Ministry of Science and Education

Russian Federation

Northwestern State Correspondence Technical University

course project

Fundamentals of the organization of production and management.

Organization of a single-subject production line.

Option number 7

Faculty: Mechanical Engineering

Group: Technology of mechanical engineering, 5 course OZFO

Student: Kalinin Alexander Dmitrievich

Head: Bulkin Boris Efimovich

Velikiye Luki

2010

Exercise

It is required to develop a single-subject production line for the manufacture of the Body part. Annual production program N=196160 pcs. Type of workpiece - casting. The percentage of dropouts taken into account for debugging the technological process and carrying out the stipulated specifications tests, b = 5%. The mode of operation of the site (shift work of the production line), s = 1. Planned time spent on the repair of technological equipment, f= 7%. Part weight - 1.7 kg. The mass of the workpiece is 2.38 kg. The material of the part is steel 30. The technological process of processing the part in the form of a list of technological operations indicating the equipment used and the technical standards of time is presented in table 1.

Table 1. Technological process for processing a part.

1. Calculation of the release cycle of the part

The part release cycle, i.e. the time interval between the release (or launch) of two successive parts, we calculate by the formula:

r = Fuh/ N 3 ,

where F e is the effective (actual) fund of the operating time of the production line equipment in the planned period;

N 3 - the number of parts to be put into production for this period (calendar year).

The launch program for products N 3 usually exceeds the production program Ne due to their elimination for debugging the technological process and for conducting tests determined by the technical conditions for the acceptance of products by the customer. That's why:

N s \u003d 100 N / (100 - b) \u003d 100 196160 / (100 - 7) \u003d 206484 pcs.

where b \u003d 7% is the elimination of products for the above reasons.

We determine the effective fund of equipment operation time on the basis of the nominal F H. And the latter is equal to the product of the number of working days in a year (there are approximately 250 of them) by the number of shifts s (indicated in the task) and the duration of the shift (480 minutes), i.e.

F H = 250 480 s.

The effective fund F e is less than the nominal one due to the whole-day and intra-shift downtime of the equipment. The first is due to downtime in repairs. Their value is indicated in the task (% of F H).

Then,

F e \u003d 250 480 s (1 - f / 100) \u003d 250 480 1 (1 - 7/100) \u003d 111600 min.

r \u003d F e / N 3 = 111600/206484 = 0.54 min/pc

2. Calculation of the required amount of equipment and its loading

Estimated, i.e. the theoretically necessary number of pieces of equipment with ip to perform each i-th operation defined as the ratio t i /r, where t i is the norm of time for this operation, and r is the cycle of product release. The calculation of the amount of equipment for each of the operations makes it possible to determine its total amount on the line, as well as the average load factor, which is equal to the ratio

where, m is the number of technological process operations.

The results of the calculation of the required equipment and the degree of its loading for each operation and the line as a whole are presented in Table 2.

Table 2. Calculation of the required equipment and the degree of its loading for each operation and line

According to Table 2, we decide whether the designed line will be continuous-flow or discontinuous-flow. Since eight out of eleven operations turned out to be synchronized (0.9   ​​i  1.1). Under these conditions, we choose a continuous flow line.

Multi-machine maintenance cannot be applied due to the high employment of the worker and the short operational time in the main operation.

3. Planning the location of equipment, selection and calculation of vehicles

At this stage, we design the production line as a production site. And this is not only a complex of technological equipment, but also means of interoperational transport, devices for placing blanks, finished products, work furniture. Moreover, all this is tied to a certain production area and placed on it in compliance with significant norms and rules. In practice, this stage is often called the layout of the production line. Figure 1 shows a plan of the production site.

Depending on the weight of the transported production facilities, the number of equipment and its dimensions, the length of the line, we choose a vertically closed belt conveyor.

In order for the pipeline to distribute work among the performers and thus serve as a means of maintaining the rhythm, it must be marked out. For this purpose, all its load-bearing elements - cells are numbered with periodically repeating numbers. The period of repetition of numbers, or the period of markup of the conveyor, is defined as the smallest multiple of the number of jobs on each of the operations. Since there are operations on the line with the number of jobs 1, 2, 3.6 and 8, the marking period will be 24.

We assign cells with certain numbers to each workplace. The number of these numbers is equal to the quotient of dividing the repetition period by the number of jobs in the corresponding operation, if only one is occupied by the operation. workplace, then it is quite natural that it serves the cells of these numbers. The numbers assigned to the workplaces are presented in tab. 3.

Table 3. Assigning numbers to jobs

In the belt conveyor we put the cell number directly on the belt, in the overhead and trolley conveyor - we number the load-bearing elements themselves.

For labeling with a given period of repetition of numbers (P), the condition of labeling must be observed, i.e. a certain ratio between the length of the traction element L and the marking pitch: L / R = integer.

72/24=3 - the condition is fulfilled.

The initial data of the designed line are given below.

On the line we use a vertically closed belt conveyor.

The minimum number of hangers on the bearing part of the conveyor in this case is 29 (the number of jobs). Since one branch is idle in a vertically closed conveyor, the total number of cells on the conveyor is K = 58. The nearest larger number of cells that satisfies the markup condition (i.e., a multiple of the number repetition period) will be 72. The length of the traction body with a line length 36m will be L=72m. Then:

l 0 \u003d L / K \u003d 72/72 \u003d 1.

As you can see, such a marking step exceeds the minimum distance between adjacent workstations (1.8m). l 0 =1< l min =1,8 м. Данное условие удовлетворяет требованию, что минимальное число грузонесущих элементов на грузонесущей части распределительного конвейера не может быть меньше количества рабочих мест на линии

As already noted, on the machining lines there is no need to check the compliance of l 0 with the limitation of the overall dimensions of the transported product. The marking step (1.89 m) in this case significantly exceeds the maximum overall size of the product (400 mm).

Let's check the found marking step for speed limitation. The marking step should be such that the speed of the conveyor V does not exceed 2 ... 3 m / min

v \u003d l 0 / r \u003d 1 / 0.54 \u003d 1.85 m / min, is within the permissible speed.

4. Building a production line schedule

The PPL work schedule is drawn up for a fixed period of time, after which the established procedure for performing work at the workplace is repeated. This period of time is called the line maintenance period. We take equal to one shift. Figure 2 shows the work schedule.

Figure 2 - Schedule of the line.

5. Calculation of reserves on the production line

Work-in-progress on a production line in physical terms is a set of intra-line backlogs (technological, turnover and insurance). Their creation and maintenance at a certain level is a condition for the smooth operation of the production line. That is why it is necessary to know exactly the minimum required (normative) dimensions of these backlogs.

The technological reserve is formed by objects of labor that are at any given moment of time directly in work, in the process of performing technological operations on them. The number of such items is at least equal to the number of jobs on the line. The transport backlog is those production facilities that are in the process of their transportation to the next operation, i.e. on the bearing part of the distribution conveyor. Their total number is equal to the ratio of the length of the bearing part L n to the marking step l o . When transferred by transport parties ( p pcs) the size of the transport backlog increases accordingly (L n / l o).

Simplified, the transport backlog of each individual operation is determined by the formula

z = c i L n / (cl o),

where c i c - respectively, the number of jobs on the i-th operation and on the line as a whole, =1 - transfer party.

Z 1 \u003d (6 1 36) / (29 1) \u003d 7.5 we accept 7 pcs.

Z 2 \u003d (8 1 36) / (29 1) \u003d 9.9 we accept 10 pcs.

Z 3 \u003d (2 1 36) / (29 1) \u003d 2.5 we accept 2 pcs.

Z 4 \u003d (1 1 36) / (29 1) \u003d 1.24 we accept 1 pc.

Z 5 \u003d (1 1 36) / (29 1) \u003d 1.24 we accept 1 pc.

Z 6 \u003d (3 1 36) / (29 1) \u003d 3.7 we accept 4 pcs.

Z 7 \u003d (1 1 36) / (29 1) \u003d 1.24 we accept 1 pc.

Z 8 \u003d (2 1 36) / (29 1) \u003d 2.5 we accept 3 pcs.

Z 9 \u003d (2 1 36) / (29 1) \u003d 2.5 we accept 3 pcs.

Z 10 \u003d (1 1 36) / (29 1) \u003d 1.24 we accept 1 pc.

Z 11 \u003d (2 1 36) / (29 1) \u003d 2.5 we accept 3 pcs.

The insurance reserve is created to prevent downtime on the line for unforeseen reasons (tool breakage, sudden failure of equipment, violation of the adjustment of a fixture or machine, resulting in the appearance of defects in a particular operation, etc.). If at some i-th operation there was a failure (failure), then it is the cause of forced downtime at all subsequent operations during the time it takes to eliminate the causes of the failure. These downtimes can be eliminated if you create in advance a stock of parts that have passed the i-th operation, i.e. an insurance reserve. It can be stored both on the i-th and on (i+1) operations.

The size of the insurance reserve z s for this operation depends on how long T s it is necessary to “insure” the line against downtime due to random circumstances, i.e. z c \u003d T c / r. The time T s for these operations is selected within 45 ... 60 minutes.

We select operations No. 4, 5 and 7.

Then, Z c \u003d 45 / 0.54 \u003d 83 pieces - insurance reserve.

6. Number of key workers.

We start calculating the number of main workers (operators) on the production line by identifying the need for workers for each profession and qualification, and then, taking into account the possible combination of professions, we will find their total number.

For each j-th profession we determine the amount of work Q j for the annual production program as the product of N z ·t j - the labor intensity of the part for the j-th type of work (professions). It is the sum of unit time norms for operations performed by workers of the jth profession. Since the volume is expressed in norm-hours (n.-h), and the norm of unit time is given in minutes, we finally have:

Q j = 1/60 N s t j .

Q 1 \u003d 1/60 206484 3.20 \u003d 11013 n.-h;

Q 2 \u003d 1/60 206484 4.58 \u003d 15762 n.-h;

Q 3 \u003d 1/60 206484 0.99 \u003d 3407 n.-h;

Q 4 \u003d 1/60 206484 0.61 \u003d 2099 n.-h;

Q 5 \u003d 1/60 206484 0.66 \u003d 12271 n.-h;

Q 6 \u003d 1/60 206484 1.58 \u003d 5437 n.-h;

Q 7 \u003d 1/60 206484 0.52 \u003d 1789 n.-h;

Q 8 \u003d 1/60 206484 1.0 \u003d 3441 n.-h;

Q 9 \u003d 1/60 206484 1.25 \u003d 4302 n.-h;

Q 10 \u003d 1/60 206484 0.44 \u003d 1514 n.-h;

Q 11 \u003d 1/60 206484 0.89 \u003d 3063 n.-h;

Next, we determine the annual budget of working time F b of the average worker, equal to the nominal fund of working hours in the year, minus the time associated with absenteeism of the worker for various reasons. Let's call it non-working time. It includes the time of regular and additional holidays, maternity leave, breaks for feeding children, preferential hours for teenagers.

We accept the share of various types of non-working time in the nominal annual budget of working time are presented in table 4:

Table 4. Time budget per worker per year

F b \u003d 255- \u003d 224.4 days \u003d 1795 hours.

The estimated number of workers P jp of the j-th profession in the general case is determined by the formula:

P jp = Q j /(K n F b),

where K n \u003d 1 - the coefficient of performance by workers of production standards.

P 1P \u003d 11013 / (1.0 1795) \u003d 6.14;

P 2P \u003d 15762 / (1.0 1795) \u003d 8.79;

P 3P \u003d 3407 / (1.0 1795) \u003d 1.9;

P 4P \u003d 2099 / (1.0 1795) \u003d 1.17;

P 5P \u003d 2271 / (1.0 1795) \u003d 1.27;

P 6P \u003d 5437.4 / (1.0 1795) \u003d 3.03;

P 7P \u003d 1789.6 / (1.0 1795) \u003d 0.99;

P 8P \u003d 3441.4 / (1.0 1795) \u003d 1.92;

P 9P \u003d 4301.8 / (1.0 1795) \u003d 2.4;

P 10P \u003d 1514 / (1.0 1795) \u003d 0.84;

P 11P \u003d 3063 / (1.0 1795) \u003d 1.7.

Total number of workers:

Turners 6.14 + 8.79 = 14.93.

Milling workers 1.17 + 1.27 + 3.03 + 0.99 = 6.46.

Driller 1.9+1.92+2.4+=6.22.

Thread cutters 0.84+1.7=2.54.

We finally accept:

Turners III category - 15 people.

Milling operators II category - 6 people.

Drillers II category - 6 people.

Thread cutters III category- 3 people, one of them with a combination of the profession of a milling cutter of the II category.

The total number of workers is 30 people.

The schedule of the line allows you to set the number of workers, R I, who must go to work every day. Naturally, the payroll number of workers P c is greater than the direct one, since some of the workers do not go to work for various reasons (vacation, illness, etc.). Between the payroll and the attendant number of workers in the two-shift operation of the line, a quite definite ratio must be observed, arising from the obvious equality:

The left side of the equality is the amount of work that must be performed by workers hourly present at work throughout the year, and the right side is the amount of work that all work lines can perform during the year, taking into account non-working hours. Hence the list number of workers for a given turnout:

R c \u003d R i F e / F b

P c \u003d 29 111600 / 107712 \u003d 30

We determine the amount of additional (non-linear) work to achieve their full employment:

Q d \u003d (P s - P p) F b \u003d (30-28.98) 107700 \u003d 109854 n.-h;

where P p is the estimated number of workers on the line, obtained by adding the estimated number of workers for each profession in accordance with the amount of work.

The average category of additional works - II.

7. Fund Definition wages(FZP) of the main workers of the production line.

We define the salary according to the tariff as the product of the amount of work in standard hours by the hourly tariff rate of the corresponding category.

З t = SQ j ·T j . - tariff fund.

The basic wage bill is the sum of the tariff fund and additional payments to the hourly fund. These are additional payments for work on the production line - 12%, high professional skills of workers, for turners and thread cutters of the III category - 12%.

The annual salary fund is the sum of the main fund and additional payments to the annual fund, such as: vacation - 9%, performance of state and public duties - 1.5%. Payroll calculations are presented in table 5.

Table 5. Payroll.

We find additional wages as the difference between the annual and basic payroll:

380832-374718.3=5928.1 rub.

We find the average monthly wage of the average worker in relation to the tariff fund to the number of workers:

380832 / (30 12) \u003d 1057 rubles.

8. Calculating the cost of manufacturing a part.

The cost of production is calculated according to the following costing items:

1. Materials.

2. Returnable waste (deductible).

3. Basic wages of production workers.

4. Additional wages for production workers.

5. Unified social tax - 26%.

6. Expenses for the maintenance and operation of equipment - 7%.

7. General shop expenses - 40%.

8. General production costs - 70%.

The cost of materials for one part is determined according to the wholesale price list, taking into account the brand of material and the weight of the workpiece. The cost of 1 kg of steel casting is 30 - 21.2 rubles.

Then, the cost of the workpiece = 2.38 21.2 = 50.5 rubles.

The cost of returnable waste is found by the weight of the waste and its price. The cost of 1 kg of scrap chips is 3.6 rubles.

Then, the cost of waste is (2.38-1.7) 3.6 = 2.45 rubles.

The basic salary for one part is defined as the ratio of the main wage bill to the program for the production of parts: 374718.3 / 206484 \u003d 1.82 rubles.

Additional wages for one part is 10.5% of the basic wages: 1.82 0.105 = 0.19 rubles.

Unified social tax 26% of the amount of the main and additional payments (labor costs): (1.82 + 0.19) 0.26 = 0.53 rubles.

General shop expenses 40% of labor costs: (1.82 + 0.19) 0.40 \u003d 0.8 rubles.

General production costs 70% of labor costs:

(1.82 + 0.19) 0.70 \u003d 1.4 rubles.

Then, the cost price: 50.5-2.456 + 1.82 + 0.19 + 0.53 + 0.8 + 1.4 \u003d 52.8 rubles.

9. Calculating the cost of work in progress

The cost of work in progress is determined by the same items as the cost of the finished part. The peculiarity lies in the fact that the parts that form the work in progress are in different operations, i.e. at various stages of readiness. The costs involved are therefore the same. Its calculation is given in table 6.

Table 6. Cost of work in progress.

The cost of work in progress materials is equal to the product of all parts of work in progress and the cost of one workpiece: 285 50.5 \u003d 14392.5 rubles.

The cost of returnable waste: 285 (2.38-1.7) 3.6 = 697.7 rubles.

We take the salary from the tab. 1.6 \u003d 20.7 rubles.

Additional salary 20.7 0.105 = 2.17 rubles.

Unified social tax (20.7 + 2.17) 0.26 = 5.9 rubles.

General shop expenses: (20.7 + 2.17) 0.4 = 9.15 rubles.

General production expenses: (20.7 + 2.17) 0.7 \u003d 15.5 rubles.

Cost of work in progress:

14392.5-697.7 + 20.7 + 2.17 + 5.9 + 9.15 \u003d 13732.7 rubles.

10. Technical and economic indicators of the production line

Collective forms of labor organization.

The closest cooperation of the members of the labor collective is achieved with the brigade form of labor organization. The brigade is a primary, relatively independent organizational unit within which the cooperation of workers' labor is carried out.

A common feature that characterizes the brigade:

team members are interconnected in the labor process;

jointly perform production order;

bear collective responsibility for the results of their work.

The use of the brigade form at the enterprise is determined primarily by the nature of the work performed, which can be conditionally divided into two groups:

works that are a single undivided complex of operations; and due to the fact that it is impossible to establish individual production figures, they can only be performed in a brigade;

works that represent a complex of operations that allow you to set individual indicators, and therefore can be performed in conditions of both individual and team labor organization.

Basic forms of brigades

With all the variety of production conditions and forms of brigade labor, all types of brigades are classified according to the following homogeneous features:

according to the degree of functional division of labor;

on cooperation of labor in time;

by profession (team of carpenters, painters).

According to the degree of functional division of labor, brigades are divided into two groups: specialized and complex.

Specialized brigade unites workers of the same profession performing homogeneous technological processes. The workers that make up these brigades differ only in the level of qualification (a team of plasterers, etc.), they are, in fact, “individual workers” - people who perform their specific, individual production task, but their association in a brigade pursues quite certain goals: subdue their work common purpose- release of final products with minimal labor costs due to interchangeability, common responsibility for the results of their work.

Integrated brigade unites workers of various professions to perform heterogeneous, but technologically interrelated work in production finished products or for maintenance of complex equipment (mining team).

Enlarged-complex brigade- This is a primary production team, consisting of separate professional groups of workers (links or teams) that perform the full range of work assigned to them. At individual enterprises, these brigades were called "team-section", "team-shop".

Depending on the forms of division and cooperation of labor, the following types of complex teams are distinguished:

brigades with a complete division of labor, in which each worker performs a strictly defined range of work in his specialty, occasionally assisting other members of the brigade;

teams with a private division of labor, in which workers, in addition to their specialty, constantly perform other work;

teams without division of labour. They have achieved complete interchangeability and each worker can perform all the operations included in the complex of works.

According to the cooperation of labor in time(depending on the requirements of the team, technology) both specialized and complex are divided into shift and through (daily).

shift brigade works in one, two or even three shifts, but in each shift completes the entire range of work. The condition for organizing a shift team is the duration of the production cycle, which must be equal to or a multiple of the shift time.

Through (daily) brigade is created from two or three shift links and is created in cases where the duration of the production cycle exceeds the shift time. Such a team has a common production task to go to work, and wages depend on end results labor of the entire team per month.

through(daily) team in continuous production, In such brigades, according to the conditions of technology or economics, breaks between shifts and general rest days are unacceptable or undesirable (at power plants, at sowing or harvesting in agriculture).

With such an organization of production, the most effective and progressive is a four-brigade three-shift work schedule with sliding days off (continuous sliding work schedule).

The organization of the production team is based on:

on a preliminary calculation of the numerical and professional qualifications;

building workload schedules for workers during the shift; developing

measures to ensure the consistency of the actions of performers;

rational distribution of workers in the team.

Further development and improvement of the brigade form of labor organization was a collective contract.

Collectivecontract is a progressive method of management based on the use of the advantages of an integrated form of labor organization and its payment according to the final results and in-house economic accounting.

The essence of this form of labor organization lies in the fact that the team of workers (team, section, shop, enterprise) assumes certain obligations for the production of products (works, services), the enterprise administration undertakes to provide the contracting team with all the resources necessary for this and pay production products (works, services) according to pre-accepted conditions and prices.

With the transition to a collective contract, the principles of collective forms of organization and stimulation of labor extend to higher levels of management - a site, a workshop, production, and even an enterprise within the association. Each level becomes a single team, where wages become directly dependent on the final results of work.

The main conditions for the effective use of collective contracting at the level of brigades and workshops are:

the relative organizational isolation of the contract team, the performance of a technically completed cycle of work or the release of finished products;

the validity and stability of the planned tasks and standards set by the contracting team;

timely provision of the contract team with the necessary material resources, technical documentation;

formation of collective earnings based on the final results of the work of the team;

distribution of funds for remuneration among members of the contract team, taking into account their personal contribution to the overall results of work;

development of self-government of contract teams, granting them independence in solving operational and production issues;

ensuring mutual economic responsibility of the administration of the enterprise and the contract team for compliance with the terms of the contract.

Peculiarities of rationing in conditions of brigade labor organization.

The object of labor rationing is the collective labor process. The ultimate goal of rationing is to establish a complex norm of time per unit of the final product of the brigade: a set of parts (team-set), assembly, product.

Simply stimulating existing individual norms does not allow taking into account the effect of collective labor and leads to a decrease in the intensity of the complex norm. This is explained by the fact that in the current time standards, such categories of working time costs as preparatory and final time (T p.z.), time for servicing the workplace (T orm.), Time for rest and personal needs (T wave) , established only for individual work. The collective labor process, first of all, has a significant impact on the magnitude (in the direction of decrease) of these categories of labor time costs.

Preparatory - final (T p.z.) time is significantly reduced due to the fact that the work started in the previous shift continues without readjusting the equipment in the next shift (through teams) or due to the inclusion of adjusters in the team (complex teams).

The time for maintenance of the workplace (Torm.) Is reduced due to:

inclusion of auxiliary workers in the brigade (it will be covered by operational time);

shift transfers "on the go" (through crews).

Time for rest and personal needs (T wave) decreases due to the fact that the factors that determine it (monotony, tension, etc.) are significantly reduced under the conditions of the brigade.

The basis for establishing a comprehensive time norm for the team is operating (T pcs.) Time norms calculated for individual work. If each operation is performed by one worker, the formula is used:

N br \u003d ∑ n T pc i * K eff,

where T pcs i - time rate of the i-th operation; n is the number of operations assigned to the brigade; K eff - coefficient taking into account the effect of collective labor.

If some operations employ several workers, this rate is calculated by the formula:

N br \u003d (∑ n T pcs i * H h i) * K eff,

where H h i is the norm of the number of workers performing the i-th operation.

If the team simultaneously produces several units (sets) of products, the rate is calculated as follows:

H br = ∑ n T PCS i *TO ef ,

where m is the number of units (sets) of products manufactured by the team.

The correction factor (K eff), taking into account the effect of collective labor, is calculated on the basis of chronometric observations.

Conclusion.

The modern level of development of production forces, characterized by the use of a variety of equipment and production technologies, involves joint work a large number of people. Such labor is unthinkable without its organization, which acts as an ordered system of interaction between workers and the means of production and with each other in a single production process.

The importance of labor organization increases with the development of market relations that contribute to the revival of competition, in which labor productivity gains great weight. In addition, with the technical improvement of production, the price of a unit of labor time increases. The correct organization of labor contributes to the rational use of equipment and the time of those working on it, this increases labor productivity, reduces the cost of production, and increases the profitability of production.

At the present stage of development of the country's economy, it is necessary to widely disseminate the principles of collective contracting for the activities of associations and enterprises, to create enlarged integrated self-supporting teams, contracting and rental teams in large production units (sections, workshops), aimed at the final results of production.

List of used literature:

Bazhenov V.I., Potalitsyna L.M. Organization and regulation of labor: Proc. allowance / Vol. polytechnic un-t., Tomsk, 2003

Pogosyan G.R., Zhukova L.I. Labor Economics, M., "Economics", 1991.

Skorobagaty E.I., Vorozhbiy M.G. Work with personnel in new business conditions, K., 1992.

Shchekin G.V. Basics personnel management, K., MAUP, 1993.

Application:

A task: In the first half of the year, 900 thousand people per hour were worked out by workers; their hourly wage fund (WP) - 500 thousand USD; average daily salary - 4.45 c.u. In the second half of the year, the number of hours of work increases to 950 thousand people per hour, and the average daily salary due to the increase in hours of work per shift rises to 4.6 c.u. The amount of additional payment to the hourly fund is 6000 USD, the average duration of a work shift is 8 hours. Determine the planned daily salary fund and the growth index of the average hourly and average daily salary.

1. Organization payment labor on the enterprise (8)

   Abstract >> Finance

   Productivity growth labor. Time payment system labor based on the application collective its forms organizations. For ... may not coincide with the production in-line lines. Then the workers unite in brigade with joint liability. At...

2. Organization, rationing and payment labor in the brewing industry on the example of OJSC Vyatich of the city of Kirov

   Coursework >> Economic theory

   At collective using technology, organizations in-line lines. Norms count on the the basis of the standards. Standard - costs labor on the... , according to the results labor the whole team ( brigades, link, squad). collective pay each employee...

3. Organization payment labor workers

   Coursework >> Economics

   ... organization. Installed payment systems labor

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Taking into account the high intensity of labor during multi-machine maintenance, the time for rest and personal needs is calculated according to the standards for mass production.

The calculation of the norm of piece time for multi-machine maintenance is carried out according to the formula

for conditions of large-scale and mass production:

Tsht = .

for the conditions of serial and small-scale production:

Tsht = .

Rationing of labor in the conditions of automated production

With the help of labor rationing in the conditions of automatic lines, the following tasks are solved:

Calculation of labor standards and the required number of workers serving the line: adjusters, operators, mechanics, controllers;

Establishing a service plan.

Due to the fact that those working on automatic lines are most often combined into integrated teams, the issues of labor rationing are solved simultaneously with the choice of forms of division and cooperation of labor and a service system.

As the norms, the productivity norms of the automatic line can be used, which at the same time are the production norms for the workers serving it, the norms of time and the norms of service. Equipment performance standards are set according to the limiting equipment that is part of the line. In this case, it is necessary to choose the most rational mode of operation of the limiting equipment. The operating mode of the rest of the equipment is set based on the time spent on the manufacture of products on the limiting equipment. This achieves synchronization of the automatic line, similar to the synchronization of production lines.

Line performance rate (Np.l) is determined by the formula

Np.l \u003d A x Kp.v x Kn,

where A is the hourly theoretical productivity of the limiting equipment of the automatic line;

Kp.v - coefficient of useful time of the machine;

Kn - coefficient taking into account the incomplete use of the line for technical reasons independent of workers and production (determined experimentally).

As a rule, when designing a line, equipment of equal productivity is selected. However, there may be cases where there is equipment of different capacity, which limits (limits) the performance of the entire line. Sometimes the equipment can be limiting due to the high (compared to others) coefficient of underutilization of the machine (Kn) for reasons beyond the control of production. In this case, the number of limiting equipment is determined taking into account the coefficient Kn.

The theoretical capacity of the line (A) is calculated by the following formula

where Nц - the volume of products produced in one cycle of work;

TC - the duration of one cycle of the line, min;

Tr - time for which the norm is set (hourly shift), min.

Line useful time coefficient (Kp.v.) is determined by the formula

where Tts.s - time of cyclic operation of the line during the shift;

m is the number of cycles in a shift.

The cycle time is set according to the limiting equipment that is part of the line, with the most rational mode of its operation according to the formula

Tc \u003d Tcm - Ttech - Tp,

where Ttech is the tool replacement time and Maintenance section of the line during the shift;

Tp - breaks for organizational maintenance of the workplace, rest and personal needs.

The rate of time of the automatic line (Nvr.l) per unit of production is calculated by the formula

where Np.l is the productivity rate of the automatic line.

To determine the number of adjusters serving the line, service rates are calculated using the formula

where Tz is the time the service technician is busy during the shift for servicing one automatic line, including active monitoring. It is determined according to the data on the basis of which a schedule (regulation) of maintenance is drawn up

Tz \u003d Tn.p. x Kd,

where Tn.p - the time of adjustment and adjustment work performed during one shift, established according to the standards or with the help of chronometric observations for this automatic line;

Kd is a coefficient that takes into account the rest of the work performed by the adjuster during the shift, including active supervision. It is determined from photographs of the adjuster's working time as the ratio of the total time of his employment to the time for performing adjustment and adjustment work, Kd > 1.

If the calculated service rate is less than one, then one adjuster will not have time to service the automatic line. Then the number of adjusters serving one line (N) will be equal to

The same formulas are used to determine the service standards for operators and supervisors. The only difference is that for these categories of workers, the time of employment is determined according to the relevant standards.

After calculating the personnel necessary for servicing the automatic line, this calculation is refined by taking a photograph of working time, according to which a rational redistribution of work on servicing the line between workers is carried out in order to better load and reduce their number. For example, if the adjuster is underloaded with the main work, he may be charged with partial or complete maintenance of the line, elimination of minor malfunctions of equipment, tooling, loading blanks, unloading parts, etc. The operator, in order to ensure the most complete load, in addition to his main functions, can change oil, coolant, etc.

Labor rationing during the period of mastering the production of new products

Under strict regulations production process with a high level of its mechanization and automation, high demands are placed on the quality of labor standards in force throughout the entire production of products. The level of their compliance with existing organizational and technical conditions has a great influence on accelerating the development of production new products. At the stage of preparing production for the release of new products, technically sound standards are established by the analytical and calculation method for design conditions, taking into account the rational organization of workplaces, systems for their maintenance, the use of designed equipment, tooling, fixtures and tools. The development of new products is a difficult and crucial moment for each enterprise, since during this period there are significant changes in the organizational and technical conditions of production while improving the methods and techniques of performing work, developing specialized production skills among workers. As a result, there is a continuous, very significant reduction in the time spent on manufacturing a new product or performing operations. The reduction in labor costs during this period occurs under the influence of two groups of factors:

COURSE PROJECT

Discipline: Organization of production at the enterprise of the industry

Topic: "Production line design"

Is done by a student:

Head: Bakhotsky V.V.

Introduction. 3

1. TECHNICAL REGULATION OF LABOR.. 4

1.1 Calculation of the main parameters of production lines. 4

1.2. Determining the type of production line. 7

1.3 Organization of multi-machine service. 9

1.4 Organization of parallel maintenance of machines from different operations 12

1.5 Building a schedule of the line. 14

1.6 Calculation of line staff. 16

1.7 Determination of the value of intralinear backlogs. 17

2. PLANNING THE PRODUCTION COST OF THE PART 19

2.1. Determining the need for equipment. 19

2.2 Determining the need for basic materials. 20

2.3. Determining the need for production space. 21

2.4. Determining the need for electricity. 22

2.5. Determination of capital investments in the organization of production. 23

2.6. Determination of annual production costs………..24

Conclusion. 26

Applications……………………………………………………………………..27

Bibliography…………………………………………………………….29

Introduction

In this course work, a production line is designed.

The course work aims to consolidate the theoretical foundations of the organization of production, practical use acquired skills, the choice of the most rational methods of organizing production.

The main task of the project is to choose the form of organization of the production of hulls according to the given program and operational time, to determine economic efficiency project - calculate the main production costs, build schedules for multi-machine maintenance, schedules for reducing the staff of the projected line.

Theoretical and teaching aids on the subject of the course, as well as lecture material.

When performing a course project, the calculations are accompanied by explanations, analysis and justification of the chosen solution. Many data are presented for clarity and convenience in tables. There are applications in the form of a schedule and schedules of multi-machine maintenance.

TECHNICAL REGULATION OF LABOR

Calculation of the main parameters of production lines

When designing a production line, its main parameters are calculated: the cycle of the production line, the number of jobs on the production line, the load factors of jobs and the production line as a whole. The following data is required for calculations:

Table 1.1

Operation time

F g \u003d F n (1-k n) \u003d 240000 * (1-0.06) \u003d 225600 min.

F n \u003d 60 * D r * t cm * k cm \u003d 60 * 250 * 8 * 2 \u003d 240000 min.

where k p \u003d 6% - loss factor

F n - nominal annual fund of time, hour.

D p \u003d 250 days. - the number of jobs in the period

t cm \u003d 8 h. - duration of the shift

k c \u003d 2 - number of shifts

F g is the actual annual fund of equipment operation time, hour.

The production line cycle is the average estimated time interval between the start (start cycle) or release (release cycle) of two adjacent parts on the production line. Production line cycles are consistent with production program for the planned period and are calculated by the formulas:

Release stroke:

r in \u003d F g / N in \u003d 225600 / 180000 \u003d 1.25;

Start stroke:

r c \u003d F g / N c \u003d 225600 / 183600 \u003d 1.23;

N s \u003d N in * K s \u003d 180000 * 1.02 \u003d 183600 pcs.

F g is the actual fund of the production line operation time in the planning period;

N in \u003d 180000pcs / year - the volume of output of products in the planning period;

N s - launch volume for the same period of time.

The calculation of the number of jobs (machines) on the production line is based on the need for a time equal to a tact to process one part at each operation. The estimated number of jobs (machines) on the i-th operation of the production line is determined by the formula:

C p i \u003d t pcs / r s;

Where C p is the estimated number of jobs (machines) at the i-th operation,

t pcs - piece-calculation time for the operation.

С р1 = 6.4/1.23=5.2

С р2 = 6.6/1.23=5.4

С р3 = 5.6/1.23=4.6

С р4 = 10.2/1.23=8.3

С р5 = 8/1.23=6.5

С р6 = 6.4/1.23=5.2

С р7 = 7.2/1.23=5.9

The number of jobs can only be an integer, so the accepted number of jobs - C pr - is obtained by rounding the estimated number of machines to the nearest larger integer.

h i \u003d C p i / C pr i,

The accepted number of jobs as a whole is determined by summing the number of jobs by operations:

With pr \u003d ΣSp. \u003d 6 + 6 + 5 + 9 + 7 + 6 + 6 \u003d 45 work. places.

We summarize the calculations in table 1.2:

Table 1.2

Calculation of the number of jobs

ηmean=ΣMean / ΣComp.=41.1/45=0.91

Determining the type of production line

The type of production line by the number of fixed objects of labor is determined by the value of the average load factor. If the average load factor of the production line is at least 0.75, then the line is single-subject. Otherwise, the creation of a single-subject line is considered inappropriate and it is loaded with items of a different name, turning into a multi-subject production line.

Conclusion: based on the calculations given in table 1.2, we conclude that this production line is single-subject, since h I \u003d 0.91\u003e 0.75.

The type of production line according to the nature of the movement of the object of labor is determined by the value of the coefficient of non-synchronization, which characterizes the degree of violation of the synchronization condition. The coefficient of non-synchronization is calculated for each operation according to the formula:

We summarize the calculations in table 1.3:

Table 1.3

Calculation of the coefficient of non-synchronism.

When designing a production line, the deviation from synchronism is no more than 10%, so if, at least for one operation, the value of the non-synchronization coefficient exceeds 10%, then the production line is considered discontinuous.

Conclusion: this production line is discontinuous, because the coefficient of non-synchronization for the first operation was 13.28%, for the second - 10.57%, for the sixth - 13.28%, which exceeds 10%.

Job number:

Year added:

Workload:

Introduction 3
Chapter 1. Theoretical basis regulation and organization of labor 5
1.1 The essence of regulation and organization of labor 5
1.2 The concept of work and rest 10
Chapter 2. Analysis of the organization and regulation of labor at the GAZ enterprise 14
2.1 Organizational and economic characteristics of the enterprise 14
2.2 Calculation of a one-piece continuous production line 14
Chapter 3. Improving labor rationing in the company "Gas" 22
Conclusion 28
References 30
Appendix 1…………………………………………,,……………….31

Excerpt from work:

Some abstracts from the work on the topic Organization and rationing of labor on production lines
Introduction

The relevance of the topic of this work is due to the fact that the reform of the Russian economy requires a radical restructuring of the entire economic mechanism, the creation of new socio-economic relations, effective system production management and labor organization in enterprises. The success of economic reforms largely depends on improving the performance of workers.
One of the measures to improve the performance of employees is to increase the level of labor organization at sites, divisions, and enterprises as a whole. Practice shows that an imperfect organization of labor will inevitably lead to a decrease in the final results of the enterprise.
Improving the organization of labor at OOO Gaz is topical issue in modern conditions management. Since the organization of labor of enterprises is an extremely complex and costly process, it is of great importance for the efficiency of activities, and therefore needs to be system support, clear regulation and constant control by management.
............
Chapter 1. Theoretical foundations of rationing and organization of labor

1.1 The essence of rationing and labor organization

The most important element of the organization of labor, including wages, is rationing - the establishment of reasonable costs and labor results individual workers or groups of workers in the manufacture of products or the performance of work in certain organizational and technical conditions.
Labor standards are necessary when developing various plans and programs, determining the need for equipment and labor force, calculation production capacity, improvement technological processes, rationalization organizational structure enterprises, payroll organizations.
The theory and practice of foreign and domestic enterprises have developed a unified approach to determining the method of labor rationing, which is usually understood as a set of means, techniques, methods, measures and calculations by which the process of establishing labor standards is carried out. The methods of labor rationing mainly include: analysis of the labor process, design of rational technology and organization of labor, direct calculation of norms.
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