The principles of organization of the production process are the starting points on the basis of which the construction, operation and development of production processes are carried out in order to improve the economic performance of the enterprise.

Principle differentiation involves the division of the production process into separate parts - processes, operations - and their assignment to the relevant departments of the enterprise. The principle of differentiation is opposed to the principle combinations, which means the combination of all or part of diverse processes for the manufacture of certain types of products within the same site, workshop or production.

Depending on the complexity of the product, the volume of production, the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, section) or dispersed over several units. Thus, at machine-building enterprises, with a significant output of the same type of products, independent mechanical and assembly production, workshops are organized, and with small batches of manufactured products, unified mechanical assembly workshops can be created.

The principles of differentiation and combination also apply to individual jobs. A production line, for example, is a differentiated set of jobs. V practical activities in the organization of production, priority in applying the principles of differentiation or combination should be given to the principle that will provide the best economic and social characteristics production process. Thus, in-line production, which is 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 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, sections, workshops or production facilities of the enterprise. The expediency of concentrating homogeneous work in separate areas of production is due to the following factors: the commonality of technological methods that necessitate the use of equipment of the same type; equipment capabilities, such as machining centers; an increase in the output of certain types of products; the economic feasibility of concentrating the production of certain types of products or performing similar work. When choosing one or another direction of concentration, it is necessary to take into account the following advantages of each of them. With the concentration of technologically homogeneous work in the subdivision, a smaller amount of duplicating equipment is required, the flexibility of production increases and it becomes possible to quickly switch to the production of new products, and the load on equipment increases. With the concentration of technologically homogeneous products, the costs of transporting materials and products are reduced, the duration of the production cycle is reduced, the management of the production process is simplified, and the need for production space is reduced.

Principle specializations based on limiting the variety of elements of the production process. Specialized production is understood as such production, which is adapted to the production of technologically similar products. The implementation of the principle of specialization involves assigning to each workplace and each division a strictly limited range of works, operations, parts or products. The main for the organization of highly specialized production is standardization and unification. Standardization is aimed at establishing a set of uniform progressive norms, rules, product parameters. The growing role of standardization is due to the need to expand and replace products. Standardization hinders the growth of the range of spare parts, the increase in maintenance and repair costs in the field of operation. The unification of components and parts reduces the time of creation and preparation of production, reduces the amount of design work, production costs.

The opposite principle of specialization universalization- this is a principle of organization of production, in which each workplace or a manufacturing unit is engaged in the manufacture of parts and products of a wide range or the performance of dissimilar manufacturing operations.

The level of specialization of the workplace 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 in a certain period of time. So, at K z.o. = 1 there is a narrow specialization of workplaces, in which during the month, quarter, one detail operation is performed at the workplace.

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

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

In modern conditions, the trend towards the universalization of production is increasing, which is determined by the requirements for expanding 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.

specialization associated with cooperation. The development of cooperation is based on the deepening of specialization. Cooperation is a consequence and a prerequisite of specialization. Cooperation - form industrial relations for joint production. The objects of cooperation are blanks, parts, assemblies, machines.

Principle proportionality consists in a regular combination of individual elements of the production process, which is expressed in their certain quantitative relationship with each other. Thus, proportionality in terms of production capacity implies equality in the capacities of sections or equipment load factors. In this case, the throughput of the procurement shops should correspond to the demand for blanks in mechanical shops, and the throughput of these shops should correspond to the needs of the assembly shop in necessary details. Hence the requirement to have in each shop equipment, space, labor force in such a quantity that would ensure the 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 disproportions, the appearance of " bottlenecks» in production, as a result of which the use of equipment and labor is deteriorating, the duration of the production cycle is increasing, and the backlog is increasing. Proportionality in the workforce, space, equipment is established already in the process of designing an enterprise, and then refined when developing annual production plans by conducting so-called volumetric calculations - when determining capacities, number of employees, and required materials. Proportions are identified on the basis of a system of standards and norms that determine the number of mutual relations between various elements production process. The principle of proportionality implies the simultaneous execution of individual operations or parts of the production process. It is based on the premise that the parts of a dismembered production process must be combined in time and performed simultaneously.

The production process of manufacturing 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, the individual elements of the product manufacturing process must be performed in parallel.

Parallelism is achieved when 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 various operations at several workplaces, simultaneous production of different parts of the same product at different workplaces places. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle and the time spent on parts, to save working time.

Under direct flow understand such a principle of organizing the production process, under which all stages and operations of the production process are carried out in the conditions of the shortest path through the passage of the object of labor from beginning to end. The principle of direct flow requires ensuring rectilinear motion objects of labor in the course of the technological process, elimination of various kinds of "loops" and return movements. Full directness can be achieved by spatial arrangement of operations and parts of the production process in the order technological operations. It is also necessary when designing enterprises to achieve the location of workshops and services in a sequence that provides for minimum distance between adjacent departments. You should also strive to ensure that the 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 jobs. The principle of direct flow is manifested to a greater extent in the conditions of in-line production, when creating subject-closed workshops and sections. Compliance with the requirement of direct flow leads to the streamlining of cargo flows, reduction of cargo turnover, reduction of costs for the transportation of materials, parts and finished products.

Principle rhythm means that all separate production processes and a single process for the production of a certain type of product are repeated after set periods of time. Distinguish between the rhythm of production, the rhythm of work and the rhythm of production. The rhythm of release is the release of the same or evenly increasing (decreasing) amount of products in equal periods of time. The rhythm of work is the execution of equal amounts of work (in quantity and composition) for equal time intervals. The rhythm of production means the observance of the rhythm of production and the rhythm of work. Rhythmic work without jerks and storms is the basis for increasing labor productivity, optimal equipment utilization, full use of personnel and a guarantee of product output High Quality. The smooth operation of the enterprise depends on a number of conditions. Ensuring rhythm is a complex task that requires the improvement of the entire organization of production at the enterprise. Of paramount importance are proper organization operational planning of production, compliance with proportionality production capacity, improving the structure of production, proper organization of logistics and Maintenance production processes.

Principle continuity It is realized 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 the 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 duration or a multiple of the cycle time of the line.

Technological processes prevail in mechanical engineering and therefore productions with a high degree of synchronization of the duration of operations are not predominant here. The discontinuous movement of objects of labor is associated with breaks that occur as a result of the aging of parts at each operation, between operations, sections, workshops. That is why the implementation of the principle of continuity requires the elimination or minimization of interruptions. The solution of such a problem can be achieved on the basis of observance of the principles of proportionality and rhythm; organization of parallel production of parts of one batch or different parts of one product; creation of such forms of organization of production processes, in which the start time of manufacturing parts for 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) leads to an increase in the duration of the production cycle and the size of work in progress.

The principle of production flexibility involves carrying out internal changes in production systems with maximum efficiency. It allows the system to respond to various changes in its internal state(for example, disruptions in the course of work) or in the external environment (for example, fluctuations in demand). The greater the flexibility of the system, the wider the range of various changes to which the system is able to respond.

The principle of adaptability of production involves the adaptation of production systems to changes in the external economic environment with maximum efficiency. Achieved through internal changes in the system. The more adequately the system reacts to the current state external environment(competition, taxation, scientific and technological progress, etc.), the more it is adaptive.

The above principles of the organization of production in practice do not operate in isolation, they are closely intertwined in each production process. When studying the principles of organization, attention should be paid to the “paired” nature of some of them, their interconnection, transition into 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. So, the narrow specialization of jobs is becoming a thing of the past, and they are becoming more and more universal. The principle of differentiation is increasingly being replaced by the principle of combination, the use of which allows building the production process on the basis of a single flow. At the same time, under the conditions of automation, the importance of such principles as proportionality, continuity, direct flow increases.

The organization of the production process in time and space is based on the principles of differentiation, concentration and integration, specialization, proportionality, parallelism, direct flow, continuity, rhythm, automaticity, flexibility, electronization. Correct use These principles provide an increase in the efficiency of the enterprise, the rational use of resources.

Principle differentiation involves the division of the production process into separate technological processes, operations, transitions, movements. Excessive differentiation increases the fatigue of workers through the monotony and high intensity of production processes. When using high-performance equipment - CNC machines, machining centers, robots - the principle of differentiation turns into the principle concentration operations and integration production processes. Operations are becoming more voluminous, complex, and are performed on advanced equipment.

Specialization - dividing the production process into its component parts and assigning to each unit (workshop, section, workplace) the manufacture of a specific product (subject specialization) or a specific operation (technological specialization). Specialization makes it possible to use high-performance equipment and advanced forms of production organization. Thus, the principle of specialization is based on limiting the diversity of elements of the production process. In particular, groups of workers are singled out who specialize in professions, which helps to improve their skills and labor productivity. Specialization of production sites, workshops, factories provides for limiting the range of parts processed in these production units. If the volume of output and the labor intensity of a part of one name provide a full load of jobs, single-subject production lines or even specialized enterprises are created.

Proportionality - the same relative productivity of all production units. This principle assumes uniform and complete loading of all types of equipment, it is necessary, firstly, in order to be able to perform production program in the right amount, i.e. so that "bottlenecks" do not slow down the implementation of the plan, and, secondly, so that surpluses of production are not created due to uneven loading. The role of the principle of proportionality increases in the conditions of automated production, which can exist only on the basis of appropriate norms and proportions. This principle should be observed especially clearly in the workshops of the main production, which transfer parts for assembly in order to fulfill the contracted deliveries on time. Proportionality factor:

where Ptip - minimum throughput or parameter of the workplace in the technological chain (for example, power, category of work, volume and quality of information, etc.);

Bird - maximum throughput.

So the principle proportionality assumes a relatively equal throughput of all production units that perform the main, auxiliary and service processes. Violation of this principle leads to the emergence of "bottlenecks" in production or to incomplete loading of jobs, sections, workshops, to a decrease in the efficiency of the entire enterprise.

Parallelism - simultaneous execution of parts of the production process (stages, operations), i.e. implementation of overlapping processes. In this case, the performance of units is determined by the duration of the process, which is less than the duration of the cycle by the size of the "overlap". The implementation of this principle is associated with the fulfillment of a number of conditions, the main of which is a sufficient volume of production, which ensures the full load of the equipment. If it is impractical to implement the full parallelism of the production process (for example, in the case of small serial production), then partial parallelism can be organized. The implementation of this principle can significantly reduce the time of manufacture of products (cycle time) and, as a result, reduce the need for working capital. Parallelism factor:

where Tts, steam - duration of the cycle with a parallel method of movement of parts; Tts. last - duration of the cycle with a sequential method of movement of parts;

Straightness means providing the shortest path for products to pass through all stages and operations of the production process - from the launch of materials to the output of finished products. This principle is applied on the scale of both the entire enterprise and the workshop, site. And if this principle can be sufficiently observed when creating an enterprise, then in the process of production activity, in the conditions of updating products and changing them, it is rather difficult to adhere to it. Straightness ratio:

where Dopt - optimal length ways of passing the object of labor, excluding unnecessary links, returns to its original place;

Dfact - the actual length of the path of passage of the object of labor.

that is, the principle direct flow is to provide the shortest path for the movement of parts and assembly units in the process of their production. There should be no return movements of production objects on the site, in the workshop, at the plant. The equipment on the site is located in the course of the technological process.

Continuity production process means fewer interruptions during the production of specific products. This is achieved by changing the types of movement of objects of labor in production. Continuity factor:

So the principle continuity involves reducing to the minimum possible interruptions in production processes.

Rhythm the production process means the uniform release of products at certain intervals. The shorter the period of time, the more difficult it is to organize a uniform output. And if monthly rhythm is ensured at enterprises, then ten-day and, especially, daily rhythm is not always. The rhythm of production is an important condition for the successful fulfillment of tasks in terms of quantitative and qualitative indicators. The main prerequisites for rhythm are the proper setting of intra-plant planning, which provides, in particular, for the creation and regulation of work in progress, the timeliness and completeness of logistics; uniformity and high quality of work of the repair, energy, transport, warehouse and other maintenance services of the enterprise.

where Vi f - the actual amount of work performed for the analyzed period (decade, month, quarter) within the plan (over the plan is not taken into account); V P - the planned scope of work.

So the principle rhythm consists in the release of equal or evenly increasing volumes of products in accordance with the plan by an enterprise or a separate workplace, section, workshop.

Principle automation processes leads to an increase in the volume of production of parts, products; improving the quality of work; reducing the cost of living labor; an exception manual labor at work with harmful conditions; replacing workers with robots. The automation of service processes is especially important.

Principle flexibility 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 in the development of its production. It provides a reduction in time and costs for reconfiguration of equipment in the manufacture of parts and products of a wide range.

Electronization production processes provide for the use of high-speed computer technology various classes and improvement of the means of human labor with it.

Sometimes the observance of some principles is carried out at the expense of others, that is, these principles are "friends" with each other in contradictions. In such cases, a compromise is sought, which would be justified by economic considerations. The essence of these arguments is as follows: since the failure to comply with which principle due to the implementation of others is associated with certain losses, then preference is given to those of them, the failure of which is associated with less losses. Most fully (almost ideally) all these principles are embodied in the conditions of current production.

Starting the design of the production process or production system, should be based on rational use stated principle. Decisions should be justified by calculations of the relative cost-effectiveness of possible options.

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The principle of direct flow is to provide the shortest path for the movement of parts and assembly units in a technology of any kind. There should be no return movements of processing objects at the site, workshop, production.

The principle of direct flow means such an arrangement on the territory of the enterprise technological installations, workshops, tanks, warehouses of semi-finished products, which will determine the shortest path for the movement of the object of labor (oil and semi-finished products) from the start of processing to the receipt of finished products.

The principle of direct flow should be understood as the requirement for the rectilinear movement of objects of labor in the course of the technological process. Shops, services, production sites should be located in space in such a way that the shortest path for the product to pass through all phases of the production process is provided, and returns in the route of its movement are eliminated.

The principle of direct flow is to provide the shortest possible path for the product to pass through all operations of the production process, from launch to the first operation and ending with the release finished product. This means that the movement of materials, workpieces and products must take place along the shortest path without counter and return movements.

Direct flow principle: production and information processes must follow the shortest path with the minimum number of auxiliary operations.

The principle of direct flow requires, when organizing labor processes in the management apparatus, to establish the shortest path for the movement of information and documentation from the place of origin to the place of use.

The principle of direct flow is manifested to a greater extent in the conditions of in-line production, when creating subject-closed workshops and sections. Compliance with the requirement of direct flow leads to the streamlining of cargo flows, reduction of cargo turnover, reduction of costs for the transportation of materials, parts and finished products.

According to the principle of direct flow of the water-steam path, the supply of feed water to the once-through boiler must strictly correspond to the steam flow rate. The pressure and temperature of the lara along the path are interconnected. Therefore, in a once-through boiler individual processes are interconnected much more closely than in drum boilers. This necessitates partial linkage of pressure and supply regulation, pressure and temperature i leads to more Complex schemes regulation.

The layout must comply with the principle of direct flow, i.e. provide for the possibility of transferring parts between machines, assembly units between workplaces over the shortest distance with least cost time and least use production area. Therefore, the means of interoperational transport are usually chosen in the process of planning production lines, serial assembly sections, subject-closed sections.

Freight flow charts.

The principles of direct flow of technological processes, compactness of layout, use of a minimum area for construction and reduction of communications are taken as the basis for designing the master plan of the plant. At the same time, favorable and safe conditions labor and movement of workers across the territory. These requirements are most fully met when the shops are located in one building. If, due to the conditions of the relief or the configuration of the site, it is impossible or economically unprofitable to build one building, one should strive to locate the enterprise in the smallest number building buildings.

In-line production - the most advanced and economically effective form organization of the process of manufacturing welded structures, embodying the principles of direct flow, continuity and rhythm.

Principles of organization of the production process

Principles of organization of the production process represent the initial provisions on the basis of which the construction, functioning and development of production are carried out. In order to rational organization the production process must comply with the following basic principles.

The principle of specialization means the division of labor between individual divisions of the enterprise and workplaces and their cooperation in the production process, assigning to each workplace and each division a certain limited range of works, parts, products, or carrying out certain stages of the technological process.

Continuity principle involves the constant presence of the object of labor in processing, the reduction or elimination of interruptions in the production process of each specific product.

Direct flow principle consists in choosing the shortest routes for the movement of objects of labor from the launch of raw materials to the receipt of finished products. Compliance with the principle of directness implies the arrangement technological equipment but the course of the production process, the streamlining of cargo flows, reducing the turnover.

The principle of proportionality assumes the presence of equal bandwidth in interconnected divisions, workplaces. Compliance with the principle of proportionality prevents disproportions in work, increasing the degree of use of equipment and labor.

The principle of parallelism provides for the simultaneous execution of operations or parts of the production process, which leads to a reduction in the duration of the production cycle, saving working time.

The principle of rhythm means the regular repetition of the production process at regular intervals. Distinguish between the rhythm of production, the rhythm of work and the rhythm of production. The rhythm of output is the release of the same or evenly increasing (decreasing) amount of products in equal periods of time. The rhythm of work is the execution of equal amounts of work (in quantity and composition) for equal time intervals. The rhythm of production means the observance of the rhythm of production and the rhythm of work.

The principle of technical equipment focuses on the mechanization and automation of the production process, the elimination of manual labor.

The principles of organization of production are used in the design of production processes. The organization of the production process will be rational if the operation of all the basic principles in the aggregate is ensured.

Types of production and their characteristics

Tin of production is a complex characteristic of the technical, organizational and economic features of production, distinguished on the basis of the breadth of the nomenclature, the regularity and stability of the volume of output of the same product and the specialization of jobs. There are three types of production: single, serial, mass.

Single production characterized by a wide range and a small volume of production of identical products. Jobs do not have deep specialization, apply universal equipment and technological equipment, most jobs require highly skilled workers, a significant amount of manual assembly and finishing operations, high labor intensity of products and a long production cycle, a significant amount of work in progress.

Unit production enterprises include heavy and power engineering plants (production of rolling mills, large hydraulic turbines), and shipbuilding. A variety of unit production - individual and pilot production.

Mass production characterized by the manufacture of a limited range of products, which are manufactured in batches or series, repeating at regular intervals. A series is understood as a number of structurally identical products launched into production. Depending on the size of the series, small-scale is distinguished (which, in its features, approaches single production), medium and large-scale production. The latter, in its features, approaches mass-produced factories. The assignment of plants to one or another variety of serial type of production is based on the breadth and stability of the range of products manufactured by the plant, and the size of the output.

In serial production, it is possible to specialize workplaces for performing several similar technological operations, to use universal and special equipment. Serial production is characteristic of the production of machine tools, pumps, compressors and other widely used equipment over an extended period of time.

Mass production is characterized by the production of a limited range of homogeneous products in large quantities over an extended period of time. Therefore it necessary condition the presence of a stable and significant demand for products is considered. Mass production makes it possible to concentrate on the enterprise the production of one or several types of products of the same name, to specialize workplaces in the performance of one permanently fixed operation, to use special equipment and technological equipment, to have a high level of mechanization and automation of production, to use the labor of low-skilled workers. Mass production is typical for the production of automobiles, food products, textile and chemical industries.

Organizational and technical features individual types production have a decisive influence on the technical and economic performance of enterprises. In the transition from a single to a serial and mass type of production, the share of human labor decreases and the share of costs associated with the maintenance and operation of equipment increases, the cost of production decreases and its structure changes.

The principles of the organization of the production process are the starting points on the basis of which the construction, operation and development of production processes are carried out.

The principle of differentiation involves the division of the production process into separate parts (processes, operations) and their assignment to the relevant departments of the enterprise. The principle of differentiation is opposed by the principle of combination, which means the unification of all or part of the diverse processes for the manufacture of certain types of products within the same area, workshop or production. Depending on the complexity of the product, the volume of production, the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, section) or dispersed over several units. Thus, at machine-building enterprises, with a significant output of the same type of products, independent mechanical and assembly production, workshops are organized, and with small batches of manufactured products, unified mechanical assembly workshops can be created.

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

In practical activities for the organization of production, priority in the use of the principles of differentiation or combination should be given to the principle that will provide the best economic and social characteristics of the production process. Thus, in-line production, which is 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.

The 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, sections, workshops or production facilities of the enterprise. The expediency of concentrating homogeneous work in separate areas of production is due to the following factors: the commonality of technological methods that necessitate the use of equipment of the same type; equipment capabilities, such as machining centers; an increase in the output of certain types of products; the economic feasibility of concentrating the production of certain types of products or performing similar work

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

With the concentration of technologically homogeneous work in the subdivision, a smaller amount of duplicating equipment is required, the flexibility of production increases and it becomes possible to quickly switch to the production of new products, and the load on equipment increases.

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

The principle of specialization is based on limiting the diversity of the elements of the production process. The implementation of this principle involves assigning to each workplace and each division a strictly limited range of works, operations, parts or products. In contrast to the principle of specialization, the principle of universalization implies 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 the performance of heterogeneous production operations.

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

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 in the production of one type of product. The most typical example of highly specialized industries are factories for the production of tractors, televisions, cars. An increase in the range of production reduces the level of specialization.

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

In modern conditions, the trend towards the universalization of production is increasing, 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.

The principle of proportionality lies in the natural combination of individual elements of the production process, which is expressed in a certain quantitative ratio of them to each other. Thus, proportionality in terms of production capacity implies equality in the capacities of sections or equipment load factors. In this case, the throughput of the procurement shops corresponds to the need for blanks in the machine shops, and the throughput of these shops corresponds to the needs of the assembly shop for the necessary parts. This implies the requirement to have in each workshop equipment, space, and labor in such a quantity that would ensure the normal operation of all departments of the enterprise. The same ratio of 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 disproportions, the appearance of bottlenecks in production, as a result of which the use of equipment and labor is deteriorating, the duration of the production cycle increases, and the backlog increases.

Proportionality in the workforce, space, equipment is already established during the design of the enterprise, and then refined during the development of annual production plans by conducting so-called volumetric calculations - when determining capacities, the number of employees, and the need for materials. Proportions are established on the basis of a system of norms and norms that determine the number of mutual relations between various elements of the production process.

The principle of proportionality implies the simultaneous execution of individual operations or parts of the production process. It is based on the premise that the parts of a dismembered production process must be combined in time and performed simultaneously.

The production process of manufacturing 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, the 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 for 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 time spent on parts, to save working time.

Straightness is understood as such a principle of organizing the production process, under which all stages and operations of the production process are carried out in the conditions of the shortest path of the object of labor from the beginning of the process to its end. The principle of direct flow requires ensuring the rectilinear movement of objects of labor in technological process, elimination of various kinds of loops and return movements. Full straightness can be achieved by the spatial arrangement of operations and parts of the production process in the order of technological operations. It is also necessary, when designing enterprises, to achieve the location of workshops and services in a sequence that provides for a minimum distance between adjacent units. It should be strived to ensure that the 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 the optimal arrangement of equipment and jobs also arises. The principle of direct flow is manifested to a greater extent in the conditions of in-line production, when creating subject-closed workshops and sections. Compliance with the requirements of direct flow leads to the streamlining of cargo flows, a reduction in cargo turnover, and a reduction in the cost of transporting materials, parts and finished products.

The principle of rhythm means that all separate production processes and a single process for the production of a certain type of product are repeated after set periods of time. Distinguish the rhythm of output, work, production.

Rhythm of release is the release of the same or evenly increasing (decreasing) quantity of products for equal time intervals. The rhythm of work is the execution of equal amounts of work (in quantity and composition) for equal time intervals. The rhythm of production means the observance of the rhythm of production and the rhythm of work.

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

The principle of continuity is realized 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.

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

The principles of organization of production in practice do not operate in isolation, they are closely intertwined in each production process. When studying the principles of organization, attention should be paid to the pair nature of some of them, their interrelation, transition into their opposite (differentiation and combination, specialization and universalization). The principles of organization develop unevenly: in one period or another, some principle comes to the fore or acquires secondary importance. So, the narrow specialization of jobs is becoming a thing of the past, they are becoming more and more universal. The principle of differentiation is increasingly being replaced by the principle of combination, the use of which allows building the production process on the basis of a single flow. At the same time, under the conditions of automation, the importance of the principles of proportionality, continuity, direct flow increases.

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