3. Organization of auxiliary workshops and services of the enterprise.

The normal course of the production process can only proceed if there is an uninterrupted supply of materials, workpieces, tools, equipment, energy, fuel, adjustment, maintenance of equipment in working order, etc. The complex of these works constitutes the concept of technical maintenance of production or production infrastructure. Production maintenance is an integral and important part of the production process maintenance system as a whole. Production maintenance includes functions to ensure the technical condition (readiness) of means of production and the movement of objects of labor during the manufacturing process. For maintenance of the main production, machine-building plants have a whole range of so-called auxiliary services or farms: repair, tool, energy, transport, supply and warehouse, etc. The composition and scale of these enterprise farms are determined by the characteristics of the main production, the type and size of the enterprise and its production connections .

Tool services and workshops of the plant must provide production with tools and equipment in a timely manner High Quality at minimal costs for their production and operation. The implementation of advanced technology, mechanization of labor-intensive work, improving the quality of products and reducing their costs largely depend on the work of tool shops and services.

Repair shops and plant services ensure the working condition of process equipment through its repair and modernization. High-quality repair of equipment increases its service life, reduces losses from downtime and significantly increases the overall efficiency of the enterprise.

Energy departments and services provide the enterprise with all types of energy and organize its rational use. The work of these workshops and services contributes to the growth of the energy supply of labor and the development of progressive technological processes based on the use of energy.

Transport, supply and warehousing facilities and services ensure timely and comprehensive delivery of all material resources, their storage, and movement during the production process. The rhythm of the production process and the economical use of material resources depend on their work.

All these workshops and services are not directly involved in the creation of the main products of the plant, but through their activities they contribute to the normal operation of the main workshops.

Currently, at most machine-building plants, the entire range of maintenance work is carried out by the enterprises themselves, which leads to large irrational expenses: dispersion of funds, labor, equipment, etc.

The fragmentation of support services and their low level of specialization hinder the creation of appropriate technical base and progressive forms of organizing auxiliary work. Ancillary production is characterized by single and small-scale types of production with significant costs of manual labor, and the manufactured products are much more expensive and of lower quality than in specialized enterprises. For example, the production of certain types of tools and spare parts in tool and repair shops of machine-building plants is two to three times more expensive than in factories of the machine tool industry, and the cost of major repairs often exceeds the cost of new equipment.

Underestimation of the role of auxiliary farms has led to a significant gap in the levels of technology and organization of main and auxiliary production. In auxiliary workshops and areas, ineffective equipment and technology, a low level of mechanization of work, shortcomings in planning, regulation, labor remuneration, etc. prevail. At the same time, it must be borne in mind that the specific nature of production maintenance work in many cases makes it difficult to their mechanization and regulation. All this led to a high number of auxiliary workers, reaching more than 50% of the total number of workers in machine-building enterprises, while in a number of industrial countries this figure is half as low. For example, the number of repairmen in the USA is 5%, and in our country - 15%; transport workers, respectively - 8 and 17%. This difference is mainly due to the different level of specialization and mechanization of production maintenance work.

In the USA, the majority of production maintenance work is carried out by specialized firms, and many machine-building enterprises do not have their own maintenance facilities. It should be noted that in the USA, 88% of machine-building enterprises do not have their own tool shops and purchase all the tools from outside.

Increasing the technical equipment of enterprises, mechanization and automation of main production necessitate radical improvements in technology and organization of auxiliary work, bringing them closer to the level of main production.

Maintenance should be considered as part of a single production process, and maintenance work should be linked to the technology of direct production of products based on a single integrated technology of the production process as a whole. All operations of the production process, both integral and auxiliary, are subject to technological development and standardization, becoming equivalent in a single technological production process. This can be ensured only on the basis of clear regulation of work on all functions of production maintenance.

Regulation involves the establishment of a certain order for the performance of functional duties through the rational distribution of work among performers in time and volume in the established sequence. In the process of regulating maintenance, technological, regulatory, organizational and methodological documentation is developed, on the basis of which maintenance functions are linked to the regulations and work schedules of the main production units.

The tool department occupies a leading place in the production maintenance system. The modern technical and organizational level of mechanical engineering is determined by its high level of equipment with models, dies, molds, fixtures, cutting, measuring and auxiliary tools and devices, combined into a common set of technological equipment.

The costs of tools and other equipment in mass production reach 25...30%, in serial production - 10...15%, in small-scale and individual production - up to 5% of the cost of equipment, and their share in the cost of production is 8..15%, respectively. 6…8%, 1.5…4%.

The instrumental economy is of particular importance in conditions of the accelerated pace of the technical process. The costs of designing and manufacturing special types of equipment reach 60% of the total cost of preparing the production of new types of products.

Considering the great importance, as well as the specifics and complexity of organizing the production and acquisition of tools, tool management services are created at all machine-building plants, which are assigned the following tasks: determining the need and planning for providing enterprises with purchased equipment and organizing their own production of high-performance and efficient equipment; providing workplaces with equipment, organizing its rational operation and restoration; accounting and analysis of the efficiency of using technical equipment.

The organizational and production structure of the tool economy is determined by its tasks, type of production and is a set of general plant and shop divisions involved in the design, manufacture, acquisition and operation of tools.

General plant departments include the tool department (management), tool shops, central and tool warehouse (CIS), and measurement laboratories.

Shop divisions include: workshop bureaus (BIH - tool management bureau), tool distribution stores (IDS) and tool sharpening and repair workshops.

Most machine-building plants are characterized by a clearly defined duality of management, i.e. centralized production of tools and decentralized use (operation). This practice, while providing centralized design, production preparation, planning and manufacturing of the tool, cannot ensure its rational operation, since this function is usually performed at production prices.

On the scale of individual machine-building plants, the centralization of tool management should include both the production and operation of tools under the leadership of the tool department.

The centralized tool management of the plant includes tool shops, which are engaged only in the manufacture of new tools, and a tool operation shop, which unites all plant departments for the operation of tools. All IIR and IRC of production shops are directly subordinate to the operation shop, which provides production shops with all types of tools and equipment, including acquisition, storage, delivery to workplaces, repair, sharpening and supervision of tool operation.

The structure of tool shops is determined by specialization and production volume. Large factories may have subject-specific workshops; large factories may have one workshop, including subject, technological, procurement, auxiliary and service areas.

Classification and indexing systematize the serial nomenclature of tools and create the necessary prerequisites for rationalizing the entire production tooling system. Classification facilitates planning, accounting, storage of tools and creates the opportunity for the introduction of an automated control system in the tool industry. Classification means the grouping and subsequent division of the entire variety of tools and equipment according to their typical characteristics in accordance with their production and technical purpose and design features.

According to the nature of use, the tool is divided into standard (normal) and special. The standard tool is general purpose, i.e. to perform numerous operations in the manufacture of various products. It is manufactured in specialized tool factories in accordance with current standards. A special tool is used to perform a specific operation; it is manufactured mainly in the tool shops of machine-building plants and is not covered by standardization.

Organization of tool operation is the main task of the tool department and includes the following functions: organization of the work of the digital information system and digital control system; providing workplaces with tools; organization of sharpening, repair and restoration of tools; technical Supervision.

All work on the operation of the tool must be carried out centrally through a special operation workshop.

The central tool warehouse receives, checks, stores, issues and records the movement of tools. All tools are sent to the CIS, where they are subjected to acceptance control by standard sizes, and special ones - by products, parts and operations for which they are intended. The areas for receiving, storing and issuing tools are equipped with special lifting and transport vehicles, racks, shelves, etc. The release of tools for operation is carried out only through the IRC of the workshops in the places established by them.

Accounting in the CIS is carried out using cards that indicate the name, index, established standards for the “maximum-minimum” estimate and movement of the tool.

IRCs are located in production workshops and ensure uninterrupted provision of workplaces with the necessary tools and their storage. The procedure for storing tools in the CRF is basically the same as in the CIS. A special feature of the IRC organization is its direct and active connection with workplaces.

The organization of servicing workplaces with tools should ensure timely and comprehensive delivery, minimal time spent on receipt and replacement, simple and clear accounting of tools located at workplaces.

In mass flow and automated production, tools must be delivered to workplaces using technical operating kits. In this case, centralized delivery of tools is ensured by special workers with forced replacement of worn-out tools in accordance with their durability. Centralized (active) delivery coordinates tool maintenance with the operational progress of production, reduces the consumption and inventory of tools at work sites, and reduces downtime of equipment and workers.

In mass production, the tools are delivered to workplaces in accordance with the picking and operating cards by the time processing of each batch of parts begins. The selection of a set of tools is carried out according to daily shift assignments, and the supply and work stations are carried out as directed by the foreman through the IRC.

In small-scale and single-piece production plants, when producing standard parts and using group processing technology, collective delivery of tools is used; in other cases, workers themselves receive the necessary tools. A decentralized (passive) delivery system is associated with large losses of working time and wasteful use of tools.

Accounting for the issuance of tools is carried out in various ways: tools for permanent use are recorded in the worker’s tool book, tools for one-time and temporary use are issued according to tool marks against a receipt on the picking and operational cards.

The organization of tool sharpening is determined by the type of production. In mass production factories, there is centralized sharpening, which is a system for organizing the restoration of the cutting properties of a tool by sharpening workers using special equipment using standard technology in sharpening departments. Grinding departments are created in each workshop or for a group of workshops, depending on the range and quantity of tools, as well as the location of the workshops.

Centralized sharpening is combined with forced tool replacement and has the same advantages and ensures high sharpening quality and long tool life.

In small-scale and individual production, decentralized sharpening predominates, when the worker himself sharpens the tool, which is accompanied by increased tool consumption and loss of working time.

Tool repair is carried out in the repair and tool workshops of production shops or in tool shops. Repair of dies and complex devices is carried out according to a system of planned tool repairs, similar to equipment repairs.

A tool for mass use after complete wear can be restored - either to its original dimensions for its intended purpose, or by conversion into smaller sizes of the same name, or as a blank for the manufacture of other standard sizes. Various methods are used for restoration: grinding, metallization, chrome plating, surfacing with hard alloys, etc.

Restoration costs usually do not exceed 40...60% of the cost of a new tool, and the quality in some cases is significantly higher than that of a new tool. In addition, by restoring worn-out (discarded) tools, the total need for new tools can be reduced to 1/3.

The effectiveness of using a tool largely depends on compliance with the rules and requirements for its rational operation. This function is performed by the technical supervision service of the instrumental department. In addition to control functions, the supervision service must identify the causes of abnormal wear and breakage of tools, develop measures to eliminate them, study experience in operating tools at other enterprises, and adjust current regulatory and technological documentation.

As part of optimizing the organizational structure of an enterprise, support services are considered from the point of view of their interaction with procurement, sales and customers. Their internal functions and technologies are examined only when they affect the quality of the enterprise’s core functions. The task of optimizing any support service can be assigned to the consultant separately.

The most typical use of the following services in an enterprise:
- warehouse;
- transport;
- office;
- programmers.

In practice, the most serious problems with a warehouse service arise during its interaction with customers. Sometimes buyers personally come to the warehouse to remove the goods using their own transport. Regardless of whether the enterprise has adopted priority service for a customer who has personally arrived at the warehouse or not, the quality of customer service by warehouse workers always leaves much to be desired. The warehouse movers, having served the buyer, depending on their mood, may ask “why does he buy such rubbish”, or “is he crazy” to buy at such prices. Constant control and a system of rewards and penalties are not optimal in this case; it is easier to introduce the position of a salesperson in a warehouse, who is constantly with the client while servicing the latter. The seller must have certain powers and report to the sales service, not the warehouse.

Using a salesperson in a warehouse partially solves the problem of misgrading - the second most serious problem inherent in the warehouse service. Many products have certain short shelf life; As new batches are delivered (repurchased or produced), older goods should be used first. Usually the warehouse service is responsible for this. Sometimes it allows a “puncture” in which a certain amount of goods with an expired or expiring sell-by date remains in the warehouse, along with fresh goods. Often storekeepers find the “optimal” way out of this situation by assembling stale goods along with fresh goods to customers for shipment. Sometimes, if a product is “stuck” due to sales errors, sales gives a command for re-grading. Being a conscious and calculated action, regrading causes less damage to the reputation of the enterprise and its relationships with clients than it is left to the storekeepers. (For example, an off-grade product may be supplied to a region that the enterprise intends to exclude from its market coverage). The salesperson at the warehouse controls the completion of orders from particularly important customers.

The seller can also efficiently solve operational problems of replacing goods. The most common sales scheme guarantees the reservation of goods for the buyer not according to an issued invoice, but upon receipt of payment or presentation by the buyer of a payment order. From the moment the invoice is issued until the payment is received in the company's account, the declared goods may be consumed. The seller, having experience, can offer the buyer an adequate replacement. Storekeepers also offer - and more often immediately complete - a replacement, but one that is adequate to their own ideas. There is a known case when the buyer, a sewing company, was sent plasticine instead of scissors, because... the scissors were out of stock, and the plasticine had exactly the same cost.

Considering that the competence of the seller may be a decisive factor for some buyers, it makes sense to ensure this competence in the warehouse, even at the cost of additional costs.

For the transport service, there is a chronic discrepancy between its interests and the interests of sales. For the usual organization of a transport service as an auxiliary unit, it is typical to stimulate its efficiency: that is, delivery of goods to customers is carried out, if possible, along the optimal route, to remote areas - whenever possible. For example, one box of office supplies is not exported from Moscow to Tula, but an additional order is expected along the route, which may arrive within several days. Sales is interested in the immediate delivery of goods to the buyer. Immediate delivery may sometimes be prerequisite transactions, and in some cases - part of the enterprise's strategy and its main competitive advantage.

At the same time, with the exception of the last case, it is not advisable to organize constant immediate delivery, because the reduction of its terms is associated with a non-linear increase in costs (at one of the enterprises, the reduction of delivery times from 2 days to 1 caused a 4-fold increase in costs). For each specific enterprise, it is necessary to look for a compromise that is built into the system. Interaction between sales and delivery based on periodic agreements, applied everywhere, is irrational, because forces you to solve the same problems again and gives rise to conflicts. The use of a strict, unambiguous algorithm of actions improves the quality of interaction between sales and the transport service and eliminates the basis for conflicts, because When the “rules of the game” are written down, it is always clear which of the “players” is to blame.

The development of a product delivery system (algorithm), taking into account the priority of market interactions of the enterprise, is carried out by the marketing or sales service, with the participation of the transport department. If material incentives for the sales service are carried out according to a principle similar to the application of the conditional profit formula described in the “Purchase” part of this chapter, then sales will be interested in the optimal delivery system, and not in the “fast” one, because overhead costs are ultimately deducted from his wages.

Accordingly, the system of material incentives for the transport service cannot rely entirely on the efficiency of delivery, because the latter is regulated by the adopted algorithm, and it is not advisable to increase it.

The construction of a delivery system can be based on segmenting customers: identifying “priority” ones; dividing them into categories with setting delivery times for each category. It is possible to divide by distance from warehouses or by the current frequency of trips to certain areas. It can be used as a basis for the size of the purchased lot or the method of payment.

The consultant checks the existence of such a system of agreements, the effectiveness of its use and customer perception.

For companies selling transport services as a commodity and those who make money from transportation, the transport service should be considered as a production service: i.e. for optimization purposes, examine productivity, rationing, planning and management, quality and interaction with other services, primarily sales.

The tasks of the office service lie in the area of ​​providing enterprise workplaces with equipment and auxiliary materials, distributing communications (mail, courier forwarding, telephone information, etc.), unloading the main services from routine work. A common feature of such services is their spontaneous formation and spontaneous established management. At the previous stages of the enterprise’s activity, the administrative and economic department, secretaries and telephone operators reported directly to the head of the enterprise and were only performers. Their transformation into an independent office service as the enterprise grows does not occur in an evolutionary way and requires the intervention of a manager.

A common method for a business to restructure its office services is to create the positions of office administrator and executive director. The first may be subordinated to the office service, the second - additionally warehouses and transport. Most often, this method provides satisfactory results.

The consultant examines the functional load of the office service and the decision-making system within its competence. From the point of view of enterprise management, it is more profitable to have a system that implements horizontal interactions than a hierarchical, vertical one.

The programming department is also considered from the point of view of functional load and decision-making system. In the functional load, the correct prioritization of tasks is important, because There are frequent cases of “usurping” the services of programmers by one service (most often - accounting) to the detriment of other services and the enterprise as a whole. As a rule, there are no software systems that do not need improvement; Programmers at the enterprise are always guaranteed full employment. Preference should be given to the development of systems that are truly necessary for the enterprise over the endless “licking” of existing ones.

In turn, programmers often take advantage of their exclusive priority in assessing the complexity and feasibility of orders from other services. The programmer's desire to complete one project and not another sometimes leads to the rejection of the “other”. It is extremely difficult to prevent these cases due to the lack of double-checking capabilities.

In terms of decision-making on the software package, it is especially important for them to be thoroughly studied by all departments of the enterprise, because the adopted concept of the software package cannot be easily adjusted at the later stages of implementation. Errors in decision making lead to irreparable loss of time.

First of all, the optimization process was launched at Yaroslavl Tire Plant OJSC. This project ran from October 1, 2009 to December 15, 2009. In parallel with this, from September to November 2009, the number of employees in support services of Voltyre-Prom OJSC and SIBUR-Volzhsky OJSC was also optimized.

In the process of analyzing the state of support services, many interesting facts. For example, that the official structure of a number of divisions does not correspond to the actual one at all. The duties assigned to the staff by job descriptions were fundamentally inconsistent with those actually performed. Often, even the names of professions did not coincide with the real qualifications of people. There could be up to six different work schedules for personnel on the same site. This is not to mention the fact that there was no planning for repair work, no time logs for their implementation, and document flow required the introduction of certain innovations. One introduction of even the simplest, but electronic forms instead of manually filling out certificates and journals allows you to reduce document flow by five times (!).

Eventually a solution to the problem was proposed. The first step was to formulate a plan for optimizing support service personnel. For this purpose, in particular, the structure of divisions was revised: unnecessary levels of management were removed, duplicative functions of employees were eliminated, and document flow was reduced. Then a rather serious proposal was made - to allow enterprises to use part of the wage fund, which is saved by laying off staff, to increase wages.

This optimization brings serious economic effect: the total annual income from the project for three plants - YaShZ, SIBUR-Volzhsky and Voltyre-Prom - should already be 31.25 million rubles this year. If we talk about each enterprise separately, then, for example, for YaShZ alone the economic effect will amount to almost 22.3 million rubles. There, the total number of employees in support units was 614 people, or 22% of the entire team. Of these 614 employees, some were laid off and some were outsourced. As a result, support services were cut by 25%. At OJSC SIBUR-Volzhsky, similar divisions account for 19% of the total number of employees - 259 people. It was proposed to reduce the number by 47 people and thereby free up more than 5.5 million rubles. At Voltyre-Prom the reduction was only 10%, but the economic effect was almost 3.6 million rubles. in year.

Similar events were carried out at NWRT. From February 1 to April 15 of this year, the joint working group optimized support services at the Saransk plant. They found problems that were largely similar to other enterprises, which only reflect the general trend. The responsibilities assigned to staff did not correspond to what people actually did. In this regard, the goal was set to reduce support staff by 40%, thus freeing up 17 million rubles. annually.

During the implementation of projects, certain difficulties arose, which is easy to understand - any optimization usually causes resistance from staff. For example, it is not easy to convince managers to transfer control over the production process from the quality control department to the production departments. In many factories, it has historically been the case that the quality control department, not the worker, is responsible for the products produced, and the more inspectors, the better.

But it should be noted that the managers of all the plants where optimization was carried out provided serious support for the implementation of the project and were truly interested in the result.

One of the main achievements of the support services optimization project is the creation and training of a team of young and proactive specialists, thanks to which it is now possible to perform almost any task to optimize business processes. Future plans include optimization of not only auxiliary services, but also the main ones. The project is currently underway at the Voronezh Tire Plant, where the optimization team is working together with specialists from the Kirov Tire Plant and the Voronezh Tire Plant. tire factories. The task is to optimize the number of main and auxiliary units. Following Voronezh, there are plans to carry out a similar project in Kirov. Next, it is necessary to consolidate the achieved results at all enterprises, that is, to monitor the implementation of the developed optimization proposals, go through the second round of auxiliary production after completing the tasks set in 2010, and continue to work in the direction. Since the first wave only reveals existing problems, further work is no less important. It is not a fact that this work will lead to optimization of personnel at the scale of the beginning of the project, but it will help make the activities of all services more efficient and mobile.

An example is the organization of planning repair work at YaShZ and IFO, where due to the inconsistency of the work of various services, the efficiency of repairs was extremely low. The system for organizing repair planning must be implemented at other enterprises of the Holding. This work will take a lot of time and effort.

In addition, it is necessary to develop the direction of internal optimization. To do this, it is necessary to train and involve employees at all levels in the process. We also must not forget that at all enterprises there are people who are able to improve labor efficiency in their workplace with their proposals. So, in addition to implementing optimization tools, one should not lose sight of the system of continuous improvements.

Elizaveta Zubakina

Introduction

Conclusion

Introduction

The production process at an enterprise is the basis of any economic system. The more products a country produces that find end consumers, the higher its level of economic development. The complex organization of production requires the existence of auxiliary links both within the enterprise and in the industry as a whole. The so-called auxiliary economy is united by the concept of “infrastructure”, and the economic condition of enterprises as a whole depends on how effectively the activities of auxiliary elements are structured.

Auxiliary and servicing production processes have a significant impact on the economy of the enterprise. For basic production, it is necessary to supply materials, semi-finished products, various types of energy, tools, and transport. Performing all these diverse functions is the task of the enterprise’s auxiliary departments: repair, instrumental, energy, transport, warehouse, etc. Despite the fact that many production maintenance works (production of spare parts, tools, small-scale mechanization and Vehicle etc.) can be performed at specialized enterprises or factories that manufacture equipment; the proportion of such work at modern enterprises is quite large.

Auxiliary productiondetermined by the characteristics of the main production, the size of the enterprise and its production connections. Auxiliary productionmainly carried out in auxiliary workshops. As part of large plants and associations (for example, metallurgical, chemical, etc.), specialized workshops and enterprises are created to service the main production.

Promising direction improvement - transfer of the most critical and labor-intensive part of the auxiliary work to specialized enterprises serving the industry of the given region. This allows it to be used in auxiliary productionhigh-performance technology and advanced production methods, reduce the cost of performing relevant work at enterprises served by specialized repair, tool and other bases, ensure an increase in labor productivity. As the main production improves technically, parallel development is necessary auxiliary productionand increasing its technical and organizational level. At large enterprises and associations auxiliary productionshould be developed on the basis of centralization and specialization of work to ensure its greatest efficiency.

auxiliary service production warehouse

1. Production structure enterprises and their infrastructure

In order to understand the essence of the production infrastructure of an enterprise, it is necessary to define the very concept of the term “infrastructure”. The term "infrastructure" appeared in economic literature in the late 40s of the 20th century. to designate a complex of economic sectors serving industrial and agricultural production (construction of highways, canals, ports, bridges, airfields, warehouses, energy management, railway transport, communications, water supply and sewerage, general and professional education, expenses for science, healthcare, etc.). In economics, infrastructure is divided into two main groups: production and non-production (social). Some experts identify a third group - capital construction, which serves both the first and second groups of infrastructure. The first group includes infrastructure sectors that directly serve material production: railways and highways, water supply, sewerage, etc. The second group includes industries indirectly related to the production process: personnel training, school and higher education, healthcare and so on. Thus, enterprise infrastructure- this is a set of workshops, sections, farms and services of an enterprise that have a subordinate auxiliary nature and provide the necessary conditions for the activities of the enterprise as a whole. Enterprise production infrastructure- this is a set of divisions that are not directly related to product production. Their main purpose is to maintain the main production processes. These include auxiliary and service workshops and farms involved in the movement of objects of labor, provision of production with raw materials, fuel, all types of energy, maintenance and repair of equipment and other means of labor, storage of material assets, sales finished products, its transportation and other processes designed to create normal production conditions. Auxiliary processes are those that provide the conditions for the main processes to occur. As a result of the auxiliary activities of the enterprise, no elements of the final product of the enterprise are created, although this result may represent some property entity. If the result of the main process is intended for presentation on the market, then the result of the auxiliary process is defined for use within the enterprise and is consumed in the main processes. Auxiliary processes are represented, for example, by energy production, water supply and disposal, repair of equipment and building structures. It can be assumed that the termination of the auxiliary process excludes the possibility of continuing the main process. Thus, the differences between main and auxiliary processes lie in the goals and methods of product implementation. Service processes occupy a separate position in the enterprise infrastructure. The purpose of service departments is to provide both main and auxiliary processes. These include transport processes, storage of production elements and finished products, implementation tests in relation to planned products and their constituent parts, including monitoring the condition of equipment. So, auxiliary production is designed to ensure uninterrupted and effective work main production. It includes repair, tool, energy, transport, warehouse and other facilities. Repair facilities- this is a set of production units that carry out a set of measures to monitor the condition of equipment, care for it and repair it. Tool farming- this is a set of departments engaged in the acquisition, design, manufacture, restoration and repair of technological equipment, its accounting, storage and delivery to workplaces. Technological equipment (tools) are all types of cutting, measuring and assembly tools, as well as stamps, molds, and various devices. Energy economy- is a collection technical means to ensure uninterrupted supply of the enterprise with all types of energy. Transport industry- this is a complex of enterprise facilities intended for the transportation of raw materials, materials, semi-finished products, finished products, waste and other goods on the territory of the enterprise and beyond. Storage facilitiesincludes a complex of warehouses specialized by type material resources and organized taking into account the requirements for their storage and processing. It's called a warehouse production room or production area intended for the temporary placement of material assets, storage of standard stocks of raw materials and materials and performance of production and economic operations to prepare these categories for production.

An important element of the enterprise infrastructure is capital construction. Under capital constructionunderstands the process of creating new and reconstructing existing assets for production and non-production purposes, as well as installation and commissioning of equipment and machinery. During the reconstruction process, technical re-equipment of existing enterprises is carried out, and newly built ones are equipped with the latest technology, therefore it is capital construction that largely determines the technical level of the enterprise.

Capital construction includes the following stages of work:

-feasibility study (TES) of the feasibility of construction;

-engineering and technical surveys;

-project development;

-organization of construction base;

-Preparation construction site, construction of temporary structures;

-production of basic construction and installation work;

-launch and commissioning of the facility. The funds spent on capital construction are called capital investments.

Capital investments include:

-the cost of technological, energy, transport, loading and unloading equipment, mechanization and automation equipment purchased for facilities under construction and industrial enterprises production processes, inventory and tools related to fixed assets;

-price construction work for the construction of buildings and structures;

-costs for equipment modernization, cost of design and survey work;

-cost of work on installation of equipment;

-expenses for maintaining the management of enterprises under construction, as well as for personnel training, etc.

There are two ways of conducting capital construction:

a) contracting - a method of conducting work by specialized contracting construction and installation organizations performing work for different customers under contract agreements;

b) economic method of construction - method of conducting work on our own and means industrial enterprise.

2. Specifics of auxiliary production in the structure of an industrial enterprise

Managing the processes of reorganization, restructuring, reconstruction and modernization of equipment carried out at the enterprise level is becoming increasingly important. In the practice of restructuring Russian enterprises Tools such as separating individual divisions as independent production units and transferring independent management functions to them, merging with other enterprises, liquidating and transferring functions to an external contractor are no longer new.

A well-developed auxiliary production sector plays an important role in the stable operation of the enterprise. Auxiliary production is an integral and essential part of the service system for the production process as a whole.

Production maintenance includes functions to ensure the technical condition (readiness) of the means of production, the movement of objects of labor in the production process (manufacturing of products) and the achievement of effective labor (social and consumer services). For maintenance of the main production, enterprises can have a whole range of auxiliary structures: repair, energy, transport, supply and warehouse. To ensure high labor productivity, the enterprise has production and social services: kindergartens, housing and communal services, clinics, recreation centers and others.

The composition and scale of these farms are determined by the characteristics of the main production, the type and size of the enterprise and its production connections. All divisions of non-core industries can be divided into two groups: production and non-production. The last group, in turn, consists of divisions designed to support production and the social sphere.

Production support services and units are required to ensure continuity technological process main production. The quality and volume of products produced and production safety depend on the efficiency of these departments.

Services and units of auxiliary production of non-production significance are necessary to ensure production from both the technical and socio-economic sides. These services and divisions of the enterprise are primarily focused on labor and the subject of labor - the employee. Perform the functions of maintaining the performance of enterprise personnel (medical care, sports), advanced training (instruction and industrial training), preventing and eliminating the consequences of emergencies and accidents at work (safety and labor protection), improving corporate culture (providing information and documentation, economic security, security service) and social growth (cultural and public services).

The following can be identified as specific features of auxiliary production of an industrial enterprise.

The technical equipment of auxiliary production facilities is different from the technical equipment of the main production ( technical equipment). The volume of fixed assets of main and auxiliary production differs in favor of the first, and therefore the turnover time of fixed assets of auxiliary production is less than for the main one. The level of automation and efficiency of the technological process of the main production is much higher than that of the auxiliary one.

The technology of auxiliary production directly depends on the technological process of the main production ( manufacturability). Therefore, the improvement of auxiliary production technology is limited to the development of main production. Also, the manufacturability of auxiliary production as a specific feature can be attributed to its triplicity, that is, the technology of auxiliary production ensures the interaction of three types of activities:

a) production of products necessary to ensure the main production technology;

b) repair of fixed assets of the enterprise;

c) maintenance of equipment for the main production process.

Auxiliary production does not produce products for sale and serves only to ensure the continuity of the technological process of the main production ( secondary).

Auxiliary production has a wide scope of activities ( diversification). Auxiliary production to provide and maintain the main production, improve the quality of manufactured products, improve production conditions and social protection of enterprise employees carries out diverse activities: housing construction, equipment repair, food provision, medical care, financial transactions and a number of others.

The continuity of the technological process of the main production presupposes the continuity of the auxiliary production ( continuity). Since the production technology of enterprises in various industries, as a rule, is continuous, many services and units of auxiliary production are in constant operation.

In general, auxiliary production ensures the rhythm, continuity, trouble-free and stable operation of an industrial enterprise, and is also aimed at increasing the efficiency of production - maximum reduction of the production cycle duration with minimal costs for maintenance work.

3. Characteristics of auxiliary and service production

3.1 Organization and planning of the energy sector

The enterprise uses up to 10 types of energy: electricity, steam, hot water, gas, compressed air, oxygen, fuel, etc. The annual costs of energy consumed by enterprises are very significant, and their share in the cost of production reaches 25 - 30%. The main objectives of the energy sector are:

a) uninterrupted supply of all types of energy to enterprises, workshops, workplaces in accordance with the parameters established for it - voltage, pressure, temperature, etc.;

b) rational use energy equipment, its repair and maintenance;

V) efficient use and economical consumption of all types of energy in the production process.

To solve these problems, an energy economy is created at the enterprise, the structure of which depends on the type of production, volume of output, and cooperative relations with other enterprises.

It includes farms:

electric power - step-down and step-up substations, generator and transformer installations, electrical networks, battery storage;

thermal power - boiler houses, steam and air networks, compressors, water supply and sewerage;

gas - gas networks, gas generator stations, refrigeration compressor and ventilation units;

furnace - heating and thermal furnaces;

low-current - automatic telephone exchange, radio network, dispatch communications;

workshops for repair and modernization of power equipment.

The responsibilities of energy workers include uninterrupted supply of production with all types of energy, rational use of energy equipment and increasing its efficiency, improvement of technology and organization of energy management, obtaining the maximum possible savings of all types of energy while reducing its cost. Energy requirements are determined on the basis of the plan for production and processing of raw materials, specific norms of energy and equivalent fuel consumption per unit of raw material production, norms of energy and equivalent fuel consumption for auxiliary services, norms of losses in networks and pipelines, as well as in the process of energy conversion.

At large enterprises, the energy sector is headed by the department of the chief power engineer (CPE), at medium-sized enterprises - the department of the chief power engineer (OGE), at small enterprises - the energy-mechanical department.

The energy sector of a medium-sized enterprise includes: the department of the chief power engineer, an electric power shop, a heat or steam power shop, electrical repair and low-voltage shops. The OGE is headed by the chief power engineer, who reports to the chief engineer.

From a technological point of view, the energy sector is divided into 3 parts:

generating part;

distribution (transmitting) part;

consuming part

The generating part includes: power plants, boiler houses, gas generator stations, compressor and pumping units.

The distribution part includes: networks, switchgears, transformer substations.

The consuming part includes: power receivers of the main and auxiliary production, as well as non-production spheres.

In practice, there are 3 options for energy supply:

Internal energy supply, when the enterprise is supplied with energy from its own installations.

-Combined energy supply, which is the main one for the enterprise, while the enterprise receives electricity from the regional power system, and heat from its own boiler house or from thermal power plants. The lack of energy is made up for by one’s own attitudes.

External energy supply, which is used by small enterprises when all types of energy are supplied from outside.

The department of the chief power engineer performs 2 functions:

) accounting and planning, which provides for determining volumes, types of energy, control over its use;

) technical, which provides for monitoring the condition of power plants, timeliness of repairs, measures to save energy and use secondary energy.

The energy supply of an enterprise has specific features, which consist in the simultaneity of production and consumption.

Determination of energy requirements is carried out on the basis of energy and fuel balances. Energy balances are classified as follows:

a) By purpose:

) promising, i.e. for a long period of time when designing or reconstructing an enterprise;

) current ones, which are compiled for the year with a quarterly breakdown;

) reports that are compiled to control energy use.

b) By type of energy carrier:

) private, i.e. by individual types (coal, gas, water, oil, steam);

) general, compiled for the entire amount of fuel.

c) By the nature of the intended use:

) for power, technical, industrial and economic purposes.

The energy balance is developed in the following sequence:

a) the expenditure part is compiled, i.e. energy consumption plan for the enterprise, the need for main, auxiliary production and service facilities is calculated;

b) an incoming portion is drawn up, which indicates the sources of covering the demand due to the receipt of energy from outside and own production energy.

The enterprise's planned demand for electricity is determined as follows:

В=НN+В+В+В,

where: B is the planned need of the enterprise for electricity;

N - planned rate of electricity consumption per unit of production, kW/h;

N is the volume of production in physical (value) terms, pcs. (rub.);

B - energy consumption for auxiliary needs (lighting, heating, ventilation),

B-planned release of energy to the side;

B - planned energy losses.

The main technical and economic indicators characterizing the operation of the energy sector include:

cost per unit of energy resource;

share of energy costs in product costs;

energy consumption per unit of production;

size of energy resource recycling;

energy-to-labor ratio, which is the amount of energy per worker per year;

demand factor, power factor, which characterize the degree of use and quality of operation of electrical equipment.

3.2 Organization and planning of tool facilities

As a rule, an enterprise's tool economy includes:

tool department, which deals with the centralized supply of tools and fixtures, as well as their design;

a tool shop that manufactures, repairs and restores special equipment and tools;

a central tool warehouse that stores, records and issues tools and equipment for production;

shop tool stores directly serve workers with tools and technological equipment.

In particular, the tool department includes: a tool department, a central tool warehouse (CIS), repair shops, tool distribution stores (IRC), tool sharpening. The costs of using tools in the cost of the product make up a significant part (up to 15%).

The tool consumption rate is set per part, product, operation or generally, for example, per 100 machine-hours of equipment operation. The objectives of the tool economy at the enterprise are: uninterrupted provision of all types of tools for main and auxiliary production, as well as correct accounting, storage and maintenance of the necessary reserves at the workshop and enterprise level, design and manufacture of tools with minimal costs.

Enterprise planning in the tool is carried out in two directions:

a) planning the expenditure fund;

b) planning of the revolving fund.

Under expenditure fundrefers to the amount of tools that will be used for a specific production program.

Revolving Fund- these are the necessary reserves that ensure the uninterrupted operation of the main departments. The structure of the fund at the enterprise is 100%: 70% is in the CIS, 20% in the IRC, 5% in repair, 5% in sharpening.

IN general view The need for a tool can be determined:

n - rate of tool consumption per selected unit (10,100, 1000 products);

N - number of parts, products;

t is the machine processing time for this tool;

T is the service life of the tool, which can be taken from reference books or calculated;

K - random attrition coefficient (0.05-0.1).

The need for a measuring tool depends on:

a) on the number of products being measured;

b) from the sample;

c) from time of wear.

where: Z - maximum need for a material tool;

Z - minimum need for a material tool;

T - tool delivery time in normal conditions.

where: Z is the minimum need for a material tool;

N - one-day tool consumption;

T is the time for urgent delivery of the tool.

Technical and economic indicators characterizing the work of the instrumental economy:

volume of tools produced in-house and from outside;

number of workers for the production of tools;

number of tool shop employees;

employees' wages;

tool manufacturing costs;

compliance with production deadlines and delivery of tools to the workshop;

measures to reduce costs, measures to improve the quality of tools;

meeting deadlines for design and production of tools;

reduction of design costs.

The plan for providing the enterprise with tools is drawn up in the following areas:

a) the need for existing production;

b) provision of new production tools;

c) change revolving funds;

d) change in CIS inventories;

e) production of tools on the side for sale.

3.3 Organization and planning of transport facilities

By purpose, transport is classified into external, inter-shop, intra-shop and intra-warehouse. By type of transport, transport is divided into rail, water and road, and intra-factory transport is divided into trackless and rail; according to the method of action - discontinuous (cars, electric cars, tractor units, electric locomotives, etc.) and continuous (conveyors, pipelines, etc.). When organizing the transport sector, the following issues must be resolved: cargo turnover and cargo flows are determined and the organization of cargo transportation is carried out, the choice of the type of transport and the calculation of the need for vehicles, the organization of loading and unloading operations. Freight turnoveris the number of goods arriving at the enterprise, as well as transported outside and within the enterprise itself over a certain period of time. There are external and internal cargo turnover. Freight trafficis the amount of cargo moved in one direction, from one point to another over a period of time (day, month, quarter, year). The cargo flow schedule is drawn up on the basis of a checkerboard sheet. The operation of in-plant transport is characterized by a system quantitative indicators, which characterize the volume of loading and unloading operations, determined by cargo turnover, the number of ton operations and the number of standard hours to complete the planned volumes of work. The number of ton operations is found by multiplying the number of tons of transported goods by the number of loading, unloading and transport operations. Qualitative indicators include the technical and operational speed of vehicles; load capacity coefficient, determined by the ratio of the mass of the transported cargo to the rated load capacity of the vehicle, multiplied by the number of riders; mileage utilization coefficient, which is the ratio of the length of the path traveled by the vehicle with the load to the total length of the path; the coefficient of use of the machine's working time, determined by the ratio of the machine's driving time per shift to the duration of the shift.

The main objectives of the transport sector are: ensuring rhythmic production through the rational promotion of objects of labor, reducing the cost of transport operations and introducing new technology in the transport sector.

Factors that determine the choice of vehicles:

volume and nature of the cargo;

dimensions, weight of transported cargo;

travel distance;

flight frequency;

direction of movement.

Technical characteristics of vehicles:

speed;

load capacity.

The transport sector includes: transport department, garages, repair shops, special workshops (workshops) road transport, railway, air, etc.).

The main indicators characterizing the activities of the transport sector are:

cargo turnover, which refers to the amount of cargo transported by an enterprise over a certain period of time;

Freight flow is the amount of cargo moved from one point to another over a certain period of time.

When calculating cargo turnover, all transported goods are divided into 3 groups:

a) bulk;

b) liquid;

c) piece.

The total amount of cargo moved is the basis for determining the need for vehicles. In general terms, the need for a vehicle can be determined:

where: n - number of identical vehicles;

Q is the mass of cargo to be transported per day (in tons);

t - duration of one flight (in hours);

q is the carrying capacity of vehicles (in tons);

T - work time vehicles during the day (in hours);

K - coefficient of useful use of carrying capacity;

K is the coefficient of vehicle utilization over time.

When choosing vehicles, a number of requirements must be taken into account:

a) vehicles must be suitable for the nature of the cargo being transported;

b) vehicles must meet the requirements of the production process;

c) vehicles should improve productivity, help reduce transportation costs and provide the ability to replace when necessary.

The operation of vehicles at the enterprise is organized according to requests made the next day with the issuance of a waybill.

The summary of technical and economic indicators includes:

average daily mileage;

park availability factor;

vehicle utilization rate in terms of time and load capacity;

mileage utilization rate, i.e. the ratio of the mileage of a loaded vehicle to the total mileage, in km;

cost of transportation on internal and external routes;

number of workers in the transport sector, wages,

system of material incentives.

3.4 Organization and planning of warehouse facilities

There are specialized and universal warehouses, supply, production and sales, closed, semi-closed and open, general plant and workshop. When organizing a warehouse, it is necessary to establish the number and size of warehouses, their location relative to production facilities, and select the most rational types of warehouse equipment and inventory in each specific case. Reception, storage and release of raw materials and materials in warehouses is carried out in such a way as to ensure complete safety of material assets, their rapid location according to a given nomenclature and release upon request of production areas, fire safety.

The tasks of warehouse management at the enterprise are: timely provision of all departments of the enterprise necessary materials, components and spare parts, correct accounting and storage of incoming resources to the enterprise.

Depending on the types of stored materials, all warehouses differ in types:

a) material;

b) semi-finished products;

c) tool warehouses;

d) spare parts equipment;

e) warehouse of finished products;

f) utility warehouses;

g) waste storage.

All warehouses are divided by scale:

general plant, i.e. supply, sales, tool warehouses;

General workshop intermediate warehouses for tool spare parts material.

Of great importance in the organization of warehouse management is the calculation of the warehouse area (S). The warehouse area consists of:

S - cargo usable area;

S - operational area intended for sorting, receiving, and issuing materials;

S - structural area occupied by partitions, vestibules, stairs;

S - service area for household premises.

where: K is the coefficient of utilization of warehouse space.

The coefficient of utilization of warehouse space when stored on racks is 0.3-0.4; and when stored in stacks 0.6-0.7.

In this case S=,

where: M - maximum mass of materials to be stored (in tons);

M is the permissible weight of cargo per m of warehouse.

Technical and economic indicators characterizing the work of the warehouse facility:

number of employees in the warehouse;

mechanization coefficient;

wage;

optimal supplies of materials.

3.5 Organization and planning of repair facilities

At large enterprises, the repair facilities include mechanical repair, electrical repair, repair and construction shops and a sanitary equipment repair area. In particular, the repair facility includes: the chief mechanic's department (CHD), a mechanical repair shop (RMS), a lubrication facility, warehouses and spare parts equipment, and a scheduled maintenance bureau. The organization of the repair facility and its structure largely depend on the scale of production and the type of enterprise, given that the ultimate goal of the repair facility is the reliable operation of all equipment in the enterprise.

Repairs at enterprises technological equipment carried out on the basis of:

) repair systems based on the results of technical diagnostics (all types of repairs are carried out depending on the actual need for it after objective monitoring of the technical condition of the equipment);

) planned preventive maintenance (PPR) systems - a set of planned technical and organizational measures for care, supervision and repair, aimed at preventing premature wear of equipment, accidents, as well as maintaining it in good condition technical condition. This also includes possible equipment modernization during the repair process. The PPR system provides:

inspections during which the degree of wear of individual parts is revealed and minor defects (malfunctions) are eliminated;

routine repairs - partial disassembly of the machine, replacement of worn rubbing surfaces, adjustment, assembly, testing of units idle and under load;

medium repair - disassembly of components, replacement and repair of parts worn out during the period between two current repairs, painting of equipment, testing of equipment, etc.;

A major overhaul involves complete disassembly of the equipment and inspection of all its components and parts. In this case, the entire scope of average repairs is performed and, in addition, repairs of all components and mechanisms, foundations and supports, replacement of lining, lining and surface insulation. For most types of equipment, major repairs are accompanied by modernization.

Regulation of repair work in the PPR system is carried out using several standards:

a) repair cycle - the period of time between two major repairs;

b) structure of the repair cycle - sequence different types repair;

c) interrepair period - the time interval between two adjacent repairs, regardless of their type;

d) repair complexity category - a relative indicator showing how many times the labor intensity of all types of repairs in one repair cycle is higher than the labor intensity of a similar repair of a reference machine. The cost of repair work is determined on the basis of financial estimates. It includes the wages of repair workers with deductions, the cost of parts, lubricants, cleaning materials and other costs.

The tasks of the repair department are: timely repair of equipment, technical maintenance, planning of repair work and carrying it out at minimal cost.

There are 3 forms of repair management:

a) a centralized form, in which all repair units are administratively subordinate to the chief mechanic of the enterprise, which is typical for large enterprises;

b) decentralized form, when shop repair services are administratively subordinate to the heads of the corresponding main shops, and functionally subordinate to the chief mechanic, which is typical for small enterprises;

c) a mixed form, when, along with shop repair services administratively subordinate to the heads of the main shops, there are repair units administratively subordinate to the chief mechanic.

The selection of the optimal structure of the repair facility is based on the following principles:

a) all repair personnel must be administratively subordinate to the chief mechanic, while the repair service must be considered as a single self-supporting unit;

b) it is necessary to use a centralized system of technical use as the most progressive;

c) in the main production shops it is possible to create specialized teams for routine emergency repairs and preventive maintenance;

d) to improve the material and technical base of the repair service, it is necessary to transfer the production of spare parts to the mechanical repair shop with the creation of a central warehouse for spare parts;

e) create a system of centralized supply of lubricants.

All functions performed by the repair department are divided into two areas:

production function - repair, production of spare parts;

non-production function - performed by the planning bureau, includes planning of repair work, operational regulation of the progress of repairs, analysis of repair facilities indicators.

Depending on the complexity of the work performed and the operating conditions, all equipment from the point of view of organizing repairs is divided into 3 large categories:

a) equipment operating under normal conditions and with uniform loading. For this group of equipment, a periodic system of scheduled preventive maintenance (PPR) is used, when the volume of repair work, its timing is planned in advance and the system is used for process equipment and intra-shop vehicles;

b) equipment that operates outdoors in difficult conditions with varying loads throughout the shift (year). For this group of equipment, a post-inspection PPR system is used, which is characterized by determining the timing of repairs, volumes based on inspection and drawing up a defect list (typical for presses, dryers, road construction machines).

c) equipment whose operation is associated with strict regimes and the performance of critical work. A standard PPR system is used, in which the volume and timing of repair work are determined strictly according to schedule and regardless of the condition of the equipment.

The repair business is based in its activities on the principles developed in 1923 unified system PPR. The essence of the PPR system is to carry out preventive inspections and various planned types of repairs after a certain number of hours of equipment operation.

The PPR system provides for the following types of work:

a) overhaul maintenance (monitoring, elimination of minor deficiencies);

b) oil change and replenishment according to schedule;

c) determination of accuracy and prevention during equipment operation;

d) checking all types of systems after planned medium and major repairs;

e) inspections to check the condition of equipment;

f) carrying out scheduled repairs, i.e. current, medium and capital.

The maintenance system (TO) includes 5 components:

Maintenance - carried out once a week, basic devices and safety precautions are checked;

Maintenance - carried out once every 6 months, includes maintenance plus work to troubleshoot problems in equipment controls. During maintenance, the equipment is stopped for a short time;

Maintenance - carried out once every 3 months, includes maintenance, maintenance, plus more labor-intensive work with partial development of assembly units;

Maintenance, maintenance - are carried out once every 6 and 12 months, respectively, and include all previous work plus complex ones renovation work to restore equipment life until the next scheduled repair.

The PPR system is based on the following standards:

a) duration of the overhaul cycle;

b) structure of the overhaul cycle;

c) the duration of the interrepair and inspection period;

e) material consumption standards;

f) the norm of stocks of parts, assemblies, and assemblies for repairs.

The duration of the repair cycle is the period of time from the moment the equipment is put into operation until the first major overhaul.

The structure of the overhaul cycle includes a list and sequence of all maintenance work during the overhaul period.

The duration between repairs is the time the equipment operates between any two repairs, and the inspection period is the time between two inspections.

The category of repair complexity reflects the degree of complexity of the repair and its features. The more complex the equipment, the larger the size of the repair and therefore the higher the category of complexity. The category of repair complexity is most often indicated by the letter R and the letter value in front of it. A specific type of equipment is taken as a standard for a certain group. For example, in mechanical engineering, the standard for metal-cutting machines is screw cutting lathe 1K62, the complexity category of which is 11, which means that the complexity of repairing the technical part is 11 repair units. At the same time, the complexity of repairing the electrical part of this machine is 8.5 repair units.

Material consumption standards for all types of repairs are determined based on the material consumption standards per unit of repair complexity, taking into account the number of repair units for a given group of equipment.

The stock norm of parts, components, and assemblies for repair is determined in the same way as the need for materials, depending on the complexity of the repair and the number of repair units.

The above listed standards form the basis for drawing up the annual schedule of maintenance work at the enterprise.

Technical and economic indicators characterizing the activities of the repair facility:

equipment downtime;

number of repair units of installation equipment per repair worker;

cost of repairing one piece of equipment;

turnover of spare parts fleet, i.e. the ratio of the cost of consumed parts to their average balance in storerooms;

the number of accidents, breakdowns, unscheduled repairs per unit of equipment should be minimal;

number of employees, wage fund.

The main repair methods are:

-individual repairs, i.e. carried out in the main production workshop, when parts and assemblies with certain equipment are not depersonalized, but after repair are installed on the same equipment being repaired;

-bench repairs are carried out at a stand or special sites;

unit repair, when certain repair teams are engaged in the restoration of worn parts and assemblies. In this case, they can be transferred to the warehouse, and received from the warehouse for equipment repair.

Conclusion

In economics, infrastructure is divided into two main groups: production and non-production (social). Some experts identify a third group - capital construction, which serves both the first and second groups of infrastructure. The first group includes infrastructure sectors that directly serve material production: railways and highways, water supply, sewerage, etc. The second group includes industries indirectly related to the production process: personnel training, school and higher education, healthcare, and so on. Thus, the infrastructure of an enterprise is a set of workshops, sections, farms and services of the enterprise that have a subordinate auxiliary nature and provide the necessary conditions for the activities of the enterprise as a whole. As a result of the auxiliary activities of the enterprise, no elements of the final product are created. If the result of the main process is intended for presentation on the market, then the result of the auxiliary process is defined for use within the enterprise and is consumed in the main processes. Auxiliary production is designed to ensure the uninterrupted and efficient operation of the main production. It includes repair, tool, energy, transport, warehouse and other facilities. In general, an enterprise is a rather complex socio-economic entity. It organically merges production processes and the life activities of workers into a single unit. Therefore, the structure of the enterprise must ensure the implementation of not only production processes and their maintenance, but also the satisfaction of a number of employee needs. The solution to this problem is associated with the organization of the social infrastructure of the enterprise, which is the main element of its social environment. Social infrastructure is a complex of facilities designed to provide life support to the organization’s employees and members of their families, to satisfy social, cultural and intellectual needs. Social infrastructure consists of public catering units (canteens, cafes, buffets), health care (hospitals, clinics, first aid stations), preschool institutions (kindergartens, nurseries), educational institutions (schools, vocational schools, advanced training courses), housing and communal services (own residential buildings), consumer service establishments, recreation and cultural organizations (libraries, clubs, boarding houses, summer camps for schoolchildren, sports complexes), etc. In terms of its economic content, social infrastructure is part of the productive forces of society, creating conditions for the effective functioning of humans in production.

Currently, at most machine-building plants, the entire range of maintenance work is carried out by the enterprises themselves, which leads to large irrational expenses: dispersion of funds, labor, equipment, etc.

The fragmentation of support services and their low level of specialization hinder the creation of an appropriate technical base and progressive forms of organizing support work. Ancillary production is characterized by single and small-scale types of production with significant costs of manual labor, and the manufactured products are much more expensive and of lower quality than in specialized enterprises. For example, the production of certain types of tools and spare parts in tool and repair shops of machine-building plants is two to three times more expensive than in machine-tool industry factories, and the cost of major repairs often exceeds the cost of new equipment.

Underestimation of the role of auxiliary farms has led to a significant gap in the level of technology and organization of main and auxiliary production; the specificity of production maintenance work in many cases makes it difficult to mechanize and regulate them. This has led to a high number of auxiliary workers, reaching more than 50% of the total number of workers machine-building enterprises, while in a number of industrial countries this figure is half as much. For example, the number of repairmen in the total number of employees at enterprises in the USA is 5%, and in our country - 15%; transport workers, respectively - 8 and 17%, which is mainly due to different levels of specialization and mechanization of production maintenance work. In the USA, the majority of production maintenance work is carried out by specialized firms; 88% of machine-building enterprises do not have their own tool shops and purchase all tools from outside.

Ancillary production and maintenance may employ up to 50% of the plant's workforce. Of the total volume of auxiliary and maintenance work, transport and warehouse work accounts for approximately 33%, repair and maintenance of fixed assets - 30%, instrumental service - 27%, energy service - 8% and other work - 12%. As a result, repair, energy, instrumental, transport and warehouse services account for approximately 88% of the total volume of these works. From them proper organization and further improvement depends to the greatest extent on increasing the efficiency of technical maintenance of production as a whole.

Increasing the technical equipment of enterprises, mechanization and automation of main production necessitate radical improvements in technology and organization of auxiliary work, bringing them closer to the level of main production.

List of sources used

1.Egorova T.A. Organization of production at enterprises. - St. Petersburg: Peter, 2004.

2.Elizarov Yu.F. Economics of the organization. - M.: Exam, 2005.

.Zaitsev N.L. Economics of organizations: Textbook for universities. - M.: Exam, 2003.

.Problems of development of the national economy / Edited by Shamkhalov F.I. - M., 2004.

.Rodionov M.G. Specifics of auxiliary production in the structure of an industrial enterprise: Author's abstract. diss. ...cand. econ. Sciences, Associate Professor. - Omsk, 2005

.Turovets O.G., Rodionova V.N. Organization of production at an enterprise: Proc. Benefit. - M.: INFRA-M, 2005.

.Shepelenko G.I. Economics, organization and planning of production at an enterprise. - Rostov-on-Don.: March, 2000.

.Economics of Organizations / Ed. Sergeeva I.V. - M.: Prospekt, TK Velby, 2005.

.Economics of an organization (enterprise): Textbook for universities / Ed. Safronova N.A. - M.: Economist, 2004.

Tutoring

Need help studying a topic?

Our specialists will advise or provide tutoring services on topics that interest you.
Submit your application indicating the topic right now to find out about the possibility of obtaining a consultation.