Bottlenecks in production calculation. Identification of bottlenecks. Planning an optimal production or assortment program. Transformations. New organization within the shop ASC1

Example of a business process description

A simple example of a "business process" is making a breakfast sandwich. When performing a process description, there are small subtleties that it is desirable to observe. Get acquainted with the description of the process of making a sandwich:

1. Prepare the components;

2. Cut off a piece of loaf with a knife;

3. Spread butter on a piece of loaf.

The description is built from individual operations. Each operation ends with a specific product ( see table. 3)

Table 3 - An example of a business process description

Process description requirements:

1. The description of the process should be complete and concise. It should not be too detailed, detailed. So, for example, it is not necessary to include in the description of the process actions like “take a knife in your hand”, “separate part of the butter with a knife”.

2. The description of the process should be consistent, without missing important elements. The sequence of operations can be built and controlled using the question "why?"

For example: "Prepare components" why? To "Cut off a piece of loaf"

Why "Cut off a piece of loaf"? To "Spread butter on a piece of loaf."

3. The description of each operation of the process begins with a verb in the indefinite form "Cook ...", "Cut off ...", "Spread ...".

It is allowed to use the third form of the verb: prepares, cuts, spreads.

According to G.S. Altshuller: A "bottleneck" is a workplace, an operation (function, task), sometimes a specialist, where additional time, effort, finance, material resources are required. The peculiarity of a bottleneck is that it is felt as an inconvenience, but few people think about it - what is the reason why it exists? Having found such a place, one can formulate a problem, but it is more beneficial to formulate a contradiction as a sign of the presence of a future “strong and beautiful solution”.

When describing business processes, all business processes are divided into four groups, each of which has its own distinctive features.

Figure 25 - Business process groups

To the group major include the following business processes:

1) processes that add value to the product that the company produces;

2) processes that create a product that is of value to an external client;

3) processes, the direct purpose of which is to generate income;

4) processes for which the external client is willing to pay money.

A distinctive feature of the main processes is that they are directly involved in the implementation of the company's business areas. In most cases, the list of core business processes is a mirror image of the company's business line tree. In addition to this about the main business processes determine the company's revenues. It is they who determine the profile of the business, they are of strategic importance. In no case should they be outsourced, because the organization will lose its competitiveness. It is these processes that a competitive company must be able to perform better than others in its industry. As the company functions, the main business processes evolve or die depending on the market demand and the company's strategy.

Table 4 - Characteristics of the main business processes

An example of the main top-level processes for a company that produces and sells clothes and shoes is shown in Fig. 3. The materials for the production of clothes and shoes are the same - leather, fabrics, etc. Therefore, the process of "purchasing materials" will be the same for clothes and shoes: after all, a certain amount of materials is purchased, and then they are sorted into the production of clothes and shoes.

Figure 26 - An example of the main top-level processes for a clothing and footwear company

Supporting business processes. Unlike the main providing business processes have other goals and purposes. While core business processes bring in money by producing a product and satisfying customer needs, enabling processes support the organization's infrastructure. Clients are not ready to pay money for them, but these processes are necessary for the company to exist. The clients of supporting processes are usually departments and employees of the organization, who are called internal clients when describing the processes. Business processes such as administrative and economic support, security, legal support, etc. are considered as providing.

Supporting processes include:

processes whose clients are the main processes, structural units and employees of the organization;

processes that support an organization's infrastructure.

Enabling business processes may produce products that are suitable for sale in a foreign market, but these products are not core, they are secondary, or by-products. Supporting business processes are not of strategic importance. As the company continues to function, a decision may be made to make a by-product the main product. In this case, the supporting business process becomes the main one. There is also an opposite perspective - a company can outsource its supporting business process if there are other organizations in the external environment that can perform this business process cheaper, faster and more efficiently due to their specialization and greater competence and experience.

Table 5 - Characteristics of supporting business processes

Management processes are also providing. They are not needed for an external client, but they are needed for the management of the company, because it is these processes that allow you to manage the company, ensuring its survival, competitiveness and development.

The management group includes the following business processes:

1) processes that ensure the survival, competitiveness and development of the organization and regulate its current activities;

2) processes, the direct purpose of which is to manage the activities of the organization.

Distinctive features of management processes is their typical structure. The difference between management processes is determined by the specifics of the management objects they manage. For example, the "Financial Management" business process manages the "money" object, the "Marketing Management" business process manages the "customer" object, the "Personnel Management" business process manages the "personnel" object, etc.

Table 7 - Characteristics of business management processes

Figure 27 - Typical structure of business management processes

Any management process falls on this scheme. If we take the “Budgeting” process, then the “Planning” stage will be called “Budgeting Development”, the output of which will be financial and operational budgets. Further, the implementation of budgets is ensured, the record of what has been achieved is carried out, etc. If we consider the “Strategic Management” process, then the first stage will be called “Strategic Planning”, the output of which will be a strategic plan.

The last group of business processes that remains to be considered are business development processes.

Development business processes represent investment activities where efforts are made today and results are obtained after a certain period. What is a project? A project is a process that is implemented once, after which it ends its existence. It is replaced by a new project, and this situation is repeated many times.

Table 8. Characteristics of business development processes

Bottleneck Analysis Methodology

The indicators used in practice and their aggregates, as a rule, are aligned to the conditions of a particular enterprise. This allows not only to identify the strategic potential of the enterprise, but also to quantify its most "bottlenecks". An example of building a structure of indicators based on the analysis of the "bottlenecks" of the enterprise is given in Table. 8.1.

Balanced Scorecard

In the current economic conditions, the activities of Russian companies are usually associated with an increased level of instability in the external environment, significant risks and fierce competition. At the same time, many companies have a rather vague strategy of behavior in the current environment with a fuzzy action plan for implementing the strategy, or in general.

Table 8.1. Indicators in the system analysis of "bottlenecks"

do not have one. Against this background, for a number of subjective and objective reasons, companies do not pay the necessary attention to the interconnection of the subsystems "finance", "customer relations", "internal business processes", "training and staff development". Ultimately, all this does not allow developing a rational economic strategy and determining practical methods for its implementation and control.

If we talk about international practice and the introduction of its best positive developments into the Russian economy and management, then one of the examples is the use of monitoring and the development and application of a balanced scorecard for assessing the performance of business entities, ranging from the enterprise level to the level of complexes united in an industry system, regional economy, national economy and further management systems of the state, region, complex, enterprise.

Balanced Scorecard / The balanced scorecard ( SSP/BSC ) allows you to translate strategic goals into a clear plan for the operational activities of departments and key employees and evaluate the results of their activities in terms of implementing the strategy using key performance indicators ( key performance indicator , KRI ).

The Balanced Scorecard was developed from a 1990 study by Harvard Economics professors David Norton and Robert Kaplan. The study was conducted to identify new ways to improve performance and achieve business goals. Conducting the study, Norton and Kaplan were guided by the following hypothesis: management with the help of financial indicators does not provide sufficient information for making correct and timely management decisions. As a result, they developed a fundamentally different system for monitoring the effectiveness and fulfillment of strategic goals, called the "Balanced Scorecard". The very first publication of these developments received the highest rating: Harvard Business Review called the Balanced Scorecard the most significant contribution to management practice in the last 75 years.

A company becomes successful only if it develops systematically. In the aspect of management, the concept of "planned development" means the creation and implementation of strategic plans. In practice, the implementation of strategic plans becomes the most serious test for the organization. The mass of individual events and actions of employees should be coordinated in such a way as to achieve the goals, preferably at the lowest cost and in the shortest possible time. The balanced scorecard was created as a tool to coordinate the actions of departments and employees to achieve the main goal of the company.

The main principle of the BSC, which largely became the reason for the high efficiency of this management technology, is that you can manage only what can be measured. In other words, goals can be achieved only if there are quantifiable indicators that tell the manager what exactly needs to be done and whether he is doing what he is doing correctly in terms of achieving the goal. The system focuses on non-financial performance indicators, making it possible to evaluate such seemingly difficult-to-measure aspects of activity as the degree of customer loyalty, or the company's innovative potential.

The authors of the BSC proposed four areas of performance assessment that answer the most important questions for the successful operation of the company: for the "Finance" subsystem - what is the idea of ​​the company among shareholders and investors? "Customers" - what kind of company do the buyers of its products see? "Business processes" - which business processes require optimization, which organizations should be focused on, which should be abandoned? "Learning and growth" - what opportunities exist for the growth and development of the company?

These four interrelated and balanced aspects collect and analyze data. The system includes the following organization parameters:

• training and growth prospects - characteristics of employees, information technology, motivation and orientation;
• intra-company processes - market description, market entry, production, delivery, service;
• consumer aspect - market share, the ability to retain and win consumers; consumer satisfaction; profitability of consumers;
• financial aspect – revenue growth, cost management, use of assets.

The model of the relationship between the directions of the balanced scorecard with the strategic guidelines of the company is shown in fig. 8.4.

Some organizations add a fifth to the four above, or replace one of the four with one that best reflects the organization's mission and strategy.

But in order to choose the right solution, for each subsystem it is necessary to select only those indicators that accurately capture the essence of the strategy. Paul R. Niven suggests in his works to study a number of criteria used to select the most suitable indicators for the strategy.

Rice. 8.4.

One of the many benefits of the BSC is that it forces the organization to choose from among several alternatives. The selection of targets and initiatives to meet the standards should be discussed when developing the scorecard. Nowhere is the process of difficult choice more evident than in the selection of performance indicators. These metrics are the centerpiece of a balanced system and will serve as a benchmark and benchmark for the entire organization. The following are selection criteria that experience and research have shown to be effective in assessing and selecting indicators.

Link to strategy. This criterion is the most obvious, but its importance cannot be overestimated. A scorecard is a tool for translating strategy into action through performance indicators that tell about the strategy. The choice of performance indicators that do not affect the implementation of the strategy can lead to confusion and confusion, as employees will spend valuable resources on performance indicators that do not affect the achievement of the overall goals of the company.

quantitative expression. It is necessary to find quantitative estimates of any indicators, even implying a subjective characteristic of the activity, for example, rating suppliers: "good", "satisfactory" or "average". Moreover, each specialist will invest in these definitions a different meaning. However, if, for example, suppliers are evaluated by the percentage of on-time delivery of products, the results will be objective and unambiguous. If you apply a creative approach, then you can quantify almost all performance indicators.

Availability. There are performance indicators that have not been recorded in the past and that have only come to light through the BSC development process. There is no doubt that new and unconventional indicators are an excellent advantage of the BSC, only the costs and benefits associated with their determination need to be calculated.

Clarity. BSC users should immediately understand both the operational and strategic implications of each indicator.

Balance. It is necessary to avoid the effect of sub-optimization (i.e., improving one indicator at the expense of others). The system of indicators requires looking for optimal combinations and making decisions on the allocation of resources. A situation should not be created in which the focus on certain indicators will actually reduce competitiveness.

Relevance. The metrics in the system should accurately reflect the process or goal that needs to be measured. A good test is to determine whether it is possible to act on the results of a given indicator. If any aspect of the activity is performed poorly, one must be able to assess the nature of the problem and eliminate it. This can be demonstrated using the performance indexes that many organizations use in their Scorecards. An index is a combination of several separate indicators, united by some attribute and representing a single general indicator of activity. Indexes can provide very useful information, especially when it is necessary to include a number of indicators and at the same time limit their total number in the System. However, in the entire set of indicators there should be no more than five indices.

Having a common definition. A balanced system can contain a number of highly specialized performance indicators, and this is absolutely correct, since it talks about this particular strategy. Problems arise when indicators with vague definitions or no definitions are included in the system. On-time delivery may be the most important indicator, but what does on-time mean? It is important to specify the exact value of the activity indicator.

An important point is also the determination of the required number of performance indicators. This requires an objective story about the chosen strategy for the four components of the BSC. The strategy story will require a full set of key outcomes (lagging indicators) and performance drivers (leading indicators) across the BSC. Often the ratio between them is one to one, but sometimes there are two factors of activity for one final indicator. If we assume that their ratio is one to one, then the BSC will require at least eight indicators, a ratio of 1: 2 suggests 12 indicators. Given that some performance targets have more than one indicator, the number of indicators will quickly increase to 20 or more. Most Scorecard practitioners and consultants are of the opinion that Scorecard for the highest level in an organization requires 20 to 25 indicators. Comparison with the benchmark for the implementation of the BSC in various areas gave the same results. However, this is not an "iron" rule; if 30 indicators are needed to evaluate the strategy, then so many should be in the BSC. Likewise, if 15 metrics can be used to describe a strategy, don't add extra metrics just to fill the gap.

As an example, below is the number of indicators for the BSC components for the highest level in the organization:

• Finance. Three to four indicators of expected financial results. The organization should be very clear about its financial goals and not include too many parameters.
• Clients. From five to eight indicators. The composition of indicators will be dictated by the purchasing value of the offer. The client component usually has a lot of leading indicators.
• internal processes. From five to ten indicators. This component identifies the key processes that need to be perfected in order to continue to add value to customers and those with financial interests in the organization. Processes can cover the entire organization, and therefore there are more indicators in this component than in others.
• Staff training and growth. Three to six indicators. These indicators are the driving forces behind the other three pillars. These are often the hardest to identify and agree on.

Within a balanced system, it is necessary to distinguish between indicators that measure the results achieved and indicators that reflect the processes that contribute to these results. Both categories of indicators should be linked to each other, since in order to achieve the first (for example, a certain level of productivity), it is necessary to implement the second (for example, to achieve a certain utilization of production capacities).

The BSC system covers all structural units of the organization and ensures their joint and coordinated functioning.

In an effort to achieve its goals, an organization can use a number of management technologies, for example, integrate BSC with other systems. However, for the successful functioning of the balanced scorecard, objective and complete primary information is required for the correct and prompt assessment of each established indicator. The use of a balanced scorecard is a process that does not consist in developing a strategy, but in its implementation, it requires a clearly formulated strategy.

An example of linking indicators with strategic goals is given in Table. 8.2.

The formation of key indicators for each component of the strategy should begin with middle managers (groups, divisions, responsibility centers). To do this, it is imperative to determine who will be responsible for their implementation.

Table 8.2. Company Balanced Scorecard

nie. The list of indicators for each of the selected groups should be as detailed as possible. For example, the CEO is responsible for the evaluation indicators of "satisfaction of shareholders (owners)". As a result, several hundred performance indicators can be included in the general list of indicators. Then, from the general list, you need to select those indicators that are really necessary for management to manage and will allow you to assess the degree of achievement of your goals, and not just be monitored "for information". For such a selection, an expert group can be formed. As a rule, it should include heads of departments and departments. Their task is to characterize each of the indicators according to criteria, for example:

• 1) whether the indicator reflects the degree of achievement of the company's strategic goals;
• 2) whether the definition of this or that indicator is clear and unambiguous. First of all, the indicator should be clear to those managers who will have to make decisions based on it;
• 3) whether the indicator is useful for decision making.

As a result, a list (system) of key performance indicators of the company should be developed (Table 8.3).

In the future, the implementation of this approach to the analysis of the company's activities involves the establishment of criteria for evaluating the selected indicators.

The use of BSC activities allows the controlling system to link strategic plans with operational ones. Monitoring of key indicators and analysis of identified deviations provides feedback and contributes to the development of corrective actions.

Control in the controlling system involves not only comparing the plan and the fact, but also explaining the reasons for the deviation. Control is aimed not at finding the guilty person, but at identifying the reasons that caused this deviation. Sometimes the non-fulfillment of planned targets brings the enterprise much less losses than their 100% fulfillment. For example, if due to an unforeseen deterioration in market conditions, actual sales began to decline, then the implementation of the production plan by 100% will lead to losses, since a surplus of finished products is formed in the warehouse, which is nothing more than dead working capital, which reduce real the level of profitability of the enterprise.

Table 8.3. System of key performance indicators of the company

Thus, control in the controlling system consists in comparing planned and actual values ​​with the situation that is developing on the market. In strategic controlling, the question of the implementation of the plan is formulated as follows: "Was the implementation (non-fulfillment) of the plan in today's conditions economically feasible or not?" At the same time, economic feasibility is understood as approaching the set strategic goal.

For example, if the achievement of a certain level of return on invested capital is chosen as a strategic goal, then it is necessary to understand what, for example, an increase in stocks of finished products or receivables with a simultaneous increase in turnover compared to the plan leads to. If the return on invested capital increases, then such a deviation should be welcomed.

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It is convenient to compare the production capacity of individual stages graphically, by constructing a diagram of the capacities of individual sections, workshops, called the production capacity profile. Such a diagram gives a visual representation of the ratio of production capacities of individual stages, bottlenecks in production and reserves (Fig. IX.4). When identifying the proportionality of capacities according to the limits of production, it is advisable to take the capacity of the leading equipment (section, workshop), for which the capacity of the entire facility (or link) is set, per unit (or 100%), and the capacity of all the rest should be expressed as coefficients calculated in relation to this base.

As a result of calculations, the degree of loading of available equipment, bottlenecks in production, and objects for the development of office technical events are determined.

The cost-effectiveness of using the progressive system is explained by the fact that with an increase in output, the constant part of workshop costs (heating, lighting, maintenance of the apparatus) remains almost unchanged, therefore, the share of these costs per product (device) decreases, which significantly reduces its cost. Such wages are allowed by the director of enterprises temporarily only at bottlenecks in production.

The authors propose a method for calculating production capacities on a computer that is unified for various workshops. Its use provides an increase in the accuracy and efficiency of capacity calculations, allows you to timely identify bottlenecks in production and plan for a uniform loading of production equipment.

Measures to eliminate bottlenecks in production.

Elements a / D "and a 1" 1 characterize measures to eliminate bottlenecks in production and correspond to the codes of the seventh column of form 9A.

Elements a / D "" and a / d "" are filled in programmatically when issuing form 10A for printing when eliminating production bottlenecks

The data of Forms 13, 14 help to better outline measures to eliminate bottlenecks in production, to determine the costs of their implementation. They aim at using the opportunities available at the enterprise to increase output.

It should be noted that information can be used at all levels of management of the production and economic activities of a production facility. In particular, it can be used to plan the volume of capital expenditures to eliminate bottlenecks in production, to determine the objects for placing orders for fixed assets, etc.

The elimination of bottlenecks in production can be achieved through the following activities

The elimination of bottlenecks in production has its own characteristics and is carried out according to certain rules, due to the nature of the event.

The calculation results obtained in form 10 are analyzed, bottlenecks are identified and organizational and technical measures are outlined to eliminate them, which are entered in form 9A (Basic measures to eliminate production bottlenecks).

Form 10 array data is used to determine the equipment load factor, taking into account measures to eliminate production bottlenecks and the number of units of excess (missing) equipment. From the documents of the array of form 10A, all parts (products) processed

When compiling a short-term production program, the quantity and range of products and services are established. To do this, you need to know the bottlenecks of production and marketing.

US experience in the 20th century. clearly showed that the deep innovative motor, the core of self-propulsion of reproduction is the reliance on man as a producer and consumer of the entire available spectrum of material and spiritual wealth. The American economy was the first to move to a dynamic formula of the totality of activities - promising (innovative) needs. The latter are those needs for which there are currently no corresponding products or services on the market. They arise in the bottlenecks of production and consumption and serve as a guideline for choosing the priorities of innovative development.

The main thing in the preparation of these reports is to inform managers about cases of deviations of certain production results from planned indicators. Thus, the accounting analyst helps to analyze production results and identify weak points in production, not devoting time to those operations of the production process that are carried out in accordance with the plan, but concentrating the attention of management on bottlenecks in production.

The results of the tasks set The candidate is invited to formulate the tasks that the position sets for him, for which he is planned to be in the reserve. The degree of suitability of a candidate for a position is determined by the degree of knowledge of the problems and bottlenecks of production, as well as the ability to see innovative opportunities in production. The analysis of the assigned tasks should be carried out by experienced experts.

The fulfillment of these orders requires the use of 35% of the enterprise's capacity, which not only exceeds its maximum capabilities, but additionally loads the bottleneck of production - the machining of parts on metal-cutting machines, carried out in conditions of a shortage of machine operators.

At the first stage, i.e., during the period of organizational preparation, creative groups are created, the program and methods of work are determined. The second stage includes the collection of data characterizing the state of the organization of labor at each production site, their processing and analysis, and the determination of reserves. At this stage, bottlenecks in production are identified, the significance and sequence of development of measures are established.

The starting point of rationalization activity is thematic planning. The thematic plan for invention and rationalization is created during the discussion of production bottlenecks. For the northern pipeline construction, the thematic plan usually has the following sections: work on economic arrangement preparatory and excavation work, loading and unloading and transport work, snow removal work, welding and installation work, insulation and laying work, ballasting and fixing work, installation of reinforcing units, purging and testing work repair of equipment and other works.

As already noted, the value of production capacity is determined at the beginning and end of the calculated period, during which labor productivity, and hence the labor intensity of manufacturing products, do not remain constant. At the end of the calculated period, the labor intensity should be less than at the beginning. Consequently, the progressive rate of labor input, included in the calculation of power at the end of the calculated period, should also be less. This reduction in labor intensity by the planned coefficient of increase in labor productivity is provided for by workshops, sections and groups of equipment in accordance with the plan for improving product designs, technological processes and production organization. In this case, the main attention should be paid to the development of measures to reduce labor intensity at bottlenecks in production by tightening the labor intensity standards for detail operations that hinder output.

The article discusses a method for analyzing and eliminating bottlenecks in technological, logistical and organizational business processes. To study technological, logistical and organizational business processes, the approach of multi-agent resource conversion processes is applied. More and more computational resources are required to model resource conversion processes. In this regard, it is relevant to identify and use new principles for constructing and analyzing multi-agent models of resource conversion processes. The method of analysis and debottlenecking of the multi-agent resource transformation process is based on the integration of the resource transformation process model, operational analysis of probabilistic networks, multi-agent approach and expert systems. The method of analysis and elimination of bottlenecks in the multi-agent resource conversion process is programmatically implemented in an automated system for the production of metallurgical products.

automated information system

technological operations

resource conversion process

bottleneck

multi-agent modeling

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Existing methods of analysis and simulation of technological, logistical and organizational business processes often encounter objects in which the number of elements exceeds hundreds. In this regard, to conduct a simulation experiment of such models, more and more computing resources and computer time are required. Technological, logistical and organizational business processes refer to resource transformation processes. The specificity of these types of processes is the existence in their composition of subprocesses (operations) for making and agreeing decisions, subprocesses or control elements, decision makers (DM). To formalize decision maker models and scenarios for making (management and coordination) decisions, this paper proposes to use the apparatus of multi-agent and expert systems. In this regard, the task of developing a new method for analyzing and eliminating bottlenecks in multi-agent resource conversion processes (MPPR) is an urgent task.

A method for analyzing and eliminating bottlenecks in a multi-agent resource conversion process

Let's consider two main elements of the MPPR process (operation and agent) used to analyze and eliminate bottlenecks in enterprise processes (technological, logistical, organizational business processes). The operational analysis of probabilistic networks is used as a theoretical basis of the method.

To evaluate the performance of the operation Op of the MPR process, consider the following parameters: the average queue of requests for the operation QOp_av, the average workload of the operation UOp_av, simple operation due to the lack of PMechOp facilities, simple operation due to the lack of input resources PResOp:

,

,

where TEND- observation time (duration of the process observation interval),

N- number of executions of the operation Op during the observation TEND,

TOP- the duration of the operation Op,

Tact- unit of time,

Count_Mech_unlock- the number of units of funds that are not blocked during the execution of current operations,

Count_Mech_use- the number of units of funds required to start the operation Op,

Count_Res- the current number of resource units,

Count_Res_In- the number of resource units needed to start the operation Op.

Similarly to the queue evaluation, the average state of resources (both input and output in relation to a certain operation or agent rule) is evaluated. To evaluate the use of the tool in the process operations, consider the average workload of the tool UMech_av:

,

where Count_Mech_Lock - the number of units of the tool locked during the execution of current operations,

Count_Mech - total number of Mech units.

We will analyze the statistics of the agent’s functioning based on the average queue of requests to the agent QAg_av and the average workload of the agent processing requests UAg_av:

,,

where - application processing operator (creating, deleting or blocking (including changing parameters) of an application),

AgSolutIf - agent conditions "If",

AgSolutThen - conditions for the "To" agent.

Let's represent the rules for analyzing the parameters of the MPR process and eliminating bottlenecks (the rules for changing (folding / expanding)) in the form of decision search diagrams (Figure 1). The vertices of the graph have the following designations: 0 - zero value, M - small value, C - average value, B - high value of the corresponding object of the graph (queue, workload or idle time). The dotted lines of the graph transitions correspond to the solutions for the zero and small order queues for the operation, the solid lines correspond to the solutions in the remaining cases.

As a result of the experiment, the statistics of the execution of operations, the functioning of agents, the expenditure and formation of resources and requests, and the use of funds in the operations of the MRM process are formed. Based on the results of the analysis of experiments, bottlenecks are diagnosed, and a decision is made to collapse/expand the MPR process (eliminate bottlenecks). The criterion for stopping the analysis method and eliminating bottlenecks in the resource conversion process is to reduce the waiting time to acceptable values ​​for all blocks.

Changing the MPR process is carried out by the following actions: either by deleting an operation, or by adding a parallel operation; addition/removal (increase/decrease in quantity) of funds used by the operation(s); increase / decrease in the amount of resources; adding or removing an agent rule, deleting an agent.

Fig.1. Diagrams for the search for solutions to the application of the rules of analysis and elimination of bottlenecks in the process of MPPR

The method is programmatically implemented in the automated system for the production of metallurgical products (AS VMP). The preliminary stage of the method is the creation and refinement (modification) of the enterprise process model in the module for creating process models (PMS). Figure 2 shows a flowchart of the method for analyzing and eliminating bottlenecks in the MPR process. Abbreviations used in the figure:

IM - model integration module;

KZ - query constructor module;

OPP - module for optimizing enterprise processes;

SMP - module for creating process models;

TBPI is a typical permanent business process of a metallurgical enterprise for changing production processes.

Rice. 2. General scheme of the method for analyzing and eliminating bottlenecks of the multi-agent resource conversion process

Consider the main steps of the method. The proposed method consists of the following stages (numbering of stages in accordance with the numbering of blocks in Figure 2).

1. If the enterprise process model was previously built in the SMP module, then go to the next stage. When building a simulation model of an enterprise process (in the SMP module), the following submodels are built:

1) generation of objects (units of production (PU) / projects / orders), such an object in the MPRM model can be represented as an instance of an application (transaction) with a set of attributes;

2) the processes of passing objects (technological, logistical and organizational business processes related to the processing of units of production on units and equipment, the transportation of the unused unit and the fulfillment of orders / stages of the project / production operations), in the MPPR model, the route for processing the application is formed by a chain of blocks consisting of converters (operations and agents);

3) supply of consumable resources (raw materials, materials and semi-finished products), in the MPPR model, the resource supply route is formed by a chain of blocks consisting of operations and agents;

4) the operation of means (machines, equipment, units, transport, personnel).

2. In order to update the model for the current processes of the enterprise in the OPP module, it is first necessary to update the values ​​of the model variables by interacting with the KZ and IM modules.

4. Planning the experiment in accordance with the hypotheses put forward. Drawing up a plan of experiments consists in choosing such input (controlled) parameters of the model, the values ​​of which have the greatest impact on the values ​​of the output (estimated) parameters of the model.

5. Simulation experiments are carried out in the OPP module. Experiments are carried out according to the plan of experiments until an optimal or efficient solution is found.

6. When diagnosing bottlenecks, the following parameters of the MPR process are analyzed:

1) the utilization rate of the operation, means, agent;

2) the average time of the application in the queue for the operation, agent;

3) downtime due to lack of funds and/or input resources. To assess the dynamics of the operation and the agent, the average queue of requests for the operation, the agent, as well as the average state of the resources are analyzed.

7. As a result of the experiment, the statistics of the execution of operations, the functioning of agents, the expenditure and formation of resources and applications, and the use of funds in the operations of the MRM process are formed. Based on the results of the analysis of the statistics of experiments, bottlenecks are diagnosed and a decision is made to change (fold/sweep) the MPR process. At this stage, the choice of the optimal solution is carried out.

The criterion for stopping the method can also be a decrease in the waiting time to acceptable values ​​for all blocks of the model. This stage is aimed at solving the problem of parallelizing parallel processes in time for the production of units of products included in the order (orders) (in blocks of the simulation model, situations with parallel processing of applications may occur).

8. If the optimal solution was found at the previous stage, then go to the 12th stage, otherwise to the 11th (see Figure 2).

9. If the optimal solution was not found at stage 9, then the experimental plan is adjusted and the transition to stage 5 is carried out.

10. If at stage 9 an optimal solution was found, then recommendations are made to change the process. This stage initiates the launch of TBPI to improve the enterprise process (technological, logistical, organizational business process) in order to eliminate bottlenecks.

The method was tested on the task of balancing business process resources.

Conclusion

The task of developing a method for analyzing and eliminating bottlenecks in the multi-agent resource conversion process is solved as a result of the integration of the operational analysis of probabilistic networks, the multi-agent approach, the model of the resource conversion process and the apparatus of expert systems. Rules for analysis and elimination of bottlenecks (change rules) of the multi-agent resource transformation process based on decision search diagrams have been developed. The method is programmatically implemented in an automated system for the production of metallurgical products.

The work was carried out under contract No. 02.G25.31.0055 (draft 2012-218-03-167) with financial support from the Ministry of Education and Science of the Russian Federation.

Reviewers:

Porshnev S.V., Doctor of Technical Sciences, Professor, Head of the Department of Radioelectronics of Information Systems, Ural Federal University named after V.I. the first President of Russia B.N. Yeltsin, Yekaterinburg;

Dorosinsky L.G., Doctor of Technical Sciences, Professor, Head of the Department of Theoretical Foundations of Radio Engineering, Ural Federal University. the first President of Russia B.N. Yeltsin, Yekaterinburg.

Bibliographic link

17. Analysis of emerging bottlenecks in the enterprise.

The task of operational planning of the production program is to determine the range and volume of products. To do this, the following information must be known:

1) product prices;

2) production costs;

4) available production facilities.

Problems of planning a production program

is determined primarily by the type and number of bottlenecks in production. In addition, possible alternative technological processes are of importance. We are talking about the installed equipment and the intensity of its use in the production process.

There are various approaches to planning the production program.

There are three fundamental approaches in the enterprise:

a) No bottlenecks.

Since there are no bottlenecks, all products can be produced.

b) The presence of one bottleneck.

Let's assume that it is established that there is one bottleneck in the enterprise. It is necessary to distinguish between cases of the only and possible alternative technological process.

If the variable costs per unit of time are the same for all products, then you need to check whether the coverage amounts are positive for all products and processes or negative for certain combinations of products and processes.

If the sales proceeds and variable costs per unit of production, and hence the amount of coverage, are known, then the optimal production program can be formed in stages. Focusing on the amount of coverage allows you to sequentially build the program if there is only one bottleneck.

c) The presence of several bottlenecks.

If, when checking sales and production programs, it turns out that there are several bottlenecks in production at once, then it is more difficult to make a decision. In this case, linear programming methods should be used.

The planning of an optimal production program should not be carried out exclusively from a cost point of view, but profit-oriented criteria must be taken into account. The data of full cost calculations are insufficient for planning an optimal production program, since such calculations do not divide costs into variable and fixed costs. Along with costs, it is necessary to take into account the impact of management decisions on sales proceeds and coverage amounts. In this regard, it is required to use the data of calculations of the coverage amounts.

The presence of one bottleneck can be explained by two reasons:

a) if the production process is single-stage, then the existing capacity is not enough to produce the maximum possible amount of all products with positive coverage amounts;

b) if the production process is multi-stage, then the bottleneck occurs only in one area, the capacity of which is not enough to produce all products.

If the enterprise has a bottleneck, it is necessary to calculate the relative amounts of coverage per unit of bottleneck loading time for individual product groups. With this in mind, it is necessary to change the ranked sequence of production of products in order to achieve the optimal value of the production result. Determining the sales and production program without taking into account the available capacity at the bottleneck results in a lower overall coverage amount. This is the wrong decision, because in this case the company loses its coverage amounts.