It is necessary to pay attention to the concept of “Organization of production”, to the definition of the goals and objectives of the organization of production, features, patterns and basic principles of organization of production.

Principles of production organization. The role of the principles of production organization increases sharply in the conditions of automated production, which can only exist on the basis of certain norms and proportions. This principle should be implemented especially clearly in the main production workshops.

Production proportionality factor

Proportionality factor ( K pr) Calculated using the formula:

Pmin - minimum throughput or a certain parameter of the workplace in technical system(power, type of work, volume and quality of information)

Pmax – maximum throughput.

Thus, the principle of proportionality assumes a relatively stable throughput all productive departments that perform main, auxiliary and service processes. Violation of this principle leads to the emergence of “Bottlenecks” in production or to incomplete utilization of workplaces, workshops, equipment, and to a decrease in the efficiency of the enterprise.

In fact, the production proportionality coefficient shows the ratio of the lowest-performing element in the product processing process to the highest-performing one. And, as a result, it shows the level of production capacity reserves that are not currently being used.

It is important to remember that the given proportionality coefficient formula is correct when the process consists of a chain of sequential processing of a product without parallelization. In the case when in the processing process we have a section with parallel processing of a product (for example, two identical machines perform the same operation and the flow of products is distributed between them), then it is necessary to take into account the total capacity of the parallel processing section.

Direct production coefficient

Straightforwardness – ensuring the shortest path for products to pass through all stages production process. From launch of materials to release finished products. Straightness coefficient ( To the right) is calculated using the formula:

L opt is the optimal length of the route for the object of labor, which eliminates unnecessary branches and a return to the previous place.

L fact – the actual length of the travel path for the subject of labor.

Idea given coefficient is that during the processing process the product must be sent directly from one processing center to another. Any deviation from this principle, and even more so, movement “against the flow” leads to organizational and technological difficulties (and vice versa). Thus, the more the trajectory of the object of labor differs from the ideal, the worse our situation is.

Production continuity factor

A smooth production process means fewer interruptions during the production of specific products. This is achieved by changing the movement of objects of labor in production. The continuity coefficient (K bezn) is found by the formula:

T technologist – technological cycle time.

T full – full cycle time.

Thus, the principle of continuity provides for reducing to the possible minimum all interruptions in production processes.

Production rhythm coefficient

The rhythm of the production process means uniform release products in a certain period of time. The shorter the period of time, the more difficult it is to organize uniform production. And if monthly rhythm is ensured at enterprises, then weekly and especially daily rhythm is not always the case. The rhythm of production is an important condition for the successful completion of tasks in terms of quantitative and qualitative indicators. The main prerequisites for rhythm are proper in-plant planning, which provides for the creation and regulation of work in progress, timely logistics, uniformity and high quality work of the enterprise's service departments (repair, warehouse, energy). It is recommended to find the rhythmicity coefficient using the formula:

V f. – the actual amount of work performed for the period that is analyzed within the plan.

V pl. – planned volume of work.

The ideology behind calculating this coefficient is as follows. The work of production (workshop, site) is rhythmic only when it is carried out in accordance with the planned production schedule. That is, the planned task is the standard of rhythmic work. Working in excess of the task and, of course, not fulfilling the established task is considered irregular.

Based on the above, the rhythmicity coefficient is calculated as follows. To the numerator of a fraction substituted actual volume production for each day (hour, shift, day, month, quarter), but not exceeding planned index. If the output for the day (hour, shift, day, month, quarter) exceeded the planned value, then the planned value is substituted. Then the sum of these values ​​is found. In the denominator This fraction indicates the sum of planned output values ​​for the same time periods.

3.4. Analysis of the rhythm of the enterprise's work

When studying the activities of an enterprise, it is important to analyze the rhythm of production and shipment of products.

Rhythm – Rav numbered release of products according to schedule in the volume and range provided for by the plan.

Rhythmic work is the main condition for the timely release and sale of products. Irregularity makes everything worse economic indicators: product quality decreases; the volume of work in progress and excess balances of finished products in warehouses increase and, as a result, capital turnover slows down; deliveries under contracts are not fulfilled and the company pays fines for late shipment of products; revenue is not received on time; The wage fund is overspent due to the fact that at the beginning of the month workers are paid for downtime, and at the end for overtime work. All this leads to an increase in production costs, a decrease in the amount of profit, and a deterioration in the financial condition of the enterprise.

Direct and indirect indicators are used to assess the implementation of the plan in terms of rhythm.

Direct indicators – rhythmicity coefficient, variation coefficient, arrhythmia coefficient, specific gravity production for each decade (day) to monthly output, the share of products produced for each month to quarterly output, the share of products released for each quarter to the annual production volume, the share of products released in the first ten days of the reporting month to the third ten days previous month.

Indirect indicators rhythmicity – availability of additional payments for overtime work, payment for downtime due to the fault of a business entity, losses from defects, payment of fines for under-delivery and untimely shipment of products, the presence of excess balances of work in progress and finished products in warehouses.

One of the most common indicators is coefficient rhythm factor. Its value is determined by the ratio of the volume of produced and sold products included in the implementation of the plan to the volume of products provided for by the plan:

The value of the rhythmicity coefficient cannot exceed 1, i.e. the maximum value of this indicator is always 1, which will indicate the rhythm of the enterprise, but if the value of this indicator is less than 1, then this indicates the opposite. In the second case, it is necessary to determine the value of the arrhythmia coefficient of the enterprise’s production activity.

The coefficient of variation (TO V ) is defined as the ratio of the standard deviation from the planned target for a day (ten-day, month, quarter) to the average daily (ten-day average, monthly average, quarterly average) planned production output:

– square deviation from the average ten-day target;

P– number of periods;

– average ten-day task according to the schedule.

In our example, the coefficient of variation is 0.094. This means that production output over decades deviates from the schedule by an average of 9.4%.

Table 3.13

Rhythm of product release by decade

To assess the rhythm of production at the enterprise, it is also calculated arrhythmia indicator as the sum of positive and negative deviations in production output from the plan for each day (week, decade). The less rhythmically the enterprise operates, the higher the arrhythmia indicator. In our example (Table 3.13) it is equal to

TO arrhythm = 1 TO rhythm = 1 – 0,9817 = 0,0183.

If the reasons for underfulfillment (overfulfillment) of the production plan by decade (day) are known, their impact on the arrhythmia indicator can be calculated. To do this, the relative change in the volume of production for this reason must be attributed to the general indicator of arrhythmia and multiplied by 100. For example, in the first ten days the production plan was underfulfilled by 960 thousand rubles, or 3%, due to untimely delivery of raw materials and by 800 thousand . rub., or 2.5%, due to equipment malfunction. Hence, the share of the first factor in the change in the overall arrhythmia rate is 11.5% (0.03/0.26 × 100), and the second – 9.6% (0.025: 0.26 × 100).

Internal causes of arrhythmia – difficult financial condition of the enterprise, low level of organization, technology and logistics of production, as well as planning and control, external – untimely delivery of raw materials by suppliers, lack of energy resources through no fault of the enterprise, etc.

During the analysis it is necessary to calculate missed production capabilities of the enterprise due with irregular work . This is the difference between the actual and possible output, calculated based on the largest average daily (average ten-day) production volume (100,800 - 36,288 × 3 = 8064 thousand rubles).

The rhythm of shipment and sales of products is analyzed in a similar way.

At the end of the analysis, specific measures are developed to eliminate the causes of irregular work.

Information on the implementation of the plan for the month is presented in Table 1.2. It is necessary to determine the rhythmicity coefficient.

Table 1.2

Initial data for calculation

Solution. For calculation we use formula (1.1):

Kritm = (9800+8300+11950)/(11500+11800+11950) = 0,85.

The rhythmicity coefficient tends to unity. It is determined, as a rule, for a month, decade, day, etc. According to the specified formula, the numerator and denominator are expressed in units of production volume adopted when planning and accounting for production in a given department. However, due to the fact that the actual output, when exceeding the planned level, is assumed to be equal to the planned one, the rhythmicity coefficient is calculated based on data on the fulfillment of the daily planned target as a percentage. In this case, the calculation formula will be simplified and take the form (1.2):

Critm = , (1.2)

where Vfact is the actual implementation of the planned task within the plan, as a percentage;

D – number of days in the analyzed period.

The rhythmicity coefficient characterizes the degree of use of working time in the production process. The higher its value, the fewer interruptions in the movement of a batch of parts to the customer, the tighter the production cycle and the more rationally economic resources and, first of all, working time are spent.

Continuity of production is ensured at enterprises through advance operational preparation and delivery to workplace in accordance with the schedules of the necessary material resources, technical documentation and other means and objects of labor.

Operational planning must always respect continuity principle, ensuring the interconnection of the functioning of three associated phases of the enterprise management process:

1) calendar and operational planning of production movement with optimization of standard parameters;

2) recording the progress of production;

3) regulation (plan adjustments).

These phases of the production management process should be a closed loop.

Thus, to main tasks of the PPP relate:

a) ensuring the rhythmic operation of the enterprise;

b) ensuring continuity of the production process;

c) ensuring uniform loading of equipment.

As a result of the implementation of the above tasks, the operational planning system will contribute to the most effective implementation of the enterprise plan, increasing labor productivity, reducing production costs and, accordingly, increasing profits and product profitability.

Based on this, in the scope of work on operational planning includes:

Development of progressive calendar and planning standards for the movement of production;

Drawing up operational schedules for workshops, sections, teams and workplaces and communicating them to the immediate executors;

Operational accounting and control of production progress, prevention and identification of deviations from established schedules and ensuring stabilization of production progress.

For rational organization The EPP is developed annually calendar plan manufacturing of products. When developing it, the total scope of the task for each type of product and the dynamics of the release of this product by month of the planned year are established. The calendar distribution of the annual program is determined by the timing of product deliveries in accordance with business contracts. The need for this plan is due to:

Timely technical, instrumental and material preparation of production;

Timely launch of orders and products into production, as well as regulation of backlogs;

Carrying out a certain specialization of workshops and production areas in the process of preparing them for the upcoming work;

Ensuring uniform loading production capacity and organizing the rhythmic operation of the enterprise.

In mass and large-scale production, with a general increase in output, three main options for distributing the annual planned target for product production by month are most often used:

1) uniform release- when there is a stable need for these products;

2) uniformly increasing output- with a growing need for these products, expressed by a systematic increase in orders;

3) unevenly increasing (for example, along a parabola) release with a transition to a uniformly increasing one- under the same conditions, but for newly mastered products.

In small-scale and single production distribution of output by month of the year comes down to the formation of an annual production program in calendar terms. Ensuring planned delivery dates for products and uniform loading of equipment and space for these types of production is achieved by reducing the range of simultaneously produced products.

Thus, operational planning production is carried out on the basis of the development of schedule standards and indicators, schedules, as well as through continuous (daily) monitoring of production progress in order to ensure unconditional execution approved production programs. This is achieved by.

The rhythm of the products produced - this is its actual release in strict accordance with planned indicators in terms of time intervals by day, week, decade, month, quarter, etc.

The concept of rhythm (or uniformity) of product release according to schedule in the volume and assortment provided for by the plan is directly related to the main performance indicators. Uniform output ensures a more complete use of labor, production, and financial resources, and fulfillment of the shipment plan. Rhythm positively characterizes the system of organization of production and management, indicates a clear organization of all departments of the enterprise and a high production culture, and makes it possible to completely eliminate overtime work. As a result, production efficiency and quality of products are increased, and market stability is strengthened.

The main reasons for the irregular operation of an enterprise may be the lack of demand for products, disruptions in the supply of material resources, as well as their low quality, severance of economic ties with suppliers, a high degree of wear and tear on equipment, which leads to unscheduled repairs, low labor discipline, etc.

The rhythm of production in a comprehensive analysis is considered from the perspective of fulfilling the plan, identifying the causes of irregular work and determining the impact of irregular production on volume commercial products and final financial results- profit.

To assess the implementation of the rhythm plan, direct and indirect indicators are used. Direct indicators give an assessment of the degree of implementation of the plan based on the following coefficients.

Rhythm factor characterizes the degree of implementation of the plan for product release within the planned periods of time (decades, months, quarters) (how many products were released within the time frame provided for by the plan) (Table 9.13). It is calculated by the ratio of the amount of actual output for each period of time, but not more than the planned value, to the amount of output according to the plan for the same period:

The value of this coefficient equal to 1 indicates that products were produced in accordance with planned periods. If this indicator is less than one (or 100%), it means that the release plan was not fulfilled at any time.

The coefficient of variation shows by what percentage on average production output deviated from the schedule for the entire analyzed period. It is defined as the ratio of the standard deviation from the planned target for a day (ten-day, month, quarter) to the average daily (ten-day average, monthly average, quarterly average) planned production output:

where X(L", - X)~ - square deviation from the average ten-day target; P - number of periods; X - planned average quarterly (average month, average ten-day) production output.

Uniformity coefficient is the difference between unity and the coefficient of variation. Shows how irregularly the products were produced in general:

Arrhythmia coefficients characterize the uniformity of plan implementation across periods. Comprehensive assessment arrhythmia can be given by two coefficients, each of which determines deviations from the planned values ​​in the direction of failure to meet or exceed the planned volume.

Negative arrhythmia coefficient is calculated as the ratio of negative deviations in product output for periods to the planned value:

This coefficient characterizes the underfulfillment of planned production output for certain periods of time and can be calculated as the difference between the rhythmicity coefficient and one:

If the negative rhythm coefficient is multiplied by the planned output volume, the resulting value will indicate the cost of unproduced products.

Positive arrhythmia coefficient is determined similarly, but based on positive deviations in product output. Shows the average excess of planned indicators during the analyzed period:

Particular indicators of rhythm characterize the share of manufactured products in the growing total volume of manufactured products:

• the share of products released in each decade (day) to the monthly output;
• the share of products produced for each month to the quarterly output;
• the share of products released for each quarter to the annual production volume;
• the share of products released in the first ten days of the reporting month, by the third ten days of the previous month, etc.

Indirect indicators of rhythm give quantification consequences of irregular work:

• availability of additional payments for overtime work;
• payment for downtime due to the fault of a business entity;
• losses from marriage;
• fines for under-delivery and late shipment of products;
• the presence of excess balances of work in progress and finished products in warehouses.

The higher the arrhythmia coefficient, the less rhythmically the enterprise worked.

Example

Production rhythm analysis

Rhythm is the uniform release of products in accordance with the schedule in the volume and range provided for by the plan.

Direct and indirect indicators are used to assess the implementation of the plan in terms of rhythm.

Indirect indicators of rhythm – availability of additional payments for overtime work, payment for downtime due to the fault of the enterprise, etc.

Direct indicators- coefficient of rhythm, coefficient of variation, coefficient of arrhythmia and other indicators, the share of production of products for each decade to monthly output, etc.

Rhythm factor , and is determined by the ratio of actual production output (but not higher than the planned target) to the planned output.

Table 5

Analysis of the rhythm of product release

To the rhythm. = 14393/15000 = 0.9595

Conclusion: - the enterprise worked irregularly; in the first and second decades there were deviations from the planned level, which had to be compensated for in the 3rd decade.

The coefficient of variation - is defined as the ratio of the standard deviation from the planned target per day (ten-day, month, quarter) to the average daily (ten-day, monthly, quarterly) planned production output.

where V is the coefficient of variation;

σ - standard deviation

Xpl - average daily (ten-day, monthly, quarterly) planned production output;

σ = √ ∑ (x - x pl) 2

where x is the daily (ten-day, monthly, quarterly) planned production output.

The coefficient of variation shows the average percentage of deviations of production output per day (decade, month, quarter) from the schedule.

σ = √ (4545 – 5000) 2 + (4848- 5000) 2 + (5757 – 5000) 2 = 517,4

V = 517.4/5000x100 = 10.35% - this means that production output over the decades deviated from the schedule by an average of 10.35%.

Arrhythmia coefficient– this is the sum of positive and negative deviations without taking into account defects in production from the plan for each day (decade, month, quarter).

1. We calculate the plan fulfillment ratio for each decade:

1- 0,909 - (4545:5000)

2- 0,970 - (4848:5000)

3- 1,151 – (5757:5000)

2. Find deviations

1 - 0,909 – 1 = -0,091

2 - 0,970 – 1 = - 0,03

3 - 1,151 – 1 = - 0,151

4) total modulo = 0.272

Analysis of product sales is carried out for each month, quarter, half year, year; actual data is compared with planned, previous periods, % of plan completion, deviation from plan and other indicators are calculated.

Let's consider two options for analyzing product sales:

1) If revenue is determined by shipment, then the balance of marketable products has the following form:

Remains of production in warehouses in the new year. + Sebest. Issue Tpr = Volume of real output per report. year + Remains ready. pr-tsi in warehouses but the end of the year.

Real. Pr –tion = Remains of G.pr. n.g. + St. Tpr. – Remains of GPR. At the end of the year.

2) If revenue is determined after payment for shipped products, then the balance of marketable products has the following form:

Remains of GP in warehouses in the new year + Release status of TPR + Remains of shipment. Pr-tsi at the beginning. no payment for a year = Volume Real. PR for report. Period + Remaining shipments The item was not paid at the end of the period. + The rest of the GP at the end. Period.

Real. Pr-tsi = Remains of GP for the current year. + Self issue TP + Remains dep. Pr-tions for the new year – The rest of the group. Pr-tsi on k.g. – The rest of the GP on the city.

The enterprise draws up a plan for commercial production, which analyzes actual indicators in comparison with planned ones.

Example:

Table 6

Analysis of factors affecting the volume of product sales

Thus, the plan for the implementation of the project was exceeded by 12,600 million rubles. due to an increase in its output and above-plan balances of goods at the beginning of the year.

The following factors had a negative impact on sales volume:

1) Reducing the balance of finished products at the beginning of the year and increasing them at the end of the year.

2) An increase in the balance of shipped goods at the end of the year, money for which has not yet been received.

Based on the results of the analysis, specific measures are developed to accelerate implementation.

The volume of product sales depends on various factors, which can be grouped into three groups:

1) Enterprise security labor resources and the effectiveness of their use;

2) The enterprise’s provision of fixed assets and the efficiency of their use;

3) Supply of the enterprise with raw materials; materials and the effectiveness of their use.