The output indicator is calculated by. Analysis of enterprise output indicators

2.4.3 Factor analysis of labor productivity

The average annual output per employee is determined by the formula:

AMS employees - the average number of employees.

FDR - number of days of work;

Average hour vyr-ka - average hourly output per employee.

Average hourly output per worker:

thus:

216 * 8 * 0,70 = 1210

The average annual output of 1 employee depends on:

1. Average hourly output of 1 employee;

2. Duration of the working day;

3. The number of days worked by 1 employee.

4. To calculate the influence of factors on the average annual output of an employee, it is presented in the form of a formula:

Let's analyze by the method of absolute differences:

SW - average hourly output of one worker;

DRD - the duration of the working day;

FDR is the number of days of work.

ΔAverage average hourly output \u003d (0.69 - 0.68) * 8 * 220 \u003d 17.6 rubles / person

ΔAverage production of DWP \u003d 0.69 * (8 - 8) * 220 \u003d 0

ΔAverage production of FDR \u003d 0.69 * 8 * (215 - 220) \u003d - 27.6 rubles / person.

17,6 + 0 – 27,6 = 1187 – 1197

Table 14

Factor analysis of output

Name of indicator	Reporting period		Abs. off	Influence of the factor
3.Number of working days

The influence of the factor average hourly output is determined by the formula:

SW - average hourly output of one worker;

DRD - the duration of the working day;

FDR is the number of days of work.

ΔAverage output average hourly output \u003d (0.70 - 0.63) * 8 * 220 \u003d 123.2 rubles / person

The influence of the factor the length of the working day is determined using the formula:

ΔAverage production of DWP \u003d 0.70 * (8 - 8) * 220 \u003d 0

Influence of the factor number of days of work:

ΔAverage production of FDR \u003d 0.70 * 8 * (216 - 220) \u003d -22.6 rubles / person.

123,2 + 0 – 22,6 = 1210 – 1109

Name of indicator	Reporting period		Abs. off	Influence of the factor
1. Average annual output, rub./person
2. Number of employees, pers.
3.Number of working days
4. Duration of the working day, hours
5. Hourly output, rub./person

The average annual output of one worker shows how much on average one person can produce per year (in rubles) under certain conditions, such as the number of days of work per year, the length of the working day and the average hourly output of one worker. Thus, it can be seen that in 2008 the plan was underfulfilled by 10 rubles, that is, people did not fit into the planned values ​​and produced less, but already in 2009, in fact, annual output increased by 101 rubles, that is, the plan was overfulfilled. The underfulfillment of the plan is explained mainly by the days actually worked. Instead of the planned 220 days, each worker worked on average for 215 days, respectively, the enterprise lost 5 days (or 27.6 rubles of average annual output). But also as a result of an increase in the number of man hours worked by an employee, the average annual output increased by 17.6 rubles, but this still did not lead to the fulfillment of the plan. In turn, the situation in 2009 is explained by the increase in the average hourly output at a faster pace than the decrease in the number of days of work, and also the expanded composition of workers gives an increase in output. Its increase in dynamics is a positive trend for the enterprise, since it will bring more profit later.

2. Production rate
3. Making a decision
4. Product development
5. Working out formula
6. Average annual output
7. Labor output
8. Average output
9. Setting goals
10. Calculation of production
11. Hours production
12. Production methods
13. Strategy development
14. Production volume
15. Performance analysis
16. Development of public policy
17. Performance characteristics
18. Determination of production
19. Production accounting
20. Types of development
21. Level of production
22. Growth in production
23. Actual output

Output is measured by the number of products produced per unit of working time or per 1 average employee or worker per year (quarter, month). This is the most common and universal indicator of labor productivity.

There are three ways to determine output: natural, cost (currency) and labor.

Output in natural or value terms is determined by the formula:

Output \u003d Volume of marketable (gross or sold) products: Average number of employees (or workers)

More clearly and impartially characterizes the productivity of labor, the indicator of production in physical terms - in tons, meters, pieces and other natural indicators. The advantage of this method is that it gives a clearer and more unbiased result of labor productivity. The disadvantage of this method is that it can be used only in those enterprises that produce homogeneous products. In addition, the output calculated by this method does not allow us to associate the labor productivity of companies in different industries.

The most widely used cost method for determining output. In currency terms, the output can be calculated both in terms of marketable and gross output, and in terms of standard clean products.

Output in value terms, calculated on the basis of marketable or gross output, depends not only on the results of the work of this team, but also on the price of the raw materials and materials used, the volume of cooperative deliveries, etc. This shortcoming is eliminated when calculating output on the basis of standard clean products.

In a number of industries (clothing, canning, etc.), labor productivity is determined by the standard price of processing. It contains the cost standards for the basic salary with accruals, general business and general production expenses (according to the standards).

The characteristics of output depend not only on the method of measuring the volume of production, but also on the unit of measurement of working time. The output can be determined for one worked man-hour (hourly output), for one worked man-day (daily output) or for 1 average employee per year, quarter or month (annual, quarterly or monthly output). At the enterprises of the Russian Federation, the main indicator is the annual output, in a number of foreign countries - hourly.

The labor method for determining output is also called the method of normalized working time. the output for all this is determined in normo-hours. This method is used to a greater extent at individual workplaces, in teams, at sites, and also in workshops in the production of heterogeneous and incomplete products.

The advantage of the labor input indicator is that it allows one to judge the effectiveness of the costs of living labor at various stages of the production of a certain type of product, not only for the enterprise as a whole, but also in the workshop, on the site, workplace, i.e. seep into the depth of implementation one or another type of work, which cannot be done using the output indicator, calculated in terms of value.

The labor method allows you to plan and take into account labor productivity at all stages of the production process, link and compare the labor costs of individual sections (workshops) and jobs with labor productivity indicators for the whole enterprise, as well as the levels of labor costs at various enterprises in the production of similar products.

Production rate

Output rate, the number of units of production (or work) that must be done (performed) per unit of time (hour, shift, month) in certain organizational and technical criteria by one or a group of workers of appropriate qualifications. N. in. depending on the type of work, it can be expressed in pieces, units of measure of length, area, volume or weight.

Determined by the formula:

Hb \u003d Tr x h: Tn,
where Hb - production rate; Tr - the duration of the period for which the production rate is set (in hours, minutes); h - the number of workers taking a role in the performance of work; Tn - the norm of time for this work or one product (in man-hours, man-minutes).

In the USSR, N. century. usually set in mass and large-scale production, when during the entire shift one work is performed with a constant number of performers. The greatest use of N. century. received in the coal, metallurgical, chemical, food industries, in areas of mass production in mechanical engineering.

N. in. must be technically justified. When they are established, the introduction of the latest achievements in engineering, technology and advanced production experience is envisaged. It allows to provide the progressive level of N. of century. Establishment at the technical level of justified N. century. orients socialist enterprises and individual workers towards achieving higher than the average actual labor productivity.

The production rate is a fundamental indicator, the basis for the planned management of an enterprise. It determines the number of units of production (or the number of operations performed) that must be done (or performed) per unit of time. The calculation of the production rate is done for the 1st or group of workers with appropriate qualifications, with a rational and more optimal use of equipment, taking into account the progressive methods of work used for all this.

For mass and large-scale production, characterized by taking into account the labor of special workers employed in preliminary and final work, the norm of time for the manufacture of a unit of production is equal to the norm of piece-calculation time. For piece, serial and small-scale production, when the same worker does the main, preliminary and final work, these time standards will be different.

When calculating the production rate, which expresses the desired result of the activities of workers, natural characteristics are used: pieces, meters, kilograms. The production rate (Nvyr) is the personal division of the duration of one work shift (Vsm) by the time spent on manufacturing a unit of output (Vsht).

For mass production, the production rate will be equal to:

Hvyr = Vcm / Vsht.

If the creation is serial or single, then the value of Vshtk is used as a divisor in the above formula - the norm of time, determined by the method of calculation when calculating the cost of a unit of production.

In this case, the production rate is calculated by the formula:

Nvyr = Vcm / Vshtk.

In those industries where the preliminary step is calculated and normalized separately for each work shift, the production rate should be calculated using the formula:

Hvyr = (Vsm - Vpz) / Tsm, where Vpz - time spent on preparatory and final work.

The formula for calculating the production rate in cases of using automatic and hardware equipment will be somewhat different:

Nvyr = No*Nvm, where No is the service rate, Nvm is the equipment production rate, which is equal to:

Nvm \u003d Nvm theor * Kpv. Here Nvm theor is the theoretical norm for the production of the equipment used, Kpv is the coefficient of useful labor time per shift.

In the case of using repetitive hardware processes, the production rate is equal to:

Nvyr \u003d (Vsm - Vob - In exc) * VP * But / Vop, where V about - the time spent on servicing the equipment, Vot - the norm of time for personal needs of personnel, VP - products manufactured in one period, Vop - the duration of this period .

P \u003d C / Nvyr, or
P \u003d Vsht * C, where C is the rate of this category of work.

Making a decision

In modern terms management it becomes more and more natural that the existing management system does not meet the needs of the enterprise as an operating system. The existing vertical connections have not been completely replaced by horizontal ones, on which, in fact, the Western system of managerial decision-making is based. Currently, Russian enterprises in the management system do not use the principles of organizing effective management, so increasing the efficiency of managerial decision-making in modern economic conditions is a burning and timely topic.

In order to increase the effectiveness of the management system in an enterprise, two tasks should be considered:

1. Justification of the need to create within the enterprise as an operating system a criterion for increasing the “creativity” not only of lower and middle-level managers, but also of ordinary employees by giving them some opportunities in the decision-making process. Their proposals for improving such a system as a whole and other decisions on individual production, monetary and management issues can become the basis for the operating strategy being developed by the enterprise.
2. The effectiveness of the decisions made cannot be assessed without the introduction of mathematical apparatus and software.

One of the ways to make a decision is the development of decisions in the dialogue "man-machine" is a repeated alternation of heuristic (performed by a person) and formalized (performed by a computer) steps.

In the process of the “man-machine” dialogue, solutions are jointly designed in the course of the configuration of the production situation (the method of successive optimization) with the gradual introduction of essential facts, i.e., the solution method is not established in advance, but in the process of calculating on a computer.

In modern decision support systems (DSS), an effective connection (symbiosis) between a person and a computer is provided, which involves the introduction of stronger properties of each participant in this process.

The software basis of the DSS is expert systems.

An expert system is a program aimed at solving poorly formalized problems in certain subject areas at the level of expert experts.

When working with expert systems:

Guesses are put forward and tested;
- developing new data and knowledge;
- requests for new data input are formed;
- Formed conclusions and advice.

Poorly formalized problems have the following features:

Cannot be specified exclusively in numerical form;
- goals cannot be represented in the definitions of a well-defined motivated function;
- there is no exact method for solving the problem;
- the initial data are incomplete and diverse.

The knowledge base stores the so-called rules, which are understood as logical and algorithmic expressions (operations).

An inference engine is a program that forms a sequence of logical and computational operations into a method, on the basis of which a result is obtained.

Explanation subsystem - forms a route, i.e. a method in the form of a set of rules that allow the decision maker to understand how the result was obtained.

Knowledge acquisition subsystem - provides a dialogue with professionals, selection and formalization of knowledge.

The subsystem of interaction with the object may be absent, as well as the object itself.

There are various forms of communication between decision makers and ES:

Introduction of a tabular language.
- Dialogue in the form of a menu.
- Dialogue in natural language.

The last form of communication implies the highest level of ES and is still rare.

To use natural language, you need a rather complicated parser program that makes functions:

Lexical analysis;
- parsing;
- semantic analysis.

In modern ES, communication with decision makers is carried out using a tabular language (setting a task) and a menu (refinement of a task in the process of its implementation).

The effective implementation of the human-machine dialogue implies the fulfillment of the following criteria:

Ease of communication (human access to the machine);
- mental readiness of a person to communicate with a computer;
- sufficient level of machine mind.

The effectiveness of the decisions made is also unrealistic to evaluate without the introduction of mathematical apparatus and software.

For example, the analysis of the "decision tree". Currently, there are several programs with the help of which it becomes possible not only to build a decision tree, but also to analyze it.

Decision trees are a graphical tool for analyzing decisions in risk conditions. The hierarchical structure of the “classification tree” is one of its more fundamental parameters. The "trunk of the tree" is a problem or a situation that needs to be addressed. The "top of the tree" are the goals or values ​​that govern the person making the decision.

Decision trees are created for use in models in which a sequence of decisions is made, each of which leads to some result. According to the decision tree, the best strategy is determined - a sequence of decisions that should be made when certain random events appear. In the process of constructing and analyzing production, financial and managerial situations, the stages of specifically creating the model structure, determining the probabilities of probable outputs, determining the utility values ​​of probable outputs and evaluating alternatives, as well as choosing a strategy are singled out. At the same time, it must be emphasized that a more fundamental step in the implementation process of the decision tree analysis is specifically the final step in the evaluation of alternatives. It is important to realize that decision analysis does not imply a 100% unbiased analysis of decision making models. Many nuances of decision analysis require personal judgment - this applies to the structure of the model, the definition of probabilities and utilities. In almost all complex models that reflect real situations, there is simply not enough empirical data for a full analysis. But practice shows that even in such cases, analysis with the introduction of decision trees brings undeniable benefits.

Product development

The indicator that determines the amount of products produced per unit of time is called output. Development characterizes the effectiveness of labor. Natural (t, m, m3, pieces, etc.) and cost characteristics are used as meters of the quantity of manufactured products.

Varieties of product development characteristics:

I. Depending on the level of the economic system, according to which the indicator is calculated, the production is distinguished:
- personal (personal development of individual employees);
- local (production at the level of a workshop, enterprise, industry);
- public (at the level of the national economy as a whole); it is determined by the method of dividing the state income produced in a given period by the number of people employed in material production.

II. Depending on the unit of measurement of working time, the characteristics of hourly, daily and monthly (quarterly, annual) output are used. These characteristics make it possible to evaluate the effectiveness of labor, taking into account the nature of the use of working time.

What questions will you find answered in this article:

The only objective criterion by which it is possible to evaluate labor productivity in an enterprise is the competitiveness of a product in the market. Therefore, to compare performance indicators (such as the volume of production divided by the number of employees) in different companies, in my opinion, is incorrect. The results of the comparison will vary greatly depending on what is in the numerator of the fraction: price, weight, labor hour, value added, or some other parameter.

I worked for almost 20 years in senior positions in various companies in Belarus and Russia, participated in consulting projects in dozens of different industries - and here are the conclusions I formulated regarding increasing labor productivity.

Conclusion 1. In order for the enterprise to constantly develop, labor productivity must grow at a higher rate than wages. There are two ways to achieve this.

• To complicate the manufactured product, abandoning relatively technologically simple products with a low cost per unit weight in favor of more complex ones, the cost per unit of weight of which is higher. Different variants of this approach are applicable in any enterprise.
• Use more productive equipment. This method is economically viable only under the condition of serial production and only when certain production volumes are reached.

Conclusion 2. Each company should develop measures to increase labor productivity independently; moreover, different workshops of the same plant will require different methods. For example, at the production association "BelAZ" the development of such approaches was carried out by a special laboratory for the scientific organization of labor. In order to increase efficiency and productivity, they first of all improved the rationing and control of deviations from the norm centrally. Any newly introduced incentives for more intensive work were based on calculated norms, and the share of the variable part in the salary did not exceed 30%. In the smaller plant I now run, we achieve the same goals by incentivizing the search for productivity improvement reserves in every workplace; while the variable part of the salary is more than 60%. It cannot be said that one of these options is better than the other, but I would not recommend swapping them, introducing the first one in an enterprise like mine, and the second one in a company like BelAZ.

What affects labor productivity

1. Mass and serial orders. Large production volumes justify the use of expensive, but high-performance equipment and make it possible to standardize production in detail.

2. Innovative nature of the product.

3. Production planning horizon. The longer the period for which plans are drawn up, the more precise and rhythmic the production process can be made.

4. Availability of long and cheap loans or long-term investments.

5. The degree of automation of the collection of accounting information in production.

6. Increasing production volumes while maintaining the number of personnel due to the diversification of output and the manufacture of technologically more complex products.

7. Carrying out activities that stimulate the intensification of the work of each employee (first of all, the preparation and adoption of appropriate bonus provisions).

Obviously, the head of a particular enterprise cannot influence the first four factors, which are especially important for increasing labor productivity: the most essential conditions are determined by the quality of the state policy pursued. So, when our directors are scolded for the low efficiency of the companies entrusted to them, this is not always criticism at the address.

However, in a free market, CEOs can drive productivity growth through the last three factors. This may be enough to achieve a beneficial effect - even in seemingly hopeless situations. A good example is the positive development dynamics of our company. Even 10 years ago, it had negative net assets and was under external management. And today, with almost the same number of employees, the volume of output in value terms has increased more than 11 times, and the average salary - a little more than five times. At the same time, the cost output per worker increased by almost 11 times, while the natural output (measured in tons per person), on the contrary, almost halved due to the complication of the manufactured product (see figure). The fastest way to influence the situation is the introduction of new wage schemes. I will dwell on this method in a little more detail.

Click on the picture to enlarge it

Increase productivity with premium payment plans

Each wage scheme works only as long as productivity indicators continue to rise. That is why it is so important not to miss the moment when the growth ends: it will be a signal for you that the used reserves for increasing efficiency have been exhausted and you need to look for new ones. I have developed motivation systems for hundreds of work teams, and my experience suggests that if you find the right solution, you will achieve a tangible positive result in two months. Let me tell you the system by which our company has been calculating bonuses for the workers of the machine assembly shop for the past two years.

So, in the calculation we use the following indicators.

1. Fulfillment of the workshop plan. The base (normal) value of remuneration for achieving this indicator is 60% (there is no upper limit on the size of the bonus - we use a flexible approach). The final value depends, firstly, on the percentage of the implementation of the production plan (see Table 1), and secondly, on two coefficients.

• K1 is the ratio of the output of marketable products (in rubles) to the base indicator equal to 80 million rubles. per month. The introduction of K1 encourages shop workers to look for reserves when making difficult plans and insures against paying too high salaries in case of low workload.
• K2 is the ratio of the base number of employees (35 people) to the actual one. The presence of K2 in the calculation scheme keeps the shop management from attracting an excess number of workers to fulfill the plan, because if the number exceeds the base one, the coefficient will be less than one and the total bonus will decrease. I assure you: now, without an objective need for additional staff, applications for new employees from the shop floor never arrive.

As can be seen from Table 1, the first part of the premium for the volume of production when the plan is fulfilled by 70–100% is from 0 to 40%. A flexible scale allows you to maintain a focus on results, even if the targets seem unattainable. The second term of this premium is calculated using the formula 20% × K1 × K2. Examples of calculating the premium for the volume of production for various input data are given in Table. 2.

2. Product quality. The base value of the reward for providing this parameter is 30%. The specific amount of payment is influenced, firstly, by indicators of compliance with the technological process, ascertained during internal control, and secondly, by the number of registered claims from customers. Thus, this component of the bonus is not related to labor productivity - and therefore I do not dwell on it here.

Output is an indicator measured in the number of units of output that was produced in a certain time or by one worker.

How is production determined?

Output is a direct indicator of labor productivity. There are three main methods of determining it, namely: natural, monetary and labor.

The first option involves dividing the volume of products that was manufactured or sold by the average number of employees directly involved in the production process. This technique is applicable only to those enterprises that produce products of the same name.

If an organization is engaged in the production of heterogeneous products that cannot be reduced to one unit of measurement, then it is advisable to use the cost method. In this case, output is the ratio of the monetary equivalent of all manufactured goods to the number of employees.

As for the labor method for determining output, we note that it is used to assess the productivity of individual teams, jobs or departments. The indicator is determined in standard hours. This takes into account not only finished goods, but also work in progress. The value of this indicator lies in the fact that it helps to assess the efficiency of labor organization and the rational use of labor.

Production rate

Production is an indicator that is determined based on the results of a certain period. However, there are also standards that define the desired state of affairs. It's about normative work. To determine this indicator, it is necessary to multiply the duration of the period by the number of workers involved in the production process. The result is divided by the time, which, according to the standards, is allotted for the production of a unit of output. Thus, the maximum result that can be achieved in the enterprise is determined.

Production analysis

Production is the most important indicator of the work of the enterprise. To draw any conclusions on its basis, it is necessary to conduct a thorough analysis. It may be as follows:

• dynamics of the indicator over time (based on data for several years, it is possible to determine trends in the work of the enterprise, as well as make forecasts for the future situation);
• factor analysis (determines which factors most affect labor productivity and output, which provides an opportunity to adjust further work);
• determination of growth and growth rates (shows the ratio of the increase in production for different periods, which allows you to study in more detail intervals with unsatisfactory performance).

Indicators for determining output

Production, as an indicator of labor productivity, is regularly calculated to assess the functioning of the enterprise. To determine this value, you need to collect the following information:

• the volume of production in physical or value terms (moreover, you can take the value of the indicator after the fact, or you can take the planned value in order to calculate the standard output);
• the number of employees who are directly involved in the production process (this makes it possible to assess the effectiveness of their work, as well as determine the direction of rationalization of the staff);
• the duration of the work of production units (indispensable if you need to evaluate the output per unit of time).

How production is accounted for

Development - a quantitative expression of labor productivity. Since this indicator plays a rather important role in the analysis of the enterprise, it is necessary to somehow keep track of it. This is especially true in cases where a piecework wage system is used, which directly depends on the output indicator. Maintaining such accounting gives the entrepreneur the following opportunities:

• availability of data on the performance of each employee;
• fair distribution of wages in accordance with the output indicator (excluding defective products);
• ensuring control over the compliance of the quantity of manufactured products with materials and raw materials released to the workshop);
• identification of "bottlenecks" that impede the movement of semi-finished products between workshops and divisions.

As for modern accounting systems, in relation to the development, the following are most widely used:

• in accordance with the order for the performance of a certain amount of work;
• in accordance with the so-called "route map";
• assessment of the indicator based on the final results of the work.

Production level

Output is the amount of finished goods (also in some cases, components and semi-finished products are taken into account) that was produced by one unit of labor or per unit of time. In addition, the concepts of indicators of the level of production are also distinguished:

• average output per hour - is determined by dividing the volume of products manufactured for the period by the number of man-hours of the workshop;
• average output per day - directly related to the previous indicator (determined by multiplying the value per hour by the length of the working day or shift);
• output of one worker - is determined by the ratio of products manufactured per month (or any other reporting period) to the average payroll number of production personnel.

What can affect production

Yield is the amount of output produced per unit of time. It should be noted that this indicator is not stable and may fluctuate depending on a number of factors:

• the introduction of new technologies or operations can act in two ways: on the one hand, it leads to a rationalization of the production process, and on the other hand, it can cause delays for the development period;
• infusion of new employees into the team, who need time to adapt and get acquainted with the production process;
• the use of previously unused raw materials (here, production may also decrease for some time);
• mass production leads to natural fluctuations of this indicator.

Conclusion

Production can be considered one of the key indicators, because it, in fact, is a reflection of labor productivity. This value makes it possible to evaluate the results of work in natural or monetary terms. This indicator is especially important for enterprises that use a piecework wage system, because it makes it possible to fairly distribute financial resources among employees.

The growth of labor productivity is the main real source of overcoming the negative consequences of both the reform period and the global financial crisis. This is the most important factor in the irreversibility of the ongoing reforms and, ultimately, in improving the lives of the people.

Under labor productivity understand the degree of its fruitfulness. It is measured by the amount of use-values ​​created per unit of time, or by the amount of time spent per unit of labor product.

A distinction is made between the productivity of living labor, determined by the costs of working time in a given production at a given enterprise, and the productivity of total social labor, measured by the costs of living and materialized (past) labor.

An increase in labor productivity occurs when the share of living labor decreases, and the share of materialized labor increases. This growth takes place in such a way that the total amount of labor embodied in the commodity is reduced. The fact is that the mass of living labor decreases to a greater extent than the mass of materialized labor grows.

The total savings in working time, taken in accordance with costs and production resources, characterizes the efficiency of production.

In enterprises, labor productivity is measured by the indicator of output per worker or per unit of time. In these cases, the indicator takes into account only the savings of living labor. At the same time, labor productivity can be measured as the ratio of the physical volume of national income to the number of workers in material production. The specificity of this indicator is that it directly reflects the savings of human labor and indirectly - through the volume of national income - the savings of social labor. Hence, the most general approach to the definition of labor productivity can be expressed by the formula:

Fri - labor productivity;

P - product in one form or another;

T is the cost of living labor.

Forms of manifestation

The essence of labor productivity can be understood more deeply if we understand the forms of its manifestation.

First of all, labor productivity is shown as reduction of labor costs per unit of use value and shows time savings. Most importantly - absolute reduction in labor costs required to meet a particular social need.

Hence the focus of enterprises on the search for methods of saving labor and material resources, that is, reducing the number of employees in those areas where this is possible, as well as saving raw materials, fuel and energy.

Labor productivity is the same as an increase in the mass of consumer values, generated per unit of time. An important point here is the results of labor, which mean not just an expansion in the volume of goods produced, but also an increase in their quality. Therefore, taking into account such a manifestation of labor productivity in practice implies the widespread use in business planning and commercial promotion of approaches that reflect utility, that is, power, efficiency, reliability, etc.

Labor productivity is also shown in the form changes in the ratio of the costs of living and materialized labor . If the production process uses past labor relatively more than living labor, the enterprise has a chance to increase labor productivity, and hence increase the wealth of society.

True, options are possible. In one case, with a decrease in the cost of living labor, the cost of materialized labor per unit of output increases both relatively and absolutely (with a decrease in total costs). In the other, the costs of past labor grow only relatively, but their absolute expression falls. Such processes, for example, are observed, respectively, either when manual labor is replaced by mechanized labor, or when obsolete equipment is modernized, enterprises are reconstructed on the basis of more progressive and efficient means of production.

Growth in labor productivity has a significant impact on increase in the mass and rate of surplus product. The fact is that the excess of the product of labor over the costs of maintaining labor, as well as the formation and accumulation on this basis of a social production and reserve fund - all this has been and remains the basis of any social, political and intellectual progress.

Finally, labor productivity is expressed in the form turnaround time reduction which is directly related to saving time. The latter acts as calendar time. Savings in this case are achieved by reducing production time and circulation time, that is, shortening the construction time and mastering production capacities, promptly introducing scientific and technological achievements into production, accelerating innovative processes and replicating the best experience.

As a result, the enterprise, with the same resources of living and materialized labor, receives higher final results per year, which is tantamount to an increase in labor productivity. Hence, taking into account the time factor becomes extremely important in organization and management, especially in conditions of high dynamism of the market economy, constant transformations in the course of reforms, and the growth and complexity of social needs.

Production efficiency

Labor productivity is an important indicator in the production efficiency measurement system. At the same time, it is importantly influenced by the magnitude and especially the quality of the capital-labor ratio, that is, the measure of the equipment of labor with fixed capital.

capital-labor ratio, in turn, is measured by the ratio of the value of fixed capital to the cost of living labor (number of employees):

Fv - capital-labor ratio;

Ф - the value of the cost of fixed capital.

This dependence should be taken into account when considering the impact of labor productivity on the overall efficiency of production.

The fact is that not any increase in labor productivity is effective, but only if the saving of living labor pays for the additional costs of increasing its technical equipment, and in the shortest possible time.

return on assets characterizes the efficiency of the use of fixed capital. It is measured by the number of goods produced per given amount of fixed capital:

There is a close relationship between labor productivity, capital productivity and capital-labor ratio, which can be expressed by the formula:

Fri \u003d F0 x Fv.

From this dependence it follows that labor productivity rises, provided that the return on assets and (or) capital-labor ratio increase, and falls in inverse proportion. At the same time, if labor productivity grows faster than its capital-labor ratio, then capital productivity increases. Conversely, the return on assets falls if the dynamics of labor productivity lags behind the growth of capital-labor ratio.

As scientific and technological progress and the improvement of production, the share of social labor costs increases, as the worker is equipped with more and more new means of labor. However, the main trend is that the absolute value of the cost of both living and social labor per unit of output is reduced. This is precisely the essence of raising the productivity of social labor.

Labor productivity level

It is characterized by two indicators. First of all, output per unit of time. This is a direct, most common and universal indicator of labor productivity. Depending on the units in which the volume of production is measured, certain outputs are distinguished in physical terms, as well as in terms of normalized working hours.

Secondly, labor intensity production, which expresses the cost of working time to create a unit of output. This is an inverse indicator, which is determined per unit of production in physical terms for the entire range of goods and services. It has a number of advantages:

Establishes a direct relationship between production volume and labor costs;

Excludes the impact on the indicator of labor productivity of changes in the volume of supplies for cooperation, the organizational structure of production;

Allows you to closely link the measurement of productivity with the identification of reserves for its growth;

Compare labor costs for the same products in different departments of the enterprise.

These indicators of production and labor intensity can be represented by the following formulas:

in = -- ;

t = -- ,

in- production output per unit of time;

t- the complexity of manufacturing products;

B - cost volume of manufactured products (rubles);

T is the time spent on the production of a given volume of output.

There are several types of labor intensity.

Technological complexity(t tech) includes all the costs of the main workers. The labor intensity of production maintenance (t obs ) includes the labor costs of auxiliary workers.

Production labor intensity reflects the labor costs of all (main and auxiliary) workers.

Labor intensity management production (t upr ) is made up of the labor costs of engineers, employees, maintenance personnel and security.

Complete labor intensity (t pol ) represents the labor costs of all categories of industrial and production personnel: t pol \u003d t tech + t obs + t control.

Increase reserves

Determining ways to increase labor productivity is an important stage in the analytical work of each enterprise. Therefore, in domestic practice, a specific classification of reserves for increasing labor productivity has become widespread.

Raising the technical level of production. Among its main directions are the mechanization and automation of production, the introduction of new technological processes, the improvement of the structural properties of products, the improvement of the quality of raw materials and new structural materials, the introduction of new energy sources, and the "scientificization" of production.

Improving the organization of production and labor. It provides for the improvement of the existing and the formation of a new workforce, the increase in norms and service areas, the reduction in the number of workers who do not comply with the norms, the prevention of staff turnover, the simplification of the management structure, the mechanization of accounting and computing work; change of the working period; increasing the level of specialization of production.

Changes in external, natural conditions. We are talking about socialization, adaptation to the needs of the modern worker, about achieving ecological balance. At the same time, changes are needed not only in the conditions of extraction of coal, oil, gas, ores, peat, in the content of useful substances, but also in agriculture, transport and other industries.

Structural changes in production. They include a change in the share of certain types of products, the labor intensity of the production program, the share of purchased semi-finished products and components, and an increase in the weight of new products.

Creation and development of the necessary social infrastructure. It is designed to solve financial problems, problems of timely payment of labor and many other issues aimed at meeting the needs of enterprises, labor collectives and their families.

An increase in labor productivity due to an increase production volumes and changes in the number of employees can be determined by the formula:

∆P = -------- ,

∆B is the share of the increase in output at the enterprise in a given period;

∆Рn is the share of the decrease in the number of employees of the enterprise.

The growth of labor productivity of employees at the enterprise due to increase in the share of cooperative deliveries of products is determined by the formula:

dk1 , dk0 - the share of corporate deliveries and gross output of the enterprise, respectively, in the base and planned periods (in %).

The growth of labor productivity due to the better use of the working time fund is calculated by the formula:

∆P = ------- x 100 ,

Fe1, Fe0 - the effective annual fund of the working time of one worker, respectively, in the base and planned periods (in man-hours).

An individual enterprise, determining the required number of workers to be hired, must determine the demand price for labor, that is, the level of wages.

The demand price for any factor of production and labor depends on ultimate performance. It represents the increment in the volume of output caused by the use of an additional unit of labor under fixed other conditions.

Marginal productivity is calculated on the basis of the marginal product of labor, which is understood as the increase in output produced as a result of hiring one more unit of labor.

Consequently, the management of the enterprise, based on the need to optimize all attracted resources, will use or displace labor, reaching the level of marginal productivity. The fact is that it is difficult to force an enterprise to do otherwise, since the interest of its survival in a competitive environment is under threat. In such a situation, various options are possible.

Competitiveness strategy

For outsider enterprise market, there are several ways to increase competitiveness:

A radical reorganization by revising the basic competition strategies used;

Increasing revenue by increasing prices and marketing costs;

Cost reduction and all-round savings;

Reduction of assets;

Combination of various methods.

An enterprise with a weak competitive position has, in essence, three main ways out of this situation.

It will have to increase its competitiveness by working with cheap products or by using new methods of differentiation. An effective method of maintaining and maintaining sales volumes, market share, profitability and a specific position at existing levels. Finally, business reinvestment at a bare minimum is important. Their goal is to make short-term profits and/or maximize short-term cash flow.

An enterprise with a strong competitive position is called upon to continue searching for a free market niche and to focus on making it possible to build up one's own potential. For such enterprises, it is also possible to adapt to a specific group of consumers. Another way is to create a better product. Follow the leader is not excluded. Sometimes the capture of small firms is practiced. Finally, the creation of a positive and distinctive image of the enterprise cannot be discounted.

Enterprise competitiveness, which is understood as its ability to participate in the economic competition of commodity producers for the most profitable areas of capital investment, sales markets, sources of raw materials, requires its maintenance, and sometimes even improvement.

To do this, the leader needs at least the continuation of an offensive economic policy, the preservation of current positions, and confrontation with competitors.

In any case, no matter what position an enterprise occupies in the market environment, an important condition for its survival and increase in competitiveness is the growth of labor productivity. It is higher labor productivity that has always provided and continues to provide advantages, and ultimately victory, not only for individual enterprises, their associations, industries, but also for countries.