The basic principles of the organization of the production process. Manufacturing process. Scientific principles of the organization of production processes

This is a set of activities aimed at a rational combination of labor processes with labor items and means of production in space and in time in order to achieve tasks for optimal terms, with the best use of available resources.

Principles of the organization of the production process

Principle of specialization It is fastening for each production unit - workshops, teams, individual workplaces of the implementation of homogeneous technological processes or limited nomenclature of products in compliance with their constructive technological homogeneity.

Principle of direct accuracy It is an expression in the rational organization of the movement of labor objects in the production and ensuring the shortest way to pass through the product of all stages from the launch of materials before the release of finished products. The direct flow depends on the location of the workshops, and in the workshops - sections and lines in the sequence of the technological process performed without return movements of the processed parts, assembly units and products.

Principle of proportionality It is to provide relatively equal bandwidth of all production units of the main and auxiliary production shops, sites, lines, equipment groups and jobs on operations.

Principle of parallelism It assumes the simultaneous parallel execution of individual parts of the production process.

Principle of continuity Conjugate with the elimination of various types of interruptions in the manufacture of each product. Such interruptions include membrane, inside-replaceable, inter-operative and intra-transaction breaks. The continuity of the production process increases the share of time on the direct implementation of the technological process and reduces the duration of the production cycle, which makes it possible to increase the production of products on the same areas and equipment.

The principle of rhythm It assumes the release of the same or increasing amount of products at equal periods of time and repetition after these periods of the production process in the same volumes.

Principle of automatic It is possible to lower the use of manual labor at the expense of maximum implementation of mechanization and automation.

The listed principles ensure an increase in production efficiency by reducing the duration of the production cycle and the rhythmic fulfillment of the plan.

Manufacturing process - This is a combination of all the actions of workers and instruments of the production required at this enterprise for the manufacture of products manufactured, performing work or the provision of manufacturing services. The main part of the production process is a technological process.

Technological process This is a sequence of technological operations that are necessary for the manufacture of the product, performing work, the provision of services.

For a manufacturing enterprise - operations that provide changes in forms, sizes, surfaces of workpiece (blanks), assembling of the finished product.

The technological process is performed on workplaces.

Workplace It is called a plot of production area, equipped in accordance with the work performed on it. The technological process is dissected on technological operations.

Technological operation called part of the technological process, performed directly at one workplace and covering all the actions of equipment and workers over one or more jointly processed or collected objects of production.

For example, during machine processing, the operation includes all the actions of the working machine controlling machine, as well as the automatic movements of the machine components carried out during the processing of the surfaces of the workpiece until it is removed from the machine.

Main types of technological operations on the machine-building enterprise: turning, threaded, boring, milling, brown, grinding, sharpening, planing, locksmith, assembly, bonding, welding, adjustment, galvanic (nickel, friction, chromium, galvanizing), chemical, electrochemical, thermal (hardening, firing ).

In addition to the main technological operations, there are still distinguished auxiliary operations . These include transportation, control, marking, flushing, cleaning, drying other works.

Design of technological process - This is determining the content and sequence of operations. Technological operations determine the complexity of the process (working time costs), the required number of workers, equipment, tools.

Documentation fixing technological developments is called technological documentation. According to a unified system of technological documentation (E.S.T.D) - GOST 3.1102-70, the following are provided types of technological documentation:

Route maps - A document containing a description of the technological process of manufacturing a product for all operations and technological sequences, indicating the appropriate data on equipment, equipment, material, labor and other regulations.

Operating cards - A document containing a description of the operations of the technological process of manufacturing products with dismemberment of transition operations and indicating the operation modes, calculations of norms and labor standards. Applied in serial and mass production. A set of these cards on the part for all operations is complemented by a route card.

When designing processing operations on machine control machines, make up core process cardcomprising the necessary data on the trajectory of the tool and work items. Based on this card, the machine management program is prepared.

Sketches and schemes - A document containing graphic illustrations of the technological process of manufacturing and individual items.

Specification of technological documents- List of all technological documents issued on the product.

Technological instructions - a document containing a description of special techniques of work or a description of technological processes control methods, rules for the use of equipment and devices, etc.

Material Vedomosti - A document containing preliminary data for the preparation of production.

Conducting equipment - A document containing a list of special and standard devices and tools needed to equip the technological process.

The production process in the enterprise usually includes 3 stages - preparation, processing and assembly:

1. Procurement Stage Provides obtaining various types of blanks: forgings, castings, stamping, billets from round and sheet metal, plastics, etc.

2. Stage processing Includes: mechanical, thermal, chemical, laser, ultrasonic and other types of processing.

3. At the assembly stage From those produced at the enterprise of parts and arriving on the cooperation of finished semi-finished products (accurate technical stones, housings, power supplies, etc.), assembly units are formed, and then they carry out the overall assembly of them into products, adjustment, testing, preservation and packaging.

Distinguish basic, auxiliary and servicing processes:

1. Basic processes represent technological processes that ensure the preparation of the finished product. They are performed by workshops of the main production - procurement, mechanical, thermal, assembly, etc.

2. Auxiliary processes include: making and repair tools, equipment; Ensuring steam, compressed air, electricity, etc. These processes are performed by the shops and services of auxiliary production - tool, repair, substation, boiler room, etc.

3. Service processes - Technical quality control of products, warehouse operations, intra-water transportation.

Compliance with the principles of organizing the production process is one of the fundamental conditions for the effective activities of the enterprise. The organization of production processes obeys and is built on the following basic principles:specialization, proportionality, parallelism, direct accuracy, continuity, rhythm.

Specialization - This isolation of the production process in the workshop, in the workplace, based on specific equipment, technology, raw materials, materials manufactured. Industry specialization can be: subject, petal, technological, auxiliary industries.

Subject specialization Indicates the concentration of the production of certain types of final consumption products, for example, machine-building, machine-tooling, automotive plants.

Value specialization It is designed to concentrate the production of certain parts, units, blanks and semi-finished products.

Technological specialization It helps to transform individual phases of production or operations in independent production.

To specialization of auxiliary production Repair repair, instrumental production.

In specialized production can produce two types of products: homogeneous and profile. Uniformity criteria can be:

Ø workplaces for which individual details are fixed

Ø Plots and goals, producing the same technological features of details, nodes, products

Ø Enterprises on which similar or similar to the design and technological features of the product are produced.

To carry out activities, the company creates production under certain products, which is considered to be profile.

Proportionality - This is the principle of organizing a production process, which ensures compliance of equal bandwidth (labor productivity, power, volume and quality of information), various jobs of the same process. The proportionality of production eliminates the overload of some sections, i.e. The emergence of bottlenecks, and under use of capacity in other links and is a prerequisite for the uniform work of the enterprise, providing an uninterrupted course of production. Proportionality Determined by the formula:

where: To Pr. - coefficient of proportionality,

M min - minimum throughput,

M Max - Maximum bandwidth.

Example 2.7.Consider an example of estimating the proportionality of the technological chain consisting of four operations.

	1 Machine		2 Machine		3 Machine		4 Machine

M \u003d 10 m \u003d 16 m \u003d 8 m \u003d 4

where: M is the number of pieces of parts made on machines in shift.

The capacity for the power of the technological chain was four parts, the fourth workplace is "narrow", since the power of the technological chain is used on (4'100) / 16 \u003d 25%, and the power of the first and third - by 62.5% and 50, respectively %.

If the production capabilities of the adjacent stages are significantly different, then it is necessary to increase the load of those processes, where the demand is closer to maximum performance (power), i.e. bottlenecks. The time lost at such critical points is not replenished and increases due to dissatisfied machines.

A manufacturing manager to increase the proportionality of the technological chain, it is necessary to develop a set of activities and directions in the field of full account of all three jobs and ensure the balance of power. Only this condition guarantees timely execution of operations. The basis of compliance with proportionality is the proper design of the enterprise, the optimal combination of basic and auxiliary production processes.

Proportionality in production is maintained by the timely replacement of equipment, an increase in the level of mechanization and automation of production, by changes in production technology.

The main reasons that prevent the development of the principle of proportionality to the rational organization of production processes are to reduce the productivity of individual workers and jobs and, as a result, the inefficient use of production capacity.

Under parallelproduction processes are understood as the simultaneity of their implementation at various stages in time and space, if the sequence of operations has no fundamental importance.

Parallelism in performing the main and auxiliary elements of operations is to combine machine processing time with the installation time, removal, control measurements, loading and unloading the device with the main technological process. The parallel implementation of the main processes is implemented in multi-end processing of parts, simultaneously performing assembly and installation operations over the same or different objects.

The level of parallelism of the production processdetermined by the formula:

(2.20)

where: Capar - parallel factor,

T C F - the duration of the production cycle, taking into account the work performed at the same time

(actually),

T C - the duration of the production cycle.

If the production time is reduced at parallelism, then Char < 1, если CAPAR \u003d 1., There are no work performed at the same time.

If the requirements of the technological process are not complied with parallelism, then the duration of the production cycle increases.

Direct accility As the principle of organizing a production process, means providing the shortest way to move the details between its individual stages, which ensures a significant reduction in the cost of their production.

Directional coefficient Determined by the formula:

(2.21)

where: D wholesale - the optimal length of the way of passing a product that excludes unnecessary links,

return to the previous place;

D fact - the actual length of the way of passing the product (the duration of the production

Directionfulness can reduce the loading of the equipment and the foundation. Values Kpryam → 0 I. PET → 0.

Continuity Directed on the uninterrupted movement of products on individual operations of the production process and provides the highest possible reduction in breaks, stops between related operations.

Increased continuity is achieved by reducing the auxiliary time (intra-operation interruptions) on the site and in the workshop when transferring a product from one workplace to another, information of breaks to a minimum to maximize the acceleration of all material and energy resources.

The reduction of inter-execution breaks is associated with the choice of the most rational methods of combining and coordinate all private processes in time.

The continuity of production is considered from two points of view: continuous participation in the production process of products and full continuous equipment loading.

Requirements for the continuous movement of products on individual operations of the production process minimize the stopping of equipment for reference, waiting for the receipt of the initial raw materials and components.

Continuity coefficientdetermined by the formula:

(2.22)

where: t those - the duration of the technological cycle

T P.TS. - Duration of the production cycle.

Values \u200b\u200bto Non - 1, A T TEK → T P.TS.

Failure to comply with these values \u200b\u200bleads to the formation of inter-operational nearers, an increase in the incomplete production and a decrease in working capital turnover.

The next important principle of organizing production processes is their rhythm. Sometimes the concepts of rhythm and uniformity are identified, which is from our point of view, the distortion of the very essence of these two indicators. So, it is necessary to distinguish the concepts of uniformity and rhythm of production. Under the uniform release of products, it is necessary to understand the production of products in equal volumes for equal periods of time (hour, day, shift, etc.). The rhythm of the production of products means the production of products in each period of time studied period in exact accordance with the scheduled jobs installed on this segment.

It should be borne in mind that the uniform release of products is characteristic of mass and large-scale production, as this ensures time-constant need for production resources, but it is not always possible with a large nomenclature of manufactured products, in a small-sector and even more single production with a long production cycle.

Uniformity as a requirement of periodic repeatability and uniformity of volumes or scope of activity in equal periods of time can be calculated by formulas:

V KV \u003d V Year / 4(2.23)

V months \u003d v kv / 3,

where V KV, V Mons, V Year - scope of work for the quarter, month, year.

In fact, these calculations will answer the share of products issued for a certain period.

Rhythmic production and products are determined by the formula:

(2.24)

where: ΣA. - Amount daily for non-fermented products

P - Planned output of products

n. - the duration of the planned period, days.

The provision of rhythmic work is a prerequisite for all divisions, industries and workshops, basic, auxiliary and serving. At rhythmic work, it takes full loading of equipment, normal operation, the rational use of all types of resources, reduces intra-mon-empty downtime.

The production process flowing in continuous mode and a specified pace, built on the basis of compliance with all of the above principles, is considered sufficient and complete for the efficient work of the enterprise.

The practical implementation of the management process is expressed in periodically recurring work on the formation of production programs to workshops, operational changeable and daily tasks, brigades and continuous monitoring of their implementation. The first part of these works refers to production planning, and the second is associated with the control of the implementation of planned tasks, collecting and using the information received to regulate the production course. The complexity lies in the processing and registration of a variety of information in form and content incoming avalanche, after completing each control operation of the technological process.

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 costs for the production of products, improving the use of fixed production assets and increasing the turnover of working capital.

Test questions:

1. What is the difference between the concept of "product" from "products"?

2. List the main stages of product availability?

3. What units of measurement take care of products?

4. What types of prices exist on products?

5. What valuation indicators of production activities exist?

6. What size is the product differ from gross?

7. What is the difference between shipped and implemented products?

8. What method is used to assess the effects of factors on the productive indicator? What is his essence?

9. What factors influence on the overall change in the product implemented and shipped?

10. What is understood under quality.

11. What quality indicators reflect the scope of products?

12. With what condition the quality of the product can be appreciated in one parameter?

13. What is the essence of the quality coefficient V.A. Trapeznikova?

14. How is the amount of marriage determined?

15. How is the size of the loss of marriage determined?

16. What types of production exist?

17. List the basic principles of the production process. Explain their meaning.

In order to rational organization of the production process, it is necessary to comply with a number of principles, i.e. The initial provisions on the basis of which the construction, functioning and development of production are carried out.

The principle of specialization means separation of labor between individual divisions of the enterprise and workplaces and their cooperation in the production process. The implementation of this principle implies consolidation for each workplace and each unit of a strictly limited nomenclature of works, details or products.

The principle of proportionality involves relatively equal performance per unit of time of interconnected enterprise units. Failure to comply with the principle of proportionality leads to the disproportion, as a result of which the use of equipment and labor deteriorates, the duration of the production cycle increases, the nearers increase.

The principle of parallelism provides for the simultaneous execution of individual operations or parts of the production process. This principle is based on the situation that parts of the production process should be combined in time and executed simultaneously. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle, work time saving.

The principle of direct accuracy assumes such an organization of the production process, in which the shortest path of movement of labor items from the launch of raw materials and materials to obtaining finished products is provided. Compliance with the principle of direct flow leads to streamlining cargo flows, reduction of cargo turnover, reducing the cost of transporting materials, parts and finished products.

The principle of rhythm means that the entire production process and the components of its part on the manufacture of a given amount of products are repeated at equal intervals. The rhythm of the production, the rhythm of the work and the rhythm of production.

The release rhythm is called the release of the same or evenly increasing (decreasing) amount of products for equal periods of time. The rhythm of work is the implementation of equal volumes of work (by quantity and composition) for equal intervals of time. The rhythm of production means compliance with the rhythmic production of products and the rhythm of work.

The principle of continuity involves reducing or eliminating breaks in the production of finished products. The principle of continuity is implemented in such forms of organization of the production process, in which all its operations are carried out continuously, without interruption, and all labor items are continuously moving from an operation operation. It reduces the time for the manufacture of products and reduces equipment downtime and workers.

The principle of technical equipment focuses on the mechanization and automation of the production process, the elimination of manual, monotonous, severe, harmful labor to human health. Compliance with the principles of the organization of production processes is of great practical importance, it contributes to the rational use of the potential of the enterprise and improving the effectiveness of its work.

B. GPOV, B. GPYZIN

Torovets OG, Rodionov VB, Bachekov M.I. Head from the book "Organization of Production and Management of the Enterprise"
ID "Infra-M", 2007

10.1. Concept of production process

Modern production is a complex process of transformation of raw materials, materials, semi-finished products and other labor items in finished products that satisfy the needs of society.

The combination of all actions of people and labor instruments 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 targeted actions to change and determine the state of labor items. In the course of the implementation of technological processes, a change in geometric shapes, the size and physicochemical properties of labor items occurs.

Along with the technological production process also includes non-technological processes that are not intended to change the geometric shapes, sizes or physicochemical properties of labor objects or their quality check. Such processes include transport, warehouse, loading and unloading, complete and some other operations and processes.

In the manufacturing process, labor processes are combined with natural, in which the change in labor items occurs under the influence of the forces of nature without the participation of a person (for example, drying of painted parts in air, cooling castings, aging cast parts, etc.).

Varieties of production processes. In its appointment and role in production, processes are divided into basic, auxiliary and serving.

Basic Production processes are called, during which the manufacture of the main products manufactured by the enterprise is carried out. The result of the main processes in mechanical engineering are the production of machines, devices and devices that make up the manufacturing program of the enterprise and the corresponding specialization, as well as the manufacture of spare parts for them for supplying to the consumer.

TO auxiliary The processes that ensure the smallest flow of the main processes. Their result is the products used at the enterprise itself. Auxiliary are the processes for the repair of equipment, the manufacture of equipment, the production of steam and compressed air, etc.

Servicing Processes are called, during the implementation of which the services are carried out necessary for normal functioning and basic, and auxiliary processes. These include, for example, the processes of transportation, storage, selection and acquisition of parts, etc.

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

The combination of basic processes forms basic production. In engineering enterprises, the main production consists of three stages: stockpiling, processing and assembly. Stage The production process is called a complex of processes and work, the execution of which characterizes the completion of a certain part of the production process and is associated with the transition of the subject of labor from one qualitative state to another.

TO promotional Stages include the processes of obtaining blanks - cutting materials, casting, stamping. Processing The stage includes the processes of turning blanks into finished parts: mechanical processing, heat treatment, painting and electroplating coatings, etc. Assembly Stage is the final part of the production process. It includes an assembly of nodes and finished products, adjustment and debugging machinery and instruments, their tests.

The composition and mutual relations of the main, auxiliary and serving processes form the structure of the production process.

In organizational terms, production processes are divided into simple and complex. Simple Production processes consisting of consistently implemented actions over simple labor item. For example, the production process of manufacturing one part or party of the same details. Complicated The process is a combination of simple processes carried out over a plurality of labor items. For example, the process of manufacturing an assembly unit or the entire product.

10.2. Scientific principles of the organization of production processes

Activities for the organization of production processes. Multiple production processes, resulting in industrial products, must be organized accordingly, ensuring their effective functioning in order to issue specific types of high quality products and in quantities that meet the needs of the national economy and the country's population.

The organization of production processes is to combine people, tools and items of labor into a single process of manufacturing material goods, as well as in ensuring a rational combination in space and in the time of the main, auxiliary and serving processes.

The spatial combination of the elements of the production process and all its species is implemented on the basis of the formation of the enterprise's production structure and divisions included in it. In this regard, the most important activities are the choice and substantiation of the production structure of the enterprise, i.e. Determination of the composition and specialization of divisions of it and the establishment of rational relationships between them.

During the development of a production structure, project calculations are performed related to the determination of the composition of the equipment park, including its performance, interchangeability, efficient use. Rational planning of units, equipment accommodation, jobs are also being developed. Organizational conditions are being created for the smooth operation of the equipment and direct participants of the production process - workers.

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

An important element of the organization of production processes is the organization of labor, specifically implementing the combustion of labor with the means of production. Methods of labor organization are largely determined by the forms of the production process. The focus in connection with this should be the provision of rational division of labor and the definition on this basis of the vocational qualification composition of workers, the scientific organization and optimal service of jobs, the full improvement and rehabilitation of working conditions.

The organization of production processes also implies the combination of their elements over time, which causes a certain procedure for the implementation of individual operations, the rational combination of the time of the implementation of various types of work, the definition of calendar-planning standards for the movement of labor items. The normal course of time processes is also provided by the procedure for launching products, creating the necessary reserves (reserves) and production nearers, uninterrupted supply of workplaces by the tool, blanks, materials. An important direction of this activity is the organization of rational motion of material flows. These tasks are solved on the basis of the development and implementation of systems for operational production planning, taking into account the type of production and technical and organizational features of production processes.

Finally, during the organization of production processes at the enterprise, an important place is allocated to develop a system for the interaction of individual production units.

Principles of the organization of the production process There are baseline positions based on which construction, functioning and development of production processes are carried out.

Principle differentiation It implies the separation of the production process into separate parts (processes, operations) and their fixation of the relevant units of the enterprise. The principle of differentiation is opposed to the principle combinationwhich means the association of all or parts of the variekter processes for the manufacture of certain types of products within one section, workshop or production. Depending on the complexity of the product, the production volume, the nature of the equipment used, the production process can be concentrated in a single production unit (workshop, site) or dispersed in several units. Thus, on mechanical engineering enterprises, with a significant release of the same type of products, independent mechanical and assembly production are organized, and there are single mechanical collections in small parties of products.

The principles of differentiation and combination are applied to individual jobs. The stream line, for example, is a differentiated complex of workplaces.

In practical activity on the organization of production, priority in the use of differentiation or combination principles should be given to the principle that will ensure the best economic and social characteristics of the production process. Thus, the flow production, which is characterized by a high degree of differentiation of the production process, allows you to simplify its organization, improve the skills of workers, increase productivity. However, excessive differentiation increases the fatigue of workers, a large number of operations increases the need for equipment and production areas, leads to excessive costs for the movement of parts and so on.

Principle concentration Indicates the concentration of certain production operations for the manufacture of technologically homogeneous products or the implementation of functionally homogeneous works in separate workplaces, sites, in the workshops or industries of the enterprise. The advisability of the concentration of homogeneous work in certain areas of production is due to the following factors: the generality of technological methods that cause the need to use the same type of equipment; equipment capabilities, such as processing centers; an increase in the volume of production of certain types of products; The economic feasibility of the concentration of the production of certain types of products or the implementation of homogeneous works.

When choosing one or another concentration direction, it is necessary to consider the benefits of each of them.

When concentrating in a division of technologically homogeneous work requires a smaller number of duplicating equipment, the flexibility of production increases and the possibility of a quick transition to the release of new products appears, the equipment load increases.

At the concentration of technologically homogeneous products, the cost of transporting materials and products is reduced, the duration of the production cycle decreases, the management of production is simplified, the need for industrial areas is reduced.

Principle specialization Based on restricting the diversity of elements of the production process. The implementation of this principle implies consolidation for each workplace and each division of a strictly limited nomenclature of works, operations, parts or products. In contrast, the principle of specialization The principle of universalization involves such an organization of production, in which each workplace or production unit is employed by the manufacture of parts and products of a wide range or performing heterogeneous production operations.

The level of specialization of jobs is determined by the special indicator - the coefficient for securing operations TO Zo, which is characterized by the number of details performed in the workplace during a certain period of time. So, for TO ZO \u003d 1 There is a narrow specialization of jobs at which during the month, a quarter in the workplace is carried out one detail.

The nature of the specialization of units and jobs is largely determined by the volume of production of the same details. The highest level specialization reaches the release of one type of product. The most typical example of narrowly specialized industries are plants for the production of tractors, televisions, cars. An increase in the production range reduces the level of specialization.

The high degree of specialization of divisions and jobs contributes to the growth of labor productivity by developing labor skills, the possibilities of technical equipment, information, minimizing the cost of targeting 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 the rapid fatigue of workers, limits their initiative.

In modern conditions, the trend towards 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, the tasks of improving the organization of labor in the direction of expanding the labor functions of the worker.

Principle proportionality It is a logical combination of individual elements of the production process, which is expressed in a certain quantitative ratio of them with each other. Thus, the proportionality of production capacity implies equality of the capacity of sections or equipment loading coefficients. In this case, the capacity of the procurement workshops corresponds to the need for mechanical workshops, and the bandwidth of these workshops is the needs of the assembly shop in the necessary details. From here, the requirement to have in each workshop equipment, square, labor in such a quantity that would ensure the normal operation of all enterprise divisions. The same bandwidth should exist between the main production, on the one hand, and the auxiliary and serving units on the other.

The violation of the principle of proportionality leads to the disproportions, the emergence of bottlenecks in production, as a result of which the use of equipment and labor deteriorates, the duration of the production cycle increases, the nearers increase.

Proportionality in the working force, squares, equipment is already established during the design of the enterprise, and then refined in the development of annual production plans by carrying out the so-called volumetric calculations - when determining the capacity, the number of working, the need for materials. The proportions are established on the basis of the system of standards and norms that determine the number of mutual relations between different elements of the production process.

The principle of proportionality implies the simultaneous execution of individual operations or parts of the manufacturing process. It is based on the situation that parts of the dissected production process should be combined in time and run simultaneously.

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

Parallelism It is achieved: when processing one part on one machine with multiple tools; simultaneous processing of different parts of one batch on this operation in several workplaces; simultaneous processing of the same details on various operations in several workplaces; The simultaneous manufacture of various parts of the same product on different workplaces. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle and the layering time of parts, to saving work time.

Under direct accility Understand such a principle of organizing the production process, subject to which all stages and operations of the production process are carried out in the conditions of the shortest way to work out of the process before its end. The principle of direct flow requires ensuring the rectilinear movement of labor objects in the technological process, eliminating various kinds of loops and return movements.

It is possible to achieve full direct accurate by the spatial location of operations and parts of the production process in order of technological operations. It is also necessary when designing enterprises to seek the location of workshops and services in a sequence providing for the minimum distance between the adjacent divisions. It should be strive to ensure that the details and assembly units of different products have the same or similar sequence of the flow of stages and operations of the production process. When implementing the principle of direct flow, there is also a task of the optimal location of equipment and jobs.

The principle of direct flow is more manifested in the conditions of flow production, when creating subject-closed workshops and sections.

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

Principle rhythmity This means that all separate production processes and a single process of production of a certain type of product are repeated through the set periods of time. There are a rhythm of production, work, production.

The rhythm of the release is the release of the same or evenly increasing (decreasing) amount of products for equal intervals. The rhythm of work is the implementation of equal volumes of work (by quantity and composition) for equal intervals of time. The rhythm of production means compliance with the rhythmic production of products and the rhythm of work.

Rhythmic work without jerks and attachment - the basis for the growth of labor productivity, optimal loading of equipment, full framework and warranty of high-quality production. Uniform work of the enterprise depends on a number of conditions. Ensuring rhythm is a comprehensive task that requires improving the entire organization of production in the enterprise. Of paramount importance, the correct organization of operational planning of production, compliance with the proportionality of production facilities, improving the structure of production, appropriate organization of logistics and maintenance and maintenance of production processes.

Principle continuity It is implemented 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 are continuously moving from an operation operation.

Fully the principle of continuity of the production process is implemented on automatic and continuous-flow lines, which are manufactured or occupied objects of labor, having operations of the same or multiple duration line.

Discrete technological processes prevail in mechanical engineering, and therefore production with a high degree of synchronization of the duration of operations is not predominant.

The interrupted movement of labor objects is associated with interruptions, which arise as a result of the layering of parts on each operation, between operations, sites, shops. That is why the implementation of the principle of continuity requires liquidation or minimizing breaks. The solution to such a task can be achieved on the basis of compliance with the principles of proportionality and rhythm; Organizations of parallel manufacture of details of one batch or various parts of one product; The creation of such forms of the organization of processes of production, under which the time for the start of making parts on this operation and the end time of the previous operation is synchronized and so on.

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

The principles of the organization of production in practice are not in-case, they are closely intertwined in each production process. When studying the principles of the organization, attention should be paid to the pair of some of them, their relationship, transition to its opposite (differentiation and combination, specialization and universalization). The principles of the organization are unevenly developed: in a particular period, some principle is nominated for the first plan or acquires secondary importance. So, goes into the past narrow specialization of jobs, they are becoming more versatile. The principle of differentiation begins to be increasingly replaced by the principle of combination, the use of which allows to build a production process based on a single stream. At the same time, in automation conditions, the importance of principles of proportionality, continuity, direct accuracy increases.

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

Compliance with the principles of organizing production processes is of great practical importance. The implementation of these principles is the case of all production control links.

10.3. Spatial organization of production processes

Production structure of the enterprise. The combination of parts of the production process in space is provided by the enterprise production structure. Under the production structure means a combination of production units of the enterprise, as well as the form of interrelations between them. In modern conditions, the production process can be considered in its two varieties:

• as a process of material production with a finite result - commodity products;
• as a process of design production with a finite result - scientific and technical product.

The nature of the manufacturing structure of the enterprise depends on the types of its activities, the main of which are the following: Research, Production, Scientific 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 ITP.

The composition of the divisions of the enterprise specializing in industrial activity is determined by the peculiarities of the design of products and the technology of its manufacture, the scale of production, the specialization of the enterprise and the established cooperative connections. In fig. 10.1 presents the scheme of the relationship of factors determining the production structure of the enterprise.

Fig. 10.1. Scheme of the relationship of factors determining the production structure of the enterprise

In modern conditions, a form of ownership is a great influence on the structure of the enterprise. The transition from state to other forms of ownership is a private, shareholder rental - brings, as a rule, to reduce extra links and structures, the number of control apparatus, reduces duplication in operation.

Currently, various forms of enterprise organization received widespread; There are small, medium and large enterprises, the production structure of each of them has the appropriate features.

The production structure of a small enterprise is characterized by simplicity. It, as a rule, has a minimum or not at all internal structural industrial units. In small enterprises, the control unit is insignificant, the combination of management functions is widely applied.

The structure of medium-sized enterprises implies the selection of workshops in their composition, and in the befoot structure - plots. Here are already being created minimally necessary to ensure the functioning of the enterprise own auxiliary and serving units, departments and services of the management apparatus.

Large enterprises in the manufacturing industry have a full range of production serving and control units.

Based on the production structure, the company's master plan is being developed. Under the master plan means the spatial location of all workshops and services, as well as transport routes and communications in the enterprise. When developing a master plan, direct accuracy of material flows is ensured. Casts should be arranged according to the sequence of the production process. Services and cores related to each other must be placed in close proximity.

Development of the production structure of associations. Production structures of associations in modern conditions undergo significant changes. For industrial associations in the manufacturing industry, in particular in mechanical engineering, the following directions of improvement of production structures are characterized:

• concentration of the production of homogeneous products or the implementation of the same type of work in unified specialized union units;
• deepening the specialization of structural divisions of enterprises - industries, shops, branches;
• integration in unified research and production complexes for the creation of new types of products, its development in the production and organization of the issue in the quantities necessary for the consumer;
• production dispersal based on the creation of various sizes in the association of highly specialized enterprises;
• overcoming segmentation in the construction of production processes and the creation of single production production flows without selection of workshops, sites;
• the universalization of production, which consists in issuing different products to the appointment, complete from homogeneous on the design and technology of components and parts, as well as in organizing the production of related products;
• the widespread development of cooperation horizontally between enterprises included in different associations in order to reduce production costs by increasing the output of the same type of production and full capacity utilization.

The creation and development of large associations caused a new form of a 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 serving processes. The new form of the production structure was called a multi-proper. In the 1980s, it was widely used at the enterprises of automotive, electrical and other industries.

Nizhny Novgorod Association for the production of cars, for example, includes a head company and seven branch plants. The parent company has in its composition ten specialized industries: cargo, passenger cars, engines, trucks, metallurgical, blacksmith-free, instrumental, etc. Each of these industries unites the group of basic and auxiliary workshops, has a certain independence, retains close connections with other enterprise divisions and enjoys the rights established for structural units. The typical structure of production is shown in Fig. 10.2.

At a higher quality level, a multi-proper structure on the Volga Auto Plant is implemented. The manufacture of cars here is concentrated in four main industries: metallurgical, presses, mechanical and assembly-blacksmith. In addition, auxiliary production is also highlighted. Each of them is an independent plant with a closed production cycle. The composition of production includes shops. But there were significant changes on the vase. They are exempted from concerns to ensure production, repair and maintenance of equipment, maintenance and cleaning of premises, etc. The only task is left for the production workshop of VAZ - high quality and on time to produce products attached to him. The structure of the workshop management is maximally simplified. This is the head of the workshop, two of his deputy for shifts, chiefs of sites, master, brigadiers. All tasks of ensuring, preparation of production and service are resolved by centralized by the production management apparatus.

Fig. 10.2. Typical structure of production

In each production, departments were created: design and technological, design, by instrument and equipment, analysis and equipment repair planning. There are also unified services for operational calendar planning and dispatching, logistical support, labor organization and salary.

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

The basis of the organization of workshops and plots is the principles of concentration and specialization. Specialization of workshops and production sites can be carried out by types of work - technological specialization or by types of manufactured products - subject specialization. Examples of manufacturing units of technological specialization in the machine-building enterprise are foundry, thermal or galvanic tseh, turning and grinding sites in the mechanical workshop; Subject specialization - shop of cabinet parts, plot of shafts, shop for the manufacture of gearboxes, etc.

If a finished product manufacturing cycle or part is carried out within the workshop or site, this unit is called the subject-closed.

When organizing shops and sites, it is necessary to carefully analyze the advantages and disadvantages of all types of specialization. In technological specialization, high loading of equipment is provided, high flexibility of production is achieved when developing new products and changing production facilities. At the same time, operational and production planning is hampered, the production cycle is extended, the responsibility for the quality of products is reduced.

The use of subject specialization, allowing to concentrate all work on the production of parts or products within one workshop, plot, increases the responsibility of the performers for the quality of products and performing tasks. Subject specialization creates prerequisites for the organization of flow and automated production, ensures the implementation of the direct-accuracy principle, simplifies planning and accounting. However, it is not always possible to achieve full loading of equipment, high costs require a restructuring of production to release new products.

Significant economic advantages have both objective-closed goals and sites, the organization of which reduces the duration of the production cycle of manufacturing products as a result of a complete or partial elimination of oncoming or age movements, simplify the planning system and operational management of production. The practical experience of domestic and foreign enterprises allows to give the following grouping of the rules that should be guided by addressing the application of the subject or technological principle of building shops and sites.

Subject The principle is recommended to be used in the following cases: when issuing one or two standard products, with a large amount and high degree of product stability, with the possibility of good balance of equipment and labor, with a minimum of control operations and a minor changeover; technological - When producing a large nomenclature of products, with their relatively low seriality, if it is impossible to balance the equipment and labor, with a large number of control operations and a significant amount of reference.

Organization of production sites. The organization of the plots is determined by the type of their specialization. It involves a solution to a large number of tasks, including the selection of production objects; Calculation of the necessary equipment and its layout; Determining the size of parties (series) of parts and the frequency of their launch-release; consolidation for each workplace work and operations, the construction of graphs; Calculation of the need for frames; Designing a system of service of jobs. Recently, scientific and production complexes began to be formed in the associations, which integrate all stages of the "Study - Development - Production" cycle.

In the St. Petersburg Union "Svetlana" for the first time in the country, four scientific and production complex were created. The complex is a single division specializing in the development and release of products of a specific profile. It is created on the basis of the Design Bureau of the Head Factory. In addition to KB, it includes the main production and specialized branches. The scientific and production activities of the complexes are carried out on the basis of an intra-economic calculation.

Scientific and production complexes are conducting design and technological preparation of production, attracting for the performance of work related to the development of new products, relevant union units. The head of the design bureau is provided with the rights of through planning of all stages of production preparation - from research to the organization of serial release. It is responsible not only for the quality and deadlines of the development, but also for the development of serial production of new products and production activities of workshops 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 based on an increase in the economic independence of the divisions within their composition.

As an example of creating and implementing a new organizational form in the context of the transition to the market, it is possible to create a joint-stock company - a scientific and production concern in the merger "Energy" (Voronezh). On the basis of the subdivisions of the concern, more than 100 independent research and production complexes were created, associations of the first level and enterprises with full legal independence and settlement accounts in a commercial bank. When creating independent associations and enterprises, the diversity of ownership forms (state, rental, mixed, joint-stock, cooperative); the diversity of organizational structures of independent enterprises and associations, the number of which varies from 3 to 2350 people; variety of activities (scientific and manufacturing, organizational and economic, production and technical).

In the concern, 20 subject and functional research and production complexes that brings together research, design, technological units and production, specializing in the development and issuance of certain types of products or performing technologically homogeneous works. These complexes are created by reforming experienced and serial plants and on the basis of the Research Institute. Depending on the number and volume of work, they function as unification of the first level, enterprises or small enterprises.

Scientific and production complexes fully showed their advantages during the conversion period in a sharp change of product range. After receiving the independence of the enterprise voluntarily organized unification of the first level - scientific and production complexes or firms - and established a concern, centralizing in accordance with the charter of 10 basic functions. The highest management body of the concern is the meeting of shareholders. 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 complete self-sufficiency. Divisions performing servicing and auxiliary functions also work on a contractual basis and have full legal and economic independence.

Depicted in fig. 10.3 And the name "Circular" management structure of the concern meets the requirements of the legislation of the Russian Federation. The Board of Directors coordinates the central functions of the concern within the framework of the Charter in accordance with the idea of \u200b\u200bthe round table.

Circular (unlike an existing vertical) system of organization and production management is based on the following principles:

Fig. 10.3. Circular management structure of the concern "Energy"

• on the voluntaryness of the association of shareholders' enterprises for joint activities for the sake of obtaining maximum and stable profits through the sale of products and services in the context of competition in the 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 by the Charter of the joint stock company;
• combining the benefits of a large company due to specialization, cooperation and scale of production, with the advantages of small business forms and motivating employees through property ownership;
• system of subject and functional research and production complexes related to the technological basis, taking into account the advantages of specialization and cooperation;
• the system of contractual relationship between scientific and production complexes and firms, supported by the system of satisfying trade claims, including with the regulation of the wage fund;
• transfer of the center of the current work on the organization and management of production from the highest level vertically to the level of scientific and production complexes and independent enterprises horizontally on a contractual basis with the concentration of senior management efforts on promising issues;
• implementation of economic relations between enterprises through the commercial bank and the center of internal settlements according to the relevant areas;
• increase the guarantees of solving social issues and the security of both independent enterprises and all shareholders;
• combining and developing various forms of ownership at the level of the concern and independent associations and enterprises;
• failure of the dominant role of higher governing bodies with the transformation of management functions and coordination of production to one of the types of shareholders' activities;
• the mechanism of combining the mutual interests of independent enterprises and the concern as a whole and prevent the risk of gap through the centrifugal forces of the technological principle of building a production organization.

The circular structure provides for a fundamental change in the activities of subject research and production complexes, which take on the leading role in planning and ensuring the relationship on the horizontal activities of functional research and production complexes and firms on a contractual basis on its own nomenclature, taking into account changes in the market.

The planning dispatch department within the framework of the company "Profit" is transformed, and a significant part of its functions and states are transmitted 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.

The energy concern "Energia" passed the process of privatization through the rental and incorporation and received a certificate of ownership, he was assigned 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 streamlining the work performed in time and in space it is necessary to form a product production cycle.

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

Duration of production cycle - This is a calendar period of time during which the material, the workpiece or other processed object pass all operations of the production process or its specific part and turn into finished products. The duration of the cycle is expressed in calendar days or hours. The structure of the production cycle Includes the time of the working period and break times. During the working period, technological operations and work of the preparatory-concluding nature are carried out. The working period also includes the duration of the control and transport operations and the time of natural processes. Time of breaks is due to the labor regime, inter-operating layering of parts and disadvantages in the organization of labor and production.

The time of inter-operating strokes is determined by the breaks of partionship, waiting and picking. Breaks of partionism occur in the manufacture of products by parties and are due to the fact that the processed products are burned until the entire batch is passing through this operation. At the same time, they come from the fact that the production party is called a group of products of the same name and sizes, launched into production for a certain time at the same preparatory and final period. Bending breaks are caused by an inconsistent duration of two adjacent operations of the technological process, and the interruption of the acquisition is the need to expect that time when all the blanks, parts or assembly units included in one product set will be made. Breaks of the acquisition 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. C is expressed by Formula

T. C \u003d. T. T +. T N. –3 + T. E + T. K +. T. Tr +. T. MO +. T. PR, (10.1)

where T. T - time of technological operations; T N. -3 - time of work of the preparatory-concluding nature; T. e - the time of natural processes; T. By - the time of control operations; T. Tr - the time of transportation of labor items; T. MO - the time of inter-operational stabbing (intramanetary breaks); T. PR - time of interruptions caused by the labor regime.

The duration of technological operations and preparatory and concluding works in the aggregate forms the operating cycle T. Ts.op.

Operational cycle - This is the duration of the completed part of the technological process performed on 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 of the assembly unit or the product as a whole. The production cycle of the part is usually called simple, and the products or assembly units are complex. The cycle may be single an exploration and multi-operational. The duration of the cycle of the multipleration process depends on the method of transmitting parts from an operation operation. There are three types of movement of labor objects in the process of their manufacture: serial, parallel and parallel-consistent.

For sequential movement The entire part of the parts is transmitted to the subsequent operation after the end of processing all parts on the previous operation. The advantages of this method are the lack of interruptions in the operation of equipment and the worker on each operation, the possibility of their high load during the shift. But the production cycle with such an organization of work is the greatest, which adversely affects the technical and economic indicators of the workshop activities, enterprises.

For parallel movement Details are transmitted to the next transport partition operation immediately after its processing on the previous operation. In this case, the shortest cycle is ensured. But the possibility of using a parallel type of movement is limited, since the prerequisite for its implementation is equality or multiplicity of the duration of operations. Otherwise, interruptions in the equipment and workers are inevitable.

For parallel-sequential movement Details from the operation for the operation they are transmitted by transport batches or pieces. In this case, a partial alignment of the time of configuration operations occurs, and the entire batch is processed on each operation without interruptions. Workers and equipment work without interruptions. The production cycle is longer compared to parallel, but shorter than with the consistent movement of labor items.

Calculation of the cycle of a simple production process. The operational production cycle of the part of parts with a sequential form of motion is calculated as follows:

(10.2)

where n. - number of parts in the production lot, pcs.; r. op - the number of operations of the technological process; t. PC i. - rate of time to perform each operation, min; WITH R.M. i. - Number of jobs engaged in the manufacture of part of parts on each operation.

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

T C.Posl \u003d 3 (T pcs 1 + T pcs 2 + T pc 3 + T pcs 4) \u003d 3 (2 + 1 + 4 + 1.5) \u003d 25.5 min.

The formula for calculating the duration of the operating cycle with parallel sight of the movement:

(10.3)

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

Fig. 10.4, a. Schedule of production cycles with consistent movement of parts of parts

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

T. Ts.Par \u003d ( t. PCS 1 +. t. PC 2 +. t. PC 3 +. t. PC 4) + (3 - 1) t. PC 3 \u003d 8.5 + (3 - 1) 4 \u003d 16.5 min.

Fig. 10.4, b. Schedule of production cycles with parallel-sequential movement of parties parts

With a parallel-sequential form of motion, partial alignment occurs in the time of adjacent operations. There are two types of combinations of adjacent operations over time. If the execution time of the subsequent operation is longer than the execution time of the previous operation, then you can apply a parallel view of the movement of parts. If the execution time of the subsequent operation is less than the execution time of the previous one, then a parallel-serial type of movement with the highest possible combination of the time of completing both operations is received. The maximum combined operations differ from each other at the time of making the last part (or the last transport part) on the subsequent operation.

The diagram of a parallel-sequential type of movement is shown in Fig. 10.4, at. In this case, the operating cycle will be less than with a sequential form of movement, by the magnitude of the alignment of each adjacent pair of operations: the first and second operation - AB - (3 - L) t. pcs2; The second and third operations - Vg \u003d A ¢ B ¢ - (3 -1) t. pcs3; Third and fourth operations - de - (3 - 1) t. pcs4 (where t. Pcs3 I. t. pcs4 have a shorter time t. Pcs from each pair of operations).

Formulas for calculation

(10.4)

When performing operations on parallel jobs:

Fig. 10.4, c. Schedule of production cycles with parallel motion of parties parts

When transmitting products with transport parties:

(10.5)

where is the time to perform the shortest operation.

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

T. Ts. P-n \u003d 25.5 - 2 (1 + 1 + 1.5) \u003d 18.5 min.

The production cycle of the part of the part party includes not only the operational cycle, but also natural processes and interruptions associated with the mode of operation, and other components. In this case, the duration of the cycle for the treated modes is determined by the formulas:

where r. op is the number of technological operations; WITH R.M - the number of parallel jobs engaged in the manufacture of part of parts on each operation; t. MO - the time of inter-operational strokes between two operations, h; T. cm - the duration of one work shift, h; d. cm - the number of shifts; TO V.N - the planned coefficient of performance of norms on operations; TO per - the coefficient of translation of working time in the calendar; T. E - the duration of natural processes.

Calculation of the duration of the cycle of the complex process

The production cycle of the product includes the manufacturer of parts manufacturing, assembling nodes and finished products, test operations. It is believed that various parts are manufactured simultaneously. Therefore, the production cycle of the product includes the cycle of the most time consuming (leading) part from among those that are submitted to the first operations of the assembly shop. The duration of the production cycle of the product can be calculated by the formula

T. TsP \u003d. T. TsD +. T. TsB, (10.9)

where T. C.D - the duration of the production cycle of the manufacture of the leading part, calendar. days; T. C.B is the duration of the production cycle of assembly and testing, calendar. DN.

Fig. 10.5. Cycle of complex process

To determine the duration of the cycle of a complex production process, a graphic method can be used. This creates cycle graph. Pre-establishment of production cycles of simple processes included in the complex one. The cycle graphics analyzes the timing of some processes by others and determines the total duration of the cycle of the complex process of production of the product or batch of products as the largest amount of cycles of interoperability of simple processes and inter-execution breaks. In fig. 10.5 shows a cyclic chart of a complex process. On the schedule to the right left, the cycles of partial processes are deposited, ranging from testing and ending with the manufacture of parts.

Paths and importance to ensuring the continuity of the production process and reducing the duration of the cycle

The high degree of continuity of production processes and a reduction in the duration of the production cycle has large 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, the cost of production is reduced. Studies performed on a number of enterprises of Kharkov showed that where the average duration of the production cycle does not exceed 18 days, each expendable ruble provides products by 12% more than at factories, where the cycle duration is 19-36 days, and 61% more than the factory, where products have a cycle above 36 days.

Increasing the level of continuity of the production process and the reduction in the duration of the cycle is achieved, first, by increasing the technical level of production, secondly, organic measures. Both paths are interconnected and complement each other.

Technical improvement of production is in the direction of the introduction of new technology, progressive equipment and new vehicles. This leads to a reduction in the production cycle by reducing the complexity of technological and control operations actually, reducing the time to move labor items.

Organizational events should provide:

• minimizing interruptions caused by inter-operating stabbing, and partionic breaks through the use of parallel and parallel-sequential methods of movement of labor objects and improving planning system;
• building charts of combining various production processes that provide partial alignment in the time of configuration and operations;
• reducing expectation breaks based on the construction of optimized schedules of product manufacturing and rational launch of parts into production;
• the introduction of subject-closed and petrolatable specialized workshops and sites, the creation of which reduces the length of intracachers and interception routes, reduces the cost of transportation time.

The principles of the organization of the production process are the initial provisions on the basis of which the construction, functioning and development of the production process is carried out.
There are the following principles of the organization of the production process:
differentiation - separation of the production process into separate parts (processes, operations, stage) and their consolidation for the relevant units of the enterprise;
combination - Combining all or parts of the variekter processes for the manufacture of certain types of products within one section, workshop or production;
concentration - concentration of certain production operations for the manufacture of technologically homogeneous products or performing functional and uniform work in certain workplaces, sites, in the workshops or industries of the enterprise;
specialization - consolidation for each workplace and each subdivision of a strictly limited nomenclature of works, operations, parts and products;
universalization- the manufacture of parts and products of a wide range or performing heterogeneous production operations at each workplace or production unit;
proportionality - a combination of individual elements of the production process, which is expressed in their certain quantitative terms with each other;
parallelism - simultaneous processing of different parts of one batch on this operation in several workplaces, etc.;
direct accility - the implementation of all stages and operations of the production process in the conditions of the shortest way to pass the subject of labor from beginning to end;
rhythm - Repeat after established periods of time of all individual production processes and a single process of producing a certain type of product.
The presented principles of the organization of production in practice are not isolated from each other, they are closely intertwined in each manufacturing process. The principles of the organization of production are developing unevenly - in one or another period, one or another principle is nominated to the fore and acquires secondary importance.
If the spatial combination of the elements of the production process and all of its species is implemented on the basis of the formation of the production structure of the enterprise and the units included in it, the organization of production processes in time finds the expression in establishing the procedure for performing individual logistics operations, rational combination of the time of the implementation of various types of work, determining Calen-Darno - Land standards of movement of labor items.
The basis for the construction of an effective production logistics system is a production schedule formed based on the task of satisfying consumer demand and responding to questions: who, what, where, when and in what quantity it is (producing). The production schedule allows you to establish differentiated and temporal characteristics of material flows differentiated for each structural production unit.
Methods used to prepare a production schedule depend on the type of production, as well as the characteristics of the demand and parameters of orders.
The type of production may be a single, small, serial, large-scale, mass.
The characteristic of the type of production complements the characteristics of the production cycle - this is the period of time between the moments
The beginning and end of the production process in relation to specific products within the logistics system (enterprise).
The production cycle consists of working time and break time in the manufacture of products. In turn, the working period consists of the main technological time, the time of carrying out transport and control operations and time configuration.
Time of breaks is divided by the time of inter-execution, inter-party and other interruptions.
The duration of the production cycle largely depends on the characteristic of the motion of the material flow, which is serial, parallel, parallel to consistent.
In addition, the duration of the production cycle also affects the forms of technological specialization of production units, the system of organizing the production processes themselves, the progressiveness of the technology used and the level of unification of products.
The production cycle also includes the waiting time - this is the interval from the moment of receipt of the order until it starts to perform it, to minimize which it is important to initially determine the optimal batch of products - a party at which the cost per product is minimal.
To solve the problem of choosing the optimal party, it is believed that the cost of production is made up of direct costs of manufacture, the costs of storing stocks and the cost of targeting equipment and its downtime when changing the party.
In practice, the optimal batch is often determined by a direct account, but in the formation of logistics systems, the use of mathematical programming methods is more effective.
In all areas of activity, but especially in production logistics, the system of norms and regulations is essential. It includes both enlarged and detailed rates of consumption of materials, energy, use of equipment, etc.
The rate of consumption of material resources is the maximum permissible amount of raw materials, materials, fuel consumed for the manufacture of a unit of products of a certain quality and performing technological operations, including logistics.
The rate of consumption is generally expressed as the sum of the pure weight of the manufactured products or weight of the material included in its composition, and the values \u200b\u200bof acceptable waste production, as well as other losses. In practice, the rate of consumption is classified according to various features, for example, according to the degree of detail (consolidated and specified); By the object of rationing (open, equal, divided, povelter), etc.
Based on the norms of consumption and production program in Logistics, the needs of production are predicted and all logistics aspects are being developed for the formation and management of material flows. The presence of a regulatory framework is mandatory for the functioning of logistics systems and subsystems, especially for industrial logistics. The most important regulatory indicators are:
specific consumption of raw materials and materials;
The coefficient of use of materials;
consumable coefficient;
Useful consumption of raw materials and materials.
The normative useful consumption of the material is the mass (volume) of the material resources forming the finished products. Determine it according to the drawing of the product and the calculated mass (volume) of the material.
The material coefficient is called the ratio of the useful consumption of the material to the rate of consumption. This criterion is one of the performance of material resources, since the greater the desired coefficient, the more complete the use of one or another material and less than the production wastes.
Consumable coefficient - indicator, reverse coefficient of use of materials.
An important role is also played by the indicator of the specific consumption, which is the number of actually consumed material per unit of production (works). Determined by the division of the amount of material consumed on the volume of products produced from it.
In practice, there are even such rules in the logistics, as the norms of time for issuing documents, the time of decision-making time, etc.
From the quality of the norms, the economic condition of the enterprise depends on their validity and accuracy. In the conditions of the market, the system of norms and standards is not an administrative intervention tool into the production and economic interests of the structural divisions of the logistics system and the production system, but the necessary element of the internal organization of the production process and the regulator of external relationships.