The wages of production workers are determined on the basis of hourly wage rates, depending on working conditions, qualifications and forms of remuneration. The exact distribution of workers by grades and working conditions depends on the specifics of a particular production. For mechanical engineering enterprises, approximately the following distribution is observed:

• 1) about 80% of the average payroll of production workers work in cold work with normal working conditions, and 20% in hot and heavy work;
• 2) of all production workers, about 65% work on piecework wages, and the rest - on a time basis;
• 3) each group of workers is usually distributed among themselves as a percentage of qualifications (an example of distribution is given in the bottom lines of Table 2)

Since in this project it is required first of all to determine the basic wages of the main workers, then it is their number (Chor) that should be distributed according to the working conditions and qualification categories. To calculate the corresponding number, it is advisable to use the diagram (tree) shown in Fig. 1. In this case, the following designations are used: Chn - the number of people working in normal conditions; Chn - the number of people working in difficult conditions; Chsd - the number of people working on the piece-rate system of remuneration; Чпв - the number of people working on a time-based wage system; Chsd and Chvp - the number of workers with the i-th category; a1 is a coefficient that takes into account the share of workers with the i-th category in the corresponding group.

Fractional values ​​of indicators Chnd, Chnvp-, etc. should be rounded to whole numbers in such a way that their final sum equals - the total value - Chor. It is assumed that the number of auxiliary workers is distributed according to working conditions and categories as well as the main ones.

	Hourly tariff rates, rub.
In cold work with normal working conditions (Chn) :. pieceworkers (CHNSD)			Znsd3 = = 5.12
time workers (Chnpv)			Zнпв3 = = 4.78	Zнпв4 = = 5.36	Znpv5 = = 6.10
On hot and hard work (Th): pieceworkers (h tsd)
timekeepers (Chtpv)
Distribution of workers by grade,%
Coefficient bi, taking into account number of workers of the corresponding category

Chor = 360111, people Chn = 0.8 * 360 = 288, people H t = 0.2 * 360 = 72, people

CHNSD = 0.65 * 288 = 187, pers. H tsd = 0.65 * 72 = 46, people.

CHNSD1 = 187 * 0.05 = 9, pers. H tsd1 = 46 * 0.05 = 2, people

CHNSD2 = 187 * 0.12 = 22, pers. H tsd2 = 46 * 0.12 = 5, pers.

CHNSD3 = 187 * 0.5 = 93, pers. H tsd3 = 46 * 0.5 = 23, pers.

CHNSD4 = 187 * 0.2 = 37, pers. H tsd4 = 46 * 0.2 = 9, pers.

CHNSD5 = 187 * 0.1 = 18, pers. H tsd5 = 46 * 0.1 = 4, people.

CHNSD6 = 187 * 0.03 = 5, pers. H tsd6 = 46 * 0.03 = 1, pers.

PNPV = 0.35 * 288 = 100, pers. H tpv = 0.35 * 72 = 25, pers.

Chnpv1 = 100 * 0.05 = 5 people. H tpv1 = 25 * 0.05 = 1, pers.

Chnpv2 = 100 * 0.12 = 12, pers. H tpv2 = 25 * 0.12 = 3, pers.

Chnpv3 = 100 * 0.5 = 50, pers. H tpv3 = 25 * 0.5 = 12, pers.

Chnpv4 = 100 * 0.2 = 20, pers. H tpv4 = 25 * 0.2 = 5, pers.

Chnpv5 = 100 * 0.1 = 10, pers. H tpv5 = 25 * 0.1 = 2, pers.

Chnpv6 = 100 * 0.03 = 3, pers. H tpv6 = 25 * 0.03 = 1, pers.

As can be seen from the table, almost 40% of the total number falls on workers of the first category and 60% - on workers of the first two categories. This structural shift in the number of workers in the lower ranks shows that there are many young workers at the enterprise who have only recently entered production. The number of workers in the first two categories exceeds the number of jobs by 61 people (48 + 3 = 61). Such a significant surplus of unskilled labor requires a lot of work in training personnel.

On the other hand, there is a lack of a highly qualified workforce. The number of jobs of the V and VI categories exceeds the number of workers by 56 people (33 + 23 = 56). It is known that the training of a worker of the highest category takes several years, therefore, the administration of the enterprise, along with personnel training, makes sense to attract experienced personnel from outside. If the financial position of the enterprise is fairly stable, the work of skilled workers can be further stimulated.

Consider the integral indicators of the labor force and jobs at the enterprise:

Average category of workers:

November: (212 1 + 110 2 + 66 3 + 32 4 + 58 5 + 37 6) / 515 = 2.47;

December (according to plan):

(197 1 + 104 2 + 71 3 + 33 4 + 61 5 + 44 6) / 510 = 2,60;

December (actually): (199 1 + 105 2 + 71 3 + 33 4 + 59 5 + 43 6) / 510 = 2.56;

Average category of work:

December (actually):

(151 1 + 92 2 + 60 3 + 48 4 + 92 5 + 66 6) / 510 = 3,06.

Data on the categories of workers can be summarized in table. 5.2.

Table 5.2. Distribution of workers by category

		December (according to plan)	December (actually)	Deviation (gr4 gr2)

One can note a significant increase in the average work category in December, which amounted to 0.09 (2.56 - 2.47) category, which confirms the company's desire to train its personnel. While maintaining the growth rate of the average category of workers, the enterprise will need 0.507 / 0.097 = 6.56 months to achieve the correspondence between the categories of workers and the categories of work, i.e. more than six months.

However, since there is an obvious surplus of workers of the first three categories at the enterprise and a significant shortage of skilled workers, it can be assumed that it is hardly possible to achieve a structural balance between the categories of workers and jobs by profession within six months.

The average grade of work equal to 3.06 indicates a relatively simple product manufactured at the enterprise.

Let's represent the distribution of jobs and workers by category in the form of a diagram (see Fig. 5 1.).

As you can see, the distribution of jobs by category is far from normal.

The enterprise has a lot of jobs of the first two categories, they amount to [(151 + 92) / 510) 100 = 47.8%, that is, almost half of all jobs. This situation is due to the fact that in the production cycle there are a lot of procurement operations that do not require high qualifications.

In the near future, it is planned to automate the work at the procurement sections, which, on the one hand, will lead to a reduction in jobs, primarily of the lowest grades, and, on the other, will require the involvement of highly qualified workers.

There are significantly fewer jobs of medium grades (III - IV) than low and high ones, since there are no corresponding production facilities at the enterprise. [(60 + 48) / 510] 100 = 21.2%.

The most difficult in terms of technology is the assembly area, which requires a highly qualified workforce. which is responsible for the higher, in comparison with the average categories, the share of workers of the V and VI categories: (92 + 66) / 510 = 31.0%.

The distribution of workers by length of service is presented in table. 5.2.

Table 5.2. Distribution of workers by length of service

It can be noted that the number of newcomers at the enterprise exceeds one third of the total number: (165/510) 100 = 38.2%.

As can be seen from the previously cited data, the total number of workers employed in production is declining. Therefore, it can be argued that the analyzed enterprise has a high turnover of labor. However, this turnover is of a structural nature and is caused by the dismissal of newcomers, who are offered low-skilled, hard and not prestigious work at the enterprise in the sections of procurement production. Workers of higher ranks are fired much less frequently and constitute the core of the cadre. In general, in terms of personnel, the enterprise is very young and the number of workers who have worked there for over 10 years is only 16.1% (82/510) 100 = 16.08%.

On the other hand, there is a lack of a highly qualified workforce. The number of jobs of the V and VI categories exceeds the number of workers by 56 people (33 + 23 = 56). It is known that the training of a worker of the highest category takes several years, therefore, the administration of the enterprise, along with training of personnel, makes sense to attract experienced personnel from outside. If the financial position of the enterprise is quite stable, the work of skilled workers can be further stimulated.

Consider the integral indicators of the labor force and jobs at the enterprise:

Average category of workers:

November: (212 1 + 110 2 + 66 3 + 32 4 + 58 5 + 37 6) / 515 = 2.47;

December (according to plan):

(197 1 + 104 2 + 71 3 + 33 4 + 61 5 + 44 6) / 510 = 2,60;

December (actually):
(199 1 + 105 2 + 71 3 + 33 4 + 59 5 + 43 6) / 510 = 2,56;

Average category of work:

December (actually):

(151 1 + 92 2 + 60 3 + 48 4 + 92 5 + 66 6) / 510 = 3,06.

Data on the categories of workers can be summarized in table. 2.4.2.

Table 2.4.2. Distribution of workers by category

		December (according to plan)	December (actually)	Deviation (gr4 gr2)

We can note a significant increase in the average grade of work in December, which amounted to 0.09 (2.5 categories, which confirms the company's desire to train its personnel. , 56 months, i.e. more than six months.

However, since there is an obvious surplus of workers of the first three categories at the enterprise and a significant shortage of skilled workers, it can be assumed that it is hardly possible to achieve a structural balance between the categories of workers and jobs by profession within six months.

The average grade of work equal to 3.06 indicates a relatively simple product manufactured at the enterprise.

Let's represent the distribution of jobs and workers by category in the form of a diagram (see Fig.

As you can see, the distribution of jobs by category is far from normal.

The enterprise has a lot of jobs of the first two categories, they amount to [(151 + 92) / 510) 100 = 47.8%, that is, almost half of all jobs. This situation is due to the fact that in the production cycle there are a lot of procurement operations that do not require high qualifications.

In the near future, it is planned to automate the work at the procurement sections, which, on the one hand, will lead to a reduction in jobs, primarily of the lowest grades, and, on the other, will require the involvement of highly qualified workers.

There are significantly fewer jobs of medium grades (III - IV) than low and high ones, since there are no corresponding production facilities at the enterprise. [(60 + 48) / 510] 100 = 21.2%.

The most difficult in terms of technology is the assembly area, which requires a highly qualified workforce. which is responsible for the higher, in comparison with the average categories, the share of workers of the V and VI categories: (92 + 66) / 510 = 31.0%.

The distribution of workers by length of service is presented in table. 2.4.3.

Table 2.4.3. Distribution of workers by length of service

Work experience years					Over 10 years
Number

It can be noted that the number of newcomers at the enterprise exceeds one third of the total number: (165/510) 100 = 38.2%. As can be seen from the previously cited data, the total number of workers employed in production is declining. Therefore, it can be argued that the analyzed enterprise has a high turnover of labor. However, this turnover is of a structural nature and is caused by the dismissal of newcomers, who are offered low-skilled, hard and not prestigious work at the enterprise in the sections of procurement production. Workers of higher ranks are fired much less frequently and constitute the core of the cadre. In general, in terms of personnel, the enterprise is very young and the number of workers who have worked there for over 10 years is only 16.1% (82/510) 100 = 16.08%.

The fluidity of workers of lower grades indicates the need for the fastest automation of work in the procurement areas.

An important area of ​​analysis of the enterprise is the structural analysis of the labor force by specialties. The provision of workers in the main specialties, whose labor makes up the technological labor input, is shown in table. 2.4.4.

The labor intensity of manufacturing a production program (column 2) is calculated by multiplying the standard (planned) labor intensity of manufacturing the entire range for this type of work by the number of products planned for production in the analyzed period. Similarly, the tariff wages (column 3) are determined for the entire range of products.

The average category of work is:

Calculations are made in a similar way for all types of work. The average category of work for the enterprise (for piecework and time-based work) is determined by multiplying the labor intensity of each type of work by the average category of work. The resulting works are summed up, after which the result is divided by the total labor intensity of the work.

The average category of workers is determined by multiplying the number of workers by their qualification category, after which the products are summed up, and the result is divided by the total number of workers.

Table 2.4.5. Distribution of workers and jobs by specialties

Type of work	Standard volume of labor costs for monthly production	Actually
	Load capacity, thousand standard hours	Tariff wages, thousand units	Average cost of standard hours gr. 3 / gr. 2	The cost of 1 norm-h of work of the 1st category	Average category of work	Time norms fulfillment rate	labor intensity, thousand people / h group 2 / group 7	Useful monthly fund of working hours of one working hour	Required number of workers, group 8 / group 9	Number of workers	Average category of workers
Milling
Locksmiths
Total piecework
Time work

By dividing the data in column 3 by column 2, the average cost of a standard hour is determined. The average cost of a standard hour of a particular type of work in itself is a fairly important indicator for analysis. In addition, based on the average cost of a standard hour, you can get the average grade by type of work.

For example, for milling work, this can be determined as follows. the average cost of a standard hour is CU 16,214; hourly wage rate for work of the II category - CU 15.12; hourly wage rate for work of the III category - 16.80 e.

The average category of work is:

2 + (16,12) / (16,80 - 15,12) = 2,65.

Calculations are made in a similar way for all types of work. The average category of work in the enterprise (for piecework and time-based work) is determined by multiplying the labor intensity of each type of work by the average category of work. The resulting works are summed up, after which the result is divided by the total labor intensity of the work.

The average category of workers is determined by multiplying the number of workers by their qualification category, after which the products are summed up and the result is divided by the total number of workers.

Very important for the analysis is the information presented in gr. 10 and 11. Comparing the required number of workers with the actual number of jobs, it is possible to determine the shortage (or, on the contrary, surplus) of personnel in a particular specialty. Thus, not only the integral number of workers is analyzed, but also their structure.

The enterprise lacks 9 mechanics (103.65-95 = 8.65) and, conversely, there is a surplus of milling machines in the amount of 4 people (88.00 - 85.48 - 3.52).

This information is of interest to the personnel services of the enterprise.

The qualification structure of workers by type of work is presented in gr. 6 and 12. The qualification of milling operators slightly exceeds the capacity of work, which, together with the surplus of the number, indicates a structural inconsistency. If in the near future it is not planned to increase the volume and, to some extent, the complexity of milling work, then it is necessary to transfer (retrain) several milling operators to related specialties.

For plumbing work, the qualification structure of work is only 0.09 category (2.49 - 2.58 = - 0.09) inferior to the required standards. In general, this situation can be considered normal. Some difference between the categories of workers and the categories of work (in favor of the latter) is quickly eliminated by the current training of personnel. However, the recruitment of 9 locksmiths necessary to balance the structure of the working cadre will require their planned and targeted training.

The rate of fulfillment of time norms is very indicative (column 7). In our example, a slight excess of the specified coefficient for milling work (1.19) and a slightly lower value for locksmith work (1.17) compared to the average indicator (1.18), is consistent with the differences between the categories of workers and jobs. Otherwise, if the rate of fulfillment of time norms is higher than the average value, and the average category of workers is below the average category of work, then it is necessary to check the work of the labor rate setting department.

At the analyzed enterprise, a piece-bonus system of remuneration is practiced, which provides for the dismemberment of the worker's earnings and the components, tariff earnings and bonuses.

Tariff earnings of workers are presented in gr. 3, tab. 2.4.5.

As for the level of bonuses, their indicators (as a percentage) also need to be distributed by category and type of work. Significant deviations in bonus payments by grade and type of work should be explained.

In recent years, the ratio of the growth rates of labor productivity and wages, like almost all other indicators, enterprises are not planned by directives, however, from the point of view of economic analysis, this indicator is of certain interest.

The outstripping growth rates of labor productivity in comparison with the growth of wages are one of the factors in reducing the cost of production, not to mention the growth in the volume of products manufactured by the enterprise.

When carrying out the analysis, it is desirable, however, to keep in mind that the ratio "labor productivity / wages" depends mainly on that part of wages that is attributed to the cost of production, and should not take into account payments to personnel from funds generated from profits.

Consider an example of analyzing this ratio according to the data in Table. 2.4.6.

In December, it was planned to increase the average output per employee by 4.328 % with an increase in wages of only 0.775%, i.e., the ratio of the growth rates of these indicators was envisaged at 5.58 (which is a very good indicator, since output is growing faster than wages 5.58 times: 4.328 / 0.775 = 5,58.

Actual buyers turned out to be at the planned level and amounted to 5.693% in terms of output growth and 0.574% in terms of average salary growth. Thus, the actual output grew 9.92 times faster than the average salary:

5,693 / 0,574=9,92.

The change in actual indicators in comparison with the planned was 4.34, including due to an increase in the growth rate of labor productivity - 2.18, due to an increase in the growth rate of wages - 2.16.

(5 693 / 0,693 / 0,775) + (5,693 / 0,58).

The relationship between the growth rates of labor productivity and wages can be seen from the increase in labor productivity by 1% of the increase in wages according to planned and actual data and data from the previous period.

There has been an increase in labor productivity. However, this growth may be due to a number of factors that only to a small extent depend on the work of the enterprise itself, for example, such as changes in prices for products sold, changes in prices for purchased materials and equipment, and a number of others, which can be easily calculated.

The labor productivity indicator can also be changed due to structural changes in the output. Therefore, it is necessary to take into account the factor of structural shifts in the range of products and adjust the labor productivity indicator.

It is known that the normative technological complexity of manufacturing products (established in October) is equal to:

products A - 36.219 standard / h;

products B - 29.014 standard / h;

products B - 21.286 standard / h;

products G - 11.512 standard / h.

Table 2.4.6. Analysis of the ratio of growth rates of labor productivity and average wages

	Index	November (de facto)	December (plan)	December (actually)	(gr. 4 / gr. 3) ∙ 100	In fact,%
(gr. 5 / gr. 3) ∙ 100	(gr. 5 / gr. 4) ∙ 100
	Number of employees, people
	Average output per employee, thousand units
	Average salary per employee, CU thousand, (p. 2 / p. 3)
	The share of the wage fund in the volume of gross output,%, (p. 2 / p. 1) ∙ 100

Based on these data, as well as conditional machine sets produced in November and December, it is possible to calculate the values ​​of the volume of work performed and labor meters, which will be: in November - 57 standard hours, in December - 85 standard hours.

CALCULATION OF THE MAIN TECHNICAL AND ECONOMIC INDICATORS OF THE ENTERPRISE PERFORMANCE

Day student 2 course group 171010

Kubatina Pavel….

Supervisor:

Ph.D. N. A. Gerasimova

BELGOROD, 2011

Initial data for the design task.

To calculate the main technical and economic indicators, the following data will be used:

1. Release of finished products

Nizd= 152 (n.h.)

2. The duration of the production cycle of manufacturing products

Mall= 18 (d.)

3. Labor intensity of one product

Tizd= 50,017 (n.h.)

4. Product availability factor

Kg = 0,5

5. Services and works of an industrial nature

Have= 19 (n.h.)

6. Actual balance of work in progress at the time of planning

Nf= 5.5 (n.h.)

7. Finished main products

G= 1417 (n)

1.Calculation of the planned gross volume of work ……………………………… 5

1.1. Calculation of the volume of work in progress ............................................................. 5

1.2. Calculation of the gross volume of work …………………………………………… ..5

2.Planning the number of personnel …………………………………… ... 6

2.1. Calculation of funds for working time ………………………………………… .6

3.Planning the fund for salary ………………………………………………… ... 8

3.1. Calculation of the average tariff rate ………………………………………… ... 8

3.1.1. Distribution of production workers by grades and working conditions ……………………………………………………………………………… .8

3.1.2. Calculation of the tariff rate for workers by category ……………………………………………………………………….… 9

3.1.3. Calculation of the average tariff rate ……………………………….… 9

3.2. Calculation of the main and additional funds for the salary of production workers ………………………………………………………………………… 10

3.3. Determination of the average monthly salary of a production worker ……… .11

3.4. Calculation of the salary fund for other categories of workers ......................................................... 12

4.Planning of production costs ……………………………….… 14

Calculation of the planned gross volume of work.

Calculation of the volume of work in progress.

To begin with, let's calculate the volume of work in progress at the beginning of the year: Hng = H f + h, where h is the increase in work in progress before the beginning of the planning period; let us take h = 0

Nkg = [(Nizd * Tts * Tizd * Kg) / T] = (152 * 18 * 50017 * 0.5) / 365 =

where T is the planned period (365 days)

Calculation of the gross volume of work.

We calculate the gross volume of work using the formula:

Vnch = G + Y + Ng + Well (n-h), where:

Ng - the remainder of the work in progress for the main products Ng = Nkg - Nng = 187461 - 5.5 = 187455.5

Well - the remainder of the work in progress for services, let's take Well = 0

Vnch = 1417 + 19 + 187455.5 + 0 = 188891.5
2. Planning the number of personnel.

Calculation of funds for working time.

Let's calculate the nominal fund of working time:

Fн = (Dgear - Dpr - Two) * tp, where:

Dyear - the number of days in a year (365),

Дпр - the number of holidays in a year (11),

Two - the number of days off with a 5-day work week (104),

tp is the total duration of the working day.

tp = Mon / Day, where:

Mon - the duration of the working week (40 hours),

Days - the number of working days in a week (5h) => tp = 8h

Fн = (365 - 11 - 104) * 8h = 2000h

Let's calculate the effective fund of working time:

Feff = (Dgod - Dpr - Two) * tс, where tс is the average working day.

To calculate tс, internal losses are subtracted from the total duration: downtime - 1.5%, technical training - 2.52%, others - 0.17%.

Calculations of tc are summarized in Table 2.1 .:

Table 2.1.

Then Feff = 250 * 7.6648 = 1916.2 h

Headcount planning is carried out in the following categories:

1) Rpr - production workers

2) Rvr - auxiliary workers

3) Riter - engineering and technical workers

4) RSL - employees

5) Rmop - junior service personnel

The number of production workers is calculated using the formula:

Rpr = Vnch / (Feff * Kvn), where Kvn is the coefficient of meeting production rates = 1.1

With job qualification requirements

Then a table of the additional needs of workers is drawn up.

Table 9.5

Additional need for skilled workers

After determining the total additional need for staffing, ways of ensuring it and a recruitment plan for quarters and, in general, for a year are identified (Table 9.6).

Table 9.6

Ways to meet additional needs

In order to make calculations and determine additional need in frames, the following formulas are usually used:

AND ,

where CH PL is the planned (required) number of workers in a particular profession;

H N and H K - the number of workers, respectively, at the beginning and end of the billing period;

DP is an additional need for workers in the relevant profession.

Planning practice identifies three main areas of using the additional need for workers:

Expansion of production volume;

Compensation for the planned loss;

Compensation for losses due to stuck labor turnover.

The additional need for managers, specialists and those in need is determined by the number of vacancies in accordance with the approved states and taking into account the expected loss of these employees for various reasons. Replenishment their number is carried out mainly at the expense of young specialists who graduated from educational institutions.

Planning and forecasting

Productive labor

The main purpose productivity planning is the search for reserves, the use of which would allow the organization to reach a lower level of personnel costs than those achieved by competitors, and thereby ensure the possibility of survival in market conditions.

When planning labor productivity in domestic organizations, two methods are used: the direct counting method and the factor planning method.

By using direct counting method the possible decrease in the number of personnel is calculated under the influence of specific organizational and technical measures. At the same time, at first, the planned number of personnel for individual categories is determined, taking into account its possible reduction as a result of the implementation of the planned activities. Then, on the basis of the calculated planned number of personnel and the planned production output, the level of labor productivity and the rate of its growth in comparison with the base period are calculated.

In market conditions, preference should be given to the second method of planning labor productivity, since it allows you to highlight the influence of external factors that do not depend on the organization. Application factor planning method presupposes, first of all, a clear classification of factors, uniform for all levels of management.

Forecasting labor productivity for the coming period is based on the calculation of the influence of factors on its value. To determine the impact of one factor or another on the growth of labor productivity, the labor force savings are calculated in relation to the number of workers required to perform a given amount of work at the baseline output. The original number of employees(WI) for a given scope of work can be determined as follows:

a) with a constant structure of the volume of production

,

where CH BAZ is the number of employees of the base period, people;

b) in the presence of structural changes,

where Chi is the number of employees of the i-th structural unit, people;

UPi - growth in the production volume of the i-ro structural unit.

The most important factor influencing the growth of labor productivity is the increase in the technical level of production.

Labor saving(ECH R) due to modernization or introduction of new equipment can be calculated using the formula:

where M is the total number of pieces of equipment;

M C T - the number of non-modernized equipment;

M M - the number of new or upgraded equipment;

P T is the growth of labor productivity during the operation of new or modernized equipment,%;

Т Д - number of months of operation of new or modernized equipment;

T K - calendar number of months in the billing period.

Saving the number of employees(ECH PPP) is determined by the formula:

,

where H PPPI is the initial number of employees for the production of the planned volume of products based on the development of the base period;

У З - the share of workers engaged in equipment maintenance, to the number of industrial production personnel,%;

E R - relative savings in the number of workers,%:

.

The next group of factors taken into account when determining labor productivity is associated with improving management, organization of production and labor. This includes measures to improve production management, increase the level of specialization, reduce losses from product rejects, reduce the number of workers who do not meet the established production standards, etc.

When calculating the growth of labor productivity by improving production management, the comparison method is used. At the same time, the existing number of management workers at a given enterprise is compared with those employed in management at advanced enterprises with a more perfect management structure, as well as with project data. The influence of improving labor rationing on the growth of labor productivity is established by direct calculation, i.e. finding the ratio between the number of employees at scientifically based norms and the existing number.

Labor productivity growth by pulling up workers who do not meet production standards, it is determined in two ways:

1) calculating the direct growth of labor productivity by raising those who do not fulfill the standards to 100% or the average percentage of the team's output:

,

where H R1 and H P2 - the number of workers in groups whose level of compliance with the norms is below 100%;

X 1 and X 2 - average fulfillment of norms, respectively, by groups;

D - the proportion of workers who do not fulfill the norms of the total number

workers;

2) identifying the savings in the number of employees due to measures to meet the production standards for employees

whereP RI is a planned increase in the level of compliance with production standards by a group of workers who do not meet production standards,%;

HC RN - the share of a group of workers who do not fulfill the production standards in the total number of workers,%;

Y -specific weight of a group of businessmen who do not fulfill production norms in the total number of workers;

0.5 is a coefficient showing the uniformity of the increase in the level of compliance with the norms throughout the entire planning period.

Labor saving due to the specialization of production and an increase in cooperative deliveries, the ratio is:

,

where HC BAZ and HC PL is the share of cooperative supplies, respectively, in the baseline and planned periods,%;

OP PL - production volume in the planned period, rubles;

In BAZ - output per employee in the base period, rubles,

and also about the formula:

.

Labor savings through better use of working time is calculated using the formula:

where HC R is the proportion of workers in the number of industrial and production personnel,%;

P BAZ and P PL - loss of working time, respectively, in the baseline and planned periods,%.

Reducing absenteeism leads to savings in the number of workers, which can be calculated as follows:

,

where Ф PL and Ф BAZ are the number of working days worked out by one worker, respectively, in the planned and base periods.

Reducing product rejects contributes to the savings in the labor force of business workers, the value of which can be determined as follows:

,

where B BAZ and B PL are losses from rejects as a percentage of the cost of production, respectively, in the baseline and planned periods;

H RBAZS - the number of workers-traders in the base period.

Headcount savings when eliminating irrational labor costs is calculated by the formula:

,

where D BAZ and D PL are additional payments to workers-deals for deviations from the projected technological processes in the general wages fund of workers, respectively, in the baseline and planned periods,%.

The impact of shifts in the composition (range) of products on labor savings is established as follows:

,

where T BAZ and T PL is the specific labor intensity of products, respectively, in the baseline and planned periods, standard hours;

Q PL is the volume of production in the planned period;

К ВН - coefficient of performance of production norms in the planned year;

Ф ПЛ - fund of useful time of work of one worker in the planned year, h.