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

Briefly, the production structure of the enterprise, the structure of the machine-building enterprise, the types of the production structure of the enterprise, the improvement of the production structure of the enterprise, the structure of fixed assets of the enterprise, the workshop structure of the enterprise, the non-shop structure of the enterprise, the subject structure of the enterprise, the mixed structure of the enterprise, the technological structure of the enterprise | Design company Vys ">

Let's not confuse the production structure with the general production structure or organizational structure.

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

Organizational structure enterprises- This is the composition of such units as general manager, accounting, economic department etc. and establishes relationships between them.

Production structure of the enterprise establishes the division of labor between all participants in production, as well as the scheme of interaction, cooperation between them. The production structure affects accounting, etc.

The goal of all production units enterprises, regardless of their functions, is to ensure high performance output at minimal cost. Based on this, the production structure of the enterprise is also built, it establishes the rational distribution of workshops and sites on the territory of the enterprise, the specialization of workshops, the location and composition of equipment in the workshop, and transport movements between workshops. The structure ensures smooth, highly efficient production throughout the entire process chain from the first operation to the last for all manufactured parts. Long movements of parts between operations and other losses that do not add value to the product, but affect its cost, are not allowed.

Over time, the composition of manufactured parts changes, so it is necessary to rebuild workshops, sections of the enterprise for the production of new parts, adjust the production structure of the enterprise, etc. This must be constantly monitored, since the market is changing rapidly, the enterprise may not notice how it starts to produce new products, while using the old structure, which may not be rational, which may make all production unprofitable.

Types of production structure of the enterprise

Apply workshop, workshopless and hull production structures of the enterprise. shop structure includes the presence of workshops, sites, jobs. Shopless- sites, jobs. Corps - housing, production, workshops, sites, jobs.

In turn, workshops, areas of the main production can be the following production structure.

— Subject structure of the enterprise. All parts and products of the enterprise are grouped according to the same type and each shop manufactures one or another type of product (machine tool spindles, rear axles, engines, gearboxes, etc.) Each shop processes parts or products only of its own group, while each shop can be your own composition and quantity of diversified equipment.

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

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

Shopless structure of the enterprise. The main units are production sites. It is most common in small, simple enterprises, since it is impractical to create workshops here.

Hull structure of the enterprise. The main unit is a building in which there are several workshops of the same type.

Kombinatskaya structure of the enterprise. The main unit is a division that manufactures a technologically completed part of the finished product, for example, rolled metal, etc. This type is suitable for large enterprises with complex multi-stage processes - metallurgical plants, etc.

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

- Branch of the enterprise.

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

- Enterprise size.

— The complexity of the technological process. The more complex the technological process, the more complex the production structure of the enterprise.

- The range of manufactured products. Diversity and complexity of products.

- The nature of the production process in the shops of the main, auxiliary, service production.

- Flexibility of production to release new products.

— Territorial location of the enterprise. Supply of gas, water pipelines, availability of transport highways, etc.

Brief production structure of a machine-building enterprise

The main unit is a workshop, which can be of various types (subject, technological, etc.), and also refer to the main, auxiliary, service or other production.

As a rule, on machine-building enterprises a mixed production structure was adopted, in which blank shops (foundries, forges, etc.) have a technological structure, while mechanical and assembly shops have a subject one.

For carrying out work of small volumes, a workshop is not created; for this, a site is created, for example, a painting site.

Enterprises can be full-cycle and incomplete. Full-cycle production facilities include all the necessary workshops, sections, jobs for the production of products from start to finish. In the production of a partial cycle, some workshops or sections, for example, assembly, etc., may be absent. The final production of products in this case takes place in cooperation with other enterprises that specialize in these types of work.

Primary production, which manufactures the main products consists of:
- Procurement shop (foundry, forging, etc.).
– Processing shop (mechanical, thermal, paintwork, electroplating, etc.)
– Assembly shop (welding, etc.)
- Test shop.

Auxiliary production, which ensures the operation of the main production:
– Tool shop (production of special tools, special equipment, etc.)
– Repair shop (equipment repair, etc.)

Service production, which ensures the operation of the main and auxiliary industries:
— Warehouses.
- Transport department.

The composition of workshops and sections depends on many of the above factors and may differ at each machine-building enterprise, but the essence is the same - ensuring the production of products at minimal cost.

The location of the shops on the territory of the enterprise is located in the order of the technological process: procurement shop - mechanical shop - assembly shop to reduce the cost of transportation between shops.

The machine shop contains various sections (locksmith, turning, milling, shaft manufacturing section, etc.). The plots contain jobs. The location of the machines on the sites can be made according to various schemes: flow arrangement and group.

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

The group arrangement of machines is aimed at processing group parts. Parts are selected according to certain characteristics, similar surfaces, etc., so the machines process different parts without readjustment. For processing group parts, the same tool and equipment are used.

The structure of fixed assets of the enterprise

Great importance is given to the structure of fixed assets of the enterprise. The analysis of fixed assets includes the book value of buildings, equipment, vehicles, etc., their share in percentage, the degree of wear and other data.

The purpose of this analysis is to find out indicators return on assets, i.e. revenue of sold products per 1 ruble average annual cost fixed assets. It shows the effectiveness of the use of fixed assets of the enterprise in comparison with previous periods or other similar enterprises.

It also defines other important indicators fixed assets - return on equity, etc.

Improving the production structure of the enterprise

Improving the production structure of an enterprise can increase economic indicators enterprises, lead to savings in fixed assets, reduce their depreciation, increase profits, etc.

It is necessary to strive to reduce the volume and number of auxiliary and service production without reducing the main production, which is engaged in the production of the main products. It is possible to use cooperation to carry out equipment repairs, etc.

Also important is the maintenance of excess territory, it is possible to combine workshops or sites without losing production standards, thus reducing the cost of maintaining territories, premises and transport between workshops.

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

- Consolidation of shops, sections of the enterprise.

— Automation of production processes (CNC machines, robots, etc.).

- Efficient organization of workshops, sites.

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

– Establishment of a rational layout of the enterprise, and constant adjustment with changes in production.

- Establishing proportionality between all elements of the enterprise structure.

— Implementation of lean manufacturing.

— Adoption of the kaizen philosophy.

— Other methods of improving production.

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The production structure of an enterprise is a spatial form of organization of the production process, which includes the composition and size of the production units of the enterprise, the forms of their interconnection, the ratio of units by capacity ( bandwidth equipment), the number of employees, as well as the location of units on the territory of the enterprise.

The production structure of an enterprise reflects the nature of the division of labor between individual departments, as well as their cooperative links in a single production process to create products. It has a significant impact on the efficiency and competitiveness of the enterprise.

Under the production structure of the enterprise understand the composition of the shops, services of the enterprise and the nature of the links between them.

The production structure of the enterprise is determined by:

the nature of the products produced;
complexity;
type of production, primarily the range of products and volume of output;
Forms of relationships with other enterprises.

Depending on the coverage of the stages life cycle products distinguish between complex and specialized enterprise structure.

· The complex structure focuses on a relatively large part of the "idea - production - consumption" cycle. This structure is typical for research and production associations (NGOs). It includes research units, workshops or production units of the main, auxiliary and service production. Organizations of this type often bear full responsibility for the development, production and maintenance of equipment.
· A specialized structure focuses on a particular stage of the product life cycle, as a rule, on the release of products, and includes all the departments necessary for this.

Enterprises may specialize in the production finished products(subject specialization), parts or assemblies (nodal or detailed specialization), performing certain operations (technological specialization).

Depending on the forms of administrative and economic separation of enterprise divisions, the production structure can be various kinds. The most common shop structure. In addition to the workshop, other types of production structure are being formed in the industry: shopless, hull (block), combine.

A non-shop production structure is formed at small and some medium-sized enterprises, where workshops or production sites are created instead of workshops, usually subject-closed. The workshopless structure makes it possible to simplify the enterprise (production unit) management apparatus, bring management closer to the workplace, and increase the role of the foreman.

With a hull (block) structure, groups of workshops, both main and auxiliary, are combined into blocks. Each block of workshops is located in a separate building. With a corps structure, the need for territory is reduced and the costs of its improvement are reduced, transport routes and the length of all communications are reduced. It is especially effective to combine workshops that are related in terms of the technological process or have close and stable production ties.

The combine structure is used in those industries where multiple, or complex, processing of mineral or organic raw materials is carried out on a large scale, i.e., where the predominant type manufacturing enterprise is a combine. At the same time, production units are organized on the basis of rigid technological links, which are continuous technological flows.

The main elements of the workshop production structure of the enterprise are jobs, sites and workshops.

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

A workplace is an organizationally indivisible (under given specific conditions) link in the production process, serviced by one or more workers, designed to perform a specific production or service operation (or a group of them), equipped with appropriate equipment and organizational and technical means.

Workplace can be simple or complex. A simple workplace is typical for a discrete type of production, where one worker is busy using a specific equipment. A simple workplace can be single- and multi-station. In case of use complex equipment and in industries using hardware processes, the workplace becomes complex, as it is serviced by a group of people (team) with a certain delineation of functions during the process.

The workplace can be stationary and mobile. The stationary workplace is located on a fixed production area, equipped with appropriate equipment, and the objects of labor are fed to the workplace. The mobile workplace moves with the appropriate equipment as the objects of labor are processed.

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

The final results of the enterprise's work significantly depend on the level of organization of jobs, the reasonable determination of their number and specialization, the coordination of their work in time, the rationality of the location on the production area.

Plot - a production unit that combines a number of jobs grouped according to certain characteristics, carrying out part of the overall production process for the manufacture of products or maintenance of the production process. On the production site, in addition to the main and auxiliary workers, there is a leader - the foreman of the site . Production areas are specialized in detail and technologically. In the first case, jobs are interconnected by a partial production process for the manufacture of a certain part of the finished product; in the second - to perform the same operations.

The sections connected with each other by constant technological connections are united into workshops.

Shop - most a complex system, which is part of the production structure, which includes production sites and a number of functional bodies as subsystems. Complex relationships arise in the workshop: it is characterized by a rather complex 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 a separate organizational, technical and administrative production unit and performs the production functions assigned to it. Each workshop receives from the plant management a single plan task that regulates the amount of work performed, quality indicators and marginal costs for the planned amount of work.

To serve the main and auxiliary workshops, production facilities are created:

- storage facilities;
- energy economy (power grids, transistor);
- transport economy (depot, garages, ways);
- sanitary facilities;
- central factory laboratory.

Allocate subject, technological and mixed (subject-technological) production structure.

Under the technological principle of specialization, sections include workplaces and equipment designed to perform individual technological operations.

The advantage of such a structure is: ease of management of the production unit, the ability to quickly switch from one product range to another, the possibility of high equipment load, the use of rational progressive technological methods for the production of products.

With the subject principle of specialization, equipment is selected according to the principle of direct flow according to the technological process. The advantages of an objective feature of building a production structure include the use of in-line production methods, high-performance equipment, the possibility of complex mechanization and automation of production processes, and adherence to the principle of direct flow.

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

Course work

"Production structure of the enterprise"

Introduction

The production structure of the enterprise is internal structure enterprises, i.e. the totality of its constituent interconnected divisions (shops, sections, departments, services, farms, jobs) and communications. The production structure of the enterprise is created during the construction and reconstruction of the enterprise. Right choice its type predetermines the efficiency of production. However, it cannot be arbitrary, since, in turn, it is determined by the type of production, the level and form of specialization and cooperation of production.

Relevance This topic is that, regardless of the industry to which the enterprise belongs, the question of the production structure is one of the key in the management system. The results depend on a correctly and clearly developed structure. economic activity enterprises, as well as the efficiency of all ongoing processes.

Subject in this course work is the process of creating a production structure, and object- a set of elements of the production structure of the enterprise.

Target term paper - a theoretical study of the issue. To achieve this goal, the following tasks:

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

2.) Highlight the factors influencing the production structure;

3.) Analyze the principles of specialization of structures;

4.) Track how the main production is organized at the enterprise;

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

6.) Describe ways to improve production structures.

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

1. The concept of the production structure of the enterprise

1.1 Determination of the production structure of the enterprise

The production structure of an enterprise is a form of organization of the production process, in which the size of the enterprise, composition, quantity and specific gravity production units, as well as their sites and workplaces. The production structure of enterprises is influenced by the size of the enterprise, the types and nature of products, the technology of its manufacture, the staging and degree of cooperation in production.

Depending on the processes and activities performed, they distinguish: the main production, auxiliary, service units, non-industrial facilities and management services.

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 subdivisions are intended for the material and technical support of the enterprise with various types of energy, and for the performance of repair work.

Servicing - to carry out work on the transportation and storage of material resources, finished products (transport, storage facilities). The structure of non-industrial farms includes units that provide household, social, cultural services for employees of the enterprise (canteens, medical institutions, recreation centers), utility Agriculture and own trading network.

Management services organize and regulate the activities of all departments of the enterprise. The overall production structure of the enterprise should ensure a rational relationship between its divisions, the normal and uninterrupted operation of the enterprise, and the continuous growth of production efficiency.

The production structure of the enterprise includes only production units. It does not include general factory facilities and institutions for servicing workers (housing and communal services, sanitary and medical and educational institutions, social, cultural and household facilities), as well as management and security services of the plant (plant management, fire station, checkpoints, pass offices, etc.). (2, p. 124)

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

Workshops, farms, services;

Sections, branches, spans;

Workplaces.

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

The nature and characteristics of the workplace largely determine the type of production structure. It can be simple (a worker serves one machine), multi-machine (a worker serves several machines) or collective (several workers work at one workplace). A set of workplaces that perform technologically homogeneous work or various operations for the manufacture of homogeneous products forms a production site. Production area is a set of jobs that carry out part of the technological process and are designed to perform technologically homogeneous work or various operations for the production of homogeneous products.

Certain means of production are assigned to the production site: area, equipment, instruments; the number of employees required to perform the allocated work.

At large and medium-sized enterprises, production sites are combined into workshops.

Shop- an organizational-separate part of an enterprise that combines production and service areas, as a rule, with limited independence on issues of economic, legal and financial relations, in which products are manufactured or a certain stage of the production process is performed. The production area and property are assigned to the workshop. The shop is headed by the head, who makes independent decisions about the organization and operational management of production, the placement of personnel, remuneration, keeping records of the expenditure of material resources and the shipment of products. The head of the shop in the management of production is assisted by the heads of sections, foremen, heads of services. (4, p. 108)

In mechanical engineering and some other industries (in particular, in metallurgy), four groups of workshops are distinguished: main, auxiliary, auxiliary, secondary. In the main workshops, operations are carried out for the manufacture of products intended for sale. In mechanical engineering, these are procurement, processing and assembly shops, in metallurgy - blast furnace, steelmaking and rolling. Auxiliary workshops carry out energy, transport, repair and construction and repair and installation maintenance of the main workshops. Ancillary workshops are designed for the manufacture of material components of production: tools, equipment, containers, non-standard equipment, etc. Secondary workshops are engaged in the disposal and processing of waste from the main and auxiliary production (pressing and remelting chips, manufacturing enamelware, other consumer goods, etc.). In the production structure of the enterprise, in addition to the indicated four groups of workshops, two more farms are distinguished: warehouse and yard.

Sometimes homogeneous workshops at large enterprises are combined into buildings. In small enterprises with relatively simple production, it is not advisable to create workshops.

Figure 1 shows a diagram of the production structure of the workshop.

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

There are shop, shopless and hull production structures.

The workshop structure includes workshops, sections, jobs;

The shopless structure contains sections, jobs;

The corps structure includes the corps, production, workshops, sites, jobs.

At present, organizational forms of small, medium, large enterprises are widespread, the production structure of each of which has its own characteristics.

The production structure of a small enterprise has a minimum or no structural production units, the management apparatus is insignificant, and the combination of managerial functions is widely used.

The structure of medium-sized enterprises involves the allocation of workshops in their composition, and with a non-shop structure - sites. The minimum necessary for the functioning of the enterprise are created its own auxiliary and service units, departments and services of the management apparatus.

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

Despite the diversity of shops and areas of the main production, they are formed according to specific features that determine their structure. These features include technological and subject specialization. (4, p. 106)

1.2 Factors that determine the production structure

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

Type of production, level of its specialization and cooperation;

The range of manufactured products, used commodity and material resources, methods of their production and processing;

Scale of production;

The nature of the production process in the main, auxiliary, secondary and auxiliary shops;

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

System for organizing maintenance of equipment and its current repair (centralized or decentralized);

The level of requirements for product quality;

The ability of production to quickly and without large losses be reorganized to produce new products;

The degree of structural and technological homogeneity of products.

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

- the location of workshops in the course of the production process. To ensure the principle of direct flow, the main workshops should be located on the territory of the enterprise in the course of the production process: procurement → processing → assembly;

– location of warehouses at the entrance / exit of the enterprise. Warehouses for raw materials and basic materials should be located on the side of the access roads for the import of goods near the procurement shops, warehouses for finished products - near the assembly shops from the side of the access roads for the export of goods; the location of auxiliary and auxiliary shops closer to the main ones that consume their products, without disturbing the main cargo flows;

– location of production facilities to ensure the rationality of transportation. Workshops, warehouses and other facilities of the enterprise's production infrastructure should be located in such a way as to ensure the shortest path for the movement of materials and the least mileage. Vehicle during the production process (without reverse and oncoming traffic, unnecessary intersections);

– location of production facilities, taking into account external factors(natural, public, man-made). Workshops serving the enterprise’s facilities should be located taking into account the wind rose, the possibilities of natural lighting and ventilation, in compliance with the established architectural, construction, sanitary, fire and other standards provided for enterprises. this profile;

- block structure of the elements of the production structure. Separate subdivisions, homogeneous in the technological process or closely interconnected in the course of the production process, should, if possible, be combined into groups (foundry, forging, woodworking, mechanical assembly) with accommodation in one building;

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

- maximum use of volume and area (land, building, premises). This requires dense placement and blocking of buildings, increasing their number of storeys, simplifying the configuration of buildings and land, rational use of the area and space for passages (passages), the use of overhead, underground and multi-tiered highways and interchanges, storage and cargo handling. (3, p. 15)

1.3 Basic principles for the formation of the production structure

The main principles of formation of the production structure of the enterprise are technological, subject and mixed. In addition, there is also a subject-closed principle.

According to the technological principle, subdivisions are distinguished that perform a certain part of the technological process common to most types of products manufactured by the enterprise. At the same time, a high loading of equipment is ensured, but operational and production planning becomes more difficult, the production cycle is lengthened due to increased transport operations. Technological specialization is used mainly in single and small-scale production. The technological structure developed as the technical equipment and the scale of production increased. Separate phases of production were gradually separated into independent units.

According to the subject principle, workshops or sections for the manufacture of products of one type or homogeneous products of several types are organized. They carry out various technological operations and use heterogeneous equipment that is serviced by workers. different professions and skill level. This allows you to concentrate the production of a part or product within a workshop (site), which creates the prerequisites for organizing direct-flow production, simplifies planning and accounting, and shortens the production cycle. Subject specialization is typical for large-scale and mass production.

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

If a complete cycle of manufacturing a part or product is carried out within a workshop or site, this unit is called subject-closed. Workshops (sections) organized according to the subject-closed principle of specialization have significant economic advantages, since this reduces the duration production cycle as a result of the complete or partial elimination of counter or return movements, the loss of time for equipment changeover is reduced, the planning system is simplified and operational management the course of production.

The formation of the production structure, the allocation of workshops, sections and departments depends on specific conditions, taking into account the size of production, the level of manageability and responsibility of personnel, and the organization of accounting. Its correct choice allows to improve the organization of labor and production, planning and accounting, to ensure the clarity and efficiency of production management. The structure of the enterprise may change over time: new divisions are organized, they are consolidated or differentiated depending on the goals and conditions of management. (8, p. 254)

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

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

Rice. 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

From a technological and economic point of view, the main group of workshops of the enterprise are the main workshops that determine the volume of production and the main economic indicators of the enterprise.

The classification of the main workshops according to the stages of manufacturing the finished product is similar to the classification of production processes:

- procurement (foundry, forging, pressing, metal structures workshops);

– processing (mechanical, woodworking, thermal, galvanic);

- assembly (nodal and general assembly shops, testing, painting of finished machines).

Depending on the presence of procurement (Z), processing (O) and assembly (C) shops in the main production of the plant, two types of production structure are distinguished:

– enterprises with a full technological cycle

– enterprises with an incomplete technological cycle

Primary production- part of the production process of the enterprise, during which the basic materials are converted into finished products, carried out in the main workshops. The nature and structure of the production process depend on the characteristics of the product being manufactured, the type of production, and the technology used. In mechanical engineering, for example, procuring (foundry, forging, and pressing), processing (mechanical, stamping-mechanical), and assembly shops are classified as production shops; in metallurgy - iron smelting in blast furnaces, steel in steelmaking units, manufacturing finished rolled products on the rolling mills; v textile industry- spinning and weaving departments.

The main production can be:

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

* analytical - obtaining various types of products from one type of raw material (in coke chemistry, at meat processing plants, etc.);

*in the form of direct processes typical for extractive industries and some one-stage industries, where one type of material is used to create one finished product (brick, cement, etc.).

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

The main production can be built on a technological basis, when individual links are singled out according to the technological homogeneity of operations (foundry, mechanical and assembly shops), on an objective basis, when each part of it performs all or most of the operations for the manufacture of a certain type of product (shop of micrometers, gearboxes). Features of the organization of the main production depend on the type of production, the scale of production of the same name products, the repeatability of technological routes and operations.

In modern conditions, the level of mechanization is constantly increasing. Manual and machine-manual processes are being replaced by mechanical and automated ones. The concentration of operations and the introduction of multi-position methods of processing products, combined with automation, create the prerequisites for increasing labor productivity, intensifying and improving production efficiency. The introduction of rotary lines leads to the combination in time and space of the main and displacement processes. The use of units with program control allows you to take advantage of the automation of production and creates the ability to quickly switch from one type of work to another. Management is mechanized and automated.

Improvement of the main production is also carried out in the direction of its specialization, i.e. strict consolidation of an increasingly limited range of diverse work performed at each site of production. This is due to the standardization and unification of products and their parts and typification technological processes. A promising direction for the development of the main workshops is its further concentration, bringing production to an optimal scale, which ensures the introduction and efficient use of advanced technology. In many industries, OP is moving closer and closer to continuous production, which leads to a reduction in production time. On the basis of improving the methods of organizing production and introducing operational management and regulation using computers, the rhythm of production is improving.

The main divisions occupy a predominant place in the total cost of production. For normal functioning, it is necessary to rationally maintain it with repairs, tools, energy, etc. In some industries, a complex technology is being developed that covers all processes associated with the manufacture of products.

Production structure of the main workshops

The production structure of the workshop is a complex of production sites included in it, auxiliary and servicing subdivisions with appropriate communications. This structure reflects the division of labor between individual departments of the workshop, i.e. intrashop specialization and cooperative production. The main structural unit of the workshop is the production site, which is a group of workplaces united according to one or another criteria, which has administrative independence and is headed by a foreman. The formation of production sites, as well as workshops, can be based on technological or subject specialization. With technological specialization, sections are equipped with homogeneous equipment (group arrangement of machines) to perform certain operations of the technological process. So, a machine shop may include turning, milling, turret, drilling and other sections. With the subject form of specialization, the workshop is divided into subject-closed sections, each of which is specialized in the production of a relatively narrow range of products that have similar design and technological features. In practice, as a rule, three types of subject-closed areas are distinguished:

Production of structurally and technologically homogeneous parts (for example, sections of splined rollers, quills, bushings, flanges, gears, etc.);

Production of structurally heterogeneous parts, the entire manufacturing process of which, however, consists of homogeneous operations and the same technological route (for example, a section of round parts, a section of flat parts, etc.);

Production of all parts of an assembly, sub-assembly of a small assembly unit or the entire product (complete system operational planning, in which the nodal set is taken as the planning and accounting unit).

Designing the production structure of the enterprise

The enterprise as an object of spatial organization has a hierarchical structure, allows many alternative options for layout and planning solutions, which complicates the placement. Therefore, it is advisable to place the units on the territory of the enterprise in stages in the following sequence, without fail ensuring the coordination of the results in the reverse order:

Workshops and general plant services on the territory of the plant;

Sites of workshop services on the territory of the workshop;

Workplaces and subdivisions on the territory of the site.

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

Schemes of material flows at the enterprise:

a - dead-end with pendulum movement;

b - ring with in-line movement along the ring;

in-longitudinal-through with direct-flow movement

The dead-end scheme of material flows involves the combination of the input and output of material flows at one point in space with the organization of a pendulum (back and forth) traffic. In this case, the return of vehicles takes place along the same routes as the arrival. When using railway transport single-track traffic is possible. This scheme has the advantage of saving on track development. However, counter transportation makes this scheme expedient only at small enterprises with limited cargo turnover. Ring scheme of material flows. Having, like the dead-end scheme, the input and output of material flows at one point, this scheme is free from counter flows. At the same time, it requires additional costs for the creation of longer transport communications, which makes its use not always justified. The longitudinal-through scheme of material flows is the most rational of the three considered schemes for organizing transport services. It eliminates both unwanted oncoming traffic and unnecessary costs for track development. The input and output in this scheme are separated in space. The adopted production structure of the enterprise is fixed in the passport of the enterprise and is displayed in its master plan. The general plan of the enterprise is the planned or actual placement on the plan of the land plot of all its production and infrastructure facilities, consistent with the features of the terrain and the requirements for landscaping. The passport and the general plan of the enterprise contain a list and layout of all main and auxiliary workshops serving the enterprises, buildings, structures, installed equipment and the number of employees (jobs) with an indication of the occupied areas and distances, access roads and driveways, underground and ground utilities, etc. When developing a master plan Special attention given to the compactness of the building. If the distances between workshops and sections are too large, communications are lengthened, as a result of which transportation costs, losses in electricity and heating networks, etc. increase. At the same time, too dense buildings impede the operation of transport, prevent the expansion of workshops and farms, increase the risk of fire and the risk of industrial injuries. An indicator of the plant's compactness is the construction coefficient.

Indicators characterizing the production structure of the enterprise Important indicators characterizing the production structure of an enterprise are the number of workshops, sections, and jobs within them, and other departments and their specific importance in production. As the last indicator, they are used in labor-intensive industries - the share of the number of employees of each department in total strength enterprises, and in capital-intensive - the share of the value of fixed assets in their total amount for the enterprise.

2.2 Production structure of an oil and gas enterprise

In drilling, the main production includes the construction and installation of a drilling rig, driving and strengthening the wellbore, and testing it. In accordance with this, the subdivisions of the main production of a drilling enterprise include a rig assembly shop, drilling crews, a grouting shop and a well development shop. Auxiliary production in UBR is represented by a rolling and repair shop for drilling equipment, a rolling and repair shop for turbodrills (electric drills) and pipes, a rolling and repair shop for electrical equipment and power supply, a washing liquids shop, a steam and water supply shop, and a production automation shop. In oil and gas production, the main production includes artificial promotion processes oil and gas to the bottom of the well, lifting oil and gas to the surface, preparing commercial oil and gas. The subdivisions of the main production of an oil and gas producing enterprise (OGPD) include a plastic pressure maintenance shop, oil and gas production shops (field), a complex oil preparation and pumping shop, a gas compressor shop. maintenance equipment shop, electrical equipment and power supply rental and repair shop, production automation shop, research and development shop production work, construction and installation shop and steam supply shop. There may be others in NGDU structural units taking into account the peculiarities of field development in certain areas. Recently, due to technical progress, complex automation production processes, the production structure of drilling and oil and gas companies has undergone significant changes. The drilling offices were fortified and converted into UBR. Most of the auxiliary workshops that are part of the UBR and OGPD are combined into production service bases (BPO). Changes in the production structure of the UBR and OGPD occurred due to the fact that in the oil industry the main production management was transferred to a two-tier system (ministry - association). The production association acted as a new, higher type modern enterprise with broader rights and functions, with a new production structure. A production association differs from an ordinary enterprise in a higher degree of concentration, specialization and cooperation of production, an effective combination of science and production. The research sector is an integral part of the production structure. The departments of NGDUs became production units with some narrowing of their functions and rights. A more advanced production structure of enterprises ensured deepening specialization, wider implementation new technology and technology, reduction of managerial staff by eliminating redundant links, operational impact on the course of production, improving the culture of service. (11, p. 205)

2.3 Ways to improve the production structure

The main ways to improve the production structure include: – regular study of achievements in the field of design and development of production structures in order to ensure the mobility and adaptability of the enterprise structure to innovations and new products; optimization of the number and size of the production units of the enterprise; - maintaining a rational ratio between the main, auxiliary and service workshops; - Full time job to rationalize the layout of enterprises; - ensuring proportionality between all workshops of the enterprise; - ensuring that the components of the production structure of the enterprise comply with the principle of proportionality in terms of production capacity, progressiveness of technological processes, the level of automation, staff qualifications and other parameters; - ensuring that the structure conforms to the principle of direct flow of technological processes in order to reduce the duration of the passage of objects of labor; - ensuring that the quality level of the processes in the system (the production structure of the enterprise) corresponds to the quality level of the system input. Then the quality of the output of the system will be high; - the creation within a large enterprise (associations, joint-stock company, firms) legally independent small organizations with a subject or technological specialization of production; - a rapid change in the production profile in conditions market economy- improvement of specialization and cooperation; - development of combining production; - reduction of the standard service life of fixed assets; - compliance with the schedules of preventive maintenance of the main production assets of the enterprise, reduction of the duration of repairs and improvement of their quality, timely renewal of funds; - achievement of structural and technological homogeneity products as a result of wide unification and standardization; - increasing the level of production automation; - creating a non-workshop, where possible, enterprise management structure. Compliance with a rational ratio between the main, auxiliary and service shops and sections should be aimed at increasing the share of the main shops in terms of the number of employed workers, the cost of fixed assets, the share of profit in total profit enterprises. Structurally, the economy of an enterprise should be formed as an economy of individual units and workshops. The proportionality of the links included in the enterprise is characterized by a rational ratio of the production capacity of workshops and sections interconnected by the joint production of the final product. (12, p. 325) The development of combination leads to the integrated use of raw materials, saving living and materialized labor, as well as reducing the harmful effects on the environment. Structural and technological homogeneity of products creates good conditions to deepen the specialization of production, organize in-line and automated manufacturing of products, improve their quality and reduce costs, which is necessary in a market economy. The non-workshop structure of enterprise management leads to an improvement in the management of its unit, a reduction in the maintenance and management apparatus, and, consequently, a reduction in costs production and better response to changing demand for products. A properly built production structure predetermines the proportionality of all workshops and services of the enterprise, which, in turn, has a positive effect on improving the technical and economic indicators: the level of specialization and cooperation, the rhythm of manufacturing products, the growth of labor productivity, improving the quality of products, reducing the number management personnel, the most appropriate use of labor, material and financial resources, increasing profits.

Conclusion

The production structure of an enterprise reflects the division of labor between individual departments, i.e. intra-factory specialization and co-production.

From chapter 1, we can draw the following conclusions:

1) The production structure of enterprises is affected by the size of the enterprise, the types and nature of products, the technology of its manufacture, the staging and degree of cooperation in production.

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

- technological - implies a clear technological isolation certain types production. Here, production is built on the principle of technological specialization, when each section performs operations of a certain type.

- subject - involves the specialization of the main workshops of the enterprise and their sections in the manufacture of each of them a certain product assigned to it or its part (assembly, unit) or a certain group of parts.

- subject-technological (mixed) - is characterized by the presence at one enterprise of the main workshops, organized both by the subject and by the technological principle.

For Chapter 2 we highlight the following:

1) From a technological and economic point of view, the main group of workshops in the presented production structure of the enterprise are the main workshops that determine the volume of production and the main economic indicators of the enterprise.

2) The main divisions occupy a predominant place in the total cost of production. For normal functioning, it is necessary to rationally maintain it with repairs, tools, energy, etc. In some industries, a complex technology is being developed that covers all processes associated with 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 the new requirements. This is because during this period the range of manufactured products, the serial production of it is changing, some production facilities are expanding, the technology is changing and, consequently, the arrangement of equipment. Therefore, in order to improve the production structure and determine ways to improve it, it is necessary to periodically analyze it, compare it with advanced similar enterprises, and it is also necessary to meet the requirements of the scientific and technical process, not only regarding the production process as a whole, but also organizational management while creating favorable conditions for the working staff.
List of used literature 1) Avrashkov L.Ya., Adamchuk V.V., Antonova O.V. Enterprise Economics: Textbook for High Schools - M .:.: Banks and Exchanges, UNITI, 2008. - 742 p. 2) Gruzinov V.P. Economics of the enterprise: Textbook for universities - M.: Banks and exchanges, UNITI, 2009. - 535 p. 3) Dubrovin I.A., Esina A.R., Stukanova I.P. Economics and organization of production. Tutorial- M .: Publishing and Trade Corporation Dashkov and Co., 2008. - 356 p. 4) Ivanov I.N. Organization of production at industrial enterprises: Textbook - M.: INFRA - M, 2009. - 351 p.

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

6) Sergeev I.V. Enterprise Economics: Proc. Benefit. - M.: Finance and statistics, 2007. - 304 p.

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

8) Turovets O.G., Bukhalkov M.I., Rodionov V.B. Organization of production and enterprise management: Textbook - M .: INFRA - M., 2008. - 528 p. 9) Fatkhutdinov R.A. Organization of production: Textbook - M .: INFRA - M., 2008. - 672 p.10) Chechina N.A. Fundamentals of the organization of production: Textbook - Samara: Publishing house of the Samara State Economic Academy, 2007. - 384 p.11) Shtamov V.F., Malyshev Yu.M., Tishchenko V.E. Economics, organization and planning of production at the enterprises of the oil and gas industry: Textbook for technical schools - M .: Nedra, 2007. - 441 p.

12) Enterprise Economics: Textbook / Ed. Prof. O.I. Volkov. - 2nd ed., revised. and additional - M.: INFRA-M, 2009. -520 p.

Under the production structure of the enterprise is understood the composition of the shops, sections and services that form it, the forms of their relationship in the production process. The main element of the production structure of the enterprise are jobs that can be combined into production sites and workshops. Production shops, as a rule, are created at large or medium-sized manufacturing enterprises.

Production structure small business is simple, has a minimum or no internal structural production units, the management apparatus is insignificant, and the combination of managerial functions is widely used.

Structure medium enterprises involves the allocation of workshops in their composition, and in the case of a non-shop structure, sections. Here, the minimum necessary for the functioning of the enterprise are created its own auxiliary and service units, departments and services of the management apparatus.

Large enterprises include the entire set of production, service and management departments.

IT IS IMPORTANT

The production 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 location 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 various enterprises vary greatly depending on the industry and type of production. The more complex the production process of an enterprise, the more technological features, the more extensive its production structure.

The main factors affecting the production structure:

technological features of manufacturing products;
scale of production;
the volume of output and its labor intensity;
features of the equipment used and production technology.

ELEMENTS OF THE PRODUCTION STRUCTURE

Workplace

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

Types of jobs depending on the number of performers:

individual (one workplace - one performer);
collective (one workplace - several performers).

The organization of workplaces must comply with a number of technical requirements personnel and the requirements of correct working conditions, therefore, workplaces are subject to certification.

All workplaces are subject to a maintenance system:

delivery of materials (tools);
export of finished products;
adjustment and repair of equipment;
product quality control (carried out by the technical control department).

Production sites

Workplaces are combined into production areas. Each site is assigned a team of workers (7-12 people) and the head of the site (senior foreman, foreman).

Brigades are formed based on the specialization of workers, that is, one team includes workers of one and / or related professions employed in homogeneous technological processes. Brigades can also be formed in a complex way - from workers of different professions to perform homogeneous technological processes.

Concentration and specialization— principles of organization of production sites. Based on these principles, the following types of production sites are distinguished:

technological area(specialization of the site by type of work). The technological site is characterized by the same type of tools and equipment, a certain (homogeneous) type of work. Examples of technological sections are foundry, galvanic, thermal, grinding sections, sections of turning and milling machines, etc.

The technological section is characterized by high equipment utilization and high production flexibility when developing new products or changing production facilities. At the same time, there are difficulties with planning, the production cycle is lengthening, and responsibility for product quality is reduced. Technological type is recommended for use in the production of a large range of products and their low serial production;

subject area(specialization by type of product). Examples of subject areas: a section of specific parts, a section of shafts, transmissions, gearboxes, etc. The subject area is characterized by high concentration all works within one section (increases the responsibility of performers for the quality of products). This area is very difficult to reconfigure for other products when developing a new type or reorienting the enterprise.

The subject type is recommended for the production of one or two standard products, with a large volume and high stability of the release. With the subject type, the processing of a batch of parts can take place in parallel on several machines that perform successive operations;

subject-closed area(specialization by type of product, a complete cycle of product manufacturing is carried out). Different types of equipment are used here, workers of different professions work. A subject-closed area allows you to reduce the duration of the production cycle, simplify the planning and accounting system. As a rule, equipment with a subject-closed type is placed along the technological process, as a result of which simple connections between workplaces are organized.

Production shops

All production sites are grouped in a certain way and are part of the workshops. It should be noted that production workshops are not formed at all enterprises. If the enterprise is small, the volume of production is low, then only production sites are created on it (shopless structure). As a rule, all production departments are headed by department heads by name or by number (assembly department manager or department manager 1).

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

1) main. In shops of this type, production processes are assumed, during which the main products of the enterprise are produced;

EXAMPLE

At engineering enterprises, the main production includes three stages: procurement, processing and assembly.

The procurement stage includes the processes of obtaining blanks: cutting materials, casting, stamping. The processing stage includes the processes of turning blanks into finished parts: machining, heat treatment, painting, electroplating, etc.

The assembly stage is the final part of the production process. It includes the assembly of units and finished products, the adjustment and debugging of machines, instruments, and their testing.

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

3) serving. In workshops of this type, production processes are assumed, during the implementation of which the services necessary for the normal functioning of both the main and auxiliary production processes are performed. Examples of service shops can be shops for transportation, warehousing, picking parts, construction shops, etc.;

4) ancillary– carry out the extraction and processing of auxiliary materials (container, packaging, mining, etc.);

5) side effects- they make products from production waste (for example, a waste recovery workshop);

6) auxiliary- in shops of this type, processes are assumed to ensure the uninterrupted flow of the main production processes. Examples of auxiliary workshops can be workshops for repairing equipment, manufacturing equipment, cleaning the territory, etc.

Types of production structure of the main workshops

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

technological type of workshop. In this case, the workshop specializes in the implementation of certain homogeneous production processes (for example, foundry, assembly, etc.);
subject type. The workshop specializes in the manufacture of a certain type of product or part of it. The result of the activity of this workshop can be finished products(in this case, the type will be called subject-closed);
mixed(subject-technological)a type. Most often, procurement processes have a technological structure, processing and prefabricated processes have a subject (object-closed) structure. Thus, a reduction in the cost of a unit of production is achieved by reducing the production cycle and increasing labor productivity.

Based on the considered material, we present a typical production structure of an enterprise in the form of a diagram (Fig. 1).

FORMS OF PRODUCTION ORGANIZATION

The form of organization of production is a certain combination in time and space of elements of the production process with an appropriate level of its integration, expressed by a system of stable relationships.

Temporary structure of the organization of production

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

with sequential transfer of objects of labor in production. This ensures the movement of workpieces in all production operations. Products are transferred from one operation to another only after the completion of processing at the previous stage of the entire batch. The duration of the production cycle with this form increases, but at the same time, the equipment is fully loaded, and the cost of acquiring a new one is reduced;
with parallel transfer of objects of labor. With this form, the products are launched, processed and transferred from operation to operation individually and without waiting for the entire batch. This organization of the production process allows you to reduce the number of parts in processing, reduce the need for space required for warehousing and aisles. Its disadvantage is the possible downtime of equipment (workplaces) due to differences in the duration of operations;
with parallel-sequential transfer of objects of labor. This is an intermediate form between the two discussed above. Products in this form are transferred from operation to operation in 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 equipment, concentrated on the work site (the number of jobs), and its location relative to the direction of movement of objects of labor in the surrounding space. Depending on the number of technological equipment (jobs), there is a single-link production system and the structure of a separate workplace corresponding to it and a multi-link system with a workshop, linear or cellular structure.

shop structure The organization of production is characterized by the creation of sites where equipment (jobs) are located parallel to the flow of workpieces, which implies their specialization on the basis of technological homogeneity. In this case, a batch of parts arriving at the site is sent to one of the free workplaces, where the necessary processing cycle takes place, after which it is transferred to another site (to the workshop).

On a site with a linear spatial structure equipment (jobs) is located along the technological process, and a batch of parts processed at the site is transferred from one job to another sequentially.

Cell structure the organization of production combines the features of a linear and shop structure.

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

technological;
subject;
straight-through;
point;
integrated.

Technological form of production organization

The technological form of the organization of the production process is characterized by a shop structure with a consistent transfer of objects of labor. This form is widely used in machine-building plants, since it provides maximum equipment loading in small-scale production and is adapted to frequent changes in the technological process.

The use of the technological form of organization of the production process has a number of negative consequences. A large number of parts and their repeated movement during processing lead to an increase in the volume of work in progress and an increase in the number of intermediate storage points. A significant part of the production cycle is the loss of time due to complex inter-sectional communication.

Subject form of organization of production

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

Direct-flow form of production organization

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

specialization;
direct flow;
continuity;
parallelism.

Using this form, it is possible to shorten the duration of the production cycle, use the labor force more efficiently due to greater specialization of labor, and reduce the volume of work in progress.

Point form of production organization

With a point form of organization of production, work is completely performed at one workplace. The product is manufactured where its main part is located. An example is the assembly of a product with the worker moving around it. The organization of point production has positive aspects:

you can often change the design of products and the sequence of processing, produce products of various nomenclature in an amount determined by the needs of production;
the costs associated with changing the location of equipment are reduced;
increased production flexibility.

Integrated form of production organization

An integrated form of organization of production involves the combination of main and auxiliary operations into a single integrated production process with a cellular or linear structure with serial, parallel or parallel-sequential transfer of objects of labor in production.

In contrast to the existing practice of separate design of the processes of warehousing, transportation, management, processing in areas 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 using an automatic transport and storage complex, which is a set of interconnected automatic and warehouse devices, means computer science designed to organize the storage and movement of objects of labor between individual workplaces.

Depending on the ability to change over to the production of new products, the above forms of organization of production can be conditionally divided into flexible(reconfigurable) and tough(non-adjustable).

NOTE

Change in the range of manufactured products and the transition to the production of constructive new series products require redevelopment of the site, replacement of equipment and tooling.

Rigid forms production organizations involve the processing of parts 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 production of new products without changing the composition of the components of the production process with little time and labor.

If we talk about machine-building enterprises, then today the following forms of organization of production are most widely used:

1) flexible spot production- assumes the spatial structure of a separate workplace without further transfer of objects of labor in the production process. The part is completely machined in one position. Adaptability to the release of new products is carried out by changing the operating state of the system;

2) flexible subject form- characterized by the possibility of automatic processing of parts within a certain range without interruption for readjustment. The transition to the production of new products is carried out by readjusting technical means, reprogramming the control system. A flexible subject form covers the area of sequential and parallel-sequential transfer of objects of labor in combination with a combined spatial structure;

3) flexible rectilinear shape— is characterized by a quick changeover to the processing of new parts within the specified range by replacing tooling and fixtures, reprogramming the control system. It is based on an in-line arrangement of equipment that strictly corresponds to the technological process with a piece-by-piece transfer of objects of labor.

Block-modular form of production organization

Under the influence of scientific and technological progress in engineering and technology, there are significant changes due to the mechanization and automation of production processes. This creates objective prerequisites for the development of new forms of organization of production. One of these forms, which has been used in the implementation of flexible automation tools in the production process, is a block-modular form.

To create a production with a block-modular form of production organization, you must:

to concentrate on the site the entire complex of technological equipment necessary for continuous production limited range of products;
to unite groups of workers in the production of final products with the transfer of part of the functions of planning and managing production at the site.

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

The main requirements for the organization of the production and labor process in this case:

creation of an autonomous system of technical and instrumental maintenance of production;
achieving continuity of the production process based on the calculation of the rational need for resources, indicating intervals and delivery times;
ensuring conjugation in terms of power of machining and assembly departments;
taking into account the established norms of manageability when determining the number of employees;
selection of a group of workers, taking into account full interchangeability.

NOTE

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

The block-modular form of production organization is being transferred on the basis of decision on the feasibility of creating such units in these production conditions. Then they analyze the structural and technological homogeneity of products and evaluate the possibility of completing "families" of parts for processing within the production cell.

Next, they determine the possibility of concentrating the entire complex of technological operations for the production of a group of parts in one area, establish the number of jobs adapted for the introduction of group processing of parts, determine the composition and content of the basic requirements for organizing the production process and labor based on the intended level of automation.

PRODUCTION STRUCTURE ON THE EXAMPLE OF A REPAIR ENTERPRISE

Consider the production structure using an example industrial enterprise Alpha LLC, which provides services for overhaul and maintenance cars.

Let's present the production structure of the enterprise in the form of a diagram (Fig. 2).

To understand the construction of the production structure this enterprise, need to know features of the production process. When a car arrives at the enterprise, they conduct its technical acceptance and establish inconsistencies with the documentation. Then comes the wash and complete disassembly of the car. Further, all the aggregates enter the corresponding workshops according to the specialties, where repairs and spot painting are carried out. Then all the parts go to the assembly shop for final assembly, followed by full exterior painting and preparation for delivery to the customer.

All production sites and workshops of Alfa LLC, in accordance with the specialization of activity, are characterized by subject or object-closed type. In other words, they specialize in types of products (assemblies, assemblies, devices, parts, components of parts, etc.). Thus, the company achieved a high concentration of work within one production premises(zones). In addition, the specialists of the technical control department are not isolated from the production process. They are located directly in the buildings of workshops to control the quality of products.

The transfer of units (products, parts) is carried out according to a parallel method, that is, they are transferred from operation to operation piece by piece, without waiting for the completion of the entire batch (it is advisable due to the high volume of production and the workload of the enterprise). The transfer is carried out on the basis of an internal document (acceptance certificate), which is signed on both sides by responsible persons and heads of adjacent workshops.

WAYS TO IMPROVE THE PRODUCTION STRUCTURE OF THE ENTERPRISE

The production structure of the enterprise is being improved in order to reduce labor intensity at all production sites and workplaces, and improve product quality. Reducing labor intensity and improving the quality of products allows the company to reduce the costs included in the cost of production (both basic and indirect).

By effectively improving the structure of a manufacturing enterprise, it is possible to reduce labor costs (for example, automate individual production processes), and rationalize production areas.

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

Enlargement of workshops, partial consolidation of production processes into some production sites and further consolidation of production sites. A large number of narrow-profile specialists in one section cannot be considered rational from an economic point of view, therefore it is proposed to expand the range of work performed by employees (even by additional training workers to perform new types of work).
Improving the principles of building production sites and workshops, ways of interaction between them. Thus, it is possible to shorten the production cycle, free up the opportunity to increase the volume of output, profitability and profitability of the enterprise as a whole.
Improving the layout of industrial buildings and structures, which will make it possible to reduce the time spent on internal transitions and transportation while observing the norms of placement and distances between equipment.
Integration of enterprises into industrial associations, which makes it possible to delimit production processes between several enterprises, reducing the costs of each of them.
Observance of proportionality between the elements of the production structure, prevention of irrational growth of costs for servicing and auxiliary production.
Reducing the time spent by the product (parts, components) in a specific production area, as well as reducing downtime and interruptions in the workflow.
Changing the specialization of the enterprise and improving the management structure. Some small and medium-sized enterprises are moving away from the creation of workshops in favor of a no-shop type of production, in which all production processes are divided among several production sites, which facilitates planning and control of execution, avoiding a bloated management system.

IT IS IMPORTANT

First of all, improvement should touch upon the issue of the relationship between the main, auxiliary and service workshops. The main share of work (including the number of employees and the total occupied production area) should be allocated to the main production, since it is there that the manufacturing process takes place.

At some enterprises, the opposite trend is observed, when the share of labor intensity of auxiliary and service production processes is much higher than the main production. This identity is achieved due to the high level of automation of the main production, which entails a reduction in the labor intensity of the production of the main products. As a result, the complexity of maintaining a large number of expensive equipment increases.

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

The production structure must meet the principles of optimization and combination in space and time of all the constituent elements of the process.
Improving the production structure of the enterprise will allow more efficient use of labor, material and financial resources while increasing the quality of the products.
To improve the production structure, the enterprise must ensure the continuity of the production process, proportionality, rhythm and direct flow, while observing the rules and regulations that relate to the working conditions of the main production workers.

4. On the basis of a correctly constructed production structure, the enterprise achieves high results: the production cycle, labor intensity, cost of products are reduced, and its quality is improved. This has a positive effect on the work of the enterprise, contributes to the growth of its profitability, facilitates production planning and control over the implementation of production processes.

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

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

establishing the composition of workshops and production sites;
calculation of production areas for each workplace, and then for the production site and workshop, determining their spatial location, taking into account temporary losses for transportation and internal movements;
study of technological and design documentation;
payment labor costs for the implementation production activities with the allocation of categories of main, auxiliary and service production;
choice of spatial and temporal structuring;
calculation of losses from marriage, downtime, unscheduled breaks, internal movements and transportation.

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

The structure of an enterprise is the composition and ratio of its internal links (shops, sections, departments, laboratories and other divisions) that make up 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 production units, functional and management services, as well as non-production units.

Organizational structure - a system of services that manage its activities. There are horizontal and vertical links. Closely related to the production structure. As a rule, there are three levels: director - foreman - foreman - foreman.

The production structure of an enterprise is a set of production units of an enterprise (workshops, services) included in its composition, and the forms of relations between them.

The production structure depends on the type of products and their range, the type of production and forms of its specialization, on the characteristics of technological processes. And the latter are the most important factor defining the production structure of the enterprise.

The production structure is, in essence, a form of organization of the production process. It distinguishes divisions of production:

Main;
- auxiliary;
- serving.

In the shops (subdivisions) of the main production, objects of labor are converted into finished products.

Workshops (subdivisions) of auxiliary production provide conditions for the functioning of the main production (provision of tools, energy, equipment repair).

Subdivisions of service production provide the main and auxiliary production with transport, warehouses (storage), technical control etc.

Thus, the main, auxiliary and service workshops and production facilities are distinguished in the enterprise.

Based on the production structure, a general plan enterprises, i.e. the spatial arrangement of all workshops and services, as well as routes and communications on the territory of the plant. In this case, the direct flow of material flows should be ensured. The shops must be located in the sequence of the production process.

Shop- this is the main structural production unit of an enterprise, administratively isolated and specializing in the production of a certain part or products or in the performance of technologically homogeneous or identical work purposes. Workshops are divided into sections, which are a group of jobs united according to certain characteristics.

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

For procurement;
- processing;
- assembly.

Procurement workshops carry out preliminary shaping of product parts (casting, hot stamping, cutting of blanks, etc.)

V processing shops mechanical, thermal, chemical-thermal, galvanic processing, welding, paint coatings, etc. are carried out.

V assembly shops assemble assembly units and products, their adjustment, adjustment, testing.

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

Figure 1.2. Production structure of the workshop

Shops and sections are created according to the principle of specialization:

Technological;
- subject;
- subject-closed;
- mixed.

Technological Specialization is based on the unity of applied technological processes. At the same time, a high loading of equipment is ensured, but operational and production planning becomes more difficult, the production cycle is lengthened due to increased transport operations. Technological specialization is used mainly in single and small-scale production.

Subject specialization is based on the concentration of activities of shops (sections) on the production of homogeneous products. This allows you to concentrate the production of a part or product within a workshop (site), which creates the prerequisites for organizing direct-flow production, simplifies planning and accounting, and shortens the production cycle. Subject specialization is typical for large-scale and mass production.

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

Workshops (sections) organized according to the subject-closed principle of specialization have significant economic advantages, as this reduces the duration of the production cycle as a result of the complete or partial elimination of oncoming or return movements, reduces the loss of time for equipment changeover, and simplifies the system of planning and operational management the course of production.

A comparison of production structures with 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 the area where the employee and the means of production are located, which is determined on the basis of technical and ergonomic standards and is equipped with the technical and other means necessary for the employee to perform the specific task assigned to him. There are jobs:

Simple - one worker serves one unit

Multi-machine - one worker simultaneously serves several units, the most common in the textile industry and engineering. For example, five automatic lathes are served by one lathe operator.

Collective - one unit is served by several workers (chemical, petrochemical metallurgical and a number of sub-sectors Food Industry as well as large vehicles).

Stationary - motionless and equipped with means of labor, objects of labor are fed directly to the workplace.

Mobile - do not have production areas assigned to them, but they themselves move towards the location of the objects of labor. For example, a drilling machine is moving towards a drilling site.

Spatial - are not associated with any sector of the economy, types of products or means of labor, but are determined by the nature of the work. The employee is offered a defined space, he needs to come to a certain place of work, where his attendance and work results are monitored. For example, exploration work delivery service etc.

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

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