Time of direct participation of production means. Production processes at enterprises, their structure and classification
7.1. The production process and the principles of its organization
7.1.1. Definition of the manufacturing process
Industrial production is a complex process of converting raw materials, semi-finished materials and other objects of labor into finished products that meet the needs of the market.
Manufacturing process- this is a set of all the actions of people and tools necessary for a given enterprise to manufacture products.
The production process consists of the following processes:
main- these are technological processes during which changes in the geometric shapes, sizes and physico-chemical properties of products occur;
auxiliary- these are processes that ensure the uninterrupted flow of basic processes (manufacturing and repair of tools and equipment; repair of equipment; provision of all types of energy (electricity, heat, steam, water, compressed air, etc.));
serving- these are processes associated with the maintenance of both main and auxiliary processes and do not create products (storage, transportation, technical control, etc.).
In the conditions of automated, automatic and flexible integrated production, auxiliary and service processes are combined with the main ones to one degree or another and become an integral part of the production processes, which will be discussed in more detail later.
The structure of production processes is shown in fig. 7.1.
Rice. 7.1. Structure of production processes
Technological processes, in turn, are divided into phases.
Phase- a set of works, the performance of which characterizes the completion of a certain part of the technological process and is associated with the transition of the object of labor from one qualitative state to another.
In mechanical engineering and instrumentation, technological processes are mainly divided into three phases:
Procurement;
- processing;
- assembly.
The phase structure of technological processes is shown in fig. 7.2.
Rice. 7.2. Phase structure of technological processes
The technological process consists of technological actions, operations, sequentially performed on the given object of labor.
Operation- a part of the technological process performed at one workplace (machine, stand, unit, etc.), consisting of a series of actions on each object of labor or a group of jointly processed objects.
Operations that do not lead to a change in the geometric shapes, sizes, physical and chemical properties of objects of labor do not belong to technological operations (transport, loading and unloading, control, testing, picking, etc.).
Operations also differ depending on the means of labor used:
- manual performed without the use of machines, mechanisms and mechanized tools;
- machine-manual- are carried out with the help of machines or hand tools with the continuous participation of the worker;
- machine- performed on machines, installations, units with limited participation of the worker (for example, installation, fixing, starting and stopping the machine, unfastening and removing the part). The machine does the rest.
- automated- performed on automatic equipment or automatic lines.
Hardware processes characterized by the performance of machine and automatic operations in special units (furnaces, installations, baths, etc.).
7.1.2. Basic principles of the organization of the production process
Principles- these are the initial provisions on the basis of which the construction, functioning and development of the production process are carried out.
Compliance with the principles of the organization of the production process is one of the fundamental conditions for the efficiency of the enterprise.
The basic principles of the organization of the production process and their content are given in table. 7.1.
Table 7.1
Basic principles of the organization of the production process
| No. p / p | Principles | Key points |
| 1 | The principle of proportionality | Proportional productivity per unit of time of all production departments of the enterprise (workshops, sections) and individual jobs. |
| 2 | Principle of differentiation | Separation of the production process for the manufacture of products of the same name between individual divisions of the enterprise (for example, the creation of production sites or workshops on a technological or subject basis) |
| 3 | Combination principle | The combination of all or part of diverse processes for the manufacture of a certain type of product within the same area, workshop, production |
| 4 | The principle of concentration | Concentration of the performance of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work in separate areas, workplaces, in workshops and production facilities of the enterprise |
| 5 | The principle of specialization | Forms of the division of labor in the enterprise, in the shop. Assignment to each division of the enterprise of a limited range of works, operations of parts or products |
| 6 | The principle of universalization | Contrary to the principle of specialization. Each workplace or production unit is engaged in the manufacture of products and parts of a wide range or the performance of various production operations. |
| 7 | The principle of standardization | The principle of standardization in the organization of the production process is understood as the development, establishment and application of uniform conditions that ensure its best flow. |
| 8 | The principle of parallelism | Simultaneous execution of a technological process at all or some of its operations. The implementation of the principle significantly reduces the production cycle of the product |
| 9 | Direct flow principle | The requirement for rectilinear movement of objects of labor in the course of the technological process, that is, along the shortest path for the product to pass through all phases of the production process without returns in its movement |
| 10 | Continuity principle | Minimizing all interruptions in the production process of a particular product |
| 11 | The principle of rhythm | Release at equal intervals of time an equal number of products |
| 12 | The principle of automaticity | The maximum possible and economically expedient exemption of the worker from the cost of manual labor based on the use of automatic equipment |
| 13 | The principle of conformity of the forms of the production process its feasibility content |
Formation of the production structure of the enterprise, taking into account the peculiarities of production and the conditions for its flow, giving the best economic indicators |
The economic efficiency of the rational organization of the production process is expressed in reducing the duration of the production cycle of products, in reducing the costs of production, improving the use of fixed assets and increasing the turnover of working capital.
7.2. Types of productions and their technical and economic characteristics
Type of production- the totality of its organized, technical and economic features.
The type of production is determined by the following factors:
The range of manufactured products;
- volume of release;
- the degree of constancy of the range of manufactured products;
- the nature of the workload.
Depending on the level of concentration and specialization, three types of industries are distinguished:
Single;
- serial;
- mass.
Enterprises, sites and individual jobs are classified according to the types of production.
The type of production of an enterprise is determined by the type of production of the leading shop, and the type of production of the shop is determined by the characteristics of the site where the most critical operations are performed and the main part of production assets is concentrated.
The assignment of a plant to one or another type of production is conditional, since a combination of different types of production can take place at the enterprise and even in individual workshops.
Single production It is characterized by a wide range of manufactured products, a small volume of their production, and the performance of a wide variety of operations at each workplace.
AT serial production a relatively limited range of products is produced (in batches). As a rule, several operations are assigned to one workplace.
Mass production characterized by a narrow range and a large volume of products manufactured continuously for a long time at highly specialized workplaces.
The type of production is of decisive importance on the features of the organization of production, its economic indicators, the cost structure (in a single unit, the share of living labor is high, and in mass production, the cost of repair and maintenance needs and maintenance of equipment), different levels of equipment.
Comparison by factors of production types is given in Table 7.2.
Table 7.2
Characteristics of production types
| No. p / p | Factors | Type of production | ||
| singular | serial | massive | ||
| 1 | The range of manufactured products | Big | Limited | Malaya |
| 2 | Nomenclature constancy | Is absent | Available | Available |
| 3 | Issue volume | Small | Average | Large |
| 4 | Assignment of operations to jobs | Is absent | Partial | Complete |
| 5 | Applied equipment | Universal | Universal + special (partially) | Mostly special |
| 6 | Applied tools and equipment | Universal | Universal + special | Mostly special |
| 7 | Worker Qualification | high | Medium | Mostly low |
| 8 | Production cost | high | Medium | Low |
| 9 | Production specialization of workshops and sections | Technological | mixed | subject |
7.3. Production structure of the enterprise
The production structure of an enterprise is a set of production units of an enterprise (workshops, services) included in its composition, and the forms of relations between them.
The production structure depends on the type of products and their range, the type of production and forms of its specialization, on the characteristics of technological processes. Moreover, the latter are the most important factor determining the production structure of the enterprise.
The production structure is, in essence, a form of organization of the production process. It distinguishes divisions of production:
Main;
- auxiliary;
- serving.
In the shops (subdivisions) of the main production, objects of labor are converted into finished products.
Workshops (subdivisions) of auxiliary production provide the conditions for the functioning of the main production (provision of tools, energy, equipment repair) (see Fig. 7.1).
Subdivisions of service production provide the main and auxiliary production with transport, warehouses (storage), technical control, etc.
Thus, the main, auxiliary and service workshops and production facilities are distinguished in the enterprise.
In turn, the workshops of the main production (in mechanical engineering, instrument making) are divided into:
For procurement;
- processing;
- assembly.
Procurement workshops carry out preliminary shaping of product parts (casting, hot stamping, cutting of blanks, etc.)
AT processing shops mechanical, thermal, chemical-thermal, galvanic processing, welding, paint coatings, etc. are carried out.
AT assembly shops assemble assembly units and products, their adjustment, adjustment, testing.
On the basis of the production structure, a general plan of the enterprise is developed, i.e. the spatial arrangement of all workshops and services, as well as routes and communications on the territory of the plant. In this case, the direct flow of material flows should be ensured. The shops must be located in the sequence of the production process.
Shop- this is the main structural production unit of an enterprise, administratively isolated and specializing in the production of a certain part or products or in the performance of technologically homogeneous or identical work purposes. Workshops are divided into sections, which are a group of jobs united according to certain characteristics.
Shops and sections are created according to the principle of specialization:
Technological;
- subject;
- subject-closed;
- mixed.
Technological Specialization is based on the unity of applied technological processes. At the same time, a high loading of equipment is ensured, but operational and production planning becomes more difficult, the production cycle is lengthened due to increased transport operations. Technological specialization is used mainly in single and small-scale production.
Subject Specialization is based on the concentration of activities of shops (sections) on the production of homogeneous products. This allows you to concentrate the production of a part or product within a workshop (section), which creates the prerequisites for organizing direct-flow production, simplifies planning and accounting, and shortens the production cycle. Subject specialization is typical for large-scale and mass production.
If a complete cycle of manufacturing a part or product is carried out within a workshop or site, this subdivision is called subject-closed.
Workshops (sections) organized according to the subject-closed principle of specialization have significant economic advantages, as this reduces the duration of the production cycle as a result of the complete or partial elimination of oncoming or return movements, reduces the loss of time for equipment changeover, and simplifies the system of planning and operational management the course of production.
A comparison of production structures with technological and subject specialization is shown in Figures 7.3. and 7.4.
Rice. 7.3. Production structure of an enterprise with technological specialization (fragment)
Figure 7.4. Production structure of an enterprise with subject specialization (fragment)
Production structure shop is shown in Fig. 7.5.
Figure 7.5. Production structure of the workshop
7.4. Production cycle and its structure
Production cycle- this is a calendar period of time during which the material, workpiece or other processed item goes through all the operations of the production process or a certain part of it and turns into finished products. It is expressed in calendar days or, with a low labor intensity of the product, in hours.
The structure of the production cycle is shown in fig. 7.6.
Rice. 7.6. Structure of the production cycle
Production cycle Tc:
T c \u003d T vrp + T vpr,
where T vrp - time of the working process;
T vpr - time of breaks.
During the working period, technological operations are performed
T vrp \u003d T shk + T k + T tr + T e,
where T shk - piece-calculation time;
T to - the time of control operations;
T tr - the time of transportation of objects of labor;
T e is the time of natural processes (aging, relaxation, natural drying, settling of suspensions in liquids, etc.).
The sum of the times of piece, control operations, transportation is called operating time (T opr):
T det = T shk + T k + T tr.
In the operating cycle, T to and T tr are conditionally included, since in organizational terms they do not differ from technological operations.
T wk \u003d T op + T pz + T en + T oto,
where T op - operational time;
T pz - preparatory and final time when processing a new batch of parts;
T en - time for rest and natural needs of workers;
T oto - the time of organizational and maintenance (receipt and delivery of tools, cleaning the workplace, lubricating equipment, etc.).
Operational time (T op), in turn, consists of the main (T os) and auxiliary time (T in):
T op \u003d T os + T in.
Prime time is the actual time that work is being processed or completed.
Auxiliary time:
T in \u003d T y + T s + T ok,
where T y is the time of installation and removal of the part (assembly unit) from the equipment;
T C - the time of fastening and detachment of the part in the device;
T ok - the time of the operational control of the worker (with the stop of the equipment) during the operation.
The time of breaks (T vpr) is determined by the mode of work (T RT), the interoperational laying of the part (T mo), the time of breaks for overhaul maintenance and equipment inspections (T r) and the time of breaks associated with shortcomings in the organization of production (T org):
T vpr \u003d T mo + T rt + T r + T org.
The time of interoperational sojourn (T mo) is determined by the time of batching breaks (T pairs), waiting breaks (T cool) and picking breaks (T kp):
T mo \u003d T steam + T cool + T kp.
Partion breaks (T pairs) occur during the manufacture of products in batches and are due to the aging of the processed parts until all the parts in the batch are ready for the technological operation.
Wait breaks (T oj) are caused by inconsistent duration of adjacent operations of the technological process.
Gathering breaks (T kp) occur during the transition from one phase of the production process to another.
Thus, in general terms, the production cycle is expressed by the formula
T c \u003d T det + T e + T mo + T rt + T r + T org.
When calculating the production cycle, it is necessary to take into account the overlap of some elements of time either by technological time or by the time between operations. The time of transportation of objects of labor (T tr) and the time of selective quality control (T k) are overlapping elements.
Based on the foregoing, the production cycle can be expressed by the formula
T c \u003d (T shk + T mo) to per r k o r + T e,
where k lane is the conversion factor of working days into calendar days (the ratio of the number of calendar days (D k) to the number of working days in a year (D p), k per p \u003d D k / D p);
kop - coefficient taking into account breaks for overhaul maintenance of equipment and organizational problems (usually 1.15-1.2).
In mass production, products are produced in batches.
production batch(n) is a group of products of the same name and size, launched into production within a certain time interval with the same preparatory and final time for the operation.
Operating Party- a production batch or part of it entering the workplace to perform a technological operation.
7.5. Methods for calculating the production cycle
Distinguish between simple and complex production cycles.
Simple The production cycle is the production cycle of a part.
Complicated production cycle - the cycle of manufacturing a product.
The duration of the production cycle to a large extent depends on the method of transferring the part (product) from operation to operation. There are three types of movement of a part (products) in the process of their manufacture:
Consistent;
- parallel;
- parallel-serial.
At sequential type of movement each subsequent operation begins only after the completion of the processing of the entire batch of parts at the previous operation (Fig. 7.7).
Rice. 7.7. Operating cycle for sequential movement of a batch of parts
Here, the operating cycle of a batch consisting of three parts (n=3) processed in four operations is calculated:
T last \u003d 3 (t piece 1 + t piece 2 + t piece 3 + t piece 4) \u003d 3 (2 + 1 + 4 + 1.5) \u003d 25.5
where n is the number of parts in the production batch (pcs);
N op - the number of operations of the technological process;
t shti - the norm of time to perform the i-th operation (min.).
If all or some operations have parallel jobs, then the operating cycle is determined by the formula
where C pmi - the number of jobs occupied by the manufacture of a batch of parts for each operation.
With a consistent type of movement of parts (products), there are no interruptions in the operation of equipment and a worker at each operation, a high load of equipment during a shift is possible, but the production cycle has the largest value, which reduces the turnover of working capital.
Parallel motion view characterized by the transfer of parts (products) to the next operation immediately after the previous operation, regardless of the readiness of the rest of the batch. Parts are transferred from operation to operation individually or in operational batches into which the production batch is divided. The process occurs continuously if complete equality or multiplicity of operations in time is achieved, which is typical for production lines:
,
where r is the cycle of the production line (min).
The graph of the movement of a batch of parts with parallel movement is shown in Fig. 7.8.
Rice. 7.8. Operating cycle with parallel movement of a batch of parts
The parallel type of movement of the part (products) is the most effective, but the possibilities of its application are limited, since the prerequisite for such movement is the equality or multiplicity of the duration of the operations, as mentioned above. Otherwise, losses (breaks) in the operation of the equipment and the worker are inevitable.
According to the schedule (Figure 7.8), we determine the operating cycle with a parallel type of movement:
T pairs = (t pcs1 + t pcs2 + t pcs3 + t pcs4) + (3-1)t pcs3 = 8.5 + (3-1)4 = 16.5 min.
,
where t pcsmax is the execution time of the operation, the longest in the technological process (min).
When transferring parts (products) by operational batches (p), the calculation is carried out according to the formula
,
where p is the size of the operating lot (in pieces).
parallel-serial the type of movement consists in the fact that the manufacture of products at a subsequent operation begins before the completion of the manufacture of the entire batch at the previous operation in such a way that work on each operation for this batch as a whole proceeds without interruptions. In contrast to the parallel type of movement, here there is only a partial overlap in the execution time of adjacent operations.
In practice, there are two types of combination of adjacent operations in time:
The execution time of the subsequent operation is greater than the execution time of the previous operation;
- the execution time of the subsequent operation is less than the execution time of the previous operation.
In the first case, it is possible to apply a parallel type of movement of parts and fully load jobs.
In the second In this case, a parallel-sequential type of movement is acceptable with the maximum possible combination in time of both operations. In this case, the maximum combined operations differ from each other by the time of manufacture of the last part (or the last operational batch) in the subsequent operation.
A diagram of a parallel-sequential type of movement is shown in fig. 7.9.
Rice. 7.9. Operating cycle with parallel-sequential movement of a batch of parts
AB, VG (equal to A "B"), DE - the time of the subsequent operation, overlapped by the time of the previous operation:
In this case, the operating cycle will be less than with a sequential type of movement, by the amount of combination of each adjacent pair of operations:
The first and second operations - AB = (3-1) t pcs2;
- the second and third operations - VG = (3-1) t pcs2;
- the third and fourth operations - DE = (3-1) t pcs4, (t pcs2 and t pcs4 have a shorter time t pcs.kor from each adjacent pair of operations).
Thus, the alignment time
Formula for calculation
When performing operations on parallel workstations
When transferring parts by operational batches
The parallel-sequential type of movement of parts (products) ensures the operation of the equipment and the worker without interruptions. The production cycle in this form is longer compared to parallel, but less than in series.
The production cycle of the product T qi can be calculated by the formula
T qi \u003d T cd + T c.sb,
where T cd is the production cycle for the manufacture of the leading part;
T c.sb - production cycle of assembly work.
Ways and meaning of shortening the production cycle
The production cycle is used as a standard for operational planning of production, financial management and other planning and production calculations.
The production cycle (T c) is directly related to the standard of working capital:
T c \u003d OS n.p / Q days,
where OS n.p - the amount of working capital in work in progress (rubles);
Q days - one-day output (rubles).
Reducing the production cycle is of great economic importance:
The turnover of working capital is reduced by reducing the volume of work in progress;
- increased capital productivity of fixed production assets;
- the cost of products decreases due to the reduction of the conditionally constant part of the costs per product, etc.
The duration of the production cycle depends on two major groups of factors:
Technical level of production;
- organization of production.
These two groups of factors mutually determine and complement each other.
The main directions for reducing the production cycle are:
Technology improvement;
- the use of more productive equipment, tools, technological equipment;
- automation of production processes and the use of flexible integrated processes;
- specialization and cooperation of production;
- organization of mass production;
- flexibility (versatility) of personnel;
- many other factors affecting the duration of the production cycle (see the structure of T c in Fig. 7.6).
7.6. Organization of in-line production
Flow production is the most efficient form of organization of the production process.
Signs of in-line production:
Assignment of one or a limited number of product names to a specific group of jobs;
- rhythmic repetition of technological and auxiliary operations coordinated in time;
- specialization of jobs;
- location of equipment and workplaces along the technological process;
- the use of special vehicles for the interoperational transfer of products.
In mass production, the following principles are implemented:
- specializations;
- parallelism;
- proportionality;
- straightness;
- continuity;
- rhythm.
In-line production ensures the highest labor productivity, low cost of production, and the shortest production cycle.
The basis (primary link) of in-line production is production line.
The location of production lines (planning) should provide:
Straightness and the shortest path of movement of the product;
- rational use of production areas;
- conditions for the transportation of materials and parts to workplaces;
- convenience of approaches for repair and maintenance;
- sufficiency of space and equipment for storing the required stocks of materials and finished parts;
- the possibility of easy disposal of waste products.
Examples of the location of equipment and the path of movement of the product are shown in fig. 7.10 and 7.11.
Rice. 7.10. The movement of the product along the production line when the equipment is located:
a - unilateral; b - double-sided
Rice. 7.11. Schemes of the movement of products along production lines:
a - branching; b - zigzag; c - U-shaped;
g - T-shaped; d - closed; e - multilevel.
Vehicles in mass production
In mass production, a variety of vehicles are used (Table 7.3).
Table 7.3
Classification of vehicles in mass production
| sign | Characteristic | |||||||||||||||||||||||||||||||||||||
| Purpose | Transporters | Conveyors | ||||||||||||||||||||||||||||||||||||
| Drive type | non-driven: | driven: | autonomous: | |||||||||||||||||||||||||||||||||||
| slips gutters carts |
with electric drive, hydraulic drive, pneumatic drive | industrial robots, robot rails with on-board computers and program control | ||||||||||||||||||||||||||||||||||||
| Operating principle | Mechanical conveyors. Pneumatic transport. Hydrotransport. electromagnetic transport. Wave. Gravitational. Hovercraft | |||||||||||||||||||||||||||||||||||||
| Design | Conveyors and conveyors: belt, roller, screw, lamellar, chain, trolley, cable (with pull washer), satellite (pallet) |
|||||||||||||||||||||||||||||||||||||
| Location in space | Horizontally closed | vertically closed | Suspended | Mixed (combined) | ||||||||||||||||||||||||||||||||||
| Continuity of action | Continuous | Pulsating | ||||||||||||||||||||||||||||||||||||
| Function | Distribution conveyors | Working conveyors | ||||||||||||||||||||||||||||||||||||
In mechanical engineering and instrumentation, conveyors are widely used - vehicles that serve to transport a product or transport and perform work operations on it and regulate the rhythm of the production line, that is, they play an organizing role in the flow. If the conveyor serves to move products and maintain the rhythm of the line by clearly addressing products to workplaces, it is called distributive, if it also serves as the place for performing the operation, it is called workers.
Fundamentals of calculation and organization of production lines
When designing and organizing production lines, calculations are made of indicators that determine the line operation schedule and methods for performing technological operations.
Production line cycle- the time interval between the release of products (parts, assembly units) from the last operation or their launch for the first operation of the production line.
Initial data for clock calculation:
Production task for the year (month, shift);
- planned fund of working hours for the same period;
- planned technological operational losses.
The production line cycle is calculated by the formula
r \u003d F d / Q vy,
where r is the cycle of the production line (in minutes);
F d - the actual annual fund of the line operation time in the planned period (min.);
Q issue - planned task for the same period of time (pcs.).
F d \u003d D slave H d cm H T cm H k lane H k rem,
where D slave is the number of working days in a year;
d cm - the number of work shifts per day;
T cm is the duration of the shift (in minutes);
k lane - coefficient taking into account the planned breaks;
k rem - coefficient taking into account the time of scheduled repairs.
k lane \u003d (T cm - T lane) / T cm,
where T lane - the time of the planned intra-shift breaks;
k rem - is calculated in a similar way.
The classification of production lines is given in table. 7.4
Table 7.4
Classification of production lines
| No. p / p | sign | Characteristic |
| 1 | Degree of mechanization of technological operations | 1.1. Mechanized 1.2. Complex-mechanized 1.3. semi-automatic 1.4. Automatic 1.5. Flexible integrated |
| 2 | Number of types simultaneously processed and assembled products |
2.1. One-nomenclature (processing of a product of one name) 2.2. Multi-nomenclature (processing of products of several items simultaneously or sequentially) |
| 3 | The nature of the movement of products by operations production process |
3.1. Continuous-flow (all operations are synchronized in time, i.e. equal to or a multiple of the line cycle) 3.2. Discontinuous flow (breaks in the production process and the inability to synchronize technological operations in time) |
| 4 | The nature of the conveyor | 4.1. With a working conveyor, when operations are performed without removing the product from the conveyor 4.2. With a distribution conveyor, when the conveyor delivers the product to the workplace, and the operation is performed with the removal of the product from the conveyor 4.3. With a continuously moving conveyor 4.4. With pulsating conveyor |
With inevitable technological losses (planned exit of good ones), cycle r is calculated by the formula
r = F d / Q app,
where Q zap - the number of products launched on the production line in the planning period (pcs):
Q zap \u003d Q vyp Ch k zap,
where k zap - the coefficient of launching products on the production line, equal to the reciprocal of the output coefficient of good products (a); k zap \u003d 1 / a.
The yield of good products as a whole for the production line is determined as the product of the yield coefficients for all operations of the line
a = a 1 P a 2 P ... P a n.
Rhythm is the number of products produced by the production line per unit of time.
Calculation of the number of production line equipment is carried out for each operation of the technological process:
where - estimated quantity equipment (jobs) at the i-th operation of the production line;
t shti - the norm of piece time for the i-th operation (in minutes);
k zapi - the coefficient of launching the part for the i-th operation.
Accepted amount of equipment or jobs at each operation W pi is determined by rounding their estimated number to the nearest higher whole number.
The load factor of equipment (jobs) is defined as
Number of equipment (jobs) on the entire production line
,
where h op - the number of operations of the technological process.
Approximate number of workers(P yav) is equal to the number of jobs on the production line, taking into account multi-machine service:
,
where k mo is the coefficient of multi-machine maintenance;
,
where S R i - the number of working area.
Total number of workers on production lines is defined as the average:
,
where R cn - the average number of workers in the production line;
d - the percentage of lost working time (holidays, illnesses, etc.);
d cm - number of shifts.
Conveyor speed(V):
With continuous movement of the conveyor V=L / r;
- with pulsating motion of the conveyor V= L/ t tp ,
where L is the distance between the centers of two adjacent jobs, that is, the conveyor step (m);
t tr - the time of transportation of the product from one operation to another.
Backlog- production stock of materials, blanks or components of the product to ensure the uninterrupted flow of production processes on production lines.
There are the following types of backlogs:
Technological;
- transport;
- reserve (insurance);
- negotiable interoperational.
Technological backlog(Z t) - parts (assembly units, products) that are directly in the process of processing:
,
where - the number of jobs for each operation;
n i is the number of parts serviced at the same time at the i-th workplace.
Transport backlog(Z tr) - the number of parts in the process of moving between operations and located in transport devices.
With continuous movement of the conveyor
Z tr \u003d L pk P / V,
where L pk is the length of the working part of the conveyor (m);
V - conveyor speed (m/min);
P - the number of products in the operating batch (pcs).
For occasional transport
Transport technological backlog depends on the parameters of the equipment, those. processes.
Reserve (insurance) backlog is created to neutralize the consequences associated with the random nature of the output of the product in marriage, interruptions in the operation of equipment, etc.
where T pereb - the time of a possible interruption in the receipt of products from a given operation to an operation subject to insurance (min);
r - cycle of the production line (min).
Backlog on the line - the number of blanks (parts, assembly units) located between line operations and formed due to different productivity of adjacent jobs to equalize the work of lines. The size of the interoperational backlog constantly fluctuates from a maximum to zero and vice versa. The maximum value of the interoperational turnover reserve is determined by the difference in the productivity of adjacent operations:
,
where T joint - the time of joint operation of the equipment in both operations (in minutes);
- the number of equipment for supplying and consuming related operations, operating during the period T joint (pcs);
t ti - the norm of the operation execution time.
Synchronization- the process of equalizing the duration of the operation of the technological process according to the cycle of the production line. The execution time of the operation must be equal to the line cycle or a multiple of it.
Synchronization methods:
Differentiation of operations;
- concentration of operations;
- installation of additional equipment;
- intensification of equipment operation (increase in processing modes);
- the use of progressive tools and equipment;
- improving the organization of workplace services, etc.
7.7. Organization of automated production
The highest form of in-line production is automated production, which combines the main features of in-line production with its automation. In automated production, the operation of equipment, assemblies, apparatus, installations occurs automatically according to a given program, and the worker controls their work, eliminates deviations from the given process, and adjusts the automated equipment.
Distinguish between partial and complex automation.
With partial automation the worker is completely released from work related to the implementation of technological processes. In transport, control operations during maintenance of equipment, during the installation process, manual labor is completely or partially reduced.
In conditions complex-automated production, the technological process of manufacturing products, managing this process, transporting products, control operations, and removing production waste are performed without human intervention, but equipment maintenance is manual.
The main element of automated production are automatic production lines (APL).
Automatic production line- a complex of automatic equipment located in the technological sequence of operations, connected by an automatic transport system and an automatic control system and ensuring the automatic transformation of raw materials (blanks) into a finished product (for a given autoline). In the nuclear submarine, the worker performs the functions of setting up, monitoring the operation of equipment and loading the line with blanks.
The main features of the nuclear submarine:
Automatic execution of technological operations (without human intervention);
- automatic movement of the product between the individual units of the line.
Automatic complexes with a closed cycle of product production - a number of interconnected automatic transport and handling devices of automatic lines.
Automated areas (workshops) include automatic production lines, autonomous automatic complexes, automatic transport systems, automatic storage systems; automatic quality control systems, automatic control systems, etc. An approximate structure of an automated production unit is shown in fig. 7.12.
Rice. 7.12. Structural composition of the automated production unit
In the conditions of a constantly changing unstable market (especially multi-product production), an important task is to increase the flexibility (multifunctionality) of automated production in order to best meet the requirements, needs and demands of consumers, to master the production of new products faster and at minimal cost.
Methods for increasing the flexibility of automated production systems:
Use of automated systems for technical preparation of production (CAD);
- application of quick-change automatic production lines;
- application of universal industrial manipulators with program control (industrial robots);
- standardization of the applied tools and means of technological equipment;
- application in automatic lines of automatically readjustable equipment (based on microprocessor technology);
- use of reconfigurable transport, storage and storage systems, etc.
However, it should be noted that any universalization requires significant additional costs and its application requires a balanced economic approach based on marketing information and research.
Automatic production lines efficient in mass production.
The composition of the automatic production line:
Automatic equipment (machines, units, installations, etc.) for the performance of technological operations;
- mechanisms for orientation, installation and fixing of products on the equipment;
- a device for transporting products for operations;
- control machines and devices (for quality control and automatic adjustment of equipment);
- means of loading and unloading lines (blanks and finished parts);
- equipment and instruments of the nuclear submarine control system;
- tool and equipment changers;
- waste disposal devices;
- a device for providing the necessary types of energy (electric energy, steam, inert gases, compressed air, water, sewer systems);
- devices for supplying and removing cutting fluids, etc.
The latest generation automatic lines also include electronic devices:
1. "Smart supervisors" with monitors on each piece of equipment and on the central control panel. Their purpose is to warn the personnel in advance about the progress of the processes occurring in individual units and in the system as a whole and give instructions on the necessary actions of the personnel (text on the monitor). For example:
Negative trend of the technical parameter of the unit;
- information about the backlog and the number of blanks;
- about marriage and its causes, etc.
2. Statistical analyzers with graph plotters designed for statistical processing of various parameters of nuclear submarine operation:
Time of work and downtime (causes of downtime);
- the number of manufactured products (total, the level of marriage);
- statistical processing of each parameter of the processed product on each automatically controlled operation;
- statistical processing of failure (breakdown, failure) of the systems of each piece of equipment and the line as a whole, etc.
3. Interactive selective assembly systems (i.e. selection of parameters for relatively rough (inaccurate) machined parts included in the assembly unit, the combination of which provides high-quality assembly unit parameters).
At the enterprises of mechanical engineering and instrumentation, automatic lines are used, which differ from each other both in technological principles of operation and in forms of organization. Classification and characteristic features of automatic production lines are given in table. 7.5.
Table 7.5
Classification of automatic lines
| № | sign | Name and brief description |
| 1 | Flexibility | 1.1. Rigid non-adjustable AL designed for processing one product. 1.2. Reconfigurable AL for a specific group of products of the same name 1.3. Flexible AL, consisting of "machining centers" of flexible transport and storage systems with industrial robots and designed to process any parts of a certain range and dimensions (for example, body parts with dimensions from 100' 100' 100 to 600' 600'600) |
| 2 | Number of simultaneously processed items | 2.1. Single piece processing lines 2.2. Bulk Processing Lines |
| 3 | Method of product transportation by AL | 3.1. AL with continuous transportation of workpieces 3.2. AL with periodic transportation |
| 4 | Kinematic connection of units (equipment) AL | 4.1. AL with a rigid connection of units (for example, a rotor-conveyor, a chute, etc.) 4.2. AL with flexible connection of units (flexibility is ensured by the presence in front of each unit of a device for accumulating and issuing a stock of products (bunkers, cassettes, canisters, storage towers, etc.)) |
| 5 | Features of the transport system | See table 7.3. "Vehicle classification" |
When designing automatic production lines, a number of calculations are performed. Basically, they do not differ from the calculations of non-automated lines, but there are some features.
The nuclear submarine cycle is determined by the formula
where r is the nuclear submarine cycle (min);
F n - nominal annual fund of line operation time in one shift (hour);
d cm is the number of work shifts;
h is the coefficient of technical utilization of nuclear submarines, taking into account the loss of time in case of various malfunctions in the operation of line equipment and the time spent on re-adjustment;
Q issue - planned task (pcs).
If the value of the time norm of an individual line operation is greater than the line cycle, the time norm of the limiting operation is taken per cycle.
Backlogs are formed in bunker (flexible) AL:
Compensatory;
- pulsating.
Compensating reserves of nuclear submarines(Z k) are formed at different productivity of the replacement sections of the nuclear submarine:
,
where T to - the period of time to create a compensating reserve, i.e. time interval of continuous operation of NPS shift sections with different cycles of operation, min;
r m and r b - smaller and larger cycles of operation of adjacent sections (operations) of the nuclear submarine, min.
Pulsating backlogs created to maintain the rhythm of production. Their purpose is to prevent arrhythmia in the course of the production process at individual nuclear submarine operations.
7.8. Flexible Integrated Manufacturing
Increasing market instability, increased competition for the consumer between manufacturers, virtually unlimited possibilities of scientific and technological progress have led to frequent product replacement. The main factor in the competitive struggle was the time factor. The firm that can bring the idea to industrial development in a short time and offer the consumer a high-quality and relatively cheap product becomes the winner.
The rapid replacement of products and the requirement for their cheapness with high quality leads to a contradiction:
On the one hand, low production costs (ceteris paribus) are ensured by the use of automatic lines, special equipment;
- but on the other hand, the design and manufacture of such equipment often exceeds 1.5-2 years (even under current conditions), that is, by the time the product is launched, it will already be obsolete.
The use of universal equipment (non-automatic) increases the complexity of manufacturing, that is, the price, which is not accepted by the market.
Such a situation arose in the 60s of our century and, naturally, the machine tool firms faced the task of creating new equipment that would meet the following requirements:
Universality, that is, easy readjustability (functional invariance);
- automation;
- automatic readjustability on command from the control computer (UVM);
- embedding in automatic lines and complexes;
- high accuracy;
- high reliability;
- automatic adjustment (correction) of the tool during the operation, etc.
And such equipment was created. It includes:
- "machining centers" machining with UVM (with multi-tool magazines (up to 100 or more tools), with an accuracy of positioning the product relative to the tool of 0.25 microns, with "smart supervisors" of the functioning of all systems, with active control and automatic tool adjustment);
- industrial robots with program control as a universal tool for manipulating parts, universal transport handling equipment, as well as reconfigurable painter robots, welding robots, assembly robots, etc.;
- laser cutting machines that replace the most complex cold stamping complexes, which themselves determine the optimal cutting of materials;
- thermal multi-chamber units, where heat treatment or chemical-thermal treatment is performed in each individual chamber according to a given program;
- high-precision three-coordinate measuring machines with program control (on granite frames, with wear-resistant (diamond, ruby) meters);
- laser non-contact measuring devices, etc.
This list can be continued for quite some time. On the basis of the listed equipment created:
Initially, flexible production modules of the GIM (machining center, robotic arm, automated warehouse, UVM);
- then GIK - flexible integrated complexes and lines;
- flexible integrated sections, workshops, productions, factories.
When creating a flexible production system, integration occurs:
The whole variety of manufactured parts in the processing group;
- equipment;
- material flows (blanks, parts, products, fixtures, equipment, basic and auxiliary materials);
- the processes of creation and production of products from the idea to the finished product (there is a merger of the main, auxiliary and service production processes);
- services by merging all service processes into a single system;
- management based on the UVM system, data banks, application software packages, CAD, ACS;
- information flows for decision-making on all subdivisions of the system on the availability and use of materials, blanks, products, as well as means of displaying information;
- personnel due to the merging of professions (designer-technologist-programmer-organizer).
As a result, GUI systems have the following structural components:
Automated transport and storage system (ATSS);
- automatic instrumentation system (ASIO);
- automatic waste disposal system (AWS);
- automated quality assurance system (ASOK);
- automated reliability assurance system (ASON);
- automated control system of the GPS (ACS of the GPS);
- computer-aided design system (CAD);
- automated system for technological preparation of production (ASTPP);
- automated system for operational planning of production (ASOPP);
- automated system for the maintenance and service of equipment (ASSOO);
- automated production control system (APCS).
The organization of the GPS is shown on the example of a flexible automatic line for the manufacture of body parts of the Toyota company (cylinder blocks of automobile engines) (Fig. 7.13).
Figure 7.13. Flexible automatic line for processing body parts
The flexible automatic line is designed to process 80 types of automotive cylinder blocks manufactured to order in any sequence.
The line consists of the following components:
4 machining centers (1) with tool drums with 40 tools;
- three-coordinate measuring machine with program control (2);
- automatic washing machine (3);
- automatic transport and storage system, consisting of two vertical cellular automated warehouses (5, 6) with two stacker robots (7), an automated two-track roller conveyor with an autonomous drive for each roller (8);
- line control panel with UVM (9);
- workplace for preparing instrumental drums (10);
- automated waste disposal system (11);
- blank conveyor (12).
Workpieces with processed basic (technological) surfaces are fed through the conveyor 12 to the ball table, where, using a manual manipulator, they are installed on special devices - "satellites" (pallets). A magnetic information carrier is glued to each workpiece, which contains information about the workpiece (number, material, etc.). At the command of the operator, the stacker robot installs a "satellite" with a workpiece fixed on it into any free cell of the workpiece warehouse. The reader of the cell transmits information to the UVM of the site.
When any machining center 1 is released from operation, the CCM of the line, in accordance with the operational plan of production transferred from the CCM of the cylinder block manufacturing site, instructs the stacker robot 7 of the billet warehouse 6 to feed the next workpiece of a certain size into processing.
The stacker robot removes the satellite with the required workpiece from the warehouse cell and installs it on one of the tracks of the automatic conveyor, which receives a command from the UVM to deliver the "satellite" with the workpiece to a free machining center (MC). Stopping the workpiece against a given OC is achieved by rotating the rollers of the conveyor with autonomous drives from the warehouse to a given place, while the remaining rollers remain motionless.
Simultaneously with the command to the stacker robot to feed the workpiece, the UVM rewrites the program for processing the specified workpiece on the program carrier of the machining center, which, during the movement of the workpiece through the transport system, changes the tool to perform the first transition of the operation and sets the necessary processing modes, that is, it is fully prepared for working with the new ( completely different in terms of processing parameters) blanks.
The robot-manipulator 4, also at the command of the UVM, moves along the rail track to a free machining center and reloads from the conveyor 8 to the working table of the machining center, where the "satellite" with the workpiece is automatically fixed (using bayonet clamps) and the cylinder block is completely processed. .
At the end of processing, the “satellite” with the finished part is reloaded onto the conveyor, and from the conveyor into the washing machine 3. After washing and drying, the processed part in the same way enters the control machine, where it is controlled according to the program transmitted from the UVM.
If the parameters correspond to the given ones, the finished part enters the warehouse of finished products through the transport system, about which they receive information from the UVM of the line.
Before being placed in the warehouse of finished products, the operator removes the finished part from the "satellite", which is returned to the warehouse of blanks.
If the controlled parameters of the product do not correspond to the specified ones, the control machine calls the operator, who makes a decision. If necessary, at the command of the operator, the control machine prints out the results of the control.
In order to save working time, control over the state of tools in the tool drum and its change is carried out outside the machining center at a special workplace. To do this, the tool drum is removed by an overhead crane with a special swivel device and a new drum is immediately installed.
The control and adjustment of the tool (in special tool holders) is carried out using an instrumental microscope.
The site is served by 3 people:
Operator-engineer (he is also an adjuster, UVM operator, programmer and controller);
- worker of the warehouse of blanks and finished products;
- Toolmaker.
The use of GPS leads to a complete change in approaches to design, development and mass production, as well as production planning (including operational planning).
However, the cost of such a HPS is very high, and a thorough economic study of the effectiveness of its use is required.
The production structure of the GPS is shown in Figure 7.14 (compare with Figures 7.3 and 7.4).
Figure 7.14. The production structure of the flexible production system (fragment)
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Turovets O.G., Rodionov V.B., Bukhalkov M.I. Chapter from the book "Organization of production and enterprise management"
Publishing House "INFRA-M", 2007
10.1. The concept of the production process
Modern production is a complex process of converting raw materials, materials, semi-finished products and other objects of labor into finished products that meet the needs of society.
The totality of all the actions of people and tools carried out at the enterprise for the manufacture of specific types of products is called production process.
The main part of the production process is technological processes that contain purposeful actions to change and determine the state of objects of labor. In the course of the implementation of technological processes, the geometric shapes, sizes and physical and chemical properties of the objects of labor change.
Along with the technological production process, it also includes non-technological processes that do not aim to change the geometric shapes, sizes or physical and chemical properties of objects of labor or to check their quality. Such processes include transport, storage, loading and unloading, picking and some other operations and processes.
In the production process, labor processes are combined with natural ones, in which the change in objects of labor occurs under the influence of the forces of nature without human intervention (for example, drying painted parts in air, cooling castings, aging of cast parts, etc.).
Varieties of production processes. According to their purpose and role in production, processes are divided into main, auxiliary and service.
Main are called production processes during which the manufacture of the main products manufactured by the enterprise is carried out. The result of the main processes in mechanical engineering is the production of machines, apparatus and instruments that make up the production program of the enterprise and correspond to its specialization, as well as the manufacture of spare parts for them for delivery to the consumer.
To auxiliary include processes that ensure the uninterrupted flow of basic processes. Their result is the products used in the enterprise itself. Auxiliary are the processes for the repair of equipment, the manufacture of equipment, the generation of steam and compressed air, etc.
serving processes are called, during the implementation of which the services necessary for the normal functioning of both the main and auxiliary processes are performed. These include, for example, the processes of transportation, warehousing, selection and picking of parts, etc.
In modern conditions, especially in automated production, there is a tendency to integrate the main and service processes. So, in flexible automated complexes, the main, picking, warehouse and transport operations are combined into a single process.
The set of basic processes forms the main production. At engineering enterprises, the main production consists of three stages: procurement, processing and assembly. Stage The production process is a complex of processes and works, the performance of which characterizes the completion of a certain part of the production process and is associated with the transition of the object of labor from one qualitative state to another.
To procurement stages include the processes of obtaining blanks - cutting materials, casting, stamping. Processing the stage includes the processes of converting blanks into finished parts: machining, heat treatment, painting and electroplating, etc. Assembly stage - the final part of the production process. It includes the assembly of units and finished products, the adjustment and debugging of machines and instruments, and their testing.
The composition and interconnections of the main, auxiliary and service processes form the structure of the production process.
In organizational terms, production processes are divided into simple and complex. Simple called production processes, consisting of sequentially carried out actions on a simple object of labor. For example, the production process of manufacturing a single part or a batch of identical parts. Complicated process is a combination of simple processes carried out on a variety of objects of labor. For example, the process of manufacturing an assembly unit or an entire product.
10.2. Scientific principles of organization of production processes
Activities for the organization of production processes. Diverse production processes, which result in the creation of industrial products, must be properly organized, ensuring their effective functioning in order to produce specific types of products of high quality and in quantities that meet the needs of the national economy and the population of the country.
The organization of production processes consists in combining people, tools and objects of labor into a single process of production of material goods, as well as in ensuring a rational combination in space and time of the main, auxiliary and service processes.
The spatial combination of elements of the production process and all its varieties is implemented on the basis of the formation of the production structure of the enterprise and its divisions. In this regard, the most important activities are the choice and justification of the production structure of the enterprise, i.e. determination of the composition and specialization of its constituent units and the establishment of rational relationships between them.
During the development of the production structure, design calculations are carried out related to determining the composition of the equipment fleet, taking into account its productivity, interchangeability, and the possibility of effective use. Rational planning of subdivisions, placement of equipment, jobs are also being developed. Organizational conditions are being created for the smooth operation of equipment and direct participants in the production process - workers.
One of the main aspects of the formation of the production structure is to ensure the interconnected functioning of all components of the production process: preparatory operations, basic production processes, maintenance. It is necessary to comprehensively substantiate the most rational organizational forms and methods for the implementation of certain processes for specific production and technical conditions.
An important element in the organization of production processes is the organization of the labor of workers, which concretely realizes the combination of labor power with the means of production. Labor organization methods are largely determined by the forms of the production process. In this regard, the focus should be on ensuring a rational division of labor and determining on this basis the professional and qualification composition of workers, the scientific organization and optimal maintenance of jobs, and the all-round improvement and improvement of working conditions.
The organization of production processes also implies a combination of their elements in time, which determines a certain order for performing individual operations, a rational combination of the time for performing various types of work, and the determination of calendar-planned standards for the movement of objects of labor. The normal course of processes in time is also ensured by the order of launch-release of products, the creation of the necessary stocks (reserves) and production reserves, the uninterrupted supply of workplaces with tools, blanks, materials. An important direction of this activity is the organization of the rational movement of material flows. These tasks are solved on the basis of the development and implementation of systems for operational planning of production, taking into account the type of production and the technical and organizational features of production processes.
Finally, in the course of organizing production processes at an enterprise, an important place is given to the development of a system for the interaction of individual production units.
Principles of organization of the production process are the starting points on the basis of which the construction, operation and development of production processes are carried out.
Principle differentiation involves the division of the production process into separate parts (processes, operations) and their assignment to the relevant departments of the enterprise. The principle of differentiation is opposed to the principle combinations, which means the combination of all or part of diverse processes for the manufacture of certain types of products within the same site, workshop or production. Depending on the complexity of the product, the volume of production, the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, section) or dispersed over several units. Thus, at machine-building enterprises, with a significant output of the same type of products, independent mechanical and assembly production, workshops are organized, and with small batches of manufactured products, unified mechanical assembly workshops can be created.
The principles of differentiation and combination also apply to individual jobs. A production line, for example, is a differentiated set of jobs.
In practical activities for the organization of production, priority in the use of the principles of differentiation or combination should be given to the principle that will provide the best economic and social characteristics of the production process. Thus, in-line production, which is characterized by a high degree of differentiation of the production process, makes it possible to simplify its organization, improve the skills of workers, and increase labor productivity. However, excessive differentiation increases worker fatigue, a large number of operations increases the need for equipment and production space, leads to unnecessary costs for moving parts, etc.
Principle concentration means the concentration of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work in separate workplaces, sections, workshops or production facilities of the enterprise. The expediency of concentrating homogeneous work in separate areas of production is due to the following factors: the commonality of technological methods that necessitate the use of equipment of the same type; equipment capabilities, such as machining centers; an increase in the output of certain types of products; the economic feasibility of concentrating the production of certain types of products or performing similar work.
When choosing one or another direction of concentration, it is necessary to take into account the advantages of each of them.
With the concentration of technologically homogeneous work in the subdivision, a smaller amount of duplicating equipment is required, the flexibility of production increases and it becomes possible to quickly switch to the production of new products, and the load on equipment increases.
With the concentration of technologically homogeneous products, the costs of transporting materials and products are reduced, the duration of the production cycle is reduced, the management of the production process is simplified, and the need for production space is reduced.
Principle specializations based on limiting the variety of elements of the production process. The implementation of this principle involves assigning to each workplace and each division a strictly limited range of works, operations, parts or products. In contrast to the principle of specialization, the principle of universalization implies such an organization of production, in which each workplace or production unit is engaged in the manufacture of parts and products of a wide range or the performance of heterogeneous production operations.
The level of specialization of jobs is determined by a special indicator - the coefficient of consolidation of operations To z.o, which is characterized by the number of detail operations performed at the workplace for a certain period of time. Yes, at To z.o = 1 there is a narrow specialization of workplaces, in which during the month, quarter, one detail operation is performed at the workplace.
The nature of the specialization of departments and jobs is largely determined by the volume of production of parts of the same name. Specialization reaches its highest level in the production of one type of product. The most typical example of highly specialized industries are factories for the production of tractors, televisions, cars. An increase in the range of production reduces the level of specialization.
A high degree of specialization of subdivisions and workplaces contributes to the growth of labor productivity due to the development of labor skills of workers, the possibility of technical equipment of labor, minimizing the cost of reconfiguring machines and lines. At the same time, narrow specialization reduces the required qualifications of workers, causes monotony of labor and, as a result, leads to rapid fatigue of workers, and limits their initiative.
In modern conditions, the trend towards the universalization of production is increasing, which is determined by the requirements of scientific and technological progress to expand the range of products, the emergence of multifunctional equipment, and the tasks of improving the organization of labor in the direction of expanding the labor functions of the worker.
Principle proportionality consists in a regular combination of individual elements of the production process, which is expressed in a certain quantitative ratio of them with each other. Thus, proportionality in terms of production capacity implies equality in the capacities of sections or equipment load factors. In this case, the throughput of the procurement shops corresponds to the need for blanks in the machine shops, and the throughput of these shops corresponds to the needs of the assembly shop for the necessary parts. This implies the requirement to have in each workshop equipment, space, and labor in such a quantity that would ensure the normal operation of all departments of the enterprise. The same ratio of throughput should exist between the main production, on the one hand, and auxiliary and service units, on the other.
Violation of the principle of proportionality leads to disproportions, the appearance of bottlenecks in production, as a result of which the use of equipment and labor is deteriorating, the duration of the production cycle increases, and the backlog increases.
Proportionality in the labor force, space, equipment is already established during the design of the enterprise, and then refined during the development of annual production plans by carrying out so-called volumetric calculations - when determining capacities, the number of employees, and the need for materials. Proportions are established on the basis of a system of norms and norms that determine the number of mutual relations between various elements of the production process.
The principle of proportionality implies the simultaneous execution of individual operations or parts of the production process. It is based on the premise that the parts of a dismembered production process must be combined in time and performed simultaneously.
The production process of manufacturing a machine consists of a large number of operations. It is quite obvious that performing them sequentially one after another would cause an increase in the duration of the production cycle. Therefore, the individual parts of the product manufacturing process must be carried out in parallel.
Parallelism achieved: when processing one part on one machine with several tools; simultaneous processing of different parts of one batch for a given operation at several workplaces; simultaneous processing of the same parts for various operations at several workplaces; simultaneous production of different parts of the same product at different workplaces. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle and the time spent on parts, to save working time.
Under direct flow understand such a principle of organizing the production process, under which all stages and operations of the production process are carried out in the conditions of the shortest path of the object of labor from the beginning of the process to its end. The principle of direct flow requires ensuring the rectilinear movement of objects of labor in the technological process, eliminating various kinds of loops and return movements.
Full directness can be achieved by spatial arrangement of operations and parts of the production process in the order of technological operations. It is also necessary when designing enterprises to achieve the location of shops and services in a sequence that provides for a minimum distance between adjacent units. It should be strived to ensure that the parts and assembly units of different products have the same or similar sequence of stages and operations of the production process. When implementing the principle of direct flow, the problem of the optimal arrangement of equipment and jobs also arises.
The principle of direct flow is manifested to a greater extent in the conditions of in-line production, when creating subject-closed workshops and sections.
Compliance with the requirements of direct flow leads to the streamlining of cargo flows, a reduction in cargo turnover, and a reduction in the cost of transporting materials, parts and finished products.
Principle rhythm means that all separate production processes and a single process for the production of a certain type of product are repeated after set periods of time. Distinguish the rhythm of output, work, production.
Rhythm of release is the release of the same or evenly increasing (decreasing) quantity of products for equal time intervals. The rhythm of work is the execution of equal amounts of work (in quantity and composition) for equal time intervals. The rhythm of production means the observance of the rhythm of production and the rhythm of work.
Rhythmic work without jerks and storms is the basis for increasing labor productivity, optimal equipment utilization, full use of personnel and a guarantee of high-quality output. The smooth operation of the enterprise depends on a number of conditions. Ensuring rhythm is a complex task that requires the improvement of the entire organization of production at the enterprise. Of paramount importance are the correct organization of operational planning of production, the observance of the proportionality of production capacities, the improvement of the structure of production, the proper organization of material and technical supply and maintenance of production processes.
Principle continuity It is realized in such forms of organization of the production process, in which all its operations are carried out continuously, without interruptions, and all objects of labor continuously move from operation to operation.
The principle of the continuity of the production process is fully implemented on automatic and continuous production lines, on which objects of labor are manufactured or assembled, having operations of the same duration or a multiple of the cycle time of the line.
In mechanical engineering, discrete technological processes predominate, and therefore, production with a high degree of synchronization of the duration of operations is not predominant here.
The discontinuous movement of objects of labor is associated with breaks that occur as a result of the aging of parts at each operation, between operations, sections, workshops. That is why the implementation of the principle of continuity requires the elimination or minimization of interruptions. The solution of such a problem can be achieved on the basis of observance of the principles of proportionality and rhythm; organization of parallel production of parts of one batch or different parts of one product; creation of such forms of organization of production processes, in which the start time of manufacturing parts for a given operation and the end time of the previous operation are synchronized, etc.
Violation of the principle of continuity, as a rule, causes interruptions in work (downtime of workers and equipment), leads to an increase in the duration of the production cycle and the size of work in progress.
The principles of organization of production in practice do not operate in isolation, they are closely intertwined in each production process. When studying the principles of organization, attention should be paid to the pair nature of some of them, their interrelation, transition into their opposite (differentiation and combination, specialization and universalization). The principles of organization develop unevenly: in one period or another, some principle comes to the fore or acquires secondary importance. So, the narrow specialization of jobs is becoming a thing of the past, they are becoming more and more universal. The principle of differentiation is increasingly being replaced by the principle of combination, the use of which allows building a production process on the basis of a single flow. At the same time, under the conditions of automation, the importance of the principles of proportionality, continuity, direct flow increases.
The degree of implementation of the principles of organization of production has a quantitative dimension. Therefore, in addition to the current methods of analysis of production, forms and methods for analyzing the state of the organization of production and implementing its scientific principles should be developed and applied in practice. Methods for calculating the degree of implementation of some principles of the organization of production processes will be given in Ch. 20.
Compliance with the principles of organization of production processes is of great practical importance. The implementation of these principles is the business of all levels of production management.
10.3. Spatial organization of production processes
The production structure of the enterprise. The combination of parts of the production process in space is provided by the production structure of the enterprise. Under the production structure is understood the totality of the production units of the enterprise that are part of it, as well as the forms of relationships between them. In modern conditions, the production process can be considered in its two varieties:
- as a process of material production with the end result - marketable products;
- as a process of design production with the end result - a scientific and technical product.
The nature of the production structure of the enterprise depends on the types of its activities, the main of which are the following: research, production, research and production, production and technical, management and economic.
The priority of the relevant activities determines the structure of the enterprise, the share of scientific, technical and production units, the ratio of the number of workers and engineers.
The composition of the divisions of an enterprise specializing in production activities is determined by the design features of the products and the technology of their manufacture, the scale of production, the specialization of the enterprise and the existing cooperative ties. On fig. 10.1 shows a diagram of the relationship of factors that determine the production structure of the enterprise.
Rice. 10.1. Scheme of interrelations of factors that determine the production structure of an enterprise
In modern conditions, the form of ownership has a great influence on the structure of the enterprise. The transition from state ownership to other forms of ownership—private, joint-stock, lease—leads, as a rule, to a reduction in superfluous links and structures, the size of the control apparatus, and reduces duplication of work.
At present, various forms of enterprise organization have become widespread; there are small, medium and large enterprises, the production structure of each of them has the corresponding features.
The production structure of a small enterprise is simple. As a rule, it has a minimum or no internal structural production units at all. At small enterprises, the administrative apparatus is insignificant, and the combination of managerial functions is widely used.
The structure of medium-sized enterprises presupposes the allocation of workshops in their composition, and in the case of a non-shop structure, sections. Here, the minimum necessary to ensure the functioning of the enterprise, its own auxiliary and service units, departments and services of the management apparatus are already being created.
Large enterprises in the manufacturing industry include the entire set of production, service and management departments.
On the basis of the production structure, a general plan of the enterprise is developed. The master plan is understood as the spatial arrangement of all shops and services, as well as transport routes and communications on the territory of the enterprise. When developing a master plan, the direct flow of material flows is ensured. The workshops should be located according to the sequence of the production process. Services and workshops interconnected must be placed in close proximity.
Development of the production structure of associations. The production structures of associations in modern conditions are undergoing significant changes. Production associations in the manufacturing industry, in particular in mechanical engineering, are characterized by the following areas for improving production structures:
- concentration of production of homogeneous products or performance of the same type of work in single specialized divisions of the association;
- deepening the specialization of the structural divisions of enterprises - industries, workshops, branches;
- integration in unified research and production complexes of work on the creation of new types of products, their development in production and the organization of production in the quantities necessary for the consumer;
- dispersal of production based on the creation of highly specialized enterprises of various sizes as part of the association;
- overcoming segmentation in the construction of production processes and the creation of unified production flows without the allocation of workshops, sites;
- universalization of production, which consists in the production of products for different purposes, completed from components and parts that are homogeneous in design and technology, as well as in organizing the production of related products;
- wide development of horizontal cooperation between enterprises belonging to different associations in order to reduce production costs by increasing the scale of production of the same type of products and full capacity utilization.
The creation and development of large associations brought to life a new form of production structure, characterized by the allocation in their composition of specialized industries of the optimal size, built on the principle of technological and subject specialization. Such a structure also provides for the maximum concentration of procurement, auxiliary and service processes. The new form of production structure was called multi-production. In the 1980s, it was widely used in automotive, electrical and other industries.
The Nizhny Novgorod association for the production of automobiles, for example, includes a parent company and seven affiliated plants. The head enterprise has ten specialized production facilities: trucks, cars, engines, truck axles, metallurgical, forging and spring, tool, etc. Each of these industries unites a group of main and auxiliary workshops, has a certain independence, maintains close ties with other subdivisions of the enterprise and enjoys the rights established for the structural units of the association. A typical production structure is shown in fig. 10.2.
At a higher quality level, a multi-production structure was implemented at the Volga Automobile Plant. The manufacture of automobiles here is concentrated in four main industries: metallurgical, press, mechanical assembly and assembly and forging. In addition, ancillary production facilities have also been identified. Each of them is an independent plant with a closed production cycle. The structure of production includes workshops. But the workshops at the VAZ have undergone significant changes. They are freed from the worries of ensuring production, repair and maintenance of equipment, maintenance and cleaning of premises, etc. The only task left for the VAZ production workshop is to produce the products assigned to it in a quality and timely manner. The shop management structure is simplified as much as possible. These are the head of the shop, his two deputies for shifts, the heads of the sections, foremen, foremen. All the tasks of providing, preparing for production and servicing are solved centrally by the production management apparatus.
Rice. 10.2. Typical production structure
In each production departments have been created: design and technology, design, tool and equipment, analysis and planning of equipment repair. Here, unified services for operational scheduling and dispatching, logistics, organization of labor and wages have been formed.
The structure of production includes large specialized workshops: repair, manufacture and repair of equipment, transport and storage operations, cleaning of premises and others. The creation of powerful engineering services and production units in production, each of which fully solves the tasks assigned to them in its field, has made it possible, on a fundamentally new basis, to create normal conditions for the effective operation of the main production shops.
The organization of workshops and sections is based on the principles of concentration and specialization. Specialization of workshops and production sites can be carried out by type of work - technological specialization or by type of manufactured products - subject specialization. Examples of production units of technological specialization in a machine-building enterprise are foundry, thermal or electroplating shops, turning and grinding sections in a machine shop; subject specialization - a workshop for body parts, a section of shafts, a workshop for the manufacture of gearboxes, etc.
If a complete cycle of manufacturing a product or part is carried out within a workshop or site, this subdivision is called subject-closed.
When organizing workshops and sites, it is necessary to carefully analyze the advantages and disadvantages of all types of specialization. With technological specialization, a high load of equipment is ensured, a high production flexibility is achieved when mastering new products and changing production facilities. At the same time, operational and production planning becomes more difficult, the production cycle is lengthened, and responsibility for product quality is reduced.
The use of subject specialization, allowing you to concentrate all work on the production of a part or product within the framework of one workshop, section, increases the responsibility of performers for product quality and task completion. Subject specialization creates the prerequisites for the organization of in-line and automated production, ensures the implementation of the principle of direct flow, simplifies planning and accounting. However, here it is not always possible to achieve a full load of equipment, the restructuring of production for the production of new products requires large expenditures.
Closed workshops and sections also have significant economic advantages, the organization of which makes it possible to reduce the duration of the production cycle of manufacturing products as a result of the complete or partial elimination of oncoming or age-related movements, to simplify the system of planning and operational management of the production process. The practical experience of domestic and foreign enterprises allows us to give the following grouping of rules that should be followed when deciding on the application of the subject or technological principle of building workshops and sections.
subject the principle is recommended to be applied in the following cases: with the release of one or two standard products, with a large volume and a high degree of stability in the production of products, with the possibility of a good balance of equipment and workforce, with a minimum of control operations and a small number of changeovers; technological- with the release of a large range of products, with their relatively low serialization, with the impossibility of balancing equipment and workforce, with a large number of control operations and a significant number of changeovers.
Organization of production sites. The organization of sites is determined by the type of their specialization. It involves solving a large number of tasks, including the selection of production facilities; calculation of the necessary equipment and its layout; determining the size of batches (series) of parts and the frequency of their launch-release; assigning works and operations to each workplace, building schedules; calculation of the need for personnel; designing a system for servicing workplaces. Recently, research and production complexes began to form in associations, integrating all stages of the cycle "Research - development - production".
For the first time in the country, four research and production complexes were created in the St. Petersburg association "Svetlana". The complex is a single division specializing in the development and production of products of a certain profile. It is created on the basis of the design bureaus of the head plant. In addition to the design bureau, it includes main production shops and specialized branches. Scientific and production activity of the complexes is carried out on the basis of on-farm calculation.
Scientific and production complexes carry out design and technological preparation of production, involving the relevant divisions of the association to perform work related to the development of new products. The head of the design bureau has been granted the rights of end-to-end planning of all stages of pre-production - from research to the organization of serial production. He is responsible not only for the quality and timing of development, but also for the development of serial production of new products and the production activities of the shops and branches included in the complex.
In the context of the transition of enterprises to a market economy, there is a further development of the production structure of associations on the basis of increasing the economic independence of their constituent units.
As an example of the creation and implementation of a new organizational form in the transition to a market economy, one can cite the creation of a joint-stock company - a research and production concern in the Energia association (Voronezh). More than 100 independent research and production complexes, first-level associations and enterprises with full legal independence and settlement accounts in a commercial bank have been created on the basis of the concern's divisions. When creating independent associations and enterprises, the following was used: a variety of forms of ownership (state, rental, mixed, joint-stock, cooperative); variety of organizational structures of independent enterprises and associations, the number of which varies from 3 to 2350 people; variety of activities (scientific and production, organizational and economic, production and technical).
The concern has 20 subject and functional research and production complexes that combine research, design, technological divisions and production facilities specializing in the development and production of certain types of products or the performance of technologically homogeneous work. These complexes were created by reforming experimental and serial plants and on the basis of a research institute. Depending on the number and volume of work, they function as first-level associations, enterprises or small enterprises.
Research and production complexes fully showed their advantages during the period of conversion in the conditions of a sharp change in the range of products. After obtaining independence, the enterprises voluntarily organized first-level associations - research and production complexes or firms - and established a concern, centralizing 10 main functions in accordance with the Charter. The supreme governing body of the concern is the meeting of shareholders. The coordination of work on the implementation of centralized functions is carried out by the board of directors and the functional divisions of the concern, working on conditions of full self-sufficiency. Subdivisions performing service and support functions also work on a contractual basis and have full legal and economic independence.
Shown in fig. 10.3 and called the "circular" management structure of the concern meets the requirements of the legislation of the Russian Federation. The Board of Directors coordinates the centralized functions of the concern within the framework of the Articles of Association in accordance with the idea of a round table.
The circular (as opposed to the existing vertical) system of organization and management of production is based on the following principles:
Rice. 10.3. Circular management structure of Energia Concern
- on the voluntariness of the association of shareholder enterprises for joint activities in order to obtain maximum and stable profits through the sale of products and services in a competitive market to meet the social and economic interests of shareholders;
- voluntary centralization of part of the functions of enterprises for the organization and management of production, enshrined in the Charter of the joint-stock company;
- combining the advantages of a large company, due to specialization, cooperation and scale of production, with the advantages of small business forms and motivation of employees through ownership of property;
- a system of subject and functional research and production complexes interconnected on a technological basis, taking into account the advantages of specialization and cooperation;
- a system of contractual relations between research and production complexes and firms, supported by a system for satisfying self-supporting claims, including the regulation of the wage fund;
- transferring the center of current work on the organization and management of production from the top level vertically to the level of research and production complexes and independent enterprises horizontally on a contractual basis with the focus of the efforts of the top management on promising issues;
- implementation of economic relations between enterprises through a commercial bank and an internal settlement center in the relevant areas;
- increasing guarantees for solving social issues and protecting both independent enterprises and all shareholders;
- combination and development of various forms of ownership at the level of the concern and independent associations and enterprises;
- renunciation of the dominant role of the supreme governing bodies with the transformation of the functions of management and coordination of production into one of the varieties of activity of shareholders;
- working out the mechanism for combining the mutual interests of independent enterprises and the concern as a whole and preventing the danger of a rupture due to centrifugal forces of the technological principle of building the organization of production.
The circular structure provides for a fundamental change in the activities of subject research and production complexes, which take the lead in planning and ensuring horizontal interconnection of the activities of functional research and production complexes and firms on a contractual basis according to their nomenclature, taking into account changes in the market.
The planning and dispatching department within the framework of the Pribyl company was transformed, and a significant part of its functions and staff were transferred to subject research and production complexes. The attention of this service is focused on strategic tasks and coordination of the work of complexes and firms.
Concern Energia went through the process of privatization through lease and corporatization and received a certificate of ownership of the property, it was given the status of the Federal Research and Production Center.
10.4. Organization of production processes in time
To ensure the rational interaction of all elements of the production process and streamline the work performed in time and space, it is necessary to form the production cycle of the product.
The production cycle is a complex of the main, auxiliary and service processes organized in a certain way in time, necessary for the manufacture of a certain type of product. The most important characteristic of the production cycle is its duration.
Production cycle time- this is a calendar period of time during which the material, workpiece or other processed item goes through all the operations of the production process or a certain part of it and turns into finished products. Cycle duration is expressed in calendar days or hours. Structure of the production cycle includes working hours and breaks. During the working period, the actual technological operations and preparatory and final works are carried out. The working period also includes the duration of control and transport operations and the time of natural processes. The time of breaks is due to the mode of work, interoperational storage of parts and shortcomings in the organization of labor and production.
The time between operations is determined by the breaks of batching, waiting and picking. Partion breaks occur when products are made in batches and are due to the fact that processed products lie until the entire batch has passed through this operation. At the same time, it is assumed that a production batch is a group of products of the same name and size, launched into production for a certain time with the same preparatory and final period. Waiting breaks are caused by the inconsistent duration of two adjacent operations of the technological process, and picking breaks are caused by the need to wait for the time when all blanks, parts or assembly units included in one set of products are manufactured. Picking breaks occur during the transition from one stage of the production process to another.
In the most general form, the duration of the production cycle T ts is expressed by the formula
T c = T t+ T n –3 + T e+ T to + T tr + T mo + T ex, (10.1)
where T t is the time of technological operations; T n-3 - time of preparatory and final work; T e is the time of natural processes; T k is the time of control operations; T tr is the time of transportation of objects of labor; T mo — time of interoperational bedding (intra-shift breaks); T pr - the time of breaks due to the mode of work.
The duration of technological operations and preparatory and final works in the aggregate forms an operating cycle T c.op.
Operating cycle- this is the duration of the completed part of the technological process, performed at one workplace.
Methods for calculating the duration of the production cycle. It is necessary to distinguish between the production cycle of individual parts and the production cycle of an assembly unit or product as a whole. The production cycle of a part is usually called simple, and the product or assembly unit is called complex. The cycle can be single-operational and multi-operational. The cycle time of a multi-step process depends on how parts are transferred from operation to operation. There are three types of movement of objects of labor in the process of their manufacture: sequential, parallel and parallel-sequential.
At sequential type of movement the entire batch of parts is transferred to the next operation after the processing of all parts at the previous operation is completed. The advantages of this method are the absence of interruptions in the operation of the equipment and the worker at each operation, the possibility of their high load during the shift. But the production cycle with such an organization of work is the largest, which negatively affects the technical and economic performance of the workshop, enterprise.
At parallel motion parts are transferred to the next operation by a transport batch immediately after the end of its processing at the previous operation. In this case, the shortest cycle is provided. But the possibilities of using a parallel type of movement are limited, since a prerequisite for its implementation is the equality or multiplicity of the duration of operations. Otherwise, interruptions in the operation of equipment and workers are inevitable.
At parallel-sequential type of movement parts from operation to operation, they are transferred by transport parties or by the piece. In this case, there is a partial combination of the execution time of adjacent operations, and the entire batch is processed at each operation without interruptions. Workers and equipment work without interruption. The production cycle is longer compared to a parallel one, but shorter than with a sequential movement of objects of labor.
Calculation of the cycle of a simple production process. The operational production cycle of a batch of parts with a sequential type of movement is calculated as follows:
(10.2)
where n- the number of parts in the production batch, pieces; r op is the number of technological process operations; t PCS i— time limit for each operation, min; With r.m i- the number of jobs occupied by the manufacture of a batch of parts for each operation.
The scheme of the sequential type of movement is shown in fig. 10.4, a. According to the data given in the diagram, the operating cycle of a batch consisting of three parts processed at four workplaces is calculated:
T c.seq = 3 (t pcs 1 + t pcs 2 + t pcs 3 + t pcs 4) = 3 (2 + 1 + 4 + 1.5) = 25.5 min.
The formula for calculating the duration of the operating cycle for a parallel type of movement:
(10.3)
where is the execution time of the operation, the longest in the technological process, min.
Rice. 10.4, a. Schedule of production cycles for the sequential movement of batches of parts
The graph of the movement of a batch of parts with parallel movement is shown in Fig. 10.4, b. According to the schedule, you can determine the duration of the operating cycle with parallel movement:
T c.par = ( t pcs 1+ t pcs 2+ t pcs 3+ t pcs 4)+ (3 – 1) t pcs 3 \u003d 8.5 + (3 - 1) 4 \u003d 16.5 min.
Rice. 10.4, b. Schedule of production cycles with parallel-sequential movement of batches of parts
With a parallel-sequential type of movement, there is a partial overlap in the execution time of adjacent operations. There are two types of combination of adjacent operations in time. If the execution time of the subsequent operation is longer than the execution time of the previous operation, then you can apply the parallel type of movement of parts. If the execution time of the subsequent operation is less than the execution time of the previous one, then a parallel-sequential type of movement is acceptable with the maximum possible overlap in the execution time of both operations. In this case, the maximum combined operations differ from each other by the time of manufacture of the last part (or the last transport batch) at the subsequent operation.
A diagram of a parallel-sequential type of movement is shown in fig. 10.4, in. In this case, the operating cycle will be less than with a sequential type of movement, by the amount of combination of each adjacent pair of operations: the first and second operations - AB - (3 - l) t piece2 ; second and third operations - VG \u003d A¢B¢ - (3 -1) t pcs3 ; third and fourth operations - DE - (3 - 1) t pcs4 (where t pcs3 and t pcs4 have shorter time t piece core from each pair of operations).
Formulas for calculation
(10.4)
When performing operations on parallel workstations:
Rice. 10.4, c. Schedule of production cycles with parallel movement of batches of parts
When transferring products by transport parties:
(10.5)
where is the time to complete the shortest operation.
An example of calculating the duration of the cycle according to the formula (10.5):
T c.p-p \u003d 25.5 - 2 (1 + 1 + 1.5) \u003d 18.5 min.
The production cycle for manufacturing a batch of parts includes not only the operating cycle, but also natural processes and breaks associated with the mode of operation, and other components. In this case, the duration of the cycle for the considered types of movement is determined by the formulas:
where r op is the number of technological operations; With r.m - the number of parallel jobs occupied by the manufacture of a batch of parts for each operation; t mo — time of interoperational decubitus between two operations, h; T cm is the duration of one working shift, h; d cm is the number of shifts; To v.n - the planned coefficient of compliance with the norms in operations; To lane - coefficient of conversion of working time into calendar time; T e is the duration of natural processes.
Calculating the cycle time of a complex process
The production cycle of a product includes the cycles of manufacturing parts, assembling units and finished products, and testing operations. In this case, it is assumed that various parts are manufactured at the same time. Therefore, the cycle of the most labor-intensive (leading) part from among those supplied to the first operations of the assembly shop is included in the production cycle of the product. The duration of the production cycle of the product can be calculated by the formula
T c.p = T c.d + T c.b, (10.9)
where T ts.d - the duration of the production cycle for the manufacture of the leading part, calends. days; T ts.b - the duration of the production cycle of assembly and test work, calendars. days
Rice. 10.5. Complex process cycle
A graphical method can be used to determine the cycle time of a complex manufacturing process. For this, a cyclic schedule is drawn up. The production cycles of simple processes included in the complex one are preliminarily established. According to the cycle schedule, the lead time of some processes by others is analyzed and the total duration of the cycle of a complex process for the production of a product or a batch of products is determined as the largest sum of cycles of interconnected simple processes and interoperational breaks. On fig. 10.5 shows a cycle graph of a complex process. On the graph from right to left, the cycles of partial processes are plotted on a time scale, starting from testing and ending with the manufacture of parts.
Ways and meaning of ensuring the continuity of the production process and reducing the cycle time
A high degree of continuity of production processes and a reduction in the duration of the production cycle is of great economic importance: the size of work in progress is reduced and the turnover of working capital is accelerated, the use of equipment and production areas is improved, and the cost of production is reduced. Studies carried out at a number of enterprises in Kharkov showed that where the average duration of the production cycle does not exceed 18 days, each spent ruble provides 12% more production than in factories where the cycle duration is 19–36 days, and 61% more than in a factory where products have a cycle of more than 36 days.
An increase in the level of continuity of the production process and a reduction in the duration of the cycle are achieved, firstly, by raising the technical level of production, and secondly, by measures of an organizational nature. Both paths are interconnected and complement each other.
The technical improvement of production is in the direction of introducing new technology, advanced equipment and new vehicles. This leads to a reduction in the production cycle by reducing the labor intensity of the actual technological and control operations, reducing the time for moving objects of labor.
Organizational measures should include:
- minimizing interruptions caused by interoperational waiting and batching interruptions through the use of parallel and parallel-sequential methods of movement of objects of labor and improving the planning system;
- construction of schedules for combining various production processes, providing a partial overlap in the time of performing related work and operations;
- reduction of waiting breaks based on the construction of optimized schedules for the manufacture of products and the rational launch of parts into production;
- the introduction of subject-closed and detail-specialized workshops and sections, the creation of which reduces the length of intra-shop and inter-shop routes, reduces the time spent on transportation.
Book: A. F. Babitsky. METHODOLOGY OF THE ANALYSIS OF ECONOMIC PROCESSES AND MANAGEMENT.
1.3. The structure of the production process and production elements
Functional and social composition of participants in social production
All things and living beings, with the exception of people, can enter the production process in the form of an object of labor or a tool of labor. People who participate in the production process can act as a labor force and an object of labor, and for the slave system - and as an instrument of labor. Participants in production are all people who participate in the production and consumption of a jointly produced (mined) product. They are divided into active and passive participants in the production process.
Active participants in production - all those who, individually or in game, influence the object of labor with tools. Together they form a labor force, which, according to its functional purpose in social production, is divided into three parts: one of them is intended for the production of tools, the second - for the production of materials (object of labor), the third - for the reproduction of labor power.
The cost of labor requires the reproduction of not only the means of production, but also the labor force itself. For example, doctors, teachers, educators, physical education workers, hairdressers, catering workers and many others are active participants in production, because they directly (by living labor) participate in the reproduction of one of the production elements - the labor force. With the development of production, the costs of both materialized and living labor for the reproduction of the labor force increase.
The social groups of active participants in production include workers, peasants, employees, creative intelligentsia and others who directly or indirectly participate in the process of the impact of tools on the object of labor.
Passive participants in production - all people who are the subject of labor and consume the product produced. These include those who in the past (pensioners) or in the future (children, students of all levels and directions) were active participants in production, as well as the owners of the means of production and labor, if they do not take part in the production process. The latter existed in primitive forms
production: by slavery, feudalism, and in simple capitalist production.
There is a fundamental discrepancy between the participants in the original and advanced forms of production. In primitive forms of production, with the exception of primitive communal ones, their active participants did not have the means of production and were able to participate in the production process primarily through physical labor. And those who had private property, in the main, were not active, but passive participants in the production process, acting as managers of their property and privileged consumers of the product being produced.
In developed forms of production, especially after the scientific and technological revolution, simple physical labor is increasingly giving way to complex mental work that uses intellectual means of production (the human brain) that the participants in production themselves possess.
In an absolutely pure form, nothing can exist. The owners of slaves, houses, capital, depending on personal inclinations, the size of property and the conditions of production, sometimes took and take not only passive, but also active participation in the production process itself, performed the very role of organizers, leaders, and sometimes even ordinary workers. K. Marx, investigating the role of capital and its owners in the production process, argued that many of the capitalists receive wages, and considerable wages, for the direct management of production and financial affairs.
In turn, active participants in production outside their workplace become passive, that is, the object of labor for others. But at the same time, they consume only a part of that (wages) produced by them during their active participation in the production process.
Such social groups as children and pupils are predominantly the subject of labor and are materially provided (from the point of view of production) according to the “technological” norms for the reproduction of the labor force. As far as possible, the sus community and parents provide them with everything that is necessary for their normal development. At the same time, students are partly active participants in the production (educational) process, because they work on themselves and expend labor on their mental and physical improvement in order to prepare themselves for future work. However, as a social group, students are passive participants in production, since most of what they consume is not produced.
The ratio of the number of active to the number of all participants in the production, i.e. to the total population, is coefficient of labor utilization of the population.
3 \u003d N (N \u003d N? + N ")"
where N T , N P - respectively, the number of active and passive participants in production, N- total population.
The essence and structure of the production process
For the implementation of the production process, it is necessary to have a labor force, tools and an object of labor.
Manufacturing process - individual or group participation of people with the help of labor in the production (extraction) of any product (object) suitable for the restoration of one or more production elements: labor, tools and objects of labor.
Work force - active participants in production and the material carrier of living and materialized labor.
So, the labor force is formed by active participants in production, capable of performing production functions with the help of direct or indirect influence of labor tools on the object of labor. Indirect impacts include, for example, the technical management of production processes directly or with the help of people, computers, etc.
Tools - material carriers of materialized labor (objects, objects), with which the participants in production purposefully influence the object of labor in order to intentionally change or preserve certain of its consumer properties, position in space and time.
The subject of labor material carriers of materialized labor (objects, people, objects, information data, etc.), which are subject to purposeful influence in the production process, as a result of which certain consumer properties, position in space and time are changed or preserved.
Materialized labor - past, that is, spent in the past, the labor contained in each production element and in each of its components. The labor force contains materialized labor. A T, in the tools of labor - BUT and in the subject of labor - A m.
Characteristics of objectified labor:
1. The materialized labor of production elements can only be a positive value, i.e.
Ak≥ 0 (k= 1,2,3).
2. The materialized labor of any production element is equal to the sum of materialized labor, which is contained in its components:
L k= £a k(k= 1,2,3), (/=1,2,...,I k),
where A to - the amount of materialized labor in the k-th production element; a ki- the amount of materialized labor in i-th parts k-th production element; I k - any large but finite integer number of parts k something production element.
The materialized labor of any component of production elements can only be a positive value:
% >0 (k= 1,2,3), (/ = 1,2,...,I k).
The physical process of labor(or live work) - a purposeful individual or group influence of active participants in production by means of labor on the object of labor with the aim of deliberately changing or collecting certain of its consumer properties, position in space and time.
Consumer properties of the product - such properties of it (physical, no, geometric, biological, social, etc.) that can be used to restore the labor force, tools and objects of labor, their position in space and time.
Manufacturing process - purposeful transformation in the process of labor of three production elements (labor force, tools and object of labor) into a product of production, that is, giving the object of labor new or preserving existing consumer properties in space and time.
Since the production process takes place in space and time, the consumer properties of the product are characterized not only by the quantitative and qualitative parameters of the product itself, but also by its position in space and the manifestation of its properties in time.
Economic production process - the transfer of materialized labor from all three production elements (labor, tools and objects of labor) to the produced (extracted) product. As a result, the amount of materialized labor in each production element and in each of its components simultaneously decreases, while in the produced (extracted) product it grows.
The amount of materialized labor contained in a complex (composite) product is equal to the sum of materialized labor, all its components:
P = = P i(i= l, Wo),
where: P - the amount of materialized labor that is contained in the entire product; P. - the amount of materialized labor contained in i-th parts of the product P; / 0 - any large but finite integer number of parts of the product P. The materialized labor of any part of the product can only be a positive value:
Consequently, the production process is a set of labor processes, as a result of which a product (part of the product) is formed (produced), containing a certain amount of materialized labor and has a certain set of consumer qualities, position in space and time.
Consumer structure of production elements
As you know, labor gave birth to a person, that is, it first entailed a biological, and then a social (social) need for the purposeful participation of people in improving the conditions of their existence. People create a lot of items for both household and industrial purposes.
These objects differ from those created by nature in that they contain previously spent (materialized) labor, and they need to be reproduced. In the economic sense, all of them are only labor expended in the past, and nothing more. But this initial work has a consumer form - a shell consisting of many parts that you-know various functions. If the value of objects is determined by the amount of labor embodied in them, then the use value, or consumer qualities of objects, is characterized by their ability to perform certain mechanical (technical), biological or social functions. And since in the sphere of production there is nothing else but production elements, then all existing and imaginary objects must be divided among them. To do this, it is necessary to classify the consumer structure of the production elements themselves.
1. Consumer qualities of the labor force. Depending on the production functions it performs, 10 properties can be distinguished:
1) social (public) ability and need for social production;
2) biological need and ability to participate in the labor process;
3) the ability to perceive external information - the presence of organs and means of communication with the outside world (worldview, vision, hearing, smell, touch);
4) the ability to process information - the presence of organs and means of developing and making a meaningful decision (the brain and the development of mental abilities);
5) the ability to move and coordinate in space - the presence of natural organs and appropriate means;
6) the ability to influence with the help of tools or directly (hands, feet, etc.) on the object of labor;
7) the ability to self-reproduce - the presence of organs and means of biological reproduction and social development;
8) the ability to internal protection - the presence of organs and means of internal protection from the mechanical, biological and social influence of the environment;
9) the ability to external protection - the presence of organs and means of external protection from the mechanical, biological and social influence of the environment;
10) the ability to generate energy - the availability of a means of ensuring the functioning of the ability and functioning of all organs of the labor force.
2. Consumer qualities of tools. Depending on the functions they perform, 10 properties can also be distinguished:
1) a working tool - a means of influencing the object of labor;
2) working mechanism - a means of actuating a working tool;
3) a movement mechanism - a means of moving a working tool or object of labor relative to each other;
4) control bodies (mechanisms) - means of controlling the actions of labor tools;
5) energy - the means of actuating the mechanisms and organs of cherubing with tools of labor;
6) information bodies - means of displaying the operation of labor tools and the state of the object of labor;
7) communication bodies - means of transmitting information inside and outside the control bodies of a labor tool;
8) internal protection - a means of protecting the technical functioning of labor tools and labor force from harmful effects within the zone of operation of labor tools;
9) buildings - means of artificial isolation of labor tools, the object of labor and labor force from the effects of the environment;
10) external protection - a means of protecting the technical and economic functioning of labor tools, labor force and the object of labor from harmful external influences (protection of the zone of operation of production elements, ecology).
3. Consumer types of the object of labor. The objects of labor are primarily divided into material materials, or simply materials (stone, wood, etc.), and information materials, or simply information (human knowledge, literature, laws, rules, scientific and technical documentation, etc.). .d.). Moreover, information is placed on material information carriers (brain, paper, electronic device, etc.), which in themselves are material materials. In other words, the information material seems to cover material material, which becomes an information carrier.
All material materials can be divided according to their origin into natural materials, which are in the environment-above in finished form, and artificial materials created from the chemical elements of the environment. All information materials are also divided according to their origin into natural information materials, which are a product of biological life, and artificial information materials, which are a product of production, that is, human activities.
Real materials according to the purpose, it is advisable to divide into 5 groups:
1) production materials - structural, facing and protective, packaging, etc.;
2) materials-energy carriers - carriers of mechanical energy (potential and kinetic energy of the body), thermal (external molecular), chemical (intramolecular), nuclear (intraatomic) energy;
3) technological materials - mechanical impact (abrasives, mass-back materials), thermal impact (cooling, heating), chemical impact (chemicals, catalysts, etc.), atomic impact (radiating, etc.);
4) biological materials - plant and animal;
5) socio-biological material (people) - children as material for training the labor force, adult women and men - material for the birth of children, able-bodied and incapacitated population. natural information material divided into the following groups:
1) materials of plant genetics (seed fund);
2) materials of animal genetics (pedigree cattle, breeding stock of birds, fish, etc.);
3) socio-biological information material contained in the participants in the production (the gene pool of the population). Artificial information material belongs to the following groups:
1) complex information materials (art, scientific and technical documentation, etc.);
2) algorithms (mathematical, legislative rules, contracts, instructions, standards, etc.);
3) databases (reference books, statistics).
The given composition of all three production elements allows fikuvat classes to include the entire mass of objects that participate in the production process. With the development of social production, the technical structure of production elements is constantly changing. So, for example, in the initial period of social production, the tool played the most significant role in the tools of labor, then the working machine and energy, which sets it in motion, and now there is a period of rapid development of the governing bodies, which make up an essential part of the tools of labor. More and more labor is expended on the creation of material information, and its share in the leather type of manufactured products is growing.
The structure of consumption by production participants
All the above consumer qualities of the labor force, as well as the properties of people, develop and in the process of social production can be enhanced by using a large number of manufactured items. For the reproduction and improvement of the labor force, i.e. to give it the desired production qualities, the necessary costs.
B1 - nutrition - a means of maintaining human biological life;
B 2 - clothing - a means of artificial isolation of the human body from environmental influences both in production conditions and outside it;
B 3 - housing - a means of artificially maintaining the necessary conditions for a person's life outside of production;
B 4 - treatment - restoration of impaired biological functions of a person;
B 5 - information - a means of communication in the biological and social spheres of life;
B 6 - movement - a means of expanding the biological and social spheres of life;
B 7 - entertainment - a means of restoring and developing the biological and social functions of a person;
B 8 - improvement (physical and mental) - a means of restoring and developing the biological and social qualities of a person;
B 9 - internal protection - a means of protecting the biological and social life of a person from harmful influences within his sphere of life;
B 10 - external protection - a means of protecting the biological and social life of a person from harmful external influences on his spheres of life and production.
The set of these ten types of consumption provides all the consumer qualities of the labor force listed in topic 1.3 (pp. 21, 22). So, for example, zas-application of technical means (B 6) movement (land, water, air) increases its capabilities, which allows you to move the place of work from home and increases the possibility of using labor in production.
Manufacturing process— a set of interrelated main, auxiliary, service and natural processes aimed at manufacturing certain products.
The main components of the production process that determine the nature of production are:
Professionally trained staff;
Means of labor (machines, equipment, buildings, structures, etc.);
Objects of labor (raw materials, materials, semi-finished products);
Energy (electrical, thermal, mechanical, light, muscle);
Information (scientific and technical, a commercial, operational-production, legal, socio-political).
Core Processes— This those manufacturing processes that transform raw materials and materials into finished products.
Helper Processes are separate parts of the production process, which can often be separated into independent enterprises. They are engaged in the manufacture of products and the provision of services necessary for the main production. These include the manufacture of tools and technological equipment, spare parts, equipment repair, etc.
Maintenance processes are inextricably linked with the main production, they cannot be isolated. Their main task is to ensure the smooth operation of all departments of the enterprise. These include intershop and intrashop transport, warehousing and storage of material and technical resources, etc.
Technological process— This part of the production process, purposefully influencing the object of labor in order to change it.
Depending on the characteristics of the raw materials used, technological processes are divided into:
. using agricultural raw materials(plant or animal origin);
. using mineral raw materials(fuel and energy, ore, construction, etc.).
The use of a specific type of raw material determines the method of influence on it and allows us to distinguish three groups of technological processes:
With mechanical impact on the object of labor in order to change it configuration, sizes (processes of cutting, drilling, milling);
With physical impact on the subject of work in order to change its physical composition (heat treatment);
. hardware, flowing in special equipment to change the chemical composition of objects of labor (steel smelting, production of plastics, oil distillation products).
In accordance with technological features and industry affiliation, production processes can be synthetic, analytical and direct.
Synthetic manufacturing process- one in which products are made from various types of raw materials. For example, various types of metal, plastics, rubber, glass and other materials are used in the manufacture of automobiles. The synthetic production process combines, as a rule, many discrete technological processes with mechanical and physical effects on the objects of labor.
Analytical production process- one in which many types of products are made from one type of raw material. An example is oil refining. The analytical production process is implemented through the use of continuous technological processes of an instrumental nature.
Direct production process characterized by the output of one type of product from one type of raw material. An example is the production of building blocks from a homogeneous material ( tufa, marble, granite).
Operation- a part of the production process performed at one workplace by one or more workers and consisting of a series of actions on one production object (detail, assembly, product).
By type and purpose of products, the degree of technical equipment of the operation is classified into manual, machine-manual, mechanized and automated.
Manual operations are performed manually using simple tools (sometimes mechanized), for example, manual painting, assembly, product packaging, etc.
Machine-manual operations are carried out with the help of machines and mechanisms with the obligatory participation of a worker, for example, the transportation of goods on electric cars, the processing of parts on machine tools with manual filing.
Mechanized operations are carried out by machines and mechanisms with limited participation of the employee, which consists in the installation and removal of parts and control over the operation.
automated operations carried out using robotics in highly repetitive activities. Automatic machines first of all free people from monotonous tedious or dangerous work.
The organization of the production process is based on the following principles:
1) The principle of specialization means division of labor between individual divisions of the enterprise and jobs and their cooperation during the production process. The implementation of this principle involves assigning to each workplace and each division a strictly limited range of works, parts or products.
2) The principle of proportionality implies the same throughput of departments, workshops, sections, jobs in the implementation of the technological process for the production of certain products. Frequent changes in the structure of the commodity portfolio violate the absolute proportionality. The main task in this case is to prevent the constant overload of some units while chronic underloading of others.
3) The principle of continuity implies reduction or elimination of interruptions in the production process of finished products. The principle of continuity is realized in such forms of organization of the production process, in which all its operations are carried out continuously, without interruptions, and all objects of labor continuously move from operation to operation. This reduces production time and reduces equipment and worker downtime.
4) The principle of parallelism provides simultaneous execution of individual operations or parts of the production process. This principle is based on the position that the parts of the production process must be combined in time and performed simultaneously. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle, saving working time.
5) The principle of direct flow implies such an organization of the production process, which provides the shortest path for the movement of objects of labor from the launch of raw materials and materials to the receipt of finished products. Compliance with the principle of direct flow leads to streamlining cargo flows, reducing cargo turnover, reducing the cost of transporting materials, parts and finished products.
6) The principle of rhythm means that the entire production process and its constituent parts for the manufacture of a given quantity of products are repeated at regular intervals. Distinguish between the rhythm of production, the rhythm of work and the rhythm of production.
The rhythm of the release is called release of the same or evenly increasing (decreasing) quantity of products in equal periods of time. The rhythm of work is the execution of equal amounts of work (in quantity and composition) for equal time intervals. The rhythm of production means the observance of the rhythm of production and the rhythm of work.
7) The principle of technical equipment focuses on the mechanization and automation of the production process, the elimination of manual, monotonous, heavy, harmful to human health labor.
Production cycle represents a calendar period of time from the moment of launching raw materials and materials into production until the complete manufacture of finished products. The production cycle includes the time of performing the main, auxiliary operations and breaks in the process of manufacturing products.
Lead time for basic operations constitutes a technological cycle and determines the period during which a direct impact on the object of labor is made either by the worker himself or by machines and mechanisms under his control, as well as the time of natural technological processes that occur without the participation of people and equipment (air drying of painted or cooling of heated products, fermentation of certain products, etc.).
Auxiliary operation times include:
. quality control of product processing;
Control of equipment operation modes, their adjustment, minor repairs;
Cleaning the workplace;
Transportation of materials, blanks;
Reception and cleaning of processed products.
The time for performing the main and auxiliary operations is the working period.
Break time— This the time during which no impact is made on the object of labor and there is no change in its qualitative characteristics, but the product is not yet finished and the production process is not completed.
Distinguish between scheduled and unscheduled breaks.
In its turn, regulated breaks depending on the reasons that caused them, they are divided into interoperational (intra-shift) and inter-shift (associated with the mode of operation).
Interoperative breaks are divided into partion, waiting and picking breaks.
Partion breaks have place when processing parts in batches: each part or assembly, arriving at the workplace as part of a batch, lies twice - before and after processing, until the entire batch passes through this operation.
Waiting breaks conditioned inconsistency (non-synchronism) in the duration of adjacent operations of the technological process and occur when the previous operation ends before the workplace is freed up for the next operation.
Gathering breaks arise in cases where parts and assemblies lie due to the unfinished production of other parts included in one set.
Inter-shift breaks are determined by the mode of operation (the number and duration of shifts) and include breaks between work shifts, weekends and holidays, lunch breaks.
Unscheduled breaks are connectedwith downtime of equipment and workers due to various organizational and technical reasons not provided for by the operating mode (lack of raw materials, equipment breakdown, absenteeism of workers, etc.) and are not included in the production cycle.
The calculation of the duration of the production cycle (TC) is made according to the formula:
Tc \u003d To + Tv + Tp,
where To is the time of performing the main operations;
TV - time of auxiliary operations;
Tp - time of breaks.
Production cycle- one of the most important technical and economic indicators, which is the starting point for calculating many indicators of the production and economic activities of the enterprise.
Reducing the duration of the production cycle- one of the most important sources of intensification and improvement of production efficiency at enterprises. The faster the production process takes place (the shorter the duration of the production cycle), the better the production potential of the enterprise is used, the higher labor productivity, the lower the volume of work in progress, and the lower the cost of production.
Depends on the complexity and labor intensity of manufacturing products, the level of technology and technology, mechanization and automation of basic and auxiliary operations, the mode of operation of the enterprise, the organization of uninterrupted provision of jobs with materials and semi-finished products, as well as everything necessary for normal operation (energy, tools, fixtures, etc.). P.).
Production cycle time is largely determined by the type of combination of operations and the procedure for transferring the object of labor from one workplace to another.
There are three types of combination of operations: serial, parallel; parallel-serial.
At consistent movement the processing of a batch of parts at each subsequent operation begins after the completion of the processing of the entire batch at the previous operation. The duration of the production cycle with a sequential combination of operations is calculated by the formula:
Тц (last) = n ∑ ti ,
where n is the number of parts in the batch, m is the number of parts processing operations;
ti - execution time of each operation, min.
At parallel movement the transfer of parts to the next operation is carried out by the piece or by a transport lot immediately after processing at the previous operation. In this case, the duration of the production cycle is calculated by the formula:
TC (steam) \u003d P∑ ti + (n - P) t max,
where P is the size of the transport lot;
t max - execution time of the longest operation, min.
With parallel order operations, the shortest production cycle is ensured. However, in some operations, downtime of workers and equipment occurs due to the unequal duration of individual operations. In this case, a parallel-sequential combination of operations may be more efficient.
At parallel-serial form of movement parts from operation to operation, they are transferred by transport parties or by the piece. In this case, there is a partial combination of the execution time of adjacent operations in such a way that the entire batch is processed at each operation without interruptions. With this combination of operations, the duration of the production cycle is greater than with parallel, but much less than with sequential, and can be determined by the formula:
Tts (par-last) \u003d Tts (last) - ∑ ti,
where ∑ti is the total time savings compared to sequential
i =1 by the type of movement due to the partial overlap of the execution time of each pair of adjacent operations.
Under production process is understood as a set of diverse, but interconnected labor processes and natural processes that ensure the transformation of raw materials into a finished product.
The production process consists of main, auxiliary, service and side processes.
To main include processes directly related to the transformation of raw materials or materials into finished products (grains into flour, sugar beets into sugar). The totality of these processes at the enterprise forms the main production.
At grain-receiving enterprises that store state grain resources, the processes associated with the reception, placement and storage of grain should also be considered as the main ones.
Purpose auxiliary X processes - technically service the main processes, provide them with certain services: energy supply, production of tools and fixtures, repair work.
Serving processes provide material services to the main and auxiliary industries. Reception, placement, storage of raw materials, materials, finished products, fuel, their transportation from storage places to consumption places, etc.
Side effects processes also contribute to the transformation of raw materials into finished products. But neither the raw materials nor the products obtained are the main products of the enterprise. This is the processing and refinement of waste obtained in the main production, etc.
All processes are divided into stages, and stages are divided into separate operations.
Production stage- a technologically completed part of the production process, characterized by such changes in the object of labor that cause its transition to another qualitative state (cleaning of sugar beet, product packaging).
Each stage combines operations that are technologically related to each other, or operations of a specific purpose.
The main primary link in the production process is the operation.
Manufacturing operation- this is a part of the process of labor or production, performed by one or a group of workers in a separate place, with the same object of labor, using the same means of labor.
By appointment All operations are divided into three main types:
1) technological (basic) - these are operations in the course of which any changes are made to the object of labor (its condition, shape or appearance) (milk separation, grain crushing, etc.);
2) control - these are operations that do not introduce any changes into the object of labor, but contribute to the performance of technological operations (weighing, etc.);
3) moving - operations that change the position of the object of labor in production (loading, unloading, transport).
Control and moving operations together form a group of auxiliary operations.
According to the method of execution (degree of mechanization) distinguish the following operations:
- machine- performed by machines under the supervision of workers (rolling up canned food, cleaning milk, grinding products);
- machine-manual- performed by machines with the direct participation of workers (flour sacking, bag sewing, etc.);
- manual operations - performed by workers without the participation of machines (supply of raw materials to conveyors, stacking bags).
The ratio of different types of operations in their total number is the structure of the production process. It is not the same at different processing enterprises.
Organization of production in time build on the following principles:
The rhythm of the enterprise and the uniformity of output;
Proportionality of production units;
Parallelism (simultaneity) of operations and production processes;
Continuity of production processes.
The principle of rhythm provides for the work of the enterprise in the planned rhythm (the time between the release of identical products or two identical batches of products).
Proportional principle These production units assume the same productivity per unit of time.
The principle of parallelism execution of operations and processes is based on the simultaneous execution of phases, stages or parts of the production process.
Continuity principle the production process provides for the elimination of interruptions in the processing of objects of labor. The continuity of the process excludes the creation of a stock at workplaces, reduces work in progress, which is especially important at enterprises where raw materials and materials cannot be stored for a long time without cooling, freezing, canning (fruit and vegetable canning, dairy, meat industries).
aim organization of the production process in space is to ensure its rational construction in time.
The greatest efficiency in organizing the production process in space is achieved as a result of the use of direct flow, specialization, cooperation and combination of production.
Direct flow of the production process, is characterized by the fact that at all phases and operations of production, the products pass the shortest path. On the scale of the enterprise, workshops are located on the territory in such a way as to exclude long-distance, return, oncoming and other irrational transportation. That is, jobs and equipment are located in the technological sequence of operations.
In-plant specialization is a process of separation of workshops and sites for the production of certain types of products, their parts or the implementation of individual stages of the technological process. Processing enterprises apply technological, subject and functional specialization.
Technological Specialization production involves the allocation of a narrow range of technological operations and the execution of operations in separate shops or production sites.
Subject Specialization production involves the creation of separate lines with a complete production cycle for the production of one or more products similar in manufacturing technology.
functional called the specialization of all divisions of production in the performance of one or a limited range of functions.
cooperation production at the enterprise is carried out by the organization of the joint work of its divisions for the production of products. The principle of co-production is the use of the services of some workshops by others.
The search for rational forms of cooperation leads in a number of cases to the creation of combined industries.
combination production involves the connection in one enterprise of different industries, which are successive stages in the processing of raw materials or play an auxiliary role in relation to each other.