3. Organization and management of the production process

3.5. Organization, planning and management of technological preparation of production

Technological preparation of production (TPP) – a set of measures to ensure the technological readiness of production(GOST 14.004–83). Technological readiness of production means the presence at the enterprise of complete sets of design and technological documentation and technological equipment necessary to implement a given volume of production with established technical and economic indicators.

Unified system of technological preparation of production (USTPP) – (see Fig. 1.) installed state standards a system for organizing and managing technological preparation of production, which provides for the widespread use of advanced technological processes, standard technological equipment and tools, means of mechanization and automation of production processes, engineering, technical and management work (GOST 14.001–73*).

Rice. 1. Composition of documentation on methods and means of TPP

The main purpose of the ESTPP in accordance with GOST 14.001–73* is to create a system for organizing and managing the CCI process, ensuring: uniform for all enterprises and organizations systems approach to the selection and application of methods and means of technological preparation of production (TPP), corresponding to the achievements of science, technology and production; mastering the production and release of products of the highest category of quality in the shortest possible time with minimal labor and material costs at the Chamber of Commerce and Industry at all stages of product creation, including prototypes (batches), as well as products single production A; organization of production with a high degree of flexibility, allowing for the possibility of continuous improvement and rapid readjustment for the production of new products; rational organization of mechanized and automated implementation of a complex of engineering, technical and management work; interrelation of the Chamber of Commerce and Industry and its management with other management systems and subsystems.

The procedure for the formation and application of documentation for methods and means of the CCI is determined by industry standards, enterprise standards and documentation for various purposes, developed in accordance with the standards of the CCI.

The main objectives of the Chamber of Commerce and Industry are to develop production and ensure the release of new products High Quality V deadlines and a given quantity with high economic efficiency of their production and operation, as well as improving the current technology for producing products.

Technological preparation for the production of new products includes solving problems for the following main functions:

a) ensuring the manufacturability of the product design;

b) development of technological processes and control methods;

c) design and manufacture of technological equipment and non-standard (special) equipment;

d) organization and management of the Chamber of Commerce and Industry process.

The functions specified in subparagraphs a, b, c and d cover the entire necessary range of work for the Chamber of Commerce and Industry, including design and technological analysis of products, organizational and technical analysis of production, calculation of production capacity, drawing up production and technological plans, determination of material and labor standards, debugging of technological processes and technological equipment.

The content and scope of work on technological preparation of production depend on the design and technological features products and type of production. The more parts and assembly units included in a product, the greater the number of operations and, accordingly, technological processes for their implementation, the number of units of technological equipment and technological documents, as well as the labor intensity of the CCI.

The main stages of TPP are developed more enlarged in single and small-scale production; often the design of technological processes consists of the development of only technological routes. In large-scale and mass production, when a large number of products are manufactured, a deeper division of labor is necessary and, therefore, greater differentiation of operations, i.e., technological processes and documentation for technical and industrial production are developed in more detail. In this case, the law of transition of quantity into a new quality is manifested.

The labor intensity of the product manufacturing process in single and small-scale production is 20–25%, in serial production – 50–55 % , and in large-scale and mass production – 60–70 % of the total labor intensity of technical preparation of production.

Technological preparation of production in the association (at the enterprise) is carried out in the departments of the chief technologist, chief metallurgist, chief welder, in the tool and technological bureaus of the main shops.

The material base of the Chamber of Commerce and Industry is the following workshops: tool, model, dies and fixtures, experimental, as well as corresponding areas in the main workshops,

Depending on the type and scale of production, centralized, decentralized and mixed CCI systems are used. With a centralized system used in mass, large-scale and serial production, the technical and technological process is carried out by research institutes, design bureaus or technological departments of the plant. Technological bureaus of workshops participate in the implementation of technological processes and their subsequent improvement.

Sometimes design and technological institutes (PTI) or technological departments (bureaus) of research institutes are involved in TPP, which (in addition to technological developments for enterprises) carry out research work in the field of TPP for the industry.

With a decentralized system used in single and small-scale production with frequent changes of manufactured products, the development of technological processes is carried out in the main workshops. The technological departments of the plant, in addition to the methodological management of the technological services of the plant, carry out work on the typification of technological processes and normalization (standardization) of technological equipment, as well as research and experimental work and work on improving technological processes.

In a mixed system, technological processes for new sustainable products are developed in technological departments, and for products that frequently change in production - in workshops. In centralized and mixed systems, the department of the chief technologist (CGT) may include the following bureaus: technological documentation, design (for equipment), standardization, CCI planning, planning and dispatch, as well as technological laboratories (metallurgical, chemical-thermal, welding, cutting); technological bureaus: for procurement, mechanical and assembly processes; subject bureaus (by groups of products or their individual parts) and tool facilities (tool shops, CIS). Functionally, the OGT is subordinate to the technological bureaus of the main workshops.

Planning and coordination of all CCI work, control over the timing of their implementation and the completeness of preparation is carried out by the bureau (department) of production preparation planning (BPPP), which usually reports to the deputy chief engineer for production preparation.

Ensuring manufacturability of product designs

The general rules for ensuring the manufacturability of the product design are determined by GOST 14.201–83.

Ensuring the manufacturability of the product design is a function of the production preparation process, which provides for the interrelated solution of design and technological problems that are aimed at increasing labor productivity, achieving optimal labor and material costs and reducing production time, including installation outside the manufacturer, Maintenance and product repair.

Ensuring the manufacturability of the design includes: testing the design of products for manufacturability at all stages of product development and during technical development; quantification manufacturability of product design; technological control of design documentation; preparation and modification of design documentation.

Recommended indicators of manufacturability of product design are as follows: labor intensity of product manufacturing, specific material intensity (energy intensity) of the product, technological cost, specific labor intensity of installation, coefficients of material applicability, unification of structural elements and prefabricability.

The range of indicators depends on the type of product (part, assembly unit, complex, kit) and the stage of development of design documentation (technical proposal, preliminary design, technical project, working documentation).

Testing the design of a product for manufacturability should ensure, on the basis of achieving technological rationality and optimal design and technological continuity, maximum economic efficiency in the manufacture and operation of the product.

When assessing the manufacturability of a design, it is necessary to take into account the methods for obtaining workpieces, control and testing; possibility of mechanization and automation; provision (materials, equipment and technological equipment, personnel of workers and engineers); performance properties and operating costs. Operational properties include productivity, efficiency, specific energy and fuel consumption, durability, ease of maintenance and repair, operational safety, etc.

Work to ensure the manufacturability of a product design usually consists of the selection and analysis of source materials necessary to assess the manufacturability of the design; clarification of the volume of production; analysis of manufacturability indicators of similar products; determining indicators of production and operational manufacturability and comparing them with indicators of existing structures; developing recommendations for improving manufacturability indicators. In this case, it is necessary to take into account best practices and new advanced technological methods and processes.

A technical proposal is the identification of options for design solutions and the possibility of borrowing components products, new materials, technological processes and technological equipment; calculation of manufacturability indicators of options and selection of the final design solution; technological control of design documentation.

A preliminary design is an analysis of the compliance of the layout and division of product design options with the conditions of production, maintenance and repair; calculation of manufacturability indicators of options and selection of product design options for further development; technological control of design documentation.

A technical project is the identification of the possibility of using purchased, standard, standardized or manufactured components of a product; new, including standard and group, high-performance technological processes; calculation of product design manufacturability indicators and technological control of design documentation.

Working design documentation: a) prototype(pilot batch) or a product of a single production (except for one-time production) includes an analysis of the possibility of assembling the product and its components without intermediate disassembly; identifying the possibility of unifying assembly units, parts and their structural elements; establishing economically feasible methods for obtaining blanks; element-by-element testing of the design of parts and assembly units for manufacturability; calculation of product design manufacturability indicators and technological control of design documentation; b) serial (mass) production – final decision-making on improving the conditions for performing work during production, operation and repair, as well as recording these decisions in technological documentation; bringing the product design to meet the requirements of serial (mass) production, taking into account the use of the most productive technological processes and technological equipment in the manufacture of the product and its main components; assessment of compliance of the achieved level of manufacturability with the requirements of the technical specifications; adjustment of design documentation.

There are two types of technology: production, which consists of reducing the cost of money and time for checkpoints, production processes and manufacturing processes, including control and testing; operational, manifested in a reduction in time and money spent on maintenance and repair of the product.

The same GOST establishes two types of assessments: high quality which characterizes the manufacturability of the design in general based on the experience of the performer; quantitative, expressed by an indicator, the numerical value of which characterizes the degree of satisfaction of the requirements for manufacturability of the design.

Indicators of manufacturability of product design are classified by this method as follows: by area of ​​manifestation - into production and operational; by area of ​​analysis - technical and techno-economic; according to the evaluation system - for basic and developed designs; by importance – into basic and additional; according to the number of characterized characteristics - into particular and complex; according to the method of expression - absolute and relative.

Process development

For CCI services, the source document is the order of the head of the enterprise, which determines phased implementation activities for technological preparation for product release. Based on the order, the planning and production department (PPD) of the enterprise draws up a network or comprehensive schedule, which establishes the stages of product development, the list of works according to the technical and production process and the duration of their implementation, the composition of the performing units and responsible executors for each unit.

An approximate network diagram is shown in Diagram 1: what processes, in what order and within what time frame must be carried out to implement the project. The initial and resulting data are in tables 1 and 2.

Table 1

Project elements and time to complete them

In Figure 13.7, all individual processes are combined into an overall project in the form of a network plan. In this case, “nodes” are places where the production process stops. They are numbered in such a way that of two knots connected by an arrow, the subsequent one has a higher serial number. The project has 4 paths, the implementation time for each is given in diagram 13.8. The path that requires the most time (in diagram 13.8 – 8.9 weeks) can be defined as the “critical path”. The minimum time required to complete a project can be identified. Other paths show buffer time: 1.3; 1.6; 0.6 weeks.

Diagram 1. Network plan

table 2
Critical path

When agreeing on the schedule, the relevant departments and services carry out an organizational and technical analysis of production, which includes: structural and technological analysis of the product; analysis of existing production capacities and areas; the equipment of production with technological processes, equipment and tooling, as well as analysis of the level of mechanization and automation of production processes. At the same time, the program, the range of the product being mastered and the organizational and technical structure of the enterprise are taken into account.

The performance of work on the CCI takes into account the PPO in order to obtain information about the state of the CCI for any calendar period of time and use it to monitor the execution of work.

To carry out accounting, the following data is used: nomenclature of work performed; actual duration of work; sequence of work; labor movement and material resources.

Frequency and procedure for maintaining records, issuing, receiving and storing accounting documentation are determined by specific production conditions and are established by the enterprise carrying out the Chamber of Commerce and Industry. Accounting information must be generated in accordance with the specialization of the Chamber of Commerce and Industry services and be sufficient for analysis and decision-making by all specialized services.

If there are deviations from the established criteria, the optimal decision is made to eliminate them, and then the progress of the TPP is regulated.

Proposals to clarify work plans for the purpose of regulating the TPP process are made by the regulatory body - PPO. Changes made to the planning documentation are approved by the management of the enterprise implementing the Chamber of Commerce and Industry. In the regulatory process, it is necessary to take into account: the cost of resources for the implementation of decisions made, the impact of these decisions on the work of related departments and the further progress of the Chamber of Commerce and Industry.

Achieving uniform technical requirements for products (including international ones) is carried out through their harmonization based on certification of products and quality systems for their production *. Depending on the status, certification may be mandatory or optional. Products that have safety and environmental compatibility requirements are subject to mandatory certification. Certification of products for performance properties is carried out at the request of consumers or the desire of the manufacturer, in commercial purposes. When preparing for certification for commercial purposes, the manufacturer based on marketing research and technical and economic analysis of production clarifies the performance properties (indicators) of products, while, as a rule, they are changed (increased or, in some cases, decreased) based on consumer requests and declared in standards or technical specifications. An enterprise, in order to ensure high competitiveness, must strive to inform the consumer about the real differences between its products and the products of competitors.

Taking into account the market situation, any product goes through a cycle of four stages: the stage of launching into the market; growth stage; maturity stage; stage of decline. The go-to-market stage is characterized by slow sales growth and minimal profits while the product is pushed through distribution channels. If successful, the product enters a growth phase characterized by rapid sales growth and increased profits. At this stage, enterprises strive to improve the product, penetrate new market segments and distribution channels, and also slightly reduce prices. This is followed by the maturity stage, during which sales growth slows and profits stabilize. To revive sales, enterprises are looking for various innovative techniques, including, in particular, market modification, product modification and modification of integrated marketing. And finally, the product enters a stage of decline, when sales and profits decline. The task of the enterprise at this stage is to identify “decrepit products” and make a decision for each of them either to continue production, or to “reduce the fruits,” or to exclude it from the range. In the latter case, the product may be sold to another company or simply discontinued.

General rules for the development of technological processes are determined by GOST 14.301–83.

This GOST establishes three types of technological processes: single, standard and group.

A technological process is developed to manufacture or repair a product or to improve an existing one. technological process. The technological process being developed must be progressive. The progressiveness of a technological process is assessed by an indicator established by an industry-wide certification system for technological processes. The technological process must comply with safety and industrial sanitation requirements.

Documents for technological processes should be drawn up in accordance with the requirements of the standards of the “Unified System of Technological Documentation” (USTD). Initial information for the development of technological processes is divided into basic, which includes the data contained in the design documentation for the product and the production program for this product; leadership, containing data that is found in the following documents: industry standards establishing requirements for technological processes, as well as standards for equipment and accessories; documentation for existing single, standard and group technological processes; classifiers of technical and economic information; production instructions; materials for the selection of technological standards (processing modes, allowances, material consumption rates and others); documentation on safety precautions and industrial sanitation; information, including data contained in the following documents: descriptions of advanced manufacturing and repair methods; catalogues, passports, reference books, albums; layouts of production areas.

The main stages of development of technological processes are: analysis of initial data; selection of an existing standard, group technological process or search for an analogue of a single process; selection of the initial workpiece and methods of its production; selection of technological bases; drawing up a processing route; development of technological operations; standardization of the technological process; determination of safety requirements; calculation economic efficiency technological process; design of technological processes.

A typical technological process must be rational in specific production conditions and developed based on an analysis of many existing and possible technological processes for the production of typical representatives of product groups. The typification of technological processes is based on the classification of production objects and is carried out at three levels: state, industry and enterprise. The classifier of parts (products) must be created using a computer. For this purpose, the following design information must be entered into the computer memory: part drawing number, type and grade of material and its weight, overall dimensions of the part; type of surfaces - plane, cylinder, hole, thread, toothed surface, ball, curved surface, etc. and their dimensions; surface roughness and processing accuracy and other parameters. All these parameters must be encoded.

Sorting these parameters (from highest to lowest) makes it possible to create groups of parts that are similar in design and processing technology, for which it is possible to use standard technological processes, which are the basis for the development of specific processes.

The main stages of development of standard technological processes are defined by GOST 14.303–73*; these include: classification of production objects, their quantitative assessment and analysis of the designs of typical representatives; selection of the workpiece and methods of its manufacture; selection of technological bases and type of processing; development of technological route and operations; calculation of accuracy, productivity and economic efficiency of options and design of standard technological processes.

The need for each stage, the composition of the tasks and the sequence of their solution are determined by the developer of the standard technological process.

A typical process could be prompt, reflecting the progressive state of technology at the current moment in time, and promising, providing for its further improvement taking into account the development of science and technology in the field of technology.

A further development of the typification of technological processes is the development of group technology2, which is most effective for small batches of processed parts and frequent equipment changeovers.

The group technological process is intended for the joint production or repair of a group of products of various configurations.

It should consist of a set of group technological operations performed at specialized workplaces in the sequence of the technological route for the manufacture of a certain group of products. When developing group technological operations, it is necessary to provide for a sufficient amount of their total labor intensity to work without readjusting technological equipment (only partial adjustment is allowed).

The basis for the development of a group technological process and the selection of general means of technological equipment is a complex product, which can be one of the products of the group or artificially created (conventional).

Group technological processes and operations are developed for all types of production only at the enterprise level in accordance with the requirements of GOST 14.301–83* and GOST 14.316–75*.

Initial information for the development of group technological processes and operations is determined according to GOST 14.303–73*. Management information must additionally include data contained in existing group technological processes and operations, classifiers of products, equipment and fixtures. Reference information should be contained in the documentation for existing standard and individual technological processes, in descriptions of progressive processing methods, as well as in statements of labor intensity of products and other regulatory materials.

The main stages of development of group technological processes include analysis of initial data, grouping of products, quantitative assessment of groups of objects, standardization of the technological process. The remaining stages are similar to the main stages of development of standard technological processes defined by GOST 14.303–73*.

The rules for organizing group production are determined by GOST.

Specialized units of group production may include workshops and group production areas and group production lines.

Group technology creates conditions for the use of serial and large-scale methods serial production even with a small number of production of each individual product, which allows you to take advantage of all the advantages of serial and large-scale production.

The use of standard and group technological processes makes it possible to increase labor productivity and reduce production costs through the use of the most progressive technological equipment, the production process in general and tooling. At the same time, the number of various technological routes, labor intensity and duration of technological preparation of production are reduced.

The designed technological processes are recorded in technological documentation: in route, operational and operational-instructional technological maps.

Route maps contain a list of workshops, and within the workshops a list of technological operations, indicating equipment, technological equipment, type of work and time standards for each operation. They are used in conditions of single and small-scale production, when they are sufficient for processing parts or performing assembly operations.

Operation cards are used in serial production and contain a list of “transitions” of the operation, indicating the equipment for performing the operation, processing modes and technological equipment for each “transition”, the level of work, the time standards for individual components and for the operation as a whole.

Operational instruction cards are used in mass production and contain more detailed instructions for performing a technological operation, including setup sketches, methods of fastening and measuring parts, and organization of the workplace.

The information generated in the process of creating technological documentation must be suitable for use in automated control systems and in the creation of flexible automated (automatic) systems and production.

Control operations are established by technologists in accordance with the requirements of the drawings and technical specifications; they are recorded in technological maps. For complex and important technical control operations, special maps are developed indicating the object of control, the location of its implementation, the method and means of control, and permissible deviations.

When designing technological processes, several options can be developed.

Select the technological process option that, with all other equal conditions makes it possible to produce a part at the lowest cost of its production, i.e. at the lowest cost.

The cost of manufacturing a batch of parts Cn, determined during the design of the technological process, is considered as an amount consisting of two types of costs: those that depend and those that do not depend on the number of parts in the batch:

To the number of costs for processing one part p , depending on batch size P, include expenses for basic materials and wages production workers, as well as some other expenses. To the number of costs v , independent of the number of parts in the batch, include the costs of preparing the work (operation) and its technological equipment, setting up equipment, instructing, etc. These costs are determined first for the batch as a whole, and then are given for one part.

Cost of manufacturing one part SD when starting to process a batch of parts P PC. determined by the formula

SD = p + v / n

1 A batch of parts is usually called the number of parts n of the same name, launched simultaneously into production and processed from one setup.

If the amount of costs incurred per batch is detailed regardless of its size v = 600 rubles, and the costs incurred for each part are p / n = 0.4 rubles, then with a batch of parts n = 550 pcs. The manufacturing cost of each part is equal to:

SD = 0.4 + 600 / 550 = 1.49 rub.,

and the cost of manufacturing the entire batch:

Сn = 0.4 *500 +600 = 820 rub.

In Fig. Figure 2 shows a comparison graph of two technological process options: in the first option v" = 270 rubles and p" = 1 ruble, and in the second option v" = 600 rubles, p" = 0.4 rubles. The graph shows that for a batch of parts n = 550 pcs. the manufacturing cost for these two options is the same (cost lines Cd = 1.49 rubles and Cn = 820 rubles intersect at the point corresponding to n = 550 pcs.).

Fig.2. Graph comparing two process options

Comparing two options for the technological process being developed, choose the one that provides the lowest cost for a given batch size.

The designed technological process is recorded in technological maps, on the basis of which material specifications and statements of the required tools and other equipment are compiled.

Technological maps are compiled in the form of: a) route maps; b) operating rooms; c) instructions.

a) Route maps are used in single and small-scale production with a large range of products. The development of the technological process ends with the preparation of route maps. These maps serve as the basis for intershop planning (workshop planning) at enterprises of these types of production.

b) Operational or transitional technological maps, containing all the necessary data on the developed technological process, are compiled at large-scale and mass production enterprises on the basis of route maps.

c) Instruction cards are compiled mainly in mass production, for the most complex and labor-intensive operations, and are intended for direct use by workers. The instruction card describes in detail not only the content of this operation, modes, equipment, etc., but also the basic operating techniques.

Material specifications are compiled in the form of a list of basic materials necessary for the manufacture of parts of a specific name, indicating the brand, grade, size and quantity for each type size.

Lists of required tools, as well as material specifications, are compiled on the basis of technological operational maps and serve as the basis for planning production requirements for tools and other equipment.

New technological processes are usually not immediately available. are introduced into production, and are first tested in experimental workshops, after which debugging is carried out in the main workshops. Checking and debugging are carried out during the release of trial series under the direct supervision of technologists. At the same time, not only the designed technological processes are checked and adjusted, but also the designs of tools and devices, as well as the planned processing modes, time standards and prices.

Experimentation in the field of technology is aimed at finding, and subsequently mastering, new, more advanced technological processes for obtaining workpieces, mechanical and thermal treatment of parts, assembling components and machines, as well as more productive cutting, welding modes, etc. Experimentation is carried out not only in the order of ongoing technical training, but also according to the research plan.

Process documentation,

approved by the chief engineer of the plant, is, along with design documentation, the most important technical document, deviation from which (without appropriate permission) is a violation of technological discipline.

Strict adherence to technological discipline is the most important condition for the successful implementation of the state plan and the speedy development of new technology, proper use of means of production, saving time, materials and energy.

On machine-building enterprises Parts are produced that are extremely diverse both in terms of source material, configuration and size, and in terms of the requirements for precision and cleanliness of manufacturing. The design and implementation of various technological processes for a large number of parts is a very labor-intensive and expensive job. This determines the need to develop standard technological processes.

Standard technological processes are developed on the basis of the classification of parts, according to which all parts manufactured at the plant are divided into classes, classes into groups, groups into subgroups according to the following criteria: source material, configuration, dimensions and cleanliness of the processed surfaces of the part. Typification of technological processes is of great importance for the systematization, generalization and dissemination of advanced high-performance technological processes. Typification of technological processes reduces the labor intensity of technological preparation by 2-3 times, and technological documentation by 8-10 times. Typical technological processes are widely used mainly in mechanical and heat treatment parts in small-scale and individual production. It is necessary to expand the use of typification of technological processes of casting, forging and assembly.

Technological preparation of production at the plant is carried out by the service of the chief technologist. At large factories, technological preparation of production in hot shops is carried out by the department of the chief metallurgist or under his direct supervision. Technological training at machine-building plants can be organized according to a centralized, decentralized or mixed system.

With a centralized system, technological preparation is concentrated in the general plant technological department (department of the chief technologist). The centralized system is used in mass and large-scale production. Figure 3 shows an example diagram organizational structure technological department of a machine-building enterprise.

The decentralized system involves the dispersal of technological training across the main production departments of the plant. The technological bureaus of these workshops independently develop technological processes and their equipment. Such a system is used in single production with a significant range of production of machines, their components and parts and frequent changes in this range. In a decentralized system, the department of the chief technologist of the plant provides only general methodological management of the workshop technological bureaus.

The mixed system of organizing technological training is that development is carried out partly (route technology) in the department of the chief technologist and partly (operational technology) in shop technology bureaus. This system is used in mass production.

The composition and organizational structure of the technology department (department of the chief technologist) depends on the scale and nature of its work.

Rice. 3. Diagram of the organizational structure of the technological department of a machine-building enterprise

Development, acceptance and transfer into production of new technological processes in accordance with the requirements of ISO 9000 series standards

The terms of reference drawn up by the contractor based on the customer’s application are the source document for the development of the technological process.

Parties (persons) participating in the development and implementation of technological documentation can act as a customer, performer (developer) and consumer.

The customer is the person under whose contract or application accepted from him the technological process is being developed. The customer presents the developer with initial development requirements; approves technical specifications for development; accepts technological processes and determines the scope of their application. The customer is responsible for the feasibility of the initial data for development, for their compliance (standards, indicators, requirements) modern level development of science, technology and production. Performer (developer) in accordance with the customer’s requirements, develops technical specifications, coordinates them with the customer and other interested enterprises (organizations), develops necessary documentation, is responsible for the completeness, quality and timing of delivery of documentation to the customer and carries out supervision during its use.

The development of technological processes is based on two principles: technical and economic. In accordance with the technical principle, the designed technological process must fully ensure the fulfillment of all the requirements of the working drawing and technical specifications for the manufacture of a given product. In accordance with economic principle the product must be manufactured with minimal costs labor and production costs. The technological process of manufacturing products must be carried out with the fullest use of the technical capabilities of the means of production with the least amount of time and cost of products.

Constant progression of technological processes is a condition for successful competition between enterprises for markets. For targeted actions on their quality, they are guided by the requirements set out in the ISO 9000 series of standards, which ensure the use of the experience of foreign companies, which involves planning production operations under controlled conditions, in a certain way and in a certain sequence. Controlled conditions include appropriate control of materials, production equipment, processes and procedures, software Computers, personnel, supplies, equipment and production environment. Production operations must be defined in sufficient detail in the technological documentation; technological documentation should focus on a complete and accurate description of technological methods (except for fragments that establish what to do and provide information on how to do it). The formation of the main surface parts and assembly units, defined by the “Classifier of the main surfaces of parts and assembly units that influence the creation of technological accuracy reserves (quality reserves) of the product,” must be carried out using a standardized method.

The technological accuracy reserve (quality reserve) is understood as the positive difference between the tolerance value and the dispersion field of any parameters of parts (assembly units, products), that is, that quality reserve reserve (operation reserve) with which errors fit within the tolerance field. Thus, with the same technical requirements (standards), the quality of the product will be higher where there are large reserves of technological accuracy. This can be illustrated by the following example. It is known that domestic tolerances and those of the Swedish company SKF for rolling bearings are approximately the same. However, the durability and reliability of SKF bearings are on average higher, since they are produced with greater reserves of technological accuracy (bearings from this company have more precise shapes and best quality surfaces, and their sizes - less dispersion) The same can be said about metal-cutting machines, the accuracy standards (technological accuracy reserves) of which are approximately the same, but the operating resources of domestic machines and machines of the best foreign companies differ significantly. Thus, in the manufacture of machine tools, the accuracy reserves of the best Japanese companies make up 60-70%, i.e. these companies use only 25-40% of the tolerance field in the manufacture of machines, either with special technological equipment and/or on special machines, as well as machines of the “machining center” type (a classifier is being developed design department, in addition to the “working design documentation” set). In order to create conditions for controllability of the technological process, the technological documentation clearly defines control operations, control samples, the plan and form of control cards, control of the first and last operation, operations for setting up technological means and measuring instruments, equipment replacement, etc.; methods and means of maintaining (within acceptable limits) operating conditions are considered environment(temperature, humidity, dust, etc.). In cases of increased dependence of product quality on the properties of materials and components, methods and means of their incoming inspection are provided. Special attention is paid to operations to ensure product safety (electrical safety, noise characteristics, danger due to failures, etc.), as well as the possibility of traceability and documentation of the results of processing (assembly) and control.

The main technological document, in accordance with international standards ISO 9000 series is work instructions(RI). The RI sets out general (permanent) requirements for the performance of technological operations at a specific workplace, including the actions of working and technological means and safety requirements.

If necessary, in addition to RI, technological instructions (TI) are developed. TI provides variable technological parameters of the technological process (operation) - processing mode and methods for achieving reserves of technological accuracy (quality reserves) for a specific workplace.

To control the technological process and visualize the perception of its route, it is recommended to develop a technological diagram. On the diagram, the symbols (Table 2.1) indicate: the name and numbers of workshops, sections, workplaces; information on the use of STP, RI, TI operating at the enterprise in the technological process being developed; operations and activities for acceptance, storage and transportation of raw materials, materials and components; processing and control operations during processing; assembly operations and control during assembly; acceptance (testing) operations; transportation and storage operations finished products.

For processes that are already carried out in production, it is advisable to analyze the designed scheme for compliance with the actually existing one; if there are differences, they are discussed. The ultimate goal of analysis and discussion is consistent compliance technological scheme under real production conditions. The scheme is approved together with the technological documentation for the product.

RI and diagrams are made on sheets of A4 format (GOST 2.301-68) or forms similar to TI (GOST 31105-81); TI - on sheets of À4 format or forms similar to TI (GOST 31105-81) and (or) forms of operational process maps (preferably standard) of the corresponding type of shaping - cutting, casting, forging and hot stamping, cold stamping, welding, soldering and tinning, paint and varnish and galvanic coatings, metalworking and assembly work, etc., with the development and execution (if necessary) of sketches of the workpiece (in accordance with the requirements of GOST 3.1105-81). When forming a complete set of technological process, other forms of ESTD are also used.

When implementing a conclusion system in an organization (enterprise) labor agreements With the developers of technological documentation on a contractual basis, which establishes the obligation of a full guarantor of the quality of the work performed, metrological control and standard control of the documentation is not carried out.

1. The production process is the process of converting costs (input) into results (output).
2. The production process is a set of labor processes and natural processes necessary for the manufacture of a certain type of product.
3. The main products of the enterprise are various types of products. There are products of main and auxiliary production.
4. By role in general process In the production of products, there are processes: basic, auxiliary, and servicing.
5. The most important principles of organizing the production process: proportionality, parallelism, continuity, straightness, rhythm, specialization, automaticity, flexibility, consistency, optimality.
6. A production cycle is a calendar period of time during which an object of labor goes through all stages of the production process.
7. The production cycle consists of two parts: the working period and the break time.
8. The production cycle is determined by the nature of the products manufactured, the technological process, the level of technology and production organization.
9. In the production process, there are three types of movement of objects of labor: sequential, parallel, parallel-sequential.
10. The type of production is determined by specialization, volume and constancy of the product range, as well as the form of movement of products through workplaces.
11. The main indicator characterizing the type of production is the coefficient of consolidation of operations. It shows the ratio of the number of various technological operations to be performed within a month to the number of jobs.
12. There are three types of production: serial - a limited range of products is manufactured in batches (series) with broad specialization; mass - continuous production of a limited range of products at highly specialized workplaces; single - production of a wide range of products in single quantities, repeated at indefinite intervals or not repeated at all, at workplaces without a specific specialization.
13. The type of site, workshop, or plant is determined by the predominant type of production.
14. Technological preparation is a set of measures that ensure manufacturability of production and is based on a unified system of technological preparation of production (ESTPP).
15. Technological preparation solves the following problems: ensuring the manufacturability of the design, development of technological processes and control methods, design and manufacture of technological equipment, organization and management of the TPP process.
16. Design documentation includes: technical proposal, preliminary design, technical design.
17. Achieving uniform technical requirements for products is carried out on the basis of product certification and the quality system of its production. Certification can be mandatory or optional.
18. Initial information for the development of technological processes includes: basic, guiding, reference.
19. The main stages of technological process development: analysis of initial data, selection of the operating one standard project or similar, selection of the initial workpiece and methods of its production, selection of technological bases, drawing up a technological processing route, development of technological operations, standardization of the technological process, determination of safety requirements, calculation of the economic efficiency of the technological process, design of technological processes.
20. The designed technological processes are recorded in technological documentation: in route, operational, operational and instructional maps.
21. The economic feasibility of the selected technological process option is determined by the minimum cost of manufacturing parts from several.
22. Technological preparation of production is carried out by the service of the chief technologist.

Questions, tests, tasks

1. The production process, its essence and composition.
2. Contents of main production processes.
3. Contents of auxiliary production processes.
4. Partial production process, its definition and types of its constituent operations.
5. Structure of production processes.
6. Basic principles of organizing production processes.
7. Production cycle, its structure and ways to reduce it.
8. Sequential type of movement.
9. Parallel type of movement.
10. Parallel-sequential type of movement.
11. Characteristics of the types of movement of production processes over time.
12. Mass production, its characteristics.
13. Serial production, its characteristics.
14. Unit production, its characteristics.
15. Main stages of technological preparation.
16. Initial data and technical documentation for the development of technological processes.
17. Economic feasibility of the selected technological process option.
18. Organization of management of technological preparation of production.

1. A method of transferring parts in which processing is carried out in batches, and the transition from operation to operation only after processing the entire batch:
   1. parallel;
   2. consistent;
   3. mixed;
   4. there is no right answer.
2. In single and small-scale production the following is usually used:
   1. sequential type of movement;
   2. parallel;
   3. consistent and mixed;
   4. there is no right answer.
3. The main software is divided into the following functions:
   1. procurement, processing and assembly;
   2. procurement, processing and sales;
   3. procurement and transport;
   4. there is no right answer.
4. Equipment sections are arranged in the order of TP:
   1. consistency;
   2. straightness;
   3. rhythm;
   4. there is no right answer.
5. The duration of the production cycle is:
   1. the time during which the processed products are in production;
   2. the time interval between the processing of two parts;
   3. the time interval between successive releases of an equal number of products;
   4. there is no right answer.
6. Parallel-sequential type of movement:
   1. From operation to operation, parts are transferred individually or in small batches;
   2. From operation to operation, parts are transferred only as a whole batch;
   3. individual parts in a batch are partially processed simultaneously in two or more operations;
   4. there is no right answer.
7. A parallel type of movement is used:
   1. only in mass production;
   2. in single and mass production;
   3. in large-scale and mass production;
   4. there is no right answer
8. The production process proceeds:
   1. only in time;
   2. in time and space;
   3. only in space;

      d) there is no correct answer.

9. The completed part of the technical process performed at one workplace:
   1. technological transition;
   2. technological operation;
   3. auxiliary crossing;
   4. there is no right answer
10. The main PP is:
    1. the process of manufacturing products that will be used within the enterprise;
    2. the process by which raw materials and materials are converted into products;
    3. the set of production tools necessary to carry out the technical process;
    4. there is no right answer.
11. The technological process is:
    1. a process as a result of which the shape, dimensions, and properties of a product change;
    2. a process that does not lead to changes in the shape, size, and properties of the product;
    3. completed part of technological transition;
    4. there is no right answer.
12. Using the formula: T=S t pcs i + /n – 1/x/S t pcs b – S t pcs m/ the batch processing time is determined at:
    1. parallel;
    2. parallel - serial;
    3. sequential;
    4. there is no right answer.
13. A labor process in which no product is created is:
    1. auxiliary software;
    2. main PP;
    3. serving PP;
    4. there is no right answer
14. The non-technical process is:
    1. a process that leads to a change in the shape, size and properties of a product;
    2. a set of useful actions for the sale of finished products;
    3. a process that does not lead to changes in the shape, size and properties of the product;
    4. there is no right answer.
15. The product is:
    1. a completed part of the technical process performed at one workplace;
    2. any item of labor to be manufactured in production;
    3. the main structural unit of the software;
    4. there is no right answer.
16. The duration of the production cycle is determined by the formula:
    1. Tc = T main + T obs + T per
    2. Tc = T main + T vsp + T pcs.k
    3. Tp = T obs + T pz
    4. there is no right answer.
17. Proportionality is:
    1. compliance with defined proportions between main, auxiliary and service processes;
    2. periodically systematically repeating PP;
    3. consistency between the start and end dates of work in adjacent areas;
    4. there is no right answer.
18. The simultaneous execution in time of different parts of a single complex software program is:
    1. Parallelism.
    2. Consistency.
    3. Proportionality.
    4. There is no right answer
19. 19. The production process is:
    1. A set of interconnected labor processes as a result of which raw materials are transformed into finished products.
    2. Part of the technical process that includes work to change the condition of the product.
    3. A set of useful actions for production and sales finished products.
    4. There is no right answer.
20. Creates conditions for uniform production throughout the entire planning period:
    1. Rhythm.
    2. Parallelism.
    3. Proportionality.
    4. There is no right answer.
21. New technology in the process of creation goes through the following stages:
    1. Scientific research, technical development, material development.
    2. Scientific research, design and technical development, production development.
    3. Scientific research, design and technical development, organizational preparation.
    4. There is no right answer.
22. The development of the technological process is carried out:
    1. After testing the design for manufacturability.
    2. Before processing ----² ----.
    3. There is no right answer.
23. The level of design detail depends on:
    1. Type of detail.
    2. Type of production.
    3. There is no right answer.
24. The coefficient of useful use of the material is calculated using the formula:
    1. Kim = Mz / Md
    2. Kim = Md / Mz * 100
    3. Kim = Md/Mo
    4. There is no right answer.
25. Debugging of technical processes in general and design documentation completes:
    1. Design training.
    2. Technological training.
    3. Technical training.
    4. There is no right answer.
26. The initial stage of product design is the development of:
    1. Technical specifications.
    2. Draft design.
    3. Technical project.
    4. There is no right answer.
27. Indicators of production technology can be:
    1. Direct and indirect.
    2. Absolute and relative.
    3. There is no right answer.
28. The experimentation process is used when:
    1. Mass production.
    2. Serial production.
    3. Single production.
    4. Mass and serial production.
    5. There is no right answer.
29. Costs depending on the processing method are called:
    1. Technological cost.
    2. Planned cost.
    3. There is no right answer.
30. The purpose of the product, scope of application, operational, technical and economic requirements are determined by:
    1. Technical task.
    2. Technical project.
    3. Preliminary design.
    4. There is no right answer.
31. General form product, its main idea determines:
    1. Technical task.
    2. Technical project.
    3. Preliminary design.
    4. Working draft.
    5. There is no right answer.
32. Calculation of geometric shapes and dimensions of parts, choice of materials and workpieces is determined when compiling:
    1. Technical specifications.
    2. Technical project.
    3. Draft design.
    4. There is no right answer.

Determine the duration of the production cycle for processing a batch of parts consisting of 6 pieces. with sequential, parallel and parallel-sequential types of movement, if the complexity of processing for operations is: 005-4 min., 010-2 min., 015-5 min., 020-4 min. Transfer of parts by piece. Construct graphs for all types of movement and draw conclusions about the effectiveness of these types of movement.

To manufacture the part, 2 technological process options have been developed: cutting and stamping. Determine which option is more economically feasible with an annual program of 900 pcs. based on the following data.

Determine the critical program and establish at what number of parts per year it is advisable to process them on a four-spindle automatic machine instead of a turret machine with the following data:

The main task of dispatching is to create optimal conditions for the uninterrupted, coordinated work of all workshops of the main and auxiliary production to fulfill the calendar schedule for the movement of products in production and strictly adhere to the deadlines for their release.

Uniform and uninterrupted operation of a machine-building enterprise is carried out only with strict control and regulation of production. To fulfill calendar plans and schedules, it is necessary to quickly organize the current progress of production. At the enterprise, this is done by the dispatch service, which monitors and regulates the production process.

Production dispatching is a centralized system of operational management of the current progress of production based on a plan and schedules, aimed at ensuring compliance production plans. This system creates conditions for uniform production in accordance with the plan in short periods of time - a shift, a day, a week, a decade; prevention and immediate elimination of violations in the production process, for the uninterrupted and coordinated operation of all links, the rhythmic operation of workshops, sections, workplaces, the implementation of schedules, the prevention and elimination of problems and imbalances in production.

During dispatching at the enterprise, the following tasks are solved:

Development of shift-daily assignments based on data from the intra-shop level of operational scheduling;

Operational accounting and control of the production process;

Analysis of the reasons for deviations from the planned production progress;

Regulation of production progress.

The organization of an enterprise's dispatch service depends on the type and scale of production. In large-scale production, a strict order of the current progress of production is required, as well as prompt receipt of information about the movement of an order in production and equipment loading to the dispatcher. In conditions continuous production the dispatch service resolves the following issues: compliance with flow regulations; control over the volume of production; condition of the reserves; adjusting the timing of production of finished products or semi-finished products according to a certain rhythm. In mass production conditions, daily or shift control is carried out at the leading operations of the production process. An enterprise must operate at a certain rhythm. The functions of dispatching in small-scale production include monitoring the timing of product release, operational regulation of order movement through the main stages of production.

The dispatch service at a machine-building enterprise resolves issues of control and regulation at the inter-shop level; at the intra-shop level; carries out operational management and control of the current progress of production.

Dispatching is based on data from operational accounting of the results of production activities of workshops and sections of a machine-building enterprise. In the process of developing calendar plans at the intra-shop level (equipment loading schedules and work density) and shift-daily assignments, information about the current progress of production is used. This information, reflecting the results of the work of the main, auxiliary and service production shops for the past day or shift, should be accumulated in dispatch services.

The processed information is presented in the form of corresponding summary data. The timeliness of receipt of information, its completeness and reliability directly affect the quality of the developed daily shift assignments. Operational accounting must be carried out promptly and quickly, accurately represent the picture of production, the information must be simple and convenient.

The dispatch system at a manufacturing enterprise can function normally only if there is a clearly organized operational accounting system throughout the entire enterprise. Such a system must have high efficiency in collecting and processing information: exclude the transfer of redundant information; ensure generalization of the information received in the sections necessary for accounting; minimize manual labor when filling out primary forms of accounting documentation, be cost-effective.

Accounting objects for different types productions are different:

For large-scale production conditions - a task in quantitative terms and its implementation;

For small-scale production conditions - equipment loading and deadlines for processing each order.

At machine-building enterprises, operational accounting is carried out by operations and by orders.

A shift assignment is the primary documentation for operational accounting, in which a shift assignment is determined for a machine or area in the workshop, and the amount of work on orders is recorded in it. This document combines planning targets and accounting information, which makes it easier to monitor the progress of production.

With process-by-process accounting, a daily summary (report) is prepared on the workshop’s implementation of the plan for basic operations. This report is transmitted to the chief dispatcher or the head of the enterprise.

The most common form of order accounting is a work order sheet, which records data on the movement of an order in production. Special order cards are also used. They contain daily information about the amount of work performed for each operation on an accrual basis.

In conditions of serial and single production, a route sheet is filled out, which is a convenient form of accounting and monitoring the status of the order. He accompanies the order at all stages of the production process.

In production, graphics occupy a special place as an accounting tool. Advantage graphic methods accounting is to simplify the recording of accounting data. The graph clearly shows the actual movement of orders. The results of operational accounting are used in operational planning and regulation of production. As a result of comparing accounting data with calendar plans, daily shift assignments are formed, which help to quickly regulate production.

The control carried out by the dispatch service is aimed not only at fulfilling the plan at the end of the month, but also on a daily basis. The objects of control of the dispatch service of machine-building enterprises are the timing of the launch of orders into production and the release of finished products, as well as the movement of orders through the operations of the production process, the completeness of orders, the provision of orders with materials, and the efficiency of equipment loading.

The workshop dispatch service monitors the current progress of production on the following issues:

Volume of production by the workshop;

Supply of semi-finished products and materials to the workshop;

Prompt preparation of production and provision of workplaces with everything necessary.

Control over the volume of production in the workshop is carried out according to calendar plans and daily shift assignments, control over the receipt of materials and semi-finished products into the workshop - in accordance with the calendar schedule for launching products into production. Control over the operational preparation of production in the workshop is carried out according to a thematic plan and schedules. Current control over the progress of production consists of meeting planned deadlines, performing work on main operations and on orders.

Production process at production line controlled by the rhythm of the line. To maintain the rhythm of the production line, it is necessary to maintain interoperational working and reserve reserves at the standard level. An important place in the smooth operation of the production line is given to the timely supply of materials and semi-finished products to the operations of the production process.

Dispatcher control at the enterprise is carried out by comparing operational information with planned information on production stages and orders. When deviations from the implementation of the plan are identified, measures are taken to eliminate them, at which point there is a need to regulate the production process.

Monthly operational plans are adjusted by making changes to calendar plans and developing ten-day or weekly schedules for workshops and sections.

The organizational structure of the dispatch apparatus of an enterprise depends on the type, nature and scale of production, production structure. At a large enterprise, the dispatch service may be subordinate to the production director. At machine-building enterprises there may be a dispatch department headed by a chief dispatcher. He is in charge of dispatch groups that interact with various structural divisions to ensure the rhythmic progress of production. The central dispatch bureau includes dispatch groups for main and auxiliary production, as well as for production preparation.

In modern market conditions, the system of operational regulation of production should be focused on obtaining planned indicators that provide high total income to each enterprise. A decrease in production volumes at many enterprises, possible deviations of the actual progress of production from operational schedules and other market factors significantly increase the role and importance of production planning in general and operational calendar planning in particular in the implementation of many important functions of modern engineering production. Under these conditions, the main guideline in the operational regulation of production should not be the elimination of identified deviations, but the creation of the necessary production conditions for the implementation of product release plans. This will contribute to achieving the planned high financial results, which serve as one of the main market indicators of growth in production efficiency, and the achievement of the main strategic and operational goals of the enterprise.

Most effective work dispatch personnel is achieved through the operation of automated workstations (AWS) at the enterprise. When using an automated workplace dispatcher, all information about the planned production time of products and planned equipment loading schedules is stored in the computer. The task of the dispatcher in this case is to promptly enter information about deviations from the planned production progress into the PC and adjust schedules.

• Tests 2
• Problem No. 3 21
• Problem No. 6 23
• Problem No. 12 24
• Problem No. 15 27
• References 30

Tests

1. Why production research began to be actively carried out in XVIIIcentury?

b) it is connected with the formation and development of the capitalist mode of production.

2. Who suggested planning work methods and all production activities enterprises as a whole?

c) F. Taylor.

3. Who developed the method of microanalysis of movements?

b) F.B. Gilbert and L. Gilbert;

4. Do the main elements of production operations depend on the content of the work?

This position was proven by the Gilbert spouses in the process of developing a technique for microanalysis of movements.

6. Can the activity of the enterprise be considered complex? unified system, consisting of a network of subordinates, less complex;

The activity of an enterprise is a complex, multifaceted process that can be considered as a system consisting of a number of subsystems. The efficiency of the entire enterprise depends on the coordinated work of these subsystems.

7. What does the “research” subsystem include?

c) development calendar plan work.

The “research” subsystem may also include: determining directions for project development; calculation of cost estimates and cost control methods; determining the reliability of the product being developed, etc.

8. Are there special production management services at Russian enterprises?

The vast majority of Russian enterprises do not have a special production organization service, since the size of production often does not allow maintaining additional staff. The presence of such services is typical for large enterprises that have a complex and large-scale production process.

9. Are planning, analysis and control separate stages of research into the system as a whole?

Planning, analysis and control are functions production system generally.

10. Planning and monitoring the current functioning of the system are the responsibilities of:

a) production managers;

11. Which subsystem can the mechanical shop of a machine-building plant be classified as:

a) processing;

12. Which subsystem should the scientific and technical library of a machine-building plant be classified as:

b) security.

13. Which subsystem should quality control be included in:

b) planning and control subsystem.

14. Is it true that the production management cycle begins with planning?

Since planning allows you to determine the nature, forms and sequence of future actions.

15. Should medium-term and operational plans be subordinated to strategic goals?

Since medium-term and operational plans are tools for achieving strategic goals.

16. Do you agree with the statement that strategic planning occupies a central place in modern management?

Because strategic goals determine the main directions of development of the organization for a long period.

17. How many levels strategic planning highlighted in management?

18. Are there any differences between strategic plans and functional strategy?

Strategic plans generally consider the possibility of achieving a certain market position in a certain period of time. The functional strategy takes into account specific functions: sales, inventory management, purchasing, production, optimal use of human and material resources, etc.

19. Which of the following strategies is aimed at reducing costs:

Cost control strategy.

This strategy is based on reducing its own costs compared to the costs of competitors. Mandatory cost control is carried out, thanks to which high production efficiency is achieved. With lower costs, the firm strives to maintain a high level of profit, although prices are lower than those of competitors.

20. Are there differences between differentiation and focus strategies?

The differentiation strategy is aimed at supplying the market with goods or services that are more attractive in quality than those of competitors. The focusing strategy is based on identifying the most profitable and effective type of activity and concentrating on it.

21. Do you agree with the statement that the main strategy of the idea of ​​focusing is concentrating on what you do best?

22. Are there differences between strategic plans and functional strategy?

Functional strategy or production process strategy is aimed at supporting the company's strategy by solving problems that are formed taking into account the needs of the client.

23. Can a production strategy be implemented without an advertising plan?

24. The final sales plan is being specified:

After developing an implementation plan.

25. Should structural decisions be linked to vertical integration, production capacity, scale and orientation of production?

Because all structural solutions are part of the complex production solutions. They look at various aspects of the production process.

26. Information on the dynamics of general demand for comparable goods and services on the market is needed for:

To justify the likely transition to the production of interchangeable goods;

27. Are there differences between organizational structure and temporary (project) structures?

The overall structure of an organization can last for quite a long time. However, the enterprise may have temporary tasks related to the implementation of the plan. In this case, temporary (project) organizational structures are created.

28. Do you agree with the statement that changes need to be made to the structure of the organization?

This provision is more typical for foreign enterprises, but is also applicable in Russian practice. If an organization develops, then its structure must undergo changes in order to best meet the goals of its activities.

29. Do you agree with the statement that the most important component of the “definition and organization” phase is assessing your own position in the market?

The assessment is carried out to determine the position of the enterprise on industry market; to attract investor funds into promising production; developing programs to enter new markets.

30. Are classical management theories applicable in production management?

In general, classical leadership theories are also valid in modern conditions, however modern management is based on taking into account the achievements of theory and practice in the field of leadership.

31. If the answer to paragraph 30 is positive, give examples of the use of various theories in the field of leadership in production management.

32. Are there any requirements for goal formulation?

Goals must meet the following requirements: specific, visible, consistent and realistic.

33. Should there be feedback between the manager and subordinates?

Availability feedback between a manager and a subordinate provides a more accurate understanding of management’s instructions, allows you to adjust methods of influencing subordinates and exercise control.

34. Does the type of consumer affect the structure of the organization?

Enterprises are interested in organizing work in a way that allows them to satisfy the needs of all customer groups as fully as possible. Based on market segmentation, appropriate divisions within the organization can be created.

34. A method of transferring parts, in which processing is carried out in batches, and the transition from operation to operation only after processing the entire batch:

b) consistent;

35. In single and small-scale production, the following is usually used:

c) parallel-serial;

36. The main PP is divided into the following functions:

a) procurement, processing and assembly;

37. Equipment sections are arranged in the order of TP:

a) consistency;

38. The duration of the production cycle is:

a) the time during which the processed products are in production;

39. Parallel-sequential type of movement:

a) from operation to operation, parts are transferred individually or in small batches;

40. Parallel type of movement is used:

c) in large-scale and mass production;

41. The production process proceeds:

b) in time and space;

42. The completed part of the technical process performed at one workplace:

b) technological operation;

43. The main PP is:

b) the process by which raw materials and materials are converted into products;

44. The technological process is:

a) a process as a result of which the shape, dimensions, and properties of the product change;

45. According to the formula: T=S tPC. i + /n - 1/x/S tPC. b - S tPC. m/ the duration of batch processing is determined at:

a) parallel;

46. A labor process in which no product is created is:

c) serving PP;

47. The non-technical process is:

b) all control and transport operations from the moment the first production operation is performed until the delivery of the finished product;

48. The product is:

b) any item of labor to be manufactured in production;

49. The duration of the production cycle is determined by the formula:

a) Tc = T main + T obs + T per

50. Proportionality is:

d) there is no correct answer.

Proportionality is consistency bandwidth(relative productivity per unit of time) of all divisions of the enterprise - workshops, sections, individual workplaces for the production of finished products.

51. The simultaneous execution in time of different parts of a single complex software program is:

1. Parallelism.

52. The production process is:

1. A set of interconnected labor processes as a result of which raw materials are transformed into finished products.

53. Ccreatesconditions for uniform production throughoutethe entire planning period:

1. Rhythm.

54. New technology in the process of creation goes through the following stages:

1. Scientific research, design and technical development, production development.

55. Development of the technological process is carried out:

1. After testing the design for manufacturability.

56. The degree of detail of the design depends on:

1. Part type.

57. The coefficient of useful use of the material is calculated according to the formula:

2. Kim = Md / Mz * 100

58. Debugging of technical processes in general and design documentation completes:

3. Design training.

59. The initial stage of product design is the development of:

1. Technical specifications.

60. Indicators of production manufacturability can be:

2. Absolute and relative.

61. The experimentation process is used when:

1. Single production.

62. Costs depending on the processing method are called:

1. Technological cost.

63. The purpose of the product, scope of application, operational, technical and economic requirements are determined by:

1. Technical specifications.

64. The general appearance of the product, its main idea determines:

1. Draft design.

65. Calculation of the geometric shapes and sizes of parts, the choice of materials and workpieces is determined when compiling:

1. Technical project.

66. Do you agree with the statement that effective production management is impossible without scientific organization of labor?

The organization of labor should be based on scientific achievements and best practices, ensuring increased labor productivity and the preservation of human health.

67. Which component of production management should include “labor organization”:

B) determination of conditions and organization

68. The professional and qualification division of labor is associated with:

69. Do you need additional conditions for the introduction of scientific organization of labor?

The introduction of scientific organization of labor requires the following conditions:

Development of an implementation plan;

Establishing the unit or performer responsible for this work (responsibility center);

Clear definition of responsibilities and control functions;

Creation of a personnel training and certification system;

Creation of a system of material and moral incentives for work.

70. Do you agree with the statement that organizing a workplace involves equipping it with tools and objects of labor placed in a certain order?

This stems from the definition of workplace organization.

71. The quantity and labor intensity of constantly performed work reflects:

B) organizational level of the workplace.

72. Where does workplace planning begin:

A) determining the location of the workplace on the site in accordance with its specialization;

73. Is it necessary to take into account the flow of applications when planning service areas?

The flow of requests for service per unit of time is the initial characteristic that should be taken into account when planning service areas.

74. Is knowledge of the flow and intensity of service sufficient to evaluate the adopted service system?

It is also advisable to study the degree of use of the equipment included in the service area, for which it is necessary to analyze the element-by-element structure of the operating time of the equipment.

75. If the ratio between service time and machine operating time is greater than one, the service area:

B) unacceptable.

76. Does labor standardization matter in the work of a production manager?

Labor rationing makes it possible to provide conditions for equal intensity and intensity of labor not only in identical, but also in dissimilar jobs.

77. Should labor standards be applied to employees?

The work of employees can also be measured by time frames and performance indicators.

78. Are there any differences between the concepts of “standard time” and “standard production”

79. Is it advisable to apply microelement rationing for employees?

The system of microelement standards makes it possible to study working methods. This is important for identifying changes in the way work is done and changes in time spent.

80. Which method of measuring labor productivity is preferable for performance management?

Labor.

Since labor intensity indicators can be calculated by work areas and categories of workers.

81. What is the point logistics system with a fixed order size?

A fixed order quantity system controls inventory levels. When the stock level falls below a set level (order point), a replenishment order is issued. In this system important acquires the definition of an economically reasonable (optimal) order size.

82. What is the essence of a logistics system with a fixed time interval?

A system with a fixed time interval between orders involves placing orders to replenish stocks at a given frequency.

83. How is the need for materials determined?

There are three methods for calculating the need for materials: deterministic (certain); stochastic (probabilistic, random); heuristic. The most common and reliable is the deterministic method or the direct counting method.

84. What is the practical significance of ABC analysis and XYZ_analysis?

ABC analysis is usually used to allocate materials based on quantity and price (or some other characteristics).

Using XYZ analysis, the range of parts in stock is distributed depending on the frequency of consumption.

85. What are the features of systems with« pushing out» And« by pulling» products put into production?

The push system of products launched into production assumes that the manufacture of products begins at one end of the production line, passes through a sequential series of technological operations and ends with processing at the other end of the production chain.

The system of “pulling” products involves receiving products from the previous site as needed. The central control system does not interfere with the exchange of material flows between different sections of the enterprise and does not set current production targets for them.

86. What is a warehouse?

c) buildings, structures, devices intended for receiving, concentrating and storing various material assets, preparing them for industrial consumption and rhythmic release to consumers

87. What is the most standard type of product movement?

a) two-echelon;

88. How many classes of service are there?

89. How many components of the total warehouse area are there?

at four.

90. How many groups are loading and unloading machines divided into?

91. What determines the sequence of events of the servicing system?

a) the flow of demands;

92. What is the type of dependence of the expansive load factor on the operating time of the machine?

a) straight;

93. What changes in the characteristics of the machine will result from the maximum use of the mechanism’s load capacity and speed?

a) to intensification;

94. What areas of internal economic risk can be distinguished by responsibility centers?

Transport, supply, production, risk of storing finished products, sales, management.

95. What structural units businesses can be accumulators of his expenses? What else can serve as the basis for cost allocation?

The cost center, as the classification basis adopted for the previous stage, is used as an organizational unit for the accumulation of costs before their subsequent distribution on any basis.

Depending on the degree and direction of cost detailing, small structural divisions of the enterprise, types of products, factors of production, etc. can serve as such a basis.

96. Why are production factors preferable as a feature for identifying risk groups than, for example, product range when conducting a comparative analysis of the economic risk of two enterprises?

The identification of risk groups based on production factors is universal for all enterprises.

97. What situation is characterized by a compliance index of 1.1?

There is no risk of products not being in demand at this production.

98. What management decision and why would you accept a compliance index of 1.1 in relation to the price of the product produced? What are the implications for the enterprise? possible consequences Your decision?

A fit index of 1.1 indicates that the demand for a product exceeds its supply. Under these conditions, the price of manufactured products can be increased, which will lead to an increase in the profit of the enterprise.

99. Why, with a conformity index of 0.85, may production costs increase and product quality decrease?

A compliance index of 0.85 indicates a high risk of the product not being in demand. In this situation, the volume of production will be minimal, as well as the volume of investment per unit of output. This will lead to increased production costs and a decrease in product quality.

100. Why and what part of production time, when there is a risk of lack of demand for products, is it more correct to attribute to losses than to usefully expended labor?

When there is a risk of a product not being in demand, this product has already been produced and must be used one way or another. Losses will include part of the production time of a servicing nature spent on transportation and storage of finished products, as well as their disposal.

101. Can inflation cause the risk of lack of demand for products?

Yes, inflation can negatively affect the cost of factors of production, which in turn will inevitably affect the cost of production and its price. If the demand for a given product is elastic, then an increase in price will lead to a decrease in the volume of consumption of the product and an increase in the risk of lack of demand.

102. Why is the risk of lack of demand for products classified as mixed risks?

Because it can be associated both with the uncertainty of the external situation and with the activities of the enterprise itself that produces and (or) sells products.

103. Can the risk of lack of demand for products be classified as intra-industry?

No. This risk exists due to deviations from normal conditions in two industries: manufacturing and selling products. Consequently, at this classification level it is diversified.

104. Why is price both an internal and an external factor of demand for an enterprise’s products?

Because the price of products depends both on internal factors (cost of production) and on external factors(state of demand, competition, etc.).

105. Why does an increase in the number of consumers of an enterprise’s products reduce the risk of its lack of demand, and an increase in the number of distribution channels increases it?

An increase in the number of consumers increases the demand for products and therefore reduces the risk of their lack of demand. Increasing distribution channels increases the geographical coverage of its distribution, therefore increasing the risk of lack of demand for products in certain markets with unfavorable conditions.

106. Why will the discovery of a risk during the manufacturing process bring higher losses to the enterprise compared to the stage of its development?

Cessation of production at the development stage is associated with smaller losses because at the stage of product development the volumes of its production are relatively small, as well as the costs of its development and implementation.

107. Would it be correct to make a management decision to stop production of products that are in limited demand due to high prices? In this case, what are the components of the economic losses that the company will suffer?

If the high price of a product is caused by the high costs of producing these products and high production costs, then the management decision to stop production will be correct. In this case, it is necessary to consider the possibilities of reducing the cost of production, due to which a price reduction is possible.

In this case, the components of the economic losses that the company will incur will be the costs of producing this product, its storage and disposal. When selling products at a reduced price, the company will incur losses in the amount of the difference between the costs of its production and the profit from its sale.

108. Name the main stages of the circulation of material working capital enterprises?

These stages can be combined into three groups: the first - materials at the production stage, the second - materials in the production process, the third - sales of finished products.

109. If an enterprise replaced some types of material resources with others in the reporting period, in what units of measurement can the total change in its material costs be calculated?

By quantity and cost.

110. If, when replacing material, the quality of the finished product deteriorated, what could cause the enterprise’s profit to decrease?

Deterioration in the quality of finished products may lead to the buyer’s refusal of the product and the imposition of penalties against the manufacturer.

111. Which method of accounting for materials allows you to minimize profit in the reporting period?

An accounting method in which the price of materials in the reporting period is maximum.

112. Which (which) method of accounting for materials allows you to more accurately determine the amount of material costs for production and their inventories?

To avoid the risk of products not being in demand, an enterprise must choose a method of accounting for materials that, firstly, will most accurately reflect the real cost of material resources consumed in the process of its activities, and, secondly, will minimize the cost of materials consumption from the standpoint of their accounting. This method is the Fifo method.

113. Is risk assessment carried out during the diagnostic process?

Yes. The diagnostic function consists in detailed identification of the causes and factors of deviations of the actual values ​​of economic risks at the object under study from the planned values ​​of indicators. However, it is not limited to identifying the cause-and-effect relationships of a given subject of analysis, and also makes it possible to make recommendations on methods and indicators that identify emerging inconsistencies.

114. At what stage of making a management decision and why is an integral qualitative assessment of its risk given?

At the last stage, before making the final decision, a summary, integral risk assessment is given, which includes two interrelated aspects: qualitative and quantitative.

115. If a management decision has two paths according to the cost criterion, and the time for its implementation is the same in both cases, then what will determine the choice of a single solution?

To solve such a problem, you can use one of the methods of combinatorics - building a “possibility tree”, which allows you to quickly sort through possible indicators that quantify the risk, costs and time to implement the project (or any other set of quantitative and qualitative assessments), and see the most acceptable one.

116. How are indicators of probability, danger and importance of risk related to each other?

They are characterized by the presence of:

Group I - the greatest danger, the highest probability and, therefore, the greatest importance of risk;

Group II - moderate danger, average probability and average degree of risk importance;

Group III - low danger, low probability and insignificant risk importance.

117. Which group of absolute or relative indicators will you include the indicator in?« expected revenue from products sold» ? Why?

The indicator “expected revenue from product sales” can be included in the group of absolute indicators if it is calculated by the amount of expected revenue. This indicator will be relative when compared with another indicator.

118. What are the differences and what are the advantages and disadvantages of objective and subjective methods of calculating the probability of the occurrence of an event?

An objective method for determining probability is to calculate the frequency with which the event being studied occurs. The subjective method of determining probability is based on the use of subjective criteria based on certain assumptions.

119. Does it testify possible reduction sales volume by 5% about the onset of a risk situation and why?

A real decline in sales volumes of even 5% may indicate the onset of a risk situation. To prevent this risk from materializing, it is necessary to analyze the reasons that caused the decrease in sales volumes and take measures to stabilize the situation.

Task No. 3

Determine the critical program and establish at what number of parts per year it is advisable to process them on a four-spindle automatic machine instead of a turret machine with the following data:

Solution

The cost of manufacturing a batch of parts Cn, determined during the design of the technological process, is considered as a sum consisting of two types of costs: those that depend and those that do not depend on the number of parts in the batch. It is determined by the formula:

WITHn = pn + v

To the number of costs for processing one part p , depending on batch size P, include costs for basic materials and wages of production workers, as well as some other expenses. To the number of costs v , independent of the number of parts in the batch, include the costs of preparing the work (operation) and its technological equipment, setting up equipment, instruction, etc. These costs are determined first for the batch as a whole, and then per part.

Cost of manufacturing one part SD when starting to process a batch of parts P PC. determined by the formula:

SD=p+v/n

1. Let’s determine the cost of manufacturing one part on a turret machine (RS) and on a four-shank machine. automatic (NA) based on the amount of costs depending on the number of parts in the batch:

RS = 13 + 3 + 2 + 3 = 21 kopecks/piece.

NA = 4 + 5 + 2 + 6 = 17 kopecks/piece.

2. Note that the amount of costs that do not depend on the number of products in the batch (the cost of setting up and operating equipment) on a turret machine is more than three times lower (10 rubles/year) than the same figure for a four-piece machine. machine (32 rubles/year). These costs will be distributed evenly over the entire number of parts in the batch, so the number of parts in the batch made on four-slot. machine should be 3.5 times more than the number of parts made on a turret machine.

3. Let's define full cost products (based on the sum of costs depending and independent on the number of products in the batch), with a batch size of 100 pieces.

RS = (0.21 * 100 + 10) / 100 = 0.31 kopecks/piece.

NA = (0.17 * 100 + 32) / 100 = 0.49 kopecks/piece.

If the batch volume is 350 products per year, then the cost of one part in the batch will be:

RS = (0.21 * 350 + 10) / 350 = 0.24 kopecks/piece.

NA = (0.17 * 350 + 32) / 350 = 0.26 kopecks/piece.

If the batch volume is 700 products per year, then the cost of one part in the batch will be:

RS = (0.21 * 700 + 10) / 350 = 0.22 kopecks/piece.

NA = (0.17 * 700 + 32) / 350 = 0.22 kopecks/piece.

If the batch volume is 800 products per year, then the cost of one part in the batch will be:

RS = (0.21 * 800 + 10) / 350 = 0.22 kopecks/piece.

NA = (0.17 * 800 + 32) / 350 = 0.21 kopecks/piece.

Thus, when the number of parts exceeds 800 pieces/year, it is advisable to process them on a four-spindle automatic machine instead of a turret machine.

Problem #6

The product is sold at a price of 4 rubles, but for a batch size of more than 150 products a 10% discount is provided. A company that consumes 20 products per day wants to decide whether to take advantage of a discount. The cost of placing an order for one batch is 50 rubles, the cost of storing one product is 0.03 rubles. in a day. Is it advisable for a company to take advantage of a discount?

Solution

1. The cost of placing an order for a batch of 20 products will be:

20 * 4 + 50 = 130 rub.

130 / 20 = 6.5 rub.

2. The cost of placing an order for a batch of 155 products, taking into account storage costs, will be:

(155 * 4) - 10% + (155 * 0.03) + 50 = 620 - 62 + 4.65 + 50 = 612.65 rub.

In this case, the price of one product will be:

612.65 / 155 = 3.95 rub.

Thus, the price of one product purchased at a discount, even taking into account storage costs, is lower than when buying a batch of 20 pieces. Therefore, it is advisable for the company to take advantage of the discount provided.

Problem No. 12

Identify possible types of external and internal risks of an enterprise producing woolen quilted products (blankets, jackets, overalls, etc.). Construct a flowchart of its analysis economic risk and give suggestions on ways to minimize the possible internal economic risk of a given enterprise.

Solution

The number of possible risks is quite large and it is not possible to take into account absolutely all risks. Depending on the place of occurrence, all risks can be divided into external and internal. External risks include those whose causes are located in the external environment, and internal risks usually include those types of risks that arise as a result of the activities of the enterprise itself.

It is advisable to distinguish categories of mixed risks. This is due to the fact that there are types of economic risk generated partly by the external environment of the enterprise, and partly by its internal actions.

General analysis flowchart economic activity is presented in Appendix 1. Here we will consider the main types of business risks in more detail.

External risks include general economic, market, socio-demographic, natural and climatic, information, scientific, technical and regulatory.

The reasons causing foreign economic, market, natural-climatic, informational, scientific, technical and regulatory types may lie in the actions of subjects such as external environment, and internal. Therefore, they fall into the mixed risk category.

Internal risk is distinguished by cost generation centers, i.e. by areas of its formation. Cost centers are individual divisions of an enterprise to which costs can be attributed. Internal risks may include: transport, supply, production, storage risk of finished products, sales, management.

As for risks classified as external, these subtypes of internal risk may be partially due to reasons beyond the scope of the analysis. Such subtypes should be considered mixed risks. These include: transport, supply, sales.

In the situation described in the assignment, the external risks of economic activity for an enterprise producing woolen quilted products will be:

General deterioration of the economic situation in the country;

Changes in market conditions in an unfavorable direction;

Decrease in demand for the company’s products among certain consumer groups;

Changes in natural and climatic conditions towards warming;

Outperforming competing enterprises in information, scientific and technical parameters;

Changes in economic legislation, increased taxation.

Internal risk factors for an enterprise producing woolen quilted products include:

Increase in transport tariffs;

The risk of shortage of raw materials, increase in the cost of supplied materials or a decrease in their quality;

Failures in production leading to increased production costs or decreased quality of finished products;

The risk of deterioration in the quality of finished products due to inappropriate storage conditions;

The risk of lack of demand for products, decreased demand for them;

The risk is not rational organization production and sales.

Measures to minimize the possible internal economic risk of a given enterprise can be:

1. Conclusion of long-term contracts with transport and supply organizations. The terms of the contract must ensure maximum stability of supply and transportation conditions.

2. Rational organization of production, allowing to reduce costs and maximize the quality of finished products. Organization of optimal storage conditions for finished products.

3. Study of market conditions and consumer requests. Identification of factors influencing the state of demand, control pricing policy, competent communication policy, advertising.

4. Improving the quality of work of management. Rationale for decision-making on production and sales, search for more profitable, alternative options.

Problem No. 15

Among the indicators listed below, highlight those characterizing the possibility of a risk of lack of demand for products associated with the quality of the enterprise's production fixed assets. Combine the selected indicators into groups according to their level of performance, technical condition, intensity of use, renewal, sufficiency.

Availability of fixed assets for a certain period.

Wear rate.

Average annual cost of the active part of industrial and production fixed assets.

Time spent in scheduled repairs.

Capital-labor ratio of workers.

Capital intensity of production.

Average annual cost of industrial production assets.

Renewal factor.

Suitability factor.

Average age of equipment.

Equipment shift ratio.

Attrition rate.

Liquidity ratio.

Update intensity factor.

Capital productivity.

Number of hours of actual equipment downtime.

The share of actually operating equipment in installed equipment.

Equipment utilization factor by power.

Equipment utilization rate over time.

Worker shift ratio.

Number of unscheduled equipment stops.

Solution

The risk of lack of demand for products associated with the quality of production fixed assets of an enterprise can be influenced by the following factors:

By performance level:

1. Time spent in scheduled repairs;

2. Capital intensity of production;

3. Number of hours of actual equipment downtime.

According to technical condition:

1. Wear rate;

2. Fitness factor;

3. Average age of equipment;

4. Number of unscheduled equipment stops.

By intensity of use:

1. Liquidity ratio;

2. Equipment utilization rate by power;

3. Equipment utilization rate over time.

By update intensity:

1. Renewal rate;

2. Equipment shift ratio;

3. Attrition rate;

4. Update intensity factor.

By sufficiency:

1. Availability of fixed assets for a certain period;

2. Capital-labor ratio of workers.

Bibliography

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