Principles of organization of production processes. The production process and the basic principles of its organization

Any type of industrial activity needs a competent construction of the production process, which is understood as the procedure for transforming the object of labor (raw materials, materials, semi-finished products) into the necessary society.

Organization involves the rational combination of its elements: labor (human activities), (tools of production), natural processes (chemical, physical, biological), aimed at changing the properties of the object of labor - its shape, size, quality or state.

Principles of rational organization of the production process.

Existing production processes are extremely diverse, but their proper organization is based on certain principles, following which allows you to optimize industrial activity.

The principle of differentiation. In accordance with this principle, the organization of the production process should be carried out in such a way that specific processes or operations that form the basis of the production canvas are assigned to individual divisions of the enterprise.

combination principle. It involves the unification of all or some operations of a different nature within one production unit (workshop, section, link).

At first glance, these principles seem to contradict each other. Which of them should be preferred determines the complexity of the manufactured product and practical expediency.

The principle of concentration. This principle means the unification within one production site of work on the manufacture of homogeneous products or the implementation of operations that are identical in execution. Its use allows more efficient use of equipment of the same type (its load increases), increasing the flexibility of technological processes.

The principle of specialization. Assumes the assignment to each work area of ​​a precisely limited number of operations, works, products. The level of specialization is determined by the nature of the manufactured parts, as well as the quantitative volume of their production. The higher the level of specialization of the enterprise, the better the skills of workers, the higher labor productivity. At the same time, the possibility of automating production increases and the costs associated with the changeover of equipment are reduced. The disadvantage can be considered the monotony of work and the rapid fatigue of people.

The principle of universalization is the opposite of the principle of specialization. The organization of the production process, based on this principle, involves the production of a variety of products (or the implementation of heterogeneous processes) within the same working unit. The production of a wide range of parts requires a sufficiently high qualification of personnel and the participation of multifunctional equipment.

The principle of proportionality. Competent management of the production process is inseparable from the observance of the proportions between the number of products produced by various departments of the enterprise. sites should correspond to the equipment load and be comparable with each other.

The principle of parallelism. It involves the simultaneous manufacture (processing) of various products, which saves time spent on the production of final products.

Directivity principle. The organization of the production process should be carried out in such a way that the path from one stage of processing to another is the shortest.

The principle of rhythm lies in the fact that all production processes aimed at the production of intermediate parts and the manufacture of final products are subject to periodic repetition. Following this principle allows you to ensure a smooth flow of production, free from violations of deadlines and forced downtime.

The principle of continuity implies the uniform flow of the object of labor from one operation to another without stops or delays.

The principle of flexibility ensures the rapid adaptation of production sites to changes in the realities of production associated with the transition to the manufacture of new types of products.

The listed principles are applied in accordance with their practical expediency. Underestimating their role leads to an increase in production costs and, as a result, to a decrease in the competitiveness of products.

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The organization of the production process at any machine-building enterprise, in any of its workshops, on a site is based on a rational combination in time and space of all the main, auxiliary and service processes. This allows you to produce products at minimal cost of living and materialized labor. Features and methods of such a combination are different in different production conditions. However, with all their diversity, the organization of production processes is subject to certain general principles: differentiation, concentration and integration, specialization, proportionality, direct flow, continuity, parallelism, rhythm, automaticity, prevention, flexibility, optimality, electronization, standardization, etc.

Principle differentiation involves the division of the production process into separate technological processes, which in turn are divided into operations, transitions, techniques and movements. At the same time, the analysis of the features of each element makes it possible to choose the best conditions for its implementation, ensuring the minimization of the total costs of all types of resources. Thus, in-line production has been developing for many years due to the ever deeper differentiation of technological processes. The allocation of short-term operations made it possible to simplify the organization and technological equipment of production, improve the skills of workers, and increase their productivity.

However, excessive differentiation increases the fatigue of workers in manual operations due to the monotony and high intensity of production processes. A large number of operations leads to unnecessary costs for moving objects of labor between workplaces, installing, fixing and removing them from workplaces after the completion of operations.

When using modern high-performance flexible equipment (CNC machines, machining centers, robots, etc.), the principle of differentiation turns into principle of concentration of operations and integration of production processes. The principle of concentration involves the performance of several operations at one workplace (multi-spindle CNC multi-cutting machines). Operations become more voluminous, complex and are performed in combination with the brigade principle of labor organization. The principle of integration consists in combining the main auxiliary and service processes.

Principle specializations is a form of division of social labor, which, developing systematically, determines the allocation of workshops, sections, lines and individual jobs at the enterprise. They produce a limited range of products and are distinguished by a special production process.

A reduction in the range of manufactured products, as a rule, leads to an improvement in all economic indicators, in particular, to an increase in the level of use of fixed assets of an enterprise, a reduction in the cost of production, an improvement in product quality, mechanization and automation of production processes. Specialized equipment, all other things being equal, works more productively.

The principle of proportionality assumes equal throughput of all production units that perform the main, auxiliary and service processes. Violation of this principle leads to the emergence of "bottlenecks" in production or, conversely, to the incomplete loading of individual jobs, sections, workshops, to a decrease in the efficiency of the entire enterprise. Therefore, to ensure proportionality, production capacity calculations are carried out both by production stages and by equipment groups and production areas.

Direct flow principle means such an organization of the production process, which provides the shortest paths for the passage of parts and assembly units through all stages and operations from the launch of raw materials into production to the release of finished products. The flow of materials, semi-finished products and assembly units must be forward and shortest, without counter and return movements. This is ensured by the appropriate layout of equipment placement along the technological process. A classic example of such a layout is the production line.

Continuity principle means that the worker works without downtime, the equipment works without interruptions, the objects of labor do not lie in the workplace. This principle is most fully manifested in mass or large-scale production in the organization of flow production methods, in particular, in the organization of single- and multi-subject continuous production lines. This principle provides a reduction in the manufacturing cycle of the product and thereby contributes to an increase in the intensification of production.

The principle of parallelism involves the simultaneous execution of partial production processes and individual operations on similar parts and parts of the product at different workplaces, i.e., the creation of a wide front of work on the manufacture of this product. Parallelism in the organization of the production process is used in various forms: in the structure of the technological operation - multi-tool processing (multi-spindle multi-cutting semi-automatic machines) or parallel execution of the main and auxiliary elements of operations; in the manufacture of blanks and processing of parts (in the workshops, blanks and parts at different stages of readiness); in the nodal and general assembly. The principle of parallelism reduces the duration of the production cycle and saves working time.

The principle of rhythm ensures the release of the same or increasing volumes of products for equal periods of time and, accordingly, the repetition through these periods of the production process at all its stages and operations. With a narrow specialization of production and a stable range of products, rhythm can be ensured directly in relation to individual products and is determined by the number of processed or produced products per unit of time. In the context of a wide and changing range of products produced by the production system, the rhythm of work and output can only be measured using labor or cost indicators.

The principle of automaticity assumes the maximum performance of the operations of the production process automatically, that is, without the direct participation of the worker in it or under his supervision and control. Automation of processes leads to an increase in the volume of production of parts, products, to an increase in the quality of work, a reduction in the cost of human labor, the replacement of unattractive manual labor with more intellectual labor of highly skilled workers (adjusters, operators), the exclusion of manual labor in jobs with harmful conditions, and the replacement of workers by robots. The automation of service processes is especially important. Automated vehicles and warehouses perform functions not only for the transfer and storage of production facilities, but can regulate the rhythm of the entire production. The general level of automation of production processes is determined by the share of work in the main, auxiliary and service industries, in the total volume of work of the enterprise.

The principle of prevention involves the organization of equipment maintenance aimed at preventing accidents and downtime of technical systems. This is achieved through a system of preventive maintenance (PPR).

Principle of Flexibility provides an efficient organization of work, makes it possible to move mobile to the production of other products included in the production program of the enterprise, or to the production of new products when mastering its production. It provides a reduction in time and costs for equipment changeover in the production of parts and products of a wide range. This principle is most developed in highly organized production, where CNC machines, machining centers (MC), reconfigurable automatic means of control, storage and movement of production objects are used.

Principle of optimality consists in the fact that the implementation of all processes for the production of products in a given quantity and on time is carried out with the greatest economic efficiency or with the lowest costs of labor and material resources. Optimality is due to the law of economy of time.

The principle of electronization involves the widespread use of CNC capabilities based on the use of microprocessor technology, which allows you to create fundamentally new machine systems that combine high performance with the requirements for flexibility in production processes. Computers and industrial robots with artificial intelligence make it possible to perform the most complex functions in production instead of humans.

The principle of standardization involves the widespread use in the creation and development of new technology and new technology of standardization, unification, typification and normalization, which makes it possible to avoid unreasonable diversity in materials, equipment, technological processes and to drastically reduce the duration of the cycle of creation and development of new technology (SONT).

When designing a production process or production system, one should proceed from the rational use of the principles outlined above.

Under production process is understood as a set of diverse, but interconnected labor processes and natural processes that ensure the transformation of raw materials into a finished product.

The production process consists of main, auxiliary, service and side processes.

TO main include processes directly related to the transformation of raw materials or materials into finished products (grains into flour, sugar beets into sugar). The totality of these processes at the enterprise forms the main production.

At grain-receiving enterprises that store state grain resources, the processes associated with the reception, placement and storage of grain should also be considered as the main ones.

Purpose auxiliary X processes - technically service the main processes, provide them with certain services: energy supply, production of tools and fixtures, repair work.

Serving processes provide material services to the main and auxiliary industries. Reception, placement, storage of raw materials, materials, finished products, fuel, their transportation from storage places to consumption places, etc.

Side effects processes also contribute to the transformation of raw materials into finished products. But neither the raw materials nor the products obtained are the main products of the enterprise. This is the processing and refinement of waste obtained in the main production, etc.

All processes are divided into stages, and stages are divided into separate operations.

Production stage- a technologically completed part of the production process, characterized by such changes in the object of labor that cause its transition to another qualitative state (cleaning of sugar beet, product packaging).

Each stage combines operations that are technologically related to each other, or operations of a specific purpose.

The main primary link in the production process is the operation.

Manufacturing operation- this is a part of the process of labor or production, performed by one or a group of workers in a separate place, with the same object of labor, using the same means of labor.

By appointment All operations are divided into three main types:

1) technological (basic) - these are operations in the course of which any changes are made to the object of labor (its condition, shape or appearance) (milk separation, grain crushing, etc.);

2) control - these are operations that do not introduce any changes into the object of labor, but contribute to the performance of technological operations (weighing, etc.);

3) moving - operations that change the position of the object of labor in production (loading, unloading, transport).

Control and moving operations together form a group of auxiliary operations.

According to the method of execution (degree of mechanization) distinguish the following operations:

- machine- performed by machines under the supervision of workers (rolling up canned food, cleaning milk, grinding products);

- machine-manual- performed by machines with the direct participation of workers (flour sacking, bag sewing, etc.);

- manual operations - performed by workers without the participation of machines (supply of raw materials to conveyors, stacking bags).

The ratio of different types of operations in their total number is the structure of the production process. It is not the same at different processing enterprises.

Organization of production in time build on the following principles:

The rhythm of the enterprise and the uniformity of output;

Proportionality of production units;

Parallelism (simultaneity) of operations and production processes;

Continuity of production processes.

The principle of rhythm provides for the work of the enterprise in the planned rhythm (the time between the release of identical products or two identical batches of products).

Proportional principle These production units assume the same productivity per unit of time.

The principle of parallelism execution of operations and processes is based on the simultaneous execution of phases, stages or parts of the production process.

Continuity principle the production process provides for the elimination of interruptions in the processing of objects of labor. The continuity of the process excludes the creation of a stock at workplaces, reduces work in progress, which is especially important at enterprises where raw materials and materials cannot be stored for a long time without cooling, freezing, canning (fruit and vegetable canning, dairy, meat industries).

aim organization of the production process in space is to ensure its rational construction in time.

The greatest efficiency in organizing the production process in space is achieved as a result of the use of direct flow, specialization, cooperation and combination of production.

Direct flow of the production process, is characterized by the fact that at all phases and operations of production, the products go through the shortest path. On the scale of the enterprise, workshops are located on the territory in such a way as to exclude long-distance, return, oncoming and other irrational transportation. That is, jobs and equipment are located in the technological sequence of operations.

In-plant specialization is a process of separation of workshops and sites for the production of certain types of products, their parts or the implementation of individual stages of the technological process. Processing enterprises apply technological, subject and functional specialization.

Technological Specialization production involves the allocation of a narrow range of technological operations and the performance of operations in separate shops or production sites.

Subject Specialization production involves the creation of separate lines with a complete production cycle for the production of one or more products similar in manufacturing technology.

functional called the specialization of all divisions of production in the performance of one or a limited range of functions.

cooperation production at the enterprise is carried out by the organization of the joint work of its divisions for the production of products. The principle of co-production is the use of the services of some workshops by others.

The search for rational forms of cooperation leads in a number of cases to the creation of combined industries.

combination production involves the connection in one enterprise of different industries, which are successive stages in the processing of raw materials or play an auxiliary role in relation to each other.

Go to... 1.1. The concept of the enterprise, its tasks and main features. 1.2. The Civil Code of the Republic of Belarus and the Law of the Republic of Belarus "On Enterprises of the Republic of Belarus" as the main documents regulating the activities of the enterprise 1.3. Characteristic features and properties of the enterprise as a production system 1.4. Classification of enterprises and their place in the external environment 2.1. Forms of social organization of production. 2.2. Features of the forms of organization of production, their advantages and disadvantages. 3.1. The concept of the production structure of the enterprise and the factors that determine it. 3.2. The structure of the main production. Indicators characterizing the structure of the enterprise. Ways to improve the production structure 4.1. The concept of types of production. Main types of production: single, serial, mass 4.2. Comparative technical and economic characteristics of production types 5.1. The concept of labor productivity as an indicator of the level of organization of production 5.2. The content and objectives of the scientific organization of labor (NOT). Main directions of NOT 5.3. Division and cooperation of labor 5.4. Basic rules of labor organization. Certification of workplaces according to working conditions 6.1. The essence and tasks of labor rationing 6.2. Labor process and its components 6.3. Classification of expenses of working hours 6.4. Methods for studying the cost of working time 6.5. Timing of operations 6.6. Photograph of the use of working time 6.7. Photochronometry 6.8. Labor standards, their structure and classification 6.8. Labor standards, their structure and classification 6.9. Labor standards, classification according to the degree of consolidation of indicators, by purpose 6.10. Normalization methods 6.11. Rationing of work of managers and specialists 6.12. Accounting for the implementation of labor standards. Implementation and revision of labor standards 7.2. Production cycle, its structure. Determination of the duration of the production cycle 7.3. Factors affecting the duration of the production cycle. Types of movement of objects of labor. Ways to reduce the duration of the production cycle 8.1. The concept of methods of organizing production. Their types: non-flow, flow, automated 8.2. Organization of non-flow production 8.3. Organization of mass production 8.4. Organization of automated production 9.1. The concept of the production capacity of the enterprise. Factors determining it 9.2. Calculation of production capacity 9.3. Ways to improve the use of production capacity 10.1. The rhythm of production and its definition 10. 2. Content, tasks, composition and systems of operational and production planning 10.3. Operational and production planning in mass, serial and unit production 10.4. Operational regulation of production and its organization. Subsystem of operational and production planning in the automated enterprise management system 11.1. Essence of technical preparation of production. Its main tasks 11.2. Stages of technical preparation of production: design, technological, organizational and economic 11.3. Directions for accelerating the technical preparation of production 12.1. Periods of mastering the production of new products and their content 12.2. Factors determining the time of development, forms and methods of transition to the production of new products, conditions for their application 13.1. The concept of the infrastructure of the enterprise, its composition and tasks 13.2. Organization of maintenance of production with tools and technological equipment 13.3. Organization of maintenance of production by repair of technological equipment 13.4. Organization of the energy economy of the enterprise 13.5. Organization of transport and storage services for production 14.1. The concept of product quality. Product quality indicators: generalizing, complex, individual 14.2. The concept of the technical level of products. Methods for assessing the technical level of products 14.3. Product certification. Product quality management system 14.4. The essence of technical control and its types 14.5. Organization of technical control at the enterprise. Objects and means of technical control 14.6. Methods for quantifying the level of product quality 15.1. Organizational structure and structure of the supply service 15.2. Functions of material and technical support at the enterprise 15.3. Organization of economic relations 15.4. Forms of organizing the supply of products 15.5. Organization of supply of production shops and sites. Determination of the limit 15.6. Documentation used in organizing the supply of production shops and sites 15.7. Inventory management. Definition of norms and standards of production stocks 16.1. Essence and tasks of organizational design 16.2. Elements of the project organization of production. Methods of organizational design 16.3. Composition and content of organizational projects 16.4. The main reserves of production development, their essence and classification 16.5. Study of the state of the organization of production. Sources of information 16. 6. Development of a plan for improving the organization of production

The organization of the call for the process is carried out on the basis of certain principles, provided. more efficient use of the means of labor, objects of labor and labor itself. The purpose of these principles is the fulfillment of planned targets on time. The production process must be organized rationally. The principles determine the efficiency of the manufacturing process. It is expressed in a high level of labor productivity, in the minimum, other things being equal, the cost of production and its high quality.

The principle of specialization is the process of social division of labor. In industry, it is expressed in the creation of corresponding industries, in industries - enterprises, associations, scientific and technical complexes for the production of products. At the forefronts - workshops, in workshops - sites, at sites - jobs. The level of specialization at the factory depends on the volume of production of similar products.

The principle of standardization - promotes increased. level of specialization. Article refers to the procedure for establishing and applying rules in order to streamline any activity. The standards are applied in all areas of human activity. The standard limits the varieties and types of products of the same purpose, thereby increasing the volume of production of the same products and increasing the number of technologically similar products. operations.

The principle of proportionality - when all production units of the enterprise work with the same productivity, ensure. implementation of the pro-th program provided by the business plan on time. Achieving proportions is based on norms that determine the quantitative relationship between m / y elements of production:

Technological performance standards. Equipment, norms for the execution time of technological operations, norms for inventories and material costs. and energy resources, etc.

Continuity principle - the production process should be organized in such a way that there are no breaks in it or they are min. In mechanical engineering, the implementation of this principle is associated with great difficulties and is fully achieved only when, in the manufacture of a product, all technological operations are equal or multiple in duration to each other. The requirements of this principle are fully implemented on continuous production lines and in automated production.

The principle of rhythm - is to ensure the release at regular intervals of the same total or evenly increasing quantity of products. Compliance with the rhythm of production is a guarantee of the implementation of the production program on time. The rhythm of work in the main production depends on the uniform, in accordance with the schedule of auxiliary and service industries.

Direct flow principle - conclusion. in providing the shortest path through the publication of all stages and operations. It requires, if possible, the exclusion of the return of the movement of parts in the process of processing, the reduction of transport routes for parts, assemblies, assemblies. The rational arrangement of buildings and structures on the territory of the enterprise and technological equipment in workshops and sites in accordance with the course of technological processes is the main way to comply with the requirements of the direct flow principle.

The principle of parallelism - lies in the fact that it is possible to carry out the processing of products simultaneously, in parallel on several machines.

The principle of concentration - consists in concentrating the execution of operations on technologically homogeneous products at separate workplaces, sections, lines, workshops. The reason for this is the commonality of manufacturing technology, which makes it possible to use the same type of equipment.

Principle of differentiation and combination - depending on the complexity of the product and the volume of its production, the production process can be carried out in any production unit (workshop, section) or it can be dispersed over several units.

The principle of automaticity - is to free the worker to the greatest extent from the cost of manual, low-productive labor when performing a technological operation (they use computers, robotics).

Principle of Flexibility - lies in the need to ensure a quick readjustment of technological equipment in the face of a frequently changing range of products. The requirement of flexibility is of particular importance in the conditions of single and small-scale production. The implementation of this principle is most effective, but carried out on the basis of the use of electronics and MP technology.

Turovets O.G., Rodionov V.B., Bukhalkov M.I. Chapter from the book "Organization of production and enterprise management"
Publishing House "INFRA-M", 2007

10.1. The concept of the production process

Modern production is a complex process of converting raw materials, materials, semi-finished products and other objects of labor into finished products that meet the needs of society.

The totality of all the actions of people and tools carried out at the enterprise for the manufacture of specific types of products is called production process.

The main part of the production process is technological processes that contain purposeful actions to change and determine the state of objects of labor. In the course of the implementation of technological processes, the geometric shapes, sizes and physical and chemical properties of the objects of labor change.

Along with the technological production process, it also includes non-technological processes that do not aim to change the geometric shapes, sizes or physical and chemical properties of objects of labor or to check their quality. Such processes include transport, storage, loading and unloading, picking and some other operations and processes.

In the production process, labor processes are combined with natural ones, in which the change in objects of labor occurs under the influence of the forces of nature without human intervention (for example, drying painted parts in air, cooling castings, aging of cast parts, etc.).

Varieties of production processes. According to their purpose and role in production, processes are divided into main, auxiliary and service.

Main are called production processes during which the manufacture of the main products manufactured by the enterprise is carried out. The result of the main processes in mechanical engineering is the production of machines, apparatus and instruments that make up the production program of the enterprise and correspond to its specialization, as well as the manufacture of spare parts for them for delivery to the consumer.

TO auxiliary include processes that ensure the uninterrupted flow of basic processes. Their result is the products used in the enterprise itself. Auxiliary are the processes for the repair of equipment, the manufacture of equipment, the generation of steam and compressed air, etc.

serving processes are called, during the implementation of which the services necessary for the normal functioning of both the main and auxiliary processes are performed. These include, for example, the processes of transportation, warehousing, selection and picking of parts, etc.

In modern conditions, especially in automated production, there is a tendency to integrate the main and service processes. So, in flexible automated complexes, the main, picking, warehouse and transport operations are combined into a single process.

The set of basic processes forms the main production. At engineering enterprises, the main production consists of three stages: procurement, processing and assembly. stage The production process is a complex of processes and works, the performance of which characterizes the completion of a certain part of the production process and is associated with the transition of the object of labor from one qualitative state to another.

TO procurement stages include the processes of obtaining blanks - cutting materials, casting, stamping. Processing the stage includes the processes of converting blanks into finished parts: machining, heat treatment, painting and electroplating, etc. Assembly stage - the final part of the production process. It includes the assembly of units and finished products, the adjustment and debugging of machines and instruments, and their testing.

The composition and interconnections of the main, auxiliary and service processes form the structure of the production process.

In organizational terms, production processes are divided into simple and complex. Simple called production processes, consisting of sequentially carried out actions on a simple object of labor. For example, the production process of manufacturing a single part or a batch of identical parts. Complicated process is a combination of simple processes carried out on a variety of objects of labor. For example, the process of manufacturing an assembly unit or an entire product.

10.2. Scientific principles of organization of production processes

Activities for the organization of production processes. Diverse production processes, which result in the creation of industrial products, must be properly organized, ensuring their effective functioning in order to produce specific types of products of high quality and in quantities that meet the needs of the national economy and the population of the country.

The organization of production processes consists in combining people, tools and objects of labor into a single process of production of material goods, as well as in ensuring a rational combination in space and time of the main, auxiliary and service processes.

The spatial combination of elements of the production process and all its varieties is implemented on the basis of the formation of the production structure of the enterprise and its divisions. In this regard, the most important activities are the choice and justification of the production structure of the enterprise, i.e. determination of the composition and specialization of its constituent units and the establishment of rational relationships between them.

During the development of the production structure, design calculations are carried out related to determining the composition of the equipment fleet, taking into account its productivity, interchangeability, and the possibility of effective use. Rational planning of divisions, placement of equipment, jobs are also being developed. Organizational conditions are being created for the smooth operation of equipment and direct participants in the production process - workers.

One of the main aspects of the formation of the production structure is to ensure the interconnected functioning of all components of the production process: preparatory operations, basic production processes, maintenance. It is necessary to comprehensively substantiate the most rational organizational forms and methods for the implementation of certain processes for specific production and technical conditions.

An important element in the organization of production processes is the organization of the labor of workers, which concretely realizes the combination of labor power with the means of production. Labor organization methods are largely determined by the forms of the production process. In this regard, the focus should be on ensuring a rational division of labor and determining on this basis the professional and qualification composition of workers, the scientific organization and optimal maintenance of jobs, and the all-round improvement and improvement of working conditions.

The organization of production processes also implies a combination of their elements in time, which determines a certain order for performing individual operations, a rational combination of the time for performing various types of work, and the determination of calendar and planning standards for the movement of objects of labor. The normal course of processes in time is also ensured by the order of launch-release of products, the creation of the necessary stocks (reserves) and production reserves, the uninterrupted supply of workplaces with tools, blanks, materials. An important direction of this activity is the organization of the rational movement of material flows. These tasks are solved on the basis of the development and implementation of systems for operational planning of production, taking into account the type of production and the technical and organizational features of production processes.

Finally, in the course of organizing production processes at an enterprise, an important place is given to the development of a system for the interaction of individual production units.

Principles of organization of the production process are the starting points on the basis of which the construction, operation and development of production processes are carried out.

Principle differentiation involves the division of the production process into separate parts (processes, operations) and their assignment to the relevant departments of the enterprise. The principle of differentiation is opposed to the principle combinations, which means the combination of all or part of diverse processes for the manufacture of certain types of products within the same site, workshop or production. Depending on the complexity of the product, the volume of production, the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, section) or dispersed over several units. Thus, at machine-building enterprises, with a significant output of the same type of products, independent mechanical and assembly production, workshops are organized, and with small batches of manufactured products, unified mechanical assembly workshops can be created.

The principles of differentiation and combination also apply to individual jobs. A production line, for example, is a differentiated set of jobs.

In practical activities for the organization of production, priority in the use of the principles of differentiation or combination should be given to the principle that will provide the best economic and social characteristics of the production process. Thus, in-line production, which is characterized by a high degree of differentiation of the production process, makes it possible to simplify its organization, improve the skills of workers, and increase labor productivity. However, excessive differentiation increases worker fatigue, a large number of operations increases the need for equipment and production space, leads to unnecessary costs for moving parts, etc.

Principle concentration means the concentration of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work in separate workplaces, sections, workshops or production facilities of the enterprise. The expediency of concentrating homogeneous work in separate areas of production is due to the following factors: the commonality of technological methods that necessitate the use of equipment of the same type; equipment capabilities, such as machining centers; an increase in the output of certain types of products; the economic feasibility of concentrating the production of certain types of products or performing similar work.

When choosing one or another direction of concentration, it is necessary to take into account the advantages of each of them.

With the concentration of technologically homogeneous work in the subdivision, a smaller amount of duplicating equipment is required, the flexibility of production increases and it becomes possible to quickly switch to the production of new products, and the load on equipment increases.

With the concentration of technologically homogeneous products, the costs of transporting materials and products are reduced, the duration of the production cycle is reduced, the management of the production process is simplified, and the need for production space is reduced.

Principle specializations based on limiting the variety of elements of the production process. The implementation of this principle involves assigning to each workplace and each division a strictly limited range of works, operations, parts or products. In contrast to the principle of specialization, the principle of universalization implies such an organization of production, in which each workplace or production unit is engaged in the manufacture of parts and products of a wide range or the performance of heterogeneous production operations.

The level of specialization of jobs is determined by a special indicator - the coefficient of consolidation of operations TO z.o, which is characterized by the number of detail operations performed at the workplace for a certain period of time. Yes, at TO z.o = 1 there is a narrow specialization of workplaces, in which during the month, quarter, one detail operation is performed at the workplace.

The nature of the specialization of departments and jobs is largely determined by the volume of production of parts of the same name. Specialization reaches its highest level in the production of one type of product. The most typical example of highly specialized industries are factories for the production of tractors, televisions, cars. An increase in the range of production reduces the level of specialization.

A high degree of specialization of subdivisions and workplaces contributes to the growth of labor productivity due to the development of labor skills of workers, the possibility of technical equipment of labor, minimizing the cost of reconfiguring machines and lines. At the same time, narrow specialization reduces the required qualifications of workers, causes monotony of labor and, as a result, leads to rapid fatigue of workers, and limits their initiative.

In modern conditions, the trend towards the universalization of production is increasing, which is determined by the requirements of scientific and technological progress to expand the range of products, the emergence of multifunctional equipment, and the tasks of improving the organization of labor in the direction of expanding the labor functions of the worker.

Principle proportionality consists in a regular combination of individual elements of the production process, which is expressed in a certain quantitative ratio of them with each other. Thus, proportionality in terms of production capacity implies equality in the capacities of sections or equipment load factors. In this case, the throughput of the procurement shops corresponds to the need for blanks in the machine shops, and the throughput of these shops corresponds to the needs of the assembly shop for the necessary parts. This implies the requirement to have in each workshop equipment, space, and labor in such a quantity that would ensure the normal operation of all departments of the enterprise. The same ratio of throughput should exist between the main production, on the one hand, and auxiliary and service units, on the other.

Violation of the principle of proportionality leads to disproportions, the appearance of bottlenecks in production, as a result of which the use of equipment and labor is deteriorating, the duration of the production cycle increases, and the backlog increases.

Proportionality in the labor force, space, equipment is already established during the design of the enterprise, and then refined during the development of annual production plans by carrying out so-called volumetric calculations - when determining capacities, the number of employees, and the need for materials. Proportions are established on the basis of a system of norms and norms that determine the number of mutual relations between various elements of the production process.

The principle of proportionality implies the simultaneous execution of individual operations or parts of the production process. It is based on the premise that the parts of a dismembered production process must be combined in time and performed simultaneously.

The production process of manufacturing a machine consists of a large number of operations. It is quite obvious that performing them sequentially one after another would cause an increase in the duration of the production cycle. Therefore, the individual parts of the product manufacturing process must be carried out in parallel.

Parallelism achieved: when processing one part on one machine with several tools; simultaneous processing of different parts of one batch for a given operation at several workplaces; simultaneous processing of the same parts for various operations at several workplaces; simultaneous production of different parts of the same product at different workplaces. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle and the time spent on parts, to save working time.

Under direct flow understand such a principle of organizing the production process, under which all stages and operations of the production process are carried out in the conditions of the shortest path of the object of labor from the beginning of the process to its end. The principle of direct flow requires ensuring the rectilinear movement of objects of labor in the technological process, eliminating various kinds of loops and return movements.

Full directness can be achieved by spatial arrangement of operations and parts of the production process in the order of technological operations. It is also necessary, when designing enterprises, to achieve the location of workshops and services in a sequence that provides for a minimum distance between adjacent units. It should be strived to ensure that the parts and assembly units of different products have the same or similar sequence of stages and operations of the production process. When implementing the principle of direct flow, the problem of the optimal arrangement of equipment and jobs also arises.

The principle of direct flow is manifested to a greater extent in the conditions of in-line production, when creating subject-closed workshops and sections.

Compliance with the requirements of direct flow leads to the streamlining of cargo flows, a reduction in cargo turnover, and a reduction in the cost of transporting materials, parts and finished products.

Principle rhythm means that all separate production processes and a single process for the production of a certain type of product are repeated after set periods of time. Distinguish the rhythm of output, work, production.

The rhythm of release is the release of the same or evenly increasing (decreasing) quantity of products for equal time intervals. The rhythm of work is the execution of equal amounts of work (in quantity and composition) for equal time intervals. The rhythm of production means the observance of the rhythm of production and the rhythm of work.

Rhythmic work without jerks and storms is the basis for increasing labor productivity, optimal equipment utilization, full use of personnel and a guarantee of high-quality output. The smooth operation of the enterprise depends on a number of conditions. Ensuring rhythm is a complex task that requires the improvement of the entire organization of production at the enterprise. Of paramount importance are the correct organization of operational planning of production, the observance of the proportionality of production capacities, the improvement of the structure of production, the proper organization of material and technical supply and maintenance of production processes.

Principle continuity It is realized in such forms of organization of the production process, in which all its operations are carried out continuously, without interruptions, and all objects of labor continuously move from operation to operation.

The principle of the continuity of the production process is fully implemented on automatic and continuous production lines, on which objects of labor are manufactured or assembled, having operations of the same duration or a multiple of the cycle time of the line.

In mechanical engineering, discrete technological processes predominate, and therefore, production with a high degree of synchronization of the duration of operations is not predominant here.

The discontinuous movement of objects of labor is associated with breaks that occur as a result of the aging of parts at each operation, between operations, sections, workshops. That is why the implementation of the principle of continuity requires the elimination or minimization of interruptions. The solution of such a problem can be achieved on the basis of observance of the principles of proportionality and rhythm; organization of parallel production of parts of one batch or different parts of one product; creation of such forms of organization of production processes, in which the start time of manufacturing parts for a given operation and the end time of the previous operation are synchronized, etc.

Violation of the principle of continuity, as a rule, causes interruptions in work (downtime of workers and equipment), leads to an increase in the duration of the production cycle and the size of work in progress.

The principles of organization of production in practice do not operate in isolation, they are closely intertwined in each production process. When studying the principles of organization, attention should be paid to the pair nature of some of them, their interrelation, transition into their opposite (differentiation and combination, specialization and universalization). The principles of organization develop unevenly: in one period or another, some principle comes to the fore or acquires secondary importance. So, the narrow specialization of jobs is becoming a thing of the past, they are becoming more and more universal. The principle of differentiation is increasingly being replaced by the principle of combination, the use of which allows building a production process on the basis of a single flow. At the same time, under the conditions of automation, the importance of the principles of proportionality, continuity, direct flow increases.

The degree of implementation of the principles of organization of production has a quantitative dimension. Therefore, in addition to the current methods of analysis of production, forms and methods for analyzing the state of the organization of production and implementing its scientific principles should be developed and applied in practice. Methods for calculating the degree of implementation of some principles of the organization of production processes will be given in Ch. twenty.

Compliance with the principles of organization of production processes is of great practical importance. The implementation of these principles is the business of all levels of production management.

10.3. Spatial organization of production processes

The production structure of the enterprise. The combination of parts of the production process in space is provided by the production structure of the enterprise. Under the production structure is understood the totality of the production units of the enterprise that are part of it, as well as the forms of relationships between them. In modern conditions, the production process can be considered in its two varieties:

• as a process of material production with the end result - marketable products;
• as a process of design production with the end result - a scientific and technical product.

The nature of the production structure of the enterprise depends on the types of its activities, the main of which are the following: research, production, research and production, production and technical, management and economic.

The priority of the relevant activities determines the structure of the enterprise, the share of scientific, technical and production units, the ratio of the number of workers and engineers.

The composition of the divisions of an enterprise specializing in production activities is determined by the design features of the products and the technology of their manufacture, the scale of production, the specialization of the enterprise and the existing cooperative ties. On fig. 10.1 shows a diagram of the relationship of factors that determine the production structure of the enterprise.

Rice. 10.1. Scheme of interrelations of factors that determine the production structure of an enterprise

In modern conditions, the form of ownership has a great influence on the structure of the enterprise. The transition from state ownership to other forms of ownership—private, joint-stock, lease—leads, as a rule, to a reduction in superfluous links and structures, the size of the control apparatus, and reduces duplication of work.

At present, various forms of enterprise organization have become widespread; there are small, medium and large enterprises, the production structure of each of them has the corresponding features.

The production structure of a small enterprise is simple. As a rule, it has a minimum or no internal structural production units at all. At small enterprises, the administrative apparatus is insignificant, and the combination of managerial functions is widely used.

The structure of medium-sized enterprises presupposes the allocation of workshops in their composition, and in the case of a non-shop structure, sections. Here, the minimum necessary to ensure the functioning of the enterprise, its own auxiliary and service units, departments and services of the management apparatus are already being created.

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

On the basis of the production structure, a general plan of the enterprise is developed. The master plan refers to the spatial arrangement of all shops and services, as well as transport routes and communications on the territory of the enterprise. When developing a master plan, the direct flow of material flows is ensured. The workshops should be located according to the sequence of the production process. Services and workshops interconnected must be placed in close proximity.

Development of the production structure of associations. The production structures of associations in modern conditions are undergoing significant changes. Production associations in the manufacturing industry, in particular in mechanical engineering, are characterized by the following areas for improving production structures:

• concentration of production of homogeneous products or performance of the same type of work in single specialized divisions of the association;
• deepening the specialization of the structural divisions of enterprises - industries, workshops, branches;
• integration in unified research and production complexes of work on the creation of new types of products, their development in production and the organization of production in the quantities necessary for the consumer;
• dispersal of production based on the creation of highly specialized enterprises of various sizes as part of the association;
• overcoming segmentation in the construction of production processes and the creation of unified production flows without the allocation of workshops, sites;
• universalization of production, which consists in the production of products for different purposes, completed from components and parts that are homogeneous in design and technology, as well as in organizing the production of related products;
• wide development of horizontal cooperation between enterprises belonging to different associations in order to reduce production costs by increasing the scale of production of the same type of products and full capacity utilization.

The creation and development of large associations brought to life a new form of production structure, characterized by the allocation in their composition of specialized industries of the optimal size, built on the principle of technological and subject specialization. Such a structure also provides for the maximum concentration of procurement, auxiliary and service processes. The new form of production structure was called multi-production. In the 1980s, it was widely used in automotive, electrical and other industries.

The Nizhny Novgorod association for the production of automobiles, for example, includes a parent company and seven affiliated plants. The head enterprise has ten specialized production facilities: trucks, cars, engines, truck axles, metallurgical, forging and spring, tool, etc. Each of these industries unites a group of main and auxiliary workshops, has a certain independence, maintains close ties with other subdivisions of the enterprise and enjoys the rights established for the structural units of the association. A typical production structure is shown in fig. 10.2.

At a higher quality level, a multi-production structure was implemented at the Volga Automobile Plant. The manufacture of automobiles here is concentrated in four main industries: metallurgical, press, mechanical assembly and assembly and forging. In addition, ancillary production facilities have also been identified. Each of them is an independent plant with a closed production cycle. The structure of production includes workshops. But the workshops at the VAZ have undergone significant changes. They are freed from the worries of ensuring production, repair and maintenance of equipment, maintenance and cleaning of premises, etc. The only task left for the VAZ production workshop is to produce the products assigned to it in a quality and timely manner. The shop management structure is simplified as much as possible. These are the head of the shop, his two deputies for shifts, the heads of the sections, foremen, foremen. All the tasks of providing, preparing for production and servicing are solved centrally by the production management apparatus.

Rice. 10.2. Typical production structure

In each production departments have been created: design and technology, design, tool and equipment, analysis and planning of equipment repair. Here, unified services for operational scheduling and dispatching, logistics, organization of labor and wages have been formed.

The structure of production includes large specialized workshops: repair, manufacture and repair of equipment, transport and storage operations, cleaning of premises and others. The creation of powerful engineering services and production units in production, each of which fully solves the tasks assigned to them in its field, has made it possible, on a fundamentally new basis, to create normal conditions for the effective operation of the main production shops.

The organization of workshops and sections is based on the principles of concentration and specialization. Specialization of workshops and production sites can be carried out by type of work - technological specialization or by type of manufactured products - subject specialization. Examples of production units of technological specialization in a machine-building enterprise are foundry, thermal or electroplating shops, turning and grinding sections in a machine shop; subject specialization - a workshop for body parts, a section of shafts, a workshop for the manufacture of gearboxes, etc.

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

When organizing workshops and sites, it is necessary to carefully analyze the advantages and disadvantages of all types of specialization. With technological specialization, a high load of equipment is ensured, a high production flexibility is achieved when mastering new products and changing production facilities. At the same time, operational and production planning becomes more difficult, the production cycle is lengthened, and responsibility for product quality is reduced.

The use of subject specialization, allowing you to concentrate all work on the production of a part or product within one workshop, area, increases the responsibility of performers for product quality and task completion. Subject specialization creates the prerequisites for the organization of in-line and automated production, ensures the implementation of the principle of direct flow, simplifies planning and accounting. However, here it is not always possible to achieve a full load of equipment, the restructuring of production for the production of new products requires large expenditures.

Closed workshops and sections also have significant economic advantages, the organization of which makes it possible to reduce the duration of the production cycle of manufacturing products as a result of the complete or partial elimination of oncoming or age-related movements, to simplify the system of planning and operational management of the production process. The practical experience of domestic and foreign enterprises allows us to give the following grouping of rules that should be followed when deciding on the application of the subject or technological principle of building workshops and sections.

subject the principle is recommended to be applied in the following cases: with the release of one or two standard products, with a large volume and a high degree of stability in the production of products, with the possibility of a good balance of equipment and workforce, with a minimum of control operations and a small number of changeovers; technological- with the release of a large range of products, with their relatively low serialization, with the impossibility of balancing equipment and workforce, with a large number of control operations and a significant number of changeovers.

Organization of production sites. The organization of sites is determined by the type of their specialization. It involves solving a large number of tasks, including the selection of production facilities; calculation of the necessary equipment and its layout; determining the size of batches (series) of parts and the frequency of their launch-release; assigning works and operations to each workplace, building schedules; calculation of the need for personnel; designing a system for servicing workplaces. Recently, research and production complexes began to form in associations, integrating all stages of the cycle "Research - development - production".

For the first time in the country, four research and production complexes were created in the St. Petersburg association "Svetlana". The complex is a single division specializing in the development and production of products of a certain profile. It is created on the basis of the design bureaus of the head plant. In addition to the design bureau, it includes main production shops and specialized branches. Scientific and production activity of the complexes is carried out on the basis of on-farm calculation.

Research and production complexes carry out design and technological preparation of production, involving the relevant divisions of the association to perform work related to the development of new products. The head of the design bureau has been granted the rights of end-to-end planning of all stages of pre-production - from research to the organization of serial production. He is responsible not only for the quality and timing of development, but also for the development of serial production of new products and the production activities of the shops and branches included in the complex.

In the context of the transition of enterprises to a market economy, the production structure of associations is further developed on the basis of increasing the economic independence of their constituent units.

As an example of the creation and implementation of a new organizational form in the transition to a market economy, one can cite the creation of a joint-stock company - a research and production concern in the Energia association (Voronezh). More than 100 independent research and production complexes, first-level associations and enterprises with full legal independence and settlement accounts in a commercial bank have been created on the basis of the concern's divisions. When creating independent associations and enterprises, the following was used: a variety of forms of ownership (state, rental, mixed, joint-stock, cooperative); variety of organizational structures of independent enterprises and associations, the number of which varies from 3 to 2350 people; variety of activities (scientific and production, organizational and economic, production and technical).

The concern has 20 subject and functional research and production complexes that combine research, design, technological divisions and production facilities specializing in the development and production of certain types of products or the performance of technologically homogeneous work. These complexes were created by reforming experimental and serial plants and on the basis of a research institute. Depending on the number and volume of work, they function as first-level associations, enterprises or small enterprises.

Research and production complexes fully showed their advantages during the period of conversion in the conditions of a sharp change in the range of products. After obtaining independence, the enterprises voluntarily organized first-level associations - research and production complexes or firms - and established a concern, centralizing 10 main functions in accordance with the Charter. The supreme governing body of the concern is the meeting of shareholders. The coordination of work on the implementation of centralized functions is carried out by the board of directors and the functional divisions of the concern, working on conditions of full self-sufficiency. Subdivisions performing service and support functions also work on a contractual basis and have full legal and economic independence.

Shown in fig. 10.3 and called the "circular" management structure of the concern meets the requirements of the legislation of the Russian Federation. The Board of Directors coordinates the centralized functions of the concern within the framework of the Articles of Association in accordance with the idea of ​​a round table.

The circular (as opposed to the existing vertical) system of organization and management of production is based on the following principles:

Rice. 10.3. Circular management structure of Energia Concern

• on the voluntariness of the association of shareholder enterprises for joint activities in order to obtain maximum and stable profits through the sale of products and services in a competitive market to meet the social and economic interests of shareholders;
• voluntary centralization of part of the functions of enterprises for the organization and management of production, enshrined in the Charter of the joint-stock company;
• combining the advantages of a large company, due to specialization, cooperation and scale of production, with the advantages of small business forms and motivation of employees through ownership of property;
• a system of subject and functional research and production complexes interconnected on a technological basis, taking into account the advantages of specialization and cooperation;
• a system of contractual relations between research and production complexes and firms, supported by a system for satisfying self-supporting claims, including the regulation of the wage fund;
• transferring the center of current work on the organization and management of production from the top level vertically to the level of research and production complexes and independent enterprises horizontally on a contractual basis with the focus of the efforts of the top management on promising issues;
• implementation of economic relations between enterprises through a commercial bank and an internal settlement center in the relevant areas;
• increasing guarantees for solving social issues and protecting both independent enterprises and all shareholders;
• combination and development of various forms of ownership at the level of the concern and independent associations and enterprises;
• renunciation of the dominant role of the supreme governing bodies with the transformation of the functions of management and coordination of production into one of the varieties of activity of shareholders;
• working out the mechanism for combining the mutual interests of independent enterprises and the concern as a whole and preventing the danger of a rupture due to centrifugal forces of the technological principle of building the organization of production.

The circular structure provides for a fundamental change in the activities of subject research and production complexes, which take the lead in planning and ensuring horizontal interconnection of the activities of functional research and production complexes and firms on a contractual basis according to their nomenclature, taking into account changes in the market.

The planning and dispatching department within the framework of the Pribyl company was transformed, and a significant part of its functions and staff were transferred to subject research and production complexes. The attention of this service is focused on strategic tasks and coordination of the work of complexes and firms.

Concern Energia went through the process of privatization through lease and corporatization and received a certificate of ownership of the property, it was given the status of the Federal Research and Production Center.

10.4. Organization of production processes in time

To ensure the rational interaction of all elements of the production process and streamline the work performed in time and space, it is necessary to form the production cycle of the product.

The production cycle is a complex of the main, auxiliary and service processes organized in a certain way in time, necessary for the manufacture of a certain type of product. The most important characteristic of the production cycle is its duration.

Production cycle time- this is a calendar period of time during which a material, workpiece or other processed item goes through all the operations of the production process or a certain part of it and turns into finished products. Cycle duration is expressed in calendar days or hours. Structure of the production cycle includes working hours and breaks. During the working period, the actual technological operations and preparatory and final works are carried out. The working period also includes the duration of control and transport operations and the time of natural processes. The time of breaks is due to the mode of work, interoperational storage of parts and shortcomings in the organization of labor and production.

The time between operations is determined by the breaks of batching, waiting and picking. Partion breaks occur when products are manufactured in batches and are due to the fact that processed products lie until the entire batch has passed through this operation. At the same time, it is assumed that a production batch is a group of products of the same name and size, launched into production for a certain time with the same preparatory and final period. Waiting breaks are caused by the inconsistent duration of two adjacent operations of the technological process, and picking breaks are caused by the need to wait for the time when all blanks, parts or assembly units included in one set of products are manufactured. Picking breaks occur during the transition from one stage of the production process to another.

In the most general form, the duration of the production cycle T ts is expressed by the formula

T c = T t+ T n –3 + T e+ T to + T tr + T mo + T ex, (10.1)

where T t is the time of technological operations; T n-3 - time of preparatory and final work; T e is the time of natural processes; T k is the time of control operations; T tr is the time of transportation of objects of labor; T mo — time of interoperational bedding (intra-shift breaks); T pr - the time of breaks due to the mode of work.

The duration of technological operations and preparatory and final works in the aggregate forms an operating cycle T c.op.

Operating cycle- this is the duration of the completed part of the technological process, performed at one workplace.

Methods for calculating the duration of the production cycle. It is necessary to distinguish between the production cycle of individual parts and the production cycle of an assembly unit or product as a whole. The production cycle of a part is usually called simple, and the product or assembly unit is called complex. The cycle can be single-operational and multi-operational. The cycle time of a multi-step process depends on how parts are transferred from operation to operation. There are three types of movement of objects of labor in the process of their manufacture: sequential, parallel and parallel-sequential.

At sequential type of movement the entire batch of parts is transferred to the next operation after the processing of all parts at the previous operation is completed. The advantages of this method are the absence of interruptions in the operation of the equipment and the worker at each operation, the possibility of their high load during the shift. But the production cycle with such an organization of work is the largest, which negatively affects the technical and economic performance of the workshop, enterprise.

At parallel motion parts are transferred to the next operation by a transport batch immediately after the end of its processing at the previous operation. In this case, the shortest cycle is provided. But the possibilities of using the parallel type of movement are limited, since the prerequisite for its implementation is the equality or multiplicity of the duration of the operations. Otherwise, interruptions in the operation of equipment and workers are inevitable.

At parallel-sequential type of movement parts from operation to operation, they are transferred by transport parties or by the piece. In this case, there is a partial combination of the execution time of adjacent operations, and the entire batch is processed at each operation without interruptions. Workers and equipment work without interruption. The production cycle is longer compared to a parallel one, but shorter than with a sequential movement of objects of labor.

Calculation of the cycle of a simple production process. The operational production cycle of a batch of parts with a sequential type of movement is calculated as follows:

(10.2)

where n- the number of parts in the production batch, pieces; r op is the number of technological process operations; t PCS i— time limit for each operation, min; FROM r.m i- the number of jobs occupied by the manufacture of a batch of parts for each operation.

The scheme of the sequential type of movement is shown in fig. 10.4, but. According to the data given in the diagram, the operating cycle of a batch consisting of three parts processed at four workplaces is calculated:

T c.seq = 3 (t pcs 1 + t pcs 2 + t pcs 3 + t pcs 4) = 3 (2 + 1 + 4 + 1.5) = 25.5 min.

The formula for calculating the duration of the operating cycle for a parallel type of movement:

(10.3)

where is the execution time of the operation, the longest in the technological process, min.

Rice. 10.4, a. Schedule of production cycles for the sequential movement of batches of parts

The graph of the movement of a batch of parts with parallel movement is shown in Fig. 10.4, b. According to the schedule, you can determine the duration of the operating cycle with parallel movement:

T c.par = ( t pcs 1+ t pcs 2+ t pcs 3+ t pcs 4)+ (3 – 1) t pcs 3 \u003d 8.5 + (3 - 1) 4 \u003d 16.5 min.

Rice. 10.4, b. Schedule of production cycles with parallel-sequential movement of batches of parts

With a parallel-sequential type of movement, there is a partial overlap in the execution time of adjacent operations. There are two types of combination of adjacent operations in time. If the execution time of the subsequent operation is longer than the execution time of the previous operation, then you can apply the parallel type of movement of parts. If the execution time of the subsequent operation is less than the execution time of the previous one, then a parallel-sequential type of movement is acceptable with the maximum possible overlap in the execution time of both operations. In this case, the maximum combined operations differ from each other by the time of manufacture of the last part (or the last transport batch) at the subsequent operation.

A diagram of a parallel-sequential type of movement is shown in fig. 10.4, in. In this case, the operating cycle will be less than with a sequential type of movement, by the amount of combination of each adjacent pair of operations: the first and second operations - AB - (3 - l) t piece2 ; second and third operations - VG \u003d A¢B¢ - (3 -1) t pcs3 ; third and fourth operations - DE - (3 - 1) t pcs4 (where t pcs3 and t pcs4 have shorter time t piece core from each pair of operations).

Formulas for calculation

(10.4)

When performing operations on parallel workstations:

Rice. 10.4, c. Schedule of production cycles with parallel movement of batches of parts

When transferring products by transport parties:

(10.5)

where is the time to complete the shortest operation.

An example of calculating the duration of the cycle according to the formula (10.5):

T c.p-p \u003d 25.5 - 2 (1 + 1 + 1.5) \u003d 18.5 min.

The production cycle for manufacturing a batch of parts includes not only the operating cycle, but also natural processes and breaks associated with the mode of operation, and other components. In this case, the duration of the cycle for the considered types of movement is determined by the formulas:

where r op is the number of technological operations; FROM r.m - the number of parallel jobs occupied by the manufacture of a batch of parts for each operation; t mo — time of interoperational decubitus between two operations, h; T cm is the duration of one working shift, h; d cm is the number of shifts; TO v.n - the planned coefficient of compliance with the norms in operations; TO lane - coefficient of conversion of working time into calendar time; T e is the duration of natural processes.

Calculating the cycle time of a complex process

The production cycle of a product includes the cycles of manufacturing parts, assembling units and finished products, and testing operations. In this case, it is assumed that various parts are manufactured at the same time. Therefore, the cycle of the most labor-intensive (leading) part from among those supplied to the first operations of the assembly shop is included in the production cycle of the product. The duration of the production cycle of the product can be calculated by the formula

T c.p = T c.d + T c.b, (10.9)

where T ts.d - the duration of the production cycle for the manufacture of the leading part, calends. days; T ts.b - the duration of the production cycle of assembly and test work, calendars. days

Rice. 10.5. Complex process cycle

A graphical method can be used to determine the cycle time of a complex manufacturing process. For this, a cyclic schedule is drawn up. The production cycles of simple processes included in the complex one are preliminarily established. According to the cycle schedule, the lead time of some processes by others is analyzed and the total duration of the cycle of a complex process for the production of a product or a batch of products is determined as the largest sum of cycles of interconnected simple processes and interoperational breaks. On fig. 10.5 shows a cycle graph of a complex process. On the graph from right to left, the cycles of partial processes are plotted on a time scale, starting from testing and ending with the manufacture of parts.

Ways and meaning of ensuring the continuity of the production process and reducing the cycle time

A high degree of continuity of production processes and a reduction in the duration of the production cycle is of great economic importance: the size of work in progress is reduced and the turnover of working capital is accelerated, the use of equipment and production areas is improved, and the cost of production is reduced. Studies carried out at a number of enterprises in Kharkov showed that where the average duration of the production cycle does not exceed 18 days, each spent ruble provides 12% more production than in factories where the cycle duration is 19–36 days, and 61% more than in a factory where products have a cycle of more than 36 days.

An increase in the level of continuity of the production process and a reduction in the duration of the cycle are achieved, firstly, by raising the technical level of production, and secondly, by measures of an organizational nature. Both paths are interconnected and complement each other.

The technical improvement of production goes towards the introduction of new technology, advanced equipment and new vehicles. This leads to a reduction in the production cycle by reducing the labor intensity of the actual technological and control operations, reducing the time for moving objects of labor.

Organizational measures should include:

• minimizing interruptions caused by interoperational waiting and batching interruptions through the use of parallel and parallel-sequential methods of movement of objects of labor and improving the planning system;
• construction of schedules for combining various production processes, providing partial overlap in the time of execution of related works and operations;
• reduction of waiting breaks based on the construction of optimized schedules for the manufacture of products and the rational launch of parts into production;
• the introduction of subject-closed and detail-specialized workshops and sections, the creation of which reduces the length of intra-shop and inter-shop routes, reduces the time spent on transportation.