When organizing the production process in time and space, one should proceed from a number of principles, the correct use of which ensures increased efficiency of the enterprise, a rational level of consumption of material, labor and financial resources.

Basic principles of organizing the production process in time and space are: differentiation, concentration and integration, specialization, proportionality, straightness, continuity, rhythm, automaticity, flexibility, electronization.

Principle of differentiation- this is the division of the production process into separate technological processes, operations, transitions, techniques, movements, in which an analysis of the characteristics of each element allows you to choose best conditions its implementation, and also the minimum amount of total costs of all types of resources is spent.

The principle of specialization is based on limiting the variety of elements of the production process. In particular, groups of workers specializing in professions are identified, which helps improve their skills and, consequently, increase labor productivity. It should be taken into account that the expedient organization of production often requires workers to master related professions to ensure the interchangeability of workers in the production process.

Principle of proportionality- this is a relatively equal throughput of all production departments performing basic, auxiliary and servicing processes, the violation of which leads to the formation of “ bottlenecks» in production or to incomplete utilization of workplaces, areas, workshops, which negatively affects the efficiency of the enterprise.

Direct flow principle- this is a principle, subject to which, the shortest paths for the movement of parts or assembly units during the production process are ensured and there should be no return movements of production objects on the site, in the workshop, in the enterprise.

Continuity principle- this is the reduction to a minimum of interruptions in production processes that can arise either for technological or organizational reasons.

Technological interruptions are caused by non-synchronization of operations, for example, the need to clean equipment.

The principle of rhythm consists of producing equal or evenly increasing volumes of products in accordance with the production plan by an enterprise, workshop, site or individual workplace, which is necessary to ensure maximum use of the production capacity of the enterprise and each of its divisions.

Automatic principle- This is one of the decisive components in increasing production efficiency and intensifying it.

The principle of flexibility is the ability to quickly and easily switch from the production of one product to the production of another, including new products, which reduces the time and costs of equipment changeover when producing parts and products of a wide range.

Flexibility of production, rapid transition to the production of new products with minimal loss of resources is carried out on the basis of the electronicization of production processes, which involves the use of high-speed computers that help maintain the necessary rhythm and uniformity of the production process.

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The organization of the production process at any machine-building enterprise, in any of its workshops, or on a site is based on a rational combination in time and space of all main, auxiliary and service processes. This makes it possible to produce products with minimal costs of living and material labor. The features and methods of this combination vary in different production conditions. However, with all their diversity, the organization of production processes is subject to some general principles: differentiation, concentration and integration, specialization, proportionality, straightness, continuity, parallelism, rhythm, automaticity, prevention, flexibility, optimality, electronization, standardization, etc.

Principle differentiation involves dividing the production process into separate technological processes, which in turn are divided into operations, transitions, techniques and movements. At the same time, an analysis of the characteristics of each element allows one to select the best conditions for its implementation, ensuring minimization of the total costs of all types of resources. Thus, line production has developed for many years due to increasingly deeper differentiation of technological processes. The allocation of short-term operations made it possible to simplify the organization and technological equipment of production, improve the skills of workers, and increase their labor productivity.

However, excessive differentiation increases the fatigue of workers in manual operations due to the monotony and high intensity of production processes. A large number of operations leads to unnecessary costs for moving objects of labor between workplaces, installing, securing and removing them from workplaces after completion of operations.

When using modern high-performance flexible equipment (CNC machines, machining centers, robots, etc.), the principle of differentiation turns into principle of concentration of operations and integration of production processes. Principle of concentration involves performing several operations at one workplace (multi-spindle, multi-cutting CNC machines). Operations become more voluminous, complex and are performed in combination with the team principle of labor organization. Principle of integration consists of combining the main auxiliary and service processes.

Principle specializations is a form of division of social labor, which, developing systematically, determines the allocation of workshops, sections, lines and individual jobs at the enterprise. They manufacture a limited range of products and are distinguished by a special production process.

Reducing the range of products, as a rule, leads to an improvement in all economic indicators, in particular to an increase in the level of use of the enterprise's fixed assets, a reduction in production costs, improved product quality, mechanization and automation of production processes. Specialized equipment, all other things being equal, works more productively.

Principle of proportionality assumes equal throughput of all production departments performing main, auxiliary and service processes. Violation of this principle leads to the emergence of bottlenecks in production or, conversely, to incomplete utilization of individual workplaces, sections, workshops, and to a decrease in the efficiency of the entire enterprise. Therefore, to ensure proportionality, calculations are carried out production capacity both by production stages and by equipment groups and production areas.

Direct flow principle means such an organization of the production process that ensures the shortest paths for the passage of parts and assembly units through all stages and operations from launch into production starting materials before the finished product is released. The flow of materials, semi-finished products and assembly units must be progressive and shortest, without counter or return movements. This is ensured by appropriate planning of equipment placement along the technological process. Classic example This type of layout is a production line.

Continuity principle means that the worker works without downtime, the equipment works without interruptions, and objects of labor do not lie in the workplace. This principle is most fully manifested in mass or large-scale production when organizing continuous production methods, in particular when organizing single- and multi-subject continuous production lines. This principle ensures a reduction in the product manufacturing cycle and thereby contributes to increased production intensification

Parallel principle involves the simultaneous performance of partial production processes and individual operations on similar parts and parts of a product at different workplaces, i.e., the creation of a wide range of work on the manufacture of a given product. Parallelism in the organization of the production process is used in various forms: in the structure of a technological operation - multi-tool processing (multi-spindle multi-cutting semi-automatic machines) or parallel execution of main and auxiliary elements of operations; in the manufacture of blanks and processing of parts (in workshops, blanks and parts at different stages of readiness); in the nodal and general assembly. The parallelism principle ensures a reduction in production cycle times and savings in working time.

The principle of rhythm ensures the release of equal or increasing volumes of products over equal periods of time and, accordingly, repetition through these periods of the production process at all its stages and operations. With narrow specialization of production and a stable range of products, rhythm can be ensured directly in relation to individual products and is determined by the number of processed or produced products per unit of time. In the context of a wide and changing range of products produced by the production system, the rhythm of work and production can only be measured using labor or cost indicators.

Automatic principle involves the maximum execution of operations of the production process automatically, that is, without the direct participation of a worker in it or under his supervision and control. Automation of processes leads to an increase in the production volume of parts and products, to an increase in the quality of work, a reduction in human labor costs, and the replacement of unattractive manual labor more intellectual labor of highly qualified workers (adjusters, operators), to the elimination of manual labor in work with hazardous conditions, and the replacement of workers with robots. Automation of service processes is especially important. Automated vehicles and warehouses perform functions not only for the transfer and storage of production objects, but can regulate the rhythm of the entire production. The general level of automation of production processes is determined by the share of work in the main, auxiliary and service industries in the total volume of work of the enterprise.

Prevention principle involves organizing equipment maintenance aimed at preventing accidents and downtime technical systems. This is achieved using a system of scheduled preventive maintenance (PPR).

The principle of flexibility provides effective organization works, makes it possible to move mobile to the production of other products included in production program enterprises, or for the release of new products when mastering their production. It provides a reduction in time and costs for equipment changeover when producing parts and products of a wide range. This principle receives the greatest development in conditions of highly organized production, where CNC machines, machining centers (MCs), and reconfigurable automatic means of control, storage and movement of production objects are used.

Optimality principle is that the implementation of all processes for the production of products in a given quantity and on time is carried out with the greatest economic efficiency or with at the lowest cost labor and material resources. Optimality is determined by the law of saving time.

Electronization principle involves the widespread use of CNC capabilities based on the use of microprocessor technology, which makes it possible to create fundamentally new machine systems that combine high productivity with the requirements of flexibility of production processes. Computers and industrial robots with artificial intelligence make it possible to perform the most complex functions in production instead of humans.

Principle of standardization involves widespread use in the creation and development of new technology and new technology standardization, unification, typification and normalization, which avoids unreasonable diversity in materials, equipment, technological processes and sharply reduces the duration of the cycle for the creation and development of new equipment (SONT).

When designing a production process or production system should be based on rational use the principles stated above.

At a certain time.

The main part of the production process is the technological process, which contains targeted actions to change and determine the state of objects of labor. During the implementation of the technological process, a change occurs geometric shapes, sizes and physical and chemical properties objects of labor.

Along with technological ones, the production process also includes non-technological processes that are not intended to change the geometric shapes, sizes or physical and chemical properties of objects of labor or to check their quality. Such processes include transport, warehouse, loading and unloading, picking and some other operations and processes.

In the production process labor processes combined with natural ones, in which changes in objects of labor occur under the influence of natural forces without the participation of the worker (for example, drying painted parts in air, cooling castings, aging of cast parts, etc.).

According to their purpose and role in production, processes are divided into main, auxiliary and servicing.

Main are called production processes during which the production of the main products manufactured by the enterprise is carried out. The result of the main processes in mechanical engineering is the production of machines, apparatus and instruments that make up the production program of the enterprise and correspond to its specialization, as well as the production of spare parts for them for delivery to the consumer.

TO auxiliary include processes that ensure the uninterrupted flow of basic processes. Their result is products used in the enterprise itself. Auxiliary processes include equipment repair, tooling manufacturing, steam generation and compressed air etc.

Serving processes are those during the implementation of which services necessary for the normal functioning of both main and auxiliary processes are performed. These include, for example, the processes of transportation, warehousing, selection and assembly of parts, etc.

IN modern conditions, especially in automated manufacturing, there is a trend towards integration of core and service processes. Thus, in flexible automated complexes, basic, picking, warehouse and transport operations are combined into a single process. Modern information and communication technologies play a special role in this process of improving the production system, electronic means communications and computer technology.

The set of basic processes forms the main production. At mechanical engineering enterprises, the main production consists of three stages: procurement, processing and assembly. The stage of the production process is a complex of processes and works, the implementation of which characterizes the completion of a certain part of the production process and is associated with the transition of the subject of labor from one qualitative state to another.

TO procurement stage include processes for obtaining workpieces - cutting materials, casting, stamping. The processing stage includes the processes of turning blanks into finished parts: machining, heat treatment, painting and electroplating, etc. Assembly stage- the final part of the production process. It includes the assembly of components and finished products, adjustment and debugging of machines and instruments, and their testing.

The composition and mutual connections of the main, auxiliary and servicing processes form the structure of the production process.

IN organizational plan production processes are divided into simple and complex. Simple production processes are those consisting of sequentially carried out actions on a simple object of labor. For example, the production process of making one part or a batch of identical parts. A complex process is a combination of simple processes carried out on many objects of labor. For example, the process of manufacturing an assembly unit or an entire product.

Scientific principles of organizing production processes

The variety of production processes that result in the creation of industrial products must be properly organized, ensuring their effective functioning in order to produce specific types products High Quality and in quantities that satisfy the needs of the national economy and population of the country.

The organization of production processes consists of uniting people, tools and objects of labor into a single process for the production of material goods, as well as ensuring a rational combination in space and time of basic, auxiliary and service processes.

The spatial combination of elements of the production process and all its varieties is implemented on the basis of the formation of the production structure of the enterprise and its divisions. In this regard, the most important activities are the selection and justification of the production structure of the enterprise, i.e. determining the composition and specialization of its constituent units and establishing rational relationships between them.

In the process of developing the production structure, design calculations are carried out related to determining the composition of the equipment fleet, taking into account its productivity, interchangeability, capabilities effective use. A rational layout of departments, placement of equipment, and workplaces is being developed. Organizational conditions are created for uninterrupted operation equipment and direct participants in the production process - workers.

One of the main aspects of the formation of a production structure is to ensure the interconnected functioning of all components of the production process: preparatory operations, main production processes, Maintenance. It is necessary to comprehensively justify the most rational ones for specific production technical specifications organizational forms and methods of implementing certain processes.

Important element organization of production processes - organization of labor of workers as a specific implementation of the process of connecting labor with the means of production. Methods of labor organization are largely determined by the forms of organization of the production process. In this regard, the focus of attention should be on ensuring a rational division of labor and identifying on this basis the professional and qualification composition of workers, the scientific organization and maintenance of workplaces, and the comprehensive improvement and improvement of working conditions.

The organization of production processes also presupposes the need to combine their elements in time, which is expressed in establishing the order of individual operations, rationally combining execution time various types works, determining calendar and planning standards for the movement of objects of labor. The normal functioning of processes over time is also ensured by the order of launching and releasing products, the creation of the necessary stocks (reserves) and production reserves, and the uninterrupted supply of workplaces with tools, workpieces, and materials. An important direction of this activity is rational organization movement of material flows. These problems are solved through the development and implementation of operational production planning systems, taking into account the type of production and technical and organizational features of the production process.

Finally, during the organization of production processes at an enterprise, an important place is given to the development of a system of interaction between individual production units.

Principles of organizing the production process represent the starting points on the basis of which the construction, operation and development of production processes are carried out.

Principle of differentiation involves dividing the production process into separate parts - processes, operations and assigning them to the relevant departments of the enterprise. The principle of differentiation is opposed combination principle, which means the unification of all or part of diverse processes for the production of certain types of products within one site, workshop or production. Depending on the complexity of the product, production volumes, and the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, area) or dispersed across several units. Thus, at machine-building enterprises, with a significant production of similar products, independent mechanical and assembly production and workshops are organized, and for small batches of products, unified mechanical assembly shops can be created.

The principles of differentiation and combination also apply to individual workplaces. A production line, for example, is a differentiated set of jobs.

IN practical activities in organizing production, priority in applying the principles of differentiation or combination should be given to the principle that will ensure the best economic and social characteristics production process. Thus, flow production, characterized by a high degree of differentiation of the production process, makes it possible to simplify its organization, improve the skills of workers, and increase labor productivity. However, excessive differentiation increases worker fatigue, a large number of operations increases the need for equipment and production space, leads to unnecessary costs for moving parts, etc.

Principle of concentration means the concentration of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work in separate workplaces, areas, workshops or production facilities of the enterprise. The feasibility of concentrating similar work in separate areas of production is determined by the following factors: the commonality of technological methods that necessitate the use of the same type of equipment; capabilities of equipment, such as machining centers; increasing production volumes of certain types of products; the economic feasibility of concentrating the production of certain types of products or performing similar work.

When choosing one direction or another of concentration, it is necessary to take into account the following advantages of each of them. By concentrating technologically homogeneous work in a department, a smaller amount of duplicating equipment is required, production flexibility increases and it becomes possible to quickly switch to the production of new products, and equipment utilization increases.

By concentrating technologically homogeneous products, the costs of transporting materials and products are reduced, the duration of the production cycle is reduced, the management of production is simplified, and the need for production space is reduced.

The principle of specialization is based on limiting the variety of elements of the production process. The implementation of this principle involves assigning to each workplace and each department a strictly limited range of works, operations, parts or products. In contrast to the principle of specialization, universalization is a principle of organizing production in which each workplace or production unit is engaged in the manufacture of parts and products. wide range or performing various production operations.

The level of specialization of a workplace is determined by a special indicator - the coefficient of consolidation of operations, which is characterized by the number of detail operations performed at the workplace in a certain period of time.

The nature of the specialization of departments and jobs is largely determined by the volume of production of parts of the same name. Highest level specialization is achieved by producing one type of product. The most typical example of highly specialized industries are factories for the production of tractors, televisions, and cars. Expanding the range of production reduces the level of specialization.

A high degree of specialization of departments and jobs contributes to the growth of labor productivity due to the production

labor skills, opportunities technical equipment labor, minimizing the costs of reconfiguring machines and lines. At the same time, narrow specialization reduces the required qualifications of workers, causes monotony of work and, as a result, leads to rapid fatigue of people and limits their initiative.

In modern conditions, there is an increasing tendency towards the universalization of production, which is determined by the requirements of scientific and technological progress to expand the range of products, the emergence of multifunctional equipment, and the tasks of improving the organization of labor in the direction of expanding the labor functions of the worker.

Principle of proportionality consists in a natural combination of individual elements of the production process, which is expressed in their certain quantitative relationship with each other. Thus, proportionality in production capacity presupposes equality of site capacities or equipment load factors. In this case, the throughput of the procurement shops must correspond to the need for workpieces in the mechanical shops, and the throughput of these shops must correspond to the needs of the assembly shop for necessary details. Hence the requirement to have in each workshop equipment, space, and labor in such quantities that would ensure normal operation of all departments of the enterprise. The same ratio in throughput should exist between the main production, on the one hand, and auxiliary and service units, on the other.

Violation of the principle of proportionality leads to imbalances and the appearance of “bottlenecks” in production, as a result of which the use of equipment and labor deteriorates, the duration of the production cycle increases, and backlogs increase.

Proportionality in labor, space, and equipment is established already in the design process of the enterprise, and then clarified when developing annual production plans by conducting so-called volumetric calculations - when determining capacity, number of workers, and required materials. Proportions are determined on the basis of a system of standards and norms that determine the number of mutual connections between various elements production process.

The principle of proportionality involves the simultaneous performance of individual operations or parts of the production process. It is based on the proposition that parts of a dismembered production process must be combined in time and carried out simultaneously.

The production process of making a machine consists of a large number of operations. It is quite obvious that performing them sequentially one after another would cause an increase in the duration of the production cycle. Therefore, individual elements of the product manufacturing process must be carried out in parallel.

Parallelism is achieved by processing one part on one machine with several tools, simultaneous processing of different parts of the same batch for a given operation at several workplaces, simultaneous processing of the same parts for different operations at several workplaces, simultaneous production of various parts of the same product at different workplaces. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle and time for tracking parts, saving working time.

Straightforwardness is understood as such a principle of organizing the Production process, in compliance with which all stages of the production process operation are carried out under the conditions of the shortest path through the object of labor from beginning to end. The principle of direct flow requires ensuring rectilinear movement objects of labor during the technological process, eliminating various kinds of “loops” and return movements.

Complete straightness can be achieved by spatially arranging operations and parts of the production process in the following order technological operations. When designing enterprises, it is also necessary to achieve the location of workshops and services in a sequence that provides minimum distance between adjacent departments. You should also strive to ensure that parts and assembly units of different products have the same or similar sequence of stages and operations of the production process. When implementing the principle of direct flow, the problem also arises optimal location equipment and workplaces.

Direct flow principle It manifests itself to a greater extent in the conditions of continuous production, when creating subject-closed workshops and sections.

Compliance with straight-line requirements leads to streamlining of cargo flows, reduction of cargo turnover, and reduction of costs for transportation of materials, parts and finished products. The principle of rhythm means that all individual production processes and the single process of producing a certain type of product are repeated after set periods of time. There are rhythmicity of production, rhythmicity of work and rhythmicity of production.

The rhythm of output is the release of the same or uniformly increasing (decreasing) quantity of products over equal periods of time. Rhythmicity of work is the completion of equal volumes of work (in quantity and composition) at equal intervals of time. Rhythmic production means maintaining a rhythmic output and rhythm of work.

Rhythmic work without jerks is the basis for increasing labor productivity, optimal equipment utilization, full use of personnel and a guarantee of high-quality products. The smooth operation of an enterprise depends on a number of conditions. Ensuring rhythm is a complex task that requires improvement of the entire organization of production at the enterprise. Of paramount importance proper organization operational production planning. maintaining the proportionality of production capacity, improving the production structure, proper organization of logistics and technical maintenance of production processes.

Continuity principle is implemented in such forms of organization of the production process in which all its operations are carried out continuously, without interruptions, and all objects of labor continuously move from operation to operation.

The principle of continuity of the production process is fully implemented in automatic and continuous flow; lines on which objects of labor are manufactured or assembled, having operations of the same or multiple duration to the line cycle.

In mechanical engineering, discrete technological processes predominate and therefore production with a high degree of synchronization of the duration of operations is not predominant here.

The intermittent movement of objects of labor is associated with breaks that arise as a result of tracking parts at each operation, between operations, sections, and workshops. That is why the implementation of the principle of continuity requires the elimination or minimization of interruptions. The solution to such a problem can be achieved on the basis of compliance with the principles of proportionality and rhythm; organizing parallel production of parts of one batch or different parts of one product; creating such forms of organization of production processes in which the start time of manufacturing parts in a given operation and the end time of the previous operation are synchronized, etc.

Violation of the principle of continuity, as a rule, causes interruptions in work (downtime of workers and equipment), leading to an increase in the duration of the production cycle and the size of work in progress.

Redundancy principle in the organization of production presupposes that the production system has some justified (minimum) reserves and safety stocks, which are necessary to maintain the controllability and stability of the system. The fact is that various disturbances in the normal flow of the production process, arising as a result of the action of many factors, some of which are difficult or impossible to foresee, are eliminated by management methods, but require the expenditure of additional production resources. Therefore, when organizing a production system, it is necessary to provide for such stocks and reserves, for example, insurance (guarantee) stocks of raw materials and power reserves of the enterprise and its individual divisions. In each specific case, the necessary redundancy of the production system is established based on practical experience, statistical patterns or is minimized using economic and mathematical methods.

The above principles of production organization in practice do not operate in isolation; they are closely intertwined in each production process. When studying the principles of organization, you should pay attention to the paired nature of some of them, their interrelation, the transition to their opposite: differentiation and combination, specialization and universalization. The principles of organization develop unevenly - in one period or another, one or another principle comes to the fore or acquires secondary importance. Thus, narrow specialization of jobs is becoming a thing of the past, and they are becoming more universal. The principle of differentiation is beginning to be increasingly replaced by the principle of combination, the use of which makes it possible to build a production process based on a single flow. At the same time, in conditions of automation, the importance of such principles as proportionality, continuity, straightness increases.

The degree of implementation of the principles of the organization has a quantitative measurement. Therefore, in addition to current methods of production analysis, forms and methods for analyzing the state of production organization and implementing its scientific principles must be developed and applied in practice.

Compliance with the principles of organizing production processes is of great practical importance. The implementation of these principles is the responsibility of all levels of production management.

1.3 Organization of production processes in space

The combination of parts of the production process in space is ensured by the production structure of the enterprise. The production structure is understood as the totality of the production units of an enterprise that are part of it, as well as the forms of relationships between them. At the same time, the production process in modern conditions can be considered in two varieties:

as a process of material production with an end result

commercial products;

as a process of design production with the final result - a scientific and technical product.

The nature of the production structure of an enterprise depends on the types of its activities, the main ones of which are the following:

Research;

Production;

Research and production;

Production and technical;

Management and economic.

The priority of the relevant types of activity determines the structure of the enterprise, the share of scientific, technical and production departments, the ratio of the number of workers and engineers.

The composition of the divisions of an enterprise specializing in production activities is determined by the design features of the products produced and the technology of their manufacture, the scale of production, the specialization of the enterprise and the existing cooperative ties.

In modern conditions big influence The structure of the enterprise is influenced by the form of ownership. The transition from state to more progressive forms of ownership - private, joint-stock, rental - leads, as a rule, to a reduction in unnecessary links and structures, duplication of work, and the number of control apparatus.

Currently, the organizational forms of small, medium and large enterprises are widespread, the production structure of each of which has corresponding features.

Production structure small enterprise characterized by simplicity. As a rule, it has minimal or no internal structural production units. In small enterprises, the management apparatus is very small; a combination of management functions is widely used.

Structure medium enterprises involves the identification of workshops within them, and in the case of a shopless structure, sections. Here, the minimum necessary to ensure the functioning of the enterprise is already being created, its own auxiliary and service units, departments and services of the management apparatus.

Large enterprises in the manufacturing industry they include the entire set of production, service and management units.

Based on the production structure, a master plan for the enterprise is developed. The master plan refers to the spatial arrangement of all workshops and services, as well as transport routes and communications on the territory of the enterprise. When developing a master plan, the direct flow of material flows is ensured. Workshops must be located in the sequence of the production process. Services and workshops connected to each other should be located in close proximity.

The production structures of associations in modern conditions are undergoing significant changes. The following areas are typical for production associations in the manufacturing industry, in particular in mechanical engineering: improving production structures:

concentration of production of homogeneous products or execution

similar work in unified specialized divisions of an association or enterprise;

deepening the specialization of structural divisions of enterprises - production facilities, workshops, branches;
integration into a single research and production complex of all work on

creation of new types of products, their development in production and organization of production in quantities necessary for consumers;

dispersal of production in space based on creation in

the composition of an association of highly specialized enterprises of various sizes;

overcoming segmentation in the construction of production processes and

creation of unified production flows without the allocation of workshops and areas;

universalization of production, consisting in the production of different

the purpose of products assembled from units and parts that are homogeneous in design and technology, as well as in organizing the production of related products;

development of broad horizontal cooperation between enterprises

members of different associations, in order to reduce production costs by increasing the scale of production of similar products and fully utilizing capacities.

The creation and development of large associations brought to life a new form of production structure, characterized by the allocation of specialized industries within them optimal size, built on the principle of technological and subject specialization. This structure also provides for the maximum concentration of procurement, auxiliary and service processes. The new form of production structure was called multi-production. In the 80s she found wide application at enterprises in the automotive, electrical and other industries.

Research and production complexes carry out design and technological training production, involving the relevant divisions of the association to carry out work related to the development of new products. The head of the design bureau is given the rights to end-to-end planning of all stages of production preparation - from research to the organization of serial production. He is responsible not only for the quality and timing of development, but also for the development of serial production of new products and the production activities of workshops and branches included in the complex.

In the context of the transition of enterprises to a market economy, there is further development the production structure of associations based on increasing the degree of economic independence of their constituent units.

1.4 Organization of production processes over time

To ensure rational interaction of all elements of the production process and streamline the work performed in time and space, it is necessary to form a “production cycle of the product.

The production cycle is a complex of basic, auxiliary and service processes organized in a certain way in time, necessary for the manufacture of a certain type of product. The most important characteristic production cycle is its duration.

Production cycle time- this is a calendar period of time during which a material, workpiece or other processed item goes through all the operations of the production process or a certain part of it and is transformed into finished products. The duration of the cycle is expressed in calendar days or hours. The structure of the production cycle includes the time of the working period and the time of breaks. During the working period, the actual technological operations and preparatory and final work are carried out. The working period also includes the duration of control and transport operations and the time of natural processes. The time of breaks is determined by the work schedule, interoperational tracking of parts and shortcomings in the organization of work and production.

Interoperational tracking time is determined by breaks in batching, waiting and picking. Party breaks arise during the manufacture of products in batches and are due to the fact that the processed products lie until the entire batch goes through this operation. In this case, one should proceed from the fact that a production batch is a group of products of the same name and standard size, launched into production within a certain time interval with the same preparatory and final time. Waiting breaks are caused by the inconsistent duration of two adjacent operations of the technological process, and assembly interruptions are caused by the need to wait until all the blanks, parts or assembly units included in one set of products are manufactured. Picking breaks arise during the transition from one stage of the production process to another.

In its most general form, the duration of the production cycle T c expressed by the formula

T c=T T+T n-3 +T e +T K +T TR +T MO +T PR,

Where T T— time of technological operations;

T n-3— time of preparatory and final work;

T e— time of natural processes;

T K— time of control operations;

T TR— time of transportation of objects of labor;

T MO— time of interoperational tracking (intra-shift breaks);

T PR— time of breaks due to work schedule. The duration of technological operations and preparatory and final work together forms the operating cycle T Ts.OP

Operating cycle- this is the duration of the completed part of the technological process performed at one workplace.

It is necessary to distinguish between the production cycle of individual parts and the production cycle of an assembly unit or product as a whole. The production cycle of a part is usually called simple, and the production cycle of a product or assembly unit is called complex. The cycle can be single-operational or multi-operational. The cycle time of a multi-operation process depends on the method of transferring parts from operation to operation. There are three types of movement of objects of labor in the process of their manufacture: sequential, parallel and parallel-sequential.

With a sequential type of movement, the entire batch of parts is transferred to the subsequent operation after the processing of all parts in the previous operation is completed. The advantage of this method is the absence of interruptions in the operation of equipment and workers at each operation, the possibility of their high load during the shift. But the production cycle with such an organization of work is the largest, which negatively affects the technical and economic indicators of the workshop or enterprise. With a parallel type of movement, parts are transferred to the next operation by a transport batch immediately after completion of its processing in the previous operation. In this case, the shortest cycle is ensured. But the possibilities of using parallel type of movement are limited, since prerequisite its implementation is the equality or multiple of the duration of operations. Otherwise, interruptions in the operation of equipment and workers are inevitable. With a parallel-sequential type of movement of parts from operation to operation, they are transferred in transport batches or individually. In this case, there is a partial overlap of the execution time of adjacent operations, and the entire batch is processed at each operation without interruptions. Workers and equipment work without breaks. The production cycle is longer compared to a parallel one, but less than with the sequential movement of objects of labor.

With a parallel-sequential type of movement, there is a partial overlap in the execution time of adjacent operations. There are two types of combination of adjacent operations in time. If the execution time of the subsequent operation is longer than the execution time of the previous operation, then a parallel type of movement of parts can be used. If the execution time of the subsequent operation is less than the execution time of the previous one, then a parallel-sequential type of movement with the maximum possible combination of both operations in time is acceptable. The maximum combined operations differ from each other at the time of production of the last part (or the last transport batch) at the subsequent operation.

The production cycle of a product includes cycles of manufacturing parts, assembling components and finished products, and testing operations. In this case, it is generally accepted that various parts are manufactured simultaneously. Therefore, the production cycle of the product includes the cycle of the most labor-intensive (leading) part from among those that are supplied to the first operations of the assembly shop.

The production cycle of a product can be calculated using the formula

T cp = T c.d+ T c.b

Where T c.d - production cycle for the production of the leading part, calendars, days;

T c.b - production cycle of assembly and testing

works, calendars, days

A graphical method can be used to determine the cycle of a complex production process. A cycle chart is provided for this purpose. The production cycles of simple processes included in a complex cyclic schedule are preliminarily established, the period of advance of some processes by others is analyzed and the total duration of the cycle is determined complex process production of a product or batch of products as the largest sum of cycles of interconnected simple processes and interoperational breaks.

A high degree of continuity of production processes and a reduction in the duration of the production cycle is of great economic importance - the size of work in progress is reduced and accelerated

turnover of working capital, improved use of equipment and production space, reduced production costs.

Increasing the degree of continuity of the production process and reducing cycle time are achieved, firstly, by increasing the technical level of production, and secondly, by organizational measures. Both paths are interconnected and complement each other.

Technical improvement of production is moving towards the introduction of new technology, advanced equipment and new vehicles. This leads to a reduction in the production cycle by reducing the labor intensity of the technological and control operations themselves, and reducing the time for moving objects of labor.

Organizational measures should include:

minimizing interruptions caused by interoperational

tracking and interruptions of partisanship through the use of parallel and parallel-sequential methods of movement of objects of labor and improvement of the planning system;

constructing schedules for combining various production

processes that provide partial overlap in execution time related work and operations;

3) reduction of waiting breaks based on the construction of optimized product manufacturing plans and rational launch of parts into production;

4) the introduction of subject-closed and detail-specialized workshops and sections, the creation of which reduces the length of intra-shop and inter-shop routes and reduces the time spent on transportation.

2 PROCESS OF FORMATION OF ORGANIZATIONAL STRUCTURE

Formation process organizational structure includes the formulation of goals and objectives, determination of the composition and location of departments, their resource provision (including the number of employees), the development of regulatory procedures, documents, regulations that consolidate and regulate the forms, methods, processes that are carried out in the organizational management system.

This whole process can be organized into three large stages:

Formation of a general structural diagram in all cases has

fundamental importance, since this determines the main characteristics of the organization, as well as the directions along which more in-depth design should be carried out, both the organizational structure and others. the most important aspects systems (ability to process information).

Development of the composition of the main divisions and connections between them -

is that it provides for the implementation of organizational decisions not only as a whole for large linear-functional and program-targeted blocks, but also down to independent (basic) divisions of the management and distribution apparatus specific tasks between them and building intra-organizational connections. Basic divisions are understood as independent structural units (departments, bureaus, administrations, sectors, laboratories), into which linear-functional and program-targeted subsystems are organizationally divided. Basic units may have their own internal structure.

Regulation of the organizational structure - provides

development quantitative characteristics control apparatus and procedures management activities. It includes: determining the composition of the internal elements of basic units (bureaus, groups and positions); determination of the design number of units; distribution of tasks and work among specific performers; establishing responsibility for their implementation; development of procedures for performing management work in departments; calculations of management costs and performance indicators of the management apparatus in the conditions of the designed organizational structure.

When interaction between many links and levels of management is required, specific documents are developed - organizational charts.

The organigram is a graphic interpretation of the process of performing management functions, their stages and the work included in them, describing the distribution of organizational procedures for development and decision-making between departments, their internal structural bodies and individual employees. The construction of an organigram allows us to link the process of rationalization of technological routes and information flows with the streamlining of relationships between structural elements management systems that arise when organizing the coordinated implementation of its tasks and functions. They record only the organization of the management process in the form of distribution of powers and responsibility for the provision, development and adoption management decisions.

2.1 Methods for designing organizational structures

The specificity of the problem of designing an organizational management structure is that it cannot be adequately presented in the form of a problem of formal selection of the best variant of the organizational structure according to a clearly formulated, unambiguous, mathematically expressed optimality criterion. This is a quantitative-qualitative, multi-criteria problem, solved on the basis of a combination of scientific, including formalized, methods of analysis, evaluation, modeling of organizational systems with the subjective activity of responsible managers, specialists and experts in selecting and evaluating the best options for organizational solutions.

The process of organizational design consists of a sequence of approaching a model of a rational management structure, in which design methods play a supporting role in considering, assessing and accepting for practical implementation the most effective options organizational decisions.

There are complementary methods:

Method of analogies consists in the use of organizational forms and

management mechanisms in relation to the designed organization. The method of analogies includes the development of standard management structures for production and economic organizations and the determination of the boundaries and conditions of their application.

The use of the analogy method is based on two complementary approaches. The first of them is to identify for each type of production and economic organizations and for various industries the values and trends in changes in the main organizational characteristics and the corresponding organizational forms and management mechanisms. The second approach represents the typification of the most general fundamental decisions about the nature and relationships of the management apparatus and individual positions in clearly defined operating conditions of organizations of this type in specific industries, as well as the development of individual regulatory characteristics management apparatus for these organizations and industries.

Typification of solutions is a means of increasing the overall level of production management organization. Standard organizational decisions should be, firstly, variant, and not unambiguous, and secondly, reviewed and adjusted at regular intervals and allowing deviations in cases where the operating conditions of the organization differ from clearly defined conditions for which the corresponding standard form of organizational structure is recommended. management structures.

Expert-analytical method consists of examination and

analytical study of the organization by qualified specialists with the involvement of its managers and other employees in order to identify specific features and problems in the work of the management apparatus, as well as develop rational recommendations for its formation or restructuring based on quantitative estimates the effectiveness of the organizational structure, rational management principles, expert opinions, as well as generalization and analysis of the most advanced trends in the field of management organization. This also includes conducting expert surveys of managers and members of the organization to identify and analyze individual characteristics of the structure and functioning of the management apparatus, processing the obtained expert assessments using statistical and mathematical methods.

Expert methods should also include the development and application of scientific principles for the formation of organizational management structures. The principles of formation of organizational management structures are a concretization of more general principles management (for example, unity of command or collective management, specialization). Examples of the formation of organizational management structures: building an organizational structure based on a system of goals, separating strategic and coordination functions from operational management, combining functional and program-targeted management and whole line others.

A special place among expert methods is occupied by the development of graphic and tabular descriptions of organizational structures and management processes, reflecting recommendations for their best organization. This is preceded by the development of options for organizational solutions aimed at eliminating identified organizational problems that meet scientific principles and best practices in organizing management, as well as the required level of quantitative and qualitative criteria for assessing the effectiveness of organizational structures.

Goal structuring method provides for the development of a system

goals of the organization, including their quantitative and qualitative formulations. When using it, the following steps are most often performed:

Development of a system (tree) of goals, which represents a structural

basis for linking all types organizational activities based on the final results;

Expert analysis of proposed organizational options

structure from the point of view of organizational support for achieving each of the goals, compliance with the principle of uniformity of goals set for each division, determination of relations of management, subordination, cooperation of divisions based on the interrelationships of their goals, etc.;

Drawing up maps of rights and responsibilities for achieving goals for

individual divisions, as well as for complex cross-functional activities, where the scope of responsibility is regulated (products, resources, labor, information, production and management resources); specific results for which achievements responsibility is established; rights vested in order to achieve results (coordinate, confirm, control).

Organizational modeling method is a development

formalized mathematical, graphic, machine and other displays of the distribution of powers and responsibilities in the organization, which are the basis for construction, analysis and evaluation various options organizational structures according to the relationship of their variables. There are several main types of organizational models:

mathematical-cybernetic models of hierarchical management

structures that describe organizational connections and relationships in the form of systems mathematical equations and inequalities;

graphic-analytical models of organizational systems representing

are network, matrix and other tabular and graphical displays of the distribution of functions, powers, responsibilities, and organizational connections. They make it possible to analyze their direction, nature, causes of occurrence, evaluate various options for grouping interrelated activities into homogeneous units, “play out” options for the distribution of rights and responsibilities between different levels of management, etc.

full-scale models of organizational structures and processes,

consisting in assessing their functioning in real organizational conditions. These include organizational experiments - pre-planned and controlled restructuring of structures and processes in real organizations; laboratory experiments - artificially created decision-making situations and organizational behavior; management games - actions of practical workers;

mathematical and statistical models of dependencies between initial

factors of organizational systems and characteristics of organizational structures. They are built on the basis of collecting, analyzing and processing empirical data about organizations operating in comparable conditions.

The process of designing an organizational management structure should be based on the joint use of the methods described above.

The choice of method for solving a particular organizational problem depends on its nature, as well as the possibilities for conducting appropriate research.

CONCLUSION

The main purpose of the majority production organizations from the point of view of society, it is determined by the goals of satisfying market needs for manufactured products and services. At the same time, the correspondence between the system of goals and the organizational structure of management cannot be unambiguous.

In a unified system, both various methods formation of organizational management structures. These methods have different natures; each of them separately does not allow solving practically everything. important issues and should be used in organic combination with others.

The effectiveness of building an organizational structure cannot be assessed by any one indicator. On the one hand, here it is necessary to take into account the extent to which the structure ensures that the organization achieves results that correspond to its production and economic goals, on the other hand, to what extent its internal structure and functioning processes are adequate to the objective requirements for their content, organization and properties.

The final criterion for effectiveness when comparing different options for organizational structure is the most complete and sustainable achievement of goals. However, bringing this criterion to practically applicable simple indicators is, as a rule, extremely difficult. Therefore, it is advisable to use a set of normative characteristics of the management apparatus: its productivity in processing information; efficiency of making management decisions; reliability of the control apparatus; adaptability and flexibility. When problems arise, it is necessary to formulate the number of personnel as a criterion of economic efficiency, according to which the maximization of results in relation to management costs should be ensured. The number of management staff must be objectively justified in order to fully ensure the solution of tasks arising from the goals of the organizational system.

2006

8 Sachko N.S. Theoretical basis production organization, 2006

9 Solomatin N.L. Operational production management, 2004.

Shirokova G.V.

Principle of differentiation involves dividing the production process into separate technological processes, which in turn are divided into operations, transitions, techniques and movements. However, excessive differentiation increases the fatigue of workers in manual operations due to the monotony and high intensity of production processes. A large number of operations leads to unnecessary costs for moving objects of labor between workplaces, installing, securing and removing them from workplaces after completion of operations.

When using modern high-performance flexible equipment (CNC machines, machining centers, robots, etc.), the principle of differentiation goes over principleconcentration of operations and integration of production processes. The principle of concentration involves performing several operations at one workplace (multi-spindle, multi-cutting CNC machines). Operations become more voluminous, complex and are performed in combination with the team principle of labor organization. The principle of integration is to combine the main auxiliary and service processes.

The principle of specialization is a form of division of social labor, which, developing systematically, determines the allocation of workshops, sections, lines and individual jobs at the enterprise. They manufacture a limited range of products and are distinguished by a special production process.

Specialized equipment, all other things being equal, works more productively.

The level of specialization of a workplace is determined by the coefficient of consolidation of detail operations (KS P D, performed at one workplace for a certain period of time (month, quarter):

where C pr is the number of jobs (equipment units) of the production system;

m to - the number of detail operations performed at the 1st workplace during a unit of time (month, year).

With a coefficient TO joint venture - 1 ensures narrow specialization of the workplace, creating prerequisites for the effective organization of production. To fully load one workplace with one detail operation, it is necessary that the following condition be met:

Where Nj - volume of launch of parts of the jth name per unit of time, for example pcs./month;

tsht - labor intensity of the operation at the 1st workplace, min;

Feff is the effective time fund of the workplace, for example, min/month.

Principle of proportionality assumes equal throughput of all production departments performing main, auxiliary and service processes. Violation of this principle leads to the emergence of bottlenecks in production or, conversely, to incomplete utilization of individual workplaces, sections, workshops, and to a decrease in the efficiency of the entire enterprise. Therefore, to ensure proportionality, production capacity calculations are carried out both by production stages and by equipment groups and production areas.

Direct flow principle means such an organization of the production process that ensures the shortest paths for the passage of parts and assembly units through all stages and operations from the launch of raw materials into production to the output of finished products. Flow of materials, semi-finished products And; assembly units must be progressive and shortest, without counter or return movements. This is ensured by appropriate planning of equipment placement along the technological process.

Continuity principle means that the worker works without downtime, the equipment works without interruptions, and objects of labor do not lie in the workplace. This principle is most fully manifested in mass or large-scale production when organizing tray production methods, in particular when organizing single- and multi-item continuous production lines. This principle ensures a reduction in the product manufacturing cycle and thereby contributes to increased production intensification.

Parallel principle involves the simultaneous execution of partial production processes and individual operations on similar parts and parts of a product at different workplaces, i.e., the creation of a wide range of work for the manufacture of a given product. The principle of parallelism ensures a reduction in the duration of the production cycle and savings in working time.

The principle of rhythm ensures the release of equal or increasing volumes of products over equal periods of time and, accordingly, repetition through these periods of the production process at all its stages and operations.

Automatic principle involves the maximum execution of operations of the production process automatically, that is, without the direct participation of a worker in it or under his supervision and control. Automation of processes leads to an increase in the production volume of parts and products, to an increase in the quality of work, a reduction in human labor costs, the replacement of unattractive manual labor with more intellectual labor of highly qualified workers (adjusters, operators), to the elimination of manual labor in work with hazardous conditions, and the replacement of workers with robots. The level of automation can be calculated both in total for the entire enterprise, and for each division separately.

Prevention principle involves organizing equipment maintenance aimed at preventing accidents and downtime of technical systems. This is achieved using a system of scheduled preventive maintenance (PPR).

The principle of flexibility ensures effective organization of work, makes it possible to move mobile to the production of other products included in the production program of the enterprise, or to the production of new products when mastering its production. It provides a reduction in time and costs for equipment changeover when producing parts and products of a wide range. This principle receives the greatest development in conditions of highly organized production, where CNC machines, machining centers (MCs), and reconfigurable automatic means of control, storage and movement of production objects are used.

Optimality principle is that the implementation of all processes for the production of products in a given quantity and on time is carried out with the greatest economic efficiency or with the least expenditure of labor and material resources. Optimality is determined by the law of saving time.

Electronization principle involves the widespread use of CNC capabilities based on the use of microprocessor technology, which makes it possible to create fundamentally new machine systems that combine high productivity with the requirements of flexibility of production processes.

Principle of standardization involves the widespread use of standardization, unification, typification and normalization in the creation and development of new equipment and new technologies, which makes it possible to avoid unreasonable diversity in materials, equipment, and technological processes and to sharply reduce the duration of the cycle for the creation and development of new equipment (SONT).

When designing a production process or production system, the rational use of the principles outlined above should be taken into account.

Textbook/ Korsakov M.N., Rebrin Yu.I., Fedosova T.V., Makarenya T.A., Shevchenko I.K. and etc.; Ed. M.A. Borovskaya. - Taganrog: TTI SFU, 2008. - 440 p.

3. Organization and planning of production

3.4. Organization of the production process

3.4.1. The production process and principles of its organization

Manufacturing process─ this is a targeted, stage-by-stage transformation of initial raw materials and materials into a finished product of a given property, suitable for consumption or further processing.

The technical, organizational and economic characteristics of the production process at an enterprise are determined by the type of product, volume of production, type and type of equipment and technology used, and level of specialization. The production process consists of numerous technical, organizational, managerial and business operations.

Production processes at enterprises are usually divided into three types: main, auxiliary and servicing.

TO main include processes directly related to the transformation of an object of labor into finished products (for example, the smelting of ore in a blast furnace and its transformation into metal; the transformation of flour into dough, then into baked bread), i.e., these are technological processes during which changes in geometric shapes, sizes and physical and chemical properties of objects of labor. Main are called production processes during which the production of the main products manufactured by the enterprise is carried out. The result of the main processes in mechanical engineering is the production of machines, apparatus and instruments that make up the production program of the enterprise and correspond to its specialization, as well as the production of spare parts for them for delivery to the consumer.

Helper Processes They only contribute to the flow of basic processes, but do not directly participate in them (providing energy, repairing equipment, manufacturing tools, etc.). The main economic difference between auxiliary processes and the main ones is the difference in the place of sale and consumption of manufactured products. Processes directly related to the manufacture of the final product supplied to the market - to third-party consumers - are considered the main ones. The processes through which the final product is consumed within the enterprise are classified as auxiliary processes.

TO auxiliary include processes that ensure the uninterrupted flow of basic processes. Their result is products used in the enterprise itself. Auxiliary processes include equipment repair, production of equipment and tools, generation of steam and compressed air, etc.

Serving are called processes during the implementation of which services are performed that are necessary for the normal functioning of both main and auxiliary processes. These include, for example, the processes of transportation, warehousing, selection and assembly of parts, etc. The main feature of the separation of service processes is that as a result of their occurrence no products are created.

In modern conditions, especially in automated production, there is a tendency towards the integration of basic and servicing processes. Thus, in flexible automated complexes, basic, picking, warehouse and transport operations are combined into a single process.

The set of basic processes forms the main production. At mechanical engineering enterprises, the main production consists of three stages (phases): procurement, processing and assembly. Stage production process is a complex of processes and works, the implementation of which characterizes the completion of a certain part of the production process and is associated with the transition of the subject of labor from one qualitative state to another.

TO procurement stages include the processes of obtaining workpieces ─ cutting of materials, casting, stamping. Processing the stage includes the processes of transforming blanks into finished parts: machining, heat treatment, painting and electroplating, etc. Assembly stage - the final part of the production process. It includes the assembly of components and finished products, adjustment and debugging of machines and instruments, and their testing.

The composition and mutual connections of the main, auxiliary and servicing processes form the structure of the production process.

In organizational terms, production processes are divided into simple and complex. Simple are called production processes consisting of sequentially carried out actions on a simple object of labor. For example, the production process of making one part or a batch of identical parts. Difficult a process is a combination of simple processes carried out on many objects of labor. For example, the process of manufacturing an assembly unit or an entire product.

The production process is heterogeneous. It breaks down into many elementary technological procedures that are performed in the manufacture of the finished product. These individual procedures are called operations. Operation ─ This is an elementary action (work) aimed at transforming the subject of labor and obtaining a given result. A manufacturing operation is separate part production process. Usually it is performed at one workplace without reconfiguring equipment and is performed using a set of the same tools. Operations, like production processes, are divided into main and auxiliary. At main operation the object of processing changes its shape, size and quality characteristics, but with auxiliary processing this does not happen. Auxiliary operations only ensure the normal flow and execution of the main operations. The organization of the production process is based on a rational combination in time and space of all main and auxiliary operations.

Depending on the type and purpose of the product, the degree of technical equipment and the main profile of production, manual, machine-hand, machine and hardware operations are distinguished. Manual operations done manually using simple tool(sometimes mechanized), for example, manual painting of products, metalworking, setting up and adjusting mechanisms. Machine-manual operations carried out using machines and mechanisms, but with the direct participation of workers (for example, transporting goods by car, processing parts on manually operated machines). Machine operations are carried out without the participation or with limited participation of workers. Technological operations can be carried out in automatic mode, according to an established program, only under the control of a worker. Hardware operations occur in special units (pipelines, columns, thermal and melting furnaces, etc.). The worker conducts general monitoring of the serviceability of the equipment and instrument readings and makes adjustments to the operating modes of the units in accordance with established rules and standards.

The rules and forms for performing work operations are given in special technical documentation (maps of production operations, instructions, operational schedules). Often production operations are directly related not to the processing of the product, but to the organization of the workplace and are divided into individual working professions and types of equipment. The latter is typical for single and small-scale production in industry, as well as for construction sites and transport. In this case, the worker is given a drawing for the product or, for example, a waybill for transporting cargo. According to the instructions for the organization of work and the level of qualifications, the worker who received the task must know the procedure for performing the operation. Often, when a worker is given a task to perform a particular technological operation, he is also given technical documentation, which contains a description of the main parameters of the product being processed and the task of performing this operation.

The diverse production processes that result in the creation of industrial products must be properly organized, ensuring their effective functioning in order to produce specific types of high-quality products and in quantities that meet the needs of the national economy and the country's population.

Organization of production processes consists of uniting people, tools and objects of labor into a single process for the production of material goods, as well as ensuring a rational combination in space and time of basic, auxiliary and service processes.

During the development of the production structure, design calculations are performed related to determining the composition of the equipment fleet, taking into account its productivity, interchangeability, and the possibility of effective use. Rational layouts of departments, placement of equipment, and workplaces are also being developed. Organizational conditions are created for the uninterrupted operation of equipment and direct participants in the production process ─ workers. One of the main aspects of the formation of a production structure is to ensure the interconnected functioning of all components of the production process: preparatory operations, main production processes, and maintenance. It is necessary to comprehensively substantiate the most rational organizational forms and methods for carrying out certain processes for specific production and technical conditions. An important element of the organization of production processes is the organization of labor of workers, which specifically implements the connection of labor with the means of production. Methods of labor organization are largely determined by the forms of the production process. In this regard, the focus should be on ensuring a rational division of labor and determining on this basis the professional and qualification composition of workers, the scientific organization and optimal maintenance of workplaces, and the comprehensive improvement and improvement of working conditions.

The organization of production processes also presupposes the combination of their elements in time, which determines a certain order of performance of individual operations, a rational combination of the time for performing various types of work, and the determination of calendar-planned standards for the movement of objects of labor. The normal flow of processes over time is also ensured by the order of launching and releasing products, the creation of the necessary stocks (reserves) and production reserves, and the uninterrupted supply of workplaces with tools, workpieces, and materials. An important area of this activity is the organization of rational movement of material flows. These tasks are solved on the basis of the development and implementation of operational production planning systems, taking into account the type of production and technical and organizational features of production processes.

Finally, during the organization of production processes at an enterprise, an important place is given to the development of a system of interaction between individual production units.

Principles of organizing the production process represent the starting points on the basis of which the construction, operation and development of production processes are carried out.

Principle differentiation involves dividing the production process into separate parts (processes, operations) and assigning them to the relevant departments of the enterprise. The principle of differentiation is opposed to the principle combinations, which means the unification of all or part of diverse processes for the production of certain types of products within one site, workshop or production. Depending on the complexity of the products, production volume, and the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, area) or dispersed across several departments.

The principles of differentiation and combination also apply to individual workplaces. A production line, for example, is a differentiated set of jobs.

In practical activities in organizing production, priority in using the principles of differentiation or combination should be given to the principle that will ensure the best economic and social characteristics of the production process. Thus, flow production, characterized by a high degree of differentiation of the production process, makes it possible to simplify its organization, improve the skills of workers, and increase labor productivity. However, excessive differentiation increases worker fatigue, a large number of operations increases the need for equipment and production space and leads to unnecessary costs for moving parts, etc.

Principle concentrations means the concentration of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work in separate workplaces, areas, workshops or production facilities of the enterprise. The feasibility of concentrating homogeneous work in individual areas of production is determined by the following factors: the commonality of technological methods that necessitate the use of the same type of equipment, the capabilities of equipment, such as machining centers, the increase in production volumes of certain types of products, the economic feasibility of concentrating the production of certain types of products or performing homogeneous work.

When choosing one direction or another of concentration, it is necessary to take into account the advantages of each of them.

By concentrating technologically homogeneous work in a department, a smaller amount of duplicating equipment is required, production flexibility increases and it becomes possible to quickly switch to the production of new products, and equipment utilization increases.

By concentrating technologically homogeneous products, the costs of transporting materials are reduced, the duration of the production cycle is reduced, the management of production is simplified, and the need for production space is reduced.

Principle specializations is based on limiting the variety of elements of the production process. The implementation of this principle involves assigning to each workplace and each department a strictly limited range of works, operations, parts or products. In contrast to the principle of specialization, the principle universalization involves such an organization of production in which each workplace or production unit is engaged in the manufacture of parts and products of a wide range or performing diverse production operations.

The level of specialization of jobs is determined by a special indicator ─ the coefficient of consolidation of operations K z.o. , which is characterized by the number of detail operations performed at the workplace over a certain period of time. Yes, when K z.o= 1 there is a narrow specialization of workplaces, in which one detail operation is performed at the workplace during a month or quarter.

The nature of the specialization of departments and jobs is largely determined by the volume of production of parts of the same name. Specialization reaches its highest level when producing one type of product. The most typical example of highly specialized industries are factories for the production of tractors, televisions, and cars. Increasing the range of production reduces the level of specialization.

A high degree of specialization of departments and jobs contributes to the growth of labor productivity due to the development of labor skills of workers, the possibility of technical equipment of labor, and minimizing the costs of reconfiguring machines and lines. At the same time, narrow specialization reduces the required qualifications of workers, causes monotony of work, and, as a result, leads to rapid fatigue of workers and limits their initiative.

In modern conditions, there is an increasing tendency towards the universalization of production, which is determined by the requirement of scientific and technological progress to expand the range of products, the emergence of multifunctional equipment, and the tasks of improving the organization of labor in the direction of expanding the labor functions of the worker.

Principle proportionality consists in a natural combination of individual elements of the production process, which is expressed in a certain quantitative relationship between them. Thus, proportionality in production capacity presupposes equality of site capacities or equipment load factors. In this case, the throughput of the procurement shops corresponds to the need for blanks in the mechanical shops, and the throughput of these shops corresponds to the needs of the assembly shop for the necessary parts. This entails the requirement to have in each workshop equipment, space, and labor in such quantities that would ensure the normal operation of all departments of the enterprise. The same throughput ratio should exist between the main production, on the one hand, and auxiliary and service departments, on the other.

Violation of the principle of proportionality leads to imbalances, the emergence of bottlenecks in production, as a result of which the use of equipment and labor deteriorates, the duration of the production cycle increases, and backlogs increase.

Proportionality in labor, space, and equipment is established during the design of the enterprise, and then clarified when developing annual production plans by conducting so-called volumetric calculations - when determining capacity, number of employees, and the need for materials. Proportions are established on the basis of a system of standards and norms that determine the number of mutual connections between various elements of the production process.

The production process of making a machine consists of a large number of operations. It is quite obvious that performing them sequentially one after another would cause an increase in the duration of the production cycle. Therefore, individual parts of the product manufacturing process must be carried out in parallel.

Parallelism is achieved: when processing one part on one machine with several tools; simultaneous processing of different parts of one batch for a given operation at several workplaces; simultaneous processing of the same parts in various operations at several workplaces; simultaneous production of different parts of the same product at different workplaces. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle and the laying time of parts, saving working time.

Under straightness understand the principle of organizing the production process, in compliance with which all stages and operations of the production process are carried out under the conditions of the shortest path of the subject of labor from the beginning of the process to its end. The principle of direct flow requires ensuring the linear movement of objects of labor in technological process, eliminating various kinds of loops and return movements.

Complete straightness can be achieved by spatially arranging operations and parts of the production process in the order of technological operations. When designing enterprises, it is also necessary to ensure that workshops and services are located in a sequence that provides for a minimum distance between adjacent departments. You should strive to ensure that parts and assembly units of different products have the same or similar sequence of stages and operations of the production process. When implementing the principle of direct flow, the problem of optimal arrangement of equipment and workplaces also arises.

The principle of direct flow is manifested to a greater extent in the conditions of continuous production, when creating subject-closed workshops and sections.

Compliance with straight-line requirements leads to streamlining of cargo flows, reduction of cargo turnover, and reduction of costs for transportation of materials, parts and finished products.

Principle rhythmicity means that all individual production processes and a single process for the production of a certain type of product are repeated after specified periods of time. Distinguish between the rhythm of production, work, and production.

The rhythm of output is the release of the same or uniformly increasing (decreasing) quantity of products at equal time intervals. Rhythmicity of work is the execution of equal volumes of work (in quantity and composition) at equal time intervals. Rhythmic production means maintaining a rhythmic output and rhythm of work.

Rhythmic work without jerks and storming is the basis for increasing labor productivity, optimal equipment utilization, full use of personnel and a guarantee of high-quality products. The smooth operation of an enterprise depends on a number of conditions. Ensuring rhythm is a complex task that requires improvement of the entire organization of production at the enterprise. Of paramount importance are the correct organization of operational production planning, compliance with the proportionality of production capacities, improvement of the production structure, proper organization of logistics and technical maintenance of production processes.

Principle continuity is implemented in such forms of organization of the production process in which all its operations are carried out continuously, without interruptions, and all objects of labor continuously move from operation to operation.

The principle of continuity of the production process is fully implemented on automatic and continuous production lines, on which objects of labor are manufactured or assembled, having operations of the same or multiple duration to the line cycle.

In mechanical engineering, discrete technological processes predominate, and therefore production with a high degree of synchronization of the duration of operations is not predominant here.

The intermittent movement of objects of labor is associated with breaks that arise as a result of the laying of parts at each operation, between operations, sections, and workshops. That is why the implementation of the principle of continuity requires the elimination or minimization of interruptions. The solution to such a problem can be achieved on the basis of compliance with the principles of proportionality and rhythm; organizing parallel production of parts of one batch or different parts of one product; creating such forms of organization of production processes in which the start time of manufacturing parts in a given operation and the end time of the previous operation are synchronized, etc.

The principles of production organization in practice do not operate in isolation; they are closely intertwined in every production process. When studying the principles of organization, you should pay attention to the paired nature of some of them, their interrelation, transition into their opposite (differentiation and combination, specialization and universalization). The principles of organization develop unevenly: at one time or another, some principle comes to the fore or acquires secondary importance. Thus, the narrow specialization of jobs is becoming a thing of the past; they are becoming more and more universal. The principle of differentiation is beginning to be increasingly replaced by the principle of combination, the use of which makes it possible to build a production process based on a single flow. At the same time, in conditions of automation, the importance of the principles of proportionality, continuity, and straightness increases.

The degree of implementation of the principles of production organization has a quantitative dimension. Therefore, in addition to current methods of production analysis, forms and methods for analyzing the state of production organization and implementing its scientific principles must be developed and applied in practice. Compliance with the principles of organizing production processes is of great practical importance. The implementation of these principles is the subject of activity at all levels of production management.

This may be of interest (selected paragraphs):
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3. Organization and planning of production

3.4. Organization of the production process

3.4.1. The production process and principles of its organization

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