requirements for a sequential type of movement: batches of items are processed in operations, and after processing a sequential item, the entire batch is transferred to the next operation.

The main objective: to ensure the continuity of the loading of each workplace and equipment for each operation.

T

Parallel motion view

The main objective: ensure the continuity of processing of one item (or one transfer batch) consistently in all operations.

T

Parallel - sequential type of movement

The main objective: ensure the minimum possible cycle time for processing a batch of items with a continuous cycle for processing each of them.

The production cycle is reduced due to the parallel circulation of each individual pair of adjacent operations.

Lecture 3

Content, functions, methods and principles of production management

Production management is an independent field of knowledge and professional activity aimed at the creation and sale of goods by converting resources into finished products.

Production management provides a rational combination of production factors in time and space in the production activities of the organization.

The specific content, subject areas, functions and methods of their implementation depend on the level of production management.

Production management is one of the most important types of functional management in an organization.

There are various options for defining subject areas production management. When using one of them, which reflects the logistics concept of production management, there are five main subject areas:

development/research

procurement/supply

manufacturing

sales/distribution

service maintenance

The functions of production management determine the stable composition of specific types of management activities, characterized by the homogeneity of goals, actions or objects of their application. They characterize the general tasks and directions of managerial work, the composition and content of which depend to the least extent on the specifics of a particular organization.

Functions of production management

The essence of production management is expressed in its functions, that is, those tasks for which it is intended. There are five such functions: they were formulated at the beginning of the 20th century by the “father scientific management» Henri Fayol.

1. Planning. The "number one" function of management is generally recognized as planning. Implementing it, an entrepreneur or manager, based on a deep and comprehensive analysis of the situation in which the company is currently located, formulates the goals and objectives facing it, develops an action strategy, draws up the necessary plans and programs. Figuratively speaking, we are talking about determining “where we are currently, where we want to go and how we are going to do it.”

2. Organization. The implementation of the developed plans and programs is included in the content of other functions, and above all, the functions of the organization. Its "duties" include: the creation of an enterprise or firm, the formation of its structure and management system, the provision of their activities with the necessary documentation, the organization of the actual production process.

3. Coordination. The enterprise lives and works thanks to the people employed on it, and their joint activities must be managed. So importance acquires the function of coordinating the labor activity of people.

4. Motivation. In order for the business to be successful at the enterprise, high activity and good quality of work of its employees are necessary. Therefore, it is very important to interest them in such an attitude to work, to create appropriate motives. This requires determining what they want (and often many do not know this) and choosing the most appropriate for the enterprise and effective for the staff way to meet the identified needs, that is, encouragement. The other side of motivation is punishment, which also sometimes has to be applied to employees who have committed violations of technological or production discipline.

5. The control. The essence of the fifth classical function of management is control. It is designed to identify impending dangers in advance, detect errors, deviations from existing standards, and thereby create the basis for the process of adjusting the company's activities. the main task control consists, therefore, not in the search for "scapegoats" for the mistakes made, but in determining the causes of the latter and possible ways out of the current state, i.e., preventing possible deviations.

All of these functions do not just form a single whole, they are intertwined with each other, penetrate each other, so that sometimes it is difficult to separate them. The implementation of all of them is planned, organized, coordinated, motivated, controlled. They are implemented using certain methods, that is, ways to bring them into execution. Practice has developed four groups of such methods: organizational, administrative, economic, socio-psychological.

Production management methods

1. Organizational Methods. Their essence is that before any activity is carried out, it must be properly organized: designed, targeted, regulated, standardized, provided with the necessary instructions that fix the rules of behavior for personnel in various situations. In other words, you must first create an enterprise, put people in their places, give them tasks, show them how to act, and only after that direct their actions. Thus, organizational management methods precede the activity itself, create the necessary conditions for it, and therefore are passive, constituting the basis of the other three groups - active methods.

2. administrative methods. In a different way, they are called methods of power motivation and come down, first of all, to open coercion of people to this or that activity, or to the creation of opportunities for such coercion. They are currently most widely used in the army and in other similar structures. The condition for the use of such methods is the predominance of unambiguous methods for solving problems, the deviation from which is unacceptable. Therefore, in practice, administrative methods are implemented in the form of specific non-variant tasks that allow minimal independence of the performer, as a result of which all responsibility lies with the leader who gives orders.

3. Economic methods. As a result of a significant complication of forms of activity, which required people to quickly solve many emerging problems, administrative methods no longer meet the real needs of management. Others were needed, allowing the performers themselves to take the initiative on the basis of material interest and be responsible for their decisions. Such methods, called economic, appeared at the beginning of the 20th century largely due to the efforts of an American engineer Frederic Taylor- the founder of scientific management. Economic methods of management involve an indirect impact on its object. Only goals and a general line of conduct are set for the contractor, within which he independently searches for the most preferable ways for him to achieve them. The initiative shown, which is beneficial not only for the employee, but also for the company, the timely and high-quality performance (and, in desirable cases, overfulfillment) of tasks are rewarded in every possible way, primarily with the help of cash payments. Thus, these methods are based on the economic interest of the worker in the results of his work.

4. Socio-psychological methods. However, economic methods also quickly showed their limitations, especially when managing the activities of people in intellectual professions, for whom money is, of course, an essential, but by no means the main incentive to work. And here the socio-psychological methods that appeared in the 20s of the XX century came to the rescue. They come down to two main areas:

firstly, to the formation of a favorable moral and psychological climate in the team, which contributes to greater returns in the performance of work by raising the mood of people;

secondly, to the identification and development of individual abilities of each, allowing to ensure maximum self-realization of the individual in the production process.

Production management principles

The listed methods are implemented in accordance with certain principles and rules. There can be any number of such principles, so we will consider only the most important ones.

1. Science combined with elements of art. The manager in his activity uses the data and conclusions of many sciences, but at the same time he must constantly improvise, look for individual approaches to the situation and to people, which, in addition to knowledge, involves mastering the art of interpersonal communication, the ability to find a way out of seemingly hopeless situations .

2. Purposefulness of management. The management process must obey the principle of purposefulness, that is, it must always be focused on solving specific problems, carried out not “just like that”, but for the sake of something specific.

3.Functional specialization combined with versatility. Its essence lies in the fact that each object of management has its own approach, taking into account its specifics: a football team cannot be managed in the same way as actors on the stage, and a group of scientists - by analogy with a military unit. But since in all these cases there is leadership of people as such, there must be some universal approach to them, regardless of who they are: soldiers or academics, builders or officials.

4. Sequence of the management process. Any management process is built in accordance with the principle of consistency; in other words, the elements or stages of which it is composed must follow each other in a certain order. It is impossible, for example, to first give an order, and then consider its legitimacy. In some cases, the sequence of management actions may be cyclical, when they are all repeated at certain intervals. Cyclicity is subject to planning, reporting, control.

5. The optimal combination of centralized regulation of the controlled subsystem with its self-regulation. The life of society is continuous. Correspondingly, the processes that ensure it are also continuous: production, exchange, scientific research, etc., and, consequently, their management, which must constantly take into account the emergence of new problems and the opening of new prospects that did not exist before. It is also necessary to constantly control the behavior of the control object, which is constantly striving to break out from under guardianship.

Taking into account the latter circumstance, it is necessary to consider the optimal combination of centralized regulation of a controlled subsystem with its self-regulation within certain limits as an important principle of management.

6. Accounting for the personal characteristics of workers and social psychology. It is closely related to other principles, since individual characteristics underlie independent decision making.

7. Ensuring the conformity of rights, duties and responsibilities is one of the most important principles of management. The excess of rights in comparison with duties leads to managerial arbitrariness; a lack paralyzes a business initiative, since the manifestation of excessive activity can threaten with major troubles.

8. Ensuring the common interest of all management participants in achieving the goals of the company. It is achieved through material and moral incentives for distinguished employees, as well as the maximum involvement of performers in the process of preparing decisions at the earliest stages of working on them. It is also one of the fundamental principles of management, based on the fact that decisions in which one's own work and ideas are invested will be carried out faster and better than those lowered from above.

9. Worldwide ensuring the competitiveness of management participants. This is not only about the desire to perform the assigned work better than others, which should be stimulated in every possible way by the head, but also about the need to encourage competition when filling positions in the field of management.

Production management is a line of professional activity associated with the efficient and rational management of any production process.

Production is the creation of goods and services. Production management, as an integrated system, ensures the competitiveness of manufactured products in a particular market, considers theoretical, methodological, and practical issues of organizing production activities.

The essence of production management expressed in his functions(planning, organization, coordination, motivation and control). At the same time, organizational, administrative, economic and socio-psychological methods, which are implemented in accordance with certain principles, the main of which are: scientific character, purposefulness, consistency, the optimal combination of centralized regulation of a controlled system with its self-regulation, taking into account the personal characteristics of employees and social psychology, ensuring that the rights, duties and responsibilities of all management participants in achieving production goals, ensuring the competitiveness of managerial employees in every possible way .

The objects are production and production systems.

Production is understood as a purposeful activity to create something useful - a product, a product, a material, a service. Moreover, the most important element of the production process is the technological process, which determines the production and organizational structure of the enterprise, the qualification composition of employees, and much more.

Production systems consist of workers, tools and objects of labor, as well as other elements necessary for the functioning of the system when creating products or services. Elements production system are workers and material objects - technological processes, raw materials, materials and tools, technological equipment, equipment, etc.

The structure of the production system is a set of elements and their stable relationships that ensure the integrity of the system and its identity to itself, that is, the ability to preserve the basic properties of the system during various external and internal changes.

Thus, the production system presupposes the presence of external and internal environment, as well as feedback between them. The components of the external environment that affect the sustainability and efficiency of the enterprise's functioning include macro - (international, political, economic, socio-demographic, legal, environmental, cultural spheres) and microenvironment (competitors, consumers, suppliers, legislation on the tax system and externally economic activity), infrastructure of the region (banks, insurance and other financial institutions, industry, healthcare, science and education, culture, trade, catering, transport and communications, etc.). The components of the internal environment of the enterprise include the target subsystem (quality of manufactured products, resource saving, sales of goods, labor and environmental protection); supporting subsystem (resource, information, legal and methodological support); controlled subsystem (R&D, planning, organizational and technical preparation of production); control subsystem (development of a management decision, operational management implementation of decisions, personnel management).

Obviously, production management cannot do without structured information. The search and processing of the information received is the responsibility of the marketing service at the enterprise. The work of this service should not be limited to traditional (external) marketing , the purpose of which is to collect information about prices, demand for products, competitors. Internal marketing also plays an important role. , which aims to study their own enterprise. This is how you can get reliable and objective information about the financial and economic situation. However, it should be noted that the essence of production management is expressed directly in its functions, in the tasks for which it is intended.

Production management cannot do without structured information. The search and processing of the information received is the responsibility of the marketing service at the enterprise. However, it should be noted that the essence of production management is expressed directly in its functions, in the tasks for which it is intended.

Tasks of production management

1. constant development and introduction into production of new types of products;

2. systematic reduction of all types of costs for the manufacture of the product;

3. improving the quality, consumer characteristics while reducing the cost of the product;

4. cost reduction at all stages of the production and sales cycle, while constantly mastering new types of products, expanding the range of products and changing its range.

Functions of production management

The functions of production management are divided into tactical and strategic.

Tactical features include:

· tactics of inventory management, which considers inventory as a necessary attribute of the production system, and their management - as one of the elements of managing the material components of production;

Tactics for calculating the need for product components , which determines the planning process at the enterprise within the framework of dependent demand;

· Just-in-time tactics, which are guided by the choice of ways to minimize inventory and consider the possibility of working without them;

Aggregate planning tactics that allow making decisions aimed at effective planning of production rates for a certain period in conditions of fluctuating market demand;

· Tactics of scheduling production at the executive level, depending on emerging queues, as well as the degree of workload of work centers.

Strategic features include:

product strategy , which determines the direction of the selection of new products and the timely modernization of those already produced. This strategy is directly related to the analysis of the entire life cycle of the product and the implementation of marketing research;

process strategy , aimed at determination of the choice of methods for the production of goods, reservation and determination of the required capacity. The mode of production usually means a set of certain technologies, means of labor, as well as methods of management and organization of production. These components largely depend on the scale of production of a new product, the stability and repeatability of its release, which are also largely determined during marketing research;

location strategy new production facilities within the regional aspect, taking into account the requirements for reliability and flexibility of the distribution and supply network, which has a certain impact on the favorable development of business;

production organization strategy , which determines the organizational structure of the enterprise, the choice of methods and forms of existing production activities, the construction of work centers and the maximum possible provision of their resources;

production service strategy , revealing the forms, methods of organization and methods of technical, warehouse, transport services and provision of the enterprise;

a quality strategy that bought everything lately greater value in connection with the fundamental changes that are observed in business.

All of the above functions of production management not only form a single whole, but are also closely intertwined with each other in such a way that sometimes it is almost impossible to separate them. Their implementation is planned, motivated, organized, coordinated and controlled. And the success of their implementation depends on certain methods, that is, on the methods of bringing them into execution.

Production is the creation of goods and services.

Manufacturing is the process of making goods and providing services that people need because they satisfy their needs. Manufactured products are offered to buyers who pay for them if they need them.

The most important indicator characterizing the production process is productivity. Productivity is defined as the volume of products manufactured per unit of time using a unit of any factor of production (machine, worker, hectare of land, etc.).

feature modern production is the division of labor. The entire production process is divided into many simple operations. Each worker performs only one of them. To use the division of labor, specialization is necessary, that is, good knowledge and skills of the worker in individual processes and operations.

The division of labor and specialization can significantly increase productivity due to the following factors:

• placement of workers in operations in accordance with their abilities;
• focus on simple actions;
• the minimum number of tools and movements;
• the possibility of process mechanization.

All production is subdivided according to the sectoral principle: metallurgical, agricultural, machine-building, etc.

In terms of scale, production can be single, serial or mass. In the first case, one or more units of output are produced. In mass production, various products are manufactured in batches. It is divided into large-, medium- and small-scale. The most large-scale mass production, in which homogeneous products are produced for a long time.

A production system is a special class of systems that includes workers, tools and objects of labor, and other elements necessary for the functioning of the system, during which products or services are created.

In a broad sense, a system is understood as a certain set of elements that form a whole (composed of parts) that has features that are absent from its constituent elements.

The enterprise is considered as a production system, since it has all the features characteristic of the system. The divisions of the enterprise (shops, sections, services, departments, etc.) in this sense act as subsystems consisting of elements of varying degrees of complexity (workers, objects and tools, etc.).

The characteristic features of the functioning of the enterprise as a production system include:

An enterprise is a dynamic system that has the ability to undergo changes, move from one qualitative state to another, while remaining a system due to its properties such as:

effectiveness (the ability to get an effect, to create the products that the consumer needs); reliability (sustainable operation provided by internal reserves, control system, cooperation with other production systems); flexibility (the ability of the production system to adapt to changing environmental conditions); long-term (the ability of the production system to maintain effectiveness for a long time); controllability (the admissibility of a temporary change in the processes of functioning in the desired direction under the influence of control actions). Controllability is ensured by internal reserves, division of the system into subsystems, and also by limiting the size of the system

Production management methods numerous, and in practice are combined into several main groups: organizational, administrative, economic production management methods and socio-psychological production management methods. At the same time, there are other production management methods, not included in these groups, but exerting their specific influence on the solution of production management problems. These include balance sheet, network, budget and other production management methods .

1. Organizational methods.

You must first create a company, put people in their places, give them tasks, show them how to act, and only after that direct their actions.

2. Administrative methods.

In practice, administrative methods are implemented in the form of specific non-variant tasks that allow a minimum independence of the performer, as a result of which all responsibility lies with the leader who gives orders.

3. Economic methods.

They allow the performers themselves to take the initiative on the basis of material interest and be responsible for their decisions. Only goals and a general line of conduct are set for the contractor, within which he independently searches for the most preferable ways for him to achieve them.

4. Socio-psychological methods.

It boils down to two main areas:

Firstly, to the formation of a favorable moral and psychological climate in the team, which contributes to a great return in the performance of work by raising the mood of people;

Secondly, to the identification and development of individual abilities of each, allowing to ensure maximum self-realization of the individual in the production process.

Under the potential of an enterprise, it is customary to understand a set of indicators or factors that characterize its strength, sources, capabilities, means, reserves, abilities, resources and many other production reserves that can be used in economic activity. The potential of any enterprise has the greatest impact not only on final results any of its activities, but also to the limits of economic growth and structural development of the entire organization. The choice of direction or strategy for developing the potential of an enterprise depends mainly on the composition, structure and quality of available economic resources, the level of competitiveness of the work and services performed, the current market position and upcoming goals, for example, to become a leader, gain a foothold among competitors, avoid bankruptcy, etc. P.

In modern market relations, all economic resources that form the basis for the development of the potential of any enterprise or organization, as is generally accepted, are divided into two large categories - material and human, and four main types - land, labor, capital and entrepreneurial abilities.

economic potential is the ability of an enterprise to continue its activities, based on the availability of resources. The enterprise implements this ability using reserves. Resources, like reserves, are determined by various meters: labor, natural, cost. Resources and reserves in terms of value represent assets, capital and liabilities. Thus, the potential capabilities of the enterprise are determined by the availability of resources and the possibility of using reserves.

An important point in the production process is its organization in space and time, which ensures the most efficient implementation of the output program. The most important task of building a production process in time is to achieve the minimum possible duration of the production cycle.

The production cycle is the period of time from the moment the product is put into production until the moment it is completely manufactured, assembled, accepted and delivered to the warehouse. The duration of the production cycle is the most important characteristic of the level of organization of production.

The indicator of the duration of the production cycle is widely used at the enterprise in substantiating the value of the production program, calculating the size of work in progress, and the amount of working capital.

The duration of the production cycle (in days or hours) consists of the following time costs:

Time of technological operations for the manufacture of products (technological cycle) (XVrrex);

Time of natural breaks, if it is provided for by the technological process (oxidation, cooling of parts in the form, drying of painted parts) (ZVtecT.);

Time to perform auxiliary operations (transportation within the enterprise, product quality control) (EVtBcn.);

The time of interruptions in the course of the production process, when labor as such is absent, and the production process has not yet been completed (ZVtnep). There are regulated breaks, which are determined by the mode of operation of the enterprise and organizational and technical, which are determined by the peculiarities of the organization of production at a given enterprise.

In economics, we are most often talking about three factors of production. They are:

The earth and its subsoil

Capital.

Some scholars recognize only land and its subsoil as factors of production, others only labor. There are also scientists who, in addition to the above three factors, consider education as an additional production factor.

In addition, as production factors, one can also speak of an entrepreneurial initiative or a dispositional (dispositive) factor. However, they can be found in a generalized form in the "work" factor.

Capital in Russia is usually understood as cash, with which their owner buys the means of production (constant capital) and labor (variable capital) in order to make a profit

In the practice of Western firms, the concept of "total assets" is used, i.e. machines, equipment, buildings, raw materials and materials, cash and intangible assets, i.e. property rights (rights to use land, water, the right to use trademarks, intellectual property, etc.). Profit is defined as the ratio of net income (after taxes) to total assets.

There is also the concept of "profit attributed to equity", which is determined by the ratio of net income to equity (ie, the equity of a particular person or enterprise invested in the business).

The development of an organization at various stages of its life is similar to other similar "curves", for example, the life cycle of a product or technology. All its activities go through a series of stages: formation, growth, stabilization, stagnation, crisis. The crisis of organizational development can end either with the collapse of the company, or its exit to a qualitatively different level of organization of activity. This process can be depicted using S-shaped (logistics) curves (Fig. 5.1.).

1 - formation

3 - stabilization

4 - stagnation

5 - crisis

6 - disintegration or reformation

S - indicators of success of organizational development

T - organization development time

Rice. 5.1. Organization life cycle

This concept is one of the most recent ideas in the field of management. Its widespread introduction began a little over a decade ago.

Stage I - "Family Organization";

Stage II - "Rational organization";

Stage III - "Innovative organization";

Stage IV - "Organization-leader".

The first stage of an organization's life.

The main goal of this stage is the formation and survival of the organization in the market, and the primary accumulation of capital. As a rule, any organization begins with the fact that several good acquaintances, friends, relatives decide to go into business.

The second stage of the life cycle is the "mechanistic" organization. The best way to resolve the crisis is to create a formalized, effectively functioning organizational mechanism. The main goal of this stage is to achieve business stability through its streamlining and systematization.

The third stage is "innovative". The main goal of this stage is to increase the economic efficiency of the organization through the accelerated introduction of advances in technology into production and to maximize profits.

The fourth "leadership" stage is today the pinnacle of the organization's development. There are no companies in Russia that have reached this level yet.

"Organization-leader" is such a level of organizational development of the business, at which the general strategy of the company becomes the capture of strategic priorities in the market by setting its own quality standards. This means that the quantitative increase in its potential and its financial strength becomes a natural consequence for the organization of the priority task of entering the market with the highest quality products that meet all the requirements of customers.

Interaction marketing regulates relationships in channels in such a way as to ensure the maximum satisfaction of all partners. At the same time, the initiative remains with the enterprise that produces goods and forms distribution channels. At the same time, the manufacturer must take into account the requirements and interests of intermediaries who deliver the goods to the consumer in Right place at the right time and in the right amount.
Developing and concretizing the main provisions of interaction marketing, we can formulate its following principles:

- focus not on getting the maximum benefit from the client, but on solving his problems;

– individualization of service for a business partner and consumer;

- activating feedback, in order to study indicators such as relationship satisfaction, while taking appropriate corrective actions;

- Establishing trusting relationships with business partners.

Interaction marketing in the system of marketing channels, on the one hand, determines the business philosophy of the "owner" of the channel and communicative forms of interaction, on the other hand, is a decision-making tool in sales and logistics, which is shown in Fig. 2

Rice. 2. Focus of attention of marketing functions in the marketing channel

Interaction marketing in marketing channels contributes to the development of coordinated strategies for the work of business partners, a common philosophy, values ​​and norms, the creation of uniform performance indicators for each channel participant in terms of contribution to the creation of value for consumers. The strategic levels of interaction between the participants in the marketing channel depend on the goals and the degree of constancy of contacts between them (see Fig. 3).
If companies do not focus on strategic cooperation in the channel with other participants, then their interaction is limited to conducting trading operations. Strategic partners are trying to strengthen ties and unite for joint action.

Rice. 3. Typology of Marketing Relationships (J. Sheth, 1994)

The tasks of production management are:

1. constant introduction (development) into the production of new, more advanced products;
2. continuous reduction of all types of production costs;
3. improving quality, consumer characteristics while reducing prices for manufactured products;
4. reducing costs at all levels of the production and sales cycle with the constant development of new products, expanding the range of products and changing it.

Design.

The design of the organization of production includes the analysis of all requirements for the products or services provided and the planning of cost-effective production. In this part of the organization of production, the following elements are under close attention: labor organization, engineering psychology, logistics, technology planning and investment optimization. The organization of work is focused on the rational organization of the workplace. Engineering psychology deals with the study of the role of people and machines in the overall production system. Problems of using the most efficient materials and methods of moving raw materials, materials and finished products in accordance with all requirements production system engaged in logistics. To optimize the technological process and increase the most productive use of space, a scientific and practical production planning apparatus is used. The analysis and optimization of capital investments determines the increase in the economic effect from production system.

Control.

Production management is to develop procedures for analysis, planning, coordination, compilation calendar schedules and resource provision. For achievement effective work production, an analysis of the relevant data should be carried out to determine what resources are needed and how to use them the best way. This area of ​​activity is in the management of stocks, costs, production and quality, labor regulation and management of production processes and product sales. Inventory management is associated with the costs of acquiring, storing and consuming materials. At the same time, methods of statistical analysis are used to reduce the cost of production operations. Production management focuses on addressing resource efficiency issues. Quality control includes techniques and procedures for preventing, detecting and eliminating defects. To determine the optimal time to complete a specific task, labor rationing is used. Cost management deals with economics and accounting issues.

Administrative guide.

Management production organization is to decide on the use and funding of the system. The management of the organization needs to plan production processes, organize the work of personnel, provide resources, exercise control, encourage initiative and increase the economic efficiency of the company.

There are such types of organization of production as single, serial and mass.

Single production is a type of production, which is characterized by a single (piece) production of products of a diverse and non-permanent nomenclature. It is customary to refer to single production organizations that produce complex and expensive products, for example, rolling mills, ships, as well as repair and pilot plants. Unlike mass and serial production, in single-piece production, unregulated movement of the product to workplaces is possible, as well as a free rhythm of work. At the same time, workplaces are equipped with universal equipment. The production process of each order is designed individually. Differences in the range of products, as well as the uniqueness of orders, require the use of labor of more skilled workers - the so-called generalists. The share of medium and low-skilled workers in unit production is smaller than in other types of production. For unit production, the most typical are large decentralization of production planning and large sizes of work in progress. Single production is quite expensive, because it requires special equipment and fixtures, as well as high costs of living labor and a long production cycle.

If we normalize and unify parts and assemblies, as well as technological processes in single-piece production, then it is possible to implement some elements of mass production. For example, in the conditions of single production, the group method of processing parts is increasingly used. The group method of processing parts allows you to use more productive equipment, reduce the cost of manufacturing tooling, and so on.

Serial production is a type of production organization in which a wide range of homogeneous products is simultaneously produced at an enterprise. Serial production has received the greatest distribution in the field of mechanical engineering and metalworking. The production of products in relation to products is called series, and in relation to parts - batches. The production of series of products of the same type is repeated at regular intervals. When series are restarted, changes are sometimes made to the preparation of production, the organization of jobs, and the qualifications of workers are improved. Serial production makes it possible to unify the design of parts and products, to achieve the typification of technological processes and tooling.

Production is large-scale, medium-scale and small-scale. Large-scale production is characterized by continuous and high volume for a certain period, usually exceeding a year. In this type of production, specialized equipment, production lines and automation tools(conveyors, feeders, etc.). Large-scale production is similar in nature to mass production. Medium-scale production specializes in a more limited range, production lines and workshops have subject and technological specialization. Medium-scale production includes, for example, machine tool building and engine building, many types of rolled products of ferrous and non-ferrous metals. Small-scale production - is a transitional form from a single production to the production of products in small batches. The production of products or individual parts, as a rule, is not repeated. The size of the series is not constant, and sales are limited to existing orders or contracts. Thus, the production of certain types of goods is completed quite quickly and new ones are mastered. Small-scale production includes the production of small batches of products, machines designed for experimentation in various conditions, etc. Small-scale production should be distinguished from pilot production primarily by the fact that the production of the latter is limited to the manufacture of one sample. The technical and organizational features of serial production determine a number of economic advantages compared to a single one. This includes a reduction in the production cycle, and an increase in product quality, and an increase in labor productivity, and a reduction in costs. All these factors make it possible to increase the efficiency of social production.

The main features that characterize this type of production include:

1. The principle of direct flow is the placement of equipment and jobs in the order of the operations of the entire technological process. Straightness allows you to determine the shortest path of movement of the product in the production process.
2. The principle of specialization is implemented through the creation of special production lines designed to process one product or several technologically identical products.
3. The principle of continuity is embodied in the form of a continuous movement of products through operations with the constant work of people and equipment. Such lines are called continuous-flow lines. Continuity appears to be a direct consequence of the principle of proportionality. If there is no such equality, then the line is called discontinuous-flow or direct-flow.
4. The principle of parallelism involves the parallel movement of products, in which they follow the operations individually or in small batches.
5. The principle of rhythm is characterized by a high rhythm of production on the line and the repetition of all technological operations at each of its workplaces. On continuous production lines with a piece transfer, the release of products is carried out after the same period of time, which is commonly called the line tact (or piece rhythm).

Characteristic features of the organization of production:

1. division of the manufacturing process into constituent elements, more or less simple operations and assigning them to individual jobs or to a group of identical jobs;
2. repetition of the same processes at each workplace;
3. equipping production line workplaces with special equipment, tools and devices that would ensure high-performance operations;
4. transport orientation, which determines and controls all production in time and space;
5. high degree of automation of production processes;
6. the constantly recurring uniformity of all factors of production;
7. uniformity of production on the basis of a single settlement cycle production line;
8. simultaneous execution of all parts of one process.

In order to fulfill these conditions, it is necessary first of all:

• arrange equipment and workplaces right in the course of the entire technological process;
• constantly and evenly move objects of labor along the workplaces of the production line, from the previous operation to the next one;
• synchronize the duration of all technological operations on the line. Synchronization allows you to determine the equality or multiplicity of all technological operations on the line.

Introduction

The concept and content of the current state of development of production management

1 The structure of production management and its main functions

2 Basic approaches to the organization of management industrial production

3 Organization and management of the production process

Organization of production of the Nizhny Novgorod sewing enterprise CJSC Voskhod. Substantiation of recommendations for improving the organization of production at the enterprise

1 General and economic characteristics of the enterprise

2 Characteristics of the organizational and legal form and analysis of the organizational structure of management

3 Analysis and evaluation of the system of organization of production for the enterprise

Conclusion

Glossary

List of sources used

Introduction

The relevance of the chosen topic is due to the fact that the management of a modern industrial enterprise in market conditions business is facing many challenges. These problems cover issues of various content and topics, ranging from the scientific organization of the production process and classical approaches to the formation of structures that provide a clear regulation of work, and ending with the compilation of interconnected operational planning targets for workplaces and the organization of operational monitoring of the results of labor activity.

The managers of the enterprise are faced with specific tasks to determine plans for the manufacture of parts, assembly units in the nomenclature and quantity; to find and attract resources necessary to fulfill production tasks; to improve the quality and competitiveness of manufactured products, works and services; on making informed management decisions.

At the same time, the activities of managers and production staff at all levels of enterprise management should be aimed at achieving the goals - profitability, output, economical use of all resources, rational loading of equipment, etc. For this, it is fundamentally important to use progressive approaches and methods of planning, accounting and regulation, taking into account the specific features of the control object.

Basically, this concerns the rational organization of the production system, the effective management of material flow and inventories, reasonable calculations for the formation of current and operational - calendar plans, search for the most economical batch sizes of machined parts, operational accounting and control of the state and security of the production process.

The main ways to solve these problems are the use of the achievements of the theory and practice of modern management, as well as a rational combination of advanced domestic and foreign experience in the field of organization, planning and effective management of industrial production.

The purpose of the study: based on the analysis and evaluation of the production organization system at the Nizhny Novgorod Sewing Enterprise CJSC Voskhod, to develop and substantiate recommendations for its improvement.

The object of the study is "Nizhny Novgorod sewing enterprise CJSC Voskhod".

The subject of the study is the organization of production of the enterprise - "Nizhny Novgorod sewing enterprise CJSC Voskhod".

Research objectives:

Conduct an analysis of the literature on the research problem;

Analyze Analysis existing system production at the Nizhny Novgorod sewing enterprise CJSC Voskhod;

Identify the advantages and disadvantages in the production system for the enterprise;

Justify economic efficiency proposed activities.

Research methods: analysis of documents, analysis of regulations, observation, survey.

Research base: "Nizhny Novgorod sewing enterprise CJSC Voskhod".

The information base of the graduation project was the legal documents of the Russian Federation, current documentation and statistical materials "Nizhny Novgorod sewing enterprise CJSC Voskhod".

Practical significance work is to develop specific recommendations for improving the production system at the enterprise. Immediate practical value have the results presented in the work.

The structure of the WRC: the work consists of an introduction, two chapters, a conclusion, a list of references, applications.

1. The concept and content of the current state of development of production management

.1 The structure of production management and its main functions

Production management - as an applied technique, economic science and type of activity, is a set of knowledge and skills for designing and implementing production and labor processes, establishing labor standards, organizing its payment and incentives.

Production management is part of the organization of production, although it is increasingly separated from it, since its main task is to maintain the already established production systems in working order.

Organization of production - a set of rules, processes and actions that provide the form and procedure for combining labor and material elements of production in order to increase production efficiency and increase profits.

Production management integrates in itself or around itself all types of management: innovative, financial, tax, strategic, marketing, etc. Material production is the main link in the management system. There will be no production - there will be no final product - profit, as well as the reproduction of the social product and the satisfaction of the needs of the population.

The effectiveness of production management is largely determined by the accuracy of forecasts of strategic trends in the development of society, ideology, production and information technologies, forms of integration, organization of production, innovation policy, etc.

The main elements of the production management system are:

organizational structure of the management system (control subsystem);

production structure (managed subsystem);

forecasting and planning of the enterprise activity;

organization of the main production;

organization of service production;

organization of preparation for the production of new products;

implementation of the marketing strategy.

The graphic-analytical model of the production management system should be simple and understandable, and most importantly, acceptable for practical application in the daily activities of managers. Therefore, it must meet the requirements systems approach to modeling both the structure of production management and the processes occurring in it.

The components of the external environment that affect the stability and efficiency of the functioning of enterprises (firms, organizations, entrepreneurs) include the macro environment, the infrastructure of the region, the micro environment of the enterprise.

The components of the "input" of the management system include methodological, regulatory, design and other documentation, raw materials, components, energy, new equipment, new labor resources, external information.

At the "output" of the production management system - manufactured goods (services performed) of the appropriate quantity, quality, resource intensity, delivered on time.

The feedback components of the management system include requirements, complaints, new information from consumers of the company's goods that have arisen in connection with the unsatisfactory quality of the goods, new achievements in scientific and technical progress, innovations and other factors.

When processing a management system, first, on the basis of marketing research, one should specify the “output”, then analyze the quality of the external environment and “input”, and lastly, ensure the quality of the process in the management system for its main subsystems at the level of “input” quality.

The effectiveness and quality of a management decision are determined by the validity of the problem solving methodology, i.e. approaches, principles, methods. However, at present, only some scientific approaches and principles are applied to management.

The functions of production management include: strategic marketing, planning, organization of processes, accounting and control, motivation, regulation. If the listed functions are presented as a system of components passing one into another, then at its center there will be a coordination function connected to each function.

The general methods of production management include: administrative, economic, socio-psychological, balance, network. When developing a management decision, some specific methods are used: analysis, forecasting, modeling, optimization, economic renewal.

Planning is a function of management, a set of works on analyzing situations and environmental factors, forecasting, optimizing, evaluating alternative options for achieving goals, choosing the best plan option. Plans can be strategic, tactical and operational. Strategic plans, as specific, binding documents, are developed on the basis of strategies in the relevant direction. On the basis of strategic plans, plans for a shorter period are developed.

Plans are formed based on the results of marketing research, which should be drawn up in the form of standards for the competitiveness of goods and the enterprise as a whole.

Planning principles include:

continuity of strategic and current (tactical) plans;

social orientation of plans;

ranking of planning objects according to their importance;

adequacy of planned indicators;

planning adaptability;

consistency of plans with the parameters of the external environment of the management system;

variability of plans;

balance of plans (subject to the provision of the most important indicators of the reserve);

economic feasibility of plans;

planning system automation;

providing feedback to the planning system.

The continuity of the strategic and current plans provides that the composition of the current plans or sections of the business plan should repeat the main sections of the strategic plan of the enterprise. The number of planned indicators in sections of the business plan should be greater than in sections of the strategic plan of the enterprise. The smaller the planning horizon, the more according to the pyramid of indicators more quantity planned indicators. The indicators of the business plan should not contradict the approved indicators of the strategic plan of the enterprise, they can only be more specific and beneficial to the enterprise at the current moment.

For the rational distribution of available resources, it is necessary to rank the planning objects according to their importance. For example, if manufactured goods have approximately the same level of competitiveness, then resources should first be directed to increasing the competitiveness of the goods that have the largest share (by value of sales) in the production program of the enterprise.

The adequacy of planned indicators is actually ensured, firstly, by increasing the number of factors taken into account when forecasting alternative planned indicators, and secondly, by reducing the approximation error or increasing the accuracy of forecasts.

Consistency of plans with the parameters of the external environment of the management system is ensured by an analysis of the dynamics of environmental factors and a study of the influence of these factors on planned indicators.

The variability of plans is ensured by the development of at least three alternative options for achieving one goal and the choice of the best option that ensures the achievement of the goal at the lowest cost.

The balance of plans is ensured by the continuity of the balance of indicators along the hierarchy, for example, the functional model of the object, the cost model (when conducting a functional cost analysis), the balance of receipt and distribution of resources. A reserve should be provided for the most important indicators.

The economic feasibility of plans is one of the most important principles of planning. The final choice of a variant of planned indicators should be made only after a system analysis, forecasting, optimization and economic justification of alternative options.

Automation of the planning system is one of the planning principles that requires the use of modern information technologies and computer technology, providing encoding of information based on classification, unity and consistency of information on the stages of the life cycle of the planning object, fast processing, reliable storage and transmission of information to the decision maker.

The principle of planning is to provide feedback to the planning system: it is assumed that the person - the consumer of plans (the “output” of the planning system) can submit proposals for changing (adjusting) plans to their developer.

Conclusion: Thus, in order to implement the considered planning principles, it is necessary to have qualified personnel, modern information Technology and sufficient resources. Therefore, the number of applied planning principles is determined by the complexity and quantity of goods produced and services performed, the position and stability of the enterprise. In a highly competitive environment, it is necessary to take into account such trends in planning as reducing the time for developing plans (while maintaining or increasing the lead time for forecasts), improving the quality of plans by increasing the number of planning principles observed, applying modern methods optimization and marketing concept.

1.2 Basic approaches to the organization of industrial production management

Manufacturing is the most important component of any country. It is production that determines the standard of living. For successful competition in the domestic and global markets, manufacturers must have advanced technologies and appropriate organizational structures.

The beginning of production research is rightfully associated with the name of F. Taylor. The results of his research are summarized in a number of works, among which the largest are: Factory Management (1903), Principles of Scientific Management (1911), Testimony before a special committee of Congress (1912). F.Taylor carried out a number of studies on engineering and production technology. F.Taylor put forward progressive ideas and provisions that contributed to the development of large-scale, scientifically organized social production.

Putting forward main goal the maximum increase in labor productivity, F. Taylor proposed specific solutions aimed at the rational use of labor of workers and means of production; maintaining strict regulations on the use of materials and tools; standardization of tools, work operations; accurate accounting of working hours; study of labor operations by decomposing them into their constituent elements and timing, establishing control over each operation, etc.

F.Taylor's system assumed new roles for both management personnel and workers, putting forward ideas: higher output, lower cost, higher salaries and harmony in relations between management personnel and workers.

The main researches of F.Taylor are connected with steel companies and machine-building plants. Having started working as an apprentice in a mechanical workshop, F.Taylor went through all the stages from a junior employee to the chief engineer of a large metallurgical enterprise. F.Taylor proposed a number of measures, called "work study".

To study labor methods, F. Taylor attracted skilled workers who knew these methods in detail. Analyzing the movements of individual workers, F. Taylor broke each of them into elementary components and achieved (using timing) the creation of "ideal working methods" based on improving the best elements of the labor process of various workers.

F. Taylor considered it necessary to eliminate all "erroneous", "slow" and "useless" movements. F. Taylor developed the best methods of work, he tried to scientifically determine the "best method" of performing each job in the shortest possible time. At machine-building enterprises, where F. Taylor's experiments were carried out, labor productivity doubled in three years. F.Taylor linked the problem of introducing the most advanced methods of work with the standardization of tools, taking into account the characteristics of specific types of work.

The ideas of F. Taylor contributed to the improvement of the organization of the work of foremen and foremen. F.Taylor, as a result of his research, substantiated the need for the division of labor directly in the field of management. On his recommendation, planning was singled out as an independent management function.

UGH. Taylor proposed to plan in advance the methods of work and all the production activities of the enterprise as a whole. F.Taylor's research contains the development of various systems of piecework wages in accordance with scientifically sound methods regulation of labor.

The F.Taylor system became widespread in the first three decades of the 20th century.

In the 20-30s, the followers of F.U. Taylor became G.L. Gantt, F.B. Gilbert, Lillian Gilbert.

American engineer G.L. Gantt (1861-1924) worked for the Chestor Steel Company in 1906 and was invited in 1908 to Bancroft, a denim company, to consult on "labor problems." The reason for this invitation was that he already had some experience in management consulting.

Between 1904 and 1908 he reorganized several companies whose finishing operations were similar to those used in Bankfort. G.L. Gantt introduced the F. W. Taylor system and offered several mechanics to assist in the processing of cotton fabrics. This work by G.L. Gantt saw off at the Sales Bleachery.

G. Gantt worked at the Bancroft factory for about two years. In this short period, he made significant progress, especially with regard to work on the dyeing of printed fabrics, introducing a planning department and his "rate-premium" system. Of particular interest is the content of G. Gantt's report, which notes the following:

the order in which work is to be done is now decided by the office, not by the dyer;

exact notation best method dyeing in any shade is stored in the office and no longer depends on the dyer's notebook or memory;

a method of systematic training of the dyer was established;

a method has been developed to reduce the number of people employed in the process of dyeing fabrics to a minimum;

all dyers and machinists are financially rewarded according to whether they follow their instructions, or, conversely, receive no material reward when they do not. This condition will be permanent if properly implemented.

G. Gantt examined the work of textile workers who folded, packed and labeled finished products and found that these sections of the enterprise created the main problems that led to his invitation as a consultant. He came to the conclusion that this area of ​​​​work is overloaded labor force and disorganized, although there were often overtime.

After the reorganization, a new product movement system was introduced. Textile workers were transferred to a piecework wage system. At the same time, with a significant reduction in the working day by 25-30%, the output increased, and wage increased by 20-60%. However, the reorganization led to a reduction in staff, which caused workers to resist G. Gantt's innovations.

G. Gantt applied analytical methods to study individual production operations. He developed methods for planning the sequence of production operations. These methods have not lost their significance in modern conditions. The study of the man-machine system allowed G. Gantt to connect the organizational and motivational aspects of production.

G. Gantt charts are widely used in industry and other industries. The Gilberts showed that the basic elements of production operations do not depend on the content of the work. Exploring technological operations, they developed a technique for microanalysis of movements, which laid the foundation for the scientific organization of workplaces.

The problems of organization and management of industrial enterprises are reflected in the studies of the American economist G. Church, who formulated a number of general theoretical principles for the management of an industrial enterprise. He singled out main functions management and principles of its organization. Examining the work of industrial administration, G. Church came to the conclusion that this work includes:

Design that prescribes.

Equipment that creates the necessary physical conditions.

An order that specifies tasks and orders.

Accounting that measures, records and compares.

An operation that does (performs).

All of these functions are associated with various types of mental activity. The art of management consists in entrusting these various mental activities to the right persons and exercising "supreme" supervision over their coordination.

In the studies of the American scientist G. Emerson (1853-1931), the issues of rational organization of labor were considered not only for an individual performer, but also for any expedient human activity from the point of view of productivity, and a methodology for achieving maximum efficiency was proposed. G. Emerson put forward twelve principles of productivity:

Clearly set ideals and goals.

Common sense.

Competent advice.

Discipline.

Fair treatment of staff.

Fast, reliable, accurate and consistent accounting.

Dispatching.

Norms and schedules.

Condition normalization.

Regulation of operations.

Written standard instructions.

Performance reward.

A great contribution to the theory and practice of production research was made by the Russian scientist Gastev A.K. His research on the scientific organization of labor has not lost its relevance at the present time.

A.K. Gastev formulated a number of important rules for the organization of labor:

First think over all the work thoroughly.

Prepare all the necessary tools and fixtures.

Remove all unnecessary from the workplace, remove dirt.

Arrange the tool in a strict order.

When working, look for a comfortable body position.

Don't take the job cool. Get into work slowly. If you need to fit a lot, then first fit in, try half your strength, and then take it with might and main.

Don't work until you're completely tired. Take regular rest.

Work smoothly (work in fits, rashly spoils both work and character).

Do not worry (you need to take a break, calm down and get back to work).

It is useful in case of failure to interrupt the work, put things in order (tidy up workplace and back to work).

When the work is done successfully, do not try to show it, boast.

In case of complete failure, it is easier to look at the matter (try to restrain yourself and start working again).

Finished work, clean up the workplace.

Thus, the listed items require the following actions and conditions: planning, preparation, cleanliness, order, installation, entry into work, mode, exposure, and again cleanliness and order.

To solve many problems of production has the improvement of labor. In the post-war years, multi-machine movement, improvement of the organization of the labor process based on the use of advanced technology, rationalization of tools and devices, and organization of jobs became widespread in our country.

Engineer F.L. Kovalev developed a method for selecting the most rational methods of labor used by advanced workers, their further improvement and subsequent mass introduction.

Almost all studies of production emphasize such a management function as organization. This function covers various types of executive operational activities.

Organization as a function of management aims to ensure the coherence of all actions and elements of the production system: rational organization of labor; providing production with raw materials and materials; the best technologies; optimal production structure. Organizational activities concern both the managed object and the governing body, i.e. the entire control system. At the same time, interaction should be established not only within this system, but also with the external environment.

The world experience in the modernization of production systems consists of techniques aimed at improving the production process by eliminating losses and using as much as possible. internal reserves enterprises to improve productivity. The basis of most of these methods is the experience of organizing production by Japanese companies that have achieved world leadership in product quality, labor productivity, and cost optimization.

The set of management techniques for organizing production used by Japanese companies is known as Toyota Production System (TPS), Kaizen, etc.

Interest in the Japanese experience in the organization of production in Western countries arose in connection with the amazing achievements of the automotive industry in Japan after World War II. So, producing only 62 thousand cars in 1950, Japanese automakers in the 1970s. were able to dramatically increase production volumes (more than 3 million cars were produced in 1970), and by 1980 they took first place in the world (1980 -11 million cars).

Unlike large American companies that reduced production costs by increasing production volumes within a single model, Japanese automakers introduced flexible production systems that allowed small batches of different models to be produced on the same conveyor in accordance with dealer orders.

Thus, by purchasing a Japanese car, the consumer received a product High Quality, which meets individual needs, at a price less than a similar product of American or European production. This was due to the rapid growth in sales of Japanese cars both in Japan and abroad.

The task of American automakers maintaining their position in the market required studying the Japanese experience in the organization of production. And if at first these were study trips of representatives of American companies to Japanese enterprises, then at a later stage there appeared academic studies of the Japanese experience in organizing production, undertaken by both Japanese and Western scientists. Most of the research was aimed at studying the experience of Toyota, which was a platform for creating a new type of production system.

As part of this work, I would like to analyze the structure of the Toyota production system. in order to establish logical relationships between its main elements, as well as to identify the principles that it uses and the goals it aims to achieve.

From these positions, the most appropriate way to display the Toyota production system. is a pyramid. The foundation of the Toyota Production System. two approaches can be considered - kaizen and five-fold "Why?".

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Functions are a special type of management activity, with the help of which the subject of management influences the managed object.

The management process is a set and a continuous sequence of interrelated actions of managerial employees to implement the management function, carried out according to a certain technology, aimed at achieving the goals of the socio-economic system.

The end result of management is the development of managerial influence aimed at achieving the goal.

The main functions of production management:

l Planning is a function of production management that determines the goals of the activity, the means necessary for this, the development of methods, and the achievement of the goal. Planning involves making projections of the possible direction of the future development of the organization in close cooperation with environment. Economic forecasting - forecasting economic development for the coming period for a particular organization. Planning includes:

• Goals, objectives of the organization
• Ways and means to achieve
• Resources
• Proportions
• · Organization of the implementation of the plan and control.
• 3 main types of planning:
  • W Strategic planning. The main task is to determine the goals of the organization in long term, evaluate trends, determine the likely behavior of competitors
  • Ш Tactical planning - determination of intermediate goals on the way to achieving strategic goals and objectives
  • Ш Operational planning - a description of the work required to achieve the goals of the organization.

For the effectiveness of planning, completeness of planning is necessary, i.e. all events and situations that may be relevant to the development of the organization should be taken into account.

planning accuracy. Use of modern methods and tools to ensure the accuracy of planning and forecasting.

Clarity of planning - the wording of plans should be available to all members of the organization.

Planning continuity.

Economics of planning - the costs of planning should be commensurate with the benefits of planning.

ь Organization - the formation of the structure of the facility and the provision of everything necessary for normal operation: personnel, materials, equipment, buildings, financial resources. Any plan provides for a stage of organization, i.e. creation of optimal conditions for achieving the set goals. Organization is a process consisting of parts:

• Definition of rational forms of division of labor
• Distribution of work among employees
• Development of the structure of governing bodies
• Regulation of functions, subfunctions, works, operations
• Establishing the rights and obligations of management bodies and officials
• · Selection and placement of personnel

l Motivation - the activation of employees, the process of inducing them to work effectively to achieve the goals formulated in the plans. It is carried out with the help of economic and moral stimulation, the creation of conditions for the manifestation of the creative potential of employees and their self-development. Self-motivation is different.

Ways of motivation:

• o The manager must establish a set of criteria that most strongly influence employee behavior
• o It is necessary to create an atmosphere conducive to motivating employees
• o Actively communicate with your employees in order to assess how motivated the employee is, what he expects from work

free time incentive

Flexible working hours

ü Control - qualitative and quantitative assessment and accounting of the results of work. Control is an element of feedback, because on its basis, previously adopted decisions, plans, norms are adjusted.

b Coordination - achieving consistency in the work of all links. Objectives - to establish interaction in the work of production units of managers and specialists, to eliminate interference, deviations from the specified mode of operation