The essence of labor standardization lies in the analysis of organizational and technical conditions for performing work, methods and techniques of labor and the development of measures for the introduction of scientific organization of labor and the most rational procedure (technology) for performing standardized work with the subsequent establishment of labor cost standards.

Labor rationing involves comparing a measure characterizing the amount of work and a measure characterizing labor costs.

Based on this, the subject of labor standardization is the establishment of the necessary costs of specific labor of a certain quality to perform this work in the designed organizational and technical conditions and the constant identification of reserves for reducing labor intensity with their subsequent inclusion in labor cost standards.

Without regulatory regulation of working hours, the level of intensity of labor standards, organizing the rational use of labor resources and reducing labor costs, it is impossible to achieve efficiency in the economy. Accurate accounting and control over costs is important for the employer. He needs an increase in the volume of work, first of all, through the most rational use of working time, which cannot be achieved without rationing labor. When determining the price of labor for each employee at a particular enterprise, the need to establish the duration of working hours, the degree of intensity and pace of work, along with an assessment of qualifications, complexity and working conditions, becomes obvious.

If we talk about the importance of labor standards, it is important to note that without labor standards people simply cannot work to their full potential. The usual level of labor productivity does not exceed 50% in the absence of standards and without serious measures to increase it. It means that workers do approximately half of the work required by the standard, without realizing that they are not “earning” their salary. Hence the conclusion: high labor productivity is impossible without strict regulations and standards.

Labor standardization is designed to solve the following problems:

1. effective potential of the employee: this is achieved by extending the scope of rationing to all categories of workers, ensuring that work is completed with the optimal number of personnel, minimal working hours with high quality of work;

2. increasing the importance of the economic aspect in labor relations: both the employer and the employee are economically interested in applying reasonable standards of labor costs and rational use of working time;

3. reflecting changes in technological processes, equipment and tooling in terms of labor costs: this requires a connection between labor rationing and production planning and organization, which is most effectively achieved with microelement labor rationing involved in a complex of automated production systems;

4. establishing a normal level of labor intensity: for both sides of the labor relationship it is important that the labor intensity inherent in the standardization ensures a long-term increase in labor productivity and profit with rational personnel costs; For this purpose, labor standardization must take into account the intensity of labor, as well as the level of neuropsychological and intellectual stress, which increases significantly when using the latest equipment, technology and progressive production processes;

5. social protection of workers from excessive labor intensity necessary to maintain normal performance throughout the entire working period: the task of social protection in labor regulation is designed to provide favorable opportunities for increasing employee satisfaction with the content and working conditions, the fullest use of his intellectual potential; the guarantor of the fulfillment of this task is the trade union organization, which reflected it in the collective agreement;

6. the relationship between standardization and labor stimulation: labor standards can be considered as a means of stimulating personnel, as they stimulate the efficient use of material and labor resources and high quality of work; The connection between labor standards and bonus systems is well established, when the size of bonuses depends on the size of labor standards, the degree of their intensity and implementation.

There are standards and labor standards. Labor standards characterize scientifically based, centrally developed indicators of labor costs. Based on them, the enterprise independently develops its own labor standards. Consequently, the labor standard is a labor standard adjusted to local working conditions.

The labor standard is based on:

The pace of a particular work compared to the normal intensity of work. The standard of normal intensity of labor actions is considered to be the movement of the arms and legs of a person of average physical ability walking without load along straight, unbroken terrain at a speed of 4.8 km/h (in some countries 3.5 - 5.0 km/h);

Time for rest, personal needs and technological breaks.

Thus, from the above it follows that currently labor rationing plays an important role in the economy, as it is a tool for planning, accounting and analysis of labor costs and, accordingly, the costs of an enterprise. The application of labor standards leads to a reduction in product costs and economical use of working time, which affects the anti-cost nature of production and profit growth.

Tasks and methods of technical regulation.

In general, labor rationing - this is a type of company management activity aimed at establishing the necessary costs and results of labor, as well as the necessary ratios between the number of employees of various groups and the number of pieces of equipment.

Technical standardization includes:

1. study of labor processes and their optimization;

2. establishment of technically sound labor standards;

3. their implementation in production;

4. monitoring compliance with labor standards.

In the practice of labor standardization, two methods of normalizing working time costs are used: summary (experimental and statistical) and analytical.

Summary method is based on the use of data from operational and statistical accounting of actual working hours at a given or similar enterprise. The time limit is set as a whole for the entire operation.

The disadvantage of this method is that the operation is not divided into individual elements and their content is not analyzed. The norm is based on the average indicators that occurred in the past.

The advantage is that the method is quite simple.

Analytical method - the main method of rationing labor.

It allows the establishment of technically sound labor standards based on an analysis of production capabilities, taking into account the use of advanced manufacturing practices. The object of standardization is divided into smaller elements, the structure of the element is analyzed and a standard is established for a separate element.

In general, the norm for an object consists of the sum of the norms of individual elements.

The technological process as a whole can be divided into phases or stages and further into operations → techniques → actions → movements.

In the chemical industry, elements are not divided into actions and movements. The main structural unit of the production process and the main object of standardization is the operation.

The analytical method has two varieties: calculation-analytical and experimental-analytical.

In the case of calculation and analytical, the duration of individual elements is established on the basis of current standards.

In experimental-analytical, the duration of individual elements is established by observing and measuring the actual time spent.

The standards established by the summary method are experimental and statistical.

The standards established by the analytical method are technically sound.

Types of labor cost standards.

When standardizing the work of workers and employees, the following types of labor standards are applied:

The time norm is the starting point for establishing all norms;

Production rate;

Standard of service;

Number of people (staffing standard);

Controllability norm (number of subordinates);

Standardized task.

Standard time- this is the amount of working time established to produce a unit of product of the required quality or to perform any operation by an employee or team of appropriate qualifications under certain organizational and technical conditions.

Production rate- this is the amount of products that must be produced by an employee or team of appropriate qualifications per unit of time under certain organizational and technical conditions.

Standard of service- the number of devices (workplaces) that a worker or group of workers (team) of appropriate qualifications is required to service during a shift or cycle in certain organizational and technical conditions.

Number of people(staffing standard) is the number of workers of appropriate qualifications required to carry out a given process or perform specific amounts of work during a shift or cycle.

Controllability rate(number of subordinates) - determines the number of employees who should be directly subordinate to one manager.

Standardized task- determines the required range and volume of work that must be performed by one employee or team for a given period of time (shift, day, month). Unlike the production norm, the standardized task can be set not only in natural units, but also in standard hours and standard rubles. Those. the production norm is a special case of a standardized task.

Working time, classification of working time costs.

Working time is usually divided into two parts:

Normalized - included in the time norm;

What is not standardized is not included.

Worker's working hours - This is the time he spends at the enterprise; it is regulated by established work and rest regimes.

A worker's working time consists of working hours(P) and break times(P).

Operating time (P) consists of the following elements:

Р = Рпз + Ро + Рв + Рс

Рпз - preparatory and final work (receiving and handing over a shift, receiving instructions from the foreman, checking the condition of instrumentation)

Ro - main work - time spent on performing target operations for a given workplace. In hardware processes - monitoring and regulation of technological process parameters.

Рв - auxiliary work - time spent on operations that ensure or facilitate the implementation of target operations (moving raw materials, sampling, conducting analyzes, etc.)

Rv = Rv + Rvn

where Rvz - depending on the number of serviced devices;

Rvn - independent of the number of devices (office conversations with the foreman, technologist);

Рс - random work not provided for by the production task, caused by problems or insufficient qualifications of the worker.

Break time (P) is:

P = Pz + Pnz = Gender + Pnt + Pot + Pro

Breaks depending on the work requirement:

Pz = Gender + Pnt

Floor - breaks for rest and personal needs.

Mon - breaks associated with violation of labor discipline (lateness, unnecessary conversations).

Breaks that do not depend on the working day:

Pnz = Pot + Pro

Sweat - breaks for organizational and technical reasons (lack of energy, untimely repair of equipment, untimely supply of raw materials).

Pro - breaks associated with the operation of equipment, when the worker is forced to remain idle (cooling, holding or squeezing the product). The short duration of such breaks does not make it possible to do other work during this time.

Analysis of working time with the development of measures to eliminate losses makes it possible to develop new progressive standards. The standard time includes only time for necessary work and breaks for rest and personal needs. Excessive work time and unnecessary breaks are not included in the time standard.

Classification of time spent in hardware processes.

The time standard for hardware processes also includes time for inevitable breaks associated with equipment maintenance or the specifics of the technological process.

The time of use of the device is divided into technological time and time of breaks and downtime.

Technological time - These are productive work time and loading and unloading time.

Non-productive time - this is the time spent due to incomplete use of the apparatus (insufficient concentration, insufficient yield of finished products) and time spent on excessive (against the regulations) heating, cooling, mixing of reagents.

Lost technological time may be the result of insufficient knowledge of established regulations and instructions by the contractor, as well as inattention to work or the lack of necessary instrumentation to monitor the state of the process.

When analyzing the time to perform an operation where there is downtime of devices, it is necessary to develop measures to reduce these downtimes and to improve the organization of scheduled preventive maintenance. Time for other downtimes and breaks, as well as non-productive work, is not included in the normal operation of the device.

Methods for studying working time costs.

The production capabilities of each worker can be revealed by studying working hours observation method .

As a result of observation, the actual expenditure of working time on performing individual works, operations, and techniques is determined, and reserves for growth in labor productivity are revealed.

There are the following methods for studying working time costs:

1. working day photograph (WPD) - study of the work of a worker;

2. photography of the production process - studying the work of the working and technological process at the same time;

3. timing;

4. method of momentary observations.

Under working day photograph (WPD) understand the method of studying all working hours by observing a full shift or part of it. FRD is carried out with the aim of studying the costs of working time, identifying losses, as well as the reasons that caused them, which makes it possible to develop measures to increase labor productivity.

Depending on the volume and content of the rationing object, individual, group, team and mass FRD are used.

Individual FRD carried out to study the working time costs of one performer at one workplace. This is the most common observation method.

Group FRD used to study the working time costs of a group of workers (3-4 people) participating in homogeneous or heterogeneous labor processes.

Brigade FRD carried out to study the working time costs of a team of workers performing a common task; to establish the optimal composition of the team and the correct division of labor.

Mass FRD used to study the cost of working time and labor organization at a large production site (in a workshop, workshop)

The work on carrying out the FRD includes the following stages:

Preparation for observation (studying the content of the worker’s labor at the workplace, studying the nature of the work);

Direct observation;

Analysis of observation results, data processing, design of rational process organization and establishment of working time standards for individual operations.

Observation is carried out during a full shift, all the worker’s actions and breaks are sequentially recorded, and their beginning or end is recorded at the current time.

The recording is made on an observation sheet, which should indicate:

1. Full name worker, profession, length of service, rank;

2. characteristics of the work being monitored;

3. characteristics of the main apparatus serviced by the worker;

4. observation date, shift number (1,2,3), shift duration;

5. norm and actual production during the observation period.

After the observation is completed, processing of the working day’s photographs begins. All elements of working time costs are designated by corresponding indices, and the duration of each element is determined.

After processing the observation sheet data, a consolidated balance sheet of worker use is compiled, in which homogeneous elements of working time costs are grouped and their total duration for the observation period is determined, as well as the average time per cost element and for each operation.

To obtain reliable data characterizing the state of labor organization and use of working time, it is necessary to take at least three photographs of the working day.

The obtained data from the consolidated balance sheets is entered into a consolidated standardization chart, where the use of working time is analyzed and a projected balance of the use of working time is developed.

Timing- this is an observation method used in technical standardization to determine the time spent on operational work (main and auxiliary). Used for operations that are repeated many times during the working day, lasting from a few seconds to 2 or 3 minutes. Timing and EDF provide materials for calculating technically sound time (production) standards.

In chemical production, timing is used to standardize manual loading and unloading operations, some repair operations, and also for the purpose of studying best practices.

In instrumentation processes, timing is used to monitor control operations, process control, equipment maintenance, loading and unloading, to improve best practices.

Carrying out timing includes preparation for observation, observation, processing and analysis of the data obtained.

Preparation for observation includes choosing the object of observation depending on the purpose of observation:

1) to establish time standards, observation is carried out on workers whose level of fulfillment of standards is above the average level;

2) to study best practices, the work of the best workers, leaders in production is observed;

3) to identify shortcomings and eliminate them, the object of observation is the worst workers.

The operation is divided into separate elements, fixing points are established to separate the elements; the list of elements is entered into the observation sheet. The number of measurements (observations) depends on the duration of the operation element (the shorter, the more measurements).

Then they begin to observe and measure the duration of each element using watches and stopwatches; the recording is kept in a timing and standardization card; Moreover, either the current time or the duration of the element is noted.

Data processing consists of processing individual time series. Time series represents the duration values ​​of the operation element recorded during observation in the time map.

When processing data, measurements that differ sharply from the rest in duration are excluded from the time series (such measurements arise as a result of some kind of malfunction).

Timing is the basis for calculating labor standards, primarily time standards.

Momentary Observation Method characterized by recording not absolute time costs, but the number of repetitions (moments) of various categories of these costs to achieve the required accuracy of observation results.

By multiplying the number of observation moments by the number of workers, data on the time spent by each worker is obtained.

The standardizer makes a systematic walk around workplaces along a pre-developed route. At the moment when the observed workers come into his field of vision, he makes a corresponding mark on the observation sheet. At the same time, he records only the name of the action that the worker is performing at that time. When conducting momentary observations, the duration of recorded actions is not taken into account, and recording is carried out using special indices or symbols.

When processing observation results, first count the number of moments for each type of working time expenditure, and then the sum of moments for all types of costs.

The need to review established standards.

In the production process, established standards at a certain period cease to stimulate the growth of labor productivity and therefore they must be revised.

The introduction of new labor standards, including revised ones, is carried out by the enterprise administration in agreement with the trade union committee.

Workers and employees must be notified no later than a month in advance of the introduction of new labor standards and standardized tasks.

The standards are subject to mandatory replacement with new ones as organizational and technical measures are introduced into production to ensure an increase in labor productivity.

Such events include: introduction of new and modernization of existing equipment, introduction of more advanced technology, improvement of product design, use of new types of raw materials and materials, improvement of workplace organization, introduction of rationalization proposals, etc.

In these cases, existing standards are replaced by new, more progressive standards, depending on the effectiveness of the measures being implemented.

In order to maintain the progressive level of standards in force at enterprises, they are subject to mandatory verification during the process of workplace certification. In cases where workplace certification is not envisaged, each standard is checked at least twice every five years.

Verification of current labor standards is carried out by certification commissions approved by enterprise managers.

Based on the results of the inspection for each standard, a decision is made: to certify or not to certify.

Technically sound standards corresponding to the achieved level of technology and production organization and labor are recognized as certified.

Outdated and erroneously established standards are considered uncertified and are subject to revision.

The revision of outdated standards is carried out within the time frame and in the amounts established by the head of the enterprise in agreement with the trade union committee in the calendar plan for the replacement and revision of labor standards.

The use of new labor methods and best practices by workers on their own initiative, the improvement of their professional skills and the achievement on this basis of a high level of output in the period between workplace certifications is not the basis for revising labor standards by decision of the administration; it can only be done on the initiative of the workers themselves, for that they are rewarded in the prescribed manner.

Before the beginning of the year, a calendar plan for replacing and revising labor standards is developed. The draft of this calendar plan is submitted for discussion by the labor collective and, taking into account its recommendations, is approved by the head of the enterprise in agreement with the trade union organization.

The administration of the enterprise and the trade union committee are obliged to explain to each employee the reasons for replacing or revising standards, to familiarize him with the methods, techniques and working conditions under which they should be applied.

When mastering new labor standards, part of the resulting savings in the wage fund (due to a decrease in the labor intensity of products) can be used for additional payment of workers for 3-6 months during the period of their mastering the standards, as well as for bonuses for foremen, standard adjusters, technologists and other workers who were directly involved in the development and implementation of new labor standards.

Workers who initiate the revision of standards may be paid a one-time remuneration of at least 50% of the wage fund savings resulting from the implementation or revision of technically sound standards on their initiative.

To increase the interest of workers in the implementation of technically sound standards, they may be given increased prices (for piece workers) and increased tariff rates (for time workers) when switching to work according to standards established on the basis of intersectoral, sectoral and other more progressive labor standards.

Labor rationing for management personnel.

The effectiveness of managerial work largely depends on the correctness of determining the labor intensity of certain types of work performed and, on this basis, establishing the number required for their implementation.

The management personnel of the enterprise is usually divided into three groups:

1. managers;

2. specialists;

3. technical performers and other employees.

The work of each of these groups has its own characteristics, both in terms of its functional content and the nature of mental stress, and in terms of its influence on the results of the enterprise.

The content of the labor of these categories of workers is determined by the essence of the isolated functions of coordination, planning, control, preparation, organization and production management. Consequently, the main object of rationing the work of management personnel are management functions, each of which is characterized by a certain composition of work, united by the commonality of factors of the target direction in the management system and the labor intensity of execution.

Depending on the nature of the functions performed, the management personnel of an enterprise for rationing purposes can be divided into the following groups:

1. directors of the enterprise and their deputies;

2. line managers in workshops and areas;

3. heads of functional departments;

4. specialists carrying out design and technological preparation of production and engineering and technical support for its functioning;

5. specialists carrying out economic and organizational preparation of production, analysis and accounting;

6. employees engaged in office work, information and economic services of production.

The variety of work performed, the lack of uniform algorithms for their implementation, the subjective features of the thinking process when processing the necessary information and making decisions determine the use of various standardization methods and types of standards.

Due to the lack of regulation and variability of the activities of engineering, technical and management personnel, traditional methods of rationing their work may be ineffective.

Currently, the following methods of rationing managerial work are used::

1. analogy method - based on the experience of efficiently operating enterprises;

2. method of enlarged headcount standards- based on indirect measurement of the labor intensity of work and calculation of the number of engineers and managers for the entire production and by department;

3. direct standardization method (for constantly recurring work or work that can be broken down into repeating operations) - through division into operations and analysis of the time required to carry out operations.

For senior managers, the determining factors that are taken into account in the process of determining their number are: the number of subordinate employees or departments, the amount of working time spent on performing the functions (work) assigned to them.

Theory and practice for the head of an enterprise have determined the norm for the number of subordinate units of the management apparatus, ranging from 5 - 6 to 8 - 10 divisions, services, production, workshops, the work of which he can effectively manage. If this norm is exceeded, the need for substitutes is determined by calculation.

Rationing the work of managers also includes regulating the routine of their working day and working week: setting the time for meetings and their duration; receiving visitors; reviewing correspondence; visiting workshops, etc.

For line managers, when determining the norms for the number of subordinates, the degree of centralization of functional services is taken into account. If services are subordinated directly to the head of the workshop, their number is taken into account along with production areas. If the number of services exceeds the norm of subordination, positions of deputies for production preparation and shifts are introduced.

The highest standards of subordination exist among masters. The number of workers subordinate to one master varies within very wide limits - from 10 to 60 people or more, with an average of 25 people. Such differences are associated with the type of production, the complexity of the work performed and other indicators characterizing specific production conditions. In each specific case, the norm of subordination for shop foremen ( Np) can be determined by the formula:

Where kc- specialization coefficient, expressing the ratio of the number of jobs in the workshop to the number of technological operations assigned to them;

Z- the largest value of the norm of subordination for a given group of workshops (ranges from 30 to 50 people);

Wed- average level of work in the workshop;

x- fractional exponent at the value of the average specialization coefficient;

y- fractional exponent at the value of the average level of work.

For functional managers, the number of employees subordinate to them is determined by the complexity and labor intensity of management processes. Therefore, the number of this category of workers is established according to controllability standards.

The calculation of such norms is based on obtaining fairly accurate empirical dependencies, established taking into account the nature of the given production, the level of management organization, the performance of management functions and other production factors and conditions. In the course of such work, the structure of the manager’s working time costs, the distribution of functional responsibilities in his subordinate department, etc. are studied.

For functional managers, the number of bureaus, groups, sectors, etc. subordinate to them should be in the range of 5 - 10. When specifying the norm, it is necessary to take into account the range of responsibilities of the manager (in the case when the manager combines the main functions of management with executive functions, then the minimum value of the norm is taken ).

For specialists, carrying out economic-organizational and design-technological preparation of production, enlarged headcount standards have been developed that make it possible to calculate the number of functional units. The standardization methodology developed by the Labor Research Institute is based on the use of actual data on the number of these categories of workers in functional departments at the best factories. With the help of correlation analysis of the dependence of numbers on the most important factors, calculation formulas have been developed.

The original formula looks like:

Where LF- population norm;

TO- a constant coefficient expressing the relationship of norms with the numerical value of factors;

X, Y, Z- numerical values ​​of factors;

a, b, c- exponents with numerical values ​​of factors, characterizing the degree of influence of the corresponding factor on the number of employees by management functions.

Further detailing of the standard number within each function is carried out using controllability standards: the number of structural units that can be created within one functional unit, as well as their number, are specified.

The optimal ratio of workers of the same specialty in each of these divisions, depending on their qualification level, is established according to ratio standards. These standards establish quantitative proportions between various categories and job groups necessary for the high-quality implementation of a certain amount of work. For example, in economic services there is a relationship between leading economists, economists of the first and second categories.

Existing standards for design, technological, drawing work, accounting, office work, economic services, etc. make it possible, using the analytical and calculation method, to standardize the work of a significant number of specialists and employees.

For categories of workers, whose work cannot be standardized using centrally developed standards, an analytical and research method is used, which is based on the development of work procedures. This is essentially a route technology for performing work, containing a list of operations performed and their sequence, external and internal information communications, document forms, the use of technical means (personal computers, plotters, scanners, printers and other devices), application software and databases. By developing procedures, the rational content of the specialist’s labor process is designed, dividing it into individual elements. This allows you to use time observations and photographs of working hours to determine the time of their implementation. The standard time for a specialist and an employee is as follows:

Where Tpz- time for preparatory and final work;

Top- operational time;

Tobs- workplace servicing time;

Totd- time for rest and personal needs.

Expenses of preparatory and final time occur for specialists who perform unique creative work and therefore each time require a general understanding, study of the necessary literary sources, collective discussion of implementation methods, etc. Operating time is not divided into main and auxiliary.

For work that is stable in content and relatively simple, consisting of a limited number of repeating operations that are easily regulated, time and production standards are established. In this way, the work of employees of sales departments, certain categories of specialists in economic services, etc. is standardized. In this case, centrally developed standards can be used with mandatory verification using methods for studying working time costs.

Rationing of managerial labor is carried out in large scale according to labor intensity standards. Typically, labor intensity standards have a multi-purpose purpose. They are used when planning the labor intensity of work, drawing up calculations, and determining the standard number of employees. These standards make it possible to establish the labor intensity of management work in general, for individual stages and types of work. Accordingly, the number of employees is calculated by category.

From the above it follows that today there is a wide variety of methods for rationing the work of management personnel. But, since managerial work is difficult to standardize due to the variety of functions performed, existing methods for standardizing work in the field of management may turn out to be ineffective, so their constant improvement is necessary.

Regulatory materials for regulating labor include norms and standards.

The standards determine the labor costs for the manufacture of a specific product or the performance of a specific operation (work) as a whole, and in the given organizational and technical production conditions.

The standards are the initial data for determining the labor costs for each element of the operation (work, function), and the standards provide for different options for the organizational and technical conditions for their implementation. Standards for labor costs are regulated values ​​of labor costs for specific elements of operations, which serve to establish specific standards for labor costs.

The norm of labor costs, serving as a criterion for the efficiency of labor processes, is a standard that allows us to determine and quantify the available reserves for increasing labor productivity. In this capacity, the norm should take into account the most advanced technology that can be used to implement the operation in a workshop or enterprise, as well as the complete equipping of the TP with all the necessary equipment, tools and technological equipment. When establishing a standard, it is necessary to take into account the most appropriate working methods of the worker, the high level of maintenance of workplaces, normal intensity and good conditions for the worker’s work and rest.

The cost rate should stimulate increased productivity. It must be oriented towards the frontline worker. It is established based on the average level of labor productivity of advanced workers in a workshop or area.

When rationing the work of workers and employees, the following types of standards are used: time, output, service time, maintenance, controllability, number.

The time standard is the amount of working time established to perform a unit of work by an employee or group of employees (team) of appropriate qualifications in certain organizational and technical conditions. The time standard established for an operation or a unit of a manufactured product is called the piece time standard.

The production rate is a set amount of work (number of units of production) that an employee or a team of appropriate qualifications must perform (manufacture, transport, etc.) per unit of working time under certain organizational and technological conditions. The production rate is inversely proportional to the time rate.

Maintenance time standard is the time required to service a piece of equipment, production areas and other facilities over a specified period of time.

The service rate is the number of production facilities (units of equipment, workplaces, sq.m., etc.) that an employee or team of appropriate qualifications must service during a unit of working time under certain organizational and technical conditions. Service standards are intended to regulate the labor of workers servicing equipment (adjusters, lubricants, electricians, repairmen), production facilities, workplaces, etc. A variation of the service standard is the controllability standard, which provides for the number of employees who must be managed by one manager.

The headcount standard is the established number of employees of a certain professional and qualification composition necessary to perform specific production, management functions or volumes of work.

Cost rates are divided into permanent and temporary. Permanent standards are approved standards for sustainable production and are valid for a long period, until the (working) conditions change, until the corresponding reorganization of production.

Temporary standards are labor cost standards that are established for the period of development of new products or new technological processes. They are installed for up to three months, after which they are replaced with permanent ones.

To increase the productivity of workers paid on a time basis, they are given standardized tasks based on the labor standards discussed above.

A standardized task is a set amount of work that an employee or team is required to complete per work shift (month) or other unit of working time for time-based work.

Any production process is a set of interconnected labor processes.

A specific technical process consists of individual labor and naturally occurring operations. The object of technical regulation in mechanical engineering is an operation. The degree of differentiation of an operation into labor elements depends on the purpose of analyzing the operation and the required accuracy of calculations and is determined by the type of production, volume of production, its features, and forms of labor organization.

According to the degree of validity, labor cost standards are divided into technically justified and experimental-statistical.

Labor cost standards are the initial basis for work on organizing labor and wages.

When calculating labor cost standards for any work, the following is determined:

Organizational and technical conditions in which it must be carried out, division and cooperation of labor;

Design optimal operating modes of equipment;

Rational content of the labor process, sequence and methods of performing each element of the labor operation;

System and procedure for servicing the workplace;

Then the standards are calculated and implemented into production.

Labor cost standards can be set in two ways:

- analytical(analytical and research) - based on detailed analysis and design of the optimal labor process;

- total– without detailed analysis and without designing an optimal labor process, based on statistical (reporting) data on product output for the previous period.

Depending on this, standards developed on the basis of the analytical method are considered technically sound(scientifically based), and the standards established by the summary method are called experimental and statistical(experienced).

According to the objects of application, the norms for the operation are distinguished - operating standards, and norms for a complex of operations – comprehensive standards.

According to the form of labor organization, work performers are distinguished individual norms and collective(team) norms.

According to the form of expression of labor costs, they are distinguished: time standards, production standards, service standards, staffing standards (standards).

Standardized time allows for assessment and payment of labor in accordance with the labor expended. The necessary labor costs for production are established primarily by calculating time standards.

2.6.1 Standard time

Standard time(Nvr) - the amount of working time required to produce a unit of production (perform a unit of work) by one employee or a group of employees of appropriate qualifications in certain organizational and technical conditions.

It is assumed that all the costs of standardized time per shift are evenly distributed to each unit of production. The time standard is expressed in units of time per unit of production (or work).

In relation to the conditions of different industries, when using different forms of organization of labor processes, formulas for calculating time standards may differ from each other. But these formulas are based on the general provisions given below.

In general, the establishment of a standard time for an operation is carried out by determining the standard time for each category of standardized time expenditure and then summing them up. In this case, all components of the time norm are determined in the same units of time.

In general, the calculation formula for the time norm can be presented:

NVR = top + tom + tpt + totl + tpz, (2.17)

The indices correspond to the indices given in the table for the classification of working time costs (Appendix A).

The structure of the time norm is shown in Figure 2.1.

Rice. 2.1 - Time norm structure

Note: in small letters (t ) denotes the time spent on one standardized unit of production, large (T) for large time intervals (per batch, shift, etc.).

When releasing products in separate batches (series), the preparatory and final time is set for the entire batch, because it practically does not depend on the quantity of homogeneous products manufactured according to specifications. In this case, the standard time for producing a unit of product is established without preparatory and final time and is called the standard piece time (tsh).

Нвр = tш = top + tom + tpt + tot, (2.18)

As a full standard of time for the production of a unit of product, the standard of piece-calculation time (tshk) is established, taking into account the preparatory and final time, according to the formula:

Nvr = tshk = tsh + Tpz / n, (2.19)

where n is the number of products in the batch;

Tpz – preparatory and final time for a batch of parts.

If the preparatory-final time is set for a shift, then the rate of piece-calculation time (tshk) is determined:

NVR = tshk = tsh / (1 – Tpz / Tcm), (2.20)

As a rule, time for servicing a workplace, time for rest and personal needs, time for breaks for technological reasons are determined according to standards calculated as a percentage of operational (or separately for main and auxiliary) time.

Нвр = tш = top × , (2.21)

where α ohm, α exc, α pt are the time for organizational and technical maintenance of the workplace, time for rest and personal needs and time for technological breaks, respectively, expressed as a percentage of operational time.

Depending on the type of production, the calculation formula for piece and piece-calculation time may have various variations, which are given in the relevant regulatory materials (time standards).

Example 2.2.

Calculate the rate of piece time (t w) for mass production if the rate of basic time is 8 minutes. the norm of auxiliary time is 2 minutes. Time standards: 3% of operational time for workplace maintenance, and 5% of operational time for rest and personal needs.

Solution.

For mass production conditions, it is determined by formula 2.21.

tsh = top × ;

top = to + tв;

respectively:

tsh = (tо + tв) × = (8 +2) × = 10.8 min.

Example 2.3

Determine the norm of piece-calculation time (tshk) according to the conditions of the previous problem, if the norm of preparatory and final time for an 8-hour shift is 30 minutes.

Solution.

The rate of piece-calculation time in this case is determined by formula 2.10:

tshk = tsh / (1 – Tpz / Tcm) = 10.8 / (1 – 30 / 480) = 11.52 min.

2.6.2 Features of determining the components of the time standard

Determination of preparatory and final time(tпз ) .

There are three methodological approaches to determining the amount of preparatory and final time:

Preparatory-final time is defined as an independent part of the time norm (separate from the piece time norm). This approach is typical for single and small-scale production, as well as for machine and automated work in medium-scale production. The preparatory and final time is set either for a batch of products or for a shift.

Preparatory-final time is defined as an integral part of the time norm. This approach is typical for large-scale production, where the proportion of preparatory and final time is small. The amount of preparatory and final time is included in the piece time and is calculated as a percentage of operational time.

Preparatory-final time is not included in the time norm at all. This approach is typical for large-scale and mass production, where one operation (or a very limited number of operations) is assigned to each workplace for a long time. Re-adjustment of equipment and replacement of tools, in these cases, is carried out outside the work shift and is carried out by auxiliary workers.

For individual hardware processes, the amount of preparatory and final time is set for a shift or other billing period (day, month) and is included in the workplace maintenance time.

Determination of operational time(top).

The amount of operating time depends on the nature of the work and the participation of workers in the production process. There are two methodological approaches to determining the amount of operational time.

Operational time is established as a whole for an operation, unit of production or volume of work performed, without division into main and auxiliary time. This approach is typical for manual and machine-manual processes.

Operational time is set for an operation, unit of production or volume of work performed, subdivided into main and auxiliary time. This approach is typical for machine, automated and instrumental processes.

Main time(to) per unit of production in automated and machine processes is calculated, as a rule, using formulas (according to the accepted technological process) or according to time-keeping observations. For example, for turning operations, the main (machine) time is determined by the formula:

tо = (L + l 1 + l 2) × i / (n × S), min., (2.22)

where L is the length of the workpiece surface being machined, mm;

l 1, l 2 – length of infeed and overrun of the cutter, mm;

i – number of cutter passes;

n – machine spindle speed, min – 1;

S – feed amount per revolution, mm.

Example 2.4

Determine the standard time for roughing on a lathe using the following data:

length of the workpiece surface to be processed – 190 mm;

total length of cutter infeed and overtravel – 12 mm;

machine spindle speed – 200 min – 1;

feed rate per revolution – 0.7 mm;

number of passes – 2.

Solution.

tо = (L + l 1 + l 2) × i / (n × S) = (190 + 12) × 2 / (200 × 0.7) = 2.9 min.

Auxiliary time(tв) in machine or automated processes is determined according to standards or according to timing observations. The total duration of auxiliary time is equal to the sum of all auxiliary time spent on individual techniques or complexes of techniques. Only non-overlapping auxiliary time is included in the time standard.

Determination of workplace service time(tom)

The amount of time spent servicing a workplace depends on the nature of the production process, the type of production, the nature of the work and the employee’s participation in the production process, as well as on the current procedure for servicing workplaces. The amount of time spent servicing a workplace is calculated according to standards or according to photographic observations.

There are three methodological approaches to determining the amount of time required to service a workplace:

Workplace maintenance time is calculated per unit of product or operation as a percentage of operational time. This approach is typical for manual and machine-manual processes carried out in conditions of single, small-scale and medium-scale production (when the order of performing techniques for servicing the workplace is determined by the worker himself).

Workplace maintenance time is also calculated per unit of product or operation, but is subdivided into maintenance time (ttech) and organizational maintenance time (torg). In this case, the maintenance time is calculated as a percentage of the main time, and the organizational maintenance time is calculated as a percentage of the operational time. This approach is typical for machine and automated processes carried out in conditions of single, small-scale and medium-scale production.

The workplace service time is set in minutes per shift. This approach is typical for manual, machine-manual, mechanized and automated processes carried out in large-scale and mass production, as well as for instrumental processes.

The time standard includes only the non-overlapping time for servicing a workplace.

Determining time for rest and personal needs(tex).

Time for rest and personal needs should not be less than 20 minutes. per shift. If work is performed in unfavorable conditions, then the time for rest and personal needs should increase, depending on the values, characteristics, and various elements of working conditions. In cases where there are breaks during the performance of work, due to technology or production organization and evenly distributed throughout the shift, during which workers practically do not work, they are considered as rest (in the case of normal psychophysiological and sanitary-hygienic conditions in the workshop). The time of passive observation of equipment operation is considered as rest, and the standardized rest time should be reduced by the amount of time of passive observation.

Time for rest and personal needs is usually set in minutes for an 8-hour work shift. If the length of the work shift is different, time for rest and personal needs should change in proportion to the duration of the shift. As a percentage of operational time, time for rest and personal needs is established only in conditions of single and small-scale production, where each operation has its own standard of piece time.

In the practice of rationing and remuneration of labor, in addition to the basic norm of labor costs - the time norm, other norms derived from it are also used. These include: production rate (Nb); standard of service (But); population norm (Nch).

2.6.3 Production rate

Production rate(Нв) – an established amount of work (number of units of production) that an employee or group of employees of appropriate qualifications is required to perform (produce) per unit of time under certain organizational and technical conditions.

The production rate is expressed in natural units per unit of time.

The production rate is inversely proportional to the time rate:

Нв= 1 / Н вр, (2.23)

In this case, the time norm and the production norm must be expressed in the same units of time and production.

In practice, as a rule, the calculation of the shift production rate is carried out using the formulas:

Hb = T cm / tshk, (2.24)

Hv = (Tcm – Tpz) / tsh, (2.25)

Nv = (Tsm – Tom – Totl – Tpt – Tpz) / t op, (2.26)

Example 2.5

Determine the shift production rate for a turner for rough machining of parts, according to the conditions of example 2.4, if the rate of auxiliary time (for installing the workpiece on the machine and removing the part from the machine) is 1.1 minutes. Time standards: for workplace maintenance 4% of operational time, and for rest and personal needs 6% of operational time, the standard preparatory and final time for an 8-hour shift is 25 minutes.

Solution.

tо = to + tв = 2.9 + 1.1 = 4.0 min.

Norm of piece time (t w):

tsh = top × = 4.0 × = 4.4 min.

The shift production rate (Nv SM) is determined by formula 2.16.

Hv SM = (480 – 25) / 4.4 = 103 units/cm.

In continuous processes, where equipment is stopped only for scheduled repairs, the production rate is determined based on the productivity of the unit (machine, apparatus) per unit of time according to the formula:

Hb = Tmelt × Cream × P × But, (2.27)

where Tpl is the duration of the billing period for which the production rate is determined (shift, month, etc.);

Krem – coefficient taking into account equipment downtime during scheduled repairs;

P – productivity of the unit (machine, apparatus) per unit of time;

But - the standard of service for a worker (or team).

When rationing labor in conditions of collective (team) work, complex standards for labor costs (time or output standards) are established.

Comprehensive standards- these are the norms of labor costs for a team (team) to perform a set of works to produce a unit of product, taken as the final measure of the work of the team (team).

Complex time standard(Nvr K) is determined by the sum of operational time standards for all work and operations performed by the team (team), while taking into account the effect of team work.

Nvr K = Kef × ∑ Nvr i , (2.28)

where Нвр i is the standard time for performing the i-th operation;

Kef – Team work effect coefficient (Keff > 1)

Replaceable complex production rate(Нв к) is determined:

Nv k = Fsm.b / Nvr k, (2.29)

where Fsm.b is the team’s working time fund per shift.

2.6.4 Relationship between time standards and production standards when they change

There is an inverse relationship between the time norm (Nvr) and the production norm (Nv), i.e. Nv = 1 / Nvr. The relationship between the % change in the time rate “X” and the % change in the production rate “Y” can be expressed:

X = – 100 Y / (100 + Y), (2.30)

Y = – 100 X / (100 + X), (2.31)

When making calculations, you must follow the signs:

“+” – the rate increases; “–” – the rate decreases.

Example 2.6

How much will the production rate (Y) change if the time rate (X) decreases by 20%.

Solution.

У = – / = + 25%

The production rate will increase by 25%.

Example 2.6

How much will the time rate (X) change if the production rate (Y) increases by 20%.

Solution.

X = – / = – 16.7%.

The time limit will decrease by 16.7%.

2.6.5 Maintenance standards

Standard of service(But) - the number of production facilities (units of equipment, workplaces, units of area, etc.) that an employee or group of employees of appropriate qualifications are required to service during a unit of working time in certain organizational and technical conditions.

Service standards are established to standardize the labor of workers engaged in servicing equipment, production area, workplaces, etc.

Having determined the standard time for maintenance according to standards or using timing, you can calculate the standard of service using the following formulas:

But = Tcm / N vr.o, (2.32)

where Nvr.o is the standard time for servicing a unit of equipment, unit of area, etc.;

But = Tcm / (Hvr × n × K), (2.33)

where n is the number of units of work performed during a certain period (shift, month, etc.);

K is a coefficient that takes into account the performance of additional functions not taken into account by the time norm (instructing, accounting, monitoring the process), as well as for rest and personal needs.

In continuous production, the service rate is calculated based on the time a worker is busy servicing one unit during a shift:

But = (Tsm – Totl – Tpz) / (tz + tp), (2.34)

where tз is the standard time of employment of a worker on maintenance work for one unit during a shift;

tп - time to move from unit to unit.

Example 2.8

Determine the standard of service for an 8-hour work shift for a vulcanizer worker using the following data: preparatory and final time for a shift is 20 minutes; The norm of time for rest and personal needs is 25 minutes. for an 8 hour work shift; the standard time for a worker to be employed in servicing one unit during a shift is 50 minutes; time to move from unit to unit – 4 minutes.

Solution.

We calculate the service rate using formula 2.24.

But = (480 – 25 – 20) / (50 + 4) = 8.06 we accept 8 units/shift. people

A type of service standard is the controllability standard, which determines the number of employees subordinate to one manager.

2.6.6 Number of people

Norm (standard) number(Nch) - the established number of employees of a certain professional and qualification composition, necessary to perform specific production, managerial functions or volumes of work in certain organizational and technical conditions.

According to the norms (standards) of numbers, labor costs are also determined by profession, specialty, group or type of work, individual functions, as a whole for the enterprise, workshop, or its structural division.

The number of people and the standard of service are inversely proportional to each other:

LF = 1 /No, (2.35)

Example 2.9

Based on the conditions of example 2.7, determine the standard number of vulcanizing workers.

Solution.

The norm for the number of vulcanizing workers is determined by formula 2.25.

LF = 1/8 = 0.125 people. agr. / shift.

The application of staffing standards and service standards is carried out mainly when determining the number of employees using the formulas:

Chsm = å Mi / Nob.i, (2.36)

where Mi is the quantity of equipment of the i-th technological group, units;

Nob.i – standard of service for a unit of equipment of the i-th technological group, units. / person..

Chsm = åMi × Nch.i, (2.37)

where Nch.i is the staffing rate per unit of equipment of the i-th technological group, people. /unit

Example 2.10

Determine the shift number of vulcanizer workers (H cm), if 46 vulcanizers are installed at the vulcanization site, the maintenance rate H o = agr. / person shift.

Solution.

H cm = 46 / 8 = 5.75 people, we accept 6 people.

Example 2.11

Determine the shift number of vulcanizer workers (H cm), if 46 vulcanizers are installed at the vulcanization site, the number of people is H h = 0.125 people. agr. / shift.

Solution.

H cm = 46 × 0.125 = 5.75 people, we accept 6 people.

2.7 Assessment of compliance with standards, quality of standardization

2.7.1 Compliance rate

If one type of product (or a small number of homogeneous types of products) is produced at a workplace, then according to the established production norm and the actual quantity of products produced, it is easy to keep track of compliance with the norms, i.e. determine the coefficient of fulfillment of norms (Kvn).

Kvn = Qi / Hvi, (2.38)

Nvi – production rate for the i-th type of product.

Example 2.12

The shift production rate H in cm = 20 t/cm, and the worker produced 22 tons of products per shift. It is easy to determine that a worker has fulfilled the norm by 110%.

(22 / 20 = 1.1 = 110% i.e. the coefficient of fulfillment of norms K internal = 1.1 = 110%)

However, in workplaces where several types of products are manufactured, accounting for labor costs using production standards becomes difficult or impossible. In such cases, time standards are applied that make it possible to express the production of different types of products in the same units of change - in the cost of normalized time.

The coefficient of fulfillment of norms (Kvn), in this case is determined by:

Kvn = ∑(Q i × Hvr i) / Vf, (2.39)

where Q i is the quantity of actually manufactured products of the i-th type, (natural units);

Hvr i – time standard for the i-th type of product;

In f – actual time worked.

Example 2.13

Determine whether the worker has fulfilled the standard if he produced products during an 8-hour shift, as shown in Table 2.10

Table 2.10 – Characteristics of the example conditions

Thus, in 8 hours the worker produced the quantity of products that he should have produced in 8.8 hours.

The coefficient of compliance with standards (Kvn) is determined by formula 2.39.

K in = 8.8 / 8 = 1.1 = 110%

Example 2.14

Determine the standard time, shift production rate, standard time for produced products, fulfillment of the standard by workers, according to the following data:

The standard time for a turning operation is 6.3 minutes.

The time for installing the workpiece into the machine and removing the finished part is 0.7 minutes.

Time for rest and personal needs - 6% of operational time.

Workplace maintenance time is 4% of operational time.

Preparatory and final work time – 25 minutes. for an 8 hour shift.

The worker worked 168 hours.

In fact, the worker produced 1360 units. products.

Solution.

Operating time norm (t op):

tо = to + tв = 6.3 + 0.7 = 7.0 min.

Norm of piece time (t w):

tsh = top × (α ohm + α exc) / 100 = 7.0 × (4 + 6) / 100 = 7.7 min.

Time standard (piece-calculation time standard, tshk):

Hv = tshk = tsh / (1 – Tpz / Tcm) = 7.7 / (1 – 25 / 480) = 8.123 min.

Shift production rate:

Nv SM = 480 / 8.123 = 59 units/cm.

Standardized time for manufactured products (V):

V = Нв × Q = 8.123 × 1360 = 11047 n.-min. = 184.1 n.-hour.

Compliance with the standard by workers:

KVn = V / Vf = 184.1 / 168 = 1.096 = 109.6%

2.7.2 Standard tension coefficient

Sometimes, for the purpose of analyzing the quality of norms, the concept of norm tension is used. Standard tension coefficient(Knn)– this is the reciprocal of the coefficient of fulfillment of norms (Kvn):

Knn = 1 / Knn, (2.40)

KVN and KNN can be calculated for a unit (team, site, workshop), or for the enterprise as a whole.

According to the conditions of example 2.13, the tension coefficient of the norms will be:

Knn = 1 / 1.1 = 0.91

2.7.3 Assessing the quality of standardization

To assess the quality of standardization, the coefficient of compliance with standards (Kvn) and the coefficient of tension of norms (Knn) are most often used.

The coefficient of compliance with standards (Kvn) and the coefficient of tension of norms (Knn) are among the indicators characterizing the quality of the developed standards and the standards calculated on their basis. The closer these coefficients approach 1, the better (more correctly) the standards are established.

Labor rationing most often evokes associations with the Soviet planned economy, but even today this tool for coordinating production works successfully. We will talk about what this term means, where it is used in practice and what features it contains in this article.

Labor standardization at an enterprise - what is it?

Labor rationing is a mechanism for analyzing labor costs that must be performed within certain production processes. Labor rationing is represented by a set of labor standards that serve to assess the labor intensity of work, the cost of expenses taking into account the type of work and determining their quantity when paying for labor.

Labor standards include:

• time standards;
• production standards;
• service standards.

In addition to labor standards, there are labor standards. Labor standards are established for a certain type of work and are re-evaluated from time to time, while labor standards are applied to various variations of standard organizational and technical conditions, are used to calculate labor standards and remain stable for a long time.

The goals of labor standardization are:

• production planning and determination of personnel needs;
• calculations of labor costs;
• assessment of production performance and changes in productivity.

To introduce an effective labor standardization system at an enterprise, you need to:

• analyze activities;
• calculate and approve basic standards;
• monitor the technical condition of production;
• approve methods of material incentives for increasing productivity;
• monitor labor standards.

Legislation on labor standards

Basic requirements for labor standards at an enterprise are established by the Labor Code. This document contains section 6 “Payment and labor standardization”, which, in turn, includes chapter 22 “Labor standardization”. To more fully disclose the essence of Article 161 of the Labor Code, the Government of the Russian Federation adopted the Resolution “On the rules for the development and approval of standard labor standards” dated November 11, 2002 No. 804.

In addition to the above documents, the legislative basis for labor standardization at enterprises consists of various orders and recommendations regarding the standardization of certain types of work, adopted by relevant ministries and departments. For example, such regulations include:

1. Recommendations of the State Construction Committee of the Russian Federation on labor standards for installation, maintenance and repair of metering and regulation devices in housing and communal services dated 08/16/2000 No. 184.
2. Order of the Ministry of Construction of the Russian Federation “On approval of recommendations for standardization and remuneration of labor for employees of hotel, bath and laundry facilities and ritual services for the population” dated November 15, 1994 No. 11.
3. Order of the Ministry of Culture of Russia “On approval of standard industry labor standards for work performed in the library” dated December 30, 2014 No. 2477.
4. Recommendations on labor standards for veterinary specialists (protocol of the Ministry of Agriculture dated December 26, 2014 No. 61).

Rationing tasks

An effective organization of labor standards at an enterprise should contribute to the solution of a number of complex tasks, ultimately aimed at increasing the performance of the company and obtaining maximum profits. In modern economic conditions, the tasks of labor standardization at an enterprise include:

1. Determining the required amount of working time spent on performing various technological operations, labor and production processes. The solution to the problem is achieved through constant analysis of the work directly performed and bringing its forms and methods to a level corresponding to the modern level of development of technology, technology and production organization.
2. Determining the optimal balance between production standards, assignments given to the workforce and wages.
3. Planning for an equal amount of labor effort expended in a variety of work processes. The solution to the problem in the future should contribute to compliance with the principle of equal pay for equal work.

Future tasks in the field of labor standardization management include:

1. Determination of labor costs by industry type.
2. Analysis of the economic feasibility of reducing labor costs in the production of a unit of production.

The first group of promising tasks is related to issues of enterprise competitiveness in terms of the ratio of cost levels and compliance with product quality. The second group is solved by determining the level of demand for products in accordance with price and quality.

Labor standardization methods

Solving the problems of labor regulation in production is achieved by special methods, which mean a set of analytical and research actions aimed at determining labor cost standards.

Traditionally, labor regulation at an enterprise is studied by two methods - summary and analytical. The summary method is to determine the time norms for the operation as a whole. At the same time, the labor process and standard-forming factors are not analyzed, and the effective structure of the labor process is not modeled. The analytical method is fundamentally different from the summary method in that it involves assessing a separate labor process, dividing it into its component parts and elements and studying them.

The summary method includes:

1. Experienced rationing. The analysis is carried out on the basis of the personal experience of specialists involved in the organization and regulation of labor.
2. Statistical normalization. Labor standardization is carried out on the basis of statistical data, which makes it possible to determine the average value of actual output.
3. Standardization by analogy, which involves conducting a comparative analysis of similar types of work, for one of which labor standards have already been established.

The analytical method includes:

1. Experimental-analytical standardization, which consists of studying labor processes in natural production conditions.
2. Calculation and analytical standardization, which implies the use of already developed standard standards for the time and operating mode of equipment.
3. Standard labor standards, which are applied when production conditions completely coincide with the described standard conditions.

Payment and labor regulation

Organization of remuneration at an enterprise involves the development of:

• forms and systems of remuneration of employees;
• salary systems for workers;
• criteria for the formation/accrual of incentive payments and bonuses for employees.

The state also exerts its influence on the organization of wages for employees of enterprises. First of all, this concerns the determination of the minimum wage, which cannot be less than the amount established at the state level.

In addition, the state links payment and labor standards. So, in Art. 155 of the Labor Code of the Russian Federation explains the requirements for remuneration in case of failure to comply with labor standards. In particular, it is established that if such failure occurs through the fault of the employer, then the employee’s work is paid in an amount not lower than the average salary of the employee for the time actually worked. If labor standards are not met due to the fault of the employee, then payment is made based on the actual amount of work performed. In case of failure to comply with labor standards for reasons beyond the control of the parties, the employee is guaranteed payment of at least 2/3 of the salary in proportion to the time worked.

Thus, labor rationing influences not only the determination of the standard amount of payment, taking into account the type of work performed and the calculation of incentive payments, but also the establishment of a minimum wage threshold.

Organization of labor standards

Organization, regulation and remuneration of labor at an enterprise are closely related to each other, therefore, as a rule, this area is dealt with by one division reporting directly to the management of the company.

At the same time, the organization of labor standardization at the enterprise is based on one of the accepted methods:

1. Centralized - when all work related to labor organization, rationing and payment is concentrated in the hands of one department.
2. Decentralized - when part of the powers is delegated to local structural units. Accordingly, at the enterprise, in addition to the specialized department, labor and payment bureaus are created in other structural divisions (for example, workshops).
3. A mixed methodology for organizing labor standards - when the functions of calculating labor standards are superimposed on a specialized department, and implementation and control are carried out by authorized local employees.

nsovetnik.ru

Often in labor relations the question of optimizing an employee’s workload arises. How can we use the mental potential, physical capabilities, knowledge and experience of employees with maximum efficiency at minimal material costs? For a uniform understanding and application of the concept of “labor regulation in labor relations,” we will give it a doctrinal interpretation. Simply put, it can be defined as the activities of an organization aimed at creating a system of means and methods for establishing the measure of labor necessary for an objective assessment of its effectiveness and an adequate level of payment. The process of labor standardization is an integral part of the organization of labor, its cooperation and division into specializations, depending on the results obtained from analyzing the workload of each employee.

Remember that employees are guaranteed state assistance to the systemic organization of labor standards and the application of labor standards systems determined by the employer, taking into account the opinion of the representative body of employees or established by a collective agreement (Article 159 of the Labor Code of the Russian Federation). The result of labor standardization is the determination of labor standards, which include (depending on the content and working conditions of workers) output or time standards, number or service standards, standardized tasks, etc. Labor standards are established in accordance with the achieved level of technology, technology, and production organization and labor (Article 160 of the Labor Code of the Russian Federation).

What is the purpose of labor standardization and the role of the personnel officer in this process?

The main indicator associated with labor standardization is its productivity at each workplace, which, in turn, is inextricably linked with a set of organizational measures and methods aimed at making the work of each employee extremely profitable for the owners of the organization, who receive from it benefits in the form of dividends.

Thus, in order to standardize labor, it is necessary to study the dynamics of the workload of workers in different departments, including the personnel department, and persons performing individual work. An analysis of the daily work intensity of a specific employee (employees of individual departments, the organization as a whole) is the basis for optimizing the number of personnel (clause 2, part 1, article 81 of the Labor Code of the Russian Federation) or changing the duration of his work per day (shift - article 93 of the Labor Code of the Russian Federation) in the manner provided for in Art. 74 Labor Code of the Russian Federation.

Before collecting information about the workload of employees, the employer is obliged to comply with the requirements of Art. 163 of the Labor Code of the Russian Federation: normal working conditions must be ensured at each certified workplace. Such conditions, in particular, include: good condition of premises, structures, machines, technological equipment and equipment; timely provision of technical and other documentation necessary for work; proper quality of materials, tools, other means and items necessary to perform the work, their timely provision to the employee; working conditions that meet labor protection and production safety requirements.

The participation of personnel department employees in the process of labor standardization, as a rule, consists in the fact that they prepare lists of workers whose work, according to the order of the organization, is subject to standardization, and provide labor standardization specialists with time sheets of persons whose work is subject to verification of workload during the working day (shift). Subsequently, the HR department takes measures to employ “extra” workers within the organization (dismiss them) or recruit new ones if labor standards have shown that the workload at individual workplaces exceeds the labor intensity indicators allowed by standards.

How to develop and introduce labor standards?

The labor standardization procedure is carried out by specialists such as a labor standardization engineer, a labor organization engineer, who work in large organizations in labor standard research laboratories or labor organization and remuneration departments. In small organizations, specialized organizations are involved in solving this problem, consisting of persons with higher professional (technical or engineering-economic) education, who know, in particular, methodological and regulatory materials on organization, labor regulation, inter-industry and sectoral labor cost standards, economics, organization of production, labor and management.

These specialists are tasked with checking workplaces, in particular, to determine whether the employee can work more intensively, performing more work or doing it better within the time period established by the work schedule. Based on the results of the analysis, the employer receives recommendations on how to achieve better performance, improve the organization of work and the system of payment. For these purposes, specialists develop labor standards based on standardization methods for specific categories of work or positions, or draw up an individual standardized task.

Often, for homogeneous work, standard (intersectoral, sectoral, professional and other) labor standards can be applied. They are developed and approved in the manner established by the federal executive body authorized by the Government of the Russian Federation (see Rules for the development and approval of standard labor standards, approved by Decree of the Government of the Russian Federation of November 11, 2002 N 804). In any case, whether it is the development of local labor standards or the adaptation of standard labor standards to the specific working conditions of a separate organization, the procedure for their implementation is subject to approval by the manager (Article 161 of the Labor Code of the Russian Federation).

It should be taken into account that when standard labor standards are introduced by an administrative act of the manager (order, instruction), the opinion of the representative body of workers is not required. However, the introduction of labor standards independently developed by the organization, as well as their replacement and revision, require the employer to adopt a local regulatory act, which must be issued taking into account the opinion of the representative body of employees according to the rules of Art. 372 Labor Code of the Russian Federation.

An example of introducing a standard number of employees in the HR department

Let's consider an example of introducing local labor standards in the form of a standard number of employees in the HR department, using for this a standard methodology for calculating time standards for certain personnel work (timesheets, hiring, transfer, dismissal, etc.).

The specifics of the work activities of personnel officers vary so much in different organizations (from the work of a timekeeper to the duties of a training engineer) that the issue of rationing their work is a priority. Often, HR officers are assigned the responsibilities of various services (for example, the obligation to receive daily correspondence from the organization at the post office), which is not practical for the employer to create. Therefore, standardizing the work of HR employees is not an easy task.

In connection with this state of affairs, we would like to draw attention to inter-industry integrated time standards for recruitment and personnel accounting work, approved by Resolution of the USSR Ministry of Labor of November 14, 1991 N 78 and in force until 1997 (hereinafter referred to as Inter-industry Standards). In the absence of other similar modern acts of a general nature, these standards are still relevant. During the period of their validity, they were advisory in nature and now can also be used in this legal status. The only thing you need to take into account is the requirement of Art. 160 of the Labor Code of the Russian Federation - labor standards are established in accordance with the level of equipment, technology, organization of production and labor achieved to date.

The basis for an employer’s independent development, for example, of time standards for each type of production operation performed by a personnel officer, can be based on the following data:

• photographic observations of the labor intensity of work - obtained by labor standardization specialists;
• generalized results of analysis and research of time spent on staffing and accounting work - by labor economists;
• operational accounting and reporting data - by technical labor accounting performers, for example, contractors;
• technical calculations of time by operation of the types of work performed - by process engineers or standardization engineers;
• generalized results of analysis of labor processes in order to rationalize techniques and methods of work and organize jobs for personnel officers - by engineers to rationalize production processes and increase the efficiency of inventions.

At the same time, the employer must take into account the peculiarities of the psychology of employees with different subjective-emotional characteristics in order to derive an average standard for an abstract HR department employee. Thus, from the average standard of the actual balance of working time (which can be calculated using numerous methods) it follows that breaks for rest and personal needs, as a rule, amount to 3% of the working day, loss of working time that does not depend on the employee - 6%, performance non-typical work - 2% and main work - 89%. This means that when calculating the actual labor costs of a personnel officer, it is necessary to introduce correction factors that take into account the following types of work: “everyday, current”, “periodically recurring”, “irregular”, “rarely occurring”, as well as “planned” and “unplanned”.

The degree of physical activity and labor intensity of a personnel officer is calculated based on the results of an analysis based on the study of photographic observation data, statistical data on the results of work on the admission and registration of job applicants, the schedule for using working time, and a survey of personnel service employees.

Then, at each workplace of the HR department, you need to identify the following characteristics of the labor process:

• technical support - characterized by the degree of debugging and reliability of the equipment and software used;
• labor organization - determined by the level of irregularity and unevenness of the workload during the working day and individual days of the working month; instability of the end of work (the personnel inspector must start work according to the PVTR from 9.00 and finish at 18.00, but often some procedure, in particular, dismissal and issuance of a work book, forces the personnel officer to wait for a former employee, for example, standing at the cash desk for the final payment upon dismissal, and after 18.00); forced priority of one type of work over another depending on the urgency of this work, for example, priorities of hiring before transfer within the organization;
• personnel composition - characterized by periods of staffing and understaffing of the personnel department in relation to the staffing level. Here it is important to take into account the level of staff turnover in the department;
• working conditions - characterized by compliance of the indoor microclimate with the standards for sanitary and hygienic characteristics of typical workplaces, associated with the degree of neuro-emotional and visual stress, and the degree of responsibility of each employee for the quality performance of their functions;
• labor motivation - characterized by the level of material interest in the results of one’s work, namely the level of wages and incentive payments established taking into account realistically feasible intensive production indicators;
• performance indicators - characterized by volumetric indicators (number of accepted, processed, issued documents), requirements for the quality of work (no defects, no returns of reports by statistical authorities), standards for the completion of work (if any), the absence of complaints from citizens and employees about the work of the HR department and etc.

Thus, independent labor regulation is a rather difficult task. As a basis, you need to take appropriate techniques containing rather complex mathematical formulas. The indicators on the basis of which the tasks for employees are formed acquire significantly greater objective and evaluative power if we apply scientifically based standards developed by regional research institutes of labor. Otherwise, it remains to creatively apply Intersectoral standards, standards for the number of employees of personnel training departments (bureaus, sectors) at enterprises, approved by the Resolution of the State Committee for Labor of the USSR, the Secretariat of the All-Union Central Council of Trade Unions dated 07/06/1989 N 233/13-15, and standards for the maximum number of employees of personnel services and accounting departments of federal bodies executive power, approved by Resolution of the Ministry of Labor of the Russian Federation dated 06/05/2002 N 39.

The procedure for reviewing and formalizing changes to existing labor standards

Labor standards can be revised as new equipment and technologies are improved or introduced, reducing the labor intensity and intensity of work, saving the physical, emotional and mental resources of workers. The revision and (or) replacement of labor standards is also carried out in cases of organizational or other measures that ensure an increase in labor productivity, or, on the contrary, the continued use of physically and morally outdated equipment (Part 2 of Article 160 of the Labor Code of the Russian Federation). The procedure for formalizing changes to existing labor standards and introducing new ones is similar to the procedure for introducing them in a specific organization for the first time (Articles 161 and 162 of the Labor Code of the Russian Federation).

Achieving a high level of production (provision of services) by individual workers through the use of new work methods and improvement of workplaces on their initiative is not a basis for revising previously established labor standards for both innovators and other workers (Part 3 of Article 160 of the Labor Code RF).

Employees must be notified of the introduction of new labor standards no later than two months in advance (Article 162 of the Labor Code of the Russian Federation). The legislator, unfortunately, did not indicate how to notify employees (in writing or orally, against signature or not) and how the employer should act (hold meetings, announce information on local radio broadcasts or publish it in the local press, etc.). In order to avoid labor disputes, the employer should communicate any information to the staff against signature on a familiarization sheet, which will be an integral part of a specific act. This order is assumed in paragraph. 10 hours 2 tbsp. 22 and part 3 of Art. 68 Labor Code of the Russian Federation.

Failure to comply with the procedure for introducing (amending, revising) labor standards gives rise to a negative legal consequence for the employer: if the requirements of Art. 22, 161, 162 and 372 of the Labor Code of the Russian Federation (on familiarization, prior warning, taking into account the opinion of the trade union, if any) are not met, then the employee has the right to demand payment for his work based on previous standards and prices (tariffs, salaries, etc.) before the expiration of the two-month notice period. Moreover, the employee may not comply with the newly introduced labor standards, since the law enforcement act issued by the employer is considered not to have entered into legal force from the date specified in it if the above requirements of the Labor Code of the Russian Federation are not met.

From the instructions of Part 4 of Art. 10 of the Labor Code of the Russian Federation it follows that the norms of local regulations that worsen the situation of workers in comparison with established labor legislation and other regulations containing labor law norms, collective agreements, agreements, as well as local regulations adopted without compliance with the established Art. 372 of the Labor Code of the Russian Federation, the procedure for taking into account the opinions of the representative body of employees, are not subject to application. In such cases, labor legislation and other regulatory legal acts containing labor law norms, collective agreements, and agreements are applied.

If the employee does not agree to continue working with the new labor standards, he must be offered another job in the organization that corresponds to his qualifications and state of health, and in the absence of such work, another lower-paid job (Article 74 of the Labor Code of the Russian Federation). In the absence of a vacancy and in case of refusal to transfer, the employee must be dismissed under clause 7 of Art. 77 of the Labor Code of the Russian Federation - refusal to continue work due to changes in working conditions determined by the parties to the employment contract.

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What is labor regulation? Description and definition of the concept

Labor rationing- this is a procedure that is responsible for the correct establishment of balanced relationships between the degree of labor and the measure of its payment.

Using the labor standardization procedure, a measure of labor costs is established to perform the assigned amount of work under certain conditions. The cost measure can be seen over time, the amount of work, the number of employees, and also, importantly, the number of service facilities.

It is necessary to separate standards and labor norms. Labor standards imply methods that are scientifically based, specifically developed indicators of labor costs. Based on them, enterprises independently develop their own specific labor standards. So the conclusion follows that the labor standard is a labor standard adjusted to special local working conditions.

Let us consider in more detail what labor rationing means.

In practice, the following standards and labor standards are applied:

• workings;
• service;
• time;
• time for service;
• number of employees.

Piece rates are also a certain measure of remuneration for labor.

Standard time- these are the necessary costs of a certain period of time to complete a unit of work by one or several workers.

Production rate- this is a certain number of units of work that must be completed in a designated unit of time, be it an hour, a shift, a month, and so on. Thus, the production rate is inversely proportional to the time rate.

Standard of service- this is a certain number of objects that must be serviced in the allotted unit of time by one or more employees.

Standard service time- this is the assigned time spent on servicing one given object, which can be a buyer, client, visitor or work equipment.

Number of employees- this is the required number of workers to complete the specified amount of work per unit of time.

History of application of labor cost standards

Labor cost standards have been used for a long time in human history. But for quite a long time they were empirical, in other words, they were established exclusively by experience. And only starting from the end of the 19th century. Thanks to the work of F. Taylor, the beginning of a scientific approach to labor regulation was laid. Under his direct leadership, labor standards were developed exclusively by the method of time-based observations and a kind of so-called analytical method. The most preferable methods of performing various work techniques in terms of time were determined, which were then taken as the main basis for all further calculations of standards. A huge contribution to the experience of labor rationing was made by another American specialist named F. Gilbert, who in his time became the founder of microelement rationing. And so, by analyzing operations and decomposing them into labor actions and movements, the costs of the amount of time spent on their implementation were determined and thus the most rational methods and methods of performing work were selected. Over time, the theory of labor regulation has developed into a significant and extensive field of knowledge.

Labor standards play an important role in the economy, since they are a tool for planning, accounting and analysis of labor costs and, to a certain extent, any production and distribution costs.

Labor standards cover both primary and auxiliary production, manual labor, as well as machine labor, including work on a conveyor belt, and establish certain measures of labor costs for servicing equipment, taking into account multi-machine equipment. These developed labor standards exist not only for workers, but also for employees; they cover workers on time-based and piece-rate wages.

The labor standard is based on the following factors:

• the pace of work compared to normal, in other words ideal;
• time for rest, personal needs and technological breaks.

The Dutch labor specialist Dr. Kerkhoven put forward a proposal - the law of labor rationing that he discovered, which he formulated using the following formula:

Н = В (В/П)у, where:

N - indicates the standard time for performing the specified work, which can be maintained during the working day;

B is the minimum time to complete this work at the maximum possible pace;

P - duration of work in hours;

Y is an indicator of the “degree of fatigue”.

Nowadays, the methodological foundations of standardization contain the following elements:

• expansion in the scope of work in the field of labor regulation;
• ensuring the highest quality of labor standards and their closest approximation to socially necessary labor costs;
• justification from the scientific side of the norms, taking into account all organizational, technical, socio-economic and psychophysiological factors;
• humanization of labor standards.

Basic methods of labor standardization

The first one timing- this type of method involves the study of labor operations by observing and measuring the costs of performing each individual element that is duplicated in the production of each individual unit of production or product. Observations and measurements of labor costs are entered into a card special for this record. The number of such observations can range from 6 to 80, and this in turn increases the objectivity of this study.

The second way is working time photo- this method of studying working time costs occurs by observing and measuring absolutely all, without exception, workers’ labor costs throughout a full working day or a certain established part of it. If the employee himself controls the progress and time of his work, then this is self-photography or this method is carried out by an appointed standardizer. The following types of photography are distinguished:

1. individual, when a photograph of one employee is taken;
2. route, in the case when a certain group of workers working in different areas is monitored;
3. brigade;
4. group;
5. multi-machine operators.

Observations and measurements made during photographs of working hours are entered on the photo card in text, using special indices or by drawing lines on a graph.

There is also the following no less common method - moment observation method- this is a kind of static way of obtaining average data on the actual workload of workers, as well as working equipment. Observations are carried out directly by an appointed standard monitor, who walks around workers along a certain route and records on paper what work the worker is doing at the time of the walk. The effectiveness of the method depends on the number of observations.

In modern working conditions, work rationing is carried out using special equipment. Such methods allow us to most carefully carry out microelement rationing, which is aimed at establishing labor standards for the simplest action and movement of a worker. An indicative standard for the normal pace of performing actions, or in other words, movements, is considered to be the movement of the arms and legs of a person of average physical ability walking without load along a straight, level area at a speed of 3.5-4.2 km/h.

Market transformations in Russia

Market transformations in Russia naturally lead to an increase in the intensity of labor of mainly hired workers. This process is facilitated by the fact that issues of labor standardization are increasingly becoming the prerogative of enterprises themselves. In this regard, government measures could be useful. An example is the substantiation of labor standards recommended for use in enterprises of various forms of ownership, as well as the development of legislative measures for the liability of employers due to exceeding the average statistical pace of work.

In modern times, issues of labor standardization in the country are established by the conditions collective agreement. Therefore, an important measure of control over labor intensity is the position of the trade union organization, as a result of the conclusion of a collective agreement or other sectoral labor agreements. Employment contracts could also provide for the possibility of changing labor standards only with corresponding changes in the organizational and technical working conditions, as well as prohibiting their tightening without corresponding measures to improve the working conditions. In addition, it is currently in demand and more common to establish the very minimum level of compliance with labor standards and the pace of work completion.

For the economy of the Russian Federation, the implementation of a number of tasks facing the labor standardization system is considered important:

• raising the level of applied labor standards, including their interdependence with planning, the pricing process, the organization of production, determining the number of workers and assessing their labor contribution;
• standardization of labor for managers, specialists, professionals, including other employees of the enterprise;
• development of a specific set of measures for the rational use of the capabilities of each employee individually.

World experience speaks of the continuous expansion of the use of labor regulation both in material production and in the non-productive sphere. Often in practice, only small enterprises with no more than 50 employees do not apply labor standards, limiting themselves to compliance with the most ordinary measures for organizing work activities. And it’s all too early; in modern practice, when rationing, there is a refusal to regulate work in detail.

The psychophysiological approach to the organization of work is the most necessary component in the system of measures, which in turn are aimed at the implementation of NOT. In the conditions of development of productive forces and production relations, inflated demands have been established on thinking, perception, attention, as well as the emotional state of the employee, which, as a result, has a noticeable impact on his performance from outsiders.

Performance

Performance- this is an indicator of a person’s ability to form and maintain a personal body in a state acceptable for work in order to properly ensure the highest labor productivity. It is as a result of this that issues related to the organization of labor are resolved in a comprehensive manner, taking into account all technological, economic, physiological and psychological knowledge in the field of work.

The main actor in the sphere of social production is the person with his complex psychophysiological functions, variety of abilities, changing mood, experiences and feelings.

The state of a person’s performance is basically always influenced by various environmental factors, which for the most part have an adverse effect of varying degrees, intensity and duration. During the course of work, there is a constant change in the functional state of the human body, including its central nervous system. Labor can harden a worker, but it can also lead to exhaustion of the nervous system, for example, as a result of overload, overwork occurs and even in some cases atrophy of certain muscles.

The performance of the human body reaches its highest level precisely when the working day reaches its middle, and the period of working in, in other words, entering work, occurs towards the end of the working day and is considered the lowest.

Psychophysiology in labor organization

The psychophysiological moment in the organization of work resolves two main tasks:

1. determining the requirements for the mental and physical abilities and condition of the employee to perform a specific job. Each specific type of work has its own characteristic features. The ideal performance of professional duties implies special requirements for the physiology of the employee. Many related issues are resolved during the professional selection of workers;
2. determining the causes of errors and shortcomings when an employee performs operations. Errors during work are mostly explained by the critical features of operations, the performance of additional work, the monotony of work and other various and important reasons. Doing extra work often has a negative impact on the results and time spent on the job. Basically, when performing additional work, the employee’s interest in the work itself decreases, and as a result, attention is scattered and dulled. That is why the main task is always: either to mechanize auxiliary work, or to reduce the time for their implementation, in order to achieve the goal of increasing the content and efficiency of these works.

A person’s performance decreases when performing monotonous work, which consists of repeatedly repeating monotonous labor actions and movements. Such monotonous work is performed by the smallest number of nervous elements, and at the same time with a low tone of most of the brain due to the monotony of stimuli. Limited groups of nerve centers do not have time to replenish the consumption of energy resources, and as a result, fatigue develops.

Human psyche is structured differently and therefore reacts differently to monotonous work. For some people, performing monotonous operations causes boredom and rapid fatigue, while for others these manifestations are much less pronounced.

According to the opinion and evidence of research, it has been established that the minimum possible number of elements of the operation is at least five. In order to avoid monotony in work, the scientific organization of labor offers the following ways to combat it:

• rational distribution of job responsibilities among employees;
• alternating workers in monotonous operations;
• use of variable rhythm and pace of work;
• introduction of appropriate work and rest regimes;
• use of functional music;
• application of effective labor incentive systems.

The list of measures affecting the elimination of errors in work also includes research into the reasons for the deviation of employee labor costs from generally accepted ones and the use of ergonomics.

Thus, it is generally accepted that deviations of a worker’s labor costs for performing operations from established norms, such as output, time, maintenance, are caused, first of all, by difficulties in distinguishing the elements of an operation, for the second reason due to the multitude of objects of perception at a certain point in time , distracting the employee’s attention, and, in the end, by the very imperfection of the work techniques and movements performed by the employee.

Ergonomics

Ergonomics is a field of knowledge that explores the possibility and necessity of adapting labor tools to an employee, such as instruments and control panels, machines and mechanisms, working tools, furniture and office equipment. The leading goal of ergonomics is to develop recommendations for improving psychophysiological working conditions, which in turn can provide a person with the most comfortable and convenient working conditions and the well-being of his health. The research carried out in ergonomics is based on anthropometry, biomechanics and technical sciences, and is aimed at improving the workplace, in accordance with all the necessary needs, as well as the capabilities of the employee. The level of development of this science is largely and closely related to technical progress. With an increase in the level of materialized labor, it is extremely necessary to take into account the psycho-physiological potential of a person when creating new technology, as well as entire management systems. In the “man-machine” system, the characteristics of the employee must be taken into account mainly. It is for this reason that engineering psychology, which studies human psychophysiological processes as certain links in an automated workflow management system, is moving to a leading position, resulting in an increase in labor productivity. The rational organization of labor, including mental labor, requires compliance with a number of conditions:

• “entry” into work should be gradual, you should start with simple elements, adhere to the optimal increase in the volume and complexity of mental activity;
• it is necessary to maintain consistency and systematicity in work;
• it is necessary to maintain the optimal pace and rhythm of work, since not only an excessively high, but also a low pace of work has a negative impact on a person;
• it is important to take into account the individual characteristics of a person: what is the norm for one employee may be a deviation for another;
• The optimal regime should be not only work, but also rest.

We briefly examined what labor rationing is, methods of labor rationing and the implementation of this procedure in the Russian Federation. Leave your comments or additions to the material.

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In order to use the mental potential, physical capabilities, experience and skills of employees with minimal costs, but with maximum impact, an entire system has been created. Labor rationing is the process by which an organization determines a plan for the physical or mental costs of an employee in production in order to establish a balanced relationship between the employee’s efforts and their payment.

One of the most important parts of the management of social and labor relations is labor regulation. This concept hides a process during which the physical or mental costs necessary to perform a certain unit of work by teams or individual specialists are analyzed and costs are controlled. The analysis allows us to establish relationships between measures of work and the costs of it. The standards cover main and auxiliary production.

Goals and objectives of standardization

Standardization has several functions and performs more than one task. The functionality of the process includes the following items:

• production planning;
• organization of work process;
• distribution of duties;
• assessment of the performance of individual employees for promotion.

Rationing is designed to solve several problems. The main one is to ensure the establishment of a scientifically based measure of labor costs for all types of work for each employee involved in production or management.

• In addition, the process of forming a regulatory balance solves a number of other problems:
• identification and use of reserves for increasing productivity;
• reducing the cost of finished products;
• improving capacity utilization;

assessment of the possibilities of saturation of the sales market with competitors.

Types of labor standards

• time;
• workings;
• service;
• Based on centrally developed standards, an enterprise or company independently formulates its own labor standards - the volume of a work task (for example, the number of parts) that an employee (crew) must complete in a certain time. They are designed to reflect various aspects of work activity. Currently, the main types of functional significance are the following standards:
• numbers;
• controllability;

Standard time

The working time that is established for an employee (team), taking into account the qualifications and conditions for performing a certain unit of work, is called the standard time. The standardization of working time is measured in man-hours, the calculation of the standard time for performing work is carried out according to the formula: Nvr = Tpz + Top + Brake + Totl + Tpt, in which Nvr is the norm, and the remaining elements are time:

• Тпз – for preparation and completion of work;
• Top – operational;
• Torm - spent on servicing the workplace;
• Total – spent on rest, personal needs;
• TPT – necessary for technological breaks.

Production rate

To solve production problems, it is important to understand what the production rate is. This is an indicator that sets the amount of products that an employee must make per shift or hour. The calculation takes into account the qualifications of the specialist, organizational and technical conditions. This coefficient can be calculated using different formulas; Nvir = Tcm/Nvr is often used, in which:

• Nvyr – production rate;
• Tsm - time fund;
• NVR is the norm of time.

Standard of service

Another important indicator is the maintenance rate, which determines the number of objects requiring maintenance in a given time. An example would be the number of machines that an operator must set up during a work shift. A subtype of such a norm is the controllability norm, which is applied to leadership positions. The calculation of the service rate is carried out using the formula Nob = Td/1rev, where:

• Nob – standard of service;
• Тд – actual working time fund;
• 1ob – set time for servicing 1 piece of equipment.

Labor regulation in legislation

The Labor Code establishes basic requirements for the regulation of labor activities. The document contains a section “Payment and labor standards”, in which there is a section “Labor standards”. The Decree of the Government of the Russian Federation “On the rules for the development and approval of standard labor standards” dated November 11, 2002 reveals the essence of the article. Additionally, a number of documents regulating this issue are used, these include the following:

• recommendations of the State Committee for Construction of the Russian Federation on labor standards;
• order of the Ministry of Construction of the Russian Federation for workers of bathing and laundry facilities, funeral services, and hotel workers;
• order of the Ministry of Culture for library employees;
• recommendations of the Ministry of Agriculture for veterinary specialists.

Labor standardization methods

To a decisive extent, the accuracy of the established value of working time costs depends on the chosen method for determining the norm. This concept hides a set of techniques for studying and analyzing work processes, measuring labor and time costs, identifying standard-forming factors, and so on. An accurate study will give an indicator of the rate of labor input, which is necessary and sufficient. All methods are divided into 2 groups: analytical and summary. In Germany, 7 methods were developed:

• timing;
• calculation of process time;
• method of multi-moment observations;
• method of comparison and evaluation;
• survey;
• time setpoint systems;
• planned time method.

Total

When the determination of the required time is carried out as a whole, without analyzing the labor process, standard-setting factors, or modeling the effective structure of the labor process, we are talking about a summary methodology. Rationing of work using the summary method has three types:

• experienced – the personal experience of specialists involved in the field of standardization is used;
• static – data obtained from statistical data;
• comparative (by analogy) – information obtained from a similar field with established standards is compared with the work in question.

Analytical

If it is necessary to increase productivity and labor efficiency, the analytical method is used. Its essence lies in the fact that the establishment of norms is carried out on the basis of a comprehensive analysis of the actually existing process. As a result, the optimal methods for performing each part of the work activity are selected. It is customary to distinguish the division of this technique into several varieties:

• experimental-analytical – study of the labor process in natural production conditions;
• calculation and analytical - establishing indicators according to standards for the operating mode of machines, time standards for certain operations;
• use of standard standards.

Rationing and remuneration

Research shows that within the same industry, productivity can vary by 2-3 times. The key factor influencing the achieved results is wages as the main element of employee stimulation. Organization of remuneration at any enterprise involves the development of:

• forms, systems of remuneration for labor activities;
• salary systems;
• parameters for calculating bonus payments.

The state apparatus influences the regulation of wages. The main factor is the establishment of a minimum wage. Payment requirements are also regulated in cases where the standards have not been met. If the failure to comply is the employer’s fault, then the employee must receive an amount equal to or more than the average salary. If the employee is at fault, the salary is calculated based on the actual amount of work performed. If the reasons do not depend on the employee or employer, then the employee is guaranteed payment of at least 2/3 of the salary.

Forms and systems of remuneration at the enterprise

For each enterprise, the choice of form and payment for workers is of great importance. Depending on the quality, quantity and results of labor, in interaction with rationing and tariff systems, the procedure for calculating earnings is determined. Remuneration is the most important element in motivating, attracting and retaining employees in an enterprise. In practice, two cost accounting systems are used: tariff and organizational and technical, each of which uses meters: working time and quantity of manufactured products.

Determination of official salaries

For managers, specialists and employees, a salary system is used. The monthly salary is determined in accordance with the position held. Each enterprise has a list of positions and salaries corresponding to them. Salary differentiation may depend on qualifications, degree, rank and other characteristics. The remuneration of managers is stipulated in the employment contract and is called contractual.

Such a payment system may provide bonus payments for exceeding quantitative or qualitative indicators. The legislation provides for a number of mandatory compensation allowances and surcharges:

• for work in the evening and at night;
• for work on holidays and weekends;
• minor workers;
• for the traveling nature of the work.

Development of a procedure for calculating incentive payments and bonuses

To encourage employees, many enterprises use incentive payments. A bonus is a payment given to an employee for achieving a certain result, for performing duties in excess of the basic salary. A bonus system is developed by representatives of the labor and salary department and the employee development service, and then it is approved by management. The provision on bonuses is fixed as an independent act or annex to collective agreements.

The employer has the right to independently develop the procedure for calculating incentive bonuses. Although the system may be individual for each case, it should include the following points:

• types and frequency of bonuses and payments for personnel;
• performance results that qualify for a bonus;
• circle of persons who apply for bonuses;
• indicators on which the availability and size of the premium depends;
• rules for calculating payments;
• conditions of depreciation.

Who is responsible for standardizing labor at an enterprise?

For large enterprises, a whole staff of employees is involved in calculating standardization, and for a small organization, the work of only one person (HR officer) may be involved; sometimes the introduction of a freelance specialist is required. Standardization or process organization engineers (standardizers) have knowledge of industry and intersectoral standards, know the materials used to organize labor standardization in a certain sequence, and other subtleties necessary to solve the assigned problems.

Study and analysis of working time costs

Standardization specialists study workplaces in order to determine the possibility of increasing labor efficiency by improving quality or quantity. Using standardization techniques, they formulate labor standards for specific positions or work categories. As a result of the professional’s activities, it is possible to eliminate wasted time, determine optimal work methods, build a structure of operations and sequence of actions, identify the reasons for non-fulfillment or significant over-fulfillment of standards to optimize production.

Development, replacement and revision of labor standards

When introducing new or improving old equipment, technologies that reduce labor intensity and workload, there is a need to revise the accepted rules. The reason for recalculation of standards cannot be the achievement of a high level of product production by individual performers using new techniques, technologies or improving workplaces on personal initiative. The process of registering changes corresponds to the procedure for introducing standards in an organization for the first time.

Video

Labor cost standards perform organizational, technical, planning, managerial, economic and social functions. Using labor cost standards, they calculate the load on jobs and equipment, use production capabilities, carry out intra-company and workshop operational planning, determine the need for labor by their number, professions, specialties and qualifications, production costs and a number of other technical and economic indicators at the enterprise .

The labor cost rate reflects the socially necessary labor costs to perform a particular operation and does not include any loss of working time.

The importance of standards in stimulating efficient production activities stems from the fact that they are the basis for establishing the volume of resources (amount of equipment, number of workers, supplies of materials) necessary to achieve specified production results. The validity of the resources available to an employee or production team is a prerequisite for the effectiveness of the incentive system. This is due to the fact that in enterprises all these systems are ultimately based on a comparison of actual resource costs with standard ones.

The norm of labor costs, serving as a criterion for the efficiency of labor processes, is a standard that allows us to determine and quantify the available reserves for increasing labor productivity. In this capacity, it must take into account the most advanced technology that can be used to perform the operation in a workshop or enterprise, as well as the complete equipping of the technological process with all the required equipment, tools and devices. When establishing a standard, it is necessary to take into account the most appropriate methods of work for the worker, a high level of maintenance of workplaces, normal intensity and good conditions for the worker’s work and rest.

The labor cost rate should stimulate an increase in labor productivity, that is, it should be focused on the advanced worker and set on the basis of the average level of labor productivity of advanced workers, those whose output is at the average level for the workshop or site.

Currently, enterprises use a system of labor cost standards that reflect various aspects of work activity. The most widely used types of labor cost norms are: time norm, production norm, maintenance time norm, maintenance norm, controllability norm, headcount norm.

The standard time is understood as the amount of working time that is necessary to perform a certain job by one worker or workforce of a certain qualification and composition in certain organizational and technical production conditions. It is measured in man-minutes (man-hours).

The most widespread object of standardization is a production operation - a completed part of the production process, carried out by one performer or work team at a given workplace on a specific subject of labor. The time standard established for an operation or unit of product is called the piece time standard.