Textbook / Korsakov M.N., Rebrin Yu.I., Fedosova T.V., Makarenya T.A., Shevchenko I.K. and etc.; Ed. M.A. Borovskoy. - Taganrog: TTI SFU, 2008. - 440s.

3. Organization and planning of production

3.4. Organization of the production process

3.4.1. The production process and the principles of its organization

Manufacturing process─ this is a purposeful, step-by-step transformation of raw materials and materials into a finished product of a given property, suitable for consumption or further processing.

The technical and organizational and economic characteristics of the production process at the enterprise are determined by the type of product, the volume of production, the type and type of equipment and technology used, and the level of specialization. The production process consists of numerous technical, organizational, managerial and economic operations.

Production processes in enterprises are usually divided into three types: main, auxiliary and service.

To main include processes directly related to the transformation of the object of labor into finished products (for example, remelting ore in a blast furnace and turning it into metal; turning flour into dough, then into baked bread), i.e., these are technological processes during which changes in geometric shapes, sizes and physical and chemical properties of objects of labor. 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.

Helper Processes they only contribute to the flow of the main processes, but they themselves do not directly participate in them (supplying energy, repairing equipment, making tools, etc.). The main economic difference between auxiliary processes and the main ones is the difference in the place of sale and consumption of manufactured products. Processes directly related to the manufacture of the final product that enters the market - third-party consumers are among the main ones. The processes, as a result of which the final product is consumed within the enterprise, are referred to as auxiliary processes.

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 and tools, 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 assembly of parts, etc. The main sign of the separation of service processes is that as a result of their flow, no products are created.

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 (phases): 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.

The production process is heterogeneous. It breaks down into many elementary technological procedures that are performed in the manufacture of the finished product. These individual procedures are called operations. Operation ─ this is an elementary action (work) aimed at transforming the object of labor and obtaining a given result. The production operation is a separate part of the production process. Usually it is performed at one workplace without readjustment of equipment and is performed using a set of the same tools. Operations, like production processes, are divided into main and auxiliary. At main operation the subject of processing changes its shape, size and quality characteristics, with auxiliary processing - this does not happen. Auxiliary operations only ensure the normal flow and performance of the main operations. The organization of the production process is based on a rational combination in time and space of all the main and auxiliary operations.

Depending on the type and purpose of the product, the degree of technical equipment and the main profile of production, manual, machine-manual, machine and instrumental operations are distinguished. Manual Operations are performed manually using simple tools (sometimes mechanized), for example, manual painting of products, metalwork, adjustment and adjustment of mechanisms. Machine-manual operations are carried out with the help of machines and mechanisms, but with the direct participation of workers (for example, the transportation of goods by car, the processing of parts on manual machines). Machine operations carried out without participation or with limited participation of workers. The execution of technological operations can be carried out in this case in automatic mode, according to the established program, only under the control of the worker. hardware operations flow in special units (pipelines, columns, thermal and melting furnaces, etc.). The worker conducts a general observation of the serviceability of the equipment and instrument readings and makes adjustments to the operating modes of the units in accordance with the established rules and standards.

The rules and forms for performing work operations are given in special technical documentation (maps of production operations, instructions, operating schedules). Often, production operations are not directly related to the processing of the product, but to the organization of the workplace and are divided into separate working professions and types of equipment. The latter is typical for single and small-scale production in industry, as well as for construction projects and transport. In this case, the worker is given a drawing for the product or, for example, a waybill for the transportation of goods. According to the instructions for the organization of work and the level of qualification, the worker who received the task must know the procedure for performing the operation. Often, when a worker is given a task to perform a particular technological operation, he is also given technical documentation, which contains a description of the main parameters of the workpiece and the task of performing this operation.

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.

Organization of production processes consists in uniting 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 constituent units. 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, specifically realizing the combination of labor force with the means of production. Labor organization methods are largely determined by the forms of the production process. In this regard, the focus should be on ensuring a rational division of labor and determining on this basis the vocational and qualification composition of workers, the scientific organization and optimal maintenance of workplaces, and the all-round improvement and improvement of working conditions.

The organization of production processes also implies a combination of their elements in time, which determines a certain order for performing individual operations, a rational combination of the time for performing various types of work, and the determination of calendar and planning standards for the movement of objects of labor. The normal course of processes in time is also ensured by the order of launch-release of products, the creation of the necessary stocks (reserves) and production reserves, the uninterrupted supply of workplaces with tools, blanks, materials. An important 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 combination, which means the combination of all or part of diverse processes for the manufacture of certain types of products within the same area, workshop or production. Depending on the complexity of the products, 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.

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, and 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 feasibility of concentrating homogeneous work in certain areas of production is due to the following factors: the commonality of technological methods that necessitate the use of the same type of equipment, the capabilities of equipment, 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 homogeneous work.

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

With the concentration of technologically homogeneous work in the 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 cost of transporting materials is 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. Contrary to the principle of specialization, the principle universalization involves 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 K z.o. , which is characterized by the number of detail operations performed at the workplace for a certain period of time. Yes, at K 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, limits their initiative.

In modern conditions, the trend towards the universalization of production is increasing, which is determined by the requirement 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 workforce, space, equipment is already established during the design of the enterprise, and then refined during the development of annual production plans by conducting 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 products. 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 the 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. Compliance with the principles of organization of production processes is of great practical importance. The implementation of these principles is the subject of activity of all levels of production management.

This might be of interest (selected paragraphs):
-

Manufacturing process. The essence and classification of the production process.

Principles of rational organization of the production process.

Technical and economic characteristics of production types.

1.Production process. The essence and classification of the production process.

Manufacturing process is a set of all the actions of people and tools necessary for a given enterprise to manufacture products.

Technological process is a part of the production process containing purposeful actions to change and (or) determine the state of the object of labor.

The completed part of the technological process, performed at one workplace, is called technological operation.

The production process consists of labor and automatic processes, as well as natural processes that, as a rule, do not require labor costs (for example, time for cooling castings, aging of workpieces).

The main elements that determine the labor process, and hence the production process, are purposeful activity (or labor itself), objects of labor and means of labor.

The objects of labor are determined by the products that are produced by the enterprise. The main products of machine-building plants are various kinds of products. There are the following types of products: parts, assembly units, complexes and kits.

The means of labor include tools of production, land, buildings and structures, vehicles. In the composition of the means of labor, the decisive role belongs to equipment, especially working machines. For each piece of equipment, the manufacturer draws up a passport, which indicates the date of manufacture of the equipment and a complete list of its technical characteristics (processing speed, engine power, allowable forces, maintenance and operation rules, etc.).

There are element-by-element (functional), spatial and temporal sections of the organization of production.

The element-by-element section of the organization of production is connected with the ordering of equipment, technology, objects of labor and labor itself into a single production process.

The main task of the element-by-element organization of production is the correct and rational selection of the composition of equipment, tools, materials and blanks and the qualifications of personnel in order to ensure their full use in the production process.

The combination of partial production processes ensures the spatial and temporal organization of production.

Classification of production processes. Depending on the purpose, the main, auxiliary and servicing production processes are distinguished.

Classification by role in the overall production process

Main	Auxiliary		Serving		managerial
Procurement	In the main shops	in specialized departments	In the main and auxiliary shops	In specialized departments	At work	In the control apparatus
Processing	Instrumental		Transport and moving		Forecasting and planning
	Repair		Energy supply		Regulation and coordination
Assembly and finishing	Energy production		Warehousing		Control, accounting and analysis
	Construction and assembly		Logistics		Organization

The main production processes are designed to directly change the shape or state of the material of the product, which, in accordance with the specialization of the enterprise, is commercial.

Auxiliary production processes are processes that result in products that are usually used in the enterprise itself to ensure the normal functioning of the main processes.

Service production processes provide the main and auxiliary processes with the services necessary for their normal functioning.

Management processes in which decisions are developed and made, regulation and coordination of the course of production, control over the accuracy of the implementation of the program, analysis and accounting of the work carried out; these processes are often intertwined with the course of the manufacturing process.

By the nature of the impact on the object of labor separate processes:

technological, during which there is a change in the object of labor under the influence of living labor;

natural when the physical state of the object of labor changes under the influence of the forces of nature (they represent a break in the labor process).

Technological production processes are classified by methodstransformation of objects of labor into a finished product for: mechanical, chemical, assembly and dismantling (assembly and disassembly) and conservation (lubrication, painting, packaging, etc.). This grouping serves as the basis for determining the composition of equipment, methods of maintenance and its spatial planning.

According to the forms of interconnection with related processes distinguish: analytical when, as a result of primary processing (dismemberment) of complex raw materials (oil, ore, milk, etc.), various products are obtained that enter various subsequent processing processes;

synthetic, carrying out the connection of semi-finished products received from different processes into a single product; straight, creating from one type of material one type of semi-finished products or finished product.

According to the degree of continuity distinguish continuous and discrete processes.

By the nature of the equipment used distinguish: hardware (closed), when the technological process is carried out in special units (apparatuses, baths, furnaces), and the function of the worker is to manage and maintain them; open (local) processes when a worker processes objects of labor using a set of tools and mechanisms.

By degree of automation allocate: manual (non-mechanized) processes performed without the use of machines, mechanisms and mechanized tools (locksmith work, manual marking of the workpiece, etc.); mechanized (machine-manual) performed by the worker (operator) with the help of means that reduce the amount of physical activity (work on a universal screw-cutting lathe); automated processes are partially performed without the participation of a person, who can only have the function of an observer (work on a semi-automatic machine); automatic processes completely free the worker from performing operations, leaving behind him the functions of monitoring the progress of production, loading blanks and unloading finished parts.

By scale of productionhomogeneous products distinguish mass, serial, single and experimental processes.

By the nature of the object of production distinguish simple and complex production processes. Simple processes are called processes consisting of sequentially performed operations (manufacturing of one part, a batch of identical parts, a group of parts that are different in design, but have technological similarities and are processed at the same workplace, section, line, as well as some processes of assembling a product or its element). The structure of such a process (the order of operations) is determined by the manufacturing technology of the part. A complex process is a process consisting of sequential and parallel operations (production of an assembly unit consisting of several parts, or the entire product, which includes a certain number of parts and assembly units). The structure of a complex process depends not only on the composition of the manufacturing and assembly processes, but also on the order in which they are performed, determined by the design of the assembly unit or product.

2. PRINCIPLES OF RATIONAL ORGANIZATION OF PRODUCTION PROCESSES.

A rational organization of production must meet a number of requirements, based on certain principles:

Proportionality in the organization of production, it assumes the correspondence of the throughput (relative productivity per unit of time) of all divisions of the enterprise: workshops, sections, individual jobs for the production of finished products. Violation of this principle leads to the emergence of "bottlenecks" in production, or, conversely, to incomplete loading of jobs, sections, workshops, to a decrease in the efficiency of the entire enterprise. The degree of proportionality of production can be characterized by the deviation of the throughput (capacity) of each stage from the planned output rhythm:

where n throughput capacity of individual stages (processing);

 the planned rhythm of production according to the plan (volume of production according to the plan);

mnumber of redistributions or stages of product manufacturing.

If the site is located z groups of machines for processing parts of the same name, then

,

where labor intensity of operations;

 the number of machines in the group.

Parallelism . Parallelism refers to the simultaneous execution of individual parts of the production process in relation to different parts of the total batch of parts. Parallelism in the execution of the main and auxiliary elements of the operation consists in combining the time of machine processing with the time of installation and removal of parts, control measurements, loading and unloading the apparatus with the main technological process, etc.

Parallelism factor
is calculated as the ratio of the duration of the production cycle with the parallel movement of objects of labor
to the actual duration of the cycle (in case of sequential execution of work) .

.

Principle continuity involves reducing to the minimum possible interruptions in production processes. Continuity of production is considered in two aspects: continuous participation in the production process of objects of labor (raw materials and semi-finished products, continuous loading of equipment) and rational use of working time. Continuity in the workplace is achieved in the process of performing each operation by reducing auxiliary time (intraoperative breaks), on the site and in the workshop when transferring semi-finished products from one workplace to another (interoperational breaks) and in the enterprise as a whole, minimizing interruptions in order to maximize acceleration of the turnover of material and energy resources (inter-workshop laying).

Degree of continuity calculated as the ratio of the duration of the technological part of the production cycle
to actual cycle time .

.

One of the prerequisites for continuity of production is direct flow in the organization of the production process, which is the provision of the shortest path for the product to pass through all stages and operations of the production process, from the launch of raw materials into production to the release of finished products. There should be no return movements of production objects on the site, in the workshop, at the plant. To comply with this rule, the equipment on the site is located in the course of the technological process.

Straightness is characterized by the coefficient
representing the ratio of the duration of transport operations
to the total duration of the production cycle.

,

where jnumber of transport operations.

One of the main indicators of the rational location of warehouses, procurement workshops, sites, equipment on the territory of the plant is the minimum total cargo flows:

,

where  the number of transport sections within the workshops or between them;

 the number of objects moved in the production process within the workshops or between them; mass -th production facility;  Route length -th production facility.

Under rhythm production output is understood as the release of equal or evenly increasing volumes of production by an enterprise or a separate workplace, section, workshop in accordance with the plan. Rhythm allows the most complete use of the production capacity of the enterprise and its divisions. Rhythm factor
is defined as the sum of negative deviations of the achieved output from a given plan

,

where  the number of daily underdelivered products;

P release of products according to the plan; n planning period, in days.

Under uniformity production understand the reproduction of the same or systematically increasing volume of work in terms of labor intensity through equal, predetermined periods of time. Production Uniformity Factor
defined as

,

where
absolute deviation (excluding sign) of the actual volume of output from the planned one in terms of labor intensity for a period of time (shift, decade);
planned output in terms of labor intensity for a period of time; nnumber of working periods.

When calculating the coefficient of rhythm, the numerator takes into account the amount of work only for the positions available in the planned task. When calculating the uniformity coefficient, the numerator takes into account the entire volume of work performed. In the presence of a calculated average daily plan and actual output volumes, using the uniformity coefficient, you can quickly control the uniformity of production. Workshops and sections operating according to a uniform production schedule also ensure the rhythm of output. With a rationally organized production, these coefficients should be in the ratio:

.

As a standard
=1.

To achieve rhythm in serial production, it is necessary to strictly observe the frequency of launch-release of a batch of parts (products). In small-scale and single-piece production of complex products, one can only talk about the uniformity of work and output.

The modern level of development of science implies the observance flexibility organization of production. In the context of the rapid renewal of the product range, the production technology is changing. In the element-by-element context, production flexibility means quick changeover of equipment (reduction of time and costs for equipment changeover). Wide opportunities for increasing the flexibility of the organization of production are provided by the use of standard processes for the implementation of individual stages of production.

Principle differentiation involves the division of the production process into separate technological processes, operations, transitions, techniques, movements. However, excessive differentiation increases the fatigue of workers in manual operations due to the monotony and high intensity of labor. A large number of operations leads to unnecessary costs for moving tools between workplaces, installing, fixing parts and removing them from the workplace after the end of the operation.

Principle concentration operations and integration production processes. Operations are becoming more voluminous, complex, and are performed on advanced equipment. On production lines in a single complex, the tasks of processing, assembling and transporting parts and products are solved.

Principle specializations based on limiting the variety of elements of the production process. However, the expedient organization of production in some cases requires the mastery of related professions in order to ensure the interchangeability of workers in the production process. The level of specialization of the workplace is determined by the coefficient of consolidation of operations, i.e. the number of detail operations performed at the workplace for a certain period of time (for example, per month).

Principle electronization production processes. A correct and reliable assessment of the information technology potential of an enterprise is an effective tool for strategic management. This analysis differs from others in a set of specific indicators grouped into the following sub-levels:

technical;

level of development of labor organization;

social.

The complexity of the study lies in the impossibility of conducting a comparative analysis due to the lack of Russian statistics for many of the following indicators by industry.

When evaluatingtechnical IT-level, the following system of indicators is used:

Characteristics of the compliance of the composition of computer equipment with the requirements of the implemented information system:

;

where n is the number of equipment groups.

The production process is a set of interrelated main, auxiliary and service processes of labor and tools in order to create consumer values ​​- useful objects of labor necessary for industrial or personal consumption. In the process of production, workers influence objects of labor with the help of tools and create new finished products, for example, machine tools, computers, televisions, radio electronic devices, etc. Objects and tools of labor, being material elements of production, are in a certain relationship with each other at the enterprise. another: specific items can be processed only by certain tools; already in themselves they have systemic properties. However, living labor must embrace these things and thereby begin the process of turning them into a product. Thus, the production process is primarily a labor process, since the resources used by a person at its input, both information and material means of production, are the product of previous labor processes. Distinguish between the main, auxiliary and servicing production processes (Fig. 1).

The main production processes are that part of the processes during which there is a direct change in the shapes, sizes, properties, internal structure of objects of labor and their transformation into finished products. For example, at a machine tool plant, these are the processes of manufacturing parts and assembling subassemblies, assemblies and the product as a whole from them.

Ancillary production processes are those processes whose results are used either directly in the main processes or to ensure their smooth and efficient implementation. Examples of such processes are the manufacture of tools, fixtures, dies, means of mechanization and automation of own production, spare parts for equipment repair, production of all types of energy at the enterprise (electric energy, compressed air, nitrogen, etc.).

Service production processes are labor processes for the provision of services necessary for the implementation of the main and auxiliary production processes. For example, transportation of material assets, warehouse operations of all kinds, technical control of product quality, etc.

The main, auxiliary and service production processes have different development and improvement trends. Thus, many auxiliary production processes can be transferred to specialized plants, which in most cases ensures their more cost-effective production. With an increase in the level of mechanization and automation of the main and auxiliary processes, service processes are gradually becoming an integral part of the main production, playing an organizing role in automated and especially in flexible automated production.

The main, and in some cases, auxiliary production processes take place in different stages (or phases). A stage is a separate part of the production process, when the object of labor passes into another qualitative state. For example, the material goes into the workpiece, the workpiece goes into the part, etc.

The main production processes take place in the following stages: procurement, processing, assembly and adjustment.

The procurement stage is intended for the production of blank parts. It is characterized by very diverse production methods. For example, cutting or cutting blanks of parts from sheet material, manufacturing blanks by casting, stamping, forging, etc. The main trend in the development of technological processes at this stage is to bring blanks closer to the shapes and sizes of finished parts. The tools of labor at this stage are cutting machines, pressing and stamping equipment, guillotine shears, etc.

The processing stage - the second in the structure of the production process - includes mechanical and thermal processing. The subject of labor here is the blank parts. The instruments of labor at this stage are mainly various metal-cutting machines, furnaces for heat treatment, and apparatus for chemical processing. As a result of this stage, the parts are given dimensions corresponding to the specified accuracy class.

The assembly (assembly-assembly) stage is a production process that results in assembly units (small assembly units, subassemblies, units, blocks) or finished products. The subject of labor at this stage are parts and assemblies of their own manufacture, as well as those received from the outside (components). There are two main organizational forms of assembly: stationary and mobile. Stationary assembly is when the product is manufactured at one workplace (parts are supplied). With mobile assembly, the product is created in the process of moving it from one workplace to another. The tools of labor here are not as diverse as in the processing stage. The main ones are all kinds of workbenches, stands, transporting and guiding devices (conveyors, electric cars, robots, etc.). Assembly processes, as a rule, are characterized by a significant amount of work performed manually, so mechanization and automation of them is the main task of improving the technological process.

The adjustment and adjustment stage is the final stage in the structure of the production process, which is carried out in order to obtain the necessary technical parameters of the finished product. The object of labor here is finished products or their individual assembly units, tools, universal instrumentation and special test benches.

The constituent elements of the stages of the main and auxiliary processes are technological operations. The division of the production process into operations, and then into methods and movements, is necessary for the development of technically sound norms for the execution of operations.

An operation is a part of the production process, which, as a rule, is performed at one workplace without readjustment and by one or more workers (team).

Depending on the degree of technical equipment of the production process, operations are distinguished: manual, machine-handled, machine, automatic and hardware.

Both the main and auxiliary, and sometimes serving production processes consist of main and auxiliary elements - operations. The main ones include operations that are directly related to changing the size, shape, properties, internal structure of the object of labor or the transformation of one substance into another, as well as changing the location of the objects of labor relative to each other. Auxiliary operations include operations, the implementation of which contributes to the flow of the main ones, for example, the movement of objects of labor, quality control, removal and installation, storage, etc.

In organizational terms, the main and auxiliary production processes (their operations) are conventionally divided into simple and complex.

Processes are called simple in which objects of labor are subjected to a successive series of interconnected operations, as a result of which partially finished products of labor (blanks, parts, i.e., integral parts of the product) are obtained.

Processes are called complex in which finished products of labor are obtained by combining partial products, i.e., complex products (machines, machines, devices, etc.) are obtained.

The movement of objects of labor in the production process is carried out in such a way that the result of the labor of one workplace becomes the initial object for another, that is, each previous one in time and space gives work to the next, this is ensured by the organization of production.

From the correct and rational organization of production processes (especially the main ones) depend on the results of the production and economic activities of the enterprise, the economic performance of its work, the cost of production, profit and profitability of production, the amount of work in progress and the amount of working capital.

2. BASIC PRINCIPLES OF THE ORGANIZATION OF THE PRODUCTION PROCESS

The organization of the production process at any production enterprise (including radio-electronic instrumentation), 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.

The principle of 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 excessive costs for moving objects of labor between jobs, installing, fixing and removing them from jobs after the end of operations.

When using modern high-performance flexible equipment (CNC machines, machining centers, robots, etc.), the principle of differentiation is transferred to the 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 multi-cutting machines with CNC). Operations become more voluminous, complex and are performed in combination with the brigade principle of labor organization. The principle of integration is to combine the main support and service processes.

The principle of specialization 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 level of specialization of the workplace is determined by the coefficient of consolidation of detail operations (Kspi) performed at one workplace for a certain period of time (month, quarter):

(1)

where Spr is the number of jobs (pieces of equipment) of the production system;

mto - the number of detail operations performed at the 1st workplace during a unit of time (month, year).

With the coefficient Ksp = 1, a narrow specialization of the workplace is ensured, prerequisites are created for the effective organization of production. To fully load one workplace with one detail operation, it is necessary that the condition :

(2)

where is the volume of launching parts of the j-th item per unit of time, for example, pieces/month;

- the complexity of the operation at the 1st workplace, min;

- effective fund of time of the workplace, for example, min / month.

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, calculations of production capacity are carried out both by stages of production, and by groups of equipment and production areas. For example, if the volume of production of parts (Ne) and the rate of piece time (tsht) are known. You can define the load of a specific i- th group of equipment according to the formula

(4)

then compare the load and throughput i th group of equipment and determine its load factor by the formula

(5)

The preferred option is when
and .

The principle of direct flow 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.

The principle of continuity 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 implies 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. or value 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 level of automation (Uavt) is determined by the formula

Uavt \u003d T aut: T total, (6)

where T aut - the complexity of work performed in an automatic or automated way;

Тtot is the total labor intensity of work at the enterprise (workshop) for a certain period of time.

The level of automation can be calculated as a total for the entire enterprise, and for each division separately.

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).

The principle of flexibility provides an effective 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.

The principle of optimality is 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 implies the widespread use of CNC capabilities based on the use of microprocessor technology, which makes it possible to create fundamentally new machine systems that combine high productivity 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 use of mini- and microcomputers with advanced software and multi-tool CNC machines allows you to perform a large set or even all of the processing of parts from one of their installations on the machine due to automatic tool change. A set of cutting tools for such a machine can reach 100 -120 units, which are installed in a turret or tool magazine and replaced according to a special program.

The principle of standardization implies the widespread use in the creation and development of new technology and the 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.

3. ORGANIZATIONAL STRUCTURE OF THE PRODUCTION PROCESS OF THE MODERN ORGANIZATION

When converting objects of production into a specific product, they go through many main, auxiliary and service processes that run in parallel, parallel-sequential or sequential in time, depending on the production structure that has developed at the enterprise, the type of production, the level of specialization of production units, the forms of organization of production processes and other factors. The totality of these processes that ensure the manufacture of a product is commonly called the production cycle, the main characteristics of which are its duration and structure (2).

The duration of the production cycle for the manufacture of products (regardless of the number of simultaneously manufactured parts or products) is the calendar period of time during which raw materials, basic materials, semi-finished products and finished components are converted into finished products, or, in other words, it is a period of time from the moment the beginning of the production process until the release of the finished product or batch of parts, assembly units. For example, the production cycle of a simple process begins with the production of a workpiece (batch of workpieces) and ends with the release of the finished part (batch of parts). The production cycle of a complex process consists of a set of simple processes and begins with the launch of the first workpiece of the part, and ends with the release of the finished product or assembly unit.

The duration of the production cycle, as a rule, is expressed in calendar days or hours (with low labor intensity of products).

Knowledge of the duration of the production cycle for the manufacture of all types of products (from the manufacture of blanks, parts to the assembly of products) is necessary: ​​1) to draw up the production program of the enterprise and its divisions; 2) to determine the timing of the start of the production process (launch) according to the timing of its completion (release); 3) for calculations of the normal value of work in progress.

The duration of the production cycle depends on the time of labor and natural processes, as well as on the time of breaks in the production process (Fig. 2). During labor processes, technological and non-technological operations are performed.

The execution time of technological operations in the production cycle is the technological cycle (TC). The execution time of one operation, during which one part, a batch of identical parts or several different parts is manufactured, is called the operating cycle (Top).

The structure and duration of the production cycle depend on the type of production, the level of organization of the production process and other factors.

When calculating the duration of the production cycle of manufacturing a product, only those time spent on transport and control operations, natural processes and breaks that are not overlapped by the operating cycle are taken into account.

Reducing the duration of the production cycle is of great economic importance. The shorter the duration of the production cycle, the more products per unit of time, all other things being equal, can be produced at a given enterprise, in a workshop or on a site; the higher the use of fixed assets of the enterprise; the less the enterprise's need for working capital invested in work in progress; the higher the return on assets, etc.

In factory practice, the production cycle is reduced simultaneously in three directions: the time of labor processes is reduced, the time of natural processes is reduced, and various interruptions are completely eliminated or minimized.

Practical measures to reduce the production cycle follow from the principles of building the production process and, first of all, from the principles of proportionality, parallelism and continuity.

Reducing the time of labor processes in terms of operating cycles is achieved by improving technological processes, as well as improving the manufacturability of the product design.

In accordance with the content of the production process discussed above as a set of main, auxiliary and service processes for production purposes, any manufacturing enterprise distinguishes between main, auxiliary and secondary shops and service facilities. Their composition, as well as the forms of production relations between them, is usually called the production structure of the enterprise (Fig. 3).

Along with the production distinguish the general structure of the enterprise. The latter, in addition to production workshops and service facilities for industrial purposes, includes various general plant services, as well as facilities and enterprises related to capital construction, environmental protection and cultural and community services for workers, for example, housing and communal services, subsidiary farms, canteens, dispensaries, medical institutions, nurseries, clubs, etc.

The design features of the manufactured products and the technological methods of their manufacture largely determine the composition and nature of production processes, the type composition of technological equipment, the professional composition of workers, which in turn determines the composition of workshops and other production units, and, consequently, the production structure of the enterprise.

The volume of output affects the differentiation of the production structure, the complexity of intra-production relations between shops. The larger the volume of output, the larger, as a rule, the workshops of the enterprise and the narrower their specialization. So, at large enterprises, several workshops can be created within each stage of production.

Along with the volume, the product range has a decisive influence on the production structure. It depends on it whether workshops and sections should be adapted for the production of strictly defined products or more diverse ones. The narrower the product range, the relatively simpler the structure of the enterprise.

Forms of specialization of production units determine the specific composition of technologically and subject-specific shops, sections of the enterprise, their location and production relations between them, which is the most important factor in the formation of the production structure.

The production structure of an enterprise cannot but change for a long time, it is dynamic, since enterprises always experience: deepening the social division of labor, development of technology and technology, raising the level of organization of production, developing specialization and cooperation, combining science and production, improving the service of production team. All this makes it necessary to improve it.

The structure of the enterprise should provide the most correct combination in time and space of all parts of the production process.

The production structure of an enterprise determines the division of labor between its shops and service farms, i.e., intra-factory specialization and co-production, and also predetermines the inter-factory specialization of production.

The forms of specialization of the main workshops of manufacturing enterprises depend on the stages in which the production processes take place, namely: procurement, processing and assembly. Accordingly, specialization takes the following forms: technological, subject or subject-technological.

With the technological form of specialization, a certain part of the technological process is performed in the shops, consisting of several operations of the same type with a very wide range of workpieces. At the same time, the same type of equipment is installed in the workshops, and sometimes even close in size. Foundry, forging, thermal, galvanic, etc. can serve as an example of technological specialization workshops; among machining workshops, there are turning, milling, grinding, etc. In such workshops, as a rule, the entire range of blanks or parts is manufactured, or if it is an assembly workshop, then all products manufactured by the plant are assembled in it (Fig. 4).

The technological form of workshop specialization has its advantages and disadvantages. With a small variety of operations and equipment, technical management is facilitated and more opportunities are created for regulating the loading of equipment, organizing the exchange of experience, applying rational technological production methods (for example, injection molding, chill and centrifugal casting, etc.). The technological form of specialization provides greater production flexibility when mastering the production of new products and expanding the range of products produced without a significant change in the equipment and technological processes already in use.

However, this form of specialization also has significant drawbacks. It complicates and increases the cost of intra-factory cooperation, limits the responsibility of department heads for the implementation of only a certain part of the production process.

When using the technological form of specialization in the procurement and processing shops, complex, elongated routes for the movement of objects of labor are formed with their repeated return to the same shops. This violates the direct-flow principle, makes it difficult to coordinate the work of shops and leads to a lengthening of the production cycle and, as a result, to an increase in work in progress.

According to the technological principle, workshops are mainly formed at enterprises of single and small-scale production, producing a diverse and unstable range of products. As the specialization of production develops, as well as the standardization and unification of products and their parts, the technological principle of the formation of shops, as a rule, is supplemented by the subject, in which the main shops are created on the basis of the manufacture of a certain product or part of it by each of them.

The subject form of shop specialization is typical for plants with a narrow subject specialization. In the workshops, the parts assigned to them or products of a narrow range are completely manufactured, for example, one product, several homogeneous products, or structurally and technologically homogeneous parts (Fig. 5).

Shops with a subject form of specialization are characterized by a variety of equipment and tooling, but a narrow range of parts or products. The equipment is selected in accordance with the technological process and is located depending on the sequence of operations performed, i.e. the principle of direct flow is used. Such formation of workshops is most typical for serial and mass production enterprises.

The subject form of shop specialization, as well as the technological one, has its advantages and disadvantages. The former include simple coordination of the work of workshops, since all operations for the manufacture of a particular product (part) are concentrated in one workshop. All this leads to a stable repeatability of the production process, to an increase in the responsibility of the shop manager for the release of products on time, the required quantity and quality, to the simplification of operational production planning, to a reduction in the production cycle, to a decrease in the number and variety of routes for the movement of objects of labor, to a reduction in loss of time for equipment changeover, reduction of interoperational time and elimination of intershop sagging, creation of conditions favorable for the introduction of in-line production methods, integrated mechanization and automation of production processes.

The experience of enterprises shows that with the substantive form of specialization of workshops, the above advantages lead to an increase in labor productivity of workers and the rhythm of production, to a reduction in production costs, an increase in profits and profitability, and to an improvement in other technical and economic indicators.

However, this form of specialization also has some very significant drawbacks. Scientific and technological progress causes an expansion of the range of products and an increase in the variety of equipment used, and with a narrow subject specialization, shops are not able to produce the required range of products without their expensive reconstruction.

The creation of workshops specialized in the production of a limited range of objects of labor is expedient only with large volumes of their production. Only in this case will the loading of equipment be sufficiently complete, and the changeover of equipment associated with the transition to the production of another facility will not cause large losses of time. In the workshops, it is possible to carry out a closed (completed) production cycle. Such workshops are called subject-closed. They sometimes combine procurement and processing or processing and assembly stages (for example, a mechanical assembly shop).

Technological and subject forms of specialization in their pure form are rarely used. Most often, many manufacturing enterprises use a mixed (subject-technological) specialization, in which procurement workshops are built according to a technological form, and processing and assembly workshops are combined into subject-closed workshops or sections.

Under the production structure of the shop understand the composition of its constituent production sites, auxiliary and service units, as well as the relationship between them. This structure determines the division of labor between departments of the workshop, i.e. intra-shop specialization and cooperative production.

The production site, as a group of jobs united according to one or another characteristic, is a structural unit of the workshop, which is allocated to a separate administrative unit and is headed by a foreman with at least 25 workers in one shift.

The workplace, which is the primary structural element of the site, is a part of the production area assigned to one worker or a team of workers with tools and other means of labor located on it, including tools, devices, lifting and transport and other devices, according to the nature of the work performed on this workplace.

The formation of production sites, as well as workshops, can be based on a technological or subject form of specialization.

With technological specialization, sections are equipped with homogeneous equipment (group arrangement of machines).

TASK

How will the duration of the production cycle change when replacing sequential movement with serial-parallel when processing a batch of 3 parts at the first operation - 30 minutes, at the second - 18 minutes, at the third - 45 minutes?

Give a graphic explanation.

Answer

number of operations m = 3

At enterprises, along the movement of the material flow, various logistics operations are carried out with it, which together represent a complex process of converting raw materials, materials, semi-finished products and other objects of labor into finished products.

The basis of the production and economic activity of the enterprise is the production process, which is a set of interrelated labor processes and natural processes aimed at manufacturing certain types of products.

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

Production processes at enterprises are detailed by content (process, stage, operation, element) and place of implementation (enterprise, redistribution, workshop, department, section, unit).

The set of production processes occurring in the enterprise is a total production process. The process of production of each individual type of product of the enterprise is called a private production process. In turn, in a private production process, partial production processes can be distinguished as complete and technologically separate elements of a private production process that are not primary elements of the production process (it is usually carried out by workers of different specialties using equipment for various purposes).

As the primary element of the production process, a technological operation should be considered - a technologically homogeneous part of the production process performed at one workplace. Technologically separate partial processes are stages of the production process.

Partial production processes can be classified according to several criteria: according to the intended purpose; the nature of the flow in time; way of influencing the object of labor; the nature of the work involved.

According to the intended purpose, the main, auxiliary and service processes are distinguished.

The main production processes are the processes of converting raw materials and materials into finished products, which are the main, profile products for this enterprise. These processes are determined by the manufacturing technology of this type of product (preparation of raw materials, chemical synthesis, mixing of raw materials, packaging and packaging of products).

Auxiliary production processes are aimed at manufacturing products or performing services to ensure the normal flow of the main production processes. Such production processes have their own objects of labor, different from the objects of labor of the main production processes. As a rule, they are carried out in parallel with the main production processes (repair, packaging, tool facilities).

Servicing production processes ensure the creation of normal conditions for the flow of the main and auxiliary production processes. They do not have their own object of labor and proceed, as a rule, sequentially with the main and auxiliary processes, interspersed with them (transportation of raw materials and finished products, their storage, quality control).

The main production processes in the main workshops (sections) of the enterprise form its main production. Auxiliary and service production processes - respectively in auxiliary and service shops - form an auxiliary economy. The different role of production processes in the overall production process determines the differences in the management mechanisms of various types of production units. At the same time, the classification of partial production processes according to their intended purpose can only be carried out in relation to a specific private process.

Combining the main, auxiliary, service and other processes in a certain sequence forms the structure of the production process.

The main production process represents the production process of the main product, which includes natural processes, technological and work processes, as well as inter-operational waiting.

Natural process - a process that leads to a change in the properties and composition of the object of labor, but proceeds without human participation (for example, in the manufacture of certain types of chemical products). Natural production processes can be considered as necessary technological breaks between operations (cooling, drying, aging, etc.)

The technological process is a set of processes, as a result of which all the necessary changes occur in the object of labor, i.e. it turns into a finished product.

Auxiliary operations contribute to the implementation of the main operations (transportation, control, sorting of products, etc.).

Work process - a set of all labor processes (main and auxiliary operations). The structure of the production process changes under the influence of the technology of the equipment used, the division of labor, the organization of production, etc.

Interoperational laying - breaks provided for by the technological process.

By the nature of the flow in time, continuous and periodic production processes are distinguished. In continuous processes, there are no interruptions in the production process. Production maintenance operations are carried out simultaneously or in parallel with the main operations. In periodic processes, the execution of basic and maintenance operations occurs sequentially, due to which the main production process is interrupted in time.

According to the method of impact on the object of labor, mechanical, physical, chemical, biological and other types of production processes are distinguished.

By the nature of the labor used, production processes are classified into automated, mechanized and manual.

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

There are the following principles of organization of the production process:

Differentiation - the division of the production process into separate parts (processes, operations, stages) and their assignment to the relevant divisions of the enterprise;

Combination - the combination of all or part of diverse processes for the manufacture of certain types of products within the same site, workshop or production;

Concentration - 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;

Specialization - assigning to each workplace and each division a strictly limited range of works, operations, parts and products;

Universalization - the manufacture of parts and products of a wide range or the performance of heterogeneous production operations at each workplace or production unit;

Proportionality - a combination of individual elements of the production process, which is expressed in their certain quantitative relationship with each other;

Parallelism - simultaneous processing of different parts of one batch for a given operation at several workplaces, etc.;

Straightness - the implementation of all stages and operations of the production process in the conditions of the shortest path for the passage of the object of labor from beginning to end;

Rhythm - the repetition of all individual production processes and a single process for the production of a certain type of product after set periods of time.

The above principles of organization of production in practice do not operate in isolation from each other, they are closely intertwined in each production process. The principles of the organization of production develop unevenly - in one period or another, one or another principle comes to the fore or acquires secondary importance.

If 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 subdivisions, the organization of production processes in time finds expression in establishing the order of performing individual logistics operations, rationally combining the execution time of various types of work, determining the calendar - planned standards for the movement of objects of labor.

The basis for building an effective production logistics system is the production schedule, formed on the basis of the task of meeting consumer demand and answering the questions: who, what, where, when and in what quantity will be produced (produced). The production schedule allows you to establish volumetric and temporal characteristics of material flows differentiated for each structural production unit.

The methods used for production scheduling depend on the type of production, as well as the demand characteristics and order parameters.

The type of production can be single, small-scale, serial, large-scale, mass.

The characteristic of the type of production is supplemented by the characteristic of the production cycle - this is the period of time between moments

The beginning and end of the production process in relation to specific products within the logistics system (enterprise).

The production cycle consists of working time and break time in the manufacture of products. In turn, the working period consists of the main technological time, the time of execution of transport and control operations and the picking time.

The time of breaks is subdivided into the time of interoperational, intersectional and other breaks.

The duration of the production cycle largely depends on the characteristics of the movement of the material flow, which can be sequential, parallel, parallel-serial.

In addition, the duration of the production cycle is also influenced by the forms of technological specialization of production units, the organization system of the production processes themselves, the progressiveness of the technology used and the level of unification of products.

The production cycle also includes waiting time - this is the interval from the moment an order is received to the moment it begins to be executed, to minimize which it is important to initially determine the optimal batch of products - a batch at which the cost per product is the minimum value.

To solve the problem of choosing the optimal batch, it is generally accepted that the cost of production consists of direct manufacturing costs, inventory storage costs, and equipment readjustment and downtime costs when changing batches.

In practice, the optimal lot is often determined by direct calculation, but when forming logistics systems, it is more effective to use mathematical programming methods.

In all areas of activity, but especially in production logistics, the system of norms and standards is of paramount importance. It includes both enlarged and detailed norms for the consumption of materials, energy, use of equipment, etc.

Consumption rates of material resources - this is the maximum allowable amount of raw materials, materials, fuel spent on the manufacture of a unit of output of a certain quality and the performance of technological operations, including logistics.

Consumption rates are generally expressed as the sum of the net weight of the manufactured product or the weight of the material included in its composition, and the amount of acceptable production waste, as well as other losses. In practice, consumption rates are classified according to various criteria, for example, by the degree of detail (summary and specified); by the object of rationing (by operation, by detail, by product, by node), etc.

Based on the consumption rates and the production program in logistics, production needs are forecasted and all logistics aspects are developed for the formation and management of material flows. The presence of a regulatory framework is mandatory for the functioning of logistics systems and subsystems, especially for production logistics. The most important regulatory indicators are:

Specific consumption of raw materials and materials;

Material utilization rate;

Expenditure coefficient;

Useful consumption of raw materials and materials.

The normative useful consumption of material is the mass (volume) of material resources that form the finished product. It is determined according to the drawing of the product and the estimated mass (volume) of the material.

The material utilization factor is the ratio of the useful consumption of material to the consumption rate. This criterion is one of the indicators of the efficiency of material resources, since the larger the desired coefficient, the more complete the use of a particular material and, accordingly, the less production waste.

Consumption coefficient - an indicator that is inverse to the coefficient of use of materials.

An important role is also played by the indicator of specific consumption, which is the amount of actually consumed material per unit of output (work). It is determined by dividing the amount of material used by the volume of products produced from it.

In practice, in logistics there are even such norms as norms for the time of paperwork, norms for the time of decision-making, etc.

The economic condition of the enterprise depends on the quality of the norms, their validity and accuracy. In market conditions, the system of norms and standards is not an instrument of administrative intervention in the production and economic interests of the structural units of the logistics system and the production system, but a necessary element of the internal organization of the production process and a regulator of external relationships.

The production process is a set of separate labor processes aimed at the transformation of raw materials and materials into finished products. The content of the production process has a decisive impact on the construction of the enterprise and its production units. The production process is the basis of any enterprise.
The main factors of the production process that determine the nature of production are the means of labor (machines, equipment, buildings, structures, etc.), objects of labor (raw materials, materials, semi-finished products) and labor as an expedient activity of people. The direct interaction of these three main factors forms the content of the production process.
Principles of rational organization
The principles of rational organization of the production process can be divided into two categories: general, independent of the specific content of the production process, and specific, characteristic of a particular process.
General principles are the principles that the construction of any production process in time and space must obey. These include the following:

• the principle of specialization, which means the division of labor between individual divisions of the enterprise and jobs and their cooperation in the production process;
• the principle of parallelism, which provides for the simultaneity of the implementation of individual parts of the production process associated with the manufacture of a particular product; ^ the principle of proportionality, which implies relatively equal productivity per unit time of interconnected divisions of the enterprise;

I ,| and I and I: ¦ Y-! Hlrantsrisgnnk pi "^ pro1sp^1rn)