The concept of organization of production at the enterprise. The purpose and objectives of the organization of the main production. Fundamentals of organization oppl. models and methods for calculating the turnover backlog for oppl
The main goal of the organization of the main production is to increase the efficiency of production.
Subgoals:
1. Ensuring operational regulation of the volume and range of production, which allows you to adapt to fluctuations in demand for products.
2. Ensuring high quality products.
The tasks of organizing the main production are:
1) the implementation of the interaction of all jobs and their rational organization;
2) creating a continuous movement of objects of labor in the workplace in accordance with demand, reducing the duration of the production cycle;
3) rational organization of labor of workers at the workplace flow;
4) continuous improvement of the organization of the main production on the basis of new technology.
At present, in conditions of economic instability, the organization of production and labor at enterprises is at a low level. Many enterprises have significant reserves for increasing profits by improving the organization of the main and auxiliary industries.
These are the so-called short-term reserves, the implementation of which is of particular importance for enterprises in the transition to market relations.
The main methods of organizing the main production are:
1) single;
2) party;
3) in-line.
Methods of organizing production are a set of methods, techniques and rules for the rational combination of the main elements of the production process in space and time at the stages of functioning, design and organization of production.
The single method is used in individual production, in conditions of a single production or in small batches, and involves the lack of specialization in the workplace, the use of wide-purpose equipment, and the sequential movement of parts from operation to operation in batches.
Unlike a single method of organizing production, the in-line method is used in the manufacture of products of the same name and involves the following methods of organizational construction of the production process: location of equipment along the technological process; specialization of each workplace for the performance of one of the operations; transfer of objects of labor from operation to operation by the piece or in small batches immediately after the end of processing; release rhythm, synchronism of operations; detailed study of the organization of maintenance of workplaces.
The flow method of organizing production can be applied subject to following conditions:
the volume of output is large and does not change for a long time;
time costs can be set with sufficient accuracy, synchronized and reduced to one value;
Provides continuous supply to the workplace of raw materials in the required quantity.
The batch method of organizing production is used in serial production with a limited range of products.
The location of the equipment can be mixed, the use of special equipment and tools is limited. The specialization of personnel is wider than with the in-line method.
The most effective and widely used Food Industry is a flow method of organizing the main production.
Abroad, the organization of the main production is also carried out mainly by the in-line method. At present, a tree-like production scheme is spreading (especially in the automotive industry in Japan and Sweden).
Non-flow (batch and single) methods of organizing production are used in the food industry only in combination with flow methods and cover either initial or final operations. For example, the batch method is used in the production of margarine in the preparation of prescription components (milk, salt solution, sugar and fat mixtures).
The factors influencing the organization of the main production are the technological, organizational, technical and economic features of individual industries, which determine the type of production and specific methods of organizing the main production on the basis of combination, providing the most rational forms of organizing the main production.
The success of solving the problems of organizing the main production and their methods largely depend on level of specialization, cooperation and combination.
The entire scope of work on the organization of the main production can be divided into three large components:
1) technical preparation of production;
2) organization production flow;
3) organization of control and regulation of the main production processes.
Questions for mastering the material
21.1 Essence, structure and principles of organization of the production process.
21.2 Types and methods of organization of production.
21.3 Forms of organization of production.
Key Terms
manufacturing process
the production cycle
organization of production
types of production
forms of organization of production
Essence, structure and principles of organization of the production process
Organization of production - this is a set of measures aimed at the rational combination of labor processes with material elements of production in space and time. The main goal of the organization of production is to increase the efficiency of production by achieving the set goals in the shortest possible time for the best use of production resources.
The organization of production is associated with the development, implementation and improvement of production systems, on the basis of which the main products are produced or services are provided to enterprises. It can be viewed as a set of activities for planning, coordinating and executing the production and technological cycle to create products and services.
The organization of production covers all components production system, aspects of its production and economic activities and includes:
Organization of work of employees of the enterprise;
organization production processes in time and space;
Organization of auxiliary workshops and service facilities of the enterprise;
Organization of product quality control;
organization technical regulation labor;
Management organization.
Manufacturing process is a set of interrelated actions of people, means of labor and nature necessary for the manufacture of products. The main elements of the production process is the labor process as a conscious human activity, objects and means of labor. Graphically, this is reflected in Fig. 21.1
Rice. 21.1 Scheme of elements of the production process
In many industries, natural processes are used, which are carried out under the influence of the forces of nature (biological, chemical processes, cooling of parts after heat treatment, etc.). Natural processes require time and resources, the latter - only in the case of their artificial intensification.
Any production process consists of: preparatory; executive and final stages, which are divided into technological (production) operations.
Operation - this is a finished part of the production process, performed at one workplace, on the same object of labor without readjusting equipment.
Enterprises carry out various production processes. they are classified according to the following criteria:
1. By appointment
- Core Processes - these are the processes of direct manufacturing of the main products of the enterprise, determine its production profile, specialization. All processes in a number of industries are divided into two stages: processing, final (assembly). Together they create the main production.
- Helper Processes - processes for the manufacture of products that are used in the enterprise itself to ensure the correct flow of the main processes. They are grouped according to their purpose, forming auxiliary industries, such as repair, tool, energy, and other facilities.
- Maintenance processes provide normal conditions for the implementation of the main and auxiliary processes. These include warehousing and transport processes.
2. Adrift in time production processes are divided into:
- Discrete (discontinuous) - characteristic cyclicity associated with the manufacture of products of a certain shape, which are calculated in pieces (machines, devices, clothing, etc.);
- continuous - processes are inherent in the production of products that do not have a constant volume and shape (loose, liquid and gaseous substances), so their course does not require technological cyclicality.
3. Depending on the stage production cycle:
- Preparatory - processes designed to perform operations for the preparation of living labor, objects and means of labor for the transformation of objects of labor into a red (final) product;
- transformative - processes in which the processing of objects of labor (into the final product) occurs due to the implementation of the converted function. Transformation of objects of labor is carried out by purposefully changing the shape, size, appearance, physical or chemical properties etc;
- Final - processes (final stage), which consist in the preparation of the results of preliminary transformation into final products for further consumption.
4. By degree of automation distinguish:
- Manual processes carried out directly by the worker, whose physical strength is the main source of energy;
mechanized processes performed by the worker with the help of machines. The worker controls the machines, and directly performs only auxiliary operations;
- Automated processes are carried out by machines under the supervision of a worker according to a previously developed program.
5. Depending on the nature of the impact on the objects of labor production processes are divided into:
- preparatory - processes, including operations for the delivery of blanks, tools, equipment and preparation of the workplace for work;
- Technological - processes directly related to the transformation of resources into finished products;
- Control processes - provide for the performance of control and measuring operations to achieve compliance with technical and other conditions and requirements;
- Transport processes and warehousing associated with the movement and storage of products throughout the entire production cycle, as well as integrate the production process into a single whole and ensure the consistency of individual operations in time.
The production process and its individual operations must be rationally organized in space and time. For this, certain principles in the design and organization of the production process, which include:
- The principle of specialization means limiting the variety of elements of the production process, reducing the range of products produced at each site of the enterprise, as well as the varieties of production operations performed at workplaces.
There are the following types of specialization enterprise
Functional - auxiliary and service industries are combined into separate independent units and perform certain functions;
Subject - provides for the consolidation of a certain range of products for individual workshops;
Detailed - consists in assigning to certain divisions of the enterprise the manufacture of technologically homogeneous parts;
Technological - means assigning a certain part of the production process to each workshop and production site.
principle of proportionality requires that in all parts of the production process and the entire interconnected system of units and machines, the throughput is consistent, that is, the same ability to perform work and produce products;
- The principle of parallelism provides for the simultaneous execution of individual operations and processes. Parallelism is achieved by the rational division of products into component parts, by combining the time of performing various operations on them, by the simultaneous manufacture of various products;
- Direct flow principle means that the objects of labor in the process of processing must have the shortest routes through all stages and operations of the production process, without counter and reverse movements. To comply with this principle, workshops, sites, workplaces, as far as possible, are located along the technological process. Auxiliary production, services, warehouses, in turn, are placed as close as possible to the units they serve;
- Continuity principle requires that interruptions between adjacent technological operations be minimal or completely eliminated. This principle is applied to the greatest extent in continuous production- chemical, metallurgical, energy, etc.;
- The principle of rhythm consists in the fact that the work of all departments of the enterprise and the release of products must be carried out according to a certain rhythm, systematic repetition. If the principle of rhythm is observed, the same or evenly growing amount of products is produced at regular intervals, and uniform loading of jobs is ensured. Rhythmic work allows the most complete use of the production capacity of the enterprise and its divisions;
- The principle of automatism provides for an economically justified release of a person from direct participation in the performance of operations of the production process. The implementation of this principle is especially relevant in industries with heavy and harmful conditions labor. Not only production processes are automated, but also other areas of human activity, including management;
- Principle of Flexibility means that the production process must quickly adapt to changes in organizational specifications associated with the transition to the manufacture of other products or its modification. The flexibility of the production process allows the development of new products in short time at lower costs due to the universalization of tools, automation tools and processing methods, the introduction of CNC machines, flexible production systems;
- The principle of standardization requires the production system to be capable of performing its functions stably within tolerances. This is achieved by creating technical and organizational mechanisms for self-regulation and stabilization.
The principles of rational organization of the production process are closely related to each other, complement each other and are implemented to varying degrees in practice under specific conditions. When designing, it is necessary to take into account and choose the optimal organizational and technical solutions according to the criterion of economic efficiency.
The production process consists of production cycles. The production cycle - it is a calendar period of time during which a product or a batch of processed products go through all the operations of the production process or a certain part of it and turn into a finished product.
The interval of calendar time from the beginning of the first production operation to the end of the last one is called duration of the production cycle in time, which is measured in days, hours, minutes, depending on the type of product and the stage of processing.
The production cycle includes:
- Technological operations execution time - the main component of the production cycle, which is necessary for the implementation of specific work operations for the transformation of the object of labor into finished products.
- Preparatory and final time - allocated to the worker to familiarize himself with the delivery and for the delivery of finished products.
Operating cycle duration consists of the execution time of the technological operation and the preparatory and final time, that is, the duration of the operating cycle is the processing time of one batch of parts at a specific operation of the technological cycle.
The totality of all components of the production process forms its working period.
Part production cycle - this is a break, consisting of interoperational (breaks between batches, waiting breaks, picking breaks) and between shift breaks (breaks for lunch, weekends and holidays, between shifts.
The duration of the production cycle is a set of time for: operating cycle, the passage of natural processes, maintenance processes, between operating and inter-shift breaks.
The main component of the production cycle is the duration of technological operations, which constitutes the technological cycle. The technological cycle of processing a batch of items in one operation depends on the number of items in the batch, the duration of one item and the number of workplaces at which the operation is performed.
When calculating the duration of the technological cycle, it is necessary to take into account the peculiarities of the movement of objects of labor through operations. The company uses one of the following types of movement:
- Consistent - processing of a batch of parts at each subsequent operation begins only after the entire batch has been processed at the previous operation.
- Parallel - each object of labor after the end of the previous operation is immediately transferred to the next operation and processed. Parts of one batch are processed in parallel in all operations. That is, the transfer of objects of labor to each subsequent operation takes place individually or by a transport batch immediately after processing at the previous operation;
- Parallel-sequential (mixed, combined) movement - parts are transferred to the next operation as they are processed at the previous operation individually or by a transport batch. That is, the processing of parts occurs simultaneously at many operations and begins at the next operation even before the end of the processing of the entire batch at the previous one, but on condition that the batch is processed continuously at each operation.
Textbook / Korsakov M.N., Rebrin Yu.I., Fedosova T.V., Makarenya T.A., Shevchenko I.K. and etc.; Ed. M.A. Borovskoy. - Taganrog: TTI SFU, 2008. - 440s.
3. Organization and planning of production
3.1. The concept of organizing and planning production at the enterprise
3.1.1. The essence of the organization of production
The term "organization" is derived from the French word "organization" and means a device, an association of someone or something.
Organization assumes the internal ordering of the parts of the whole as a means of their logical interaction to achieve the desired result.
Man is a personal factor of production, and tools and objects of labor are a material factor. Combining these two factors of production into a single production process, the organization of production performs its first, backbone function.
The next function of the organization of production is the establishment of specific links between individual performers and production units that ensure the joint activities of people participating in a single production process.
Socio-economic relations express relations between people, determined by the nature, form and combination of public, collective and private property. Socio-economic relations are an important element in creating the unity of the economic interests of society, the collective and individual workers in achieving the greatest production efficiency.
The organization of production at the same time realizes its third function - the creation of organizational conditions that ensure the interaction on an economic basis of all production links as a single production and technical system.
Thus, the essence of the organization of production consists in uniting and ensuring the interaction of personal and material elements of production, establishing the necessary connections and coordinated actions of the participants in the production process, creating conditions for realizing the unity of the economic interests of society, collectives and each employee.
Organization of production- this is the study and application of: theoretical and methodological issues of organizing production in enterprises; conditions and factors of rational coordination of actions of employees of enterprises when using objects and tools of labor in the production process based on knowledge in the field of technology, economics and sociology, analytical techniques and best practices aimed at achieving the goals set for the production of certain labor products of appropriate quality and quantity.
Mechanical engineering enterprises are characterized by a very significant division of production in space. They, as a rule, have a relatively small number of large units of simultaneous action, but on the other hand, there are many units, machine tools and equipment of other types for the manufacture and processing of a large number of parts. various kinds, masses and sizes. At the same time, in relation to different details, depending on technical requirements various technological processes are used: for the manufacture of blanks, methods of casting, pressure (cold or hot stamping), cutting are used; for part processing - cutting, thermal, electrophysical and electrochemical processing, molding and pressing of plastics, casting and processing of ceramic masses; for the manufacture of assembly units - methods of screwing, articulation, welding, soldering, gluing; harness and printed wiring; engraving and carpentry; adjustment, tuning, etc.
The division of production in space, multi-aggregate, multi-nomenclature, multi-operation and a wide variety of technological processes used in the manufacture of parts and assembly units distinguish machine-building enterprises from enterprises in other industries. These features determine the complexity of the flows of moving and processed workpieces and parts in enterprises; therefore, the organization of production is very important, in particular, the coordination and regulation of the movement of all diverse production flows in time and space.
In addition, the organization of production involves the coordination of the movement of labor elements in operations and jobs, thanks to which uniform, rhythmic work and high technical and economic indicators are achieved.
The objects of organization of production at the enterprise are production systems of various levels, which include people and the means of labor they use. The organization of production is designed to provide:
Firstly, the formation of the most rational composition of workers and means of labor of the production system for the production of products of the required quality necessary for consumers, customers and society on time and in a given volume;
Secondly, the establishment of the most rational relationships between all elements of the production system;
Thirdly, the continuous development of the production system in the direction of increasing its efficiency and the greatest compliance with the changing conditions of its interaction with the external environment.
The organization of production covers all components of the production system and all aspects of its production and economic activities. Therefore, as the most important components, it includes:
Organization of labor of employees of the enterprise as a process of establishing and improving the ways of performing and conditions for the flow of labor processes;
Organization of production processes in time and space as a process of functional, spatial and temporal combination and connection of material and personal factors of production;
Organization of in-line production methods as a process of substantive combination of jobs on the site, combining various groups of equipment for a complete cycle of processing parts or assembling products;
Organization of automatic and flexible automated production as a process of complex mechanization and automation of not only technological operations, but also auxiliary methods of work (installation, control, maintenance, transport, command, that is, managers);
Organization of auxiliary workshops and service facilities of the enterprise as a process comprehensive service the main workshops of the enterprise for all functions that go beyond their main specialization;
Organization of product quality management and processes for its creation in order to ensure the competitiveness of products and save social labor;
Organization of technical regulation of labor as the process of establishing a measure of labor costs for the manufacture of a unit of output or the performance of a given amount of work for a certain period of time;
Organization and planning of innovations as a process of creation and development of new equipment, technology and organization of production, taking into account technical, organizational, economic and social measures;
Management organization as a process of creating and improving management systems and ways of their functioning.
The rational organization of production is to integrate the entire set of heterogeneous components that implement the production process into an integral and highly efficient production system, all elements of which are harmoniously combined with each other in all aspects of their functioning and development.
The organization of production and its optimal management are the most important factors acceleration of scientific and technological progress. They ensure the most complete and efficient use of labor, material and financial resources enterprises, reducing costs and improving product quality, increasing labor productivity and production efficiency, significantly reducing the duration of the "research - design - production - sales" cycle and increasing the rate of product renewal and technical development of production.
The main goal of the organization of production is the creation of conditions under which the successful formation and implementation of planned targets by each production unit of the enterprise and the enterprise as a whole is ensured in all respects and with high production efficiency.
The goal set for the enterprise and its divisions is achieved through the daily solution of many private tasks aimed at finding and using opportunities:
Increasing the efficiency of production, its intensification on the basis of scientific and technological progress and the most full use production reserves;
Increasing labor productivity and output on the basis of scientific and technological progress, improving the organization of labor, the use of progressive systems wages, raising the general educational level of workers, improving the quality of products and labor discipline;
Improving the efficiency of using the main production assets and working capital enterprises on the basis of uniform loading of equipment, rational organization of operation and repair of equipment, maintenance of workplaces;
Organization of the work of the enterprise with a minimum stock of materials, semi-finished products, fuel, finished product residues in warehouses; improving the qualifications and cultural and technical level of personnel and improving working and living conditions on the basis of systematic training of personnel, improving working conditions and the socio-psychological climate, mechanization and automation of labor-intensive and hard work, improving consumer services, economic incentives;
Creation of personal and collective interest of employees in the effective use of material assets enterprises.
Optimal quantitative and qualitative dependencies of production processes, parameters and indicators of production are the initial information for the development of work plans for enterprises and their divisions. Therefore, the issues of organizing production are considered in direct connection with in-plant planning, and the decisions fixed in the planned targets are put into practice with the help of management.
Any production involves the organization of enterprises (firms, societies, etc.) of various sizes and complexity, their divisions and jobs, the interaction of labor resources with the means and objects of labor, material incentives, planning and management of activities to achieve the set goals.
In general, organization is the creation or ordering of any parts, elements into an expedient whole.
Organization of production- this is the coordination and optimization of all material and labor elements of production in order to achieve the greatest production result at the lowest cost.
Like every science " Organization of production" has its own object and subject of study. object course is an industrial enterprise, which is considered in the course as a production system, thing production organization - study of methods and means of the most rational organization of production.
The essence of the organization of production is:
in combining and ensuring interaction in a single production process of personal and material elements of production (a person is a personal factor of production, tools and objects of labor are material factors);
in establishing the necessary links and coordinated actions of the participants in the production process (during the production process, workers - they are participants in the production process - are united in brigades, sections, workshops; which implies the establishment of links and coordination of actions between workers);
in creating organizational conditions for the realization of economic interests and social needs of employees at a manufacturing enterprise − creation of conditions for raising the level of working life of employees and personal well-being.
In this way, the essence of the organization of production lies in the unification and provision of personal and material elements of production, the establishment of necessary and sufficient connections and coordinated actions of all participants in the production process, the creation of organizational conditions for the implementation of the socio-economic needs of the enterprise's employees.
The organization of production at enterprises performs the following tasks:
selection and justification of the production program and capacity of the enterprise, its production and organizational structure, determining the composition and level of specialization of its constituent units, establishing rational relationships between them (the enterprise consists of workshops, buildings, sections, departments, bureaus, industries, farms, etc. . subdivisions that may be part of the production structure of the enterprise);
designing and ensuring the coordinated functioning of all components of a single production process (production preparation, logistical ensuring, improving the quality and competitiveness of products, technical and information services, production management systems, etc.).
design and implementation in practice of the organization of units of the production infrastructure of the enterprise (repair facilities, tool production, transport and storage facilities, etc.);
harmonious combination of elements of the production process in time and space, in establishing the order of execution certain types works, rational combination of time and place of their performance, in ensuring the continuous movement of objects of labor in the production process;
organization of labor of workers, rational division of labor and cooperation, improvement of working conditions, organization of material and moral incentive workers;
a combination of rational organizational forms and methods of production management; one or another form of organization must correspond to methods adequate to them to create the interest of workers and increase production efficiency;
development of a system of interaction between production units, the formation and development of the management structure of an enterprise, an association.
The organization of production does not remain unchanged over time. The development of science and technology changes the technical basis of production, the professional and cultural-technical level of workers, the scale of production, and through it affects the forms and methods of organizing production.
The assimilation of knowledge and technological processes of production organization allows: rationally organize the efficient operation of the enterprise, competently analyze production and economic activities, quickly use internal production reserves to increase the competitiveness of products, optimize the production process, reasonably and competently make management decisions in the field of production.
Organizational science is based on systems theory. Term "system"(from Greek. systema - a whole, a connection made up of parts) as a set of interrelated elements that form a single whole to achieve specific purpose, is very common and used in various meanings. So, the system can be a set of economic units, institutions and enterprises of the industry that have common goals and objectives, or an enterprise (firm) as a set of its divisions (branches, workshops, sections, etc.), as well as the order due to the planned arrangement of parts in a certain connection, a strict sequence of actions, for example, a system at work, an accepted schedule of actions.
The enterprise as a system includes four subsystems − target, providing, managing(apparatus for managing an enterprise, workshop, section) and managed(workshops, sections). In turn, each of them consists of technical, technological, organizational, economic and other elements. The enterprise is an integral part of the industry, i.e. belongs to a higher order system.
It is believed that any production system consists of at least three main blocks (parts):
receipt of initial resources (entry into the system);
the production process itself, which allows you to transform resources (object of labor) into a product (goods);
the result of the functioning of the system is the finished product (exit from the system).
The production system has internal, and external environment. Internal Wednesday is formed under the influence of variables that have a direct impact on the production process of products (works, services). This is the structure of the enterprise, its means of production, personnel with its traditions, knowledge and skills, relationships in the team, production and information processes. External environment characterized by a set of variables outside the enterprise. These are the regulatory framework, standards, including quality standards, scientific, technical and patent information, consumers and suppliers, shareholders, creditors, education, medical care, communications, etc.
Turovets O.G., Rodionov V.B., Bukhalkov M.I. Chapter from the book "Organization of production and enterprise management"
Publishing House "INFRA-M", 2007
10.1. The concept of the production process
Modern production is a complex process of converting raw materials, materials, semi-finished products and other objects of labor into finished products that meet the needs of society.
The totality of all the actions of people and tools carried out at the enterprise for the manufacture of specific types of products is called production process.
The main part of the production process is technological processes that contain purposeful actions to change and determine the state of objects of labor. In the course of the implementation of technological processes, the geometric shapes, sizes and physical and chemical properties of the objects of labor change.
Along with the technological production process, it also includes non-technological processes that do not aim to change the geometric shapes, sizes or physical and chemical properties of objects of labor or to check their quality. Such processes include transport, storage, loading and unloading, picking and some other operations and processes.
In the production process, labor processes are combined with natural ones, in which the change in objects of labor occurs under the influence of the forces of nature without human intervention (for example, drying painted parts in air, cooling castings, aging of cast parts, etc.).
Varieties of production processes. According to their purpose and role in production, processes are divided into main, auxiliary and service.
Main are called production processes during which the manufacture of the main products manufactured by the enterprise is carried out. The result of the main processes in mechanical engineering is the production of machines, apparatus and instruments that make up production program enterprises and their respective specializations, as well as the manufacture of spare parts for them for delivery to the consumer.
TO auxiliary include processes that ensure the uninterrupted flow of basic processes. Their result is the products used in the enterprise itself. Auxiliary are the processes for the repair of equipment, the manufacture of equipment, the generation of steam and compressed air, etc.
serving processes are called, during the implementation of which the services necessary for the normal functioning of both the main and auxiliary processes are performed. These include, for example, the processes of transportation, warehousing, selection and picking of parts, etc.
In modern conditions, especially in automated production, there is a tendency to integrate the main and service processes. So, in flexible automated complexes, the main, picking, warehouse and transport operations are combined into a single process.
The set of basic processes forms the main production. At engineering enterprises, the main production consists of three stages: procurement, processing and assembly. Stage The production process is a complex of processes and works, the performance of which characterizes the completion of a certain part of the production process and is associated with the transition of the object of labor from one qualitative state to another.
TO procurement stages include the processes of obtaining blanks - cutting materials, casting, stamping. Processing the stage includes the processes of converting blanks into finished parts: machining, heat treatment, painting and electroplating, etc. Assembly stage - the final part of the production process. It includes assembly of nodes and finished products, adjustment and debugging of machines and devices, their testing.
The composition and interconnections of the main, auxiliary and service processes form the structure of the production process.
V organizational plan production processes are divided into simple and complex. Simple called production processes, consisting of sequentially carried out actions on a simple object of labor. For example, the production process of manufacturing a single part or a batch of identical parts. Difficult process is a combination simple processes carried out on a variety of objects of labor. For example, the process of manufacturing an assembly unit or an entire product.
10.2. Scientific principles of organization of production processes
Activities for the organization of production processes. Diverse production processes, which result in the creation of industrial products, must be properly organized, ensuring their effective functioning in order to produce specific types of products of high quality and in quantities that meet the needs of the national economy and the population of the country.
The organization of production processes consists in combining people, tools and objects of labor into a single process of production of material goods, as well as in ensuring a rational combination in space and time of the main, auxiliary and service processes.
The spatial combination of elements of the production process and all its varieties is implemented on the basis of the formation production structure enterprise and its subdivisions. In this regard, the most important activities are the choice and justification of the production structure of the enterprise, i.e. determination of the composition and specialization of its constituent units and the establishment of rational relationships between them.
During the development of the production structure, design calculations are carried out related to determining the composition of the equipment fleet, taking into account its performance, interchangeability, effective use. Rational planning of divisions, placement of equipment, jobs are also being developed. Organizational conditions are being created for the smooth operation of equipment and direct participants in the production process - workers.
One of the main aspects of the formation of the production structure is to ensure the interconnected functioning of all components of the production process: preparatory operations, basic production processes, maintenance. It is necessary to comprehensively substantiate the most rational organizational forms and methods for the implementation of certain processes for specific production and technical conditions.
An important element in the organization of production processes is the organization of the labor of workers, which concretely realizes the combination of labor power with the means of production. Labor organization methods are largely determined by the forms of the production process. In this regard, the focus should be on ensuring a rational division of labor and determining on this basis the vocational and qualification composition of workers, the scientific organization and optimal maintenance of workplaces, and the all-round improvement and improvement of working conditions.
The organization of production processes also implies a combination of their elements in time, which determines a certain order for performing individual operations, a rational combination of the time for performing various types of work, and the determination of calendar and planning standards for the movement of objects of labor. The normal course of processes in time is also ensured by the order of launch-release of products, the creation of the necessary stocks (reserves) and production reserves, the uninterrupted supply of workplaces with tools, blanks, materials. An important area of this activity is the organization of rational movement material flows. These tasks are solved on the basis of the development and implementation of systems for operational planning of production, taking into account the type of production and the technical and organizational features of production processes.
Finally, in the course of organizing production processes at an enterprise, an important place is given to the development of a system of interaction between individual production units.
Principles of organization of the production process are the starting points on the basis of which the construction, operation and development of production processes are carried out.
Principle differentiation involves the division of the production process into separate parts (processes, operations) and their assignment to the relevant departments of the enterprise. The principle of differentiation is opposed to the principle combinations, which means the combination of all or part of diverse processes for the manufacture of certain types of products within the same site, workshop or production. Depending on the complexity of the product, the volume of production, the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, section) or dispersed over several units. Thus, at machine-building enterprises, with a significant output of the same type of products, independent mechanical and assembly production, workshops are organized, and with small batches of manufactured products, unified mechanical assembly workshops can be created.
The principles of differentiation and combination also apply to individual jobs. A production line, for example, is a differentiated set of jobs.
In practical activities for the organization of production, priority in the use of the principles of differentiation or combination should be given to the principle that will provide the best economic and social characteristics of the production process. Thus, in-line production, which is characterized by a high degree of differentiation of the production process, makes it possible to simplify its organization, improve the skills of workers, and increase labor productivity. However, excessive differentiation increases worker fatigue, a large number of operations increases the need for equipment and production space, leads to unnecessary costs for moving parts, etc.
Principle concentration means the concentration of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work in separate workplaces, sections, workshops or production facilities of the enterprise. The expediency of concentrating homogeneous work in separate areas of production is due to the following factors: commonality technological methods, causing the need to use the same type of equipment; equipment capabilities, such as machining centers; an increase in the output of certain types of products; economic feasibility concentration of production of certain types of products or the performance of homogeneous work.
When choosing one or another direction of concentration, it is necessary to take into account the advantages of each of them.
With the concentration of technologically homogeneous work in the department, a smaller amount of duplicating equipment is required, production flexibility increases and it becomes possible to quickly switch to production. new products equipment load increases.
With the concentration of technologically homogeneous products, the costs of transporting materials and products are reduced, the duration of the production cycle is reduced, the management of the production process is simplified, and the need for production space is reduced.
Principle specializations based on limiting the variety of elements of the production process. The implementation of this principle involves assigning to each workplace and each division a strictly limited range of works, operations, parts or products. In contrast to the principle of specialization, the principle of universalization implies such an organization of production in which each workplace or the manufacturing unit is engaged in the manufacture of parts and products of a wide range or the performance of dissimilar manufacturing operations.
The level of specialization of jobs is determined by a special indicator - the coefficient of consolidation of operations TO z.o, which is characterized by the number of detail operations performed at the workplace for a certain period of time. Yes, at TO z.o = 1 narrow specialization workplaces, in which one detail operation is performed at the workplace during a month, a quarter.
The nature of the specialization of departments and jobs is largely determined by the volume of production of parts of the same name. Specialization reaches its highest level in the production of one type of product. The most typical example of highly specialized industries are factories for the production of tractors, televisions, cars. An increase in the range of production reduces the level of specialization.
A high degree of specialization of departments and workplaces contributes to the growth of labor productivity due to the development of labor skills of workers, opportunities technical equipment labor, minimizing the cost of changeover of machines and lines. At the same time, narrow specialization reduces the required qualifications of workers, causes monotony of labor and, as a result, leads to rapid fatigue of workers, and limits their initiative.
In modern conditions, the trend towards the universalization of production is increasing, which is determined by the requirements of scientific and technological progress to expand the range of products, the emergence of multifunctional equipment, the tasks of improving the organization of labor in the direction of expanding labor functions worker.
Principle proportionality consists in a regular combination of individual elements of the production process, which is expressed in a certain quantitative ratio of them with each other. Thus, proportionality in terms of production capacity implies equality in the capacities of sections or equipment load factors. In this case, the throughput of the blank shops corresponds to the need for blanks in machine shops, and the throughput of these shops corresponds to the need of the assembly shop for necessary details. This implies the requirement to have in each workshop equipment, space, labor force in such quantity that would ensure the normal operation of all departments of the enterprise. Same ratio bandwidth must also exist between the main production, on the one hand, and auxiliary and service units, on the other.
Violation of the principle of proportionality leads to disproportions, the appearance of bottlenecks in production, as a result of which the use of equipment and labor is deteriorating, the duration of the production cycle increases, and the backlog increases.
Proportionality in the workforce, areas, equipment is already established during the design of the enterprise, and then specified during the development of annual production plans by carrying out the so-called volumetric calculations - in determining the capacities, the number of employees, the need for materials. Proportions are established on the basis of a system of norms and norms that determine the number of mutual relations between various elements of the production process.
The principle of proportionality implies the simultaneous execution of individual operations or parts of the production process. It is based on the premise that the parts of a dismembered production process must be combined in time and performed simultaneously.
The production process of manufacturing a machine consists of a large number of operations. It is quite obvious that performing them sequentially one after another would cause an increase in the duration of the production cycle. Therefore, the individual parts of the product manufacturing process must be carried out in parallel.
Parallelism achieved: when processing one part on one machine with several tools; simultaneous processing of different parts of one batch for a given operation at several workplaces; simultaneous processing of the same parts for various operations at several workplaces; simultaneous production of different parts of the same product at different workplaces. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle and the time spent on parts, to save working time.
Under direct flow understand such a principle of organizing the production process, under which all stages and operations of the production process are carried out in the conditions of the shortest path of the object of labor from the beginning of the process to its end. The principle of direct flow requires ensuring the rectilinear movement of objects of labor in technological process, elimination of various kinds of loops and return movements.
Full directness can be achieved by spatial arrangement of operations and parts of the production process in the order of technological operations. It is also necessary, when designing enterprises, to achieve the location of workshops and services in a sequence that provides for a minimum distance between adjacent units. It should be strived to ensure that the parts and assembly units of different products have the same or similar sequence of stages and operations of the production process. When implementing the principle of direct flow, the problem of the optimal arrangement of equipment and jobs also arises.
The principle of direct flow is manifested to a greater extent in the conditions of in-line production, when creating subject-closed workshops and sections.
Compliance with the requirements of direct flow leads to the streamlining of cargo flows, a reduction in cargo turnover, and a reduction in the cost of transporting materials, parts and finished products.
Principle rhythm means that all separate production processes and a single process for the production of a certain type of product are repeated after set periods of time. Distinguish the rhythm of output, work, production.
The rhythm of release is the release of the same or evenly increasing (decreasing) quantity of products for equal time intervals. The rhythm of work is the execution of equal amounts of work (in quantity and composition) for equal time intervals. The rhythm of production means the observance of the rhythm of production and the rhythm of work.
Rhythmic work without jerks and storms is the basis for increasing labor productivity, optimal equipment utilization, full use of personnel and a guarantee of high-quality output. The smooth operation of the enterprise depends on a number of conditions. Ensuring rhythm is a complex task that requires the improvement of the entire organization of production at the enterprise. Of paramount importance are proper organization operational planning of production, compliance with the proportionality of production capacities, improvement of the structure of production, proper organization of logistics and maintenance of production processes.
Principle continuity It is realized in such forms of organization of the production process, in which all its operations are carried out continuously, without interruptions, and all objects of labor continuously move from operation to operation.
The principle of the continuity of the production process is fully implemented on automatic and continuous production lines, on which objects of labor are manufactured or assembled, having operations of the same duration or a multiple of the cycle time of the line.
In mechanical engineering, discrete technological processes predominate, and therefore, production with a high degree of synchronization of the duration of operations is not predominant here.
The discontinuous movement of objects of labor is associated with breaks that occur as a result of the aging of parts at each operation, between operations, sections, workshops. That is why the implementation of the principle of continuity requires the elimination or minimization of interruptions. The solution of such a problem can be achieved on the basis of observance of the principles of proportionality and rhythm; organization of parallel production of parts of one batch or different parts of one product; creation of such forms of organization of production processes, in which the start time of manufacturing parts for a given operation and the end time of the previous operation are synchronized, etc.
Violation of the principle of continuity, as a rule, causes interruptions in work (downtime of workers and equipment), leads to an increase in the duration of the production cycle and the size of work in progress.
The principles of organization of production in practice do not operate in isolation, they are closely intertwined in each production process. When studying the principles of organization, attention should be paid to the pair nature of some of them, their interrelation, transition into their opposite (differentiation and combination, specialization and universalization). The principles of organization develop unevenly: in one period or another, some principle comes to the fore or acquires secondary importance. So, the narrow specialization of jobs is becoming a thing of the past, they are becoming more and more universal. The principle of differentiation is increasingly being replaced by the principle of combination, the use of which allows building a production process on the basis of a single flow. At the same time, under the conditions of automation, the importance of the principles of proportionality, continuity, direct flow increases.
The degree of implementation of the principles of organization of production has a quantitative dimension. Therefore, in addition to the current methods of analysis of production, forms and methods for analyzing the state of the organization of production and implementing its scientific principles should be developed and applied in practice. Methods for calculating the degree of implementation of some principles of the organization of production processes will be given in Ch. twenty.
Compliance with the principles of organization of production processes is of great practical importance. The implementation of these principles is the business of all levels of production management.
10.3. Spatial organization of production processes
The production structure of the enterprise. The combination of parts of the production process in space is provided by the production structure of the enterprise. Under the production structure is understood the totality of the production units of the enterprise that are part of it, as well as the forms of relationships between them. In modern conditions, the production process can be considered in its two varieties:
- as a process material production with the end result - commercial products;
- as a process of design production with the end result - a scientific and technical product.
The nature of the production structure of the enterprise depends on the types of its activities, the main of which are the following: research, production, research and production, production and technical, management and economic.
The priority of the relevant activities determines the structure of the enterprise, the share of scientific, technical and production units, the ratio of the number of workers and engineers.
The composition of the divisions of an enterprise specializing in production activities is determined by the design features of the products and the technology of their manufacture, the scale of production, the specialization of the enterprise and the existing cooperative ties. On fig. 10.1 shows a diagram of the relationship of factors that determine the production structure of the enterprise.
Rice. 10.1. Scheme of interrelations of factors that determine the production structure of an enterprise
In modern conditions, the form of ownership has a great influence on the structure of the enterprise. The transition from state ownership to other forms of ownership—private, joint-stock, lease—leads, as a rule, to a reduction in superfluous links and structures, the size of the control apparatus, and reduces duplication of work.
At present, various forms of enterprise organization have become widespread; There are small, medium and large enterprises, the production structure of each of them has the corresponding features.
The production structure of a small enterprise is simple. As a rule, it has a minimum or no internal structural production units at all. At small enterprises, the administrative apparatus is insignificant, and the combination of managerial functions is widely used.
The structure of medium-sized enterprises presupposes the allocation of workshops in their composition, and in the case of a non-shop structure, sections. Here, the minimum necessary to ensure the functioning of the enterprise, its own auxiliary and service units, departments and services of the management apparatus are already being created.
Large enterprises in the manufacturing industry include the entire set of production, service and management departments.
On the basis of the production structure, a general plan of the enterprise is developed. The master plan refers to the spatial arrangement of all shops and services, as well as transport routes and communications on the territory of the enterprise. When developing master plan direct flow of material flows is ensured. The workshops should be located according to the sequence of the production process. Services and workshops interconnected must be placed in close proximity.
Development of the production structure of associations. The production structures of associations in modern conditions are undergoing significant changes. Production associations in the manufacturing industry, in particular in mechanical engineering, are characterized by the following areas for improving production structures:
- concentration of production of homogeneous products or performance of the same type of work in single specialized divisions of the association;
- deepening specialization structural divisions enterprises - industries, workshops, branches;
- integration in unified research and production complexes of work on the creation of new types of products, their development in production and the organization of production in the quantities necessary for the consumer;
- dispersal of production based on the creation of highly specialized enterprises of various sizes as part of the association;
- overcoming segmentation in the construction of production processes and the creation of unified production flows without the allocation of workshops, sites;
- universalization of production, which consists in the production of products for different purposes, completed from components and parts that are homogeneous in design and technology, as well as in organizing the production of related products;
- wide development of horizontal cooperation between enterprises belonging to different associations in order to reduce production costs by increasing the scale of production of the same type of products and full capacity utilization.
The creation and development of large associations brought to life a new form of production structure, characterized by the allocation in their composition of specialized industries of the optimal size, built on the principle of technological and subject specialization. Such a structure also provides for the maximum concentration of procurement, auxiliary and service processes. The new form of production structure was called multi-production. In the 1980s, it was widely used in automotive, electrical and other industries.
The Nizhny Novgorod association for the production of automobiles, for example, includes a parent company and seven affiliated plants. The parent company has ten specialized production facilities: cargo, cars, engines, truck axles, metallurgical, forging and spring, tool, etc. Each of these industries unites a group of main and auxiliary workshops, has a certain independence, maintains close ties with other divisions of the enterprise and enjoys the rights established for the structural units of the association. A typical production structure is shown in fig. 10.2.
At a higher quality level, a multi-production structure was implemented at the Volga Automobile Plant. The manufacture of automobiles here is concentrated in four main industries: metallurgical, press, mechanical assembly and assembly and forging. In addition, ancillary production facilities have also been identified. Each of them is an independent plant with a closed production cycle. The structure of production includes workshops. But the workshops at the VAZ have undergone significant changes. They are freed from the worries of ensuring production, repair and maintenance equipment, maintenance and cleaning of premises, etc. The only task left for the VAZ production workshop is to produce the products assigned to it in a quality and timely manner. The shop management structure is simplified as much as possible. These are the head of the shop, his two deputies for shifts, the heads of the sections, foremen, foremen. All tasks of provision, preparation of production and maintenance are solved centrally by the production management apparatus.
Rice. 10.2. Typical production structure
In each production departments have been created: design and technology, design, tool and equipment, analysis and planning of equipment repair. Here, unified services for operational scheduling and dispatching, logistics, organization of labor and wages have been formed.
The structure of production includes large specialized workshops: repair, manufacture and repair of equipment, transport and storage operations, cleaning of premises and others. The creation of powerful engineering services and production divisions in production, each of which fully solves the tasks assigned to them in its field, has made it possible, on a fundamentally new basis, to create normal conditions for effective work main production shops.
The organization of workshops and sections is based on the principles of concentration and specialization. Specialization of workshops and production sites can be carried out by type of work - technological specialization or by type of manufactured products - subject specialization. Examples of production units of technological specialization on machine-building enterprise are foundry, thermal or electroplating shops, turning and grinding departments in machine shop; subject specialization - a workshop for body parts, a section of shafts, a workshop for the manufacture of gearboxes, etc.
If a complete cycle of manufacturing a product or part is carried out within a workshop or site, this unit is called subject-closed.
When organizing workshops and sites, it is necessary to carefully analyze the advantages and disadvantages of all types of specialization. Technological specialization ensures high equipment utilization, high production flexibility is achieved when mastering new products and changing production facilities. At the same time, operational and production planning becomes more difficult, the production cycle is lengthened, and responsibility for product quality is reduced.
The use of subject specialization, allowing you to concentrate all work on the production of a part or product within one workshop, area, increases the responsibility of performers for product quality and task completion. Subject specialization creates the prerequisites for the organization of in-line and automated production, ensures the implementation of the principle of direct flow, simplifies planning and accounting. However, here it is not always possible to achieve a full load of the equipment, the restructuring of production for the production of new products requires large expenditures.
Subject-closed workshops and sections also have significant economic advantages, the organization of which makes it possible to reduce the duration of the production cycle of manufacturing products as a result of the complete or partial elimination of oncoming or age-related movements, to simplify the planning system and operational management the course of production. Practical experience of domestic and foreign enterprises allows us to give the following grouping of rules that should be followed when deciding on the application of the subject or technological principle of building workshops and sites.
subject the principle is recommended to be applied in the following cases: with the release of one or two standard products, with a large volume and a high degree of stability in the production of products, with the possibility of a good balance of equipment and workforce, with a minimum of control operations and a small number of changeovers; technological- with the release of a large range of products, with their relatively low serialization, with the impossibility of balancing equipment and workforce, with a large number of control operations and a significant number of changeovers.
Organization of production sites. The organization of sites is determined by the type of their specialization. It involves solving a large number of tasks, including the selection of production facilities; payment necessary equipment and its layout determining the size of batches (series) of parts and the frequency of their launch-release; assigning works and operations to each workplace, building schedules; calculation of the need for personnel; designing a system for servicing workplaces. Recently, research and production complexes began to form in associations, integrating all stages of the cycle "Research - development - production".
For the first time in the country, four research and production complexes were created in the St. Petersburg association "Svetlana". The complex is a single division specializing in the development and production of products of a certain profile. It is created on the basis of the design bureaus of the head plant. In addition to the design bureau, it includes main production shops and specialized branches. The scientific and production activity of the complexes is carried out on the basis of on-farm calculation.
Research and production complexes carry out design and technological preparation of production, involving the relevant divisions of the association to perform work related to the development of new products. The head of the design bureau has been granted the rights of end-to-end planning of all stages of pre-production - from research to the organization of serial production. He is responsible not only for the quality and timing of development, but also for the development of serial production of new products and the production activities of the shops and branches included in the complex.
In the context of the transition of enterprises to market economy there is a further development of the production structure of associations on the basis of increasing the economic independence of their constituent units.
As an example of the creation and implementation of a new organizational form in the conditions of transition to the market, it is possible to create joint-stock company— a research and production concern in the Energia association (Voronezh). More than 100 independent research and production complexes, first-level associations and enterprises with full legal independence and settlement accounts in commercial bank. When creating independent associations and enterprises, the following was used: a variety of forms of ownership (state, rental, mixed, joint-stock, cooperative); manifold organizational structures independent enterprises and associations, the number of which varies from 3 to 2350 people; variety of activities (scientific and production, organizational and economic, production and technical).
The concern has 20 subject and functional research and production complexes that combine research, design, technological divisions and production facilities specializing in the development and production of certain types of products or the performance of technologically homogeneous work. These complexes were created by reforming experimental and serial plants and on the basis of a research institute. Depending on the number and volume of work, they function as first-level associations, enterprises or small enterprises.
Research and production complexes fully showed their advantages during the period of conversion in the conditions of a sharp change in the range of products. After obtaining independence, the enterprises voluntarily organized first-level associations - research and production complexes or firms - and established a concern, centralizing 10 main functions in accordance with the Charter. The supreme governing body of the concern is the meeting of shareholders. The coordination of work on the implementation of centralized functions is carried out by the board of directors and the functional divisions of the concern, working on conditions of full self-sufficiency. Subdivisions performing service and support functions also work on a contractual basis and have full legal and economic independence.
Shown in fig. 10.3 and the so-called "circular" group management structure satisfies the requirements of the legislation Russian Federation. The Board of Directors coordinates the centralized functions of the concern within the framework of the Articles of Association in accordance with the idea of a round table.
The circular (as opposed to the existing vertical) system of organization and management of production is based on the following principles:
Rice. 10.3. Circular management structure of Energia Concern
- on the voluntariness of the association of shareholder enterprises for joint activities in order to obtain maximum and stable profits through the sale of products and services in a competitive market to meet the social and economic interests of shareholders;
- voluntary centralization of part of the functions of enterprises for the organization and management of production, enshrined in the Charter of the joint-stock company;
- combination of benefits big company conditioned by specialization, cooperation and scale of production, with the advantages of small business forms and motivation of employees through ownership of property;
- a system of subject and functional research and production complexes interconnected on a technological basis, taking into account the advantages of specialization and cooperation;
- a system of contractual relations between research and production complexes and firms, supported by a system for satisfying self-supporting claims, including the regulation of the wage fund;
- relocation of the center current work on the organization and management of production from the highest level vertically to the level of research and production complexes and independent enterprises horizontally on a contractual basis with the focus of the efforts of the top management on promising issues;
- implementation of economic relations between enterprises through a commercial bank and an internal settlement center in the relevant areas;
- improving the guarantees of the solution social issues and security of both independent enterprises and all shareholders;
- combination and development various forms ownership at the group level and independent associations and enterprises;
- renunciation of the dominant role of the supreme governing bodies with the transformation of the functions of management and coordination of production into one of the varieties of activity of shareholders;
- working out the mechanism for combining the mutual interests of independent enterprises and the concern as a whole and preventing the danger of a rupture due to centrifugal forces of the technological principle of building the organization of production.
The circular structure provides for a fundamental change in the activities of subject research and production complexes, which take the lead in planning and ensuring horizontal interconnection of the activities of functional research and production complexes and firms on a contractual basis according to their nomenclature, taking into account changes in the market.
The planning and dispatching department within the framework of the Pribyl company was transformed, and a significant part of its functions and staff were transferred to subject research and production complexes. The attention of this service is focused on strategic tasks and coordination of the work of complexes and firms.
Concern Energia went through the process of privatization through lease and corporatization and received a certificate of ownership of the property, it was given the status of the Federal Research and Production Center.
10.4. Organization of production processes in time
To ensure the rational interaction of all elements of the production process and streamline the work performed in time and space, it is necessary to form the production cycle of the product.
The production cycle is a complex of the main, auxiliary and service processes organized in a certain way in time, necessary for the manufacture of a certain type of product. The most important characteristic production cycle is its duration.
Production cycle time- this is a calendar period of time during which a material, workpiece or other processed item goes through all the operations of the production process or a certain part of it and turns into finished products. The cycle time is expressed in calendar days or hours. Structure of the production cycle includes working hours and breaks. During the working period, the actual technological operations and preparatory and final works are carried out. The working period also includes the duration of control and transport operations and the time of natural processes. The time of breaks is due to the mode of work, interoperational storage of parts and shortcomings in the organization of labor and production.
The time between operations is determined by the breaks of batching, waiting and picking. Partion breaks occur when products are made in batches and are due to the fact that processed products lie until the entire batch has passed through this operation. At the same time, it is assumed that a production batch is a group of products of the same name and size, launched into production for a certain time with the same preparatory and final period. Waiting breaks are caused by the inconsistent duration of two adjacent operations of the technological process, and picking breaks are caused by the need to wait for the time when all blanks, parts or assembly units included in one set of products are manufactured. Picking breaks occur during the transition from one stage of the production process to another.
In the most general form, the duration of the production cycle T ts is expressed by the formula
T c = T t+ T n –3 + T e+ T to + T tr + T mo + T ex, (10.1)
where T t is the time of technological operations; T n-3 - time of preparatory and final work; T e is the time of natural processes; T k is the time of control operations; T tr is the time of transportation of objects of labor; T mo — time of interoperational bedding (intra-shift breaks); T pr - the time of breaks due to the mode of work.
The duration of technological operations and preparatory and final works in the aggregate forms an operating cycle T c.op.
Operating cycle- this is the duration of the completed part of the technological process, performed at one workplace.
Methods for calculating the duration of the production cycle. It is necessary to distinguish between the production cycle of individual parts and the production cycle of an assembly unit or product as a whole. The production cycle of a part is usually called simple, and the product or assembly unit is called complex. The cycle can be single-operational and multi-operational. The cycle time of a multi-step process depends on how parts are transferred from operation to operation. There are three types of movement of objects of labor in the process of their manufacture: sequential, parallel and parallel-sequential.
At sequential type of movement the entire batch of parts is transferred to the next operation after the processing of all parts at the previous operation is completed. The advantages of this method are the absence of interruptions in the operation of the equipment and the worker at each operation, the possibility of their high load during the shift. But the production cycle with such an organization of work is the largest, which negatively affects the technical and economic performance of the workshop, enterprise.
At parallel motion parts are transferred to the next operation by a transport batch immediately after the end of its processing at the previous operation. In this case, the shortest cycle is provided. But the possibilities of using a parallel type of movement are limited, since prerequisite its implementation is the equality or multiplicity of the duration of the operations. Otherwise, interruptions in the operation of equipment and workers are inevitable.
At parallel-sequential type of movement parts from operation to operation, they are transferred by transport parties or by the piece. In this case, there is a partial combination of the execution time of adjacent operations, and the entire batch is processed at each operation without interruptions. Workers and equipment work without interruption. The production cycle is longer compared to parallel, but shorter than with sequential movement objects of labor.
Calculation of the cycle of a simple production process. The operational production cycle of a batch of parts with a sequential type of movement is calculated as follows:
(10.2)
where n- the number of parts in the production batch, pieces; r op is the number of technological process operations; t PC i— time limit for each operation, min; WITH r.m i- the number of jobs occupied by the manufacture of a batch of parts for each operation.
The scheme of the sequential type of movement is shown in fig. 10.4, a. According to the data given in the diagram, the operating cycle of a batch consisting of three parts processed at four workplaces is calculated:
T c.seq = 3 (t pcs 1 + t pcs 2 + t pcs 3 + t pcs 4) = 3 (2 + 1 + 4 + 1.5) = 25.5 min.
The formula for calculating the duration of the operating cycle for a parallel type of movement:
(10.3)
where is the execution time of the operation, the longest in the technological process, min.
Rice. 10.4, a. Schedule of production cycles for the sequential movement of batches of parts
The graph of the movement of a batch of parts with parallel movement is shown in Fig. 10.4, b. According to the schedule, you can determine the duration of the operating cycle with parallel movement:
T c.par = ( t pcs 1+ t pcs 2+ t pcs 3+ t pcs 4)+ (3 – 1) t pcs 3 \u003d 8.5 + (3 - 1) 4 \u003d 16.5 min.
Rice. 10.4, b. Schedule of production cycles with parallel-sequential movement of batches of parts
With a parallel-sequential type of movement, there is a partial overlap in the execution time of adjacent operations. There are two types of combination of adjacent operations in time. If the execution time of the subsequent operation is longer than the execution time of the previous operation, then you can apply the parallel type of movement of parts. If the execution time of the subsequent operation is less than the execution time of the previous one, then a parallel-sequential type of movement is acceptable with the maximum possible overlap in the execution time of both operations. In this case, the maximum combined operations differ from each other by the time of manufacture of the last part (or the last transport batch) at the subsequent operation.
A diagram of a parallel-sequential type of movement is shown in fig. 10.4, v. In this case, the operating cycle will be less than with a sequential type of movement, by the amount of combination of each adjacent pair of operations: the first and second operations - AB - (3 - l) t piece2 ; second and third operations - VG \u003d A¢B¢ - (3 -1) t pcs3 ; third and fourth operations - DE - (3 - 1) t pcs4 (where t pcs3 and t pcs4 have shorter time t piece core from each pair of operations).
Formulas for calculation
(10.4)
When performing operations on parallel workstations:
Rice. 10.4, c. Schedule of production cycles with parallel movement of batches of parts
When transferring products by transport parties:
(10.5)
where is the time to complete the shortest operation.
An example of calculating the duration of the cycle according to the formula (10.5):
T c.p-p \u003d 25.5 - 2 (1 + 1 + 1.5) \u003d 18.5 min.
The production cycle for manufacturing a batch of parts includes not only the operating cycle, but also natural processes and breaks associated with the mode of operation, and other components. In this case, the duration of the cycle for the considered types of movement is determined by the formulas:
where r op is the number of technological operations; WITH r.m - the number of parallel jobs occupied by the manufacture of a batch of parts for each operation; t mo — time of interoperational decubitus between two operations, h; T cm is the duration of one working shift, h; d cm is the number of shifts; TO v.n - the planned coefficient of compliance with the norms in operations; TO lane - coefficient of conversion of working time into calendar time; T e is the duration of natural processes.
Calculating the cycle time of a complex process
The production cycle of a product includes the cycles of manufacturing parts, assembling units and finished products, and testing operations. In this case, it is assumed that various parts are manufactured at the same time. Therefore, the cycle of the most labor-intensive (leading) part from among those supplied to the first operations of the assembly shop is included in the production cycle of the product. The duration of the production cycle of the product can be calculated by the formula
T c.p = T c.d + T c.b, (10.9)
where T ts.d - the duration of the production cycle for the manufacture of the leading part, calends. days; T c.b - the duration of the production cycle of assembly and test work, calend. days
Rice. 10.5. Complex process cycle
A graphical method can be used to determine the cycle time of a complex manufacturing process. For this, a cyclic schedule is drawn up. The production cycles of simple processes included in the complex one are preliminarily established. According to the cyclic schedule, the lead time of some processes by others is analyzed and determined total duration cycle of a complex process for the production of a product or a batch of products as the largest sum of cycles of interconnected simple processes and interoperational breaks. On fig. 10.5 shows a cycle graph of a complex process. On the graph from right to left, the cycles of partial processes are plotted on a time scale, starting from testing and ending with the manufacture of parts.
Ways and meaning of ensuring the continuity of the production process and reducing the cycle time
A high degree of continuity of production processes and a reduction in the duration of the production cycle is of great economic importance: the size of work in progress is reduced and the turnover of working capital is accelerated, the use of equipment and production areas is improved, and the cost of production is reduced. Studies carried out at a number of enterprises in Kharkov showed that where the average duration of the production cycle does not exceed 18 days, each spent ruble provides 12% more production than in factories where the cycle duration is 19–36 days, and 61% more than in a factory where products have a cycle of more than 36 days.
An increase in the level of continuity of the production process and a reduction in the duration of the cycle are achieved, firstly, by raising the technical level of production, and secondly, by measures of an organizational nature. Both paths are interconnected and complement each other.
Technical improvement production is underway towards implementation new technology, progressive equipment and new Vehicle. This leads to a reduction in the production cycle by reducing the labor intensity of the actual technological and control operations, reducing the time for moving objects of labor.
Organizational measures should include:
- minimizing interruptions caused by interoperational waiting and batching interruptions through the use of parallel and parallel-sequential methods of movement of objects of labor and improving the planning system;
- construction of schedules for combining various production processes, providing a partial overlap in the time of performing related work and operations;
- reduction of waiting breaks based on the construction of optimized schedules for the manufacture of products and the rational launch of parts into production;
- the introduction of subject-closed and detail-specialized workshops and sections, the creation of which reduces the length of intra-shop and inter-shop routes, reduces the time spent on transportation.
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