In the process of operational planning, it is formed. Operational planning: goals and objectives. The essence and stages of long-term planning

Introduction

Since the 1970s, planning methods have been enriched and improved at an accelerating rate. Two factors play a special role in this. The first is the economic crises of the last quarter of the twentieth century. They forced economists and managers from different countries to find new adequate management methods. The second factor is associated with the rapid spread of information technology and computer technology. These tools made the analysis of the prospects for the development of the enterprise and their forecasting publicly available. The creation of information systems in enterprises has made it possible to automate, simplify and accelerate the implementation of a huge number of planning and control functions.

The abandonment of an ineffective command and control system was perceived by many managers and specialists as an opportunity to abandon planning altogether. However, this approach is disastrous, its results are usually deplorable. Underestimation of planning is one of the reasons for the ruin and bankruptcy of an enterprise.

The purpose of planning as a management function is to strive in advance to take into account, if possible, all internal and external factors that provide favorable conditions for the normal functioning and development of the organization. It provides for the development of a set of measures that determine the sequence of achieving specific goals, taking into account the possibilities of the most efficient use of resources by each production unit and the entire organization.

On-farm planning is planning within an enterprise. Its main goal is to improve the efficiency of the enterprise. This task is being solved through the development and implementation in practice of strategic, current and operational plans.

Operational planning consists in the development of the most important volumetric and calendar indicators of production and economic activity. At the same time, the means and methods of solving problems, the use of resources, the introduction of new technology are being developed in detail.

The relevance of the chosen topic is confirmed by the fact that operational planning is an intermediate link on the way to achieving strategic goals and objectives.

The object of the research is JSC APK "Biryuchensky".

Target term paper consideration of the features of operational planning of production at the enterprise of JSC APK "Biryuchensky" and the formation of a set of measures to improve the efficiency of its activities.

To achieve this goal, it is necessary to solve the following tasks:

to reveal the essence and content of the theoretical foundations of operational planning at the enterprise;

to analyze the state of the main economic indicators at JSC APK "Biryuchensky";

to propose the main directions of increasing the efficiency of the activity of JSC APK "Biryuchensky".

When writing the term paper, the following were used: primary and reporting documents of the organization, scientific literature, articles by scientists, periodicals, collections.

1. Theoretical foundations of operational planning at the enterprise

Operational planning of production consists in the development of the most important volumetric and calendar indicators of the production and economic activities of the enterprise. Any process of operational planning provides for the implementation by economists-managers of such stages of activity as the choice of a strategy for the development of an enterprise, substantiation of the form of organization of production, determination of a logistic scheme for the movement of material flows, development of basic scheduling standards, operational planning of the work of production units, organizational preparation of production, direct organization operational work, monitoring and regulation of the course of production. The main task of operational planning ultimately comes down to ensuring a well-coordinated and rhythmic course of all production processes at the enterprise in order to best meet the basic needs of the market, rational use of available economic resources and maximize profit.

In operational planning of production, depending on the indicators being developed, such basic methods as volumetric, calendar, as well as their varieties: volumetric calendar and volumetric dynamic are used.

The volumetric method is designed to distribute annual volumes production and sales of products of the enterprise by separate divisions and shorter time intervals - quarter, month, decade, week, day and hour. This method provides not only the distribution of work, but also the optimization of the use of production assets and, first of all, technological equipment and assembly areas for the planned time interval. With its help, monthly production programs of the main shops are formed and the timing of product release or order fulfillment in all manufacturing divisions of the enterprise is planned.

The calendar method is used to plan specific time frames for launching and releasing products, standards for the duration of the production cycle and advancing the production of individual works relative to the release of head products intended for sale on the relevant product market. This method is based on the use of progressive time norms to calculate production cycles for the manufacture of individual parts, planned sets of products and the implementation of assembly processes. In turn, the production cycle of the main product serves as a normative basis for the formation of draft monthly production programs for the rest of the manufacturing shops and sections of the enterprise.

The volumetric calendar method allows you to simultaneously plan the timing and volume of work performed at the enterprise as a whole for the entire stipulated period of time - a year, quarter, month, etc. With its help, the duration of the production cycle for the release and delivery of products to the market is calculated, as well as the indicators of the loading of technological equipment and assembly stands in each division of the enterprise. This method can be used to develop monthly production programs for both producing and non-producing workshops and sections.

The volumetric dynamic method provides for close interaction of such planned and calculated indicators as the timing, volumes and dynamics of production of products, goods and services. In market conditions, this method allows the most fully to take into account the volumes of demand and production capabilities of the enterprise and creates a planning and organizational basis for the optimal use of available resources at each enterprise. It involves the construction of schedules for the fulfillment of consumer orders and the loading of production sites and manufacturing shops.

The purpose of operational planning is to achieve production output within the timeframes specified by business contracts. To achieve this goal, it is necessary to plan the timing of the production of orders, it is also necessary to organize a well-coordinated, rhythmic work of all sections and workplaces.

As part of the implementation of the main goal, the agro-industrial complex faces the following planning tasks:

determination of existing and prospective needs of buyers, analysis of the ways of using these products, research of patterns of purchasing behavior in the respective markets;

forecasting possible sales volumes of products, selling prices, production costs and profitability of economic activity;

determination of the enterprise's need for material and technical resources and their effective distribution among the industries and divisions of the enterprise;

determination of the financial capabilities of the enterprise for the implementation of the production program adopted for execution;

ensuring a strategy of specialization, cooperation and integration of production;

projecting of the nearest and long-term perspective by periods of execution;

organization of plan execution and control over its execution;

solving problems of social development of the labor collective, private household plots of the population, economic problems and rational use of natural resources;

target orientation and coordination of enterprise activities;

identifying risks;

unbundling and thereby simplifying the level of problems;

increasing flexibility, adaptability to changes;

achieving consistency, proportionality, rhythm, continuity (flow) of production based on the balanced development of the main industries of the enterprise.

The functions of operational planning include:

development and control of the implementation of planned targets for the release of products in kind for workshops, sections and workplaces for a month, decade (or week), day, shift.

control over the material and technical support and technical preparation of production, since in order to start production of products within the time specified by the task, it is necessary to have materials, blanks, tools, tooling, technological documentation at the workplace. It is necessary to ensure the operational reliability of equipment and other technical means. Checking the availability of everything necessary for the production of products is carried out by the operational planning services.

achieving a uniform load of equipment, jobs. Taking into account the requirements of the market, operational planning should be flexible - to respond in a timely manner to the arrival of new orders, to include them in the plan on time, to take into account the changing priorities of the production of products. In other words, it must be open to the production of new orders.

accounting and tracking the progress of production along the entire chain of the production process, dispatch control and regulation of the production progress.

According to the scope of the production process in space, a distinction is made between factory and workshop operational and production planning.

The plant OP covers the development and control of operational plans for the plant as a whole, broken down by shops and is carried out by the production planning or dispatching department (PDO) of the plant management.

The workshop OP is associated with the development and control of operational plans for the workshop as a whole, broken down by areas and workplaces, and is carried out by the production planning or dispatching bureau (PPB or PDB) of the workshop.

Operational and production planning includes two

related parts: scheduling and scheduling.

Scheduling includes:

development of scheduling standards;

development of operational plans;

development of shift-daily assignments.

Operational production planning serves to concretize the annual marketing plan for the production of products in physical terms and begins with an analysis of the annual production plan.

Monthly and ten-day plans provide for the distribution of tasks by day and remain flexible and open for any of the following days. The schedule of the current day (shift-daily task - CVD) tends to be kept closed for any changes, i.e. it becomes a tough assignment for the whole day. However, during the day, situations may arise when it is necessary to urgently complete a task or carry out work to correct a marriage. In view of this, time reserves should be provided for in the operational and calendar plans. If there are no reserves in the schedule, then urgent tasks delay the release of the planned ones. An undesirable situation is created, which must be taken into account by the task of the next day and the redistribution of priorities for the execution of various tasks.

The topic is banal, but the collective mind of any company can easily lose the thread and get tangled in three birches ...

So, what is an operational plan within a strategic holding (according to one of the well-known classifications) ...

Abbreviations: FR - functional manager, DK - subsidiary company, MC - Management Company, EDMS - e-mail system. workflow, DSR - director for strat. development

INITIAL CONDITIONS for reasoning

• The concept of "operational plan" is considered within the framework of a strategic holding.
• Operational plan - tool operational management.
• The criterion of the operational plan is the detailing of work for a time horizon of a month, not more than a month.
• Operational plans are a more detailed development and specification of the initially developed and agreed annual functional work plans.
• The company's annual schedule of key events reflects the agreed annual functional work plans.
• It is necessary to distinguish between operational control and operational plan. Operational control of strategic plans (in case of force majeure, crisis situation) and control of operational plans are two different things.

WHAT IS THE OPERATIONAL PLAN?

• This is a plan of work, activities, tasks, assignments, implemented by an employee within a calendar month. At the end of the current month, the operational plan for the next month is specified.
• Weekly working out of the plan within a month, weekly / monthly monitoring within the DC.
• Operational plans should be a more detailed breakdown of the annual functional work plans. It is formed on the basis of the annual work plan. Initially, the agreement of the annual functional work plans is achieved. For critical tasks, the consistency of the operational plans of employees should be automatically ensured, due to the consistency of the annual work plans. At operational meetings, the details of annual plans for the monthly horizon are specified.
• Operational plans should be consistent with annual plans. In case of force majeure, all annual plans for the remaining period and operational plans for the next month are adjusted.
• The implementation of operational plans ensures the implementation of the business processes of the DC, the successful implementation of operational plans ensures compliance with the standards of process (operational) indicators, as a condition for achieving the strategic goals of the company. Operational indicators and operational plans are tied to the standards of business processes.

The operational plan of FD DK SHOULD NOT include project tasks, since even control of an individual project milestone should be carried out with an understanding of the state of the entire project as a whole, and with an understanding of the consequences of the implementation of one project milestone on subsequent related project tasks.

The operational plan contains:

• Tasks from annual plans (Business plan) in the context of the month are functional tasks within the framework of the employee's responsibility and job duties.
• Protocol assignments and tasks from the top management of the DC and CM.

The annual functional plans of activities and operational plans MUST reflect the regularly performed job responsibilities and functions, with the only difference that:

• In the CI, the functional of the employee (FD DK) is defined in general, - by types / groups of work, without specification;
• And in the action plans, the content of the work is concretized (specific media outlets, agencies, etc.) and is tied to calendar dates and budgets,
  • in the annual work plan, large blocks are defined, for critical events, the work is detailed on a monthly basis,
  • the operational monthly work plan is detailed weekly, critical events are scheduled by day.

CONTROL OF OPERATIONAL PLAN EXECUTION. INTERACTION OF UK-DK IN PART OF DEVELOPMENT AND CONTROL OF OPERATIONAL PLANS

The operational plan in the DC is a tool for the operational management of the business for the State Duma, the DK FR, on which the CM should not have a direct administrative impact on a daily / weekly / monthly basis. For the corporate center of the holding, which wants to be a "strategic holding", there should be enough interaction on the quarterly reporting, and on its results - the subsequent adjustment of the annual plans of the management company and DC for the remaining period.

The DK's operational plan SHOULD NOT be under the President's control.

At monthly meetings with the participation of the President, there is an OPERATIONAL CONTROL of the implementation of the company's strategic plans in order to summarize intermediate results, make the necessary management decisions, including adjusting further actions, if there is an urgent need for this (a critical event, force majeure). Otherwise, we are not a strategic holding, but an operating holding, and all gene. directors, DEMs of the DC, etc. must be transferred to the UK.

Ideally, each manager should have an annual plan detailing the operational plan for the next month, and detailing the work for his subordinates.

The coordination of annual work plans with a monthly breakdown should be carried out by two managers - the State Duma of the DK and the FR of the Criminal Code.

The approval of the operational plan should be carried out only by the State Duma DK.

It is advisable to formulate schedules for general corporate projects and annual functional plans within the framework of business planning, so that FCs' FRs can take them into account in a timely manner when developing their annual plans.

Monitoring: FM of the Criminal Code should have access to view the current annual plans of the FC of the FC, and monitor it only in terms of general corporate tasks (its area of ​​responsibility).

WHAT TOOLS SUPPORTED THE EVENT PLANNING SYSTEM: ANNUAL PLANS, OPERATIONAL

• Ideally, both development projects and functional annual plans (detailed down to operational ones) should be in a single database (DB) with uniform characteristics:
  • Centralized employee directory;
  • Unified calendar with weekends and holidays;
  • A common vacation calendar for all employees - which will allow, when planning for a year, not to overload employees, avoid rushwork and downtime when someone goes on vacation;
  • Possibility of alerts for critical deadlines, critical important events(order execution control system);
  • Risk analysis - An analysis of the critical path to plan implementation.
• This solution can be, for example, the server version of MS Project. This solution will provide a clear consistency of annual, operational work plans, and projects - consistency in terms of time, by executors, by the workload of employees. If you need to adjust one plan - then you can assess the consequences - how the adjusted plan will affect the other plans associated with it.
  • Traditional IT benefits: community access, access rights system, single event entry, history preservation.

TRANSITION PERIOD (TRANSITION AS AN OPTION TO SERVER MS PROJECT)

Annual plans and their detailing within the framework of operational plans can be kept in an Excel file in the EDMS with general access for top managers.

MOTIVATION SYSTEM FOR THE RESULTS OF THE IMPLEMENTATION OF PLANS

At the end of the annual reporting period, the results of the annual work plan are assessed in conjunction with the implementation of target indicators (strategic team, individual):

• The assessment of the manager in the motivation card in terms of general corporate tasks is divided into two parts: the assessment of the PR of the Criminal Code and the assessment of the GD of the DC with certain weights and is carried out independently, directly affecting the amount of the bonus (with an agreed weight).

There will be questions - I will be glad to talk, especially when in practice there was a need to achieve a common understanding of methodological things by the collective mind

Strat Director development of the DC is responsible for coordination, organization in the processes of strategic and business planning,
but here's an unexpected question - who is responsible for the processes of operational planning, control, and the operational management system as a whole? Is it Gen. dir.? JEM also does not want to be a "boot" .. And where there is no coordinator such as JEM - they ask from the Fin. director ...?

The transition from a planned model of the economy to innovative development in our country was accompanied by violent denial of planned activities at all stages of management.

It got to the point that even the terms themselves containing the root "plan" were completely purged from the lexicon of practitioners.

All the more indicative is the growing interest of scientists in the topic of planning these days.

Although the attention of planners is mainly focused on its strategic aspects, operational planning is considered as important, if not more important. This is a presentation of the day to come and what and when you will do.

If strategic planning strives for the long-term success of the enterprise, the achievement of the desired state in the future, then the operational provides a solution to small, current tasks on this long journey.

Operational planning is the development of short-term plans

Operational planning is the final stage of planning in the enterprise. It concretizes and details the production program for a decade (10 days), a week, a day and a shift, ensures timely delivery of planned targets to the divisions, and also performs a coordinating function, ensuring the well-coordinated work of all divisions of the enterprise.

The main goal of operational planning is to ensure uniform, uninterrupted production of products in specified quantities and on time, while the products manufactured comply with product quality standards and with optimal use of production facilities.

The main functions of operational and production planning are the following:

1. development of production schedules (duration of the production cycle, backlog size, batch size, etc.);
2. volumetric calculations of equipment loading and areas;
3. drawing up operational programs for the main production and procurement shops;
4. operational management accounting and control over the implementation of operational programs;
5. operational regulation of the course of production, timely detection of deviations from the plan, development and implementation of measures to eliminate them.

Depending on the content and terms of validity, operational planning is divided into two types: calendar and current. These two types of operational planning are carried out by economists - managers and specialists of planning and production departments and workshops of the enterprise.

Scheduling includes the distribution of monthly planned tasks by production departments and deadlines, as well as bringing the established indicators to specific performers of work. With its help, shift-daily tasks are developed and the sequence of work performed by individual performers is coordinated.

The initial data for the development of schedules are the annual volumes of production, the labor intensity of the work performed, the timing of the delivery of goods to the market and other indicators of the socio-economic plans of the enterprise.

Dispatching of production provides for operational control and regulation of the course of production processes, as well as accounting for production and consumption of various resources.

At most machine-building enterprises, operational planning is subdivided, depending on the scope of application, into interdepartmental and intradepartmental:

• Interdepartmental planning ensures the development, regulation and control of the implementation of plans for the production and sale of products by all departments of the enterprise, and also coordinates the work of the main and auxiliary shops, design and technological, planning and economic and other functional services.

At machine-building enterprises, as a rule, production programs are developed and issued to shops by planning services for the next year with a quarterly and monthly breakdown.

• The content of intrashop planning is the development of operational plans and the drawing up of current work schedules for production sites, production lines and individual workplaces on the basis of annual plans for the production and sale of products of the main departments of the enterprise.

OP systems

IN modern production various systems of operational planning are widespread, determined by both intra-firm factors and external market conditions.

Under the system of operational planning of production in the economic literature, it is customary to understand the totality of various methods and technologies of planned work, characterized by the degree of centralization, the object of regulation, the composition of schedule indicators, the procedure for accounting and movement of products and registration accounting records.

Generally agreeing with this definition, we consider it necessary to clarify the concept of the operational planning system in accordance with the new market relations of enterprises.

This system is a set of methods and methods for calculating the main planning and organizational indicators necessary to regulate the process of production and consumption of goods and services in order to achieve the planned market results with a minimum cost of economic resources and working time.

The main characteristics of any operational planning system include:

1. methods of completing calendar assignments for divisions of the enterprise,
2. the procedure for coordinating and interconnecting the work of workshops and sections,
3. selected planning and accounting unit,
4. the duration of the planning period,
5. methods and techniques for calculating planned indicators,
6. the composition of the accompanying documentation, etc.

The choice of one or another system of operational planning in market conditions is mainly determined by the volume of demand for products and services, costs and planning results, the scale and type of production, the organizational structure of the enterprise and other factors.

The most famous at present are the detailed, custom-made and complete operational planning systems and their varieties, which are used in many large enterprises and firms, as well as in small and medium-sized businesses.

Detailed

The detailed planning system is designed for a highly organized and stable production environment.

According to this system, the progress of work, technological operations and production processes is planned and regulated for each part for a certain planned period - an hour, shift, day, week, etc.

The detailed system is based on accurate planning of the cycle and rhythm of the production lines and production sites, the correct determination of normal technological, transport, insurance, interoperational and cycle backlogs and their constant maintenance in the production process at a strict design level.

The use of this system requires the development of complex scheduling and operational plans containing indicators of the volume of production and the route of movement of parts of each item for all production stages and technological operations.

Therefore, detailed planning is advisable to apply with a limited and stable range of products, which takes place in conditions of large-scale and mass production.

Custom

The custom-made operational planning system is used mainly in single and small-scale production with its various nomenclature and a small volume of products and production services.

In this case, the planning object, or the main planning and accounting unit, is a separate production order that includes several works of the same type for a specific customer-customer.

This planning system is based on calculations of the duration of production cycles and lead rates, with the help of which the time required by the customer or the market is established for the execution of both individual processes or works, and the entire order as a whole.

Complete

The complete system is mainly used in serial mechanical engineering. As the main planning and accounting unit, various parts are used that are part of an assembly unit or a general set of goods, grouped by certain signs.

Calendar assignments for production departments are developed not for details of a separate name, but for enlarged groups or sets of parts for a unit, machine, order or a certain amount of work and services.

This system helps to reduce the labor intensity of both planning and calculation work, and the organizational and management activities of the personnel of the linear and functional services of the enterprise.

This system significantly increases the flexibility of operational planning, monitoring and regulation of the course of production, which, in conditions of market uncertainty, serves for enterprises. important tool stabilization of production.

In addition to the three systems of operational planning considered, domestic enterprises use such subsystems as planning according to the production cycle, according to backlog, ahead of time, to the warehouse, etc.

Planning for the cycle of production of products provides for the alignment of the duration of technological operations at all stages of the overall production process in accordance with a single estimated time for performing interrelated work.

Source: "ecanomika.ru"

Automation of operational planning processes

Operational plans are the sequential execution of tactical plans. This is a common, daily activity that allows you to fulfill the tactical and, over time, the strategic objectives of the organization.

The main task of operational plans is to organize the daily activities of employees, directing them to the priority channel of goals and objectives. Operational planning is especially important for initial stage business: during rapid development or working on a new line of business. When business processes are not sufficiently debugged and the staff is not organized, then, most likely, they will set their priorities.

Operational planning increases control over the work of personnel, results and increases the efficiency of work in general. You will be able to see how quickly and efficiently this or that employee copes, whether it maintains quality, work standards (in production, customer service).

It is also important to see how an employee is devoted to work, what achievements he has. Therefore, operational plans also affect motivation.

Some of the operational work and tasks are periodic. For example, writing reports, scheduled maintenance, congratulating clients on the holidays, etc. The presence of business automation tools allows you to set such tasks only once, and then periodically the system will remind the employee about the need to complete this task.

In general, business automation makes it much more efficient to set operational plans and monitor their implementation. An operational plan is a list of tasks that an employee needs to complete in order to get the desired result.

For example, in order to communicate plans to employees, you need to collect them, call them or send them to everyone by e-mail. At the same time, for each employee in each task, determine the priority, deadline and sometimes the budget.

In addition, you may be absent from the place (often a business trip of a manager is turned into a day off at the workplace) and working with remote employees makes operational planning meetings impossible or ineffective.

In the course of work, adjustments to operational plans are possible, which should be introduced in a timely manner. This problem can be solved promptly by the business automation system, which significantly speeds up the work and makes operational planning really operational.

Within the framework of project management, if the activities of the organization are related to the implementation of projects, automation gives an even greater effect. Saving time, the manager can be directed to adjusting plans, analyzing intermediate results and additional actions for adjustments.

Operational plans begin with tactical objectives and a program of action. For each item of the program for a certain period, you need to make a list of the necessary tasks for the day for each employee or department. If the organization has departments, then it makes sense to shift operational planning to middle managers, but with mandatory control plans that they set subordinates.

Don't forget about metrics - every task should have performance criteria or a scorecard. For example, for a sales agent, this is the volume of sales or income from sales, for a programmer, this is a program code, compliance with a technical task, for a marketer, it is an ad's compliance with a marketing strategy or budget.

For operational plans, the processes of communicating them to personnel and monitoring their implementation are important. The formulation of tasks should be simple and understandable to the employee, and control will allow not only to punish the negligent, but also to encourage those who have distinguished themselves - to obtain information for possible adjustments to tactical plans.

Operational plans and distribution of tasks among employees should be interrelated and aimed at one goal - making a profit and solving tactical tasks of the company.

Source: "prostoy.ru"

Making plans for short periods of time

Operational planning is one of the types of planning, which involves drawing up plans for short periods of time, focused on maximum detail in previously outlined work plans and their schedules.

Promptly financial planning- This is the planning of the financial fund and resources of the organization. Its necessity lies in the fact that the material sphere changes regardless of the internal conditions at the enterprise and in order to "stay afloat" it needs some savings.

Operational scheduling - a detailed plan for the implementation of work, determining the timing of the periods of the beginning and end of the manufacture of any product or the implementation of another front of work.

Views

Operational planning in relation to subordination at the enterprise is divided into 2 types:

• Interdepartmental.

Provides the development and control of all products manufactured at the enterprise in general, and also directs the robot of each workshop or department in the right direction. This type of planning ensures the consistency of the entire production process.

• Intrashop.

Aimed at the synchronous implementation of all employees of their work plan. It includes the development of new monthly or quarterly plans for the manufacture of products, drawing up current work schedules.

Methods

In operational planning, depending on the specifics of production, several basic methods are used:

1. Volumetric method.

Designed to distribute the annual production and sale of products. This method helps not only to distribute the amount of work, but also to optimize the use of production assets.

2. Calendar method or operational scheduling.

This is a detailed plan for the execution of the robot, defining the periods of the beginning and the end of the manufacture of any product or the execution of another front by the robot.

3. Volumetric calendar method.

Allows you to plan at the same time the timing and amount of work performed at the enterprise.

4. Volumetric dynamic method.

Provides for close interaction of such planning and calculation indicators as timing, volumes and dynamics of production of products, goods or services.

Tasks

Initially, it should be said that the main task of operational plans is the organization of the daily activities of employees, as well as directing it in the direction necessary for the enterprise.

There is also a minor number of planning tasks, which include such as:

1. fulfillment of tasks for the release of final products;
2. organization of integrated production;
3. efficient use of working time.

Principles

For the first time, the general principles of planning were formulated by A. Fayol. He, in turn, identified 5 basic principles:

• The principle of the necessity of planning.
• The principle of unity of plans.
• The principle of continuity of plans.
• The principle of flexibility in plans.
• The principle of plan accuracy.

The stages of operational planning for each of the methods presented above are individual. We will now consider the stages of volumetric planning:

1. Development of nomenclature and calendar plans for the launch of parts, assembly units of products.
2. Development of planned targets for the beginning and end of the production cycle separately for each workshop or department.
3. Formation of a production launch program finished products To the market.

Source: "womanadvice.ru"

Features of operational planning

The annual plan of the economy, production unit, defining the program for the year, does not affect the organization of individual work, which has its own characteristics in agriculture related to the seasonal nature of production, the need to carry out processes in optimal agrotechnical terms.

In this regard, operational (work) plans are drawn up for the periods of work in the sectors and divisions of the economy. Operational planning serves as a means of current regulation of the course of production in order to ensure the rhythmic, uninterrupted operation of the enterprise, the effective use of production and labor resources.

Its task is to detail the main indicators of the annual plan of an economic entity, its structural unit and bring them to the immediate performers. For this purpose:

• tables and network schedules for the performance of work are developed, indicating specific deadlines and performers, conditions for high-performance work are provided during the entire working time;
• an uninterrupted supply of workplaces with the necessary materials of appropriate quality (seeds, mineral fertilizers, fuels and lubricants, etc.), electricity, feed;
• control over the operational preparation of production, the implementation of plans by each structural unit, by each performer in strict accordance with the developed operational plans;
• the operational management of the entire course of the production process is carried out on the basis of the current management for the prevention or elimination of identified organizational and technical problems or inconsistencies that interfere or impede rhythmic production activities;
• the available reserves of material and labor resources are identified, measures are developed for their use in production.

For operational planning, computational and analytical, statistical, economic, mathematical and graphic methods are widely used, which make it possible to organize operational management of the technological process using personal computers. Operational plans are further details of annual plans.

Agricultural enterprises are developing:

1. plans for the periods of agricultural work (for raising the fall, applying fertilizers, for sowing, caring for crops, harvesting, etc.);
2. ten-day, monthly, quarterly plans (tasks) in animal husbandry, construction, industrial and service industries;
3. order plans - assignments to specific performers to perform a specific job for a period of one or several days.

Operational (work) plans are a production program for carrying out the relevant work in certain periods of the year.

In the livestock industries, operational plans for the production and sale of products, the placement of livestock on the territory of the economy, the use of pasture land and a green conveyor, and schedules for the provision of farms with fodder are distinguished.

Ancillary production has operational plans for the periods of product acceptance, processing and sale. Operational plans should be linked by plans for the use of labor resources, tractors, agricultural machinery and vehicle fleet.

The work plans in crop production by periods of work reflect the organization labor processes in optimal agrotechnical terms, calculation of the means of production and labor required for this. They are developed first by teams, taking into account the technical equipment based on the actual sown area and the expected yield in individual fields and plots.

The work plan for the periods of agricultural work includes the following main indicators:

• list (in chronological order) and scope of work, agrotechnical requirements for their implementation;
• calendar and optimal agrotechnical terms (number of working days) for each work;
• place of work (team, link, field number, crop rotation, crop, current, etc.);
• the composition of the units (brand and number of machines in the unit) or the way of performing the work - manually or using live draft force;
• the number of service personnel on the unit or when performing equestrian manual work;
• shift, daily and seasonal output of the unit and workers on horse-manual work;
• daily demand for tractors, combines, other agricultural machines and implements, vehicles, labor (including machine operators) and various materials (seeds, fertilizers, fuel, etc.).

The source material is taken from technological maps, which cannot replace the work plan, since they are drawn up for individual crops.

The main task of the work plan is to establish the relationship and sequence of operations in the cultivation of all crops assigned to the brigade, the daily need for equipment, workers, materials. Particular attention is paid to the creation of conditions for the fulfillment of shift and daily production rates, high-performance use of equipment.

The daily demand for tractor units, self-propelled combines is calculated by dividing the expected (planned) volume of work by the seasonal output of one unit, combine. The number of required machines and implements is determined based on the daily need for tractor units and the number of machines and implements in one unit.

Labor demand is defined as the product of the number of maintenance personnel on one unit, the number of units and the shift ratio. In manual work, the number of employees is determined by dividing the volume of manual work by the output of one performer for the entire period of these work.

The daily need for materials is determined based on the rates of their consumption per unit of work and the amount of work that can be completed per day on the farm or team.

The total daily need for tractors and labor is determined using a schedule, which clearly shows the days of maximum stress. To eliminate the "peaks", the schedule is leveled by some change in the calendar terms of work. If this is not possible, they envisage attracting additional equipment and labor.

This problem is solved using a network diagram, which is an image of the sequential execution of both individual work processes and their complexes of varying degrees of complexity. With its help, the dynamics of work, deviations from the established deadlines and norms are taken into account and ways are found to overcome the difficulties that arise.

The network schedule allows you to control the implementation of the plan not only in terms of time, but also in terms of the cost of work, the timeliness of delivery of materials.

Route plan

An integral part of the work plans are the plans-routes for the movement of units on the sites and fields. Their development allows:

• timely prepare plots and fields for work,
• avoid unnecessary moving units,
• timely and uninterruptedly provide workplaces with materials, and machine and tractor units with technical maintenance.

In the plan-route of the unit, the brand and service number of the tractor, combine, the field number in the crop rotation, the type and amount of work, the beginning of their implementation, the scheme of movement of the unit from one site to another are indicated.

Plan-order

Work plans are tasks for the performance of certain works by a brigade, a link, a separate unit. They are given for a certain period - ten days, a week, five days, one to three days, or one-to-one - to perform a certain type and amount of work.

The order plan indicates the surname of the performer (or a group of performers), its class, the composition of the unit, the service life of the tractor, combine, the type and place of work, agrotechnical requirements for its implementation, production rate, rates of material consumption, tariff category work and wage rate.

The work order is not only a planning document, but also a reporting document at the same time. After completing the work order, the foreman, agronomist and accountant on the back of this document note the timing, volume and quality of the work performed, the consumption of fuel and other materials, the main and additional earnings are charged.

Operational plans have a number of features:

1. in terms of compilation and action, they are closest to production process and are closely related to it;
2. they are composed quite often, which gives them the property of continuity;
3. through operational planning, the entire system of on-farm plans is linked to production management.

Source: "eclib.net"

Enterprise planning

To ensure the normal functioning of the enterprise, it is necessary to constantly plan activities.

Planning is the process of development and subsequent monitoring of the implementation of the plan for the creation, development and operation of an enterprise.

The planning objects can be the following units: products (their type and quality), personnel, sales, finance, investments, scientific and technological development and environmental protection.

In order for the plan to be effective, it is necessary to reflect the following in it:

• assessment of the external environment of the enterprise;
• assessment of the capabilities of the enterprise, taking into account the favorable and unfavorable factors of the external environment;
• definition and formulation of goals;
• defining current operational tasks consistent with the objectives;
• methods of analyzing and monitoring the implementation of the plan, providing feedback to the next planning cycle.

Forms of planning organization:

1. From top to bottom - this is planning, when management determines the main goals of the enterprise and the mechanisms for achieving them, and then communicates to the staff in order to fulfill the plan. The disadvantage of such planning is that the firm's management cannot always see and take into account the potential opportunities of the lower levels.
2. Bottom up - here each employee analyzes his current work, finds reserves for its improvement and submits proposals to the management of his division for work in the future period.

The head of the department, independently or with employees, on the basis of the submitted proposals, forms a work plan for his department in the planning year and transfers this information to the planning department, where the process of planning and coordinating the work of all departments actually takes place.

Then the plan is returned to the departments, where it is reviewed and approved, and, if necessary, corrected taking into account the comments and submitted for approval to the head of the enterprise.

Mixed planning - the company's management develops the main performance indicators in the planning period and transfers them to the departments.

There, the possibilities of fulfilling the assigned tasks are analyzed, programs for achieving goals are developed and, after adjustment, the information is transferred to the planning department, where it is brought together into a single draft plan, which, after consideration and revision in accordance with the wishes of both parties, is agreed and approved.

Each company independently determines the form of planning, but the mixed type is often more successful, because the manager determines the goals that he, as the owner, wants to achieve, and the divisions adjust them depending on the possibilities, therefore, “desires and opportunities” are taken into account.

Technology

The planning technology includes the following stages:

• Determination of the goal;
• Determination of tasks that will allow you to achieve the goal;
• Determination of ways and means of achieving the goal;
• Development of alternatives;
• Designate the time to reach the goal;
• Distribute responsibilities between departments;
• Design a system for monitoring and adjusting the plan.

Planning principles:

1. Continuity - planning should extend both long term and beyond short time.
2. Scientific - planning should be carried out on a scientific basis, i.e. rely on reliable information, carried out by scientifically based methods.
3. Flexibility - plans should be adjusted to reflect changes in environment.
4. Accuracy.
5. Priority is the subordination of all programs and plans strategic goal enterprise development.
6. The principle of participation was formulated by Igor Ansoff - it means that each employee of the enterprise must participate in building plans for the enterprise who is directly affected by the plan.

Planning methods:

• Target-programmed - planning, which is based on the development of complex programs focused on achieving the set goals.
• Balance sheet method - the compilation of various types of balance sheets of the enterprise. Regulatory method - the company uses a whole system of norms and standards in the planning process.
• The rate is the regulated value of the absolute consumption of resources per unit of production or per unit of work. On the basis of such norms, balances of consumption of various resources are formed.
• The forecasting method is a set of techniques and methods that allow, on the basis of studying the internal laws of the development of an object and its external relations, to derive a judgment (forecast) of a certain certainty about the future state of the forecasting object.
• A forecast is a probabilistic scientifically grounded judgment about the prospects, possible states of a particular phenomenon and the future and (or) alternative ways and timing of their implementation.
• Intuitive methods are based on intuitive-logical thinking. They are used when it is impossible to take into account the influence of many factors due to the significant complexity of the object or the object is too simple and does not require laborious calculations.

Planning types:

1. Operational - contains a plan for a week, shift, decade.
2. Current - from month to year, with distribution by quarters and months.
3. Medium-term - then years up to 5 years.
4. Long-term - from 5 years, aimed at solving individual independent problems of the firm's strategy.
5. Strategic - a long-term plan covering a period of 10-15 years or more.

Operational production

It is more correct to call operational planning operational-production (OPP). PPP is the implementation of the current activities of planning and economic services for a short period. The OPP is based on the production program for the release of finished products, with the help of OPP this program detailed and concretized.

The purpose of the OPP is to ensure a uniform release of products in specified quantities and on time with high quality and the best use of production assets.

PPP stages:

• Volumetric planning is the distribution of the work performed by departments and planning periods, taking into account the load of equipment and areas. For efficient distribution, the necessary and available resources of the enterprise are compared.
• Scheduling is the determination of the timing of the release of products, the specification of the tasks of each workshop, and, if necessary, the correction of the calculation results.
• Operational production planning is the final clarification of the production program and the organization of its implementation. If necessary, adjustments are made to the work schedules.

Strategic

Strategic planning (SP) is management process, which is aimed at developing goals for the development of the company and ways to achieve them.

The main task of the joint venture is to provide flexibility, adaptation and innovation in the organization's activities, which are necessary to achieve goals in a changing environment.

During the joint venture, the parameters of the external environment, the range of products and services, prices, suppliers, sales markets, long-term goals and strategies for achieving them are determined and predicted, as well as systematic management of changes in parameters is carried out.

These indicators are extremely important today for determining, since the company operates under conditions market economy based on competition.

Stages of the joint venture:

1. Definition of the mission and purpose;
2. Analysis of external and internal environment the enterprise, including an analysis of the strengths and weaknesses of the firm, as well as its potential opportunities;
3. Choosing a strategy;
4. Strategy execution;
5. Evaluation and control of implementation.

As a result of the joint venture, the company receives a full range of information about the market and its position on it, determines its mechanism of action in existing conditions and most importantly, the firm identifies various options for action in a changing external environment and ensures effective adaptation of the strategy to the environment.

Competitiveness and success entrepreneurial activity enterprises are determined by carefully formulated and developed goals of the firm and the means to achieve them. These goals and means are more fully reflected in operational, current and strategic planning.

Source: "koi.tspu.ru"

System of plans of an economic organization

The result of the planning process is a system of plans. The plan includes key performance indicators to be achieved by the end of the planning period.

In essence, a plan is a set of instructions for managers describing how each part of the organization should play in the process of achieving the goals of the firm.

The planning process is complex and varied. This determines the complex nature of the system of plans, which can be divided into the following elements:

• The strategic plan, otherwise called the master plan of the company (often drawn up for 5 years in advance) and company-wide plans drawn up as a continuation of the strategic plan.
• Strategic plans for the individual business units that make up the firm.
• Operational plans of the organization:
  • company-wide plans for current activities, the so-called " economic plans"Or" profit plans "are calculated for one year. Through current activity plans, goods and services are produced and marketed;
  • current plans of divisions, including budgetary ones, supplement the general company plans of current activities.
• In addition to plans, the results of the planning process are programs (or plans-programs) and projects.

The strategic plan is the guideline for decision-making at lower levels; the general goals of the organization, defined in the strategic plan, are concretized in the goals of current activities, called tasks.

In addition, the strategic plan is a constraint for plans at lower levels, as it limits the number of resources required to meet the challenges of operational planning.

Any organization's action plans can be characterized as either offensive or defensive:

1. Offensive plans involve the development of the organization: the production of new goods and services, entering new sales markets, gaining competitive advantage. Offensive plans are usually created by large firms with high economic potential.
2. Medium and small firms in many cases are content with defensive plans aimed at maintaining their position in the market and preventing the firm from going bankrupt. The development plan of the organization, as an expression of offensive plans, includes a set of measures necessary to create new areas of the firm.

The development plan should determine the ways to enter new positions and be able to provide answers to the following questions:

• What will be the conditions of demand in the future, what goods and services will the consumers of the given economic organization expect?
• What should be the nature of the internal elements of the organization, necessary for its development?
• What new types of products should be added to the company's nomenclature, or what part of the main products should be replaced by new goods and services?
• What should be the methods to prevent mistakes in capital investments and new product development?
• What should be the range of economic resources required to produce new goods and services?
• What should be the organizational methods of creating new industries, whether it will be a takeover in the form of buying up (acquisitions) of other enterprises, merging with organizations that produce the desired products, or creating new industries on our own, through research and development and the implementation of entrepreneurial projects.

The development plan for a separate business unit is drawn up in the form of a business plan. The development of programs and projects is characteristic of an economic organization.

Programs usually determine the development of one of the important aspects of the life of an economic organization. These may include technology improvement programs, quality control programs, inventory control programs, and others.

Projects differ from programs in that, focusing on a certain aspect of the life and development of the organization, they have a set cost, a schedule for implementation, include technical and financial parameters, that is, they differ high level specific elaboration.

Typically, projects are associated with the creation and marketing of new products and services of the firm.

The possibilities of projects should not be exaggerated when determining the exact deadlines and specific characteristics new product. In the form of a project, a business plan is usually drawn up.

In addition to these types planning documents the organization should draw up supporting plans that are needed to better organize planning in enterprises:

1. planning organization plan,
2. contingency plans,
3. feedback programs,
4. plan evaluation programs.

Tactical planning

Tactical (operational) planning is making decisions about how the organization's resources should be allocated to achieve strategic goals.

The main question strategic planning- what the organization wants to achieve. Tactical planning focuses on how the organization should achieve this state. That is, the difference between strategic and tactical planning is the difference between goals and means.

Other differences:

• decision making at the level of tactical planning, as a rule, is less subjective, because managers involved in tactical planning have more solid, specific information available. When tactical planning is applicable, based on computer technology quantitative methods of analysis;
• implementation of tactical decisions is better observed, less at risk, since such decisions relate mainly to internal problems;
• tactical decisions are easier to evaluate, since they can be expressed in more specific digital results (for example, it is more difficult for a farmer to assess the specific benefits of introducing products under his own brand than to calculate an increase in the production of chickens in special packaging when acquiring new capacities);
• for tactical planning, in addition to its concentration on the middle and lower levels of management, it is also characterized by a gravitation towards the levels of individual subdivisions - product, regional, and functional.

Operational mining means much the same as tactical planning. The term "operational" more clearly than the term "tactical" emphasizes that this is the planning of individual operations in the general economic flow in the short and medium periods, for example, production planning, marketing planning, etc. Operational planning is also understood as the organization's budgeting.

Process

The planning activities can be divided into several main stages:

1. The process of making plans, or the direct planning process, that is, making decisions about the future goals of the organization and how to achieve them. The result of the planning process is a system of plans.
2. Activities for the implementation of planned decisions. The results of this activity are real performance activities of the organization.
3. Monitoring results. At this stage, real results are compared with planned indicators, as well as prerequisites are created for adjusting the organization's actions in the right direction.

Despite the fact that control is the last stage of planned activities, its importance is very high, since control determines the effectiveness of the planning process in the organization. Thus, the planning process is the first stage in the overall activities of the firm.

The planning process is not a simple sequence of planning operations, nor is it a procedure that makes one thing happen after another.

The process requires a lot of flexibility and managerial skill. If certain points of the process do not correspond to the goals set by the organization, they can be bypassed, which is not possible in the procedure. People who participate in the planning process do not simply perform their assigned functions, but act creatively and are capable of changing the nature of the action, if circumstances require it.

The planning process consists of a number of stages, following one after the other:

• First stage.

The firm conducts research on the external and internal environment of the organization. Determines the main components of the organizational environment, highlights those that really matter for the organization, collects and monitors information about these components, makes forecasts of the future state of the environment, and evaluates the real position of the company.

• Second phase.

The firm sets the desired directions and guidelines for its activities: vision, mission, set of goals. Sometimes the goal setting stage precedes the analysis of the environment.

• Stage three.
Strategic analysis. The firm compares the goals (desired indicators) and the results of research on the factors of the external and internal environment (limiting the achievement of the desired indicators), determines the gap between them. Using methods strategic analysis various strategy options are formed.

• Stage four.

One of the alternative strategies is selected and worked out.

• Fifth stage.

The final strategic plan of the firm is being prepared.

• Sixth stage.

Medium term planning. Medium-term plans and programs are being prepared.

• Seventh stage.

Based on the strategic plan and the results of medium-term planning, the firm develops annual operational plans and projects.

• The eighth and ninth stages, while not stages of the direct planning process, nevertheless determine the prerequisites for creating new plans, which must take into account:
  1. what the organization has been able to do in realizing its plans;
  2. what is the gap between targets and actual performance.

In general, the planning process is a closed cycle with a direct (from developing a strategy to determining operational plans to implementation and control) and reverse (from taking into account the results of implementation to reformulating the plan) link.

Organization

In-house planning works well if the planning process is well organized from the outset. Before starting direct planning, those responsible for planning in the enterprise must accept the content and sequence of the planning process.

Large enterprise, as a rule, carries out the planning process in its entirety, without significant exceptions. Hard organized firm needs both a strategic plan and medium-term plans and programs, as well as all kinds of operational planning.

A large firm should take care of the preparation and implementation of projects for the development of new products, new divisions. Smaller firms often simplify the planning process into a 5-year strategic plan and annual operating plans.

At the same time, if a small organization is focused on creating offensive plans, it also prepares a project for the development of its production (business). Having defined constituent elements planning process, those responsible for these activities should establish a sequence of planning activities.

Logically, as it follows from the scheme of the planning process, the preparation of tactical plans follows strategic planning.

However, many managers and planners, being strong practitioners and having extensive experience in operational planning, at the first steps in strategic planning are afraid to start planning activities with a strategy definition.

The formulation of the most general directions of the organization's activities seems to them to be too abstract, not entirely useful and even dangerous from the point of view of wasting time and attention to urgent tasks. Such managers are engaged in the development of operational plans as the main type of planning activity, and strategic planning is considered as a trial, side occupation.

In such cases, the planning sequence turns out to be the opposite: first drawing up operational plans, and then developing a strategy. But, as experience shows, gradually, after 2-3 year cycles, managers realize the importance of strategic planning, acquire the necessary skills and find that it is more convenient for them to follow from strategy to tactics.

There are situations when strategic and operational plans are carried out simultaneously. The main disadvantage of this practice is the emergence of an obstacle to effective planning: the urgency of operational decisions begins to dominate strategic problems, and the firm loses the main guidelines for its activities.

The planning process in the organization continues continuously throughout the year. Two main parts of planning are carried out in different periods of the year: the preparation of a strategic plan usually takes place in the first and second quarters (quarters) of the financial year, the remaining time is occupied by operational planning. Operational plans specify the content of 5-year plans for the first year of action.

In order for the planning process to be continuous and there is no gap between the two 5-year plans, many organizations draw up so-called rolling (transitional) plans.

In the rolling plan, instead of the past year, each time is added New Year... This takes into account the changes that have occurred in the state of the market, technology, policy, internal factors organization in the previous year, and the necessary changes are made to the newly drawn plans.

According to sequential planning patterns, certain planning activities (for example, budgeting) are carried out regularly, annually, at approximately the same period of the year. But if there are serious deviations in the implementation of plans, then there is no other way out but to revise the plan at the moment when these deviations were revealed (for example, to revise the budget not in January, but in May).

The planning process involves:

1. first, the top management of the organization;
2. secondly, a team of planners;
3. thirdly, heads and specialists of departments.

The ideal, as already indicated, is such a situation when all employees of the organization are involved in the discussion and drawing up of plans.

Senior management is the architect of the planning process, determines its main phases and sequence of planning. Top management must make the planning process accessible and understandable for every employee of the organization, he must be able to involve his employees in it as much as possible.

Another function of senior management is to formulate the firm's strategy and make strategic planning decisions. The company's management determines the general goals of its development and the main ways to achieve them. Strategy development requires analytical skills and large-scale thinking from senior management.

Medium and lower level, as well as the specialists of the divisions are engaged in the development of operational plans. The duties of specialists also include the analysis of the internal and external environment of the organization, making forecasts. Business leaders and staff members come together to evaluate alternative strategies proposed for the organization.

The planning service takes part in the development of the firm's strategy, clarifying its main goals. However, planners perform this function, acting as advisers, consultants. Often, the planner and the top manager discuss key issues of strategy in a personal conversation, discussion. The final decisions related to strategy approval are made by senior management.

Planners, along with other specialists, analyze and assess the external and internal environment of the company. They often hold the most valuable information about the firm.

Together with the managers, the planners participate in making forecasts about the possible future of the company, preparing the forecast part of the final plan. Planners provide advice and advice on planning techniques and promote professional planning methods.

Planned service helps top management in organizing and conducting the training necessary to ensure that all planning participants are ready to introduce effective innovations in this process. Planners should strive to create a spirit of creativity among workers in planning their future, to teach people to interact with each other.

AND TECHNOLOGICAL DOCUMENTATION

OPERATIONAL PLANNING OF PRODUCTION

The essence of operational planning. Operational planning of the production of procurement enterprises. Calculation of the output of semi-finished products

The essence of operational planning lies in the preparation of an enterprise program. Production program planning issues are dealt with by production managers (deputies), production department heads, foremen, and accountants.

To draw up the production program of the procurement enterprise, the following data are required: the range of products (semi-finished products, culinary products, flour confectionery); technical equipment of the enterprise; a network of catering establishments and a retail network that have entered into contracts with a procurement company or specialized procurement shops; the range and quantity of products required for these enterprises; the volume of semi-finished products produced by food industry enterprises for pre-food enterprises.

Operational production planning is carried out in a certain sequence, therefore, at each stage there is no

need to create certain organizational conditions, contributing to the correct organization of the technological process, the rational organization of labor, the clear performance of each employee of their duties.

An important place in the operational planning of production is occupied by the dispatch service. Operational planning of the production of a procurement enterprise and specialized procurement shops is carried out in the following sequence. Enterprises with which an agreement has been concluded make daily orders for semi-finished products, culinary and flour confectionery products and transfer them to procurement enterprises in dispatching services (departments). Orders received in the dispatch service are summarized for all types of products and transferred to the shops in the form of a daily production plan. One copy of the order is sent to the expedition for subsequent order picking. Applications are accepted the day before their execution. This is due to the fact that the production department needs to get the required assortment and quantity of raw materials and products in advance in order to carry out the technological process of manufacturing products on demand.

Semi-finished products and culinary products are produced in accordance with TU, OST, as well as the data of the Collection of norms for waste and losses during cold and heat treatment of raw materials.

At the procurement enterprise, in order to control the correct use of raw materials and the amount of semi-finished products produced, the head of the shop draws up an act for cutting the mass of raw materials into large-sized semi-finished products in accordance with Form 61. The act specifies the name and quantity of raw materials received by the shop in natural and value terms, the output rates of large-sized semi-finished products according to Collection of recipes in percent and kilograms. The act is signed by the head of the shop, checked in the accounting department and approved by the director of the enterprise.

The work of the confectionery shops is carried out in accordance with the planned production output. Based on the raw materials and orders available in the pantry of the enterprise, the head or foreman of the confectionery department draws up an order-order in form 76 (Table 2). A work order is a document for calculating a production task for the manufacture of products to order: determining the need for raw materials. The work order serves as the basis for the release of raw materials from the pantry for production.

Operational planning in enterprises with a full production cycle

The catering establishment must approve a monthly turnover plan, on the basis of which the production program for the day is drawn up.

In restaurants where the assortment of dishes is very large, the menu mainly includes customized a la carte dishes, so it is difficult to plan in advance the number of dishes produced, but, taking into account the past experience, in a restaurant it is possible to plan the release of the number of semi-finished products (when processing meat, poultry, fish) and how much food you need to get from the warehouse per day.

At catering establishments with a certain contingent of consumers (canteens at industrial enterprises, educational institutions, children's institutions, rest homes, etc.), you can more clearly plan the work of production for each day.

Operational planning of production work includes the following elements:

Drawing up a planned menu for a week, a decade (cyclical menu), on its basis the development of a menu plan reflecting the daily production program of the enterprise; preparation and approval of the menu;

Calculation of the need for products for the preparation of dishes provided for by the menu plan, and drawing up requirements for raw materials;

Registration of a bill of lading for the release of products from the pantry in production and receipt of raw materials;

Distribution of raw materials between workshops and definition of tasks for cooks in accordance with the menu plan.

The first stage of operational planning is the preparation of a planned menu, the presence of which makes it possible to provide a variety of dishes on days of the week, avoid repetitions of the same dishes, ensure a clear organization of the supply of raw materials and semi-finished products, timely sending applications to wholesale depots, industrial enterprises, properly organize technological process cooking and labor of production workers. The planned menu indicates the assortment and number of dishes of each item that can be prepared at the given enterprise on days of the week or decade. When drawing up a planned menu, the qualifications of cooks, consumer demand, the possibility of supplying raw materials and the seasonality of raw materials, and the technical equipment of the enterprise are taken into account.

The second and main stage of operational planning is the preparation of a plan-menu by the production manager on the eve of the planned day (no later than 15 hours) and its approval by the director of the enterprise. It contains the names, recipe numbers and the number of dishes, indicating the timing of their preparation in separate batches, taking into account consumer demand.

The main factors that must be taken into account when drawing up the menu include: the approximate range of products recommended for public catering enterprises, depending on its type and type of ration provided, the availability of raw materials and its seasonality.

An approximate assortment of dishes (assortment minimum) is a certain amount of names of cold dishes, hot dishes, drinks typical for various catering establishments (restaurants, canteens, cafes, etc.). When drawing up a menu plan, it is necessary to take into account the availability of raw materials in the pantries and its seasonality. Dishes and snacks included in the menu should be varied both in the types of raw materials and in the methods of heat treatment (boiled, stewed, fried, stewed, baked); the qualification composition of workers, production capacity and its equipment with trade and technological equipment, as well as the labor intensity of dishes, that is, the time spent on preparing a unit of production, are also taken into account. When approving the menu plan, the director and production manager are responsible for ensuring that the dishes included in the menu are on sale throughout the day of the enterprise's trade.

In catering establishments with a free choice of dishes, operational planning begins with drawing up a menu plan for one day in accordance with the turnover.

Types of menus, their characteristics

Menu - a list of snacks, dishes, drinks, flour confectionery products available for sale on a given day with an indication of the output and price - must be signed by the director, production manager and calculator. Depending on the type of enterprise and the consumer contingent served, various types of menus are developed: with a free choice of dishes; set lunches and dinners by subscription; daily diet; dietary and baby food; banquet.

Free choice menu compiled at public catering establishments (in restaurants, bars, canteens, cafes, snack bars). This is a list of dishes, written in a specific order, indicating the output of dishes, side dishes, main product and price. For the first courses on the menu, as a rule, the price of a portion and a half portion is given. The menu of the restaurant does not indicate the output of dishes.

When drawing up the menu, they adhere to certain rules for the arrangement of snacks and dishes.

In general planning, operational planning is carried out at the final stage. It is performed for the shortest time periods, for example a week or a period of one shift. In this case, the general planned program is divided into narrower areas. The detailed distribution of activities greatly facilitates production control. Such planning differs from strategic planning as follows:

• it is carried out by middle-level employees, while the strategic plans are developed by the leaders of the organization;
• operational planning, designed for a short time, is done much more often than strategic planning, designed to organize work for a long time;
• in the process of strategic planning, external information is also taken into account, while operational planning is based only on internal data;
• operational planning is inherently specific and does not require thinking through alternative options, which is typical for planning of the second type.

Methods

The specifics of production determine which of the following planning methods is more reasonable to apply:

• Volume. This method is appropriate when you want to "split" a long-term plan into short-term components. You can schedule the activities of the enterprise in each month of the year or by week. The volumetric method also involves planning the required costs.
• Calendar. Here the task is to set the time frame during which the production of the desired product will be carried out. The beginning and end of this period is indicated. In other words, the calendar method is necessary when calculating the duration of the production cycle, on which the shop floor program for each month is based.
• Mixed. The objects of this planning method are the duration of production cycles and the amount of work.
• Dynamic. This method can be called multicomponent. Several indicators are taken into account here at once. This is not only the timing of work and the amount of labor, but also the dynamics of production. The mentioned method allows to take into account the factors influencing the activity of the enterprise in the best way.

Classification

One of the criteria by which the considered management measure is classified is timing. In this regard, we can talk about scheduling and current operational planning.

Scheduling is used to break down large, annual plans into smaller ones and to distribute responsibilities among work units. For the implementation of scheduling, information about the labor intensity of the proposed actions and the delivery time of products is used.

Meanwhile, the task of current planning is the operational regulation of activities directly in production. Here, control over the consumption of raw materials, the manufacture and release of products is carried out. This planning is a routine job that an operations manager does on a daily basis.

The second criterion according to which operational planning is classified is the scope of its application. In the case of the distribution of labor duties between all involved workshops, they speak, respectively, about interdepartmental planning. It also monitors the work of various support services.

Planning according to the second criterion - scope - can also be in-house planning. Its essence lies in the development of schedules according to which production lines and production sites should function. Intrashop planning is thinking through tasks for individual teams and workers. As a rule, in this case, a monthly schedule is drawn up with a breakdown by shifts or short time intervals.