Basic principles of rational organization of production. The principles of the organization of the production process. The production cycle and the organization of the production process in time. Characteristics of the principles of rational organization of the production process
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The rational organization of production must meet a number of requirements and be based on certain principles. The characteristics of the principles of rational organization of production processes and the formula for calculating the coefficients are presented in table. 6.
Table 6 - Principles of rational organization of production
| Principle and its characteristics | Formulas for calculating coefficients |
| Specialization - minimization of the variety of jobs and operations, processing modes and other elements of the production process | k cn = n i / c, where n i is the number of operations performed during the planning period; c - the number of pieces of equipment employed in the manufacturing process of products |
| Proportionality - consistency of all elements of the production process, primarily in terms of productivity and production capacity | k proportion. = M n / M n +1, where M n and M n +1 is the production capacity of a pair of conjugate stages, with M n = M n +1 K pr = 1 (integer - const) |
| Parallelism - simultaneous execution of operations and parts of the production process | k pairs = t i * n / T pts, where t i is the labor intensity of the work performed; T pts - the duration of the production cycle; n is the size of the batch of processing; m is the number of operations (jobs) in the production process; for complex production processes k psl = T pts / T psl, where l is the number of simple processes in a complex |
| Continuity - the movement of the subject of labor in production without lying and waiting for processing, work of workers and equipment; elimination or minimization of all types of interruptions | k np = (T pts -T standby) / T cp or k np = (T c i) / T pts, where T stand is the time spent lying and waiting for treatment; T c - the duration of the technological part of the production cycle, m - total amount redistribution; discontinuity coefficient - k pp = T stand / T pts, |
| Straightness - spatial convergence of operations, stages of the process, excluding the return movement of the object of labor in the production process | k pr = (T tr) / T pts, where T tr is the duration of transport operations, j is the number of transport operations |
| Rhythm of production - production of the same volume of products for equal intervals of time | k pw = (B phi) / B p i, where B ph i is the actual output (within the limits of not higher than the planned target) for individual segments of the analyzed period, B p i is the planned volume of production for a given period, m is the number of segments analyzed period |
| Rhythm of work - performance of equal amounts of work in terms of quantity (in total in standard hours) and composition (types of work) for equal intervals of time | k pp = D pr / D p, where D pr is the number of working days (hours) in the analyzed period during which the products were produced, D p is the total number of working days (hours) in this period |
Variety of operations as an indicator specializations, depends, first of all, on the range of products assigned to one production unit. Frequent readjustments, restructuring are the reasons for the loss of working time. System perfection contributes to their reduction operational planning and constructive and technological unification. It leads to a reduction in the range of products and a variety of technological processes (typification). At the same time, an increasing volume of production of the same type of products contributes to the stabilization of production conditions and an increase in the level of organization of the production process.
Proportionality in the organization of production assumes the correspondence of the throughput (relative productivity per unit of time) of all divisions of the enterprise - shops, sections, individual jobs for the production of finished products. The proportionality of production excludes the overload of some areas, that is, the emergence of "bottlenecks", and the underutilization of capacities in other links, is a prerequisite for the uniform work of the enterprise and ensures uninterrupted production.
The basis for maintaining proportionality is the correct design of the enterprise, the optimal combination of main and auxiliary production links. However, with the modern rates of production renewal, the rapid change in the range of products produced and the complex cooperation of production links, the task of maintaining the proportionality of production becomes constant. With a change in production, the relationship between production links, the load of individual redistributions, change. Rearmament of certain production units changes the established proportions in production and requires an increase in the capacity of adjacent areas.
One of the methods of maintaining proportionality is operational scheduling, which allows you to develop tasks for each production link, taking into account, on the one hand, the integrated output of products, and on the other, the fullest use of production capabilities. In this case, the work of maintaining proportionality coincides with planning the rhythm of production. Proportionality in production is also supported by the timely replacement of tools, an increase in the level of mechanization and automation of production, through changes in production technology, etc. This requires a systematic approach to solving issues of reconstruction and technical re-equipment of production, planning the development and launch of new production facilities. To maintain proportionality, it is necessary to optimize the nomenclature-quantitative tasks according to the criterion of the completeness of the equipment load. Proportionality also contributes to the introduction of complex mechanization and automation of production.
Violation of proportionality is a disproportion in the organization of production, the formation of "bottlenecks", deterioration in the use of equipment and working time, an increase in production backlogs, a lengthening of the production cycle and, as a result, a decrease in production efficiency.
The increasing complexity of products, the use of semi-automatic and automatic equipment, the deepening of the division of labor increases the number of parallel processes for the manufacture of one product, the organic combination of which must be ensured, that is, it complements proportionality with parallelism.
Parallelism- simultaneous execution of separate parts of the production process in relation to different parts of the total batch of parts. It can take place during the execution of the operation itself, during the course of adjacent operations, during the execution of all types of processes. The wider the scope of work, the less, other things being equal, the duration of production. It is expressed in the simultaneous operation of several machines at an operation, in multi-subject processing on machines, in combining machine-automatic processing with the execution of manual or auxiliary elements of the operation.
Parallelism is implemented at all levels of the organization. At the workplace, parallelism is ensured by improving the structure of the technological operation, and, first of all, by technological concentration, accompanied by multi-tool or multi-subject processing. The parallelism in the execution of the main and auxiliary elements of the operation consists in combining the time of machining with the time of installation and removal of parts, control measurements, loading and unloading of the apparatus with the main process, etc.
When organizing a complex production process, a technologically possible simultaneous execution of simple partial production processes is envisaged. The possibility of this depends on the degree of unification and interchangeability of structural elements allowing their independent manufacture.
In the context of a complex multi-tier process of manufacturing products, it is becoming increasingly important continuity production, which accelerates the turnover of funds. Proportionality creates the objective prerequisites for continuity. At the workplace, it is achieved in the process of performing each operation by reducing the auxiliary time (intraoperative breaks), at the site and in the workshop when transferring a semi-finished product from one workplace to another (interoperative breaks) and at the enterprise as a whole, minimizing breaks, inter-workshop lying to a minimum ...
The continuity of work within the operation is ensured, first of all, by the improvement of labor tools - the introduction of automatic changeover, automation of auxiliary processes, the use of special equipment and devices.
Reduction of interoperative breaks is associated with the choice of the most rational methods of combination and coordination of partial processes in time. One of the prerequisites for reducing interoperative breaks is the use of continuous Vehicle; use in the production process of a rigidly interconnected system of machines and mechanisms, the use of rotary lines.
Continuity of production is considered in two aspects: continuous participation in the production process of objects of labor - raw materials and semi-finished products and continuous loading of equipment and rational use working time. While ensuring the continuity of the movement of objects of labor, at the same time it is necessary to minimize stoppages of equipment for readjustments, in anticipation of the receipt of materials, etc. machine tools, etc.
One of the prerequisites for the continuity of production is direct flow in the organization of the production process, which is the provision of the shortest path for the product to pass all stages and operations of the production process, from the start of production of raw materials to the release of finished products. For this, the operations and partial processes are spatially arranged in the order of the operations of the technological process, as a result of which the time of passage of the product in production is reduced, as well as the traffic flows are streamlined and the turnover of goods decreases. Then the problem arises of optimizing the arrangement of equipment and the location of workplaces.
In accordance with this requirement, the location of workshops and services on the territory of the plant, the placement of sites in workshops are designed. The mutual arrangement of buildings and structures on the territory of the enterprise, as well as the location of the main workshops in them, must comply with the requirements of the production process. The flow of materials, semi-finished products and products must be forward and the shortest, without counter and return movements. Auxiliary workshops and warehouses should be located closer to the main workshops they serve. This principle can be most fully implemented with a stable nomenclature of manufactured products and a developed typification of technological processes.
To ensure the full use of equipment, material and energy resources and working time, it is important rhythm of production... It is expressed in the repetition of private production processes at all stages of production at equal intervals of time and the implementation at each workplace at equal intervals of time of the same volume of work, the content of which, depending on the method of organizing workplaces, can be the same or different. The principle of rhythm assumes a uniform release of products. Their relationship predetermines uniformity of production.
The rhythm of production is one of the main prerequisites for the rational use of all its elements. With rhythmic work, the equipment is fully loaded, its normal operation is improved, the use of material and energy resources, working time is improved. Ensuring rhythmic work is mandatory for all production departments - main, service and auxiliary shops, material and technical supply.
Methods of organizing rhythmic production depend on the characteristics of the specialization of the enterprise, the nature of the manufactured products and the level of organization of production. The rhythm is ensured by the organization of work in all divisions of the enterprise, as well as its timely preparation and comprehensive service.
The current level of scientific and technological progress presupposes compliance principle of flexibility organization of production. In the context of the rapid renewal of the product range, the production technology is changing. Meanwhile, a quick change of equipment, its redevelopment would cause unreasonably high costs, and this would be a brake on technical progress; it is also impossible to frequently change the production structure, spatial organization. This put forward a new requirement for the organization of production - flexibility. In the element-wise section, this means, first of all, a quick changeover of the equipment. Advances in microelectronics have created a technique that is capable of a wide range of uses and produces automatic self-adjustment if necessary.
Ample opportunities to increase the flexibility of the organization of production are provided by the use of standard processes for the implementation of individual stages of production, compliance the typification principle... It is well known the construction of variable-flow lines, on which various products can be manufactured without their restructuring. So, now on shoe factory different models are produced on the same production line women's shoes with the same method of attaching the bottom; on car assembly conveyor lines without changeovers, machines are assembled not only different colors but also modifications. Effectively creating flexible automated production based on the use of robots and microprocessor technology.
Standardization provides great opportunities in this regard. Most complete principle of standardization in the organization of production is reflected in the application of technological regulations approved for each technological process. The regulations determine the requirements for the parameters of the technological process, for the system of links in the technological chain, as well as the requirements for the quality of raw materials, semi-finished products and the resulting products. In such conditions, when switching to release new products or mastering new processes, there is no need to rebuild all partial processes and production links. The implementation of this principle makes it possible to organize the production process in conditions of complex technological and production-economic relations.
One of the most important principles modern organization production is its complexity, cross-cutting nature . Modern production processes are characterized by the splicing and interweaving of main, auxiliary and service processes, while auxiliary and service processes take an increasing place in the production cycle. This is due to the well-known lag in mechanization and automation of production services in comparison with the equipment of the main production processes. In these conditions, it becomes more and more necessary to regulate the technology and organize the implementation of not only the main, but also auxiliary and service production processes.
Preventive principle(fr. preventif from lat. praevenio - anticipating, warning) arises from the connection between technological redistributions and the proportionality of their capacities. This principle involves the prevention of possible deviations in the course of production processes. This is achieved by operational management of production, preventive maintenance, planning balances material flows and others. The system of organizing the production process must have the necessary reliability, that is, the ability to withstand various obstacles that violate it normal work... For this, the system should provide for self-regulation mechanisms based on high-quality regulatory framework, optimal planning and control methods, necessary reserves to ensure uninterrupted process in case of random interference, etc.
The principle of economy provides for the saving of working time and such a construction of the production process, which ensures the reduction of losses, energy and fuel savings and an increase in production efficiency.
The principle of economy when organizing production processes, it is provided with the minimum costs for a given result or the maximum result for a given cost.
The principles of rational organization of the production process can be divided into two categories: general, independent of the specific content of the production process, and specific, characteristic of a specific process.
General principles - these are the principles that must obey the construction of any production process in time and space. These include the following:
the principle of specialization, meaning the division of labor between the individual divisions of the enterprise and workplaces and their cooperation in the production process;
The principle of parallelism, providing for the simultaneous implementation of separate parts of the production process associated with the manufacture of a specific product;
The principle of proportionality, which assumes relatively equal productivity per unit of time of interconnected divisions of the enterprise;
The principle of direct flow, which provides the shortest path for the movement of objects of labor from the launch of raw materials or semi-finished products to the receipt of finished products;
The principle of continuity, providing for the maximum reduction in interruptions between operations;
the principle of rhythm, meaning that the entire production process and its constituent partial processes for the manufacture of a given amount of products must be strictly repeated at regular intervals;
The principle of technical equipment, focused on the mechanization and automation of the production process, the elimination of manual, monotonous, heavy, harmful labor to human health.
The production process includes a number of technological, informational, transport, auxiliary, service and other processes.
Manufacturing processes consist of main and auxiliary operations. The main ones include operations that are directly related to changing the shapes, sizes and internal structure of the processed items, and assembly operations. Ancillary operations are the operations of the production process for quality and quantity control, movement of processed items.
The set of basic operations is usually called a technological process. It constitutes the main part of the production process. The nature of the technological process to the greatest extent determines the organizational conditions of production - the construction of production units, the nature and location of warehouses and storerooms, the direction and length of transport routes.
Operation - a part of the production process, performed at one or more workplaces, by one or more workers (brigade) and characterized by a complex of sequential actions on a certain object of labor.
The main parameters of the production process are the pace and tact of the operation.
The rate of an operation is the number of items launched into (or released from) an operation per unit of time. The rate of the operation (TOP) is determined by the ratio of a single start (release) of the operation (Vop) to its cycle (TK OP):
T OP = V OP / TK OP = V OP / (t k),
where t is the duration of the operation; k is the number of jobs to perform the operation.
The cycle of the operation is the time during which the object of labor or batch is released from the operation:
TK OP = t / V OP.
Classification of production processes
Various branches of industrial production, as well as enterprises of the same branch of industry, differ significantly from each other in the nature of the products created, the means of production used and the technological processes used. These differences give rise to an exceptional variety of production processes taking place in enterprises. The most important factors that determine the specifics of production processes in industrial production are: composition finished product, the nature of the impact on the objects of labor (technological process), the degree of continuity of the process, the value different types processes in the organization of production of products, type of production.
The finished product influences the production process by its design (complexity and size of shapes), as well as the required precision of the components, physical and chemical properties.
From the point of view of the organization of production great importance also has the number of components of the manufactured product. On this basis, all production processes are divided into processes for the production of simple and complex products. The production process for the manufacture of a complex product is formed as a result of a combination of a number of parallel processes for the production of simple products and is called synthetic. Processes, as a result of which several types of finished products are obtained from one type of raw material, are called analytical. The more complex the product and the more varied the methods of its manufacture, the more complex the organization of the production process.
The predominance of a particular type of production process in an enterprise has a great influence on its production structure. So, with synthetic processes, there is an extensive system of procurement shops, in each of which the initial processing of raw materials and materials takes place. Then the process moves to a narrower circle of processing shops and ends with one production shop. In this case, the work on material and technical support, external and internal plant cooperation, management of procurement production is very laborious.
In the analytical process, one procurement shop transfers its semi-finished products to several processing and manufacturing shops specializing in the manufacture of various types of products. In this case, the enterprise produces a significant number of different types of products, has large and ramified sales links, at such enterprises, secondary production is usually developed.
By the nature of the impact on objects of labor, production processes are divided into mechanical, physical, chemical, etc. By the degree of continuity - into continuous (there are no breaks between different operations) and discrete (with technological breaks).
At the stage of manufacturing the finished product, procurement, processing and finishing production processes are distinguished.
According to the degree of technical equipment, there are manual, partially and comprehensively mechanized.
Production cycle
Production cycle - one of the most important technical and economic indicators, which is the starting point for calculating many indicators of production and economic activities of the enterprise. On its basis, for example, the timing of launching a product into production is established, taking into account the timing of its release, the capacities of production units are calculated, the volume of work in progress is determined, and other planned production calculations are carried out.
The production cycle of manufacturing a product (batch) is a calendar period of its being in production from the launch of raw materials and semi-finished products into the main production to the receipt of a finished product (batch).
Cycle structure
The structure of the production cycle includes the time for performing the main, auxiliary operations and breaks in the manufacture of products (Figure 1.3).
The execution time of the main operations of processing products is a technological cycle and determines the time during which a person's direct or indirect influence on the subject of labor is carried out.
Figure 1.3 The structure of the production cycle.
The breaks can be divided into two groups: 1) breaks,. associated with the work schedule established at the enterprise - non-working days and shifts, between-shift and lunch breaks, in-shift regulated breaks for rest of workers, etc.; 2) breaks due to organizational and technical reasons - waiting for the release of the workplace, waiting at the assembly of components and parts, inequality of production rhythms in adjacent, i.e. dependent on each other, workplaces, lack of energy, materials or vehicles, etc .:
T PC = T TECHN + T PER.
When calculating the duration of the production cycle, only those costs of time are taken into account that do not overlap with the time of technological operations (for example, time spent on control, transportation of products). Interruptions caused by organizational and technical problems (untimely provision of the workplace with materials, tools, violation of labor discipline, etc.) are not taken into account when calculating the planned duration of the production cycle.
When calculating the duration of the production cycle, it is necessary to take into account the peculiarities of the movement of the subject of labor in the operations that exist at the enterprise. Usually one of three types is used: serial, parallel, parallel-serial.
With a consistent movement, the processing of a batch of objects of the same name at each subsequent operation begins only when the entire batch has been processed at the previous operation.
Suppose that it is required to process a batch consisting of three products (n = 3), while the number of processing operations (m = 4),: the time norms for Operations are, min: t 1 = 10, t 2 = 40, t 3 = 20, t 4 = 10.
For this case, the duration of the cycle, min:
T c (last) == 3 (10 + 40 + 20 + 10) = 240.
Since a number of operations can be performed not at one, but at several workplaces, the duration of the production cycle with sequential movement in the general case looks like:
T c (last) == nSt i / C i
where Ci is the number of jobs.
With parallel movement, the transfer of objects of labor to the next operation is carried out individually or by a transport batch immediately after processing in the previous operation:
TC (steam) = pSt i / C i + (n - p) t max / C max,
where p is the size of the transport batch, pcs; tmax is the time to complete the longest operation, min; Cmax is the number of jobs in the longest operation. For the above example: p = 1
T C (PAR) = (10 + 40 + 20 + 10) + (3 - 1) - 40 = 160 min.
With a parallel movement mode, the production cycle is significantly reduced.
With a parallel-sequential type of movement, objects of labor are transferred to the next operation as they are processed at the previous piece or transport batch, while the execution time of adjacent operations is partially combined in such a way that the batch of products is processed at each operation without interruption.
The duration of the production cycle can be defined as the difference between the cycle duration for the sequential type of movement and the total time savings compared to the sequential type of movement, due to the partial overlap of the execution time of each pair of adjacent operations:
T TS (PARAL-POST) = T T (POST) - STK OP
For our example: p = 1.
TC (par-post) = 240 (10 (3-1) +20 (3-1) +10 (3-1) 1 = 160 min.
Cycle time
The duration of the production cycle is influenced by many factors: technological, organizational and economic. Technological processes, their complexity and diversity, technical equipment predetermine the processing time of parts and the duration of assembly processes. Organizational factors of the movement of objects of labor in the process of processing are associated with the organization of jobs, the work itself and its payment. Organizational conditions further affect the duration of ancillary operations, service processes and breaks.
Economic factors determine the level of mechanization and equipment of processes (and, consequently, their duration), standards of work in progress.
The faster the production process is completed (the shorter the duration of the production cycle), which is one of the elements of the circulation working capital, the greater will be the rate of their turnover, the greater the number of revolutions they make during the year.
As a result, there is a release of monetary resources that can be used to expand production at this enterprise.
For the same reason, there is a reduction (absolute or relative) in the volume of work in progress. And this means the release of circulating assets in their material form, i.e. in the form of specific material resources.
The production capacity of an enterprise or workshop directly depends on the duration of the production cycle. Production capacity means the maximum possible release products in the planning period. And therefore, it is clear that the less time is spent on the production of one product, the more of them can be produced in the same period of time.
Labor productivity with a decrease in the duration of the production cycle increases as a result of an increase in the volume of production due to an increase in production capacity, which leads to a decrease in the share of auxiliary workers in the unit of production, as well as the share of labor of specialists and employees.
The cost of production with a reduction in the production cycle is reduced due to a decrease in the cost of a unit of production of the share of general plant and workshop costs with an increase in production capacity.
Thus, reducing the duration of the production cycle is one of the most important sources of intensification and increasing the efficiency of production at industrial enterprises.
The reserve for reducing the duration of the production cycle is the improvement of equipment and technology, the use of continuous and combined technological processes, the deepening of specialization and cooperation, the introduction of methods scientific organization labor and maintenance of workplaces, the introduction of robotics.
Glossary of terms.
Under PRODUCTION STRUCTURE an enterprise is understood as the composition of its constituent sections, workshops and services, the forms of their interconnection in the production process.
WORKPLACE is called an organizationally indivisible (in given specific conditions) link of the production process, serviced by one or more workers, designed to perform a certain production or service operation (or a group of them), equipped with appropriate equipment and organizational and technical means.
PLOT - production unit, uniting a number of jobs, grouped according to certain criteria, carrying out part of the general production process for the manufacture of products or maintenance of the production process.
SHOP- the most complex system that is part of the production structure, which includes production sites and a number of functional bodies as subsystems. Complex relationships arise in the workshop: it is characterized by a rather complex structure and organization with developed internal and external relationships.
PRODUCTION TYPE- the classification category of production, distinguished by the characteristics of the breadth of the nomenclature, regularity, stability of the volume of production of products, the type of equipment used, the qualifications of personnel, the complexity of operations and the duration of the production cycle. Usually a distinction is made between single, batch and mass production.
SINGLE PRODUCTION characterized by wide assortment products and a small volume of production of identical products. Serial production is characterized by the manufacture of a limited range of products.
MASS PRODUCTION characterized by the manufacture certain types products in large quantities in highly specialized workplaces for an extended period.
MANUFACTURING PROCESS is a collection; individual labor processes aimed at converting raw materials into finished products.
OPERATION- a part of the production process, performed at one or more workplaces, by one or more workers (brigade) and characterized by a set of sequential actions on a certain object of labor.
TEMP OF OPERATION- This is the number of items launched on the operation (or released from it) per unit of time.
PRODUCTION CYCLE the manufacture of a product (batch) is a calendar period of its being in production from the launch of raw materials and semi-finished products into the main production to the receipt of the finished product (batch).
Questions for self-examination.
1. What characterizes the production structure?
2. List the elements of the production structure?
3. How are the production sites specialized?
4. What types of workshops are subdivided?
5. What workshops are called the main ones?
6. Describe the make-to-order production.
7. List the main factors of the production process that determine the nature of production.
8. What does the principle of parallelism mean?
9. What are the elements of the production cycle?
Tests.
1. The production structure includes the following elements:
a) housing and communal services, main production;
b) workplaces, sites, workshops;
c) cultural and household facilities, areas.
2. Types of jobs:
a) simple, complex;
b) stationary and mobile;
c) simple, complex, stationary, mobile, specialized and universal.
3. Types of production structure:
a) technological, subject, mixed;
b) subject, mixed;
c) technological, subject.
4. Types of production:
a) individual, small-scale;
b) large-scale, mixed;
c) single, serial. Massive.
5. By the nature of the impact on objects of labor, production processes are divided into:
a) mechanical, physical, chemical;
b) continuous, procurement;
c) there is no correct answer.
SECTION 2 PRODUCTION RESOURCES, THEIR FORMATION AND EFFICIENCY OF USE
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Specialization determines the need for securing a division for each production unit, starting from the enterprise and ending with the workplaces of a strictly limited range of products, selected on the basis of their constructive and technological homogeneity.
Technological standardization is aimed at eliminating unjustified diversity in technological processes and their material support through the maximum unification of technological processes and modes.
Parallelism is achieved by the simultaneous execution of individual operations or processes.
Continuity is ensured by the complete or maximum possible reduction in the time of interruptions between the execution of adjacent operations and the achievement of continuous operation of the equipment and workers.
Automaticity is achieved by using a system of automatic machines in the production process.
Proportionality achieved by leveling the productivity of workplaces across all operations, processes and stages.
Straightness is achieved by the location of workplaces, sites and workshops in accordance with the technological process.
Rhythm comes down to ensuring the repeatability of processes through strictly defined periods of time.
Prophylactic takes into account the need for the operation of equipment to provide for measures to prevent its failures.
9. The production cycle and the organization of the production process in time. Characteristics of the principles of rational organization of the production process.
Production cycle- calendar productivity of the production process from the moment of launching into production to the receipt of the finished product.
The duration of the production cycle is influenced by three types of factors:
Structural:
the complexity of the product;
Technological:
rationality of the organization of the production process;
Organizational:
rationality of the organization of the workplace;
material incentives for workers.
The adopted system of transferring objects of labor from one operation to another has a great influence on the duration of the production cycle. There are three types of movement of objects of labor:
consistent:
serial-parallel;
parallel.
Sequential view of the movement of objects of labor
Let it be required to process a batch of 3 parts in a five-stage technological process.
t 1 - part processing time during the operation
where t i - the time rate for a single operation;
m - the number of operations;
n - the number of parts in the batch.
The sequential form of movements of objects of labor is characterized by the fact that in the manufacture of certain batches of parts in a multi-operational technological process, each subsequent operation begins only after the previous operation has been performed on the entire batch being processed. This type of movement is distinguished by a relatively simple organization and prevails in production, where a small number of similarly named objects of labor are processed in batches.
Each individual object of labor, before performing the next operation, lies in anticipation of the entire batch for a period significantly exceeding the time of the direct execution of the operation on this object.
Sequential-parallel motion
τ - the amount of overlap in time of adjacent operations
where t cor - the smallest time of the piece processing time of a part in adjacent operations
The duration of the production cycle:
Sequential parallel movement- such a procedure for the transfer of objects of labor in a multi-operational production process, in which the execution of the subsequent operation begins before the end of the processing of the entire batch in the previous one. In this case, adjacent operations overlap in time due to the fact that for some time they are performed in parallel.
This movement of objects of labor reduces the time spent lying and, consequently, reduces the calendar duration of the entire process of manufacturing the product.
Parallel view of making objects of labor
The longest operation of the technological process is called main operation.
Parallel view of the movement of objects of labor- this is a procedure for the transfer of objects of labor in a multi-operational production process, which is characterized by the absence of interruptions in partisanship, in which each copy is transferred to the next operation immediately after the end of processing in the previous operation.
The main advantage of the parallel type of movement is the minimum cycle time, and the disadvantages are the inevitable downtime of the equipment with an unsynchronized process.
At any enterprise, the organization of production processes on a rational combination is based in space and time of the main, auxiliary and service processes.
With all the variety of forms of this combination, production processes are subject to general principles.
Principles rational organization can be divided into two categories:
v general that do not depend on the specific content of the production process;
v specific specific to a particular process.
Consider general principles.
1. Specialization- means the division of labor between individual divisions of the enterprise and workplaces and their cooperation in the production process. This principle makes it possible for workers, depending on the profession and the purpose of the equipment, to specialize in performing certain operations, which contributes to the growth of labor productivity.
2. Proportionality (conjugation)- provides an equal throughput of different workplaces of the same process or the ratio of the number of dissimilar machines that ensure the production of the required amount of semi-finished products and finished products at all transitions of the technological process.
3. Continuity- stipulates that each subsequent partial production process should begin as soon as possible after the end of the previous one, i.e. flow without interruption (maximum reduction of interruptions between operations) Automatic production line - where not only the processing of the product, but also its movement occurs automatically and continuously.
4. Parallelism- characterizes the degree of overlapping operations in time at all stages of production, i.e. simultaneous execution of individual operations for the manufacture of products... This shortens the production cycle.
5. Straightness- provides the shortest path of movement of objects of labor at all stages of the production process, starting from the launch of raw materials for processing and ending with the release of finished products (placement of workshops and equipment in them during the technological process). The best result of the implementation of the principle of direct flow is provided by the organization of continuous production.
6. Rhythm- characterizes the uniformity of operations over time. Release in equal periods of time products in the same quantity at all stages and operations of the production process, i.e. for an equal period of time in the production process, work should be uniformly repeated, ensuring the rhythmic release of high-quality finished products according to the approved nomenclature and in an estimated quantity that provides a given volume of its implementation.
7. Technical equipment- focused on the mechanization and automation of the production process, the elimination of manual, monotonous, heavy, harmful labor for humans.
8. Flexibility- lies in the need to ensure a quick changeover of equipment in the context of a frequently changing product range
(nomenclature or product range Is the entire set of products manufactured by the enterprise, and
range Is a set of products offered by the manufacturer on the market).
It is most successfully implemented on flexible production systems in the context of small-scale production.
PRODUCTION CYCLE- one of the most important technical and economic indicators, which is the starting point for calculating many indicators of the production and economic activities of the enterprise.
On its basis, the terms of launching the product into production are established, taking into account the timing of its release, the production capacity, the volume of work in progress are calculated.
The production cycle of manufacturing a product is a calendar period of its being in production from the launch of raw materials and semi-finished products into the main production to the receipt of finished products.
The structure of the production cycle includes:
Ø working time and
Ø breaks:
T t - technological time;
T p.z - preparatory and final time (acceptance and delivery of the shift);
T k - the time of quality control of raw materials, semi-finished products, finished products;
T tr - the time of transportation of raw materials, semi-finished products, finished products;
T e - the time of natural processes (maturation);
Т м.о - interoperational breaks (selection of a batch);
T m.s - breaks between shifts (lunch, weekends and holidays).
Time to complete basic operations processing of products constitutes a technological cycle and determines the time during which a person's direct or indirect impact on the subject of labor is carried out.
Interoperative breaks are made up of the time the semi-finished product is between the machines pending the selection of a batch and downtime of an organizational and technical nature.
Inter-shift interruptions related to the work schedule established at the enterprise - lunch breaks and breaks, weekends and holidays.
When calculating the duration of the production cycle, it is necessary to take into account features of the movement of the subject of labor in the operations existing at the enterprise.
One of three types is usually used:
· consistent,
· parallel,
· parallel-serial.
With a sequential type of movement at each operation, the products are processed one at a time, but transferred from operation to operation in a whole batch.
The transfer of a batch to a subsequent operation begins no earlier than the processing of all items in the batch in the previous operation is completed.
Since a number of operations can be performed not at one, but at several workplaces, the duration of the operating cycle with a sequential type of movement in the general case will be:
As you can see, this type of movement is quite simple to organize. Its advantage is that during the period of batch processing at each operation, equipment and workplaces can work smoothly; production accounting is also quite simple to organize.
However, this type of movement leads to a longer duration of the production cycle, and, consequently, to a significant amount of associated working capital in work in progress, since each product after processing at the next operation lies until the entire batch of products is processed in this operation.
In this regard, it is obvious that a consistent form of movement is advisable to apply if the party is relatively small.
Example:
It is required to process a batch consisting of three products (n = 3); in this case, the number of processing operations (m = 4), the time norms for operations are:
For this case, the cycle time
TC = 3 (10 + 40 + 20 + 10) = 240 min.
To reduce the duration of the operating cycle, the transfer of objects of labor from one operation to another, as they are processed, can be carried out not by the whole batch, but individually, or by dividing the entire batch into several parts (transport batches) and transferring each of them to the next operation as it is processed in the previous one. ... Such a transfer of objects of labor is practiced, in particular, with parallel movement.
Parallel motion each product after the first operation is immediately transferred to the second, after the second - to the third, without waiting for the end of the processing of the entire batch.
With the parallel view of movement, the duration of the production cycle is significantly reduced compared to the duration with the sequential view.
However, in the event that operations are not equal in duration and are not multiples of each other, all operations, except for the longest one, will cause downtime of workplaces. In this regard, the parallel type of movement is justified only when the time of operations is approximately equal to or a multiple of each other. This condition is most fulfilled in continuous-flow production.
For the considered example (n - p), where p = 1 is the size of the transport batch), we multiply by the execution time of the longest operation.
TC = (10 + 40 + 20 + 10) + (3 - 1) * 40 = 160 min.
With parallel-sequential motion objects of labor are transferred to the next operation as they are processed on the previous piece or in a transport batch, while the execution time of adjacent operations is partially combined in such a way that the batch of products is processed at each operation without interruption.
Such a construction of the production process in time eliminates the disadvantages of a sequential type of movement (long duration of the production cycle) and a parallel type (downtime of jobs for short operations).
The duration of the operating cycle for the sequential type of movement and the total saving of time compared to the sequential type of movement due to the partial overlap of the execution time of each pair of adjacent operations:
For any combination of durations of adjacent operations (a shorter operation is followed by a longer one, or vice versa), time savings will be
For our example (p = 1)
For the duration of the production cycle many factors affect: technological, organizational and economic.
Duration reduction reserve the production cycle is the improvement of equipment and technology, the use of continuous and combined technological processes, the deepening of specialization and cooperation, the introduction of methods for the scientific organization of labor and maintenance of workplaces, the introduction of robotics
Depending on the nature of the movement of objects of labor in the production process, two systems of production organization are distinguished:
1. Shop floor system (discontinuous production).
2. Flow system (continuous production).
With a shop floor system After each operation, the semi-finished product is for some time switched off from the production process and lies waiting for the next operation directly at the workplace or in the interdepartmental warehouse.
This leads to an increase in the duration of the production cycle, the size of the WIP, production and warehouse space, which in turn increases the cost of OPF, there is a need for a large number of vehicles for the transportation of semi-finished products, which increases the number of workers, decreases the PT and other technical and economic performance indicators. enterprises.
With a flow system the semi-finished product moves continuously from one stage of the technological process to another in a certain sequence.
All product processing operations are combined into one production stream (production line).
Production line Is a complex of machines or workplaces on which the main and auxiliary operations of a single technological process are performed, characterized by the continuous movement of objects of labor along the process.
Technical training production - this is the activity of an enterprise for the development of its material and technical base, the organization of production, labor and management.
It includes:
1. Conducting research related to the improvement of manufactured products, equipment, technology, the composition of the raw materials used, the organization of production.
2. Design of new products and modernization of the manufactured ones.
3. Development of a technological process for manufacturing products.
4. Purchase of special equipment.
5. Material and technical support of production.
6. Training, retraining and advanced training of personnel.
7. Development of norms and standards, technological, technical and organizational structure of the management apparatus and information support.
Technical training is carried out in order to effectively master new or modernized products, introduce new complex machines and equipment, new technological methods and changes in the organization of production.
The task of technical preparation of production includes the creation of technical, organizational and economic conditions that fully guarantee the transfer of the production process to a higher technical and technological level based on the achievements of science and technology.
Technical preparation of production consists of design and technological training.
The production process is the totality of all actions of people and tools of labor, interrelated labor processes and natural processes, as a result of which the initial raw materials and materials are converted into finished products. The main part of the production process is technological processes, the essence of which is a purposeful action to change the properties, shape and size of the object of labor in order to change the properties and turn it into a commodity, a product of labor.
Depending on the purpose of the product, production processes are divided into the following types:
The main- these are those that include technological processes that transform raw materials and materials into finished products, in the production of which the enterprise specializes; when they are performed, the shapes and sizes of the objects of labor, its internal structure, the type and qualitative characteristics of the source material change. These include natural processes that occur under the influence of the forces of nature without the participation of human labor, but under his control (natural drying of wood, cooling of castings, etc.). In mechanical engineering, the main technological processes are subdivided into procurement, processing and assembly. In the structure of the prime cost, procurement technological processes account for 30%, processing - 50%, assembly - 20%.
Subsidiary processes contribute to the smooth flow of the main production processes. The products obtained through them are used at the enterprise to service the main production. These include technological processes: timely equipping each workplace with serviceable tools and technological equipment; adjustment, maintenance and repair of equipment; repair of devices, etc. The trend in the development of production is such that the volume of auxiliary processes is increasing due to the deepening of automation and mechanization, the complication of products, etc.
Serving Processes are designed to create conditions for the successful implementation of the main and auxiliary. These include off-site and intrashop transport operations, maintenance of workplaces and provision of them with energy resources, warehouse operations, and product quality control.
5. Principles of rational organization of production processes.
The rational organization of the production process and all its parts is based on the following basic principles:
1) the principle of specialization(production specializes in a certain type of activity), in this case there is a real opportunity for the enterprise to apply progressive technological processes and the latest, more advanced equipment, in addition, the acquired qualifications of the personnel are an excellent basis for the high quality of products and productive work ;
2) the principle of technological standardization and unification is aimed at eliminating the unjustified diversity of the number of used types and models of units, assemblies, machines, equipment, tools in technological processes, which can significantly reduce the cost of preparing the production of new products and speed up this process;
3) the principle of parallelism it is ensured by the simultaneous processing of the object of labor of one name at several workplaces, this shortens the production cycle of manufacturing products;
4) the principle of proportionality compliance and consistency in productivity and capacity of individual industries, workshops, sections, types of equipment, etc., which reduces downtime and increases the efficiency of equipment use;
5) the principle of continuity involves the reduction or complete elimination of interoperational, inter-shift and other breaks in the production process ;
6) the principle of direct flow means ensuring the shortest path of passage of objects of labor (parts, assemblies) through all stages and operations - from launch into production to the release of finished products;
7) the principle of rhythm allows to produce the same number of products at regular intervals, this ensures a stable quality of products;
8) principle of differentiation involves dividing a complex production process into separate, relatively small or elementary technological processes, which consist of simple operations, this is a necessary condition for simplifying tools and equipment, eliminates their complex movements, simplifies working techniques;
9) automation principle involves the implementation of the maximum number of production operations using automation tools that allow you to perform technological processes without the direct participation of a person or only under his supervision and control, this provides better and safer working conditions, increases the quality and productivity of the work performed;
10) the principle of electronization and computerization - is the rational use of electronic devices and computing technology to control the technological parameters of production processes and control them, which can significantly improve the quality and productivity of work;
11) the principle of production flexibility - it is a mobile transition to the release of new or improved products using progressive technological processes, mainly implemented on the old (old) equipment; this principle allows reducing time and resource costs when organizing the release of new products and ensures its high quality and competitiveness.
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