Analysis of managing material flows on the example. Analysis of the material flow control system of the manufacturing enterprise OJSC VSMPO-AVISMA. Analysis of the system of management of material flows of the production enterprise OJSC ARES
The logistics system at JSC VSMPO-AVISMA Corporation is characterized primarily by the lack of logistics department as such.
To ensure a continuous production process at JSC VSMPO-AVISMA Corporation, an infrastructure has been created, the working state of which is supported by the plant engineering and technical service.
Each head of the division is responsible for the operation of buildings and structures in which its workshop is located.
To explore raw materials and materials, the shipment of products is used by road transport of enterprises and third-party organizations. And also shipment of products is carried out by rail containers.
All transportation performs and plans the transport site. The testament of materials is made on the basis of applications of the logistics department, shipment of products - on the basis of the applications of the Sales Department.
The amount of energy resources needed to ensure the production and operation of the enterprise and the optimization of their consumption is planned by an assistant to the technical director for energy saving and the department of material rationing. Based on the production plan, the need for all types of energy resources is calculated, and contracts with suppliers are concluded.
In accordance with the production plan, the technical development plan at the enterprise the chief economist is developing a financial plan (annual and monthly), which is approved by the Director General.
The Director-General shall carry out financial resources management - their planning, provision of availability and control of use. At the end of the month, the quarter and year analysis costs analysis of quality, analysis of financial indicators, such as an increase in monetary turnover, increased benefits, reducing non-production costs.
The plan for the production of commercial products is formed for a year with a uniform breakdown in quarters. The need for the production of titanium products is determined by the production and dispatch department (PDA), planned and economic management with the participation of marketing and sales management on the basis of the sales forecast and the need to load production facilities (enterprise personnel). Priority in making decisions in the formation of a production program belongs to PDO. The formation of a production plan ends in November / December a month of the preceding period. The generated manufacturing plan is approved by the Director-General and is transferred to the logistics department to assess the annual need for materials and components.
Quarterly planning for the production of commercial products is made according to the scheme of formation of the annual plan, taking into account the fact of the implementation of the plan of the previous quarter. In case of non-fulfillment of the previous quarter's plan, the initial quarterly plan is adjusted towards the increase.
Detail planning of the movement of parts, assembly units in the context of the sender / Recipient is made by experts on the basis of a quarterly production plan. Detail planning is made taking into account the balances and grounds in the workshops of the main production. To reconcile residues, reconciliation of parts and nodes of own production and adjustment of incorrect residues are reconciled.
The need for the implementation of dispatching functions arises due to the inconsistency of the planned and actual output of finished products. In this regard, the adjustment of the quarterly plan and operational management of production during the next month is required. When changing the quarterly plan, the PDO automatically calculates deviations and makes an adjustment of previously formed plans and monthly manually develops manufacturing graphs of assembly and delivery for every working day. The developed graphs are brought to workshops, and the PDO monitors their implementation. Daily heads of workshops on the phone are reported for the performance of production schedules.
Based on the analysis of existing problems, we can formulate the following general objectives of improving the material flow control system in production:
Organize rhythmic, coordinated production and supply in conditions of multi-generic, dynamically changing products with frequently changing plans for the production of finished products;
Reduce production costs by reducing the volume of work in progress, reducing the stocks of materials, stocks of finished products, as well as create a mechanism for operational control over costs;
Increase the turnover of funds and responsibility to the consumer by reducing the product manufacturing cycle and reduce the number of cases of disrupting the delivery of products;
Reduce losses from theft through improving the organization of storage of products in the production and traceability of material responsibility at all stages of the material flow;
Create a competitive production management system based on progressive world practice and in accordance with international standards, techniques.
Thus, it can be seen that at JSC VSMPO-AVISMA Corporation, many logistic functions are being implemented, but there is no single information space, the unified center for focusing the logistics circuits does not exist. Therefore, one of the areas of improving the structure of the logistics system of OJSC VSMPO-AVISMA Corporation is activities to introduce logistics department at the enterprise.
The main functions of the management of material flow include planning, organization, etc.
The organization of material flows in production is shown in Fig. 17.
Fig. 17.
Material control functions reveal the entity of control as phenomena.
The first function of managing material flows - planning and forecasting. In general, planning involves developing a program to fulfill the goals and ensuring its implementation. Forecasting precedes the development of plans and allows you to determine the main objectives, and then by drawing up a program of action and budgets, determines ways to achieve the goals.
Planning, as the main function of management, should provide for the solution of two-level tasks: strategic and current planning of material flows.
The following function is coordination of action in the production and marketing products, as well as in continuous material provision of production. In large enterprises with multi-generating production in the conditions of the necessary diversification without the relevant administrative coordination of works, the NAT may ensure the coordinated work of individual units and the continuous production process.
Control and regulationmaterial flows: moving materials and finished products, as well as the presence of necessary reserves.
Production logistics includes a full range of work on planning, monitoring and regulating material and information flows from the source of raw materials to the place of consumption of finished products. However, if there are information flows, then it is necessary to note the importance and necessity of information from the place of consumption of finished products to its manufacturer (conditions of operation and product behavior in relation to these conditions).
Depending on the factors of education, the marked flows are divided into streams of raw materials, semi-finished products, components, blanks, assembly units of finished products.
The process of execution is formed from a plurality of elementary streams that make up logistic chains. The main chain links are: suppliers of materials, raw materials and semi-finished products; Warehouses for storing scared materials, raw materials and semi-finished products, production warehouses and finished products; transport; manufacturing units and logistics and sales services; Consumers of finished products.
Material suppliers. Individuals and legal entities supplying raw materials, materials, fuel, etc. on the enterprise.
Warehouses. Perform the role of "buffer capacity".
Transport. In the organization of material flows, transport performs the function of establishing direct bonds between the elements of the logistics chain.
Logistics divisions It is called for not only to determine the need for production in the necessary materials and make sales of finished products, but also be able to smooth out possible fluctuations in demand and suggestions for goods, raw materials, services.
Consumers. The main task of logistics for consumers is the maintenance of products and to provide effective assistance in organizing its use.
Thus, the organization of material flows ensures the formation of the process of broadcast by establishing relations between the links of the logistics chain due to the promotion of materials from the source of raw materials to the consumer of finished products
The essence of the organization of material flows is to combine individual links and stages of broadcasts, in establishing the necessary links between them and ensure interaction in order to minimize the costs of completing orders under the condition of their timely and qualitative performance.
Since the process of execution is unfolding on a certain territory and proceeds in time, we can talk about the organization of material flows in space and in time.
The main essential characteristic of the organization of material flows in space is logistic structure enterprises. The term "logistic" is used to allocate from the entire set of connections arising from the manufacture of products and its implementation, those that characterize the processes of procurement, transformation and distribution of resources as a holistic system. Under the logistics structure means a combination of individuals and legal entities involved in the formation and management of the movement of materials.
There are three forms of organization of material flows.
Accumulative In which for the normal operation of the workshops, the complex of warehouses is envisaged. Materials are moved within the workshop with the receipt of applications for materials from the part of the batches of an arbitrary value.
Motion of material flows can be traced in stages.
- 1. Between the operations of the technological process (sections) of the workpiece is stored on an inter-operative warehouse.
- 2. The finished parts are enrolled in the assembly shop and accumulate in the warehouse of the workshop.
- 3. For storage and issuing a warehouse for the assembly of purchased components.
- 4. The collected and tested products go to the finished product warehouse where they carry out the recruitment of the necessary documentation, packaging and preparation for sending to the consumer.
The main advantage of this form of organization of material flows is the possibility of accumulating a large amount of material at the entrance and exit of the system, which ensures, on the one hand, the reliability of the necessary parts and blanks, components in production, on the other hand, guarantees the implementation of urgent applications of consumers of products.
The lack of a cumulative form of movement of materials is that the presence of an extensive system of transport trails and a large number of warehouses makes it difficult to control the movement of material flows and control over reserves. The noted leads to large losses associated with immobilization of funds and materials, and requires significant capital investments and creating a warehouse system.
Coppering. It assumes the presence of a combined transport and warehouse system (TCC), which combines a certain number of jobs (sites) by establishing the connection of each workplace (plot) with any other through information and material flows. At the same time, the processes of machining (assembly), control, preparation of production, storage and reservation of materials are combined with the help of a TCC in a single production process.
The flow control of the material flow occurs according to the scheme: search for the necessary workpiece in stock, transportation of the workpiece to the machine, processing, returning the part to the warehouse. The accumulation of the material is carried out in the central warehouse or decentralized in separate work areas. In the first case, the warehouse serves several production units and is used as a backup drive between the beginning and the end of the processing of the part. In the second case, the warehouses are created in separate sites and serve to compensate for the deviation over time during transportation and processing of the part. In some cases, a mixed TCC is used, which involves the presence of both the central warehouse and the backup drives in the working sections. Transportation of parts is carried out according to one of the circuits shown in Fig. eighteen.
The advantage of this form of organization of motion of material flows is to reduce the volume of reserves in the workplace by creating a TCC, reducing the duration of the production process by eliminating breaks between the components of the production cycle; Permanent control over stocks.
The following can be attributed to the following: the transport and cumulative form is effective for groups of constructive and technologically homogeneous parts, which, firstly, narrows the area of \u200b\u200bits application, and secondly, it necessitates a complex of preparatory work; This form requires significant capital investments into the creation of an automated control system of production.
Fig. eighteen.
Zero reserve system. It proposes maintaining the minimum stock at each technological stage - based on the combination of the "Intermediate Warehouse - Reserve Drive" system and the control method of "Kanban" by the reserves.
Unlike traditional production, in which the warehouse is the storage location, semi-finished products, finished products, in the zero stock system it serves to intermediate storage of materials, parts and components that cannot be delivered and manufactured just on time. Such warehouses are created on each of the stages of the movement of materials: the purchase, production, sales of products (Fig. 19) and are a means of centralized production planning at the enterprise level.
The backup drives are used to perform the functions of decentralized management of product manufacturing, such as reducing the impact of faults, synchronization of production sites or individual workers.
Fig. nineteen.
Scheme Fig. 19 corresponds to the form of "zero stock":
- - movement of material; D - warehouse of raw materials;
- ? - production warehouse; D - sales warehouse.
The marked production conditions allow the material to be reduced to the "zero" of the material at all stages of its movement. This form of organization of moving materials focuses enterprises, on the one hand, to market requests (consumer), and on the other - on the minimum and regulatory production supply. However, its use in domestic enterprises is difficult due to the lack of a sustainable supply system with the necessary materials, low-level computer management of production.
Fig. twenty.
The organization of movement of materials is one of the most important production conditions, since it allows you to combine individual stages of production (Fig. 21).
The material flow is a logistic category, which is a movement and / or transformation in the economic sphere (industry, trade, agriculture, etc.) of real objects, which include energy, raw materials, materials, work in progress, semi-finished products, components, Finished products, etc., at all stages of social production (supply, production, sales, etc.).
Material flows along with spin-on, information, personnel, etc. Are part of the total logistics flow - movement and transformations of all possible types of resources on the way from the source to the receiver (from the manufacturer to the consumer). Transport flow is also one of the types of material flows.
Examples of material flows are the pumping of oil from the places of production to the oil refining plant, the supply of clothing with a weaving factory on the wholesale warehouse, delivery of bananas from a plantation for a vegetable base, etc.
It is customary to classify material flows for a number of features:
1) in relation to the logistics system;
2) in terms of motion objects;
3) by the nature of the movement.
Allocate the following basic parameters of material flows:
Speed;
Initial, finite and intermediate points of movement;
Trajectory;
Density;
Intensity;
Power.
From slaughter to the consumer:
Analysis of the information flow at the mining enterprise
The process of managing material flows is the processing of information circulating in logistics systems. In this regard, one of the key concepts of logistics is the concept of information flow.
Information flow is a set of circulating in the logistics system between the logistics system and the external media messages needed to manage and control the logistics operations. The information flow corresponds to material and can exist as paper and electronic documents.
The information flow may be ahead of the material, follow simultaneously with it or after it. In this case, the information flow can be directed both in one direction with material and in the opposite.
The advanced information flow in the oncoming direction contains, as a rule, information about the order.
The advanced information flow in the forward direction is preliminary messages about the upcoming arrival of the cargo.
Simultaneously with the material flow, information is in direct direction of quantitative and qualitative parameters of the material flow.
In the process of analyzing the information flow of the enterprise, the Controlling Service studies the processes of occurrence, movement and processing information, as well as the direction and intensity of document management in the enterprise.
The purpose of analyzing information flows is to identify duplication points, an excess and lack of information, the reasons for its failures and delays.
The most common and, apparently, the most practical method of analyzing information flows is to draw up charts of information flows. To build charts of information flows, you should know (or develop yourself) certain rules for their preparation and conditional designations of individual elements.
Each information flow - a single movement of information - has the following signs:
* Document (what is physically containing information);
* Problems (to which field of activity of the enterprise include information: to procurement, sales of products, to closing the month and obtaining consolidated costs, planning, etc.);
* artist (person who transfers this information);
* Periodicity (transmission frequency: monthly, quarterly, daily).
The company allocates two levels of information flow details:
* At the enterprise level, details are made to the level of the workshop (divisions), i.e. information is transmitted between the workshops and services of the enterprise;
* At the level of the workshop (divisions) of the enterprise, the details are made to the level of the workplace, i.e. Information is transmitted between the workers of the workshop and related services.
Disadvantages of the information flow:
* duplication of information provided;
* Lack of relevant (substantial) information;
* Lack of one-time distribution of responsibility for documents;
* non-payment of information;
* After receiving information, refinements may be required.
It is important to comply with uniform rules, which makes it possible to talk to the analytical service in one language with the other participants in the process of analyzing information flows (financial and economic services, automation department, etc.). At the enterprise level, it is advisable to build charts of information flows on individual problems, since the number of information flows (connections) is very large, therefore it is difficult to identify a single algorithm. At the level of individual workshops, it is allowed to build a common schedule of information flows on all problems, since here the number of threads (links) is not too large, although it is possible to build graphs for each problem.
The chart of information flows has a significant drawback - a large number of informational relations makes it difficult to read and analyze, but it is precisely an analysis of information flows and was the purpose of drawing up the schedule. Therefore, it is advisable to develop graphs that are depicting not static links between the departments, but the flow of documents associated with the implementation of some particular working task. Drawing up such graphs is associated with the theory of reengineering of business processes. The business process is a sequence of work aimed at solving one of the enterprise's tasks, for example, logistics, planning. Business processes reengineering engaged in analyzing and optimizing business processes to achieve the goals of the enterprise.
In modern conditions, it is possible to distinguish three directions of improving the current system of management of material flows.
The first is the strengthening of the interaction of various functional links by improving the use of economic mechanisms.
The second is the achievement of the necessary level of coordination through organizational transformations in the enterprise management structure.
The third is to improve the management of material flows based on the use of computer and specialized information systems, such as a material planning system or materials planning and management system.
Questions for repetition
- 1. Logistics management tasks.
- 2. Logistics management functions.
- 3. Types of logistics management structures.
- 4. Functions of the logistics department at an industrial enterprise.
- 5. Directions of improving the management system of material flows.
Methods of optimization of material flows
Express diagnostics and identification of signs of the problem
Formulation and diagnosis
Selection of problem solving options
ABC analysis
ABC distribution
ABS analysis technique
XYZ analysis
XYZ distribution
XYZ analysis technique
Questions for repetition
Diagnosis of material flows
The diagnosis of material flows is aimed at establishing and learning the signs, an assessment of the internal state of management of material flows and identifying the problems of the effective functioning and development of the management system, as well as the formation of ways to solve them.
From a technical point of view, the diagnosis allows you to identify the problems due to the structure of the logistics system, the peculiarities of the external environment and the nature of the interaction with the external environment; With economic - diagnostics fixes deviations from the norm of parameters that determine the effective functioning of the production and sales system.
Diagnostics, using the results of operational analysis of the state of the managed system and its environment, serves to substantiate solutions for the organization and regulation of material flows, and also provides information for planning the development of the logistics system. Analysis is the first stage of diagnostic research and allows you to compare and choose effective solutions to the development of the material flow control system, identify the causes of failures in management and the conditions for their elimination.
Diagnostics allows you to solve the following set of tasks:
- · Set the status of the material flow control system, its compliance or inconsistency of the standards defining the needs of practical activity;
- · Select the logic schemes "Cause - a consequence", explaining the dependence of the efficiency of the logistics system from the qualitative and quantitative composition of its elements and the structure, as well as the state of the environment in which the enterprise is functioning;
- · Systematize and describe the reasons that cause violations in the material flow control system;
- · Determine the possible states of this system on the basis of the current and promising structure of the links of its elements;
- · Assess the possible consequences of management decisions in terms of the efficiency of the system as a whole.
The basis of the organization of diagnostic studies should serve as the principles of which will ensure the increase in the effectiveness of the work. These include principles: Key level, systemic, causal conformity.
The principle of key level. The material flow control system refers to the number of complex systems. Organizational and economic processes occurring in it are formed under the influence of a variety of factors. It is almost impossible to take into account and explore them, it is necessary to choose from them decisive, most significant. The allocation of key problems and the main reasons caused by the problem situation is one of the principles of diagnostic research. This principle is implemented by decomposing the functions and objectives of the logistics system, classifying problems, determining the priority of individual factors in assessing problems.
Principle of systemism. Systematicism in a diagnostic study means a comprehensive and interrelated study of the problems of the management system. In accordance with this principle, the program for improving the material flow control system should be assessed from the point of view of the efficiency of the entire system of controlling material flows as a whole to eliminate the possibility of unexpected and unforeseen consequences.
The principle of causal conformity. One of the requirements for the diagnosis is the cognition of the causes of violations in the system and deviations from the norm of its parameters.
The study of the causes of violations of the normal state of the management system as a way to solve emerging problems, in which the attention of the analytics focuses on the study of causal relations, constitutes a necessary condition for the effectiveness of the diagnostic study and is defined as the principle of causal conformity.
The process of diagnosing material flows involves identifying problems (causes of deviations from the normal state of the system) and defining the paths of their permission in accordance with the requirements of the environment.
The main phases of this process are:
- § express diagnostics and identification of signs of problems (more);
- § Formulation and diagnosis of the problem (more);
- § Selection of options for solving the problem (more);
- § Implementation of solutions.
Introduction
Chapter 1 Theoretical and Methodological Basics of Production Logistics
1.1 Essence and Basic Concepts of Production Logistics
1.2 Analysis of the movement of material resources in the production process
Chapter 2 Analysis and assessment of the functioning of production logistics on the example of the Vladimir Bakery Plant No. 2
2.1 Technical and Economic Analysis of Economic Activities
2.2 Analysis of the motion of material flows in the production process
2.3 Evaluation of the effectiveness of the operation of production logistics
Conclusion
Bibliography
Introduction
Regional use (consumption) and saving raw materials, materials, fuels and energy are among the most important conditions for the transition of the economy to the intensive path of development.
In modern business, the time of products on various channels of logistical support (over ninety percent of time costs) has significantly increased. Therefore, the role of a sequential logistics approach to the management of material flows has increased. It allows you to significantly at 35% to reduce all types of material resources reserves, reduce production costs, most fully satisfy consumer requests for product quality and service.
According to international quality standards, any enterprise is considered as an "object", which has incoming flows (raw materials, materials ...), emerging streams (products and services) and the internal system of processes. The process-oriented management structure, where the main place is occupied by the management of resource and information processes - this is one of the basic principles for the construction of a modern enterprise.
The costs of individual logistics operations are closely related: the savings on transport costs can lead to a significant increase in the costs caused by the growth of warehouse reserves, and poor coordination of the movement of material resources for production can lead to an increase in the costs associated with equipment. Therefore, it is necessary to integrate in the stream various functions of the distribution, establishing the optimal ratio of the interests of individual links of the logistics chain.
production Logistics Movement Resource
On this basis, cumulative costs can be minimized and obtaining such a general result of activities that exceeds the amount of individual effects.
Therefore, the purpose of this work is to develop a methodology for assessing the effectiveness of the operation of production logistics. As an object of study, it is chosen: "OJSC Vladimir Bakebabebinder No. 2".
The relevance of the consideration of this topic is to consider the methodology for assessing the effectiveness of the operation of the production logistics of the bakery factory, because the baking of bakery products is always in demand and its production is the basis and on how it is established and built, the success of the bakery factory, which in modern conditions is in Great competition with other enterprises. The consumer over time for which products produced, tastes and requirements for manufactured products are changed, so the Vladimir Bakery Plant for Successful Work should contain flexible overlap production systems in order to provide consumers with the products that it is now needed now.
To achieve the goal of the study, the following tasks must be solved:
Consider the essence and basic concepts of production logistics;
Make a feasibility study of the economic activity of the enterprise under consideration;
Evaluate the effectiveness of the operation of production logistics in the enterprise;
The subject of research is the factors affecting the efficiency of the operation of production logistics.
The work contains modern methods for assessing the effectiveness of the functioning of the production logistics of the enterprise. Within the framework of the work, a number of practical proposals were developed and proposed, how to improve the operation of the production logistics of the enterprise.
Chapter 1 Theoretical and Methodological Basics of Production Logistics
1.1 Essence and Basic Concepts of Production Logistics
At the present stage of development, new production conditions have emerged, which went beyond the traditional methods of its organization, restraining not only the development of production, but also transport, equipped and distribution structures. Changes in many ideas about the organization of the production process at the enterprise contributed Logistics. The relevance of the consideration of industrial logistics as a separate functional subsystem is that in recent years there has been a tendency to reduce the sphere of mass and large-scale production. The use of universal equipment, flexible redox production systems is expanding. Manufacturers get more and more orders for the production of small batches and even single products. At the same time, on the part of buyers, the requirement is increasingly put forward to satisfy the need for the minimum short speed (day, hour) with a high degree of warranty. Another aspect of the relevance of production logistics is the organization of production in cooperation for the production of complex products. Production is one of the main areas of logistics that occupies the central place in the company (2, p.76).
The material flow on its way from the primary source of raw materials to the end consumer passes a number of production links. The material flow control at this stage has its own specifics and is called production logistics. In other words, production logistics is the management of material and information flows on the way from a warehouse of material resources - a complex of various real elements that have an enterprise to the product availability warehouse (12, p.235).
As is known, social production is divided into material and intangible (Fig. 1.1). Production logistics considers the processes taking place in the field of material production.
Fig.1.1 Structure of social production.
Production logistics can be defined as science (theory, methodology) on systemic rationalization of the management of production systems for the development of production systems (for example, a workplace, a plot, workshop, production as a set of workshops for the issue of specific products or providing specific services, organizations) in order to increase their organization ( efficiency) by synchronization, optimization and integration of flows in production systems. This is the science of rationalizing the organization's management processes by identifying and eliminating intrasystem and intersystem conflicts converted into mutually beneficial corporate cooperation compromises used to increase the competitiveness of the organization (16, p.106). The purpose of the production logistics is to accurately synchronize the process and logistics operations in interrelated units.
Common tasks (functions) of production logistics include:
1. Planning and dispatcher of production based on the forecast of the needs in annual products and customers orders;
2. Development of planning schedules of production tasks to workshops and other manufacturing units;
Development of graphs of launch of output agreed with supply and sales services;
Establishing regulations of work in progress and control over their observance;
Operational management and organization of performance of production tasks;
Control over the number and quality of finished products;
Participation in the development and implementation of production innovations;
Control over the cost of production of finished products.
The characteristic feature of the objects of study in production logistics is their territorial compactness. In the literature they are sometimes called the "main objects of logistics".
Material services for the transportation of goods can be an object of both industrial logistics, in the case of using their own transport for intraproductive movement of goods and transport, if general use is used.
The logistics systems considered by the production logistics are the name of intra-produced logistics systems. These include: an industrial enterprise; Wholesale enterprise; having warehouse structures; nodal cargo station; The nodal seaport and other intraproductive logistics systems can be viewed on the macro and on the micro level. At the macro level, intraproductive logistics systems act as elements of macrological systems. They set the rhythm of the work of these systems, are sources of material flows. The possibility of adapting macrologistic systems to environmental changes is substantially determined by the ability of incoming intricated logistics systems to quickly change the qualitative and quantitative composition of the output material flow, i.e. Assortment and amount of products manufactured (2, p.126).
The high-quality flexibility of intra-production logistics systems can be ensured by the availability of universal service personnel and flexible production.
Quantitative flexibility is also provided in various ways. For example, at some enterprises of Japan, the main staff is not more than 20% of the maximum number of employees. The remaining 80% temporary workers. Moreover, 50% of the number of temporary workers are women and pensioners. Thus, with the number of personnel in 200 people, an enterprise in any can put up to 1000 people to fulfill the order. The workforce reserve is complemented by an adequate equipment reserve.
At the micro level, intraproductive logistics systems are a number of subsystems in relations and connections with each other forming a certain integrity, unity. These subsystems: Purchase, Warehouses, Reserves, Production Service, Transport, Information, Sales and Frames, ensure the entry of the material flow into the system, passing inside it and output from the system. In accordance with the concept of logistics, the construction of intra-manufactory logistics systems should provide the possibility of permanent consent and mutual adjustment of plans and actions of equipped, manufacturing and sales links within the enterprise.
The logistics concept of the organization of production includes the following main provisions:
1. Refusal of excessive stocks;
2. Failure to the overestimated time for the implementation of basic and transport and warehouse operations;
Refusal to make a series of parts that are not ordered by buyers;
4. Elimination of equipment downtime;
Mandatory removal of marriage;
Elimination of irrational intra-water transport;
7. Transformation of suppliers from the opposing side in benevolent partners (1, p.87).
Unlike the logistics, the traditional concept of the organization of production involves:
Never stop the main equipment and maintain, by all means there is a high coefficient of its use;
2. Produce products as largest batches as possible;
Have the most large stock of material resources just in case.
Content Conceptual provisions suggests that the traditional concept of the organization of production is most acceptable for the conditions of the "seller market", while the logistics concept is for the conditions of the "buyer's market". When the demand exceeds the proposal, it is possible to believe with sufficient confidence that the product of the product, which is manufactured, taking into account the market conjuncture, will be implemented. Therefore, priority gets the goal of maximum equipment loading. Moreover, the larger the car will be, the lower the cost of the product unit will be. The task of implementation in the foreground is not worth it.
The situation is changing with the arrival of the buyer's "dictate" market. The task of implementing the production product in the conditions of competition comes to first place. The impermanence and unpredictability of market demand makes it inappropriate to create and the content of large stocks. At the same time, the production officer has no right to miss a single order. Hence the need for flexible production facilities that can quickly respond to production on the emerging process.
Reducing the cost in terms of competition is achieved not by increasing the size of the received parties and other extensive measures, but a logistics organization, both separate production and the entire distribution system as a whole (5, p.68).
1.2 Analysis of the movement of material resources in the production process
The movement of material resources in the production of the enterprise is diverse and in internal production logistics systems can be carried out in various ways, of which two main, fundamentally different from each other.
The first option is called the "pushing system" and is a system of organization of production in which the objects of labor entering the production site directly from the previous technological link are not ordered. The material flow is "energized" to the recipient by a team coming to the transmitting link from the central production management system (Fig. 1.2).
Fig.1.2. Schematic diagram pushing the control system of material flows in the framework of an intra-production logistic system.
Pushing control models, threads are characteristic of traditional production organization methods. The possibility of their application for the logistics organization of production appeared due to the mass distribution of computing equipment. These systems, the first developments of which are attributed to the 6th year, made it possible to coordinate and promptly correct the plans and actions of all divisions of the enterprise - equipped, manufacturing and sales, taking into account the continuous changes in real time. Pushing systems capable of using microelectronics to link a complex production mechanism into a single whole, however, they have the natural boundaries of their capabilities. The parameters of the "ejected" on the material stream site are optimal as much as the control system is able to take into account and evaluate all the factors affecting the production situation on this site. However, the more factors for each of the numerous areas of the enterprise, the management system must take into account, the more perfect and more expensive should be its software, information and technical support (7, p.45).
The second option is based on a fundamentally different method of controlling the material flow. It is called the "pulling system" and is a production organization system in which parts and semi-finished products are submitted for a subsequent technological operation with the previous one as needed. Here, the central control system does not interfere in the exchange of material flows between different parts of the enterprise, does not establish current production tasks for them. The production program of a separate technological level is determined by the order size of the subsequent link. The central management system sets the task only before the final link of the production technological chain. In order to understand the mechanism of the functioning of the pulling system, consider an example (Fig.1.3).
Fig.1.3 pulling the material flow control system in the framework of an intra-manufacturing logistics system.
Suppose the company received an order for the manufacture of 10 units of products. This order management system will transmit to the assembly shop. The assembly shop, to fulfill the order, requests 10 parts from the workshop number 1. Transmitting 10 details from its stock, workshop No. 1 for the purpose of replenishing the reserve orders at the workshop No. 2 of the billets. In turn, the shop number 2, submitting 10 blanks, orders in the warehouse of raw materials for the manufacture of transmitted quantities, also in order to restore the reserve. Thus, the material flow is "pulls out" each subsequent link. Moreover, the personnel of a single workshop is able to take into account much more specific factors determining the size of the optimal order than the central control system (7, p.53) could do.
In practice, various options for pushing and pulling systems are implemented. Pushing systems are known as the "MRP system". They are characterized by a high level of control automation, allowing to implement the following main functions:
Ensure the current regulation and control of production reserves;
2. Real time to coordinate and promptly adjust the plans and actions of various enterprise services - equipped, manufacturing, sales.
In modern, developed variants of MRP systems, various forecasting tasks solve. As a method of solving problems, simulation modeling and other methods for researching operations are widely used.
Drawing intraproductive logistics systems include the Kanban system (translated from the Japanese-card), developed and for the first time in the world implemented by Toyota (Japan). The Canban system does not require a total computerization of production, but it implies a high discipline of supplies, as well as high responsibility of personnel, since the centralized regulation of the intraproductive logistics process is limited. The Canban system can significantly reduce production reserves. For example, the reserves of parts per one-produced car from Toyota is 77 dollars, while on US car firms this indicator is approximately 500 dollars. The Canban system also allows you to accelerate the turnover of working capital, improve the quality of products (8, p.37).
Of the above, it is possible to allocate that from how the movement of material resources in production is coordinated, their savings depends. This can have a decisive effect on the decline in production costs, production costs, and, consequently, increasing the profitability and profitability of the enterprise. The value of the cost of material resources is largely determined by the nature of the production process of production. The following factors affect the process of material consumption:
1. Production type, namely: mass, large-scale, medium-terrain, small and single;
The duration of the production cycle, which determines the magnitude of the improved production;
Nomenclature (range) of products or works performed, i.e. The degree of multi-generic program;
Production flexibility, i.e. the ability of production to fast reference to the release of new types of products;
Type of product or work in terms of their complexity, energy intensity, material intensity and high-quality;
8. The level of completion of manufactured products;
9. The level of reliability of manufactured products, which determines the material moderation in the process of their operation;
Characteristics of technological processes in terms of their progressiveness, environmental purity, security.
The listed factors predetermine the process of managing material resources. For example, in mass or large-scale production, a very significant amount of material resources is consumed, but a limited nomenclature, and in unit or small-scale production, the consumption volume is not large, but quite extensive on the nomenclature. Moreover, these factors mainly form industry characteristics of the material consumption, which are mostly manifested in construction, agro-industrial complex, in transport, in service sector (15, p.42).
Summing up It can be noted that the production logistics can be defined as science (theory, methodology) on the systemic rationalization of the management of production systems for the development of production systems (for example, a workplace, a plot, workshop, production as a set of workshops for the issue of concrete products or the provision of specific organizations of the organization) with The purpose of increasing their organization (efficiency) by synchronizing the production process and logistics operations in interrelated units.
Considering the production process, it can be said that the movement of material resources in production at enterprises is diverse and in intricadegular logistics systems can be carried out in various ways, of which there are two main, fundamentally different from each other. The first option is called the "pushing system", the second option is based on a fundamentally different method of controlling the material flow. It is called the "pulling system". And on how coordinated the movement of material resources in production depends on their savings. This can have a decisive effect on the decline in production costs, production costs, and, consequently, increasing the profitability and profitability of the enterprise.
Chapter 2 Analysis and assessment of the functioning of production logistics on the example of the Vladimir Bakery Plant No. 2
.1 Technical and Economic Analysis of the Company's business activities
The bakery is leading its history since 1929, when a small bakery for the production of rye-wheat breads was commissioned. This plant called "Bakery No. 2" existed until the mid-80s. In the mid-80s, indigenous changes occurred on the "bakery No. 2", a modern bakery was built on the expansioned territory, a modern bakery with a capacity of 157 tons of bread per day, which, in addition to rye-wheat varieties, began to produce bread from wheat flour (Batones and underboy) . Most of the buildings of the old bakery were then demolished. In a partially preserved old industrial building in 1990, ragged production was established. During 1991-1993, a three-storey manufacturing body was erected with a six-storey household corps adjacent to it. All engineering communications (electricity, thermal networks, water, sewage, driveway) were summed up to the building. Enterprise with new legal status: "Open Type Joint Stock Company" was introduced on August 7, 1996. In June 1999, a technological line for the production of plants with a capacity of 4 tons per day was put into operation.
For 2004, a lot of work was carried out on the introduction of new types of products, expanding the range. The new Swedish furnaces "Sveba" mastered the production of white baked bread, some types of baton and small products. Due to the introduction of the Swiss line "Rondo-Doog" expanded an assortment of small-piece bakery products, new types of puff and yeast test products are mastered and put into production - "French" puff, a fruit fantasy roll. The volume of sales of bread in cutting (11, p.73) has repeatedly increased.
Further development of OJSC "Vladimir Bread Bakery No. 2" is associated primarily with capital investments in the update of equipment and an increase in the range of products, with an increase in its quality and commodity species, while maintaining the volume of non-traditional bakery products.
In order to find out the general state of affairs at JSC "Vladimir Bread Bakery No. 2", in its production and technical, commercial, social, economic and financial fields it is necessary to analyze the basic technical and economic indicators. This analysis includes: Analysis of the original information, analysis of production and sales of products, analysis of the use of production and technical base, analysis of labor, its performance and payment, analysis of costs and financial results, generalized analysis data.
Analysis of the initial information is carried out in order to determine the overall financial condition of affairs in the enterprise. Sources of information for analysis are accounting reports.
Table 1
The initial data for the analysis of the main technical and economic indicators of JSC "Vladimir Bread Bakery No. 2" for 2009-2010.
Indicators The difference of indicators between 2010 and 2009. Radiation rate of indicators, (times) Profit (loss) before taxation, million rubles Production and commercial activities of the enterprise characterize the indicators: Production of products in physical terms; 2. Commodity products; Realized products. Potentially industrial capabilities of the enterprise can be assessed with the help of industrial capacity and average annual value of the main production facilities. These data allow you to calculate such important technical and economic indicators as: 1. The coefficient of use of production facilities; 2. Product production to the ruble value of the main production facilities. The average annual number of workers, the amount of funds aimed at paying for labor, characterize the social scope of the enterprise, as well as allow to calculate: stock repair, performance, average monthly salary and the relationship between them. The results for the sale of products as a whole can be determined by the estimated path of the total cost of commercial products, balance profit. The main purpose of the analysis of technical and economic indicators is a comprehensive assessment of all directions of the enterprise. Information for technical and economic analysis must be prepared in advance, verified and must comply with the following requirements: All technical and economic indicators were combined into the system, must comply with one analyzed period; All cost valuables must have the same dimension; Indicators of "commercial products", "products implemented", "full cost of commercial products", "profit on balance" must be calculated at current prices; If the indicator of "production in natural terms" is presented in natural units of measurement, the indicator of "production capacity" should have the same dimension and the same time period; Products produced by the enterprise for the analyzed period calculated in tons and other units, and presented in product production indicators in physical terms should be in the same volume and assortment, but calculated in rubles in the Indicator "Commodity Products"; If the system in the system of technical and economic indicators is presented for the year, then the indicator "is sent to pay" should be annual; The indicator "The average annual value of the main production assets" should take into account periodically conducted revaluation (3, p.173). Analysis of production and sales is carried out in order to determine how production and commercial activities in the enterprise are organized. For this purpose, such indicators are calculated as: the average price of a unit of products presented in physical terms; Implemented products (its sales volume) as a percentage of commercial products. Table 2. Indicators characterizing the production and implementation (sale) of products at OJSC "Vladimir Breadbabbinder No. 2" for 2009-2010.
Indicators Actual data by 2009 in% Product production in physical terms, tons Commodity products, thousand rubles. Realized products (sales volume), thousand rubles. The average price of tons of released products, thousand rubles. Sales (sales) for commercial products, percentage From these table it follows that the production of products in physical terms in 2010 amounted to 45480 tons, which is 1.23 times more than in 2009. This is due primarily to the active activities of the enterprise to expand market markets. Commodity products for the analyzed period increased 1.27 times due to an increase in production of products in physical terms due to the increase in prices for produced products. Since the products manufactured by OJSC "Vladimir Breadbabble No. 2" does not have a long storage period, it is implemented immediately and completely, so the commodity products are equal to the implemented. Thus, OJSC "Vladimir Breadbabbinder No. 2" for the period from 2009 to 2010 managed to properly organize its production and commercial activities. Analysis of the use of the production and technical base makes it possible to assess the extent to which the products obtained from each ruble of the value of the main production facilities and the purpose for implementation in the analyzed period claimed the consumer market. For this, calculated: Production factor of production capacity; 2. The average annual value of the main production facilities per unit of production capacity (specific and capital investments); Per 1 ruble value of the main production facilities: · Commodity products; · Implemented products (its sales); · Profit from the sale of products; · Profit (loss) on the balance sheet balance (17, p.105). Table 3. Indicators characterizing the use of the production and technical base at OJSC "Vladimir Bread Barbage No. 2" for 2009-2010.
Indicators Actual data by 2009 in% (times) Production capacity, tons Product production in physical terms, tons Coef. use of production capacity, times The average annual value of the main production facilities, million rubles. The average annual value of the main production facilities per 1 ton of production capacity, thousand rubles. Commodity products, thousand rubles. Realized products (sales volume), thousand rubles. Profit before taxation, million rubles. Per 1 rub. The cost of basic production assets, rubles: commercial products Sales (its sales), thousand rubles. Profit from selling products, thousand rubles. Profit before taxation, thousand rubles. For the analyzed period at the enterprise Vladimir Bread Bakery No. 2, new types of products began to produce, and there were transformations associated with reconstruction. In this regard, the enterprise for the analyzed period increased production capacity by 1.29 times. An indicator characterizing the production activity of the enterprise is commercial products per 1 ruble of the value of the main production assets, this indicator for the analyzed period increased by 1.27 times, which indicates an increase in the use of the production and technical base for commercial production. In the analyzed period, there is an increase in production assets of 1.27 times. It also shows an increase in the market activity of the production and technical base in the enterprise. Labor analysis and its payment is made to determine the efficiency of labor use (it is calculated for this work productivity per worker), as well as the effectiveness of the expenditure of funds for payment for this purpose, indicators per 1 ruble remuneration, such as: 1. Commodity products; 2. Implemented products; Profit (loss) before tax; 4. Profit (loss) from the sale of products. Table 4. Indicators characterizing the position of labor, its productivity and payment at the enterprise of JSC "Vladimir Bread Barbinder No. 2" for 2009-2010.
Indicators Number of employees, man Product production in physical terms, tons Commodity products, thousand rubles. Profit from sales of products, thousand rubles. Profit (loss) before tax, mln. RUB. Obtained on the 1st working: Product production in physical terms, tons Commodity products, thousand rubles. Realized products, thousand rubles. Profit from sales of products, thousand rubles. Profit (loss) before tax, thousand rubles. Reward for labor, thousand rubles. Average monthly payment, thousand rubles. Per 1 ruble of remuneration, rubles: commercial products Profit from sales of products Profit (loss) before taxation At JSC "Vladimir Bread Bakery No. 2" in the period from 2009 to 2010, the number increased 1.14 times. This is due to the fact that the company is expanding to issue new types of products. At the same time, the level of labor productivity at the enterprise increased by 1.07 times. This indicates the performance indicator in physical expression on 1 worker. In terms of value, this figure increased by 66.7 thousand rubles, that is, at 1.12 times. This is due to the significant increase in prices for products produced. From the analysis it is clear that the company effectively uses labor, in 2010, on average, 0.044 thousand rubles arrived at each worker, which is 10% more than in the same period last year. From 2009 to 2010, there has been an increase in the effectiveness of the expenditure of funds for labor payments in the calculation on commercial and implemented products, as well as the positive result of the use of funds for labor. So for each expended ruble on labor, 0.35 rubles arrived from the sale of 0.05 rubles arrived before tax.
Table 5. The cost scheme and financial results when analyzing the main technical and economic indicators on the "Vladimir Bakery Bakery No. 2" for 2009-2010. According to Table 5, it can be seen that the enterprise for 2010, both for the state and from the point of view of the enterprise itself is profitable and cost-effective. The general approach comes from the price, which, taking into account solvent demand and competition, is willing to pay and pay the buyer of the company. Therefore, the revenue indicator from the sale of products (works, services) includes the amount of mandatory payments to the budget (value added tax, excise taxes) (17, p.118). As a result, gross income with the full cost of commercial products are compared, results that include both the company's own profit and tax payments to the budget are compared. For the overall characteristics of the technical and economic indicators of the enterprise, the approach from the entrepreneur is of priority, so we generalize the indicators in Table 6 for this approach. Table 6. Indicators characterizing the costs and financial results of the economic activity of JSC "Vladimir Breadbabbinder No. 2" for 2009-2010.
Indicators Actual data by 2009 in% (times) Realized products, thousand rubles. Complete cost of commercial products thousand rubles. Costs for 1 ruble of sales products, thousand rubles. Profit from selling products, thousand rubles. Profit (loss) before tax (adjusted indicator), thousand rubles. Profit (loss) from sales to profits before taxation (adjusted indicator),% Profitability of products as a whole,% In the analyzed period at the enterprise, Vladimir Bread Bakery No. 2, as follows from Table 6, there is a tendency that the indicator of sales exceeds the total cost of commercial products (0.75-1.27) by 52%. In 2010, each nested ruble of OJSC "Vladimir Bread Bakery No. 2" received a profit, which compared with 2009 decreased (20.1-26.3) by 6.2%, and calculated on the entire cost of costs (552 * 6 , 2) \u003d 3.422 million rubles. Meanwhile, in general, the financial results of the activities of JSC "Vladimir Bread Bakery No. 2" in the analyzed period were expressed in increasing profits before taxed by 1.66 times. OJSC "Vladimir Bread Process Plant No. 2" refers to the food industry enterprises of the bakery area. The company is engaged in the production of bakery products and flour confectionery products to meet the needs of the population. This contributes to a number of works associated with the acquisition, storage, processing of raw materials and the sale of finished products to consumers. The company independently plans its activities and determines the prospects based on the demand for produced products. OJSC "Vladimir Bread Bakery No. 2" is located in the concentration zone of consumption, this is due to the fact that bakery and bath products are products of everyday demand. Bakery production is equipped with modern equipment, new technologies, which has a powerful production base. The production process is massively continuous, i.e. Production is characterized by the constancy structure of the labor process, the same labor processes related to the manufacture of homogeneous products, the use of specialized equipment are repeated at workplaces. For this type of production, a large amount of production is characterized, limited product range, a high degree of mechanization and automation, rhythm and production of production, and the transformation of raw materials into products is merged into a single inextant process. Such an organization allows to obtain production with the completed technological cycle - from receiving raw materials before shipment of finished products. The company has created a single system of quality assurance and control over the entire technological chain - from the quality of the quality prepared for the processing of raw materials to the quality of finished products (11, p.59). Raw materials and semi-finished products in the enterprise are processed into finished products by consistently transferring them from one production site to another (Fig.2.1). Designation: Motion of material flow; feedback with the enterprise; Information flow. Fig.2.1 Motion flow diagram in the enterprise.
A characteristic feature of the performance is the presence of a large number of reassessing operations and intate movements of goods and materials in the main production. The main process of bakery production in the enterprise consists of the following stages: preparation for the production, preparation of the dishes, preparation of the test, cutting and formation of the test, geruse of test blanks, production of finished products. Such a process is considered to be flowing. All raw materials in the bread maker are subdivided into the main and additional. Wheat and rye flour of different varieties, sugar are on the bakery main raw materials. Among those used in this production it should be noted the following varieties of flour, which is supplied from BXM: rye ripple, rye sown, special, 1 grade, 2 grade, top grade. The bakery properties of flour, under which they understand the ability of flour to give bread and flour confectionery products of a particular quality. Depending on the bakery properties of flour, the parameters of the process, as well as the properties of the flour, determine the importance of the test, therefore, such an important economic indicator of the work of the bakery, as the yield of production (6, p.43). To additional raw materials on the "Vladimir Bread Bread No. 2" include water, yeast, salt, foods cooked from fruits and berries, etc. Analyzing the motion of the material flow in the production process, presented in Figure 2.1, it can be said that it passes a lot of stages, starting from the central warehouse from which it moves to storerooms (margarine, eggs, purified water, salt, sugar) production No. 1 and flour BCM warehouse in production number 2, using automated and primary devices. The raw material from the shop store production number 1 receives a senior recipe trainer, the vacation of raw materials in the workshop is made in accordance with working formulations. In the starting shop, it is started to prepare a soldering for manufactured products, after that the mixture is transmitted to the testing shop (production 2), where it begins to mix with flour, which is supplied from the BCC warehouse. After passing this stage, the finished dough is fed to the baking shop, where the entire material stream acquires the type of finished products (production 3). In the starting workshop, production is cooling, its packaging and sending finished products to the final consumer (distribution center expedition). Information about the needs of the population in products enters the sales department, where it is formed how much bakery products must be made. Thus, the motion of the material flow at the enterprise occurs through a pulling system, where the baking shop receives an order for the manufacture of products, it submits a request for the need for test. The dough mixer gives a request for the need for flour and start-up components, for the manufacture of the test. (2, p.105). For the production of bakery products requires a large amount of raw materials and a variety of equipment. In the flow-mechanized lines created at present, many bakery products are produced, which makes it possible to consider bakery production on this bakery mechanized and automated. The introduction of mechanized stream lines and prescription complexes in the bakery shop allows to increase production efficiency, increase productivity, mechanize labor-intensive processes, reduce the loss of valuable raw materials, significantly improve quality. But at the same time, the efficiency of the operation of production logistics is not at the best place. Consider the scheme of the technological process of the preparation of bread products in the enterprise, Figure 2.2 of the scheme will allow you to identify those places in production, where failed malfunctions occur in the motion of the material flow, which later lead to considerable costs. After considering these disadvantages, recommendations will be developed to reduce failures in the motion of the material flow or their liquidation. Preparation of raw materials for production Fig.2.2 Scheme of the technological process of cooking of bread products in the enterprise.
From the scheme in Figure 2.2, consider those places in the production process in which the material flow malfunctions may occur. Consider the stage of the production process - dosage by weight. At this stage, malfunctions may occur due to the fact that the dosage of components for the preparation of bakery products is clearly monitored in the production process, since not only the quality, but also the cost of products depends on the dosing of the components. At this stage, there is a raw material overrun, its reduction. On the one hand, raw material overrun leads to a rapid decrease in components, to cash costs associated with additional procurement of raw materials. On the other hand, if the components are not fully mixed, it affects the quality of bakery products, which leads to a decrease in demand for it and losing customers. The stage of the production process - dividing the dough into pieces. At this stage, the weight of the dough pieces intended for baking bread is poorly maintained, which then leads not to the correspondence of GOST, which means everything is married and further for processing, which leads to great costs. Because of such malfunction of the material flow in production, it is necessary to start the entire technological cycle from the initial stage of production. At the stages of cooking test and baking, there is a problem associated with obsolete equipment of forming machines and dough mixers. Forming machines are not equipped with automatic lubricant of loafing forms. This leads to the fact that employees have to manually lubricate forms, while spending a lot of time, the quality of lubricant is not always good, which leads to the difficulty of the loop of looping out of the forms, while again spends a lot of time to take out. As a result, it leads to ineffective production and costs associated with the downtime of equipment and with wages of staff. The dough mixers also affect the production process, since they depends on the feed dough on baking. Old automata do not always well wash the dough or vice versa it turns out liquid. Because of this, it cannot be transmitted further into production. All these reasons lead to slowing the motion of the material flow in production or its stop. The company has a problem with the volume of output, as it is not always oriented to the requests of the final buyer. Consider how the volume is formed to be produced (Fig. 2.3). Information flow Fig.2.3 Formation of product manufacturing volume.
Figure 2.3 shows how the volume of manufacturing production is formed: the consumer gives applications for products that come to the sales service, this service collects all applications and transfers them to the production service. There is already formed how much products need to be produced. But it is not always possible to foresee all the circumstances (an increase, decline in demand, equipment breakdowns, non-fulfillment of contracts for shipment of products). Because of this, there are cases when orders exceed the number of finished products in the warehouse. As a result, it is necessary to refuse to customers in the product, thereby, the end user remains unsatisfied. Thus, the enterprise loses customers, which leads to lost profits. Or vice versa when the volume of production exceeds the order and the remnants of finished products remain in stock, and since it refers to perishable, then all the remnants go to the processing that again leads to the incomplete profits and processing costs. Consider now the problem associated with stocks. For the bakery, it is required to constantly maintain the reserve of material reserves of raw materials - flour, yeast, sugar, salt and other, as the manufactured products are a good need. Therefore, the relevance of the problem of optimizing the material reserves of the enterprise and the effective management of them is due to the fact that the state of reserves has a decisive impact on the competitiveness of the enterprise, its financial condition and financial results (14, p.72). Provide a high level of product quality and reliability of its supply to consumers is impossible without creating the optimal value of raw materials, materials, semi-finished products and other resources necessary for the continuous and rhythmic functioning of the production process. The understated reserves of material resources can lead to losses associated with downtime, with unsatisfied demand and, consequently, to loss of profit, as well as the loss of potential buyers of products (18). On the other hand, the accumulation of excessive reserves associates the working capital of the enterprise, reducing the possibility of its advantageous alternative use and slowing its turnover, which is reflected in the total cost of production and financial performance of the enterprise. Economic damage causes both a significant availability of reserves and their insufficient amount. Summing up on the enterprise, it can be said that the production of products in physical terms in 2010 amounted to 45480 tons, which is 1.23 times more than in 2009. This is due primarily to the active activities of the enterprise to expand market markets. Commodity products for the analyzed period increased 1.27 times due to an increase in production of products in physical terms and by increasing prices for produced products. Thus, OJSC "Vladimir Bread Bakery No. 2" for the period from 2009 to 2010 managed to properly organize its production and commercial activities. Also during this period, the company began to produce new types of products, there were transformations associated with reconstruction. In this regard, the enterprise for the analyzed period increased the productive power by 1.29 times. An indicator characterizing the production activity of the enterprise is commercial products per 1 ruble of the value of the main production assets, this indicator in the analyzed period increased 1.27 times, which indicates an increase in the use of the production and technical base for commercial production. The number of employees at OJSC "Vladimir Bakebobbinder No. 2" in the period from 2009 to 2010 increased 1.14 times. This is due to the fact that the enterprise is expanding to issue new types of products. At the same time, the level of labor productivity at the enterprise increased by 1.07 times. The company effectively uses labor, in 2010, on average, 0.044 thousand rubles arrived at each worker, which is 10% more than in the same period last year. Analyzing the motion of the material flow in the manufacturing process, it can be said that it passes a lot of stages, starting from the central warehouse and ending with the storage shops. This process passes with automated and submitted devices. Considering the production logistics of the enterprise, it is clear that it is not impeccable due to the fact that the dosage of components for the preparation of bakery products is not always clearly controlled in the production process, the production volumes are not effectively oriented with the requests of the final buyer, the outdated equipment in production is also used. There is a problem with the presence of an optimal stock of raw materials in warehouses. After analyzing the effectiveness of the functioning of production logistics at OJSC Vladimir Bread Bakery No. 2, there were deficiencies that arise due to the fact that the dosage of bakery components was not always monitored in the production process, the production volumes are not effectively oriented with requests from the final Buyer, the use of outdated equipment in production. There is a problem with the presence of an optimal stock of raw materials in warehouses. This leads to great costs, so it is necessary to develop recommendations on reducing the cost of motion of the material flow in production. For clear control of the dosage of components in the preparation of bakery products, it is necessary to provide an enterprise with a high-quality measuring device. With the development of mechanization and automation of production processes in all areas of industry, automation in weighing is strongly improved. Existing technique and accounting require weighing materials with great accuracy, starting with milligrams and ending with hundreds of tons. At the same time, in most cases, high speed of weighing and documentary registration (4, p.62) is required. By solving the problem of improving the dosage control of components for the preparation of bakery products in the enterprise and an important quality assurance means is the installation of the Esson brand instrumentation, which is introduced into production and allows you to trace the correct dosage and the corresponding quality of the prepared mixture for the test, control the weight of the billets that will move for baking (4 p.72). Calculate. The source data for calculating the effectiveness of the introduction of new equipment is presented in Table 7. Table 7. Initial data for calculating the efficiency of introducing new equipment.
Indicators Meaning of indicators Price of new equipment (thousand rubles) Wear a new car (20%) 136440-122=136318 Income tax (thousand rubles) 136318*0,35=47711 136318-47711=88606,7 Net cash flow per year 88606,7+136318=224924,7 ΔS m \u003d (m b - m pr) * n pr, where (1) ΔS m \u003d (11-8) * 45480 \u003d 136440 rub. E Φ \u003d ΔS + (ΔH a + Δp pr), where (2) Thus, we get: E f \u003d 136440- (122 + 47711) \u003d 88607 rub. payback period: T OK \u003d R New. Equipment / P Real. Prod., Where (3) T OK \u003d 700000/663100 \u003d 1.1 years From the calculations it is clear that replacing the old control-measuring equipment to the new one, since the efficiency of equipment replacement will be 88607 rubles, with a payback period of 1.1 year. This will give more accurate control of the dosage of components, which leads to the savings of material resources and money. "Vladimir Bakebabe Mines No. 2" actively modernizes its production equipment. New Swedish furnaces "Sveba" were put into operation, with the help of them the production of white baked bread, some types of batons and small products were mastered. Due to the introduction of the Swiss line "Rondo-Doog", an assortment of small-piece bakery products has been expanded. This universal equipment allows for the shortest possible time to reject production to the range of products, which is now in demand from the consumer (11, p.57). It is also necessary to pay attention to outdated equipment, which is also used in the main production, is the dough mixers and forming machines. Without the modernization of this equipment, the company will endure losses associated with equipment. Therefore, it is necessary in the near future, at least partially replace this equipment, which will later lead to improved product quality, reduction of marriage, reduce the cost of employee time. Calculate. The initial data for calculating the effectiveness of the introduction of a new molding machine are presented in Table 8. Table 8. Initial data for calculating the effectiveness of the introduction of a new molding machine
Indicators Meaning of indicators The price of old equipment currently (thousand rubles) Annual cash savings (thousand rubles) Wear a new car (20%) 4000000*0,2=800000 Wear an old car (from residual value) Additional depreciation (thousand rubles) Income to taxation (thousand rubles) 227400-776000=-548600 Income tax (thousand rubles) Additional income after taxation (thousand rubles) Net cash flow per year reduced materials costs: M b, m pr - the costs of materials based on the product accounting unit for basic and designed variants; N PR - the volume of products according to the designed option (8, p.158). ΔS m \u003d (11-6) * 45480 \u003d 227400rub. equipment replacement efficiency: E Φ \u003d ΔS + (Δn a + Δp pr), where ΔS - saving at current cost; Δn A - additional depreciation costs; ΔP pr - Additional tax payment costs. Thus, we obtain: e f \u003d 227400-77600 \u003d - 548600 rubles, as the effectiveness of the introduction of a new molding machine at the moment turned out negative, in the near future it is not profitable to modernize the equipment. We will calculate the initial data to calculate the effectiveness of the introduction of a new test mixer are presented in Table 9. Table 9. Initial data for calculating the effectiveness of the new test mixer.
Indicators Meaning of indicators Price of the new molding machine (million rubles) The price of old equipment currently (thousand rubles) Annual cash savings (thousand rubles) Wear a new car (20%) 1500000*0,2=300000 Wear an old car (from residual value) Additional depreciation (thousand rubles) 300000-14000=286 Income to taxation (thousand rubles) 420700-286000=134700 Income tax (thousand rubles) 134700*0,35=47145 Additional income after taxation (thousand rubles) 134700-47145=87555 Net cash flow per year 87555+134700=222255 reduced materials costs: ΔS m \u003d (m b - m pr) * n pr, where M b, m pr - the costs of materials based on the product accounting unit for basic and designed variants; N PR - the volume of products according to the designed option (8, p.158). ΔS m \u003d (11-4) * 60100 \u003d 420700 rub. equipment replacement efficiency: E Φ \u003d ΔS + (Δn a + Δp pr), where ΔS - saving at current cost; Δn A - additional depreciation costs; ΔP pr - Additional tax payment costs. Thus, we obtain: e f \u003d 420700- (286000 + 47145) \u003d 87555 rubles. payback period: T OK \u003d R New. Equipment / P Real. Prod., where P new. Equipment - price of new equipment; P Real. Prod. - Implemented products at the observed year. T OK \u003d 1500000/663100 \u003d 2.3 years operating costs of basic equipment. Calculation of operating costs should be calculated taking into account the salary of the service personnel, depreciation deductions, energy consumed and costs for the maintenance of equipment. Calculate operating costs for the basic option according to the formula: E b \u003d s o + z r. about. + Zh, where (4) E b - operating costs for the basic option; S o - salary cost employees; S r. about. - costs of equipment repair; Z e - electricity costs. Wages of workers, taking into account the fact that the system serves four people within 8 hours a day. З Оснн \u003d s p + 26%, where (5) S p - wages. S n \u003d 12000rub. * 12 months. \u003d 144000 rub. Common wage Fund: Z Osn \u003d 144000 + 26% \u003d 181440 rub. - one employee. Thus, we obtain operating costs for basic equipment (test mixers): E b \u003d 725760 + 14000 + 5858.8 \u003d 745618.8 rub. operating costs for equipment implemented. Calculate operating costs for the basic option according to the formula: E b \u003d s o + z r. about. + Z E. Wages of workers are calculated taking into account the fact that the system serves two people within 8 hours a day. Annual wage fund of one employee is calculated by the formula: З СНОН \u003d s p + 26% Find employees wages: S p \u003d 10,000 rubles. * 12 months. \u003d 120000 rub. Common wage Fund: Z Osn \u003d 120000 + 26% \u003d 151200 rub. - one employee. For three employees: Z Osn \u003d 151200 * 2 \u003d 302400 rub. The cost of all types of equipment repairs s r. about. rub. Calculate by the formula: We get: s r. about. \u003d (20 * 1500000) / 100 \u003d 300000 rub. The cost of electricity s er, rub. Calculate by the formula: We get: Z E \u003d (7.5 * 9560 * 1 * 1 * 1,9 * 2) / 100 \u003d 2724.6 rubles., As the test mixers are two, then zh \u003d 2724.6 * 2 \u003d 5449.2 rubles. Thus, we obtain operating costs for the implemented equipment (test mixers): E b \u003d 302400 + 300000 + 5449,2 \u003d 607849.2 rub. Summing up, we can say that the introduction of molding machines is currently not profitable, and the replacement of the tests will bring efficiency at 87555 rubles. With a payback period of 2.3 years. At the same time, the operational costs of the new equipment will be 607849.2 rubles, and the basic 745618.8 rubles. in year. Another disadvantage leading to extensive costs in the enterprise is that the volumes of products are not effectively oriented with the requests of the final buyer. Product production volumes are formed based on the consumer orders, which are collected by the sales department of the enterprise and are discussed by management on planned meetings (Fig. 2.3). And since bread in different days can be consumed differently and demand is difficult to predict, it happens that surplus or disadvantage of products occur in the warehouse. To reduce the costs associated with this problem, the introduction of known canban or ort systems is necessary. The ORT system refers to the class of microloistic systems that integrate supply and production processes. The basic principle of the work of this system is the identification of so-called "bottlenecks" in the production process. As "bottlenecks", reserves of material resources, work in progress, finished products, technological processes, production facilities and another (19) are possible. In the ORT system, automated operational production planning and dispatching are carried out. Computer calculation of production schedules is performed on shift, day, week, etc. The task of controlling the shipment of stocks of finished products to consumers is solved, search for alternative resources, issuing recommendations on full-fledged replacements in the event of necessary material resources. In the formation of the production schedule, criteria are used: the degree of satisfaction of the need for production in resources; resource efficiency; funds immobilized in unfinished production; Flexibility (10, p.48). The implementation of operational planning and regulation of production in the ORT system is carried out using software and mathematical support built on a modular basis. To form a production schedule from the ORT database, orders, technological maps, resources, sales predictions, etc. These files of materials and components are processed in parallel with data of process card files, resulting in a technological route that is processed using a software module, Identifying critical resources. As a result, it is possible to estimate the intensity of the use of resources and the degree of their loading, and arrange them accordingly. At this stage of the technological route branches. The critical resource branch includes all "bottlenecks" and subsequent logistic activity associated with them. After searching and correcting errors, the process is repeated. In the process of managing material streams, the user can receive the following output parameters. "Production schedule", "The need for material resources", "Daily report of the Master of the Works (Division)", "Schedule of the delivery of material resources to workplace", "Report on the production of ordered products", "Warehouse stock" and a number of others. Effect ORT systems from logistic positions is to reduce production and transport costs, reduce the reserves of incomplete production, reducing the time of the production cycle, reducing the need for warehouse and production areas, increasing the rhythm of shipment of finished products to consumers. The "pulling" microloistic systems of type "Kanban", eliminating unnecessary reserves, can work effectively only with relatively short production cycles, accurate forecasting of demand and some other production and technological conditions (15, p.104). Consider the existing problem associated with the presence of the optimal stock of raw materials in the enterprise warehouses. One of the important factors of increasing the efficiency of entrepreneurial activity is the effective management of material reserves. We calculate the optimal order size by the criterion of minimizing the total cost of storing stock and repetition of the order is calculated by the Vilsan formula: Ort \u003d where ORZ - the optimal order size; And - the cost of supplying the unit of the ordered product, rub.; S is the need for the product in a year, kg; I - the cost of storing the unit of the ordered product, rub. / kg. The cost of setting a unit of the ordered product. General expenses for one raw dress: 1. Organizational and administrative expenses \u003d 650000 rubles; 2. Transportation costs \u003d 18000 rubles; 3. Expenses for the processing of goods in stock \u003d 11500 rubles. We will find total reserves management costs for 1 Tore: Costs \u003d 650000 + 18000 + 11500 \u003d 679500 rub. The batch of raw materials is ordered twice a week, five positions of 2000 kg. Consequently, the cost of supplying one order position: A \u003d 679500 / (5 * 2000) \u003d 68 rubles. The S parameter is known based on the contracts of contracts and the sales level for 2010, therefore S \u003d 960000 kg. The cost of storing one unit of the ordered product is calculated according to the following data: Venus all week: 5 positions * 4000 kg \u003d 20,000 kg; 2. The average level of residues in the warehouse: 20 kg; TOTAL 20020 kg; Salary warehouse staff per week: 4 * 3500 \u003d 14000 rub.; The cost of the warehouse and the cost of utilities per week: 120500 rubles. Warehousing costs per unit of goods are: i \u003d (14000 + 120500) / 20020 \u003d 6.7 rubles. / units. using the formula for the optimal order size, we get: Orz \u003d. The procedure for calculating all parameters of the reserves management system with a fixed order size is given in Table 10 (4, p.153). Table 10. The procedure for calculating the parameters of the inventory management system and fixed order size
Indicators Calculation order Need, kg. Optimal order size, kg Delivery time, days Ability to delay delivery, days Expected day consumption, kg / day (1P.) / Count. slave days \u003d 960000/365 \u003d 2630 Spending time (2p.) / (5p.) \u003d 4414/2630 \u003d 2 Expected consumption during delivery, kg (3p.) * (5p.) \u003d 2 * 2630 \u003d 5260 Material consumption during delivery, kg ((3p.) + (4p.)) * (5p.) \u003d (2 + 1) * 2630 \u003d 7890 Insurance stock, kg (8p.) - (7p.) \u003d 7890-5260 \u003d 2630 Maximum desired stock, kg (9p.) + (2p.) \u003d 2630 + 4414 \u003d 7044 For clear control of the dosage of components for the preparation of bakery products, embed automated control systems that will track the correct dosage and the corresponding quality of the prepared mixture for the test, control the weight of the billets that will move for baking. From the calculations it was obtained that replacing the old control and measuring equipment to the new justified, because Equipment replacement efficiency will be 88607 rubles, with a payback period of 1.1 year; In the near future, in production, replaced outdated equipment - molding machines and dough mixers, which will reduce the complexity of the baking process, downtime of this and other equipment, marriage. From the calculations it is clear that the effectiveness of the introduction of a new molding machine is currently negative (-548600rub.), Therefore, in the near future it is not advantageous to modernize the equipment, and the replacement of spent mixing devices will bring efficiency in 87555 rubles. With a payback period of 2.3 years. At the same time, the operational costs of the new equipment will be 607849.2 rubles, and the basic 745618.8 rubles. in year; 2. In order to effectively orient product output volumes with requests for the final buyer, you can use the well-known canban or ort systems; The existing problem associated with the presence of the optimal stock of raw materials in the enterprise warehouses can be solved if you know the optimal order size. Based on the calculations, the optimal order size will be equal to 4414 kg., With delivery time 2 times. In the process of performing work, in accordance with its purpose, information was collected and systematized on the theoretical justification and methods for assessing the effective functioning of industrial logistics, based on the material collected. Evaluations were considered and proposed, which determine the effectiveness of the operation of production logistics on the example of the "Vladimir Bakery Plant No. 2". As part of the work, the task was solved at the beginning, i.e.: Consider the essence and basic concepts of production logistics; 2. Make a feasibility study of the economic activity of the enterprise under consideration; Analyze the motion of material flows in the production process; Evaluate the effectiveness of the operation of production logistics in the enterprise; Production logistics is a science (theory, methodology) on systemic rationalization of the management of production systems for the development of production systems in order to increase their organization (efficiency) for synchronization, optimization and integration of production systems. Analyzing the production process, it can be said that the movement of material resources in production at enterprises is diverse and in internal production logistics systems can carry out in various ways from which two main, fundamentally different from each other. The first option is called the "pushing system", the second option is based on a fundamentally different method of controlling the material flow. It is called the "pulling system". When considering a specific enterprise of JSC "Vladimir Bread Barbinder No. 2" and its production logistics, it can be said that the production of products in physical terms in 2010 amounted to 45480 tons, which is 1.23 times more than in 2009. This is due primarily to the active activities of the enterprise to expand market markets. Commodity products for the analyzed period increased 1.2 times due to an increase in production of products in physical terms and by rising prices for produced products. Thus, OJSC "Vladimir Bread Bakery No. 2" for the period from 2009 to 2010 managed to properly organize its production and commercial activities. Also, during this period, the company began to produce new types of products, there were transformations related to the reconstruction, in connection with this, a production capacity increased by 1.29 times during the analyzed period. An indicator characterizing the manufacturing activity of the enterprise is commodity products per 1 ruble of the value of the main production facilities. This indicator in the analyzed period increased 1.27 times, which indicates an increase in the use of the production and technical base for the production of commercial products. Analyzing the motion of the material flow in the production process, it can be said that it is through a lot of stages, starting from the central warehouse, from which it moves to store shops using automated and submitted devices. Considering the manufacturing logistics of the enterprise it is clear that it is not flawless due to the fact that the dosage of components for the preparation of bakery products is clearly controlled clearly monitored in the production process, the production volumes are not effectively oriented with the stocks of the final buyer. The use of outdated equipment in production, there is a problem with the presence of an optimal stock of raw materials in warehouses. To reduce the cost of movement of the material flow in production, it is necessary: For clear control of the dosage of components for the preparation of bakery products, embed automated control systems that will track the correct dosage and the corresponding quality of the prepared mixture for the test, control the weight of the billets that will move for baking. From the calculations it was obtained that replacing the old control and measuring equipment to the new justified, because Equipment replacement efficiency will be 88,607 rubles, with a payback period of 1.1 year; 2. In the near future, in production, replaced outdated equipment - forming machines and dough mixers, which will reduce the complexity of the baking process, downtime of this and other equipment, marriage. From the calculations it is clear that the effectiveness of the introduction of a new molding machine at the moment turned out negative (-548600 rubles), so in the near future it is not advantageous to modernize equipment, and the replacement of spent mixing devices will bring efficiency at 87555 rubles. With a payback period of 2.3 years. At the same time, the operational costs of the new equipment will be 607849.2 rubles, and the basic 745618.8 rubles. in year; In order to effectively orient product output volumes with the requests of the final buyer, you can use the well-known canban or ort systems; The existing problem associated with the presence of an optimal stock of raw materials in the enterprise warehouses can be solved if you know the optimal order size. Based on the calculations, the optimal order size will be equal to 4414 kg., With the delivery time 2 days. 1. Gadzhinsky A.M. Logistics: Textbook for higher and secondary special educational institutions - 4th ed., Pererab. And add. - M.: Publisher - Book Track Center "Marketing", 2005 Gordon M.P., Logistics of allocations. - M.: Center for Economics and Marketing 2002 - 168C. Zaitsev N.L., Economics of the industrial enterprise: Tutorial: 2nd ed., Pererab. and add. - M.: Infra-M, 2002 - 336c. Karashov I.I., Samborsky V.I. Theory of economic analysis. - K: Higher SC. Head Publishing Kim S.A., Ovchinnikov S.I. Organization and planning of industrial production - Minsk: "Higher School", - 2005 Kovalev VS Prospects for the development of the APK of Russia // Bakery and Confectionery - No. 12.S. 2004. Martynov A.V. Development of an enterprise strategy // Economy issues. 2006, №12 Material reserves. Search for optimum, taking into account new opportunities and new requirements / A. Baskin, Zenkova // RISK: Resources. Information. Supply. Competitor. - 2008, №3-4 Melnik M.M., Economic and Mathematical Methods and Models in the planning and management of material and technical supply. / Uch. For universities. - M.: Higher School., 2005-208c. Novoganov V.M., Obukhova N.V. Methodology for determining the probability of resource allocation. HDTube, Scientific Bulletin. - 2005 - №21 Rogozhnskaya E.L. Vladimir bakery. Time, events, people. - At: 2008 Rodnikov A.N. Logistics: Terminology Dictionary. Infra M, 2003 Sterligova A.N. Management of stocks of broad nomenclature // Laborpho №12 - 2006 Sterligova A.N. The role of stock management in the organization of successful business // Logitfo №2 - 2007 Sterligova A.N. Optimal distribution procedures in supply chains // Logistics Today No. 4 - 2009 Chudakov A.D. Logistics: Tutorial. M.: PDL PDL, 2004 Http://www.archive-online.ru/catalog/logistpro. Http://www.glossary.ru. Http://www.logistprog.ru/div/5.
2.2 Analysis of the motion of material flows in the production process
.3 Evaluation of the effectiveness of the production logistics
Chapter 3. Development of recommendations to reduce the cost of motion of the material flow in production
\u003d 1464.7 rubles, as the dough mixers four, then zh \u003d 1464.7 * 4 \u003d 5858.8 rubles. 
\u003d 4414 kg
Conclusion
Bibliography
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