Classification of the costs of the contractor's working time and the use of equipment. Labor rationing: accounting for the working hours of the main production workers We determine the norms for the time spent on regulated breaks

Labor rationing, its main tasks

Working time structure

Working time accounting method

Labor rationing- one of the main functions of production management, which includes the establishment of the time spent on the performance of work by specific workers and the establishment of labor standards, that is, the norms of time, production, headcount standards, etc., established in accordance with the achieved level of technology, technology, organization of production and labor ...

The most important tasks of labor rationing are:

• improving the organization and productivity of labor;
• reducing the labor intensity of products;
• increase in production volumes;
• effective use of the labor potential of employees, etc.

Labor rationing also makes it possible to determine the size of the individual remuneration of each employee, taking into account the quality of the work performed by him and to assess the loss of working time and their impact on the performance of the employee's main tasks.

Before proceeding to the study of the methodology for calculating the norms of time for the performance of a particular work, it is necessary to understand the structure of working time.

Work time- this is the time during which the employee must fulfill his labor duties in accordance with the work schedule and your job description(the structure of working hours is shown in the figure).

Working time structure

Working time consists of working time and break time.

Working hours- this is part of the working time during which the employee performs certain work in accordance with the order of the management or according to the job description.

3 components of uptime:

1) preparatory and final time;

2) operational time;

3) the time of service of the workplace.

Preparatory and final time- This is the time spent by the worker to prepare for the performance of the assigned work and the actions associated with its completion. The peculiarity of the preparatory and final time is that its value does not depend on the amount of work, therefore, when the same work is performed for a long time, the preparatory and final time per unit of work will be insignificant.

Operational time- this is the time spent directly on the performance of a given work. It is subdivided into main and auxiliary time.

Main time- This is the time spent by the worker to complete his main job. Moreover, this process can be carried out directly by the worker or under his supervision (for example, the time for lifting, moving and lowering the load; time for actively monitoring the progress of the instrumental process and for adjusting it).

Auxiliary time- This is the time spent by the worker on actions that ensure the performance of the main work. It is repeated with a certain amount of work. Auxiliary are also the time spent on the movement of the worker, necessary to perform operations and other similar work.

Workplace service time- This is the time spent by the worker in caring for the workplace and maintaining it in a condition that ensures productive work during the shift.

Break times- time, including regulated (time for rest and personal needs) and unregulated breaks (violations labor discipline, violation of the sequence of the production process, etc.).

It is possible to organize accounting of working time using a methodology that is designed to calculate the labor intensity of work performed at enterprises, is based on the study of the cost of working time through observations and includes time-keeping observations and photographic observations (photography of working hours).

For your information

Lunch break is not included in working hours.

Timing observations- this is the study of the operation by observing and studying the costs of working time for the implementation of individual constituent elements of the operation, which are repeated many times during the work.

Note!

The purpose of timing is to obtain initial data for the development of time standards, setting time standards for individual operations.

Photo surveillance (photography of working hours)- observation and measurement of all, without exception, the costs of working time during the shift in the order of the actual sequence of these costs. A photograph of working time allows you to accumulate the necessary material for the rationing of the preparatory and final time, the time for servicing the workplace, and the time for rest.

Time tracking: methods and stages

Time tracking using a photo of the working day

Let us consider the features of using photographs of the working day for the rationing of labor of the main production workers of industrial enterprises.

Stage 1. Determine the purpose of photo observation

The purpose of photographic observation is to establish the norms of the preparatory and final time, the time for servicing the workplace and the time for rest and personal needs.

For your information

A photograph of working time is not used for standardizing operational time - for this, time-keeping observations are used.

Stage 2. Choosing the object of observation

It is important to choose the right staff when conducting observations, on the basis of which standards will be established, standards will be developed. The intensity of labor for different employees is different due to psychophysical characteristics, and the norm should provide for an average intensity of labor.

Observations should be carried out for employees whose qualifications correspond to the category of work and who have work experience of at least 2 years.

Stage 3. Determine the number of observations

To ensure sufficient accuracy of the results, depending on the type of production, it is recommended to carry out from 5 (for single and small-batch) to 20 (for mass) photographic observations, summarizing the results.

Stage 4. Carrying out photographic observations

Carrying out photographic observations consists in a detailed and consistent declaration of all operations performed by an employee at the workplace. Photographing is carried out from the moment the work shift begins, while the start time and end time of the observed operations are recorded. Recording can be made using a video surveillance system.

In order to obtain results with a high degree of reliability, observations are recommended to be carried out for different performers.

Stage 5. We process the results of photographs of working hours

Processing the results of photographs of working hours involves analyzing the material, as well as entering the results of the observation into the observation sheet (Table 1).

Table 1

Supervisory sheet number 1

The observation sheet indicates all the actions of the performer and breaks in work in the order in which they actually occurred, with the simultaneous fixation of the current time of the end of each type of time expenditure, which, in turn, is the beginning of the next type of cost. Each entry shows either what the performer did or what caused his inaction.

Clauses 1, 7, 23, 24, 25 reflect preparatory and final work, work on servicing the workplace, time for personal needs. All other time expenditures are related to operational time. These points are needed to determine the ratio of these types of time to operational time.

After filling in columns 1-4 of the observation sheet, the duration of each of the elements is calculated by subtracting previous measurements from each subsequent measurement of the current time. The results are recorded in column 5. Column 6 indicates the index of the time spent, that is, the characteristic of the type of expenditure of working time in accordance with the classification (Table 2).

table 2

Indexation of labor time costs

Based on the observation results, a summary of the elements of the preparatory and final time, the time for servicing the workplace and the time for rest and personal needs is compiled (Table 3).

Table 3

A summary of the preparatory and final time elements (time to service the workplace, time to rest and personal needs)

With the help of a photograph of working time, the percentage of preparatory and final time (time for servicing the workplace and time for rest and personal needs) of the operational time is determined.

Let's make calculations based on the fact that the working day is 8 hours:

• preparatory and final time - 0.11 of the operational time:

45 minutes / (8 hours - 30 minutes - 15 minutes - 15 minutes - 10 minutes);

• time for servicing the workplace - 0.037 of the operating time:

15 minutes. / (8 hours - 30 minutes - 15 minutes - 15 minutes - 10 minutes);

• time for personal needs - 0.024 of the operational time:

10 min. / (8 hours - 30 minutes - 15 minutes - 15 minutes - 10 minutes

Time tracking using time-keeping observations

Stage 1. We analyze the list of work performed and divide the studied standardized types of work into constituent elements - operations, elements of operations, techniques, complexes of techniques, actions, etc.

Stage 2. Establish exact boundaries (fixation points) for the studied operations

Fixing points- these are the moments of the beginning and the end of the operation (operation element). It is at these moments that time measurements begin and end.

Fixation points must be clearly identified by external signs (visible or audible).

Stage 3. Determine the number of timing observations

The number of observations required depends on the serial production:

• mass - 8-12 observations;
• large batch - 6-10 observations;
• serial - 5-8 observations;
• small batch - 4-6 observations.

Stage 4. Determine the object of observation

To identify the most rational ways of working, you should observe the front-line employees.

If it is necessary to establish time norms for work performed by several employees, then several people are selected from them, having an average level of performance in the group and work experience in the specialty of at least 2 years.

With a number of 2-3 people in a group, it is enough to observe one; with a number of 4-5 people - for two; with a number of 6-8 people - for three, etc.

Stage 5. Timekeeping observations

They should be carried out after 50-60 minutes. after the start of work and 1.5-2 hours before the end of work. It is impractical to take measurements on the first and last day of the working week.

Let us consider the procedure for carrying out time-keeping observations using the example of small-scale production with an average number of observations of 5.

The observer counts the results of measurements visually according to the indicators of the stopwatch hand and enters the results of the observations into the time chart (Table 4).

Primary data are entered in the "hours: minutes: seconds" format. Later, when processing the results of observations, they are converted into decimal format (man-h; man-min; man-sec).

Table 4

Timing card

After all measurements have been taken, a number of values ​​are obtained that characterize the duration of operations (elements of operations), which is usually called time series.

Stage 6. Analyzing the quality of the results obtained

First, we identify and exclude erroneous (defective) measurements from further analysis.

For your information

Erroneous (defective) measurements are such measurements, the duration of which is much longer than the average duration of the operation, or, conversely, much less than its value.

Secondly, we analyze the quality of the results obtained through the magnitude of fluctuations in values ​​- through the stability coefficient (K set), which shows the ratio of the maximum and minimum measurement results:

To mouth = T max / T min,

where T max is the maximum duration of the given element of the operation;

T min - the minimum duration of the execution of this element of the operation.

Comparing the actual values ​​of the stability coefficients for each element of the operation with its standard value, the quality of the timing is determined:

if K mouth. fact ≤ K set. norms, supervision is carried out efficiently;

if K mouth. fact> By mouth. norms, then one or both extreme values ​​(maximum or minimum) must be excluded from a number of obtained observation results, provided that they have not been repeated more than once.

Note!

The number of excluded values, including erroneous (defective) values, cannot exceed 15%. If the number of exceptions is exceeded, the observations should be repeated.

After excluding one or two extreme values ​​of observation, it is necessary to re-calculate K mouth and compare it with the standard value. If these results show that the observations are performed poorly and Kst. fact ≤ K set. norms, observations must be repeated from the beginning, further exclusion of values ​​is impossible.

The standard values ​​of the stability coefficient are presented in table. 5.

Table 5

Standard values ​​of the stability coefficient depending on the serial production and the duration of the operation

For the small-scale production we analyze with manual work normative value K mouth = 3, its calculated value does not exceed 1.9 (0:02:30 / 0:01:19).

Thus, timing observations allow us to set the average value for the operational time of work performance by production workers for the operation “dismantling the A-712.11 sensor” - 0:12:00, or 0.2 man-hours.

Stage 7. Processing the results

On the basis of the remaining observation results (with the exception of erroneous ones), it is necessary to establish the average duration of the operation elements by adding the taken into account results and dividing them by the number of observations made.

The classification of working hours is presented in table. 6.

Table 6

Time classification

Determine the norms of time spent on regulated breaks

Rest time should not be less than 10 minutes. per shift. In addition, all workers, regardless of the type of work, are allocated 10 minutes. for personal needs. Where public places are located at a distance, the time for personal needs increases to 15 minutes. per shift.

Thus, without the use of correction factors for taking into account working conditions, the time for rest and personal needs should not be less than 20 minutes. per shift.

The time for regulated breaks, allocated depending on working conditions, is determined as a percentage or in minutes for an 8-hour work shift.

For your information

With a shorter or longer work shift, the time for regulated breaks is proportionally increased or decreased.

Rest time for nervous tension. Nervous stress is caused by a nervous load, one of the psychophysiological elements of working conditions, and is caused by a high pace of work, the need for concentration and constant attention, a lack of time to perform work, the need to ensure the safety of work, etc. (Table 7).

Table 7

Rest time for stress

For an uncomfortable working position time for rest is also allocated (Table 8).

Table 8

Rest time for working posture

Rest time for meteorological conditions. The meteorological conditions at work include:

• temperature (in ° C);
• humidity (in%);
• air mobility (m / sec.);
• infrared (thermal) radiation (cal / cm 2 × min.).

Rest time is allocated for work with elevated air temperatures (Table 9).

Table 9

Rest time depending on the air temperature in the working area

With a decrease in relative humidity to 20% and an increase of more than 75%, the time for rest should be increased by 1.2 times; with a decrease in humidity to 10% and an increase in it over 80% - 1.3 times.

With hard physical work, the time for rest, allocated for the increased temperature, increases by 4 times.

Workers in open work areas at low temperatures are allowed breaks for heating. During this period, the worker naturally rests. Therefore, additional breaks are not practical. It is recommended to allocate time for heating for those working in conditions that cause hypothermia.

Rest time when working with hazardous substances. Harmful substances are substances that, upon contact with the human body, in the event of violation of safety requirements, can cause industrial injuries, occupational diseases or deviations in the state of health, detected by modern methods both in the process of work and in the long-term life of the present and subsequent generations (GOST 12.1 .007-76).

Rest time for lighting. There is no time for rest due to insufficient lighting, with the exception of work performed in complete darkness - in this case, 15-20 minutes are allocated for rest. per shift.

Time for rest, allocated to workers of mental activity with different intensity of work. With a 5-day working week and an 8-hour shift, the duration of the lunch break is 30-60 minutes, and regulated breaks are recommended to be set 2 hours after the start of the work shift and 2 hours after the lunch break with a duration of 5-10 minutes. each (Table 10).

During regulated breaks in order to reduce neuro-emotional stress, fatigue of the visual and other analyzers, it is advisable to perform complexes of physical exercises, including exercises for the eyes.

The organization of work and rest regimes when working with a PC is carried out in accordance with SanPiN 2.2.2 / 2.4.1340-03 "Hygienic requirements for personal computers and work organization: sanitary and epidemiological rules and standards" depending on the type and category labor activity.

The types of labor activity are divided into 3 groups:

• group A - work on reading information from the screen;
• group B - work on entering information;
• group B - creative work in the mode of dialogue with a personal computer.

When performing functions related to different types of work during a work shift, the main work with a PC should be taken as one that takes at least 50% of the time during a work shift or work day.

For types of labor activity, 3 categories of severity and intensity of work with a PC are established, which are determined:

• for group A - by the total number of readable characters per work shift, but not more than 60,000 characters per shift;
• for group B - by the total number of read or input characters per work shift, but not more than 40,000 characters per shift;
• for group B - by the total time of direct work with a PC per work shift, but not more than 6 hours per shift.

Table 11

The total time of regulated breaks depending on the duration of work, type and category of labor activity with a PC

For your information

When working with a PC during the night shift (from 10 pm to 6 pm), regardless of the category and type of labor activity, the duration of regulated breaks should be increased by 30%.

In general operating mode, the following procedure should be followed: at 120 min. work is provided for 10 minutes. breaks for rest and personal needs.

Calculation of indicators of typical norms of time

Indicators of typical time norms are calculated using the following formula:

H in = t pz + t o + t in + t norm + t he + t y,

where H in - the norm of time;

tПз - preparatory and final time;

t o - the main time of the operation;

tв - auxiliary time of work performance;

t oorm - the time of service of the workplace;

t he is time for rest and personal needs;

t y - time for rest, allocated depending on working conditions.

The preparatory and final time, the time of servicing the workplace and the time for rest and personal needs are determined from the data of the photograph of the working time as a percentage of the operational time.

The rest time allocated depending on the working conditions can be determined as a percentage of the operational time:

t y = t op × K he,

where t op - operational time of work ( t op = t o + t v);

K he is a coefficient that takes into account the time for rest, allocated depending on working conditions.

On the basis of the results of the studies carried out, the indicators of the labor intensity of performing each operation as part of the work are determined. In this case, the total coefficient of accounting for the conditions of work (∑К control) is applied to the results obtained, which is calculated according to the following formula:

∑K control = K 1 + K 2 + K 3 +. ... ... + K n,

where K 1, K 2, K 3,…, K n - coefficients for taking into account the conditions of work.

We will apply the coefficients for taking into account the conditions of work. Then the formula for calculating the time rate will take the following form:

H in = t pz + t o + t norm + t he + ( t op × ∑K control).

Example

Let's calculate the time norm for the operation "dismantling of the A-712.11 unit":

• operational time - 12 min. (0.2 man-hours), established by timing observations;
• preparatory and final time - 0.11 of the operational time, established by conducting photographic observations; 0.11 × 0.2 = 0.022 person-hours;
• the time for servicing the workplace is 0.037 of the operational time, established by means of photographic observations; 0.037 × 0.2 = 0.0074 man-hour;
• time for rest and personal needs - 0.024 of the operational time, established by means of photographic observations; 0.024 × 0.2 = 0.0048 person-hours

Now we will apply the increasing coefficients for taking into account working conditions.

The dismantling of the A-712.11 unit assumes:

• work with responsibility for material values ​​(from the section "Time for rest, allocated for nervous tension"), which is 2% of the operational time;
• work standing, arms extended upward (from the section “Time for rest, allocated for a working position), - 2.5% of the operational time;
• work at a temperature of 25 ºС (from the section "Time for rest depending on the air temperature in the working area") - 1% of the operating time.

The total factor for taking into account the working conditions is:

0,02 + 0,025 + 0,01 = 0,055.

Thus, the time standard for dismantling the A-712.11 unit will be:

0.022 + 0.2 + 0.0074 + 0.0048 + (0.2 × 0.055) = 0.25 man-hours, which is approximately 15 minutes.

Thus, the operational time for dismantling works spent by a production worker and associated with the direct execution of dismantling works is 12 minutes, and the remaining 3 minutes. are distributed to work on maintenance of the workplace, preparatory and final work, time for rest, personal needs, etc.

conclusions

Accounting for labor resources is mandatory, but impossible without a system of labor rationing.

Applying the considered method of accounting for the cost of working time, it is possible to determine the reasonable and, most importantly, the most close to reality labor standards.

In conclusion, let's summarize the basic principles of labor rationing:

• correct organization of work and rest regimes for employees of the enterprise;
• mandatory classification of working hours with a clear definition of the list of jobs related to each group;
• determination of the type of enterprise depending on the serial production of products;
• determination of groups of working time, which will be normalized using photo and timing observations;
• determination of a group of specialists for whom observations will be established;
• conducting observations with a clear recording of their results by the minute in the appropriate forms of documents (you can use the ones presented in the article or develop your own forms, securing them regulation enterprises);
• analysis of results with an emphasis on the averaged values ​​of indicators.

A. N. Dubonosov,
Deputy Head of PEO

In practice technical regulation labor time, during which a given work is performed, is divided into separate elements. For this purpose, a unified classification of working time is used, which serves as the basis for studying and analyzing its structure, determining the duration of the elements of the labor process, identifying reserves for the growth of labor productivity, and setting standards. The classification of working time costs is shown in Fig. 13. Working time is understood as the part of the calendar time during which the employee, in accordance with the internal regulations of the enterprise, is obliged to be at the workplace and to perform work duties with high quality. Its duration rate is a regulated amount of working time that a worker (employee) needs to work during a certain calendar time (working day, shift, week).

Work time is subdivided into the time of work - the period during which the employee performs useful labor movements and actions, and the time of breaks when labor process not executed. The time of work includes the time spent both on the execution of the production task (its preparation and direct execution), and on work not provided for by the task - the time of casual and unproductive work, the implementation of which does not give an increase in production or improve its quality, as in the main technological process, and by accidentally performed work. The time of work on the fulfillment of the production task, in turn, is divided into preparatory-final, operational and the time for servicing the workplace.

Preparatory and final time spent by the performer on preparing for the performance of a given work and on actions related to its completion. This, for example, the time for harvesting, inspection, fastening, filling, lubrication and other operations, testing equipment at idle speed. It is installed, as a rule, for the entire work shift. It does not depend on the amount of work performed on this outfit.

Operational is the time directly spent by the performer on performing the operations for which it is intended workplace... It is subdivided into the main one, spent on qualitative and quantitative changes in the object of labor - its size, properties, composition, quantity, shape or position in space, and auxiliary - on creating conditions for the main work.

Workplace service time- the time for the performer to maintain the workplace in a state that ensures productive work - includes time Maintenance, spent, for example, on sharpening the tool and its replacement, changeover, repair, lubrication of equipment in the process of work, and the time of organizational maintenance - to keep the workplace clean and tidy, on the supply of labor items and cleaning finished products during the work shift.

Figure 13 - Classification of labor costs

Rest breaks and personal needs, as well as those caused by the technology and organization of the production process, form the time of regulated breaks, and those caused by the disruption of the normal course of the production process and labor discipline - the time of unregulated breaks.

The time of breaks established by the technology and organization of production processes depends on the specific conditions for their implementation, for example, periodic downtime of the driver of cars during loading and unloading. The time of unregulated (disposable) breaks includes breaks caused by a violation of the normal course of the production process and a violation of labor discipline. The first include interruptions in work for organizational and technical reasons, which are the result of poor organization of work, for example, due to late submission of materials to the workplace, due to malfunction of machinery and equipment, etc.; to the second - breaks due to violation by the worker of the rules of the labor process, being late for work, unauthorized absences from the workplace and premature departure from work, etc.

All types of expenditure of working time are divided into standardized and non-standardized. The technical standard includes only the standardized costs of working time and in the amount that allows the most productive performance this work... Regulated breaks are included in the norm in strictly necessary amounts, unregulated breaks are completely excluded and must be eliminated by the correct organization of work and the strengthening of labor discipline.

When analyzing the cost of working time, it is customary to determine the utilization rate of working time - the ratio of shift operating time (actual or standard) to the duration of the work shift (actual or standard). An indicator of the use of working time is also the coefficient determined by the ratio of useful time spent - the amount of preparatory and final, operational, maintenance of the workplace and the time of rest breaks and personal needs - to the normal length of the working day (shift).

The classification of the costs of working time allows you to carry out its systematic analysis, identify losses and outline measures to improve its use by eliminating organizational and technical problems, improving technological processes and strengthening labor discipline. With the help of indicators (coefficients) of the use of working time, its structure is assessed, and quantitatively disclosed the internal reserves of growth in labor productivity.

The classification of the costs of working time has such a grouping that would allow to objectively analyze the feasibility of using the working time of performers and the time of using the equipment.

In the regulation of labor, two classifications of the costs of working time are used: according to one of them, the total time is subdivided into the time of work and the time of breaks, according to the other, into the standardized and non-standardized time. Work time refers to the time it takes to complete the production task and the time to work that is not due to the task (casual or unproductive work). Break times include breaks that depend on the workers (for rest, personal needs and caused by a violation of discipline) and not depending on them (for technical or organizational reasons). The break time is divided into necessary and unnecessary, overlapped by machine time and not overlapped. The normalized time is called such expenditure of working time, which are necessary to perform a given work. Irregular time is the loss of working time and time spent on work, unconditional on the completion of the task.

1. The standardized time consists of preparatory and final time, operational time, time for servicing the workplace, breaks for rest and personal needs, breaks for organizational and technical reasons.

V general view magnitude time norms includes:

The preparatory and final time is spent by the workers preparing to perform the assigned work and actions related to its completion. The norm of the preparatory and final time is established either for a batch of products, or for a work shift.

The operational time is used directly to perform the assigned work. It is divided into two parts: main (technological) time; auxiliary time. The main (technological) time is the time spent by the worker on changing the object of labor (its shape, size, appearance, physicochemical or mechanical properties, etc.), its state and position in space and repeated during the manufacture of each unit of production. The auxiliary time refers to the time spent on the worker's receptions, without which the course of the main (technological) process is impossible: installation and removal of a part, machine control, tool approach and withdrawal, etc.

The workplace service time is used by the worker to take care of his workplace and maintain it in working order throughout the shift and is divided into:

• · The time of organizational service, it is not related to the work performed and is implemented 2 times per shift: at the beginning and at the end of the shift;
• · Maintenance time associated with the operation being performed; this is the time spent on adjusting equipment and devices during operation, on changing blunt tools, cleaning shavings, etc.

The time of breaks for rest and personal needs is usually set in the amount of 8-10 minutes per shift (at construction sites - 15 minutes) and in all cases is included in the time norm.

Break times for organizational and technical reasons -- these are breaks associated with the repair of mechanisms on schedule, waiting for service due to the busyness of a worker serving several machines.

• 2. Non-standardized time includes the time of losses:
  • · For organizational and technical reasons. These are losses associated with waiting for work, blanks, tools, machine repair, foreman, etc.
  • · Due to the fault of the worker. Loss of working time through the fault of the worker is understood as interruptions in work due to violation of labor discipline and daily routine.

There are two main types of rationing the costs of working time:

Experienced statistical. With this method, the norms are established on the basis of personal experience rationer, statistics data. Such norms are called experimental-static, they do not contribute to an increase in labor productivity, therefore, they must be replaced with scientifically based norms established by analytical methods.

Analytical. Scientific method. It is based on the study of the operation by dividing it into labor methods, on the study of factors affecting the duration of individual labor methods; on the design of a rational work process, taking into account the psychophysiological characteristics of a person. On this basis, the standard duration of the individual work elements is determined and the time rate is calculated. When using the analytical method, labor standards are established in the following ways:

• 1) research. Based on the data of the photograph of the working day and timing, therefore, it is quite laborious, but it provides high accuracy of calculations;
• 2) analytical. Time rates are calculated according to ready-made standards that were previously established by an analytical and research method.

The time of work for the implementation of the production task is divided into preparatory and final, main, auxiliary and service time of the workplace,

The time for the preparatory and final work includes the time for preparing the workplace and objects of work for completing the task (receiving materials, familiarizing with the drawings, preparing equipment for operation, receiving instructions from the master, etc.), as well as time for operations related to completion of the assignment (transfer to the equipment changer, delivery of products, tools, etc.).

The time of the main work is the time spent on the fulfillment of the main purpose of the operation, that is, on changing the shape, size, physical or chemical properties, state, externally, appearance, mutual arrangement of the elements of the object of labor.

Ancillary time includes the time spent on creating conditions for the main work (for example, for installing, securing and removing workpieces, starting, stopping and controlling the machine, control measurements and log entries, etc.).

The main and auxiliary time can be machine, machine-hand or manual. The sum of the execution time of the main and auxiliary work is called the operational time.

The time for servicing the workplace is spent on maintaining the equipment, tools, fixtures, control devices and devices for regulating the technological process in working order, as well as maintaining cleanliness and order at the workplace. When standardizing machine and machine-manual work, it is sometimes subdivided into the time of technical and organizational maintenance.

In machine, automated and hardware operations, the time of preparatory-final and auxiliary work and maintenance of the workplace, depending on the possibility of their combination with the time of the main work, is divided into overlapping and non-overlapping.

Regulated breaks include: rest breaks to prevent overwork; breaks for personal needs - time for personal hygiene and natural needs; breaks of an organizational and technical nature due to the technology or organization of the production process.

The cost of working time acts as a universal measure of labor, therefore, the rationing of labor is based on the planned and rational distribution of the total aggregate working time into its constituent elements (Figure 3.2). Figure 3.2 shows that all costs of working time are divided into two parts: work time and break time.

Work time is the period during which a worker performs labor activities. It is subdivided, in turn, into preparatory and final time, operational time and time for servicing the workplace.

Break time is a period during which the labor process is not carried out (regardless of the reasons), and the performer does not perform any labor actions... It is customary to divide the time of breaks into the time of regulated and unregulated breaks in work.

Preparatory and final time (t „, 3)- This is the time spent by the worker to prepare for the performance of the assigned work and on actions related to its completion. This type of expenditure of working time includes the following stages:

• obtaining a production assignment, tools, devices and technological documentation;
• familiarization with the work, technological documentation, drawing;
• receiving briefing on the procedure for carrying out work;
• adjustment of equipment to the appropriate operating mode;
• trial processing of a part on a machine;
• removal of devices, tools, delivery of finished products to the department technical control(Quality Control Department), delivery of technological documentation and drawings.

Rice. 3.2.

A feature of this category of time expenditures is that its value does not depend on the amount of work performed on a given task, i.e. these are one-time costs for a batch of manufactured products. Therefore, in large-scale and mass production per unit of production, they are insignificant and are usually not taken into account when setting standards.

Operational time(G op) is the time spent directly on performing a given work (operation), repeated with each unit or a certain volume of products or work. It is subdivided into main and auxiliary time.

Main time (t a) - this is the time spent by the worker on actions to qualitatively and quantitatively change the object of labor, its state and position in space. It can be machine, machine-hand, manual.

Auxiliary time (t B) is the time spent by the worker on actions that ensure the performance of the main work. It is repeated either with each processed unit of production, or with a certain volume of it. The auxiliary time includes the time for loading equipment with raw materials and semi-finished products; unloading and removal of finished products; installation and fastening of parts; detaching and removing parts; moving the object of labor within the working area; equipment management; movement of individual equipment mechanisms; rearrangement of the working tool, if it is repeated with each unit of production; quality control of manufactured products; movement (transitions) of the worker, necessary to perform operations and other similar work. If the auxiliary time is combined with the main one, then it is called overlapped and is taken into account when calculating the time norm.

Workplace service time (t 0 &)- the time spent by the worker on caring for the workplace and maintaining it in a condition that ensures productive work during the shift. In machine and automated production processes, this time is subdivided into maintenance and organizational service times.

Maintenance time(? tech) is the time spent on caring for the workplace, equipment and tools needed to complete a specific task. It includes the time spent on sharpening and replacing worn-out tools, adjusting and adjusting equipment in the process, cleaning up production waste and other similar work.

Organizational Service Time(? org) is the time spent by the worker to maintain the workplace in working order during the shift. It does not depend on the specifics of a particular operation and includes the time spent: for the reception and delivery of the shift; layout at the beginning and cleaning at the end of the change of tools, documentation and other materials and items necessary for work; movement within the workplace of containers with blanks or finished products; inspection, testing, cleaning, washing, lubrication of equipment and other similar work.

Time of regulated work breaks(? p p) includes the time of breaks in work due to the technology and organization of the production process (G pt), for example, a break in the work of the crane driver during slinging of the lifted load by the workers. This category also includes time for rest and personal needs of the contractor (? 0 td) Time of ad hoc work interruptions(G, FP) is the time of interruptions in work caused by disruption of the normal course of the production process. It includes the time of interruptions caused by shortcomings in the organization of production (? PO t): untimely supply of materials, raw materials to the workplace, equipment malfunction, power outages, etc. In addition, this includes the time of interruptions in work caused by violations of labor discipline (G „r): being late for work, absences from the workplace, premature leaving work, etc.

When analyzing the cost of working time in order to identify and then eliminate the loss of working time and their causes, all working time of the contractor is divided into productive costs and loss of working time. The first of them include the time of work to complete the production task and the time of regulated breaks. These costs are the object of rationing and are included in the structure of the time rate. Loss of working time includes the time of unproductive work and the time of ad hoc breaks. These costs are subject to analysis with a view to eliminating or minimizing them.

Working time for the contractor is divided into working hours (during which the worker performs one or another work provided for or not provided for by the production task) and break time in work (during which the labor process is not carried out for various reasons). The structure of the working time of the worker is shown in Figure 6.1.

So, working hours is divided into two types of costs: production time (T PROIZ) and working time not provided for by the production task (T NEPROIZ) - time spent on execution of non-typical this employee operations that can be eliminated.

Production task lead time includes preparatory and final, operational and service time of the workplace.

Preparatory and final time (T PZ)- this is the time spent on preparing yourself and your workplace for the performance of the production task, as well as on all actions to complete it. This type of expenditure of working time includes the time of receipt of a production task, tools, devices and technological documentation, familiarization with the work, receiving instructions on the procedure for carrying out work, setting up equipment for the appropriate operating mode, removing devices, tools, handing over finished products to the Quality Control Department, etc. ... Since a feature of this category of time expenditures is the fact that its value does not depend on the amount of work performed on a given assignment, in large-scale and mass production per unit of production, this time is insignificant in magnitude and is usually not taken into account when setting standards.

Operational time (T OPER)- this is the time during which the worker performs the task (changes the properties of the object of labor); repeated with each unit or a certain volume of products or works. During machine work it is divided into main (technological) and auxiliary.

Basic (technological) time (T OSN),- this is the time spent directly on the quantitative and (or) qualitative change of the object of labor, its state and position in space.

During auxiliary time(T VSP) the actions necessary to carry out the main work are performed. It is repeated either with each processed unit of production, or with a certain volume of it. The auxiliary time includes the time for loading equipment with raw materials and semi-finished products, unloading and removing finished products, installing and securing parts, moving objects of labor within the working area, managing equipment, monitoring the quality of manufactured products, etc.

The time spent on caring for the workplace and maintaining equipment, tools and devices in working order during the shift is attributed to workplace service time (T OBSL). In machine and automated processes it includes the time of technical and organizational maintenance of the workplace.

By the time of maintenance of the workplace (T OBSL.TECHN) includes the time for maintenance of the workplace in connection with the performance of this operation or a specific work (replacing a blunt tool, adjusting and adjusting equipment during operation, cleaning up production waste, inspection, cleaning, washing, lubricating equipment, etc.).

Organizational service time (T OBSL.ORG) - this is the time spent by the worker to maintain the workplace in working order during the shift .. It does not depend on the specifics of a particular operation and includes the time spent on accepting and handing over a shift, nesting at the beginning and cleaning at the end of a tool change, documentation and other necessary for work items and materials, etc.

In some industries (coal, metallurgy, food, etc.), the time spent on servicing the workplace is not allocated, but refers to the preparatory and final time.

Working hours not provided for by the production task, - the time spent by the employee to perform random and unproductive work. The performance of unproductive and casual work does not provide an increase in production or an improvement in its quality and is not included in the piece time rate. These costs should be the subject of special attention, since their reduction is a reserve for increasing labor productivity.

Random Run Time (T SL.RAB)- this is the time spent on performing work that is not provided for by the production task, but caused by production needs (for example, transportation of finished products, performed instead of an auxiliary worker, walking for orders, technical documentation, raw materials, blanks, tools, searching for a foreman, adjuster, tool; performing not the auxiliary and renovation works etc.).

Figure 6.1 - Classification of the performer's working time costs

Time to complete non-productive work (T INP.RAB)- this is the time spent on the performance of work not provided for by the production assignment and not caused by production needs (for example, manufacturing and correcting production defects, removing an excessive allowance from the workpiece, etc.)).

Apart from the above, depending on the nature of the employee's participation in the performance of the production operation, the running time can be subdivided into:

- handmade time(without the use of machines and mechanisms);

- time machine-hand made performed by machines with the direct participation of an employee or an employee using manual mechanisms;

- observation time equipment operation (automated and hardware work);

- transition times(for example, from one machine to another in multi-station service).

Observation time, as noted, it is typical for automated and hardware production. It can be active or passive. Active observation time equipment operation is the time during which the worker closely monitors the equipment operation, the progress of the technological process, compliance with the specified parameters in order to ensure required quality products and equipment serviceability. During this time, the worker does not perform physical work, but his presence at the workplace is necessary. Passive observation time for the operation of equipment - this is the time during which there is no need for constant monitoring of the operation of the equipment or the technological process, but the worker carries it out due to the absence of other work. The time of passive observation of the operation of the equipment should be the subject of special careful study, since its reduction or use to perform other necessary work is a significant reserve for increasing labor productivity.

Considering the structure of the costs of working time in machine, automated, hardware processes in the time of work, it is also advisable to allocate overlapping and non-overlapping time.

Overlapping time- the time the worker performs those elements of work that are carried out simultaneously with the machine or automatic operation of the equipment. Overlapped can be the main (active observation) and auxiliary time, as well as time related to other types of expenditure of working time. Non-overlapping time - the time of performance of auxiliary work and work on maintenance of workplaces when the equipment is stopped. An increase in overlapped time can also serve as a reserve for productivity gains.

As noted, working hours include and break time... There are regulated and unregulated breaks.

Time of regulated breaks (T REGL.FER) in work includes:

- time of breaks in work due to technology and organization of the production process (for example, the time of a break in the driver's work during slinging of the lifted load by workers) - their elimination is almost impossible or economically inexpedient;

- breaks for rest and personal needs, associated with the need to prevent fatigue and maintain the normal working capacity of the employee, as well as necessary for personal hygiene.

Time of uncontrolled breaks in work (T UNREGULATED PER)- this is the time of interruptions caused by a violation of the normal course of the production process or labor discipline. It includes:

- interruptions due to disruption of normal running manufacturing process may be caused by organizational problems (lack of work, raw materials, materials, incompleteness of parts and blanks, waiting for vehicles and auxiliary workers, waiting for acceptance or control of finished products, etc.) and technical reasons (waiting for equipment repair, tool replacement, lack of electricity , gas, steam, water, etc.). Sometimes these types of ad hoc breaks are called breaks for organizational and technical reasons;

- breaks caused by violation of labor discipline, may be associated with being late for work or leaving it prematurely, unauthorized absences from the workplace, extraneous conversations, activities not related to work. They also include unnecessary (in comparison with the established regime and standards) rest time for workers.

When analyzing the cost of working time in order to identify and then eliminate the loss of working time and their causes, all working time of the contractor is divided into productive costs and loss of working time. The first group includes the time of work to complete the production task and the time of regulated breaks. These costs are the object of rationing and are included in the structure of the time rate. Loss of working time includes the time of unproductive work and the time of unregulated breaks. These costs are subject to analysis with a view to eliminating or minimizing them.