Methods of organizing the production process at the enterprise. Types and methods of organizing production

The methods of organizing production used in industrial enterprises can be divided into three types: in-line, batch and single.

Stream method characterized by:

• deep dismemberment production process on operations;
• a clear specialization of jobs in the performance of certain operations; ^
• parallel execution of operations at all workplaces;
• location of equipment along the technological process;
• high level continuity of the production process, achieved by ensuring the equality or multiplicity of the duration of operations to the cycle of the flow. Tact - the time interval between two consecutive products descending from the last operation of the production line. The reciprocal of the beat is called the rhythm of the production line;
• the presence of special interoperational transport for the transfer of objects of labor from operation to operation.

The main structural unit of in-line production is the production line. The production line is a set of workplaces located along the technological process, designed to perform the operations assigned to them and interconnected by special types of interoperational vehicles.

In-line methods are most widely used in light and Food Industry, mechanical engineering and metalworking and other industries.

The production lines existing in the industry are diverse. The economic efficiency of the flow method is ensured by a high level of compliance with all the principles of production organization: specialization, continuity, proportionality, parallelism, direct flow and rhythm. It may appear:

• in increasing labor productivity by reducing interruptions in the manufacture of products, mechanizing the production process, specializing jobs, etc.;
• in accelerating turnover working capital by reducing the processing cycle;
• in reducing production costs.

At the same time, the in-line organization of production also has certain disadvantages.

Among the main requirements when choosing products for production by the in-line method is the sophistication of the assembly process and the relative stability of structures, large scale production, which does not always meet the needs of the market.

The use of conveyor production lines increases the transport backlog (work in progress) and makes it difficult to transfer information about product quality to other workplaces and sites.

An equally important drawback is the low satisfaction with the work of workers employed on production lines. Monotonous, tedious work on them, the performance of monotonous operations reduces the material interest in the results of labor, contributes to an increase in staff turnover.

At the first stage of improving flow methods, it is necessary to introduce organizational measures that give a great positive effect and do not require significant capital investments. These include:

• organization of work with the tact and speed of the production line changing during the day;
• transfer of workers during a shift from one operation to another;
• the use of multi-operational machines that require regular switching of workers' attention to different processes;
• financial incentive measures;
• introduction of aggregate-group methods of organizing the production process, production lines with a free rhythm.

The main direction of increasing the socio-economic efficiency of in-line production is the introduction of semi-automatic and automatic production lines, the use of robots and automatic manipulators to perform monotonous operations.

batch method organization of production has the following character traits:

• launch of production of products in batches;
• simultaneous processing of products of several names;
• assigning several operations to each workplace;
• widespread use of universal equipment along with specialized equipment;
• the use of highly qualified personnel of broad specialization;
• preferential arrangement of equipment by groups of the same type of machines.

Batch methods of organization are most widely used in serial and small-scale production, in procurement workshops for mass and large-scale production, using high-performance equipment that surpasses in its capacity the throughput of associated machines and machines in subsequent divisions.

In terms of economic efficiency (growth in labor productivity, use of equipment, cost reduction, turnover of working capital), batch methods are significantly inferior to in-line methods.

Frequent changes in the range of manufactured products and the related reconfiguration of equipment contribute to an increase in inventories of work in progress and worsen the financial and economic results of the enterprise. However, there are opportunities to more fully meet consumer demand for various types of products, increase the company's market share, and increase the content of workers' labor.

The most important direction of increasing the efficiency of the batch method is the introduction of group processing methods. Their essence lies in the fact that all the parts that make up various products are combined into groups according to certain characteristics: design and technological similarity, uniformity of the equipment used, uniformity of the equipment used, etc. A representative part is distinguished from each group, which has inherent all other details of design and technological features. If it is impossible to select such a part, it is designed. It is for a complex representative part that a group technological process, technological equipment are developed, and equipment is selected.

The use of group processing methods creates the prerequisites for the organization of subject-closed sections, the widespread use of universal-assembly and group fixtures, which ultimately ensures a reduction in the time spent on equipment changeover, a reduction in the duration of the production cycle, a reduction in the size of the machine park, etc.

single method organization of production involves the manufacture of products in single copies or in small non-repeating batches. It is used in the manufacture of complex unique equipment ( rolling mills, turbines, etc.), special equipment, in pilot production, when performing certain types of repairs, etc.

Distinctive features of a single method of organizing production are:

• a large non-recurring range of products;
• use of universal equipment and special equipment;
• arrangement of equipment by groups of the same type of machines;
• development of integrated technology;
• the use of workers with a broad specialization of high qualification;
• a significant share of work using manual labor;
• a complex system of organizing logistics, creating large stocks of work in progress, as well as stocks. From the previous characteristics follow high costs for the production and sale of products, low turnover of working capital and the level of equipment utilization.

Directions for increasing the efficiency of a single method of organizing production are the development of standardization, the unification of parts and assemblies, the introduction of group processing methods.

Problems of organization of production: the most effective combination of human labor with the material factors of the production process, the optimal location and combination of tools and labor processes in space and time - play an important role in modern industry.

The methods of organizing production increasingly determine the possibilities for the effective use of existing equipment and technology. In order to ensure maximum productivity and the greatest economic effect with available personnel and material factors of production, advanced equipment and technology must be combined with the most rational organization of production.

Measures to create a rational organization of production, without requiring large additional investments, sharply increase labor productivity, reduce production time and significantly reduce the cost of manufactured products. For example, with the same technical level of machine tools and mechanisms and the same technological processes, the production of products from unified and standardized assemblies and parts creates the conditions for their serial and mass launch into production, even with small-scale and single-piece production; arrangement of equipment along the flow reduces inter-operational routes for the movement of semi-finished products, parts and assemblies; the organization of production sites according to the subject principle also shortens the path of movement of parts.

The organization of production in modern conditions is an active factor in technical progress, which not only contributes to a better use of equipment, but also causes changes in engineering and technology. For example, in-line methods of organizing mass production have led to the creation of multi-position machines and presses, as well as numerous transport devices, in particular conveyors of various types.

Important changes have taken place in modern industry, which have led to an increase in the role and importance of the organization of production. In general terms, this is:

• complication of production; a huge increase in the variety of products of labor - products manufactured by modern industry;
• an increase in the number of details of products, which leads to an increase in the requirements for the accuracy of mating components and parts, for the technology of manufacturing the latter;
• changes in technology, which has become more differentiated and diverse, causing complex routes for inter-operational and inter-shop movement of parts and assemblies;
• an increase in the possibilities of using various technological processes, which excludes an unambiguous solution to the issue of the manufacturing technology of a particular product and requires research and selection of one of many alternative options;
• capacity growth and technical capabilities equipment, resulting in a variety of equipment that allows you to better combine objects and tools;
• installation of equipment in subject, production and automatic lines, which increases the responsibility of organizing equipment maintenance and repair;
• growing diversity of species technological equipment, requiring complex calculations when solving issues related to its design, selection and replacement;
• the growing importance of the placement of all elements of the production process in space: the layout of the workplace, production site, workshop and enterprise, which has a decisive impact on labor productivity and production costs;
• increasing and tightening requirements for the interchangeability of components and parts, which is due to high requirements for the accuracy of finishing parts and components of manufactured products, the multi-operation technology, the mass production of products and components;
• increasing the role and importance of the rational organization of product quality control, aimed at preventing defects and ensuring the release of products within the tolerances established by the technical specifications;
• increasing the role and importance of small-scale production, which is due to the frequent change of types and models of manufactured products.

Models of manufactured products become obsolete and change much earlier than the tools specially designed for the production of these products wear out. The complexity and variety of modern technological equipment, together with the rapid progress in the field of machine design, lead to the fact that in the machines and equipment manufactured by modern industry, not mass-produced, but mass-produced products are predominant.

Thus, the most important problems of design and organization of industrial production, namely: the creation of subject and mass production lines, the design of technological equipment, transport-moving devices and equipment - are solved in conditions of high dynamism of production facilities, frequent changes in types and models of manufactured products.

The modern stage in the field of organization of production is characterized by:

• improvement of work methods;
• introduction of a systematic, integrated approach;
• the use of electronic modeling and computing devices;
• equipping work on the organization of production with modern electronic equipment, devices for automatic transmission of information, recording devices, industrial television and other progressive means of communication.

The main goal of work on the organization of production in modern conditions is to reduce production costs and increase the competitiveness of products in order to obtain the intended profit. The main task to achieve the goal is to increase the productivity and intensity of labor (labor productivity of the worker). In this regard, the complex of work on the rationalization of labor occupies an exceptionally important and large place in all the activities of workers in the organization of production.

Depending on the nature of the movement of objects of labor, there are in-line (continuous), party, individual methods of organizing production processes.

In-line production in the course of the technological process is characterized by the continuous and consistent movement of objects of labor from one operation to another.

With batch and single (discontinuous) methods, the processed product, after each operation, is switched off from the technological process and is waiting for the next operation. In this case, the duration of the production cycle and the size of work in progress and working capital are relatively large, and additional space is required for storing semi-finished products.

The most progressive method of organizing the production process is the in-line method. Its main features are:

• a high degree of continuity;
• · the location of jobs in the course of technological processing;
• a high degree of rhythm.

The organizational basis of the in-line method is the production line, which has the most important parameters such as the tact and pace of the flow.

By the beat of the flow is the average estimated time after which one product or a transport batch of products is launched into the stream or is released from the stream:

where, T f-- working time fund for the billing period (shift, day, etc.);

To and- coefficient of equipment utilization, taking into account downtime and interruptions in work;

AT P- the volume of planned production for the billing period in natural units (pieces, meters, etc.).

The flow rate characterizes the intensity of work of workers, and is determined by the formula:

Number of jobs on stream:

where, m is the number of operations;

where, - the norm of operational time;

where, - the complexity of manufacturing the product.

When organizing production processes are guided by a number of principles. The principles are generalized, well-established and widely used techniques and methods used in the organization of any system, including the organization of production processes. The most important principles of the organization of the production process include the following.

Specialization . This principle of organization of production processes implies a strict division of labor within the enterprise. In this case, intra-factory specialization is envisaged, which ensures the mass production of products of a limited range in separate structural production units of the enterprise or the performance of strictly defined stages of the technological process at workplaces.

Specialization can be object-specific (for the finished product as a whole), item-by-item (for the manufacture of individual parts) and operational (for the implementation of a separate operation of the technological process). The specialization of production provides, on the one hand, an increase in its efficiency, and on the other hand, it can cause negative consequences. An increase in the level of specialization leads to an improvement in economic indicators due to an increase in the output of products of the same name, including on the basis of the emergence of broader opportunities for automating production processes, increasing the productivity of workers performing the same strictly specialized functions, as well as by improving the quality of manufactured products . At the same time, specialization is often associated with the monotony and monotony of the work functions performed, which causes them to increase their technological load, they may be de-qualified, lose interest in work and, as a result, reduce labor productivity and staff turnover. The level of specialization is determined by the production program of the enterprise, it is influenced by such factors as standardization, normalization and unification of product designs, typification of technological processes and their parameters. The principle of specialization and its observance largely determines the successful implementation of other principles of organizing production processes.

Continuity . This principle presupposes such an organization of the production process, in which stops are reduced to the minimum required values ​​or even completely eliminated interruptions in the presence of the object of labor (raw material, semi-finished product) in processing. The principle of continuity of the production process helps to reduce interruptions in the use of human labor and production equipment, which must be observed at all hierarchical levels: from each workplace, section, workshop to the enterprise as a whole. It involves the transfer of objects of labor from one operation to another without delays and downtime of equipment and workers. The implementation of the principle of continuity, guaranteeing the saving of working time of workers, reducing the time of equipment "idle", provides an increase in the economic efficiency of production. The level of continuity of the production process can be assessed using the following indicators:

• - coefficient of payload of equipment over time, which assesses the degree of continuity in the use of labor tools;
• - coefficient of continuity of the production process, determined by the ratio of the time required to complete all stages of the technological process to the duration of the production cycle:

where, T R- duration of working time;

T c- the total duration of the process, including downtime of the subject of labor between jobs, at jobs, etc.

Rhythm . This is one of the most important principles of the organization of production processes, which means that all individual stages and the production process as a whole for the manufacture of a certain number of products are repeated after strictly established periods of time. Rhythm is expressed in the uniform release of products or the movement of objects of labor at the same time intervals at all stages of the technological chain, as well as the regular repetition of individual operations.

Of particular importance is the observance of the principle of rhythm in the conditions of cooperative deliveries, as well as from the point of view of fulfilling contractual obligations for the supply of products within the terms strictly established in accordance with the contract. This principle of organizing the production process excludes the possibility of implementing the so-called storm, when the achievement of such a target in terms of production volume is transferred to the end of the calendar period (the last decade of the month, the last month of the quarter, etc.) with all the ensuing negative consequences.

The indicator that best characterizes the degree of implementation of this principle is the rhythm of output, i.e. output of the same volume of output for equal periods of time. The coefficient of rhythm is determined by the ratio of the actual volume of production for any calendar period (decade, month), within (not higher than) the planned task to the volume of production provided for by such a task.

where, V f- the actual amount of work performed for the analyzed period (decade, month, quarter) within the plan;

V pl- Planned amount of work.

Proportionality . This principle of the organization of the production process presupposes the observance of the necessary proportions, certain relationships between the individual stages of production, as well as between the main, auxiliary and service processes. The essence of this proportionality comes down, first of all, to the observance of exact proportions in the magnitude of the productive capacity of both individual workshops of the main production, and the capacities of production sections within the same workshop. The essence of proportionality comes down to the availability of real possibilities for the release of a given volume of output per unit of time at all stages of the production process. Violation of the principle of proportionality causes the emergence of so-called bottlenecks in a particular technological chain, on the one hand, holding back the growth of production volumes, and on the other hand, underloading, deterioration in the use of equipment installed in other links of this chain.

An increase in the level of proportionality of production processes can be achieved as a result of expanding the bottlenecks identified in the course of analyzing the use of the production capacity of a workshop (enterprise) and building its “profile” on this basis. The elimination of bottlenecks, ensuring compliance with the principle of proportionality, will lead to the observance of the necessary proportions between individual redistributions in a particular workshop or between individual workshops (productions) of the enterprise. Due to this, the economic efficiency of the enterprise will increase due to the realization of the opportunities that arise in this case to increase production and sales of products, improve the use of existing equipment, and increase labor productivity.

Proportionality is determined by the formula:

where, M min- minimum throughput, or working parameter

places in the technological chain (for example, power, category of work, volume and quality of information, etc.);

M max-- maximum ability.

Parallelism . The principle of parallelism in the organization of production processes involves the simultaneous execution of individual stages of the technological process, the combination in time of the main and auxiliary operations. This principle is manifested under the condition of simultaneous processing of several units of the same products at various operations and the performance of all operations for the manufacture of one or more types of products at different workplaces. An increase in the degree of parallelism of operations leads to a reduction in the duration of the production cycle and to saving working time.

The parallelism factor can be calculated using the formula:

where, T ts.par, T ts.posl - the duration of the process, respectively, with parallel and sequential combinations of operations.

Direct flow . This is the principle according to which, when organizing the production process, the shortest distance of movement of objects of labor in the production process should be ensured. The movement of the manufactured part (or product) through workplaces, sections and workshops should be as straightforward as possible, should occur without return and oncoming movements. Straightness is achieved as a result of the rational placement of workshops, sections, jobs in the sequence of operations and individual stages, i.e. during the technological process.

The straightness coefficient can be determined by the formula

where, t transp -- the duration of transport operations;

t tech.c -- the duration of the technological cycle.

Automatic . This principle implies such an organization of the production process as a whole and its individual stages, which ensures the highest possible level of their automation or mechanization. There are many technological processes for the production of especially complex and labor-intensive types of products, the implementation of which is in principle impossible without their automation, i.e. technically not feasible. Some production processes, although in principle feasible manually, but being automated, provide an increase in the technical level of production, and on this basis - a reduction in the labor intensity of production, a decrease in the injury rate of workers, and an increase in the quality of manufactured products. The solution of economic problems provided by the automation of production processes is determined, despite the relatively high capital intensity (the need to attract large investments) of automation, by obtaining a significant amount of economic effect, due to which a short return on investment is achieved and a significant increase in the economic efficiency of automated production processes. Social Consequences implementation of the principle of automation and mechanization of production processes are manifested, firstly, in changing the nature of the work of workers, secondly, in a significant increase in their wages, thirdly, in improving working conditions, especially in hazardous industries, fourthly, in improving safety, including environmental, production.

Flexibility . The principle of flexibility in the organization of production processes lies in the fact that in some cases production should be organized in such a way that, in response to market demands, it can be quickly reorganized to produce new products. Flexibility should be understood as the ability of a manufacturing process to:

• - change of nomenclature products, volume of production;
• - necessary changes in the parameters of the technological process;
• - the ability of the main and auxiliary equipment to switch to other types of work;
• - necessary changes in the level and profile of the qualifications of the workforce.

Optimality . This principle of organizing production processes is associated primarily with the need to optimize them, which is expressed in the possibility of choosing for each specific production such organization principles that, in combination, provide the highest level of its economic efficiency.

One of the ways to improve the listed principles of the rational organization of production processes is to increase the repeatability of processes and operations. Their most complete implementation is achieved with the optimal combination of the following factors:

• The scale of production
• the complexity of the range and range of products;
• the nature of the operation of technological and transport equipment;
• physical state and form of raw materials;
• The nature and sequence of technological impact on the object of labor, etc.

ESSAY

on the course "Fundamentals of Economics"

on the topic: "Methods of organizing production"

1. Forms, types and methods of organizing production

The organization of production is a system of measures and measures aimed at the rational combination of labor with the material elements of production, tools and objects of labor. This system of measures, in addition, is aimed at the optimal combination of private production processes with each other in space and time, and on this basis - at increasing the efficiency of production. There are forms of organization of social production, types of organization of production and methods of organization of production processes.

The forms of organization of production in general include concentration, specialization, cooperation and combination. Concentration is the process of focusing the manufacture of products on a limited number of enterprises and their production units. The level of concentration depends, first of all, on the volume of output, the value of the unit capacity of machines, units, devices, technological installations, the number of equipment of the same type, the size and number of technologically homogeneous industries. To measure the level of concentration, indicators of the volume of production, the number of employees, and in some industries - the cost of fixed assets are used.

Specialization is understood as the concentration at the enterprise and in its production units of the production of homogeneous, the same type of products or the performance of individual stages of the technological process. There are technological, subject and detailed specialization. Technological specialization - the separation of enterprises, workshops and sites in order to perform certain operations or stages of the production process (for example, spinning, weaving and finishing factories in the textile industry). Subject specialization involves the concentration of production at the enterprise (in the workshop) of completely finished products (for example, motorcycles, bicycles, dishes, bakery products, etc.). Detailed specialization, being a kind of subject specialization, is based on the production of individual parts and parts of finished products (motors, bearings, etc.).

In the practice of enterprises, there is often a combination of all forms of specialization: procurement shops and sections are built on a technological basis, processing - on a detailed basis, assembly - on a substantive basis. To measure the level of specialization of enterprises and its divisions, the following indicators are used: the share of the main (core) products in the total volume of production; the number of groups, types and types of products manufactured by the enterprise; share of specialized equipment in its total fleet; the number of items of parts processed on a piece of equipment; the number of operations performed per unit of equipment, etc.

The prerequisites for increasing the level of specialization are the standardization, unification and typification of processes. Standardization establishes strictly defined quality standards, shapes and sizes of parts, assemblies, and finished products. It creates the prerequisites for limiting the range of products and increasing the scale of its production. Unification involves the reduction of the existing diversity in the types of structures, shapes, sizes of parts, blanks, assemblies, materials used and the choice of the most technologically and economically feasible from them. Typification of processes consists in limiting the variety of production operations used, developing standard processes for groups of technologically homogeneous parts. However, it should be borne in mind that the implementation of the considered prerequisites for specialization should not worsen the consumer properties of the finished product, reduce the demand for it.

In a competitive environment, in some cases, it is more preferable for an enterprise to diversify production, which implies a variety of areas of activity by expanding the range of products. Specialization in the production of a limited range of products, focused on meeting clearly defined market needs, is characteristic of relatively small enterprises.

Cooperation involves production ties between enterprises, workshops, and sites jointly participating in the production of products. It is based on detailed and technological forms of specialization. Intra-factory cooperation is manifested in the transfer of semi-finished products from one shop to another, in the service of the main subdivisions by auxiliary ones. It contributes to a fuller utilization of production capacities and the elimination of "bottlenecks", improves the performance of enterprises as a whole. The main indicators characterizing the level of cooperation include: the share of parts and semi-finished products received through cooperative deliveries in the total volume of output; the number of enterprises cooperating with this enterprise; the share of parts and semi-finished products supplied to the side, etc.

Combination is a combination of productions in one enterprise, sometimes diversified, but closely related. The combination can take place:

on the basis of a combination of successive stages of manufacturing products (textile, metallurgical and other plants);

on the basis of the integrated use of raw materials (enterprises of the oil refining, chemical industry);

when allocating divisions for waste processing at the enterprise (enterprises of the forestry, leather and other industries).

The indicators characterizing the level of combination are the quantity and cost of products obtained from the feedstock processed at the plant; the share of raw materials and semi-finished products processed into a subsequent product at the place of their receipt (for example, cast iron into steel, steel into rolled products); the share of by-products in the total production of the plant, etc.

The organization of production at the enterprise is a form of a single division of labor. There are the following levels of organization of production in the enterprise:

organization of production at the workplace - the optimal combination of means of labor, objects of labor, labor force;

intrashop organization of labor - associated with the organization of labor at sites and the organization of labor between sites;

intershop organization of production - the organization of production processes performed by shops, aimed at their functioning as a whole.

There are three types of organization of production:

element by element - all elements of the production process
must match each other, which is the original
the moment of its organization;

spatial - associated with a certain level of organization of workshops and sections and the corresponding level of the production structure of the enterprise;

time section of the organization of production - the optimal combination in time of the beginning and end of individual production processes, interconnected.

The degree of specialization and the scale of production determine the type of organization of production, and the degree of compliance with the basic principles of the rational organization of the production process characterizes the method of organizing production. There are the following methods of organizing the production process:

in-line;

batch;

individual.

In addition to the methods of organizing the production process, it is necessary to distinguish between types of organization of production, which include:

mass;

serial;

single production.

There is a relationship between the methods of organizing the production process and the types of organization of production:

mass type of organization of production corresponds to the flow method of organization of production;

in the context of a wide range of manufactured products, a serial type of organization of production is used, which corresponds to the batch method of organization of production. The serial type has three gradations: large-scale, medium-scale, and small-scale production;

a single type of organization of production corresponds to an individual method of organizing production.

The most economical - mass type with a flow method of organizing production. The most common is the serial type and the batch method of organizing production.

2. Flow method of organizing production

In-line production is a form of production organization based on the rhythmic repetition of the execution time of the main and auxiliary operations at specialized workplaces located along the course of the technological process.

The flow method is characterized by:

reduction of the range of manufactured products to a minimum;

division of the production process into operations;

specialization of jobs in the performance of certain operations;

parallel execution of operations at all workplaces in the thread;

location of equipment along the technological process;

a high level of continuity of the production process on the basis of ensuring the equality or multiplicity of the duration of the execution of operations to the cycle of the flow;

the presence of special interoperational transport for the transfer of objects of labor from operation to operation.

The structural unit of in-line production is the production line. The production line is a set of workplaces located along the technological process, designed to perform the technological operations assigned to them and interconnected by special types of interoperational vehicles. In-line methods are most widely used in the light and food industries, mechanical engineering and metalworking, and other industries. The existing production lines in the industry are diverse. The classification of production lines is presented in table. 1. There are other classifications of production lines.

For the flow method of production, the following standards are used: tact, rhythm of the production line, conveyor step, total length and speed of the production line.

For continuous-flow production, it is imperative to observe the principle of synchronization. The principle of synchronization is that the execution time of each operation must be equal to or a multiple of the calculated cycle of the production line. This is achieved by calculating the number of jobs per operation. If the duration of the operation is equal to or less than the takt time, then the number of jobs and pieces of equipment is equal to the number of operations. If the duration of the operation is longer than the takt time, then several jobs are needed for synchronization.

Table 1. Classification of production lines

Piece time is the time required to complete all labor methods for each individual operation. We present the initial data and perform the corresponding calculations.

The economic efficiency of the flow method is ensured by the implementation of all the principles of production organization: specialization, continuity, proportionality, parallelism, direct flow and rhythm. The disadvantages of the in-line organization of production are as follows:

the main requirements when choosing products for production by the in-line method include the sophistication and relative stability of their designs, large scale production, which does not always meet the needs of the market;

the use of conveyor transportation lines increases the transport backlog (work in progress) and makes it difficult to transfer information about product quality to other workplaces and sites;

the monotony of labor on production lines reduces the material interest of workers and contributes to an increase in staff turnover.

Measures to improve flow methods include:

organization of work with variable tact and speed of the production line during the day;

transfer of workers during a shift from one operation to another;

the use of multi-operational machines that require regular switching of workers' attention to different processes;

the use of financial incentives;

introduction of aggregate-group methods of organizing the production process, production lines with a free rhythm.

The main direction of increasing the economic efficiency of in-line production is the introduction of semi-automatic and automatic production lines, the use of robots and automatic manipulators to perform monotonous operations.

3. Batch and individual methods of organizing production

The batch method of organizing production is characterized by the manufacture of a different range of products in quantities determined by the batches of their launch and release. The batch is the number of products of the same name, which are processed in turn during each operation of the production cycle with a single cost of preparatory and final time. The batch method of organizing production has the following characteristic features:

launch of production of products in batches;

processing simultaneously products of several items;

assigning several operations to the workplace;

wide application along with specialized universal equipment;

the use of highly qualified and broadly specialized personnel;

the location of equipment mainly in groups of the same type of machines.

Batch methods of organization are most widely used in serial and small-scale production, procurement workshops for mass and large-scale production, where high-performance equipment is used that exceeds the throughput capacity of associated machine tools and machines in other departments.

To analyze the batch method of organizing production, the following standards are used: batch size, launch-release frequency, work-in-progress stock, and batch production ratio.

The batch size is the main standard. The batch size is the number of parts of the same name processed at one workplace continuously with a single cost of preparatory and final time. How larger size party, the more fully the equipment is used, but at the same time, the volume of work in progress increases and the turnover of working capital slows down.

The time loss factor is defined as the ratio of the preparatory and final time to the time of equipment operation, during which a given batch of parts is manufactured.

The size of the stock of work in progress (backlog) is the stock of unfinished product within the production cycle. There are three types of backlogs - cycle, insurance and turnover.

Backlog - products that are in warehouses, distributing, storerooms, etc.

In terms of economic efficiency (growth in labor productivity, use of equipment, cost reduction, turnover of working capital), batch methods are significantly inferior to in-line methods. Frequent changes in the range of manufactured products and the related reconfiguration of equipment, an increase in inventories of work in progress and other factors worsen the financial and economic results of the enterprise. However, there are opportunities to more fully meet consumer demand for various types of products, increase market share, and increase the content of workers' labor. The most important directions for increasing the efficiency of the batch method:

introduction of group processing methods;

introduction of flexible production systems (FMS).

The individual method of organizing production is characterized by the manufacture of products in single copies or in small non-repeating batches. It is used in the manufacture of complex unique equipment (rolling mills, turbines, etc.), special equipment, in pilot production, when performing certain types of repair work, etc. Distinctive features individual method production organizations are:

uniqueness of the range of products during the year;

use of universal equipment and special equipment;

location of equipment in groups of the same type;

development of integrated technology;

the use of highly skilled workers of a wide profile;

a significant share of work using manual labor;

a complex system of organizing logistics, creating large stocks of work in progress, as well as stocks in the warehouse;

high costs of production and sale of products, low turnover of funds and the level of equipment utilization.

The standards of the individual method of organizing production are:

calculation of the duration of the production cycle for manufacturing an order as a whole and its individual units;

determination of stocks or standard of work in progress.

Directions for increasing the efficiency of an individual method of organizing production are standardization, unification of parts and assemblies, and the introduction of group processing methods.

4. Organization of production in auxiliary and service departments of the enterprise

Auxiliary and service departments of the enterprise include repair, instrumental, transport, energy, storage facilities, etc.

The main task of the repair economy is to maintain the equipment in working condition and prevent its premature wear. The organization and procedure for carrying out repair work is regulated by the standard provision. The system of scheduled preventive maintenance (PPR) covers a set of activities, including maintenance of equipment, overhaul maintenance, periodic preventive operations (inspections, checking for accuracy, oil change, flushing), as well as scheduled preventive maintenance (current and overhaul). The main standard of the PPR system is the repair cycle - the time interval between two successive overhauls which is measured in years. The number and sequence of repairs and inspections included in it make up the structure of the repair cycle.

A feature of the planning of repair work is that as a unit of measure for the volume of repair work, a conditional repair unit is adopted, equal to the ratio of the cost of working time for the repair of a screw-cutting lathe. Depending on the complexity and complexity of the repair, all equipment is divided into 11 repair complexity groups. To calculate the volume of repair work in units of repair complexity, it is necessary to multiply the number of pieces of equipment undergoing repair during the planned period by a factor equal to the number of the repair complexity group for each type of equipment.

The volume of repair work in the workshop in physical units of equipment is determined according to the structure of the repair cycle and the date of the last repair for each type of equipment and types of repair (current, overhaul). All time standards are developed based on the unit of repair complexity of each type of repair work, regardless of the type of equipment being repaired. Repair planning includes the following calculations:

Types of repair work for each machine and unit and the timing of their implementation.

The complexity of repair work, labor productivity, the number and payroll of repair personnel.

Quantity and cost of materials and spare parts required for repair.

Scheduled equipment downtime for repairs.

The cost of repair work.

The volume of repair work by workshops and the enterprise as a whole, broken down by quarters and months.

The production program of the repair shop is determined by multiplying the norms of labor intensity of repair operations by the amount of repair work for the corresponding types of repair in units of repair complexity. The calculation of the need for materials, spare parts and semi-finished products is made on the basis of the norms for the cost of materials per unit of repair complexity and the volume of repair work. The ratio of the total downtime of equipment under repair to the annual fund of equipment operation time is the percentage of equipment downtime under repair.

The tool economy is designed to solve the following tasks:

uninterrupted supply of tools to all production departments of the enterprise;

organization of rational operation of tools and instruments;

reduction of stocks of the tool without prejudice to the normal course of the production process;

reducing the cost of maintaining the tool economy.

The tool economy is made up of subdivisions for the supply of tools, their restoration, repair, adjustment and sharpening, the central warehouse and distributing pantries involved in warehousing, picking and issuing tools. The tool can be classified according to a number of features. According to the role in the production process, there are working, auxiliary, control and measuring tools, fixtures, dies, molds. By the nature of use, the tool is special and universal (normal).

Expenditure fund - the amount of the tool that is spent in the implementation of the production program of the enterprise; its calculation is based on the norms of tool life and wear time. The wear time is equal to the period of time the tool has been in operation between two regrinds, multiplied by the number of possible regrinds. The rational organization and planning of the tool economy is based on the norms of tool life and the value of its stocks.

The revolving fund is created for the uninterrupted supply of workshops, sites and workplaces with tools. It includes stocks in warehouses, in workshop tool-distributing pantries, tools at workplaces, in sharpening, repair, restoration and testing. The value of the tool stock in the warehouse is determined according to the "maximum - minimum" system using the following calculation algorithm:

the minimum stock of a tool of each name is determined as a product daily requirement in it for the number of days of urgent delivery of the next batch;

the reserve of the “order point” is determined as the sum of the daily requirement for the instrument, multiplied by the number of days of its normal receipt, and the minimum stock;

the warehouse stock as a whole is determined as the sum of the average stock of a tool of each item and the minimum stock.

Depending on the industry and the scale of production, the transport sector may include various divisions: the transport department, workshops and sections of railway, automobile, electric cart and conveyor transport, etc. At individual enterprises, especially small ones, all functions associated with intra-factory movement cargo, can be carried out by a transport workshop (section) or an individual worker. The scale and structure of the transport economy of the enterprise are assessed by the turnover, that is, the number of goods arriving, shipped and moved within the enterprise. The volume and nature of the cargo turnover determine the volume of loading and unloading operations, the methods of their mechanization and the necessary front for unloading and loading.

Data on the average daily turnover of wagons is the basis for calculating the size of the unloading and loading front.

The structure of the energy economy includes energy networks, means and points of energy consumption. At large diversified enterprises, the energy economy covers heat and power plants, compressor, pumping stations, external power grids and other energy structures. The main tasks of the organization of the energy sector are:

uninterrupted supply of the enterprise with all types of energy;

rational operation of power equipment, its maintenance and repair;

saving fuel and energy resources.

The purpose of the warehousing is to store the necessary stocks of materials, raw materials, fuel, semi-finished products and finished products, ensuring the smooth and rhythmic operation of the enterprise, the safety of materials.

5. Flexible manufacturing systems

Flexible production system (FPS) - a separate unit of technological equipment or a combination of such units, as well as systems for ensuring their functioning in automatic mode. A flexible production system has the property of automated changeover in the production of products of the production nomenclature within the technical capabilities of the technological equipment. According to the organizational structure of production, flexible production systems are divided into five levels.

The first level is flexible manufacturing modules (FPMs), which are the basis of flexible manufacturing. This is a HPS, consisting of a unit of technological equipment, equipped with an automated program control device based on a microprocessor micro- or mini-computer, as well as process automation tools, autonomously functioning and having the ability to be integrated into a higher-level system. With a modular structure of production, in addition to the processing component of technological equipment, the FMS includes a number of other flexible modules:

flexible storage module (FMS) - a set of equipment designed for automated loading, storage, unloading of blanks, products, etc.;

flexible transport module (GTM) - a set of equipment designed for automated transportation of workpieces, products, etc.;

flexible control and measuring module (GCM) - designed for automated quality control of operations performed;

flexible auxiliary module (GVM) - designed for automated execution of auxiliary operations;

flexible diagnostic module (GDM) - production diagnostics, and sometimes troubleshooting of the GPS.

Each of the listed modules works according to the program automated system flexible module control.

The second level is a flexible automated line (FAL). This is a flexible production system, consisting of several flexible production modules, united by an automated control system.

The third level is a flexible automated section (GAU). This is a flexible production system, consisting of several flexible production modules, integrated by automated control systems, operating along a technological route and providing for the possibility of changing the sequence of using technological equipment.

The fourth level is a flexible automated shop (GAC). This is a flexible production system in the form of a set of flexible automated lines or sections, designed for the manufacture of products of a given range.

The fifth level is a flexible automated plant (GAZ). This is a flexible production system, which is a set of flexible automated workshops and is designed for the production of finished products. A flexible automated plant may include separately functioning non-automated sections and workshops.

According to the degree of automation, FMS are divided into flexible production complexes and flexible automated production. Flexible production complex(HPC) is a flexible production system consisting of several flexible production modules, combined with an automated control system for the FMS and an automated transport and storage system (ATSS), which functions autonomously for a given time and has the ability to integrate into a higher level system. Flexible automated production (FAP) is a flexible production system consisting of one or more FPCs combined with automated production control and an automated transport and storage system, which makes an automated transition to the manufacture of new products using a computer-aided design system (CAD), an automated scientific research system (ASNI ), automated system for technological preparation of production (ASTPP).

Flexible production systems can reduce the production cycle time by 30 times. The equipment shift ratio rises to 2.5-2.7. The saving of production space reaches 30-40%.

Bibliography

1. Berzin N.E. The economics of the firm. - M.: Institute international law and Economics, 2007.

2. Bukhalkov M.I. Intra-company planning: Textbook. - 2nd ed. - M.: INFRA-M, 2007.

3. Volkov O.I., Sklyarenko V.K. Economics of the enterprise: a course of lectures. - M.: INFRA-M, 2008.

4. Ilyin A.I. Planning at the enterprise: Textbook. - 2nd ed. - Minsk: New knowledge, 2006.

5. Kazantsev A.K., Serova M.S. Fundamentals of production management: Proc. allowance. - M.: INFRA-M, 2006.

6. Kovaleva A.M., Lapusta M.G., Skamai L.G. Firm Finance: Textbook. - 3rd ed. - M.: INFRA-M, 2005.

The term "organization" comes from the French word "organisahion" and means a device, a combination of someone or something into a single whole. Organization involves the internal ordering of the parts of the whole as a means of achieving the desired result.

The applied methods of organizing the production process can be divided into three types:

• in-line;
• party;
• single.

The flow method is characterized by:

• deep division of the production process into operations;
• a clear specialization of jobs in the performance of certain operations;
• parallel execution of operations at all workplaces;
• location of equipment along the technological process;
• a high level of continuity of the production process, achieved by ensuring the equality or multiplicity of the duration of operations to the cycle of the flow. Tact - the time interval between the launch (or release) of two adjacent products on the production line. The reciprocal of the beat is called the rhythm of the production line;
• the presence of special interoperational transport for the transfer of objects of labor from operation to operation.

The main structural unit of in-line production is the production line. The production line is a set of workplaces located along the technological process, designed to perform the operations assigned to it and interconnected by special types of interoperational vehicles. In flow conditions, a variety of drive vehicles - conveyors - are most often used. On a continuous conveyor, technological operations are performed while the product is in motion. With the pulsating nature of the work, the conveyor stops for the duration of the operations.

The flow method of organizing the production process can be used under the following conditions:

• the volume of output is quite large, and the products are not structurally changed for a long period of time, which does not always meet the needs of the market;
• the time spent on operations can be set with sufficient accuracy, synchronized and reduced to one or a multiple;
• continuous supply of materials, parts, assembly units to the workplaces and full loading of equipment is ensured.

Production lines are very diverse and typical for mass production. They are most widely used in the light and food industries, mechanical engineering, metalworking and other industries.

The flow method of organizing the production process is characterized by high efficiency, which is ensured by a high level of use of all principles of production organization.

Efficiency is shown;

• in increasing labor productivity by reducing interruptions in the manufacture of products, mechanizing the production process, specializing jobs, etc.;
• in accelerating the turnover of working capital by reducing the processing cycle;
• in reducing production costs.

At the same time, the in-line organization of the production process also has disadvantages:

• monotonous, monotonous work on conveyors is the cause of low job satisfaction of workers and contributes to an increase in staff turnover;
• the product must be fully prepared for production, since any “finishing” of it will require stopping the entire conveyor;
• the entire production line can stop due to the breakdown of one machine or the retirement of one worker.

In order to reduce negative impact shortcomings of the in-line method of organizing the production process, the following measures can be applied:

• organization of work with variable tact and speed of the production line during the day;
• transfer of workers during a shift from one operation to another;
• the use of multi-operational machines that require regular switching of workers' attention to different processes;
• financial incentive measures;
• introduction of aggregate-group methods of organizing the production process, production lines with a free rhythm;
• preparation of understudies for work on the production line.

The main directions for improving the socio-economic efficiency of in-line production are the introduction of semi-automatic and automatic production lines, the use of robots and automatic manipulators to perform monotonous operations.

The batch method of organizing production has the following characteristic features:

• launch of production of products in batches;
• processing simultaneously products of several items;
• assignment to the workplace to perform several operations;
• wide application along with specialized universal equipment;
• the use of highly qualified personnel, broad specialization;
• preferential arrangement of equipment by groups of the same type of machines.

Batch methods of organization are most widely used in serial and small-scale production, in procurement workshops for mass and large-scale production, using high-performance equipment that surpasses in its capacity the throughput of associated machines and machines in subsequent divisions.

In terms of economic efficiency (growth in labor productivity, use of equipment, cost reduction, turnover of working capital), batch methods are significantly inferior to in-line methods. Frequent changes in the range of manufactured products and the associated reconfiguration of equipment, an increase in inventories of work in progress and other factors worsen the financial and economic results of the enterprise. However, there are opportunities to more fully meet consumer demand for various types of products, increase market share, and increase the content of workers' labor.

The most important directions for increasing the efficiency of the batch method are as follows. First, the introduction of group processing methods. Their essence lies in the fact that all the parts that make up various products are combined into groups according to certain characteristics: design and technological similarity, uniformity of the equipment used, uniformity of the equipment used, etc. From each group, a representative part is distinguished, which has design and technological features inherent in all other parts. If it is impossible to select such a part, it is designed. It is for a complex representative part that a group technological process, technological equipment are developed and equipment is selected.

The use of group processing methods creates the prerequisites for the organization of subject-closed sections, when the technological cycle is closed within these sections, the widespread use of universal prefabricated and group fixtures, which ultimately reduces the time spent on equipment changeover, reducing the duration of the production cycle, reduction in the size of the machine park, etc.

The second important direction of increasing the efficiency of the batch method is the introduction of flexible automated production based on flexible production systems (FPS).

A flexible production system is a set or a separate unit of technological equipment and a system for ensuring its functioning in automatic mode, which has the properties of automated changeover to the production of products of an arbitrary range within the established limits of their characteristics. Its use makes it possible to extend the advantages of automation to small and medium-sized batch production, to ensure the production of products in small batches and an extremely high adaptation to market requirements, the ability to quickly respond to consumer demand. Of course, it should be borne in mind that the introduction of flexible automated production based on GPS is accompanied by considerable one-time costs. The economic feasibility of making a decision on their use requires careful justification and calculation of the effectiveness of implementation.

A single method of organizing production involves the manufacture of products in single copies or in small, non-repeating batches. It is used in the manufacture of complex unique equipment (rolling mills, turbines, etc.), special equipment, in pilot production, when performing certain types of repairs, etc.

Distinctive features of a single method of organizing production are;

• a large non-recurring range of products;
• use of universal equipment and special equipment;
• arrangement of equipment by groups of the same type of machines;
• development of integrated technology;
• the use of workers with a broad specialization of high qualification;
• a significant share of work using manual labor;
• a complex system of organizing logistics, creating large stocks of work in progress, as well as in the warehouse;
• and, as a result of the previous characteristics, high costs for production and sale of products, low turnover of working capital and the level of equipment utilization.

Directions for increasing the efficiency of a single method of organizing production are the development of standardization, the unification of parts and assemblies, the introduction of group processing methods.

B. Gribov, V. Gryzinov

11.1. Types of production and their technical and economic characteristics

The type of production is determined by a complex characteristic of the technical, organizational and economic features of production, due to the breadth of the range, regularity, stability and volume of output. The main indicator characterizing the type of production is the coefficient of consolidation of operations Kz. The coefficient of consolidation of operations for a group of jobs is defined as the ratio of the number of all different technological operations performed or to be performed during the month to the number of jobs:

where K opi is the number of operations performed on i-th worker place;
K r.m - the number of jobs on the site or in the shop.

There are three types of production: single, serial, mass.

Single production characterized by a small volume of production of identical products, re-manufacturing and repair of which, as a rule, is not provided. The pinning ratio for a single production is usually higher than 40.

Serial production is characterized by the manufacture or repair of products in periodically repeating batches. Depending on the number of products in a batch or series and the value of the coefficient of consolidation of operations, small-scale, medium-scale and large-scale production is distinguished.

For small-scale production the coefficient of consolidation of operations from 21 to 40 (inclusive), for medium-scale production - from 11 to 20 (inclusive), for large-scale production - from 1 to 10 (inclusive).

Mass production It is characterized by a large volume of output of products that are continuously manufactured or repaired for a long time, during which one work operation is performed at most workplaces. The coefficient of fixing operations for mass production is assumed to be 1.

Consider the technical and economic characteristics of each type of production.

Single and close to it small-scale production are characterized by the manufacture of parts of a large range at workplaces that do not have a specific specialization. This production must be sufficiently flexible and adapted to the execution of various production orders.

Technological processes in the conditions of unit production are developed on an enlarged basis in the form of route maps for the processing of parts for each order; sections are equipped with universal equipment and tooling, which ensures the manufacture of a wide range of parts. The wide variety of jobs that many workers have to perform requires them to have different professional skills, so highly skilled general workers are used in operations. In many areas, especially in pilot production, a combination of professions is practiced.

The organization of production in the conditions of unit production has its own characteristics. Due to the variety of parts, the order and methods of their processing, production sites are built according to the technological principle with the arrangement of equipment into homogeneous groups. With this organization of production, the parts in the manufacturing process pass through various sections. Therefore, when transferring them to each subsequent operation (section), it is necessary to carefully consider the issues of quality control of processing, transportation, and determining jobs for the next operation. Features of operational planning and management are in the timely picking and execution of orders, monitoring the progress of each detail in operations, ensuring the systematic loading of sites and jobs. Great difficulties arise in the organization of material and technical supply. A wide range of manufactured products, the use of enlarged consumption rates of materials create difficulties in uninterrupted supply, which is why enterprises accumulate large stocks of materials, and this, in turn, leads to the deadening of working capital.

Features of the organization of unit production affect economic performance. For enterprises with a predominance of a single type of production, relatively high labor intensity of products and a large volume of work in progress due to the long periods of storage of parts between operations are characteristic. The cost structure of products is characterized by a high share of wage costs. This share is usually 20-25%.

The main opportunities for improving the technical and economic indicators of a single production are associated with its approximation to the serial one in terms of technical and organizational level. The use of serial production methods is possible with a narrowing of the range of manufactured parts for general machine-building applications, unification of parts and assemblies, which makes it possible to proceed to the organization of subject areas; expansion of constructive continuity to increase the batches of launch parts; grouping parts that are similar in design and manufacturing order to reduce the time for preparation of production and improve the use of equipment.

Serial production is characterized by the production of a limited range of parts in batches, repeated at regular intervals. This allows you to use along with the universal special equipment. When designing technological processes, they provide for the order of execution and equipment for each operation.

The following features are typical for the organization of serial production. Shops, as a rule, have in their composition subject-closed areas, equipment on which is placed in the course of a typical technological process. As a result, relatively simple connections between workplaces arise and prerequisites are created for organizing the direct-flow movement of parts in the process of their manufacture.

The subject specialization of the sections makes it expedient to process a batch of parts in parallel on several machines that perform successive operations. As soon as the previous operation finishes processing the first few parts, they are transferred to the next operation before the end of the processing of the entire batch. Thus, in the conditions of mass production, it becomes possible to organize the production process in parallel-sequential organization. This is his distinguishing feature.

The use of one or another form of organization in the conditions of mass production depends on the labor intensity and volume of output of the products assigned to the site. So, large, labor-intensive parts, manufactured in large quantities and having a similar technological process, are assigned to one site with the organization of variable-flow production on it. Parts of medium size, multi-operational and less labor-intensive are combined in batches. If their launch into production is regularly repeated, batch processing areas are organized. Small, low-labor parts, such as normalized studs, bolts, are fixed to one specialized section. In this case, the organization of direct-flow production is possible.

Serial production enterprises are characterized by significantly lower labor intensity and cost of manufacturing products than in a single one. In serial production, compared to single-piece production, products are processed with fewer interruptions, which reduces the volume of work in progress.

From the point of view of the organization, the main reserve for increasing labor productivity in mass production is the introduction of mass production methods.

Mass production is the most specialized and is characterized by the production of a limited range of parts in large quantities. Mass production workshops are equipped with the most advanced equipment, which allows almost complete automation of the manufacture of parts. Automatic production lines are widely used here.

Technological processes of machining are developed more carefully, by transitions. Each machine is assigned a relatively small number of operations, which ensures the most complete loading of jobs. The equipment is located in a chain along the technological process of individual parts. Workers specialize in performing one or two operations. Details are transferred from operation to operation piece by piece. In the conditions of mass production, the importance of organizing interoperational transportation and maintenance of workplaces is increasing. Constant monitoring of the state of the cutting tool, fixtures, equipment is one of the conditions for ensuring the continuity of the production process, without which the rhythm of work on sites and in workshops is inevitably disturbed. The need to maintain a given rhythm in all stages of production is becoming distinctive feature organization of processes in mass production.

Mass production provides the most complete use of equipment, a high overall level of labor productivity, and the lowest cost of manufacturing products. In table. 11.1 presents data on the comparative characteristics of various types of production.

Table 11.1
Comparative characteristics of various types of production

11.2. Forms of organization of production

The form of organization of production is a certain combination in time and space of the elements of the production process with an appropriate level of its integration, expressed by a system of stable relationships.

Various temporal and spatial structural constructions form a set of basic forms of organization of production. The temporal structure of the organization of production is determined by the composition of the elements of the production process and the order of their interaction in time. According to the type of temporary structure, forms of organization are distinguished with sequential, parallel and parallel-sequential transfer of objects of labor in production.

The form of organization of production with the sequential transfer of objects of labor is such a combination of elements of the production process, which ensures the movement of processed products in all production areas in batches of arbitrary size. The objects of labor for each subsequent operation are transferred only after the completion of the processing of the entire batch at the previous operation. This form is the most flexible in relation to changes that occur in the production program, allows you to fully use the equipment, which makes it possible to reduce the cost of its purchase. The disadvantage of this form of organization of production lies in the relatively long duration of the production cycle, since each part, before performing the next operation, lies in anticipation of processing the entire batch.

The form of organization of production with the parallel transfer of objects of labor is based on such a combination of elements of the production process that allows you to start, process and transfer objects of labor from operation to operation piece by piece and without waiting. This organization of the production process leads to a reduction in the number of parts being processed, a reduction in the need for space required for warehousing and aisles. Its disadvantage is the possible downtime of equipment (jobs) due to differences in the duration of operations.

The form of organization of production with parallel-sequential transfer of objects of labor is intermediate between serial and parallel forms and partially eliminates their inherent shortcomings. Products from operation to operation are transferred by transport parties. This ensures the continuity of the use of equipment and labor, possibly partially parallel passage batches of parts for the operations of the technological process.

The spatial structure of the organization of production is determined by the amount of technological equipment concentrated on the work site (the number of jobs) and its location relative to the direction of movement of objects of labor in the surrounding space. Depending on the number of technological equipment (jobs), a single-link production system and the corresponding structure of a separate workplace and a multi-link system with a workshop, linear or cellular structure are distinguished. Possible options for the spatial structure of the organization of production are presented in fig. 11.1. The workshop structure is characterized by the creation of sites where the equipment (jobs) is located parallel to the flow of workpieces, which implies their specialization on the basis of technological homogeneity. In this case, a batch of parts arriving at the site is sent to one of the free workplaces, where the necessary processing cycle takes place, after which it is transferred to another site (to the workshop).

On the site with linear spatial structure equipment (jobs) is located in the course of the technological process and a batch of parts processed at the site is transferred from one job to another sequentially.

Cell structure organization of production combines the features of linear and shop. The combination of spatial and temporal structures of the production process at a certain level of integration of partial processes determines various forms of organization of production: technological, subject, direct-flow, point, integrated (Fig. 11.2). Consider the characteristic features of each of them.

The technological form of the organization of the production process is characterized by a shop structure with a consistent transfer of objects of labor. This form of organization is widespread in machine-building plants, since it ensures maximum equipment utilization in small-scale production and is adapted to frequent changes in the technological process. At the same time, the use of a technological form of organization of the production process has a number of negative consequences. A large number of parts and their repeated movement during processing lead to an increase in the volume of work in progress and an increase in the number of intermediate storage points. A significant part of the production cycle is the loss of time due to complex inter-sectional communication.

Rice. 11.1. Variants of the spatial structure of the production process

The subject form of the organization of production has a cellular structure with a parallel-sequential (sequential) transfer of objects of labor in production. On the subject area, as a rule, all the equipment necessary for processing a group of parts from the beginning to the end of the technological process is installed. If the technological processing cycle is closed within the area, it is called subject-closed.

The subject construction of sections provides straightness and reduces the duration of the production cycle for the manufacture of parts. In comparison with the technological form, the subject one allows to reduce the total cost of transporting parts, the need for production space per unit of output. However, this form of organization of production also has disadvantages. The main one is that when determining the composition of the equipment installed on the site, the need for certain types of processing of parts comes to the fore, which does not always provide a full load of the equipment.

In addition, the expansion of the range of manufactured products, its renewal require periodic redevelopment of production sites, changes in the structure of the equipment fleet. The direct-flow form of production organization is characterized by a linear structure with a piece-by-piece transfer of objects of labor. This form ensures the implementation of a number of organization principles: specialization, direct flow, continuity, parallelism. Its application leads to a reduction in the duration of the production cycle, more efficient use of labor due to greater specialization of labor, and a decrease in the volume of work in progress.

Rice. 11.2. Forms of organization of production

With a point form of organization of production, work is completely performed at one workplace. The product is manufactured where its main part is located. An example is the assembly of a product with the worker moving around it. The organization of point production has a number of advantages: it provides the possibility of frequent changes in the design of products and the sequence of processing, the manufacture of products of various nomenclature in the quantity determined by the needs of production; costs associated with changing the location of equipment are reduced, production flexibility is increased.

An integrated form of organization of production involves the combination of main and auxiliary operations into a single integrated production process with a cellular or linear structure with serial, parallel or parallel-sequential transfer of objects of labor in production. In contrast to the existing practice of separate design of the processes of warehousing, transportation, management, processing in areas with an integrated form of organization, it is required to link these partial processes into a single production process. This is achieved by combining all workplaces with the help of an automatic transport and storage complex, which is a set of interconnected, automatic and storage devices, computer equipment designed to organize the storage and movement of objects of labor between individual workplaces.

The management of the production process here is carried out using a computer, which ensures the functioning of all elements of the production process at the site according to the following scheme: search for the necessary workpiece in the warehouse - transportation of the workpiece to the machine - processing - return of the part to the warehouse. To compensate for deviations in time during transportation and processing of parts, buffer warehouses of inter-operational and insurance reserves are created at individual workplaces. The creation of integrated production sites is associated with relatively high one-time costs caused by the integration and automation of the production process.

The economic effect in the transition to an integrated form of production organization is achieved by reducing the duration of the production cycle for manufacturing parts, increasing the loading time of machine tools, and improving the regulation and control of production processes. On fig. 11.3 shows the layout of equipment in areas with various forms of production organization.

Rice. 11.3. Layouts of equipment (workplaces) at sites with various forms of production organization: a) technological; b) subject; c) straight-through: d) point (for the case of assembly); e) integrated

Depending on the ability to change over to the production of new products, the above forms of organization of production can be conditionally divided into flexible (changeable) and rigid (non-changeable). Rigid forms of organization of production involve the processing of parts of the same name.

Changes in the range of manufactured products and the transition to the production of a structurally new series of products require redevelopment of the site, replacement of equipment and tooling. The in-line form of organization of the production process is among the rigid ones.

Flexible forms make it possible to ensure the transition to the production of new products without changing the composition of the components of the production process with little time and labor.

The most widespread at the machine-building enterprises at present are such forms of organization of production as flexible spot production, flexible object and in-line forms.

Flexible point production involves the spatial structure of a separate workplace without further transfer of objects of labor in the production process. The part is completely machined in one position. Adaptability to the release of new products is carried out by changing the operating state of the system. A flexible subject form of production organization is characterized by the possibility of automatic processing of parts within a certain range without interruption for readjustment. The transition to the production of new products is carried out by readjusting technical means, reprogramming the control system. A flexible subject form covers the area of ​​sequential and parallel-sequential transfer of objects of labor in combination with a combined spatial structure.

A flexible straight-line form of production organization is characterized by a quick changeover to the processing of new parts within a given range by replacing tooling and fixtures, reprogramming the control system. It is based on an in-line arrangement of equipment, strictly corresponding to technological process with piece-by-piece transfer of objects of labor.

Development of forms of organization of production in modern conditions Under the influence of scientific and technological progress in engineering and technology of mechanical engineering, there are significant changes due to the mechanization and automation of production processes. This creates objective prerequisites for the development of new forms of organization of production. One of these forms, which has been used in the implementation of flexible automation tools in the production process, is a block-modular form.

The creation of industries with a block-modular form of production organization is carried out by concentrating on the site the entire complex of technological equipment necessary for the continuous production of a limited range of products, and uniting a group of workers in the production of final products with the transfer of part of the functions of planning and managing production on the site. The economic basis for the creation of such industries are collective forms of labor organization. Work in this case is based on the principles of self-government and collective responsibility for the results of work. The main requirements for the organization of the production and labor process in this case are: the creation of an autonomous system of technical and instrumental maintenance of production; achieving continuity of the production process based on the calculation of the rational need for resources, indicating intervals and delivery times; ensuring conjugation in terms of power of machining and assembly departments; taking into account the established norms of manageability when determining the number of employees; selection of a group of workers, taking into account full interchangeability. The implementation of these requirements is possible only with a comprehensive solution of issues of labor organization, production and management. The transition to a block-modular form of production organization is carried out in several stages. At the stage of pre-project survey, a decision is made on the advisability of creating such units in given production conditions. An analysis of the structural and technological homogeneity of products is carried out and an assessment is made of the possibility of completing "families" of parts for processing within the framework of a production cell. Then the possibility of concentrating the entire complex of technological operations for the production of a group of parts in one area is determined; the number of workplaces adapted for the introduction of group processing of parts is established; the composition and content of the basic requirements for the organization of the production and labor process are determined based on the planned level of automation.

At the stage of structural design, the composition and relationships of the main components of the production process are determined.

At the stage of organizational and economic design, technical and organizational solutions are combined, ways are outlined for implementing the principles of collective contracting and self-government in autonomous brigades. The second direction in the development of forms of organization of production is the transition to the assembly of complex units by the bench method, the rejection of conveyor assembly due to the organization of a mini-flow. For the first time, the mini-flow was introduced by the Swedish automobile company Volvo.

Production here is organized as follows. The entire assembly process is divided into several large steps. At each stage there are working groups of 15-25 assemblers. The team is located along the outer walls of a quadrilateral or pentagon, inside which there are cash registers with the parts necessary at this stage of assembly. Machines are assembled on self-propelled platforms, moving through enlarged operations within a given stage. Each worker completes his operation completely. The flow principle with such an assembly system is completely preserved, since the total number of identical stands operating in parallel is such that the average specified flow cycle is maintained. The movement of platforms with assembled machines from one stage of assembly to another is monitored by the dispatch service with the help of four computers.

Another solution for organizing in-line production is to keep the conveyor system with the inclusion of preparatory operations in it. In this case, the assemblers, at their own discretion, work either on the main or on the preparatory operations. These approaches to the development of the in-line form of organization of production not only ensure the growth of labor productivity and improve quality, but also give the assemblers a sense of job satisfaction and eliminate the monotony of labor.

11.3. Methods of organizing production

Methods of organizing production are a set of methods, techniques and rules for the rational combination of the main elements of the production process in space and time at the stages of functioning, design and improvement of the organization of production.

Method of organizing individual production it is used in conditions of a single production or its production in small batches and implies: lack of specialization in the workplace; the use of universal equipment, its location in groups according to its functional purpose; sequential movement of parts from operation to operation in batches. The conditions for servicing workplaces differ in that workers almost constantly use one set of tools and a small number of universal devices; only periodic replacement of dull or worn tools is required. In contrast, the delivery of parts to the workplace and the mandrel of parts during the issuance of new and acceptance of finished work occur several times during the shift. Therefore, there is a need for a flexible organization of transport services for workplaces.

Consider the main stages of the organization of individual production.

Determination of the types and number of machines required to carry out a given production program. When organizing individual production, it is difficult to accurately establish the range of products produced, therefore, approximate calculations of the required number of machines are acceptable. The calculation is based on the following indicators: product removal from a piece of equipment q; the number of machine hours required to process a set of parts for one product h. The accuracy of the aggregated calculations depends on how correctly the values ​​of the indicated indicators are determined. The estimated number of machines Sp is determined by the formula

(11.2) where S p j is the estimated number of machines according to j-th group equipment;
Q - annual volume of output, pieces; K cm j is the coefficient of shift work for the j-th group of equipment; F e j - effective fund of working time of one j-th machine groups.

where t p is the standard time spent on the repair of this equipment,% of the nominal fund; t p - the standard time spent on adjustment, readjustment, relocation of this equipment,% of the nominal fund.

The nominal fund of the operating time of the machine depends on the number of calendar days D k and non-working days in the year D n, the adopted mode of shift work per day and is determined by the formula

(11.4)

where T hs - the average number of hours of operation of the machine per day according to the adopted shift mode.

The accepted number of machines for each group of equipment is set by rounding the resulting value to the nearest integer so that the total number of machines does not go beyond the accepted number.

The equipment load factor is determined by the ratio of the estimated number of machines to the accepted one.

Coordination of the throughput capacity of individual sections in terms of power. The production capacity of a site equipped with the same type of equipment is determined as follows:

where S CR - accepted amount of equipment; K n.cm - normative coefficient of shift of equipment operation; K - the coefficient of compliance with the standards achieved in the base year for the site (workshop); С tr - planned task to reduce labor intensity, standard hours.

The normative coefficient of shift work of the equipment is determined based on the load of the installed equipment, as a rule, in a two-shift mode of operation, taking into account the normative coefficient that takes into account the time spent by machines in repair.

The conjugation of individual sections in terms of power is determined by the formula

(11.6)

where K m is the coefficient of contingency of sections in terms of power; M y1 , M y2 are the capacities of the compared sections (the products of the 1st section are used to manufacture a unit of production of the 2nd section); Y 1 - specific consumption of products of the 1st division.

Workplace organization. Features of the organization and maintenance of workplaces are as follows: setting up the machine before starting work, as well as installing tools at workplaces, is carried out by the workers themselves, while workplaces must be equipped with everything necessary to ensure continuous operation; transport of parts should be carried out without delay, there should not be an excessive supply of blanks at the workplace.

Development of site planning. For individual production, the planning of sites by type of work is typical. In this case, sections of homogeneous machines are created: turning, milling, etc. The sequence of sections on the workshop area is determined by the processing route for most types of parts. The layout should ensure the movement of parts over short distances and only in the direction that leads to the completion of the manufacture of the product.

The method of organizing in-line production is used in the manufacture of products of the same name or constructive range and involves a combination of the following special methods of organizational construction of the production process: the location of jobs along the technological process; specialization of each workplace in the performance of one of the operations; transfer of objects of labor from operation to operation by the piece or in small batches immediately after the end of processing; release rhythm, synchronism of operations; detailed study of the organization Maintenance work places.

The flow method of organization can be used under the following conditions:

• the volume of output is large enough and does not change over a long period of time;
• the design of the product is manufacturable, individual components and parts are transportable, products can be divided into structural and assembly units, which is especially important for organizing the flow at the assembly;
• the time spent on operations can be set with sufficient accuracy, synchronized and reduced to a single value; continuous supply of materials, parts, assemblies to the workplaces is ensured; full loading of the equipment is possible.

The organization of in-line production is associated with a number of calculations and preparatory work. The starting point in the design of in-line production is the determination of the volume of output and the cycle of the flow. Tact is the time interval between the launch (or release) of two adjacent products on the line. It is determined by the formula

where F d - the actual fund of the line operation time for a certain period (month, day, shift), taking into account losses for equipment repair and regulated breaks, min; N 3 - launch program for the same period of time, pcs.

The reciprocal of the tact is called the pace of the line. When organizing in-line production, it is necessary to ensure such a pace in order to fulfill the production plan.

The next step in the organization of mass production is to determine the need for equipment. The calculation of the amount of equipment is carried out based on the number of jobs for the process operations:

where C pi is the estimated number of jobs per process operation; t i - the rate of time for the operation, taking into account the installation, transportation and removal of parts, min.

The accepted number of jobs C at i is determined by rounding the estimated number to the nearest whole number. At the same time, it is taken into account that at the design stage overload is allowed in the range of 10-12% for each workplace.

The load factor of jobs Kz is determined by the formula

(11.9)

To ensure the full load of the equipment and the continuity of the production process, in-line production, synchronization (alignment) of operations in time is carried out.

Ways to synchronize operations on metal cutting machines

Ways to synchronize assembly operations

• Differentiation of operations. If the operating time norm is larger and not a multiple of a cycle and the assembly process is easily differentiated, it is possible to equalize the time spent on each operation by breaking it into smaller parts (transitions).
• Operations concentration. If an operation is less than a measure in duration, minor operations or transitions configured in other operations are grouped into one.
• Combination of operations. If the execution time of two adjacent operations is less than the cycle of the assembly line, you can organize the movement of the worker along with the product he is assembling, instructing him to perform several operations. After the synchronization of operations on the production line is achieved, a schedule of its work is drawn up, facilitating control over the use of equipment and workers. The rules for constructing a line schedule are set out in 12.6.
• One of the main conditions for the continuous and rhythmic work of production lines is the organization of interoperational transport.

In mass production, vehicles are not only used to move products, but also serve to regulate the cycle of work and distribute objects of labor between parallel workplaces on the line.

Vehicles used in mass production can be divided into driven and non-driven continuous and discontinuous.

Most often, a variety of driven conveyor vehicles are used in flow conditions.

The speed of the conveyor belt during continuous movement is calculated in accordance with the cycle of the production line:

In the case of intermittent movement, the speed of the conveyor is determined by the formula

where l o is the distance between the centers of two adjacent jobs (conveyor pitch), m; t tr - the time of transportation of the product from one operation to another, min.

The choice of vehicles depends on the overall dimensions, the weight of the workpieces, the type and number of equipment, the magnitude of the cycle and the degree of synchronization of operations.

The design of the flow is completed by the development of a rational layout of the line. When planning, it is necessary to comply with the following requirements: provide convenient approaches to workplaces for repair and maintenance of the line; ensure continuous transportation of parts to various workplaces on the line; allocate sites for the accumulation of groundwork and approaches to them; to provide workplaces on the line for performing control operations.

The method of group organization of production is used in the case of a limited range of structurally and technologically homogeneous products manufactured in repeated batches. The essence of the method is to concentrate on the site various types of technological equipment for processing a group of parts according to a unified technological process.

The characteristic features of such an organization of production are: detailed specialization of production units; launching parts into production in batches according to specially developed schedules; parallel-sequential passage of batches of parts for operations; execution on sites (in workshops) of a technologically completed set of works.

Consider the main stages of organizing group production.