When organizing the production process in time and space, one should proceed from the principles, the correct use of which ensures an increase in the efficiency of the enterprise, a rational level of expended resources. The meaning and importance of these principles in specific production conditions may vary.

The main principles are:

Principle of differentiation implies separation production process on individual technological processes, operations, transitions, techniques, movements. At the same time, the analysis of the features of each element allows you to choose best conditions for its implementation, ensuring the minimization of the total costs of all types of resources.

However, excessive differentiation increases the fatigue of workers in manual operations due to the monotony and high intensity of production processes. A large number of operations leads to unnecessary costs for moving tools between workplaces, installing, fixing parts and removing them from the workplace after the end of the operation.

When using high-performance flexible equipment - CNC machines, machining centers, robots, etc. - the principle of differentiation goes into principle of concentration operations and integration of production processes. Operations are becoming more voluminous, complex, are performed on advanced equipment in combination with the brigade principle of labor organization.

The principle of specialization based on limiting the variety of elements of the production process. In particular, groups of workers specializing in professions are singled out, which contributes to the growth of their qualifications and labor productivity. However, the expedient organization of production in some cases requires the mastery of related professions in order to ensure the interchangeability of workers in the production process. Sometimes switching workers from one type of work to another can reduce the burden caused by the monotony and monotony of operations. iodine, h.

The principle of proportionality assumes a relatively equal throughput of all production units that perform the main, auxiliary and service processes. Violation of this principle leads to the emergence of "bottlenecks" in production, or, conversely, to incomplete loading of jobs, sections, workshops, and a decrease in the efficiency of the entire enterprise.

Direct flow principle is to provide the shortest path for the movement of parts and assembly units in the process of their production. There should be no return movements of production facilities at sites, in the workshop, at the plant. To comply with this order, the equipment on the site is located in the course of the technological process

The principle of parallelism consists in the maximum possible combination of individual production processes in time, which can significantly reduce the time from launch to production finished products, i.e. manufacturing production of the product

Continuity principle involves reducing to the minimum possible interruptions in production processes. Breaks can occur for technological or organizational reasons.

Technological breaks, for example, include breaks associated with non-synchronous operations. They can be reduced or eliminated through synchronization.

Time spent on transportation, storage and other similar operations, which can be considered as breaks in the time of manufacturing parts and assembly, are reduced through the use of mechanized and automated transport, automated warehouses, rotary conveyor lines, etc.

Breaks for organizational reasons are eliminated, in particular, by improving operational production planning systems that allow working in the "just in time" mode, i.e. supply blanks, parts, assembly units exactly at the time determined by the calculations and the schedule of the production process.

The principle of rhythm consists in the release of equal or evenly increasing volumes of products in accordance with the plan by an enterprise or a separate workplace, section, workshop for a certain unit of time. Rhythm allows the fullest use of the production capacity of the enterprise and each of its divisions.

The principle of automaticity is one of the most important in increasing the efficiency of production, its intensification. The general level of automation of production processes is determined by the share of work in the main, auxiliary and service industries, performed in an automated or automatic way, in the total volume of work of the enterprise.

Principle of Flexibility provides effective organization works, makes it possible to move mobile to the production of other products included in the production program enterprises, or to issue new products during the development of its production. It provides a reduction in time and costs for equipment changeover in the production of parts and products of a wide range. This principle is most developed in conditions of highly organized production, where CNC machines, machining centers, reconfigurable automatic means of control, storage, and movement of production objects are used.

When starting to design a production process or production system, one should proceed from rational use the principles set out above.

For improvement economic indicators operating activities work processes should be rationally organized in time and space. The main principles of the rational organization of work processes are as follows.

• Specialization. It involves limiting the diversity of elements of work processes and work centers on the basis of standardization, normalization, unification of product designs, normalization and typification of technological processes and technological equipment. At the same time, the variety of technological functions performed by work centers (technological specialization) or objects of labor processed by work centers (subject specialization) is limited. In relation to the workplace, the level of specialization is measured by the coefficient of consolidation of operations, i.e., the number of detail-operations performed at the workplace for a certain period. The deepening of specialization is the result of an economically expedient division of labor in modern production(service) and is accompanied by the expansion of cooperation.
• Parallelism. It involves overlapping in time, i.e., the simultaneous execution of various partial or complete work processes. This is facilitated, in particular, by multi-site (simultaneously at one point) and multi-channel (in parallel at different points) service. For example, the processing or transportation of several items at the same time by one working means, the same - in parallel by several means; servicing several requests at once in the time and/or space sharing mode (time windows, multichannel device). This saves work time, the cycle time is shortened. Parallelism in space, i.e. duplication of working means, routes and channels of goods distribution, may turn out to be an excessive measure, but it increases reliability in case of sudden overloads in the working network (in case of internal failures - the failure of some element or in case of external disturbances - a surge in demand, a sharp an increase in the flow of orders).
• Continuity. It involves reducing the time of interruptions in the course of the work process up to their complete elimination, as well as the absence of breaks in the spatial chain of interacting work centers. At the same time, continuous (without lingering) advancement of orders through working positions in the technological chain, continuous (without downtime) operation of equipment and personnel at workplaces is ensured. It is achieved by synchronizing the operations of the technological process and balancing elements throughout the entire technological chain. Helps to reduce the duration of the cycle of the workflow (execution of the customer's order); improving the use of equipment, space, personnel; reducing the level of stocks and binding working capital in them.
• Proportionality. It assumes a balance of the throughput of all successive links of the technological chain and elements of resource provision. Each part of the workflow must have the throughput (capacity) that matches the needs of the complete process. The number of jobs assigned to perform individual parts of the process, the number of equipment, and the number of personnel should be proportional to the complexity of these parts of the process.
• Direct flow. It involves the organization of the movement of each item along the working positions of the technological process in such a way as to provide the shortest (in space and time) path, without return and oncoming movements, without unnecessary intersections with the routes of other items. This is relevant both to technological "virtual" routes and to transport "physical" routes of movement of objects. Straightness is achieved due to the location of the working positions in the course of the operations of the technological process. This reduces the volume of cargo transportation, the time of transportation and storage of items, the need for vehicles and technological equipment.
• Rhythm. It assumes the repeatability of the release of a certain amount of products and the performance of a certain amount of work throughout the entire technological chain at certain intervals of time. The time interval between the launch-release of two consecutive units of production (batches, works) is called the rhythm. The rhythm is set for a calendar period (several hours, shift, day, week, month, quarter, year) based on the demand (need) for products in this period. Working with an established rhythm involves the implementation at each workplace of a set of works strictly defined in terms of composition and volume and its complete repetition in each subsequent cycle at time intervals equal to the rhythm. Rhythm makes it possible to simplify planning and scheduling, organize the execution of each of the works in the most rational way, develop the most economical algorithms for the operation of automatic equipment, and train the working personnel in the most effective methods.
• Integrity. It involves the system integration of components to achieve the goals of the system with maximum efficiency. It is achieved through the system organization and integrated management of all partial processes in production (service) systems. Of particular importance is the end-to-end management of the supply chain and material flow in the areas of supply, production and marketing of the company, management of the main, auxiliary and service processes based on modern information technologies .
• Flexibility. It involves making internal changes in production / service systems with maximum efficiency. Provides the ability to respond to a variety of changes in the system's internal state (for example, failures in the course of work) or in the external environment (for example, fluctuations in demand). The greater the flexibility of the system, the wider the range of various changes to which the system is able to respond. Flexibility is the reserve of the system's ability to respond to a variety of changes, most of which are not currently used. Therefore, flexible systems are characterized by a relative (in relation to the current moment) redundancy of technological and other possibilities.
• adaptability. It involves the adaptation of production (service) systems to changes in the external economic environment with maximum efficiency. Achieved through internal changes in the system. The more adequately the system responds to Current state external environment(demand, taxation, competition, scientific and technological progress, etc.), the more it is adaptive. Of particular importance is the accuracy of matching supply to demand - in terms of nomenclature, volume, quality, timing, place, cost of delivery of goods and related services.

Any type of industrial activity needs a competent construction of the production process, which is understood as the procedure for transforming the object of labor (raw materials, materials, semi-finished products) into the necessary society.

Organization involves the rational combination of its elements: labor (human activities), (tools of production), natural processes (chemical, physical, biological), aimed at changing the properties of the object of labor - its shape, size, quality or state.

Principles of rational organization of the production process.

Existing production processes are extremely diverse, but their proper organization is based on certain principles, following which allows you to optimize industrial activity.

The principle of differentiation. In accordance with this principle, the organization of the production process should be carried out in such a way that specific processes or operations that form the basis of the production canvas are assigned to individual divisions of the enterprise.

combination principle. It involves the unification of all or some operations of a different nature within one production unit (workshop, section, link).

At first glance, these principles seem to contradict each other. Which of them should be preferred determines the complexity of the manufactured product and practical expediency.

The principle of concentration. This principle means unification within one production area work on the manufacture of homogeneous products or the implementation of identical operations. Its use allows more efficient use of equipment of the same type (its load increases), increasing the flexibility of technological processes.

The principle of specialization. Assumes the assignment to each work area of ​​a precisely limited number of operations, works, products. The level of specialization is determined by the nature of the manufactured parts, as well as the quantitative volume of their production. The higher the level of specialization of the enterprise, the better the skills of workers, the higher labor productivity. At the same time, the possibility of automating production increases and the costs associated with the changeover of equipment are reduced. The disadvantage can be considered the monotony of work and the rapid fatigue of people.

The principle of universalization is the opposite of the principle of specialization. The organization of the production process, based on this principle, involves the production of a variety of products (or the implementation of heterogeneous processes) within the same working unit. Release a wide range details requires a sufficiently high qualification of personnel and the participation of multifunctional equipment.

The principle of proportionality. Competent management of the production process is inseparable from the observance of the proportions between the number of products produced by various departments of the enterprise. sites should correspond to the equipment load and be comparable with each other.

The principle of parallelism. It involves the simultaneous manufacture (processing) of various products, which saves time spent on production end products.

Directivity principle. The organization of the production process should be carried out in such a way that the path from one stage of processing to another is the shortest.

The principle of rhythm lies in the fact that all production processes aimed at the production of intermediate parts and the manufacture of final products are subject to periodic repetition. Following this principle allows you to ensure a smooth flow of production, free from violations of deadlines and forced downtime.

The principle of continuity implies the uniform flow of the object of labor from one operation to another without stops or delays.

The principle of flexibility ensures the rapid adaptation of production sites to changes in the realities of production associated with the transition to the manufacture of new types of products.

The listed principles are applied in accordance with their practical expediency. Underestimating their role leads to an increase in production costs and, as a result, to a decrease in the competitiveness of products.

Principles of rational organization of the production process

Specialization means the division of labor between individual divisions of the enterprise and jobs, which involves their cooperation in the production process.

Proportionality ensures equal throughput of different jobs of the same process, proportional provision of jobs with information, material resources, personnel, etc.

Proportionality is determined by the formula:

M min - minimal throughput, or parameter of the workplace in the technological chain (for example, power, category of work, volume and quality of information, etc.);

M max-- maximum ability.

Continuity provides for the maximum reduction of breaks between operations and is determined by the ratio of working time to the total duration of the process

T R - working hours;

T c - the total duration of the process, including downtime and lying of the object of labor between jobs, at jobs, etc.

Parallelism characterizes the degree of overlapping operations in time. Types of combinations of operations: sequential, parallel and parallel-serial.

The parallelism factor can be calculated by the formula

where T ts.par, T ts.posl - the duration of the process, respectively, with parallel and sequential combinations of operations.

Direct flow provides the shortest path for the movement of objects, piles, information, etc.

The straightness coefficient can be determined by the formula

rational production throughput

t transp -- the duration of transport operations;

t tech.c -- the duration of the technological cycle.

Rhythm characterizes the uniformity of operations in time.

V f- the actual amount of work performed for the analyzed period (decade, month, quarter) within the plan;

V pl- Planned amount of work.

Flexibility is the need to ensure quick changeover of equipment in the face of a frequently changing product range. Most successfully implemented on flexible production systems ah in conditions of small-scale production.

Principle of differentiation involves the division of the production process into separate parts (processes, operations) and their assignment to the relevant departments of the enterprise. The principle of differentiation is opposed combination principle, which means the combination of all or part of diverse processes for the manufacture of certain types of products within the same area, workshop or production. Depending on the complexity of the product, the volume of production, the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, section) or dispersed over several units. Thus, at machine-building enterprises, with a significant output of the same type of products, independent mechanical and assembly production, workshops are organized, and with small batches of manufactured products, unified mechanical assembly workshops can be created.

The principles of differentiation and combination also apply to individual jobs. A production line, for example, is a differentiated set of jobs.

The principle of concentration means the concentration of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work in separate workplaces, sections, workshops or production facilities of the enterprise. The expediency of concentrating homogeneous work in separate areas of production is due to the following factors: the commonality of technological methods that necessitate the use of equipment of the same type; equipment capabilities, such as machining centers; an increase in the output of certain types of products; the economic feasibility of concentrating the production of certain types of products or performing similar work.

With the concentration of technologically homogeneous products, the costs of transporting materials and products are reduced, the duration of the production cycle is reduced, the management of the production process is simplified, and the need for production space is reduced.

The main task of the process of organizing production at the enterprise is the rational combination in time and space of all the production processes occurring on it and their constituent parts, providing the most effective of its (enterprise) functioning.

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

Rice. 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 production structure firms, as discussed in para. 5.4. 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, corresponding to the production task.

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, it is Operation 3, which results 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 performance ( productive capacity) each technological operation will be equal.

For the example under consideration, we determine the LCM of 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 may also lie 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, the reduction of 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.

The parallelism of various parts of 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 manifested to a greater extent in the conditions of in-line production, when creating subject-closed workshops and sections.

Rhythm- a 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 lies in the creation of such production systems that 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 currently established range, and can also change the range of manufactured products without significant re-equipment. their products. AT modern conditions In the fierce competition, the implementation of this principle is especially important due to the high rates of scientific and technological progress in the instrument-making industries and the rapid change of products and their generations.