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The infrastructure of the enterprise is being repaired and maintained. In the process of reconstruction, technical re-equipment of existing enterprises is carried out, and newly built ones are equipped with the latest technology, therefore it is capital construction that largely determines

Enterprise infrastructure- these are the services that perform the supporting functions for the normal functioning of the main core activities of the enterprise. They serve the main and auxiliary production.

On fig. 3.1 shows a diagram of the enterprise infrastructure.

Rice. 3.1 General scheme of the enterprise infrastructure

The production infrastructure at the enterprise is aimed at ensuring the smooth and efficient functioning of the enterprise itself.

AT infrastructure includes:

- tool economy;

Repair facilities;

Logistics;

transport economy;

Organization of sales of products;

Information communications at the enterprise.

Tool economy is created to provide production with tools and technological equipment, organize their storage, operation and repair.

One of the most difficult types of work is the design and manufacture of technological equipment. They account for more than 80% of the labor intensity of all pre-production work. For the manufacture of products, a huge number of tools are needed. Before organizing the production or purchase of a tool, it is necessary to determine the needs for it. Determining the need for a tool is based on wear rates.

Wear rate- this is the time of operation of the tool before its final wear.

In practice, industry standards for the use of tools per 1000 machine hours or 100 units of finished products are used.

An important function of the organization of the tool economy is the regulation of the stock of the tool.

The minimum number of tools required by an enterprise for smooth operation is revolving fund. It includes stocks in the central tool warehouse (CIS) and in workshop tool distributing pantries (CDI), operational stock at workplaces and temporarily non-working tools (in sharpening, repair, restoration and testing). Tools at workplaces and in the IRC are the shop working revolving fund of the tool, and if we add to it the tools that are in the CIS, then we will get the general factory revolving fund of tools.

For normal storage and timely supply of tools, the organization of a modern automated warehouse economy is of great importance, in which a comprehensive stock of tools is created and their uninterrupted supply to the workshops is ensured. Saving tools is achieved by improving the conditions for their work and operation. The main task of the repair facilities of the enterprise is to ensure the uninterrupted operation of the equipment. To maintain the equipment in a state of full readiness for operation, the enterprise must carry out scheduled preventive maintenance. Distinguish between current, medium and capital scheduled repairs.

Maintenance carried out during the operation of the equipment, when individual parts are replaced.

Medium repair- this is a deeper intervention in the operation of the equipment, with the replacement of the main parts and assemblies.

Overhaul associated with the complete replacement of the main parts, assemblies, rubbing surfaces.

unscheduled repair - in case of emergencies.

Logistics- provides direct and feedback to the market:

Purchases raw materials, materials, fuel;

Designed to reduce the time of goods distribution from the supplier to the consumer;

Reduces distribution costs;

Helps to minimize stocks of material resources.

Functions of material and technical supply at the enterprise:

Logistics planning based on the balance of a reasonable total need and covering its resources from various sources;

Establishment of rational economic relations for the supply of products to the enterprise;

Organization and planning of supplying the production departments of the enterprise with products for industrial and technical purposes;

Operational regulation of the movement of material resources based on strict accounting and control.

There are two forms of supply: transit and warehouse.

At transit form supply, the company receives the material directly from the supplier, which speeds up delivery and reduces transportation and procurement costs; however, its use is limited by transit release rates, below which the supplier does not accept orders for execution. The use of this form of supply for materials with little demand leads to an increase in inventory and associated costs.

Provision of material resources for workshops, sites and other divisions involves the implementation of the following set of works:

Planned establishment of quantitative and qualitative supply targets;

Preparation of material resources for production consumption;

Release and delivery of material resources from the warehouse of the supply service to the place of its direct consumption or to the warehouse of the workshop;

Operative regulation of supply in the conditions of improvement of technological regimes, design and regulatory documentation;

Strict accounting and control over the use of material resources in the divisions of the enterprise;

Improving the organization of material and technical supply at the enterprise based on the latest achievements of science and practice.

The material and technical supply of the entire range of material resources largely depends on the availability and complexity of production stocks in the warehouses of the enterprise - from warehouse supply. The main goal of inventory planning is to guarantee the availability required types, volumes and terms of delivery of materials. Mainly warehouse, insurance, minimum and maximum stocks are planned.

Stocks- those that are in stock at the time of inspection and planning. The amount of inventory depends on the receipt of materials at the warehouse and its issue from the warehouse.

Insurance stocks- those that are not usually issued into the production process. These are the so-called emergency reserves, which guarantee the continuity of the production process in the event of supply disruptions or other difficult situations.

Minimum stock is the volume of reserves, upon reaching which

an urgent material order signal is received. The time for submitting an application for an order must be set in such a way that during the period until the receipt of the ordered material, the insurance reserve remains untouched.

Max stock level indicates which materials can be in stock in the maximum quantity. It can help avoid over-inventory levels and prohibitively high capital expenditures associated with warehousing.

Permissible minimum stock level- this is the amount to which it is theoretically possible to reduce stocks before placing an order for their replenishment.

The most advanced logistics optimization systems include logistics and kanban.

Logistics includes all tasks related to the management, storage and movement of materials between suppliers and consumers.

The basic principle of the Kanban system is the delivery of products (material resources) to the customer in a “just in time” way. At all phases of the production cycle, the required parts, the assembly are delivered to the place of production consumption strictly on schedule, exactly when the assembly is assembled, and in the quantity that is necessary for the rhythmic release of a strictly defined volume of products, and the assembly is delivered when it is needed at the assembly .

Product distribution system- this is the final stage of the production cycle, the most important in the market. The very concept of "sales" is the volume of products sold at a given time. Sales actively influence production activities and product quality. The sale of products takes place in four stages:

1) conclusion of contracts for the supply of products;

2) drawing up an implementation plan;

3) shipment of products to consumers;

4) receipt of money to the current account.

When considering marketing problems, the enterprise must have not only reliable data on the demand in the market for each type of product, but also an assessment of the various determinants of demand. If the majority of factors that determine demand, the enterprise is not able to influence (taxes, social factors, international crisis, etc.), then it can influence a number of factors. Such factors are called sales impact parameters.

Sales impact parameters are divided into:

Initial - the price of the goods, its quality and packaging, after-sales service, the location of the enterprise, sales channels, assortment;

Combined.

An integral element of the enterprise infrastructure is transport economy. Its main task is to timely and uninterrupted maintenance of production by vehicles for the movement of goods during the production process.

At an enterprise where stable and sustainable cargo flows (mass production) have developed, transportation is carried out according to the schedule, along constant routes and with the same intensity. With unstable cargo flows in the conditions of serial and single production, the movement of goods is possible on the basis of one-time tasks or an enlarged shift schedule.

The performance of intershop transportation can be carried out according to the fan or ring schemes.

For fan pattern characterized by one-way, two-way and fan movement of vehicles.

With one-way traffic, the transport moves only in one direction, for example, parts are moved from one workshop to another.

With two-way traffic, the interaction of workshops is carried out, for example, the transportation of parts from a mechanical workshop to a thermal one and vice versa.

The fan scheme includes a warehouse and the supply of materials and parts to workshops from a warehouse.

The disadvantage of such a scheme for organizing transportation is that the vehicles are sent from the warehouse to the workshops as loaded as possible, and return empty. This reduces the efficiency of transportation.

At ring pattern the route of movement is made up so that it is possible, having loaded at the warehouse, to bypass the shops in turn and return to the warehouse for a new batch of cargo.

AT modern conditions such an element of the enterprise infrastructure as information communications. Describing the resources of the enterprise, we necessarily talk about information technology. Recent advances in the field information technologies can contribute to the improvement of information exchange in the enterprise.

When looking for ways to improve the production structure, one should keep in mind the complexity of this process.

The main ways to improve the production structure:

Search and implementation of a more perfect principle of building a production structure (for enterprises under design) and the use of reserves for improving the structure (for existing enterprises);

Rationalization of the ratio between the main, auxiliary and service shops;

Improving the layout of the enterprise (compliance master plan enterprises to the selected main technological processes);

Development of specialization, cooperation and combination of production:

Unification and standardization of processes and equipment.

Since the process of transition to a new production structure is more complex than the creation of a new organizational structure, it is necessary to determine:

Principles and methods of improvement, in accordance with which the production structure will be improved;

Factors of the internal and external environment that need to be taken into account (the production structure must change in accordance with changes in the external environment);

Trends in improving the production structure.

The main trend in improving the organizational structure is the transition from linear-functional to divisional and matrix. In relation to the production structure, this is expressed in deepening the financial independence and responsibility of the production units of the enterprise, i.e. in turning them into centers of financial accounting (profit and cost). In this understanding, the effectiveness of the activity is determined not by the quality of the performance of the functions assigned to it, but by the financial results.

In the future, enterprises should move to such a production structure, where there are no procurement and tool shops, where the number of mechanical and repair shops is reduced.

One of current trends improvement of the production structure continues to be formation of flexible production processes. The production structure of the enterprise, consisting of flexible modules aimed at changing needs, reflects the new nature of production as customer-oriented, which is in line with the new trends in creating a perfect production structure. This is also the aim of such methods and forms of its change as business process reengineering, a universal quality management system according to international standards ISO 9000 in its various modifications.

Findings.

1. A necessary condition for the effective operation of the enterprise is the construction of a rational production structure. The system of sustainable interaction between the divisions of the enterprise (sections, shops), due to the existing division and cooperation of labor, forms the production structure of the enterprise.

2. The production structure significantly determines the continuity of the production process, the rhythm of manufacturing products, the reduction in the size of work in progress, the level of labor productivity, the efficiency of the use of material and labor resources of the enterprise.

3. The factors that determine the production structure of the enterprise include the nature of the products, the range, range and volume of output; level of specialization and cooperation of production; the level of development of technology, technology and organization of production and the complexity of manufacturing products.

4. The production structure of an enterprise in any socio-economic system must ensure the proportionality of all departments of the enterprise, compliance with the organizational structure and personnel potential of the enterprise. The production structure of the enterprise must be flexible and dynamic.

5. Those units that serve the main and auxiliary production are called the infrastructure of the enterprise. This includes warehousing and transport facilities, logistics at the enterprise and the organization of product marketing. The production infrastructure of the enterprise must ensure the smooth and efficient functioning of the enterprise itself.

6. When determining the directions for improving the production structure, it should be taken into account that, since the transition to a new production structure is a more complex process than the creation of a new organizational structure, it is necessary to determine the principles and methods of improvement, in accordance with which the production structure will improve, factors of internal and external environments to be taken into account, as well as trends in the improvement of the production structure.

Questions for self-control

1. What is the production structure of the enterprise?

2. Name the factors that determine the production structure

enterprise tour.

3. What types of production structures do you know? List their advantages and disadvantages.

4. What are the requirements for the production structure of the enterprise?

5. What is the importance of improving the production structure for the enterprise?

6. What is the purpose of the enterprise infrastructure?

7. List the main directions for improving the production structure.

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Ministry of Education and Science of the Republic of Kazakhstan

Kostanay State University named after A. Baitursynov

Department of Economics and Management

abstract

on thetopic " Infrastructureorganizations"

Discipline of enterprise economics

Speciality050508 - Accountingandaudit

Kostanay, 2011

Content

Introduction
Conclusion
List of sources used

Introduction

The infrastructure of an enterprise is a set of workshops, sections, facilities and services of an enterprise that have a subordinate auxiliary character and provide the necessary conditions for the activities of the enterprise as a whole.

Distinguish between industrial and social infrastructure and capital construction, serving both areas.

The production infrastructure of an enterprise is a set of departments that are not directly related to the production of products.

Their main purpose is to maintain the main production processes. These include auxiliary and service workshops and facilities involved in the movement of objects of labor, the provision of production with raw materials, fuel, all types of energy, the maintenance and repair of equipment and other means of labor, the storage of material assets, the marketing of finished products, their transportation and other processes intended for creating normal conditions for production.

Social infrastructure is a set of divisions of the enterprise that ensure the satisfaction of the social, domestic and cultural needs of the employees of the enterprise and their families.

The social infrastructure consists of catering departments (canteens, cafes, buffets), health care (hospitals, clinics, first-aid posts), preschool institutions (kindergartens, nurseries), educational institutions (schools, vocational schools, advanced training courses), housing and communal services (own residential buildings), consumer service establishments, recreational and cultural organizations (libraries, clubs, boarding houses, summer camps schoolchildren, sports complexes), etc.

1. Economic essence and content of the concept of organization infrastructure

In the conditions of market relations, the center of economic activity moves to the main link of the entire economy - the enterprise. It is at this level that the products needed by society are created, the necessary services are provided. The most qualified personnel are concentrated at the enterprise. Here the issues of economical expenditure of resources, the use of high-performance equipment and technology are solved. The company seeks to reduce to a minimum the costs of production and sales of products. Business plans are developed, marketing is applied, effective management- management.

All this requires deep economic knowledge. In a market economy, only the enterprise that most competently and competently determines the requirements of the market, creates and organizes the production of products that are in demand, and provides a high income for highly qualified workers will survive.

The tasks set can be fulfilled only with a good understanding of the basics of the enterprise economy.

In the classical definition (P. Samuelson), economics is the science of how society uses certain, limited resources to produce useful products and distributes them among various groups of people. Therefore, enterprise economics is the science of how this is carried out within the framework of each individual enterprise.

The infrastructure of the enterprise is the subdivisions for servicing the main production, as well as social services for the team. Accordingly, the production and non-production infrastructure of the enterprise is distinguished.

social production infrastructure

The production infrastructure aims to ensure the smooth and efficient operation of the production process. Maintenance of the main production is carried out by auxiliary units and service facilities: tool, repair, transport, energy, storage, logistics and sales services. Improving the production infrastructure is one of the factors for improving the performance of the enterprise.

The logistics and marketing services play an important role not only in the normal functioning of the production process. They have a significant impact on the value of production costs by creating and maintaining an optimal stock at a minimum of costs, while ensuring proper warehousing, storage and accounting of material resources and finished products.

The tool economy at the enterprise is created to perform work on providing production with tools and technological equipment, organizing their storage, operation and repair. The intensity of use of equipment, the technological parameters of its operation, the level of labor productivity and, in general, the results of the enterprise's work depend on the level of organization of the tool economy and the quality of the tool.

The main task of the repair facility is to ensure the smooth operation of the entire fleet of machinery and equipment through scheduled repairs and current maintenance. To prevent irrational losses in production and reduce repair costs, a preventive maintenance system is used, which includes various types of maintenance and repair of equipment according to a pre-planned plan in order to ensure efficient operation equipment.

In addition, the repair facility performs routine repairs and maintenance of buildings, structures, industrial and service premises. Capital repairs of buildings, as a rule, are carried out with the help of a specialized repair organization.

The main task of the transport economy at the enterprise is the timely and uninterrupted maintenance of production by vehicles for the movement of goods during the production process. According to their purpose, vehicles can be divided into internal, intershop and external transport. Improving the organization of the transport economy involves the elimination of excessively long distances, oncoming, return, empty and not fully loaded vehicles.

The energy sector provides the enterprise's needs for electricity and heat, process steam, compressed air, industrial oxygen, and natural gas. However, it is more expedient, if possible, to conclude a long-term service agreement with large producers for the supply of energy carriers.

The non-production infrastructure of the enterprise is created for the social service of the employees of the enterprise. It includes housing and communal structures, kindergartens, nurseries, medical centers, clinics, hospitals, sanatoriums, rest houses, boarding houses, health centers, canteens, buffets, educational institutions and other necessary services.

Non-production infrastructure is an important component overall structure enterprises that ensure the normal functioning of the team. The presence of the most important elements of non-production infrastructure at the enterprise creates an opportunity and gives confidence to its employees to satisfy vital social needs, thereby creating the prerequisites for a good business mood and highly productive work of the team.

In recent years, due to the difficult financial condition of enterprises, a significant part of which are simply unprofitable, some services of non-productive infrastructure cease their activity or transfer them to the jurisdiction of municipal authorities. Such a development of events, as a rule, worsens the social services for employees of enterprises.

2 Classification and characteristics of the infrastructure of the organization

Infrastructure is usually divided into production and social (non-production). The production infrastructure basically continues the process of production within the circulation process. It ensures the movement and storage of raw materials, fuel, energy, various materials and finished products, the transfer of information, etc., in agriculture- land reclamation. The production infrastructure includes:

1) transport (including not only means of communication, but also vehicles), communications, warehousing, logistics;

2) engineering structures and devices, including irrigation systems;

3) communications and networks, including power lines (TL) and distribution networks, oil and gas pipelines, telephone networks, etc. The production infrastructure acts as an intra-production (for individual enterprises, firms or their associations) and ordinary purposes. An international infrastructure is being formed, an example of which is, in particular, fuel and energy infrastructure facilities: gas and oil pipelines, power lines stretching across the territory of the former Soviet Union and going to many European countries.

The social infrastructure is formed, first of all, by passenger transport, especially urban transport, various urban engineering structures and communications, water and power supply networks, sewerage, telephone networks, etc., in a broader aspect, the public utilities of cities and towns in general .

Infrastructure, both industrial and social, ensures the integrity and complexity of the national economy at its various levels. The role of infrastructure in the process of developing new territories, raw materials and fuel and energy resources in the eastern and northern regions of the country is great.

Of particular importance among the infrastructure sectors is transport.

Transport does a great job of moving goods and people. The total costs for the transportation of goods and passengers and for loading and unloading work amount to tens of billions of rubles. Correspondingly, the share of these costs (the transport component) in the cost of industrial production is also large, reaching an average of 13%, and in certain industries - in ferrous metallurgy, the coal industry, etc. - much more.

In order to reduce transport costs in the national economy, it is necessary to reduce the material intensity of production based on advanced technologies, rationalize the transport and economic ties between enterprises and regions, rationally locate and specialize production, and increase the complexity in the development of the economy of regions and regions.

However, the role of the transport factor cannot be reduced only to the share of transport costs. Carrying out production links between industries and regions, transport is an indispensable condition and an active lever for specialization and integrated development of economic regions and entire countries, i.e. processes that have a direct impact on the efficiency of social production and the market. The very development of the territorial division of labor, the specialization of districts is unthinkable without the presence of inter-district transport routes, and integrated development economy of the republic or region without internal communications and the corresponding transport system.

Therefore, along with the need to reduce transport costs as one of the factors for increasing the efficiency of production development, there is also a more global task - to reduce the costs of the operation of the entire territorial organization of production. The optimality criterion in this problem is the minimization not of individual types of production costs, but of the total costs of production and transportation of products to the consumer.

Infrastructure sectors, which largely determine the overall efficiency of production, are, as the experience of countries with developed market economies, unattractive for private capital. Usually they are characterized by significant capital investments, slow return on investment, and the absence of excess profits. The balanced development of the economy requires the accelerated development of the sectors of production and social infrastructure, which is explained by their certain backwardness in the past, disproportionality (especially territorial and regional) development. It is obvious that this can be achieved only with significant participation of the state. Structural restructuring of the economy also presupposes smoothing out the uneven technical equipment of backward industries and enterprises, overcoming the persisting tendencies towards monopolization, and reducing the level of concentration in individual industries and types of production.

The highest level of concentration is observed in industry. This is especially typical of heavy industry, primarily such industries as the electric power industry, ferrous metallurgy, and petrochemistry.

However, recently there has been a tendency to build relatively small enterprises, for example, in engineering, ferrous metallurgy, and the textile industry.

This process is connected, in particular, with the need to develop small and medium-sized cities by placing specialized industries, branches of enterprises and associations, duplicating industries in them, which contributes to the creation of conditions for the market.

The main part of the production process is the technological process, which is directly related to the sequential change in the state of raw materials and materials and their transformation into a product of production.

A variety of production products, types of raw materials, equipment, manufacturing methods determine the difference in technological processes. Technological processes differ:

by the nature of the manufactured products;

on the applied methods and methods of production;

according to the raw materials used;

organizational structure;

other.

Depending on the type of prevailing costs, material-intensive, labor-intensive, capital-intensive, energy-intensive technological processes are distinguished.

Depending on the type of labor used, they can be manual, machine-manual, automated.

Manual processes are time-consuming, they are being replaced by machine and automatic ones. Mechanization frees the worker from direct physical labor; automation also facilitates the functions of management and control.

The cycle of the technological process is understood as a part of the production process that is constantly repeated with each unit of production.

The cyclic part of the process can be carried out periodically or continuously, respectively, periodic and continuous technological processes are distinguished.

Processes are called periodic, the cyclical part of which is interrupted after the inclusion of an object of labor (new) in these processes.

Processes are called continuous, which do not stop after the manufacture of each unit of production, but only when the supply of processed or processed raw materials stops.

The main elements that determine the technological process are human labor, objects of labor and means of labor.

The total technological process is divided into separate parts, separated in space and time, but interconnected by the purpose of production. The technological process includes a number of stages, each of which consists of a number of production operations. An operation is a technically and technologically homogeneous part of the process completed at this stage, which is a complex of elementary works performed when processing a specific object of labor at one workplace.

The operational division of the process follows from the need to use different tools.

The operation consists of a number of techniques, each of which is a complete elementary work.

In shaping the motivation of employees, increasing their dedication in production activities, a special place is given to the social activities of the enterprise. The enterprise implements benefits and guarantees within the framework of social protection of employees (social insurance for old age, in case of illness, in case of unemployment, etc.), established at a higher level. In addition, enterprises provide their employees and their families with additional benefits at the expense of the funds allocated for these purposes, earned by the employees of the enterprise.

The initiator of the provision of additional benefits and services of a social nature in addition to mandatory payments is either the administration itself, demonstrating the voluntary implementation of social personnel policy, or it may be the result of tariff agreements between the administration and the trade union (or labor collective council) as a defender of the interests of employees of the enterprise.

"Voluntarily" benefits and services provided to employees under an internal contract become as mandatory for the administration as those provided in accordance with labor legislation.

So, social politics enterprises as an integral part of management are the goals and activities associated with the provision of additional benefits, services and social payments to their employees.

The more such benefits and services, the more their amount is higher than the amount established by law, the more attractive the work at such an enterprise looks, the less likely the employee will want to lose these benefits upon dismissal. Regardless of whether social services in the enterprise are vital (ensuring livelihood) or are offered only in the interests of attracting qualified personnel (labor market), they create the interest of employees in the economic activities of the enterprise (organization).

Consequently, the social security of employees, the development of their personal qualities, the preservation of health is a condition for the success of an enterprise (organization, firm).

Thus, a socially oriented personnel policy of an enterprise and related social services should help to:

the worker identified himself with his enterprise;

the desires of employees corresponded to the goals of the enterprise;

increased labor productivity and willingness of workers to work;

employees were socially protected, provided legally or under a tariff agreement, social services were supplemented if necessary;

the employee's own initiative was encouraged in solving his problems;

the atmosphere at the enterprise improved, a favorable socio-psychological climate was formed;

a positive image of the enterprise was created among employees and the public.

social activities enterprises should be:

protective, implemented through a system of benefits and guarantees provided by the state, as well as by the enterprise itself;

reproductive, implemented through the organization of wages and its regulation in order to ensure the reproduction of the labor force;

stabilizing, implemented through the coordination of the interests of social actors (employee, employer, state).

As a tool for motivating employees, it provides for the adoption of decisions related to:

choosing priorities in the direction of the social policy itself (social protection, social or medical insurance, benefits for working in adverse working conditions as a form of attracting and retaining labor force in certain areas of work, etc.);

choice of forms of providing benefits, services, payments and their types;

value estimates possible payments based on the assigned tasks and financial capabilities;

selectivity in the provision of benefits and services, differentiation of the amounts of payments by categories of personnel, depending on the tasks solved with its help.

Based on foreign and domestic experience, we will compile an enlarged list of payments, benefits and social services provided in various forms:

a) money:

payments by the enterprise for the acquisition of property and property (for example, the acquisition of shares of the enterprise at a reduced price);

paid release from work (upon marriage, serious illness of family members, death of parents, etc.);

additional vacation money;

compensation for shorter working hours for older workers;

grants and disability benefits paid by the Health Insurance Fund;

monetary reward provided in connection with personal celebrations or holidays, Christmas reward (money or gifts);

provision of a company car

relocation payment when transferring an employee to another structural unit, etc.;

b) in the form of provision for the employee in old age (in addition to the state pension and private insurance of the employee):

additional pension provision within the firm (enterprise);

one-time remuneration of pensioners from the firm (enterprise);

c) in the form of using social institutions of the enterprise:

benefits in the use of canteens;

reduced rent in service housing;

a loan for housing construction at especially low interest rates; - use of rest houses, sanatoriums;

granting preferential terms of places in preschool institutions, etc.

Social policy is integral part a mechanism for improving the quality of the labor force and the conditions for its effective implementation. The object of the impact of social policy is not only employed employees of the enterprise, but to a certain extent, former employees of the enterprise, including those who have retired. The factors influencing the amount of payments include the size of the enterprise, its industry affiliation, financial and economic situation, the degree of influence of trade unions, form of ownership, etc.

Enterprises provide their employees with the opportunity to choose benefits and services at their discretion for a certain amount from a kind of "menu": wages, pensions from firms, life insurance, other benefits, choice of working hours, holidays, etc. and their combinations.

Some foreign firms use additional payments to wages to stimulate employee interest in health promotion. These are payments in the form of monetary rewards for quitting smoking, payments to persons who have not been ill for a single working day during the year, payments to employees of the enterprise who are constantly involved in sports. All funds are paid at the end of the year and are very significant. Such additional benefits, payments and guarantees, of course, increase the cost of labor for the enterprise, increasing the cost of a unit of labor. However, it is obvious positive sides social policy (increasing motivation, stabilizing the team, etc.). Thus, the social policy implemented at the enterprise is beneficial for both employees and administration.

Capital construction is a type of production activity, the result of which is construction products (finished and prepared for operation buildings or structures for industrial or non-industrial purposes) or building materials and products. Depending on the purpose of the objects under construction, there are types of construction: industrial (factories, factories), civil (residential buildings, public buildings), hydraulic engineering (dams, dams, canals, bank protection structures and devices, reservoirs, etc.), hydro-reclamation (systems irrigation, drainage) transport (roads, bridges, tunnels, etc.), production of building materials, etc. Construction is the most important element of environmental management of territories.

In order to collect and systematize information, state regulation of the economic development of social production, all industries and areas of activity are grouped by industry. Capital construction is one of the sectors of the national economy. Its purpose is to erect new buildings and structures for all branches of material production, to engage in the reconstruction, expansion and overhaul of existing ones.

This means that construction provides conditions for the productive use of the means and tools of labor of other industries, creates conditions for good rest, a healthy life for the people.

What we call capital construction includes main part contracting construction organizations with all their buildings and structures, equipment and vehicles.

The funds spent on capital construction are called capital investments.

Capital investments include:

the cost of the purchased for objects under construction and industrial enterprises technological, energy, transport, handling equipment, means of mechanization and automation of production processes, inventory and tools related to fixed assets;

price construction works for the construction of buildings and structures;

the cost of upgrading equipment, the cost of design and survey work;

the cost of work on the installation of equipment;

expenses for the maintenance of the directorate of enterprises under construction, as well as for training personnel, etc.

There are two ways of conducting capital construction:

1) contracting - a method of conducting work by specialized contracting construction and installation organizations performing work for different customers under contract agreements;

2) the economic method of construction - a method of conducting work on their own and with the means of an industrial enterprise.

Many enterprises are involved in the construction of one object, which causes the creation of special organizational forms in construction management (general contractors, customers, etc.).

The variety of economic ties between construction and other industries is expressed in the need to use thousands of types of materials, structures and services from other industries.

The degree of development affects the territory, largely determines the cost of construction, because. additional costs (for infrastructure) may exceed the actual construction costs by several times.

The need for complex construction is determined by the impossibility of functioning, for example, industrial buildings without storage facilities, engineering networks, etc.

And, finally, the builder has to take into account and know the technological features of the industries for which construction is being carried out.

The technology of electrical work is the totality of knowledge about the methods and sequence of operations that make up the process of installing electrical installations during construction.

In our country, capital construction is carried out by contract and economic methods. With the contract method of conducting construction work, the parent organization - the general contractor concludes a general contract for construction and installation work with the enterprise - the customer for whom the construction is carried out. The general contractor attracts specialized organizations (electrical, mechanical, plumbing, etc.) to the production of installation and special construction works that have a powerful material and technical base and conduct work using industrial methods.

With the economic method of conducting capital work, construction is carried out by an enterprise - a customer with construction departments or departments. This method is used for small-scale construction, mainly associated with the reconstruction or technical re-equipment of individual workshops of enterprises.

3. Main tasks and functions of the infrastructure

The infrastructure of an enterprise is a set of workshops, sections, facilities and services of an enterprise that have a subordinate auxiliary character and provide the necessary conditions for the activities of the enterprise as a whole. Distinguish between industrial and social infrastructure and capital construction, serving both areas.

The production infrastructure of an enterprise is a set of departments that are not directly related to the production of products. Their main purpose is to maintain the main production processes. These include auxiliary and service workshops and facilities involved in the movement of objects of labor, the provision of production with raw materials, fuel, all types of energy, the maintenance and repair of equipment and other means of labor, the storage of material assets, the marketing of finished products, their transportation and other processes intended for creating normal conditions for production.

Social infrastructure is a set of divisions of the enterprise that ensure the satisfaction of the social, domestic and cultural needs of the employees of the enterprise and their families. Auxiliary production is designed to ensure the smooth and efficient operation of the main production. It includes repair, tool, energy, transport, storage and other facilities.

The repair facility is a set of production units that carry out a set of measures to supervise the condition of equipment, care for it and repair it.

At large enterprises, the repair facilities include mechanical repair, electrical repair and repair and construction shops and a site for the repair of sanitary equipment.

Tool economy is a set of departments engaged in the acquisition, design, manufacture, restoration and repair of technological equipment, its accounting, storage and issuance to workplaces. Technological equipment (tool) is all types of cutting measuring and assembly tools, as well as dies, molds, and various devices.

The toolbox includes:

the tool department is engaged in the centralized supply of tools and fixtures, as well as their design;

the tool shop manufactures, repairs and restores special equipment and tools;

the central tool warehouse carries out storage, accounting and issuance of tools and equipment for production;

workshop tool pantries directly serve workers with tools and technological equipment.

Energy management is a set of technical means to ensure the uninterrupted supply of an enterprise with all types of energy.

It includes farms:

electric power - step-down and step-up substations, generator and transformer installations, power grids, battery facilities;

heat power - boiler rooms, steam and air networks, compressors,

water supply and sewerage;

gas - gas networks, gas generating stations, refrigeration compressor and ventilation units;

furnace - heating and thermal furnaces;

low-current - automatic telephone exchange, radio network, dispatcher communication;

workshops for repair, modernization of power equipment.

The duties of employees of the energy sector include uninterrupted supply of production with all types of energy, rational use of energy equipment and increase in its efficiency, improvement of technology and organization of the energy sector, obtaining the maximum possible savings of all types of energy while reducing its cost.

The transport economy is a complex of enterprise means intended for the transportation of raw materials, materials, semi-finished products, finished products, waste and other goods on the territory of the enterprise and beyond.

Capital construction is understood as the process of creating new and reconstructing existing assets for production and non-production purposes, as well as the installation and commissioning of equipment and machines.

In the process of reconstruction, technical re-equipment of existing enterprises is carried out, and newly built ones are equipped with the latest technology Therefore, it is capital construction that largely determines the technical level of the enterprise.

From the above it is necessary to draw the following conclusions:

1. An important condition for the normal uninterrupted course of production is the maintenance of equipment in working condition, the supply of units with energy, the timely provision of workplaces with objects of labor, tools and devices, i.e. clear organization of the production infrastructure (auxiliary and service processes).

2. Tool production occupies an important place in the enterprise. The level of organization of this economy and the quality of the tool depend on the intensity of use of equipment, the technological parameters of its operation, the level of labor productivity and, in general, the results of the work of the entire enterprise. The tool economy should solve a number of tasks, the main of which are: substantiation of the need for various types of tools; substantiation of the need to design a new tool; choice of the form of providing the tool; organization of material and technical supply of tools; organization of production of tools and sharpening, etc. The presence in the production of large stocks of tools, their high cost and significant consumption make the problem of saving tools one of the most important in the organization of tool farms.3. The main task of repair production is to prevent premature wear of machines and mechanisms, buildings and structures, their timely repair and ensure the operational readiness of equipment. This is achieved by proper operation, qualified overhaul maintenance and preventive scheduled maintenance of equipment.4. Loading and unloading and moving functions are carried out by intra-production transport. It is divided into several types according to their intended purpose, according to the means of transport used, and the method of their formation. When organizing the work of the transport sector, the choice of vehicles for individual sections of the enterprise is of great importance. At the same time, their carrying capacity, speed, maneuverability and a number of other properties are taken into account. In modern conditions, an important direction in the development of intra-plant transport is to increase the importance and scale of the use of its continuous types (conveyors, conveyors, etc.) 5. A huge amount of raw materials and materials is processed at the enterprise; with the development of cooperative production, they receive many types of semi-finished products, finished units and elements; a large number of materials and spare parts are used in auxiliary workshops. All commodity- material values stored in warehouses.

The task of the warehouse economy is to accept materials from suppliers, ensure the safety, quality and quantity of material assets, rational placement of material assets in the warehouse; control and maintenance of the standard level and completeness of stocks: the formation of a rational composition of containers specially adapted for storage and intra-plant transfer of bulk, small materials and assemblies. The quantity, composition, capacity and specialization of warehouses form the structure of the enterprise's warehouse economy.

4. Analysis and assessment of the business environment

The business environment is an environment that consists of a large number various factors that affect the performance of an organization.

The characteristic of the external environment is the interrelation and variety of factors, their high frequency changes and ambiguity both in time and in the strength of their influence.

The environment of direct impact is the natural business environment of the organization, which forms the subjects of the environment that directly affect the activities of the organization.

The main components of the business environment:

1) suppliers implementing the supply of raw materials, materials, equipment, electricity, finance and personnel;

2) competitors. It must be remembered that you need to satisfy the needs of customers better than competitors, otherwise these buyers will begin to buy their products;

3) consumers. The effective operation of an organization depends on its ability to find consumers for its products;

4) legislative acts and state bodies. Every organization has a legal status that allows it to be either individual entrepreneur or an organization, corporation, or non-profit association.

Environment of indirect influence:

1) technology. Shows the degree of scientific and technological development affecting the organization;

2) the state of the economy. The manager must evaluate the impact of general changes in the state of the economy on the organization;

3) sociocultural factors. It is necessary to remember the influence that such factors as life values, traditions, media can have;

4) political factors. It is necessary to remember the attitude of the administration, legislation and courts to the organization (changes in taxation, approval of tax benefits);

5) relations with the local population. It is important to have an understanding of the attitude of the population towards your organization and products.

The process of collecting the necessary information is handled by the planning service and the general manager.

Evaluation of information is an important step in the analysis of the organizational environment.

The main purpose of evaluating information is to determine the negative and positive impact of the external environment on the future of the organization.

The results of this assessment are used as the basis for strategic analysis and selection of the desired strategy.

The most popular evaluation method is the SWOT analysis. With the help of it, the organization, on the one hand, determines and evaluates its strengths and weaknesses, and on the other hand, recognizes opportunities and threats.

After establishing its mission and goals, management should begin the diagnostic phase of the strategic planning process. The first step is to study the external environment.

Managers evaluate the external environment according to three parameters:

1. Evaluate the changes that affect different aspects of the current strategy. For example, rising rocket fuel prices have created a variety of problems for airlines. The latter must constantly assess the dynamics of fuel prices as part of the strategic planning process.

2. Determine what factors pose a threat to the current strategy of the firm. Controlling the activities of competitors allows management to be prepared for potential threats.

3. Determine which factors provide more opportunities to achieve company-wide goals by adjusting the plan. When the hotel company Holiday Inns changed its strategic plan and became involved in the creation of a casino, its management directed its efforts to what, in its opinion, will provide more opportunities for the organization.

Business environment analysis is the process by which developers strategic plan control factors external to the organization to identify opportunities and threats to the firm. Environmental analysis helps to get important results. It gives the organization time to anticipate opportunities, time to plan for contingencies, time to develop an early warning system for possible threats, and time to develop strategies that can turn past threats into any profitable opportunity.

The business activity of a commercial organization is measured using a system of quantitative and qualitative indicators.

Business activity ratios allow you to analyze how efficiently the company uses its funds. Analysis of business activity is to study the levels and dynamics of financial turnover ratios.

Qualitative criteria are the breadth of sales markets (internal and external), the business reputation of the company, its competitiveness, the presence of regular suppliers and buyers of finished products. These criteria should be compared with similar characteristics of competitors operating in the industry. The data is taken mainly not from financial statements, but from marketing research.

Quantitative criteria of business activity are characterized by absolute and relative indicators. in number absolute indicators includes: the volume of sales of finished products, the amount of assets and capital used, including equity capital, profit.

It is advisable to compare these quantitative parameters in dynamics over a number of periods (quarters, years). The optimal ratio between them: Net profit growth rate > Sales revenue growth rate > Asset value growth rate > 100%

That is, the profit of the enterprise should increase at a higher rate than other parameters of business activity. This means that assets (property) should be used more efficiently, production costs should decrease. However, in practice, even stably operating organizations may deviate from the specified ratio of indicators. The reasons for this may be: the development of new types of products and technologies, large capital investments in the modernization and development of fixed assets, the reorganization of the management and production structure, and other factors.

Relative indicators of business activity characterize the efficiency of using the organization's resources, these are financial ratios, turnover indicators. average value indicators is defined as the chronological average for a certain period (according to the amount of available data); in the simplest case, it can be defined as half the sum of indicators at the beginning and end of the reporting period.

All coefficients are expressed in times, and the duration of the turnover - in days. These indicators are very important for the organization. First, the size of the annual turnover depends on the rate of turnover of funds. Secondly, the relative value of production costs (circulation) is associated with the size of turnover, and, consequently, with turnover: the faster the turnover, the less costs per turnover. Thirdly, the acceleration of turnover at one stage or another of the circulation of funds entails an acceleration of turnover at other stages. The financial position of the organization, its solvency depend on how quickly the funds invested in assets are converted into real money.

Asset turnover and equity turnover indicators characterize the level of business activity of an enterprise and are calculated as the ratio of annual proceeds from the sale of products (works, services) to the average annual value of assets and equity, respectively.

This group of coefficients allows you to analyze how efficiently the company uses its funds. It is especially important to compare business activity indicators with industry averages, since their value can vary significantly depending on the industry.

To analyze the business activity of the organization, two groups of indicators are used: general indicators of turnover; asset management indicators.

The turnover of funds invested in the organization's property can be assessed by: turnover rate - the number of turnovers that the organization's capital or its components make during the analyzed period; turnover period - the average period for which the funds invested in production and commercial operations are returned to the economic activity of the organization.

Turnover analysis includes four types of analysis:

the turnover of the firm's assets;

receivables turnover;

turnover of accounts payable;

inventory turnover.

The business activity of the enterprise in the financial aspect is manifested primarily in the speed of turnover of its funds. Business activity ratios allow you to analyze how efficiently the company uses its funds. The coefficients can be expressed in days, as well as in the number of turnovers of a particular resource of the enterprise for the analyzed period.

The economic effect as a result of the acceleration of turnover is expressed in the relative release of funds from circulation, as well as in an increase in the amount of profit. The amount of funds released from circulation due to acceleration (-E) or additional funds attracted into circulation (+E) in case of slowdown in turnover is determined by multiplying the one-day sales turnover by the change in the duration of the turnover:

E \u003d (Actual Revenue / Days in the period) * Duration of one turnover (Pob)

Pob \u003d (Average annual cost of capital * D) / Proceeds from sales of products, where D is the number of calendar days in the analyzed period (year - 360 days, quarter - 90, month - 30 days).

The duration of the funds in circulation is influenced by various external and internal factors. External factors include:

industry affiliation;

scope of the organization;

the scale of the organization's activities;

influence of inflationary processes;

the nature of economic relations with partners.

Internal factors include:

the effectiveness of the asset management strategy;

pricing policy of the organization;

methodology for assessing inventory and stocks.

Accelerating the turnover of working capital reduces the need for them: less inventory is required, which leads to a decrease in the level of costs for their storage and ultimately contributes to an increase in profitability and an improvement in the financial condition of the organization.

The slowdown in turnover leads to an increase in working capital and additional costs, and hence to a deterioration in the financial condition of the organization.

When analyzing business activity, special attention should be paid to the turnover of receivables and payables, because. these quantities are largely interrelated.

Decreased turnover can mean both problems paying bills, and better management of supplier relationships, providing a more profitable, deferred payment schedule and using accounts payable as a source of cheap financial resources.

However, the basic approach to assessing turnover is as follows: the shorter the turnover period, the more efficient the commercial activity of the enterprise and the higher its business activity.

Conclusion

In modern conditions, increased requirements for production maintenance are imposed due to the transition of the enterprise to new economic conditions, a distinctive feature of which is the saving of production resources. This dictates an increase in the continuity of production processes, constructive and technological

improvement of products, improvement of the use of fixed assets and working capital. Therefore, the specialization of service functions should play a special role in the organization of the enterprise infrastructure.

The concentration of the production of tools and tooling on the basis of large tool shops, as well as the creation of special maintenance services for repair work, lifting and transport, supply and marketing services, will undoubtedly increase the significance and efficiency of the production infrastructure.

At present, auxiliary production and service facilities within one enterprise can get all the opportunities for functioning in full. However, this is a rather expensive and labor-intensive work. Another difficulty lies in the fact that infrastructure facilities are forced to produce tools and technological equipment for their own consumption in non-specialized conditions, carry out all types of repairs, including capital repairs, and manufacture replaceable components and parts. Material costs for the maintenance of auxiliary and service farms of this magnitude can be several times higher than for the performance of similar work by specialized organizations.

The problem of reducing the cost of maintaining and operating infrastructure services can be solved by placing orders for servicing the enterprise by specialized farms.

The demand for such services will create conditions for the formation of a whole network of organizations and enterprises for the repair of equipment, the manufacture of replacement parts and assemblies, the production of technological equipment, the installation of handling and storage equipment. The tool industry will receive a new development, since under conditions of specialized production it is possible to organize the production of standard tools cheaper and better, freeing consumer enterprises from their manufacture.

In the field of energy services, it is most expedient to conclude a long-term service agreement with large producers for the supply of electricity and heat, inert gases, technical oxygen, natural gas and other energy carriers.

Repair work required special attention because they are labor intensive and expensive. Due to these circumstances, major repairs should be carried out with the help of a specialized repair organization, and routine maintenance should be carried out on their own.

The mechanization of transport, loading and unloading and warehouse operations is the oldest problem of Russian enterprises. The presence in the structure of the enterprise of fully mechanized, and even more so automated warehouses, will undoubtedly increase the importance of the infrastructure. However, the principle of economic expediency in this case should be dominant. Regarding the transport sector and the prospects for its development, it should be noted that the organization of large transport enterprises will give a significant result if the enterprises are serviced on the basis of the so-called cluster location of consumers. This will provide significant savings in gasoline, fuels and lubricants, spare parts.

The noted trends in the development of the enterprise's infrastructure are of interest to existing industries. However, they cannot but be concerned about the issues of efficiency in maintenance, and from this point of view, the presence of infrastructure units in the structure of the enterprise should meet the needs and goals of the effective functioning of production.

In conclusion, we can say that the enterprise operates in a certain business environment, which affects all of its activities.

The business environment is characterized by the current economic and political situation, legal, socio-cultural, technological, geographical environment, environmental situation, as well as the state of institutional and information systems.

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2.9.1. General requirements

Above, the need to establish a clear interaction in the work between production units and services of the enterprise's production infrastructure was noted. The underestimation of this, which consists in the absence

developed infrastructure, adequate to the main production of the enterprise, leads in general to serious economic losses. Under the conditions of centralized planning and the administrative-command system of managing the national economy, this took place. As a result, the backward repair, energy, tool or transport and storage economy constantly held back the pace of development of the country's economy as a whole, not to mention the large economic losses of individual enterprises. By the way, in our opinion, it was wrong to introduce the concept of “auxiliary workers”, which ultimately led to an underestimation or neglect of this important service activity both at enterprises and on a regional and national scale. If production and workers are auxiliary, then, accordingly, the level of mechanization of labor and qualifications are low, and the payment for such labor is much lower than in the main production.

Therefore, the authors, while maintaining the term “auxiliary” (for example, auxiliary processes, etc.), which is well-established in domestic literature and textbooks, at the same time believe that the concepts of “service”, “maintenance sphere” (instead of auxiliary production or auxiliary facilities), “the production infrastructure of the enterprise”.

It should be noted that a number of leading economists of the country at one time raised the question of a more correct interpretation of the above concepts. An example is the work of V.A. Letenko and O.G. Turovets “Organization of machine-building production: theory and practice” (M.: Mashinostroenie, 1982), where chapter VI is titled “Organization of industrial infrastructure”, although the first section of this chapter is also “Organization of auxiliary facilities of enterprises and the main tasks of its improvement”. In the textbook A.N. Antonova and L.S. Morozova “Fundamentals of modern organization of production”, section 8.1, as before in the literature, is called “Organization of auxiliary farms of enterprises”.

In the following, the authors of this manual adhere to the more modern term “organization of the production infrastructure of an enterprise” (perhaps: “organization of maintenance or technical service at an enterprise”).

The production infrastructure of an enterprise is understood as a complex of links serving (providing) production with materials, raw materials, energy, components and semi-finished products, technological equipment and tools, as well as supporting technological equipment (primarily technological equipment) in working condition.

The complex of the above works constitutes the content of the technical service (maintenance) of production, the composition of which includes tool, repair, energy, transport, supply and storage facilities at the enterprise. Sometimes this composition is expanded at the expense of other elements of the organization of production, but the backbone of its infrastructure is precisely these structural units of the enterprise. The composition of the infrastructure is determined by the needs of the main production of the enterprise.

It should be emphasized that the work of the divisions of the production infrastructure of the enterprise is largely determined by the characteristics of the main production (primarily its type and forms), as well as the interaction between the enterprise and the external environment.

The system of organizing the production infrastructure should be adequate to the organization of the main production at the enterprise. This system essentially includes the functions of ensuring the technical readiness of technological equipment (STO) and the movement of objects of labor in the production process. It is the most important subsystem of the EOS of the enterprise, which is not directly involved in the creation of the main products, but actively contributes to the normal operation of the main production shops.

Underestimation of the role of the organizational and economic system of production infrastructure (IPS PI) of enterprises, as

It is known that in our country it has led to a significant curbing of the growth of labor productivity and production efficiency at enterprises, a low level of mechanization of labor in this area, an unreasonable increase in the number of employees in it, and a low level of their qualifications and wages.

We repeat that this was facilitated by the low status of production established under socialism, then called “auxiliary” and, accordingly, “auxiliary workers” in the national economy of the country. In order not to step on the same rake twice, one should consider (as is customary in the developed countries of the world) all employees of the enterprise according to the functions they perform, without specifically dividing them into main (“privileged”) and auxiliary (“secondary”) categories . This raises the status, role and importance of workers in any field of activity, including the field of technical service at enterprises.

We emphasize that such an attitude in terms of changing the role and content of the technical service functions at the enterprise transfers them from the category of secondary ones, which are given little attention, to the category of defining ones, which requires new approaches to the forms and methods of work in the production infrastructure of the enterprise.

This implies the need to train a new type of employee not of a narrow, but of a wide, universal profile for the IPS PI, who quickly adapts to the conditions of a market economy, is ready for the constant combination of professions (especially in small enterprises), who is able to perform a large range of technical services (i.e. . functions of a toolmaker, electrician, adjuster, repair worker, etc.).

Even under the socialist way of life in the country, brigade forms of labor organization, complex organization and production technology (including, as they called at that time, “auxiliary technological processes” additionally in the structure of the main ones) proved their effectiveness.

Thus, all operations of the production process must be subject to organizational and technological

work and technical regulation. The enterprise should draw up a single complex technological process. This is achieved on the basis of a clear regulation of all work at the enterprise, including the performance of functions for technical service (maintenance) of production.

In the process of such regulation, the necessary regulatory, organizational, methodological and technological documentation is developed, on the basis of which the service functions are linked to the work schedules of the main production units of the enterprise. In general, IPS PI should be aimed at increasing production efficiency, minimizing the duration of the production cycle and minimizing the cost of IPS PI while high quality production maintenance.

Modern trends in the development of the production infrastructure of enterprises are reduced to solving three main problems:

- increasing the organizational and technological level of IPS PI;
- improvement of the production infrastructure of the enterprise in accordance with the requirements of the main production;
- improvement of the organization and management of production based on the principles of logistics with consideration of the main and service processes, material flows, supply processes and the sale of finished products in the form of a single integrated technological process.
2.9.2. Organization of tool economy

The tool economy of the enterprise occupies a leading place in the organizational and economic system of the production infrastructure (IPS PI). The design and manufacture of a set of technological equipment in terms of labor intensity is up to 80%, in terms of duration - 90% of the total cost of technological preparation for the production of new products.

The cost of equipping new products is 8-15% of the cost, and working capital invested in the manufacture and purchase of technological equipment - from 15 to 40% of the total working capital of the enterprise. At individual enterprises, the number of workers in the tool economy is 20-25% of the number of workers employed in the main production.

The given data give an idea of the important role played by the tool economy in the enterprise. Given the important role of providing production with technological equipment and the specifics of tool supply, tool management services are organized at enterprises.

The whole variety of tool management structures can be reduced to the following:

1. A tool department or production is created at medium and large enterprises.
2. At small enterprises, a tool management bureau (BIR) or a tool group is organized.

The most important condition for the creation of an effective system for organizing and managing the tool economy at the enterprise is the observance of the principles of specialization of tool units and centralization. The latter means the need to create a centralized body at the enterprise, carrying full responsibility for production tooling.

Considering the close organic connection between the tool economy and the technological preparation of production, usually at medium and large enterprises, the centralized tool management body reports to the chief engineer of the enterprise or his deputy, and in small enterprises - to the chief technologist.

Tool divisions of production workshops (for example, tool-distributing pantries - IRK) can be directly subordinate to the tool department, IIR (under centralized control)

or in their functional subordination (with decentralization of tooling).

The organization of the operation of technological equipment and tools, in addition to their production in the tool shop, is the main task of the tool economy of the enterprise and includes the following functions: organization of the work of the central tool warehouse (CIS) and the IMC of production shops; providing jobs with equipment and tools; organization of sharpening, repair and restoration of tools; technical supervision. At large enterprises, all work on the operation of technological equipment and tools is centrally carried out through a special operation shop.

CIS as a complex mechanized subdivision carries out acceptance, verification, storage, issuance and accounting of the movement of the tool at the enterprise. The issuance of the tool into operation is carried out through the IRC of the workshops. Accounting in the CIS is carried out on cards that indicate the name, index, established norms for issuing an instrument according to the “minimum-maximum reserves” system (Fig. 2.9).

The essence of this system lies in the calculation of three tool stock standards according to a certain method: minimum - maximum - order point and organization of continuous tool supply based on monitoring and signals from workshops. The issuance of an order for the manufacture or purchase of a tool is carried out when its stock reaches the order point.

The minimum stock Z min is defined as the product of the average daily requirement (And d) for the period of urgent production or purchase (T s):

The maximum stock of the tool Z max is calculated as the product of the average daily demand for the period of receipt of the order lot (T p) plus the minimum stock according to the formula

Rice. 2.9.

The stock of tools at the point of order (Z T3) is determined taking into account the period of production of the next batch (T pairs)

Thus, the stock of one or another type of instrument in the CIS is within the minimum and maximum levels supported through “point of order”. The minimum stock is insurance and is used in case of a delay in the receipt of the next batch of the order by the CIS.

Based on the calculations of the need for tools of a particular type and taking into account the production programs of the workshops, the tool department (BIR) sets annual,

quarterly and monthly limits for their receipt and consumption for each production workshop of the enterprise.

In single and small-scale production, the total need for a tool AND is determined as the sum of the products of the consumption rates of each of the types of tools used in the workshops of an enterprise during an hour of equipment operation by the planned number of hours of operation of a specific standard size of equipment T pl:

where m is the number of equipment sizes;

a in - tool consumption rates per hour of equipment operation.

In mass and large-scale production, the total need for cutting tools is defined as the sum of the tool consumption rates for the manufacture of 1000 pcs. of each part, multiplied by the number of items of manufactured parts according to the production program.

The annual need for tools is determined by adjusting the expenditure fund by the amount of shortage (or excess) for each standard size of the tool at the TsIS and in the IRC of the shops.

Recovery as an important source of replenishment of the tool can cover up to 1/3 of its needs in the enterprise. At the same time, a new tool is issued to the IRC of workshops only in exchange for a worn one. Worn tools after sorting are sent to certain areas of the tool shop for restoration.

In conditions of frequently changing serial production, a system is used for issuing widely used tools from a warehouse to production shops according to a limit card developed by the technical supervision service of the tool department without issuing relevant requirements and other documents. At the same time, the time for issuing issuance and obtaining tools is reduced; simplified order

tooling; the possibility of mechanization of work using computer systems is achieved.

At the production sites of mass production, it is recommended to use a preventive maintenance system for servicing workplaces with tools. In these workshops, production preparation groups are created, headed by a dispatcher, and tool-picking lists are compiled for all detail operations.

On production sites of a single and small-scale type, an on-duty tool maintenance system is used, in which the issuance of the necessary equipment is carried out on demand from the workplace (with the execution of relevant documents). The preparation of tools in the IRC is carried out in advance by the decision of the dispatcher or foreman, according to shift-daily tasks. In conditions of low-repetitive production, it is advisable to create the minimum necessary stock of equipment at the workplace.

We emphasize that when choosing the optimal variant of the tool supply system for production units, one should proceed from the principle of achieving timely and high-quality tool delivery at minimal cost for maintenance processes, taking into account the losses caused by the organization of these processes.

2.9.3. Organization of repair and energy facilities

At the enterprise, during operation, technological equipment is subject to physical and moral wear and tear, requires constant repair, as a result of which the original state of the equipment is restored, and when appropriate modernization is carried out, it specifications can be improved.

Practice shows that the cost of repair and maintenance of equipment at enterprises is constantly increasing due to wear and tear, and the number of repairs

nyh workers often reaches 12-15% of the total number of workers.

The main task of the repair facilities at the enterprise is to ensure the uninterrupted operation of equipment with minimal repair costs. This problem is solved by effectively organizing the current maintenance of equipment during its operation, timely preventive maintenance, modernization of obsolete equipment, and increasing the organizational and technological level of the repair facilities at the enterprise.

Usually, at enterprises, the repair facilities are managed by the chief mechanic, whose service includes the department of the chief mechanic, the repair and mechanical shop (RMC), the warehouse for equipment and spare parts. The specified department performs design and technological, production and planning and economic work throughout the repair economy.

The structure of the RMC includes such sections (departments) as dismantling, procurement, mechanical, assembly, restoration of parts and assemblies, painting, etc. The mechanics of production shops are usually subordinate to their leaders administratively, and functionally - to the chief mechanic of the enterprise.

Repair and maintenance of equipment at enterprises is carried out by RMC and repair services of production shops. Depending on the share of work, three forms of organization are distinguished: centralized, decentralized and mixed.

With a centralized form, all types of repairs, as well as maintenance (TO) are carried out by the RMC of the enterprise. This form of organization is used in small enterprises of a single and small-scale type of production.

With a decentralized form, all types of repairs and maintenance are carried out by the workshop repair bases (CRB) under the guidance of workshop mechanics. In some cases, by special decision of the chief mechanic, the RMC carries out work on the overhaul of equipment. Specified fore

ma organization is used in large enterprises of mass and large-scale production.

With a mixed form of organization of repair work, the most complex and time-consuming repair work is carried out by the RMC, and maintenance, current, unscheduled repairs - by the Central District Hospital. This form of organization is used in most enterprises in modern production and economic conditions.

The rational organization of repair work at the enterprise ensures a reduction in the downtime of equipment in repair and an increase in the degree of its use. This is achieved by reducing the labor intensity of repair work through the introduction of advanced technology and the organization of repairs, complex mechanization and automation of processes; specialization of repair production and maintenance; introduction of the nodal repair method, when the nodes to be repaired are replaced with repaired or new ones, etc.

Developed in our country in the 1930s. the planned preventive maintenance (PPR) system then became widespread both at domestic enterprises and abroad. In the literature, including recent publications, this system is widely covered.

Unfortunately, in the past 15 years, due to significant changes in industry and the implementation of market reforms at domestic enterprises, the well-established PPR system has been little used. Scientific research and search for new modern maintenance and repair systems (M&R) applicable to various operating conditions of business facilities are needed.

So, for example, M.V. Vinogradova and Z.I. Panina in the textbook “Organization and planning of the activities of service enterprises” in this area of work note the following:

living, which is taken over by specialized divisions of the manufacturer. They monitor the operating conditions and the mode of operation of the equipment, carry out all types of repairs. Corporate service improves the quality of repairs, provides an increase in reliability and uptime; reduces equipment downtime for repairs; simplifies the planning, production and distribution of spare parts, reduces their stocks.”

The M&R system should be understood as a set of interrelated norms, regulations and measures that determine the organization and performance of work on the maintenance and repair of equipment at the enterprise.

The essence of the maintenance and repair system, as well as the Unified PPR system, boils down to the fact that after a certain period of equipment operation, the enterprise carries out specific work packages according to a predetermined schedule. But unlike the PPR, in the M&R system, the main emphasis is on maintenance (TO), based on technical diagnostics, in order to prevent equipment failures, while ensuring its maximum possible operating time.

Maintenance is a full range of operations to maintain the operability or serviceability of equipment. It includes separate complexes:

E - all work performed every shift by production workers (instructions for the operation and maintenance of equipment);

TO-1 - a set of works performed once a week;

TO-2 - a set of works performed once a month;

TO-3 - a set of works performed once every three months;

TO-4 and TO-5 - respectively in six months and one

At the same time, each complex provides for more complex and labor-intensive work and at the same time includes work

marching complexes. Except for E, all other complexes are carried out by the repairmen of the complex team. Maintenance works are compiled for each unit of technological equipment by the manufacturer and recorded in the regulated maintenance card, which contains a list of operations indicating technical requirements and technological equipment for each set of works.

Work on TO-1, TO-2, TO-3, TO-4 and TO-5 is carried out by repairmen of integrated teams assigned to certain sections of production shops or specific types of technological equipment. Repair work can be carried out by methods of post-inspection, periodic or compulsory repairs.

The technical condition of technological equipment is classified into three types: correct operation, faulty operation and downtime due to failure. A faulty condition is considered to be such a state of equipment in which it does not meet at least one of the requirements established by the NTD. Moreover, serviceable and part of the faulty equipment are operational. Failure is an event consisting in the complete loss of equipment performance. To prevent failure in its operation, it is necessary to plan and perform repair and adjustment work based on the results of technical diagnostics. This can be represented schematically in Fig. 2.10.

Improving the efficiency of the repair facilities at the enterprise is achieved by using progressive forms and methods of maintenance and repair, of which the following are recommended:

specialization and centralization of repair and adjustment works and various complexes (TO-1 ... TO-5);
application of advanced repair methods (for example, aggregate, nodal, “counterflow”, etc.);
industrialization of repair work;
application of group technology and organization of repairs;

Rice. 2.10.

m - diagnostic parameter; t 0 - initial value of the diagnostic parameter; m and - the value of the diagnostic parameter corresponding to the correct operation of the equipment; t otk - the value of the diagnostic parameter corresponding to the failure of the equipment; s - technical condition of the equipment

complex mechanization and automation in repair facilities;
improvement of the organization and regulation of the work of repair personnel, an increase in shift work;
comprehensive training works on maintenance and repair;
measures for the timely provision of high-quality components, spare parts, etc.

The equipment repair schedule is characterized by the period of time from the beginning of the first to the end of the last repair operation. It is built in rectangular coordinates: along the abscissa, on a certain scale, the repair time is postponed.

that equipment, and along the ordinate axis from top to bottom write out a sequential list of repair operations.

All operations can be performed by serial, parallel or parallel-serial methods. Sequential means that the next repair operation starts at the end of the previous one (they are dependent on each other). In this case, the longest duration of the equipment repair period (Tr max) is obtained.

With the parallel method, repair operations are performed simultaneously, i.e. they are completely independent of each other. In this case, the duration of equipment repair (Тр) is equal to the time of the most labor-intensive operation (Тр = t).

In real conditions, most often they resort to a mixed (parallel-sequential) repair method, when the elements of the sequence of repair work are combined with their parallel execution. In this case, the total duration of the repair (Tr p _ p) is equal to the sum of the duration of all dependent operations (Tp n _ n

Thus, when developing an equipment repair schedule, it is necessary to strive to ensure that repair work (operations) is carried out as economically as possible (parallel or parallel-series).

An indicator characterizing the reduction in the duration of repairs can be the coefficient of repair efficiency (Ke.r):

where Tr.e - the duration of equipment repair by an economical (parallel or parallel-serial) method.

The development of organizational and technological documentation for the repair of equipment ends with a feasibility study of restoration methods. The entire organization of repair production is built on the basis of technological processes for the manufacture and restoration of equipment parts. This production can be organized both on the basis of the RMC of the enterprise, and at specialized repair companies that perform work under outsourcing agreements.

When determining the need for a complex (for example, major) repair of operating equipment, an economic calculation should be made confirming that the cost of repairs is significantly less than the cost of replacing it with new equipment.

Under the scientific guidance of the authors of the manual, methodological foundations have been developed for creating a rational system for the technical operation of machinery and equipment (STEMO) in relation to household appliances (CBN) operated at enterprises of the Moscow region in modern conditions of a market economy.

Based on the methods of system analysis, STEMO combines three subsystems into a single complex: preparatory solutions (PPR), the main functional subsystem (OFP) and the technological support subsystem (PTO). Each of the subsystems has a sub-target set (block) of interconnected functions. Three STEMO subsystems are singled out as independent ones based on the blocks of functions they perform to achieve certain sub-goals: PPR - to conduct scientifically based preparation of maintenance and repair work; OFP ensures the performance of the main functions in the system; VET solves organizational and technological problems.

The property of hierarchy, i.e., the possibility of dividing the system into separate functional subsystems, does not violate its integrity, since the sub-goals of the PPR, OFP and VET are subordinate to the general goal of STEMO. Analyzing the mechanism of functioning of TEMO, two main groups of factors influencing its improvement are identified: variability (adaptability to changes, entropy, probabilistic nature of disturbances and system parameters, innovative and market factors of influence); sustainability (organizational and technological continuity, a unified approach to technology, equipment and forecasting, the creation of a regulatory and preparatory base, the efficiency and sustainability of human resources). The mechanism for improving STEMO is based on a combination of directions of variability and stability of the system, which are dialectically interconnected in the inseparable unity of the process of continuous development of the system, ensuring its "survivability", viability in market economic conditions.

Involving in the study of the system scientific method metaprinciple of analogies, STEMO can be considered as a stochastic self-organizing system. Based on the principles of this method, self-organization of the system is provided on the basis of the following mechanism.

1. The system must be open and far from the point of dynamic equilibrium, otherwise it will not be capable of optimal organization due to entropy (organizational disorder).
2. The fundamental principle of self-organization is the emergence and strengthening of order through the influence of random external factors(fluctuations), which increase with increasing deviation from equilibrium, gradually loosening the existing form of organization and providing a transition to a new one.
3. Self-organization relies on positive feedback, in which changes in the system accumulate and a new organizational order emerges. The acquisition of a new quality by an open system with small changes in its parameters is a critical point of self-organization. At critical points, the system becomes unstable, being faced with the choice of one of the alternative ways of its further improvement.

STEMO, being under the influence of stochastic factors, thanks to self-organization, internal structural stability, maintains survival in a probabilistic external market environment. The fluctuation of the system is inevitable, but it should not destroy it, but, on the contrary, increase its adaptive capabilities, constantly rationalizing and improving the system. A possible increase in the entropy of the external market environment of an enterprise should be extinguished by its decrease due to the introduction of self-organizing systems such as STEMO.

Irregularity, stochasticity of influences from the external environment lead to uncertainty in the conditions of the system's behavior. STEMO is characterized by a probabilistic information resource, and therefore the transformation of information is one of the complex tasks of the effective organization of this system.

If a discrete random variable of information X in the system takes on n values with different probabilities p r - then, according to information theory, the entropy H (x) can be defined as the sum of products of probabilities different states system into the logarithms of these probabilities, taken with the opposite sign:

If the random variable X takes n values and each of them is equally probable, then entropy as a measure of uncertainty (after slight transformations of the previous formula) will have a maximum value:

Thus, the entropy of a system with equiprobable states is equal to the logarithm of the number of states.

Obviously, the entropy of some discrete process, such as TO and P of equipment, at each moment of time depends on the number of possible states and their probabilities. If one of the probabilities is true = 1), then all the rest will be equal to zero. Analysis

variant, when the system has a diagnostic measuring device in the presence of an interference signal, showed that the average amount of information at the output will decrease with increasing measurement error variance.

By the nature of the work, the system of technical operation of the studied machines and equipment of public utility enterprises (CBN) should include the following strategies: maintenance and repair.

If we accept the structure of the repair cycle from the beginning of the operation of technical means as a system of maintenance and repair, then it will look like

This system in enterprises should be applied flexibly, depending on the actual level technical condition machinery and equipment (the number of maintenance in the overhaul period is a variable value).

In the proposed system, the main attention is paid to the planned types of maintenance with a preliminary assessment of the technical condition (diagnostics), and the repair is considered as a set of operations to restore the health of the equipment as a whole or its components, when the volume and content of preventive work go beyond the maintenance measures. .

According to the average statistical data of KBN enterprises, as a rule, the pre-repair period is approximately 25% longer than the post-repair period, i.e.

where t Mp and t dop- the duration of the overhaul and pre-repair periods.

This ratio is proposed as one of the partial criteria correctly. organized system TO and R.

The frequency of maintenance is set based on the technical condition of the equipment at a given point in time, its age structure, operating conditions, skill level of maintenance personnel and other factors. For the planned repair, the scope of work cannot be strictly defined. Assessment of the actual technical condition of equipment during maintenance with preliminary diagnosis ensures the correction of the timing of the start of its repair.

Studies have established that it is advisable to take the cost of maintenance and repair work as the main criterion for evaluating the developed system of technical operation of machines and equipment, which should be minimized:

where F is the target function corresponding to the criterion of system efficiency;

L and M - the number of pieces of equipment in the maintenance waiting state and the number of service channels;

Z L and Z M - respectively, the average cost per hour per unit of equipment waiting for service and for the maintenance of one service channel.

Hence the annual economic effect E g from the introduction of a new rational system (the second main criterion) at a particular enterprise will be

E g \u003d (F f -F r) R sf,

where FF and Ф р - respectively, the value of the objective function in the actual system of technical operation of the equipment and in the rational system;

P e0b - effective (useful) annual fund of working time of a piece of equipment in hours.

Based on the use of the recovery theory of J. Cox and W. Smith, the Poisson distribution law is applied for the region of sudden failures. The algorithm for predicting maintenance and repair of CBN machines and equipment is reduced to determining: 1) the type of functions that characterize the intensity of replenishment of the fleet of machines and equipment; 2) a fleet of technical facilities operated at a certain time; 3) the type of durability functions; 4) recovery intensity r(f); 5) recovery numbers N(tv t 2), which is determined by the formula

Regularities of changes in the technical condition of machines and equipment have been studied. In the general case, this change is determined by a combination of gradual and sudden failures. The cumulative effect of failures can be described by the probability of failure-free operation function according to the formula

where F^t) and F2(t)- distribution functions of fail-safe operation in case of gradual and sudden failures.

The conducted analysis showed that at the enterprises of the design bureau, the distribution of the probability of failure-free operation of machines and equipment is subject to the gamma law, and exponential in case of sudden failures. Accordingly, the function densities have the form

where r is the number of damages causing failure during the time t;

co - failure flow parameter;

X- failure rate.

The function of changing the technical state of the machine (probability of failure-free operation) is obtained in the form of the expression

Indicator F(t) defined as the main criterion for assessing the performance of equipment and machines ( particular criterion evaluation of the maintenance and repair system).

Along with the operational factors that cause failures of machines and equipment, they are influenced by the technical operation system, which restores their technical condition. The amount of recovery from the actual level of technical condition of the machine before the next service A Fgi due to the influence of the system is determined by the formula

where F i- technical condition before the next service;

P(F()- the probability of detecting and eliminating a malfunction during maintenance. Technical condition of machines and equipment before the next maintenance F( defined as the following expression:

where F"- technical condition at the beginning of the period; the expression in curly brackets is a function of the change in the technical condition for the overhaul period.

By introducing a rational system at enterprises, the time of actual operation of this type of equipment before the first repair is recorded, the change in technical condition is estimated according to the determinant F(t) and the time of the subsequent repair is specified based on the definition of the criterion t . Such a systematic assessment is carried out throughout the entire life cycle of the equipment (technological module), using a particular criterion for determining the duration of its operation according to the formula:

where T e and t HC- time of actual operation of technical means and their standard service life.

The energy sector includes power equipment, means of energy transmission, instruments for measuring operating parameters and energy consumption at the enterprise.

Usually, the energy management at the enterprise is carried out by the service or department of the chief power engineer (OGE), subordinate to the chief power engineer (chief engineer). This economy may include an energy shop and its subdivisions; thermal shop and service, including boiler rooms, heating network, water supply and purification system; gas shop, consisting of a gas generator network, oxygen and acetylene stations; service of instrumentation (KIP) and automation; electrical and heat engineering laboratories; compressor and ventilation stations, fire and burglar alarms, etc.

To perform work, the OGE must be provided with the necessary regulatory and technical documentation, basic installation, executive diagrams and drawings, lists of spare parts, components and purchased products, energy consumption standards and standards in the field of energy management at the enterprise.

For each type of power equipment, a file is created with a technical passport, in which changes in equipment parameters, dates of energy repair work, responsible executors, etc. are recorded.

The main tasks of the energy economy at the enterprise are:

- efficient mode of use of energy resources (with the maximum possible reduction of energy losses);
- uninterrupted and reliable supply of the enterprise and its divisions with all types of energy;
- maximum use of the capacities of power plants, where energy of any kind is produced, transmitted, converted, distributed and consumed;
- increasing the efficiency of work, improving the regulation of energy consumption, reducing operating costs in the energy sector;
- systematic control over the technical operation, compliance with the operating rules in the divisions of the enterprise, verification of protective devices and organization of repair maintenance of power equipment.

There are three types of power supply at enterprises: centralized (energy comes from a common power system); decentralized (energy supply is carried out from the enterprise's own installations) and mixed (intermediate type, when some consumers are connected to external, and others to internal sources of energy supply).

The recent trend is to move away from excessive centralization in energy supply and use efficient individual sources of energy supply (for example, autonomous power systems, mobile and local heating systems, mini-boilers, etc.).

Enterprises must support optimal mode energy consumption with the elimination of all possible energy losses. For this, it is advisable to constantly innovate in this direction, as well as the introduction of progressive energy saving technologies and equipment, improving its characteristics, organizing optimal loading, applying reengineering business processes, organizing proper accounting of energy costs in each area of work and in the whole enterprise.

2.9.4. Organization of transport and storage facilities

The transport subsystem at the enterprise can be compared with the circulatory system in the human body. Raw materials and materials, semi-finished products, purchased and component parts, spare parts, parts, products and other material values necessary for the production of products, goods and services are regularly supplied to the enterprise. All this should be unloaded in a certain way and placed in warehouses, from where it should be supplied to production workshops and sites, and then to consumers.

Reliability and quality of transport and loading services is achieved through the efficient organization of the transport economy, designed to ensure the movement of certain volumes of raw materials and materials, semi-finished products, fuel, finished products, production waste, various types of cargo, contribute to its rational organization, optimize cargo turnover and cargo flows of products, accelerate turnover of working capital and, finally, increase the efficiency of production and profit.

Cargo turnover is the total amount of goods moved per unit of time (day, month, quarter, year) in a certain transport direction (path). Freight flows are the volumes of goods moving in a specific direction between the points of loading and delivery, which are understood as warehouses, workshops, sections, individual jobs.

Logistical methods of organization of transport facilities and warehousing are described in the relevant literature. A warehouse in logistics is used only when it improves the overall performance of the logistics process, i.e. the role of the warehouse is to create conditions for optimizing material flows. Thus, in the production logistics system, the warehouse is a component of the logistics chain (an element of the logistics system).

We emphasize that the logistic approach is a special case of the system-wide approach. Logistics management solves the problems of managing material flows and stocks, managing transport and storage processes and costs. In the process of interaction between logistics and production management, the tasks of designing an intra-company logistics system in terms of its technological component (warehousing, intra-production transport, handling equipment, etc.) are solved. Today, logistics management is a complex, hierarchically structured system of production and economic relations, implemented in the process of developing and making organizational and managerial decisions.

Intra-production transport at the enterprise is divided into inter-shop, intra-shop and inter-operational. By the nature of the work performed, vehicles can be periodic (rail, trackless, suspended, lifting, etc.) and continuous (elevators, conveyors, conveyors).

An effective method of organizing intra-production transport is to establish transportation routes using ring, pendulum and beam systems. Vehicles must comply with the organizational and technological requirements of the serviced industries. For docking of separate links of the transport network of the enterprise and its technological equipment, transport and technological schemes are developed.

The indicators of the transport economy of the enterprise characterize the quantitative use of vehicles, give a qualitative assessment of the time of their operation, productivity (mileage with cargo and empty), transportation costs and the amount of investment required.

With regard to the transport economy of the enterprise, the warehouses for service facilities are divided into general production and workshop. The first, in turn, are divided into supply, marketing, production and economic. The location of warehouses at the enterprise should provide the shortest (“direct-flow”) ways of delivering goods without transshipment and with minimal transportation costs. According to the arrangement of premises, warehouses are divided into open, semi-open and closed. The latter can be universal and special.

The total warehouse area F o6i4 is determined by the formula

where F n - useful (cargo) area;

F np - area under the aisles;

F on - operational area occupied by receiving, sorting and other sites;

F k6 - area for office and household premises;

? under- the area occupied by lifts, vestibules, stairs.

The useful or cargo area of the warehouse F n is determined by the following formula:

where Q is the annual need for materials, taking into account the established stock standards;

T is the number of days of storage;

q is the load density of 1 m 2 of the floor;

D - the number of working days in the planning period (usually a year).

The quantity, composition, capacity and specialization of warehouses form the structure of the enterprise's warehouse economy. It performs not only the functions of storing and preparing materials for release into production, but also significantly affects their consumption, quickly regulates consumption by creating stocks and controlling changes in their value. The most important trends in the modern way of development of the warehouse economy of the enterprise are the use of logistics methods, complex mechanization and automation, the widespread use of computers and information technologies.

According to the terms of storage of goods, seven main groups of warehouses can be classified:

1) direct reloading (shelf life t = 0);
2) temporary storage of goods (03) short-term storage (54) with medium storage periods (205) long-term storage (406) long-term storage (907) long-term storage of goods t xp > 1 year).

According to the level of mechanization and automation, warehouses should be classified into non-mechanized, mechanized, highly mechanized, automated and automatic. The characteristic parameters of these five types of warehouses can be determined as follows:

1) in non-mechanized - the presence of manual work in the entire warehouse complex;
2) mechanized - the use of mechanization with manual control for servicing the cargo storage area;
3) highly mechanized - the use of manual mechanization in the operations of warehousing, moving, loading and unloading and the absence of manual work at the specified complex;
4) automated - the use of semi-automatic mechanisms with the input of commands on the keyboard or diskettes in the operations of moving (warehousing) goods;
5) automatic - the use of automatic mechanisms with the input of computer commands through communication channels.

In recent years, in the warehouse provision of machine-building production, trends have been developing in the direction from the first to the fifth type; widespread use of stacker cranes, elevator racks, transport conveyor systems; the use of not so much space as height and the achievement of the optimal volume of warehouse space in enterprises.

A systematic approach that underlies logistics as a science of planning, control and management of transportation, warehousing and other operations of bringing finished products to the consumer, allows you to evaluate the complex costs of an enterprise, see ways to optimize them, taking into account its relationships with consumers, suppliers and competitors.

The logistics system of a machine-building enterprise is a complex organizational and economic structure, consisting of functional links of the enterprise interconnected in a single material flow management process and having stable links with the external environment. to functional units external level include suppliers, consumers, intermediaries, and internal - divisions of the enterprise. In the logistics system of an enterprise, the movement of a material flow is characterized by the concept of “logistics operation” (a set of actions aimed at transforming this and the information and financial flows accompanying it).

The most common logistics operations at a machine-building enterprise are warehousing, transportation, picking, internal movements, loading and unloading operations. Logistics operations may include the collection, storage and processing of information flow data that accompanies the movement of the material flow. The purpose of the logistic organizational and economic system of a machine-building enterprise is to minimize the timing of the completion of operations and the costs of their operation.

The functions of the logistics system of the enterprise are implemented throughout a single production and commercial cycle, including the processes of: procurement of raw materials, components and other material resources for the production of engineering products, their warehousing and storage; intra-production functions of distribution, warehousing and stock management of finished products; delivery, unloading and storage of products at consumers.

These processes, together with the information and financial flows of a machine-building enterprise, form a functional logistics environment with the following components:

1) procurement logistics associated with the supply of the enterprise with raw materials, semi-finished products, materials;
2) production logistics, which ensures the movement of material resources in the course of a single production and technological process;
3) marketing logistics, which solves the problems of selling finished products;
4) transport logistics, dealing with the movement, transportation of material resources;
5) warehouse logistics, which provides the processes of warehousing and storage of material resources of the enterprise.

The economic efficiency of the logistics system depends on the scale of the use of the latter in machine-building production. Currently, about 2/3 of Western firms in developed market countries have introduced various logistics systems or combinations of their elements into their activities.

At the machine-building enterprises of Russia, this process is proceeding at a low rate. Investments in the mechanization of warehousing in machine-building production are being introduced and paid off especially slowly (to a large extent in the construction of mechanized, automated and automatic warehouses at machine-building enterprises). This is an important direction for increasing the efficiency and competitiveness of logistics systems at machine-building enterprises, which should be ensured by their logistics strategy, by solving the problems of innovative development of training systems and the infrastructure of domestic machine-building production.

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