Mastering production. Organization of mastering the production of new products Mastering the production of products

Mastering production- this is the initial period of industrial production of new products, during which the planned technical and economic indicators are achieved. The period of mastering production begins with the manufacture of a prototype of a new product and ends with the start of its serial production. During the period of development, the design and technological refinement of the new product and the debugging of the technology of its production continue.

The period of mastering the production of new products is typical for the conditions of mass and serial production. In one-off production, the development period is practically absent, since the release of new products is carried out in units or in small batches.

The period of mastering new products includes the following stages:

1. Debugging and fine-tuning of a new product design. During this period, a significant number of design and technological changes are received, which require not only making adjustments to the design documentation, but also to technological processes.

2. The introduction and debugging of new technological processes, the development of new technological operations by workers, rational work practices and skills.

3. Technical mastering provides for the achievement of the technical parameters of the product design, determined by the standards and specifications.

4. Production development is the achievement of the planned production volumes for a given quality and sustainability of production.

5. Economic development is the achievement of the planned economic indicators in terms of cost, profit and profitability of the production of new products.

The effectiveness of the process of renewing products at machine-building enterprises is largely determined by the rationality of the chosen method of transition to the production of new products.

The choice of the transition method depends on a number of factors:

- differences in the degree of novelty of products being mastered and removed from production;

- the degree of preparedness of the enterprise for the development of new products;

- type of production;

- the level of unification and standardization of new products.

The methods of transition to the release of new products used in mechanical engineering differ, first of all, in the degree of overlapping of the time of release of replaced and mastered products and are subdivided into three types: sequential, parallel and parallel-sequential.

Sequential method- the transition is characterized by the fact that the production of new products begins after the complete cessation of the release of products removed from production. Depending on the time of the break between the end of the release of the "old" product and the beginning of the release of the "new" one distinguishes discontinuous-sequential and continuous-sequential transition options (Fig. 9.3.2. And 9.3.3.).

Product release volume;

Planned volume of product release;

Time to master new products;

Old product release schedule;

New product release schedule.

With discontinuous-sequential transition(Figure 9.3.2.) a temporary stop in production is used for redevelopment and installation of equipment necessary for the release of a new product. With a continuous-sequential transition(Figure 9.3.3.) The release of a new product begins immediately after the termination of the release of the old product, but this option requires spare or additional space to prepare for the release of a new product.

The disadvantage of the sequential transition method is the reduction in production to zero during the period of mastering the release of new products.

Parallel method characterized by the gradual replacement of products removed from production by newly mastered ones, where, simultaneously with a decrease in the volume of production of old products, an increase in the output of new products occurs (Figure 9.3.4.).

The duration of the overlapping time is different and depends on the degree of preparedness of the enterprise for the release of a new product. This method is most often used in mechanical engineering, both in mass and serial production.

The main advantage of the parallel method of transition over the sequential one is the preservation or slight decrease in the total volume of production.

Parallel-serial method transition is widely used in mass production in the development of new products that differ significantly in design from those removed from production. At the same time, additional capacities (sections) are created at the enterprise, where the development of a new product begins - technological processes are worked out, qualification training of personnel is carried out, and the release of the first batches of new products is organized. During the same period, the production of old products continues. After the end of the initial period, a short stop is made both in the main production and in additional areas, during which equipment redevelopment is carried out. At the same time, the equipment of additional sections is transferred to the shops of the main production. Upon completion of these works, the release of new products is organized at a faster pace (Figure 9.3.5.).

The disadvantage of this method is also the loss in the total output during the development of new products, although in smaller volumes than with the sequential method.

One of the main areas of time and cost reduction in the transition to new product models in modern conditions is the introduction of flexible automated production, flexible flow and automatic lines.

Lecture 10. Planning of innovative processes in the enterprise

Topic 10.1. Types and content of production preparation plans

Planning of technical preparation of production

Business success in the marketplace is achieved when they act proactively anticipating and preparing for the future, rather than reacting with hindsight. Preparing for the future is done through planning. Planning is carried out on the data of marketing research, which answer the question: what kind of products should be produced.

Planning includes establishing the scope of work, determining the labor intensity of work, determining the required number and composition of workers, distributing work by divisions and performers, drawing up cost estimates for training, determining the timing of work, coordinating and regulating work and monitoring the progress of their implementation, achieving a uniform loading units and performers.

The following types of plans are drawn up:

promising,

general,

calendars - schedules and

operational.

Promising plans are drawn up for five years or longer. They give a list of new products to be developed for the future, predicted indicators of product quality, preparation time and aggregated costs.

General plans are developed for each type of new product for the entire period of its preparation, indicating the stages and works, the complexity of the cycles of technical training, the timing of each stage and cycle and the project as a whole.

Calendar plans-schedules are drawn up for the year by stages, performers.

Operational plans are drawn up for the current period quarter, month, day.

Initial data for the development of plans:

list of new types of products to be developed

established terms of development;

volumetric standards - the number of original parts, drawings, documents, the number of equipment, etc.

labor standards, standards for the duration of cycles and stages.

Planning of innovative processes consists in drawing up a schedule of work execution, determining the necessary labor, material and financial resources for carrying out research and design work.

The main tasks of planning scientific and technical developments:

mutual coordination of all work on the creation of new technology and the establishment of a rational sequence of stages;

determination of the total duration of work and ensuring their completion on time;

the best use of production resources.

The planning of the technical preparation of production is based on the calculations of the labor intensity and duration of the individual stages and stages of work.

When planning scientific and technical developments, the normative method is determined using the existing labor intensity standards for all stages and stages, the duration of individual stages and the entire development in calendar days, the cost estimate.

There are the following types of standards:

- labor intensity (the number of standard hours for one specification of a part, assembly unit);

- the duration of the cycles (the number of standard hours for the development of the stage, the stage of technical preparation of production);

- costs (rubles / specification).

The standards may differ by stages and stages of work, by categories of novelty and groups of complexity of the designed products. To classify products into a group of complexity and a category of novelty, industry classifiers are drawn up. The use of the normative method has become widespread in the development of design and technological documentation for a designed product. In the absence of standards for individual work, the labor intensity should be determined by expert or experimental statistical methods.

The complexity of work by stages of the technical assignment, technical proposal and draft design is determined according to the norms for the product as a whole, depending on the category of novelty (A, B, C, D) and the complexity group (I, II, III, IV) of the product.

For the stages of the technical design and working documentation, the labor intensity is determined by the formula:

where, is the number of names of original parts and assembly units of the -th category of novelty and the -th group of complexity;

Labor intensity standards for the development of one original part and assembly unit of the -th category of novelty and the -th group of complexity, standard hour.

Based on the established labor intensity for each stage, the duration of the stage cycle in calendar days is determined:

, (10.1.2.)

where is the complexity of the th stage, hour;

- a coefficient that takes into account additional time for approval, amendments to technical documentation and other work not provided for by the standards;

- coefficient of conversion of working days to calendar days:

where, - the number of calendar and working days in the planning period;

The number of employees engaged in the implementation of the -th stage;

Length of the working day (shift), hour;

The rate of fulfillment of norms for workers with piecework wages.

The required number of employees can be determined by the formula:

where is the actual time fund of one employee for the planning period, hours.

Determination of the total duration of work depends on the organization of work based on sequential or parallel-sequential execution of stages and stages.

The sequential method of organizing work is that each subsequent stage begins after the complete completion of the previous one. In this case, the total duration of work in calendar days is determined by the formula:

, (10.1.5.)

where is the duration of the th stage in days;

The number of stages in development.

The duration of the entire development can be reduced either by reducing the duration of individual stages, or by partially overlapping the time of their execution, that is, using a parallel-sequential method of organizing work.

The total duration of work with the parallel-serial method is determined by the formula:

, (10.1.6.)

where is the minimum value of the duration of adjacent stages, performed in parallel;

Coefficient that takes into account the parallel (simultaneous) execution of adjacent stages .

The costs associated with research and development (R&D) are included in the calculation of the economic efficiency of new technology in the amount of capital investments under the general name "pre-production costs".

The total amount for the implementation of a particular development is called the estimated cost of R&D. It is calculated according to the following cost items.

1. Materials, purchased products and semi-finished products, necessary for scientific research, manufacture of product models. They are priced at current wholesale prices, including transportation and procurement costs, which amount to 5-10% of the cost of materials.

2. Special equipment for scientific and experimental work... The acquisition of such equipment is made at the expense of the estimated cost of R&D in cases where it is used to develop only this topic.

Special equipment for the development of several topics can be purchased at the expense of capital investments and credited to the organization's fixed assets. Its cost is taken into account in the estimated cost of R&D in the form of depreciation deductions according to the formula.

Product life cycle and innovation

Most of the products that are able to satisfy the existing needs of many buyers, with the embodiment of a single correct solution, which is chosen from a variety of options. The changing level of demand for any product causes changes in sales volumes and profit making over time. From the point of view of demand, goods and services have their own natural life cycle, which consists of stages (phases): introduction, growth, maturity, saturation, decline. The concept of the life cycle of a product considers the dynamics of its competitive presence in the market. With regard to production, the life cycle of a product covers the period from its inception, the beginning of its industrial development, an increase in output, stabilization, a decline in output to a complete cessation of production. Thus, the life cycle of a product is a set of interrelated processes of creation and successive changes in its state from the formation of outgoing market requirements to the end of operation or consumption.

Increasing competition forces enterprises to pursue an active product policy, which takes into account the conditions of the market environment and technological progress. The concept of the life cycle of goods clearly shows that regardless of the success in the market, any product inevitably leaves the market after a certain time. In this regard, enterprises are forced to constantly carry out innovative activities, to carry out a complex of work with the preparation and release of new products or the provision of new types of services.

Competition forces independent firms to be interested in product innovations, which necessitates a market selection of competing innovations. It is known that the basis of economic life is based on innovative processes, their embodiment in new products and new technology. The innovation process is the preparation and implementation of constructive changes and consists of interrelated phases that create a single, complex whole. The result of such a process is change - an innovation that is implemented and used. With the increasing globalization of commodity markets, the requirements for products that are manufactured in different countries have significantly increased on the part of consumers and intermediaries who would like to be confident in their quality. The likelihood that the created products will meet the requirements of the consumer increases if the enterprise operates an effective system for ensuring the quality of products or services. These circumstances have led to the inclusion in commercial contracts for the supply of products alongside traditional indicators of requirements for quality systems and their verification with the supplier. This approach forces us to consider the life cycle of a product from the standpoint of ensuring its competitiveness at 12 stages, from the marketing stage to disposal.

The product life cycle covers the following stages: 1) marketing, searches and market research (it is necessary to establish what products the consumer needs, what quality and at what price; 2) design and (or) development of technical requirements, product development (design preparation of production, designer establishes the possibility of manufacturing products, materials and approximate price); 3) material and technical support; 4) preparation and development of production processes (technological preparation of production); 5) production; 6) control, testing and inspection; 7) packaging and preservation; 8) sales and distribution of products; 9) installation and operation; 10) technical assistance in maintenance; 11) after sales service; 12) disposal after use.

A new product can be an innovation or a modification of an existing one that the consumer considers significant. The advantages of a new product are determined by its unique properties, which distinguish it from products similar in purpose. The uniqueness of the properties of a product is characterized by the degree of embodiment of the functional parameters desired by the consumer and the quality of performance. For the commercial success of a new product, it is important that consumers have timely information about its characteristics. For a manufacturer, it is equally important to determine the timing of the start of modernization or design and the development of new products. The answer to these questions depends on the level of organization of a complex of interrelated works that cover the entire cycle of product creation and development.

To develop and introduce into production a new product means to realize knowledge, a new idea in a material product that satisfies certain needs of consumers. Materialization of knowledge, ideas will require a significant investment of time and expenditure of financial resources. Market competition triggers an increase in the level of newness of products and the frequency of changes in its models, which, in turn, increases the need for investment in design and production. For example, only the costs of manufacturing a new product in the first year of its release are twice or more than the costs of the fifth year of release.

Therefore, it is important to ensure such a choice of the optimal period for changing product models so that the total costs of development and implementation into production, as well as costs from moral demolition, are minimal, and the level of their economic efficiency is maximized. From the standpoint of the time factor, the life cycle of a product covers the period from the beginning of the development of a new product, its further development, manufacture and removal from production.

Integrated production preparation system

At machine-building enterprises, the processes of creating and mastering the production of new products form a system of integrated preparation of production, as an unknown part of the production process. Integrated preparation of production is a set of interrelated marketing and scientific research, technical, technological and organizational solutions aimed at finding, through research, new opportunities to satisfy the needs of consumers in specific types of products or to provide existing necessary functional properties; creation of new, modernization of existing designs of equipment, consumer properties of goods, technological processes, methods of organizing and managing production, including the stages of operation and disposal of these products; ensuring the competitiveness of new products.

Comprehensive preparation of production should be viewed from the standpoint of a systems approach. A systematic approach, due to the interaction of parts or elements that are part of the complex, enhances its function aimed at achieving the set goal and obtaining an effect. The system of integrated preparation of production covers certain interrelated stages of the life cycle of a new product: 1) research work; 2) development work; 3) design preparation of production; 4) technological preparation of production; 5) organizational preparation of production; 6) development of a new product in industrial production.

Research training subsystem

Covers work with comprehensive market research, buyers and competitors; study of foreign patent information; the search is going on (the idea of) a new product; commercial analysis, evaluation and selection of ideas; development of the concept of a product of market novelty and determination of its competitiveness; creation of advanced, perfect, simplified product designs; conquering a particle of the market. The organization of the implementation of this phase of preparation for production at the enterprise relies on the marketing service. Research and development work in relation to a specific product can be performed by the relevant research subdivisions and enterprises or specialized scientific and technical organizations.

The production preparation subsystem covers a set of design, technical, technological and organizational processes aimed at developing design documentation and mastering the production of new types of competitive products.

The main tasks of technical preparation of production include: creating a set of drawings for new products using the results of research work, ensuring functionality and a given level of quality of the design object; the use of advanced technological processes for the manufacture of new products; reduction of the duration of the production cycle "design - manufacture"; saving labor, material and financial resources; prompt response to changing consumer needs; preparation of all organizational and technical measures for the rhythmic and highly productive functioning of production.

All stages of complex preparation of production require comprehensive information training, environmental training, as well as economic justification, due to which the departments that carry out work to create and master the release of a new product, systematically and effectively interact to achieve the goal of customer satisfaction and profit.

Each stage of scientific and technical preparation of production is divided into certain stages, and the stages, in turn, into separate works.

The system for developing and mastering the production of new products depends on the range, the technical level of the products that are produced; the frequency and depth of changes in their design; the complexity of the technology that is used; technical level of equipment; material support; organization of labor and production; personnel qualifications, their motivation, etc. Enterprises of different industries have a certain technical, technological and organizational and economic specifics, therefore each of them forms its own system of integrated production preparation, which foresees a certain scope of work and the procedure for their implementation within the product life cycle.

Organization of work on preparation of production

The process of manufacturing and mastering new products has a number of features that must be taken into account during its organization: complexity, growth in the complexity and scale of scientific research on objects, that the probable nature of the preproduction processes is being developed, which is due to the novelty, the degree of objectivity of the initial information and the uncertainty of the final results; uniqueness, dynamism of research and development work; human factor.

A large number of divisions of the enterprise take part in the scientific and technical preparation of the production of new products. According to the functions that are used, they are grouped into thematic, functional-thematic, production, service departments, as well as functional management services.

Business in the scientific and technical field is always associated with the risk of obtaining the expected scientific, technical and financial results. This influences from the nature of the innovative activity. The risky nature of the work is determined by the competition for the consumer.

In the system of creation and development of new types of goods and products, the sphere of venture entrepreneurship includes such firms: experienced, whose activities extend to the stage of research and development; implemented, which specialize in the practical development of scientific and technical developments; service (service), who specialize in the maintenance of news; expert (analytical, advisory) who perform audit work, advise and provide other types of services.

Problem number 1

Determine the production task for the packaging department, if the caramel shop has 3 production lines, the capacity of each line is 6 tons of products per shift. Returnable waste for caramel wrapping - 2%. Packaging is carried out in packs of 10 kg.

1) .Calculation of the task of the production line per shift:

Calculated by the formula:

Vp.l. = pp * rs-(nn * rs) * cat, where

Vp.l. - the task of the production line,

PP - number of production lines,

pc - line power per shift,

Cat - recyclable waste

Bp.l. = 3 * 6 - (3 * 6) * 2% = 18-0.36 = 17.64 (t)

2). Calculation of packs per shift:

17.64t = 17640 kg

Mk - pack weight = 10 kg

17640/10 = 1764 (pcs.) Production order for the packing department.

Answer: 1764 packs need to be packed in the packing department.

Problem number 2

Determine the coefficient of rhythm provided:

production output according to the plan - 470,480,450,470., pcs. Actual production output - 470,460,450,460 pcs.

Let's calculate the coefficient of rhythm by the formula:

Critm = Afact / Aplan * 100%

1). Critm = 470/470 * 100% = 100% no deviations from the plan

2). Critm = 460/480 * 100% = 0.96 * 100% = 96% at 4% the plan is not fulfilled

3). Critm = 450/450 * 100% = 100% production is going according to plan

4). Critm = 460/470 * 100% = 0.98 * 100% = 98% deviation from the plan by 2%

Answer: 100%, 96%, 100%, 98%. There are small deviations from the plan, you need to monitor the work of the shop and eliminate deviations.

6.1. The structure of the cycle of creating and mastering new products. The life cycle of a product (product) and the place in it of scientific and technical preparation of production

One of the main factors for the success of an enterprise in market conditions is the continuous updating of goods and production technology, in other words - creation, development, testing in market conditions, mastering the production of new products.

New products, based on new ideas, research and technical advances, provide concrete market success. The concept of the "R&D - production" cycle implies a close relationship between scientific research and their industrial development. The full range of work on the creation and development of new products is shown in Figure 6.1.

The place of scientific and technical preparation of production in the life cycle of goods is shown in Fig. 6.2.

Rice. 6.1. A set of works on the creation and development of new products

Rice. 6.2. The life cycle of a product and the place in it of scientific and technical preparation of production

All work included in the production preparation system (PPS) is unthinkable without information support and economic development. Economic development should be carried out at each stage of the SPP. This is all the more important because with results that significantly exceed the initial estimates and require an increase in pre-planned costs, it is possible to abandon the idea of ​​creating a new product and prevent losses to the company.

Economic refinement and analysis are more important in the early stages of product development (R&D). It is at these stages that the foundations of the economy and efficiency of a new product are laid. The influence of the pre-production system on the formation of the final effect of the development, production and operation of a new product is shown in Fig. 6.3.

Rice. 6.3. The influence of the pre-production system on the formation of the final effect of the development and use of a new product

The successful implementation of such a complex problem as the creation and development of a new product is impossible without using a systematic approach, which is based on a comprehensive solution of the tasks and tasks included in the problem, provides for setting a goal, requires identifying the content of input and output information flows, establishing optimization criteria, forecasting, modeling.

Optimization criteria systems for creating and mastering a new product are established depending on the goals and objectives of the company. They, in particular, can be:

The technical level of the product;
- terms of creation and development;
- increase in production volumes;
- an increase in the product range;
- reduction of costs in the preparation of production and in production;
- reduction of costs during the operation of the product.

An approximate structuring of the problem of creating and mastering new goods is shown in Fig. 6.4.

Rice. 6.4. Approximate structuring of the problem of creating and mastering new goods

6.2. Reducing the time required to create and master new products. Tasks and methods

In the ever-increasing volatility of market conditions, the timing of the creation and development of new products are extremely important (and, as a rule, decisive) in the activities of the company. The delay in launching a new product on the market in comparison with competitors makes the efforts and costs for its creation and development useless, i.e. leads to irreparable losses, sometimes leading to bankruptcy.

Therefore, reducing the time required for the creation and development of new goods (NPP + TNPP + OP) is a central task, which is achieved by reducing the duration of the SPP stages and increasing the degree of their parallelism. The main tasks and methods of reducing the time required for the creation and development of new goods are given in table. 6.1.

Table 6.1

Tasks and methods of reducing the time for creating and mastering new goods

Main goals shortening the time creation and development new goods	Methods	Content
1. Reducing the number of changes made after transfer of results from the previous link to the next	Engineering and technical	Computer-aided design (CAD) systems Automated systems for technical preparation of production (ASTP)
2. Determination of the rational degree parallelism of phases, stages and stages of SPP	Planning and coordination	Planning and coordination Network planning system Modeling Automated control systems (ACS for creating and mastering new goods)
3. Ensuring a minimum of time spent performance of work and loss of time during transmission results of work from the previous stage to the next	Organizational	- standardization; - unification; - typification of technological and organizational solutions; - timely production of fixed assets (equipment, tools, tooling); - mechanization and automation of labor of production preparation services; - automation of normative economic and other calculations; - functional cost analysis and economic development; - preliminary testing of new products in pilot production; - application of GPS

6.3. Planning the creation and development of new products. Network planning and management

The process of creating and mastering new products, like any other complex process, consisting of many stages and stages performed by various departments of the company, must be carefully coordinated and linked in time.

Requirements for planning and control systems:

Assessment of the current situation;
- forecasting the development of events;
- development of options for solutions and the choice of the optimal option for the preparation of production;
- control of work performance, their coordination and regulation.

The production preparation schedule as an element of the planning and management system and at the same time as a model of the cycle of creating and mastering new goods should reflect those that are significant in relation to the achievement of the final goals of the work (stages, phases, etc.). He should also take into account the possible states of the complex of relevant works, the timing of their implementation, possible violations of these terms and the consequences of violations.

Simplest planning methods suggest the use of models such as strip charts (Fig. 6.5).

Rice. 6.5. Enlarged ROC strip chart

Line charts are still used today for relatively simple objects of production planning. However, they have a number of significant disadvantages:

They do not show the relationship of individual works, which makes it difficult to assess the significance of each individual work for the achievement of intermediate and final goals;
- do not reflect the dynamism of developments;
- do not allow to periodically make adjustments to the schedule due to changes in the timing of work;
- do not give clear points of alignment and conjugation of adjacent stages;
- do not allow to apply a mathematically justified calculation of the implementation of the planned complex of works;
- do not provide an opportunity to optimize the use of available resources and the timing of the development in general.

Network planning and management

Planning and managing a work package is a complex and often controversial task.

The assessment of the time and cost parameters of the functioning of the system, carried out within the framework of this task, can be made by different methods. Among the existing ones, the method of network planning and management (NMS) has proven itself well.

The main planning document in the STS system is a network schedule (network model or network), which is an information-dynamic model, which reflects the relationships and results of all work necessary to achieve the ultimate development goal.

The simplest single-purpose network model for a small set of works is shown in Fig. 6.6.

Rice. 6.6. An example of a network diagram for a small work package

The network model is depicted as a network diagram (network), consisting of arrows and circles.

The arrows on the network represent individual works, and the circles represent events. The expected time of work is indicated above the arrows.

The stages of development and management of work progress using a network schedule have the following sequence of basic operations:

1) drawing up a list of all actions and intermediate results (events) when performing a set of works and their graphic reflection;
2) estimating the time it takes to complete each job, and then calculating the network schedule to determine the time frame for achieving the goal;
3) optimization of the calculated terms and required costs;
4) operational management of the progress of work by periodically monitoring and analyzing the information received on the execution of tasks and the development of corrective decisions.

WORK is any processes (actions) leading to the achievement of certain results (events). The concept of "work" can have the following meanings:

a) actual work - work that requires an investment of time and resources;
b) waiting - a process that only requires time (drying, aging, relaxation, etc.);
c) fictitious work, or dependence, - an image of a logical connection between works (depicted by a dotted arrow, over which time is not put down or zero is put down).

EVENTS (except for the original) are the results of the work performed. The event is not a process and has no duration. The onset of an event corresponds to the moment of the beginning or the end of work (the moment of the formation of a certain state of the system).

An event in the network model can have the following meanings:

a) initiating event - the beginning of a set of works;
b) the final event - the achievement of the ultimate goal of the work package;
c) an intermediate event or just an event - the result of one or more of the work included in it;
d) boundary event - an event that is common to two or more primary or private networks.

A work event can have the following meanings:

1) the initial event, which is immediately followed by the given work;
2) the final event immediately preceded by the given work.

A PATH is any sequence of network activities in which the final event of each activity in this sequence coincides with the initial event of the next activity.

The path (L) from the start to the end event is called complete.

The path from the original to this intermediate event is called the path that precedes this event.

The path connecting any two events i and j, of which neither is the initial or final one, is called the path between these events.

Network model parameters

The main parameters of the network model include:

a) critical path;
b) time reserves of events;
c) time reserves of tracks and works.

The critical path is the longest path of the network schedule (L cr.).

Changing the duration of any work on the critical path changes the timing of the ending event accordingly.

When planning a set of works, the critical path allows you to find the timing of the onset of the final event. In the process of managing the course of a complex of works, the attention of managers is focused on the main direction - on the works of the critical path. This allows the most expedient and efficient control of a limited number of works affecting the development period, as well as better use of available resources.

Event time reserve- this is such a period of time for which the onset of this event can be delayed without violating the deadlines for completing the complex of works as a whole. The time reserve of an event is defined as the difference between the late T pi and the early T pi timing of the event:

Late due date T ni is such a period of occurrence of the event, exceeding which will cause a similar delay in the onset of the final event, that is, if the event occurred at the moment T ni, it fell into the critical zone and the subsequent work should be under the same control as the work of the critical path.

The earliest possible date the occurrence of the event T pi is the time required to complete all work preceding this event. This time is found by choosing the maximum value from the duration of all paths leading to the given event.

The rule for determining T p and T p for any network event:

T p and T p of the event are determined by the maximum of the paths L max passing through this event, and T p is equal to the duration of the maximum of the paths preceding this event, and T p is the difference between the duration of the critical path Lcr and the maximum of the paths following the given event , that is

;

where C and - the initial event;
С з - the final event.

Zero slack for events... For these events, the allowed time is the shortest expected. The initial (C and) and final (C c) events also have a zero time reserve.

Thus, the easiest and most convenient way to identify the critical path is to identify all sequential events with zero time slack.

Time reserve for paths and works

Full travel time reserve R ( L i) is the difference between the length of the critical path t ( L cr) and the length of the considered path t ( L i):

R (L i) = t (L cr) - t (L i).

It shows how much the total duration of all works belonging to the path can be increased. L i, that is, the maximum permissible increase in the duration of this path. The full travel time reserve can be distributed among the individual jobs on the way.

Full reserve of operating time R nij is the maximum period of time by which the duration of this work can be increased without changing the duration of the critical path:

,

where t ij- duration of work;
ij - the initial and final event of this work;
T ni and T pi are the late and early dates of the events j and i, respectively.

Dependent runtime reserve

Since the reserve travel time L i can be used to increase the cycle of work on this path, we can say that any of the work of the path L i in its section, which does not coincide with the critical path, it has a reserve of time. But this reserve has a peculiarity:

if we use it partially or completely to increase the cycle t (i, j) of some work (i, j), then the reserve of time for other jobs decreases accordingly L i... Therefore, such a reserve of the time of the path on which it is located is called the dependent reserve of the operating time (i, j) and is denoted by.

Independent runtime reserve

In addition to the dependent slack, individual jobs may have an independent slack, denoted by. It is formed when the work cycles (i, j) are less than the difference between the earliest possible timing of the event j immediately following this work and the latest of the admissible timing of the event i immediately preceding it:

Free reserve of working time () is the difference between the early dates of occurrence of events i and j minus the duration of work t (i, j):

.

Free reserve of work time - the maximum period of time by which it is possible to increase the duration or postpone its beginning, without changing the early dates of subsequent work, provided that the initial event of this work occurred at its early date.

Time Shift Opportunities the beginning and end of each work is determined using the early and late dates of the occurrence of events between which this work is performed:

Early start date of work;
- late start date ;
- early end of work ;
- late completion of work.

Analysis and optimization of the network model

The originally developed network model is usually not the best in terms of turnaround time and resource utilization. Therefore, the original network model is analyzed and optimized for one of its parameters.

The analysis allows us to assess the feasibility of the structure of the model, to determine the degree of complexity of each work, the workload of the work performers at all stages of the work complex.

The relative complexity of meeting the deadlines for performing work on non-critical routes is characterized by the coefficient of work intensity:

,

where is the duration of the maximum path passing through this work;
- the duration of the segment of this path, which coincides with the critical path;
- the duration of the critical path.

The higher the stress coefficient, the more difficult it is to complete the work on time.

Using the concept of "travel time reserve", it can be defined as follows:

.

It should be borne in mind that the reserve time R (L i) of the path L i can be distributed between individual jobs on the specified path, only within the dependent time reserves of these jobs.

The value of the stress coefficient for different works in the network lies within 0Ј<1.

For all jobs, the critical path is equal to one. The value of the stress factor helps, when setting the planned deadlines for the performance of work, to assess how freely it is possible to dispose of the available reserves of time. This coefficient gives the performers of work an idea of ​​the degree of urgency of work and allows you to determine the order of their implementation, if they are not determined by the technological connections of the work.

To analyze the network model, the coefficient of freedom (i, j) is used, which shows the degree of freedom or independence of work cycles that have a free reserve of time, and also shows how many times the duration of work t (i, j) can be increased without affecting the timing all events and other network activities:

.

Moreover, (i, j)> 1 always. If (i, j) Ј 1, then this indicates that work (i, j) has no independent reserve time.

Optimization of network models according to one of its parameters can be carried out graphically or analytically. Solving the problem of optimizing a network model, usually calculate the minimum duration of a set of works with restrictions on the resources used.

Optimization of the network model, carried out by the analytical method, lies in the fact that it is based on the regularity in which the time of execution of any work (t) is directly proportional to its volume (Q) and inversely proportional to the number of performers (m) employed in this work:

The time required to complete the entire complex of works is determined as the sum of the durations of the component works:

.

However, the total time calculated in this way will not be minimal, even if the number of performers corresponds to the complexity of the stages.

The minimum time for a complex of sequentially performed works and other types of fragments of network models can be found by the method of conditionally equivalent labor intensity.

The conventionally equivalent labor intensity is understood as the amount of labor costs at which the number of performers of an equivalent specialty is distributed among the constituent works, provides the least time for their execution.

The conditionally equivalent labor intensity is determined by the formula:

,

where is the labor intensity of the previous and subsequent work.

The minimum time to complete the work will be ensured with the following distribution of workers by stages:

, ,

where is the total number of employees at certain stages.

Graphical method for optimizing the network model - "time-cost"

The "time-cost" method is to establish an optimal balance between the duration and cost of work.

Determination of the costs and resources required to complete each job is done after the development of the network schedule.

Thus, material and labor resources are planned based on the overall structure of the network, created by forecasting time estimates.

Rice. 6.7. Time-cost graph

To build graphs "time-costs" (Fig. 6.7) for each job are set:

The minimum possible cash costs for the performance of the work (subject to the performance of the work in the normal time);
- the minimum possible time to complete the work at the maximum cost.

In defining the first pair of estimates, the emphasis is on maximizing cost savings, and in defining the second, on maximizing time savings.

It is possible to approximately determine the amount of additional costs required to shorten the work execution time, or to solve the inverse problem using a graph with an approximating straight line. The amount of additional cash costs required to complete the work in a reduced time will be

.

For each type of work, its own graph is calculated and built, characterized by the slope of the approximating straight line.

Using a linear cost-time relationship for each type of work, you can calculate the rate of increase in costs per unit of time:

.

The economic efficiency from the implementation of the STS is determined primarily by the possibilities of reducing the overall cycle of work and reducing costs due to a more rational use of labor, material and monetary resources.

Reducing the duration of the complex of works provides a reduction in the payback period of investments, an earlier launch of the product on the market, which contributes to the competitive success of the company.

Previous

TOPIC 6. ORGANIZATIONAL PREPARATION OF PRODUCTION

AND DEVELOPMENT OF NEW KINDS OF PRODUCTS

The organization of the production of new products involves the restructuring of the existing production process and all its constituent elements. The development of new types of products requires not only the development of new technological processes and the use of new technological means, but also changes in the forms and methods of organizing production and labor, the acquisition of new knowledge and skills by the staff of the team, the restructuring of material and technical supplies, etc.

Under these conditions, it is necessary to carry out organizational preparation of production, i.e. to carry out a number of measures to restructure production processes for the release of new products. The complex of works included in the organizational preparation of production is associated with solving problems of an internal and external nature. The level of organization of labor and production, material support of new production, general technical and economic indicators of the enterprise's work largely depend on the quality of these works.

Organizational preparation of production is a set of processes and works aimed at the development and implementation of a project for organizing a production process for the manufacture of a new product, a system of organization and remuneration, material and technical support of production, a regulatory framework for intra-plant planning in order to create the necessary conditions for high-performance and accelerated development and release of new products of the required quality.

The organizational stage of production preparation is subdivided into a number of stages. The set of organizational training works is given in table. 6.1.

The work included in the complex of organizational preparation of production is carried out by specialized research and development or design organizations, if the development of production takes place at a newly commissioned enterprise, or by factory economic and technical services, if production preparation is carried out at an existing enterprise.

Table 6.1.

Name	production
Development of a project for the organization of the main production process	The choice of forms of organization of production, specialization of workshops and sections, cooperation between them. Determination of the need for space and equipment for the release of a new product. Drawing up layouts and plots. Development of a project for the reconstruction of workshops. Development or improvement of operational and production planning systems
Development of a project for maintenance of the main production	Drawing up plans for the movement of objects of labor in production, selection and determination of the necessary means of in-plant transport and packaging. Development of projects for the organization of storage facilities, repair and instrumental services. Selection of new product control standards
Development of organization and remuneration	Creation of a rational project for the division and cooperation of labor. Development of a project for the organization of the labor process, the organization of servicing workplaces, the organization of the work and rest regime. Calculation of labor intensity. Training and retraining of personnel. Selection and justification of the system of remuneration of workers and specialists in the development of new products in serial production. Development of bonus systems for workers and specialists
Organization of logistics and sales of new products	Determination of the need for material resources. Drawing up applications and orders for special equipment, tooling, materials and components. Selection of suppliers and establishment of contractual relations with them. Implementation of supply plans for the release of the first samples and series. Establishing connected with consumers, identifying needs
Creation of a regulatory framework for in-plant technical and economic and operational planning	Calculation of material, labor and calendar-planning standards. Calculation of the cost price and the establishment of penalties for a new product. Determination of the size of the standards of stocks and working capital

Organizational preparation of production is a combination of engineering and organizational and economic work and can be fully attributed to the field of engineering development. Among the most important requirements for the integrated preparation of production include the socio-psychological preparation of production.

Socio-psychological preparation of production is a system of measures aimed at organizing the propaganda, economic, psychological and social consequences of the introduction of new products for the collective of the zygote manufacturer, as well as for its consumers. Social and psychological problems of the production of new products are aimed at ensuring a comprehensive intensification of production, increasing its efficiency and creating a favorable social climate in production. Currently, one of the most important aspects of the study of psychological problems is the "human factor". A person's labor activity is carried out on the basis of the functioning of his psyche, thinking, imagination, attention, psychomotor skills, motivation, etc.

The main task of socio-psychological preparation: production is to create conditions not only to exclude an oppositional attitude (psychological barrier) to one new technique, but also for the interest of the entire team, workers in its early implementation. Overcoming the psychological barrier can be achieved if, in parallel with the organizational and technical measures, social and psychological impacts on the team are carried out.

When mastering new types of products, it is necessary to develop a project for organizing the production of these products and ensure its implementation or reorganization of existing production. In general, when designing the organization of production, the following areas of work can be distinguished: determination of production capacities for organizing the release of new products; choice of rational forms of organization of production; development or improvement of the system of operational and production planning; design of a production maintenance system; design of forms

and methods of remuneration for all categories of workers; development and implementation of a project for the technical reconstruction of an enterprise or individual shops.

One of the main works on the design of the organization of the production process for the manufacture of new products is the calculation of the required production capacity. When calculating, certain ratios between the capacities of the shops should be provided, a certain surplus has been formed to create inter-shop advances and the formation of reserves to ensure rhythmic work.

When choosing the forms of organization of production processes, the type of production structure of workshops and sections, the nature of the specialization of departments, the flow or non-flow form of the organization of the main production processes are determined, flows of materials, semi-finished products and finished products are formed. Variants of organizational structures, plans, routes of movement of objects of labor are analyzed using methods of analytical and simulation modeling.

An important step is the design of the assimilation process over time. At the same time, work is being carried out to adapt the operational-production planning system to the conditions for the release of new products, the sequence of its launch into production is established, the necessary reserves are determined, measures are provided to ensure a better use of equipment and labor, reduce the duration of production cycle. The listed tasks are implemented on the basis of the use of graphic and machine modeling of the movement of objects of labor, performing volumetric calculations, using optimization methods.

At the next stages of the design of the organization of production, the functions of maintenance are determined, the divisions that implement them, and the relationship with the production divisions; organizational systems of transport, instrumental and material-technical support of workshops and sections are being developed; calculations of the number of service sub-divisions are made, their structure is determined, regulatory documents are developed. An independent direction of design is the development of a quality control system for new products.

The final stage of developing a project for organizing the production of new types of products is the choice of forms of organization of labor and wages. This takes into account the nature of the production process and manufactured products; the composition and number of production teams, the nature of their specialization and cooperation, qualification characteristics and structure of workers are determined, workplaces and their service systems are designed. At this stage, standard projects for the organization of workplaces are applied and maps of the organization of labor are developed, in which the content of work processes is recorded, a list of workplaces and a statement of the applied organizational equipment are drawn up.

An integral part of the organizational preparation of production is the development of standards for the organization and planning of production of new types of products: material, labor, schedule, cost standards, prices, own working capital.

An important stage in the cycle "research - production" is the development of the release of new products. The development of new products is a production process, during which the necessary debugging of the technological process, organization and planning of production takes place in order to release new products in a given volume and achieve the designated economic indicators. Products are considered mastered if they are produced in the established volume and have the required technical and economic parameters. The term "mastered production" is used, as a rule, in relation to a specific enterprise. Products mastered at one enterprise, in the event of their transfer to another enterprise, also require mastering in relation to the peculiarities of the latter, i.e. redevelopment.

The beginning of development should be considered the release of the installation series, which is manufactured according to the documentation of batch production in order to confirm the readiness of production for the release of products in the specified volumes and with the established requirements. Distinguish between technical, production and economic development.

Technical development is carried out in the process of creating a new product in the pre-production period and is characterized by the achievement of the technical parameters that are set for the product in the technical conditions and in the standards. The design technical indicators must be achieved in pilot production during preparation for the serial production of new products. Considering the high requirements currently imposed on the quality of products, it is inexpedient to carry out technical development during serial production.

Production development is a production process, during which the enterprise reaches the design volume (quantity) of new products. At the same time, the economic development of the production of the product is being carried out. It begins with the release of the first industrial series, but does not end with the production reaching the target volume of production in pieces. The completion of economic development should be considered the achievement of the design level of economic indicators of new products, primarily the labor intensity and cost of products. Theoretically, it can end earlier than production, but, as a rule, enterprises reach the target level of economic indicators later than the design level of product output has been reached.

The development of new products is a stage in the production process. Therefore, during the period of development, the basic principles of organizing the production process operate: specialization, proportionality, parallelism, direct flow, continuity, rhythm, etc. products. In addition to general principles, the production process during development is based on private principles that serve as the basis for its organization and are weakly manifested in the period of expanded production. These principles are: integration of developers, producers and consumers; readiness of production for development; production flexibility; the complexity of development. The content of the principles of organizing the accelerated development of new products and their possible application are given in table. 6.2.

Table 6.2.

The principles of organizing the accelerated development of new products

Principle name		Possible use
Integration of developers, manufacturers and consumers	Interdependent participation of developers, manufacturers and consumers in the design, production and sale of new products	When jointly performing work on the preparation of production and development of products, including the participation of manufacturers and consumers in the design and author's support of the product during the period of production and economic development
Production readiness for development	The state of the enterprise. allowing you to start production of a new product in the required quantity with high product quality	Upon mastering, the enterprise quickly begins and develops the production of high-quality products and overcomes the difficulties of the mastering period in a short time.
Manufacturing flexibility	The ability of production to quickly rebuild to release new products with minimal waste of time and money	When restructuring the production process in connection with the transition to the release of new products
Complexity of development	A combination of phenomena and actions for the rational coordination of elements and sections of the production process, ensuring an accelerated transition to the release of a new product and high rates of development	When establishing the relationship of production participants, achieving design capacity and establishing external cooperation

The principle of flexibility requires production to be mobile and dynamic. It must quickly respond to changes in consumer demand and switch to the release of new products. The flexibility of production allows, without great losses, to stop the production of obsolete products that have lost the required technical and economic level, competitiveness and have lost demand, to avoid wasting resources.

The principle of completeness of efforts and actions means a rational combination of all sections of the process of creating and manufacturing a new product, including allied enterprises.

The integration of the principles of organizing the accelerated development of new products inevitably leads to an increase in the period of production and economic development, to an increase in production costs associated with the transition to the release of new machines, to loss of profit when selling outdated products instead of new ones.

6.3. Organization of the transition to the release of new products

Domestic and foreign practice of enterprises provides many options for the transition of production to the release of new products. There are options with or without stopping production. The transition of enterprises to the release of a new product can be carried out by the following methods: sequential, parallel, complex-combined and aggregate.

Such a transition is called sequential when production development begins only after the removal of a previously produced product from production. Technical organizational preparation is carried out, as a rule, in advance, during the release of old products.

The parallel method of transition assumes the maximum combination of the production of newly mastered products with the final stage of the release of the old model. It is usually used when enterprises have reserve capacities, create parallel operating sections, conveyors. With sequential and parallel methods, the production of an entire new machine as a whole is mastered with full readiness for the production of all units.

The complex-combined method is characterized by the combination of the execution of individual works on the preparation of production and the development of new products with a comprehensive solution of design, technological and production problems. Manufacturers participate in the production of a product, developers - in the development of its release. This method allows you to significantly speed up the process of creating and mastering new products by reducing the procedure for processing and approving technical documentation, eliminating unnecessary work, making the transition to serial production without making prototypes and pilot industrial batches.

The aggregate method assumes the gradual replacement of individual units in the design produced by the old model. For some time, a transitional modified product has been produced, equipped only with separate new units. When the planned replacement of old units with new ones is completed, the model from the transitional one turns into a new product. The development is divided into several stages, the collective of the enterprise. concentrates efforts on a relatively small area of ​​work and the transition is less painful for the enterprise.

When choosing a transition method, one should take into account the factors characterizing the organizational and technical level of production, the design of the new product and the production technology. Assessing the organizational and technical conditions, it is necessary to take into account: availability of a reserve of production capacities; availability of free production areas; in-house specialization; division of labor in workshops and on sites; the level of sectoral and inter-sectoral cooperation; availability of qualified personnel, the level of organization of material and technical support, the level of flexibility of the production apparatus, etc.

When evaluating the design of a new machine, take into account its novelty, the level of unification and standardization, design continuity and features of the new product compared to the machine removed from production, dimensions, weight, material consumption, energy consumption, labor intensity and other technical and economic indicators.

The production technology is characterized by the use of standard and special technological processes, unified and special tooling and equipment, the use of programmed machines, industrial robots and flexible automated systems, the presence of production waste and the impact on the environment and other factors.

Methods and options for the transition to the release of new products have a great impact on the timing and efficiency of production. It is necessary to carry out calculations of a decrease in the volume of production in the period of development, increased costs of resources, and also to determine the time during which production and economic development will be carried out.

6.4. Planning indicators for the production of new products

At the beginning of the development of new products, the production process is characterized by high costs of labor and material resources. As the volume of production increases, the technological process stabilizes, cooperative and production ties are established, special knowledge and work skills are consolidated. As a result, the increased costs are gradually reduced and reach the required value at the level of technically sound standards.

The American scientist T. Wright established the relationship between the increase in the production of new products and changes in economic indicators. It has the form of a power function. The relationship between labor intensity and the serial number of the product is reflected by the formula

where at- labor costs for the manufacture of l: -th product from the moment the production of this type of product began;

a- labor costs per unit of product from the beginning of development;

NS- serial number of the product from the beginning of production;

b is the coefficient of the steepness of the development curve.

The coefficient of the steepness of the development curve (Fig. 4-1) characterizes the rate of relative decline in economic indicators and the dependence on the novelty and complexity of the design and technological process, on the degree of readiness of the enterprise for the development of the product. The lower the value of the coefficient, the greater the steepness of the curve, reflecting the dynamics of the indicator. For each enterprise, the values ​​of the coefficient should be calculated separately, using for this purpose the data on the development of production of previously produced products.

To characterize the process of mastering new products, the coefficient of mastering KOS is used, which shows how many times the labor intensity decreases with each doubling of the number of manufactured products:

where t i - labor intensity of the i-ro product;

t 2 t - labor intensity of the product after doubling the number of manufactured products.

There is a relationship between the slope coefficient and the Development rate, which can be reflected by the formula:

Calculations show that the lower the coefficient of development of WWTP (and, accordingly, the greater the coefficient of the steepness of the curve b), the worse is the process of mastering new products, the greater the losses incurred by the enterprise. In this case, the design complexity is achieved later, the development period is delayed.

To calculate indicators for the development of new products, you can use the following formulas:

where t 1 t k - labor intensity of one product at the beginning and at the end of development, standard hours;

A- the number of doubling of the output of products, times.

Total labor costs for the production of new products during the development period T ∑ can be calculated by the formula

where N t, N t - the number of products produced in the first batch at the beginning of development and for the entire period of development, pcs.

In fig. 6.1 shows how the labor intensity of the product (t 1 ÷ t k) changes. (t k N k) and increased costs (Δt). Necessary costs are calculated on the basis of progressive technically sound norms in conditions of steady production. Increased costs are additional costs that arise in the process of mastering new products and are due to the peculiarities of this process:

Rice. 6.1. Dynamics of labor intensity of products during the period of mastering the production of new products

Having determined the increased labor costs, it is necessary to develop measures to reduce them, improve the quality of design and technological preparation of production, improve the organization of the process of mastering new products and choose a more rational version of the transition to the production of a new machine.

A necessary stage in the preparation of production is the development of new products, which is a set of various processes and works, in the process of which the verification and development of structures and technologies to the established technical requirements, the development of new forms of organization of production are carried out. During the development of new products, the planned production volumes, the planned economic indicators and the technical and economic parameters of the products are achieved. The period of mastering new products begins with the manufacture of a prototype and ends with serial production of products.

Industrial production is characterized by a wide variety of methods and stages in the development of new types of products.

Each stage of development corresponds to a certain content of work, depending on various production, organizational and economic conditions at a given enterprise.

Periods of industrial development of new products:

• 1. Checking a new design is a set of works on checking, debugging and fine-tuning the design of the product and the technology of its manufacture with the introduction of the necessary clarifications and changes in order to achieve the requirements fixed in the technical documentation for the product.
• 2. Adjustment of production provides for the transition from pilot production to serial (mass). The developed technological processes, forms of organization of production and labor are being introduced, work is underway to stabilize the quality of manufacturing of parts and assembly units.
• 3. During the period of achievement of the design economic indicators, work is carried out related to bringing the norms of consumption of material resources, labor intensity, cost and other economic indicators to the design level by increasing the qualifications of workers, increasing the level of equipment, reducing losses from rejects.

In the process of mastering the release of new types of products, technical, industrial and economic development are distinguished.

The beginning of technical development is considered to be the receipt by the production department of technical documentation and a prototype of the product simultaneously with the task of starting its industrial production, and the end is the achievement of the technical design parameters determined by the standard or technical specifications.

Production development is carried out in the process of setting up production and ends in conditions when all production units of the enterprise ensure the fulfillment of the established volumes of output with a given quality and the necessary stability of production. During the period of production development, "bottlenecks" are eliminated, workers fully master labor operations, and the utilization of equipment and labor is stabilized.

The economic development of the production of new products presupposes the achievement of the main design economic indicators for the production of products. As a rule, the production costs of the first products are several times higher than the costs of mass-produced products. Subsequently, there is a sharp decrease in these costs. However, over time, the rate of decline slows down and then becomes insignificant.

The expenses for the design preparation of production are growing gradually, then their more vigorous increase occurs, associated with a large volume of work at the stage of technological preparation. Organizational preparation requires an increase in the cost of material support of a new production associated with the purchase of special equipment, the creation of reserves, the redevelopment of workshops, the creation of transport systems, etc. In the case of a complete and high-quality technical preparation of production, development begins with a relatively low initial cost of the products being mastered, the planned cost is achieved relatively quickly. (1)

With improperly organized and planned preparation of production, there is a premature start of development, if the preparation has not yet been fully completed, the equipment and equipment are not ready, and the design training has been performed at an insufficiently high level. As a result, the initial cost is high. In addition, there are sharp fluctuations in the cost, corresponding to the introduction of design changes. The development period is extended. The tendency to reduce the cost when mastering the production of new products is, as a rule, stable, and the volume of output is the most important factor in its reduction.

The factors that determine the development time are: the novelty and complexity of the product, the degree of processing of technical documentation, the level of equipment, the socio-psychological level of the team, etc. The task is to take into account the influence of these factors on the duration of the development period and to ensure the creation of the necessary conditions for its reduction.

There are two main forms of transition to the release of new products: with a stop and without a stop in production.

The following factors influence the choice of the transition method:

The technical level of the products being mastered, their difference from those removed from production;

Organizational and technical conditions of production: availability of reserve production capacities and areas; use of standard solutions in design work;

Organization and planning of technical preparation of production.

The transition of enterprises to the release of a new product can be carried out by the following methods: sequential, parallel, complex-combined and aggregate.

Such a transition is called sequential when production development begins only after the withdrawal from production of a previously produced product. Technical and organizational preparation is carried out in advance during the release of old products.

There are discontinuous-sequential and continuous-sequential versions of this method. With the discontinuous-sequential method, after the termination of the release of the old product, work is performed on the redevelopment and installation of technological equipment and vehicles at the same production facilities, and upon their completion, the development of the production of a new product begins. The duration of these works determines the amount of production stoppage during which there is no release of both new and old products. This is the most ineffective transition option, since the losses in total output are the highest here. They cannot be compensated for a long time, which does not allow using the discontinuous-sequential method in the practice of mastering new products.

The continuous-sequential version of the sequential method is characterized by the fact that the release of the mastered product begins immediately after the termination of the release of the product being discontinued. Although this option results in losses in the total output of products, they can be minimized due to the high rates of increase in the output of the product being mastered. This requires a high degree of completeness of work on the technological preparation of the production of a new product to the beginning of its development. This option, as a rule, requires additional production workers, since the labor intensity of the products being mastered is higher than that of those removed from production, as well as an increase in the production capacity of the enterprise. It is widely used in mass production environments, especially in the reconstruction of an enterprise.

The parallel method of transition presupposes the maximum combination of the production of newly mastered products with the final stage of the production of the old model, while the output of the new one increases simultaneously with a reduction in the volume of production of old products. It is usually used when the enterprise has reserve capacities, the creation of parallel operating sections, conveyors. This method is most commonly used in mechanical engineering. If it is impossible to compensate for the increased labor intensity, there is no additional capacity, a variant of the parallel method is preferable, in which the total output of products decreases slightly during the period of mastering a new product. With a high level of unification of the replaced and mastered products, in many cases it is generally possible to avoid a decrease in the total output.

The main advantage of this method in comparison with the sequential method is that it is possible to significantly reduce losses in the total output of products during the development of a new product. Various versions of the parallel method are used, differing in the period of time during which the release of the old and new product is combined, the rate of increase in the release of the new and the curtailment of the old product, the number of additional production areas and equipment. The variant of the parallel method is characterized by the fact that the total output of products does not decrease. This is the preferred option, since it allows the enterprise to maintain a uniform production output during the development period.

In conditions of mass production, a parallel-step-by-step version of the parallel method is widely used. The aggregate method involves the gradual replacement of individual units in the design of the old model being produced. For some time, a transitional modified product has been produced, equipped with only separate new units. When the planned replacement of old units with new ones is completed, the model from the transitional one turns into a new product. Mastering is divided into several stages, the team focuses its efforts on a relatively small area of ​​work, and the transition is less painful for the enterprise. At each of the stages, not the final product of the enterprise is updated, but only its individual constituent elements.

The advantage of this option is that when it is applied, it is possible to avoid a radical reconstruction of the enterprise, to ensure uniform production at each stage, and to reduce the cost of mastering production. However, the process of updating the manufactured products is thus stretched, which can lead to premature obsolescence of new technology.

The complex-combined method is characterized by the combination of the execution of individual works on preparation of production for the development of new products with a comprehensive solution of design, technological and production problems. Manufacturers participate in the design of the product, the developers - in the development of its release. This method allows you to significantly speed up the process of creating new products by reducing the procedure for issuing and approving technical documentation, eliminating unnecessary work, performing block design and manufacturing of various units, partially combining various works, making the transition to serial production without making prototypes and pilot batches ...

When choosing a transition method, one should take into account the factors characterizing the organizational and technical level of production, the design of the new product and the production technology.

When evaluating organizational and technical conditions, it is necessary to take into account: in-line batch production products

• - availability of a reserve of production capacities;
• -availability of free production areas;
• - intra-factory specialization and division of labor in workshops and on sites;
• - the level of sectoral and inter-sectoral cooperation;
• - availability of qualified personnel. (4)