Enterprise infrastructure- this is a set of subdivisions - services, types of activities - 1) for maintenance of the main production (activity), and also 2) ensuring the satisfaction of social needs (and development) of the personnel of the enterprise (social services labor collective). (That is, both from the side of technology and the human factor - personnel). Normal working conditions for personnel and development ...

Accordingly, distinguish between 1) production and 2) (social) non-production infrastructure of the enterprise.

Industrial infrastructure has the purpose (is intended) to ensure the uninterrupted and efficient functioning of the production process. Main production maintenance works are carried out in auxiliary units and serving farms: instrumental, repair, transport, energy, storage, services of material and technical supply and sales of products.

Perfection production infrastructure is one of the factors for improving the activities of the enterprise.

Logistics services and sales of products play an important role not only in the normal functioning production process... They have a significant impact on the value of production costs by creating and maintaining an optimal stock at a minimum cost, while ensuring proper warehousing, storage and accounting of material resources and finished products.

Tool economy at the enterprise is created to carry out work to provide production with tools and technological equipment, organize their storage, operation and repair. The intensity of the use of equipment, the technological parameters of its work, the level of labor productivity and, in general, the results of the work of the enterprise, depend on the level of organization of the instrumental economy and the quality of the tool.

The main task repair facilities is to ensure the smooth operation of the entire fleet of machines and equipment through scheduled repairs and routine maintenance. To prevent irrational losses in production and reduce repair costs, a preventive maintenance system is used, which includes various types of work on the maintenance and repair of equipment according to a predetermined plan in order to ensure efficient operation of the equipment.

In addition, the repair facility carries out routine repairs and maintenance of buildings, structures, production and office premises. Overhaul of buildings, as a rule, is carried out with the help of a specialized repair organization.

The main task of the transport sector at the enterprise is the timely and uninterrupted maintenance of production with vehicles for the movement of goods during the production process. According to their purpose, vehicles can be subdivided into internal, interdepartmental and external transport. Improving the organization of the transport economy involves the elimination of excessively long-distance transportations, oncoming, return, empty and not fully loaded vehicles.

The energy sector meets the needs of the enterprise in electricity and heat, technological steam, compressed air, technical oxygen, natural gas... However, it is more advisable, if possible, to conclude a long-term service contract with large producers for the supply of energy resources.

Social (non-production) infrastructure of the enterprise created for social services ( satisfying human needs within the enterprise) employees of the enterprise. It includes housing and communal structures, kindergartens, nurseries, medical centers, clinics, hospitals, sanatoriums, rest homes, boarding houses, health centers, canteens, canteens, educational establishments and other necessary services.

Non-production infrastructure is an important component general structure an enterprise that ensures the normal life of the team. The presence of the most important elements of the non-production infrastructure at the enterprise creates the opportunity and gives confidence to its employees to meet vital social needs, thereby creating the prerequisites for a good business spirit and highly productive work of the team.

V last years Due to the difficult financial condition of Russian enterprises, a significant part of which is simply unprofitable, some services of non-production infrastructure cease their activities or transfer them to the jurisdiction of municipal authorities. Such a development of events, as a rule, worsens social services for employees of enterprises.

There are more and more ek-ki in usl on time the line is erased between production and social infrastructure. This is due to the fact that a person, a healthy, educated, cultured person, becomes the main factor of production. The formation of such a person does not end at the school desk, in the university, but continues within the framework of the organization where he works. For a firm (it is profitable to develop, train its employees. There are numerous studies confirming the effectiveness (return in the form of additional profit) of investment costs for these purposes. Thus, the role of social infrastructure is constantly increasing.

2.9.1. General requirements

Above, it was noted the need to establish clear interaction in the work between production departments and services of the production infrastructure of the enterprise. An underestimation of this, consisting in the absence

developed infrastructure, adequate to the main production of the enterprise, leads, on the whole, to serious economic losses. Under the conditions of central planning and the administrative-command system of managing the national economy, this took place. As a result, the backward repair, energy, instrumental or transport and storage facilities constantly restrained the pace of development of the country's economy as a whole, not to mention the large economic losses of individual enterprises. Incidentally, in our opinion, the introduction of the concept of “auxiliary workers” was erroneous, which ultimately led to underestimation or disdain for this important service activity both at enterprises and on a regional and national scale. If production and workers are auxiliary, then, accordingly, the level of labor mechanization and qualifications are low, and the remuneration of such labor is much lower than in the main production.

Therefore, the authors, while preserving the term “auxiliary” (for example, auxiliary processes, etc.), which has become established in Russian literature and textbooks, at the same time believe that the concepts of “service”, “sphere Maintenance”(Instead of auxiliary production or auxiliary facilities),“ production infrastructure of the enterprise ”.

It should be noted that a number of leading economists of the country at one time raised the question of a more correct interpretation of the above concepts. An example is the work of V.A. Letenko and O. G. Turovets "Organization of machine-building production: theory and practice" (Moscow: Mashinostroenie, 1982), where chapter VI is called "Organization of industrial infrastructure", although there is also the first section of this chapter - "Organization of auxiliary facilities of enterprises and the main tasks of its improvement." In the textbook by A.N. Antonova and L.S. Morozova "Fundamentals of modern organization of production" section 8.1, as before in the literature, is called "Organization of subsidiary farms of enterprises."

The authors of this manual in the following presentation adhere to the more modern term “organization of the industrial infrastructure of an enterprise” (admittedly: “organization of maintenance or technical service at an enterprise”).

The industrial infrastructure of an enterprise is understood as a complex of links serving (providing) production with materials, raw materials, energy, components and semi-finished products, technological equipment and tools, as well as supporting technological equipment (primarily technological equipment) in working order.

The complex of the above works is the content of technical service (maintenance) of production, the structure of the divisions of which includes instrumental, repair, energy, transport and supply and storage facilities at the enterprise. Sometimes this composition is expanded at the expense of other elements of the organization of production, but the backbone of its infrastructure is made up of precisely these structural units of the enterprise. The composition of the infrastructure is determined by the needs of the main production of the enterprise.

It should be emphasized that the work of the production infrastructure units of an enterprise is largely determined by the characteristics of the main production (primarily by its type and forms), as well as by the interaction between the enterprise and external environment.

The system of organizing the production infrastructure should be adequate to the organization of the main production at the enterprise. This system essentially includes the functions of ensuring the technical readiness of technological equipment (STO) and the movement of objects of labor in the production process. It is the most important subsystem of the enterprise's ECO, which is not directly involved in the creation of the main product, but actively contributes to the normal operation of the main production shops.

Underestimation of the role of the organizational and economic system of industrial infrastructure (OES PI) of enterprises, as

is known to have led in our country to a significant restraint in the growth of labor productivity and production efficiency at enterprises, a low level of labor mechanization in this area, an unreasonable increase in the number of workers in it, a low level of their qualifications and wages.

We repeat that this was facilitated by the low status of production established under socialism, which was then called “auxiliary” and, accordingly, “auxiliary workers” in the national economy of the country. In order not to step twice on the same rake, one should consider (as is customary in developed countries of the world) all employees of the enterprise according to the functions they perform, without deliberately dividing them into main ("privileged") and auxiliary ("secondary") categories ... Thus, the status, role and importance of workers in any field of activity, including the field of technical service in enterprises, are raised.

Let us emphasize that such an attitude in terms of changing the role and content of the functions of technical service at the enterprise transfers them from the category of secondary ones, to which little attention is paid, to the category of determining ones, which requires new approaches to the forms and methods of work in the production infrastructure of the enterprise.

This implies the need to train a new type of employee, not a narrow, but a wide, universal profile for the IES PI, quickly adapting to the conditions of a market economy, ready for the constant combination of professions (especially in small enterprises), able to perform a large range of works on technical service (i.e. .functions of a locksmith-toolmaker, electrician, adjuster, repair worker, etc.).

Even under the socialist way of life in the country, brigade forms of labor organization proved their effectiveness, complex organization and production technology (including, as they called at the time, “auxiliary technological processes” in addition to the structure of the main ones).

Thus, all operations of the production process must be subject to organizational and technological

work and technical regulation. The enterprise should draw up a single integrated technological process. This is achieved on the basis of a clear regulation of all work at the enterprise, including the performance of functions for technical service (maintenance) of production.

In the process of such regulation, the necessary regulatory, organizational, methodological and technological documentation is developed, on the basis of which the service functions are linked to the work schedules of the main production units of the enterprise. In general, IES PI should be aimed at increasing production efficiency, maximizing the reduction in the duration of the production cycle and minimizing costs for IES PI with high quality maintenance of production.

Modern trends in the development of the industrial infrastructure of enterprises are reduced to solving three main problems:

• - increasing the organizational and technological level of the IES PI;
• - improving the production infrastructure of the enterprise in accordance with the requirements of the main production;
• - improving the organization and management of production based on the principles of logistics with consideration of the main and service processes, material flows, processes of supply and sale of finished products in the form of a single integrated technological process.
• 2.9.2. Organization of instrumental economy

The instrumental economy of the enterprise occupies a leading place in the organizational and economic system of the production infrastructure (OES PI). The design and manufacture of a set of technological equipment is up to 80% in terms of labor intensity, and 90% in terms of duration of the total costs for the technological preparation of the production of new products.

The cost of equipping new products is 8-15% of the cost, and the working capital invested in the manufacture and purchase of technological equipment - from 15 to 40% of the total working capital of the enterprise. At some enterprises, the number of workers in the tool industry is 20-25% of the number of workers employed in the main production.

The given data give an idea of ​​the important role played by the tool management in the enterprise. Taking into account the important role of providing production with technological equipment and the specifics of tooling, the enterprises organize tool management services.

The whole variety of management structures for tool management can be summarized as follows:

• 1. At medium and large enterprises, a tool department or production is created.
• 2. In small enterprises, a bureau of instrumental economy (IIR) or an instrumental group is organized.

The most important condition for creating an effective system of organization and management of tool facilities at the enterprise is compliance with the principles of specialization of tool divisions and centralization. The latter means the need to create a centralized body at the enterprise, which bears full responsibility for the production tools.

Taking into account the close organic connection between the tool management and technological preparation of production, usually in medium and large enterprises, the centralized management body for tool supply is subordinate to the chief engineer of the enterprise or his deputy, and in small enterprises - to the chief technologist.

Instrumental subdivisions of production workshops (for example, instrumental distribution pantries - IRK) can be directly subordinate to the instrumental department, IIH (with centralized management)

or in their functional subordination (with the decentralization of tool support).

The organization of the operation of technological equipment and tools, in addition to their production in the tool shop, is the main task of the enterprise's instrumental economy and includes the following functions: organization of the work of the central tool warehouse (CIS) and the IRC of the production shops; provision of workplaces with equipment and tools; organization of sharpening, repair and restoration of tools; technical supervision. At large enterprises, all work on the operation of technological equipment and tools is centrally carried out through a special operation workshop.

TsIS as a complex mechanized subdivision carries out acceptance, inspection, storage, issue and accounting of the movement of the tool at the enterprise. The issuance of the tool for operation is carried out through the KFM of the shops. Accounting in the CIS is carried out on cards, which indicate the name, index, established norms for issuing the instrument according to the “minimum-maximum reserves” system (Fig. 2.9).

The essence of this system lies in the calculation according to a certain method of three norms of the stock of the tool: minimum - maximum - the point of order and the organization of continuous supply of tools, based on monitoring and signals from the shops. The issue of an order for the manufacture or purchase of a tool is carried out when its stocks reach the point of order.

The minimum stock Z min is determined as the product of the average daily demand (And d) for the period of urgent production or purchase (T c):

The maximum stock of the tool Z max is calculated as the product of the average daily requirement for the period of receipt of the batch of the order (T p) plus the minimum stock according to the formula

Rice. 2.9.

The stock of tools at the point of order (Z T3) is determined taking into account the production period of the next batch (T pairs)

Thus, the stock of one or another type of instrument in the ISC within the minimum and maximum levels is maintained through the “point of order”. The minimum stock is an insurance one and is used in case of a delay in the receipt of the next batch of an order in the CIS.

Based on calculations of the need for a specific type of tools and taking into account production programs of workshops, the instrumental department (IIR) sets annual,

quarterly and monthly limits for their receipt and consumption for each production department of the enterprise.

In single and small-scale production, the total need for a tool And is determined as the sum of the products of the consumption rates of each of the types of tools used in the workshops of the enterprise during an hour of operation of the equipment for the planned number of hours of operation of a specific standard size of equipment T pl:

where m is the number of standard sizes of equipment;

a in - tool consumption rates per hour of equipment operation.

In mass and large-scale production, the total need for cutting tools is determined as the sum of the tool consumption rates for the manufacture of 1000 pieces. of each part, multiplied by the number of names of manufactured parts according to the production program.

The annual need for tools is determined by adjusting the expenditure fund by the amount of shortage (or surplus) for each standard size of the tool at the TsIS and in the KFM of the shops.

Recovery as an important source of tool replenishment can cover up to 1/3 of its needs in the enterprise. In this case, a new instrument is issued to the KFM of the shops only to replace the worn-out one. After sorting, the worn-out tools are sent to certain areas of the tool shop for restoration.

In the conditions of frequently changing serial production, a system of issuing widely used tools from a warehouse to production workshops is used according to a limit card developed by the technical supervision service of the instrumental department without drawing up the relevant requirements and other documents. At the same time, the time for registration of issuance and receipt of tools is reduced; simplified order

tool support; the possibility of mechanization of work using computer systems is achieved.

At production sites of serial production, it is recommended to use a scheduled preventive system for servicing workplaces with tools. In these workshops, production preparation groups are created, headed by a dispatcher, and instrumental-picking maps are drawn up for all details of the operation.

At the production sites of a single and small-scale type, a standby instrumental service system is used, in which the issuance of the necessary equipment is carried out on demand from the workplace (with the preparation of the relevant documents). The preparation of the instrumentation in the KFM is carried out in advance by the decision of the dispatcher or the foreman, in accordance with the shift-daily tasks. In conditions of low-repetition production, it is advisable to create the minimum required stock of equipment at workplaces.

Let us emphasize that when choosing the optimal version of the tool support system for production departments, one should proceed from the principle of achieving timely and high-quality tool delivery with minimal costs for service processes, taking into account the losses caused by the organization of these processes.

2.9.3. Organization of repair and energy facilities

At the enterprise, in the process of operation, technological equipment is subject to physical and moral deterioration, requires constant repair, as a result of which the original condition of the equipment is restored, and with appropriate modernization, its technical characteristics can be improved.

Practice shows that the cost of repair and maintenance of equipment at enterprises is constantly increasing due to wear and tear, and the number of repairs

ny workers often reaches 12-15% of the total number of workers.

The main task of the repair facilities at the enterprise is to ensure uninterrupted operation of equipment with minimal repair costs. This problem is solved by efficient organization of routine maintenance of equipment during its operation, timely scheduled preventive maintenance, modernization of obsolete equipment, and improving the organizational and technological level of the repair facilities at the enterprise.

Usually at enterprises, the repair facilities are headed by a chief mechanic, whose service includes the chief mechanic's department, a mechanical repair shop (RMC), a warehouse for equipment and spare parts. The specified department carries out design and technological, production and planning and economic work throughout the repair facilities.

The structure of the RMC includes such areas (departments) as dismantling, procurement, mechanical, assembly, restoration of parts and assemblies, painting, etc. Mechanics of production shops are usually subordinate to their heads administratively, and functionally - to the chief mechanic of the enterprise.

Repair and maintenance of equipment at enterprises is carried out by the RMC and repair services of the production departments. Depending on the share of work, three forms of organization are distinguished: centralized, decentralized and mixed.

With a centralized form, all types of repairs, as well as technical maintenance (MOT) are carried out by the company's RMC. This form of organization is used in small enterprises of single and small-scale production.

In a decentralized form, all types of repairs and maintenance are carried out by workshop repair bases (CRB) under the guidance of workshop mechanics. In some cases, according to a special decision of the chief mechanic, RMC carries out overhaul of equipment. Specified handicap

ma organization is used at large enterprises of mass and large-scale production.

With a mixed form of organization of repair work, the most complex and time-consuming repair work is carried out by the RMC, and maintenance, current, unscheduled repairs - by the Central District Hospital. This form of organization is used in most enterprises in modern production and economic conditions.

Rational organization of repair work at the enterprise ensures a reduction in the downtime of equipment for repair and an increase in the degree of its use. This is achieved by reducing the labor intensity of repair work due to the introduction of advanced technology and organization of repairs, comprehensive mechanization and automation of processes; specialization of repair production and maintenance; introduction of a nodal repair method, when the units to be repaired are replaced with repaired or new ones, etc.

Developed in our country back in the 1930s. the system of scheduled preventive maintenance (PPR) was then widespread both at domestic enterprises and abroad. In the literature, including recent publications, this system is widely covered.

Unfortunately, in the past 15 years, due to significant changes in industry and the implementation of market reforms at domestic enterprises, the well-proven SPR system has been little used. There is a need for scientific research and searches for new modern systems of maintenance and repair (MOT and R), applicable for various conditions of functioning of economic objects.

So, for example, M.V. Vinogradov and Z.I. Panin in the textbook "Organization and planning of the activities of enterprises in the service sector" in this area of ​​work, note the following:

life, which is taken on by the specialized subdivisions of the manufacturer. They monitor the operating conditions and operating mode of the equipment, carry out all types of repairs. Corporate service improves the quality of repairs, improves reliability and reliability of work; reduces equipment downtime for repair; simplifies planning, production and distribution of spare parts, reduces their stocks ”.

The TO and R system should be understood as a set of interrelated norms, regulations and measures that determine the organization and implementation of maintenance and repair work on equipment at an enterprise.

The essence of the TO and R system, as well as the Unified PPR system, boils down to the fact that after a certain period of operation of the equipment at the enterprise, specific complexes of work are carried out according to a pre-developed schedule. But unlike the PM in the MOT and R system, the main emphasis is on maintenance (MOT), based on technical diagnostics, in order to prevent equipment failures, provided that its maximum possible operating time is ensured.

That is full complex operations to maintain the operability or serviceability of equipment. It includes separate complexes:

E - all work performed every shift by production workers (instructions for the operation and maintenance of equipment);

TO-1 - a set of works performed once a week;

TO-2 - a set of works performed once a month;

TO-3 - a set of works performed once every three months;

TO-4 and TO-5 - respectively after six months and one

Moreover, each complex provides for more complex and labor-intensive work and at the same time includes work before

marching complexes. In addition to E, all other complexes are carried out by the repairmen of the complex brigade. Maintenance work is compiled for each unit technological equipment by the manufacturer and are recorded in the schedule of regulated maintenance, which contains a list of operations with an indication of technical requirements and technological equipment for each set of works.

Work on TO-1, TO-2, TO-3, TO-4 and TO-5 is carried out by repairmen of complex teams assigned to certain areas production workshops or specific types of technological equipment. Repair work can be carried out by methods of post-inspection, periodic or forced repairs.

The technical condition of technological equipment is classified into three types: serviceable operation, malfunctioning and downtime due to failure. The state of the equipment is considered to be faulty when it does not meet at least one of the requirements established by the NTD. Moreover, serviceable and part of the faulty equipment are serviceable. Failure is an event consisting in a complete loss of equipment performance. To prevent failure in its operation, it is necessary to plan and carry out repair and commissioning work based on the results of technical diagnostics. This can be shown schematically in Fig. 2.10.

Improving the efficiency of the functioning of the repair facilities at the enterprise is achieved by using progressive forms and methods of maintenance and repair, of which the following are recommended:

• specialization and centralization of repair and commissioning works and various complexes (TO-1 ... TO-5);
• application of advanced repair methods (for example, aggregate, nodal, “upstream”, etc.);
• industrialization of renovation work;
• the use of group technology and the organization of repair;

Rice. 2.10.

t is a diagnostic parameter; t 0 is the initial value of the diagnostic parameter; t and - the value of the diagnostic parameter corresponding to the correct operation of the equipment; t open - the value of the diagnostic parameter corresponding to the failure of the equipment; s - technical condition of equipment

• complex mechanization and automation in the repair industry;
• improving the organization and rationing of the work of repair personnel, increasing the number of work shifts;
• comprehensive training maintenance and repair works;
• measures for the timely provision of high-quality components, spare parts, etc.

The equipment repair schedule is characterized by the time period from the beginning of the first to the end of the last repair operation. It is built in rectangular coordinates: along the abscissa axis, on a certain scale, the repair time is postponed.

that equipment, and on the ordinate from top to bottom write out a sequential list of repair operations.

All operations can be carried out by sequential, parallel or parallel-serial methods. Sequential means that the subsequent repair operation begins at the end of the previous one (they are dependent on each other). This results in the longest duration of the equipment repair period (Tr max).

With the parallel method, repair operations are performed simultaneously, that is, they are completely independent of each other. In this case, the duration of the equipment repair (Tp) is equal to the execution time of the most laborious operation (Tp = t).

In real conditions, they most often resort to a mixed (parallel-sequential) repair method, when the elements of the sequence of repair work are combined with their parallel execution. In this case, the total duration of the repair (Tr n _ n) is equal to the sum of the duration of all dependent operations (Tp n _ n

Thus, when developing a schedule for the repair of equipment, it is necessary to strive for the repair work (operations) to be carried out whenever possible. cost-effective methods(parallel or parallel-serial).

An indicator characterizing the reduction in the duration of repairs can be the efficiency factor of repairs (Ke.r):

where Tr.e is the duration of equipment repair using an economical (parallel or parallel-serial) method.

The development of organizational and technological documentation for the repair of equipment ends with a feasibility study of restoration methods. The entire organization of repair production is based on technological processes for the manufacture and restoration of equipment parts. This production can be organized both on the basis of the RMC of the enterprise, and at specialized repair firms performing work under outsourcing agreements.

When determining the need for complex (for example, overhaul) repairs of operated equipment, an economic calculation should be made, confirming that the cost of repairs is much less than the cost of replacing it with new equipment.

Under the scientific guidance of the authors of the manual, methodological foundations have been developed for creating a rational system for the technical operation of machinery and equipment (STEMO) in relation to utility equipment (KBN), operated at enterprises of the Moscow region in modern conditions of a market economy.

Based on the methods of system analysis, STEMO combines three subsystems into a single complex: preparatory decisions (PPR), the main functional subsystem (OFP) and the subsystem of technological support (PTO). Each of the subsystems includes a sub-target set (block) of interrelated functions. Three subsystems of STEMO are separated into independent ones based on the blocks of functions they perform to achieve certain sub-goals: PPR - for conducting scientifically substantiated preparation of works on maintenance and repair; OFP ensures the implementation of the main functions in the system; VET solves organizational and technological problems.

The property of hierarchy, that is, the possibility of dividing the system into separate functional subsystems, does not violate its integrity, since the subgoals of PPR, OFP and PTO are subordinate to the general goal of STEMO. Analyzing the mechanism of STEMO functioning, two main groups of factors influencing its improvement are identified: variability (adaptability to changes, entropy, probabilistic nature of disturbances and system parameters, innovative and market factors of influence); sustainability (organizational and technological continuity, a unified approach to technology, equipment and forecasting, creation of a regulatory and preparatory base, efficiency and sustainability of human resources). The mechanism for improving STEMO is based on a combination of directions of variability and stability of the system, which are dialectically interconnected in the indissoluble unity of the process of continuous development of the system, ensuring its "survival", its ability to operate in market conditions of management.

Involving system research scientific method metaprinciple of analogies, STEMO can be considered as a stochastic self-organizing system. Based on the principles of this method, the self-organization of the system is provided on the basis of the following mechanism.

• 1. The system must be open and located far from the point of dynamic equilibrium, otherwise it will not be capable of optimal organization due to entropy (organizational disorder).
• 2. The fundamental principle of self-organization is the emergence and strengthening of order through the influence of random external factors (fluctuations), which increase with increasing deviation from equilibrium, gradually shaking the existing form of organization and ensuring the transition to a new one.
• 3. Self-organization is based on positive feedback, in which changes accumulate in the system and a new organizational order arises. The acquisition of a new quality by an open system with small changes in its parameters is a critical point of self-organization. At critical points, the system becomes unstable, being faced with the choice of one of the alternative ways of its further improvement.

STEMO, being under the influence of stochastic factors, thanks to self-organization, internal structural stability, remains survivable in a probabilistic external market environment. Fluctuation of the system is inevitable, but it should not destroy it, but, on the contrary, increase its adaptive capabilities, constantly rationalizing and improving the system. A possible increase in the entropy of the external market environment of the enterprise should be extinguished by its decrease due to the introduction of self-organizing systems such as STEMO.

Irregularity, stochasticity of influences from the external environment lead to uncertainty of the conditions for the behavior of the system. STEMO is characterized by a probabilistic information resource, and therefore the transformation of information is one of the difficult tasks of the effective organization of this system.

If a discrete random quantity of information NS takes n values ​​in the system with different probabilities p r -, then according to information theory the entropy H (x) can be defined as the sum of the products of the probabilities of various states of the system by the logarithms of these probabilities, taken with the opposite sign:

If a random variable NS takes n values ​​and each of them is equally probable, then entropy as a measure of uncertainty (after making small transformations of the previous formula) will have a maximum value:

Thus, the entropy of a system with equally possible states is equal to the logarithm of the number of states.

Obviously, the entropy of some discrete process, which is the TO and P of the equipment, at each moment of time depends on the number of possible states and their probabilities. If one of the probabilities is reliable = 1), then all others will be equal to zero. Analysis

the variant, when the system has a diagnostic measuring device in the presence of an interference signal, showed that the average amount of information at the output will decrease with an increase in the variance of the measurement error.

By the nature of the work, the system of technical operation of the machines and equipment under study for public utility enterprises (CBN) should include the following strategies: maintenance and repair.

If we accept the structure of the repair cycle from the beginning of the operation of technical means as a system of maintenance and repair, then it will have the form

This system in enterprises should be applied flexibly, depending on the actual level technical condition machinery and equipment (the number of maintenance in the overhaul period is a variable value).

In the proposed system, the main attention is paid to the planned types of maintenance with a preliminary assessment of the technical condition (diagnostics), and repair is considered as a set of operations to restore the health of the equipment as a whole or its component parts, when the volume and content of preventive work go beyond the scope of maintenance activities ...

According to the average statistical data of KBN enterprises, as a rule, the pre-repair period is more than the post-repair period by about 25%, i.e.

where t Mp and t dop- the duration of the overhaul and pre-overhaul periods.

This ratio is proposed as one of the particular criteria correctly. organized system TO and R.

The frequency of maintenance is established based on the technical condition of the equipment at a given time, its age structure, operating conditions, the level of qualifications of the maintenance personnel and other factors. For planned repairs, the scope of work cannot be strictly defined. Assessment of the actual technical condition of the equipment during maintenance with preliminary diagnostics ensures the adjustment of the timing of the start of its repair.

Studies have established that as the main criterion for evaluating the developed system of technical operation of machines and equipment, it is advisable to take the cost of the costs of carrying out maintenance and repair work, which should be minimized:

where Ф is the objective function corresponding to the criterion of system efficiency;

L and M - the number of pieces of equipment in the maintenance standby state and the number of service channels;

Z L and Z M - respectively, the average cost per hour per unit of pending equipment maintenance and the maintenance of one service channel.

Hence the annual economic effect E g from the introduction of a new rational system (the second main criterion) at a particular enterprise will be

E g = (F f -F p) P zf,

where Ff and Ф р - respectively the value objective function in the actual system of technical operation of equipment and in a rational system;

R e0b - effective (useful) annual fund of working time of a piece of equipment in hours.

Based on the use of the recovery theory of J. Cox and W. Smith for the area of ​​sudden failures, the Poisson distribution law is applied. The algorithm for predicting the maintenance and repair of machines and equipment of KBN is reduced to determining: 1) the type of functions that characterize the intensity of replenishment of the fleet of machines and equipment; 2) a fleet of technical means operated at a certain time; 3) the kind of functions of durability; 4) the intensity of recovery r (f); 5) the number of recoveries N (t v t 2), which is determined by the formula

The regularities of changes in the technical state of machines and equipment have been investigated. In the general case, this change is determined by a combination of gradual and sudden failures. The cumulative effect of failures can be described by the probability function of failure-free operation according to the formula

where F ^ t) and F 2 (t)- functions of distribution of failure-free operation in case of gradual and sudden failures.

The analysis showed that at KBN enterprises, the probability distribution of the failure-free operation of machines and equipment is subject to the gamma law, and in case of sudden failures, it is exponential. Accordingly, the density functions have the form

where r is the number of damages causing a failure during the time t;

ω - parameter of the flow of failures;

X- failure rate.

The function of changing the technical state of the machine (probability of failure-free operation) is obtained in the form of the expression

Index F (t) defined as the main criterion for assessing the performance of equipment and machines (a particular criterion for assessing the maintenance and repair system).

Along with the operational factors that cause failures of machines and equipment, they are influenced by the system of technical operation, which restores their technical condition. The amount of recovery from the actual level of technical condition of the machine before the next service A F gi due to the effect of the system is determined by the formula

where F i- technical condition before the next service;

P (F ()- the likelihood of detecting and eliminating a malfunction during maintenance. Technical condition of machinery and equipment before the next service F ( defined as the following expression:

where F "- technical condition at the beginning of the period; the expression in curly brackets is the function of changing the technical state for the overhaul period.

By introducing a rational system at enterprises, the time of the actual operation of this type of equipment before the first repair is recorded, the change in the technical condition is assessed according to the qualifier F (t) and the time of subsequent repairs is specified based on the definition of the criterion t. Such a systematic assessment is carried out throughout the entire life cycle of the equipment (technological module), using a particular criterion for determining the duration of its operation according to the formula:

where T e and t HC- time of actual operation of technical means and their standard service life.

The energy sector includes power equipment, power transmission facilities, instruments for measuring operating parameters and energy consumption at the enterprise.

Usually, the management of the energy sector at the enterprise is carried out by the service or department of the chief power engineer (OGE), subordinate to the chief power engineer (chief engineer). The structure of this economy may include an energy department and its subdivisions; heat shop and service, including boiler houses, heating networks, water supply and purification system; gas shop, consisting of a gas generator network, oxygen and acetylene stations; service of instrumentation (instrumentation) and automation; electrical and heat engineering laboratories; compressor and ventilation station, fire and security alarm etc.

To carry out the work, the OGE must be provided with the necessary regulatory and technical documentation, basic installation, executive schemes and drawings, lists of spare parts, components and purchased products, energy consumption standards and standards in the field of energy management at the enterprise.

For every kind power equipment a card file with a technical passport is started, in which changes in equipment parameters, dates of energy repair work, responsible performers, etc. are recorded.

The main tasks of the energy sector at the enterprise are:

• - an efficient mode of using energy resources (with the maximum possible reduction in energy losses);
• - uninterrupted and reliable supply of the enterprise and its subdivisions with all types of energy;
• - maximum use of the capacity of power plants, where energy of any kind is produced, transmitted, converted, distributed and consumed;
• - increasing the efficiency of work, improving the regulation of energy consumption, reducing operating costs in the energy sector;
• - systematic monitoring of technical operation, compliance with operating rules in the divisions of the enterprise, verification protective devices and organization of repair service for power equipment.

There are three types of power supply at enterprises: centralized (energy comes from the general power system); decentralized (power supply is carried out from the company's own installations) and mixed ( intermediate view, when some consumers are connected to external, and others - to internal sources of power supply).

The recent trend is to move away from excessive centralization in energy supply and use efficient individual sources of energy supply (for example, autonomous power systems, mobile and local heating systems, mini-boiler houses, etc.).

Enterprises must maintain an optimal energy consumption regime with the elimination of all kinds of energy losses. For this, it is advisable to constantly innovate in this direction, as well as the introduction of progressive energy-saving technologies and equipment, improving its characteristics, organizing optimal loading, applying reengineering business processes, organizing proper accounting of energy costs at each work site and in the whole enterprise.

2.9.4. Organization of transport and storage facilities

The transport subsystem at the enterprise can be comparable to the circulatory system in the human body. The enterprise is regularly supplied with raw materials and materials, semi-finished products, purchased and component parts, spare parts, parts, products and others. material values necessary for the production of products, goods and services. All this must be unloaded in a certain way and placed in warehouses, from where it is fed to production shops and sections, and then to consumers.

Reliability and quality of transportation and loading services is achieved due to the effective organization of the transport economy, designed to ensure the movement of certain volumes of raw materials and materials, semi-finished products, fuel, finished products, production waste, various types of goods, to facilitate it rational organization, optimization of cargo turnover and cargo flows of products, accelerating the turnover of working capital and, finally, increasing production efficiency and making a profit.

Freight turnover is the total amount of goods transported per unit of time (day, month, quarter, year) along a certain transport direction (route). Freight flows are the volumes of goods moved in a specific direction between the points of loading and delivery, which are understood as warehouses, workshops, sections, individual workplaces.

Logistic methods of organizing transport facilities and warehousing are described in the relevant literature. A warehouse in logistics is used only when it improves the overall performance of the logistics process, i.e. the role of the warehouse is to create conditions for optimizing material flows. Thus, in the production logistics system, the warehouse is a component of the logistics chain (an element of the logistics system).

Let us emphasize that the logistic approach is a special case of the system-wide approach. Logistics management solves the problems of material flow and inventory management, management of transport and warehouse processes and costs. In the process of interaction between logistics and production management, the tasks of designing an in-house logistics system are solved in terms of its technological component (storage facilities, intra-production transport, handling equipment, etc.). Today, logistics management is a complex, hierarchically structured system of production and economic relations, implemented in the process of developing and making organizational and managerial decisions.

Intra-production transport at the enterprise is subdivided into inter-shop, intra-shop and inter-operational. By the nature of the work performed, vehicles can be periodic (rail, trackless, overhead, lifting, etc.) and continuous (elevators, conveyors, conveyors).

An effective method of organizing intra-industrial transport is the establishment of transportation routes using ring, pendulum and beam systems. Vehicles must comply with the organizational and technological requirements of the serviced industries. To connect individual links of the enterprise's transport network and its technological equipment, transport and technological schemes are being developed.

The indicators of the enterprise's transport economy characterize the quantitative use of vehicles, give a qualitative assessment during their operation, productivity (runs with a load and empty), the cost of transportation and the amount of investment required.

As for the transport facilities of the enterprise, the warehouses are subdivided into general production and workshop warehouses by service objects. The first, in turn, are divided into supply, marketing, production and economic. The location of the warehouses at the enterprise should provide the shortest ("direct-flow") routes for the delivery of goods without transshipment and with minimal costs for transportation. According to the arrangement of the premises, the warehouses are divided into open, semi-open and closed. The latter can be universal and special.

The total area of ​​the warehouse F o6i4 is determined by the formula

where F n - useful (cargo) area;

F np - area under the aisles;

F on - operational area occupied by reception, sorting and other sites;

F k6 - area for office and household premises;

? under- the area occupied by lifts, vestibules, staircases.

Useful, or cargo, warehouse area F n is determined by the following formula:

where Q is the annual demand for materials, taking into account the established norms of the stock;

T is the number of days of storage;

q - load density of 1 m 2 of the floor;

D - the number of working days in the planned period (usually a year).

The number, composition, capacity and specialization of warehouses form the structure of the enterprise's warehouse economy. It performs not only the functions of storing and preparing materials for issuance for production, but also significantly affects their consumption, promptly regulates consumption by creating stocks and monitoring the change in their value. The most important trends in the modern development of the enterprise's warehouse economy are the use of logistics methods, complex mechanization and automation, the widespread use of computers and information technologies.

According to the storage time of goods, seven main groups of warehouses can be classified:

• 1) direct overload (storage time t = 0);
• 2) temporary storage of goods (03) short-term storage (54) with average storage periods (205) long-term storage (406) long-term storage (907) long-term storage of goods t xp> 1 year).

According to the level of mechanization and automation, warehouses should be classified into non-mechanized, mechanized, highly mechanized, automated and automatic. The characteristic parameters of these five types of warehouses can be defined as follows:

• 1) in non-mechanized - the presence of manual work in the entire warehouse complex;
• 2) mechanized - the use of manual mechanization equipment for servicing the cargo storage area;
• 3) highly mechanized - the use of mechanization devices with manual control in the operations of storage, movement, loading and unloading and the absence of manual work at the specified complex;
• 4) automated - the use of semi-automatic mechanisms with the input of commands via the keyboard or floppy disks in the operations of moving (storing) goods;
• 5) automatic - the use of automatic mechanisms with the input of computer commands through communication channels.

In recent years, in the warehouse supply of machine-building production, trends have been developing in the direction from the first to the fifth type; wide application stacker cranes, elevator racks, transport conveyor systems; using not so much space as height and achieving the optimal volume of warehouse space in enterprises.

The systematic approach underlying logistics as a science of planning, controlling and managing transportation, warehousing and other operations of bringing finished products to the consumer, allows you to assess the complex costs of an enterprise, see ways to optimize them, taking into account its relationships with consumers, suppliers and competitors.

The logistics system of a machine-building enterprise is a complex organizational and economic structure, consisting of functional links of the enterprise interconnected in a single process of material flow management and having stable links with the external environment. The functional links of the external level include suppliers, consumers, intermediaries, and the internal - divisions of the enterprise. In the logistics system of an enterprise, the movement of a material flow is characterized by the concept of “logistic operation” (a set of actions aimed at transforming this and the accompanying information and financial flows).

The most common logistic operations at a machine-building enterprise are warehousing, transportation, picking, internal movements, loading and unloading operations. Logistic operations can include the collection, storage and processing of information flow data accompanying the movement of material flow. The purpose of the logistic organizational and economic system of a machine-building enterprise is to minimize the time it takes to complete operations and the costs of their operation.

The functions of the logistics system of the enterprise are implemented throughout a single production and commercial cycle, including the processes: procurement of raw materials, components and other material resources for the production of engineering products, their storage and storage; intra-production functions of distribution, warehousing and stock management of finished products; delivery, unloading and storage of products from consumers.

These processes, together with the information and financial flows of a machine-building enterprise, form a functional logistics environment with the following components:

• 1) procurement logistics related to the supply of the enterprise with raw materials, semi-finished products, materials;
• 2) production logistics, which ensures the movement of material resources in the course of a single production and technological process;
• 3) sales logistics, which solves the problem of selling finished products;
• 4) transport logistics dealing with the movement, transportation of material resources;
• 5) warehouse logistics, providing the processes of warehousing and storage of material resources of the enterprise.

The economic efficiency of the logistics system depends on the scale of use of the latter in mechanical engineering. Currently, about 2/3 of Western firms in developed market countries have introduced various logistics systems or combinations of their elements into their activities.

At machine-building enterprises in Russia, this process is proceeding at a low rate. Investments in mechanization of warehousing in machine-building production (to a large extent in the construction of mechanized, automated and automatic warehouses at machine-building enterprises) are being introduced and pays off especially slowly. This is an important area of ​​increasing the efficiency and competitiveness of logistics systems at machine-building enterprises, which should be supported by their logistics strategy, thanks to solving the problems of innovative development of preparation systems and infrastructure of domestic machine-building production.

Infrastructure is a buzzword. We are accustomed to hearing it on TV screens, on the radio, to find the concept of "infrastructure" in newspapers, and it is no coincidence that this term is so popular today. This concept applies to almost all types of life and business. Whatever we do and wherever we are, one way or another it is she who provides our life. What is infrastructure, the definition of this term, and also what types of it are, you will learn by reading this article. It also provides examples to help you understand the topic better. You will learn what an infrastructure object is, what are its features. Read about all this below.

There are still places on earth where a group of people or a specific person are deprived of infrastructure. In other words, they are at one with nature. However, in this case, the world around us can also be designated by the concept of interest to us. So what is infrastructure?

Its definition is very ambiguous. Under different interpretations, it appears differently. Of course, such an extended definition will lead us too far, require various philosophical constructions, so we will try to limit ourselves to a narrower concept.

Infrastructure

First of all, we will define the term itself, we will designate what the infrastructure is. By it, at an intuitive level, we mean various objects created by man, of technogenic origin, used for doing business, as well as ensuring the life of society and / or a person.

Thus, we can say that infrastructure (from the Latin infra - "under", "below" and structura - "location", "structure") is a whole complex of interconnected service objects or structures that provide and / or form the basis of functioning a particular system... This term was borrowed from military vocabulary. That's what infrastructure is, in short.

Types of infrastructures

There are many types of infrastructures. In this article, we will list only the main ones that are most often accessed. This list can be continued by including other types.

Social infrastructure

What is social infrastructure? Let's answer this question. It is a set of enterprises and industries that ensure the functionally normal life of society. In other words, this is housing, its construction, cultural facilities, housing and communal services, organizations and enterprises of healthcare systems, preschool education, education, organizations and enterprises related to leisure and recreation, public catering, retail trade, sports and recreation facilities, the service sector. , passenger transport, a system of institutions that provide services of a financial, credit and legal nature (notary offices, legal advice, banks, savings banks), etc. This is what social infrastructure is. The list of objects can be continued, since we have listed only the main ones.

Transport infrastructure

Let's move on to the next view and answer the question of what a transport infrastructure is. It is a collection of enterprises and transport industries. Industrial and technological complexes, structures designed to serve charterers, passengers, consignees, consignors, charterers and carriers, as well as to ensure the operation of various vehicles - this is what a transport infrastructure object is.

This list was compiled by us, relying on the Federal Law, in which all this is spelled out - N 259-ФЗ dated 08.11.2007.

What is information infrastructure?

Information infrastructure - a system of organizational information subsystems, structures that ensure the functioning of certain objects. In other words, this type is a collection of certain basic information services, data transmission and storage systems, as well as computing, which are the basis for providing any services that transmit data.

There are a number of requirements for information infrastructure today. The main ones are: high disaster recovery and availability, safety and security of data, the ability to effectively manage, adapt solutions and scalability.

The following model, according to which information infrastructures are organized, is relevant today - this is the consolidation of the relevant computing systems, as well as information storage resources. The means of organizing cloud platforms and virtualization are actively used.

This type includes a set of different information centers, knowledge and data banks, subsystems, communication systems, hardware and software technologies and means of processing, storage, collection and transmission of information, control centers. This is what information infrastructure is.

Other types of infrastructures

Engineering - various systems serving for engineering and technical support of structures and buildings.

The infrastructure of the economy is a set of types and branches of activity that serve the economy and production as a whole. By analogy, one can answer the question of what the market infrastructure is.

The military infrastructure is a system of individual structures and stationary objects that are the basis for conducting military operations, deploying armed forces and providing operational and combat army training.

Variety of definitions

From this variety of definitions, many answers to the question of what infrastructure is (the types of which, by the way, we have not listed all), we can conclude that this concept has many interpretations, therefore, when using it, it is necessary to clarify, limiting ourselves to a convenient framework for us.

To simplify the task, we will understand by this term the objects of support and / or means of production of vital activity (vital needs) of a person, providing a particular process / business / business.

It is very important not to identify and confuse infrastructure with business, structures and processes, since it itself does not produce or do anything. This is just a material basis. Without what the infrastructure provides, it disintegrates into various separate objects of technogenic origin.

Infrastructure properties

It is man-made, that is, it is the result of labor.

She provides for our material needs; objects or structures created by human hands that provide spirituality, culture, etc., are not considered in this article.

The infrastructure requires certain measures in order to maintain its operable state.

It can be calculated and measured, that is, quantifiable.

Infrastructure has characteristics that describe its efficiency and power, both in terms of providing useful functions and in terms of risks arising from operation and reliability.

It has available and known for a specific type of replacement and repair methods, maintenance of performance, estimated in kind and in monetary terms. This is what infrastructure is in a narrower sense.

Examples of infrastructure with these properties

For an oil company, it is a pipeline system. The infrastructure consists of oilfield pipelines for various purposes, as well as external transport of gas and oil and on-site pipelines at pumping and treatment units for water, gas and oil. Quantitative characteristics her:

• diameter (mm), length (km), wall thickness (mm), as well as the purpose of pipelines (mixture / water / gas / oil, etc.);
• throughput (expressed in m 3 / ton per day);
• service life of each of the pipelines (number of years);
• the number of incidents and accidents on them (pcs.), environmental damage (rubles), production losses (rubles), penalties (rubles);
• technical diagnostics and maintenance (RUB / km), corrosion protection (RUB / km), repair of defects (RUB / km / unit), as well as replacement (RUB / km).

The infrastructure of an oil company includes:

Gas and oil treatment facilities;

Power lines;

Production wells, including downhole equipment;

For country / city:

Structures and buildings, including social facilities, housing stock, etc .;

Transport communications, including power lines, rail and road networks;

Pipeline infrastructure - sewerage, cold and hot water supply networks;

sewage treatment plants, landfills;

The state and business spend a lot of money on infrastructure, and a significant part of the population works for its construction, maintenance and operation. Since it is mostly financed from the federal budget, the problems and issues related to its functioning are of interest to many.

A structure is a set of elements that make up a system and stable connections between them. The structure of an enterprise is the composition and ratio of its internal links: workshops, departments, laboratories and other components that make up a single economic object. The factors that determine the structure of an enterprise are: the nature of the product and its manufacturing technology, the scale of production, the degree of specialization of the enterprise and its cooperation with other factories and plants, as well as the degree of specialization of production within the enterprise.

There is no firm standard for structure. The structure of a particular enterprise is constantly being adjusted under the influence of production and economic conditions, scientific and technological progress and socio-economic processes.

Along with this, with all the variety of structures, all manufacturing enterprises have identical functions, the main of which is the manufacture and sale of products. To ensure normal functioning, the enterprise must have in its composition workshops or workshops for the manufacture of basic products (performance of work, provision of services) and maintenance of the production process.

In addition, each enterprise, regardless of its size, industry affiliation and level of specialization, is constantly working on placing orders for the manufacture of products; organizes its safety and sale to the customer; ensures the purchase and supply of the necessary raw materials, materials, components, tools, equipment, energy resources.

Finally, in order for each employee at any time to do exactly what is needed by the rest and the entire enterprise as a whole, governing bodies are needed. These bodies are entrusted with the task of defining a long-term strategy, coordinating and monitoring the current activities of personnel, as well as recruiting, registering and placing personnel. All structural links of the enterprise, thus, are interconnected with the help of the management system, which becomes its parent body.

In contrast to the general structure, the production structure of an enterprise is a form of organization of the production process and is expressed in the size of the enterprise, in the number and composition of workshops and services created at the enterprise, their layout, as well as in the composition, number and layout of production sites and workplaces. inside workshops, created in accordance with the division of the production process into large units, partial production processes and production operations.

The production structure characterizes the division of labor between the divisions of the enterprise and their cooperation. It has a significant impact on the technical and economic indicators of production, on the structure of enterprise management, the organization of operational and accounting.

The production structure of the enterprise is dynamic. As the technique and technology of production, management, organization of production and labor are improving, the production structure is also improving. The improvement of the production structure creates conditions for the intensification of production, the efficient use of labor, material and financial resources, and the improvement of product quality.

Elements of the production structure

The main elements of the production structure of the enterprise are workplaces, sites and workshops. The primary and most important link in the spatial organization of production is workplace... A workplace is an organizationally indivisible link in the production process, served by one or more workers, designed to perform a specific production or service operation, equipped with appropriate equipment and organizational and technical means. One worker can work at a workplace (for example, a turner at a lathe, a locksmith at a vice) or a group, a team of workers (for example, a blacksmith, a heater, a handler at a blacksmith's hammer, a team of locksmiths at an assembly stand). In some cases, a multi-station workplace is created when one worker uses two or more pieces of equipment.

Site - a production unit that unites a number of jobs, grouped according to certain criteria, carrying out part of the general production process for the manufacture of products or maintenance of the production process. In small and medium-sized enterprises where a shopless structure has been introduced, the production area may have the characteristics of a shop (see below). Only the degree of administrative and economic independence of such a site is less than that of a shop, and the service apparatus is much more limited than the apparatus of a shop. At the production site, in addition to the main and auxiliary workers, there is a manager - a foreman of the site.

Production sites are specialized in detail and technology. In the first case, the workplaces are interconnected by a partial production process for the manufacture of a certain part finished product; in the second - by performing the same operations.

The sections, interconnected by permanent technological links, are united into workshops.

The shop is the most complex system that is part of the production structure, which includes production sites and a number of functional bodies as subsystems. Complex relationships arise in the shop: it is characterized by a rather complex structure and organization with developed internal and external connections.

The shop is the main structural unit of a large enterprise. It is endowed with a certain production and economic independence, is a separate organizational, technical and administrative unit of production and performs production functions assigned to it. Each workshop receives from the plant management a single task that regulates the amount of work performed, quality indicators and marginal costs for the planned amount of work.

Usually, the following types of workshops and production areas are distinguished: main, auxiliary, service and secondary.

In the main workshops and production areas, either a certain stage of the production process is carried out to transform the main raw materials or semi-finished products into finished products of the enterprise (for example, foundries, mechanical and assembly shops at an engineering plant), or all stages of production are carried out for the direct manufacture of any product or parts of it (refrigerator workshop, round gauge workshop, etc.)

Auxiliary shops or sections contribute to the production of the main products, creating conditions for the normal operation of the main shops: they equip them with tools, provide energy, etc. The auxiliary shops include repair, tool, model, energy and some other shops.

Service shops and farms carry out work on the maintenance of the main and auxiliary shops, transporting and storing raw materials, semi-finished products and finished products, etc.

Side shops are engaged in the use and processing of waste from the main production (for example, a consumer goods shop).

These principles underlie the structure of an enterprise in any industry. Enterprises have especially much in common in the construction of auxiliary and service farms. Repair and energy shops, transport and storage facilities are created at enterprises of any industry. The machine-building enterprise has a tool shop, and the textile factory has a roller and shuttle workshop, which make the tools necessary for textile production.

At the same time, enterprises of various industries have and individual characteristics in the structure, which are determined mainly by the nature of the main production. As for the organizations for servicing workers, they, as a rule, are of the same type with those that exist at enterprises in other industries.

Specialization of workshops

The main production workshops are formed in accordance with the profile of the enterprise, as well as depending on the specific types of products, scale and production technology. At the same time, they are faced with the tasks of timely release of products, reducing production costs, improving the quality of products, the possibility of operational restructuring of production for the release of new products in accordance with rapidly changing market needs. These tasks are solved on the basis of rational specialization and placement of workshops, their cooperation within the enterprise, ensuring the proportionality and unity of the rhythm of the production process from the first to the last operation.

The specialization of workshops takes the following forms: subject; detailed (aggregate); technological (staged); territorial as well as mixed.

Subject specialization consists in concentrating in separate shops the main part or the entire production process for the manufacture of specific types and sizes of finished products. For example, in a confectionery factory there are separate workshops for the production of caramel, for the production of cookies and for the production of cakes. Common to these various workshops is unified engineering services, logistics and sales of products, storage facilities, which reduces their overall production costs.

Part-by-item (aggregate) specialization is most common in mechanical engineering. Its essence lies in the fact that for each workshop is assigned the production of not the entire machine, but only individual parts or assemblies. For example, at an automobile plant in specialized workshops, engines are separately manufactured, separately - a gearbox, a cab, etc. All these units are transferred to the assembly workshop, where the finished car is assembled from them.

Technological (stage) specialization is based on the operational division of labor between workshops. At the same time, in the process of movement of objects of labor from raw materials to finished products, fundamental differences in the production technology of each workshop stand out. So, at a textile mill, the raw materials are first sent to the carding shop, where they are converted into fiber. The latter goes to the spinning shop. From the fiber in this workshop, threads are spun, from which linen is made in the weaving workshop. Final finishing canvases are produced in the dyeing shop.

At a number of enterprises, in order to improve the quality of processing, reduce production costs or improve sanitary working conditions, one kind of technological operation is assigned to individual shops and sections. For example, painting of individual units and parts from which finished products are assembled. These can be operations of heat treatment, drying of materials, etc., i.e., a separate technological stage of manufacturing finished products... The stage specialization of workshops and sections is widely used in almost all industries, in construction, and partly in agriculture.

The territorial specialization of production units is most typical for transport enterprises, Agriculture and construction. At the same time, each workshop, site can perform the same work and produce the same products, but in different, distant territories.

A mixed type of production structure is often found in light industry (footwear, clothing industry), in mechanical engineering and in a number of other industries. This type of production structure has a number of advantages: it provides a decrease in the volume of intrashop transportations, a reduction in the duration of the production cycle for the manufacture of products, an improvement in working conditions, and a decrease in the cost of production.

Improvement of the production structure implies the expansion of subject and mixed specialization, the organization of sections and workshops with a high load of equipment, the centralization of the auxiliary divisions of the enterprise.

Auxiliary and service production processes have a significant impact on the economy of the enterprise. For the main production, it is necessary to supply materials, semi-finished products, energy of various types, tools, and transport. The fulfillment of all these diverse functions is the task of the auxiliary divisions of the enterprise: repair, instrumental, energy, transport, warehouse, etc. Despite the fact that many work on the maintenance of production (manufacturing of spare parts, tools, small mechanization and vehicles, etc.) can be performed at specialized enterprises or factories that manufacture equipment, specific gravity such work at modern enterprises is large enough.

Auxiliary and service divisions form the production infrastructure of the enterprise.

The production infrastructure of an enterprise is a complex of subdivisions and services, the main task of which is to ensure the normal (without interruptions and stops) functioning of the main production and all areas of the enterprise.

The composition of the industrial infrastructure of an enterprise is determined by the characteristics of the main production, the type and size of the enterprise and its production links.

The normal course of the production process can proceed only under the condition of uninterrupted supply of materials, blanks, tools, equipment, energy, fuel, adjustment, maintenance of equipment in working order, etc. The complex of these works constitutes the concept of maintenance of production or production infrastructure.

Production maintenance is an integral and most important part of the production process maintenance system. Maintenance of production includes the functions of ensuring the technical readiness of the means of production and the movement of objects of labor in the process of manufacturing products.

Tool services and workshops of the plant must timely provide production with tools and equipment of high quality at minimum costs for their manufacture and operation. The introduction of advanced technology, the mechanization of labor-intensive work, an increase in the quality of products and a decrease in their cost price largely depend on the work of tool shops and services.

The repair shops and services of the plant ensure the working condition of the technological equipment by means of its repair and modernization. High-quality repair of equipment increases its service life, reduces losses from downtime and significantly increases the overall efficiency of the enterprise.

Energy shops and services provide the company with all types of energy and organize its rational use. The work of these shops and services contributes to the growth of the power-to-labor ratio and the development of progressive technological processes based on the use of energy.

Transport, supply and storage facilities and services ensure the timely and comprehensive supply of all material resources, their storage and movement in the production process. The rhythm of the production process and the economical use of material resources depend on their work.

The shops and services of auxiliary and service production are not directly involved in the creation of the main products of the plant, but by their activities they contribute to the normal operation of the main shops.

The general characteristic features of the organization of production in auxiliary and service divisions are:

Low level of concentration, specialization and cooperation;

Small-scale and individual production;

Party and unit methods of organizing production;

The absence in some cases of justified calculations of the standards for the organization of production;

Low level of labor mechanization;

A significant proportion of employed workers;

Low labor productivity and high costs of production, services, work.

Currently, at most machine-building plants, the entire range of maintenance work is performed by the enterprises themselves, which leads to large irrational costs: dispersion of funds, labor, equipment, etc.

Fragmentation of support services, low level their specialization hinders the creation of an appropriate technical base and progressive forms of organization of auxiliary work. Ancillary industries are characterized by single and small-scale production types with significant costs. manual labor, and the manufactured products are much more expensive and of lower quality than at specialized enterprises. For example, the production of certain types of tools and spare parts in the tool and repair shops of machine-building plants is two to three times more expensive than at the factories of the machine-tool industry, and the cost of overhaul often exceeds the cost of new equipment.

The underestimation of the role of subsidiary farms has led to a significant gap in the level of technology and organization of the main and auxiliary production, the specifics of work on the maintenance of production in many cases makes it difficult to mechanize and regulate them. This led to a high number of auxiliary workers, reaching more than 50% of the total number of workers in machine-building enterprises, while in a number of industrial countries this figure is half that. For example, the number of repairmen in the total number of workers at enterprises in the United States is 5%, and in our country - 15%; transport workers, respectively - 8 and 17%, which is mainly due to different levels specialization and mechanization of works on technical maintenance of production. In the United States, the majority of production maintenance work is performed by specialized firms, 88% of engineering enterprises do not have their own tool shops and purchase all tools from the outside.

Auxiliary production and maintenance in an enterprise can employ up to 50% of all workers. Of the total volume of auxiliary and maintenance work, transport and storage accounts for approximately 33%, repair and maintenance of fixed assets - 30%, instrumental maintenance - 27%, energy maintenance - 8% and other work - 12%. As a result, repair, energy, instrumental, transport and storage services account for approximately 88% of the total volume of these works. Improving the efficiency of technical maintenance of production as a whole depends to the greatest extent on their correct organization and further improvement.

The increase in the technical equipment of enterprises, the mechanization and automation of the main production necessitate a radical improvement of technology and the organization of auxiliary work, bringing them closer to the level of the main production.