Drawing up the production structure of the enterprise. Production structure of the enterprise. Organizational structure of enterprise management

Briefly manufacturing structure of the enterprise, the structure of the engineering enterprise, the types of the enterprise's production structure, the improvement of the enterprise's production structure, the structure of the enterprise's fixed assets, the shop structure of the enterprise, the informational structure of the enterprise, the subject structure of the enterprise, the enterprise mixed structure, the enterprise's technological structure | Project Company ICT "\u003e

We will not confuse the production structure with the general structure of production or organizational structure.

General structure of the enterprise - This is the composition of all its units, including cultural and household facilities (sanatoriums, canteens, housing and communal services, medical facilities, kindergartens, sports grounds, gyms, museums, etc.).

Organizational structure of the enterprise - this is the composition of such divisions as cEO, accounting, economic department etc. and establishes the relationship between them.

Production structure of the enterprise It establishes the division of labor among all the participants in production, as well as the scheme of interaction, cooperation between them. Production structure has an impact on, accounting, etc.

The purpose of all manufacturing units Enterprises, regardless of their functions, is the provision of high product production performance at minimal costs. Based on this, the production structure of the enterprise is constructed, it establishes the rational placement of workshops and sites in the enterprise, specialization of workshops, location and composition of equipment in the workshop, transport movements between the shops. The structure provides uninterrupted, highly efficient production of products throughout the chain of the technological process from the first operation to the latter for all the output parts. Long movements of parts between operations and other losses that do not add product value, but affect its cost.

Over time, the composition produced by the parts is changing, so it is necessary to restructure the workshops, regions of the enterprise for the release of new parts, adjusting the production structure of the enterprise, etc. This is necessary to constantly monitor, as the market changes quickly, the company may not notice how new products will begin to produce, using the old structure that may not be rational, which can not be made cost-effective production.

Types of manufacturing structure of the enterprise

Applied celebration, beef and corpus production structures of the enterprise. Workshop structure Includes the availability of workshops, plots, jobs. Bezekhova - Plots, jobs. Corps - body, production, cores, plots, jobs.

In turn, the workshop, the plots of the main production may be the next production structure.

— Subject structure of the enterprise. All items and products of the enterprise are grouped by the same type and each workshop makes one or another type of products (machine spindles, rear bridges, engines, gearboxes, etc.) Each workshop processes parts or products of only its group, while in each workshop can Being your own composition and quantity of various equipment.

— Technological structure of the enterprise. Each workshop performs its own part of the technological process. Foundry shop, blacksmith shop, mechanical workshop, assembly shop, etc.

— Mixed structure of the enterprise. Part of the workshops can be with the subject, and a part with the technological type of the enterprise's production structure. This is the most common structure of manufacturing enterprises.

Befooty structure of the enterprise. The main units are production sites. The most common in small, simple enterprises, as it is impractical to create goals here.

Costa structure of the enterprise. The main unit is a housing in which several sites are located.

Combine structure of the enterprise. The main unit division that manufactures technologically complete part of the finished product, for example, metal rolling, etc. This type is suitable for large enterprises, with complex multistage processes - metallurgical plants, etc.

As seen, the production structure of the enterprise has a great influence:

- Industry of the enterprise.

- type of production (single, serial, mass).

- the size of the enterprise.

- complexity of the technological process. The harder the technological process, the more difficult the production structure of the enterprise.

- Nomenclature of products. Diversity and complexity of products.

- character manufacturing process In the workshops of the main, auxiliary, serving production.

- Flexibility of production to the release of new products.

- Territorial location of the enterprise. The supply of gas, water supply systems, the presence of transport highways, etc.

Brief manufacturing structure of the machine-building enterprise

The main unit is a workshop that can be of various types (subject, technological, etc.), as well as refer to the main, auxiliary, serving or other production.

As a rule, on machine-building enterprises A mixed production structure was adopted in which the procurement workshops (foundries, blacksmiths, etc.) have a technological structure, and mechanical and assembly - subject.

For the work of small volumes, the workshop is not created, for this, a plot is created, for example, a color area.

Enterprises can be a complete cycle and not complete. The production of the full cycle has in its composition all the necessary workshops, sites, jobs for the production of products from beginning to end. In the production of incomplete cycle there may be some workshops or sections, for example, assembly, etc. The final production of products in this case occurs on cooperation with other enterprises that specialize in these types of work.

Primary productionWhich manufactures the main products consists of:
- blank shop (foundry, blacksmith, etc.).
- machining shop (mechanical, thermal, paint and varnish, electroplating, etc.)
- assembly shop (welding, etc.)
- Test shop.

Auxiliary productionwhich provides the work of the main production:
- Tool workshop (manufacture of tool specials, special equipment, etc.)
- repair shop (equipment repair, etc.)

Servicing productionwhich provides the work of the main and auxiliary industries:
- Warehouses.
- Transport shop.

The composition of the workshops and sites depends on the set above the factors presented and may differ on each engineering enterprise, but the essence of one to ensure the production of products at minimal costs.

The location of the workshops on the territory of the enterprise is located in the procedure of performing the technological process: the preparatory workshop - the mechanical workshop - the assembly shop to reduce the costs of transportation between the workshops.

The mechanical workshop contains various sections, (plumbing, turning, milling, plot of manufacture of shafts, etc.). Plots contain jobs. The location of the machines on the plots can be performed according to various scheme: potion location and group.

With a flow of the machines, they are located in the sequence according to the process, so the part makes minimal movements between operations.

The group location of the machines is aimed at handling group parts. Details are selected by defined features similar to surfaces, etc., so the machines process different parts without reference. For group parts processing, the same tool and snap-in are used.

Structure of the main funds of the enterprise

The structure of fixed assets of the enterprise is given importance. Analysis of fixed assets includes the balance sheet value of buildings, equipment, transport, etc., the specific weight in percentage, degree of wear and other data.

The purpose of this analysis to learn the indicators fondo studios. Revenue of sales products for 1 ruble of the average annual value of fixed assets. It shows the effectiveness of the use of fixed assets of the enterprise in comparison with past periods or other similar enterprises.

Other are also defined important indicators Fundamental Funds - Forentorebelity, etc.

Improving the production structure of the enterprise

Improving the production structure of the enterprise can increase economic indicators Enterprises, lead to savings of fixed assets, reduce their wear, increased profits, etc.

It is necessary to strive to reduce the volume and number of auxiliary and servicing production without reducing the main production, which is occupied by the production of main products. It is possible to use cooperation for repair of equipment, etc.

It is also important to the content of unnecessary territory, it is possible to combine workshops or sections without loss of production norms, thus reduces the cost of maintenance of territories, premises and transport movements between the shops.

The main ways to improve the manufacturing structure of the enterprise:

- Enlargement of workshops, enterprise sites.

- automation of production processes (machines with CNC, robots, etc.).

- Effective organization of workshops, plots.

- Reducing the auxiliary and maintenance production without reducing the main one.

- Establishing rational planning of the enterprise, and constant adjustment with changes in production.

- Establishing the proportionality between all the elements of the structure of the enterprise.

- Implementation of leaning production.

- Adoption of the philosophy of Kaizen.

- Other methods of improving production.

Also, perhaps you will be interested:

The production structure of the enterprise is the spatial form of the organization of the production process, which includes the composition and size of the enterprise's production units, the form of their relationships among themselves, the ratio of power units ( bandwidth Equipment), the number of employees, as well as the placement of divisions in the territory of the enterprise.

The manufacturing structure of the enterprise reflects the nature of the division of labor between individual units, as well as their cooperative relations in a single production process for the creation of products. It has a significant impact on the efficiency and competitiveness of the enterprise.

Under the manufacturing structure of the enterprise understand the composition of the workshops, enterprise services and the nature of the links between them.

The production structure of the enterprise is determined by:

• · The character of the products produced;
• · Complexity;
• · Type of production, primarily the product range and output;
• · Forms of relationships with other enterprises.

Depending on the coverage of the stages of the life cycle, the product distinguishes the complex and specialized structure of the enterprise.

• · The complex structure is focused on a relatively large part of the "Idea - production - consumption" cycle. Such a structure is characteristic of scientific and production associations (NGOs). It includes research units, cores or production units of the main, auxiliary and servicing production. Organizations of this type are often fully responsible for the development, production and operational maintenance of equipment.
• · Specialized structure focuses on a separate stage of the product life cycle, as a rule, on the production of products, and includes all the necessary divisions for this.

Enterprises can be specialized on release finished products (Subject specialization), details or nodes (node \u200b\u200bor detailed specialization), performing certain operations (technological specialization).

Depending on the forms of administrative and economic separation of enterprise divisions, the production structure may be different species. The most common shop structure. In addition to the workshop in the industry, other types of production structure are also formed: beans, cabinet (block), combine.

The befoot production structure is formed on small and some medium-sized enterprises, where instead of workshops are created by workshops or production sites, as a rule, subject-closed. The beech structure allows you to simplify the enterprise management apparatus (production unit), closer to the workshop, increase the role of the master.

With a housing (block) structure of a group of workshops, both basic and auxiliary, combined into blocks. Each workshop unit is placed in a separate building. With a corpus structure, the need for territory decreases and the costs of its improvement decrease, transport routes and the length of all communications are reduced. Especially effectively combine shops related to the technological process or having close and sustainable production ties.

The plant structure is used in those industries where multiple, or complex, recycling of mineral or organic raw materials are carried out on a large scale, i.e., where the prevailing type manufacturing enterprise is the plant. In this case, production units are organized on the basis of rigid technological relations, which are continuous technological flows.

The main elements of the shop production structure of the enterprise are jobs, sites and cores.

The primary link of the spatial organization of production is the workplace.

The workplace is called an indivisible in organizational relation (in these specific conditions) a production process link, serviced by one or more workers, intended to perform a certain production or maintenance operation (or a group of them) equipped with relevant equipment and organizational and technical means.

The workplace may be simple and complex. A simple workplace is typical for the production of discrete type, where one employee is busy using specific equipment. A simple workplace may be single and multiple. In the case of the use of complex equipment and in industries using hardware processes, the workplace becomes complex, as a group of people (brigade) is serviced with a certain delimitation of functions when performing the process.

The workplace may be stationary and movable. The stationary workplace is located on a fixed industrial area equipped with appropriate equipment, and labor items are submitted to the workplace. The moving workplace moves with the appropriate equipment as labor objects are handled.

Depending on the features of the work performed, jobs are divided into specialized and universal.

From the level of organization of jobs, reasonable to determine their quantity and specialization, coordination of their work in time, the rationality of the location on the production area substantially depend on the final results of the enterprise.

Plot - The production unit, which combines a number of jobs grouped according to certain features, carrying out a part of the total manufacturing process on the manufacture of products or maintenance of the production process. In the production site, in addition to the main and auxiliary workers, there is a leader - a plot master . Production sites specialize equally and technologically. In the first case, jobs are interconnected by a partial production process for the manufacture of a specific part of the finished product; In the second - to fulfill the same operations.

Plots associated with permanent technological connections are combined into the workshop.

Shop - The most complex system included in the production structure, which includes production sites and a number of functional organs as subsystems. In the workshop there are complex relationships: it is characterized by a rather complicated structure and organization with developed internal and external relationships.

The workshop is the main structural unit of a large enterprise. It is endowed with a certain production and economic independence, is separate in the organizational, technical and administrative attitude of the production unit and performs the industrial functions attached to it. Each workshop receives a single planned task that regulates the amount of work performed, qualitative indicators and limiting costs for the planned scope of work.

For maintenance of basic and auxiliary workshops, industrial farms are created:

• - storage facilities;
• - energy economy (power grid, transistor);
• - transportation economy (depot, garages, paths);
• - Sanitary and technical economy;
• - Central factory laboratory.

Select the subject, technological and mixed (object-technological) production structure.

In the technological principle of specialization, the plots include jobs and equipment designed to perform individual technological operations.

The advantage of such a structure is: simplicity of the production link, the possibility of a quick transition from one product nomenclature to another, the possibility of high equipment loading, the use of rational progressive technological methods for the production of products.

In the subject principle of specialization, the equipment is selected according to the principle of direct flow according to the technological process. As the advantage of the substantive sign of the construction of a production structure, it is possible to name the use of production methods, high-performance equipment, the possibilities of integrated mechanization and automation of production processes, compliance with the principle of direct flow.

A mixed version is also possible - the subject-technological specialization (for example, the procurement goals are organized by the technological principle, and the assembly - according to the subject matter).

Course work

"Production structure of the enterprise"

Introduction

The production structure of the enterprise is an internal structure of the enterprise, i.e. A combination of its interconnected units (workshops, sites, departments, services, farms, jobs) and communications. The production structure of the enterprise is created in the construction and reconstruction of the enterprise. The right choice of its species predetermines the efficiency of production. However, it cannot be arbitrary, since, in turn, is determined by the type of production, level and form of specialization and cooperation of production.

Relevance This topic is that independently of the industry to which the enterprise belongs, the issue of production structure is one of the key in the management system. From the correct and well-developed structure depend on the results of the economic activity of the enterprise, as well as the effectiveness of all flowing processes.

Subject In this course work is the process of creating a production structure, and object - A combination of elements of the enterprise's production structure.

goal Course work - theoretical study of the issue. To solve this purpose, select the following tasks:

1.) consider the theoretical foundations of the production structure;

2.) Allocate factors affecting the production structure;

3.) Analyze the principles of the specialization of structures;

4.) To trace how the main production in the enterprise is organized;

5.) Consider on the example of an enterprise from NGDU;

6.) Describe the way of improving production structures.

Work structure: Course work consists of 2 chapters, each includes three points.

1. The concept of the production structure of the enterprise

1.1 Definition of the production structure of the enterprise

The production structure of the enterprise is a form of organization of the production process, in which the size of the enterprise, composition, number and specific gravity manufacturing units, as well as their sites and jobs. The production structure of enterprises affects the size of the enterprise, the types and nature of products manufactured, the technology of its manufacture, the stage and the degree of production cooperation.

Depending on the processes and activities, the main production, auxiliary, serving units, non-industrial farms and management services are distinguished.

The main production units determine the production profile of the enterprise. They carry out the production process, as a result of which raw materials and auxiliary materials are converted into finished products.

Auxiliary units are intended for the material and technical support of the enterprise with the energy of different types, performing repair work.

Serving - to carry out work on the transportation and storage of material resources, finished products (transport, warehouse). Non-industrial farms include divisions that provide household, social, cultural service of enterprise employees (dining rooms, medical institutions, recreation centers), utility agriculture and its own trading network.

Management services carry out the organization and regulation of the activities of all enterprise divisions. The total manufacturing structure of the enterprise should ensure the rational relationship between its divisions, the normal and uninterrupted work of the enterprise, the continuous increase in production efficiency.

The production structure of the enterprise includes divisions of only industrial purposes. It does not include public utilities and service facilities (housing and communal services, sanitary and medical and educational institutions, socio-cultural and domestic facilities), as well as management and plant management services (factory management, fire department, passing, pass bureau etc.). (2, p. 124)

In practice, there are three levels of elements of the manufacturing structure of the enterprise:

Come, farms, services;

Plots, branches, spans;

Workplaces.

The primary link in the organization of the production process is workplace . It is part of the production area equipped with the necessary material and technical means (equipment, tools, instruments, industrial furniture) with which a working or working group (brigade) performs individual production production operations or maintenance of the production process.

The nature and features of the workplace largely determine the type of production structure. It may be simple (the worker serves one machine), multi-service (the worker serves several machines) or collective (several workers work on one workplace). A combination of jobs on which technologically homogeneous work or various operations for the manufacture of homogeneous products are performed, forms a production site. Production area represents a combination of jobs that carry out part of the technological process and intended to perform technologically homogeneous work or different operations for the manufacture of homogeneous products.

The production site is assigned certain means of production: area, equipment, devices; The number of employees necessary to perform allocated works.

In large and medium-sized enterprises, production sites are combined into goals.

Shop - An organizational and separate part of the enterprise, uniting manufacturing and serving sites, as a rule, with limited independence on business and financial relations, in which products are manufactured or a certain stage of the production process is performed. The workshop consolidates the production area and property. The head of the head, who adopts independent decisions about the organization and operational management of production, personnel alignment, remuneration, and conducting consumption of material resources and shipment of products. Heads of plots, master, service managers help the head of the workshop in the management of production. (4, p. 108)

In mechanical engineering and some other industries (in particular, in metallurgy), four groups of workshops are distinguished: basic, auxiliary, utility, side. In the main workshops, operations for the manufacture of products intended for implementation are performed. In mechanical engineering - these are procurement, processing and assembly goals, in metallurgy - domain, steel-smelting and rolling. Auxiliary goals carry out energy, transport, repair and construction and repair and installation maintenance of the main workshops. Utility sets are designed for the manufacture of material and real components of production: tools, equipment, containers, non-standard equipment, etc. Side sets are engaged in the disposal and processing of waste and utility production (pressing and wrestling chips, the manufacture of enamel-dishes, other consumer demand goods, etc.). In the manufacturing structure of the enterprise, in addition to these four groups of workshops, two more farms are allocated: warehouse and yard.

Sometimes homogeneous goals in large enterprises are combined into the housing. In small enterprises with relatively simple production, it is impractical to create cchens.

Figure 1 shows the scheme of the production structure of the workshop.

Fig. 1. Production structure of the workshop (7, p. 140)

There are workshop, invalid and corpus production structures.

The shop structure includes shops, plots, jobs;

The beef structure contains sections, jobs;

The case structure includes a housing, production, cores, plots, jobs.

Currently, organizational forms of small, medium, large enterprises are common, the production structure of each of which has its own characteristics.

The production structure of a small enterprise has a minimum or does not have structural production units at all, the control apparatus is insignificant, the combination of management functions is widely applied.

The structure of medium-sized enterprises implies the selection of workshops in their composition, and in the befoot structure - plots. Created minimally necessary to ensure the functioning of the enterprise own auxiliary and serving units, departments and services of the management apparatus.

Large enterprises in the manufacturing industry have a full range of production serving and control units.

Despite the variety of workshops and plots of main production, they are formed on specific features determining their structure. Such signs include technological and subject specialization. (4, p. 106)

1.2 Factors defining the production structure

The production structure of enterprises is very diverse and is formed under the influence of the following factors:

Production type, level of its specialization and cooperation;

Nomenclature of manufactured products used inventive material resources, methods for their preparation and processing;

Scale of production;

The nature of the production process in basic, auxiliary, side and utility shops;

Composition of equipment and technological equipment of production (universal, special or non-standard equipment, conveyor or automated lines);

System of organizing equipment and its current repairs (centralized or decentralized);

The level of requirements for product quality;

The ability of production quickly and without big losses to rebuild to the release of new products;

The degree of constructive technological homogeneity of products.

The main task of the manufacturing structure of the enterprise is to ensure the rational organization of the production process in space. To do this, when placing individual units in the territory of the enterprise are guided by the following basic principles:

- Location of workshops along the production process. To ensure the principle of direct flow, the main goals should be placed on the territory of the enterprise in the course of the production process: Procurement → Processing → Assembly;

- Location of warehouses at the entrance / exit company. Warehouses of raw materials and basic materials should be placed on the part of the access roads for the importation of goods near the procurement workshops, the warehouses of the finished products - near the assembly shops from the driveway for the export of goods; The location of the auxiliary and utility shops is closer to the main, consuming their products without disturbing the main freight traffic;

- Placing production facilities with ensuring the rationality of transportation. Come, warehouses and other facilities of the enterprise's production infrastructure should be placed in such a way as to ensure the shortest path of movement of materials and the smallest mileage vehicle during the production process (without reverse and counter movement, unnecessary intersections);

- placement of production facilities, taking into account external factors (natural, social, technogenic). Come, serving enterprise farms, should be placed taking into account the winds of the winds, the possibilities of natural lighting and ventilation, in compliance with the established architectural and construction, sanitary, fire and other norms provided for enterprises this profile;

- block structure of elements of the production structure. Separate units, homogeneous on the technological process or closely interconnected in the course of the production process, should, if possible, is combined into groups (foundry, black, woodworking, mechanical collection) with accommodation in one case;

- The possibility of increasing and modifying the production structure. Objects on the territory of the enterprise and its divisions should be placed so that there is the possibility of their further expansion and reconstruction with minimal cost time and resources;

- Maximum use of volume and area (land, buildings, premises). This requires dense placement and blocking of buildings, an increase in their floors, simplifying the configuration of buildings and a land plot, rational use of the area and space for travel (passages), the use of suspended, underground and multi-tier transport highways and junctions, storage sites and shipping. (3, p. 15)

1.3 Basic principles for the formation of a production structure

The basic principles of the formation of the enterprise's production structure are technological, subject and mixed. Allocate also in addition and subject-closed principle.

According to the technological principle, units are allocated, which perform a certain part of the technological process, common to most types of products manufactured by the enterprise. It provides high equipment loading, but it makes it difficult for operational and production planning, the production cycle is extended due to the increases in transport operations. Technological specialization is used mainly in single and small-scale production. The technological structure developed as the technical armament and scale of production increase. Separate phases of production were gradually allocated to independent divisions.

According to the subject matter, there are sets or areas for the manufacture of products of one type or homogeneous products of several species. They carry out various technological operations and used heterogeneous equipment that serve workers from different professions and qualification levels. This allows you to concentrate the production of parts or products within the workshop (site), which creates prerequisites for the organization of direct-flow production, simplifies planning and accounting, reduces the production cycle. Subject specialization is characteristic of large-scale and mass production.

The production structure for the mixed principle is based on a combination of technological and subject principles.

If within the workshop or the site, a complete cycle of manufacturing the part or product is carried out, this unit is called the subject-closed. Tsehi (plots), organized by the subject-closed principle of specialization, have significant economic advantages, since the duration is reduced. production cycle As a result of a complete or partial elimination of oncoming or returned movements, the loss of time is reduced to the equipment reference, the planning system is simplified and operational management Proceedings.

The formation of the production structure, the allocation of workshops, sites and separations depends on the specific conditions, taking into account the size of production, the level of manageability and responsibility of personnel, organization of accounting. Its correct choice makes it possible to improve the organization of labor and production, planning and accounting, ensure the clarity and efficiency of production management. The structure of the enterprise over time may vary: new units are organized, they are enlarged or differentiated depending on the objectives and conditions of management. (8, p. 254)

A comparison of production structures in a technological and subject specialization is shown in Figures 2 and 3.

Fig. 2. Production structure of an enterprise with technological specialization (fragment) (9, p. 124)

Fig. 3. Production structure of an enterprise with subject specialization (fragment) (9, p. 124)

2. The structure of the main production of the enterprise

2.1 Structure of the main production

The main method of the enterprise's technological and economic points of view is the main goals that determine the volume of production and the main economic indicators of the enterprise's work.

Classification of the main workshops in the manufacture of the finished product are similar to the classification of production processes:

- procurement (foundry, blacksmith, press, metal structures);

- machining (mechanical, woodworking, thermal, electroplating);

- Assembly (cores of the nodal and general assembly, test, painted machines).

Depending on the presence in the main production of the plant of production (s), processing (o) and assembly (C) workshops, two types of production structure are distinguished:

- Enterprises with a full technological cycle

- Enterprises with incomplete technological cycle

Primary production - Part of the enterprise's manufacturing process, during which the main materials are converted into finished products carried out in the main workshops. The nature and structure of O. p. Depend on the peculiarities of the products manufactured, the type of production and the technology used. In mechanical engineering, for example, to O. p. Refers the procurement (foundry, blacksmith, press), machining (mechanical, stamping and mechanical) and assembly goals; In metallurgy - the smelting of cast iron in domain furnaces, steel in steel-smelting units, production finished rental on rolling mills; In textile production - spinning and weaving and finishing offices.

Basic production can be:

* synthetic, where one or more types of products (cars, shoes, etc.) are created from many types of raw materials (cars, shoes, etc.);

* Analytical - obtaining from one type of raw materials of various types of products (in coke-chemicals, on meat processing plants, etc.);

* In the form of direct processes characteristic of mining industries and some single-stage industries, where one finished product (brick, cement, etc.) is created from one type of materials.

The main production is continuous (chemistry, metallurgy) or discontinuous (mechanical engineering, woodworking, light industry), aggregate or highly specialized.

The main production can be based on a technological basis when individual links are allocated on the technological homogeneity of operations (foundries, mechanical and assembly goals), according to the subject, when each part performs it all or most of the operations for the manufacture of a certain type of product (micrometer, gearboxes). Features of the organization of the main production depend on the type of production, the scale of the manufacture of the eponymous products, the repeatability of technological routes and operations.

In modern conditions, the level of mechanization is continuously rising. Manual and machine-manual processes are replaced with mechanical and automated. The concentration of operations and the introduction of multi-position methods of processing products in combination with automation creates prerequisites for productivity growth, intensification and increase production efficiency. The introduction of rotary lines leads to combination in time and in the space of the main and moving processes. The use of software control units allows you to use the benefits of production automation and creates the possibility of quick switching from one type of work to another. Machines and automate control.

Improving the main production is carried out in the direction of its specialization, i.e. Strict consolidation of an increasingly limited circle of a variety of works performed on each site of production. This is due to the standardization and unification of products and its parts and typing technological processes. The promising direction of the development of basic workshops is its further concentration, the production of production to optimal scales, in which the implementation and efficient use of advanced techniques is ensured. In many industries, the OD is increasingly approaching continuous, which leads to a reduction in production time. Based on improving the methods of organizing the production and implementation of operational management and regulation using computers, the rhythm of production is improved.

The main divisions occupy the predominant place in the total production costs. For normal operation, it is necessary for rational maintenance of its repair, tool, energy, etc., in some industries a comprehensive technology is being developed, covering all processes related to the manufacture of products.

Production structure of the main workshops

The production structure of the workshop is a complex of production sites, auxiliary and sub-separations in it with relevant communications. This structure reflects the division of labor between the individual divisions of the workshop, i.e. Intorane specialization and cooperation of production. The main structural unit of the workshop is the production site, which is a group of jobs combined by one or another, having administrative independence and headed by the Master. The basis of the formation of production sites, as well as workshops, a technological or subject specialization can be laid. In technological specialization, the plots are equipped with homogeneous equipment (group location of machines) to perform certain process operations. Thus, the mechanical workshop may include turning, milling, revolving, drilling, and other sections. In the subject form of specialization, the workshop is divided into objective and closed areas, each of which is specialized on the issue of a relatively narrow nomenclature of products that have similar constructive technological signs. In practical activity, as a rule, there are three types of subject-closed sections:

Production of constructive and technologically homogeneous parts (for example, sections of slide rollers, pinoles, sleeves, flanges, gears, etc.);

Production of constructive heterogeneous parts, the entire technological process of manufacture which consists, however, from homogeneous operations and the same technological route (for example, a plot of round parts, a plot of flat parts, etc.);

Production of all parts of the node, a shallow assembly unit or the entire product (pound system operational planningIn which the assessment kit is taken for the planning unit).

Design of the production structure of the enterprise

The company as an object of a spatial organization has a hierarchical structure, allows many alternative options for layout and planning solutions, which complicates accommodation. Therefore, the placement of units on the territory of the enterprise is advisable to perform in stages in the following sequence, necessarily ensuring the coordination of the results in the reverse order:

Come and public services on the territory of the plant;

Sections of workshops in the territory of the workshop;

Jobs and divisions in the site.

Depending on the nature of the products, the scale of the production and configuration of the land plot can be applied by various planning schemes of the enterprise with a different spatial organization of material flows.

Schemes of material flows in the enterprise:

a - dead-end with a pendulum movement;

b - ring with a flow of a ring;

in-long-end-through with direct-flow motion

The deadlock scheme of material flows involves combining the input and output of material flows at one point of space with the organization of the pendulum (back-back) traffic. In this case, the return of vehicles occurs according to the same paths as arrival. Using railway transport Perhaps one-rone movement. This scheme has an advantage that consists in saving on traffic development. However, counter transportation makes this scheme appropriate only in small enterprises with limited freight. Ring scheme of material flows. Having, like a dead-end scheme, input and output of material flows at one point, this scheme is free from the oncoming streams. At the same time, it requires additional costs to create more extended transport communications, which makes it use not always justified. The longitudinal-through scheme of material flows is the most rational of the three coverage of transport service schemes. With it are excluded both unwanted counter transportation and unnecessary road development costs. The input and output in this scheme are divorced in space. The adopted manufacturing structure of the enterprise is fixed in the passport of the enterprise and is displayed in its general plan. The company's master plan is designed or actual placement on the plan of the land plot of all its production and infrastructure facilities, coordinated with the peculfles of the terrain and the requirements of the territory improvement. In the passport and general plan of the enterprise, there is a list and planning scheme for the placement of all major and auxiliary workshops serving enterprises, buildings, structures, installed equipment and a list of operating (jobs) with an indication of occupied areas and distances, driveways and travel, underground and terrestrial engineering communications, etc. When developing a master plan, special attention is paid to the compactness of the development. With too long distances between the shops and sites, communications are extended, as a result of which transportation costs are growing, losses in electrical and heating networks, etc. At the same time, too tight construction makes it difficult to work by transport, prevents the expansion of workshops and farms, increases the fire hazard and danger of industrial injuries. An indicator of the compactness of the plant is the development coefficient.

Indicators characterizing the manufacturing structure of the enterprise Important indicators characterizing the production structure of the enterprise is the number of workshops, sites, and within them jobs, and other divisions and their specific value in production. As the last indicator, it is used in labor-intensive industries - the proportion of the number of employees of each unit in the total number of enterprises, and in the foundation - the proportion of the value of fixed assets in the total amount of the enterprise.

2.2 Production structure of the enterprise of the oil and gas industry

In drilling to the main production include the construction and installation of drilling rig, penetration and strengthening of the wellbore, its test. In accordance with this, the units of the main production of the drilling enterprise include the landing shop, drilling brigades, a tponight workshop and well development workshop. Auxiliary production in UBR is represented by a roll and repair shop of drilling equipment, a roll-repair shop of turbobuers (electrical structures) and pipes, a roll and repair shop of electrical equipment and power supply, the workshop of flushing liquids, a motorcycle shop, production automation workshop. In oil and gas production, the main production includes artificial promotion processes. oil and gas to the bottom of the well, the rise of oil and gas to the surface, preparation commodity oil and gas. The divisions of the main production of the oil and gas industry (NGDU) include the workshop of plastic pressure, oil and gas production (fishing), a complex preparation and pumping shop, gas compressor workshop. Extreme production in NGDU is represented by the workshop of underground and overhaul wells, rolling and repair shop. The workshop of operational equipment, the roll and repair shop of electrical equipment and power supply, the production automation shop, the research and development workshop and production work, construction and installation workshop and motorcycle shop. In NGDU, there may be other structural units Taking into account the peculiarities of the development of deposits in certain districts. For recent times, due to technical progress, the complex automation of production processes, the production structure of drilling and oil and gas-producing enterprises has undergone significant changes. Drilling office were strengthened and converted to UBR. Most auxiliary workshops that are members of UBR and NGDA are combined into the production service base (BPO). By changing the production structure of UBR and NGDU due to the fact that in the oil industry transferred management of the main production on the two-bred system (ministry - association). The manufacturing association has made a new, higher type of modern enterprise with broader rights and functions, with a new production structure. From the usual enterprise, the manufacturing association is characterized by a higher degree of concentration, specialization and cooperation of production, an effective combination of science and production. The research sector acts as an integral part of the production structure. NGDA management has become production units with some narrowing of their functions and rights. The most advanced production structure of enterprises provided the deepening of specialization, the wider introduction of new equipment and technology, a reduction in management personnel by eliminating unnecessary links, operational impact on the course of production, an increase in service culture. (11, p. 205)

2.3 Ways of improving the production structure

The main ways of improving the production structure imply: - Regular study of achievements in the field of design and development of developmental structures in order to ensure mobility and adaptability of the structure of the enterprise to innovations and new products; - Strengthening and replenishing enterprises and workshops; - Search and implement a more advanced principle of building shops; - Optimization of the number and size of the production units of the enterprise; - compliance with the rational relationship between the main, auxiliary and serving workshops; - constant work on rationalizing the planning of enterprises; - ensuring the proportionality between all the enterprise's workshops; - ensuring the compliance of the components of the production structure of the enterprise, the principle of proportionality of industrial capacity, progressiveness technological processes, the level of automation, personnel qualifications and other parameters; - ensuring the conformity of the structure of the principle of direct flow of technological Ocesses in order to reduce the duration of labor objects; - ensuring compliance of the level of quality of processes in the system (enterprise's production structure) level of system input system. Then the quality of the system's exit will be high; - Creating inside a large enterprise (association, joint Stock Company, firms) legally independent small organizations with subject or technological specialization of production; - rapid change in production profile in conditions market economy, improvement of specialization and cooperation; - development of production combining; - reduction of the regulatory service life of fixed assets; - compliance with schedules of the planning-preventive repair of the main production assets of the enterprise, reducing the duration of the repairs and improve their quality, timely renewal of funds; - achieving structurally technological uniformity Products as a result of broad unification and standardization; - improving the level of automation of production; - Creating beef, where possible, enterprise management structures. Compliance with the rational relationship between the main, auxiliary and serving workshops and plots should be aimed at increasing the specific gravity of the main workshops in terms of the number of employed workers, the cost of fixed assets, the share of the company's total profit. In a structurally, the enterprise economy should be formed as the economy of individual links and workshops. . The proportionality of those included in the enterprise of the links is characterized by a rational ratio of the production capacity of workshops and sections related to the joint production of the final product. (12, p. 325) The development of combination leads to the integrated use of raw materials and materials, saving live and effective labor, as well as a decrease in the harmful effects on the environment. Constructive and technological homogeneity of products creates good conditions To deepen the specialization of production, the organization of the flow and automated manufacture of products, an increase in their quality and reduce costs, which is necessary in a market economy. The following enterprise management structure leads to improving the management of its unit, reducing the servicing and managerial apparatus, and, consequently, to reduce costs Production and better response to changing demand for products. Properly built production structure predetermines the proportionality of all workshops and enterprise services, which, in turn, has a positive effect on improving technical and economic indicators: the level of specialization and cooperation, the rhythm of product manufacturing, productivity growth, improved product quality, reduction of the number management personnelThe most appropriate use of labor, material and financial resources, increasing profits.

Conclusion

The production structure of the enterprise reflects the division of labor between individual units, i.e. Intrafavorian specialization and cooperation of production.

According to chapter 1, we can make such conclusions:

1) The production structure of enterprises affect the size of the enterprise, the types and nature of the products produced, the technology of its manufacture, the stage and the degree of production cooperation.

2) There is a typology of the production structure. Allocate types of specializations:

- technological - implies a clear technological separation of certain types of production. Here, the production was built on the principle of technological specialization, when each site performs operations of a certain species.

- The subject - suggests the specialization of the main workshops of the enterprise and their sites on the manufacture of each of them a product identified by it or its part (node, unit) or a certain group of parts.

- object-technological (mixed) - characterized by the presence in one enterprise the main workshops, organized and on the subject, and on the technological principle.

On the 2 chapter, we allocate the following:

1) The main workshop with the technological and economic points of view of the workshop in the enterprise presented production structure, which determine the production volumes and the main economic indicators of the enterprise.

2) The main divisions occupy the predominant place in the total costs of production. For normal operation, it is necessary for rational maintenance of its repair, tool, energy, etc., in some industries a comprehensive technology is being developed, covering all processes related to the manufacture of products.

Over time, after the completion of construction or the next reconstruction of the enterprise, the production structure, as a rule, does not meet new requirements. This is because during this period the nomenclature of manufactured products is changed, the seriality of its release, there is an expansion of certain industries, the technology changes and, consequently, the placement of equipment. Therefore, in order to improve the production structure and determining the ways to improve its improvement, it is necessary to periodically analyze it, compare with advanced similar enterprises, and it is also necessary to meet the requirements of the scientific and technical process not only about the production process as a whole, but also organizational managementWhen creating favorable conditions for working personnel.
List of used literature 1) Avrashkov L.Ya., Adamchuk V.V., Antonova O.V. Economics Enterprise: Textbook for universities - m .:.: Banks and stock exchanges, Uniti, 2008. - 742 C.2) Georgians V.P. Economics Enterprise: Textbook for universities - M.: Banks Ibiri, Uniti, 2009. - 535 p.3) Dubrovin I.A., Esina A.R., Stukanova I.P. Economy and organization of production. Tutorial - M.: Publishing and Trading Corporation Dashkov and Co., 2008. - 356 p.4) Ivanov I.N. Organization of production at industrial enterprises: Tutorial - M.: Infra - M, 2009. - 351 p.

5) Semenov V.M., Baev I.A., Terekhova S.A. Economy Enterprise: Tutorial - M.: Center for Economics and Marketing, 2009. - 312 p.

6) Sergeev I.V. Economics of the enterprise: studies. Benefit. - M.: Finance and Statistics, 2007. - 304 p.

7) Turovets OG, Anisimov Yu.P., Borisenko I.L. Organization of production at the enterprise Textbook for universities - M.: Infra - M, 2008. - 458 p.

8) Turovac O.G., Bachekov M.I., Rodionov VB Organization of production and enterprise: Tutorial - M.: Infra - M., 2008. - 528 pp. 9) Fathutdinov R.A. Organization of production: Tutorial - M.: Infra - M., 2008. - 672 p.10) Chechchin N.A. Basics of the organization of production: Textbook - Samara: Publishing house Samara State Economic Academy, 2007. - 384 p.11) V.F. Staff, Malyshev Yu.M., Tishchenko V.E. Economy, Organization Implementation of production at the oil and gas industry enterprises: Textbook for technical schools - M.: Subraser, 2007. - 441 p.

12) Enterprise Economy: Textbook / Ed. Prof. O.I. Volkov. - 2nd ed., Pererab. and add. - M.: Infra-M, 2009. -520 p.

Under the manufacturing structure of the enterprise is a composition of the formatives of its workshops, sites and services, the forms of their relationship in the production process. The main element of the enterprise's production structure is jobs that can be combined into production sites and workshops. Production workshops are usually created on large or medium-sized manufacturing plants.

Production structure Small enterprise It has simplicity, it has a minimum or not at all internal structural production units is not at all, the control apparatus is insignificant, the combination of management functions is widely applied.

Structure middle enterprises It assumes the selection of workshops in their composition, and in the befoot structure - plots. Here are minimally necessary to ensure the functioning of the enterprise own auxiliary and serving units, departments and services of the management apparatus.

Large companies In their composition, the whole range of manufacturing, serving and managers departments.

IT IS IMPORTANT

The manufacturing structure of the enterprise should be simple regardless of production volumes.

Key requirements for an efficient production structure:

• lack of repetitive production links;
• convenient territorial placement of production units (sometimes the cost of territorial movement between units is very high, which is irrational in terms of loss of working time);

Rational specialization and cooperation of production units.

Production structures of various enterprises are very different depending on industry affiliation and type of production. The more complex manufacturing process of the enterprise, the more he technological features, the more extensive its production structure.

The main factors affecting the production structure:

• technological features of manufacturing products;
• production scale;
• production volume and its laboriousness;
• features of the equipment used and production technology.

Elements of manufacturing structure

Workplace

The workplace is part of the production area equipped with necessary equipment, tools and materials to fulfill the employee of the task. Workplaces must be interconnected, most often they are placed in the production space sequentially.

Types of jobs depending on the number of performers:

• individual (one workplace is one performer);
• collective (one workplace is several performers).

The organization of jobs should correspond to a number of technical requirements Personnel and requirements of correct working conditions, so jobs are subject to certification.

All jobs are subject to service system:

• delivery of materials (tools);
• removal of finished products;
• adjustment and repair of equipment;
• product quality control (carries out a technical control department).

Production sites

Jobs are combined into production sites. Each site is fixed by the work brigade (7-12 people) and the head of the site (Senior Master, Brigadier).

Brigades form based on the specialization of workers, that is, in one brigade include workers of one and / or adjacent professionsemployed on homogeneous technological processes. Brigades can be formed and complex - from workers of different professions to carry out homogeneous technological processes.

Concentration and specialization - Principles of organization of production sites. Based on these principles, the following types of production sites distinguish:

• technological site (Specialization of the site by type of work). For the technological site, the same type of tools and equipment, a certain (homogeneous) type of work, are characteristic. Examples of technological sites can serve as foundry, electroplating, thermal, grinding sites, sections of turning and milling machines, etc.

The technological area is characterized by high loading of equipment and high production flexibility in the development of new products or changing production objects. At the same time, there are difficulties with planning, the production cycle is extended, the responsibility for the quality of products is reduced. Technological type It is recommended to be used in the release of a large nomenclature of products and at their low seriality;

• subject (Specialization by product type). Examples of subject sites: a plot of specific parts, a plot of shafts, transmissions, gearboxes, etc. It is characterized by a high concentration of all works within one site (increases the responsibility of performers for the quality of products). This site is very difficult to reconfigure other products when you master the new type or reorientation of the enterprise.

The subject type is recommended to be used in the release of one or two standard products, with a large volume and high release stability. With the subject type, the processing of part of parts can pass in parallel on several machines performing the operation following each other;

• subject-closed plot (Specialization by product types, carried out a finished product manufacturing cycle). There are different equipment, workers work different professions. The subject-closed area reduces the duration of the production cycle, simplify the planning and accounting system. As a rule, the equipment in the subject-closed type is arranged in the course of the technological process, as a result of which simple links are organized between the workplaces.

Production workshops

All production sites are grouped in a certain way and are included in the shops. It should be noted that production workshops are not formed in all enterprises. If the company is small, the volume of production is low, then it creates only production sites (beech structure). As a rule, all production workshops are headed by heads of workshops or numbering (head of the assembly workshop or head of the workshop 1).

All enterprise workshops are divided into categories depending on the type of manufacturing process:

1) maintenance. In the workshops of this type, production processes are assumed, during which they produce the main products of the enterprise;

EXAMPLE

In engineering enterprises, the main production includes three stages: stockpiling, processing and assembly.

The procurement stages include the processes of obtaining blanks: cutting materials, casting, stamping. The processing stage includes processes of transformation of blanks into finished parts: mechanical processing, heat treatment, painting, electroplating coatings, etc.

The assembly stage is the final part of the production process. It includes assembling nodes and finished products, adjustment and debugging of machines, devices, their tests.

2) providing. In these shops, production processes are assumed to manufacture the auxiliary products necessary for the main workshops. Examples of providing shops can be instrumental, repair shops, energy facilities, etc.;

3) serving. Production processes are assumed in the workshops of this type, during the implementation of which the services necessary for the normal functioning of both basic and auxiliary production processes are carried out. Examples of serving workshops can be the workshop of transportation, storage, components of parts, construction workshops, etc.;

4) subscribed - mining and processing of auxiliary materials (packaging, packaging, mining, etc.);

5) side - they produce products from production waste (for example, waste regeneration workshop);

6) auxiliary - In the workshops of this type, processes are assumed to ensure the smooth flow of the main production processes. Examples of auxiliary workshops can be a workshop for the repair of equipment, the manufacture of equipment, cleaning the territory, etc.

Types of the production structure of the main workshops

Depending on the type of specialization, the following types of the production structure of the main workshops are distinguished:

• technological type of shop. In this case, the shop specializes in performing certain homogeneous production processes (for example, foundry, assembly, etc.);
• subject type. The shop specializes in the manufacture of a certain type of product or its part. The result of this workshop may be finished products (in this case, the type will be called the subject-closed);
• mixed(commodity technological) a type. Most often, the procurement processes have a technological structure processing and prefabricated - subject (subject-closed). This achieves a decrease in the cost of a unit of products by reducing the production cycle and productivity growth.

Based on the considered material, we will present a typical production structure of the enterprise as a scheme (Fig. 1).

Forms of organization of production

The form of the organization is a certain combination of time and space of elements of the production process at the corresponding level of its integration, expressed by the system of sustainable relations.

Temporary structure of production organization

According to the type of temporary structure, the following forms of production of production on the site are distinguished:

• with consistent transmission of labor items in production. At the same time, the movement of processed parts for all production transactions is ensured. Products are transmitted from one operation to another only after the processing is completed at the previous stage of the entire batch. The duration of the production cycle increases with this form, but the complete load capacity is observed, the costs of purchasing a new one are reduced;
• with parallel transmission of labor items. With this form, the product is started, processed and transmitted from the operation to the operation of the piece and without waiting for the entire batch. Such an organization of the production process allows to reduce the number of details in the processing, reduce the needs in the areas necessary for storage and passes. Its disadvantage - possible downtime of equipment (jobs) due to differences in the duration of operations;
• with parallel-consistent transmission of labor items. This intermediate form between the two discussed above. Products with this form are transmitted from operation to operation by transport batches, thereby ensuring the continuity of the use of equipment and labor.

Spatial structure of the production process

The spatial structure of the organization of production is determined by the number technological equipmentfocused on the workplace (number of jobs), and the location of it relative to the direction of movement of labor objects in the surrounding space. Depending on the number of technological equipment (jobs), there is a single production system and the corresponding structure of a separate workplace and a multi-part system with a workshop, linear or cellular structure.

Workshop structure The organization of production is characterized by the creation of areas on which equipment (jobs) is located in parallel the flow of blanks, which implies their specialization in the sign of technological homogeneity. In this case, the part of the parts entering the site is sent to one of the free jobs where the necessary processing cycle passes, after which it is transmitted to another area (in the workshop).

On a plot with a linear spatial structure Equipment (jobs) is located in the process of the technological process, and the part of the parts processed on the site is transmitted from one workplace to the other sequentially.

Mesh structureproduction organizations combines signs of a linear and shop structure.

The combination of the spatial and temporal structures of the production process at a certain level of integration of partial processes determine various forms of production organization:

• technological;
• subject;
• direct-flow;
• point;
• integrated.

Technological form of production organization

The technological form of the organization of the production process is characterized by a workshop structure with consistent transmission of labor items. This form is widespread on machine-building factories, since it provides maximum loading of equipment under conditions of small-scale production and is adapted to frequent changes in the technological process.

The use of the technological form of the organization of the production process has a number negative consequences. A large number of parts and their multiple movement in the processing process leads to an increase in the volume of incomplete production and an increase in the number of intermediate storage points. A significant part of the production cycle constitutes the loss of time due to complex intertilic bond.

Subject organization of production

This form has a cellular structure with parallel-sequential (sequential) transmission of labor items in production. On the subject site, all the equipment required to process the parts group from the beginning to the end of the technological process is installed. If the processing cycle is closed within the site, it is called the subject-closed.

Directional form of production organization

The direct-flow form is characterized by a linear structure with the magnificent transmission of labor items in production. This form ensures the implementation of the following principles of the organization of production:

• specialization;
• direct accuracy;
• continuity;
• parallelism.

Applying this form, you can reduce the duration of the production cycle, more efficiently use the workforce at the expense of greater specialization of labor, reduce the amount of work in progress.

Point form of production organization

With the point form of the organization of production, work is fully performed on one workplace. The product is manufactured where its main part is located. An example is the assembly of the product with the movement of the worker around it. The organization of point production has positive parties:

• you can often modify the design of products and a sequence of processing, producing products of a variety of nomenclature in an amount determined by the needs of production;
• the costs associated with changing the location of the equipment are reduced;
• increases production flexibility.

Integrated form of production organization

The integrated form of production organization involves the union of basic and auxiliary operations into a single integrated production process with a cellular or linear structure with a consistent, parallel or parallel-sequential transmission of labor items in production.

Unlike the existing practice of separate designing of storage processes, transportation, control, processing on sites with an integrated form of production organization, it is required to link these partial processes into a single production process. This is achieved by combining all jobs. with the help of automatic transport and warehouse complexwhich is a combination of interrelated automatic and warehouse devices, computing equipment intended for organizing the storage and movement of labor items between individual work places.

Depending on the ability to change the new products considered above, the forms of production can be divided into flexible (overlap) and hard (intolerated).

NOTE

Change in the nomenclature of products and transition to the release is constructive new Series Products require redevelopment of the site, replace equipment and equipment.

Hard forms Production organizations suggest the processing of details of the same name. These include the flow form of the organization of the production process. Flexible forms Allow to ensure the transition to the release of new products without changing the composition of the components of the production process with a minor time and labor costs.

If we talk about engineering enterprises, today the following forms of production were most common for them:

1) flexible point production - involves the spatial structure of a separate workplace without further transmission of labor objects in the production process. The part is fully processed on one position. The adaptability for the release of new products is carried out by changing the system's working state;

2) flexible object - It is characterized by the possibility of automatic processing of parts within a certain nomenclature without interrupting overload. The transition to the release of new products is carried out by overlap technical means, reprogramming management system. Flexible objective form covers the region of successive and parallel-consistent transmission of labor objects in combination with a combined spatial structure;

3) flexible straightforward form - It is characterized by quick reference to the processing of new parts within the specified nomenclature by replacing the tool snap and fixtures, reprogramming the control system. It is based on the inline arrangement of equipment, strictly relevant to the technological process with the podium transmission of labor items

Block-modular form of production organization

Under the influence of scientific and technological progress, there are significant changes due to mechanization and automation of production processes. This creates objective prerequisites for the development of new forms of production organization. One of these forms that received use in the introduction of flexible automation to the production process is a block-modular form.

To create production with a block-modular form of production organization, it is necessary:

1. concentrate on the site the entire complex of technological equipment required for continuous production limited product nomenclature;
2. combine workers' groups on the release of final products with the transmission of them part of the planning and production management functions on the site.

The economic basis for creating such industries is the collective forms of labor organization. Work in this case is based on the principles of self-government and collective responsibility for the results of labor.

The basic requirements for organizing the production and labor process in this case are:

• creating an autonomous system of technical and tool production;
• achieving the continuity of the production process based on the calculation of the rational need for resources, indicating the intervals and deadlines;
• ensuring conjugacy for the power of mechanical processing and assembly units;
• accounting of established manageability standards in determining the number of employees;
• selection of groups working with complete interchangeability.

NOTE

The implementation of these requirements is possible only with a comprehensive solution to the organization of labor, production and management.

The block-modular form of the organization of production is moving on the basis of received On the feasibility of creating such divisions in these production conditions. The constructive and technological homogeneity of products is then analyzed and the possibility of configuration of "families" of parts for processing within the production cell is assessed.

Further determine the possibility of concentrating the entire complex of technological operations on the release of a group of parts in one section, set the number of jobs adapted to introduce group processing of parts, determine the composition and content of the basic requirements for the organization of production and labor process based on the planned level of automation.

Production structure on the example of a repair enterprise

Consider the production structure on the example of an industrial enterprise LLC Alfa, which provides overhaul and maintenance services.

The production structure of the enterprise will be present in the form of a scheme (Fig. 2).

To understand the construction of a production structure this company, need to know features of the production process. When a car comes to the company, it leads its technical acceptance and establish inconsistencies with the documentation. Then there is a washing and complete disassembly of the car. Next, all the aggregatics enters the appropriate workshops in the specialties where they produce repair and point painting. Then all the details go to the assembly shop for the final assembly, after which there are complete outdoor staining and preparation for the customer.

All production sites and workshops LLC Alpha in accordance with the specialization of activity is characteristic subject or subject-closed type. In other words, they specialize in types of products (knots, aggregates, devices, parts, component parts, etc.). Thus, the company achieved a large concentration of work within one production premises (zone). In addition, specialists of the technical control department are not separated from the production process. They are directly in the buildings of workshops to control the quality of products.

The transfer of aggregates (products, parts) is made on a parallel technique, that is, they are transmitted from the operation to the operation of the piece of operation, without waiting for the completion of the entire batch (appropriate due to the high volume of the production and load of the enterprise). The transfer is carried out on the basis of an internal document (acceptance act), which is signed by two sides with responsible persons and heads of adjacent workshops.

Ways to improve the production structure of the enterprise

The manufacturing structure of the enterprise is improving to reduce the complexity at all production sites and workplaces, improve product quality. Reduction of labor intensity and improving the quality of products allow the company to reduce costs included in the cost of production (both basic and indirect).

Due to the effective improvement of the structure of the manufacturing enterprise, labor costs can be reduced (for example, automate individual production processes), to rationalize production areas.

The main ways of improving the production structure of the enterprise:

1. Enlargement of workshops, a partial combination of production processes in some production sites and a further association of production sites. A large number of narrow profile specialists in the composition of one site cannot be considered rational from an economic point of view, therefore it is proposed to expand the range of works performed by employees (even by additional training for employees to perform new types of work).
2. Improving the principles of construction of production sites and workshops, interaction paths between them. Thus, it is possible to reduce the production cycle, freeing the possibility to increase the volume of products, profitability and profitability of the enterprise as a whole.
3. Improving the planning of production buildings and structures, which will provide an opportunity to reduce the temporary costs of internal transitions and transportation subject to the rules of alignment and distances between the equipment.
4. Integration of enterprises in industrial associations, which allows to distinguish between production processes between several enterprises, reducing the cost of each of them.
5. Compliance with the proportionality between the elements of the production structure, the prevention of irrational growth of costs for serving and auxiliary production.
6. Reducing the time of stay of the product (parts, components) at a specific production site, as well as a reduction in downtime and breaks in the working process.
7. Changing the specialization of the enterprise and improving the management structure. Some small and medium-sized enterprises refuse to create shops in favor of an infidel type of production, in which all production processes are separated between several production sites, which facilitates planning and control over the execution, avoiding the inflated manual system.

IT IS IMPORTANT

First of all, improvement should affect the relationship between the main, auxiliary and serving workshops. The main share of the work (including the number of employees and the common occupied manufacturing area) should be allocated for the main production, since it is where the process of manufacturing products.

In some enterprises there is a reverse tendency when the specific weight of the complexity of the auxiliary and serving production processes is much higher than the main production. This identity is achieved through a high level of automation of the main production, which entails a reduction in the complexity of the production of main products. As a result, the complexity of servicing a large number of expensive equipment is increasing.

A widespread solution to the problem of the transfer of service and auxiliary production processes over the main production - the transfer of appropriate work to third-party specialized organizations. Often, such a transfer becomes more cost-effective than independent performance of work (for example, maintenance and repair of equipment, procurement works, etc.).

1. The production structure must meet the principles of optimization and combination in the space and time of all components of the process.
2. Improving the manufacturing structure of the enterprise will make it possible to more effectively use labor, material and financial resources Simultaneously with the growth of the quality of products.
3. To improve the production structure, the enterprise should ensure the smoothness of the production process, proportionality, rhythm and direct accuracy under the observance of the norms and rules that relate to the working conditions of the main production workers.

4. Based on the correctly constructed production structure, the company reaches high results: the production cycle is reduced, the complexity, the cost of products is reduced, its quality is improved. This positively affects the work of the enterprise, contributes to the growth of its profitability, facilitates the planning of production and control over the implementation of production processes.

5. Being building a production structure, one can be guided by the developed schemes of other enterprises, but we do not recommend using them because of the differences in technologies, various specialization and cooperation, due to the different qualifications of workers, etc.

6. Before proceeding to the formation or adjustment of the existing manufacturing structure, pay attention to aspects that directly affect the form of the structure:

• establishing the composition of workshops and production sites;
• calculation of production areas for each workplace, and then for the production site and the workshop, the definition of their spatial location, taking into account temporary losses for transportation and internal movements;
• study of technological and design documentation;
• calculation of labor costs for the implementation of production activities with the allocation of categories of the main, auxiliary and servicing production;
• selection of spatial and temporary structuring;
• calculation of losses from marriage, downtime, non-elected interruptions, internal movements and transportation.

A. N. Dubonosov, Deputy Managing Director for Economics and Finance

The structure of the enterprise is the composition and the ratio of its internal links (workshops, sites, departments, laboratories and other units) constituting a single economic complex. Distinguish between the general, production and organizational structure of the enterprise.

The general structure of the enterprise is a complex of manufacturing units, functional services and management services, as well as non-production units.

Organizational structure - system of services manageing its activities. There are horizontal and vertical connections. Closely related to the production structure. As a rule, three levels: director - head of the workshop - master - brigadier.

The production structure of the enterprise is a combination of manufacturing units of the enterprise (workshops, services), which are included in its composition, and the forms of links between them.

The production structure depends on the type of product manufactured and its nomenclature, such as the production and forms of its specialization, on the characteristics of technological processes. And the latter are the most important factordetermining the production structure of the enterprise.

Production structure is essentially a form of organization of the production process. It distinguishes industrial divisions:

Main;
- auxiliary;
- serving.

In the workshops (divisions) of the main production, labor objects turn into finished products.

Tsehi (divisions) of auxiliary production provide conditions for the functioning of the main production (provision of tool, energy, equipment repair).

Divisions of the service production provide basic and auxiliary production by transport, warehouses (storage), technical control etc.

Thus, the company highlights the main, auxiliary and maintenance and facilities and production facilities.

Based on the production structure develops general plan Enterprises, i.e. The spatial location of all workshops and services, as well as ways and communications on the territory of the plant. At the same time, the direct accuracy of material flows should be provided. Casts should be located in the sequence of performance of the manufacturing process.

Shop - This is the main structural production unit of the enterprise, administratively separate and specializing in the release of a certain part or products or on the implementation of technologically homogeneous or the same assignment of work. Tsehi are divided into areas, which are united by a certain feature group of jobs.

In turn, the cores of the main production (in mechanical engineering, instrument-making) are divided:

On the procurement;
- machining;
- Assembly.

Procurement Come Preliminary formation of product details (casting, hot stamping, cutting blanks, etc.)

AT processing shops Machine processing mechanical, thermal, chemical-thermal, electroplating, welding, paint and varnish coatings, etc.

AT assembly shops Produce assembly of assembly units and products, their adjustment, commissioning, testing.

The production structure of the workshop is shown in Fig. 1.2.

Figure 1.2. Production structure shop

Come and plots are created on the principle of specialization:

Technological;
- subject;
- subject-closed;
- Mixed.

Technological specialization Based on the unity of the technological processes used. It provides high equipment loading, but it makes it difficult for operational and production planning, the production cycle is extended due to the increases in transport operations. Technological specialization is used mainly in single and small-sector industries.

Subject specialization It is based on the concentration of workshops (sites) on the release of homogeneous products. This allows you to concentrate the production of parts or products within the workshop (site), which creates prerequisites for the organization of direct-flow production, simplifies planning and accounting, reduces the production cycle. Subject specialization is characteristic of large-scale and mass production.

If within the workshop or site, a complete production cycle of the part or product is carried out, this unit is called subject-closed.

Tsehi (plots), organized by an objective and closed principle of specialization, have significant economic advantages, as it decreases the duration of the production cycle as a result of a full or partial elimination of oncoming or return displacements, the loss of time to change the equipment is reduced, the planning and operational management system is simplified. Proceedings.

A comparison of production structures in a technological and subject specialization is shown in Figures 1.3. and 1.4.

Figure 1.3. Production structure of an enterprise with technological specialization (fragment)

Figure 1.4. Production structure of an enterprise with subject specialization (fragment)

The workplace is a zone of finding an employee and means of production, which is determined on the basis of technical and ergonomic standards and is equipped with technical and other means necessary for executing a specific task for the employee. Distinguish jobs:

Simple - one employee serves one unit

Multiple - one employee simultaneously serves several units, most common in the textile industry and mechanical engineering. For example, five turning machines serves one turner-machine.

Collective - one unit is serviced by several workers (chemical, petrochemical metallurgical and a number of extensive food industry, as well as large vehicles).

Stationary - immobile and equipped with water products, labor items are applied directly to the workplace.

Movable - do not have enshrined production areas, and they themselves are moving towards the location of labor items. For example, a drilling machine is moving towards the place of drilling.

Spatial - are not related to any branch of the economy, types of products or means of labor, but are determined by the nature of the work. The employee is proposed outlined space, he must be in a certain place of work, where its attendance and control over the results of work is being controlled. For example, geological exploration, courier service etc.

Section 2. Organization and planning, creation and development of new equipment (SONT)

 

Perhaps it will be useful to read:

• Balancing rotating parts;
• Em session securities is a document for the implementation of rights, the fully fixing right of its owner on;
• Shares fixing the right of its owner on;
• Planning and organizing the work of the structural division What is the organization of the work of the structural division;
• How to sew fur headphones how to make soft headphones;
• Fur headphones Winter fur headphones do it yourself from the rim;
• Fur headphones winter fur headphones female from mink do it yourself;
• Events to improve the system of motivation and stimulating labor in LLC "ITC" and evaluating their effectiveness;