Principles of rational organization of the main production. Basic principles of rational organization of the production process Principles of rational organization of the production process in brief

The main principles of the rational organization of the production process are proportionality, continuity, parallelism, direct flow, rhythm, as well as the concentration of homogeneous objects of labor (details, information, documents, etc.) in one place, the flexibility of the process. Let's take a closer look at these principles.

Proportionality- the principle, the implementation of which ensures equal throughput of different jobs of one process, proportional provision of jobs with information, material resources, personnel, etc.

The main task of the process of organizing production at an enterprise is the rational combination in time and space of all the production processes occurring on it and their components, ensuring the most efficient operation of it (the enterprise).

The main principles of the rational organization of any processes are: specialization, proportionality, continuity, parallelism, straightness, rhythm, flexibility(Fig. 5.4.) .

Principle specializations is to increase productivity by assigning homogeneous parts of the production process to individual elements of the production system. The principle allows you to reduce production costs by increasing the productivity of workers (the effect of the learning curve) and the concentration of production.

Specialization is one of the main factors determining the production structure of the firm, as discussed in paragraph 3.3.2. Here we note only the fundamental features of the two types of specialization.

Specialization can be organized on subject or technological principles (Fig. 5.5.).

Proportionality- the principle, the implementation of which ensures equal throughput of various operations of the production process.

Production capacity of 4 operations for the manufacture of a batch of parts

Capacity determines the throughput of each operation. In this case, the throughput of the entire system is determined by the so-called. "bottleneck" ( bottle neck- narrow neck), i.e. operation with the least power. IN this case this is Operation 3, resulting in a production system with a similar structure of 6 parts per shift. Then the production capacity of other operations will not be fully used:

Operations 1 and 4 6*100%/10=60%

Operation 2 6*100%/15=40%.

Proportionality will be ensured if the productivity (production capacity) of each technological operation is equal.

For the example under consideration, we define the LCM production capacity for each operation:

NOC (10, 15, 6, 10)=30 (pcs/shift).

Then, if at the 1st and 4th operations organize 3 jobs each, at the 2nd operation organize 2 jobs, and at 3-1 operations - 5 jobs, then the productivity of the entire production system will increase to 30 pieces / change. In this case, the production capacity of each operation will be fully used (subject to the need for a similar number of parts).

Continuity - a principle that ensures continuous (without downtime) operation of equipment and workers, and continuous (without soaking) processing of parts in the production process.

The continuity of the processing of parts can be characterized by the indicator:

Knepr=Trab/Tc,

where Trab- the duration of the working time for the manufacture of the part;

Tts- the total duration of the part in production, including spending time on separate operations, between jobs, etc.

The implementation of the principle of continuity consists in the elimination or minimization of all types of aging of products in the process of their manufacture. Compliance with this principle largely depends on the implementation of the principle of proportionality, since if equal productivity of adjacent operations is not ensured, then between them there will inevitably be product ages. Therefore, to ensure maximum continuity of the production process of any type of product, it is necessary to ensure the proportionality of this process at the level of individual operations. In addition, products can also be left lying due to the shift operation of departments, when products are transferred from one department to another, before they enter the assembly, i.e. due to various organizational reasons, minimizing which is an important reserve for increasing the continuity of the production process.

Parallelism- the principle that ensures the combination of operations in time. It provides for the simultaneous execution of all or part of the operations for the manufacture of a product of one or more items 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.

Parallelism various parts the production process in the general case may include the following particular types:

1) parallelism in the processing of products of the same type in one operation due to duplication of jobs and the use of a batch method for processing products;

2) parallelism in the processing of a batch of the same type of products in various operations;

3) parallelism in the processing of various components of the same product;

4) parallel execution of the main and auxiliary operations and their elements.

Direct flow- the principle that provides for the shortest routes for the movement of objects of labor in the production process (through workplaces, sections, workshops).

Direct flow is achieved by arranging production units and workplaces in the sequence of operations and eliminating return movements of products. The greatest degree of straightness can be achieved when the products have the same or similar sequence of operations and the same stages of the production process. The implementation of the direct flow principle streamlines cargo flows and reduces the turnover at the enterprise and its divisions, as well as reduces the time it takes to move products during their manufacture. The principle of direct flow is more pronounced in conditions mass production, when creating subject-closed workshops and sections.

Rhythm- the principle that characterizes the uniformity and repeatability of individual elements of the production process over time.

Distinguish the rhythm of production, work, production:

ü release rhythm- release of the same or evenly increasing (decreasing) quantity of products for equal time intervals;

ü rhythm of work- performing an equal (or proportionally changing) amount of work at equal intervals of time;

ü production rhythm- Compliance with the rhythmic release of products and the rhythm of work.

Flexibility- the ability of the production system to quickly and economically switch to the production of new products.

The implementation of the principle of flexibility is to create such production systems, which are specialized in the production of a wide range of products and can quickly and economically change from the production of products of one type to the production of products of another type within the established this moment nomenclature, and can also change the range of their products without significant re-equipment. IN modern conditions fierce competition, the implementation of this principle is especially important in connection with the high rates of scientific and technical progress in the branches of instrumentation and rapid change of products and their generations.

5.2. Production cycle: composition, structure and duration. Ways to reduce the duration of the production cycle

Objects of production, when they are transformed into a specific product, go through a large set of main and auxiliary operations, which, together with various types of aging of the product, form the production cycle of its manufacture.

The production cycle of manufacturing a product is an ordered set of all processes through which a product passes from the beginning to the end of its manufacture.

The main characteristics of the production cycle:

ü structure

ü duration.

The structure of the production cycle of manufacturing a product is the composition and method of combining in time all the processes carried out on the product and its components during their manufacture.

The composition of the processes that form the production cycle for the manufacture of each product is strictly individual and is determined by the composition of the product itself, the type technological processes its manufacture and a number of other factors. Generalized composition of the production cycle manufacturing products (Fig. 5.6) includes the following two enlarged types of processes:

ü active during which any production operations are performed on the product and its components;

ü bedding process, during which the product and its components are not subjected to any targeted influences.

By the nature of the impact on the product and its components active processes are divided into:

ü main, including shaping, processing, assembly, electrical installation and adjustment and adjustment operations;

ü auxiliary, including operations of control, testing, movement, warehousing and acquisition.

decubitus, depending on the time of their occurrence, are divided into:

ü lying in work time , including:

§ lying of the product during the performance of preparatory and final works by the workers;

§ intra-party layovers that occur during the manufacture of the same type of products in batches and include the laying of the product from the beginning of the production of the batch to the start of production of this product of the batch and the laying of the product from the moment it is completed until the end of the production of the entire batch;

§ lying in anticipation of the release of the workplace and the possibility of starting the next operation;

§ lying during regulated rest breaks for workers;

§ lying before picking in anticipation of other products included in the assembly kit;

§ lying in case of accidental violations of the normal course of the process of its production.

ü stays during non-working hours, including:

§ lying during workers' lunch breaks;

§ lying between work shifts (inter-shift lying);

§ stays on weekends and holidays.

Each specific type of product has an individual manufacturing cycle, which may include all or only part of the processes discussed above, and the main and auxiliary processes, as well as laying, are included in this cycle in the most varied sequence and combination, forming the basis of its structure.

Generalized composition of the production cycle of manufacturing a product

Another important characteristic of the production cycle of manufacturing a product is its duration.

The duration of the production cycle of manufacturing a product is a calendar period from the moment of commencement to the moment of completion of the manufacture of the product as a whole, including all its components.

IN general view it is defined as the sum of non-overlapping durations of active processes, natural processes, bedtimes (Fig. 5.7.).

Natural processes are physical and chemical processes associated with a change in state construction materials and substances that form the product (heating, cooling, drying, soaking, hardening, crystallization, dissolution, etc.).

The duration of the production cycle is expressed in calendar days.

When calculating the duration of the production cycle, the following elements of the cost of working time are taken into account:

ü preparatory and final time, which the worker spends on getting acquainted with the assigned work, preparing for it, as well as on performing actions related to its completion;

ü operating time, which is spent on the execution of the production operation. Operating time includes:

ü main time, spent on the implementation of the main operation of the technological process;

ü auxiliary time , spent on the performance of auxiliary actions (setting the part on the machine, starting the machine, control measurements, stopping the machine, removing the part, etc.)

ü workplace service time, spent on maintaining the workplace in proper condition (equipment, tooling, production premises). It consists of:

ü time Maintenance (reconfiguration of equipment, maintaining it in working condition);

ü organizational service time(receipt of the tool and its layout, cleaning of the production premises);

ü breaks for rest and personal needs is the time required to keep the worker in good condition. Includes passive rest time (spent by the worker on their own), as well as active time (conducting industrial gymnastics).

The time for completing a production task is standardized.

Standard time Tsht

where To is the norm of operational time, is the share of time for servicing working time, is the proportion of time for rest and personal needs (as a percentage of operational time).

To calculate the norm of time in the manufacture of a batch of parts, the norm is used piece-calculation time, determined by the formula:

where Tpz is the norm of the preparatory and final time (set for a batch of parts), n is the size of the batch of parts.

Ways to reduce the duration of the production cycle.

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 turnover is accelerated working capital, the use of equipment and production areas improves, the cost of production decreases.

Increasing the level of continuity of the production process and reducing the cycle time are achieved, firstly, by increasing technical level production, and secondly, organizational measures. Both paths are interconnected and complement each other.

Technical improvement of production goes in the direction of implementation new technology, progressive equipment and new Vehicle. 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:

ü minimizing interruptions caused by interoperational laying and batching interruptions through the use of parallel and parallel-sequential methods of movement of objects of labor and improving the planning system;

ü construction of schedules for combining various production processes, providing partial overlap in time for the performance of related works and operations;

ü reduction of waiting breaks based on the construction of optimized schedules for the manufacture of products and the rational launch of parts into production;

ü 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.

The principles of rational organization of the production process can be divided into two categories: general, independent of the specific content of the production process, and specific, characteristic of a particular process.

General principles - These are the principles that must obey the construction of any production process in time and space. These include the following:

the principle of specialization, which means the division of labor between individual divisions of the enterprise and jobs and their cooperation in the production process;

The principle of parallelism, which provides for the simultaneity of the implementation of individual parts of the production process associated with the manufacture of a particular product;

The principle of proportionality, which implies relatively equal productivity per unit of time of interconnected divisions of the enterprise;

The principle of direct flow, providing the shortest path for the movement of objects of labor from the launch of raw materials or semi-finished products to the receipt of finished products;

The principle of continuity, providing for the maximum reduction of interruptions between operations;

the principle of rhythm, which means that the entire production process and its constituent partial processes for the manufacture of a given quantity of products must be strictly repeated at regular intervals;

The principle of technical equipment, focused on the mechanization and automation of the production process, the elimination of manual, monotonous, heavy, harmful to human health work.

The production process includes a number of technological, information, transport, auxiliary, service and other processes.

Production processes consist of main and auxiliary operations. The main ones include operations that are directly related to changing the shapes, sizes and internal structure processed items, and assembly operations. Auxiliary are the operations of the production process for quality and quantity control, the movement of processed items.

The set of basic operations is usually called a technological process. It forms the main part of the production process. The nature of the technological process to the greatest extent determines the organizational conditions of production - the construction of production units, the nature and location of warehouses and storerooms, the direction and length of transport routes.

Operation - a part of the production process, performed at one or more workplaces, by one or more workers (team) and characterized by a set of sequential actions on a specific object of labor.

The main parameters of the production process are the pace and tact of the operation.

The pace of an operation is the number of items launched into (or released from) an operation per unit of time. The pace of the operation (TOP) is determined by the ratio of a single launch (release) of the operation (Vop) to its cycle (TK OP):

T OP = V OP /TK OP = V OP /(t k),

where t is the duration of the operation; k - the number of jobs to perform the operation.
The operation cycle is the time during which the object of labor or batch is released from the operation:

TK OP = t/V OP.

Classification of production processes

Various branches of industrial production, as well as enterprises of one industry affiliation, differ significantly from each other in the nature of the products created, the means of production used and the technological processes used. These differences give rise to an exceptional variety of production processes occurring at enterprises. The most important factors determining the specifics of production processes in industrial production, are: the composition of the finished product, the nature of the impact on the objects of labor (technological process), the degree of continuity of the process, the importance of various types of processes in the organization of production, the type of production.

The finished product influences the production process by its design (complexity and size of shapes), as well as the required accuracy of the components, physical and chemical properties.

From the point of view of the organization of production, the number of components of the manufactured product is also of great importance. On this basis, all production processes are divided into processes for the production of simple and complex products. The production process of manufacturing a complex product is formed as a result of a combination of a number of parallel processes for the production of simple products and is called synthetic. Processes, as a result of which several types of finished products are obtained from one type of raw material, are called analytical. The more complex the product and the more diverse the methods of its manufacture, the more difficult the organization of the production process.

The predominance of one or another type of production process in an enterprise has a great influence on its production structure. So, in synthetic processes, there is an extensive system of procurement shops, in each of which the initial processing of raw materials and materials takes place. Then the process moves to a narrower circle of processing shops and ends with one producing shop. In this case, very labor-intensive work on logistics, external and intra-plant cooperation, and management of procurement production.

In the analytical process, one procurement workshop transfers its semi-finished products to several processing and manufacturing workshops specializing in the manufacture of various types of products. In this case, the enterprise produces a significant number of different types of products, has large and branched sales connections, and side productions are usually developed at such enterprises.

According to the nature of the impact on the objects of labor, production processes are divided into mechanical, physical, chemical, etc. According to the degree of continuity - continuous (there are no breaks between various operations) and discrete (with technological breaks).

According to the stage of manufacturing the finished product, procurement, processing and finishing production processes are distinguished.
According to the degree of technical equipment, there are manual, partially and complex-mechanized.

Production cycle

Production cycle - one of the most important technical and economic indicators, which is the starting point for calculating many indicators of production and economic activity enterprises. On its basis, for example, the terms for launching the product into production are set, taking into account the timing of its release, the capacities of production units are calculated, the volume of work in progress is determined, and other planning and production calculations are carried out.

The production cycle of manufacturing a product (batch) is a calendar period of its being in production from the launch of raw materials and semi-finished products to the main production until the finished product (batch) is received.

Loop structure

The structure of the production cycle includes the time for performing the main, auxiliary operations and breaks in the manufacture of products (Fig. 1.3).

The time for performing the main operations of processing products is the technological cycle and determines the time during which the direct or indirect impact of a person on the object of labor is carried out.

Fig 1.3 The structure of the production cycle.

Breaks can be divided into two groups: 1) breaks, . associated with the mode of operation established at the enterprise, -, non-working days and shifts, inter-shift and lunch breaks, intra-shift regulated breaks for rest of workers, etc.; 2) breaks due to organizational and technical reasons - waiting for the vacancy of the workplace, waiting for the assembly of components and parts, inequality of production rhythms at adjacent ones, i.e. dependent on each other, jobs, lack of energy, materials or vehicles, etc.:

T PTS \u003d T TECHN + T PER.

When calculating the duration of the production cycle, only those time costs are taken into account that are not overlapped by the time of technological operations (for example, time spent on control, transportation of products). Breaks caused by organizational and technical problems (untimely provision of the workplace with materials, tools, violation labor discipline etc.), are not taken into account when calculating the planned duration of the production cycle.

When calculating the duration of the production cycle, it is necessary to take into account the peculiarities of the movement of the object of labor through the operations that exist in the enterprise. Usually one of three types is used: serial, parallel, parallel-serial.

With sequential movement, the processing of a batch of the same-name objects of labor at each subsequent operation begins only when the entire batch has been processed at the previous operation.

Let's assume that it is required to process a batch consisting of three products (n = 3), while the number of processing operations (m = 4) 20, t4 = 10.

For this case, the cycle time, min:

T c (last) \u003d\u003d 3 (10 + 40 + 20 + 10) \u003d 240.

Since a number of operations can be performed not at one, but at several workplaces, the duration of the production cycle with sequential movement in the general case has the form:

T c (last) == nSt i / C i

where Сi, is the number of jobs.

With parallel movement, the transfer of objects of labor to the next operation is carried out individually or by a transport batch immediately after processing at the previous operation:

TC (steam) \u003d pSt i / C i + (n - p) t max / C max,

where p - the size of the transport party, pieces; tmax - the time of the longest operation, min; Cmax is the number of jobs in the longest operation. For the example above: p = 1

T C (STEAM) \u003d (10 + 40 + 20 + 10) + (3 - 1) - 40 \u003d 160 min.

With a parallel type of movement, the duration of the production cycle is significantly reduced.

With a parallel-sequential type of movement, objects of labor are transferred to the next operation as they are processed at the previous piece by piece or by a transport batch, while the time for performing adjacent operations is partially combined in such a way that a batch of products is processed at each operation without interruptions.

The duration of the production cycle can be defined as the difference between the duration of the cycle for a sequential type of movement and the total time savings compared to a sequential type of movement, due to the partial overlap of the execution time of each pair of adjacent operations:

T C (PARAL-SEQ) \u003d T C (SEQ) -- STK OP

For our example: p = 1.

TC (par-last) \u003d 240 (10 (3-1) + 20 (3-1) + 10 (3-1) 1 \u003d 160 min.

Cycle duration

The duration of the production cycle is influenced by many factors: technological, organizational and economic. Technological processes, their complexity and diversity, technical equipment predetermine the processing time of parts and the duration of assembly processes. Organizational factors of the movement of objects of labor in the process of processing are associated with the organization of jobs, the labor itself and its payment. Organizational conditions have an even greater influence on the duration of ancillary operations, service processes, and breaks.

Economic factors determine the level of mechanization and equipment of processes (and, consequently, their duration), the standards of work in progress.

The faster the production process takes place (the shorter the duration of the production cycle), which is one of the elements of the circulation of working capital, the greater will be the speed of their turnover, the greater the number of revolutions they make during the year.

As a result, there is a release of monetary resources that can be used to expand production at a given enterprise.

For the same reason, there is a reduction (absolute or relative) in the volume of work in progress. And this means the release of working capital in their material form, i.e. in the form of concrete material resources.

The production capacity of an enterprise or workshop directly depends on the duration of the production cycle. Production capacity is understood as the maximum possible release products in the planned period. And therefore it is clear that the less time is spent on the production of one product, the greater the number of them can be manufactured in the same period of time.

Labor productivity with a reduction in the duration of the production cycle increases as a result of an increase in the volume of output due to an increase in production capacity, which leads to a decrease in the share of labor of auxiliary workers in a unit of output, as well as the share of labor of specialists and employees.

The cost of production with a reduction in the production cycle is reduced due to a decrease in the cost of a unit of production of the share of general factory and workshop costs with an increase in production capacity.

Thus, reducing the duration of the production cycle is one of the most important sources of intensification and increasing the efficiency of production at industrial enterprises.

The reserve for reducing the duration of the production cycle is the improvement of technology and technology, the use of continuous and combined technological processes, the deepening of specialization and cooperation, the introduction of methods scientific organization labor and service jobs, the introduction of robotics.

Glossary of terms.

Under PRODUCTION STRUCTURE enterprise is understood as the composition of the sections, shops and services that form it, the forms of their relationship in the production process.

WORKPLACE called the indivisible organizational(in these specific conditions) a link in the production process, serviced by one or more workers, designed to perform a specific production or service operation (or a group of them), equipped with appropriate equipment and organizational and technical means.

PLOT- a production unit that combines a number of jobs grouped by certain features, carrying out part of the overall production process for the manufacture of products or maintenance of the production process.

SHOP- the most complex system included in the production structure, which includes production sites and a number of functional organs as subsystems. Complex relationships arise in the workshop: it is characterized by a rather complex structure and organization with developed internal and external relationships.

PRODUCTION TYPE- the classification category of production, distinguished on the basis of the breadth of the range, regularity, stability of the volume of output of products, the type of equipment used, the qualifications of personnel, the complexity of operations and the duration of the production cycle. Usually distinguish between single, serial and mass production.

SINGLE PRODUCTION characterized by a wide range of products and a small volume of production of identical products. Mass production characterized by the production of a limited range of products.

MASS PRODUCTION characterized by the manufacture of certain types of products in large quantities in highly specialized jobs for an extended period.

MANUFACTURING PROCESS is a collection; individual labor processes aimed at the transformation of raw materials and materials into finished products.

OPERATION- part of the production process, performed at one or more workplaces, by one or more workers (team) and characterized by a set of sequential actions on a specific object of labor.

PACE OF OPERATION- this is the number of items launched into the operation (or released from it) per unit of time.

PRODUCTION CYCLE production of a product (batch) is the calendar period of its being in production from the launch of raw materials and semi-finished products into the main production until the finished product (batch) is received.

Questions for self-examination.

1. What characterizes the production structure?

2. List the elements production structure?

3. How are the production areas specialized?

4. What types of workshops are divided into?

5. What workshops are called the main ones?

6. Describe the unit production.

7. List the main factors of the production process that determine the nature of production.

8. What does the principle of parallelism mean?

9. What elements make up the production cycle?

Tests.

1. The production structure includes the following elements:

a) housing and communal services, the main production;

b) workplaces, sites, workshops;

c) cultural and community facilities, sites.

2. Types of jobs:

a) simple, complex;

b) stationary and mobile;

c) simple, complex, stationary, mobile, specialized and universal.

3. Types of production structure:

a) technological, subject, mixed;

b) subject, mixed;

c) technological, subject.

4. Types of production:

a) individual, small-scale;

b) large-scale, mixed;

c) single, serial. Bulk.

5. According to the nature of the impact on the objects of labor, production processes are divided into:

a) mechanical, physical, chemical;

b) continuous, procurement;

c) there is no correct answer.

The concept of rationality and production process.

Rationalism (lat. ratio - mind) - improvement, the formation of a more expedient organization of something, for example, production, decision-making according to previously developed algorithms, rules, laws. Rationalism as a philosophical direction recognizes reason as the basis of knowledge and human behavior.

Rationalization organizational activities- this is primarily a process that provides an improved and better state of the system due to a clear organization production activities, by using the latest achievements of science and technology in all departments of the enterprise, including its management and managed parts.

The production process is a set of separate labor processes aimed at the transformation of raw materials and materials into finished products. The content of the production process has a decisive impact on the construction of the enterprise and its production units. The production process is the basis of any enterprise.

The main factors of the production process that determine the nature of production are the means of labor (machines, equipment, buildings, structures, etc.), objects of labor (raw materials, materials, semi-finished products) and labor as an expedient activity of people. The direct interaction of these three main factors forms the content of the production process.

Principles of rational organization of the production process.

The principles of rational organization of the production process can be divided into two categories: general, independent of the specific content of the production process, and specific, characteristic of a particular process.

General principles are the principles that the construction of any production process in time and space must obey:

The principle of specialization, which means the division of labor between individual divisions of the enterprise and jobs and their cooperation in the production process;

The principle of parallelism, which provides for the simultaneity of the implementation of individual parts of the production process associated with the manufacture of a particular product;

The principle of proportionality, which assumes relatively equal productivity per unit of time of interconnected divisions of the enterprise. Analytically, the proportionality factor is defined as the ratio of the minimum bandwidth workplace to the maximum;

The principle of direct flow, providing the shortest path for the movement of objects of labor from the launch of raw materials or semi-finished products to the receipt of finished products;

The principle of continuity, providing for the maximum reduction of interruptions between operations. The continuity ratio is defined as the ratio of working time to the total duration of the process, including downtime or lying of the object of labor between jobs, at jobs;

The principle of rhythm, which means that the entire production process and its constituent partial processes for the manufacture of a given quantity of products must be strictly repeated at regular intervals. The coefficient of rhythm is defined as the ratio of the actual volume of work performed to the planned one;

The principle of technical equipment, focused on the mechanization and automation of the production process, the elimination of manual, monotonous, heavy, harmful to human health labor;

The principle of process susceptibility. The susceptibility of control makes it possible to increase the number of controlled parameters and to increase the degree of certainty of the system. At the same time, purposeful influences should be distinguished from random ones;

The principle of adaptability of production and management processes. Allows you to quickly change production and management processes to new consumer requirements at the output of the system or its subsystem;

The principle of improving the management system of the organization. Improving the organization's management system will improve the quality and efficiency of the management system by reducing uncertainty, increasing organization and other factors;

The principle of a scientific approach to processes. Application scientific approaches to the development and implementation management decisions in the field of organization of production will improve the organization and efficiency of production and management processes, economically use resources and improve the quality of products;

The principle of professionalism of the management team. Allows you to increase the organization, reliability and efficiency of the organization;

The principle of innovation. It consists in development based on the development of innovations and their implementation for the sake of improving activities in any field, obtaining a technical, economic, social effect, etc.

The principle of information security. Information as the "blood" of the system allows you to feed management, establish various patterns, make and implement high-quality management decisions.

9. Production cycle, its duration, structure.

The production cycle is 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 an enterprise. On its basis, for example, the terms for launching the product into production are set, taking into account the timing of its release, the capacities of production units are calculated, the volume of work in progress is determined, and other planning and production calculations are carried out.

The production cycle of manufacturing a product (batch) is a calendar period of its being in production from the launch of raw materials and semi-finished products to the main production until the finished product (batch) is received. Loop structure

The structure of the production cycle includes the time for performing the main, auxiliary operations and breaks in the manufacture of products (Fig. 8.2).

The execution time of the main processing operations of products is technological cycle and determines the time during which the direct or indirect impact of a person on the object of labor is carried out.

Breaks can be divided into two groups:

§ breaks associated with the work schedule established at the enterprise - non-working days and shifts, inter-shift and lunch breaks, intra-shift regulated breaks for rest of workers, etc.;

§ breaks due to organizational and technical reasons - waiting for the vacancy of the workplace, waiting for the assembly of components and parts, inequality of production rhythms at adjacent ones, i.e. dependent on each other, jobs, lack of energy, materials or vehicles, etc.:

10. Types of organizational structures as an effective factor economic development enterprises.

Organizational structure of management?, - a logical relationship of management levels and functional areas, organized in such a way as to ensure the effective achievement of goals.

In this case, the organizational structure of management is understood as a set of management links located in strict subordination and ensuring the relationship between the management and managed systems.

The organizational structure of management is determined by formal rules developed by specialists, which are necessary for:

Division of labor and distribution of official duties among individuals and groups;

Coordination of all functions so that the organization can act as a whole;

Definitions of the sphere of control of managers and subordination in the organization.

Internal expression organizational structure management is the composition, ratio, location and interconnection of individual subsystems of the organization. It is aimed primarily at establishing clear relationships between individual divisions of the organization, the distribution of rights and responsibilities between them.

The following elements are distinguished in the management structure of the organization:

· links (departments); · levels (steps) of management; · connections - horizontal and vertical.

The controls include structural units, as well as individual specialists performing the relevant management functions, or part of them. The management links should also include managers who regulate and coordinate the activities of several structural units.

The formation of a link is based on the performance of a certain management function by the department. Communications established between departments are horizontal.

The management level is understood as a set of management links that occupy a certain stage in the organization's management systems. Management levels are vertically dependent and subordinate to each other in a hierarchy: managers at a higher level of management make decisions that are concretized and brought to lower levels. Hence the pyramidal structure of the organization's management arose.

11. Production efficiency: essence and criteria.

In general terms, efficiency (translated from Latin - effective, productive, giving results) characterizes developed various systems, processes, phenomena.

Efficiency" as a concept means effectiveness. As a category, it has two sides - qualitative and quantitative. The qualitative side reflects its logical, theoretical content, that is, the essence of the category. The quantitative side reveals the operation of the law of economy of time, namely, it reflects the savings of time in achieving goals. social production in the course of the entire reproduction process and in its individual phases on the scale of the entire national economy, its individual regions, industries, and economic entities.

The most important factors for increasing production efficiency here are:

· . acceleration scientific and technical progress, raising the technical level of production, manufactured and mastered products (improving its quality), innovation policy;

.structural restructuring of the economy, its orientation towards the production of consumer goods, conversion defense enterprises and industries, improving the reproductive structure of capital investments (the priority of reconstruction and technical re-equipment operating enterprises), accelerated development of knowledge-intensive, high-tech industries;

· . improving the development of diversification, specialization and cooperation, combining and territorial organization of production, improving the organization of production and labor at enterprises and associations;

· . denationalization and privatization of the economy, improvement of state regulation, economic accounting and the system of motivation for work;

· . strengthening of socio-psychological factors, activation human factor on the basis of democratization and decentralization of management, increasing the responsibility and creative initiative of employees, comprehensive development of the individual, strengthening the social orientation in the development of production

12. Essence, principles and development of commercial calculation.

The transition to a market economy affects all elements of the economic mechanism (planning, incentives, pricing, finance, credit, etc.) at all levels of the economy, from the enterprise to government bodies. Without belittling the role of any of the elements of the economic mechanism in solving urgent economic problems, one should nevertheless note the exceptional importance of organizing the activities of the primary links of the economy - enterprises on the principles of full cost accounting, or, in other words, on the principles of commercial calculation. Cost accounting as a modification of commercial calculation appeared in the twenties during the transition to a new economic policy(NEP). Then state enterprises were transferred to the economic calculation, that is, in fact, to a large extent on a commercial basis.
In a market economy, the functioning of enterprises of any form of ownership is possible only at the expense of own funds, on an economic basis. If the enterprise becomes unprofitable and insolvent, then it self-liquidates, because. neither the state nor any other economic body is responsible for its obligations, is not responsible for its debts. Full economic accounting or, in modern terminology, commercial accounting is a method of efficient management of the economy, based on the comparison in monetary terms of the costs and results of economic activity, reimbursement of expenses by one's own income. Or, in other words, commercial settlement is a method of management that implements commodity-money relations at the enterprise level.

13. The essence and significance of labor productivity, the calculation of the number.

Labor productivity is an indicator of economic growth, that is, an indicator that ensures the growth of real income. Hence, labor productivity is the ratio of the total volume of output to the amount of labor spent on its production. The increase in labor productivity in any system can occur in various ways under the influence of various factors. It may increase if one of the the following situations:

The volume of production is growing, and costs are decreasing;

Output is growing faster than costs;

The volume of production remains unchanged, while costs are reduced;

The volume of production grows at constant costs;

Output is declining at a slower rate than costs.

An increase in labor productivity is associated with a change in all production costs, therefore, it is necessary to manage these processes, plan and coordinate them (including employment, personnel structure, technology and equipment, products and sales markets). The performance management system should also combine two areas: motivational and technical, i.e. increased interest in increasing labor productivity and providing conditions for its growth.

14. Essence, composition and structure of fixed assets, depreciation

Fixed assets- this is a part of production assets that participates in the production process for a long time, while maintaining its natural form, and their value is transferred to products gradually, in parts, as they are used.

Fixed assets include items that serve at least a year and cost above a certain value, established depending on the dynamics of prices for products of capital-creating industries (Fixed assets include objects whose value is determined in the amount of fifty times the minimum monthly wage established by law as of the date of their acquisition).

The essence of fixed assets:

§ they are materially embodied in the means of labor;

§ their cost is transferred in parts to the products;

§ they retain their natural shape for a long time as they wear;

§ are reimbursed on the basis of depreciation deductions at the end of their service life.