasing production efficiency.

Usage the principle of purposeful creativity in solving the problems of organizing the work of employees, it is intended to enrich the practice of designing and introducing organizational innovations in the market conditions of management.

With regard to the maximum harnessing creativity, then this goal is achieved largely as a result of the introduction of advanced forms of labor organization. The development of creativity in each work collective primarily depends on the manager-leader, who constantly analyzing the state of affairs in the unit and studying the best practices, creates an atmosphere of a creative approach to the process of managerial work. The ability to work creatively should be considered as the most important professional qualification requirement for managers and specialists.

Basic principles of rational organization of production:

1) parallelism;

2) continuity;

3) proportionality;

4) rhythm;

5) straight-through

Parallelism principle- simultaneous execution of separate parts of the production process. In parallel, adjacent operations are carried out to process a batch of parts, as well as operations of the same name at several workplaces.

The level of parallelism of the production process is characterized by the coefficient of parallelism (Кпрл), which is determined by the formula:

Kprl = Tpar ​​/ Tpos,

where Tpar ​​is the time of the technological cycle with a parallel combination of operations (movement of objects of labor); Тпос - the time of the technological cycle with a sequential combination of operations.

The economic significance of using the principle of parallelism lies in the fact that a uniform load of all production workshops and sections is achieved, the duration of the production cycle and, above all, its technological part, is reduced.

Continuity principle- involves working without any interruptions or keeping them to a minimum. There are interruptions in production due to serial and batch loading of equipment, interoperative and inter-shift bedding. To assess the level of continuity of the production process, the coefficient of continuity of production (Kn.p.) is calculated by the formula:

Kn.p. = 1 - Tper / Tts,

where Tper is the time of breaks for various reasons, h; ТЦ - the duration of the production cycle, h.

The economic significance of using the principle of continuity lies in the fact that a better use of production capacity is ensured, the duration of the production cycle is reduced, and the share of time in it for performing technological operations increases.

Proportionality- the principle, the implementation of which ensures equal throughput of different workplaces of the same process, proportional provision of workplaces with information, material resources, personnel, etc. The higher the degree of proportionality, the more perfect the system, the higher its efficiency.

Proportionality is determined by the formula:

Kpr. = Mmin. / Mmak.

where Mmin is the minimum throughput, or the parameter of the workplace in the technological chain; Mmak. - maximum ability.

The economic significance of the principle of proportionality is that it ensures uninterrupted and rhythmic work of all divisions of the enterprise.

Rhythm- the principle of rational organization of processes, which characterizes the uniformity of their implementation in time. Determined by the formula:

Critm. = åQiф / åQin,

where Qiф is the actual volume of work performed for the analyzed period within the plan and less than the plan; Qin is the planned scope of work.

Straightness- the principle of rational organization of processes, which characterizes the optimality of the path of passage of objects of labor and information, etc. Determined by the formula:

By the way. = Zopt / Zact.,

where Zopt. - the optimal length of the path of passage of the object of labor, excluding unnecessary links, returns to the previous place; Z fact. - the actual length of the path of passage of the subject of labor.

Types of movement of objects of labor in the production process

When determining the duration of the production cycle, the duration of its three components is calculated: the duration of the technological part of the cycle, the time of breaks for various reasons and the time of natural breaks, if they are provided for by the technological process.

The duration of the technological part of the cycle depends on the complexity of the operations performed and the method of transferring batches of processed parts from operation to operation, from one workplace to the next, i.e., on the type of movement of objects of labor in the production process. There are three main types of movement: serial, parallel and parallel-serial.

Sequential view of the movement of objects of labor in the production process is characterized by the fact that during the manufacture of a batch of parts in a multi-operation technological process, it is transferred to each subsequent operation ( workplace) only after finishing the processing of all parts in the previous operation.

In fig. shows a graph of the sequential type of movement for a batch consisting of four parts.

Fig 5. Graph of the sequential type of movement

batches of parts in the process

The duration of machining with a sequential type of movement (Tseq.) Is directly proportional to the size of the batch of parts and the processing time of one part for all operations:

Tposl = nåt,

where t is the processing time of one part for all operations, min or h; n is the number of parts in the batch; m is the number of operations.

The sequential type of movement of objects of labor prevails in industries where a small number of similarly named objects of labor (parts) are processed in batches. Each detail, after being processed at the workplace, before performing the next operation, is delayed (lies) here, waiting for the completion of processing of all the details of the batch. In this regard, the duration of the passage of a batch of parts for all operations increases, i.e. technological cycle and, consequently, work in progress is growing. In comparison with the other two types of movement, it has the least efficiency.

Parallel movement characterized by the fact that each part is transferred to the next operation immediately after the previous one, regardless of the movement of the rest of the parts included in the batch.

Fig 6. Chart of a parallel view of the movement of the party

parts during processing

The duration of the processing cycle of a batch of parts with a parallel type of movement consists of three segments: ac, cd and db. Sum of segments ac + db equal to the processing time of one part for all operations. Section cd equal to the processing time of the entire batch of parts without one on the longest operation, called the main one. Hence the formula for determining the cycle time for a parallel movement:

Тparal. = Åt + tgl (n-1),

where tgl is the time of the longest operation.

The parallel movement ensures the maximum reduction in the production time of a batch of parts. However, in the process of processing in a parallel way, downtime may occur on all operations, except for the main one - the longest (in this case, 4 operations on the chart). Such downtime is inevitable when the operations of a given technological process are not equal in their duration. The duration of operations is specifically leveled only on production lines. Therefore, the use of a parallel type of movement turns out to be rational only with the stream organization of production.

Parallel-sequential movement characterized by the fact that the processing of a batch of parts at each subsequent operation begins earlier than the processing of all parts of a given batch in the previous operation ends, i.e. partial overlapping of the execution time of adjacent operations is provided, but so that the batch being produced is performed on each of them without any interruptions.

Fig 7. Graph of a parallel-serial view

movement of a batch of parts during processing

There are two cases of parallel-sequential combination of operations:

a) when the previous operation is shorter than the subsequent one;

b) when the previous operation is longer than the subsequent one.

In the first case, the piece-by-piece transfer of parts to the next operation is used as soon as they are ready, since only one part is enough to start the next operation without fear of downtime in the future.

In the second case, it is necessary, in order to avoid interruptions in the passage of the entire batch of objects of labor at the subsequent operation, so that the last detail undergoes the subsequent operation after the entire batch of launching objects of labor has passed the previous operation. To do this, instead of a piecewise transfer, a preliminary accumulation of some backlog of parts is required, so that its size ensures the continuity of work at a subsequent shorter operation. Accordingly, the beginning of processing a batch of parts on short operations will be performed with a certain offset in time in comparison with the parallel type of movement. For this value, the duration of their processing cycle will exceed the cycle duration for a parallel movement.

The duration of the processing cycle of a batch of parts with a parallel-sequential type of movement (TPM) can be determined by the formula:

TPP. = Åt + tgl (n-1) + å (tdl -tcor) (n-1),

where tdl and tcorr are the total duration of adjacent long and short operations.

The parallel-sequential type of movement of the processed objects of labor is widely used in medium and large-scale production.

The duration of natural processes, control and transport operations included in the technological process is determined by calculation or by observation data. On the basis of the results of special observations and their processing, the standards for the time of interruptions in the production process are determined.

Ways to shorten production cycle times

When calculating the production cycle, it is necessary to develop organizational and technical measures to reduce its duration. These include:

1. Improving product designs - simplifying them, improving manufacturability, expanding the use of unified units and parts in various designs.

2. The use of progressive technology and advanced technology, the expansion of the use of special tooling to further increase labor productivity and reduce the labor intensity of products.

3. Improving the organization of labor, production and management in order to reduce both technological time and break time.

Rational planning of workplaces in accordance with the sequence of technological operations and improving the organization of the transfer of parts from operation to operation within the site, workshop;

Organization of a preparatory shift, during which the equipment is adjusted, preparation for the production of materials, tools, devices;

Implementation of shift-daily planning and organization of work according to the hourly schedule;

Improving the organization of production in service and auxiliary farms.

4. Reducing the time for natural processes.

For example, natural drying of painted parts can be replaced by drying in the field of currents. high frequency with a significant acceleration of this process.

5. Reducing the time for transport and control operations due to their automation, combining with the performance of technological operations and the time spent by objects of labor in anticipation of processing.

6. Expansion of the use of parallel-sequential and parallel types of movement of objects of labor in the organization of production.

7. Reduction of preparatory and final time (achieved by the introduction of the flow method of organizing production, standard and universal devices).

8. Reducing the duration of the production cycle is facilitated by photographs of the working day employed in various stages of the production cycle, which allow us to determine the actual duration of the working cycle time and the time of breaks, both dependent and not dependent on the worker. To identify opportunities for reducing the duration of the production cycle, data from special observations or data from planning and accounting documentation can be used.

Production types

Production type- This is a classification category of production, distinguished by the characteristics of the breadth of the nomenclature, the stability of the volume of output and the specialization of jobs. There are three main types of organization of production: single, serial and mass.

One of the main characteristics of the type of production is the coefficient of consolidation of operations, which is understood as the ratio of the number of all technological operations performed or to be performed during the month to the number of jobs.

Single is called a production characterized by a wide range of manufactured products. These products are either not repeated at all in production, or are repeated irregularly. The fastening factor for this type of production is not regulated. This type of production includes heavy machinery factories that manufacture unique machines.

Serial is called a production characterized by a limited range of products manufactured in periodic batches and a relatively large production volume. Depending on the number of products in a batch or series and the value of the coefficient of fixing operations, small-batch, medium-batch and large-batch production are distinguished. The coefficient of fixing operations for small-scale production is 20-40, medium-batch production is 10-20, large-batch production is 1-10.

Enterprises with massive by the type of production organization, they produce products of a narrow range in mass editions, continuously manufactured for a certain time. For example, most of the garment factories, textile mills.

Features of one-off production :

Unstable and varied product range; products are manufactured individually;

Lack of assignment of certain operations to jobs;

Application of universal equipment grouped into sections of the same type of machines;

Highly qualified workers;

Frequent equipment changeovers;

A significant share in the total labor intensity of products of manual operations;

Significant labor intensity and duration of the product manufacturing cycle; decentralization of operational planning.

Features of serial production :

A stable range of products repeated in production; production of products in batches of a certain size;

Specialization of workplaces for performing several periodically repeating operations;

Grouping of equipment and workplaces mainly on the basis of the subject principle;

Application along with universal specialized and special equipment, tooling;

Widespread use of the labor of workers of average skill;

Low share manual work in the total labor intensity of the manufacture of the product;

Reduction in comparison with unit production of labor intensity and duration of the product manufacturing cycle;

Features of mass production:

Constant nomenclature of manufactured products;

Specialization of workplaces for the performance of mainly one, permanently fixed operation;

The use of special and specialized equipment located along the technological process;

Extensive use of special technological equipment;

A sharp reduction in the share of manual work in comparison with single-piece and batch production and a high proportion of mechanized and automated processes;

The use of labor of workers specialized in a limited number of operations;

Significantly lower labor intensity and duration of the product manufacturing cycle in comparison with single-piece and batch production;

Centralization of operational planning and production management.

Mass production is the highest type that provides the most economical production in comparison with other organizational types of production. The main importance of mass production is that it forms the basis for the transition to automated production.

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

Differentiation principle involves the division of the production process into separate technological processes, which, in turn, are subdivided into operations, transitions, techniques and movements. The analysis of the features of each element allows you to choose the best conditions for its implementation, ensuring the minimization of the cost of production resources. The allocation of short-term operations allows to simplify the organization and technological equipment of production, improve the skills of workers, and increase labor productivity. However, over-differentiation increases manual worker fatigue.

The principle of concentration characterizes the performance of several operations at one workplace (modular machines, machining centers, multi-spindle, multi-cutter 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 variety of elements of work processes and work centers on the basis of standardization, normalization, unification of product designs, normalization and typification of technological processes and technological equipment. With regard to the workplace, the level of specialization is measured by the coefficient of consolidation of operations (coefficient of specialization of the workplace), i.e. the number of parts of operations performed at the workplace for a certain period:

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

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

Parallelism principle implies coincidence in time, i.e. simultaneous execution of various partial or complete production processes. The parallelism in the organization of the production process manifests itself in various forms: with the simultaneous manufacture 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 parallel execution of the main, auxiliary and service processes. Parallel execution of works provides a reduction in the duration of the production cycle and savings in working time.

Continuity principle assumes a reduction in the time of interruptions in the course of the work process until they are completely eliminated, as well as the absence of gaps in the spatial chain of interacting work centers. It is achieved through synchronization of technological operations and coordination of production processes in all links of the technological chain. This principle ensures a reduction in the manufacturing cycle of a product and thereby contributes to an increase in the intensification of production.

Proportionality principle 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 a throughput (performance) that matches the needs of the overall process. The number of workplaces, the number of equipment, and the number of personnel assigned to perform individual parts of the process should be proportional to the labor intensity of these parts of the process. Violation of this principle leads to the emergence of "bottlenecks" in production or, conversely, to incomplete workload 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 working positions along 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 works along the entire technological chain at certain intervals. The rhythm makes it possible to simplify planning and scheduling, to organize the most efficient way of performing each work, to develop the most economical algorithms for the operation of automatic equipment, and to train personnel in the most rational techniques.

With a narrow specialization of production and a stable nomenclature of products, rhythm can be provided directly in relation to individual products and is determined by the number of processed or manufactured products per unit of time. In the conditions of a wide and changing range of manufactured products, the rhythm of work and output can only be measured using labor and cost indicators.

Flexibility principle ensures the implementation of internal changes in production systems with maximum efficiency (makes it possible to move to other products on a mobile basis, reduces the time and costs for equipment changeover when producing products and parts of a wide range).

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

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

8 Types of production and their technical and economic characteristics.

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

Nomenclature of manufactured products;

Issue volume;

The degree of constancy of the range of manufactured products;

The nature of the workload.

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

Single;

Serial;

Massive.

Enterprises, sections and individual jobs are classified by type of production. The type of production of the 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 important operations are carried out and the main part of production assets is concentrated.

The assignment of a plant to one or another type of production is conditional, since a combination of various types of production can take place at the enterprise and even in individual shops.

One-off production is characterized by a wide range of manufactured products, a small volume of their output, and the performance of very diverse operations at each workplace.

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

Mass production is characterized by a narrow nomenclature and a large production volume of products that are continuously manufactured over a long period of 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 structure of the cost price (in unit production there is a high share of human labor, and in mass production - the cost of repair and operational needs and equipment maintenance), different level of equipment.

    Specialization determines the need to assign a division to each production unit, from the enterprise to the workplaces of a strictly limited range of products, selected on the basis of their constructive 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 modes.

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

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

    Automaticity is achieved by using a system of automatic machines in the production process.

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

    Straightness is achieved by the location of workplaces, sites and workshops in accordance with the technological process.

    Rhythm comes down to ensuring the repeatability of processes through strictly defined periods of time.

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

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

Production cycle- calendar productivity of the production process from the moment of launching into production to the receipt of the finished product.

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

    Structural:

    the complexity of the product;

    Technological:

    rationality of the organization of the production process;

    Organizational:

    rationality of the organization of the workplace;

    material incentives for workers.

The adopted 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:

    serial-parallel;

    parallel.

Sequential view of the movement of objects of labor

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



t 1 - the processing time of the part during the operation

where t i - the time rate for a single operation;

m - the number of operations;

n - the number of parts in the batch.

The sequential form 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 similarly named objects of labor are processed in batches.

Each individual object of labor, before performing the next 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.

Sequential-parallel motion

τ - the amount of overlap in time of adjacent operations

where t cor - the smallest time of the piece processing time of a part in adjacent operations

The duration of the production cycle:

Sequential parallel movement- such a procedure for the 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 in the previous one. In this case, adjacent operations overlap in time due to the fact that for some time they are performed in parallel.

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 making 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 a procedure for the transfer of objects of labor in a multi-operational production process, which is characterized by the absence of interruptions in partisanship, in which each copy is transferred to the next operation immediately after the end of processing in the previous operation.

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

The production process - the basis of the activity of any enterprise, is a set of separate labor processes aimed at converting raw materials and materials into finished products of a given quantity, quality, range and on time. The content of the production process has a decisive impact on the construction of an enterprise and its production units.

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

Each production process can be viewed from two sides: as a set of changes that the 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; the degree of continuity; the way of influencing the subject of labor; the frequency of processing of raw materials; the type of raw materials used (Table 8.2).

Table 8.2. Classification of technological processes

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

According to the degree of continuity of impact on the subject 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, dispensing finished products and its control (steel casting, oil refining, cement production, etc.).

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

According to the method of influence on the subject of labor and the type of equipment used, they are distinguished physical, mechanical and instrumental technological processes. Mechanical are carried out manually or by machines. In these processes, the subject of labor is subjected to mechanical stress, i.e. its shape, size, position change. 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 frequency of processing of raw materials, they are distinguished: 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-loop process can be the chemical processing of petroleum fractions, where, to continuously restore the catalyst's activity, the latter is constantly circulated between the cracking reaction zone and the furnace to burn carbon from its surface.

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

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 subject of labor and the product of labor (material-energy, informational);
  • functions of the employee (basic, 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 (brigade) and characterized by a complex of sequential actions on a certain object of labor.

Classification of production processes

Various branches of industrial production and individual enterprises differ significantly from each other in 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 separation 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 influences the production process by its design (complexity and size of shapes), as well as accuracy component 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, differently coordinated 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 successive exposure to homogeneous objects of labor, the same 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 subject of labor is also homogeneous. However, in the course of performing partly the same operations, different 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 laborious task.

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

The predominance in the enterprise of any of the listed types of the production process has a great impact on its production structure. So, with 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 production shop. In this case, the work on material and technical supply, external and internal cooperation, management of procurement production is very laborious.

In the analytical process, one procurement shop transfers its semi-finished products to several processing and manufacturing shops specializing in the manufacture of various types of products. In this case, the enterprise produces a significant number of different types products, has large and ramified sales links, as a rule, secondary production is developed here. It also affects the structure of production.

There are main and auxiliary production processes. TO the main include processes that are directly related to changes in geometric shapes, sizes, internal structure of processed items and assembly operations. Subsidiary 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, tool making for own needs, energy production 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, route technology is drawn up, which determines the list of basic operations, starting with the finished product and ending with the first operation to which the subject of labor is subjected. At the second stage, detailed and operational design is developed from the first operation to the last. The manufacturing 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 devices, indicates the movement of the product from the first technological operation to the delivery of the product to the warehouse.

When developing the production process, the equipment, tools, methods of transportation and storage of products are provided, 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 changeover of equipment;
  • technological and organizational compatibility of the main and auxiliary operations in the production process;
  • production flexibility;
  • economically the lowest costs for the given conditions for the implementation of each technological operation.

Economic requirements are dominant and place constraints on all other parameters of the production process, since unnecessary costs can reject 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 for the rational organization of the production process

Depending on the nature of the movement of objects of labor, there are flow (continuous), batch, single methods of organizing production processes.

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

With batch and unit (discontinuous) methods, the processed product after each operation is turned off from the technological process 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 long, additional space is required for storing semi-finished products.

The most progressive method of organizing the production process is considered to be the flow method. Its main features are:

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

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

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

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

Flow rate characterizes the labor intensity 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 good organization can be divided into two categories:

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

Let's list the general principles.

Specialization means the division of labor between the individual divisions of the enterprise and workplaces, which implies their cooperation in the production process.

Proportionality provides equal throughput of different workplaces of the same process, proportional provision of workplaces with information, material resources, personnel, etc.

Proportionality is determined by the formula

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

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

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

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

The parallelism factor can be calculated by the formula

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

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

The direct-flow coefficient can be determined by the formula

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

Rhythm characterizes the uniformity of operations over time.

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

Technical equipment is focused on the mechanization and automation of the production process, the elimination of manual, monotonous, heavy, harmful labor for humans.

Flexibility lies in the need to ensure rapid changeover of equipment in the context of a frequently changing product range. It is most successfully implemented on flexible production systems in the context of small-scale production.

One of the ways to improve the listed principles of rational organization of production processes is to increase the repeatability of processes and operations. Their most complete implementation is achieved with an 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 condition and form of raw materials;
  • the nature and sequence of technological impact on the subject of labor, etc.
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