The principles of organizing production processes. The production process and the basic principles of its organization. The production cycle and its structure

The principles of the organization of the production process are the starting points on the basis of which the construction, functioning and development of production processes are carried out.

The principle of differentiation assumes the division of the production process into separate parts (processes, operations) and their assignment to the corresponding divisions of the enterprise. The principle of differentiation is opposed by the principle of combination, which means combining all or part of diverse processes for the manufacture of certain types of products within the same area, workshop or production. Depending on the complexity of the product, the volume of production, the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, site) or dispersed across several departments. So, at machine-building enterprises, with a significant production of the same type of products, independent mechanical and assembly plants, shops are organized, and with small batches of products, single mechanical assembly shops can be created.

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

In the practice of organizing production, priority in using the principles of differentiation or combination should be given to the principle that will provide the best economic and social characteristics of the production process. Thus, in-line production, characterized by a high degree of differentiation of the production process, makes it possible to simplify its organization, improve the skills of workers, and increase labor productivity. However, excessive differentiation increases worker fatigue, a large number of operations increases the need for equipment and production space, and leads to unnecessary costs of moving parts.

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

When choosing one or another direction of concentration, it is necessary to take into account the advantages of each of them.

With the concentration in the division of technologically homogeneous work, a smaller amount of duplicating equipment is required, production flexibility increases and the possibility of a quick transition to the release of new products appears, and equipment utilization increases.

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

The principle of specialization is based on limiting the variety of elements of the production process. The implementation of this principle implies the assignment of a strictly limited range of works, operations, parts or products to each workplace and each division. In contrast to the principle of specialization, the principle of universalization presupposes such an organization of production in which each workplace or production unit is engaged in the manufacture of parts and products of a wide range or in the performance of heterogeneous production operations.

The level of specialization of workplaces is determined by a special indicator - the coefficient of consolidation of operations TO z.o, which is characterized by the number of details of operations performed at the workplace for a certain period of time. So, for TO s.o = 1 there is a narrow specialization of workplaces, in which during the month, quarter at the workplace, one workpiece is performed.

The nature of the specialization of departments and workplaces is largely determined by the volume of production of parts of the same name. The highest level of specialization is achieved with the release of one type of product. The most typical example of highly specialized industries are factories for the production of tractors, televisions, and cars. An increase in the range of production reduces the level of specialization.

A high degree of specialization of divisions and workplaces contributes to the growth of labor productivity due to the development of labor skills of workers, the possibilities of technical equipment of labor, and minimizing the cost of retooling machines and lines. At the same time, narrow specialization reduces the required qualifications of workers, causes monotony of labor and, as a consequence, leads to rapid fatigue of workers, restricts their initiative.

In modern conditions, the tendency towards the universalization of production is increasing, which is determined by the requirements of scientific and technological progress to expand the range of products, the emergence of multifunctional equipment, the tasks of improving the organization of labor in the direction of expanding the labor functions of the worker.

The principle of proportionality consists in the natural combination of individual elements of the production process, which is expressed in a certain quantitative ratio between them. So, proportionality in terms of production capacity implies equality of the capacities of the sections or equipment utilization factors. In this case, the throughput of the procurement shops corresponds to the need for the blanks of the mechanical shops, and the throughput of these shops corresponds to the needs of the assembly shop in the necessary parts. This implies the requirement to have equipment, space, and labor in each workshop in such a quantity that would ensure the normal operation of all divisions of the enterprise. The same ratio of throughput should exist between the main production, on the one hand, and auxiliary and service divisions, on the other.

Violation of the principle of proportionality leads to disproportions, the appearance of bottlenecks in production, as a result of which the use of equipment and labor is deteriorating, the duration of the production cycle increases, and the backlog increases.

The proportionality in the labor force, area, equipment is established already during the design of the enterprise, and then it is clarified when developing annual production plans by carrying out the so-called volumetric calculations - when determining the capacity, the number of employees, the need for materials. The proportions are established on the basis of a system of standards and norms that determine the number of interconnections between various elements of the production process.

The principle of proportionality involves the simultaneous execution of individual operations or parts of the production process. It is based on the premise that parts of a dismembered production process must be aligned in time and carried out simultaneously.

The manufacturing process of making a machine consists of a large number of operations. It is quite obvious that the execution of them sequentially one after the other would cause an increase in the duration of the production cycle. Therefore, the individual parts of the product manufacturing process must be carried out in parallel.

Parallelism is achieved: when processing one part on one machine with several tools; simultaneous processing of different parts of the same batch for a given operation at several workplaces; simultaneous processing of the same parts for different operations at several workplaces; simultaneous production of various parts of the same product at different workplaces. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle and the time spent on parts, to save working time.

Direct flow is understood as such a principle of organizing the production process, subject to which all stages and operations of the production process are carried out under the conditions of the shortest path of the subject of labor from the beginning of the process to its end. The principle of direct flow requires ensuring the rectilinear movement of objects of labor in the technological process, eliminating various kinds of loops and return movements. Full straightness can be achieved by the spatial arrangement of operations and parts of the production process in the order of sequence of technological operations. It is also necessary, when designing enterprises, to achieve the location of workshops and services in a sequence that provides for a minimum distance between adjacent divisions. You should strive to ensure that parts and assembly units of different products have the same or similar sequence of stages and operations of the production process. When implementing the principle of direct-flow, the problem of optimal arrangement of equipment and workplaces also arises. The principle of direct flow is manifested to a greater extent in the conditions of continuous production, in the creation of subject-closed workshops and sections. Compliance with the requirements of direct flow leads to the streamlining of freight flows, a reduction in freight turnover, and a decrease in the cost of transporting materials, parts and finished products.

The principle of rhythm means that all separate production processes and a single production process for a certain type of product are repeated after specified periods of time. Distinguish the rhythm of production, work, production.

The rhythm of the output is called the release of the same or uniformly increasing (decreasing) quantity of products for equal intervals of time. The rhythm of work is the performance of equal amounts of work (in terms of quantity and composition) for equal intervals of time. The rhythm of production means compliance with the rhythmic output of products and the rhythm of work.

Rhythmic work without jerks is the basis for an increase in labor productivity, optimal equipment utilization, full use of personnel and a guarantee of high quality products. The smooth operation of an enterprise depends on a number of conditions. Ensuring rhythm is a complex task that requires the improvement of the entire organization of production at the enterprise. The correct organization of operational planning of production, compliance with the proportionality of production capacities, improvement of the production structure, proper organization of material and technical supply and maintenance of production processes are of paramount importance.

The principle of continuity is implemented in such forms of organization of the production process in which all its operations are carried out continuously, without interruptions, and all objects of labor are continuously moving from operation to operation.

Violation of the principle of continuity, as a rule, causes interruptions in work (downtime of workers and equipment), leads to an increase in the duration of the production cycle and the size of work in progress.

The principles of organizing production in practice do not operate in isolation, they are closely intertwined in each production process. When studying the principles of organization, one should pay attention to the paired nature of some of them, their interconnection, the transition to their opposite (differentiation and combination, specialization and universalization). The principles of organization develop unevenly: at one time or another, a principle is brought to the fore or becomes of secondary importance. Thus, the narrow specialization of jobs is becoming a thing of the past; they are becoming more and more universal. The principle of differentiation is beginning to be increasingly replaced by the principle of combination, the application of which makes it possible to build a production process on the basis of a single flow. At the same time, under the conditions of automation, the importance of the principles of proportionality, continuity, and direct flow increases.

Compliance with the principles of organizing production processes is of great practical importance. Implementation of these principles is the business of all levels of production management.

Within a certain time frame.

The main part of the production process is the technological process, which contains purposeful actions to change and determine the state of objects of labor. In the course of the implementation of the technological process, there is a change in the geometric shapes, sizes and physical and chemical properties of objects of labor.

Along with technological processes, the production process also includes non-technological processes that do not aim at changing the geometric shapes, sizes or physicochemical properties of objects of labor or checking their quality. These processes include transport, storage, loading and unloading, picking and some other operations and processes.

In the production process, labor processes are combined with natural ones, in which the change in objects of labor occurs under the influence of the forces of nature without the participation of a worker (for example, drying painted parts in air, cooling castings, aging cast parts, etc.).

According to their purpose and role in production, processes are divided into main, auxiliary and service ones.

The main are the production processes during which the main products manufactured by the enterprise are manufactured. The result of the main processes in mechanical engineering is the production of machines, apparatus and devices that make up the production program of the enterprise and correspond to its specialization, as well as the manufacture of spare parts for them for delivery to the consumer.

TO subsidiary include processes that ensure the smooth running of the main processes. The result is products used in the enterprise itself. Supporting processes are equipment repair, tool making, steam and compressed air generation, etc.

Serving processes are called those, during the implementation of which the services necessary for the normal functioning of both the main and auxiliary processes are performed. These include, for example, the processes of transportation, storage, selection and assembly of parts, etc.

In modern conditions, especially in automated production, there is a tendency towards the integration of basic and service processes. So, in flexible automated complexes, basic, picking, storage and transport operations are combined into a single process. A special role in this process of improving the production system is played by modern information and communication technologies, electronic communications and computer technology.

The totality of the main processes forms the main production. At mechanical engineering enterprises, the main production consists of three stages: procurement, processing and assembly. The stage of the production process is a complex of processes and works, the implementation of which characterizes the completion of a certain part of the production process and is associated with the transition of the subject of labor from one qualitative state to another.

TO procurement stage include the processes of obtaining blanks - cutting materials, casting, stamping. The processing stage includes the processes of converting blanks into finished parts: machining, heat treatment, painting and electroplating, etc. Assembly stage- the final part of the production process. It includes the assembly of units and finished products, adjustment and debugging of machines and devices, their testing.

The composition and interconnections of the main, auxiliary and service processes form the structure of the production process.

Organizationally, production processes are divided into simple and complex. Production processes are called simple, consisting of sequentially carried out actions on a simple object of labor. For example, the manufacturing process of making one part or a batch of identical parts. A complex process is a combination of simple processes carried out on a variety of objects of labor. For example, the process of manufacturing an assembly unit or an entire product.

Scientific principles of organizing production processes

The variety of production processes resulting in the creation of industrial products must be properly organized, ensuring their effective functioning in order to produce specific types of products of high quality and in quantities that meet the needs of the national economy and the population of the country.

The organization of production processes consists in uniting people, tools and objects of labor into a single process of producing material goods, as well as in ensuring a rational combination in space and time of the main, auxiliary and service processes.

The spatial combination of the elements of the production process and all its varieties is realized on the basis of the formation of the production structure of the enterprise and its subdivisions. In this regard, the most important activities are the selection and justification of the production structure of the enterprise, i.e. determination of the composition and specialization of its subdivisions and the establishment of rational relationships between them.

In the process of developing the production structure, design calculations are carried out related to determining the composition of the equipment fleet, taking into account its productivity, interchangeability, and the possibility of effective use. A rational layout of divisions, placement of equipment, workplaces is being developed. Organizational conditions are created for the smooth operation of equipment and direct participants in the production process - workers.

One of the main aspects of the formation of the production structure is to ensure the interconnected functioning of all components of the production process: preparatory operations, main production processes, maintenance. It is necessary to comprehensively substantiate the organizational forms and methods of implementation of certain processes that are most rational for specific production technical conditions.

An important element of the organization of production processes is the organization of workers' labor as a concrete implementation of the process of joining labor power with the means of production. Labor organization methods are largely determined by the forms of organization of the production process. In this regard, the focus of attention should be to ensure a rational division of labor and to identify on this basis the professional and qualification composition of workers, scientific organization and maintenance of workplaces, the all-round improvement and improvement of working conditions.

The organization of production processes also presupposes the need to combine their elements in time, which finds expression in the establishment of the order of performing individual operations, the rational combination of the time for performing various types of work, and the determination of the calendar-planned standards for the movement of objects of labor. The normal functioning of processes in time is also ensured by the order of launching and releasing products, creating the necessary stocks (reserves) and production reserves, uninterrupted supply of workplaces with tools, blanks, materials. An important setting of this activity is the rational organization of the movement of material flows. These tasks are solved at the heart of the development and implementation of systems for operational planning of production, taking into account the type of production and technical and organizational features of the production process.

Finally, in the course of organizing production processes at an enterprise, an important place is given to the development of a system of interaction between individual production units.

Principles of the organization of the production process represent the starting points on the basis of which the construction, functioning and development of production processes are carried out.

Differentiation principle assumes the division of the production process into separate parts - processes, operations, their assignment to the corresponding divisions of the enterprise. The principle of differentiation is opposed combination principle, which means the combination of all or part of diverse processes for the manufacture of certain types of products within one site, workshop or production. Depending on the complexity of the product, the volume of production, the nature of the equipment used, the production process can be concentrated in any one production unit (workshop, site) or dispersed across several departments. So, at machine-building enterprises, with a significant production of the same type of products, independent mechanical and assembly plants, shops are organized, and with small batches of products, single mechanical assembly shops can be created.

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

In the practice of organizing production, priority in applying the principles of differentiation or combination should be given to the principle that will provide the best economic and social characteristics of the production process. Thus, in-line production, characterized by a high degree of differentiation of the production process, makes it possible to simplify its organization, improve the skills of workers, and increase labor productivity. However, excessive differentiation increases worker fatigue, a large number of operations increases the need for equipment and production space, leads to unnecessary costs of moving parts, etc.

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

When choosing one or another direction of concentration, it is necessary to take into account the following advantages of each of them. With the concentration in the division of technologically homogeneous work, a smaller amount of duplicating equipment is required, production flexibility increases and the possibility of a quick transition to the release of new products appears, and equipment utilization increases.

The principle of specialization based on limiting the variety of elements of the production process. The implementation of this principle implies the assignment of a strictly limited range of works, operations, parts or products to each workplace and each division. In contrast to the principle of specialization, universalization is a principle of organizing production in which each workplace or production unit is engaged in the manufacture of parts and products of a wide range or in the performance of heterogeneous production operations.

The level of specialization of the workplace is determined by a special indicator - the coefficient of consolidation of operations, which is characterized by the number of details of the operations performed at the workplace in a certain period of time.

The nature of the specialization of departments and workplaces is largely determined by the volume of production of parts of the same name. The highest level of specialization is achieved with the release of one type of product. The most typical example of highly specialized industries are factories for the production of tractors, televisions, and cars. Expansion of the range of production reduces the level of specialization.

A high degree of specialization of divisions and workplaces contributes to the growth of labor productivity due to the production

labor skills, opportunities for technical equipment of labor, minimizing the cost of retooling machines and lines. At the same time, narrow specialization reduces the required qualifications of workers, determines the monotony of labor and, as a result, leads to rapid fatigue of people, restricts their initiative.

Proportionality principle consists in the natural combination of individual elements of the production process, which is expressed in their definite quantitative relationship with each other. So, proportionality in terms of production capacity implies equality of the capacities of the sections or equipment utilization factors. In this case, the throughput of the procurement shops must correspond to the needs for the blanks of the mechanical shops, and the throughput of these shops must correspond to the needs of the assembly shop in the necessary parts. Hence the requirement to have in each workshop equipment, space, and labor in such a quantity that would ensure the normal work of all divisions of the enterprise. The same ratio in throughput should exist between the main production, on the one hand, and auxiliary and service divisions, on the other.

Violation of the principle of proportionality leads to imbalances, the emergence of "bottlenecks" in production, as a result of which the use of equipment and labor is deteriorating, the duration of the production cycle increases, and the backlog increases.

The proportionality in the workforce, areas, equipment is established already in the design process of the enterprise, and then it is clarified when developing annual production plans by carrying out so-called volumetric calculations - when determining the capacity, the number of employees, the required materials. The proportions are identified on the basis of a system of standards and norms that determine the number of interconnections between various elements of the production process.

The manufacturing process of making a machine consists of a large number of operations. It is quite obvious that the execution of them sequentially one after the other would cause an increase in the duration of the production cycle. Therefore, the individual elements of the product manufacturing process must be carried out in parallel.

Parallelism is achieved when processing one part on one machine with several tools, simultaneous processing of different parts of the same batch for a given operation at several workplaces, simultaneous processing of the same parts in different operations at several workplaces, simultaneous production of different parts of the same product on different workplaces. Compliance with the principle of parallelism leads to a reduction in the duration of the production cycle and the time for tracing parts, to save working time.

Straightness is understood as such a principle of organizing the Production process, subject to which all stages of the operation of the production process are carried out in the conditions of the shortest path of the subject of labor from beginning to end. The principle of direct flow requires the provision of rectilinear movement of objects of labor in the course of the technological process, the elimination of various kinds of "loops" and return movements.

Full straightness can be achieved by the spatial arrangement of operations and parts of the production process in the order of sequence of technological operations. It is also necessary, when designing enterprises, to achieve the location of workshops and services in a sequence that provides for a minimum distance between adjacent divisions. You should also strive to ensure that parts and assembly units of different products have the same or similar sequence of stages and operations of the production process. When implementing the principle of direct-flow, the problem of optimal arrangement of equipment and workplaces also arises.

Direct-flow principle to a greater extent manifests itself in the conditions of continuous production, in the creation of subject-closed workshops and sections.

Compliance with the requirements of direct flow leads to the streamlining of freight flows, a reduction in freight turnover, and a decrease in the cost of transporting materials, parts and finished products. The principle of rhythm means that all separate production processes and a single production process for a certain type of product are repeated after specified periods of time. Distinguish between the rhythm of production, the rhythm of work and the rhythm of production.

The rhythm of the output is called the release of the same or uniformly increasing (decreasing) quantity of products for equal periods of time. The rhythm of work is the performance of equal amounts of work (in terms of quantity and composition) for equal intervals of time. The rhythm of production means compliance with the rhythmic output of products and the rhythm of work.

Rhythmic work without jerks is the basis for an increase in labor productivity, optimal equipment utilization, full use of personnel and a guarantee of high quality products. The smooth operation of an enterprise depends on a number of conditions. Ensuring rhythm is a complex task that requires the improvement of the entire organization of production at the enterprise. The correct organization of operational planning of production is of paramount importance. compliance with the proportionality of production capacities, improvement of the production structure, proper organization of material and technical supply and maintenance of production processes.

Continuity principle is realized in such forms of organization of the production process in which all its operations are carried out continuously, without interruption, and all objects of labor are continuously moving from operation to operation.

The principle of the continuity of the production process is fully implemented on automatic and continuous-flow; lines on which objects of labor are made or assembled, having operations equal or multiple to the cycle of the line of duration.

In mechanical engineering, discrete technological processes prevail and therefore production with a high degree of synchronization of the duration of operations is not prevalent here.

Discontinuous movement of objects of labor is associated with interruptions that arise as a result of tracking details, at each operation, between operations, sections, workshops. That is why the implementation of the principle of continuity requires the elimination or minimization of interruptions. The solution to such a problem can be achieved on the basis of observing the principles of proportionality and rhythm; organization of parallel production of parts of the same batch or different parts of the same product; creation of such forms of organization of production processes, in which the time of the beginning of the manufacture of parts at a given operation and the time of the end of the previous operation are synchronized, etc.

Redundancy principle in the organization of production assumes that the production system has some justified (minimum) reserves and safety stocks, which are necessary to maintain the controllability and stability of the system. The fact is that various violations of the normal course of the production process arising from the action of many factors, a number of which are difficult or impossible to foresee, are eliminated by management methods, but require additional production resources. Therefore, organizing the production system, it is necessary to provide for such stocks and reserves, for example, insurance (guarantee) stocks of raw materials and capacity reserves of the enterprise and its individual divisions. In each specific case, the necessary redundancy of the production system is established on the basis of practical experience, statistical laws, or minimized using economic and mathematical methods.

The above principles of organizing production in practice do not operate in isolation, they are closely intertwined in each production process. When studying the principles of organization, one should pay attention to the paired character of some of them, their interconnection, the transition to their opposite: differentiation and combination, specialization and universalization. The principles of organization develop unevenly - at one time or another, this or that principle is brought to the fore or becomes of secondary importance. Thus, the narrow specialization of jobs is becoming a thing of the past, and they are becoming more and more universal. The principle of differentiation is beginning to be increasingly replaced by the principle of combination, the application of which makes it possible to build a production process on the basis of a single flow. At the same time, under the conditions of automation, the importance of such principles as proportionality, continuity, and direct flow increases.

The degree to which organizational principles are implemented is quantitative. Therefore, in addition to the existing methods of analyzing production, the forms and methods of analyzing the state of the organization of production and the implementation of its scientific principles should be developed and applied in practice.

Compliance with the principles of organizing production processes is of great practical importance. Implementation of these principles is the business of all levels of production management.

1.3 Organization of production processes in space

The combination of parts of the production process in space is provided by the production structure of the enterprise. The production structure is understood as a set of production units of an enterprise that make up its composition, as well as the forms of relationships between them. At the same time, the production process in modern conditions can be considered in two of its varieties:

as a process of material production with the final result

commercial products;

as a process of design production with the end result - a scientific and technical product.

The nature of the production structure of an enterprise depends on the types of its activities, the main of which are the following:

Research;

Manufacturing;

Scientific and production;

Production and technical;

Administrative and economic.

The priority of the relevant activities determines the structure of the enterprise, the share of scientific, technical and production departments, the ratio of the number of workers and engineers.

The composition of the subdivisions of an enterprise specializing in production activities is determined by the design features of the manufactured products and the technology of their manufacture, the scale of production, the specialization of the enterprise and the established cooperative ties.

In modern conditions, the form of ownership has a great influence on the structure of an enterprise. The transition from state to more progressive forms of ownership - private, joint-stock, rental - leads, as a rule, to the reduction of unnecessary links and structures, duplication in work, the number of the control apparatus.

At present, the organizational forms of small, medium and large enterprises are widespread, the production structure of each of which has the corresponding characteristics.

Production structure small business differs in simplicity. It, as a rule, has a minimum or no internal structural production units at all. Small enterprises have a very insignificant management apparatus, and a combination of management functions is widely used.

Structure medium-sized enterprises involves the allocation of workshops in their composition, and with a workshopless structure - sections. Here, the minimum necessary to ensure the functioning of the enterprise, its own auxiliary and service divisions, departments and services of the management apparatus are already being created.

Large enterprises in the manufacturing industry include the entire set of production, service and management units.

On the basis of the production structure, a general plan of the enterprise is developed. The general plan is understood as the spatial arrangement of all workshops and services, as well as transport routes and communications on the territory of the enterprise. When developing a master plan, the direct flow of material flows is ensured. Workshops should be located in the sequence of the production process. Services and workshops, interconnected, should be located in close proximity.

The production structures of associations in modern conditions are undergoing significant changes. For industrial associations in the manufacturing industry, in particular in mechanical engineering, the following areas are characteristic: improving production structures:

concentration of production of homogeneous products or fulfillment

works of the same type in single specialized divisions of the association, enterprise;

deepening the specialization of structural divisions of enterprises - industries, workshops, branches;
integration into a single research and production complex of all works on

creation of new types of products, their development in production and organization of production in quantities necessary for consumers;

dispersal of production in space based on the creation in

the composition of an association of highly specialized enterprises of various sizes;

overcoming segmentation in the construction of production processes and

creation of unified streams of production of products without the allocation of workshops, sections;

universalization of production, consisting in the release of different

the designation of products completed from units and parts of the same design and technology, as well as in the organization of production of related products;

development of wide cooperation horizontally between enterprises

belonging to different associations, in order to reduce production costs by increasing the scale of production of the same type of product and full capacity utilization.

The creation and development of large associations gave rise to a new form of production structure, characterized by the separation of specialized production facilities of the optimal size, built on the principle of technological and subject specialization. This structure also provides for the maximum concentration of procurement, auxiliary and service processes. The new form of the production structure is called multi-production. In the 80s, it found wide application in the automotive, electrical and other industries.

Research and production complexes carry out design and technological preparation of production, involving the relevant divisions of the association to carry out work related to the development of new products. The head of the design bureau was given the right to plan all stages of production preparation - from research to the organization of serial production. He is responsible not only for the quality and timing of development, but also for the development of serial production of new products and production activities of the shops and branches of the complex.

In the context of the transition of enterprises to a market economy, further development of the production structure of associations takes place on the basis of an increase in the degree of economic independence of their subdivisions.

1.4 Organization of production processes in time

To ensure the rational interaction of all elements of the production process and streamline the work performed in time and space, it is necessary to form a "production cycle of the product.

The production cycle is a complex of the main, auxiliary and service processes, organized in a certain way in time, necessary for the manufacture of a certain type of product. The most important characteristic of the production cycle is its duration.

The duration of the production cycle- this is a calendar period of time during which a material, workpiece or other processed item goes through all the operations of the production process or a certain part of it and turns into a finished product. The cycle time is expressed in calendar days or hours. The structure of the production cycle includes the time of the working period and the time of breaks. During the working period, the actual technological operations and work of a preparatory and final nature are performed. The working period also includes the duration of control and transport operations and the time of natural processes. The break times are due to the work schedule, interoperational tracking of parts and shortcomings in the organization of work and production.

The interoperative tracking time is determined by the batching, waiting and picking interruptions. Partition breaks arise in the manufacture of products in batches and are due to the fact that the processed products lie until the entire batch passes through this operation. In this case, one should proceed from the fact that a production batch is a group of products of the same name and standard size, launched into production within a certain time interval at the same preparatory and final time. Waiting breaks are caused by the inconsistent duration of two adjacent operations of the technological process, and the picking breaks are caused by the need to wait for the time when all the blanks, parts or assembly units included in one set of products will be manufactured. Picking breaks arise during the transition from one stage of the production process to another.

In the most general form, the duration of the production cycle T c expressed by the formula

T c=T T+T n-3 + T e + T K + T TR + T MO + T PR,

where T T- time of technological operations;

T n-3- time of work of a preparatory and final nature;

T e- the time of natural processes;

T K- time of control operations;

T TR- the time of transportation of objects of labor;

T MO- time of interoperative tracking (intra-shift breaks);

T OL- the time of breaks due to the work schedule. The duration of technological operations and preparatory and final work together forms an operating cycle T CH.OP

Operating cycle Is the duration of the completed part of the technological process, performed at one workplace.

It is necessary to distinguish between the production cycle of individual parts and the production cycle of an assembly unit or product as a whole. The production cycle of a part is usually called simple, and a product or assembly unit is called complex. The cycle can be single-stage and multi-stage. The cycle time of a multi-step process depends on the way parts are transferred from one operation to another. There are three types of movement of objects of labor in the process of their manufacture: sequential, parallel and parallel-sequential.

With a sequential type of movement, the entire batch of parts is transferred to the next operation after finishing the processing of all parts in the previous operation. The advantage of this method is the absence of interruptions in the work of the equipment and the worker at each operation, the possibility of their high load during the shift. But the production cycle with such an organization of work is the largest, which negatively affects the technical and economic indicators of the workshop, enterprise. In the parallel view of the movement, the parts are transferred to the next operation by the transport batch immediately after the end of its processing in the previous operation. In this case, the shortest cycle is provided. But the possibilities of using the parallel type of movement are limited, since a prerequisite for its implementation is the equality or multiplicity of the duration of operations. Otherwise, interruptions in the operation of equipment and workers are inevitable. With a parallel-sequential type of movement of parts from operation to operation, they are transferred in transport batches or piece by piece. In this case, there is a partial overlapping of the execution time of adjacent operations, and the entire batch is processed at each operation without interruption. Workers and equipment work without interruption. The production cycle is longer in comparison with the parallel, but less than with the sequential movement of objects of labor.

With the parallel-sequential type of movement, there is a partial overlapping in the execution time of adjacent operations. There are two types of combination of adjacent operations in time. If the execution time of the subsequent operation is longer than the execution time of the previous operation, then a parallel view of the movement of parts can be used. If the execution time of the subsequent operation is less than the execution time of the previous one, then a parallel-sequential type of movement with the maximum possible combination of both operations in time is acceptable. The maximum combined operations in this case differ from each other at the time of manufacture of the last part (or the last transport batch) at the subsequent operation.

The production cycle of a product includes cycles of parts manufacturing, assembly of units and finished products, and testing operations. It is generally accepted that different parts are manufactured at the same time. Therefore, the production cycle of the product includes the cycle of the most labor-intensive (leading) part from among those supplied to the first operations of the assembly shop.

The production cycle of a product can be calculated using the formula

T cp = T c.d+ T c.b

where T c.d - production cycle of manufacturing a leading part, calendars, days;

T c.b - production cycle of assembly and testing

works, calendars, days.

A graphical method can be used to determine the cycle of a complex production process. A cycle schedule is provided for this purpose. The production cycles of simple processes that are part of a complex cycle schedule are pre-established, the time ahead of some processes by others is analyzed, and the total cycle time of a complex process of manufacturing a product or a batch of products is determined as the largest sum of cycles of interconnected simple processes and interoperation breaks.

A high degree of continuity of production processes and a reduction in the duration of the production cycle is of great economic importance - the size of work in progress is reduced and accelerated

the turnover of working capital, the use of equipment and production areas is improved, and the cost of production is reduced.

Increasing the degree of continuity of the production process and reducing the cycle time are achieved, firstly, by increasing the technical level of production, and secondly, by organizational measures. Both paths are interconnected and complement each other.

The technical improvement of production is moving towards the introduction of new technology, advanced equipment and new vehicles. This leads to a reduction in the production cycle by reducing the labor intensity of the actual technological and control operations, reducing the time for moving objects of labor.

Organizational arrangements should include:

minimizing interruptions caused by interoperative

tracking, and interruptions of partisanship through the use of a parallel and parallel-sequential method of movement of objects of labor and improvement, planning system;

graphing the combination of various production

processes that ensure partial overlapping of related work and operations in time;

3) reduction of waiting breaks based on the construction of optimized production schedules and the rational launch of parts into production;

4) the introduction of subject-closed and item-specific specialized workshops and sections, the creation of which reduces the length of intra-workshop and inter-workshop routes, reduces the time spent on transportation.

2 THE PROCESS OF FORMING THE ORGANIZATIONAL STRUCTURE

The process of forming the organizational structure includes the formulation of goals and objectives, determining the composition and place of units, their resource support (including the number of employees), the development of regulatory procedures, documents, provisions that consolidate and regulate the forms, methods, processes that are carried out in the organizational management system ...

This entire process can be organized in three major stages:

Formation of a general structural diagram in all cases has

of fundamental importance, since this determines the main characteristics of the organization, as well as the directions in which a more in-depth design should be carried out, both of the organizational structure and other important aspects of the system (the ability to process information).

Development of the composition of the main divisions and connections between them -

lies in the fact that it is envisaged to implement organizational solutions not only in general for large linear-functional and program-target blocks, but also up to independent (basic) divisions of the management apparatus, the distribution of specific tasks between them and the construction of intra-organizational links. Basic subdivisions are understood as independent structural units (departments, bureaus, departments, sectors, laboratories), into which linear-functional and program-target subsystems are organizationally divided. Basic subdivisions can have their own internal structure.

Regulation of the organizational structure - foresees

development of quantitative characteristics of the management apparatus and management procedures. It includes: determination of the composition of the internal elements of the basic units (bureaus, groups and positions); determination of the design number of units; distribution of tasks and work between specific performers; establishing responsibility for their implementation; development of procedures for performing management work in departments; calculations of management costs and performance indicators of the management apparatus in the context of the designed organizational structure.

When the interaction of many links and levels of management is required, specific documents are developed - organigramms.

An organigram is a graphical interpretation of the process of performing management functions, their stages and the work included in them, describing the distribution of organizational procedures for the development and decision-making between departments, their internal structural bodies and individual employees. The construction of an organigramm allows you to link the process of rationalizing technological routes and information flows with the ordering of relationships between the structural elements of control systems that arise when organizing the coordinated performance of its tasks and functions. They record only the organization of the management process in the form of the distribution of powers and responsibility for the provision, development and adoption of management decisions.

2.1 Methods for designing organizational structures

The specificity of the problem of designing the organizational structure of management is that it cannot be adequately represented in the form of a problem of formal selection of the best variant of the organizational structure according to a clearly formulated, unambiguous, mathematically expressed criterion of optimality. This is a quantitative-qualitative, multi-criteria problem solved on the basis of a combination of scientific, including formalized, methods of analysis, assessment, modeling of organizational systems with the subjective activities of responsible managers, specialists and experts in choosing and evaluating the best options for organizational solutions.

The process of organizational design consists in a sequence of approximation to the model of a rational management structure, in which design methods play an auxiliary role in the consideration, assessment and adoption for practical implementation of the most effective options for organizational decisions.

There are complementary methods:

Analogy method consists in the application of organizational forms and

control mechanisms in relation to the projected organization. The method of analogies includes the development of typical management structures for industrial and economic organizations and the definition of boundaries and conditions for their application.

The use of the analogy method is based on two complementary approaches. The first of them consists in identifying for each type of production and economic organizations and for various industries the meanings and trends of changes in the main organizational characteristics and the corresponding organizational forms and management mechanisms. The second approach represents the typification of the most general fundamental decisions on the nature and relationships of the links of the management apparatus and individual positions in clearly defined working conditions of organizations of this type in specific industries, as well as the development of individual normative characteristics of the management apparatus for these organizations and industries.

Typification of solutions is a means of increasing the overall level of organization of production management. Typical organizational decisions should be, firstly, variant, and not unambiguous, and secondly, revised and adjusted at regular intervals and admitting deviations in cases when the working conditions of the organization differ from clearly formulated conditions for which an appropriate standard organizational form is recommended. management structure.

Expert-analytical method consists of examination and

analytical study of the organization by qualified specialists with the involvement of its managers and other employees in order to identify specific features, problems in the work of the management apparatus, and also to develop rational recommendations for its formation or restructuring based on quantitative assessments of the effectiveness of the organizational structure, rational management principles, expert opinions, as well as generalization and analysis of the most advanced trends in the field of management organization. This includes conducting expert interviews with managers and members of the organization to identify and analyze individual characteristics of the structure and functioning of the management apparatus, processing the received expert assessments by statistical and mathematical methods.

The expert methods should also include the development and application of scientific principles for the formation of organizational management structures. The principles of formation of organizational structures of management are the concretization of more general principles of management (for example, one-man management or collective leadership, specialization). Examples of the formation of organizational structures of management: building an organizational structure based on a system of goals, separation of strategic and coordination functions from operational management, a combination of functional and program-targeted management, and a number of others.

A special place among expert methods is occupied by the development of graphical and tabular descriptions of organizational structures and management processes, reflecting recommendations for their best organization. This is preceded by the development of options for organizational solutions aimed at eliminating the identified organizational problems that meet the scientific principles and best practices of management organization, as well as the required level of quantitative and qualitative criteria for assessing the effectiveness of organizational structures.

Method of structuring goals provides for the development of a system

objectives of the organization, including their quantitative and qualitative formulations. When using it, the following steps are most often performed:

Development of a system (tree) of goals, which is a structural

the basis for linking all types of organizational activities based on the final results;

Expert analysis of the proposed options for organizational

structure from the point of view of organizational security for achieving each of the goals, adherence to the principle of homogeneity of goals set for each division, determining the relations of management, subordination, cooperation of divisions based on the interrelationships of their goals, etc .;

Mapping of rights and responsibilities for achieving goals for

separate divisions, as well as for complex cross-functional activities, where the area of responsibility is regulated (products, resources, labor, information, production and management resources); specific results for the achievement of which responsibility is established; rights that are vested in achieving results (agree, confirm, control).

Organizational modeling method is the development

formalized mathematical, graphic, machine and other representations of the distribution of powers and responsibilities in the organization, which are the basis for the construction, analysis and assessment of various options for organizational structures in terms of the relationship of their variables. There are several basic types of organizational models:

mathematical-cybernetic models of hierarchical management

structures that describe organizational ties and relationships in the form of systems of mathematical equations and inequalities;

graphic-analytical models of organizational systems, representing

are network, matrix and other tabular and graphical displays of the distribution of functions, powers, responsibilities, organizational links. They make it possible to analyze their orientation, nature, causes of occurrence, evaluate various options for grouping interrelated activities into homogeneous units, “play” options for the distribution of rights and responsibilities between different levels of management, etc.

full-scale models of organizational structures and processes,

consisting in assessing their functioning in real organizational conditions. These include organizational experiments - pre-planned and controlled restructuring of structures and processes in real organizations; laboratory experiments - artificially created situations of decision-making and organizational behavior; management games - the actions of practitioners;

mathematical and statistical models of dependencies between the original

factors of organizational systems; and characteristics of organizational structures. They are based on the collection, analysis and processing of empirical data on organizations operating in comparable conditions.

The process of designing the organizational structure of management should be based on the joint use of the methods described above.

The choice of a method for solving a particular organizational problem depends on its nature, as well as the possibilities for conducting the corresponding research.

CONCLUSION

The main purpose of most industrial organizations from the point of view of society is determined by the goals of meeting the market demand for products and services. At the same time, the correspondence between the system of goals and the organizational structure of management cannot be unambiguous.

Various methods of forming organizational management structures should also be considered in a single system. These methods are of a different nature, each of them separately does not allow solving all practically important problems and must be applied in organic combination with others.

The effectiveness of building an organizational structure cannot be measured by any one indicator. On the one hand, it should be taken into account to what extent the structure ensures that the organization achieves results that correspond to the production and economic goals set for it, on the other, to what extent its internal structure and functioning processes are adequate to the objective requirements for their content, organization and properties.

The ultimate criterion of effectiveness when comparing various options for the organizational structure is the most complete and sustainable achievement of goals. However, it is usually extremely difficult to bring this criterion to practically applicable simple indicators. Therefore, it is advisable to use a set of normative characteristics of the control apparatus: its productivity when processing information; efficiency in making managerial decisions; the reliability of the management apparatus; adaptability and flexibility. When problems arise, it is necessary to formulate the number of personnel as a criterion of economic efficiency, in accordance with which the maximization of results in relation to management costs should be ensured. The size of the management apparatus must be objectively justified in order to fully ensure the solution of problems arising from the goals of the organizational system.

2006

8 Sachko N.S. Theoretical foundations of the organization of production, 2006

9 Solomatin N.L. Operational production management, 2004.

Shirokova G.V.

The principles of the organization of the production process are the starting points on the basis of which the construction, functioning and development of the production process are carried out.
There are the following principles for organizing the production process:
differentiation- division of the production process into separate parts (processes, operations, stages) and their assignment to the corresponding divisions of the enterprise;
combining- unification of all or part of diverse processes for the manufacture of certain types of products within one site, workshop or production;
concentration- concentration of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work at separate workplaces, areas, in the shops or production facilities of the enterprise;
specialization- assignment to each workplace and each division of a strictly limited range of works, operations, parts and products;
universalization- production of parts and products of a wide range or the performance of dissimilar production operations at each workplace or production unit;
proportionality- a combination of individual elements of the production process, which is expressed in their definite quantitative relationship with each other;
parallelism- simultaneous processing of different parts of the same batch for a given operation at several workplaces, etc .;
direct flow- the implementation of all stages and operations of the production process in the conditions of the shortest path of passage of the subject of labor from beginning to end;
rhythm- repetition through set periods of time of all separate production processes and a single production process for a certain type of product.
The above principles of organizing production in practice do not operate in isolation from each other, they are closely intertwined in each production process. The principles of organizing production are developing unevenly - at one time or another, this or that principle is brought to the fore or becomes of secondary importance.
If the spatial combination of the elements of the production process and all its varieties is realized on the basis of the formation of the production structure of the enterprise and its subdivisions, the organization of production processes in time finds expression in the establishment of the procedure for performing individual logistic operations, the rational combination of the time for performing various types of work, the definition of calendar -planned standards for the movement of objects of labor.
The basis for building an effective production logistics system is the production schedule, formed on the basis of the task of meeting consumer demand and answering the questions: who, what, where, when and in what quantity will be produced (produced). The production schedule allows you to establish the volumetric and temporal characteristics of material flows differentiated for each structural production unit.
The methods used for scheduling a production schedule depend on the type of production, as well as the characteristics of demand and order parameters.
The type of production can be single, small-scale, serial, large-scale, mass.
The characteristic of the type of production is complemented by the characteristic of the production cycle - this is the period of time between moments
the beginning and end of the production process in relation to a specific product within the logistics system (enterprise).
The production cycle consists of working hours and breaks during the manufacture of products. In turn, the working period consists of the main technological time, the time of carrying out transport and control operations and the time of picking.
Break times are subdivided into interoperative, inter-site and other breaks.
The duration of the production cycle largely depends on the characteristics of the movement of the material flow, which can be sequential, parallel, parallel-sequential.
In addition, the duration of the production cycle is also influenced by the forms of technological specialization of production units, the system of organization of the production processes themselves, the progressiveness of the technology used and the level of unification of products.
The production cycle also includes the waiting time - this is the interval from the moment the order is received until the moment it starts to be fulfilled, to minimize which it is important to initially determine the optimal batch of products - the batch at which the cost per item is the minimum value.
To solve the problem of choosing the optimal batch, it is assumed that the cost of production consists of the direct costs of manufacturing, the cost of storing stocks and the cost of retooling equipment and its downtime when changing a batch.
In practice, the optimal batch is often determined by direct counting, but in the formation of logistics systems, it is more effective to use mathematical programming methods.
In all areas of activity, but especially in production logistics, the system of norms and standards is of paramount importance. It includes both aggregated and detailed rates of consumption of materials, energy, equipment use, etc.
The consumption rate of material resources is the maximum allowable amount of raw materials, materials, fuel spent on the manufacture of a unit of product of a certain quality and the performance of technological operations, including logistics.
Consumption rates are generally expressed as the sum of the net weight of the manufactured product or the weight of the material included in its composition, and the amount of acceptable production waste, as well as other losses. In practice, consumption rates are classified according to various criteria, for example, according to the degree of detail (summary and specified); according to the object of rationing (operation, detail, piece-by-piece, unit-by-unit), etc.
Based on the consumption rates and the production program in logistics, production needs are predicted and all logistics aspects for the formation and management of material flows are developed. The presence of a regulatory framework is mandatory for the functioning of logistics systems and subsystems, especially for production logistics. The most important regulatory indicators are:
specific consumption of raw materials and materials;
utilization rate of materials;
consumption coefficient;
useful consumption of raw materials and materials.
The standard useful consumption of material is the mass (volume) of material resources that form the finished product. Determine it according to the drawing of the product and the estimated mass (volume) of the material.
The utilization factor of the material is the ratio of the effective consumption of the material to the consumption rate. This criterion is one of the indicators of the efficiency of material resources, since the larger the desired coefficient, the more complete the use of this or that material and the less, respectively, production waste.
Consumption factor is the inverse of the utilization rate of materials.
An important role is also played by the rate of specific consumption, which is the amount of actually consumed material per unit of production (work). It is determined by dividing the amount of material consumed by the volume of products made from it.
In practice, in logistics, there are even such norms as the norms of the time for processing documents, the norms of the time for making decisions, etc.
The economic condition of the enterprise depends on the quality of the norms, on their validity and accuracy. In market conditions, the system of norms and standards is not an instrument of administrative intervention in the production and economic interests of the structural units of the logistics system and the production system, but a necessary element of the internal organization of the production process and a regulator of external relations.

The organization of the production process at any machine-building enterprise, in any of its shops, on the site is based on a rational combination in time and space of all the main, auxiliary and service processes. This makes it possible to produce products with minimal costs of living and materialized labor. The features and methods of this combination are different in different production conditions. However, with all their diversity, the organization of production processes is subject to some general principles: differentiation, concentration and integration, specialization, proportionality, direct flow, continuity, parallelism, rhythm, automaticity, prevention, flexibility, optimality, electronization, standardization, etc.

Differentiation principle involves the division of the production process into separate technological processes, which in turn are subdivided into operations, transitions, techniques and movements. However, excessive differentiation increases the fatigue of workers in manual operations due to the monotony and high intensity of production processes. A large number of operations leads to unnecessary costs of moving objects of labor between workplaces, installing, securing and removing them from workplaces after the end of operations.

When using modern high-performance flexible equipment (CNC machines, machining centers, robots, etc.), the principle of differentiation go principleconcentration of operations and integration of production processes. The principle of concentration assumes the performance of several operations at one workplace (multi-spindle multi-cutter CNC machines). Operations become more voluminous, complex and are performed in combination with the brigade principle of labor organization. The principle of integration is to combine the main supporting and service processes.

The principle of specialization is a form of division of social labor, which, developing systematically, determines the allocation of workshops, sections, lines and individual jobs at the enterprise. They manufacture products of a limited range and are distinguished by a special manufacturing process.

All other things being equal, specialized equipment works more efficiently.

The level of specialization of the workplace is determined by the coefficient of fixing the details of the operations (Ks P D performed at one workplace for a certain period of time (month, quarter):

where C pr is the number of jobs (pieces of equipment) of the production system;

m to - the number of details of operations performed at the 1st workplace during a unit of time (month, year).

With a coefficient TO cn - 1, a narrow specialization of the workplace is ensured, the prerequisites for an effective organization of production are created. To fully load one workplace with one workpiece, it is necessary that the following condition be met:

where Nj - the volume of launch of parts of the j-th name per unit of time, for example, pcs / month;

tpc - the complexity of the operation at the 1st workplace, min;

Feff is an effective fund of time for a workplace, for example, min / month.

Proportionality principle assumes equal throughput of all production units performing the main, auxiliary and service processes. Violation of this principle leads to the emergence of "bottlenecks" in production or, conversely, to incomplete workload of individual jobs, sections, workshops, to a decrease in the efficiency of the entire enterprise. Therefore, to ensure proportionality, calculations of production capacity are carried out both by production stages and by equipment groups and production areas.

Direct-flow principle means such an organization of the production process in which the shortest paths of parts and assembly units are provided through all stages and operations from the start of production of raw materials to the output of finished products. Flow of materials, semi-finished products And; assembly units should be forward and shortest, without counter and return movements. This is ensured by the appropriate planning of the arrangement of equipment in the course of the technological process.

Continuity principle means that the worker works without downtime, the equipment works without interruptions, the objects of labor do not lie in the workplace. This principle is most fully manifested in mass or large-scale production when organizing tray production methods, in particular when organizing single- and multi-subject continuous production lines. This principle ensures a reduction in the manufacturing cycle of a product and thereby contributes to an increase in the intensification of production.

Parallelism principle assumes the simultaneous execution of partial production processes and separate operations on similar parts and parts of the product at different workplaces, ie, the creation of a wide front of work on the manufacture of this product .. The principle of parallelism provides a reduction in the duration of the production cycle and savings in working time.

The principle of rhythm ensures the release of equal or increasing volumes of products for equal periods of time and, accordingly, repetition through these periods of the production process at all its stages and operations.

Automatic principle assumes the maximum execution of the operations of the production process automatically, that is, without the direct participation of the worker in it or under his supervision and control. Automation of processes leads to an increase in the production of parts and products, to an increase in the quality of work, a reduction in the cost of living labor, the replacement of unattractive manual labor with more intellectual labor of highly qualified workers (adjusters, operators), the elimination of manual labor in jobs with harmful conditions, and the replacement of workers with robots. The level of automation can be calculated both in total for the entire enterprise, and for each division separately.

The principle of prevention involves the organization of equipment maintenance aimed at preventing accidents and downtime of technical systems. This is achieved using a system of planned preventive maintenance (PPR).

Flexibility principle provides an efficient organization of work, makes it possible to move on a mobile basis to the release of other products included in the production program of the enterprise, or to the release of new products when mastering its production. It provides a reduction in the time and cost of equipment changeover when producing a wide range of parts and products. This principle is most developed in a highly organized production environment, where CNC machines, machining centers (OC), readjustable automatic controls, storage and movement of production facilities are used.

Optimality principle consists in the fact that the implementation of all processes for the release of products in a given quantity and on time is carried out with the greatest economic efficiency or with the least expenditure of labor and material resources. Optimality is due to the law of saving time.

Electronization principle assumes extensive use of CNC capabilities based on the use of microprocessor technology, which makes it possible to create fundamentally new machine systems that combine high productivity with the requirements of flexibility in production processes.

The principle of standardization assumes widespread use in the creation and development of new technology and new technology of standardization, unification, typification and normalization, which allows avoiding unreasonable diversity in materials, equipment, technological processes and dramatically reducing the cycle time for creating and mastering new technology (SNT).

When designing a production process or production system, one should proceed from the rational use of the above principles.

7.1. The production process and principles of its organization

7.1.1. Definition of the manufacturing process

Industrial production is a complex process of converting raw materials, semi-finished products and other objects of labor into finished products that meet the needs of the market.

Manufacturing process- this is the totality of all the actions of people and tools necessary for a given enterprise to manufacture products.

The production process consists of the following processes:

the main- these are technological processes during which changes in the geometric shapes, sizes and physical and chemical properties of products occur;
subsidiary- these are processes that ensure the uninterrupted flow of the main processes (manufacture and repair of tools and equipment; equipment repair; provision of all types of energy (electricity, heat, steam, water, compressed air, etc.));
serving- these are processes associated with the maintenance of both main and auxiliary processes and do not create products (storage, transportation, technical control, etc.).

In the conditions of automated, automatic and flexible integrated production, auxiliary and service processes are more or less combined with the main ones and become an integral part of the production processes, which will be considered in more detail later.

The structure of production processes is shown in Fig. 7.1.

Rice. 7.1. Structure of production processes

Technological processes, in turn, are divided into phases.

Phase- a set of works, the performance of which characterizes the completion of a certain part of the technological process and is associated with the transition of the subject of labor from one qualitative state to another.

In mechanical engineering and instrument making, technological processes are mainly divided into three phases:

Blank;
- processing;
- assembly.

The phase structure of technological processes is shown in Fig. 7.2.

Rice. 7.2. Phase structure of technological processes

The technological process consists of successively performed technological actions on a given subject of labor - operations.

Operation- a part of the technological process performed at one workplace (machine, stand, unit, etc.), consisting of a series of actions on each object of labor or a group of jointly processed objects.

Operations that do not lead to a change in the geometric shapes, sizes, physical and chemical properties of objects of labor are not related to technological operations (transport, loading and unloading, control, testing, picking, etc.).

The operations also differ depending on the means of labor used:

- manual performed without the use of machines, mechanisms and power tools;
- machine-manual- performed with the help of machines or hand tools with the continuous participation of the worker;
- machine- carried out on machines, installations, units with limited participation of the worker (for example, installation, fastening, starting and stopping the machine, unfastening and removing a part). The rest is done by the machine.
- automated- are carried out on automatic equipment or automatic lines.

Hardware Processes are characterized by the performance of machine and automatic operations in special units (ovens, installations, baths, etc.).

7.1.2. Basic principles of the organization of the production process

Principles- these are the starting points on the basis of which the construction, functioning and development of the production process are carried out.

Compliance with the principles of organizing the production process is one of the fundamental conditions for the efficiency of the enterprise.

The basic principles of the organization of the production process and their content are given in table. 7.1.

Table 7.1

Basic principles of the organization of the production process

P / p No.	Principles	Basic Provisions
1	Proportionality principle	Proportional productivity per unit of time of all production departments of the enterprise (workshops, sections) and individual workplaces.
2	Differentiation principle	Separation of the production process for the manufacture of products of the same name between individual divisions of the enterprise (for example, the creation of production sites or workshops based on technological or subject matter)
3	Combination principle	Combining all or part of diverse processes for the manufacture of a certain type of product within one site, workshop, production
4	The principle of concentration	Concentration of the implementation of certain production operations for the manufacture of technologically homogeneous products or the performance of functionally homogeneous work in separate areas, workplaces, in the shops and production facilities of the enterprise
5	The principle of specialization	Forms of division of labor at the enterprise, in the shop. Assigning to each division of the enterprise a limited range of works, operations of parts or products
6	The principle of universalization	The opposite of the principle of specialization. Each workplace or production unit is engaged in the manufacture of products and parts of a wide range or in the performance of various production operations
7	The principle of standardization	The principle of standardization in the organization of the production process is understood as the development, establishment and application of uniform conditions that ensure its best course.
8	Parallelism principle	Simultaneous execution of the technological process in all or some of its operations. Implementation of the principle significantly reduces the production cycle of the product
9	Direct-flow principle	The requirement of rectilinear movement of objects of labor in the course of the technological process, that is, along the shortest path for the product to pass all phases of the production process without returns in its movement
10	Continuity principle	Minimizing all interruptions in the production process of a particular product
11	The principle of rhythm	Release at regular intervals of an equal number of products
12	Automatic principle	The maximum possible and economically feasible release of the worker from the costs of manual labor on the basis of the use of automatic equipment
13	The principle of conformity of the forms of the production process its technical and economic content	Formation of the production structure of the enterprise, taking into account the peculiarities of production and the conditions of its course, which gives the best economic indicators

The economic efficiency of the rational organization of the production process is expressed in reducing the duration of the production cycle of products, in reducing the costs of manufacturing products, improving the use of fixed assets and increasing the turnover of working capital.

7.2. Types of production and their technical and economic characteristics

Production type- the totality of its organized, technical and economic features.

The type of production is determined by the following factors:

Nomenclature of manufactured products;
- the volume of the issue;
- the degree of constancy of the range of manufactured products;
- the nature of the work place load.

Depending on the level of concentration and specialization, three types of production are distinguished:

Single;
- serial;
- massive.

Enterprises, sections and individual jobs are classified by type of production.

The type of production of the enterprise is determined by the type of production of the leading workshop, and the type of production of the workshop is determined by the characteristics of the site where the most important operations are carried out and the main part of production assets is concentrated.

The assignment of a plant to one or another type of production is conditional, since a combination of various types of production can take place at the enterprise and even in individual shops.

Single production It is characterized by a wide range of manufactured products, a small volume of their output, and the performance of very diverse operations at each workplace.

V serial production a relatively limited range of products is manufactured (in batches). As a rule, several operations are assigned to one workplace.

Mass production characterized by a narrow range and a large volume of production of products, continuously manufactured for a long time at highly specialized workplaces.

The type of production is of decisive importance on the peculiarities of the organization of production, its economic indicators, the structure of the cost price (in a single unit there is a high share of living labor, and in a mass production - the cost of repair and maintenance needs and equipment maintenance), a different level of equipment.

Comparison by factors of types of production is shown in Table 7.2.

Table 7.2

Characteristics of production types

P / p No.	Factors	Production type
P / p No.	Factors	single	serial	massive
1	Nomenclature of manufactured products	Big	Limited	Small
2	Consistency of the nomenclature	Absent	There is	There is
3	Issue volume	Small	Average	Big
4	Assigning operations to workplaces	Absent	Partial	Complete
5	Applied equipment	Universal	Universal + special (partially)	Mostly special
6	Used tools and equipment	Universal	Universal + special	Mostly special
7	Qualification of workers	High	Average	Mostly low
8	Production cost	High	Average	Low
9	Production specialization of workshops and sections	Technological	Mixed	Subject

7.3. Production structure of the enterprise

The production structure of an enterprise is a set of production units of an enterprise (workshops, services) that are part of it, and the forms of connections between them.

The production structure depends on the type of products and its nomenclature, the type of production and forms of its specialization, on the characteristics of technological processes. Moreover, the latter are the most important factor determining the production structure of an enterprise.

The production structure is, in essence, a form of organization of the production process. It distinguishes between production divisions:

Main;
- auxiliary;
- serving.

In workshops (subdivisions) of the main production, objects of labor are converted into finished products.

Workshops (subdivisions) of auxiliary production provide conditions for the functioning of the main production (provision of tools, energy, equipment repair) (see Fig. 7.1).

Subdivisions of service production provide the main and auxiliary production with transport, warehouses (storage), technical control, etc.

Thus, in the structure of the enterprise, the main, auxiliary and service shops and production facilities are distinguished.

In turn, the shops of the main production (in mechanical engineering, instrument making) are subdivided:

For procurement;
- processing;
- assembly.

Procurement shops carry out preliminary shaping of product parts (casting, hot stamping, cutting blanks, etc.)

V processing shops parts are processed mechanical, thermal, chemical-thermal, galvanic, welding, paint and varnish coatings, etc.

V assembly shops produce assembly of assembly units and products, their adjustment, adjustment, testing.

On the basis of the production structure, a general plan of the enterprise is developed, i.e. the spatial location of all workshops and services, as well as routes and communications on the territory of the plant. In this case, the direct flow of material flows must be ensured. Workshops should be located in the sequence of the production process.

Shop- This is the main structural production unit of the enterprise, administratively separate and specializing in the production of a certain part or products, or in the performance of technologically homogeneous or identical work. Workshops are divided into sections, which represent a group of workplaces united according to certain criteria.

Workshops and sections are created according to the principle of specialization:

Technological;
- subject;
- subject-closed;
- mixed.

Technological specialization based on the unity of the applied technological processes. At the same time, a high load of equipment is ensured, but operational and production planning becomes more difficult, and the production cycle is lengthened due to an increase in transport operations. Technological specialization is mainly used in one-off and small-scale production.

Subject specialization based on the concentration of workshops (sections) on the production of homogeneous products. This allows you to concentrate the production of a part or product within the workshop (section), which creates the preconditions for organizing direct-flow production, simplifies planning and accounting, and shortens the production cycle. Subject specialization is typical for large-scale and mass production.

If a complete cycle of manufacturing a part or product is carried out within a workshop or site, this division is called subject-closed.

Workshops (sections), organized according to the subject-closed principle of specialization, have significant economic advantages, since this reduces the duration of the production cycle as a result of the complete or partial elimination of counter or return movements, reduces the loss of time for equipment changeover, simplifies the planning and operational management system production progress.

Comparison of production structures for technological and subject specialization is shown in Figures 7.3. and 7.4.

Rice. 7.3. Production structure of an enterprise with technological specialization (fragment)

Fig 7.4. Production structure of an enterprise with subject specialization (fragment)

Production structure the workshop is shown in Fig. 7.5.

Fig 7.5. Production structure of the workshop

7.4. The production cycle and its structure

Production cycle- this is a calendar period of time during which a material, workpiece or other workpiece goes through all the operations of the production process or a certain part of it and turns into a finished product. It is expressed in calendar days or, in case of low labor intensity of the product, in hours.

The structure of the production cycle is shown in Fig. 7.6.

Rice. 7.6. Production cycle structure

Production cycle T c:

T c = T vrp + T vpr,

where T vrp is the time of the working process;
T vpr - time of breaks.

Technological operations are performed during the working period

T vrp = T shk + T k + T tr + T e,

where T shk - piece-calculation time;
T k - time of control operations;
T tr - time of transportation of objects of labor;
T e is the time of natural processes (aging, relaxation, natural drying, sedimentation of suspensions in liquids, etc.).

The sum of times of piece, control operations, transportation is called operational time (T opr):

T def = T shk + T k + T tr.

In the operating cycle, T to and T tr are included conditionally, since in organizational terms they do not differ from technological operations.

T shk = T op + T pz + T en + T oto,

where T op - operational time;
T pz - preparatory and final time when processing a new batch of parts;
T en - time for rest and natural needs of workers;
T oto - the time of organizational and technical maintenance (receipt and delivery of tools, cleaning of the workplace, lubrication of equipment, etc.).

Operational time (T op), in turn, consists of the main (T os) and auxiliary time (T in):

T op = T os + T c.

The main time is the immediate processing time or work completion.

Auxiliary time:

T in = T y + T z + T ok,

where T y is the time of installation and removal of the part (assembly unit) from the equipment;
T z - the time of fixing and detaching the part in the fixture;
T ok - the time of the operational control of the worker (with the stop of the equipment) during the operation.

The break time (T rt) is due to the working regime (T rt), interoperative lying of the part (T mo), the break time for overhaul maintenance and equipment inspections (T p) and the time of breaks associated with shortcomings in the organization of production (T org):

T vpr = T mo + T rt + T p + T org.

The time of interoperative bedding (T mo) is determined by the time of interruptions of batching (T pairs), waiting breaks (T ozh) and interruptions of picking (T kp):

T mo = T steam + T coolant + T kp.

Interruptions in batch (T pairs) occur during the manufacture of products in batches and are due to the deposition of processed parts until all parts in the batch are ready for a technological operation.

Waiting breaks (T standby) are caused by the inconsistent duration of adjacent operations of the technological process.

Picking breaks (T kp) occur when moving from one phase of the production process to another.

Thus, in general terms, the production cycle is expressed by the formula

T c = T def + T e + T mo + T rt + T p + T org.

When calculating the production cycle, it is necessary to take into account the overlap of some time elements either by technological time or by the time of interoperative bedding. The time of transportation of objects of labor (T tr) and the time of sampling quality control (T k) are overlapping elements.

Based on the foregoing, the production cycle can be expressed by the formula

T c = (T shk + T mo) to per k or + T e,

where to lane - coefficient of conversion of working days to calendar (the ratio of the number of calendar days (D to) to the number of working days in a year (D p), to p = D to / D p);
kor is a coefficient that takes into account breaks for equipment overhaul and organizational problems (usually 1.15-1.2).

In serial production, products are manufactured in batches.

Production batch(n) is a group of products of the same name and standard size that are put into production within a certain time interval at the same preparatory and final time per operation.

Operating Party- a production batch or part of it arriving at the workplace to perform a technological operation.

7.5. Production cycle calculation methods

Distinguish between simple and complex production cycles.

Simple production cycle is the cycle of manufacturing a part.

Complicated production cycle - the cycle of manufacturing a product.

The duration of the production cycle depends to a large extent on the method of transferring the part (product) from operation to operation. There are three types of movement of the part (products) in the process of their manufacture:

Consistent;
- parallel;
- parallel-serial.

At sequential movement each subsequent operation begins only after the end of the processing of the entire batch of parts in the previous operation (Fig. 7.7).

Rice. 7.7. Operational cycle with sequential movement of a batch of parts

This calculates the operating cycle of a batch consisting of three parts (n = 3) processed in four operations:

T last = 3 (t piece 1 + t piece 2 + t piece 3 + t piece 4) = 3 (2 + 1 + 4 + 1.5) = 25.5

where n is the number of parts in a production batch (pcs);
H op - the number of operations of the technological process;
t pcsi - time norm for the i-th operation (min.).

If there are parallel work stations in all or individual operations, then the operating cycle is determined by the formula

where C pmi is the number of jobs occupied in the manufacture of a batch of parts at each operation.

With a sequential form of movement of parts (product), there are no interruptions in the operation of the equipment and the worker at each operation, a high load of equipment during a shift is possible, but the production cycle has the greatest value, which reduces the turnover of working capital.

Parallel movement view characterized by the transfer of parts (products) to the next operation immediately after the previous operation, regardless of the readiness of the rest of the batch. Parts are transferred from operation to operation individually or in operational batches into which the production batch is divided. The process occurs continuously if full equality or multiplicity of operations in time is achieved, which is typical for production lines:

where r is the cycle time of the production line (min).

The schedule of movement of a batch of parts with parallel movement is shown in Fig. 7.8.

Rice. 7.8. Operational cycle with parallel movement of a batch of parts

The parallel type of movement of the part (products) is the most effective, but the possibilities of its application are limited, since a prerequisite for such movement is the equality or multiplicity of the duration of the operations, which was mentioned above. Otherwise, losses (interruptions) in the operation of the equipment and the worker are inevitable.

According to the schedule (Figure 7.8), we determine the operating cycle with a parallel form of movement:

T pairs = (t piece1 + t piece2 + t piece3 + t piece4) + (3-1) t piece3 = 8.5 + (3-1) 4 = 16.5 min.

where t pcsmax is the time of the operation, which is the longest in the technological process (min).

When transferring parts (products) in operational batches (p), the calculation is carried out according to the formula

where p is the size of the operational batch (in pieces).

Parallel-serial the type of movement consists in the fact that the manufacture of products in the subsequent operation begins before the end of the manufacture of the entire batch in the previous operation in such a way that the work at each operation for this batch as a whole proceeds without interruption. In contrast to the parallel type of movement, only partial overlapping in time of performing adjacent operations occurs here.

In practice, there are two types of combination of adjacent operations in time:

The execution time of the subsequent operation is longer than the execution time of the previous operation;
- the time of the subsequent operation is less than the time of the previous operation.

In the first In this case, it is possible to apply a parallel view of the movement of parts and fully load the workplaces.

In the second In this case, a parallel-sequential type of movement is acceptable with the maximum possible combination of both operations in time. The maximum combined operations in this case differ from each other at the time of manufacture of the last part (or the last operational batch) in the subsequent operation.

A diagram of a parallel-sequential type of movement is shown in Fig. 7.9.

Rice. 7.9. Operational cycle with parallel-sequential movement of a batch of parts

AB, VG (equal to A "B"), DE - the time of the subsequent operation, overlapped by the time of the previous operation:

In this case, the operating cycle will be less than in the sequential type of movement by the amount of overlap of each adjacent pair of operations:

The first and second operations - AB = (3-1) t pcs2;
- the second and third operations - VG = (3-1) t pcs2;
- the third and fourth operations - DE = (3-1) t pc4, (t pc2 and t pc4 have a shorter time t pc cor from each adjacent pair of operations).

Thus, the alignment time

Formula for calculation

When performing operations on parallel workstations

When transferring parts in operational batches

The parallel-sequential type of movement of parts (products) ensures the operation of the equipment and the worker without interruptions. The production cycle with this type is longer compared to parallel, but less than with sequential.

The production cycle of the product T qi can be calculated by the formula

T qi = T cd + T c.sb,

where T cd - the production cycle of manufacturing the leading part;
T ts.sb - production cycle of assembly work.

Ways and significance of shortening the production cycle

The production cycle is used as a standard for operational planning of production, financial management and other planning and production calculations.

The production cycle (T c) is directly related to the standard of working capital:

T c = OS n.p / Q days,

where OS n.p - the volume of working capital in work in progress (rubles);
Q days - one-day production output (rubles).

Reducing the production cycle is of great economic importance:

The turnover of working capital is reduced by reducing the volume of work in progress;
- the return on assets of fixed assets increases;
- the cost of products is reduced by reducing the conditionally constant part of the costs per product, etc.

The duration of the production cycle depends on two major groups of factors:

The technical level of production;
- organization of production.

These two groups of factors mutually condition and complement each other.

The main directions for reducing the production cycle are:

Improvement of technology;
- the use of more efficient equipment, tools, technological equipment;
- automation of production processes and the use of flexible integrated processes;
- specialization and cooperation of production;
- organization of continuous production;
- flexibility (multifunctionality) of personnel;
- many other factors affecting the duration of the production cycle (see the structure of T c in Fig. 7.6).

7.6. Organization of continuous production

Inline production is the most efficient form of organization of the production process.

Signs of in-line production:

Assigning one or a limited number of product names to a specific group of jobs;
- rhythmic repetition of technological and auxiliary operations coordinated in time;
- specialization of workplaces;
- location of equipment and workplaces along the technological process;
- the use of special vehicles for the interoperational transfer of products.

In line production, the following principles are implemented:
- specializations;
- parallelism;
- proportionality;
- direct flow;
- continuity;
- rhythm.

In-line production provides the highest labor productivity, low production costs, and the shortest production cycle.

The basis (primary link) of continuous production is production line.

The location of production lines (layout) must ensure:

Straightness and shortest path of product movement;
- rational use of production areas;
- conditions for the transportation of materials and parts to workplaces;
- Convenience of approaches for repair and maintenance;
- sufficiency of space and organizational equipment for storing the required stocks of materials and finished parts;
- the ability to easily remove production waste.

Examples of equipment location and product movement paths are shown in Fig. 7.10 and 7.11.

Rice. 7.10. The movement of the product along the production line when the equipment is located:
a - one-sided; b - bilateral

Rice. 7.11. Schemes of movement of products along production lines:
a - branching; b - zigzag; в - U-shaped;
g - T-shaped; d - closed; e - multilevel.

Vehicles in continuous production

In line production, a variety of vehicles are used (Table 7.3).

Table 7.3

Classification of vehicles in line production

Sign

Characteristic

Appointment

Conveyors

Drive type

non-power:

drive:

autonomous:

slides
gutters
carts

with electric drive, hydraulic drive, pneumatic drive

industrial robots, robot trailers with on-board computers and programmed control

Operating principle

Mechanical conveyors. Pneumatic transport. Hydrotransportation. Electromagnetic transport. Wave. Gravitational. Hovercraft

Design

Conveyors and conveyors:
belt, roller, screw, plate, chain, bogie, cable (with pulling washer), satellite (pallet)

Location in space

Horizontally closed

Vertically closed

Suspended

Mixed (combined)

Continuity of action

Continuous

Pulsating

Function

Distribution conveyors

Work conveyors

In mechanical engineering and instrument making, conveyors are widely used - vehicles that serve to transport a product or transport and perform working operations on it and regulate the rhythm of the production line, that is, playing an organizing role in the flow. If the conveyor serves to move products and maintain the rhythm of the line by clearly addressing products at work stations, it is called distribution, if it also serves as a place for performing the operation, it is called workers.

Basics of calculating and organizing production lines

When designing and organizing production lines, calculations of indicators are carried out that determine the rules for the operation of the line and methods for performing technological operations.

Production line clock- the time interval between the release of products (parts, assembly units) from the last operation or their launch to the first operation of the production line.

Initial data for calculating the cycle:

Production assignment for a year (month, shift);
- the planned fund of working time for the same period;
- planned technological operational losses.

The cycle of the production line is calculated by the formula

r = F d / Q issue,

where r is the cycle time of the production line (in minutes);
F d - the actual annual fund of the line operation in the planned period (min.);
Q issue - a planned task for the same period of time (pcs.).

F d = D work H d cm H T cm H k per H k rem,

where D slave is the number of working days in a year;
d cm - the number of work shifts per day;
T cm - shift duration (in minutes);
k lane - coefficient taking into account the planned breaks;
k rem is a coefficient that takes into account the time of scheduled repairs.

k lane = (T cm - T lane) / T cm,

where T lane - the time of the planned intrashift breaks;
k rem - calculated in a similar way.

The classification of production lines is given in table. 7.4

Table 7.4

Production line classification

P / p No.	Sign	Characteristic
1	The degree of mechanization of technological operations	1.1. Mechanized 1.2. Complex mechanized 1.3. Semi-automatic 1.4. Automatic 1.5. Flexible integrated
2	Number of types simultaneously processed and collected products	2.1. Single-item (processing of a product of the same name) 2.2. Multi-product (processing of products of several names simultaneously or sequentially)
3	The nature of the movement of products by operations production process	3.1. Continuous-flow (all operations are synchronized in time, i.e. equal to or multiples of the line clock) 3.2. Discontinuous (interruptions during the production process and the inability to synchronize technological operations in time)
4	The nature of the conveyor	4.1. With a working conveyor, when operations are performed without removing the product from the conveyor 4.2. With a distribution conveyor, when the conveyor delivers the product to the workplace, and the operation is performed with the removal of the product from the conveyor 4.3. With a continuously moving conveyor 4.4. With pulsating conveyor

With unavoidable technological losses (planned yield), cycle r is calculated by the formula

r = F d / Q zap,

where Q zap is the number of products launched on the production line in the planned period (pcs):

Q zap = Q vyp H k zap,

where k zap is the factor of launching products on the production line, equal to the reciprocal of the factor of yield of suitable products (a); k zap = 1 / a.

The yield of suitable products as a whole along the production line is determined as the product of the coefficients of the yield of suitable for all operations of the line

a = a 1 H a 2 H ... H a n.

Rhythm is the number of products produced by the production line per unit of time.

Calculation of the number of equipment for a production line conducted for each operation of the technological process:

where - estimated amount equipment (workplaces) on the i-th operation of the production line;
t pcsi is the unit time norm for the i-th operation (in minutes);
k zapi is the factor of starting the part for the i-th operation.

Accepted amount of equipment or jobs at each operation W пi is determined by rounding off their estimated number to the nearest larger integer.

The load factor of equipment (jobs) is defined as

The number of equipment (jobs) on the entire production line

where h op is the number of operations in the technological process.

Apparent number of workers(R yav) is equal to the number of jobs on the production line, taking into account the multi-station service:

where k MO is the multi-station service factor;

where S P i - the number of workers in the area.

Total number of workers on production lines is defined as the average:

where R cn is the average number of workers in the production line;
d is the percentage of lost working time (vacation, illness, etc.);
d cm - the number of shifts.

Conveyor speed(V):

With continuous movement of the conveyor V = L / r;
- with a pulsating movement of the conveyor V = L / t TP,

where L is the distance between the centers of two adjacent workplaces, that is, the step of the conveyor (m);
t tp - the time of transportation of the product from one operation to another.

Backlog- production stock of materials, blanks or component parts of the product to ensure the smooth flow of production processes on production lines.

There are the following types of backlogs:

Technological;
- transport;
- reserve (insurance);
- negotiable interoperational.

Technological groundwork(Z t) - parts (assembly units, products) that are directly in the process of processing:

where is the number of jobs for each operation;
n i - the number of parts simultaneously serviced at the i-th workplace.

Transport backlog(Z tr) - the number of parts in the process of moving between operations and located in transport devices.

With continuous movement of the conveyor

Z tr = L pk P / V,

where L pk is the length of the working part of the conveyor (m);
V - conveyor speed (m / min);
P is the number of items in the operational batch (pcs).

With periodic transportation

Transport technological reserves depend on the parameters of the equipment, those. processes.

Reserve (insurance) backlog is created to neutralize the consequences associated with the accidental nature of the product's failure, equipment interruptions, etc.

where T interruption is the time of a possible interruption in the receipt of products from this operation to the operation to be insured (min);
r - cycle of the production line (min).

Revolving backlog on the line - the number of blanks (parts, assembly units) located between the operations of the line and formed due to the different productivity of adjacent jobs to align the work of the lines. The size of the interoperative backlog constantly fluctuates from maximum to zero and vice versa. The maximum value of the interoperational backlog is determined by the difference in the productivity of adjacent operations:

where T sovm - the time of joint operation of the equipment on both operations (in min);
- the number of equipment for supplying and consuming related operations, operating during the period T joint (pcs);
t pcsi - the norm of the operation execution time.

Synchronization- the process of equalizing the duration of the operation of the technological process according to the cycle of the production line. The execution time of the operation must be equal to the line cycle or a multiple of it.

Synchronization methods:

Differentiation of operations;
- concentration of operations;
- installation of additional equipment;
- intensification of equipment operation (increase in processing modes);
- the use of progressive tools and equipment;
- improvement of the organization of servicing workplaces, etc.

7.7. Organization of automated production

The highest form of continuous production is automated production, where the main features of continuous production are combined with its automation. In automated production, the operation of equipment, units, apparatus, installations occurs automatically according to a given program, and the worker monitors their work, eliminates deviations from a given process, and adjusts automated equipment.

Distinguish between partial and complex automation.

With partial automation the worker is completely freed from work related to the implementation of technological processes. In transport, control operations during equipment maintenance, in the installation process, manual labor is completely or partially reduced.

In conditions comprehensively automated production technological process of manufacturing products, management of this process, transportation of products, control operations, disposal of production waste are carried out without human intervention, but equipment maintenance is manual.

The main element of automated production is automatic production lines (APL).

Automatic production line- a set of automatic equipment located in the technological sequence of operations, connected by an automatic transport system and an automatic control system and providing automatic transformation of raw materials (blanks) into a finished product (for a given autoline line). In the nuclear submarine, the worker performs the functions of setting up, monitoring the operation of equipment and loading the line with blanks.

The main signs of a nuclear submarine:

Automatic execution of technological operations (without human intervention);
- automatic movement of the product between the individual line units.

Automatic complexes with a closed production cycle of a product - a series of automatic lines interconnected by automatic transport and handling devices.

Automated sections (workshops) include automatic production lines, autonomous automatic complexes, automatic transport systems, automatic warehouse systems; automatic quality control systems, automatic control systems, etc. The approximate structure of an automated production unit is shown in Fig. 7.12.

Rice. 7.12. Structural composition of the automated production unit

In the context of a constantly changing unstable market (especially diversified production), an important task is to increase the flexibility (multifunctionality) of automated production in order to maximize the requirements, needs and demands of consumers, to master the release of new products faster and with minimal costs.

Methods for increasing the flexibility of automated production systems:

Use of automated systems for technical preparation of production (CAD);
- the use of quickly readjustable automatic production lines;
- the use of universal industrial manipulators with programmed control (industrial robots);
- standardization of the used tools and technological equipment;
- use of automatically reconfigurable equipment in automatic lines (based on microprocessor technology);
- use of reconfigurable transport, storage and storage systems, etc.

However, it should be noted that any universalization requires significant additional costs and its application requires a balanced economic approach based on marketing information and research.

Automatic production lines effective in mass production.

The composition of the automatic production line:

Automatic equipment (machines, units, installations, etc.) for performing technological operations;
- mechanisms for orientation, installation and fixing of products on equipment;
- a device for transporting products for operations;
- control machines and devices (for quality control and automatic adjustment of equipment);
- means for loading and unloading lines (blanks and finished parts);
- equipment and devices of the nuclear submarine control system;
- tool changers and equipment;
- waste disposal devices;
- a device for providing the necessary types of energy (electric energy, steam, inert gases, compressed air, water, sewer systems);
- devices for the provision of cutting fluids and their removal, etc.

The latest generation automatic lines also include electronic devices:

1. "Smart supervisors" with monitors on each piece of equipment and on the central control panel. Their purpose is to warn personnel in advance about the progress of processes occurring in individual units and in the system as a whole and to give instructions on the necessary actions of personnel (text on the monitor). For example:

Negative trend in the technical parameter of the unit;
- information about the backlog and the number of blanks;
- about marriage and its reasons, etc.

2. Statistical analyzers with plotters designed for statistical processing of various parameters of the submarine operation:

Time of work and downtime (reasons for downtime);
- the number of manufactured products (total, defect rate);
- statistical processing of each parameter of the processed product at each automatically controlled operation;
- statistical processing of failure (breakdown, failure) of systems of each piece of equipment and the line as a whole, etc.

3. Dialogue systems of selective assembly (ie selection of parameters for relatively rough (inaccurately) machined parts included in the assembly unit, the combination of which provides high-quality parameters of the assembly unit).

At the enterprises of mechanical engineering and instrument making, automatic lines are used, which differ from each other both in technological principles of operation and in forms of organization. The classification and characteristics of automatic production lines are given in table. 7.5.

Table 7.5

Classification of automatic lines

№	Sign	Name and brief description
1	Flexibility	1.1. Rigid non-readjustable AL designed for processing one product. 1.2. Convertible AL for a certain group of products of the same name 1.3. Flexible AL, consisting of "processing centers" of flexible transport and storage systems with industrial robots and designed to process any parts of a certain nomenclature and dimensions (for example, body parts with dimensions from 100ґ 100ґ 100 to 600ґ 600ґ600)
2	The number of simultaneously processed products	2.1. Individual processing lines 2.2. Group processing lines
3	Method of transportation of the product along the AL	3.1. AL with continuous transportation of processed products 3.2. AL with periodic transportation
4	Kinematic connection of AL units (equipment)	4.1. AL with rigid connection of units (for example, rotor-conveyor, chute, etc.) 4.2. AL with flexible connection of units (flexibility is ensured by the presence in front of each unit of a device for accumulating and dispensing a stock of products (bunkers, cassettes, cases, storage towers, etc.))
5	Features of the transport system	See table 7.3. "Vehicle classification"

When designing automatic production lines, a number of calculations are performed. Basically, they do not differ from the calculations of non-automated lines, but there are some peculiarities.

The tact of the nuclear submarine is determined by the formula

where r is the nuclear submarine cycle (min);
F n - the nominal annual fund of the line operation in one shift (hour);
d cm - the number of work shifts;
h is the coefficient of technical utilization of the nuclear submarine, taking into account the loss of time during various malfunctions in the operation of the equipment of the lines and the time spent on re-adjustment;
Q issue - planned task (pcs).

When the value of the time norm of a separate line operation is more than the cycle time of the line per cycle, the time norm of the limiting operation is taken.

In bunker (flexible) ALs, backlogs are formed:

Compensating;
- pulsating.

Compensating backlog of nuclear submarines(Z k) are formed at different productivity of the replaceable sections of the nuclear submarine:

where T k is the period of time for creating a compensating reserve, i.e. time interval of continuous operation of replaceable submarine sections with different work cycles, min;
r m and r b - smaller and larger cycles of operation of adjacent sections (operations) of the nuclear submarine, min.

Pulsing backlogs are created to maintain the rhythm of production. Their purpose is to prevent arrhythmias in the course of the production process at individual operations of the nuclear submarine.

7.8. Flexible Integrated Manufacturing

Increased market volatility, increased competition for consumers between manufacturers, virtually unlimited opportunities for scientific and technological progress have led to frequent product changes. The main factor in the competition was the time factor. A company that can bring an idea to industrial development in a short time and offer the consumer a high-quality and relatively cheap product becomes a winner.

The rapid changeover of products and the requirements for its low cost with high quality leads to a contradiction:

On the one hand, low production costs (all other things being equal) are ensured by the use of automatic lines, special equipment;
- but on the other hand, the design and manufacture of such equipment often exceed 1.5-2 years (even under current conditions), that is, by the time the product is launched, it will become obsolete.

The use of universal equipment (non-automatic) increases the complexity of manufacturing, that is, the price, which is not accepted by the market.

This situation arose in the 60s of our century and, naturally, machine tool companies faced the task of creating new equipment that would satisfy the following requirements:

Versatility, that is, easy adaptability (functional invariance);
- automation;
- automatic readjustment by command from the control computer (UVM);
- integration into automatic lines and complexes;
- high accuracy;
- high reliability;
- automatic readjustment (correction) of the tool during the operation, etc.

And such equipment was created. It includes:

- "machining centers" machining with UVM (with multi-tool magazines (up to 100 or more tools), with an accuracy of positioning the product relative to the tool of 0.25 microns, with "smart supervisors" of the functioning of all systems, with active control and automatic adjustment of the tool);
- industrial robots with programmed control as a universal tool for handling parts, universal transport handling equipment, as well as readjustable painting robots, welding robots, assembly robots, etc .;
- laser cutting machines, replacing the most complex complexes of cold stamping, which themselves determine the optimal cutting of materials;
- thermal multi-chamber units, where in each separate chamber heat treatment or chemical heat treatment is carried out according to a given program;
- high-precision three-coordinate measuring machines with program control (on granite beds, with wear-resistant (diamond, ruby) meters);
- laser non-contact measuring devices, etc.

This list can be continued for quite a long time. On the basis of the listed equipment, the following were created:

Initially, flexible production modules of the GMM (machining center, robotic arm, automated warehouse, UVM);
- then GIK - flexible integrated complexes and lines;
- flexible integrated areas, workshops, production facilities, factories.

When creating a flexible production system, the following integration takes place:

The whole variety of manufactured parts in processing groups;
- equipment;
- material flows (blanks, parts, products, fixtures, tooling, basic and auxiliary materials);
- processes of creation and production of products from idea to finished product (the main, auxiliary and service production processes merge together);
- service by merging all service processes into a single system;
- control based on the UVM system, data banks, application packages, CAD, ACS;
- information flows for making a decision on all divisions of the system on the availability and use of materials, blanks, products, as well as information display facilities;
- personnel due to the merger of professions (designer-technologist-programmer-organizer).

As a result, GUI systems have the following structural components:

Automated Transport and Warehouse System (ATSS);
- automatic instrumental support system (ASIO);
- automatic waste disposal system (ASUO);
- an automated quality assurance system (ASOC);
- an automated system for ensuring reliability (ASON);
- automated control system of GPS (ACS GPS);
- computer-aided design system (CAD);
- an automated system for technological preparation of production (ASTPP);
- an automated system for operational planning of production (ASOPP);
- an automated system for the maintenance and service of equipment (ASSOO);
- an automated production control system (ACS).

The organization of the GPS is shown on the example of a flexible automatic line for the manufacture of body parts of the Toyota firm (blocks of cylinders of automobile engines) (Fig. 7.13).

Figure 7.13. Flexible automatic line for processing body parts

The flexible automatic line is designed to process 80 types of automotive cylinder blocks, made to order in any order.

The line consists of the following components:

4 machining centers (1) with tool drums with 40 tools;
- three-coordinate measuring machine with programmed control (2);
- automatic washing machine (3);
- an automatic transport and storage system, consisting of two vertical cellular automated warehouses (5, 6) with two robotic stackers (7), an automated two-track roller conveyor with an autonomous drive for each roller (8);
- control panel for the line with UVM (9);
- workplace for preparation of tool drums (10);
- an automated waste disposal system (11);
- workpiece conveyor (12).

Workpieces with processed base (technological) surfaces are fed through a conveyor 12 to a ball table, where they are mounted on special devices - "satellites" (pallets) with the help of a hand manipulator. A magnetic information carrier is glued to each workpiece, which contains information about the workpiece (number, material, etc.). At the command of the operator, the robot-stacker sets the "satellite" with the workpiece fixed on it into any free cell of the workpiece storage area. The cell reader transmits the information to the section UVM.

When any machining center 1 of the UVM line is released from work, in accordance with the operational plan of production transmitted from the UVM of the cylinder block manufacturing section, it gives a command to the stacker robot 7 of the billet warehouse 6 to feed the next billet of a certain standard size for processing.

The stacker robot retrieves the satellite with the necessary workpiece from the warehouse cell and installs it on one of the tracks of the automatic conveyor, which receives a command from the UVM to deliver the "satellite" with the workpiece to a free machining center (OC). Stopping the workpiece against a given OZ is achieved by rotating the conveyor rollers with autonomous drives from the warehouse to a given place, and the rest of the rollers remain stationary.

Simultaneously with the command to the stacker robot to feed the workpiece, the UVM rewrites the processing program of the specified workpiece to the software carrier of the machining center, which, during the movement of the workpiece through the transport system, changes the tool to perform the first transition of the operation and sets the necessary processing modes, that is, it is completely prepared for working with a new ( completely different in terms of processing parameters) of the workpiece.

Robot-manipulator 4, also at the command of the UVM, moves along the track to the free machining center and reloads from the conveyor 8 to the working table of the machining center, where automatically (using bayonet clamps) the "satellite" with the workpiece is fixed and a complete processing of the cylinder block is performed ...

At the end of processing, the "satellite" with the finished part is loaded onto the conveyor, and from the conveyor into the washing machine 3. After washing and drying, the processed part is sent to the control machine in the same way, where it is controlled according to the program transmitted from the UVM.

If the parameters match the specified ones, the finished part is transported through the transport system to the warehouse of finished products, about which information from the UVM line is received.

Before placing the finished products in the warehouse, the operator removes the finished part from the "satellite", which is returned to the billets warehouse.

If the controlled parameters of the product do not correspond to the specified ones, the control machine calls the operator, who makes a decision. If necessary, at the command of the operator, the control machine prints out the control results.

In order to save working time, the control over the condition of the tools in the tool drum and its change is carried out outside the machining center at a special workplace. For this, the tool drum is removed by an overhead crane with a special rotary device and a new drum is immediately installed.

Tool control and adjustment (in special tool holders) is performed using an instrumental microscope.

The site is served by 3 people:

Engineer-operator (aka adjuster, UVM operator, programmer and controller);
- worker of the warehouse of blanks and finished products;
- tool worker.

The use of GPS leads to a complete change in approaches to design, development and serial production, as well as production planning (including operational planning).

However, the cost of such a GPS is very high and a thorough economic study of the effectiveness of its application is required.

The production structure of the FMS is shown in Figure 7.14 (compare with Figure 7.3 and 7.4).

Figure 7.14. The production structure of a flexible production system (fragment)